Tqm in Starwood

Starwood Hotels & go fend fors world(a) In partial fulfilment Of the requirements in number Quality Management 12 October, 2010 I. INTRODUCTION Being maven of the of the atomic number 82 hotel and leisure companies in the world, Starwood Hotels and revives Worldwide, Inc. already has n earliest 1000 properties in around 100 countries and close to 145,000 employees at its accepted and managed properties. Starwood Hotels and compensates is a richly desegregate owner, operator and franchisor of hotels and resorts with diametrical internation alto noticeher(a)y re in a flashned brands of St.Regis, The prodigality Collection, Sheraton, Westin, quaternary Points by Sheraton, W, Le Meridien, aloft and Element. It oerly owns wizard of the autopsy betterers and operators of high-quality vacation breakup ownership resorts, Starwood Vacation Ownership quickens, Inc. The telepperfectr began as a polished investment funds libertine and then became a squ ar estate investm ent trust (REIT). In 1998, Starwood acquired ITT Corporation, a attach to seven beats its size, in which during that prison term, the worlds largest lodging and gaming smart influence.Founded by Barry Sternlicht, Starwood Hotels and Resorts has been acquiring many an(prenominal) an some other(prenominal) hotels and companies, at the a alike(p) time, unloading just about of its own properties to bother modality and funds for mod one and only(a)s. Starwood Hotels and Resorts solely the same face challenges in their worldwide operations. This led to a decision of adapting six Sigma in the year 2000. The roll out of six Sigma in the gild started in the branch quarter of 2001and was tar signed to end in the year 2002 as well as the time they say they get out reap the fruits of their efforts. tally to the fo beneath, and previous chairman and chief executive director pipicer of Starwood, Barry Sternlicht he engulf of six Sigma is one of the most important strategi c initiatives since the formation of the ac beau monde. It testament be a multiyear effort encompassing thousands of associates. It exit in any case deem and build new momentum, strengthen their global brands, enhance their ability to luck topper practices globally, speed the adoption of new technologies, prep be them for the challenges of constant channelize, go out little focus on the client and overtime military emolument them descend a dramatic gain in the bottom line. All these burst happen only with the successful capital punishment of the dodging.Starwood Hotels and Resorts Worlwide, Inc. was the start-off hospitality kitchen stove to adapt sixsome Sigma in its global operations. The company round-the-clockly improves with the cargon To our shargonholders, our goal is to grow EBITDA at least 8-10% per year and EPS at least 15% per year. To our customers, we want Starwood to be the easiest company with which to do duty. And to our employees, our commi ttedness is to grow Starwood a great place to rick. At Starwood, we dont retri plainlyive do vi Sigma, we determine on sixsome Sigma, wrote one Starwood employee in i viSigmas outmatch Places survey. That means that we substance abuse it e very(prenominal) day in our day-by-day black market to solve riddles, regardless of their size. We take the DMAIC and tilt six-spot Sigma principles and use tools daily (VOC translation tables, Pugh matrices, SIPOCDOE, etc. ), unless dont inescapably deliver a bun in the oven to make all problem into a visualise. We just get it through with(p) here. This do Starwood the top best place to work in according to isixsigma. coms Top 10 companies surmount Places to prune bring up. To summarize it up, Starwood Hotels and Resorts was able to pull off great opportunities of exploitation and branch in the company by dint of 6 Sigma.II. COMPANY PROFILE A. Brief description about the company As a top company in the Hotels, Ca sinos, Resorts industry, Starwood Hotels Resorts specialize in the operation and way of hotels, resorts, casinos and spas. Starwood is now one of the leading(a) hotel and leisure companies in the world with approximately 925 properties in much than 95 countries. Starwood Hotels Resorts Worldwide, Inc. , incorporated in 1980, is a hotel and leisure company. The caller conducts its hotel and leisure crinkle both directly and through its subsidiaries. Its brand names include St.Regis (luxury full-service hotels, resorts and residences), The prodigality Collection (luxury full-service hotels and resorts), W (luxury and upscale full service hotels, retreats and residences), Westin (luxury and upscale full-service hotels, resorts and residences), Le Meridien (luxury and upscale full-service hotels, resorts and residences), Sheraton (luxury and upscale full-service hotels, resorts and residences), quadruplet Points (select-service hotels), aloft (select-service hotels), and Elemen t (extended stay hotels). The participation is organized into two business segments hotels and vacation ownership and residential.In January 2010, the Company denote that it has completed the disposal of Bliss World Holdings, Inc. to Steiner Leisure Limited. History of the company Starwood Hotels Resorts Worldwide, Inc. is one of the top hotel companies in the world. The company owns and operates hotels under leading brands much(prenominal)(prenominal) as Sheraton, Westin, St. Regis, tetrad Points, and its recently augmented W brand. The majority of Starwoods hotels argon owned by franchisees, and the company directly owns or leases about one hundred seventy of its approximately 750 hotels worldwide.Close to 500 of the companys hotels atomic number 18 in northerly the States. Starwood too runs hotels in some 80 countries in Asia, Europe, Africa, and South America, including a chain of honored European palaces called the Ciga Group. The company began as a small investment f irm and then became a real estate investment trust (REIT). In 1998 Starwood purchased ITT Corporation, a company seven times its size and at the time the worlds largest lodging and gaming company. Starwood beat out the Hilton Hotels Corporation to get ITT, in what was one of the most dramatic takeover battles of the 1990s.Starwood is run by Barry Sternlicht, whose gross(a) dealsmanship parlayed the small trust into a global lodging company. B. Different rateting of the Company a. Starwoods Managed Hotels The Company manages hotels worldwide, usually under a long-run agreement with the hotel owner (including entities in which it has a minority equity interest). Its responsibilities under hotel management contracts typically include hiring, training and supervising the managers and employees that operate these facilities.For supererogatory fees, it permits centralized reservation services and coordinates national advertising and accredited merchandise and promotional services. It prepargons and implements annual budgets for the hotels it manages and is responsible for allocating property-owner funds for periodic maintenance and overcompensate of buildings and furnishings. In addition to its owned and leased hotels, at celestial latitude 31, 2009, it managed 440 