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1927, The Ritz-Carlton Boston hotel welcomed its first guests to stay honorable. Since then, the lion and crown logo has been marked a supreme luxury and beautiful legends like the kind hospitality of the Road. Today, headquartered in the United States, The Ritz-Carlton Hotel Company, has developed into the world's leading luxury hotel management company. In the international upscale hotel, The Ritz-Carlton has been recognized as a leading super brands. The Ritz-Carlton hotel is committed to excellence, quality, elegance and outstanding service, exclusive luxury hotel facilities and exquisite delicacies Jacuzzi, it has long been a world-class hotels occupy the leading position.
MerV Meeting Event Reliability Victory Teamwork, Improving Performance From... Better To Best The Ritz-Carlton, Naples The TEAM MerV • Ted Cwikowski, Conference Services • John Golec, Audio Visual • Mike Collins, Rooms Division • John Pochopin, Conference Services • Manuel Deisen, Conference Services • Mary Ann Szlachetka, Food & Beverage • Jennifer Ehrmann, Sales Department The Ritz-Carlton, Naples How does the improvement project MerV support Ritz-Carlton’s strategic plan? REASON for IMPROVEMENT The Ritz-Carlton, Naples Element 1.1 Who is impacted by the MerV System? MerV STAKE- PHASE HOLDERS Sales Pre-Event Event Post-Event Meeting Planner External Attendees Sales Mgr. Conference Service Managers & Destination Services Internal Culinary Staff Banquets & Rooms Division Accounting REASON for IMPROVEMENT The Ritz-Carlton, Naples Element 1.2 Who helped establish the improvement project? MerV Corporate Office Sets The Strategic Direction The Ritz-Carlton, Naples Guidance Team Sets The Approach Client Project (Meeting & Team Planner) Allocated 100% Resources Customer Retention REASON for IMPROVEMENT The Ritz-Carlton, Naples Element 1.3 Who helped establish the improvement project? MerV IMPLEMENTATION IMPLEMENTATION MerV PHASE III PHASE I PHASE II START June ‘99 June ‘00 April. ‘99 May. ‘00 Sept. ‘00 Project Team MerV Process Team PHASE I PHASE II Reduce Improve Difficulties System & Transition Performance Improve Process Naples is one of a four hotel pilot Performance to achieve Meeting Event Reliability Victory (MerV) REASON for IMPROVEMENT The Ritz-Carlton, Naples Element 1.3 How did the TEAM select the project? MerV Average Room, Food and Beverage Revenue by Market Segment $70,000 $67,664 Target $60,000 Market $50,000 Source: 1999 P&L $40,000 Note: Does not include ancillary $30,000 revenues such as parking, telephone, retail, and other. $20,000 $10,000 $1,226 $0 Group (Meeting Planner) Transient (Individual) REASON for IMPROVEMENT The Ritz-Carlton, Naples Element 1.4 How did the TEAM select the project? MerV Satisfaction Drives Loyalty 96% Using average revenue and 100% 92% probability calculations, the The Ritz-Carlton, Naples How Likely to Return to hotel has a $393,819 loss in 74% 75% return business for 2000. Loss per Group 53% Loss per Group $2,436 50% $14,751 Loss per Group $28,735 25% 0% Extremely Satisfied Very Satisfied Satisfied Somewhat/Very Dissatisfied JD Power & Associates Meeting Planner Study January 1998 through April 1999, n = 217 respondents REASON for IMPROVEMENT The Ritz-Carlton, Naples Element 1.4 How did the TEAM select the project? MerV Satisfaction Drives Referrals • The average revenue for a group is $67,664. • 2000 group volume continues to equal 1999 volumes. • Based on research from TARP and Ritz-Carlton surveys: ! Each