Ifma facility management of the year award 2011 sir plantin hotel antwerp presentation
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Transcript of Ifma facility management of the year award 2011 sir plantin hotel antwerp presentation
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Sir Plantin Hotel Antwerp • Trendy lifestyle hotel • Living room concept • Great significance for money• Added value and service concepts
Our competitive edge :
• An excellent prize-quality ratio
• Exceeding expectations of our guests (also in the high housekeeping standards)
• The offering of warranty-concepts like Sir’s ‘No Excuse’ program and the ‘100 % Conference Satisfaction Guarantee’
• Complementary services & added value as free minibar, free Express Sir’s
Grab & Run breakfast and free Wi-Fi
Brief presentation Sir Plantin Hotel
Summary of the facility organization
• Increase strength by thinking cost effective
• 1 partner (ISS)
• ISS • Cleaning from rooms, public & back of house areas• Washroom services• Night survaillance with soft check-in and check-out facilities• Setting up meetingroom• Catering (breakfast, banqueting, bar and seminar service)• Windowcleaning, gardening, handyman service, pest
control, HVAC, snowplowing, Christmas decoration
• Direct communication between Housekeeper Manager and Operation Manager of Sir Plantin & decisions will be taken together
Housekeeping Manageru
= A critical role to the success of the operation
• Has complete ownership and responsibility of the Housekeeping service
• Is our contact person for all the services provided
Supervision
• Responsible for checking the quality of cleaning and standard on a daily basis
• Report all maintenance faults + monitore on a daily/weekly basis
• All supervisory lever employees will have previous experience of the role in a similar brand hotel or will have been recognized as a ‘star of the future’ and will be fast tracked through a supervisory training program
Catering
• Breakfast (Express grab and run and Breakfast Buffet)
• Meeting and events
• Bar
General description of the project
• Starting up a new hotel -> decision: outsourcing of certain services
• Providing solutions to the flexibility-problems who frequently occur to hotels
• Facility services have an impact on the organisation and HR workforce of the hotel + customer experience
• Quality control of the facility services = based upon measurable results (customer comments, visits from mystery guests, routine inspections & daily reports from the responsible from the hotel)
Detailed description
• Start April 2010
• Different stadia?• Bidding and negotiations phase of the project• Detailed constructive phase• Major pre opening clean-up (also industrial cleaning)• Startup phase / daily operations of the project
• Implementation completed? • Our cooperation has no end-date
• Evaluation degree of success?• After the startup phase we noticed
from our own monitoring reports the success of the operation
• Booking.com 8,5/10 based upon 248 guest comments till 21/03/2011
• Investment project?• ISS carried certain investment fees (Eg purchasing of housekeeping trolleys, installation of linnen and storage room, housekeeping office, working equipment, staff uniforms and lockers, products,...)
• Involvement ISS?• About 25 people from different divisions
• Management and operational • Commercial • Implementation & representation for each division
(Eg pest control, catering, washroom services, window cleaning…)
• Involvement Sir Plantin?• The general manager• Operations manager• Front Desk
• Survace?• 8370 m²
Objective of the project
• Situation added value? • Reduction indirect costs (No HR department and related cost)• Scalability of the cost in function of the hotel’s occupation• Quality service• Housekeeper manager on duty who co-ordinates with the
hotelmanagment
• Innovativeness?• Budget and cost control • Integrated facility outsourcing
• Evolution? • From supposed high internal staff count (50+) to a small
headcount of approx. 15 co-operators
• Expected results? A successful company where bookers, guests, employees,
shareholders, management company and all stakeholders such as ISS are satisfied
• Concerned departments? • Purchasing, Finance, Logistic
• Reducing workload purchasing• No HR inside Sir Plantin• Simplification budget A&G
• Involvement Senior Management?• Follow-up• Major decisions and changes• Evaluation of provided facility services
• External help of consultants?• The project was initiated by the management of the Sir Plantin
Hotel Antwerp and was developed with the local team
Project Management
• Management of initial problems?• Recruitment of qualified staff• Planning of flexible work schedule• Budgeting of facility costs• Cost-analysis for facilities• Social HR-aspect
• Objectification and quantification of needs?• Based upon ‘Outsourcing Quickscan’- document