hotels with approximately 153,800 inhabits worldwide. b. The bollocks up off Franchising and LicensingThe Company franchises its Sheraton, Westin, quadruple Points by Sheraton, highlife Collection, Le Meridien, aloft and Element brand names and generally derive licensing and other fees from franchisees based on a fixed percentage of the franchised hotels room revenue, as well as fees for other services, including centralized reservations, barters and marketing, unexclusive resemblances and national and international media advertising. In addition, a franchisee may also purchase hotel supplies, including brand-specific products, from veritable Starwood-approved vendors.It approves certain plans for, and the location of, franchised hotels and look backwards their design. At celestial latitude 31, 2009, on that focalize were 476 franchised properties with approximately 116,300 rooms. c. Vacation Ownership and Residential Business The Company develops, owns and operates vacation ownership resorts, market and sell the vacation ownership interests (VOIs) in the resorts and, in many cases, provide financing to customers who purchase such ownership interests.Owners of VOIs base trade their interval for intervals at other Starwood vacation ownership resorts, for intervals at certain vacation ownership resorts not otherwise sponsored by Starwood through an exchange company, or for hotel stays at Starwood properties. From time to time, it securitizes or sells the receivables obtaind from its sale of VOIs. At celestial latitude 31, 2009, it had 22 residential and vacation ownership resorts and sites in its portfolio with 16 actively selling VOIs and residences, and two th at affirm sold all actual inventory. C. Business IndustryThe general business activity and leash products or commercial enterprise of Starwood Hotels & Resorts are categorized as world part of the Hotels, Casinos, Resorts Industry. D. The Company Values Go the Extra Step by taking actions that build going connections and fealty Play as a squad by working(a) globally and across all teams in the company Do the Right Thing by exploitation right(a) judgment, respecting our communities, associates, owners, partners and the environment E. Principal Subsidiaries Starwood Vacation Ownership, Inc. F. Principal Competitors Marriott International, Inc. Hilton Hotels Corporation iv Seasons Hotels Inc. G. find Dates of the companys operations a. 1991 Starwood Capital Group is founded. b. 1993 Starwood begins vitiateing hotels. c. 1994 Starwood buys Hotel Investors entrust gains special REIT status. d. 1998 Starwood acquires ITT Corporation. e. 2001 Implementation of 6 Sigma Strat egy for the companys boilersuit operations III. BEFORE HAVING sixer-SIGMA IN THE COMPANY Starwood Hotels and Resorts did not follow a particular Total Quality Management political course of instruction. Although they do have goals, such as Starwood is entering a new stage in its development, express Barry Sternlicht, Chairman and Chief Executive Officer. The world is changing beltidly. While we own superb physical assets around the world, it is our 30 million customers who represent the critical and unrecognized asset of our company in this inter take in age. We are pertinacious to build a customer-centric organization, a company that will take expediency of unprecedented advances in technology to improve somely all panorama of its core operations while increasing brand loyalty in an effort to manufacture signifi washbowlt long-term shareholder mensurate, Mr.Sternlicht said. Starwood, though were very successful before their implementation of the sise Sigma also encoun ter several(prenominal) problems. One of which was when the Congress acted to change the law governing Real commonwealth Investment Trusts (REITs). This made Starwood lose its tax advantage thus converting itself to the tralatitious corporate structure. The change made accounting difficult, particularly in comparison pecuniary results from before and after(prenominal) the restructuring. In addition, there seemed to be flurry in the top echelons of management.Starwoods stock price fell, and in celestial latitude 1998 the company denote that fourth quarter earnings would be less than estimated. former(a) lodging stocks did badly as well, but Starwood was clearly struggling to integrate its vast new holdings. IV. THE COMPANYS ADAPTATION The slowing economy hurt Starwood and other hotel companies in 2001. The kinsfolk 11 terrorist attacks were a large blow to the industry. Starwoods nitrogen American business fell drastically right away after the attacks, and two weeks lat er the company announced that it would lay off 23 percent of its North American workforce.Revenue fell in 2001 and 2002 as the global economy remained weak and business travel was less than robust. The companys European operations did better than its North American business, and Asia became the companys next frontier. Less than 10 percent of Starwoods operating profit came from its Asian operations in 2002, but the company aimed to increase that to 25 percent by 2007. We have worn out(p) $1 billion in our ongoing effort to bring consonance to our branded hotels around the world, says Bob Cotter, chief operating officer, Starwood Hotels Resorts. It is time and we are ready to complement this effort with a global focus on the delivery of consistent and exemplary service to our invitees. From the reservation and check-in process, to room standards and cleanliness, it is our goal for every Westin, Sheraton, W, Four Points by Sheraton, Starwood Vacation Ownership and St. Regis/Luxury Collection guest to have a flawless experience during all(prenominal) and every visit. Six Sigma will suspensor us r for apiece(prenominal) one that goal. V. THE SIX SIGMA IMPLEMENTATION AT STARWOOD In 2001 Starwood Hotels & Resorts became the first hospitality company in the world to embrace Six Sigma, an internationally recognized approach that enables Starwood associates to develop innovative customer focused solutions and to transfer these solutions across the global organization. Six Sigma is a customer-focused, fact-based, analytical system (approach and tools) for ameliorate processes so that customers are more(prenominal)(prenominal) quelled and Associates time is spent more on value-added activities, leading to change magnitude profitably.The Six Sigma tools enable Starwood hotels to transfer solutions and innovations across their properties and offices globally. This gives the company a agonistical advantage on speed to market in implementing scoop out Practic es and Brand Standards. By launching Six Sigma, Starwood made a long-term commitment to radically improving the way it does business. For Starwood Six Sigma is a powerful business system that focuses on consistently delivering superior value to actual and effectiveness customers. Six Sigma will roll out across Starwood Hotels & Resorts starting in the first quarter of 2001, completing implementation through the entire company by the end of 2002. While the company has budgeted a net bell for the program in 2001, as training and process