Unit 5 Operational Planning

 

UNIT 5

OPERATIONAL PLANNING

The subject of planning for the opening of a hotel has thus far included staffing; scheduling; preparing job descriptions; using materials; and hiring, orienting, and training employees. Even though who, what, and when may have been decided, procedures forth how of operations still remain to be established. The executive housekeeper may have, through past

experience, established a mental plan of daily operations as they should be conducted. Much remains to be done, however, in standardizing specific procedures and routines for the new property. Certain activities of direction and control must be planned for in advance of opening. These are delegating work (an activity of direction) and establishing reporting systems, developing performance standards, measuring results, and taking corrective action (activities of control). These activities cannot take place without having procedures designed and communicated to employees. Since most of the work of the housekeeping department is a routine that recurs on a daily basis, communication for direction and control is best done with forms. The day-to-day delegation of tasks as to which rooms require service and who will actually service them is performed through a routine commonly known as opening the house. This delegation takes place through the creation and use of several forms that are developed in advance of opening and are made available insufficient quantity as to provide this  communication on a daily basis. Additional forms relating to communication, control of information about progress, and timely reporting of information are also necessary. Such forms are usually explained via documents known as standard operating procedures (SOPs). The SOPs not only establish and describe routines for normal daily operations, but they cover a variety of other procedures such as key control, room inspections, inventory procedures, standards of performance, and lost-and-found operations.

PROCEDURES FOR OPENING THE HOUSE

Opening the house is a procedure by which the following events take place:

1. Front desk provides information to housekeeping as to which rooms will require service on a given day.

2. Information received by housekeeping is transferred to working and control documents for senior GRAs (team leaders or supervisors) to use that day to control work progress.

3. Information is provided showing room sections with specific GRAs assigned and any open sections(sections with no GRAs assigned as a result of occupancy being less than 100 percent).

4. If occupancy is less than 100 percent, the information is used to establish 18-room workloads for those GRAs who are scheduled to work on the specific day. This is accomplished by taking occupied rooms from open sections and marking them as pickup rooms for GRAs whose regular sections are less than fully occupied. Total pickup rooms combined with the regular rooms of sections that are occupied form the 18-room workloads. (With100 percent occupancy, all sections have GRAs assigned and there are no pickup rooms.)

5. After all occupied rooms have been assigned to a specific GRA, and information is cross-checked on all team leader documents, the daily planning is transferred to documents whereby GRAs are informed of individual work assigned.

6. Because the House Breakout Plan divided the model hotel into four divisions of five sections each, daily opening-the-house exercises require the preparation of 24 documents(forms) to convey information from the front desk to the workers and supervisors who will be responsible for performing the work.

7. Once all forms are properly filled out, placed on a clipboard, and positioned on the main linen room counter, room keys associated with appropriate work areas are prepared for issue. When this is done, opening-the-house planning for that specific day is considered complete.

Note: It is important to recognize that all planning relating to opening the house may be computerized, and the specific documents referred to in this section can be obtained through hotel computers. A detailed look at forms and how they are to be used will now be presented. All forms relate specifically to the353-room model hotel.

FORMS FOR DIRECTION AND CONTROL

Night Clerk’s Report To Housekeeping

The document whereby early morning information is passed from the front desk to housekeeping is called the Night Clerk’s Report to Housekeeping. Figure 9.1 shows an example of this form, completed with information from the hotel room rack at the front desk. The position of room numbers on the form is identical to the order in which rooms appear on the front desk room rack. Note the columns next to the ones with room numbers. Checkmarks in columns ‘‘OCC’’ indicate rooms that were occupied last night with an expected stay-over guest; these rooms will require service during the upcoming day. Checkmarks in columns ‘‘C/O’’ will not only require service, but occupants of these rooms are expected to check out of the hotel sometime during the day. If there are no checkmarks in any of the columns next to a room number, the rooms are considered ready rooms (R) and will not require the services of a GRA that day. Rooms marked ‘‘OOO’’ are out of order and will also not require service until the engineering department reports their status as being ready for cleaning. At the top of the report is the date and a summary of total rooms occupied, total rooms vacant, checkouts expected, rooms in which guests are expected to stay over, and rooms that are out of order. In Figure 9.1 note that stopovers (176) plus checkouts (72) equal total rooms occupied (248); and that total rooms occupied plus total rooms vacant (102) plus out-of-order rooms (3) equal total rooms in the hotel (353).

