6西格玛角色(ppt)
Why Six Sigma @ Starwood
We Think We’re Different !
The Case for Change: Guest Satisfaction - 25 Million Guests
What Is Six Sigma?
Six Sigma: What’s not to like?
The Foundation

Six Sigma Approach & Projects
Six Sigma: What It Is Not!
Six Sigma Roles

Six Sigma Roles: Black Belts
Six Sigma Roles: Master Black Belt

Support, challenge & guide project selection through the Six Sigma Council (eg, what projects should property work on).

Leadership, direction, guidance & support to AMD, VP's & GM's relating to Six Sigma

Coach & consult to Black Belts, & apply Six Sigma methods in area of responsibility (area, division, or corporate)

Analytical “horsepower”, intellectual curiosity & problem solving skills


Ensure quality & robustness of project integrity & team solutions

Drive innovation transfer; 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)

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

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 Six Sigma Organization
Six Sigma Leadership
Black Belt & Property Training Cycle
Six Sigma Training Investment
Six Sigma Training Deployment
General 6 Sigma Information

1) The E Tool
Process Improvement Methodology
The Statistical Tools used
Tollgate Checklist – Define
2) Innovation Transfer

Innovation Transfer provides us the vehicle to get all Management Teams trained on the importation of Best Practice Projects
iDMAIC Statistics

3) Key Lessons Year 1
Drive Changes That Make A Difference For the Guest & To The Business
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
Six Sigma Benefits Snapshot
DMAIC Project Average Value
2001 Six Sigma Award Winners

Major Corporate Projects
Major STARS Projects
Global Projects Approved 12/01
NAD Initiatives and Projects
5) The DMAIC Process
Projects: Consistent Method
Process Improvement Methodology
Tollgate Checklist – Define
Measure
Analyze
Run Chart vs. Boxplot
Improve
Control

6西格玛角色(ppt)