After reading and viewing the Case in Chapter 3 (page 152) titled "Process Performance at Starwood Resorts," (Krajewski, L., Malhotra, M., & Ritzman, L. (2015). Operations Management: Processes and Supply Chains (11th ed.). Boston, MA: Pearson. ISBN-13:978-0133872132)answer the following questions in accordance with the criteria below:

1. Implementing Six Sigma programs take considerable time and commitment from an organization. Using the implementation points in this chapter, such as top-down commitment, measurement systems to track progress, tough goal setting, education, communication, customer priorities, describe the degree to which Starwood has successfully addressed each one with the redesign of the Sheraton Service Promise program.
2. How might the new Sheraton Service Promise process help Starwood avoid the four costs of poor performance and quality?
3. Starwood is the first major hotel brand to commit to a dedicated Six Sigma program for improving quality. Why might an organization be reluctant to follow this type of formalized methodology? What other approaches could Starwood or its competitors use?