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Why Six Sigma @ Starwood,We Think We’re Different !,,Today, if 2.5? (84% yield) then 10 dissatisfied customers every day, every property!,,Why Six Sigma,Complex, multi-step process,Starwood = 25 Million Guests Annually,,90%,Wide variability of performance to customer expectations in core processes across business: Major opportunity Major risk No common method for sustaining, leveraging and transferring innovation across Starwood Lack of robust processes to sustain above average EBITDA growth rates: Internal view that Starwood doesn’t systematically support collaboration, process improvement, people development, and best practice sharing.,“Case for Change”,,The Case for Change: Guest Satisfaction - 25 Million Guests,Global GSI Composite,“Highly Satisfied” = 3 - 6 x more stays vs. “satisfied”,Opportunity,Satisfied customers = $2bn+ Revenue,,Billions of revenue from increased satisfaction,,“Dissatisfied customers” tell 8 - 10 people.,… “internet” allows dissatisfied customers to broadcast to thousands of people,20,250,000 people aware of dissatisfaction,Billions of potentially negative impressions Zagats Expedia Travelocity E,,Threat,,If not “highly satisfied”, then customers defect for price or location.,12,500,000 “at risk” customers,,,,Provide Customers Compelling Reason To Return,,What Is Six Sigma?,You listen to the customer. . You get the facts . . . You eliminate non-value added work . . . You give the customer what she wants – consistently !,Six Sigma: What’s not to like?,The Foundation,Six Sigma is … Voice of the Customer - Measure: - Goal: System of management:,To Benefit the Business & its Customers, Associates and Owners,How well we are meeting the Customers requirements Critical to Quality Measures Define the capability of a process Improvement that reaches near-perfection Achieve lasting business leadership and top performance,,,,,,Customer is any person or organization that receives a product or service (Output) from our work activities (Process),Process is Series of Activities that: Take Inputs, Adds Value, Produces Output,Six Sigma: Process Focused,,,,,,,Six Sigma Approach & Projects,Six Sigma Sequence,Generate Project Ideas,Transfer “Best Practices”,Select Projects,Do Projects,Everyone including: customers (Internal & External) Even Vendors,Six Sigma Council Property Area Divisional,DMAIC Projects: BB & Team Quick Hits Process owner,Designate best practice – Six Sigma Council (Division, Global) iDMAIC “Import” projects Process owner,Six Sigma: What It Is Not!,Statistics, statistics and more statistics . . . Numbers of projects . . . The only way we can change & improve . . . A “magic potion” to solve everything . . . Something DONE TO the business by specialists A substitute for sound business strategy . . .,Six Sigma Roles,What is a Black Belt? What is a Master Black Belt? What is your role?,Six Sigma Roles: Black Belts,Work with property leadership to identify opportunities Mobilize the team members and others in the property Coach/train team members in Six Sigma methods “just-in-time” Identify implementation success barriers complete 3 to 8 projects annually, depending on size, complexity & resources,,BB Does the Work & Drives the team !,Responsibility:,Profile:,“A+” talent; your associate who you can least afford to lose! Analytical “horsepower”, intellectual curiosity & problem solving skills Leadership & influence skills Future business leaders,Six Sigma Roles: Master Black Belt,Support, challenge prevent “reinventing the wheel” Achieve measurable financial and customer loyalty results: complete approximately 15 to 30 projects, depending on size, complexity and resources (approximately $5 -$10MM annually),“Portfolio Manager”,Training & Tools—Black Belt,Training Leading Teams DMAIC 1 DMAIC 2 Training Project,Software & Intranet Tools