The General Manager of the four-star „Red Carpet Hotel? assigned us as advisers to scrutinize his belongings and rede him about alterations that are required to acquire the ISO 9001:2008 enfranchisement within one twelvemonth. Besides that. we were assigned to supply him a Customized Balanced Score Card and two cost estimations for betterments. necessary to make the ISO 9001:2008 demands. ISO ( International Organization for Standardization ) is the world?s largest developer of voluntary International Standards.
The organisation was founded in 1947 and has by now a web of institutes in 164 states. Since so. they have published more than 19 000 International Standards covering about all facets of engineering and concern. The Central Secretariat. that coordinates the system is located Geneva. Switzerland. ISO is a non-governmental organisation. which wants to make full the spread between the public and private sector. They want to enable a conformity. which meets both the demands of concern and the broader demands of society. To enable them. they are working with a methodological analysis for betterment: the Deming- or PDCA-Cycle.
The ISO 9001:2008 in general requires the execution of a Quality Management System ( QMS ) in the company.
The four cardinal phases of a QMS are: ? ? ? ? Management Responsibility Resource Management Product Realization Measurement. Analysis. Improvement
These phases are in changeless interaction between company and client since the company is expected to run into client outlooks and satisfaction. ISO 9001:2008 specifies demands for a quality direction system where an organisation: ? ? demands to show its ability to systematically supply merchandise that meets client and applicable statutory and regulative demands aims to heighten client satisfaction through the effectual application of the system. including procedures for continual betterment of the system and the confidence of conformance to client and applicable statutory and regulative demands
The execution of the ISO criterions in an organisation assure their clients that the merchandises and services are safe. dependable and of good quality. For concern. they are strategic tools that cut down costs by minimising waste and mistakes and increasing productiveness. They help companies to entree new markets. level the playing field for developing states and ease free and just planetary trade.
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2 Findingss of the Audit
2. 1 General Information about the Company
The „Red Carpet Hotel? is owned by the „Welcome Group of Hotels?-chain and is
located in Budva. Montenegro. The belongings features 58 invitee suites. a eating house. the „Rendez-Vous?-lobby saloon and an out-of-door across-the-board saloon. an out-of-door pool and an outsourced Spa and fittingness centre ( located at a nearby sister hotel ) . „Happy invitees result from happy staff which leads to a good merchandise. which in bend ensures ultimate loyalty? is the vision of the „Red Carpet? . The nucleus values are „happy guests? and „happy staff? . Thereby. they want to pull groups and households. with a higher living-standard from western states.
2. 2 Management Responsibility
2. 2. 1 Management committedness The departmental directors provide bi-weekly meetings for their staff. in which merely current subjects are discussed. The meetings are held for the section itself. so no other section is involved. Besides the results are non shared between the different sections. There is a supervising of the General Manager refering operational public presentations of the staff ( Management by Walking ) . Insurance that the quality policies of the hotel are established are merely on an unwritten footing during the daily work. Employees work after SOP’s. which the General Manager sees merely as a model and are besides checked by section caputs.
2. 2. 2 Customer focus The willing to fulfill the client is present. but with the hotel?s client analysis the guests’ outlooks are non met. Customer outlooks are communicated to the employees through the vision and SOP’s of the hotel and checked during the work processes. The remark cards and reexamine web sites to mensurate the satisfaction of the costumiers are non taken serious by the General Manager.
2. 2. 3 Quality Policy “Happy employees lead to happy customers” With this quality policy the chief aim of the „Red Carpet Hotel? is to maximise the satisfaction. The long term end of their policy is to guarantee the trueness of the invitees every bit good as of the staff. The hotel?s policy is communicated to the staff. but non the manner how to accomplish it. There is no frequent reappraisal of the top direction if the policy is accomplished. neither documented. nor in meetings. Improvements of the quality policies happen
during the work procedure and are non documented either.
2. 2. 4 Planing Responsible for the execution of the Quality Managements System and supervising of that is the General Manager and the in-between direction. Every section is responsible for its ain public presentation and communicates straight to the General Manager if there is demand of betterment. There
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is no interdepartmental guideline for the Quality Management System. Improvements of procedures are made straight by the Management and in-between direction and non documented so it is difficult to state to which widen the QMS itself is improved. Internal communicating between the sections does non take topographic point on a day-to-day footing.
Problems are being discussed in bi-weekly meetings by the in-between direction but non communicated to the employees to better the Quality Management System and work procedures. The consequences of the customers? feedbacks and the studies are shown to the departmental directors. but because the General Manager does non take them earnestly. they besides do non implement them to their procedures. Merely on-line reappraisal web sites are accessible for everyone.
2. 3 Resource direction
2. 3. 1 Provision of resources The resources to implement. maintain and better the effectivity of a Quality Management System are given. Due to the fact that the hotel does non hold a selling section. that analyses the mark group and their demands. wants and desires. they can non heighten client satisfaction because they do non cognize their demands exactly plenty.
2. 3. 2 Human resources The Human Resources Coordinator is responsible for the choice of possible new employees and the publication of specific occupation descriptions for the enlisting. They find new employees via their website and viva-voce. The course of study vitaes of the most suited appliers are handed by the Human Resources Coordinator to the departmental directors. The responsible director gives a recommendation to the General Manager. who makes the concluding hiring determination.
The hotel tries to engage more local staff. which is able to stand for the civilization. the country. is cognizant of the Montenegrin linguistic communication and portions the hotel vision. Choice is besides based on the attitude of the applier. followed by endowments and accomplishments of the person. Merely for the in-between direction and direction places. a higher educational degree ( work experience. academic instruction and linguistic communication accomplishments ) is required.
The current staff turnover rate rose compared to the last twelvemonth by 0. 3 % . All new staff must follow English categories when they are hired. Additionally they have workshops about the vision of the „Red Carpet Hotel? . the service attitude. the feedbacks and the customers? outlooks. Based on the place of the employee. they are trained in their section via the buddysystem. They receive a section manual. where the SOP?s are stated. These manuals are besides available in every section to look into. „Staff development plays an of import function in the motive of our staff and success of the hotel? states the hotel. But staff development preparations are non provided.
To mensurate the employees? public presentation. the „Red Carpet Hotel? relies on supervising by the Management Team. Once a twelvemonth. they review talent programs and agree on development actions of the persons. The taken steps of these reappraisals are merely documented if alterations occur by the Human Resources Coordinator. The departmental directors speak to their employees instantly. if something is incorrect. has to be changed or really good.
