【正文】 divers e b ackgr ou nd t hat c om pr is e s e x pe r ienc e s in ope r at ions , s ales 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。 Great talent: BBs/MBBs Delivers to the P+L 34? 45? Innovation Transfer provides us the vehicle to get all Management Teams trained on the importation of Best Practice Projects Innovation Transfer Creates Strategic Advantage Tactical Advantage 20232: Project Benefits Projects deliver value at the property, for the property: Projects improve property processes Strategic Advantage 20233+ : Innovation Transfer Projects deliver value improve Starwoodwide processes Innovations rapidly transferred to all applicable Starwood properties: Innovation Transfer SPEED Less Investment (Don’t reinvent the wheel) Less Risk (Do what works somewhere else) Faster Implementation – faster benefits Faster recovery from errors experimentation R O I 3 Years 6 Months S i x S i gm a i D M A I C C our s e C om pl e t e d S t a r t e d Tot a l1 : Y o u r Fi e l d G u i d e 6 , 2 5 7 837 7 , 0 9 4 2 : I n t r o d u c t i o n t o I n n o v a t i o n T r a n s f e r 5 , 2 9 4 310 5 , 6 0 4 3 : G e t t i n g S t a r t e d w i t h I n n o v a t i o n 4 , 5 6 1 286 4 , 8 4 7 4 : i D M A I C 3 , 5 4 4 456 4 , 0 0 0 T o ta l M o d u l e s 1 9 , 6 5 6 1 , 8 8 9 2 1 , 5 4 5 Innovation Transfer As of 25 June 2023, 8 weeks since launch . . . 8 weeks since launch 195 Transfer Projects in Process iDMAIC Statistics NAD E A M E L A D C o r p F r a n c h A P D SVO S T A R S T o t a lA d m i n i s t r a t i v e A s s i s t a n t 2 3 1 6 A d m i n i s t r a t o r 1 1 A n a l y s t 2 1 1 4