E:TOOL Power Point Mini Tab Excel Visio & Project,Black Belt Hiring Assessment Tools Behavioral Interviews Computer Skills assessment Comprehension & Numerical Relationships,Other Important Six Sigma Roles,Project Sponsors People (many times leadership) within the existing organization most closely associated with a project. They are typically the ones who will gain or lose the most from the project’s success or failure Process Owners People responsible for on-going post-implementation support of process changes/improvements Must work closely with Project Sponsor and/or Black Belt throughout project Improvement Team Members Participate in all steps of defining and implementing projects They are the subject matter experts,Six Sigma APD Rollout,APD Timetable,,,,,,,,,,,,,,,,Staff MBBs,,,,,,,,,,,,,,,,,,,,,,,,,,,,Preliminary timetable to implement 1Q03,Sep,Oct,Nov,Dec,Jan,Feb,Apr,Jul,Aug,Mar,,Select BBs,MBB & BB “Wave 1” training & training projects,$,,,Property council training (SSC) 3 to 4 Properties per,First BB projects start,,Owner “road shows”,Design APD architecture & rollout,GM training (LSS),BB “Wave 2” training & training projects,First “Quick Hits”,2,$,,1,Property “billing”,,,,iDMAIC,,,,,,Beyond,HR ASSESSMENT TOOL,1,$,,,,,,MBB’s Start Jan 1,APD Six Sigma Summary,45+ full-time resources, globally,10,000 training days,Projects 600 + DMAIC, Transfer & QH projects into Control,3 to 5 Year Goals Guests : Exceed expectations with less variability Owners : Substantial Financial Benefit Associates : Tools to cost effectively transfer innovation & improve core processes 2003 Targets: At least Full Breakeven,$600,000 +BB’s , MBB’s etc,Key Role Accountability,APD Six Sigma Organization,EVP Six Sigma,,,,,,,,,,,10 BB,,VP Six Sigma & MBB Indonesia,,Six Sigma Leadership,10 BB,,,Aus./ NZ / Fiji,Malaysia, Thailand, & Philippines,China, Hong Kong & Macau,Japan, Korea & Guam,VERY PRELIMINARY,,Division Six Sigma Analyst,,,The above could also be consideration for the way Area Councils are structured if it fits within the strategic framework & organization of the division,,,,,Training Project List,Black Belt & Property Training Cycle,,1-2 Months ago,LSS Overview of Six Sigma tools and SSC process,Pre-work (GM, BB, ExComm),,SSC 3 day course,DMAIC 1,Training project,,,,,DMAIC 2,,,,,General Manager & Property Training,SSC Workshop Simulation PDF review / critique Council Meeting Action Plans,1 Day GM-led session,3 Day Facilitator led Training event,$,$$ $$,BB Project #1,BB Project #2,,Today,,Brainstorming Prioritization Selection of 3-5 project ideas PDF assignment,,PDF,PDF,,Revised PDF’s,PDF,PDF,,SSC 4x / year,$$$,1-2 weeks,PDF,PDF,PDF,Black Belt Training Track,Six Sigma Training Investment,10,000+ Days of Training,Six Sigma Training Deployment,iDMAIC Training is intended for all on Property Managers and will be done thru the Development Center on line in Starwood One,Detailed description of the terms used can be found here,General 6 Sigma Information,Six Sigma Information,E TOOL INNOVATION TRANSFER LESSONS LEARNED CURRENT GLOBAL, DIVISIONAL & CORPORATE PROJECTS THE DMAIC PROCESS,1) The E Tool,Documents Projects Toll Gates & Tracks Project Progress Records our Financials Transfers Best Practices Knowledge Warehouse – Accessible Globally,DMAIC,Process Improvement Methodology,,,The Statistical Tools used,Tollgate Checklist – Define,For our project, we have :,1. Confirmed that our project is a worthwhile improvement priority and is supported by the Quality Council. 2. Been given (or written) a brief business case explaining the potential impact of our project on customers, profits, and its relationship on business strategies. 3. Composed and agreed to a two to three sentence description of the problem as we see it – the Problem Statement – focusing on symptoms only (not causes or solutions). 