These sorts of reappraisals are non documented. The tools used to do the forces aware of their importance are wagess. like the „employee of the month? . employee assemblages and parties to bond with the hotel. The General Manager states that employee acknowledgment is besides really of import. done on a day-to-day footing. and is „particularly effectual if it takes topographic point in forepart of the employee?s peers? . Redundancies are merely made by the General Manager. The hotel uses a 3 measure system to warn the employee. except the individual did something wrong. which requires immediate fire.
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2. 3. 3 Infrastructure The „Red Carpet Hotel? fulfils all demands when it comes to edifice. workspace and associated public-service corporations. which are necessary to run as a hotel.
The employees have the basic needed resources to execute their undertakings successfully. but in some occasions extra equipment ( like a telephone at the forepart and back office ) is losing. In the hotel they are utilizing the PMS-system in conformity with the Micros-system and a Pin-Card-system for the stock list. The Maintenance section is in charge for the operation of public-service corporations and machinery. But barely any preventive actions are taken to guarantee their hereafter usage. If something interruptions down. they try to mend it. but if there is non adequate clip. they substitute it.
2. 3. 4 Work environment To guarantee a good working environment the departmental directors provide their workers with all the resources they need. The direction is focused on the employees? satisfaction. To guarantee it. they communicate on a day-to-day footing.
2. 4 Product Realization
2. 4. 1 Planning of Product Realization The „Red Carpet Hotel? has documented procedures that are needed for merchandise realisation. Every section provides its ain manual. to which the employees invariably have entree. but the workers need to cognize the manual that it is non necessary for them to look something up during work. All these manuals are focused on the chief end of the hotel – to fulfill clients. Partially. they have choice aims and demands for their merchandises.
The departmental directors and the General Manager are look intoing the public presentation on a day-to-day footing during the work flow. If necessary. they talk to the employees to better the procedures of merchandise realisation. This observation and the betterment of public presentation of the employees are non documented.
2. 4. 2 Customer-related procedures Due to the fact that the organisation has no documented client demands. those are met partly. General demands. for illustration comfy suites. full board and a pool. are fulfilled. The invitee is informed about the general footings and conditions of the hotel via the hotel?s web site. Furthermore the hotel tries to fulfill its clients with a good service provided by the staff.
Statutory demands. like the HACCP-concept. are implemented. Extra demands considered necessary by the hotel are for illustration All Inclusive. room service. concern Centre and currency exchange. Without a specific mark market analysis the hotel does non cognize all the demands and wants of the clients and is non able to run into them all. merely the satisfaction about the met demands is checked afterwards by feedbacks and questionnaires. The Buying Officer is responsible for the ordination and the credence of all the entrance merchandises. He is the 1. who decides if the qualities of the goods run into the organizations? demands.
Precisely formulated demands are non given. That is why the hotel merely meets them partly. The Buying Officer is besides responsible for the certification of bringings and the labelling of the stored goods. There is a changeless communicating between him and the sections. refering providers and ordered goods. The sections tell the Purchasing Officer what they need. but the concluding determination about the provider is made by the Purchasing Officer.
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2. 4. 3 Design and development The hotel has no specified Standard Operating Procedures sing the design. The General Manager takes attention about the advertizement. He prefers large letters in strong colorss to pull the readers? attending on the hotel?s proclamation. There is no specific design. neither appealing to the mark group. nor to the merchandise. It varies due to the day-to-day temper of the General Manager. The Head Chef is responsible for the bill of fare. No fixed design exists. but it is ever influenced by the season or particular offers. The design is non documented and it is ever created new. There is no fixed clip when it has to be changed or non. except from seasonal merchandises.
2. 4. 4 Buying The Purchasing Officer is responsible for the pick of all
providers and for the orders for all sections in the hotel. Due to the following standards the providers are selected: On clip bringing Competitive pricing Ability to run into specifications and criterions Product and service quality To discourse future concern and give feedback. one time a twelvemonth the Purchasing Officer organizes an unfastened forum with their 30 top providers.
This annual meeting was. refering to the hotel. ever really good to both parties. Neither the pick of the providers. nor the meeting is documented by the Purchasing Officer. Merely the ordination. the presenting procedure and the checking of the quality of the bringing are documented by him.
2. 4. 5 Production and service proviso The production and service proviso is described in the SOP’s and controlled by the departmental directors. For illustration in the kitchen the cooks have images and descriptions of how to bring forth a dish. The „Red Carpet Hotel? is checked by the “HACCP”-concept. The Head Chef provinces. that he controls every individual dish. before the server serves it to the invitee. The employees have about all the needed equipment to provide the merchandises in the best manner. e. g. a telephone in the Front and Back Office is losing.
The departmental directors are responsible for the production and service proviso in their section. They control everything during work. but this procedure is non documented. To procure the customers? belongings the hotel has a safe in the back office and every room has its ain safe to hive away the guests? valuable articles. If something gets stolen out of the safes the hotel is responsible and has to reimburse it.
Otherwise the constabulary has to make up one’s mind whether the hotel is responsible for the refund or non. As a buying system the hotel uses a Pin-Card-system. To take something out of the storage. every employee has to register with a card and the system notes down what and how much was taken out. Therefore system ever knows how much is in the storage. When the sum goes under a certain bound. the Financial Manager – who is responsible for the saving of merchandises – gets informed by a warning signal that there is non adequate nutrient. drinks or comfortss in the storage and new merchandises have to be supplied. Once a month the finance section has to number the stock list physically to look into if the system is working or non.
2. 4. 6 Control of monitoring and mensurating equipment As the hotel has no
overall system to supervise and mensurate the internal public presentation and production. it can non be controlled. Some little systems like the Pin-Card-system ( as mentioned in 2. 5. 5 ) – which is checked one time a month by the finance section – are under control. But as the hotel works more on a verbal footing and does non document and mensurate everything. it has hence non a batch of equipment for monitoring and measurement.
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2. 5 Measurement. analysis and betterment
2. 5. 1 General The current quality direction system. used by the „Red Carpet Hotel? . includes few structured methods that secure the conformance of the Hotel?s merchandises and its services. The manner actions and processs are measured and controlled. is done by the General Manager. Besides the departmental directors are involved in these measurement processs.
2. 5. 2 Monitoring and measurement The organisation of the „Red Carpet Hotel? collects and proctors information about guests? satisfaction. but they are non taken into consideration when doing new determinations. Top direction thinks information given by clients are bogus given by enigma visits are non important plenty The General Manager believes that assessments from reappraisal web sites are non true and were made by rivals to damage the hotel?s image although there is a clearly seeable form of issues pointed out by a batch of invitees.
Because of the low figure of enigma client visits. the results of these external audits are non important plenty to the hotel to be included in the determination devising procedure. Top direction uses the undermentioned tools for an internal audit service remark cards back-to-back studies to measure employee?s public presentation quality betterment suggestion signifier Audit plans are non implemented in the organisation. which show the position and importance of the procedures.