reengineering begins, the company expects the program to begin delivering benefits in 2002 and beyond. Pioneered by Motorola and made famous by GE, Six Sigma has helped some of the worlds leading companies greatly improve customer service and increase financial re twists.Starwood expects to save millions of dollars through improved efficiencies and maximized indicateing of active capital. Further, Starwood expects to retort significant increment al revenue and profit due to deepenloyalty and additional products and services. Former GE executive James Hyman has been named executive vice president, Six Sigma, for Starwood and will have global responsibility for murder the strategy, designing the tools and overseeing the implementation of Starwoods Six Sigma initiative. Before joining Starwood, Hyman served as President of Europe for GE Capital Modular Space.Hyman will name directly to Bob Cotter. Starwood has also enlisted the expertise of renowned Six Sigma specialists shot S. Pande, co-author of The Six Sigma Way and president of Pivotal Consulting, and the George Group to abet with the launch. During the first five quarters of implementation, Starwood will primarily redeploy occurrent Starwood associates to fill approximately 450 Six Sigma specialist roles. Starwood will fill these roles with many of the companys highest performing associates, in addition to some extraneous candi conflicts from all fields.These Six S igma specialists will have strong analytical and organisational skills, and most will hold the title of obtuse belt or master black belt. Each black belt is expected to hold EBITDA gains of $200,000 or more per year. Instead of hiring the usual ethnographers or consultants, Westin owner Starwood Hotels & Resorts Worldwide Inc. turned to Six Sigma, a management process hunch overn for lessen defects and increasing efficiency. It was a surprising move habituated Six Sigmas rap as a creativity killer. But under Geoffrey A.Ballotti, president of Starwoods North America Div. , the company is using Six Sigmas strengths to promote innovationand generate tens of millions in new revenue. Combining creativity and efficiency is a exquisite managerial manoeuvre that some service companies can pull off. Starwood succeeded, in large part, because it began with a culture of creativity before introducing the management tool. invent has long played a major role in the company, with note a rchitect David Rockwell designing its hip W Hotels brand back in the 90s.Starwood gets a boost out of Six Sigma by using its techniques to day-dream up projects across the company. Massage is just one of hundreds of ventures done this way. This years forage and beverage engineering program, which rejiggers the choices on room-service and catering menus based on their popularity, has generated $20 million in extra revenue. In 2006, programs developed under Six Sigma delivered more than $100 million in profit to its bottom line. As a result, the White Plains (N. Y. company is one of the worlds most economic hotel operators Its net margin is about 15%, high than those of rivals Hilton Hotels Corp. (HLT ) and Marriott International Inc. (MAR ) We have been crusade our margin growth faster than our competitors, says Ballotti. When people ask why, I lay to Six Sigma. The group that runs the effort is headed by Brian mayer, who claims the quirky title of vice-president for Six Sig ma, operation innovation, and room comport. I grew up in the hospitality industry, says whitethorner, whose granddaddy and father ran catering businesses. The joke is that I was born in a chafing dish. Since the program launched in 2001, Mayers crew has trained 150 employees as black belts and more than 2,700 as green belts in the arts of Six Sigma. establish mostly at the hotels, black belts oversee the projects while green belts counterfeit out the details. The key to their success, says Mayer, is that instead of acting like suits imposing their will from corporate, the Six Sigma specialists operate more like partners who help local hotels fit out their own objectives. Indeed, almost 100% of the creative concepts come from in-house staff.And every project mustiness be overseen by a hotel employee. By focusing on their goals and budgets it enables us to become a partner in the operation, says Mayer. The SWAT Team The innovation process begins when hotel teams pitch Mayers g roup on a new idea. They fight for our resources, says Mayer. A Six Sigma Council composed of Ballotti and his 13 direct reports, including his higher-ranking vice-president for gross sales and marketing, then evaluates an ideas merit based on the instalments priorities and the projects expected payoff.If the council approves a project, black belts and green belts are deployed like SWAT teams to the hotels to carry it out. London, 14 July 2004 A sign of the growing importance of SIX SIGMA at Starwood Hotels & Resorts is that by 1 August this year, the hotel company, with over 740 properties globally, will have trained over 1000 associates from all over the world to become SIX SIGMA cat valium Belts the first training stage in the SIX SIGMA development program.The current group of 12 associates from the Europe, Middle East and Africa region are mien to Warsaw on 19 July for a week of intensive Six Sigma tuition. This innovative project has re-designed all the individual reserv ation channels for hotel, golf, spa, transport, eating place and outdoor activities into one single point of contact a multi-purpose, multi versatile Resort Sales team that immediately can confirm and cross sell any request received by the hotel. The benefits for this project to Turnberry were immediate. To date there has been an 11. 5% increase in incremental spend by customers andincrease in rooms revenue of more than 19%. In addition, The Spa revenues have increased from GBP 91 per booking to GBP 141 per booking as a result of the newly centralizedreservationgroup, which enables the maximum recitation of treatment rooms and therapists. Energy Summit for Starwood Hotels and Resorts Starwood Hotels & Resorts has taken a snap out of the recent G8 Summit by implementing an awareness program which focuses on Climate Change and Carbon Management across its 400 hotels in Europe, Middle East & Africa.The hotel group, whose brands include Sheraton, Westin, St Regis and Luxury Collec tion, has over the past few years been committed to becoming a green operator at all levels. In the UK Starwood is part of the cordial reception Energy Consortium (HEC)*, a group of hotel companies who partner together in the procurement of energy. Lead by Chairperson, Angela Tomlinson, Director of Purchasing UK and Ireland, Starwood Hotels & Resorts, the Consortium has partnered with the Carbon Trust, an independent company set up by Government to help the UK meet its climate change obligations.In partnership with the Carbon Trust, Starwood has recently taken part in a scoping study by Enviros, environmental consultants. The initial results, which will be on hand(predicate) in August 2005, will enable Starwood and the other consortium members to review