This summary information is provided as a backup check and must agree with the totals of the individual marks. The report is usually available at about 6:30 each morning and is picked up by a housekeeping supervisor or manager, who then proceeds to the housekeeping department to open the house. The Night Clerk’s Report to Housekeeping is one of several forms referring to today’s specific date that will later be collected and filed as a permanent record of work performed today.

After the supervisor has the Night Clerk’s Report, the first task is to compare the actual rooms occupied with the Table of Personnel Requirements (Table 2.2) and to determine the number of GRAs needed to clean the 248 rooms requiring service. From the table we see that 14 GRAs are required to service 248 rooms; the next immediate concern is to determine whether 14 GRAs were told to report to work that day. Quick reference to the tight schedule will answer this question. If not enough GRAs are expected in, phone calls are made to standby workers telling them to come to work. If there is an excess of workers indicated on the tight schedule, workers may be called early and told not to report that day, preventing an unnecessary trip. If scheduled workers call to say they will not be in while the supervisor is in the process of opening the house, standby workers may be called to work.

FIGURE 9.1 The Night Clerk’s Report to Housekeeping indicates which rooms will require service as a result of being occupied or being vacated and not being serviced.

SUPERVISOR’S DAILY WORK REPORT

The information contained on the Night Clerk’s Report to Housekeeping is transferred to the Supervisor’s Daily Work Report.

 

Next to each division name is the total number of rooms in that division. Note also that there are five room sections in division and that there are either 17 or 18 rooms in each section. At the top of the report there are spaces for the name of the senior housekeeper, day, and date. There is also a space for the name of the GRA who will be assigned to each section. The checkmarks next to certain rooms, along with an indication of which rooms are expected to be vacated that day (CO), are transferred information from the Night Clerk’s Report. This transfer of information can be a tedious task until the opening supervisor is familiar with the two reports and how they relate to each other. The organization of numbers on one form does not necessary relate to the organization of numbers on the other. (The Night Clerk’s Report is a reflection of the room rack, which is based on data collected by the front desk, and the Supervisor’s Daily Work Report is designed around the House Breakout Plan.)After the transfer of information is made, GRAs’ names from the tight schedule are now placed against specific section numbers. In most cases, housekeepers reporting to work should be assigned their regular sections according to the staffing guide so that they will be working with their regularly assigned equipment. Because occupancy requires only 14 GRAs, six sections will not have a GRA assigned. These six sections will be listed as open sections even though they contain rooms that will require service. The next step in the process requires a thorough knowledge of the hotel layout—positioning of rooms in relation to each other and elevator location. At this step, occupied rooms in open sections are assigned to GRAs who have been assigned to regular but partially unoccupied sections. Rooms so assigned are referred to as pickup rooms.

The technique of assigning pickup rooms will be illustrated for the red division and will involve the readjustment of sections 1 through 5 only. (In some cases, the reassignment of workload rooms may require the transfer of occupied rooms from a section in which a GRA is assigned to a section in which another housekeeper is assigned. This is due to the proximity of certain rooms in one section to those of another and to a desire to balance the workload.

Note the small circled number to the left of the GRA’s name. This is the number of rooms in the regular section that require service and is a reference for the opening supervisor.

 

GRA’s Daily Report

GRA’s Daily Report forms for the five sections of the red division. These particular forms will serve two functions: 1) to pass the workload information about pickups to each GRA, and to provide a duplicate copy of the blank form to each GRA in order that a P.M. Report of the regular section rooms (rooms whose numbers are printed) may be performed in the afternoon. Note that on copy number 1 of the form, nothing is given except pickup rooms and special notes or remarks. The form has columns headed ‘‘C/O,’’ ‘‘OCC,’’ and ‘‘R.’’ These columns become significant as the second use of the form develops. The significant point to remember at this time is that a duplicate blank copy of the form with the GRA’s name and date are provided in the morning as a part of opening the house.

