Chaplin School of Hospitality and Tourism ManagementInternship Lean 6σ Process Improvement Project Improving the Speed, Accuracy, Reliability, Cost Effectiveness and Flow of the (Y) process. A picture of you in front of your company here. Executive Summary Executive Summary Please describe your project in this box. If it does not fit in the box, it is too long, and you must shorten it. Shoot for the 5W’s and the H, but be brief. (Who, what, when, where, why, how) Please describe your project in this box. If it does not fit in the box, it is too long, and you must shorten it. Shoot for the 5W’s and the H, but be brief. (Who, what, when, where, why, how) Table of Contents i Executive Summaryi Message from the Professoriii Why we are using this method in the advanced internship classiii About Lean 6σiii Criteria for the Projectiii Define1 1.1Project Charter and Financial Estimate1 1.2 Current State Process Map2 Measure3 2.1 Data Collection Plan3 2.2 Collection Results4 Analyze5 3.1 Voice of the Customer5 3.2 Voice of the Business5 3.3 Voice of the Employee (WIFM)5 3.4 Waste Analysis – DOWNTIME6 4.1 Addressing gaps in VOC needs7 Improve 4.2Addressing gaps VOB needs7 4.3 Addressing VOE concerns/ Alternate WIFM7 4.4Reduction of Waste8 4.5 Summary of Recommended Solution s8 Control9 5.1 Modification to Procedures Manuals (Or Establishment of Internal Controls)9 Lessons Learned10 Supervisor’s Critique11 Message from the Professor Why we are using this method in the advanced internship class Our internship students are within a semester or two of entering the workforce as managers. FIU’s Hospitality and Tourism Management School has included a structured internship as part of the curriculum for over a decade to assist students with this transition into management. A substantial part of the course has always included a project where the students were to improve the host company’s operations in a meaningful and lasting way.About Lean 6σ This project is a scaled down Lean 6σ ( six sigma) project designed to be completed within the term of the semester. Lean 6σ is a continuous process improvement method which has grown in use in U.S. and international corporations since the 1970’s. Employed to great success at companies like Motorola, this method aims to refine a company’s existing processes through data based analysis and evidence based decision making. U.S.-based quality professionals who complete any Six Sigma training earn on average $12,642 more than those without it. 2011 QP Salary Survey*Criteria for the Project · The project must be based on a real need in the company, and have the support of the student’s supervisor. · Must be able to be completed to in 10 weeks or (40 hours) This template is the intellectual property of Jason L. Stiles, Ph.D. All rights reserved. 2 Define A description of the current process and proposed financial benefits 1.1 Project Charter and Financial Estimate Project Charte ...

1. Chaplin School of Hospitality and Tourism
ManagementInternship Lean 6σ Process Improvement Project
Improving the Speed, Accuracy, Reliability, Cost Effectiveness
and Flow of the (Y) process.
A picture of you in front of your company here.
Executive Summary
Executive Summary
Please describe your project in this box. If it does not fit in the
box, it is too long, and you must shorten it. Shoot for the 5W’s
and the H, but be brief. (Who, what, when, where, why, how)

2. Please describe your project in this box. If it does not fit in the
box, it is too long, and you must shorten it. Shoot for the 5W’s
and the H, but be brief. (Who, what, when, where, why, how)
Table of Contents
i
Executive Summaryi
Message from the Professoriii
Why we are using this method in the advanced internship
classiii
About Lean 6σiii
Criteria for the Projectiii
Define1
1.1Project Charter and Financial Estimate1
1.2 Current State Process Map2
Measure3
2.1 Data Collection Plan3
2.2 Collection Results4
Analyze5
3.1 Voice of the Customer5
3.2 Voice of the Business5
3.3 Voice of the Employee (WIFM)5
3.4 Waste Analysis – DOWNTIME6
4.1 Addressing gaps in VOC needs7
Improve
4.2Addressing gaps VOB needs7
4.3 Addressing VOE concerns/ Alternate WIFM7
4.4Reduction of Waste8
4.5 Summary of Recommended
Solution