their energy consumption/carbon footprint, and provide better ways of working to achieve reductions in volumes used.In addition to this, as a huge component part of energy management is dependent on buy-in from the associates in t he hotels, a extensive energy toolkit and training program has been distributed to every Head of Department in every Starwood hotel in Europe, Africa and the Middle East. This is part of a wider awareness program with a focus on protecting the environment. As well as associate and corporate activity, Starwood has been active with guest energy conservation initiatives for a number of years already.In 1999 the company was the first in the hotel industry to demonstrate a Green Room Program, to reduce water and electricity use for laundering guest towels and linen. Guests place a card on their manage each day if they wish to have their bed linen and towels changed. If guests do not put this card on their bed, their bed will be made without changing the linens and their towels will be hung up but not changed. A green card would be left for the guest as a thank-you for going green.Since then the Green Room Program has been fully incorporated into the ABCs of House-keeping in the Sherat on, Westin and Four Points by Sheraton EAME Brand Standards. As a result of this ongoing focus on Energy, Starwood has also created a North West Europe Energy Champions team, a group of associates who are responsible for effort support for this project. Starwoods change management process, Six Sigma, is being used to drive this commitment and the implementation of the Energy preservation Toolkit is now a required best practice at all hotels owned and managed throughout EAME.This project is the result of Six Sigma Methodology delivering tools that will in turn deliver energy and carbon reduction, to the benefit of future day generations but also the associates and hotel guests of today. Six Sigma at Starwood has helped improve the financial mathematical operation of the group by ushering in the quality and amity of the customers experiences. Six Sigma has also provided the guidelines and tools to create a consistently superior guest experience at all properties, and simultaneous ly improve the bottom line.The Six Sigma organization in the group reports to instalmental leadership and is aligned with the divisions goals and priorities. VI. later SIX-SIGMA IMPLEMENTATION A. COMPANY IMPROVEMENTS o While Starwood incurred $17 million in training costs to launch Six Sigma in 2001, the company reaped plain EBITDA increases of more than $17 million. Training costs will be importantly reduced in 2002 and Starwood expects a substantial increase (perhaps double) in the EBIDTA improvement achieved by Six Sigma-related programs. o Six Sigma at Starwood has helped improve the financial performance of he group by ushering in the quality and unison of the customers experiences. Six Sigma has also provided the guidelines and tools to create a consistently superior guest experience at all properties, and simultaneously improve the bottom line. The Six Sigma organization in the group reports to divisional leadership and is aligned with the divisions goals and priorities. o Higher net margin than its key competitors but also with helping spark and act on innovative ideas. The come to is based on global culture most ideas and solutions come from hotel staff throughout the world. oddment year, according to Starwood management, programs developed under the famed management technique delivered more than $100 million in profit to its bottom line. As a result, the White Plains (N. Y. ) company is one of the worlds most economic hotel operators Its net margin is nearly 15%, higher than those of rivals Hilton Hotels (HLT) and Marriott International (MAR), as well as the industry average of 9%. We have been driving our margin growth faster than our competitors, says Ballotti. When people ask why, I point to Six Sigma. o Growth of their hotels (See Appendix 1) Starwood Hotel and Resorts Ranks Number 1on iSixSigmas Best Places to Work list. (See Appendix 2) o Starwood Hotels and Resorts top ranked The Top Best Places to Work List because of adopting 6 Sigm a in their operations. They use 6 Sigma every day in their daily work to solve problems, regardless of their size. They follow the DMAIC and Lean Six Sigma principles and use tools daily. Starwood requires that its full-time Six Sigma practitioners learn primary about the inner workings of all the various departments (housekeeping, food and beverage, sales and marketing, etc. in order to develop large-scale initiatives. At the same time, the Belts are also expected to lead process improvement projects at the individual hotel level. o The company measures quality with a three-pronged approach improving the Guest propitiation Index (an independently determined numerical value based on guest surveys), increasing revenue and controlling costs. The last one cost reduction is where they had the most success so far, given the economy. They continue to go after revenue, but they try to take a balanced approach.If theyre too heavy on the cost side, they get some snap-back in other areas like customer propitiation. They cant take their eyes off the ball in any area. They are committed to all three prongs. One example of this three-pronged approach is trace a Green Choice, which was launched at Starwoods Sheraton and Westin brands in kinsfolk 2009. To help save on water, chemicals and detergents, the hotel gives guests the option of not having linens changed or the room cleaned all for up to three days. Those who participate can receive gift cards or points to be deported for food service. Starwoods commitment to providing thought-provoking cross-departmental opportunities for continuous improvement personnel, along with its policy of promoting Black Belts from within, truly makes it one of the premier companies for Six Sigma practitioners. Companies on the Top 10 list, announced in December 2009, had to meet the highest standards for providing an outstanding Six Sigma program, culture, training, compensation, and recognition and argument satisfaction for emp loyees. B. ACHIEVEMENTS FROM THE IMPLEMENTATION From Indonesia to Malta, Six Sigma is a welcome guest at Starwood hotels. Launched early in 2001, Six Sigma is entering its sixth year at the hotel, which still holds the acclaim of being the only hotel with a corporate-wide Six Sigma initiative. o Starwood properties each have a Six Sigma Council that organize and prioritize projects. Successful projects are then leveraged across additional properties. Six Sigma is emphasized in biography Paths at Starwood as reporting to divisional leadership and aligned with that divisions goals and priorities. A Starwood Six Sigma team received recognition at the IQPC 2004 European Six Sigma Excellence Awards with the Best DFSS Project. o 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 divisions goals and priorities. o 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. o Starwoods has been resourcing the firm with workers who are mainly divided into three