1)Implementing six-sigma programs takes considerable time and commitment from an organization. Describe the degree to which Starwood has successfully addressed each of the implementation points in the textbook (such as top-down commitment, measurement systems to track progress, tough goal setting, education, communication, and customer priorities) with the redesign of the Sheraton Service Promise program.
2)How might the new Sheraton Service Promise process help Starwood avoid the four costs of poor performance and quality?
3)Starwood is the first major hotel brand to commit to a dedicated six-Sigma program for improving quality. Why might an organization be reluctant to follow this type of formalized methodology? What other approaches could Starwood or its competitors use?
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