An Introduction to LEAN & Six Sigma in Hospitality
Transcript of An Introduction to LEAN & Six Sigma in Hospitality
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Six Sigma Case Study
An Introduction to LEAN & Six Sigma in Hospitality
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Agenda for Each Video
VIDEO 1▪ Aims/Learning Outcomes
▪ History of LEAN & Six Sigma
▪ LEAN in Hospitality
VIDEO 2
VIDEO 3
▪ Adopting a "Continuous Improvement" Mindset
▪ LEAN & Six Sigma Tools
▪ Problem Solving Methods
▪ Six Sigma Case Study in Housekeeping
▪ Sustainability
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Recap on Video 1
2 Six Sigma reduces inconsistency in processes
3Opportunities for applying LEAN & Six Sigma in Hospitality are everywhere
1 LEAN reduces waste in processes
4LEAN & Six Sigma can be successfully implemented in Hospitality
5 Solutions can be simple and the benefits can be huge
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Recap on Video 2
2A Bottom-up and Leader Led culture is the best way to implement a continuous improvement mindset.
3There are hundreds of LEAN tools you can use, we have chosen 6 of the most practical examples.
1 Continuous improvement is small changes every day.
4DMAIC is for large complex projects, Kaizen is a shorter process for less complex projects and PDCA is fast, intuitive and effective for everyday projects.
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The Central Hotel
418-bedroom hotel
Trading successfully for 20 years
$10m refurbishment 3 years ago
Revenue growth of 10% a year
Occupancy level of 88%
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Key Metrics
Voice of the Customer
The “Voice of the Customer” (VOC) scores have fallen from a peak of 84% following the refurbishment to 65%
Voice of the Team-Member
The “Voice of the Team member” (VOTM) survey shows a significant decline in “Staff Engagement” from 92% to 68%
Gross Operating Profit %
Despite the strong top line performance, the Hotels Gross Operating Profit (GOP) % has dropped by 6% in the past 2 years to 45%
2 YEARS AGO
84%
START OF PROJECT
65%
2 YEARS AGO
92%
START OF PROJECT
68%
2 YEARS AGO
51%
START OF PROJECT
45%
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Define
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▪ Project Selection Workshop
▪ Brainstorming/brainwriting
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Define
For illustration purposes only
▪ PESTEL Model
▪ Project Selection Matrix
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Define
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▪ Stakeholder Identification
▪ Create Project Charter
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Measure
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▪ Data collection phase
▪ Baseline Metrics established
▪ Process Mapping
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AIC
Measure
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▪ Process Observations
▪ SIPOC
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Analyse
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▪ Data Analysis
▪ VA/NVA/NNVA Identification
▪ TIMWOODS 8 Wastes
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Analyse
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▪ DPMO
▪ Variability analysis
▪ Gate review meetings
• No “stayover” room cleaning times are outside of the Upper or Lower control limits however 3 datapoints are slightly outside of 2 sigma from the center line. 4 out of 5 datapoints (18-21) are on the same side of the centerline and more than 1 sigma from it indicating a potential change to the mean. There is a high level of fluctuation of room cleaning time seen here that needs to be investigated further.
PositionNo Observations
Total *Time Observed
*VA *NVA *NNVA
Housekeeping Supervisor
3 1,319 314 679 326
Room Attendant 5 1,942 1,382 368 182
Laundry Porter 1 452 248 174 20
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Improve
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▪ Kaizen Event
▪ Ideate
▪ Final State Process Map
▪ Implementation Plan
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Improve
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▪ Ideate
▪ Final State Process Map
▪ Implementation Plan
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▪ Monitor new KPI's
▪ Create scoreboards
▪ Weekly huddles
▪ Celebrate success
Control
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Sustain the Gains Visual Management
Create scoreboards where everyone can see progress
Meetings/Huddles
Short, interactive, activity-based weekly huddles
Gemba Walk
Go and see, speak with team to collect feedback
Targets/Incentives/Celebrations
Set achievable goals for the team and celebrate when they are achieved
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Key Takeaways
2 The DEFINE stage is the most important phase and can take up to 50% of the project time.
3 Six Sigma is heavily reliant on data, sometimes new KPI's will need to be created.
1 The Central Hotel used a project selection matrix to help them to decide where to start.
5 Detailed implementation plans and control measures must be put in place to ensure a successful outcome.
6 Teams play differently when they are keeping score, use visual management and celebrate success.
4 Gate review meetings should take place before moving to the next phase of the process.