Extremely Satisfied Meeting Planner tells two people . ! Approximately 50% of people are affected by positive word of mouth. • 20% of the people who are told about a Meeting Planner’s experience actually book meeting facilities. • Each Extremely Satisfied Meeting Planner is worth $13,532 in referrals. ($67,664 x 2 x 50% x 20% = $13,532) TARP: Technical Assistance Research Program, now E-Satisfy REASON for IMPROVEMENT The Ritz-Carlton, Naples Element 1.4 Who are the customers of the process and what are their key requirements? MerV Degree of Delight Degree of Expectation Experience will MEMORABLE always EXPERIENCE Unexpected be remembered Unexpected response to response an important need resulting in “Delight” Experience will probably be LUXURY EXPERIENCE remembered • Resort Location & Amenities • Responsive & Flexible Staff • Food & Beverage Quality Experience ERROR-FREE EVENT Expected will not remembered Basic Expectations, i.e., Cleanliness, Correct Room Set-up response Degree of Need REASON for IMPROVEMENT The Ritz-Carlton, Naples Element 1.5 Did the process meet key customer requirements? MerV Jan. - June, ‘99 58% Extremely Satisfied (Top Box) Memorable Experience 90% Overall Satisfaction Luxury Experience 54% Error-Free Event Event Difficulties Source: JD Power & Associates REASON for IMPROVEMENT The Ritz-Carlton, Naples Element 1.6 Was there a process performance gap? MerV R anking D istribution Naples Ranked 90% Satisfaction 73 Percentile 10% Gap from Perfection 27 Percentile Gap from Best Hotel #8 Total Company #3 Resorts Comparative Baseline Data: 83% 85% 87% 89% 91% 93% 95% JD Power & Associates Ranking Distribution January through June of 1999 l O ve ral S atisfaction of All Ritz-Carlton Hotels n = 1,318 respondents REASON for IMPROVEMENT The Ritz-Carlton, Naples Element 1.7 What was the Team’s Mission? MerV Team Charter: Event Difficulty Project Team Timeframe: April ‘99 - April ‘00 Objective: Reduce difficulties that cause Meeting Planner dissatisfaction Team Charter: MerV Process Team Timeframe: May ‘00 - Sept. ‘00 Objective: Improve the performance of the 12 key event processes to increase Meeting Planner Satisfaction REASON for IMPROVEMENT The Ritz-Carlton, Naples Element 1.8 What improvement target was established? MerV Meeting Planner: Overall Satisfaction 100% Project Team 1% 95% 1% 94% 2% 93% 92% 92% 92% 90% 90% HISTORY HISTORY BASELINE GOOD GOAL GOAL GOAL 85% 80% 1997 1998 Jan.-July, 2000 2001 2002 '99 REASON for IMPROVEMENT The Ritz-Carlton, Naples Element 1.9 How did the TEAM establish the Target? MerV Benchmarks: • Industry performance is unknown ?% • Competitor performance is unknown ?% • Best in Company Performance 95% Historical: 1997 92% 1998 92% June 90% 1999 REASON for IMPROVEMENT The Ritz-Carlton, Naples Element 1.10 What Was the TEAM's Approach To Identifying the Root Cause of the Problem? MerV PHASE I PHASE II Project Team MerV Process Team April ‘99 - April ‘00 May ‘00 – Sept. ‘00 • Bi-weekly Meetings • Weekly Meetings Infrastructure • Operations Dominant • Planning Dominent Continuous Plan, Do Six-step Development & Method Study, Act Cycles (PDSA) Improvement Process Sources of Data • Staff Focus Groups • Event Difficulty Log & Information • Client Interviews • Satisfaction Studies Diagnostic • Difficulty Pareto Charts • Gap Analysis Tools • Flowcharts & Diagrams • Regression Analysis ANALYSIS The Ritz-Carlton, Naples Element 2.1 What potential factors contributed 35 to the problem? 