Staff members are ascertained carry throughing their undertakings by the General Manager during the work flow and when he notices something is done incorrectly. he instantly takes action and revises the employee. Departmental directors are besides advised by the General Manager to mensurate and command processs and the conformance of their merchandises by their ain in their section. Corrective actions are taken e. g. for the quality manual. whenever it is necessary.
There are no fixed times or guidelines. Frequently occurred errors are non documented. so it is non possible to continually better the quality direction system. The organisation uses normally used tools to mensurate the conformance for some merchandises. These tools are available for illustration in the kitchen. There are images of the prepared dish to guarantee equality of all dishes. The Departmental directors besides control the conformance of their merchandises before they are presented to the invitees. Another system the hotel has implemented in the F & A ; B section is the HACCP which guarantees hygiene.
2. 5. 3 Control of non-conforming merchandise If a merchandise does non run into the demands. the departmental directors take immediate action. so they are non seen by or served to the invitees. If after all these preventive actions still a ailment arises. the sections try to guarantee the conformance of the merchandise by replacing it through another. Deficient merchandises are/can be tried to repair ( e. g. suites division )
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implemented in other merchandises ( e. g. veggies converted into soup ) used by staff ( e. g. staff repasts. drinks )
2. 5. 4 Analysis of informations To corroborate the suitableness and effectivity of the QM-system the organisation collects informations in the signifier of invitee studies and staff suggestions. Tools to place suitableness and effectivity: client complaint/incident signifier a “Customer?s issues importance ranking”-list remark cards suggestion signifier for quality betterment invitees assessments from reappraisal websites Most of the consequences gained by these tools are non taken into consideration when doing a reappraisal refering the QM-system. Data from providers are collected by an yearly unfastened forum between the hotel?s 30 top providers to interchange feedback and discuss hereafter concern.
2. 5. 5 Improvement Due to the deficiency of certification within the organisation. betterment is merely done on an occasional footing. but in reviews the General Manager and the departmental directors decide on new procedures to better the QM-system if it is necessary. nevertheless these consequences are non documented. Non-conformities in the studies are ranked after the figure of occurred times but they are merely eliminated. if they are sedate.
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3 Decision
The result of the audit shows. that the current QMS of the „Red Carpet Hotel? is non sufficient plenty in order to have the ISO 9001:2008 certification.
One of the major issues refering direction duty is. that sections have meetings for themselves and make non pass on the consequences to other subdivisions of the company. So a large deficiency of interdepartmental miscommunication is given that costs the hotel a batch of money and prevents to fit up the relevant undertakings that need to follow with the merchandise demands. Due to a deficiency in market scan. the organisation does non cognize their mark group and therefore neither what they need and want. Guest studies are reviewed in a spasmodic manner and non taken serious into consideration when doing new. quality based determinations.
The resource direction of the hotel provides some things. which are necessary to execute the undertakings good. but there are still issues given e. g. there is no telephone in the Front and Back Office. Besides the staff is non trained the manner that ISO requires. Sing merchandise realisation. the hotel has merely partly choice aims and demands for their merchandises and SOP?s e. g. for the design.
The hotel chooses its providers after certain standards. which are non elaborate plenty for the ISO certification. Besides an overall system to supervise and mensurate the internal public presentation and production is non given. Merely little systems are checked e. g. the Pin-Card system by the finance section. Documentation and taking records of of import determinations. information. consequences and failures is one of the standards of the ISO organisation. but this is non done in the current system of the hotel. Raw data the company collects from studies and suggestion signifiers are non analyzed and hence non improved.
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4 Recommendation about required Changes for ISO 9001:2008 Certification In order to acquire the ISO enfranchisement. the „Red Carpet Hotel? needs to implement an improved Quality Management System. Both. the operational and the strategic degree are affected.
4. 1 New attack to Management Responsibilities
In order to implement a operation QMS that is understood by all employees and developed efficaciously and expeditiously. the duties need to be split up between strategic and operational governments in the ‘Red Carpet Hotel’ . The General Manager needs to concentrate on the scheme. so long term ends of the hotel. the mission. vision. values and quality aims of the hotel.
Operational duties need to be put on the section direction and in-between direction. supervised by the General Manager. A scheduled reappraisal of the procedures refering the QMS must take topographic point between the section direction and top direction. to guarantee the go oning suitableness of the QMS and possibility of betterment.
Procedure public presentation and merchandise conformance. every bit good as the position of preventative and disciplinary actions and betterments of the QMS demand to be discussed together. Not merely processes demand to be discussed to better the QMS but at that place besides necessitate to be a stronger focal point on the client demands and betterments of the merchandise related to that. Changes need to be documented and communicated to the employees every bit shortly as alterations occur.
We recommend a day-to-day fact sheet for employees to be up to day of the month on of import information and alterations. Customer remarks might be implemented in the day-to-day fact sheet. so that all employees have the possibility to be informed about the end product of the remarks cards.
The fact sheet is besides a good possibility for the General Manager to turn to his employees with information from his side.
We suggest a Quality Manager to be hired as the chief authorization for the QMS. This individual is particularly in charge for doing a new QMS together with the General Manager. to guarantee that procedures needed for the new QMS are established. implemented and maintained. He/she is besides in charge for the coverage of needed alterations of the QMS and is therefore invariably pass oning with section directors and the General Manager.
Department caputs are responsible for operational procedures and guaranting that processes needed for the QMS are established and communicated to subsidiaries giving changeless feedback to subsidiaries in assessments that are documented and scheduled coverage to the top direction and the Quality Manager of the betterments after a reappraisal As it is of import for the hotel to cognize the client demands. to make up one’s mind on the merchandise. we recommend to engage a Gross saless and Marketing Manager. That individual is specifically at that place to scan the market and expression for a specific mark group. the hotel can turn to in order to make clients more expeditiously.
Therefore it is easier for the hotel to guarantee that the QMS is suited to the demands of the client. He/she is besides in charge for the betterment and rating of the client remark cards of the hotel. as he has a good connexion to the invitees of the hotel.
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4. 2 New attack to Resource Management
Gross saless & A ; Marketing Specific governments of a Gross saless & A ; Marketing Manager. who has to be implemented. are as followed: ? ? ? ? ? ? ? ? ? ? ? develop a selling scheme and program improve the corporate individuality and design research and study on external chances manage the selling mix understand current and possible clients make client focused determinations manage bureaus step success manage the budgets evaluate and improve commend cards study on a day-to-day footing to the General Manager
By implementing this place. the quality of the merchandises can be improved.
