hosp
wzy19961214
ProjectBackground1.pptxProject Background
HOSP3005: Leading Service Excellence in the Hospitality Industry
1
Project Background
You work for a large global hotel company, as a Front Office Manager in one of their large hotels on the West coast. You are also trained as a Six Sigma Green Belt.
The company has identified the need for continual improvement of their business processes as a key competitive advantage.
The company has invested in the implementation of Six Sigma through training thousands of Green Belts at the department manager level in all of their hotels.
A Black Belt is assigned to each geographic area, and covers an average of 5 hotels. A Master Black belt has been assigned to each of the 4 Regional Teams in the USA.
2
Project Background
The company has identified a need to improve the public relations around their sustainability initiatives.
While the company has done some things, they feel they need to do more, and want to have a major “hook” with which they can execute some Public Relations campaigns. The individual hotels are not responsible for any of the PR or Marketing efforts of the brand. The hotels are responsible ONLY for making certain that the programs are operating effectively.
This is important to the company as well, because more and more of their major customers are asking the company to describe their sustainability initiatives as a supplier of travel related services.
The primary requirement of the initiatives, however, is to reduce costs. If the initiative does not reduce costs, the owners of the hotels will not allow it to move forward.
3
Project Background
Your hotel has a number of sustainability initiatives in place, including recycling, an energy and water conservation system, and a program that allows guests to elect NOT to have their linens and towels washed by placing a card on the bed.
The recycling program appears to be going well, and has resulted in both cost savings and a more efficient trash handling.
The energy and water conservation program is managed by a building energy management system that is automated, and so no human intervention is necessary. That system appears to be functioning as designed.
4
Project Background
The guest-cleaning program, however, does not appear to be working very well.
Not very many guests are choosing it.
You are not sure why, but think that a Six Sigma project would help solve the problem.
5
Hotel Data
You pull some data related to the issue:
Number of Rooms in the Hotel 800
Number of Floors 44
Occupancy, 2015 85%
Average Rate, 2015 $195.00
Average Length of Stay 1.4 nights
Rooms Occupied, 2015 248,200
Rooms Electing the "Green Option” 1,241
It is clear that very few guests (less than 0.5%) are taking the “green option”.
6
Labor and Cost information (2015)
Cost Information (Full Year 2015)
Housekeeper Man Hours POR 0.5
Housekeeper Payroll cost Per Hour $15.25
Housekeeper Cost Per Occupied Room $7.63
Laundry Cost Per Occupied Room $2.85
Laundry Chemical Cost Per Occupied Room $0.80
Linen and Terry Cost Per Occupied Room $1.25
Laundry Energy Cost Per Occupied Room $0.50
Laundry/Labor Cost Per Occupied Room $13.03
7
Define Phase
Define the problem to be solved
Determine the customers and the customer requirements (CTQ) metrics.
Select an a appropriate change team
Select an appropriate change champion
Select an appropriate change sponsor
Create a project charter
Identify and map the current processes.
8
For the Project
For the project, you will use this particular set of background, information and data to move through the DMAIC process.
Each week, you will be provided with information and data related to the project, and based on your decisions.
