Hospitality Operations Design

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Hospitality Operations Design by Mind Map: Hospitality Operations Design

1. Management Style

1.1. Reflection

1.1.1. Standards

1.1.2. Personalization

1.1.3. Priority

1.1.3.1. Customers

1.1.3.2. Staff

1.2. Traits

1.2.1. Good

1.2.1.1. Leadership

1.2.1.1.1. Supportive

1.2.1.1.2. Considerable

1.2.1.1.3. Good employee relationship

1.2.1.1.4. Helpful

1.2.1.1.5. Motivating

1.2.1.1.6. Respectful

1.2.1.2. Hostmanship

1.2.1.2.1. Set example

1.2.1.2.2. Good knowledge

1.2.1.3. Hierarchy

1.2.2. Bad

1.2.2.1. Negative

1.2.2.1.1. Behaviour

1.2.2.1.2. Mindset

1.2.2.2. Unprofessional

1.2.2.2.1. Hierarchy

1.2.2.2.2. Disrespectful

1.2.2.2.3. Dishonest

1.2.2.3. Chaotic

1.2.2.4. Rushed

1.2.2.5. Stressed

2. Quality

2.1. Management systems

2.1.1. Examples

2.1.1.1. Green Key

2.1.1.1.1. Environmental

2.1.1.1.2. Eco-label

2.1.1.1.3. Requirements

2.1.1.2. TQM

2.1.1.2.1. Total Quality Management system

2.1.1.2.2. Long-term success

2.1.1.2.3. Improving

2.1.1.2.4. 6 principles

2.1.1.2.5. Requirements

2.1.1.3. ISO

2.1.1.3.1. International Organization for Standardization

2.1.1.3.2. Meet customer needs

2.1.1.3.3. Requirements

2.1.1.4. HACCP

2.1.1.4.1. Hazard Analysis Critical Control Points

2.1.1.4.2. Food safety

2.1.1.4.3. 7 principles

2.1.1.5. EFQM

2.1.1.5.1. European Foundation for Quality Management

2.1.1.5.2. Learn from other organizations

2.1.1.6. Star-ratings

2.1.1.6.1. Tool

2.1.2. Internal

2.1.2.1. Implementing

2.1.2.2. Checking up

2.1.3. External

2.1.3.1. Measurement

2.2. Performance standard

2.2.1. Standardization

2.2.1.1. Quality control

2.2.1.2. Procedures

2.2.1.3. Customer Satisfaction

2.2.1.4. Quality consistency

2.3. Expectations

2.3.1. Meeting

2.3.2. Excuding

2.4. Consistent

3. Segmentation

3.1. Customer profile

3.1.1. Traditional segmentation

3.1.1.1. Dividing in groups

3.1.1.1.1. Shared characteristics

3.1.1.2. General

3.1.2. Persona

3.1.2.1. Specific

3.1.2.2. Character

3.2. Variables

3.2.1. Demographic

3.2.2. Psychographic

3.2.3. Behavioural

4. Service Concept

4.1. Customer needs

4.1.1. Feedback

4.1.1.1. Review Sites

4.1.1.2. Live chat

4.1.1.3. Social channels

4.1.1.4. E-mails

4.2. Operations

4.2.1. Perception

4.2.2. Design

4.2.3. Idea

4.2.4. Improvement

4.2.5. Execution

4.3. The how and what of service design

4.4. 4 dimensions

4.4.1. Service operation

4.4.2. User experience

4.4.3. Service outcome

4.4.4. Value

5. Service Blueprint

5.1. Translates Service Concept

5.1.1. Define eachother

5.1.2. Defined target market

5.1.3. Feedback

5.2. Steps

5.2.1. Find

5.2.2. Define

5.2.3. Gather

5.2.4. Map

5.2.4.1. Physical evidence

5.2.4.2. Customer action

5.2.4.3. On-stage action

5.2.4.4. Back-stage action

5.2.4.5. Support processes

5.2.4.6. Time

5.2.5. Refine

5.3. Process chart

5.3.1. Improvement

