【正文】 (Output) from our work activities (Process) Process is Series of Activities that: ? Take Inputs, ? Adds Value, ? Produces Output Six Sigma: Process Focused Six Sigma Approach Projects Six Sigma Sequence Generate Project Ideas Transfer “Best Practices” Select Projects Do Projects Everyone including: customers (Internal External) Even Vendors Six Sigma Council Property Area Divisional DMAIC Projects: ? BB Team Quick Hits ? Process owner Designate best practice – Six Sigma Council (Division, Global) iDMAIC ―Import‖ projects ? Process owner Six Sigma: What It Is Not! ? 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 . . . Six Sigma Roles What is a Black Belt? What is a Master Black Belt? What is your role? WHO a re t h es e in d ivi duals w e ca l l Ma ster B l ack B e lts B l a ck B el t s MM aa ss tt ee rr BB ll aa cc kk BB ee ll tt ss :: GG ee nn ee rr aa ll MM aa nn aa gg ee rr oo rr AA rr ee aa MM aa nn aa gg ii nn gg DD ii rr ee cc tt oo rr ss LL oo cc aa tt ii oo nn ss :: BB aa nn gg kk oo kk , SS yy dd nn ee yy , SS hh aa nn gg hh aa ii // BB ee ii jj ii nn gg SS ii nn gg aa pp oo rr ee 1. A 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。 plete 3 to 8 projects annually, depending on size, plexity resources BB Does the Work Drives the team ! Responsibility: Profile: 1. “A+” talent。 prevent ―reinventing the wheel‖ ? Achieve measurable financial and customer loyalty res