酒店业的六西格玛资料（英文PPT66页.pptx 67页

WhySixSigma@Starwood WeThinkWe’reDifferent! 13246578910Today,if2.5(84%yield)then10dissatisfiedcustomerseveryday,everyproperty!WhySixSigmaComplex,multi-stepprocessStarwood=25MillionGuestsAnnuallyIf99%,then90%yield9dissatisfiedperpropertyeverydayIf99.9997%then,99.997%yield10dissatisfiedperpropertyeveryyear99%x99%x99%x99%x99%x99%x99%x99%x99%x99%=90% Widevariabilityofperformancetocustomerexpectationsincoreprocessesacrossbusiness:MajoropportunityMajorriskNocommonmethodforsustaining,leveragingandtransferringinnovationacrossStarwoodLackofrobustprocessestosustainaboveaverageEBITDAgrowthrates:InternalviewthatStarwooddoesn’tsystematicallysupportcollaboration,processimprovement,peopledevelopment,andbestpracticesharing.“CaseforChange” TheCaseforChange:GuestSatisfaction-25MillionGuestsGlobalGSIComposite“HighlySatisfied”=3-6xmorestaysvs.“satisfied”OpportunitySatisfiedcustomers=$2bn+RevenueBillionsofrevenuefromincreasedsatisfaction“Dissatisfiedcustomers”tell8-10people...…“internet”allowsdissatisfiedcustomerstobroadcasttothousandsofpeople20,250,000peopleawareofdissatisfactionBillionsofpotentiallynegativeimpressionsZagatsExpediaTravelocityEpinions.comThreatSatisfied41%HighlySatisfied50%Dissatis.9%Ifnot“highlysatisfied”,thencustomersdefectforpriceorlocation.12,500,000“atrisk”customersProvideCustomersCompellingReasonToReturn WhatIsSixSigma? Youlistentothecustomer..Yougetthefacts...Youeliminatenon-valueaddedwork...Yougivethecustomerwhatshewants–consistently!SixSigma:What’snottolike? TheFoundationSixSigmais…VoiceoftheCustomer-Measure:-Goal:Systemofmanagement:ToBenefittheBusiness&itsCustomers,AssociatesandOwnersHowwellwearemeetingtheCustomersrequirementsCriticaltoQualityMeasuresDefinethecapabilityofaprocessImprovementthatreachesnear-perfectionAchievelastingbusinessleadershipandtopperformance Customerisanypersonororganizationthatreceivesaproductorservice(Output)fromourworkactivities(Process)ProcessisSeriesofActivitiesthat:TakeInputs,AddsValue,ProducesOutputSixSigma:ProcessFocused SixSigmaApproach&ProjectsSixSigmaSequenceGenerateProjectIdeasTransfer“BestPractices”SelectProjectsDoProjectsEveryoneincluding:customers(Internal&External)EvenVendorsSixSigmaCouncilPropertyAreaDivisionalDMAICProjects:BB&TeamQuickHitsProcessownerDesignatebestpractice–SixSigmaCouncil(Division,Global)iDMAIC“Import”projectsProcessowner SixSigma:WhatItIsNot!Statistics,statisticsandmorestatistics...Numbersofprojects...Theonlywaywecanchange&improve...A“magicpotion”tosolveeverything...SomethingDONETOthebusinessbyspecialistsAsubstituteforsoundbusinessstrategy... SixSigmaRolesWhatisaBlackBelt?WhatisaMasterBlackBelt?Whatisyourrole? SixSigmaRoles:BlackBeltsWorkwithpropertyleadershiptoidentifyopportunitiesMobilizetheteammembersandothersinthepropertyCoach/trainteammembersinSixSigmamethods“just-in-time”Identifyimplementationsuccessbarriers&workwithotherstoovercomeRecommend&PilotwiththeteaminnovativebusinessprocessimprovementsAchieveandcapturemeasurablefinancial&guestloyaltyresults;complete3to8projectsannually,dependingonsize,complexity&resourcesBBDoestheWork&Drivestheteam!Responsibility:Profile:“A+”talent;yourassociatewhoyoucanleastaffordtolose!Analytical“horsepower”,intellectualcuriosity&problemsolvingskillsLeadership&influenceskillsFuturebusinessleaders