5.3.1.1. Sharpen operations

5.3.1.2. Weaknesses

5.3.1.3. Opportunities

5.3.1.4. Department efforts

5.3.2. Service Components

5.4. Overview

6. Input-Output model

6.1. Identify

6.1.1. Input

6.1.1.1. Recources

6.1.1.1.1. Transformed

6.1.1.1.2. Transforming

6.1.2. Processing

6.1.2.1. Production

6.1.3. Output

6.1.3.1. Service

6.1.3.2. Product

6.1.4. Feedback

6.1.4.1. Output influencing Input

6.2. Adapting

6.2.1. Customer needs

6.2.2. Feedback

6.3. 4Vs dimension

6.3.1. Volume

6.3.1.1. Stadardization

6.3.1.1.1. Lower cost

6.3.1.2. Specialisation

6.3.1.2.1. Higher cost

6.3.2. Variety

6.3.2.1. High variety

6.3.2.1.1. Higher cost

6.3.2.2. Low variety

6.3.2.2.1. Lower cost

6.3.3. Variation

6.3.3.1. Demand changes

6.3.4. Visibility

6.3.4.1. Quality

6.3.4.2. Experience

6.3.4.3. Trust

6.3.4.4. Relaxation

7. Issues

7.1. Operational

7.1.1. Can make a blueprint of

7.1.2. Processes

7.1.2.1. Housekeeping

7.1.2.2. Front / Back Office

7.1.2.2.1. Financial / Balancing

7.1.2.2.2. Salaries

7.1.2.2.3. Reservations

7.1.2.3. F&B

7.1.2.3.1. Food production

7.2. Managerial

7.2.1. Cannot make a blueprint of

7.2.2. People / Staff

7.2.2.1. Communication

7.3. Costa Navarino reviews

7.3.1. Operational issues

7.3.1.1. Lack of entertainment / Service

7.3.1.1.1. Nothing for children

7.3.1.2. Golf carts issues

7.3.1.3. Not sustainable enough

7.3.1.4. Not hospitable

7.3.1.5. Poor lighting and navigation

7.3.1.6. Bad quality F&B

7.3.1.6.1. Food poisoning

7.3.1.6.2. Lukewarm buffet

7.3.1.7. Booking errors

7.3.1.8. Housekeeping

7.3.1.8.1. Empty shampoo bottles

7.3.1.8.2. Timings

7.3.1.8.3. Didn't look at DND

7.3.2. Managerial issues

7.3.2.1. Pricing strategies

7.3.2.1.1. Overpriced

7.3.2.2. Chosen target groups

7.3.2.2.1. Couples

7.3.2.3. Marketing not accurate

7.3.2.3.1. Privacy

7.3.2.3.2. Sustainability

7.3.2.3.3. Rooms

7.3.2.3.4. Golfcourse

7.3.2.4. Staff (Training)

7.3.2.4.1. Impolite

7.3.2.4.2. Inflexible

8. Improvement Techniques

8.1. Pareto chart

8.1.1. Features

8.1.1.1. Bars

8.1.1.1.1. Impact of problems

8.1.1.2. Line

8.1.1.2.1. Cumulative

8.1.2. Benefits

8.1.2.1. Makes big problem smaller

8.1.2.2. Focus efforts

8.1.3. Purpose

8.1.3.1. Identify what's recurring

8.2. Cause-effect diagram

8.2.1. Purpose

8.2.1.1. Explains why issues happen

8.2.1.2. Outlines causes

8.2.1.2.1. Environment

8.2.1.2.2. Machinery

8.2.1.2.3. People

8.2.1.2.4. Methods

8.2.1.2.5. Materials

8.2.2. Fishbone

8.3. Scatter diagram

8.3.1. Purpose

8.3.1.1. Numerical data

8.3.1.1.1. One variable on each axis

8.3.1.2. works with

8.3.1.2.1. continuous

8.3.1.2.2. count data

8.4. Why-why

8.4.1. Features

8.4.1.1. Tree diagram

8.4.2. Purpose

8.4.2.1. Identify problem

8.4.2.1.1. Continue to ask why

8.5. Process map

8.5.1. Features

8.5.1.1. Flowchart

8.5.2. Purpose

8.5.2.1. Clarify

8.5.2.1.1. Improvements

8.5.2.1.2. Procedures

8.5.2.2. Displays

