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Presentation Transcript

Welcome to

Audit

KAIZEN®/ Lean Assessment

June 24-27, 2013, Abuja


Agenda
Agenda

  • Management Priorities

  • Highlights

  • Some Metrics

  • Way Forward

  • Potential Benefits

  • Q & A


Top management direction oe imperatives for be
Top Management Direction: OE Imperatives for BE

  • Improve Customer Satisfaction: Room supplies; Food variety, quality & service

  • Upgrade facility and guest amenities for improved guest perception of VFM

  • Reduce procurement lead time & delivered item cost

  • Reduce % Operating Cost (Food, Energy, R&M)

  • Improve employee morale and engagement in continuous improvement


Management priorities challenges
Management Priorities & Challenges

  • Shareholder/ Management value

  • Reduced % Food cost

  • Reduced Repairs & maintenance bill

  • Lower overall operating cost

  • Reduced energy bills

  • Replacement of aged equipment & infrastructure

Customer value

  • Improved customer experience, satisfaction

  • Reduced Room turnaround time /Smooth Guest check-in

  • Improved Room Service delivery -quality performance

  • Timely availability of Room supplies

  • Timely approval, procurement & product availability

  • Service delivery for short-notice events

  • Employee engagement (issues)

  • Improved safety & security

  • Ownership, flexibility, openness to new learning

  • Availability of buses

  • Team deployment and efficiency

  • “One voice” in THTSL

  • Other issues

  • Management of traffic flow and parking

  • Training & support for IT

  • Reduction in “left behinds”

  • Real time guest feedback


Highlights some overall observations
Highlights: Some overall observations

Strengths:

  • Clarity of Top Management OE vision and direction

  • Strong customer orientation and focus

  • Open, progressive management team

  • Excellent property, great potential

    Challenges & opportunities:

  • Lack of “modern” guest amenities (wi-fi, TV, phone ..)

  • Need for room/ hotel infrastructure upgrade

  • Employee morale needs urgent address


Some gemba observations
Some Gemba Observations


Stores
Stores

Disorderly storage; difficult to retrieve material


Kitchen and laundry
Kitchen and Laundry

Cluttered Workspace; difficult to maintain FIFO (First-in First-out) in cold-store


Operating cost break up
Operating Cost Break Up

Operating Cost Break-Up

Operating Cost Break-Up as a % of revenue


Cost break up utilities
Cost Break Up - Utilities

Energy Cost Break-Up


F b revenue break up
F&B Revenue Break Up

Food Revenue Break-Up.

35% - Food cost as a % of revenue

Beverage Revenue Break-Up.

19.5% - Beverage cost as a % of revenue


Food and beverage daily covers
Food and Beverage – Daily Covers

High day-to-day variation in Lunch-Dinner covers (42 data points)

Note: This trend needs to be viewed with Actual Lead Time for “short notice” banquets/ events (data recording needs to be initiated)


Customer complaints
Customer Complaints

Source of customer complaints

BTQ/Events customer complaints


Customer complaints1
Customer Complaints

Business centre complaints

Housekeeping complaints

Laundry complaints


Guest waiting room turnaround time room tat
Guest Waiting/ Room Turnaround Time (Room TAT)

Room TAT for Last guest check-out time  Next guest check-in time for a specific room

18 data points from front office

Large variation observed





Ageing infrastructure
“Ageing Infrastructure”

SURVEY OF AREAS & TECHNICAL INSTALLATIONS: ‘A’ ITEMS ARE THOSE THAT HAVE EXCEEDED THEIR EXPECTED LIFE BY HILTON / INDUSTRY STANDARDS

  • AREA ‘A’ PRIORITY ITEMS

  • SAFETY EQUIPMENT & SYSTEM 9

  • SECURITY: CCTV – TV, MUSIC SYSTEM 20

  • ELECTRICAL SYSTEM & EQUIPMENT

  • ROOF TOP 13

  • EXECUTIVE FLOOR 7

  • GUEST ROOMS / CORRODOR 9

  • FRONT OF HOUSE (Health Centre) 1

  • PUBLIC AREAS 8

  • F&B OUTLETS 12

  • BACK OF HOUSE 5

  • LANDSCAPE & FAÇADE 9

Source: Study conducted by Chief Engineer


Hotel critical equipment show stoppers
Hotel: Critical Equipment (“Show Stoppers”)

  • GENERATORS

  • CHILLERS

  • STEAM BOILER / WATER CALORIFIER

  • MAIN WATER SUPPLY PUMP

  • FIRE PUMPS

  • WATER TREATMENT UNIT

  • FUEL SUPPLY PUMPS

  • BUSES

  • FUEL / GAS STORAGE TANKS

  • RELATED PIPING (etc) INSTALLATIONS


Laundry, Kitchen: Critical Equipment

  • LAUNDRY

  • DRY CLEANING EQUIPMENT

  • WASHING MACHINES

  • FLAT BED DRYER

  • KITCHEN

  • (Data being listed by team)


Buses: Maintenance Expense

Jan-May 2013 and Forward Estimate


Key initiatives phase 1
Key Initiatives – Phase 1

  • Implement 5S in Stores, Kitchen, Laundry, Utilities and Parking

  • Streamline flow of Purchasing & Procurement process

  • Reduce Room Turn-around Time

  • Improve Delivery-Quality of Short-notice Events

  • Initiate TPM through Autonomous Maintenance of critical equipment in Technical Service, Kitchen, Laundry

  • Reduce Energy Consumption

  • Reduce F&B Costs as a percentage of F&B Revenue

  • Reduce inventory of slow moving items



TENTATIVE ROADMAP – PHASE 1 (1/3)

  • 18 Month engagement, consisting of:

    • Start-up Activities

    • Transformation Actions (Implementation in Gemba)

    • Actions to Sustain improvements

START UP ACTIVITIES


TENTATIVE ROADMAP – PHASE 1 (2/3)

TRANSFORMATION ACTIONS


TENTATIVE ROADMAP – PHASE 1 (3/3)

ACTIONS TO SUSTAIN CONTINUOUS IMPROVEMENT



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