酒店业的六西格玛资料(英文版)(ppt 66页)

酒店业的六西格玛资料内容摘要：
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

..............................