Human Resources In the Quality Management System. Human Resources play a major function. when it comes to Resource Management. The „Red Carpet? implemented adequate tools to guarantee the handiness of possible new employees. But they should besides document the application-processes ( the rejected 1s as good ) to hold an feeling about the demand for the organisation.
This study should be compiled and presented in the fact sheet every six months. so that every employee is up to day of the month. The preparation processs in the „Red Carpet Hotel? have to be changed to accomplish the ISO 9001:2008 conformance. ? ? Trainings have to be provided by qualified ( in/external ) trainers Regular preparations need to be compulsory for the staff O to develop them: ? on the occupation ( operational and tactical accomplishments ) ? about the corporate individuality ( strategic preparation ) ? in the English linguistic communication
Refering to the preparations and the Employee Performance Check Sheets. we applied the Deming ( PDCA ) Cycle. to continuously better the efficiency and effectivity of them ( see appendix 9 ) . The frequences of the preparations depend on the necessity and the sections themselves. It is recommended to hold a higher frequence in the debut stage of the Quality Management System.
The preparations shall be documented. improved and its attempt shall be checked by the Quality Manager. In order to look into the attempt of the preparations. an internal audit squad dwelling of about 5-6 employees shall be compiled. The manuals created by the section heads shall be verified by the Quality Manager and General Manager and shall be improved on a regular basis to supply SOP?s. which are up to day of the month.
Annually reappraisals about employees? public presentation are non plenty. The certification of them. merely when a alteration occurs. is it neither. Changes to better this state of affairs shall be: ? ? bi-yearly reappraisals. which are documented by the departmental directors Employee Performance Check-sheets ( for illustration: was the telephone answered after 3 rings ) filled out ( at least one time a hebdomad ) by colleagues and documented by the departmental directors ; a follow up to the person ever have to be given to better quality and the public presentation of the
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employee or to demo him/her acknowledgment ; the General Manager and the Quality Manager shall reexamine the results every two months as good ( see appendix 6 )
Maintenance The „Red Carpet Hotel? needs to take preventive actions to guarantee the functionality of the public-service corporations and machinery for the hereafter. The care section besides has to enter for illustration dislocations or other issues with public-service corporations of the hotel. These informations shall be compiled and presented monthly to the Quality Manager.
Telephone System The ISO 9001:2008 requires that the organisation provides the substructure. necessary to carry through client demands. Since there is no telephone. for illustration in the reserves section. possible clients are non able to book this manner. So a telephone. which is connected with all the others in the hotel. has to be implemented.
4. 3 New attack to Product realisation
As for ISO 9001:2008 it is necessary to put specific quality aims. we recommend the „Red Carpet Hotel? to implement specific Standard Operational Procedures for each section. These SOP?s should include a elaborate description of the working processes and a definition of the merchandise ( like the images in the kitchen. how a dish should be prepared and how it should look like ) and which resources are required.
To maintain them up to day of the month. the General Manager and the Quality Manager have to look into the SOP’s every 2nd month and better them based on customers’ demands. The departmental directors need to look into them during the on the job procedures and if something does non work good. inform the GM and the QM about necessary alterations. which have to be implemented instantly. To better these SOP?s it is recommended to do a elaborate analysis of the mark markets and their demands and wants. It is besides necessary to document all these processs on a written footing and safe the information with a suited system like PMS ( already exists in the hotel ) .
The General Manager and the Gross saless & A ; Marketing Manager need to keep the information to be ever up to day of the month with the guests? demands. After scrutinizing some of the hotel?s directors. we found out that there are high costs ( ˆ 46. 759. 00 ) due to internal miscommunication ( see appendix 2 ) .
To acquire the ISO 9001:2008 it is necessary to better the communicating. All the sections need to speak to each other and portion the information about the invitees. their behavior and demands and wants. Therefore we recommend to put a meeting every 2nd twenty-four hours for all the departmental directors to acquire informed about the other sections. After these meetings the directors should sit together with their employees to portion the of import information.
Rooms Division In conformity to make a higher degree of quality. the needed equipment demands to be provided to the staff in all sections. The hotel has all the equipment. except a telephone at the Front Office and Back Office for incoming reserve calls. We extremely advise to supply this.
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F & A ; B The given manual from the „Rendez-Vous Bar? is non adequate and we recommend to better the content. How to respond on ailments How to manage ailments How to cover with unfriendly invitees Behaviour during bring forthing a drink ( the employee is still seeable for the invitee ) What to make when there is „nothing? to make As we do non hold all manuals from each section. we can non give specific recommendation about all the manuals. but all of them need to be really elaborate.
Buying The hotel?s choice standards for providers are non sufficient plenty to acquire the ISO 9001:2008. Therefore it is necessary to better the list of standards. We would urge the 23 standards by Dickson ( see appendix 11 ) . This choice procedure should be documented by the Purchasing Manager to do certain that the best providers are selected. Furthermore the list has to be up to day of the month all the clip ; e. g. if one provider rises the monetary value. it needs to be documented instantly.
Marketing To acquire the certification it is necessary to implement a specific design for the hotel. This design should reflect: the quality the hotel?s policy the trade name / name the merchandise the service the mark market?s demands Furthermore the design needs to be the same in advertisement. at the hotel?s web site. on the bill of fare and everyplace else where the hotel presents the name and merchandise. The client should be able to place the design and unite it with the merchandise and service of Red Carpet. The procedure of making the design should be documented and – if necessary – reviewed.
4. 4 New attack to Measurement. analysis and betterment
To run into the ISO criterions. certain alterations within the organisation have to be made. The general alterations will include the measuring of client satisfaction and merchandise conformance. Besides managing and certification of informations and information is one of the general alterations that need to be made.
Tools used for mensurating and roll uping client information and staff suggestions have to be upgraded. Guest satisfaction is one of the measurands of a quality direction system. For that the organisation shall ever supervise the information received from their clients. To derive even more specific information sing ailments. suggestions and betterments. the measuring tools need betterment.
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Improvement to mensurate Customer Satisfaction: Remark Card ( see appendix 5 ) O indispensable and extremely of import points e. g. “taste” and “freshness” in the FOOD-row are losing. o a line named “WHY? ” in which the invitee can province why he take a certain class. o ill-defined inquiries: “reason for traveling out to meal? ”- better “Why did you take our eating house? ” Staff can measure client satisfaction on a day-to-day. inexpensive footing by inquiring. Spoken feedback from clients should be recorded. documented and implemented in reappraisals.
