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Kaizen Lean Assessment Audit

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Kaizen Lean Assessment Audit

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  1. Welcome to Audit KAIZEN®/ Lean Assessment June 24-27, 2013, Abuja

  2. Agenda • Management Priorities • Highlights • Some Metrics • Way Forward • Potential Benefits • Q & A

  3. 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

  4. 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

  5. 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

  6. Some Gemba Observations

  7. Stores Disorderly storage; difficult to retrieve material

  8. Kitchen and Laundry Cluttered Workspace; difficult to maintain FIFO (First-in First-out) in cold-store

  9. Operating Cost Break Up Operating Cost Break-Up Operating Cost Break-Up as a % of revenue

  10. Cost Break Up - Utilities Energy Cost Break-Up

  11. 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

  12. 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)

  13. Customer Complaints Source of customer complaints BTQ/Events customer complaints

  14. Customer Complaints Business centre complaints Housekeeping complaints Laundry complaints

  15. 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

  16. Inventory and Consumption Analysis - Food 57%

  17. Inventory and Consumption Analysis – General Store

  18. Technical Services

  19. “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

  20. 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

  21. Laundry, Kitchen: Critical Equipment • LAUNDRY • DRY CLEANING EQUIPMENT • WASHING MACHINES • FLAT BED DRYER • KITCHEN • (Data being listed by team)

  22. Buses: Maintenance Expense Jan-May 2013 and Forward Estimate

  23. 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

  24. Roadmap & Benefits

  25. 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

  26. TENTATIVE ROADMAP – PHASE 1 (2/3) TRANSFORMATION ACTIONS

  27. TENTATIVE ROADMAP – PHASE 1 (3/3) ACTIONS TO SUSTAIN CONTINUOUS IMPROVEMENT

  28. Potential Benefits (First estimates)

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