work categories Green Belts (GBs) have full-time positions with a portion of their time use to being the Six Sigma point person and transfer project combatant and manager. o 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 propertys Executive Committee. o Master Black Belts are a full-time r esource utilize 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. Starwood hotels and resorts worldwide Inc is the first hospitality company in the world to embrace Six Sigma since 2001 and extends this best practice to all properties worldwide, including the Sheraton Hong Kong Hotel & Tower. o Barry S. Sternlicht, chairman and CEO, Starwood Hotels and Resorts had stated, The launch of Six Sigma is one of the most important strategic initiatives since the formation of our company, he continued. It is our goal for every Westin, Sheraton, W, Four Points by Sheraton, Starwood Vacation Ownership and St. Regis /Luxury Collection guests to have a flawless experience during each and every visit.Six Sigma will help us reach that goal. o Starwood Hotels & Resorts is a leader in the Hospitality industry in technology innovation. Smart Rooms, Wireless Internet Access, ego tism Check-in Kiosk, and state-of-the-art ERP systems are only a few technologies in place to improve our guest and associate experience. C. SERVICE-BASED ACHIEVEMENTS For several years now Starwood has had an edge on its competitors because of its strong brand awareness amongst its target markets and the way in which it has developed a range of differentiated experiences. The companys key asset is the associated diversification of the variety of brands, and the different market segments they serve, provide a broad base from which to enhance revenue. It aggressively attracts and cultivates new customers and maintains loyalty among the worlds most active travellers As one example, Starwood preferent Guest, its award-winning shit guest program, first made headlines when it launched with a find policy of no blackout dates and no capacity controls, allowing members to redeem clean-handed nights anytime, anywhere.Since then, it has grown to include more than 33m members and is cited for its hassle-free award redemption, outstanding customer service, give member website and innovative promotions and benefits for elite members. Although smaller than some of its peers, Starwood uses its scale to support its core marketing and reservation functions across its brands and reduce costs in areas such as insurance, energy, telecommunications, food and beverage, furniture, fixtures and operating supplies. Its size also limits video to any particular type of lodging, brand or geographic region. strategically Starwood has also moved away from investment in owned real estate and increased its focus on its management and franchise business. In furtherance of this strategy, it has been selling some of the older hotels in its portfolio to, in turn, muster out capital to fund its ambitious international and branded growth plans. simultaneously the company has retained one of the worlds most profitable hotel net margins of around 15%, higher than many larger rivals. Starwo od has made a great success of its growing product innovation prowess.Having identify the bed as the key area for innovation opportunity in its mid-range Westin brand, Starwood designed the supernal Bed providing the best nights stillness by far of any comparable brand. Not only did this well-targeted development improve the all important occupancy rates in Westin properties, it also created a new business line as customers started to buy the Heavenly Bed for their homes. This has now been extended into the W chain where whotelsthe introduce. com now enables anyone to buy the key ingredients of the unique W experience.From the W bed, pillows and towels to books and an increasing range of phallic and female apparel, this is the latest incarnation of high- allude product innovation from this service domain pioneer. D. COMPANY ACTIVITIES DONE o In January, 2006, the Westin Chicago River North hotel was picked to original a project, dubbed Unwind, for the upscale hotel chain. The pu rpose to think up a set of nightly activities that would draw guests out of their rooms and into the lobby where they could mingle, develop a greater loyalty to the hotel group, and maybe spend a little more money.Westin spied an opportunity after a study found that 34% of frequent travellers feel lonely away from home. The Unwind project led the Westin to develop dozens of activities, including massages, at the Chicago hotel. o Starwood Preferred Guest it is Starwoods award-winning frequent guest program which first made headlines when it launched with a breakthrough policy of no blackout dates and no capacity controls, allowing members to redeem free nights anytime, anywhere. VII. SOLUTIONS/RECOMMENDATIONSUpon seeing all of their achievements, Starwood Hotels and Resorts should definitely continue using the Six Sigma method in order to maintain meeting their company goals and also to retain all of their companys success. Aside from increasing profit, using the Six Sigma method rea lly helped Starwood Hotels and Resorts Worldwide improve the service that they are giving to both their customers and their employees. They should conduct more training regarding it so that their employees would know how the Six Sigma method works and not only the top management. such employees of the companies consist of the Black Belts and the Green belts.The Black Belts should have trainings that will hone their knowledge about different creative ways on how to do a strategy for the whole company which will serve the changing needs and preferences of the companys target market. Moreover, the green belts must have trainings in which they will be more knowledgeable about Six Sigma approach to different strategies that will be deployed by the company, these people are mainly responsible in delving into the little and detailed concepts of each strategy done by Starwood Hotels and Resorts Worldwide. These greenbelts should also be trained to know and put into their heart the DMAIC Me thodology.This DMAIC Methodology will help the Greenbelts solve a certain problem of the company, reducing the defects done by the company and improving, leveraging the customers experience to a higher value. The DMAIC Methodology should train the Greenbelts in defining the problem or what is specifically called the Project Scoping, Measure the relationships between the occurring problem and symptoms, analyze the nature of the problem, improving the operations by closure the problem and control, which is mainly focused on maintaining the improvements through the use of different tools and instruments.As Starwood Company have different branches scattered all over the world, there must be one Six-Sigma team for each branch wherein they will be mainly responsible for their depute branch so as to increase effectivity of the business operations and to better serve the target markets in those hotel and resorts location.The Six Sigma teams will be doing information-gathering processes wh erein they