The Green Book - RitzCarlton
The Green Book - RitzCarlton
The Green Book - RitzCarlton
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<strong>The</strong> <strong>Green</strong> <strong>Book</strong><br />
<strong>The</strong> Ritz-Carlton’s Approach to<br />
Continuous Improvement<br />
Presented by<br />
John Timmerman<br />
Vice President, Quality & Productivity<br />
Quest for Success 2005<br />
www.partnershipohio.org<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
• 1983<br />
• 1991 & 1992<br />
• 1999<br />
• 2005<br />
Quality Chronology<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Field:<br />
Quality Infrastructure<br />
• Area Director or Quality & Productivity<br />
• Quality Director/Manager<br />
• Quality Analyst<br />
Corporate Office:<br />
• Performance Excellence<br />
• Labor Management<br />
• Quality Assurance<br />
• Guest Relations<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
High<br />
Scope<br />
Low<br />
Inspection<br />
Quality Processes<br />
Innovation<br />
6. Evaluate<br />
Solution<br />
5.<br />
Implement<br />
Solution<br />
1. Identify<br />
& Select<br />
Problem<br />
4. Select &<br />
Plan<br />
Solution<br />
2. Analyze<br />
Problem<br />
3.<br />
Generate<br />
Potential<br />
Solutions<br />
6-Step PSP<br />
Improve<br />
Design<br />
Control<br />
1. Identify Output<br />
2. Identify Customers<br />
3. Identify Customer Requirements<br />
4. Translate Requirements into Promises<br />
5. Identify Steps in the Work Process<br />
7. Determine Process Adequacy<br />
Can it<br />
Produce<br />
Output<br />
Transfer<br />
Know-How<br />
Is <strong>The</strong>re<br />
a<br />
Problem<br />
6. Select Measurements<br />
8. Evaluate Results<br />
Six-Step<br />
Problem<br />
Solving<br />
Process<br />
Produce<br />
Output<br />
Six-Step<br />
Problem<br />
Solving<br />
Process<br />
9. Recycle<br />
9-Step QIP<br />
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Planning for Quality<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
1.<br />
Leadership<br />
Environment, Relationships, and Challenges<br />
2.<br />
Strategic<br />
Planning<br />
3.<br />
Customer and<br />
Market Focus<br />
5.<br />
Human Resource<br />
Focus<br />
6.<br />
Process<br />
Management<br />
7.<br />
Business<br />
Results<br />
4. Measurement, Analysis, and Knowledge Management<br />
MBNQA<br />
High<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Inspection<br />
QA Audit Database<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Innovation<br />
Cobalt Best Practices<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Innovation<br />
Creative Use of Empowerment<br />
Creative Resolution<br />
Experiences Applied To<br />
Empowerment<br />
Great Ideas Joining<br />
Overall Efforts<br />
Working On Wow<br />
Stories<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
6. Evaluate<br />
Solution<br />
5.<br />
Implement<br />
Solution<br />
1. Identify<br />
& Select<br />
Problem<br />
4. Select &<br />
Plan<br />
Solution<br />
2. Analyze<br />
Problem<br />
3.<br />
Generate<br />
Potential<br />
Solutions<br />
6-Step PSP<br />
6. Evaluate<br />
Solution<br />
5.<br />
Implement<br />
Solution<br />
Six-Step Problem Solving<br />
1. Identify<br />
& Select<br />
Problem<br />
4. Select &<br />
Plan<br />
Solution<br />
2. Analyze<br />
Problem<br />
3.<br />
Generate<br />
Potential<br />
Solutions<br />
MR BIV Information System:<br />
Mistakes<br />
Rework<br />
Breakdown<br />
Inefficiencies<br />
Variation<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Improve<br />
Design<br />
Control<br />
1. Identify Output<br />
2. Identify Customers<br />
3. Identify Customer Requirements<br />
4. Translate Requirements into Promises<br />
5. Identify Steps in the Work Process<br />
7. Determine Process Adequacy<br />
Can it<br />
Produce<br />
Output<br />