90.4% 93.4% 96.1% 98.2% 100% Diffic ulty P areto C hart 82.5% 86.4% MerV 90% 30 Vita l F e w 77.2% 71.5% 80% S ignific a nt Ma ny 25 70% 64.5% 57.5% C umulative % 60% F requenc y 20 49.6% 50% 39.0% 15 JD P ower M eeting P lanner, E vent Difficulties January 1997 - M arch 1999 40% 28.5% 228 Total Difficulties 10 30% 14.5% 20% 5 10% 0 0% Bellstaff Audio V isual O ther O utlets S ales M anager Banquets P ackages Front Desk E ngineering Reservations Housekeeping Food & Beverage Conference S ervice Advising of Conflicts P hones, M essage & Element 2.2 ANALYSIS M anager Fax The Ritz-Carlton, Naples What potential factors contributed to the problem? MerV Conference Service Manager 62% Overall Responsiveness Event 8% Satisfaction 65% Event Reservation Service 6% Pre-Event Conference Service Manager Advising 9% On-site Flexibility 4% of Conflicts Hotel Cleanliness OVERALL Received Bill 6% SATISFACTION OUTCOME % equal R2 (Influence) Banquet Set-up 5% SOURCE: JD Power & Associates Meeting Planner Study Accuracy DIAGNOSTIC TOOL: Multiple Regression Analysis, P >=.05 Timely 5% Breaks 5% Banquet Staff Attitude ANALYSIS The Ritz-Carlton, Naples Element 2.2 What “Root Cause(s)” were identified? MerV Conference Service Sales Conflicts Staff Technique Staff Communication Talent Philosophy Conflict Staffing Definition Dissatisfaction Phone Line Quantity VA Staff Valve Voice Mail Server Procedures Package Delivery Staffing Procedures Element 2.3 ANALYSIS Phones/Message Room Temperature The Ritz-Carlton, Naples How did the TEAM solicit feedback from customers? MerV Method STAKE- Qualitative Quantitative HOLDERS Interviews Focus Groups Measurement Surveys Meeting Planners " " " Sales Managers " Conference Mgr. Difficulty Log Package Central " GIA Log PBX (Phones) " Engineering " Banquets " Difficulty Log All Staff Contest 2x ANALYSIS The Ritz-Carlton, Naples Element 2.4 How did the TEAM validate the “Root Cause” of the problem? MerV Root Cause: Conference Service ~ Staff Talent 10 Overall Satisfaction Benchmark and Contrast Hotels 9 Staff Talent Index 8 7 6 5 GOOD 4 3 2 Key Themes: 1 • Discipline 0 E n terp riser R elation sh ip C om p etition D iscip lin e P ersu asion P ositivity E m p ath y • Positivity V alu es F ocu s C u stom er • Persuasion T op C on trast ANALYSIS The Ritz-Carlton, Naples Element 2.5 How did the TEAM validate the “Root Cause” of the problem? MerV Root Cause: Sales Conflicts During a Sales and Conference Service Managers focus group, the staff validated: • Assumed philosophy of resolving the conflict prior to communicating it to the client. • Unclear definition of what is and is not a conflict. ANALYSIS The Ritz-Carlton, Naples Element 2.5 How did the TEAM validate the “Root Cause” of the problem? MerV Root Cause: Phones/Message ~ Package Delivery Using a Six-step Problem Solving Process, Identified Procedural Deviation from Standard Operating Procedures 1 *Receiving ***9:30-12:30 START e Packages D livered by Federal Express/UPS 2 Packages American Hotel & Motel Transported t o Package C entral Office C AG PA K E 3 Package Central IV Y DEL ER Association Literature Search Records Packages in a Logbook O ESS PR C 4 Bad Label? YES Investigation Process OLD PROCESS NO 5 Package Recorded in Logbook Ad-hoc Team: 1. Identify C 6 heck Labe l for Group? NOT Group 7-A *Front Desk **45 min. ***12-2 p.m. Pkg. Central & Page 8-A Inhouse? YES *G 9-A-1 uest Rooms **60-90 min. ***1-3 p.m. 10-A-1 Privacy? • Banquets Page Delivers Packages st. lookup G Name & & Select Group Rm. # in Encore to Guest Room YES Problem 7-B **120 min. Investigation Not in 9-A-2 Input Text Field • Package Central ***10-12 p.m. Process Encore Message in 6. Evaluate 2. Analyze Pkg. Central & Page lookup C nt Name lie & Funct ion Rm. on Encore Contract Solution Problem 10-A-2 11-A-2 12-A-2 • PBX Packages Package place d Daily check of 8-B Transported t o in Be llcage w/ inhouse guests ave ontract H C Bellstand arrival date w/ Front Desk 5. 