Preparing For Arrival Of Employees

         

Planning the workload distribution for the day has now been completed. Note that the forms used are in fact routine directives for the accomplishment of work for the day. They are the delegation of tasks to employees based upon the specific occupancy requirements for the servicing of guestrooms on a specific day. All that remains to be done now is to prepare for the arrival of employees. Copies of the four senior GRAs’ work schedules are made and displayed on the linen room counter near the telephone and the computer that transmits and receives messages between housekeeping, front office, and engineering. Original Supervisors’ Daily Work Reports are attached to clipboards and placed on the linen room counter to await employee arrivals at about 8:00 A.M.A copy of the GRAs’ Daily Report for open sections is also attached to the senior housekeepers’ clipboards. All other GRAs’ Daily Reports with pickups assigned are attached to smaller clipboards, along with a blank copy of the same form (to be used later in the day for a room report). Passkeys associated with work areas are put next to the clipboards on the linen room counter. Opening-the-house operations are now considered complete, and the department awaits 8:00 A.M. and the arrival of employees for work.

OTHER FORMS FOR DIRECTION AND CONTROL: STANDARD OPERATING PROCEDURES

Standardization

Standard operating procedures (SOPs) are written instruments that set forth specific recurring actions. They are the devices by which procedures are standardized and are the basis for ready reference as to how to accomplish specific tasks. The opening-the-house procedure just described is a prime example of a procedure requiring documentation. The existence of an SOP on a given subject tacitly prevents deviation from standard activities until such time as a controlled change takes place. At that time a new or revised SOP may be promulgated. SOPs are similar in form, are numbered, and are usually kept in a reference journal (manual) available to anyone who will have any responsibility regarding a specific procedure. SOPs are coded into various departments of the hotel and may be collected into a master SOP notebook available to the general manager and others interested in reviewing operational techniques. All SOPs usually begin with a simple statement of policy, followed by paragraphs indicating directives, procedures, explanation of forms, records to be kept, positional responsibilities, and coordinating relationships.

Structured Versus Unstructured Operations

Some managers feel that large numbers of controlled SOPs form an organization that is too highly structured, creating an environment that stifles initiative. On the contrary, organizations that do not have controlled pro-cesses and procedures usually have as many ways to perform an operation as there are people working at the tasks. Some employees may present better ways of accomplishing a task than the manner prescribed in an SOP. If such is the case, testing of a new procedure may well warrant the promulgation of a change in procedure, again standardizing to the better way. SOPs can there-fore present a challenge to employees to find better ways to accomplish tasks. If such participation results, employees may be given credit for their participation in improving operations.

Suitable Subjects For Standard Operating Procedures In Hotels

The following procedural items are suitable for presentation by SOPs. Note that these procedures recur regularly, are suitable for delegation of tasks, allow for communication by forms, and are the foundation upon which change may be made if warranted.

·         Opening the house

·         Daily routine

·         Night activities

·         Key control

·         Lost-and-found operations

·         Inventory control procedures

·         Linen-handling procedures

·         Time card control

·         Dilution control for chemicals used in cleaning

·         Inspection checklists

·         Standards of performance

·         Maintenance work-order program

·         Control of guest loan items

 

Examples of Standard Operating Procedures for Hotels

There are many procedures that may warrant the publication of an SOP. As examples we present three typical procedures that are standard in almost all housekeeping departments.

