This case highlights the work of Starwood's Six Sigma Black Belts In the textbook case, the emphasis 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 In the case, the Black Belts are at it again, this time analyzing the front desk check in check out 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 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 How might the new Sheraton Service Promise process help Starwood avoid the four costs of poor performance and quality 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

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This case highlights the work of Starwood's Six Sigma Black Belts. In the textbook case, the emphasis centers on the creation of the Sheraton Service

This case highlights the work of Starwood's Six Sigma Black Belts. In the textbook case, the emphasis 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.

In the case, the Black Belts are at it again, this time analyzing the front desk check-in/check-out 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.

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.
How might the new Sheraton Service Promise process help Starwood avoid the four costs of poor performance and quality?
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?