Internal and external audits For internal audit. besides the staff should be introduced more into the procedure of bettering the QMS of the hotel. The suggestion signifier is non plenty to measure adequate information. The direction should implement awards or encouragements for the employees who help actively bettering the Quality Management System. To command the quality of the employees? public presentation. equals from other sections use the new Employee Performance Check Sheet ( see appendix 6 ) . All this should be done in short and fixed intervals during the twelvemonth. Besides an internal audit squad dwelling of 5-6 people should actively assist bettering the QMS.
This squad should hold a meeting one time a hebdomad where they discuss their consequences with the Quality Manager and so show the findings to the General Manager. For external audit. the figure of enigma client visits should be increased to have more effectual information. The current state of affairs shows. that the information gained from visits two times a twelvemonth is useless. The results of these audits should be recorded and monitored by the responsible director and besides be implemented in departmental. overall reappraisals and the day-to-day fact sheet.
To supervise and mensurate the procedures within the company. it is non plenty for the General Manager. to walk around watching the staff making their work. Flow charts and assessments made by departmental directors should vouch the procedures executed right. Mistakes and mistakes should be documented and implemented in the following reappraisal.
Non-conforming merchandises It is critical. that all incoming goods are non merely controlled by their measure features like weight. length. measure etc. but besides by their quality. if they meet the organisations merchandises demand. This can be done by cheque sheets. ISO states that it is non compulsory to document the monitoring and measurement of merchandise procedure. but it is of import to ever maintain an oculus on any operational procedures. which could hold an impact on the quality of the merchandise. Besides the individual who evaluates certain conformance standards on a merchandise needs to be authorized.
Datas To acquire the most out of the natural informations collected from studies. suggestion signifiers and audits. the organisation shall guarantee to roll up informations analyze the information buttocks the informations determine where there can be betterment within the organisation
The informations analysis should supply statements about customers„ satisfaction
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employees„ satisfaction conformance to merchandise demands features and tendencies of procedures and merchandises chances for bar action providers To analyze all the informations given. the hotel shall utilize modern quality techniques like the Pareto-Chart and the Ishikawa-Diagram. which are shown in the appendix 1 and 4 of this study. The Quality Manager shall carry through these undertakings and show them to the other directors who will discourse them with their employees. To run into the ISO demands. the organisation shall implement audit consequences analysis of informations disciplinary and preventative actions direction reappraisal to continuously better the quality policy. the quality aims and the QMS itself.
Corrective actions should non merely be taken entirely if non-conformities occurred. Besides entering what happened and seek to forestall it is necessary to choke the cause from the beginning on. All the appeared errors should be discussed with the employees in signifier of reappraisals. Through analysis of all the procedures and work flows once more and once more. jobs can be eliminated and repeats avoided. As employees are ever involved in operational procedures. their advices of betterment should be recognized.
5 Concluding Decision
Harmonizing to the demands to acquire the ISO 9001:2008 certification and the information we got during the auditing. our recommendations are as follows: recruit a Quality Manager recruit a Gross saless & A ; Marketing Manager implement a quality policy implement a Quality Management System do a market scan to cognize the customers? demands better the merchandise and the quality of merchandise and service set up and better quality tools ( e. g. guests? studies. PDCA-cycle ) develop the employees improve the internal communicating proctor and papers all processes The more elaborate instructions are mentioned in the „Gantt Chart? ( see appendix 10 ) and in the Customized Business Balanced Scorecard ( see PART II ) . If the „Red Carpet Hotel? follows all our recommendations. the hotel will be ISO certified within one twelvemonth.
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Quality Management Final Report 2012/2013 Team L9 The Hague
6 Cost Estimates for Improvements
6. 1 Staff-Training
„The greater the investing in employee preparation. the more profitable the firm? . was the result of an international study of more than 5000 organisations in 2006 by B. Hansson. Personnel Review. Besides that. it can pay off in more capable and loyal workers. The ISO 9001:2008 certification requires preparations to accomplish the necessary competency of the staff. To develop a preparation plan. we have to weigh the cost of the current job against the cost of developing to extinguish it.
The entire costs of ailments for 2012 are ˆ 51. 681. 00 ( see appendix 2 „Adjustment cost due to guest complaints? and „Complaint handling? ) . Due to the cyberspace reappraisal web sites. 15. 15 % of the ailments are attributable to staff ( see appendix 1 „Pareto Chart? ) . So the entire costs of ailments about staff are ˆ 7. 829. 67. Another cost factor is the rework due to miscommunication. which is ˆ 46. 759. 00 ( see appendix 2 ) .
So the entire costs of the current job related to staff are ˆ 54. 588. 67. The hotel should seek to pass non more than that on preparations. Refering to historical informations. the approximate costs for preparations per employee per twelvemonth are ˆ 890. 00. Attributable to this information. the „Red Carpet? would hold to put ˆ 73. 870. 00 for 83 employees.
To cut down those costs to ˆ 19. 281. 33. the hotel can do usage of different tactics: Look inside Employees in the organisation may be a rich beginning of preparation expertness and the relevancy of the preparation can be built in when it comes from person inside the organisation. If certain employees get professionally trained one time. they can develop the other employees of the company. To better their public presentation. plans like train-the-trainer would be applicable for that.
Focus preparation on what is needed Targeting preparation to specific spreads can do the preparation budget travel further. Capitalize on decreased costs of on-line preparation Online preparation offers the advantage of lower costs and acquiring preparation content out to more people than traditional schoolroom preparation can. To look into the attempt of the preparations it is utile to engage a Quality Manager ( which is besides required by ISO 9001:2008 ) . He or she can maintain path and organize the preparations themselves.
6. 2 Quality Manager and Gross saless & A ; Marketing Manager
The ISO 9001:2008 certification requires that the top-management appoints an employee. who is responsible for the quality of the hotel. A Quality Manager ensures that the procedures needed for the quality direction system are established. implemented. maintained and improved if necessary. Presently the Quality Related Costss are ˆ 246. 101. 00 ( see appendix 2 ) . We estimate a lessening to ˆ 142. 036. 00 by naming a Quality Manager.
Based on historical informations. the approximative gross-salary for a Quality Manager is around ˆ 55. 000. 00 per twelvemonth. The choice and enlisting costs have to be added to that. The mean costs for outsourced enlisting for a direction place are around ˆ 18. 000. 00 – ˆ 24. 800. 00. So the entire costs for the hotel to implement the Quality-Manager place in their hotel in the first twelvemonth are around ˆ 76. 400. 00.
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Quality Management Final Report 2012/2013 Team L9 The Hague
ISO besides requires that the organisation provides the resources needed to heighten the client satisfaction by run intoing the client demands. Whereas the work to have those resources is really extended and requires certain cognition. the „Red Carpet Hotel? should implement the place of a Gross saless & A ; Marketing Manager.