SixSigmaRoles:MasterBlackBeltSupport,challenge&guideprojectselectionthroughtheSixSigmaCouncil(e.g.,whatprojectsshouldpropertyworkon).Leadership,direction,guidance&supporttoAMD,VP’s&GM’srelatingtoSixSigmaCoach&consulttoBlackBelts,&applySixSigmamethodsinareaofresponsibility(area,division,orcorporate)Analytical“horsepower”,intellectualcuriosity&problemsolvingskillsEnsurequality&robustnessofprojectintegrity&teamsolutionsDriveinnovationtransfer;prevent“reinventingthewheel”Achievemeasurablefinancialandcustomerloyaltyresults:completeapproximately15to30projects,dependingonsize,complexityandresources(approximately$5-$10MMannually)“PortfolioManager” Training&Tools—BlackBeltTrainingLeadingTeamsDMAIC1DMAIC2TrainingProjectSoftware&IntranetToolsE:TOOLPowerPointMiniTabExcelVisio&ProjectBlackBeltHiringAssessmentToolsBehavioralInterviewsComputerSkillsassessmentComprehension&NumericalRelationships OtherImportantSixSigmaRolesProjectSponsorsPeople(manytimesleadership)withintheexistingorganizationmostcloselyassociatedwithaproject.Theyaretypicallytheoneswhowillgainorlosethemostfromtheproject’ssuccessorfailureProcessOwnersPeopleresponsibleforon-goingpost-implementationsupportofprocesschanges/improvementsMustworkcloselywithProjectSponsorand/orBlackBeltthroughoutprojectImprovementTeamMembersParticipateinallstepsofdefiningandimplementingprojectsTheyarethesubjectmatterexperts SixSigmaAPDRollout APDTimetableStaffMBBsPreliminarytimetabletoimplement1Q03SepOctNovDecJanFebAprJulAugMarSelectBBsMBB&BB“Wave1”training&trainingprojects$Propertycounciltraining(SSC)3to4PropertiesperFirstBBprojectsstartOwner“roadshows”DesignAPDarchitecture&rolloutGMtraining(LSS)BB“Wave2”training&trainingprojectsFirst“QuickHits”2$12Property“billing”iDMAICNov02BeyondHRASSESSMENTTOOL1$MBB’sStartJan1 APDSixSigmaSummary45+full-timeresources,globally10,000trainingdaysProjects600+DMAIC,Transfer&QHprojectsintoControl3to5YearGoalsGuests:ExceedexpectationswithlessvariabilityOwners:SubstantialFinancialBenefitAssociates:Toolstocosteffectivelytransferinnovation&improvecoreprocesses2003Targets:AtleastFullBreakeven$600,000+BB’s,MBB’setc “BlackBelt”(40-45+/-):Full-timeleadership&executionofproperty,area,ordivision-levelprojectsAssociates:Workonprojectteams“MasterBlackBelt”(3-4):SupportAMDsviadiagnostics,managetheprojectportfolio,andcoachBBswithinageographyDivisionManagement,AreaVP,GM:Project,processandbusinessresultsDivisionSixSigmaLeader:DrivingtheSixSigmainitiativewithinthedivisionDivisionSixSigmaAnalyst(1):Financialtracking,reporting&analysisofprojectsandresultsKeyRoleAccountabilityFTE=45+/-APDSixSigmaOrganizationEVPSixSigma 10BBMBB#110BBMBB#210BBMBB#3VPSixSigma&MBBIndonesiaSixSigmaLeadershipMBB#410BBAus./NZ/FijiMalaysia,Thailand,&PhilippinesChina,HongKong&MacauJapan,Korea&GuamVERYPRELIMINARYDivisionSixSigmaAnalystTheabovecouldalsobeconsiderationforthewayAreaCouncilsarestructuredifitfitswithinthestrategicframework&organizationofthedivision