six sigma brochure and details of the course

Six sigma quality assurance course

1. SIX SIGMA AT STARWOODSIX SIGMA AT STARWOOD
And at the Westin Dragonara And at the Westin Dragonara
ResortResort
In 2001 Starwood became the
first hospitality company to
embrace SIX SIGMA, an
internationally recognized
approach to develop
innovative customer focused
solutions and transfer those
innovations rapidly across an
organization.
SIX SIGMA at Starwood aims
to increase our financial
performance by improving
the quality and consistency
of our guests’ experiences as
well as those of our internal
customers.

2. The history of Six Sigma
1980’s1980’s Six Sigma is the fastest growing management system of the
world industry. It was initially implemented by Motorola way back
in the mid 80’s.
1990’s1990’s Six Sigma secured its largest success at GE by the end of 90’s.
Since its start at GE in 1996, the company earned more than 10
billion dollars. Later many multifunctional corporations like Ford,
DuPont, ABB, Dow Chemical, American Express, Chase JP Morgan,
Johnson & Johnson, BMW and Samsung have implemented Six
Sigma programs.
2000’s2000’s In the fall of 2000, backed by Shareholder confidence
Starwood Hotels and Resorts launched Six Sigma within its
properties and brands across the world.

4. What does Six Sigma set out to do?
Im
prove the
Process
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performance of
core process
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ost
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Reduce Variability to the Customer

5. Six Sigma Drivers
Cost Reduction
Six Sigma Drivers

6. What are the basics Six Sigma at strategic
level?

For many companies Six Sigma is a measure
of quality, with Excellence as its objective,
and a strong focus to Customer satisfaction
and retention. It’s a data driven
methodology that aims to reduce defects in
processes, ranging from services to
manufacturing.

7. What are the basics of Six Sigma at operational
level?
Six Sigma focuses on the Input and on the Process, to improve
Output of the same Process. It analyses how best to maximize
resources, improve cycle time and minimize defects, thus resulting
in increased overall quality, Guest satisfaction, increased Revenue
and/or cost reduction, and Employee satisfaction
INPUT OUTPUT
PROCESS

8. Types of Project within Six Sigma

Each Starwood property has a Six Sigma Council made up of ETM’s and key
department heads. The role of the Six Sigma Council is to brainstorm ideas
which can be transformed into:
Quick Hits which are relatively small projects requiring little resources in terms of
time and people. A quick hit usually takes 4 to 6 weeks to complete.
DMAIC projects which require the leadership skills and Six Sigma methodology
of the Black Belt plus the technical expertise of the sponsor. A DMAIC project
usually takes 3 to 4 months to complete.
iDMAIC are transfer of successful projects from another property. Such
projects usually take 1 to 2 months and are relatively shorter than DMAIC
projects.

9. Road Map to Six Sigma Methodology
Road Map 1
Define core
processes and
key customers
Road Map 2
Define customer
requirements
Road Map 3
Measure current
performance
Road Map 4
Prioritise,
Analyse and
implement
improvements
Road Map 5
Expand and
implement Six
Sigma systems

10. The heart of Six Sigma methodology
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W alks I nProcess Redesign
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CTQ
Voice of the Customer
Project Charter
Reduce cycle time
and variability of
Check-In.
Choice 3
Choice 2
Choice 1
Solutions
Decision Matrix Criteria
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Define Measure Analyze Improve Control

11. Improved Solutions
Solutions that leverage SIX SIGMA reflect the Voice of the
Customer (VOC) rather than what we think or what
competitors do. They respond to insights from real data
and address root causes, not symptoms. SIX SIGMA
delivers clear benefits by focusing on solutions that
achieve statistically significant change (a major shift
and/or greater consistency).
SUSTAINABLE CHANGE
Starwood recognizes that instituting change is
complicated. Existing policies, procedures, processes and
roles need to be revised. Piloting the newly designed
solution to work out the kinks is integral to SIX SIGMA.
Following implementation, each solution is tracked for
12-18 months to ensure that the change sticks and the
impact is significant, consistent and permanent.

12. Broad Transferability
SIX SIGMA is about taking best practices and transferring them
across the organization.
We have tools and forums to capture and share information
about all projects and how to
implement them at every property. The value from one can be
replicated across all hotels in
Various Divisions. Furthermore, the SIX SIGMA skill is entirely
transferable, regardless of whether it is a different department
in the field or at corporate office.
SIX SIGMA provides the framework and tools we need to create a
framework and tools to create
A consistently superior guest experience at all Starwood
properties while dramatically
Improving the bottom line.

13. DEFINE
•PROJECT DEFINITION FORM
•VOICE OF THE CUSTOMER (VOC)
•OPERATIONAL DEFINITIONS;
•SIPOC
•PROCESS MAP – AS IS

14. MEASURE
•BASELINE
•SIGMA LEVEL;
•DASHBOARDS;
•PARETO ANALYSIS

15. ANALYSE
•ROOT CAUSE ANALYSIS;
•FISH BONE ANALYSIS;
•CORRELATION

16. IMPROVE
•SOLUTION STATEMENT
•GANTT CHART
•PROCESS MAP SHOULD BE

17. CONTROL
•STANDARD OPERATING PROCEDURE;
•RACI;
•DASHBOARDS;
•CONTROL CHARTS

18. The Six Sigma Organization
Master Black Belts
Are full time resources dedicated to overseeing a portfolio of SIX SIGMA
projects in a given division, area or region. Each regional team has an MBB to
drive SIX SIGMA projects and activities.
Black Belts
Are full time SIX SIGMA resources, more experienced than GB’s, who typically
work on new DMAIC projects. They are also a resource to BB’s and SIX SIGMA
Council members in their property.
Green Belts
Have full time positions with a dedicated portion of their time dedicated to
being the SIX SIGMA point person and transfer project champion.

19. Bringing the customer into focus
Without Six SigmaWithout Six Sigma
Discipline…Discipline…
With Six SigmaWith Six Sigma
Discipline…Discipline…
Conjecture/assumption about what
customers want
Customer requirements based on
careful assessment
Processes based on our
convenience/cost
Processes designed and run to fulfill
customer requirements
Limited efforts at tracking
customer satisfaction
Multi-faceted , ongoing
“Voice of the Customer” effort
Customer focused data not
communicated or used
Customer focused data key to
managing the business short-and long
term
Inspection to meet Customers needsPrevention to exceed Customers needs

20. What is Six Sigma?
Six Sigma is a ….
MEASURE Define the capability of a
process
GOAL Improvement that reaches
near perfection
SYSTEM OF
MANAGEMENT Achieve lasting business
leadership and top performance
TO BENEFIT THE BUSINESS, ITS CUSTOMERS,
ASSOCIATES AND OWNERS

21. Who is adopting Six Sigma?
Pioneered by Motorola
General Electric
Honeywell (Allied Signal)
Johnson & Johnson
Fed Ex
Kodak
Siemens
Volvo
Du Pont
American Express

22. For further info contact:
Ms.Angela Saliba
Black Belt on 2374-5518
[email protected]