8.5.2.2.1. Essential relations with process steps

8.5.2.2.2. Decisions to be made

8.5.2.2.3. Tasks with processes

8.6. Check list

8.6.1. Purpose

8.6.1.1. Reduce failure

8.6.1.2. Increase consistency

8.7. Run chart

8.7.1. Feature

8.7.1.1. Line graph

8.7.2. Purpose

8.7.2.1. Find

8.7.2.1.1. Trends

8.7.2.1.2. Patterns

8.7.3. Limitation

8.7.3.1. Cannot tell if process if stable

9. Improvement Approaches

9.1. Approaches

9.1.1. Business Process Re-engineering (BPR)

9.1.1.1. 4 stages

9.1.1.1.1. Identify

9.1.1.1.2. Make team of experts

9.1.1.1.3. Find inefficient processes

9.1.1.1.4. Re-engineer

9.1.1.2. Competitiveness

9.1.1.3. Customer service

9.1.1.4. Cuts costs

9.1.1.5. Connection of processes

9.1.1.6. Revolutionary

9.1.1.7. Radical

9.1.2. Lean

9.1.2.1. 5 principles

9.1.2.1.1. Identify value

9.1.2.1.2. Map stream

9.1.2.1.3. Create flow

9.1.2.1.4. Establish pull system

9.1.2.1.5. Pursue perfection

9.1.2.2. 7 types of waste

9.1.2.2.1. Defects

9.1.2.2.2. Inventory

9.1.2.2.3. Overproduction

9.1.2.2.4. Waiting

9.1.2.2.5. Transport

9.1.2.2.6. Motion

9.1.2.2.7. Overprocessing

9.1.2.3. no waste

9.1.2.4. Customer

9.1.2.5. Perfection

9.1.2.6. Variation

9.1.3. Six sigma

9.1.3.1. 5 phases

9.1.3.1.1. Define

9.1.3.1.2. Measure

9.1.3.1.3. Analyze

9.1.3.1.4. Improve

9.1.3.1.5. Control

9.1.3.2. Identify defects

9.1.3.3. Efficiency

9.1.4. Management engineering

9.1.4.1. Measure

9.1.4.2. Tools

9.1.4.3. Test

9.1.4.4. Knowledge

9.1.5. Total Quality Management (TQM)

9.1.5.1. Cost

9.1.5.2. Quality

9.1.5.3. Meet customer expectation

9.1.5.4. Procedure

9.2. Improvement

9.2.1. Radical

9.2.1.1. Sudden

9.2.1.2. Dramatic change

9.2.1.3. Expensive

9.2.1.4. New direction

9.2.2. Gradual

9.2.2.1. Continuously

9.2.2.2. Consistent

9.2.2.3. Incremental

9.2.2.4. Overtime

9.3. Elements

9.3.1. Quality control

9.3.2. Tools

9.3.3. Continuous improvement

9.3.4. Efficiency

9.3.5. Documentation

9.4. Changes

9.4.1. How

9.4.1.1. Set backs

9.4.2. What

10. Process Design

10.1. Job design

10.1.1. Transforming visions + goals into tasks

10.1.2. Type of process

10.1.3. Necessary skills

10.2. Flowchart

10.2.1. Type of diagram

10.2.1.1. Features

10.2.1.1.1. Flow

10.2.1.1.2. Process map

10.2.2. Uses

10.2.2.1. Better communication

10.2.2.2. Developing business plans

10.3. Performance objectives

10.3.1. Speed

10.3.1.1. External

10.3.1.1.1. Short delivery time

10.3.1.2. Internal

10.3.1.2.1. Fast through put

10.3.2. Costs

10.3.2.1. External

10.3.2.1.1. Low price

10.3.2.1.2. High margin

10.3.2.2. Internal

10.3.2.2.1. High total productivity

10.3.3. Quality

10.3.3.1. Benefits

10.3.3.1.1. Standardized process

10.3.3.1.2. Less waste

10.3.4. Dependability

10.3.4.1. In time delivery

10.3.4.1.1. Products

10.3.4.1.2. Services

10.3.5. Flexibility

10.3.5.1. Specific

10.3.5.2. Variety

10.4. Process types

10.4.1. Project

