p-Chart Reset Data Questions Total sample size 30000 Total defects 147 Percentage defects00049 Sid dev of D-bar 0.0014 Upper Control Limit Center Line Lower Control Limit 0.0091 070049 1000Z Number of samples Sample size z value Confidence 12 2500 3.0000 99.734 D p-chart Sample 1 Sample 2 Sample 3 Sample 4 Sample 5 Sample 6 Sample Sample 8 Sample 9 Sample 10 Sample 11 Sample 12 Fraction #Defects Defective 150060 003 190.0076 20.0008 19OT0076 0.0016 240.0096 Above Uc4 0.0028 10100401 17100687 150.0060 0.0012 Proportion defective 0.014 0.012 0.010 0.008 0.006 0.004 0.002 0.000 + 1 2 + 3 + + + + + + + 4 5 6 7 8 9 10 11 12 Sample number pChart Using Data from Esample 3.3 VIDEO CASE Process Performance and Quality at Starwood Hotels & Resorts Starwood Hotels & Resorts is no stranger to quality measurement in the most recent year, Starwood properties around the globe held 51 of approximately 700 spots on Cond Nast's Gold List of the world's best places to stay. Its spe and golf programs have consistently been ranked among the best in the world At Starwood, processes and programs are driven by the work of its team of Six Sigma experts, called Back Belts Developed by Motorola more than 20 years ago, Sax Song is a comprehensive and flexible system for achieving sustaining and maximizing business success by driving out de- fects and variability in a process. Starwood uses the five-step DMC pro- cess: (U) defne, 2 measures analyze, improve, and control Clearly, understanding customer needs s paramount. To this end, Star- wood collects data from customers on its Guest Satisfaction Index survey called the Voice of the Customer. The survey covers every department guests may have encountered during their stay, from the front desk and ho- tel room, to restaurants and concierge. Past Surveys indicated that how wel problems were resolved during the guest stay was a key driver in high guest satsfaction scores. To increase its scores for problem resolution, the Shere to brand of Sarwood launched the Sheraton Service Promise program in the United States and Canada. The program was designed to give guests a single point of contact for reporting any problems. It was intended to focus assoc- ste employee attention on taking care of service issues during the quest's stay within 15 minutes of first receiving notice However, although scores did increase, they did not increase by enough. Consequently Sheraton brought in its Sax Soma team b see what could do. The team employed the basic Sax Sigma model of define-measure analyze-improve-control to guide its work. To define the problem, the SX Sigma team worked with data collected and analyzed by an independent Starwood has implemented Sx Sigma quality programs to efficiently resolve guest problems at its properties around the gibe Survey organization, National Family Opinion. The study indicated that three key factors are needed in problem resolution (1) speed empathy, and efficiency, Althree must be met in order for the guests to be satisfied and the Sheraton Service Promise f iled. Then, the team looked at the specific processes that affected performance: Telephone operators' handling of re- Quests, procedures for determining who to cal engineering workicads, and so on. The work identified in each area was measured. For example, cal logs were estab shed to track speed, empathy of associate handling the call, and efficiency of the staff charged with fosing the problem. The data collected were analyzed to determine why guests' problems were not resolved within the 15-minute standard. Pareto charts and other techniques were used for the analysis The final step involved control and monitoring to be sure that the im- proved processes developed by the Six Sigma team became part of the prop- erty's culture, and that they were not abandoned after the team's work was finished. Tracking continues for 12 to 18 months, with monthly feedback to the manager or department head responsible for the improvement of the Sheraton Service Promise program. The improvement effort also receives vis- bility through the company's intranet so the rest of the organization sees the benefits including service levels and financial performance and can use the experience to improve their own operations QUESTIONS 1. Implementing Six Sigma programs takes considerable time and commitment from an organization. In terms of top-down commitment measurement systems to track progress, tough goal setting, education, communication, and customer priorities, evaluate the degree to which Starwood successfuiy addressed each 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 process performance and quality (prevention, appraisal, internal failure, and external failure)? 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