We Think We’re Different !
*
Today, if (84% yield) then
10 dissatisfied customers
every day, every property!
Why Six Sigma
Complex, multi-step process
Starwood = 25 Million Guests Annually
90%
*
Themes:
Core Processes
Customer focused
New way to view the world
Key Points:
The challenge is to think in terms of steps in a process.
With a 99% yield in each step of a 10 step process, the process will only yield 90% overall.
This perspective drives a different equation that explains a different experience for our customers.
Suggestions:
Challenge them to think in terms of processes.
Walk them through steps in a hospitality process, for example a customer’s experience on a property from check in to departure. Step 1: Making a reservation; Steps 2-3: Check-in; Steps 4-7: Staying at property, experiencing property; Steps 8-9 Checking out; Step 10: Settling the bill.
Each step is a complex set of sub-processes.
Fundamentally different experience with 6 sigma than with yield.
Explain that if a guest has a flawless experience, then he or she is less likely to use a competitor because there is a high risk to the guest that the competitor will not provide a flawless experience.
Don’t know where Starwood’s Sigma level is today. Somewhere between 2 and 3 sigma. If we are at , then we have 10 dissatisfied customers every day at every property…TOO MANY!
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
Threat
If not “highly satisfied”, then customers defect for price or location.
12,500,000
“at risk” customers
Provide Customers
Compelling Reason To Return
*
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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 . . .
*
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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 & work with others to overcome
Recommend & Pilot with the team innovative business process improvements
Achieve and capture measurable financial & guest loyalty results; 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 & guide project selection through the Six Sigma Council (., 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)
“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
*
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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
*
Themes:
Training & tools
Key Points:
BB projects will have to be selected on a quarterly basis to keep the Six Sigma project funnel filled.
As you go forward, the SSC will be the source of these BB and QH project ideas for your properties.
To help get the SSCs off to a good start, a pre-work session was completed and now you are going through this 3-day facilitated SSC course.
Links: Why has the pre-work and course been designed this way?
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
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General 6 Sigma Information
Six Sigma Information
E TOOL
INNOVATION TRANSFER
LESSONS LEARNED
CURRENT GLOBAL, DIVISIONAL & CORPORATE PROJECTS
THE DMAIC PROCESS
房地产E网
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
*
Themes:
Fact-based decisions
Results driven
Customer focused
Key Points:
Black Belts and Master Black Belts are being equiedp with a strict process improvement methodology and a robust set of tools.
The same method will be used throughout Starwood so that we can speak the same language.
Suggestions:
Explain ‘Define’: you do this up front when you first start a project. It is when you develop your understanding of the issue through the voice of the customer and begin to visualize what success looks like.
Highlight the natural tendency to identify the project and jump right in and improve it. If you go from Define to Improve, it does not get you to the root cause of the problem and you might have to do it all over again. Refer to it as the Nike Syndrom “Just Do It”. Reiterate that we cannot afford the rework.
Explain ‘Measure’: when you collect the data.
Explain ‘Analyze’: when you make sure that you understand the root cause and can prove that it is the root cause. This is the key tollgate that the General Manager must push the MBB and BB to go through systematically.
Mention that Measure and Analyze can be iterative steps.
Explain ‘Control’: you have the ability to track your results and completely document the project, making sure that you share your findings and improvements with others who can benefit from your implementation and knowledge.
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
房地产E网
*
Themes:
Fact-based decisions
Key Points:
You will want to refer back to these slides as the tollgates approach.
Suggestions:
Move quickly through these slides.
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
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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 & right resources allocated
- Organization believes we’re serious
- Projects launched & improvement tracked;
- Great talent: BBs/MBBs
- Delivers to the P+L
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.
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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
NAD
- Owned
- Managed
LAD
- Owned
- Managed
NA
Europe
- Owned
- Managed
St. Regis
- Owned
- Managed
SVO
NA
Total
-Owned
-Managed
STARS
Total System-wide Benefits
% 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 “learning 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 : $ (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
*
This is the background for the first exercise of the day.
It is qualitative and allows for free-flowing ideas.
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: $
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
*
This is the background for the first exercise of the day.
It is qualitative and allows for free-flowing ideas.
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&C / Design – Clarify roles and responsibilities between the two groups; after that, propose a suite of DMAIC and QH projects (sponsor: Norman MacLeod & James Hyman)
*
This is the background for the first exercise of the day.
It is qualitative and allows for free-flowing ideas.
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
房地产E网
*
Themes:
Fact-based decisions
Results driven
Customer focused
Key Points:
Black Belts and Master Black Belts are being equiedp with a strict process improvement methodology and a robust set of tools.
The same method will be used throughout Starwood so that we can speak the same language.
Suggestions:
Explain ‘Define’: you do this up front when you first start a project. It is when you develop your understanding of the issue through the voice of the customer and begin to visualize what success looks like.
