【正文】 les m ar k e t in g, F B and s uppor t ar e as — cri t ic al for b e in g ab le t o l e ad pr oje c t s and c onfi r m t he dat a an d V OC ele m e nt s 2. E x t r e m e ly i nt ui t ive, ye t a c r i t i c al t hi nk e r 3. L e ade r , pat ienc e , pe r s e ve r anc e , t e ac he r , c oac h 4. R e s our c e fu l and o r obt ain in g r e s our c e s 5. A n ab il i t y t o s e e b e y ond t he numbe r s 6. A n apt i t ude for dr a w in g r e lat ions hi p s w he n in t e r pr e t in g d at a leading pr oje c t s 7. S ucc e s s fu l at w e avin g t he fi b e r in t o of t hi s ne w fab r i c i nt o o ur H ot e ls and t he ir t e am s 8. E x a m ples of leading c hange and in s t il l in g a c ul t ur e BB ll aa cc kk BB ee ll tt ss :: EE xx ee cc uu tt ii vv ee CC oo mm mm ii tt tt ee ee LL ee vv ee ll aa nn dd oo rr DD ee pp aa rr tt mm ee nn tt HH ee aa dd ss LL oo cc aa tt ii oo nn ss :: DD ee ss ii gg nn aa tt ee dd PP rr oo pp ee rr tt ii ee ss 1. G oo d s t ude nts 2. Cr it i c al t hi nk e r s 3. Cur ious 5 w hys 4. S pur s creat ivi t y leads an ani z a t ion t o ge t t in g ou t of t he b ox 5. R e s our c e fu l 6. T ak e not hi ng for g r ant e d 7. L e s s ons learn e d fr om t he pas t no t in f lu e nc e d in t o t he fu t ur e 8. Ob j e c t ive and ope n m in de d 9. I nt e r pr e t in for m at ion and dat a – ab il i t y to dr aw r e lat ions hi ps ( fi nan cial non fi nan c ial ) 10. I m pac t t he fi b e r of t he ani z at ion 11. D r ive t he c ul t ur e 12. G oo d L is t e ne r — do yo u he ar 13. I nt e r pr e t da t a 14. I nf lu e nt ial 15. Work s I nde pe nde nt ly Six Sigma Roles: Black Belts 1. Work with property leadership to identify opportunities 2. Mobilize the team members and others in the property 3. Coach/train team members in Six Sigma methods ―justintime‖ 4. Identify implementation success barriers work with others to overe 5. Remend Pilot with the team innovative business process improvements 6. Achieve and capture measurable financial guest loyalty results。 plete 3 to 8 projects annually, depending on size, plexity resources BB Does the Work Drives the team ! Responsibility: Profile: 1. “A+” talent。 your associate who you can least afford to lose! 2. Analytical ―horsepower‖, intellectual curiosity problem solving skills 3. Leadership influence skills 4. 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: plete approximately 15 to 30 projects, depending on size, plexity and resources (approximately $5 $10MM annually) “Portfolio Manager” Training Tools—Black Belt Training ? Leading Teams ? DMAIC 1 ? DMAIC 2 ? Training Project Software Intra 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 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 failure Process Owners ? People responsible for ongoing postimplementation support of process changes/improvements ? Must work closely with Projec