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 Customers Staff

1.2. Traits

1.2.1. Good Leadership Supportive Considerable Good employee relationship Helpful Motivating Respectful Hostmanship Set example Good knowledge Hierarchy

1.2.2. Bad Negative Behaviour Mindset Unprofessional Hierarchy Disrespectful Dishonest Chaotic Rushed Stressed

2. Quality

2.1. Management systems

2.1.1. Examples Green Key Environmental Eco-label Requirements TQM Total Quality Management system Long-term success Improving 6 principles Requirements ISO International Organization for Standardization Meet customer needs Requirements HACCP Hazard Analysis Critical Control Points Food safety 7 principles EFQM European Foundation for Quality Management Learn from other organizations Star-ratings Tool

2.1.2. Internal Implementing Checking up

2.1.3. External Measurement

2.2. Performance standard

2.2.1. Standardization Quality control Procedures Customer Satisfaction 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 Dividing in groups Shared characteristics General

3.1.2. Persona Specific 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 Review Sites Live chat Social channels 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 Physical evidence Customer action On-stage action Back-stage action Support processes Time

5.2.5. Refine

5.3. Process chart

5.3.1. Improvement Sharpen operations Weaknesses Opportunities Department efforts

5.3.2. Service Components

5.4. Overview

6. Input-Output model

6.1. Identify

6.1.1. Input Recources Transformed Transforming

6.1.2. Processing Production

6.1.3. Output Service Product

6.1.4. Feedback Output influencing Input

6.2. Adapting

6.2.1. Customer needs

6.2.2. Feedback

6.3. 4Vs dimension

6.3.1. Volume Stadardization Lower cost Specialisation Higher cost

6.3.2. Variety High variety Higher cost Low variety Lower cost

6.3.3. Variation Demand changes

6.3.4. Visibility Quality Experience Trust Relaxation

7. Issues

7.1. Operational

7.1.1. Can make a blueprint of

7.1.2. Processes Housekeeping Front / Back Office Financial / Balancing Salaries Reservations F&B Food production

7.2. Managerial

7.2.1. Cannot make a blueprint of

7.2.2. People / Staff Communication

7.3. Costa Navarino reviews

7.3.1. Operational issues Lack of entertainment / Service Nothing for children Golf carts issues Not sustainable enough Not hospitable Poor lighting and navigation Bad quality F&B Food poisoning Lukewarm buffet Booking errors Housekeeping Empty shampoo bottles Timings Didn't look at DND

7.3.2. Managerial issues Pricing strategies Overpriced Chosen target groups Couples Marketing not accurate Privacy Sustainability Rooms Golfcourse Staff (Training) Impolite Inflexible

8. Improvement Techniques

8.1. Pareto chart

8.1.1. Features Bars Impact of problems Line Cumulative

8.1.2. Benefits Makes big problem smaller Focus efforts

8.1.3. Purpose Identify what's recurring

8.2. Cause-effect diagram

8.2.1. Purpose Explains why issues happen Outlines causes Environment Machinery People Methods Materials

8.2.2. Fishbone

8.3. Scatter diagram

8.3.1. Purpose Numerical data One variable on each axis works with continuous count data

8.4. Why-why

8.4.1. Features Tree diagram

8.4.2. Purpose Identify problem Continue to ask why

8.5. Process map

8.5.1. Features Flowchart

8.5.2. Purpose Clarify Improvements Procedures Displays Essential relations with process steps Decisions to be made Tasks with processes

8.6. Check list

8.6.1. Purpose Reduce failure Increase consistency

8.7. Run chart

8.7.1. Feature Line graph

8.7.2. Purpose Find Trends Patterns

8.7.3. Limitation Cannot tell if process if stable

9. Improvement Approaches

9.1. Approaches

9.1.1. Business Process Re-engineering (BPR) 4 stages Identify Make team of experts Find inefficient processes Re-engineer Competitiveness Customer service Cuts costs Connection of processes Revolutionary Radical

9.1.2. Lean 5 principles Identify value Map stream Create flow Establish pull system Pursue perfection 7 types of waste Defects Inventory Overproduction Waiting Transport Motion Overprocessing no waste Customer Perfection Variation

