【正文】 mation Six Sigma Information 1. E TOOL 2. INNOVATION TRANSFER 3. LESSONS LEARNED 4. CURRENT GLOBAL, DIVISIONAL CORPORATE PROJECTS 5. THE DMAIC PROCESS 1) The E Tool Projects Gates Tracks Project Progress our Financials Best Practices Warehouse – Accessible Globally 0 1 0 2 0 3 0 4 0 5 0 6 0 7 00 .0 00 .0 10 .0 2O b s e r v a tio n N u m b e rIndividual ValueI C h a r t f o r T o ta l C y11X = 0 .0 0 2 0 5 73 .0 S L = 0 .0 0 6 9 3 2L B = 0 .0 0 00 .0 0 0 .0 1 0 .0 201 02 03 04 0T o ta l C yFrequencyH is to g r a m o f T o ta l C y , w ith N o r m a l C u r v e7 06 05 04 03 02 01 000 .0 0 7 50 .0 0 5 00 .0 0 2 50 .0 0 0 0O b s e rv a tio n N u m b e rIndividual ValueI C h a rt fo r T o ta l C y1X = 0 .0 0 1 4 0 53 .0 S L = 0 .0 0 3 8 8 23 .0 S L = 1 .1 E 0 33 0 2 0 1 0 0 1 0 8 0 6 0 4 0 2 0 0 B A D C E F B A r=.7 Cause B r=.5 Cause A Sigma 2 4 6 Process Baseline Sigma 2 4 6 Process Entitlement A g e n t W e lc o m e s G u e s tP a y A c c e p t e dA g t . R Q S T S F o r m o f P a yA g t S h o w s K e y P a c k e t t o G u e s tA g t . C o n f ir m s R a t e /S ig n .C u s t o m e r G o e s t o R o o mC u s t o m e r L e a v e sC u s t o m e r W a lk s t o D e s kA g e n t A g t . c o n f ir m s In f o on R e s e r v a t io nB e ll S t a t io n A s s is tS e a r c h e s f o r R o o mG u e s t N e e d s L u g g a g e A s s it sA g e n t F in d s R e s e r v a t io nA g e n t C r e a t e s R e s e r v a t io nC u s t o m e r G o e s t o R o o mC u s t o m e r L e a v e sC us t om e r G oe s t o R oomC us t om e r G oe s t o R oomC us t om e r W a lk s InProcess Redesign S I Process O C Friendly Response Speed CTQ Voice of the Customer Project Charter Reduce cycle time and variability of CheckIn. Choice 3 Choice 2 Choice 1 Solutions Decision Matrix Criteria Implementation Activities Define Measure Analyze Improve Control DMAIC Process Improvement Methodology Project Search Criteria Projects by Master Black Belt or a variety of other search methods A Projects PL Summary Monthly View Project Financial Benefit Summary PL Summary, Total, Property, Project 2) Innovation Transfer The Role all of our Associates will play in changing the culture and executing the benefits People trained, processes mapped measured “Best Practice” innovations transfer Dashboards in place Clear sigma improvement against customer “CTQs”. Dramatic process improvement against stretch targets to “CTQs” Core processes redesigned Six Sigma delivers material ine. The way we run the business, day to day. MultiYear Change Program: Deliver Compelling Guest Satisfaction 23? 2023 20233 20236 What Our ―Roadmap‖ Looks Like Program launched right resources allocated Organization believes we’re serious Projects launched improvement tracked。 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