• Evaluation of the necessary investments?• Saving time from recruitment & setting up HR department• Purchase & contract negotiation with suppliers• Training of staff
• Preparation of the action plan and the procurement?• Preparation of action plan and the procurement by making
discussions with potential facility providers• Dialogue between all departments• Establishment of a pro- and counter plan per department• Financial analysis
• Measurable performance indicators?• Comments of our guests• Reviews directly or through third party given at the hotel• Management by ‘walking around’
• Through which information sources?• By guest-questionnaire• Assessment pages on the websites of third-party booking
channels• Evaluation reports from our mystery guests
• Use of specific instruments to determine success?• Every guest rates hotel facilities at a number of criteria• Daily evaluation reports• Biennial audit of a mystery guest who is also specialized in the
field of hotel facilities
• Have been used for this project?• These are commonly used techniques who allow us a finger on
the pulse and quick response to make adjustments
• Communications to the management of the organization:• The management was narrowly involved• Few communication problems where solved by
• Team room of ISS• Central management and easy access to documents• The management was involved in commercial and transition
steps
• Involvement suppliers and staff?• Staff of Sir Plantin Hotel were informed in early stage • Communication with suppliers from different pathways
• Press Releases• Social Media, such as Facebook/Twitter/ LinkedIn
• Management communication by Sir Plantin during periodic meetings within the tourism organization of Antwerp
• Within ISS through a news-mail and intranet + staff magazine
• Directly affected users?• Guests are not directly informed• The objective is to optimize customer service • Towards the guests, the hotel retains full responsibility for its
outsourcing policy
Implementation of the project
• Obstacles with the development?• Regular adjustments depending on the situation• Review of the concept to the legal framework to achieve a
workable and manageable task within the partnership
• Solutions?• Open communicaton between hotel & facility providers
• Implementation within time frame?• The main deadlines were not met as was evident by the
numerous changes of the new hotel opening date
• Which delays were incurred of the time table?• With a delay of time in opening date this project was pushed
back which put the flexibility of both companies to the test
• Could these delays be caught up again?• It was impossible to restore the time lost• Therefor both parties had to make major efforts such as
additional staff, to work under a lot of pressure until creative solutions were found
Results• Financial results of the project
• Costcontrol in the areas of:• HR• Executive housekeeper and supervisors
• Less confrontation with:• Fluctuating schedules (weekends – weekdays)• Absenteeism problem• Associated costs
• What is in this perspective the return on investment?• Startup of the hotel gives fluctuating occupancy -> outsourcing
has a positieve influence on the ROI
• Simplify the procedures? • Simplification of internal stress and worries• Less own employees• Fewer staff expertise (HR, Exec HK)• Clearer procedures
• Increase of the efficiency & quality?• High flexibility and quality service (ISO norms)• Assurance of quality is important in a service providing
organization like ours
• What is the impact of the project on user satisfaction? • Increased guest satisfaction• Less stress moments provided by secured service• Higher expectations of the guests
• Which positive impact the project had on the environment?• ISS helps us in different ways:
• They have the ISO14001 tag• Partnerships with suppliers of green cleaning lines• Based on several initiatives regarding diversity• Golden Service Award in 2010 for Sustainability
• Which impact has the project on the company / community?• A positive working environment within the company• Happy Staff = Happy Customers = Happy Employers• Our customer-driven team can be more focused on guest
satisfaction and offering services beyond expectations
Benchmark
• To what extent is this project a model for the best practice case within the organization?• Learning experience for our hotel, our management company
and as a fact for the Belgian hotel sector in general as we are experimenting the implementation of the first full integrated facility concept
• To what extent is this project a model for best practice case against the art of Facility Manager?• Deeper penetration in the non-core activities of the hotels ->
possibility of greater service delivery and on-site management to take on
• Its evolution into a total provider of facility services• This gives hotel the opportunity to focus more on the essence of
the hotel industry and core business success of the company