3. Info.? NO YES Implement Generate 14-A-2 • Purchasing 10-B-1 Daily check of 13-A-2 NO Package Noted END 9-B inhouse guests In-house? NO ( 70% for on Tracking w/ Front Desk Solution Potential ( 50%) In-house? 2-4 weeks) Board and Place d in Bin YES Solutions • Security 4. Select & 10-B-2 END 11-B-2 Package C entral Catering M anager Notifie s Catering Notifies Client M anager Plan 12. ***3 p.m. Log Copied to PBX, Front Solution C 11-B-1 Package C onference C entral and oncierges END Desk, Belldesk, Concie rges, Conference C oncierges Delive r Package to Function R oom Key: * Location **Cycle Time ***Time Frame ANALYSIS The Ritz-Carlton, Naples Element 2.5 How did the TEAM validate the “Root Cause” of the problem? MerV Root Cause: Room Temperature ~ Procedures & VA Valve Engineering & Difficulty Logs help Identify Chronic Locations for replacement of VA Valves DAY LOCATION FUNCTION SUB-CATEGORY Sun Plaza Meeting ability to control temerature Thur South Mezzanine Meetings ability to control temerature Wed South Mezzanine Meetings ability to control temerature Interviews with Banquet Captains indicated Procedural Variation causing an “over compensating effect.” For example, when someone asked for colder temperature, it was made colder regardless of a previous adjustment to a make the room warmer. ANALYSIS The Ritz-Carlton, Naples Element 2.5 Analysis: PHASE II MerV ACT 12. E vent Improvement DO CH EC K PLA N 8. D etailed PHASE II 1. P rim ary 6. B uilding W ork N um eric s P ric e P lans MerV 3. Q uotation 11. E vent Process Team P lanning 9. P os t E vent C onvers ation R es pons ibilities P re-event May ‘00 - Sept. ‘00 2. 7. F unction C onvers ation S econdary S pac e N um eric s 10. Management E vent S et-up C ontrol 4. C S M Availability & R es pons ivenes s 5. Advis ing of C onflic ts SOURCE: Staff Focus Group to include the Directors of Quality from Buckhead, Laguna Nigel, Naples, and Tysons Corner DIAGNOSTIC TOOL: Relationship Diagram ANALYSIS The Ritz-Carlton, Naples Element 2 How did the TEAM develop solutions to remedy the problem? MerV One-on-one Client Interviews Client verbatim comments were reviewed Brainstorming for common suggestion themes, i.e., what Team members skills and behaviors does a client want in generated and relation to a Conference Service Manager? prioritized ideas. Every Idea Was A Good Idea Benchmarking The Ritz-Carlton, Amelia Island, Ranked #1 in the company for 1999. COUNTERMEASURES The Ritz-Carlton, Naples Element 3.1 What solutions were selected to correct the problem? MerV Remedy: Conference Service Solutions Enhanced interpersonal skills based upon probing questions during the 136 client interviews. Staff Technique • Knowledge of hotel services. • Quick Response to questions and requests. • Creativity and Flexibility in planning. Hire new staff based upon Talent Benchmarks to Staff Talent complement the Conference Services Team. Increased Conference Concierge Staffing, thus Staffing allowing for more planning time. COUNTERMEASURES The Ritz-Carlton, Naples Element 3.2 What solutions were selected to correct the problem? MerV Remedy: Sales Conflicts Solutions Identified categories