【正文】 quality robustness of project integrity team solutions? Drive innovation transfer。 prevent “reinventing the wheel”? Achieve measurable financial and customer loyalty results: plete approximately 15 to 30 projects, depending on size, plexity and resources (approximately $5 $10MM annually)“Portfolio Manager”Training Tools—Black BeltTraining? Leading Teams? DMAIC 1? DMAIC 2? Training ProjectSoftware Intra ToolsE:TOOL? Power Point? Mini Tab? Excel? Visio ProjectBlack Belt Hiring Assessment ToolsBehavioral InterviewsComputer Skills assessmentComprehension Numerical RelationshipsOther Important Six Sigma RolesProject Sponsors– People (many times leadership) within the existing anization most closely associated with a project. They are typically the ones who will gain or lose the most from the project’s success or failureProcess Owners? People responsible for ongoing postimplementation support of process changes/improvements? Must work closely with Project Sponsor and/or Black Belt throughout projectImprovement Team Members? Participate in all steps of defining and implementing projects? They are the subject matter expertsSix Sigma APD RolloutAPD TimetableStaff MBBsPreliminary timetable to implement 1Q03 Sep Oct Nov Dec Jan Feb AprJul Aug MarSelect BBsMBB BB “Wave 1” training training projects$Property council training (SSC) 3 to 4 Properties perFirst BB projects startOwner “road shows”Design APD architecture rolloutGM training (LSS)BB “Wave 2” training training projectsFirst “Quick Hits”2$12Property “billing” iDMAICNov 02BeyondHR ASSESSMENT TOOL 1$MBB’s Start Jan 1APD Six Sigma Summary45+ fulltime resources, globally10,000 training daysProjects600 + DMAIC, Transfer QH projects into Control3 to 5 Year Goals? Guests : Exceed expectations with less variability? Owners : Substantial Financial Benefit? Associates : Tools to cost effectively transfer innovation improve core processes2023 ? Targets: At least Full Breakeven$600,000 +BB’s , MBB’s etc“Black Belt” (4045 +/): Fulltime leadership execution of property, area, or divisionlevel projectsAssociates: Work on project teams“Master Black Belt”(34): Support AMDs via diagnostics, manage the project portfolio, and coach BBs within a geographyDivision Management,Area VP, GM:Project, process and business resultsDivision Six Sigma Leader:Driving the Six Sigma initiative within the divisionDivision Six Sigma Analyst (1):Financial tracking, reporting analysis of projects and resultsKey Role AccountabilityFTE = 45 +/APD Six Sigma OrganizationEVP Six Sigma10 BBMBB 110 BBMBB 2 10 BBMBB 3VP Six Sigma MBB IndonesiaSix Sigma LeadershipMBB 4 10 BBAus./ NZ / FijiMalaysia, Thailand, PhilippinesChina, Hong Kong Macau Japan, Korea GuamVERY PRELIMINARYDivision Six Sigma AnalystThe above could also be consideration for the way Area Councils are structured if it fits within the strategic framework anization of the divisionTrainingProject ListBlack Belt Property Training Cycle12 Months agoLSSOverview of Six Sigma tools and SSC processPrework(GM, BB, ExComm)SSC3 day courseDMAIC 1Training projectDMAIC 2General Manager Property Training SSC Workshop? Simulation? PDF review / critique? Council Meeting? Action Plans1 Day GMled session3 Day Facilitator led Training event$$$$$BB Project 1BB Project 2Today? Brainstorming? Prioritization? Selection of 35 project ideas? PDF assignmentPDFPDFRevised PDF’sPDFPDFSSC4x / year $$$12 weeks PDFPDFPDFBlack Belt Training TrackSix Sigma Training Investment10,000+ Days of TrainingSix Sigma Training Deployment iDMAIC Training is intended for all on Property Managers and will be done thru the Development Center on line in Starwood OneDetailed description of the terms used can be found hereGeneral 6 Sigma InformationSix Sigma Information1. E TOOL2. INNOVATION TRANSFER3. LESSONS LEARNED4. CURRENT GLOBAL, DIVISIONAL CORPORATE PROJECTS5. THE DMAIC PROCESS1) The E Tool Projects Gates Tracks Project Progress our Financials Best Practices Warehouse – Accessible Globally302010010806040200B A D C E FBAr=.7Cause BEffectr=.5Cause AEffectDefectsSigma2 4 6Process BaselineDefectsSigma2