·         Lost & Found

·         Changing Door Locks

·         Key Control

 

COMPUTERS IN THE WORLD OF HOUSEKEEPING

Now a day’s computer is the foremost tool of any industry. In Hotels also all the records are maintained on computer only. Once confined to the realm of top management, statistical analysis, corporate planning payroll, and the like, state-of-the-art development of computer application to property management systems is now commonplace. Although the race goes on, hardware (input terminals, microprocessors, disk drive components, and printers) and hotel software packages (programs by which computers assimilate information), once thought to be out of reach of housekeeping personnel, have become part of the daily routine of housekeeping operations. Computers are now just another tool to help housekeeping departments become more efficient in handling management information. With each step into the future, computers have become less expensive, allowing even the smallest hotel the opportunity to modernize the efficient handling of information. Although the hotel industry seems as ageless as history, the 1980s introduced not only the computer into housekeeping information handling, but also the telephone switch (system) as the vehicle by which computer technology is applied. Since every guestroom has one, the telephone has become the chief instrument for housekeeping to use in accessing the computer. This technique greatly reduces the cost of updating existing facilities since major expenses can be avoided in adding wiring to each individual room.

Use Of Computers In Housekeeping

Many hotels have invested heavily in information technology (IT) infrastructure and networking that use the latest technical advances in their operations. Housekeeping software modules are now an integral part of hotel management software. The module widely available includes applications such as forecasting GRA requirements, daily housekeeping scheduling, tracking housekeeping inventory, monitoring GRA performance.

1)Forecasting GRA requirements- This module is designed to forecast the total number of GRAs needed in each day in each shift, based on current in house occupancy and staffing and also keeping in mind the expected arrivals and departures. These modules can forecast staffing up to 365 days in advance.

2)Daily housekeeping scheduling- This application can automatically create and print a cleaning schedule each day for each GRA , based on number of dirty rooms, estimated cleaning time needed per room, number of GRAs available in the establishment. A housekeeping status screen is the core element of this system, and tracks each housekeeper updating the status as rooms are cleaned and inspected. The module tracks the status from ‘dirty’ to ‘ready for inspection’ to ‘clean and ready for guests’. This is made possible by marking the rooms clean using an in-room intercom or handheld wireless PDA (personal digital assistant)

If an optional housekeeper – phone interface is installed the room attendant can press a key in the in- room phone to indicate they have started cleaning. These stamps the cleaning start time into the housekeeping history file. The room attendant can press a different key to indicate they have completed cleaning and which indicates the time that it’s ready to be inspected. Reports available can show the actual cleaning time per room, as well as expected cleaning time and checking time per room.

Room status can be changed in various ways:-

·         Room attendant can use the phone in the room to directly to change the room status from clean to dirty.

·         Room attendant can call the front desk or the housekeeping department and ask them to change the room status using the housekeeping status screen.

3)Attending guest requests promptly-This module can also schedule the servicing of guest requests. For instance if a guest calls the front desk and requests a crib or extra towels, the front desk can input this request into the computer and it then appears on the main housekeeping monitor screen. The guest request information can also be informed to the most suitably placed GRA and can also be placed to a handheld wireless device (PDA) or cell phone and he also informs the desk as soon as the request is completed.

4) Monitoring GRA performance- This is a historical reporting module. It is possible to measure the performance of GRA by tracking the estimates cleaning time and the actual cleaning time. This also gives the time required by supervisor to check the rooms. Thus reports are available that show how much time was taken by room attendants preparing the room and supervisor completing the inspection. The executive housekeeper can thus track time and duration for each room cleaning by each person. In case the room is not properly cleaned the room status can again be changed to dirty and the room can be assigned to the room attendant with comments like shower needs proper cleaning and that can also help to track the GRA performance. Even if a guest has checked in into a room and if the guest has complained then housekeeper can determine the GRA or supervisor who has done the cleaning and inspected the room.

5) Indication of cleaning time- The housekeeping staff can also be alerted when a room is available for cleaning. In this application guests can click a button, which sets off another sensor, to indicate they are out of the room and the room can be cleaned.

6)Reporting maintenance problems through wireless devices -While doing the routine room checking, room attendant may notice that the WC is leaking and pick up the room phone and identify the specific problem and report it immediately to the maintenance person through his wireless phone.

7) Miscellaneous -

·         The Night Clerk’s Report

·         Opening the house

·         Scheduling of work for supervisors and GRAs are now available through computers.

