Chapter 1

Six Sigma Basics

1.1. Six Sigma Short Descriptions

1.1. .1.Features of Six Sigma
1.1.2.Key Concepts of Six Sigma
1.1.3. Myths about Six Sigma
1.1.4. Benefits of Six Sigma in Hospitality
1.1.5. Origin of Six Sigma
1.1.6. Six Sigma - Key Elements in Hospitality
1.2. Six Sigma Hospitality Organization
1.2.1. Leadership
1.2.2. Sponsor
1.2.3. Implementation Leader
1.2.4. Coach
1.2.5. Team Leader
1.2.6. Team Member:
1.2.7. Process Owner
1.2.8. Extended Definitions of Roles Belt - Colors
1.2.8.1. Black Belt
1.2.8.2. Master Black Belt
1.2.8.3. Green Belt
1.3. Getting Started Six Sigma within an Organization
1.3.1. Is Six Sigma Right for You?
1.3.2. The Cost of Six Sigma Implementation
1.3.3. Six Sigma Start-up
1.3.4. Project Selection for Six Sigma
1.4. Six Sigma - Methodology
1.4.1. DMAIC Methodology:
1.4.2. DMADV Methodology
1.4.3. DFSS Methodology
1.4.4. Six Sigma - Define Phase
1.4.4.1. Develop a Project Charter
1.4.4.2. Develop the SIPOC process map:
1.4.5. Six Sigma - Measure Phase
1.4.5.1.Data Collection Plan and Data Collection
1.4.5.2. Data Evaluation:
1.4.5.3. Failure Mode and Effects Analysis - FMEA
1.4.5.4. Yield to Sigma Conversion Table
1.4.6. Six Sigma - Analyze Phase
1.4.6.1. Source Analysis
1.4.6.2. Process Analysis
1.4.6.3. Data Analysis
1.4.6.4. Resource Analysis
1.4.6.5. Communication analysis
1.4.6.6B. ox Plot Sample
1.4.6.7.Cause and Effect Diagram Sample
1.4.6.8. Progressive Analysis Sample
1.4.6.9. Pareto Chart Sample
1.4.6.10. Prioritization Matrix Sample
1.4.6.11. Value Analysis Sample
1.4.7. Six Sigma - Improve Phase
1.4.8. Six Sigma - Control Phase
1.4.8.1. Quality control
1.4.8.2. Standardization
1.4.8.3. Control Methods and Alternatives
1.4.8.4. Responding when Defects Occur
1.5. Six Sigma - Technical Tools
1.5.1 - The Critical to Quality (CTQ) Tree
1.5..2. - The Process Map:
1.5.3. - The Histogram:
1.5.4 - The Pareto Chart
1.5.5.- The Process Summary Worksheet
1.5.6. - The Cause-Effect Diagram
1.5.7 - The Scatter Diagram
1.5.8 - The Affinity Diagram
1.5.9. The Run Chart
1.5.10 - The Control Chart
1.5.2. Six Sigma - Defect Metrics
1.6. Measuring Benefits of Six Sigma
1.6.1.Why Six Sigma? Hospitality has many repetitive processes.
1.6.2. Six Sigma Measuring Benefits
1.6.2.Benefit Sample
1.6.3.Sample Control Chart
1.6.4.Lean Six Sigma for Service
1.6.5.Lean Six Sigma Templates
1.6.5.1.Define Phase
1.6.5.2.Communication Plan
1.6.5.3.Project Charter
1.6.5.4.Project Selection Tool
1.6.5.5.Walk Interview Sheet
1.6.6.Meeting Productivity (RACI) Matrix
1.6.7.SIPOC
1.6.7.Stakeholder Analysis
1.6.8.Swimlane Map (aka Deployment Map or Cross-Functional Chart)
1.6.9.Threats & Opportunities Matrix
1.6.10.Value Stream Map
1.6.11.Voice Of the Customer (VOC) Translation Matrix
1.6.12.Measure Templates
1.6.13.Data Collection Plan
1.6.14.Efficiency & Effectiveness Matrix
1.6.15.Impact Effort Matrix
1.6.16.Operational Definition
1.6.17.Meeting Productivity (RACI) Matrix
1.6.18.Stakeholder Analysis
1.6.19.Threats & Opportunities Matrix
1.6.20.Analyze Templates
1.6.21.Root Cause Hypothesis
1.6.22.Cycle Time
1.6.23.Value Stream Map
1.6.24.Improve Templates
1.6.25.Cross Training
1.6.26.Failure Modes & Effects Analysis (FMEA)
1.6.27.Impact Effort Matrix
1.6.28.Project Charter
1.6.29.Meeting Productivity (RACI) Matrix
1.6.30.Stakeholder Analysis
1.6.31.Weighted Criteria Matrix
1.6.32.Control Templates
1.6.33.Control Plan
1.6.34.Monitoring Plan
1.6.35.New Procedure Audit
1.6.36.Storyboard
1.6.37.Operational Definitions
1.6.38.Response Plan