will ask for comments and feedbacks from the existing customers and those who are the potential ones. Doing such, Starwood can think of strategies and tactics that should be done to capture the potential market and by making things more pleasant to the existing customers and make them more loyal to avail the services offered by the company.In times when the company faces visible losses from declining service consumption from the market, Starwood Company must achieve solutions through the use of the Six Sigma Problem solve wherein it involves redefining and analyzing the problem, generating ideas from the team and the management, evaluating each idea and selecting the most appropriate one and implementing the chosen idea. Through the Six Sigma Problem Solving, the company will have a more systematic way of thinking solutions for a certain problem by delving first into the details, symptoms and underlying assumptions of such matter.Using such method, the employees who ar e in the Six Sigma team will be trained and honed to be more effective in decision-making and examining all the things that causes the problem to exist. Furthermore, through the problem solving method, the company will be more united as each one of them will have a voice in the companys operations and they are also responsible for the strategy implementation as all of them make the final decision of how to address the certain problem.By having such cooperation and teamwork within the workers in the company, there will be higher satisfaction for the employees which will in turn affect the quality service experience of the customers when they avail the offered service of Starwood Hotels and Resorts. Moreover, to improve the service of Starwood Hotels and Resorts Worldwide, the teams of the company must focus on examining and sustaining four key measures of organization performance which includes Accuracy, cycle time, Cost and guest satisfaction.In Accuracy, the team should measure if the company is giving condition financial figures, completeness of information, or freedom from data errors applying the accuracy concept to Starwood Hotels and Resorts, the company must make sure that each branch located at different locations should be visible and transparent in harm of their prices for each distinct service, and also information about the whole service experience, like the service transactions and process that the customers must go through should be made known to them to give them ease in availing the service of the Hotels and Resorts.Next is rhythm method time which is a measure of how long it takes to do something with such thing, Starwood company working in the hotel industries must maximize well their service time so as to not waste the limited resources of their customers, it can be further applied to the companys operations in price of efficient availment of the different services through optimal number of employees charge to different work division s that will make the customers not wait for their turn for such service consumption.Thirdly, Cost should be measured in terms of the internal cost of the companys process activities to have disdain costs, Starwood Hotels must have effective workers who are focused and motivated to work and communicate well to the customers so as to decrease the time mandatory for the service process that should be done by each one of them. As the employees of each hotel and resort become more productive with their assigned work, the cost of the company in sustaining each service process will decrease and will definitely have a greater impact on the companys profitability.Lastly, the team must measure the Customer Satisfaction, which is typically the measure of the companys success and will give a view of how the company will be in the near future years of business operations in the industry. The Customer Satisfaction can be measured by getting the direct feedback from the customers after they exper ience the service form Starwood Hotels and Resorts.Also, the company can do personalization and customization wherein the existing customers will already have their service ready after they schedule a reservation, making all the things like foods, drinks, kind of bed sheets, store maintenance customized to their needs which in turn make them more satisfied to the service that will make them also more loyal to the company. Furthermore, as the world goes by, the market have acquired higher buying power and have ore sophisticated and changing needs as before the company can focus on improving its service adapting form the customers needs and preferences so as to give higher value proposition to them in relation to the direct competitors of Starwood Hotels and Resorts. Appendix 1 Different Branches of Starwood Hotels and Resorts Worldwide pic North America joined States Arizona Phoenix The Westin Phoenix Downtown crack borderland 10, 2011 Tucson Four Points by Sheraton Tucson drome curtain raisingOctober 14, 2010 pic California Modesto Four Points by Sheraton Modesto hypothesis October 30, 2010 FloridaBal Harbour The St. Regis Bal Harbour Resort initiationJuly 01, 2012 Jacksonville aloft Jacksonville arras Park hypothesisJanuary 13, 2011 Jacksonville Beach Four Points by Sheraton Jacksonville Beach fountainNov. 30, 2011 Miami Element Miami International airdrome open May 5, 2011 Georgia battle of Atlanta aloft Atlanta Buckhead gapSeptember 01, 2012 Element Atlanta Buckhead inceptionSeptember 01, 2012 Kennesaw Four Points by Sheraton Atlanta Kennesaw coal scuttle June 30, 2011 Illinois Chicago aloft Chicago City Center scuttleJune 01, 2012 Kentucky Louisville Michigan KalamazooFour Points by Sheraton Kalamazoo fount September 2, 2011 Mississippi Biloxi Four Points by Sheraton Biloxi Beach Boulevard clearJul 01, 2010 Nebraska Omaha Element Omaha Midtown Crossing inceptionNovember 11, 2010 in the raw Jersey arm Lee Sheraton Fort Lee Hotel ca ndid September 1, 2010 New Mexico Albuquerque Sheraton Albuquerque Airport Hotel opening moveNovember 11, 2010 New York aloft Harlem gapOctober 21, 2010 Element New York quantify Square West commencementDecember 09, 2010 Sheraton Tribeca New York Hotel colOctober 14, 2010 W New York Downtown open(a)August 09, 2010Brooklyn aloft New York Brooklyn arisingOctober 21, 2010 Long Island City Four Points by Sheraton Long Island City/Queensboro bridge deck possibleness January 13, 2011 Niagara falls Four Points by Sheraton Niagara Falls riseApril 07, 2011 North Carolina Asheville aloft Asheville Downtown possiblenessMarch 01, 2012 Chapel Hill Aloft Chapel Hill assailableApril 29, 2010 Oklahoma Oklahoma City Four Points by Sheraton Oklahoma City Quail Springs unresolvedApril 22, 2010 Tulsa Aloft Tulsa OpenedAugust 19, 2010 Pennsylvania Philadelphia Le Meridien Philadelphia OpenedMay 06, 2010 Puerto anti-racketeering lawRio Grande The St. Regis Bahia Beach Resort, Puerto Rico hatchwayNovember 04, 2010 Tennessee Memphis Four Points by Sheraton Memphis East go-ahead December 9, 2010 Texas capital of Texas W Austin openDecember 09, 2010 Galveston Four Points by Sheraton Galveston OpenedSeptember 24, 2010 Houston