of conflicts and incorporated conflict definition table with sales process: • NOISE such as groups with bands or music, Conflict corporate groups – team building, buffets or Definition receptions utilizing foyer space. • SPACE/OTHER such as anytime a group is booked with less than an 1 hour turn time with a function prior or after or competitor conflict. Communication Top management personally communicated the Philosophy process to involve clients with conflict resolution. COUNTERMEASURES The Ritz-Carlton, Naples Element 3.2 What solutions were selected to correct the problem? MerV Remedy: Phone/Message Solutions Phone Line Installed an intelligent software to re-allocate in/out Quantity lines based upon variable traffic. Voice Mail Implemented daily shift audits to ensure the queue Server and memory buffer are not backed-up with traffic. Package Centralized the storage of all packages, thus Delivery eliminating multiple package storage locations. Standardized a four person staffing guideline for Staffing >80% occupancies. COUNTERMEASURES The Ritz-Carlton, Naples Element 3.2 What solutions were selected to correct the problem? MerV Remedy: Room Temperature Solutions • Incorporated room temperature as a planning Staff question, i.e., what pre-set temperature is desired. Procedures • Trained banquet staff only to make adjustments based upon client, not attendee requests. Installed a new VA Valve to regulate airflow in the VA Valve Plaza and Ballroom. COUNTERMEASURES The Ritz-Carlton, Naples Element 3.2 How did the TEAM select solutions? Implement Resistance MerV Time to Impact Benefit Safety Cost/ Risk Cost Selection Criteria Solutions Conf. Serv. Staff Technique + ++ -- - Conf. Serv. Staff Talent - ++ + -- Concierge Staffing -- ++ + - - Conflict Definition ++ ++ - - Communication Philosophy ++ ++ - - Phone Line Quantity - ++ ++ ++ - Voice Mail Server - ++ ++ ++ Package Delivery ++ ++ - - - PBX (Phone) Staffing -- ++ + ++ - Banquet Staff Procedures + + - -- VA Valve - + + + COUNTERMEASURES The Ritz-Carlton, Naples Element 3.3 What voice did customers have in the selection of solutions? MerV 136 External: Interviews1 Meeting Planner 369 Surveys2 17 Internal: Departments3 Hotel Staff 23 Special Guests4 1 Sample time frame of September, 1999 through April of 2000 2 Sample time frame of January, 1998 through April of 2000 3 Seventeen departments participated in team meetings (63% of all departments) 4 Special guests were hotel staff invited to project meetings to co-plan and implement solutions (6 or 26% hourly) COUNTERMEASURES The Ritz-Carlton, Naples Element 3.4 How did the TEAM prove the solutions worked? MerV Determined who, what, when, where and how Made design Act Plan changes Study Do Pilot tests Studied and discussed test results Small scale trial at Team Meetings COUNTERMEASURES The Ritz-Carlton, Naples Element 3.5 Did the solutions satisfy key customer requirements? MerV Baseline: Jan. - June, ‘99 Results: July ‘99 - June, ‘00 58% ∆35% 78% *Extremely Satisfied (Top Box) Memorable *Extremely Satisfied (Top Box) Experience 90% ∆4% 94% Overall Satisfaction Overall Satisfaction Luxury Experience ∆63% 54% 20% Event Difficulties Error-Free Event % Event Difficulties Source: JD Power & Associates * Denotes the best proxy for “likeliness to recommend” ∆ Denotes the percent of change from baseline performance. COUNTERMEASURES The Ritz-Carlton, Naples Element 3.6 What is the Cost/Benefit of the implemented solutions? MerV Item Cost Operating Cost: 303 hours in Meeting Salary