TrainingProjectListBlackBelt&PropertyTrainingCycle1-2MonthsagoLSSOverviewofSixSigmatoolsandSSCprocessPre-work(GM,BB,ExComm)SSC3daycourseDMAIC1TrainingprojectDMAIC2GeneralManager&PropertyTrainingSSCWorkshopSimulationPDFreview/critiqueCouncilMeetingActionPlans1DayGM-ledsession3DayFacilitatorledTrainingevent$$$$$BBProject#1BBProject#2TodayBrainstormingPrioritizationSelectionof3-5projectideasPDFassignmentPDFPDFRevisedPDF’sPDFPDFSSC4x/year$$$1-2weeksPDFPDFPDFBlackBeltTrainingTrack SixSigmaTrainingInvestment10,000+DaysofTraining SixSigmaTrainingDeploymentiDMAICTrainingisintendedforallonPropertyManagersandwillbedonethrutheDevelopmentCenteronlineinStarwoodOneDetaileddescriptionofthetermsusedcanbefoundhere General6SigmaInformation SixSigmaInformationETOOLINNOVATIONTRANSFERLESSONSLEARNEDCURRENTGLOBAL,DIVISIONAL&CORPORATEPROJECTSTHEDMAICPROCESS 1)TheEToolDocumentsProjectsTollGates&TracksProjectProgressRecordsourFinancialsTransfersBestPracticesKnowledgeWarehouse–AccessibleGlobally 3002001000100806040200BADCEFBAr=.7CauseBEffectr=.5CauseAEffectDefectsSigma246ProcessBaselineDefectsSigma246ProcessEntitlementProcessRedesignSIProcessOCFriendlyResponseSpeedCTQVoiceoftheCustomerProjectCharterReducecycletimeandvariabilityofCheck-In.Choice3Choice2Choice1SolutionsDecisionMatrixCriteriaImplementationActivitiesDefineMeasureAnalyzeImproveControlDMAICProcessImprovementMethodology TheStatisticalToolsused TollgateChecklist–DefineForourproject,wehave:1.ConfirmedthatourprojectisaworthwhileimprovementpriorityandissupportedbytheQualityCouncil.2.Beengiven(orwritten)abriefbusinesscaseexplainingthepotentialimpactofourprojectoncustomers,profits,anditsrelationshiponbusinessstrategies.3.Composedandagreedtoatwotothreesentencedescriptionoftheproblemasweseeit–theProblemStatement–focusingonsymptomsonly(notcausesorsolutions).4.PreparedaGoalStatementdefiningtheresultswe"reseekingfromourproject,withameasurabletarget(orplaceholdertoaddone).NosolutionsareproposedintheGoalStatement5.PreparedotherkeyelementsofanDMAICteamcharter,includingalistofconstraintsandassumptions,areviewofplayersandroles,apreliminaryplanandschedule,and(ifneeded)aprocessscope.6.ReviewedyourCharterwithyoursponsorforthisprojectandconfirmedhis/hersupport.7.IdentifiedtheprimarycustomerandkeyrequirementsoftheprocessbeingimprovedandcreatedaSIPOCdiagramoftheareasofconcern.8.Preparedadetailedprocessmapofareasoftheprocesswhereweexpecttofocusourinitialmeasurement.YESNOYESNOYESNOYESNOYESNOYESNOYESNOYESNOEveryStageoftheDMAICProcesswillhaveatollgatechecklistEveryStagewillrequireSixCouncilandMBBreviewandapproval ProjectSearchCriteria ProjectsbyMasterBlackBeltoravarietyofothersearchmethods AProjectsP&LSummaryMonthlyView ProjectFinancialBenefitSummary P&LSummary,Total,Property,Project 2)InnovationTransferTheRoleallofourAssociateswillplayinchangingthecultureandexecutingthebenefits -Peopletrained,processesmapped&measured-“BestPractice”innovationstransfer-Dashboardsinplace-Clearsigmaimprovementagainstcustomer“CTQs”.-Dramaticprocessimprovementagainststretchtargetsto“CTQs”-Coreprocessesredesigned-SixSigmadeliversmaterialnetincome.