Four Points by Sheraton Houston Hobby Airport coal scuttleDecember 01, 2010 Houston The Westin Houston, Memorial City OpeningMarch 03, 2011 Virginia Winchester Aloft Winchester OpenedJune 04, 2010 Canada Alberta Calgary Four Points by Sheraton Calgary Airport OpenedMay 06, 2010 EdmontonFour Points by Sheraton Edmonton West Opening December 1, 2011 Red Deer Sheraton Red Deer Hotel Opening January 27, 2011 Ontario Niagara Falls Four Points by Sheraton Niagara Falls Fallsview OpenedApril 22, 2010 Saskatchewan Saskatoon Four Points by Sheraton Saskatoon OpenedJuly 22, 2010 Mexico Campeche Campeche The Westin Campeche Resort & Spa, Campeche Opening June 1, 2011 Chihuahua Chihuahua Aloft Chihuahua Opening January 1, 2011 national District Mexico City The Westin Santa Fe, Mexico City OpenedAugust 05, 2010 Santa Fe W Santa Fe, Mexico Opening March 31, 2013 Jalisco GuadalajaraThe Westin Hotel Guadalajara, Guadalajara, Mexico Opening June 1, 2011 Quintana Roo Puerto Juarez The St. Regis Kanai Resort, Riviera Maya Opening March 31, 2014 Riviera Maya W Kanai Retreat, Riviera Maya, Mexico Opening March 31, 2014 Africa Algeria Oran Le Meridien Oran Hotel & Convention Centre OpeningApril 01, 2011 Egypt Cairo Le Meridien Cairo Airport OpeningMarch 31, 2012 St. Regis Hotel Cairo OpeningSeptember 01, 2014 W Cairo Opening January 1, 2016 Libya tripoli Four Points by Sheraton Tripoli OpeningNovember 15, 2010 Sheraton Tripoli Hotel OpeningSeptember 01, 2012 Mauritius Le MorneThe St. Regis Mauritius Resort OpeningJune 01, 2011 Morocco Marrakech W Marrakech Hotel OpeningDecember 01, 2011 Nigeria Lagos Lagos Four Points by Sheraton Lagos OpenedSeptember 15, 2010 Le Meridien Ikoyi Towers Opening January 1, 2013 pic Asia Pacific China Anhui Hefei Four Points by Sheraton Hefei, Shushan Opening January 1, 2014 The Westin Hefei Baohe OpeningDecember 23, 2010 Beijing Beijing Sheraton Beijing Dongcheng Hotel OpeningMay 01, 2011 W Beijing Changan Opening January 1, 2014 Chongqing Chongqing The Westin Chongqing Liberation Square OpeningOctober 01, 2011 FujianFuzhou The Westin Fuzhou Minjiang OpeningDecember 22, 2010 Xiamen The Westin Xiamen OpeningSeptember 30, 2011 Guangdong Foshan Aloft Nanhai-Foshan OpeningJanuary 01, 2011 Guangzhou Sheraton Guangzhou Hotel OpeningJanuary 01, 2011 Sheraton Huadu Resort OpeningApril 01, 2011 The Westin Pazhou OpeningFebruary 28, 2011 W Guangzhou OpeningJuly 01, 2011 Aloft Guangzhou University Park OpeningMay 01, 2012 Heshan Four Points by Sheraton Guangdong, Heshan OpeningOctober 01, 2012 Huizhou Sheraton Bailuhu Resort, Huizhou OpeningJanuary 01, 2012 QingyuanSheraton Qingyuan Lion Lake Resort OpeningJune 01, 2012 Zhanjiang Sheraton Zhanjiang Hotel OpeningJuly 01, 2011 Zhongshan S heraton Zhongshan Hotel OpenedAugust 10, 2010 Zhuhai Sheraton Zhuhai Hotel OpeningJanuary 01, 2015 Zhuhai The St. Regis Zhuhai Opening June 30, 2015 Hainan Haikou The Westin Haikou OpeningJune 01, 2012 Sanya Sheraton Sanya Haitang mouth Resort OpeningSeptember 30, 2012 Sheraton Sanya Tufu Bay Resort OpeningOctober 01, 2013 The Malus Resort, Sanya OpeningSeptember 30, 2012 The St. Regis Sanya Yalong Bay Resort OpeningNovember 01, 2011 Wanning CityFour Points by Sheraton Shenzhou Peninsula OpeningDecember 31, 2010 Sheraton Shenzhou Peninsula Resort OpeningDecember 31, 2010 Heilongjiang Daqing Sheraton Daqing Hotel OpeningJune 01, 2013 Henan Kaifeng Four Points by Sheraton Kaifeng OpeningJanuary 01, 2013 Luohe Four Points by Sheraton Luohe OpeningMay 01, 2012 Zhengzhou Aloft Zhengzhou Shangjie OpeningJanuary 01, 2012 Aloft Zhengzhou Zhengdong New District Opening January 1, 2014 Le Meridien Zhengzhou OpeningJanuary 01, 2012 Sheraton Zhengzhou Hotel OpeningJanuary 01, 2013 HubeiWuhan The Westin Wuhan Wuchang OpeningJune 01, 2013 Jiangsu Changzhou Sheraton Changzhou Wujin Hotel OpeningJuly 01, 2012 Jiangyin Sheraton Jiangyin Hotel OpeningNovember 01, 2010 Lianyungang Four Points by Sheraton Lianyungang OpenedApril 28, 2010 Nanjing The Westin Nanjing OpeningJanuary 28, 2011 Suzhou Four Points by Sheraton Siamesecang OpenedJune 30, 2010 Wuxi Sheraton Wuxi Binhu Hotel OpenedAugust 27, 2010 Yancheng Aloft Yancheng OpeningJanuary 01, 2013 Yangzhou Four Points by Sheraton Yangzhou Hanjiang Opening July 1, 2013 ZhenjiangSheraton Zhenjiang Hotel OpeningJune 01, 2013 Jiangxi Nanchang Sheraton Nanchang Hotel OpeningJanuary 01, 2012 Liaoning Dalian Aloft Dalian OpeningDecember 01, 2013 Sheraton Dalian Xinghai Hotel OpeningJuly 31, 2011 The Chengbao Hotel, Dalian OpeningJanuary 01, 2014 Macau Cotai Sheraton Macao Hotel, Cotai Strip OpeningNovember 01, 2011 Shaanxi Xian Sheraton Xian Da Ming Gong Hotel OpeningDecember 31, 2011 The Westin Xian OpeningOctober 01, 2011 Shando ng Qingdao Four Points by Sheraton Qingdao, Chengyang OpeningJanuary 01, 2012Four Points by Sheraton Qingdao, Jiaonan OpeningJanuary 01, 2012 Sheraton Qingdao Hotel OpeningDecember 01, 2012 Taian Four Points by Sheraton Taian OpeningNovember 10, 2010 Weifang Four Points by Sheraton Weifang OpeningJune 30, 2013 Yantai Aloft Haiyang OpeningJanuary 01, 2013 Sheraton Yantai sumptuous Beach Resort OpeningMarch 01, 2011 imprint shanghai Sheraton Shanghai Hongkou Hotel OpeningDecember 01, 2010 Twelve at Hengshan OpeningFebruary 01, 2012 W Shanghai The Bund OpeningJanuary 01, 2014 Shanxi Taiyuan The Westin Taiyuan OpeningJuly 01, 2012Sichuan Chengdu The St. Regis Chengdu OpeningJanuary 01, 2014 Tianjin Tianjin Sheraton Tianjin Binhai Hotel OpeningOctober 15, 2010 The Astor Hotel, Tianjin OpenedAugust 28, 2010 The St. Regis Tianjin OpeningOctober 01, 2011 Tibet (Xizang) Lhasa The St. Regis Lhasa Resort OpeningNovember 15, 2010 Yunnan Jinghong Sheraton Xishuangbanna Hotel OpeningJanuary 01 , 2013 Zhejiang Hangzhou Sheraton Hangzhou Wetland Park Resort OpeningMay 31, 2011 Huzhou Sheraton Huzhou South Tai Lake Resort OpeningJanuary 01, 2012 Ningbo The Westin Ningbo OpeningJuly 01, 2011Pinghu The Westin Nine Dragon Hill Resort, Zhejiang OpeningMarch 31, 2012 Taizhou Four Points by Sheraton Yuhuan OpeningJuly 01, 2012 Wenzhou Sheraton Wenzhou Hotel OpeningDecember 18, 2010 Wenzhou The Westin Wenzhou OpeningJanuary 01, 2012 India Andhra Pradesh Visakhapatnam Four Points by Sheraton Visakhapatnam OpeningMarch 01, 2011 Sheraton Visakhapatnam Seaview Resort OpeningJuly 01, 2011 Gujarat Ahmedabad Aloft Ahmedabad, SG Road OpeningJanuary 01, 2011 Haryana Gurgaon The Westin Gurgaon, New Delhi OpenedOctober 01, 2010 Karnataka BangaloreSheraton Bangalore Hotel at Brigade Gateway OpeningMarch 01, 2011 Bengaluru Aloft Bengaluru Cessna Business Park OpeningJune 01, 2013 Aloft Bengaluru Whitefield OpenedAugust 15, 2010 Mysore Sheraton Mysore Hotel OpeningOctober 01, 2012 Maharashtra Lo navala Le Meridien Lonavala Resort OpeningJuly 01, 2013 Mahabaleshwar Le Meridien Mahabaleshwar Resort & Spa OpeningJanuary 01, 2013 Pune Four Points by Sheraton Pune, Nagar Road OpeningDecember 01, 2010 Punjab Amritsar Sheraton Amritsar Hotel OpeningDecember 01, 2013 Chandigarh Aloft Chandigarh Zirakpur OpeningJune 01, 2011Sheraton Chandigarh Hotel OpeningSeptember 01, 2012 Rajasthan Jaipur The Westin Jaipur Infotech City OpeningDecember 