Transfer<br />
Know-How<br />
Is Is <strong>The</strong>re <strong>The</strong>re<br />
a<br />
Problem<br />
6. Select Measurements<br />
8. Evaluate Results<br />
Six-Step<br />
Problem<br />
Solving<br />
Process<br />
Produce<br />
Output<br />
Six-Step<br />
Problem<br />
Solving<br />
Process<br />
9. Recycle<br />
9-Step QIP<br />
9-Step Quality<br />
Improvement Process<br />
Improve<br />
Design<br />
Control<br />
1. Identify Output<br />
2. Identify Customers<br />
3. Identify Customer Requirements<br />
4. Translate Requirements into Promises<br />
5. Identify Steps in the Work Process<br />
6. Select Measurements<br />
7. Determine Process Adequacy<br />
Can it<br />
Produce<br />
Output<br />
Transfer<br />
Know-How<br />
Is <strong>The</strong>re<br />
a<br />
Problem<br />
8. Evaluate Results<br />
9. Recycle<br />
Six-Step<br />
Problem<br />
Solving<br />
Process<br />
Produce<br />
Output<br />
Six-Step<br />
Problem<br />
Solving<br />
Process<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
T 3 Database<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
T 3 Database<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
I. R 2 II. Process III. Systems<br />
1. Cause & Effect<br />
2. R2<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
Project R 2 Phases<br />
How can we generate more value for our customers?<br />
3. Process Map<br />
4. Observation<br />
5. Analysis<br />
6. Method Changes<br />
7. Controls<br />
Where and how can we reduce lost time?<br />
IV. Behavior<br />
8. Time MGMT.<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
Quality<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
Product<br />
Features<br />
Performance<br />
Durability<br />
Consistency<br />
1. Identify Cause & Effect<br />
Brand<br />
What they get<br />
Reputation<br />
Promotion<br />
Awards<br />
Image<br />
Customer Value Proposition<br />
Process<br />
Service<br />
Reliability<br />
Convenience<br />
Speed<br />
Accuracy<br />
People<br />
minus<br />
Credibility<br />
Responsiveness<br />
Trust<br />
Familiarity<br />
Price<br />
What it costs<br />
Costs<br />
Base price<br />
Terms/financing<br />
Ancillary charges<br />
Switching costs<br />
Failures<br />
Accuracy errors<br />
Service failures<br />
Systems failures<br />
Rework<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
R 1<br />
Historical<br />
Results<br />
2. Define R 2<br />
MR BIV<br />
R 2<br />
Potential<br />
Results<br />
BECAUSE MR BIV IS TYPICALLY BUILT INTO<br />
EXPECTATIONS, IT OFTEN GOES UNNOTICED<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
3. Map the Process<br />
Defined the Process Steps<br />
Identified the Seven Wastes<br />
Documented Key Tools<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
Sales<br />
Design<br />
Project<br />
scheduling<br />
Project Pre-<br />
Planning<br />
Procurement<br />
Sub Contractors<br />
Receive<br />
Set up<br />
Delivery<br />
Generate Order<br />
3. Map the Process<br />
Complete<br />
WBS<br />
Complete Plan<br />
Release<br />
Requisition<br />
Customer changes<br />
Release Purchase<br />
Order<br />
Release<br />
Work<br />
Schedules<br />
Supply<br />
Receive Info<br />
Stage<br />
Release<br />
Work<br />
Schedules<br />
Deliver<br />
Undersell / Don’t sell to optimise constraints<br />
Lack of re-use / WBS flawed<br />
Poor job estimating<br />
Inconsistent by project / region<br />
Don’t actively alternate source<br />
Aren’t measured / managed<br />
Missing / poor quality parts / too many<br />
Hap hazard / varies by project<br />
Rework / lost time / no Post Mortem<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
4. Observe the Process<br />
Count the number of times the letter “F” appears:<br />
Finished files are the result of years of scientific<br />
study combined with the experience of years<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