Chapter-2 The World of Six Sigma and Hospitality

2.1.An increase in customer loyalty
2.2.A reduction in employee turnover
2.3. Reduction in costs
2.4. How Does Six Sigma Contribute To Cost Cutting
2.4.1.The Big Challenge
2.4.2.Sample Implementation Plan
2.4.3.Reduction in losses due to billing errors based on case study
2.4.4.Timeline Sample
2.5.Hotel Operations
2.5.1.Food and Beverage Industry
2.5.2.Purchasing/Stores
2.5.2.1.Decrease in inventory surplus
2.5.2.2.Higher- and Lower-Level Root Causes
2.5.2.3.Using DMAIC to Find Root Causes
2.5.2.4.Analyzing Data and Using Inventory Model
2.5.3.The Typical Project Benefits
2.5.3. I. SLOW MOVING MATERIAL (SMM)
2.5.3.2. CONTINUOUS IMPROVEMENT
2.5.3.3. COST REDUCTION
2.5.3.4.PROBLEM DESCRIPTION
2.5.3.5. METHODOLOGY
2.5.3.6. DATA COLLECTION AND ANALYSIS
2.6.Improving Hotel Operations Processes
2.6.1.Ensuring Customer Satisfaction with a Smooth Check-in & Checkout Process
2.7. Basic Guideline Reference Hotel Six Sigma Implementations
2.8.Human Resources

2.8.1.Six Sigma Defined

2.8.2.Six Sigma Roles
2.8.3.HRs Role in Six Sigma
2.8.4.Rewards and Recognition
2.8.5.Project Team Effectiveness
2.8.6. Creating a Six Sigma Culture
2.8.7. Change Management and Communications
2.8.8.Being Included in Six Sigma
2.8.9.Gaining the Right Skills and Knowledge
2.8.10. Marketing HRs Potential Contribution
2.8.11. Cost Center Versus Unit
2.8.12.Where to Look
2.8.13.Strategic, Operational and Administrative
2.8.14.Contributing to Metric Design
2.8.15. Scorecards: Another Way to Be Involved
2.8.16. Building Six Sigma Competency Model
2.8.17. Helping Manage the Changes
2.9. How to Calculate Process Sigma - Definition
2.10. Six Sigma In Housekeeping
2.10.1. 5 S Processes & Guideline
2.10.1.1. Method and Implementation Approach
2.10.2. Implications for Environmental Performance
2.10.2.1. Potential Shortcomings:
2.10.2.2. 5s floor marking
2.10.3. Guest interaction: a necessity in Housekeeping
2.11. Six Sigma in Food Service
2.11.1. How to Reduce Inefficiency and Errors in Restaurant
2.11.1.1. Increase Sales Through Higher Customer Satisfaction
2.11.1.2. How to Improve Effectiveness
2.11.1.3. Improve Profits through Reduced Costs
2.11.1.4. Test New Products the Smart Way
2.11.2. Six Sigma Training Can Benefit Your Restaurant in Many Ways
2.11.3. Challenges in the service industries
2.11.4. High customer satisfaction , various customer needs
2.12. SAMPLING PLAN
2.12.1.The Restaurant as Lean Manufacturing System
2.12.2. Embracing the Lean Manufacturing Model
2.12.3. IMPLEMENTING THE LEAN MANUFACTURING MODEL
2.12.4. STEPS OF LEAN MANUFACTURING IN RESTAURANTS
2.12.5. Lean fundamentals through examples of sandwich club
2.13. How quality should is defined at this restaurant?
2.14. What are the restaurants costs of poor quality?
2.15. Use some of the tools for improving quality to assess the situation at restaurant.
2.15. 1. The Quality of Food:
2.15.2. The Restaurants Seating Capacity:
2.15.3. Take- Way System:
2.15.4. Reducing the Preparation time:
2.16. Guideline for Successfully Starting a Lean Six Sigma Project
2.16.1. Keep the conversation friendly.
2.16.2. Avoid starting an argument.
2.16.3. Get the other person saying yes immediately.
2.16.4. Show respect for the opinion for others.
2.16.5. Throw down a challenge.
2.16.6. Getting of to a good start.
2.16.7. Quality Control in Food and Beverage Production
2.17. Breakthrough Strategy: Six Sigma
2.18. DMAIC in the Kitchen