Starwood Essay

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Starwood: Starwood: Process Analysis Marcos Parra Indiana Wesleyan University The work of Starwood’s Six Sigma Black Belts centers on the creation of the Sheraton Service Promise program. This program was developed in response to low guest satisfaction scores dealing with problem resolution during a guest’s stay. The case describes the situation, and how the Black Belts applied the Six Sigma “DMAIC” model (Define, Measure, Analyze, Improve, and Control) to devise the best solution. The Black Belts are analyzing the front desk check-in process at The Phoenician resort in Scottsdale, Arizona. Check-in service times were exceeding the company standard of three minutes or less, so a team was assembled to determine the best solution. Again, the Six Sigma DMAIC model was employed. Top-Down Commitment: The Six Sigma initiative is supported from the top of the organization down. Implementation of such a program is not inexpensive, with well-paid managers deployed throughout all regions of North America, and internal training programs to grow “Green Belts” (departmental managers seeking to build their own skill sets) into Black Belts. There also is a commitment throughout all brands (Sheraton, Westin, W, Four Points, etc.), which indicates top-down commitment as well. Measurement Systems: Call logs at each hotel track each guest’s incident (speed of response and efficiency). Every customer is given a Guest Satisfaction Survey containing questions about their experience as a guest at the hotel. There is a series of questions related to problem resolution, which were used both for initial data collection and monitoring after implementation of changes. National Family Opinion, an independent survey organization, assists with data collection and analysis so there is little opportunity for manipulation by hotel associates. Tough

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