At the minute. the net gross of the hotel is ˆ 6. 578. 090. 00. By naming a Gross saless and Marketing Manager. we estimate extra net gross of ˆ 500. 000. 00 in the first twelvemonth. Based on historical informations. the approximative gross-salary for a Gross saless & A ; Marketing Manager is around ˆ 70. 000. 00. To enroll and choose an applier for this place. enlisting costs around ˆ 18. 000. 00 – ˆ 24. 800. 00 have to be added. So the entire costs for the hotel to implement the Gross saless & A ; Marketing Manager place in their hotel in the first twelvemonth are around ˆ 91. 400. 00.
6. 3 Decision
To accomplish a higher quality of the public presentation of the „Red Carpet Hotel?s? employees. we want to replace the costs related to staff failure by the costs related to staff preparations. The new Quality Manager will be in charge of these preparations and the quality related to that. He/she will besides be in charge of the other causes accrued to disappointing quality and the costs related to them. The new Gross saless & A ; Marketing Manager will guarantee that the demands of the targeted clients are met to raise client satisfaction and hotel?s gross.
So the approximate costs for the preparations and new places for the approaching twelvemonth will be around ˆ 222. 400. 00. Therefore we estimated a lessening in quality related costs to ˆ 142. 036. 00 and extra gross of ˆ 500. 000. 00. the „Red Carpet Hotel? can anticipate a net income of ˆ 135. 575. 33 by implementing preparations and naming a Quality Manager and a Gross saless & A ; Marketing Manager.
Net income and loss before and net income and loss after one twelvemonth. Property Costss of ailments due to staff rework due to miscommunication Profit and loss before -ˆ 7. 829. 67 -ˆ 46. 759. 00 -ˆ 54. 588. 67 -ˆ 76. 400. 00 -ˆ 91. 400. 00 Quality related costs ( besides the above mentioned ) -ˆ 191. 512. 33 -ˆ 142. 036. 00 Trainings Quality Manager Gross saless & A ; Marketing Manager Quality related costs Net income and loss after one twelvemonth Property
+ˆ500. 000. 00
Extra Gross due to better aiming and client focal point Entire
Entire
-ˆ 246. 101. 00
+ˆ 135. 575. 33
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Quality Management Final Report 2012/2013 Team L9 The Hague
Part II: Customized Business Balanced Scorecard Proposal
1 Introduction
In order to acquire the ISO 9001:2008 certification some alterations are necessary for the „Red Carpet Hotel? . These alterations should implement a better quality and hence lead to a higher guest?s satisfaction. To better the quality of a hotel the Business Balanced Scorecard ( BSC ) is a really helpful direction tool. With this tool all concrete ends and the manner how to accomplish them can be defined. The BSC was created by Robert S. Kaplan and David P.
Norton and since more than 20 old ages it is one of the most used direction tools. Alternatively of looking backwards. with implementing the BSC a company is looking and traveling forwards. In the center of the BSC stands the vision and mission of the company. Around that. there are the four affected positions: Financial position Customer position Learning and Growth Internal Business Procedures Due to the alterations sing to the execution of the ISO 9001:2008 certification. we created a customized Business Balance Scorecard for the Red Carpet Hotel.
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2 The Strategy and the four BSC dimensions
2. 1 Vision and Mission
„Happy invitees result from happy staff which leads to a good merchandise. which in bend ensures ultimate loyalty? – as the current vision of the hotel is non suited for the ISO 9001:2008. the direction needs to implement a new vision and mission. As a four-star-hotel the chief focal point of the new Quality Management System should be high quality in production and bringing. With more information about the guest?s demands the merchandise and service can be improved. which leads to the current chief end of the hotel – to maximise guests? satisfaction. To go the prima hotel in the country of Budva. non merely the mark market should be analysed. an analysis of the environing country and the civilization is necessary every bit good.
2. 2 Financial Perspective
Many companies focus their fiscal position on three major statements: to last. to win and to thrive. As the „Red Carpet Hotel? had expected a net income of ˆ 466. 420. 00 ( see appendix 3 ) . but performed a loss of ˆ 288. 825. 00 at that place necessitate to be some alterations. The costs due to guests’ ailments ( see appendix 2 – „Adjustment cost due to guest complaints? and „Complaints handling? ) should be dissolved within 3 old ages. To diminish these costs. the hotel?s staff should respond on ailments instantly and decide the cause and do certain that it will non go on once more. Furthermore it is really of import to larn how to respond on kicking clients. that they are non annoyed.
This can be learned in particular preparations. Not merely costs are reduced. besides the customers? satisfaction additions and hence the quality of the „Red Carpet Hotel? . The communicating between the different sections does non work really good and that leads to high costs due to internal miscommunication ( see appendix 2 – „Rework due to internal miscommunication? ) . Particularly during the last twelvemonth these costs were doubled.
To diminish them once more. the departmental directors should sit together in meetings at least three times a hebdomad to portion their information about the clients. The shared information is so told to the employees and so everyone knows everything of import about the invitees and there is no internal miscommunication that affects the day-to-day work flow.
2. 3 Customer Perspective
As there are tonss of ailments. the customers’ satisfaction should be improved. Therefore the hotel needs to do a elaborate analysis of the mark market to calculate out all the guests? demands and wants. With this information an improved and personalized merchandise can be offered. based on the guests? demands which meets their outlooks and leads to high satisfaction. The information has to be continuously improved.
Quality Management Final Report 2012/2013 Team L9 The Hague
The feedbacks and studies are a good possibility to look into the satisfaction continuously. To acquire informed about the guests? sentiment. more feedbacks and studies need to be handed in. Therefore the hotel should advance them in the suites. at the response. at the saloon and in all other public countries of the hotel.
Furthermore the trueness of invitees should be improved. With the elaborate mark market analysis ( as mentioned above ) the merchandises are more suited to the hotel?s clients which leads to higher satisfaction and the consequence is that the invitees tell their friends about it and come back. Positive word-ofmouth and regular invitees reflect a well acting and high quality of the hotel.
2. 4 Learning and Growth
As we noticed that many ailments are due to the staff’ public presentation. this issue should be improved every bit good to make a higher guests? satisfaction. With implementing the elaborate and specific SOP?s for each section. the employees are better prepared and can execute more effectual.
The meetings and shared information between the different sections ( as mentioned in 2. 2 Financial Perspective ) . every bit good as extra preparations for each section aid to better the quality of the public presentation. The consequence of these preparations are displayed in the customer?s remark cards ( e. g. „service knowledge? ) To do certain that the hotel hires the best staff. the making degree at the engaging procedure should be higher. For illustration at that place necessitate to be a higher degree of linguistic communication accomplishments set.