from March 5th ‘99 to June 21st ‘00 ($6,060) Market Research and Consulting ($20,313) Twelve Months of Conference Concierges Staffing Increase ($55,910) Twelve Months of Message/Fax Staffing Increase ($43,605) Capital Cost: Voice Mail Hardware and Programming ($2,700) Electronic VA Valve to Regulate Heating and Air-conditioning. ($9,000) Intelligent Software to Re-allocate In/Out Lines ($20,000) Total Cost $157,588 COUNTERMEASURES The Ritz-Carlton, Naples Element 3.7 What is the Cost/Benefit of the implemented solutions? MerV Item Revenue Return Revenue ~ Refer to Satisfaction Drives Loyalty Model Before: Loss Projection for 2000 (58% Extremely Satisfied Client) ($393,819) After: Loss Projection for 2000 (78% Extremely Satisfied Client) ($240,249) Recovered Repeat Business $153,570 Referral Revenue ~ Refer to Referral Model Before: Referral Projection for 2000 (58% Extremely Satisfied Client) $3,686,220 After: Referral Projection for 2000 (78% Extremely Satisfied Client) $4,321,775 New Business $635,555 Total Benefit $789,125 COUNTERMEASURES The Ritz-Carlton, Naples Element 3.7 What is the Cost/Benefit of the implemented solutions? MerV 5 to 1 Return Cost…………...$157,588 Benefit………...$789,125 2000 Return…...$631,537 COUNTERMEASURES The Ritz-Carlton, Naples Element 3.7 What method did the TEAM use to implement the solutions? MerV Flowcharts 1 *R ceiving e ***9:30-12:30 START NEW PROCESS Package s Delivered by Fede ral Express/UPS Action Plans 2 Packages Transported to Package C entral Office PAC A E KG Focus Improvement Plan Completed Maximize Client Satisfaction (A) Ensure every client receives a post con. 3 L ER DE IV Y √ Package C entral with Conference Service Records Manager. Package s with a Package Slip O ESS PR C (B) Identify specific factors that qualif y a perfect CSM score. In-process 4 YS E Inve stigat ion abe Bad L l? Proce ss NO Maximize Client Satisfaction with Event Phase related 1. Reviewed and updated the meeting event numeric (Green Book, Chapter 10) BEO and Resume. √ Package R L 5 ecorded in ogbook at the end of ork the W Day Communication. 2. Weekly event review prior to leaders meeting. √ 6 NOT 7- A *Front Desk **45 min. 8- A *G 9-A- 1 uest Rooms **60-90 min. 10-A- 1 C abe heck L l ***12-2 p.m. YES Group Inhouse? ***1-3 p.m. Privacy? for Group? Pkg. Central & Page Page Delivers Package s lookup Gst . Name & Eliminate Phones, Message & # Identify the root causes of problems. √ to Guest Room m. R # in Encore NO Group # Based upon problem root causes, develop a corrective action YES Fax Difficulties. 7- B 9-A-2 **120 min. In-process Inve stigat ion e Input T xt Field plan. ***10-12 p.m. Pkg. Central & Page Proce ss N in ot Encore M essage in Encore lookup Client Name & Function Rm. on Contract Eliminate Engineering (A) Develop an effectiv e process to regulate meeting room 10-A -2 11-A -2 Difficulties. temperature. √ Packages store d Daily che ck of 8- B at Package inhouse guests H C ave ontract ent C ral Info.? YES 10-B-1 Advise the Client of Possible (A) Create a heightened sense of awareness with regards to √ NO Package N oted NO 9- B (70% for on Tracking ( 50%) In-house? 