Six Sigma is an internationally recognized approach that enables associates to
develop innovative customer focused solutions and transfer those innovations
rapidly across an organization. Starwood’s Six Sigma program is unique to the
hospitality industry. Six Sigma at Starwood has helped increase our financial
performance by improving the quality and consistency of our guests'
experiences as well as those of our internal customers. It provides the
framework and tools we need to create a consistently superior guest experience
at all properties while dramatically improving the bottom line. The Six Sigma
organization reports to divisional leadership and is aligned with the
division’s goals and priorities.
Candidates for this function are accountable for accomplishing innovative
business process improvements resulting in measurable financial and/or
customer loyalty gains by applying the Six Sigma methodology in his/her
assigned area of responsibility (hotel/area/division/corporate). He/she is a
Project Team leader who receives specialized training in the methodology and
tools, and then mobilizes the team members, and others in the organization, to
accomplish the aggressive goals specified in its Project Charter.
Ideal candidates for this discipline are those that have the ability to
embrace and implement change, break down cultural barriers, lead major
initiatives and cross functional teams, and possess analytical and diagnostic
skills.
Various levels of opportunity exist in Six Sigma:
Green Belts (GBs) have full-time positions with a portion of their time
dedicated to being the Six Sigma point person and transfer project champion
and manager.
Black Belts (BBs) are full-time resources who typically work on new projects.
They are a resource to GBs in their property or area. They are a member of the
property’s Executive Committee.
Master Black Belts are a full-time resource dedicated to overseeing/creating a
portfolio of Six Sigma projects in a given division, area or region. They are
a resource to BBs, GBs and Six Sigma Council members in their area.
Six Sigma professionals make decisions based on data, not emotions, share
responsibility and know how to generate results. They are enthusiastic and
passionate about what they do. These are the skills and qualities that make
Six Sigma professionals most successful and that Six Sigma helps build in
future leaders.
As a child, I traveled a lot with my family and stayed in hotels throughout
Egypt and France. The hotels always fascinated me – they seemed fun,
interactive and full of life. By the age of 12, I knew this was the career for
me.
I started as a front desk agent at the Sheraton Boston Hotel and had an
unforgettable first day! When I picked up my uniform, I realized that the
checkered blue and white long dress, bonnet and name tag that said, “Priscilla”
was not the typical front desk agent uniform. I soon realized that the hotel
was expecting 1,000 meeting planners and, to make them feel special, we had a
themed check-in – the Mayflower and Pilgrims. I was “Priscilla Alden,” one of
the famous pilgrims on the Mayflower. Not only did it make for a memorable
first day, it also left quite an impression on me; I was so pleased to be part
of a team that created such a fun environment for both the guests and
associates.
As a Regional Director of Six Sigma I’m responsible for directing a team of
black belts to successfully accomplish innovative business process improvement
by applying the six sigma methodology. Our goal is to achieve positive gains in
both financial achievement and customer loyalty. My favorite thing about what I
do is the fact that I can affect change by challenging the status quo and
looking for innovative ways to improve margins while increasing guest and
associate satisfaction.
Knowing that, through my projects, I make a difference and positively
contribute to making Starwood a great company is such a satisfying feeling.