-Thewaywerunthebusiness,daytoday.Multi-YearChangeProgram:DeliverCompellingGuestSatisfaction2-3s20012002-32004-6WhatOur“Roadmap”LooksLike-Programlaunched&rightresourcesallocated-Organizationbelieveswe’reserious-Projectslaunched&improvementtracked;-Greattalent:BBs/MBBs-DeliverstotheP+L3-4s4-5s InnovationTransferprovidesusthevehicletogetallManagementTeamstrainedontheimportationofBestPracticeProjects InnovationTransferCreatesStrategicAdvantageTacticalAdvantage2001-2:ProjectBenefitsProjectsdelivervalueattheproperty,fortheproperty:ProjectsimprovepropertyprocessesStrategicAdvantage2002-3+:InnovationTransferProjectsdelivervalue&improveStarwood-wideprocessesInnovationsrapidlytransferredtoallapplicableStarwoodproperties: InnovationTransferSPEEDLessInvestment(Don’treinventthewheel)LessRisk(Dowhatworkssomewhereelse)FasterImplementation–fasterbenefitsFasterrecoveryfromerrors-experimentationROI3Years>6Months InnovationTransferAsof25June2002,8weekssincelaunch...8weekssincelaunch195TransferProjectsinProcess iDMAICStatisticsModule4Completion(7202) SixSigma:WhatitTakesResults=Quality(ofsolution)XAcceptanceRQAGreatSolutionsWithoutBuy-inGetYouNothing! 3)KeyLessonsYear1SixSigmaasStarwoodValueStaff“top”talentasBlackBeltsLeveragetheSixSigmanetworkasresource–MBBs/GlobalteamProjectsthatmakeadifference–totheproperty...acrossthesystemProjectslinkedtoleader“big5”Do“QuickHits”“Import”innovationCommitment&InvolvementClearprojectsponsorshipwithresponsibilityLeadershiptestedateverylevelCouncilpartofregularmanagementcycleApplySixSigmaroles:ActivelyLeadit!Selecttherightprojects DriveChangesThatMakeADifferenceFortheGuest&ToTheBusiness4)Corporate,Divisional&GlobalProjects BuildingtheSixSigmaCultureinAsiaPacificAllowSixSigmatoweavethefabricofitsowncultureasitrelatestotheAsiaPacificRegion.Lessonslearnedwillbeimportant—butmoresotoguideusandanticipatepreviousshortcomings.1standforemostaclearunderstandingofeachregionsnuances,personalities,cultures,AwarenessofBrands&variedcustomerexpectations,Financial&Ownershipexpectations—understanding,involvementandbalance---targetprojectsthatmanagetothoseexpectationsTodrivedirectiontowardsmeaningfulprojects----basedoneachregionsneedsPassionaboutthisstuff---canbringchangetothewaywetreatourcustomersInvolvementEarlySuccessesHiringGreatpeopleHandsoninvolvementShorteningthelearningcurveBuildonourstrengthsandshareoursuccessesasaDivisionMinimizesomeoftheshortcomingsoftheoriginalroll-outsBorrowfrombestpracticesinNAD,LAD&EuropeAbilitytobuildrelationships,coalitions,andpeopleworkingtogethertoaccomplishthesamegoalWillclearlyrelyonthepeople(AMD/VP’s,GMS.&BB)tohelpclarifyandprovidethedirectionaswedevelopourstrategies&direction. GlobalStatusWeekEndingJune28 SixSigmaBenefitsSnapshot2002System-wideSixSigmaBenefits(US$mm)2001YearEnd2002YTDActual2002FullYearForecast2002PriorMonthF/YForecast2002Budget2003ForecastSystem-wideBenefitsCorporate2.31.13.74.07.53.4NAD-Owned19.829.160.259.057.713.2-Managed14.225.856.553.751.716.0LAD-Owned3.43.57.27.17.93.3-ManagedNA0.10.20.10.00.0Europe-Owned2.26.315.613.214.810.1-Managed2.33.89.79.110.65.4St.Regis-Owned2.51.74.33.54.51.6-Managed0.30.50.90.91.50.2SVONA0.10.20.21.00.1Total-Owned30.241.891.287.093.431.7-Managed16.830.267.363.763.