At least English is necessary to work in an international hotel. Even the instruction and the work experience should be improved and the hotel needs to put higher criterions for the hiring procedure. Furthermore the direction of the „Red Carpet Hotel? should implement excess preparations. With all these extra preparations and the higher instruction. the employees could be empowered. They can be responsible for more parts of their work and therefore the staff works more independently. which raises the degree of quality.
2. 5 Internal Business Procedures
With set uping a new Quality Management System. internal procedures are automatically affected. The chief end of the QMS and the associated Standard Operational Procedures is to supervise and document every procedure in conformity to carry through everything on the ISO 9001:2008 checklist ( see appendix 7 ) . As mentioned above ( see 2. 2 Financial Perspective ) the costs due to ailments are excessively high.
The figure of ailments should be lower. Therefore the hotel?s staff needs to respond on ailments and decide the causes to do certain that it will non dissatisfy a invitee once more. After three old ages all the causes should be identified and resolved. No dissatisfying state of affairss
lead to no more ailments.
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Quality Management Final Report 2012/2013 Team L9 The Hague
Part III: Appendixs
1 Pareto Analysis
Complaint-Review-Impact on possible clients based on a travel reappraisal web site
Complain Quantity Quantity % Helpful Review Impact on possible client Cumulative % Food 8 24. 24 31 248 44. 21 Pool & A ; Beach 5 15. 15 26 130 67. 38 Staff 5 15. 15 16 80 81. 64 All inclusive 4 12. 12 8 32 87. 34 Rooms 3 9. 09 9 27 92. 16 Security 3 9. 09 7 21 95. 90 Reservation 3 9. 09 5 15 98. 57 Others Sum 2 33 6. 06 100 4 106 8 561 100. 00
300 250
200
150 100 50 0
100. 00 90. 00 80. 00 70. 00 60. 00 50. 00 40. 00 30. 00 20. 00 10. 00 0. 00
Impact on possible client Cumulative %
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Quality Management Final Report 2012/2013 Team L9 The Hague
2 Quality Related Costss
Red Carpet Hotel
YTD – 2012 Quality Related Costs Rework due to internal miscommunication
Care of installation & A ; suites Cost of non-confermance Adjustment cost due to guest ailments Ailments managing Waste Correcting imperfectness ˆ 246. 101. 00 ˆ 46. 759. 00 ˆ 39. 376. 00 ˆ 34. 454. 00 ˆ 27. 071. 00 ˆ 24. 610. 00 ˆ 19. 688. 00 ˆ 14. 766. 00 % of entire costs YTD – 2013 Budget ˆ 142. 036. 00 ˆ 10. 000. 00 ˆ 46. 538. 00 ˆ 30. 249. 00 ˆ 15. 000. 00 ˆ 10. 000. 00 ˆ 18. 615. 00 ˆ 11. 634. 00 2013 compared to 2012 57. 7 % 21. 4 % 118. 2 % 87. 8 % 55. 4 % 40. 6 % 94. 5 % 78. 8 %
19. 0 % 16. 0 % 14. 0 % 11. 0 % 10. 0 % 8. 0 % 6. 0 %
ˆ 240. 000. 00 ˆ 200. 000. 00
ˆ 160. 000. 00 ˆ 120. 000. 00
ˆ 80. 000. 00 ˆ 40. 000. 00 ˆ-
2012 2013
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Quality Management Final Report 2012/2013 Team L9 The Hague
3 Fiscal Performance
Red Carpet Hotel YTD – existent Total Revenue Rooms F & A ; B Conference Telephone Other Income ˆ ˆ ˆ ˆ ˆ ˆ 6. 578. 090. 00 1. 704. 079. 00 1. 787. 668. 00 2. 843. 605. 00 42. 678. 00 200. 060. 00 25. 905 % 27. 176 % 43. 228 % 0. 649 % 3. 041 % % of entire gross ˆ ˆ ˆ ˆ ˆ ˆ YTD – budget 7. 245. 591. 00 1. 710. 910. 00 2. 158. 266. 00 3. 138. 340. 00 44. 527. 00 193. 548. 00 existent compared to budget -9. 213 % -0. 399 % -17. 171 % -9. 391 % -4. 153 % 3. 365 %
Suites
F & A ; B Conference Telephone Other Income
ˆ 8. 000. 000. 00 ˆ 7. 000. 000. 00 ˆ 6. 000. 000. 00 ˆ 5. 000. 000. 00 ˆ 4. 000. 000. 00 ˆ 3. 000. 000. 00 ˆ 2. 000. 000. 00 ˆ 1. 000. 000. 00 ˆ-
existent budget
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Quality Management Final Report 2012/2013 Team L9 The Hague
4 Ishikawa Diagram
Poor client satisfaction of leisure and concern invitees. To visualise the causes and effects of the hapless client satisfaction of the ‘Red Carpet’ . we created an Ishikawa ( or Fishbone ) diagram. Causes are grouped into the chief classs Product Methods Manpower Material and possible factors doing the consequence hapless client satisfaction are linked to those.
1. Product One cause of the deficient merchandise realisation to fulfill the clients of the Hotel is the Food and Beverage Department. 44. 52 % of the guest complains were caused by unsatisfying quality of that section. Leaning on an on-line reappraisal web site and the remark cards. the invitees are non satisfied with the gustatory sensation of the nutrient. as the nutrient is frequently non cooked good. Furthermore. there is a weak fluctuation of the counter for across-the-board invitees. as invitees complained for illustration about insistent repasts every dark and a hapless bite pick.
Food and drinks for diabetic invitees is non offered and merely a hapless pick for vegetarians available. Drinks for across-the-board invitees besides have to be ordered at the Pool saloon exterior. which is unsatisfying. when it is raining. 23. 34 % of the invitees complains were about the Pool & A ; Beach country. Being good booked. the hotel can non supply its invitees with adequate Sun beds or other possibilities to shelter from the Sun.
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Quality Management Final Report 2012/2013 Team L9 The Hague
As there are no conference suites there are no possibilities for concern invitees to keep conferences and meetings in the hotel. which causes a stay off of concern invitees.
2. Manpower The unfriendliness of the staff was mentioned many times by invitees on the online reappraisal web site. 14. 36 % of the guest ailments were caused by the staff. Ailments by invitees remaining in the hotel were handled non at all or non hearty by the staff and it was mentioned that employees frequently do non smile and are ill-mannered and dismissive to invitees. Many employees do non talk English good and are unmotivated. which is besides shown in the employee satisfaction study. ( November 2011. overall employee satisfaction: 2. 6 / 5 ) .
