Six Sigma statistical-based methodology used to reduce variation and eliminate defects in business transactions and processes. Six Sigma improves consistency and reduces waste. This methodology keeps consistency across brands when it comes to IHG and its ability to implement systems in newly acquired and managed hotels. For IHG, any process that generates an outcome that negatively impacts the guest experience is a defect. Defects usually occur because of variations in the processes. 

IHG hotels should focus on identifying waste (and thus inefficiencies) in these areas: 

1. Motion: Look for wasted physical efforts due to unnecessary steps in a checklist or other areas where excessive motion wastes productivity. Example: walking to get reservation documents from the printer at check-in, storing inventory far from where it’s needed the most 
2. Transportation: Look for areas where items (rather than people) move inefficiently from point A to point B; this can also include data. Example: delivering room keys to guests, excessive back and forth coordinating events, confusing/excessive email attachments. 
3. Waiting: Any time a staff member is waiting on another staff member or a guest to do something, there’s a waste. Example: housekeepers knocking on doors to see if they can clean a particular room,  
4. Overproduction: These are times when there is excessive production of items, either because of poor processor or unnecessary. Example: using physical room keys instead of digital ones, printing paper schedules or room assignments, printing out emails. 
5. Inventory: Holding onto too much list is a classic example of waste. Example: stocking up on plastic shampoo bottles, buying too much food for a banquet event.  
6. Overprocessing: This refers to any step or task that’s unnecessary and doesn’t add value. For example, manual data entry during a night audit generates “reports for report’s sake” that never get used. 

Whether it’s reducing housekeepers’ steps, dropping duplicative efforts in your hotel checklists, or improving communication, so maintenance doesn’t have to walk back to the front desk, each incremental improvement snowballs into significant change. 

Diagram Breakdown 

• Define: Seek clarity in a specific use case and review process 
• Measure: Measure performances value 
• Analyze: Analyze major factors on steps impacting the performance value  
• Approve: Create a solution to enhance or change the processes creating defects in customer experience and/or staff efficiencies.
• Control: Enforcing and encouraging the changes for long term improvements but educating the staff and customers