3. s8
Control9
5.1 Modification to Procedures Manuals (Or Establishment of
Internal Controls)9
Lessons Learned10
Supervisor’s Critique11
Message from the Professor
Why we are using this method in the advanced internship class
Our internship students are within a semester or two of entering
the workforce as managers. FIU’s Hospitality and Tourism
Management School has included a structured internship as part
of the curriculum for over a decade to assist students with this
transition into management. A substantial part of the course has
always included a project where the students were to improve
the host company’s operations in a meaningful and lasting
way.About Lean 6σ
This project is a scaled down Lean 6σ ( six sigma) project
designed to be completed within the term of the semester. Lean
6σ is a continuous process improvement method which has
grown in use in U.S. and international corporations since the
1970’s. Employed to great success at companies like Motorola,
this method aims to refine a company’s existing processes
through data based analysis and evidence based decision
making.

4. U.S.-based quality professionals who complete any Six Sigma
training earn on average $12,642 more than those without it.
2011 QP Salary Survey*Criteria for the Project
· The project must be based on a real need in the company, and
have the support of the student’s supervisor.
· Must be able to be completed to in 10 weeks or (40 hours)
This template is the intellectual property of Jason L. Stiles,
Ph.D. All rights reserved.
2
Define
A description of the current process and proposed financial
benefits
1.1 Project Charter and Financial Estimate
Project Charter
A single document which lists the scope and purpose of the
project.
Lean 6σ Project Charter
Start Date
5/18/15

5. Complete Date
7/18/2014
Project Name
Improving the Speed, Accuracy, Reliability, Cost Effectiveness
and Flow of the (Y) process. (make specific to your company
here and on the cover page.)
Company
Department
Process Owner
Department head – Could be your supervisor or above
Sponsor
(your supervisor)
Leader
You

6. Problem Statement/ Business Impact
Description: State the current ineffective process. Use baseline
data if available. Include timeframe, include conditions
surrounding the problem. Basically, what is the “pain” you are
trying to improve?
The x process of driving to a client on Mondays at noon should
take 30 minutes by the speed limit, but takes two hours due to
traffic …….
Financial Benefits
Direct annual financial benefits expected from the project:
Indirect benefits expected from the project:
Benefits: Expected benefits to inventory, sales, earnings,
production, quality, etc.
Driving to the client 48 weeks per year, 72 additional hours are
spent in the car. At a wage of $100 per hour, this equates to
$7200 per year.
Less wear and tear on my car, less traffic related stress, less
liklihood of an accident.
1.2 Current State Process Map

7. Business Process Mapping
A graphic description of all unique parts of the process.
Problem: Rooms which are identified in the database as clean
are in fact dirty.
Housekeepers Receive training
Supervisor told as each room is cleaned. Changes the database
hourly
Housekeepers divide the list and clean the rooms
Empty Room is dirty, and database indicates dirty
Front Desk assigns the room
Manager Prints list of rooms to be cleaned
Measure
Collect data and research on the current process to inform
potential solutions
2.1 Data Collection Plan

8. Data Collection
Measure key aspects of the current process and collect relevant
data. Take both speed and variation measurements. A
minimum of 10 data items is required for adequate analysis.
CTQ
Measure of CTQ
Data Source
X1
Rate of subpar room cleanliness
Guest Comment Card
X2
Number of housekeepers scheduled per dirty room
Housekeeper labor schedule (same 30 days)
X3
Rate of subpar room cleanliness
Yelp Reviews
X4
Number of rooms utilized – shows urgency for cleaning
30 day Occupancy report
X5
Evidence of or lack of systems of training and internal control
Housekeeper training manal
X6
Rate and extent of the problem

9. Interviews with Director and staff of housekeeping
X7
X8
X9
X10
2.2 Collection Results
Describe the results of each data collection. You must include
narrative for each element of your data collection plan. Tables
and charts should be included as often as possible as well.
There is a video describing how to accomplish the charts with
ease.
CTQ
Measure of CTQ
Results
X1
Rate of subpar room cleanliness