<strong>The</strong> 7 Wastes:<br />
1. Over production<br />
2. Waiting<br />
3. Transportation<br />
4. Motion<br />
5. Defects<br />
6. Processing<br />
7. Inventory<br />
4. Observe the Process<br />
Overproduction: Brought too<br />
much linen/silver/glassware<br />
Transportation:<br />
Broke-down glass racks in small batches<br />
<strong>The</strong> High Five:<br />
1. Cycle Time<br />
2. Productivity<br />
3. Quality<br />
4. Employee<br />
Satisfaction<br />
5. Inventory<br />
Waiting:<br />
Food not delivered on-time<br />
Motion:<br />
Traveled back & forth for salt and pepper<br />
Defects:<br />
Stained/torn linen, tarnished/worn silver & spotted/chipped glassware<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
EXAMPLE:<br />
� Banquet Set-up: 8 Minutes per Table<br />
� Table Set-up: 25 Minutes per Table<br />
� Buffet Service: 4.5 Minutes per Patron<br />
Seven Waste Findings:<br />
� Defect: 13 Minutes (22%) polishing glasses/utensils<br />
� Defect: 10 Minutes (16%) sorting utensils<br />
120 minutes Set-up (2 Staff @ 60 min. ea.)<br />
46 minutes of waste (13 min. polishing plus 10 min. sorting x 2)<br />
74 minutes of value-added time (120 total min. minus 46 minutes of waste)<br />
Yield = 62%<br />
5. Analyze the Process<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
6. Method Changes<br />
1. Sort Out 2. Straighten-up<br />
5. Sustain<br />
3. Spic & Span 4. Standardize<br />
1. Conduct monthly<br />
to quarterly 5 S<br />
Inspections.<br />
2. Incorporate 5 S<br />
with the Daily<br />
Line-up.<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
Unlabeled Racks<br />
1Door<br />
Labeled Racks<br />
1Door<br />
6. Method Changes<br />
“A PLACE FOR EVERYTHING AND<br />
EVERYTHING IN ITS PLACE”<br />
A Daily Problem:<br />
� Clean glassware racks were placed in various heart-of-thehouse<br />
areas.<br />
� <strong>The</strong> racks were unlabeled. Close inspection was required in<br />
order to identify glassware.<br />
� Types of glassware did not have designated locations.<br />
� Up to an hour a day was lost daily searching for needed<br />
glassware.<br />
<strong>The</strong> Simple Solution:<br />
� Specific areas have been designated and labeled for the<br />
most commonly used glassware.<br />
� With a place for everything and everything in its appropriate<br />
place lost time has been reduced. If a Food Runner needs<br />
glasses, he can go directly to the designated area – the<br />
same area where that type of glassware is always found.<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
6. Method Changes<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
6. Method Changes<br />
• Utilize Pre-Sorted Bins and<br />
Count by Weight<br />
• Mark Shelf Height<br />
to Measure Quantity<br />
• Define “Good” versus<br />
“Bad” China/Glass/Silver<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
UTILITY<br />
STEWARD<br />
<strong>The</strong> Terrace<br />
Main Kitchen<br />
(Pot Washing)<br />
71% 53% 61% 45%<br />
46%<br />
Work<br />
6. Method Changes<br />
Main Dish<br />
Washing Area<br />
37%<br />
Travel<br />
REALLOCATION OF UTILITY TASKS TO<br />
UNDERUTILIZED OUTLETS<br />
<strong>The</strong> Pastry<br />
Shop<br />
� <strong>The</strong> Utility Steward’s main tasks were to sweep and mop<br />
the different kitchens and to replenish the chemicals and<br />
paper towels in different back-of-house areas of the hotel.<br />
<strong>The</strong> Stewards at the different outlets were underutilized<br />
and had over 50% travel time.<br />
� WORK REALLOCATION: By reassigning the sweeping<br />
and mopping of the kitchens to the outlet Stewards waste<br />
was reduced and unnecessary travel was eliminated.<br />
200<br />
180<br />
160<br />
140<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
0<br />
REQUIRED HOURS AT 5500 DISHES<br />
146<br />
49 49<br />