9.1.3. Six sigma 5 phases Define Measure Analyze Improve Control Identify defects Efficiency

9.1.4. Management engineering Measure Tools Test Knowledge

9.1.5. Total Quality Management (TQM) Cost Quality Meet customer expectation Procedure

9.2. Improvement

9.2.1. Radical Sudden Dramatic change Expensive New direction

9.2.2. Gradual Continuously Consistent Incremental 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 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 Features Flow Process map

10.2.2. Uses Better communication Developing business plans

10.3. Performance objectives

10.3.1. Speed External Short delivery time Internal Fast through put

10.3.2. Costs External Low price High margin Internal High total productivity

10.3.3. Quality Benefits Standardized process Less waste

10.3.4. Dependability In time delivery Products Services

10.3.5. Flexibility Specific Variety

10.4. Process types

10.4.1. Project Constructing a building

10.4.2. Job shops Decorating wedding cake

10.4.3. Batch shops Lego

10.4.4. Flow lines Car parts

10.4.5. Mass McDonalds

10.4.6. Continuous flow processes

10.4.7. Professional service Private chef

10.4.8. Service shop General restaurant

10.5. Layout types

10.5.1. Line layout Arrangement of products Chairs in restaurant

10.5.2. Fixed position layout Product stays stationary Buildings

10.5.3. Functional layout Grouping together According to function

10.5.4. Cell layout Arranged according to design of product

11. Capacity

11.1. Definition/role

11.1.1. Definition Number of output per period

11.1.2. Role Designing systems Check demand Measure supply

11.2. Demand/capacity

11.2.1. Demand Can vary Determines changes in capacity

11.2.2. Capacity Fixed Increases when demand is given

11.3. Measuring

11.3.1. Capacity planning Future growth plans Forecasting Market trends

11.3.2. Design capacity Engineered output of goods

11.3.3. Effective capacity Accounts for possible loses

11.3.4. Actual output Unplanned and planned loses

11.3.5. Rated capacity Highest production Through trials

11.4. Plans

11.4.1. Make to stock Fills shelves

11.4.2. Assembled order Perishable Made when order is placed Restaurant

11.4.3. Level Produces some output

11.4.4. Chase Matches demand Hotels

11.5. Queue systems

11.5.1. 4 types Mobile using phones Looking at waiting time Kiosk Medical/banking Technical system Unstructured Unpredictable Structured Predictable

11.5.2. Improve quality

11.5.3. Reduce waiting time

11.5.4. When a supply is demanded

11.5.5. Components Arrival process Service mechanism Structure of service Queue characteristics Selection of customers

11.6. Customer perceptions of Queueing

11.6.1. Influenced by factors Occupied 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 Expenses Future Events 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 Determine Capacity Prevent Queue

12.4. Quantitative forecasting

12.4.1. Time series Trend analysis Seasonality

12.4.2. Moving average Demand average Specific time period

12.4.3. Regression analysis Cause-effect Demand 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 Telephone network The internet

13.2.2. Flexible working working hours Job sharing Leaves and Sabbaticals

13.2.3. Ergonomics Work-related back injuries Sitting for too long

13.2.4. Teamwork Connect Communicate Collaborate

13.2.5. Design working environment Conventional work environment Enterprising work environment Social work environment Artistic work environment Investigative environment Realistic environment

13.2.6. Scientific management Taylorism Work efficiency

13.2.7. Behavioural Rotation Enlargement Enrichment Empowerment

13.3. Process Design

13.3.1. Performing tasks

14. Project Management

14.1. Project

14.1.1. 5 main phases Initiation Who is involved? Organize teams Identify key stakeholders required recources and where to source them Creating a Business Case Planning Identifying Fixing Clear understanding of Execution Implement your plan Tasks Project Manager Monitoring and control 5 key changes Project Manager controls Termination Closure stage Evaluation of the project

14.1.2. Typology Consulting projects Gives efficient answer to customer needs Scientific research projects Development projects Develops Innovation projects Training projects Divulgation projects

14.1.3. AON Technique Activity-on-node Activity Early Start (E.S) Activity Early Finish (E.F) E.F = E.S + Duration Activity Late Finish (L.F) Activity Late Start (L.S) L.S = L.F - Duration Activity Total Float (T.F) T.F = L.F - E.F T.F = L.S - E.S Critical Path Total Float = 0

14.1.4. Characteristics Objectives Project terminates Performance intensive Fixed budget Unique Temporary

14.2. Operation

14.2.1. Characteristics Objectives Efficiency Effective Ongoing Permanent Repetitive output