2-4 wee ks) Board and Placed Conflicts. potential conflicts. YES in Bin 10-B-2 END 11-B-2 Package C entral Catering M anager Notifies Catering Notifies Client M anager 12. ***3 p.m. Log Copied to PBX, Front 11-B-1 Desk, Be lldesk, Concierges, Key: e Package C ntral and Conference C oncierges * Location Confere nce Concie rge s END **Cycle Time e D liver Package to ***Time Frame Function Room e N w/Changed Step COUNTERMEASURES The Ritz-Carlton, Naples Element 3.8 When implementing solutions, how did the TEAM handle Resistance to Change? MerV Why are we walking through a Created Project Apostles: maze? Counter Involved staff in the design and implementation planning. UNSEEN VALUE & PURPOSE Here comes process change Conducted Small Scale Test: Counter We asked the staff to get their FEAR feet wet before jumping in OF UNKNOWN the lake. COUNTERMEASURES The Ritz-Carlton, Naples Element 3.9 After implementing solutions, is there performance gap? MerV Ranking Distribution Naples Ranked 94% Satisfaction 96 Percentile 6% Gap from Perfection 4 Percentile Gap from Best Hotel Total Company: From #8 to #2 Resorts: From #3 to #1 Comparative Results Data: 83% 85% 87% 89% 92% 95% JD Power & Associates Ranking Distribution Overall Satisfaction of All Ritz-Carlton Hotels January through June of 2000 n = 1,226 respondents RESULTS The Ritz-Carlton, Naples Element 4.1 Did the TEAM meet it’s targets? MerV Meeting Planner: Overall Satisfaction 100% Project GOOD 95% Team 94% 94% 93% 93% 92% 92% 92% 90% 90% RESULTS RESULTS HISTORY Achieved: HISTORY BASELINE 2001 Goal in Dec. 1999 85% 2002 Goal in June 2000 80% 1997 1998 Jan.-June '99 July. - Dec. '99 Jan. - June '00 2000 2001 2002 Actual Goal RESULTS The Ritz-Carlton, Naples Element 4.2 How does the TEAM communicate results? MerV Daily Commit to Quality Quarterly at Staff and Executive Meetings CORE INITIATIVE PROJECT TEAM UPDATE PROJECT TEAM: 3. Error-Free Meeting Events Event Planning Responsibilities MEETING DATE/TIME: Biweekly on Fridays from 11:00 a.m. to 12:00 p.m. Contest Results PROJECT TEAM: Ted Cwikowski, Team Leader 22 entries received which identified numeric (communication) defects. Lisa Camolli, Banquet Jennif er Ehrmann, Restaurant Reservations 11 by e-mail & 11 by paper. Manny Deisen, Catering/Conference Food & Beverage: Sales: Rooms Division: Mary Ann Szlachetka, Banquets Desiree Reyes Marla Ottenstein , Club Floor Mario Mazza, PBX (Communication) – Ad-hoc Erik Jansen, Guidance Team Jacques Brial Chris Jonsson, Front Desk Jeff Brown, Engineering - Ad-hoc Ken Lanigan, Gumbo Limbo Jenn ifer J. Ehrmann Michael Collins, Housekeeping Jeff Hassel, Pool Side Cafe Ike Eicher Regan Wessar, Restaurant Resv. Chris Riccardi Catering an Conference Peterson, Restaurant Reservations Services: I. Objective/Goal and Measurement of Performance: Michael Katz, Terrace Destination Services: Roberta McFarland Steven Rauscher, Stewar ding Michael Giovanni Mary Ann Shea The project team will study the percentage of events with difficulties; from the J.D. Power monthly reports. Nicole Greer Pam Loudermilk At this time, our hotel is not meeting the targets set on the business priority matrix. Kimberly Payne Mary Ann Shea is the random drawing Winner (choice of massage or dinner). M eet in g Pla nn er S at is fa ctio n % o f E v e nt s w/diff icu lties % 60% Numeric & Description Votes Total 54. Food And Beverage Divisi on (Ple as e Refer To The Agenda To Identify Times W hen Your Outle t May Be Utili zed. The Gro up Has Meal Coupons. Restaurants, etc. 14 7% 48% GOOD 31. M as ter Account M- To Cover: (Al l Charges For All Gue sts To Mas ter A cco unt For (Specific Dates) Or A ll Dates. Room And Tax For A ll Gue sts To Mas ter Account On A ll Dates. Refer To Ro omi ng List 36% Percentage For A dditional Instructions. Scheduled Banque t Charges. 