821.6STARS2.33.68.26.97.05.3TotalSystem-wideBenefits49.375.6166.7157.7164.258.6%benefitsfromDMAICProjects:18%20%30%84% DMAICProjectAverageValueAverageDMAICProjectValuebyDivisionNotes:Projectdataasof6/27/02Assumedthat2001+2002+2003forecast=totalprojectvalueforecastUsed2001YEnumbersfromoldexcel"CotterReport"worksheetOriginalmodelof$200kaverageperDMAICprojectat“maturity”,with“learningcurve”averageeconomics:trainingproject$0,P1$67k,P2$133k.P3$200k–atthispointintime,modelaveragebenefitsof$140k(D-I)Averageprojectvalue$15k+(10%)aheadofmodel 2001SixSigmaAwardWinners Whyarethesewinners?Impact–processAND$$$$Wouldn’thavedonewithoutSixSigmaCross-functionalANDteamtoimplementNeededthetools...andusedthemTransferability MajorCorporateProjectsCORPHQPROJECTSCOMPLETED2001OutsideLegalCouncil(11984)–ReducefeespaidtooutsideattorneysformattersthataremanagedbytheCorporateLegalDepartment.2001benefit:$284k.2002benefit:$1.05mm(Sponsor:Seigel)AccountsReceivable(10821)–Reduceinterestcostsoffloatingreceivablesformanagedproperties.2001benefit:$153k.2002benefit:$342kBenefitTermination(12065QH)–Terminatebenefitsclosertoterminationdate(ratherthanpaybenefitsthroughtheendofthemonth).2001benefit:$581k;2002benefit:$480mm(Sponsor:Norton)DevelopmentProcess(12437)–Producednewbusinessplan,dealparameterguidelines,andnewapprovalprocess.Benefitnotquantified.(Sponsor:Goldman)CORPHQPROJECTSIN-PROGRESS2002WarrantyInsuranceProgram(12036)–Reducerepairandmaintenanceexpense;L/Topportunitytarget20%reductiononabaseof$52mmspentinNADin2001AirlinetravelServices(11965)–Newtravelguidelinesandtrippre-approvalprocess;PartIIwillexamineAmericanExpresspricingandservice.PartIbenefit2002:$200k.PartIIbenefit:TBD.HotelAccountingStandardizationandAutomation–Reengineer5coreprocesses—RevenueAudit,Cash,PurchasingandAP,AR,andtheClose.Estimatedbenefit:$3-5mmCorporate:7BBsand2MBBs STARSPROJECTSCOMPLETED2001MultipleCCCConversionProjects(11721,10693,43166,40821,19251)–Aseriesofprojectstoassessrecruiting,training,reporting,andperformanceofCCCassociateswiththegoalofincreasingconversionrates.2002benefit:$1.3mmSTARSPROJECTSIN-PROGRESS2002E-MailAddressCollection(40483)–Increasethecaptureratefore-mailaddressesfromproperty-enrolledSPGmembers.2002benefit:$162kPromotionLoading(14060)–Improvethemethodforprocessingmarketingpromotions.GDSRateModification(42369)–Reduceturn-aroundtimeandimprovetheaccuracyofratesloadedinGDSbyStarlink/GDSdesk.2002benefit:$280k.OptimizeCallHandlingTime(44847)–MinimizeATTvariancebycalltype.2002benefit:$384k.MajorSTARSProjectsSTARS:7BBsand1MBB GlobalProjectsApproved12/01Check-in(26373)–Twogoals:(1)Avisionforawinningcheck-inprocessthatdeliverscompetitiveadvantage;and(2)identifyandimplementincrementalimprovementstothecurrentprocess(sponsors:TedDarnallandSteveHankin)GuestIncidents–DesignproceduresforhandlingthesubsetofguestcomplaintsthatcouldpotentiallyexposeStarwoodtolegalexpense.