Study On 6 Sigma Methodology Implementation In China's Star Hospitality Industry

ABSTRACT:Starred hotels are faced with fierce competition in the expansion and development process in China. This article analyses the competition (such as need for professional managers, high staff turnover, difficulty in service quantification and slow implementation of standard management etc.) and presents higher requirements for management patterns and systems; Also the following aspects are analyzed:1. Six Sigma management factors like customer focus, data quantification, process and cause analysis, and teamwork applied in the hotel industry;2. Starred hotels' structure of quality management system and their quality defects (concerning brand guarantee, customer satisfaction, food hygiene and security assurance)3. Principles, fields, processes and execution tools which should be paid attention to when hotels organize Six Sigma projects;The article summarizes the pros and cons and order of priorities in Six Sigma management implementation in the hotel industry. Different from the manufacturing industry, Six Sigma management in the hotel industry has its own problems such as restrictions by artificial factors and process instability. For the specific problems, suggestions are given to help the hotel maintain the market leadership and meanwhile pursue the sustainable development goal by management optimization. The author participated in two projects. One is Green Hotel, and the other is Employee Satisfaction. The former shows the new requirement put forward by the whole industry development. The latter is a pressing issue confronting hotels. Both have their focus. For starred hotels expansion, which takes 3 or 5 years, or 10 years at most, a certain expansion speed should be kept and at the same time, service quality should be guaranteed. Therefore, structured Six Sigma management strategy really needs to be promoted for that.