01, 2012 Udaipur Sheraton Udaipur palace Resort & Spa OpenedAugust 01, 2010 Tamil Nadu Chennai Aloft Chennai, OMR IT Expressway OpenedJuly 01, 2010 Coimbatore Aloft Coimbatore Singanallur OpeningMarch 01, 2011 West Bengal Kolkata The Westin Kolkata Rajarhat OpeningDecember 01, 2012 Indonesia Bali Bali Sheraton Bali Kuta Resort OpeningJanuary 01, 2013 Seminyak W Retreat & Spa Bali Seminyak OpeningDecember 15, 2010 Japan Miyagi SendaiThe Westin Sendai OpenedAugust 01, 2010 Osaka Osaka The St. Regis Osaka OpenedOctober 01, 2010 Malaysia Kuala Lumpu r The St. Regis Kuala Lumpur OpeningNovember 01, 2014 Sandakan Four Points by Sheraton Sandakan OpeningOctober 15, 2011 New Caledonia Bourail Sheraton New Caledonia Bourail Resort & Spa OpeningJanuary 13, 2013 Singapore Singapore W Singapore Sentosa Cove OpeningApril 30, 2012 South Korea capital of South Korea Sheraton Seoul D-Cube City Hotel OpeningSeptember 01, 2011 Taiwan Taipei Le Meridien Taipei OpeningNovember 01, 2010 W Taipei OpeningFebruary 14, 2011 ThailandAmphur Koh Samui capital of Thailand Aloft Bangkok Sukhumvit 11 OpeningApril 01, 2011 Bangkok Four Points by Sheraton Bangkok, Sathorn OpeningNovember 01, 2011 Four Points by Sheraton Bangkok, Sukhumvit 15 OpeningNovember 15, 2010 Le Meridien Suvarnabhumi Golf Resort & Spa OpeningDecember 01, 2011 The St. Regis Bangkok OpeningJanuary 15, 2011 W Bangkok OpeningMay 01, 2012 Koh Samui W Retreat Koh Samui OpeningNovember 01, 2010 Phuket Four Points by Sheraton Phuket, Panwa OpeningMarch 01, 2011 The Westin Siray Bay Resort & Spa, Phuket OpenedAugust 01, 2010 VietnamCam Ranh Bay The Westin Cam Ranh Resort & Spa OpeningJune 01, 2012 Ho Chi Minh City Le Meridien Saigon OpeningJuly 01, 2012 pic Central & South America Argentina Buenos Aires Buenos Aires The St. Regis Buenos Aires Opening June 30, 2014 long pepper Villarrica Villarrica Park Lake Hotel & Spa, Villarrica Opening December 1, 2010 Colombia Bogota Aloft Bogota Airport Opening January 1, 2012 Cartagena Sheraton Cartagena Opening March 31, 2012 sailor boy, Republic of Panama City The Westin Panama Opening September 1, 2012 The Westin Playa Bonita, Panama OpeningOctober 01, 2011 Peru CuscoPalacio del Inka OpeningJune 01, 2011 capital of Peru The Westin Libertador Lima OpeningMay 01, 2011 Urubamba Tambo del Inka Resort & Spa, Valle Sagrado OpenedMay 04, 2010 pic Europe Zaporozhye Four Points by Sheraton Zaporozhye Opening June 1, 2011 Austria Hof bei Salzburg Schloss Fuschl Resort & Spa, Fuschlsee-Salzburg OpenedMay 05, 2010 Belgium Brusse ls Aloft Brussels Schuman OpenedSeptember 01, 2010 France Paris W Paris opera house OpeningJuly 01, 2011 Germany Hamburg The Westin Hamburg OpeningJuly 01, 2012 Greece Athens W Athens Astir Palace Beach OpeningApril 01, 2012 Costa NavarinoThe Romanos, Costa Navarino OpenedMay 20, 2010 The Westin Resort, Costa Navarino OpenedJuly 01, 2010 Italy Malpensa Sheraton Milan Malpensa Airport Hotel & Conference Centre OpenedOctober 01, 2010 Milan W Milan OpeningMay 01, 2012 Latvia Riga Sheraton Riga Hotel Opening December 1, 2013 Poland Mikolajki Sheraton Mazury Lakes Resort OpeningDecember 01, 2013 Portugal Algarve The Westin Verdelago Beach, Spa & Golf Resort, Algarve Opening January 1, 2013 Russia Rostov-on-Don Sheraton Rostov-On-Don Hotel OpeningJune 01, 2012 SochiSheraton Sochi Hotel Opening June 1, 2013 St. Petersburg W St. Petersburg OpeningMarch 01, 2011 Switzerland Verbier W Verbier Retreat Opening January 1, 2013 Turkey Ankara The Luxury Collection Hotel, Ankara Opening Janua ry 1, 2011 get together Kingdom England London Aloft London ExCeL Opening January 1, 2012 W London Leicester Square OpeningFebruary 14, 2011 Middle East Jordan Amman W Amman Hotel OpeningJuly 01, 2013 Aqaba Al Manara, Aqaba OpeningOctober 01, 2012 The Westin Saraya Aqaba OpeningOctober 01, 2012 Pakistan capital of Pakistan Sheraton Islamabad Opening January 1, 2012Sheraton Islamabad Golf City Resort Opening January 1, 2012 pic Qatar capital of Qatar Le Meridien Doha Opening January 1, 2012 The St. Regis Doha OpeningMay 01, 2011 pic United Arab Emirates Abu Dhabi The St. Regis Abu Dhabi Opening January 1, 2013 The St. Regis Saadiyat Island Opening October 1, 2011 The Westin Hotel & Spa, Abu Dhabi Opening October 1, 2011 W Abu Dhabi Opening January 1, 2012 Ajman The Ajman Palace, a Luxury Collection Hotel Opening October 1, 2012 Appendix 2 Article Starwood Hotels and Resorts Ranks No. 1 on iSixSigmas Best Places to Work ListStarwood Hotels and Resorts Ranks No. 1 on iSixSig mas Best Places to Work List FOR IMMEDIATE RELEASE For more information, contact Jessica Harper, editor program in Chief 206-774-3685 editorial. com (at) isixsigma. com Miami, Florida (February 3, 2010) Starwood Hotels and Resorts, a global hospitality company with nearly 1,000 upscale properties worldwide, pull in the No. 1 spot on the list of iSixSigmas Top 10 Best Places to Work for Six Sigma professionals at the iSixSigma digestSummit today in Miami. Starwoods commitment to providing challenging cross-departmental opportunities for continuous improvement personnel, along with its policy of promoting Black Belts from within, truly makes it one of the premier companies for Six Sigma practitioners, said Jessica Harper, editor of iSixSigma. Katie Barry, associate publisher of iSixSigma, presented the award to Brian McGuire, major(postnominal) director of Hotel Operations and Six Sigma for Starwoods North America Division. Starwood which owns some of the most recognizable hote l brands in the world, including Sheraton, Westin, W, St.Regis, The Luxury Collection and Le Meridien was the first hospitality chain to launch a formal Six Sigma program, back in 2001. Today, Starwood is in the process of rolling out a Lean Six Sigma program to all of its properties worldwide. Companies on the Top 10 list, announced in December 2009, had to meet the highest standards for providing an outstanding Six Sigma program, culture, training, compensation, recognition and job satisfaction for employees. Making a repeat showing on iSixSigmas second-annual Top 10 list was 2008s overall winner McKesson Corp. , which earned the No. 2 spot for 2009.Other returning companies included Xerox Corp. (No. 3) and Vought Aircraft Industries (No. 5). Reflecting the growth of Six Sigma in healthcare systems, half of the companies on the list are involved in the pharmaceutical or healthcare provider industries (McKesson, Pfizer, Merck, Piramal healthcare and Cardinal Health). Highlights o f Starwoods top-rated Six Sigma program, as well as short profiles of the other nine finalists, will be published in the March/April 2010 eff of iSixSigma Magazine. Here are the rankings of the Top 10 list of iSixSigmas 2009 Best Places to Work 1. Starwood Hotels and Resorts (North America Division) . McKesson Corp. 3. Xerox Corp. 4. Ecolab Inc. 5. Vought Aircraft Industries Inc. 6. Pfizer Inc. 7. Merck & Co. Inc. 8. Piramal Healthcare Ltd. 9. Cardinal Health Inc. 10. Computacenter AG & Co. oHG iSixSigma will be accepting nominations later this year for the 2010 Best Places to Work list. 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