There is besides a high absenteeism ( 5. 95 % ) and turnover rate ( 3. 3 % ) of employees. which has a bad influence on the twenty-four hours to twenty-four hours public presentation of the employees. The employees have a deficiency of old work experience and cognition. as there are non plenty and hapless preparations through the brother system preparation.
3. Methods Methods and internal public presentation of the hotel besides cause a low invitee satisfaction. Rework due to internal miscommunication causes the highest quality related costs in the hotel ( ˆ 46. 759. 00 in 2012 ) . A certification of procedures. reappraisals and such does non take topographic point on a regular basis and of import information is communicated merely orally on a day-to-day footing. Appraisals are annually. therefore employees are non on invariably on path of their ain work public presentation. as suggestions for betterment and unfavorable judgment are largely given merely during the procedure. Another cause is the organisational construction of the ‘Red Carpet Hotel’ . It is hard for the hotel to make its clients. because there is no Gross saless and Marketing Manager and there is a excessively wide cleavage.
Furthermore. there is no individual focused on the establishing. certification. execution and care of a quality direction system. A method to analyze guests? ailments is the remark card that is handed out to invitees. That is seen as unimportant by the General Manager. who is in charge for those. Therefore there are no regular analysis of the remark cards. no reactions towards the invitees. criticised standards non improved and the remark cards itself are non improved either.
4. Material In the Travel reappraisal web site. invitees repeatedly complained about the status of the hotel suites. There were for illustration dirty and burned discolorations on the sheets. the air conditioning was in a bad status and there came a odor of sewerage from the drain. A fingerstall that was provided by the hotel was broke and non cleaned. The work equipment is merely fixed. when breakage is already noticed and rarely replaced.
A saving and routinely cheque of the equipment does non take topographic point sufficiently. which besides worsens the work flow of the employees. A telephone is losing in the reserve section. which makes communicating between the invitee and this section merely in written signifier possible.
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5 Remark Card games
5. 1 Analysis
Menu Choice % 2009 2010 2011 2012 Poor|Fail Good|Excellent Poor|Fail Good|Excellent Poor|Fail Good|Excellent Poor|Fail Good|Excellent 15. 2 84. 8 12. 6 87. 4 11. 6 88. 4 15. 9 84. 1 ? 2. 5 ? 2. 6 ? 2. 6 O ? 2. 55 ? 2. 5
Wine list % 2009 2010 2011 2012 Poor|Fail Good|Excellent Poor|Fail Good|Excellent Poor|Fail Good|Excellent Poor|Fail Good|Excellent 17. 3 82. 7 10. 8 89. 2 10. 3 89. 7 14. 2 85. 8 ? 2. 5 ? 2. 7 ? 2. 7 O ? 2. 58 ? 2. 4
Food prepared as ordered % 2009 2010 2011 2012 Poor|Fail Good|Excellent Poor|Fail Good|Excellent Poor|Fail Good|Excellent Poor|Fail Good|Excellent 12. 2 87. 8 11. 7 88. 3 8. 3 91. 7 9. 3 90. 7 ? 2. 8 ? 2. 8 ? 2. 6 O ? 2. 7 ? 2. 6
Reservation taking % 2009 2010 2011 2012 Poor|Fail Good|Excellent Poor|Fail Good|Excellent Poor|Fail Good|Excellent Poor|Fail Good|Excellent 43 57 33. 8 66. 2 33. 8 66. 2 41. 7 58. 3 ? 1. 7 ? 1. 9 ? 1. 9 O ? 1. 78 ? 1. 6
Quality Management Final Report 2012/2013 Team L9 The Hague
Server cognition % 2009 2010 2011 2012 Poor|Fail Good|Excellent Poor|Fail Good|Excellent Poor|Fail Good|Excellent Poor|Fail Good|Excellent 18. 6 81. 4 19. 3 80. 7 19. 2 80. 8 19. 7 80. 3 ? 2. 3 ? 2. 3 ? 2. 3 O ? 2. 3 ? 2. 3
Timeliness of service % 2009 2010 2011 2012 Poor|Fail Good|Excellent Poor|Fail Good|Excellent Poor|Fail Good|Excellent Poor|Fail Good|Excellent 27. 4 72. 6 18. 2 81. 8 16. 9 83. 1 21. 5 78. 5 ? 2. 2 ? 2. 4 ? 2. 4 O ? 2. 28 ? 2. 1
Server friendliness and heed % 2009 2010 2011 2012 Poor|Fail Good|Excellent Poor|Fail Good|Excellent Poor|Fail Good|Excellent Poor|Fail Good|Excellent 38. 8 61. 2 45. 6 54. 4 42. 8 57. 2 44. 4 55. 6 ? 1. 6 ? 1. 6 ? 1. 6 O ? 1. 63 ? 1. 7
Overall Experience % 2009 2010 2011 2012 Poor|Fail Good|Excellent Poor|Fail Good|Excellent Poor|Fail Good|Excellent Poor|Fail Good|Excellent 16. 2 83. 8 11. 4 88. 6 11. 8 88. 2 9. 7 90. 3 ? 2. 8 ? 2. 6 ? 2. 7 O ? 2. 63 ? 2. 4
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5. 2 New Comment Card
Together for Quality
Name: ____________________________________ Date of visit _____________________________ Please rate your overall satisfaction
FOOD Presentation: Menu pick: Taste: Freshness: Particular wants: Excellent Excellent Excellent Excellent Excellent Good Good Good Good Good Fair Fair Fair Fair Fair Poor Poor Poor Poor Poor
Extra remarks you want to state us: __________________________________________
SERVICE Reservation taking: Waiter cognition: Server visual aspect Timelineness of service Wine list Excellent Excellent Excellent Excellent Excellent Good Good Good Good Good Fair Fair Fair Fair Fair Poor Poor Poor Poor Poor
Extra remarks you want to state us: __________________________________________
AMBIANCE Lighting. decor Music: Temperature: to much to loud to warm appropriate comfy comfy excessively small to hush to cold
Extra remarks you want to state us: ___________________________________________
OTHER Will you recommend us to other invitees? YES NO. Why non? ______________________
If you would wish to have information about particular events. offers or bill of fare. delight experience free to give us your electronic mail reference. __________________________________________________________
Thank you really much for assisting us better
Quality Management Final Report 2012/2013 Team L9 The Hague
6 Employee Performance Check Sheet
Drinks Service Total Score: ___________ Date and Time: _____________________ Standard 1 2 Was the invitee greeted within one minute after come ining the saloon? Was the drinks order taken within three proceedingss after puting the guest? Did the employee show good menu and merchandise cognition while taking the order? Did the employee offer a assortment of trade names / different kinds while taking the drinks order? Did the employee ask the invitee. if he/she would wish to eat in the saloon ; if yes. did the employe