·         Information about rooms not to be disturbed

·         Rooms out of order

·         Late checkouts are updated and available

·         P.M. Reports and information about rooms requiring immediate service

·         Turn-down requirements on specific rooms are created instantly.

·         Change of room status

·         Raising Complaint to Engineering Department

·         Intra department communication

·         Report Making

·         Inter department communication

·         Room Status report

·         Changing of room status

·         Guest Feedback

·         Keeping records

·         Key Control

·         Room status check

Room status discrepancies are handled efficiently, allowing for the cleaning of questionable rooms for re-occupancy earlier in the day.

 

The latest in IT amenities:-

The newer technologies that are gaining entry into the hospitality segment are:-

a)     Wi-Fi (Wireless fidelity),

b)    Radio frequency identification

c)     Tracking inventory and guest data through cellular and wireless technologies,

d)    GPS (Global positioning System),

e)     Handheld communication devices.

f)      Wireless local area networks (WLANs) and

g)     Mobile computers.

Wireless connectivity is developing rapidly; enabling whole world to stay networked and connected. Business travellers in particular are always looking for ways to stay connected while on move and expect wireless connectivity at their hotels. Hotels are aware of the benefits of enabling broadband access throughout their facilities as wireless connections improve a guest experience by providing complete mobility. WLANs allow guests to share high speed internet connections, browse the web, access their corporate networks remotely yet securely access the business centre from their room, organize video conference, play games online etc. Hotels provide Wi-Fi as a value added amenity to guests or offer the service at a cost to their guests. Wi-Fi is provided in guest rooms, public areas, lobbies, meeting rooms, lounges and so on.  It permits users to roam unrestricted throughout the hotel facility, with real time access to critical information as and when required.

WLAN technology is enabling a wide range of hospitality operations in the housekeeping department. Housekeeping staff can conduct room checks, after a guest vacates the room through a handheld Wi-Fi enabled device, to report the status of the room. They can also communicate with security personnel instantly over email in case of an emergency. Staff can also ensure that from remote spots, fire extinguishers are charged; emergency lights are functioning and so on, check and communicate inventory information for guestroom supplies and stocking of mini bars in order to ensure that provisions are replenished in an efficient manner. Housekeeping managers can also contact workers and identify their locations quickly resulting in quicker response times.

Computers are now being used in many housekeeping functions for room’s management, inventory control, linen management etc. Many software packages are now available in India that provides specific applications for housekeeping operations. Computers can now be linked to the telephone systems in each individual guest rooms. This technology greatly reduces the cost of individual wiring in each guestroom. For instance a link can be created between the telephone system and CPU of hotels computer network by dialling specific sequence of numbers from a guestroom. Once dialled the computer can recognize the room number to which it is being connected. After the connection is established a specific list of dial up codes is available to the GRA, by which he or she can transmit information to the computer system directly without any input devices in the rooms.

 

The future of hotel housekeeping technology lies in mobile apps

Housekeeping is, arguably, the most inefficient operation in any hotel. Amidst a labyrinth of rooms with enigmatic guests slipping in and out, clipboards and printed reports are too often the only compass housekeepers have to navigate through their daily chores. According to a workflow calculation by productivity management expert’s d20, the daily work of a maid consists of 18 tasks. Yet it is estimated that housekeepers spend about 10 to 15 percent of their time just trying to find the next room to clean.

Shockingly, most hotels still use walkie-talkies to communicate between front office and housekeeping but with the technology now available, maids could use a smart phone, potentially their own, to login into the PMS and check which rooms are ready to be cleaned, change the status of the room when they are cleaned and inspected, or even check the guest’s name before knocking on the door. Hotels need to be able to rely on their system and know that when a room is inspected it will instantly be returned to the front desk. Having more availability allows receptionists to move bookings around faster without having to interrupt housekeeping workflows with a constant barrage of re-prioritizations. Yet, as when implementing any new technology, training is a key. “Embracing technology in housekeeping is a significantly longer journey than for any department. It’s important that you appoint someone who specifically champions this new culture and who is in charge of the results. Someone who is not afraid of technology and driving change.