13 14% Staff voted on these 54a. Food & Beverage Bi lling I nstructi ons, Individual/Master Account # , Incl ude/Excl ude Alcohol , (for improvement) Group Coupons, Gratuity) 11 20% 24% 28. VI Ps (Arrival, Eta, Name s, Title, Departure Date s, A cc ommodations) 9 25% top numerics 13. Group P rofil e: (Repeat-Hotel/Company, Mal e/Female, Guest Profi le, Purpose Of Meeting, Age 12% Group) 8 29% 34. Front O ffice (Arrival /Departure Mani fest Provided By Transportation. Arri vals A t Leisure. Please 0% Obtai n Credit Card Imprint O r Cash Depos it Upon Arrival. No Need To Es tablis h Credit. All Charges To JAN F EB MAR AP R MAY JU N JU L AU G SEP O CT N OV D EC Master A ccount. Satellite Check-In Required. 7 32% 22. Room Type (Coas tal/Roh, Courtyard Vi ew, Gulf Front, Club Room , Gulf View , Royal Sui te, Club 1999 1999 Targ et 1998 Suite, Cl ub Royal Sui te, Pres. S uite) 7 36% 30. Billing Instructions: (no-shows Wi ll Be Charged The Ful l Room Revenue For The Dates Of The 1 99 9 Ta r ge t = 0 Jan Feb Mar Apr May Ju n Ju l Au g Sep O ct Nov Dec YT D Reservation. For Any Reserve d Rooms Vacated Prior To The Scheduled De parture Date, There W ill Sa m ple S i z e 1999 18 22 20 12 17 11 7 8 10 13 20 8 166 Be Full Re venue Assessment To The M as ter A ccount. 7 40% 50.0 % 59.1 % 60.0 % 41.7 % 29.4 % 27.3 % 57.1% 25.0% 30.0 % 23.1 % 30.0 % 37.5 % 41.0% 1999 42. Leisure Ac tivities (Times Noted In The A genda) Include: Shopping, Sai ling, Evergl ades) 7 43% P erc entag e 1998 6.3% 27.8 % 16.7 % 20.0 % 8.3% 27.3 % 16.7% 25.0% 30.0 % 25.0 % 30.8 % 27.3 % 21.4% 25. Total Guests 6 47% Other 102 53% T ota l RC 1999 33.6 % 50.7 % 42.9 % 43.8 % 45.2 % 34.1 % 36.5% 36.0% 32.0 % 32.3 % 23.5 % 19.3 % 36.4% P erc entag e 21.9% Total 191 100% 1998 23.5 % 21.5 % 26.8 % 26.4 % 19.5 % 14.9 % 16.5% 19.4% 26.4 % 23.0 % 22.3 % 20.8 % RESULTS The Ritz-Carlton, Naples Element 4.3 What measures did the TEAM take to change employee’s habits? MerV • Revised Standard Operating Procedures • Replacement of old forms and documents • Training, Training, Training • Spot Check Audits STANDARDIZATION The Ritz-Carlton, Naples Element 5.1 How is the TEAM monitoring the new process and performance results? MerV Real-time During & After Event Difficulties Process Measures % of Difficulties to Total Events SQI 10j. Banquet Event The Ritz-Carlton, Naples Planning Difficulties 9.0% % Difficulties to Total Groups 8.0% SQI 9. Event Difficulties The Ritz-Carlton, Naples 7.0% GOOD Difficulties as a % of Covers 250.0% 6.0% NOTE: Reported difficulties are divided by the total number of in-house groups. 5.0% Therefore, difficulties per in-house groups can exceed 100%, i.e., 5 groups and 6 difficulties equals 120% 200.0% 4.0% 3.0% % of In-house Groups 150.0% GOOD 2.0% 1.0% 100.0% 0.6% 0.0% 1/1/00 1/8/00 2/5/00 3/4/00 4/1/00 4/8/00 5/6/00 6/3/00 7/1/00 7/8/00 1/15/00 1/22/00 1/29/00 2/12/00 2/19/00 2/26/00 3/11/00 3/18/00 3/25/00 4/15/00 4/22/00 4/29/00 5/13/00 5/20/00 5/27/00 6/10/00 6/17/00 6/24/00 7/15/00 7/22/00 50.0% 18.8% 0.0% We don’t have to wait for survey feedback 1/1/00 1/8/00 1/15/00 1/22/00 1/29/00 2/5/00 2/12/00 2/19/00 2/26/00 3/4/00 3/11/00 3/18/00 3/25/00 4/1/00 4/8/00 4/15/00 4/22/00 4/29/00 5/6/00 5/13/00 5/20/00 5/27/00 6/3/00 6/10/00 6/17/00 6/24/00 7/1/00 7/8/00 7/15/00 7/22/00 STANDARDIZATION The Ritz-Carlton, Naples Element 5.2 How did the TEAM share the Best Practice they developed? MerV The Pilot is being standardized across all Ritz-Carlton Hotels. The Ritz-Carlton, Naples STANDARDIZATION The Ritz-Carlton, Naples Element 5.3 MerV The Ritz-Carlton, Naples
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