Pre & Post Hours<br />
OVERPRODUCTION REDUCED THROUGH THE<br />
REMOVAL OF UNNECESSARY PROCESS STEPS<br />
� OVERPRODUCTION: Due to a combination of<br />
scheduling too many people and the ingrained habits of a<br />
workforce accustomed to an older dish-machine that<br />
required all plates to be rinsed excessively.<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
BUSINESS<br />
STRATEGY<br />
1 - 3 years<br />
Operating<br />
Budget<br />
Business<br />
Goals<br />
Mission<br />
Statement<br />
Business<br />
Priority Matrix<br />
Profit Driver<br />
Model<br />
Management System<br />
FORECAST PERFORMANCE<br />
SCHEDULE<br />
PLANNING<br />
EXECUTION<br />
CONTROL<br />
RESULTS<br />
MEASUREMENT<br />
1 year monthly monthly/weekly now past<br />
16 day &<br />
30, 60, 90<br />
day<br />
Housekeeping<br />
Staffing Guide By<br />
Occupancy<br />
LMS<br />
Process<br />
Compression<br />
Analysis<br />
(PCA)<br />
Inventory<br />
Forecaster/<br />
Planner<br />
Planning<br />
Guidelines<br />
Fidelio<br />
Board<br />
Assignment<br />
Daily Labor<br />
Schedule<br />
Methods<br />
Changes<br />
Weekly<br />
Labor<br />
Schedule<br />
Daily<br />
Schedule<br />
Review<br />
Meetings<br />
� Are we on plan?<br />
Process<br />
Observations<br />
Fidelio Room<br />
Status Screen<br />
� What needs to happen?<br />
� Who is responsible?<br />
� When will it happen?<br />
Continuous Improvement Loop<br />
Schedule<br />
Controls<br />
Variance<br />
Report<br />
Observation<br />
Schedule /<br />
Opportunity<br />
List<br />
Daily<br />
Operating<br />
Report<br />
P& L<br />
Statements<br />
Weekly<br />
Management<br />
Report<br />
Efficiency<br />
Report<br />
Benchmark<br />
Report<br />
Labor Analysis<br />
Summary<br />
Room<br />
Inspection<br />
Summary<br />
Weekly<br />
Savings<br />
Evaluation<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
7. Process Controls<br />
…”SET-UP/BREAKDOWN” AND “FOOD RUNNING” PROCESSES …”STEWARDING” AND OTHER F & B CLEANLINESS PROCESSES<br />
� Driving accountability in terms of quality work being done in a thorough and timely manner.<br />
� Recognition of any off-schedule conditions and their root cause.<br />
� Development of action plans aimed at solving problems permanently.<br />
� Effective scheduling to avoid premium cost.<br />
� Creation of opportunities to motivate, train and direct employees.<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
7. Process Controls<br />
Week Ending Week - To - Date Year - To - Date<br />
RA Inspection Scores R1 R2 2-Sep 9-Sep 16-Sep 23-Sep 30-Sep 7-Oct 14-Oct R2 Actual Var. R2 Actual Var.<br />
Average Score 94 94 27.9 27.9 28.0 27.9 27.7 27.9 27.9 94 97.43 3.43 94 96.74 2.74<br />
Number of Inspections 10 10 4 4 4 4 3 4 4 10 14 4 10 13 3<br />
TDA Inspection Scores<br />
Average Score 94 94 27.6 28.0 28.0 28.0 28.0 27.9 27.9 94 96.71 2.71 94 96.74 2.74<br />
Number of Inspections 4 4 1 1 1 1 1 1 2 4 5 1 4 5 1<br />
Department<br />
% Performance 100% 100% 26.4% 11.7% 100% - - 100% 94% -6.0%<br />
HPOR 1.13 1.11 0.98 1.10 0.95 1.41 1.38 0.91 0.93 1.11 0.98 -0.13 1.11 1.04 -0.07<br />
Room & Turndown Attendants<br />
HPOR 0.81 0.80 0.75 0.88 0.75 0.92 1.01 0.72 0.74 0.80 0.75 -0.05 0.80 0.78 -0.02<br />
Room Attendant<br />
Schedule Attainment 100% 100% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100% 100% 0.0% 100% 100% 0.0%<br />
HPOR 0.654 0.654 0.655 0.760 0.655 0.794 0.873 0.641 0.644 0.65 0.650 0.00 0.677 0.650 -0.03<br />
OT% 5.4% 5.4% 3.0% 0.3% 0.0% 0.0% 0.7% 0.9% 1.1% 5.4% 1% -4.9% 5.4% 5.5% 0.1%<br />
Turndown Attendant<br />
Schedule Attainment 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0.0% 100% 100% 0.0%<br />
HPOR 0.160 0.150 0.113 0.089 0.097 0.095 0.116 0.077 0.096 0.150 0.102 -0.05 0.150 0.093 -0.06<br />
OT% 3.4% 3.4% 14.3% 6.7% 0.0% 0.0% 0.0% 0.0% 0.0% 3.4% 0% -3.4% 3.4% 2.9% -0.5%<br />