10.4.1.1. Constructing a building

10.4.2. Job shops

10.4.2.1. Decorating wedding cake

10.4.3. Batch shops

10.4.3.1. Lego

10.4.4. Flow lines

10.4.4.1. Car parts

10.4.5. Mass

10.4.5.1. McDonalds

10.4.6. Continuous flow processes

10.4.7. Professional service

10.4.7.1. Private chef

10.4.8. Service shop

10.4.8.1. General restaurant

10.5. Layout types

10.5.1. Line layout

10.5.1.1. Arrangement of products

10.5.1.1.1. Chairs in restaurant

10.5.2. Fixed position layout

10.5.2.1. Product stays stationary

10.5.2.1.1. Buildings

10.5.3. Functional layout

10.5.3.1. Grouping together

10.5.3.1.1. According to function

10.5.4. Cell layout

10.5.4.1. Arranged according to design of product

11. Capacity

11.1. Definition/role

11.1.1. Definition

11.1.1.1. Number of output per period

11.1.2. Role

11.1.2.1. Designing systems

11.1.2.2. Check demand

11.1.2.3. Measure supply

11.2. Demand/capacity

11.2.1. Demand

11.2.1.1. Can vary

11.2.1.2. Determines changes in capacity

11.2.2. Capacity

11.2.2.1. Fixed

11.2.2.2. Increases when demand is given

11.3. Measuring

11.3.1. Capacity planning

11.3.1.1. Future growth plans

11.3.1.1.1. Forecasting

11.3.1.1.2. Market trends

11.3.2. Design capacity

11.3.2.1. Engineered output of goods

11.3.3. Effective capacity

11.3.3.1. Accounts for possible loses

11.3.4. Actual output

11.3.4.1. Unplanned and planned loses

11.3.5. Rated capacity

11.3.5.1. Highest production

11.3.5.1.1. Through trials

11.4. Plans

11.4.1. Make to stock

11.4.1.1. Fills shelves

11.4.2. Assembled order

11.4.2.1. Perishable

11.4.2.2. Made when order is placed

11.4.2.2.1. Restaurant

11.4.3. Level

11.4.3.1. Produces some output

11.4.4. Chase

11.4.4.1. Matches demand

11.4.4.1.1. Hotels

11.5. Queue systems

11.5.1. 4 types

11.5.1.1. Mobile

11.5.1.1.1. using phones

11.5.1.1.2. Looking at waiting time

11.5.1.2. Kiosk

11.5.1.2.1. Medical/banking

11.5.1.2.2. Technical system

11.5.1.3. Unstructured

11.5.1.3.1. Unpredictable

11.5.1.4. Structured

11.5.1.4.1. Predictable

11.5.2. Improve quality

11.5.3. Reduce waiting time

11.5.4. When a supply is demanded

11.5.5. Components

11.5.5.1. Arrival process

11.5.5.2. Service mechanism

11.5.5.2.1. Structure of service

11.5.5.3. Queue characteristics

11.5.5.3.1. Selection of customers

11.6. Customer perceptions of Queueing

11.6.1. Influenced by factors

11.6.1.1. Occupied

11.6.1.2. Unoccupied

11.6.2. Would wait for good value

12. Forecasting

12.1. Purpose

12.1.1. Allocate budget

12.1.2. Estimate

12.1.3. Plan

12.1.3.1. Expenses

12.1.3.2. Future

12.1.3.2.1. Events

12.1.3.2.2. Trends

12.2. Uses data

12.2.1. Past

12.2.2. Present

12.2.3. Analysis of trends

12.3. Demand forecast

12.3.1. Useful to

12.3.1.1. Determine

12.3.1.1.1. Capacity

12.3.1.2. Prevent

12.3.1.2.1. Queue

12.4. Quantitative forecasting

12.4.1. Time series

12.4.1.1. Trend analysis

12.4.1.2. Seasonality

12.4.2. Moving average

