Continuous Improvement - Assignment Example

Assignment One: Continuous Improvement Name Institutional Affiliation Date Introduction Continuous Improvement, often abbreviated as CI, is the process that aims at consistently improving the products, processes or services. Such improvements aim at improving the products` or services in terms of efficiency, quality, effectiveness and flexibility (Ross, 2003). Hotel industry is a significant industry in the implementation of Continuous Improvement policies in order for them to survive the stiff competition from other industries offering the same services. Customer satisfaction through quality service delivery and quality products in a successful hotel industry is obtained through a well-established and implemented CI system (Rant & Peljhan, 2002). Continuous Improvement systems in the hotel industry include ideas such as, introduction of the card system to replace the keys, online hotel reservations, free customer transport services to and from the airports or other locations and even free cleaning services to customers’ cars mostly in the morning. How to Establish Department’s Policies as a Manager The most important component of quality service in a competent hotel is the customer security. As a quality service control manager in a hotel, customer security is one field that requires a well-established Continuous Improvement in order to curb the ever increasing insecurity cases. Restricted access in the past was through the use of keys. The keys were used to restrict access to both rooms and other hotel utilities to the customers only. However, keys are prone to forgery and thus subject the customers and their property to insecurity cases such as theft. Moreover, keys are very cumbersome to carry around due to their weight and their general design (Spath et. al., 1998). Thus, being a manager, transition from keys to electronic key cards is one key Continuous Improvement system that deserves implementation. The key cards will enhance the security of the customer and customer property as well as the overall security of the hotel. With the use of key cards, efficient monitoring of hotel rooms and utilities is easily monitored. Furthermore, the key cards could be such that, once the customer checks out of the room, the card stops its functionalities even to the room it was used for thus ensuring maximum security to the guests. The Information Technology(IT) department in collaboration with the Reception Department will ensure that each room has a card issued to the guest on the reservation. The key card provides the access privileges to guests into their rooms and other constituent utilities like safes, wardrobes and even the internet and telephone equipment within the hotel. According to Rutherford (1995), the cost of changeover from the traditional keys to the key cards technology cost approximately three hundred dollars per room. The cost of the cards goes at approximately six cents per card, however, the cards can be re-used as many times as possible thus saving on cost of buying a new card for every reservation. The cost of changeover can be incorporated with the annual budget to ensure a smooth transition without straining the Hotel`s finances. The Hotel`s strategic plan could accommodate Continuous implementation policy such that the changeover could be met as per the specifications of the strategic plan. This ensures the implementation of the changeover is complete by the end of the strategic plan period. Jordan (1997) stated that hotel reservations systems are probably the most un-automated in the business industry. Reservations are still carried out manually and record keeping and retrieval is normally tedious due to the archaic way of data storage. Continuous Improvement hotel reservation procedures would transform the efficiency and even the quality of service of the hotel. Introduction of online hotel reservation technology enabled a guest to do the booking through the hotel website and even make the payments by use of credit card or wire transfer technologies. As a manager, it would be necessary to improve the hotel reservation technology as one of the CI systems. Online hotel booking system should have a direct connection with major air travel agencies like the airports, train stations and substations or seaports. This system will ensure that the customers will be able to book the rooms in the hotel while they are travelling or even while booking for their tickets. The online booking system should also provide the customer with pictures and enough details about the hotel features, available facilities, prices and even the location of the hotel. The system can also incorporate an online-based virtual tour of the hotel rooms to the customer, this way the customer will have a clear picture of what to expect in the hotel (Rutherford, 1995). The reservations department of the hotel would, therefore, have the task of maintaining a database of all the applications received and ensuring that necessary preparations are made prior to the guests’ arrival. Such preparations includes services such as preparation of guest`s room, generation of customer`s key card as well as prior planning of other logistics like customer transportation from the airport, train station or ship station to the hotel (Rutherford, 1995). Transition from the old system of hotel booking to online booking system is a continuous improvement process (CIP) that could take time. Therefore, transition plans could