How Starwood Hotels & Resorts Avoided the 7 Year Itch with Its Six Sigma Program
Six Sigma program | Lean tools | Blue Ocean strategy | Starwood Hotels & Resorts | Six Sigma deployment | Nina Oakes
Nina Oakes, Regional Director of Six Sigma and Operational Innovation for Starwood Hotels & Resorts, discusses how her organization reinvigorated its 7-year-old Six Sigma program at IQPC's 11th Annual Process Excellence Summit.
Oakes discusses:
• The development of Starwood's Six Sigma program from 2001 to 2008
• How in 2008, Starwood added Lean tools and Blue Ocean Strategy to its program upon reaching a saturation point in its Six Sigma deployment
• The three key parts to Starwood's success of its Six Sigma program
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Hi Nina... Nice video...would like to know more about the innovation element and tools being used.. |
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How would you rate your success in the program among your properties in Thailand and how serious they are practicing the improvement effort? |
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Simple, easy to understand presentation.
Glad to see 2 key things that make sustainable improvement possible:
1. CEO drives and supports methodology.
2. Business Issues drive projects, not black belts simply picking projects to keep busy.
And the Lean Six Sigma approach could have been a WAR rather than an AUGMENTATATION of the data-driven approach, based on customer needs, that is core to Six Sigma efforts.
Lean is often over-simplified, just as Six Sigma can be, by focus on 5S visual aids only for too long before really getting involved in Value Stream Mapping..which can be led by exisiting belts, but should include "walking the value stream" physically with the local teams, before and after any changes to the local process stream. Just needs more travel, and training locals to be Value Stream Kaizen project leaders...as you say, without DMAIC formality, but with documentation perhaps in form of VSM before and after, brainstorming and mistake-proofing examples by local teams, and increase in local involvement to counter any accidental "remoteness" that can develop as gap widens between belts and middle managers due to stats training, project disciplines, and management reward system changes.
Most companies started with vision of customer expectations and quality-cost tradeoffs, but hopefully they learned from really using DATA and end customer feedback as well as professional iindustry feedback that profits are the residuals from waste reduction and capability improvement, not a war, but a synergistic effort. |
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The text says "Nina Oakes", but the video subtext says "Nina Oaks". We need a QA inspector stat! |
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Business Process Excellence in Financial Services
Venue to be confirmed, Frankfurt, Germany
December 6- 8, 2010 -
Process Excellence Regional Forum - Benelux
Hotel Le Plaza, Brussels, Belgium
October 26- 27, 2010 -
Business Process Excellence MENA 2010
Grand Millennium, Dubai, UAE
October 31- 3, 2010 -
Shared Services Exchange
The Hauge, The Netherlands
September 26- 28, 2010
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