4. Prepared a Goal Statement defining the results we're seeking from our project, with a measurable target (or placeholder to add one). No solutions are proposed in the Goal Statement 5. Prepared other key elements of an DMAIC team charter, including a list of constraints and assumptions, a review of players and roles, a preliminary plan and schedule, and (if needed) a process scope. 6. Reviewed your Charter with your sponsor for this project and confirmed his/her support. 7. Identified the primary customer and key requirements of the process being improved and created a SIPOC diagram of the areas of concern. 8. Prepared a detailed process map of areas of the process where we expect to focus our initial measurement.,,Every Stage of the DMAIC Process will have a tollgate checklist Every Stage will require Six Council and MBB review and approval,Project Search Criteria,Projects by Master Black Belt or a variety of other search methods,A Projects P&L Summary Monthly View,Project Financial Benefit Summary,P&L Summary, Total, Property, Project,2) Innovation Transfer,The Role all of our Associates will play in changing the culture and executing the benefits,,- People trained, processes mapped & measured - “Best Practice” innovations transfer - Dashboards in place - Clear sigma improvement against customer “CTQs”.,- Dramatic process improvement against stretch targets to “CTQs” - Core processes redesigned - Six Sigma delivers material net income. - The way we run the business, day to day.,Multi-Year Change Program: Deliver Compelling Guest Satisfaction,,What Our “Roadmap” Looks Like,- Program launched - Great talent: BBs/MBBs - Delivers to the P+L,Innovation Transfer provides us the vehicle to get all Management Teams trained on the importation of Best Practice Projects,Innovation Transfer Creates Strategic Advantage,,2001-2: Project Benefits Projects deliver value at the property, for the property: Projects improve property processes,2002-3+ : Innovation Transfer Projects deliver value & improve Starwood-wide processes Innovations rapidly transferred to all applicable Starwood properties:,SPEED,Less Investment (Don’t reinvent the wheel) Less Risk (Do what works somewhere else) Faster Implementation – faster benefits Faster recovery from errors - experimentation,3 Years 6 Months,,Innovation Transfer,As of 25 June 2002, 8 weeks since launch . . .,8 weeks since launch,195 Transfer Projects in Process,iDMAIC Statistics,Module 4 Completion (7 2 02),Six Sigma: What it Takes,Results = Quality (of solution) X Acceptance,Great Solutions Without Buy-in Get You Nothing!,3) Key Lessons Year 1,Six Sigma as Starwood Value,Staff “top” talent as Black Belts Leverage the Six Sigma network as resource – MBBs / Global team Projects that make a difference – to the property . . . across the system Projects linked to leader “big 5” Do “Quick Hits” “Import” innovation Commitment & Involvement Clear project sponsorship with responsibility Leadership tested at every level Council part of regular management cycle,Apply Six Sigma roles:,Actively Lead it!,Select the right projects,Drive Changes That Make A Difference For the Guest & To The Business,4) Corporate, Divisional & Global Projects,Building the Six Sigma Culture in Asia Pacific,Allow Six Sigma to weave the fabric of its own culture as it relates to the Asia Pacific Region. Lessons learned will be important—but more so to guide us and anticipate previous shortcomings. 