also be incorporated into the Hotels strategic plans such that, within a period of three years, Hotel reservations will be completely a computer or server based Database. The cost of transition is primarily allocated in the annual Continuous Improvement budget for the hotel and depending on the hotel`s financial status, such improvements could even take less than three years. Online booking improves the efficiency of the hotel drastically and saves a lot of time in terms of preparation for incoming guests. Customer transport services are also one of the hospitality services offered by most hotels to their customers. The customers are offered free transportation services from the airports, seaport or train stations and substations to the Hotel premises. Such services could also be extended to other places like transport services to and from any location within a specified region or town (Rutherford, 2002). However to offer such a service to the customers as a free service means that the fee charged to the customer during booking should be inclusive of such costs. Therefore, as a manager, review of hotel service charges should be reviewed and gradually adjusted to meet the requirements of the Continuous Improvement systems. The cost incurred in the purchase of customer transport vehicles and the drivers` wages is incorporated in the annual Hotel budget for development or the Continuous Improvement docket. In cases where the guests have their own cars, the hotel hospitality department could make sure that the guest gets a free parking for their vehicles. Furthermore, free car washing services to the customer’s cars every morning will go a long way in lifting the standards and the quality of the services. How to Encourage and Support Other Team Members in Decision Making In any successful business, big transitions such as the continuous improvement systems mentioned above requires well-informed decision-making process. Such decision making should involve all the team leaders in the sector. As a manager, involvement of all the supervisors and the other junior staff members in decision making goes a long way in making them feel like part of the revolution. According to Robinson & Stern (1997), making such large-scale changes in the industry without the involvement of the other members can be catastrophic. There are several ways of involving other team members in decision making. Finding the team member`s opinion of the proposed change is not a sign of weakness of the superiors. It is a sign of strength and willingness of the superiors to listen and understand the team members` opinions. It also makes the team members their participation in the developments and general performance of the industry (Wysocki, 2004). As a manager in a hotel, I would publish the drafts of the proposed changes to an open site and invite all the comments from the other team members. The comments and proposal can then be discussed in an open forum with all the team members and come up with the best approach that suits all the members (Robinson & Stern, 1997). How to Communicate Organization`s Continuous Improvement Process to Team Members As a team leader, communication of the continuous improvement process to the other team members is very important. It will enable the team leader to evaluate the viability of the changes made and the impact it has on work environment of the team members (Armstrong & Armstrong, 2009). Procedural audits on the continuous improvement systems in place will help identify areas of inefficiencies or problems encountered. Audits would also ensure that the set processes and procedures are being followed, and records are well maintained (Armstrong & Armstrong, 2009). The employees’ feedback on the continuous improvement systems is also captured during the audits. Thus, any problems or concerns from the team leaders can be re-assessed to ensure an efficient and effective system. Questionnaires from the team members on the viability of the continuous improvement systems can also be put in place to capture the team members` opinions and feedback. ReferencesTop of Form Top of Form Bottom of Form Armstrong, M., & Armstrong, M. (2009). Armstrong's handbook of management and leadership: A guide to managing for results. London: Kogan Page. Bottom of Form Top of Form Top of Form Top of Form Top of Form Bottom of Form Top of Form Bottom of Form Top of Form Jordan, C. M. (1997). A study of change in the organisational micro business using a structured model for continous improvement. Rant, M., & Peljhan, D. (January 01, 2002). Activity-based approach to continous improvement and process organization. An Enterprise Odyssey: Economics and Business in the New Millennium. 2002. Robinson, A. G., & Stern, S. (1997). Corporate creativity: How innovation and improvement actually happen. San Francisco: Berrett-Koehler Publishers. Ross, W. S. (2003). Continuous improvement. Cirencester: Management Books 2000. Rutherford, D. G. (1995). Hotel management and operations. New York: Van Nostrand Reinhold. Rutherford, D. G. (2002). Hotel management and operations. New York: Wiley. Spath, Dieter, Matt, Dominik, Riedmiller, Simone, & Selinger, Gebhard. (January 01, 1998). Continous improvement of productivity by market-driven process and structure innovation. Cues, Salerno. Wysocki, R. K. (2004). Project management process improvement. Boston: Artech House. Top of Form Bottom of Form Bottom of Form Bottom of Form Bottom of Form Bottom of Form Bottom of Form Read More