酒店業的六西格瑪資料(英文版)(ppt 66頁)

酒店業的六西格瑪資料內容摘要：
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.
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 . . .
Responsibility:
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
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

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