1st and foremost a clear understanding of each regions nuances, personalities, cultures, Awareness of Brands & varied customer expectations, Financial & Ownership expectations— understanding, involvement and balance ---target projects that manage to those expectations To drive direction towards meaningful projects ----based on each regions needs Passion about this stuff---can bring change to the way we treat our customers Involvement Early Successes,Hiring Great people Hands on involvement Shortening the learning curve Build on our strengths and share our successes as a Division Minimize some of the shortcomings of the original roll-outs Borrow from best practices in NAD, LAD & Europe Ability to build relationships, coalitions, and people working together to accomplish the same goal Will clearly rely on the people ( AMD/VP’s, GMS. & BB) to help clarify and provide the direction as we develop our strategies & direction.,Global Status,Week Ending June 28,,,Six Sigma Benefits Snapshot,2002 System-wide Six Sigma Benefits,,(US$mm),2001 Year,End,2002 YTD,Actual,2002 Full,Year,Forecast,2002 Prior,Month F/Y,Forecast,2002,Budget,2003,Forecast,System-wide Benefits,Corporate,2.3,1.1,3.7,4.0,7.5,3.4,NAD,- Owned,19.8,29.1,60.2,59.0,57.7,13.2,- Managed,14.2,25.8,56.5,53.7,51.7,16.0,LAD,- Owned,3.4,3.5,7.2,7.1,7.9,3.3,- Managed,NA,0.1,0.2,0.1,0.0,0.0,Europe,- Owned,2.2,6.3,15.6,13.2,14.8,10.1,- Managed,2.3,3.8,9.7,9.1,10.6,5.4,St. Regis,- Owned,2.5,1.7,4.3,3.5,4.5,1.6,- Managed,0.3,0.5,0.9,0.9,1.5,0.2,SVO,NA,0.1,0.2,0.2,1.0,0.1,Total,-Owned,30.2,41.8,91.2,87.0,93.4,31.7,-Managed,16.8,30.2,67.3,63.7,63.8,21.6,STARS,2.3,3.6,8.2,6.9,7.0,5.3,Total System-wide Benefits,49.3,75.6,166.7,157.7,164.2,58.6,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,% benefits from DMAIC Projects:,18%,20%,30%,84%,DMAIC Project Average Value,,Average DMAIC Project Value by Division,Notes:,Project data as of 6/27/02 Assumed that 2001+2002+2003 forecast = total project value forecast Used 2001 YE numbers from old excel “Cotter Report“ worksheet Original model of $200k average per DMAIC project at “maturity”, with “l(fā)earning curve” average economics: training project $0, P1 $67k, P2 $133k. P3 $200k – at this point in time, model average benefits of $140k (D-I),,,,2001 Six Sigma Award Winners,Why are these winners? Impact – process AND $$$$ Wouldn’t have done without Six Sigma Cross-functional AND team to implement Needed the tools . . . and used them Transferability,Major Corporate Projects,CORP HQ PROJECTS COMPLETED 2001 Outside Legal Council (11984) – Reduce fees paid to outside attorneys for matters that are managed by the Corporate Legal Department. 2001 benefit: $284k. 2002 benefit : $1.05mm (Sponsor: Seigel) Accounts Receivable (10821) – Reduce interest costs of floating receivables for managed properties. 2001 benefit : $153k. 2002 benefit : $342k Benefit Termination (12065 QH) – Terminate benefits closer to termination date (rather than pay benefits through the end of the month). 2001 benefit : $581k; 2002 benefit : $480mm (Sponsor: Norton) Development Process (12437) – Produced new business plan, deal parameter guidelines, and new approval process. Benefit not quantified. (Sponsor: Goldman) CORP HQ PROJECTS IN-PROGRESS 2002 Warranty Insurance Program (12036)– Reduce repair and maintenance expense; L/T opportunity target 20% reduction on a base of $52mm spent in NAD in 2001 Airline travel Services (11965) – New travel guidelines and trip pre-approval process; Part II will examine American Express pricing and service. Part I benefit 2002: $200k. Part II benefit: TBD. Hotel Accounting Standardization and Automation – Reengineer 5 core processes—Revenue Audit, Cash, Purchasing and AP, AR, and the Close. Estimated benefit: $3-5mm,STARS PROJECTS COMPLETED 2001 Multiple CCC Conversion Projects (11721, 10693, 43166, 40821, 19251) – A series of projects to assess recruiting, training, reporting, and performance of CCC associates with the goal of increasing conversion rates. 2002 benefit: $1.3mm STARS PROJECTS IN-PROGRESS 2002 E-Mail Address Collection (40483) – Increase the capture rate for e-mail addresses from property-enrolled SPG members. 