12.4.2.1. Demand average

12.4.2.2. Specific time period

12.4.3. Regression analysis

12.4.3.1. Cause-effect

12.4.3.1.1. Demand

12.4.3.1.2. Different variables

13. Job Design

13.1. Definition

13.1.1. Task design

13.1.2. Duties

13.1.3. Responsibilities

13.1.4. Systems and procedures

13.1.5. Structure of job

13.1.6. Work flow

13.2. Influenced by

13.2.1. Telecommuting

13.2.1.1. Telephone network

13.2.1.2. The internet

13.2.2. Flexible working

13.2.2.1. working hours

13.2.2.2. Job sharing

13.2.2.3. Leaves and Sabbaticals

13.2.3. Ergonomics

13.2.3.1. Work-related back injuries

13.2.3.2. Sitting for too long

13.2.4. Teamwork

13.2.4.1. Connect

13.2.4.2. Communicate

13.2.4.3. Collaborate

13.2.5. Design working environment

13.2.5.1. Conventional work environment

13.2.5.2. Enterprising work environment

13.2.5.3. Social work environment

13.2.5.4. Artistic work environment

13.2.5.5. Investigative environment

13.2.5.6. Realistic environment

13.2.6. Scientific management

13.2.6.1. Taylorism

13.2.6.1.1. Work efficiency

13.2.7. Behavioural

13.2.7.1. Rotation

13.2.7.2. Enlargement

13.2.7.3. Enrichment

13.2.7.4. Empowerment

13.3. Process Design

13.3.1. Performing tasks

14. Project Management

14.1. Project

14.1.1. 5 main phases

14.1.1.1. Initiation

14.1.1.1.1. Who is involved?

14.1.1.1.2. Organize teams

14.1.1.1.3. Identify key stakeholders

14.1.1.1.4. required recources and where to source them

14.1.1.1.5. Creating a Business Case

14.1.1.2. Planning

14.1.1.2.1. Identifying

14.1.1.2.2. Fixing

14.1.1.2.3. Clear understanding of

14.1.1.3. Execution

14.1.1.3.1. Implement your plan

14.1.1.3.2. Tasks Project Manager

14.1.1.4. Monitoring and control

14.1.1.4.1. 5 key changes

14.1.1.4.2. Project Manager controls

14.1.1.5. Termination

14.1.1.5.1. Closure stage

14.1.1.5.2. Evaluation of the project

14.1.2. Typology

14.1.2.1. Consulting projects

14.1.2.1.1. Gives efficient answer to customer needs

14.1.2.2. Scientific research projects

14.1.2.3. Development projects

14.1.2.3.1. Develops

14.1.2.4. Innovation projects

14.1.2.5. Training projects

14.1.2.6. Divulgation projects

14.1.3. AON Technique

14.1.3.1. Activity-on-node

14.1.3.2. Activity Early Start (E.S)

14.1.3.3. Activity Early Finish (E.F)

14.1.3.3.1. E.F = E.S + Duration

14.1.3.4. Activity Late Finish (L.F)

14.1.3.5. Activity Late Start (L.S)

14.1.3.5.1. L.S = L.F - Duration

14.1.3.6. Activity Total Float (T.F)

14.1.3.6.1. T.F = L.F - E.F

14.1.3.6.2. T.F = L.S - E.S

14.1.3.7. Critical Path

14.1.3.7.1. Total Float = 0

14.1.4. Characteristics

14.1.4.1. Objectives

14.1.4.1.1. Project terminates

14.1.4.2. Performance intensive

14.1.4.3. Fixed budget

14.1.4.4. Unique

14.1.4.5. Temporary

14.2. Operation

14.2.1. Characteristics

14.2.1.1. Objectives

14.2.1.1.1. Efficiency

14.2.1.1.2. Effective

14.2.1.2. Ongoing

14.2.1.3. Permanent

14.2.1.4. Repetitive output