10. 85% of comments indicated rooms were clean. Of the 15% not
clean, the top reasons for concern were 1. Sheets dirty 50%, 2.
Toilet dirty 20% 3. Carpet not vacuumed 15%1. 4. All others
combined 15%
X2
Number of housekeepers scheduled per dirty room
The number of housekeepers was not tied to occupancy, and
varied with no septic reason.
X3
Rate of subpar room cleanliness
….
X4
Number of rooms utilized – shows urgency for cleaning
….
X5
Evidence of or lack of systems of training and internal control
….
X6
Rate and extent of the problem
….
X7
….
….
X8
….

11. ….
X9
….
….
X10
….
….
Analyze
Utilize data to determine root problems
Analyze the data to investigate and verify cause-and-effect
relationships. Determine what the relationships are, and attempt
to ensure that all factors have been considered. 3.1 Voice of the
Customer
Voice of the Customer
Description of the results of your customer study regarding how
they view your specific problem. You may have conducted
interviews, reviewed comment cards, or utilize peer reviewed
evaluations of your customer base. If your company has market

12. research, it can also help you understand the voice of your
customer.
3.2 Voice of the Business
Description of how the stakeholders in your business see the
problem. Utilize interviews, exit interviews from managers,
current employees, separating employees, peer reviewed journal
articles, and direct observation. Explain why the process is
necessary to the business. Does the process add financial value
or just provide a supporting role to other processes that do
provide financial value?
3.3 Voice of the Employee (WIFM)
Description of how employees view the process problem.
Understand how employees may be vested in the current
process, and how they may have incentives to change. This is
also known as the What is In It For Me (WIFM) perspective.
Process change efforts which fail to consider the WIFM of the
employee find the process change is difficult if not impossible
to maintain. Recognize that any process change will have to be

13. implemented by employees, and will only become permanent
when it becomes part of the new culture of “how we do things
around here”.
3.4 Waste Analysis – DOWNTIME
DOWNTIME analysis
DOWNTIME is an acronym used to describe the potential
sources of waste. Look at your process and see if any of these
sources are at work reducing the efficiency and effectiveness of
your process.
List 1 or more aspects of the current process which relate to the
model for at least three elements.
· Defects (the effort involved in inspecting for and fixing
defects)[17]
·
·
· Overproduction (production ahead of demand)
·
·
· Waiting (waiting for the next production step)
·
·
· Non-utilized resources/ talent or employee unused creativity
or productivity
·

14. ·
· Transport (moving products that is not actually required to
perform the processing)
·
·
· Inventory (all components, work in process and finished
product not being processed)
·
·
· Motion (people or equipment moving or walking more than is
required to perform the processing)
·
·
· Excess Processing (giving the customer more than they ask
for, and maybe more than they want.)
·
·
Develop solutions directly based on your data and analysis.
Improve or optimize the current process based upon data.
(Evidence Based Decision Making (EBDM)4.1 Addressing gaps
in VOC needs
2 Paragraphs on how to improve or optimize

15. 4.2 Addressing gaps VOB needs
2 Paragraphs on how to improve or optimize
4.3 Addressing VOE concerns/ Alternate WIFM
2 Paragraphs on how to improve or optimize
4.4 Reduction of Waste
· Defects (the effort involved in inspecting for and fixing
defects)[17]
·
·
· Overproduction (production ahead of demand)
·
·
· Waiting (waiting for the next production step)

16. ·
·
· Non-utilized resources/ talent or employee unused creativity
or productivity
·
·
· Transport (moving products that is not actually required to
perform the processing)
·
·
· Inventory (all components, work in process and finished
product not being processed)
·
·
· Motion (people or equipment moving or walking more than is
required to perform the processing)
·
·
· Excess Processing (giving the customer more than they ask
for, and maybe more than they want.)
·
·
4.5 Summary of Recommended