Behavior Assessment<br />
Percent 100% 100% 0% 0% 0% 0% 0% 0% 0% 100% 75% -25%<br />
VARIANCE REPORT<br />
# Position KPI R2 Actual Reasons of Variance Required Actions Owner Due Date<br />
1 RA HPOR 0.654 0.916 10/11-CLEANED 80 DROP ROOMS FRHIRE<br />
2 RAs<br />
RON/HR<br />
10/19<br />
2 RA HPOR 0.65 0.714 10/13-CLEANED 45 DROP ROOMS FRHIRE<br />
2 RAs<br />
RON/HR<br />
10/19<br />
3 RA HPOR 0.65 0.663 10/14-CLEANED 8 DROP ROOMS FROHIRE<br />
2 RAs<br />
RON/HR<br />
10/19<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
Change<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
Measure,<br />
Observe &<br />
Follow up<br />
Emotional Cycle of Change<br />
Sustainable improvement<br />
requires active management and<br />
continued coaching and feedback<br />
“This is different”<br />
Measure,<br />
Observe &<br />
Follow up<br />
“We have improved,<br />
but we can be better”<br />
Lack of follow up leads to<br />
the failure of any change<br />
• “This is really nothing new.”<br />
• “This will eventually go away.”<br />
Time<br />
Measure,<br />
Observe &<br />
Follow up<br />
“We are good, but<br />
we want to be the best”<br />
What do Leaders do?<br />
• Educate & communicate<br />
• Set clear expectations<br />
• Coach<br />
• Measure & observe<br />
• Follow up<br />
• Apply appropriate consequences<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
Active Active Management<br />
Management<br />
Training Training<br />
Administration<br />
Administration<br />
Direct Direct Work Work<br />
Available Available to to Manage<br />
Manage<br />
8. Time Management<br />
• actively communicating expectations and goals,<br />
• monitoring progress,<br />
• following up on results,<br />
• resolving problems with the employees,<br />
• confronting issues.<br />
• actively training others<br />
• must result in a permanent transfer of a skill or ability<br />
• needs to be proactive and scheduled<br />
• must be given to appropriate candidate(s)<br />
• most commonly associated with meetings, paperwork, etc.<br />
• must be effective: i.e... meetings that start and stop on time, that have<br />
and follow agenda and that accomplish a predetermined purpose<br />
• often confused with active management (you cannot actively manage<br />
a computer screen)<br />
• doing the work that is usually performed by the employees<br />
• note: “working” team leaders that have specific technical skills will<br />
often be required to have a higher % in this category<br />
• caution: usually where supervisor is most comfortable, can easily be<br />
packaged as added value.<br />
• reacting to problems<br />
• fire-fighting<br />
• on the floor but not interacting with others (touring)<br />
• in ineffective situations i.e... poorly structured meetings<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
Active<br />
Active<br />
Management<br />
Management<br />
� Communicating expectations and goals<br />
� Monitoring schedule attainment and results<br />
� Resolving problems with employees.<br />
Training<br />
Training<br />
� Actively training others that results in a permanent<br />
transfer of a skill or ability.<br />
Administration<br />
Administration<br />
� Meetings, paperwork, etc.<br />
Direct Work<br />
Direct Work<br />
� Doing work that requires specific skills<br />
Available<br />
Available<br />
� Reacting to problems, fire-fighting<br />
� “Touring” through areas but not interacting<br />
� Lost time (e.g. poorly structured meetings)<br />
8. Time Management<br />
Actual<br />
6%3% 21% 31% 39%<br />
Perceived<br />
25% 10% 30% 20% 10%<br />
Perceived Ideal<br />
20% 15% 32% 23% 10%<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
P<br />
R<br />
O<br />
D<br />
U<br />
C<br />
T<br />
P<br />
R<br />
O<br />
C<br />
E<br />
S<br />
S<br />
S<br />
Y<br />
S<br />
T<br />
E<br />
M<br />
B<br />
E<br />
H<br />