2002 benefit: $162k Promotion Loading (14060) – Improve the method for processing marketing promotions. GDS Rate Modification (42369) – Reduce turn-around time and improve the accuracy of rates loaded in GDS by Starlink/GDS desk. 2002 benefit: $280k. Optimize Call Handling Time (44847) – Minimize ATT variance by call type. 2002 benefit: $384k.,Major STARS Projects,Global Projects Approved 12/01,Check-in (26373)– Two goals: (1) A vision for a winning check-in process that delivers competitive advantage; and (2) identify and implement incremental improvements to the current process (sponsors: Ted Darnall and Steve Hankin) Guest Incidents –Design procedures for handling the subset of guest complaints that could potentially expose Starwood to legal expense. (sponsor: Paul Scott and Tony Rodolakis). Overtime –Not a DMAIC project; rather, it is an effort to assemble the results of 40 similar projects and disseminate an OT reduction tool kit via the innovation transfer program (sponsor: Jose Ponte). Business Planning Process – (35240) Design a planning process that links budgeting, annual / initiative planning, and strategic planning (sponsor: Dene Rogers) A after that, propose a suite of DMAIC and QH projects (sponsor: Norman MacLeod & James Hyman),NAD Initiatives and Projects,,5) The DMAIC Process,“ D M A I C ”,Projects: Consistent Method,,1. What is the project charter? 2. What is the “Voice of the Customer”,Get the right data . . . . . . not the easy, available data.,What does the data tell us? What is the “root cause”?,Fix the process “Improve” “Redesign”,Is the improvement delivering results?,Five Phases of Six Sigma Projects:,DMAIC,Process Improvement Methodology,,,Tollgate Checklist – Define,For our project, we have :,1. Confirmed that our project is a worthwhile improvement priority and is supported by the Quality Council. 2. Been given (or written) a brief business case explaining the potential impact of our project on customers, profits, and its relationship on business strategies. 3. Composed and agreed to a two to three sentence description of the problem as we see it – the Problem Statement – focusing on symptoms only (not causes or solutions). 4. Prepared a Goal Statement defining the results we're seeking from our project, with a measurable target (or placeholder to add one). No solutions are proposed in the Goal Statement 5. Prepared other key elements of an DMAIC team charter, including a list of constraints and assumptions, a review of players and roles, a preliminary plan and schedule, and (if needed) a process scope. 6. Reviewed your Charter with your sponsor for this project and confirmed his/her support. 7. Identified the primary customer and key requirements of the process being improved and created a SIPOC diagram of the areas of concern. 8. Prepared a detailed process map of areas of the process where we expect to focus our initial measurement.,,Every Stage of the DMAIC Process will have a tollgate checklist Every Stage will require Six Council and MBB review and approval,Measure,I,,P,O,,,Input,Output,Develop Measures,Process,Based on CTQs and process,,Stratification,Who? What? When? Where?,,,Checksheets,,Sampling,,Process Capability,Tollgate,,Analyze,,Deployment Mapping,,Value-Added Analysis,,,Cause & Effect,,Hypothesis Statements,,Regression,,,,,Data Analysis,,?,Tollgate,,,Run Chart vs. Boxplot,,Sheraton Pompeii Room Occupancy 1998-2000,Time,Occupancy Rate,,,,,,,5,0,6,0,7,0,8,0,9,0,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,Sheraton Pompeii Room Occupancy 1998-2000,Year,Occupancy Rate,Starwood Station,?,Improve,,,Solution Generation,,Should-Be Mapping,,,Cost/Benefit Analysis,,Implementation Planning,,Pilot,Narrowing Solutions,Multi-Voting,Risk Management,Launch,,FMEA,Tollgate,,,Control,,Ongoing Measurement,,Dashboard Review,,Documentation,,Revision Planning,,Control Charts,Multi-Voting,Process Management,,Future-Focused Cause & Effect,Tollgate,,同學(xué)們,來(lái)學(xué)校和回家的路上要注意安全,同學(xué)們,來(lái)學(xué)校和回家的路上要注意安全,