喜达屋酒店集团Starwood六西玛格培训.pptx

Why Six Sigma @ Starwood;We Think We’re Different !;;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.;The Case for Change:Guest Satisfaction - 25 Million Guests;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 !;The Foundation;Customer is any person or organization that receives a product or service (Output) from our work activities (Process);;Six Sigma: What It Is Not! ;Six Sigma Roles;Six Sigma Roles: Black Belts;Six Sigma Roles: Master Black Belt;Training Tools—Black Belt;Other Important Six Sigma Roles;Six Sigma APD Rollout;APD Timetable;APD Six Sigma Summary;;;;Six Sigma Training Investment;Six Sigma Training Deployment ;General 6 Sigma Information;Six Sigma Information;1) The E Tool;;The Statistical Tools used ;Tollgate Checklist – Define;Project Search Criteria;Projects by Master Black Belt or a variety of other search methods;A Projects PL Summary Monthly View;Project Financial Benefit Summary;PL Summary, Total, Property, Project;2) Innovation Transfer; ;;Innovation Transfer Creates Strategic Advantage;;Innovation Transfer;iDMAIC Statistics;Six Sigma: What it Takes;3) Key Lessons Year 1;Drive Changes That Make A DifferenceFor the Guest To The Business ;Building the Six Sigma Culture in Asia Pacific;Global Status;;DMAIC Project Average Value;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