A<br />
V<br />
I<br />
O<br />
R<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
Target<br />
Operating<br />
Profile<br />
Needs<br />
Analysis<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
Value chain map<br />
Process Flow<br />
Product / service attributes<br />
Activity<br />
List<br />
Historical volume<br />
Product<br />
Volume log<br />
Current System<br />
Critique<br />
Deployment Map<br />
Develop<br />
Preliminary Observation Observation<br />
Workload Schedule Recaps<br />
Process<br />
Changes<br />
Base data analysis<br />
New<br />
System<br />
Design<br />
Management Workshops<br />
Resource Plan<br />
Process System Behavior<br />
Management<br />
Studies<br />
Needs analysis<br />
Customer/ User<br />
requirements<br />
Capacity &<br />
Yield analysis<br />
Value gap<br />
analysis<br />
Workload<br />
Analysis<br />
Identify Prototype Prepare Prototype<br />
Schedule<br />
Data integrity<br />
Quality<br />
Performance<br />
Countdown schedule<br />
Test service changes<br />
Trial product changes<br />
Countdown schedule<br />
Test method changes<br />
Plan layout changes<br />
Countdown schedule<br />
Dry run elements<br />
Procedures<br />
Behavior<br />
models<br />
Skills<br />
programs<br />
Week 1 Week 6 Week 12<br />
R<br />
E<br />
S<br />
U<br />
L<br />
T<br />
S<br />
P<br />
L<br />
A<br />
N<br />
Focus<br />
Product or<br />
service<br />
changes<br />
F<br />
O<br />
C<br />
U<br />
S<br />
M<br />
E<br />
E<br />
T<br />
I<br />
N<br />
G<br />
Implement Sustain<br />
I<br />
N<br />
S<br />
T<br />
A<br />
L<br />
L<br />
A<br />
T<br />
I<br />
O<br />
N<br />
Customer/ User<br />
feedback<br />
Advanced<br />
problem<br />
solving<br />
System<br />
Modifications<br />
Compensatio<br />
n alignment<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Employee Development<br />
R 2 Certification<br />
Level 1: R 2 Bronze<br />
Requirements: (1) Attend two-hour course, (2) Identify R 2 , (3) Complete a 4-hour<br />
process observation with method change, and (4) Conduct a behavior self-assessment.<br />
Level 2: R 2 Silver<br />
Requirements: (1) Attend two-day workshop and (2) Complete a Focus Map<br />
presentation.<br />
Level 3: R 2 Gold<br />
Requirements: (1) R 2 Silver and (2) Achieve the Project R 2 (Required Results).<br />
Level 4: R 2 Platinum<br />
Requirements: (1) R 2 Gold and (2) Certification on Project Management<br />
Competencies.<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems<br />
Customer Value<br />
Marketing<br />
Contribution<br />
Value engineering<br />
Work flow<br />
Information flow<br />
Material flow<br />
Cash flow<br />
Direction<br />
Planning<br />
Execution<br />
Measurement<br />
Behaviour<br />
Accountability<br />
Skills<br />
Structure<br />
Compensation<br />
Project R 2<br />
Integrated System<br />
System<br />
Process<br />
R 2<br />
Behavior<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
1.<br />
Leadership<br />
Environment, Relationships, and Challenges<br />
2.<br />
Strategic<br />
Planning<br />
3.<br />
Customer and<br />
Market Focus<br />
5.<br />
Human Resource<br />
Focus<br />
6.<br />
Process<br />
Management<br />
7.<br />
Business<br />
Results<br />
4. Measurement, Analysis, and Knowledge Management<br />
MBNQA<br />
1.<br />
Leadership<br />
Environment, Relationships, and Challenges<br />
2.<br />
Strategic<br />
Planning<br />
3.<br />
Customer and<br />
Market Focus<br />
5.<br />
Human Resource<br />
Focus<br />
6.<br />
Process<br />
Management<br />
4. Measurement, Analysis, and Knowledge Management<br />
7.<br />
Business<br />
Results<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
• Inspire Values<br />
Conclusion<br />
• Engage Employees<br />
• Create Learning Cycles<br />
<strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
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