(sponsor:PaulScottandTonyRodolakis).Overtime–NotaDMAICproject;rather,itisanefforttoassembletheresultsof40similarprojectsanddisseminateanOTreductiontoolkitviatheinnovationtransferprogram(sponsor:JosePonte).BusinessPlanningProcess–(35240)Designaplanningprocessthatlinksbudgeting,annual/initiativeplanning,andstrategicplanning(sponsor:DeneRogers)A&C/Design–Clarifyrolesandresponsibilitiesbetweenthetwogroups;afterthat,proposeasuiteofDMAICandQHprojects(sponsor:NormanMacLeod&JamesHyman) NADInitiativesandProjects 5)TheDMAICProcess DefineMeasureAnalyzeImproveControl“DMAIC”Projects:ConsistentMethod1.Whatistheprojectcharter?2.Whatisthe“VoiceoftheCustomer”Gettherightdata......nottheeasy,availabledata.Whatdoesthedatatellus?Whatisthe“rootcause”?Fixtheprocess“Improve”“Redesign”Istheimprovementdeliveringresults?FivePhasesofSixSigmaProjects: 3002001000100806040200BADCEFBAr=.7CauseBEffectr=.5CauseAEffectDefectsSigma246ProcessBaselineDefectsSigma246ProcessEntitlementProcessRedesignSIProcessOCFriendlyResponseSpeedCTQVoiceoftheCustomerProjectCharterReducecycletimeandvariabilityofCheck-In.Choice3Choice2Choice1SolutionsDecisionMatrixCriteriaImplementationActivitiesDefineMeasureAnalyzeImproveControlDMAICProcessImprovementMethodology TollgateChecklist–DefineForourproject,wehave:1.ConfirmedthatourprojectisaworthwhileimprovementpriorityandissupportedbytheQualityCouncil.2.Beengiven(orwritten)abriefbusinesscaseexplainingthepotentialimpactofourprojectoncustomers,profits,anditsrelationshiponbusinessstrategies.3.Composedandagreedtoatwotothreesentencedescriptionoftheproblemasweseeit–theProblemStatement–focusingonsymptomsonly(notcausesorsolutions).4.PreparedaGoalStatementdefiningtheresultswe"reseekingfromourproject,withameasurabletarget(orplaceholdertoaddone).NosolutionsareproposedintheGoalStatement5.PreparedotherkeyelementsofanDMAICteamcharter,includingalistofconstraintsandassumptions,areviewofplayersandroles,apreliminaryplanandschedule,and(ifneeded)aprocessscope.6.ReviewedyourCharterwithyoursponsorforthisprojectandconfirmedhis/hersupport.7.IdentifiedtheprimarycustomerandkeyrequirementsoftheprocessbeingimprovedandcreatedaSIPOCdiagramoftheareasofconcern.8.Preparedadetailedprocessmapofareasoftheprocesswhereweexpecttofocusourinitialmeasurement.YESNOYESNOYESNOYESNOYESNOYESNOYESNOYESNOEveryStageoftheDMAICProcesswillhaveatollgatechecklistEveryStagewillrequireSixCouncilandMBBreviewandapproval MeasureIPOInputOutputDevelopMeasuresProcessBasedonCTQsandprocessStratificationWho?What?When?Where?operationaldefinitions(op-e-ra’-shen-eldef-e-nish’-ens)OChecksheetsSamplingProcessCapabilityTollgate AnalyzeDeploymentMappingValue-AddedAnalysisCause&EffectHypothesisStatementsRegressionDataAnalysis?Tollgate RunChartvs.BoxplotSheratonPompeiiRoomOccupancy1998-2000TimeOccupancyRate5060708090-JFAMJJASONDJFAMJJASONDJFMAM1998199920005060708090199819992000SheratonPompeiiRoomOccupancy1998-2000YearOccupancyRateStarwoodStation? ImproveSolutionGenerationShould-BeMappingCost/BenefitAnalysisImplementationPlanningPilotNarrowingSolutionsMulti-VotingRiskManagementLaunchFMEATollgate ControlOngoingMeasurementDashboardReviewDocumentationRevisionPlanningControlChartsMulti-VotingProcessManagementSIPOCFuture-FocusedCause&EffectTollgateProcessNameProcessMapMonitoring 谢谢观看/欢迎下载BYFAITHIMEANAVISIONOFGOODONECHERISHESANDTHEENTHUSIASMTHATPUSHESONETOSEEKITSFULFILLMENTREGARDLESSOFOBSTACLES.BYFAITHIBYFAITH