Highlight the natural tendency to identify the project and jump right in and improve it. If you go from Define to Improve, it does not get you to the root cause of the problem and you might have to do it all over again. Refer to it as the Nike Syndrom “Just Do It”. Reiterate that we cannot afford the rework.
Explain ‘Measure’: when you collect the data.
Explain ‘Analyze’: when you make sure that you understand the root cause and can prove that it is the root cause. This is the key tollgate that the General Manager must push the MBB and BB to go through systematically.
Mention that Measure and Analyze can be iterative steps.
Explain ‘Control’: you have the ability to track your results and completely document the project, making sure that you share your findings and improvements with others who can benefit from your implementation and knowledge.
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
*
Themes:
Fact-based decisions
Key Points:
You will want to refer back to these slides as the tollgates approach.
Suggestions:
Move quickly through these slides.
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
*
*
*
Themes:
Core Processes
Customer focused
New way to view the world
Key Points:
The challenge is to think in terms of steps in a process.
With a 99% yield in each step of a 10 step process, the process will only yield 90% overall.
This perspective drives a different equation that explains a different experience for our customers.
Suggestions:
Challenge them to think in terms of processes.
Walk them through steps in a hospitality process, for example a customer’s experience on a property from check in to departure. Step 1: Making a reservation; Steps 2-3: Check-in; Steps 4-7: Staying at property, experiencing property; Steps 8-9 Checking out; Step 10: Settling the bill.
Each step is a complex set of sub-processes.
Fundamentally different experience with 6 sigma than with yield.
Explain that if a guest has a flawless experience, then he or she is less likely to use a competitor because there is a high risk to the guest that the competitor will not provide a flawless experience.
Don’t know where Starwood’s Sigma level is today. Somewhere between 2 and 3 sigma. If we are at , then we have 10 dissatisfied customers every day at every property…TOO MANY!
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
*
Themes:
Training & tools
Key Points:
BB projects will have to be selected on a quarterly basis to keep the Six Sigma project funnel filled.
As you go forward, the SSC will be the source of these BB and QH project ideas for your properties.
To help get the SSCs off to a good start, a pre-work session was completed and now you are going through this 3-day facilitated SSC course.
Links: Why has the pre-work and course been designed this way?
*
*
*
Themes:
Fact-based decisions
Results driven
Customer focused
Key Points:
Black Belts and Master Black Belts are being equiedp with a strict process improvement methodology and a robust set of tools.
The same method will be used throughout Starwood so that we can speak the same language.
Suggestions:
Explain ‘Define’: you do this up front when you first start a project. It is when you develop your understanding of the issue through the voice of the customer and begin to visualize what success looks like.
Highlight the natural tendency to identify the project and jump right in and improve it. If you go from Define to Improve, it does not get you to the root cause of the problem and you might have to do it all over again. Refer to it as the Nike Syndrom “Just Do It”. Reiterate that we cannot afford the rework.
Explain ‘Measure’: when you collect the data.
Explain ‘Analyze’: when you make sure that you understand the root cause and can prove that it is the root cause. This is the key tollgate that the General Manager must push the MBB and BB to go through systematically.
Mention that Measure and Analyze can be iterative steps.
Explain ‘Control’: you have the ability to track your results and completely document the project, making sure that you share your findings and improvements with others who can benefit from your implementation and knowledge.
*
Themes:
Fact-based decisions
Key Points:
You will want to refer back to these slides as the tollgates approach.
Suggestions:
Move quickly through these slides.
*
*
*
*
*
This is the background for the first exercise of the day.
It is qualitative and allows for free-flowing ideas.
*
This is the background for the first exercise of the day.
It is qualitative and allows for free-flowing ideas.
*
This is the background for the first exercise of the day.
It is qualitative and allows for free-flowing ideas.
*
*
*
Themes:
Fact-based decisions
Results driven
Customer focused
Key Points:
Black Belts and Master Black Belts are being equiedp with a strict process improvement methodology and a robust set of tools.
The same method will be used throughout Starwood so that we can speak the same language.
Suggestions:
Explain ‘Define’: you do this up front when you first start a project. It is when you develop your understanding of the issue through the voice of the customer and begin to visualize what success looks like.
Highlight the natural tendency to identify the project and jump right in and improve it. If you go from Define to Improve, it does not get you to the root cause of the problem and you might have to do it all over again. Refer to it as the Nike Syndrom “Just Do It”. Reiterate that we cannot afford the rework.
Explain ‘Measure’: when you collect the data.
Explain ‘Analyze’: when you make sure that you understand the root cause and can prove that it is the root cause. This is the key tollgate that the General Manager must push the MBB and BB to go through systematically.
Mention that Measure and Analyze can be iterative steps.
Explain ‘Control’: you have the ability to track your results and completely document the project, making sure that you share your findings and improvements with others who can benefit from your implementation and knowledge.
*
Themes:
Fact-based decisions
Key Points:
You will want to refer back to these slides as the tollgates approach.
Suggestions:
Move quickly through these slides.
*
*
*
*
*
