Process Analysis at Starwood
Length:
12:44
Subject:
Process Analysis at Starwood
Textbook Reference:
Chapter 2: Process Strategy and Analysis, page 93
Summary
The video for this chapter highlights the stewarding function at The Phoenician resort in
Scottsdale, Arizona. Stewards play an important back–of-house function within the food and
beverage department. Tasks include dishwashing, silver polishing, restaurant glassware and linen
management, and support to the resort’s eight kitchens, as required by the executive chef. A recent
company-wide initiative, called the “Power of Innovation,” (POI) was created with the help of
Starwood’s Six Sigma Black Belts to focus attention on process improvement. Students will hear
from Rick Suhl, Southwest Regional VP Operations as he discusses what the Power of Innovation
program is all about. Eve Schremp, Starwood’s Southwest Region Black Belt talks about the
issues the team uncovered when they visited, and how the stewarding function was chosen as the
first process to be analyzed. The tape contains a “pause” point after the stewarding process is
described so that students can discuss their ideas for redesigning the stewarding process. The
video wraps up with comments from the POI team about the redesigned process, and why it was
chosen.
Essay or Discussion Questions Based on Video
1. How can the management specifically improve the stewarding process at The Phoenician?
Using the information provided, create a flowchart illustrating the new process that can be
used at The Phoenician.
• Management can focus their attention in two areas: staff work shift scheduling and
kitchen assignments. First, staff should be scheduled to meet the demand of each
kitchen without requiring “downtime” for individual stewards. This may mean shorter
2. What are the benefits that the POI program can bring to Starwood? Can these benefits be
extended to other processes and properties within the Starwood system?
• The POI program can bring significant workflow and financial benefits to Starwood.
These benefits include streamlined workflows for the areas under examination.
Redundant or unnecessary tasks can be eliminated. Financially, the labor hours saved
3. Of the seven mistakes organizations can make when managing processes, which ones
might Starwood be most at risk of making? Why?
• The seven mistakes are: (1) not connecting with strategic issues, (2) not involving the
right people in the right way, (3) not giving design teams and process analysts a clear
charter and then holding them accountable, (4) not satisfied until fundamental
reengineering changes are made, (5) not considering the impact on people, (6) not
giving attention to implementation, and (7) not creating an infrastructure for continuous
Stewarding Process –After
Finish
Steward Shift
Begins
Report to
Assigned
Kitchen
No
No
No
Yes
Yes
Yes
Need to
report to a
different
kitchen?
Remain in
kitchen
until work
is ready
Complete
task (dishes,
trash, silver
handling)
End of Shift?
Dishes, silver
or trash ready
for handling?
No
Golf Cart
needed?
Yes
Obtain Golf
Cart
• Mistake #2 Risk Assessment: Little to none. The POI Team experts visit a property
over a week’s time in order to become acquainted with how the work is done at that
location. Time studies were performed with actual staff (although being watched
usually brings out better performance) to get a sense of how long work was taking.
Flowcharts documented the order of tasks as well.
• Mistake #5 Risk Assessment: Some. The POI Team recommendations must ultimately
be implemented by the managers and employees after the team leaves. Depending on
the culture of the hotel property and the individual departments, there may be resistance
• Mistake #6 Risk Assessment: Some. The POI Team visits the hotel property for one
week at the request of the general manager, then makes its recommendations. They
The Executive Steward had actually wanted to make some changes in his department prior to the
arrival of the POI team, and was able to use the POI team visit to leverage his desire to make
those changes. From a culture perspective, students need to appreciate the difficulty in making a
change to the structure and command hierarchy of the culinary department. While the Executive
Chef dictated 8-hour shift coverage in all the kitchens and bakeshops, the Food & Beverage
Manager actually held control over the budget for staff. The POI team had to make the case to