The Green Book - RitzCarlton

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Product Process Systems Customer Value Marketing Contribution Value engineering Work flow Information flow Material flow Cash flow Direction Planning Execution Measurement Behaviour Accountability Skills Structure Compensation Project R 2 7. Process Controls …”SET-UP/BREAKDOWN” AND “FOOD RUNNING” PROCESSES …”STEWARDING” AND OTHER F & B CLEANLINESS PROCESSES � Driving accountability in terms of quality work being done in a thorough and timely manner. � Recognition of any off-schedule conditions and their root cause. � Development of action plans aimed at solving problems permanently. � Effective scheduling to avoid premium cost. � Creation of opportunities to motivate, train and direct employees. <strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Product Process Systems Customer Value Marketing Contribution Value engineering Work flow Information flow Material flow Cash flow Direction Planning Execution Measurement Behaviour Accountability Skills Structure Compensation Project R 2 7. Process Controls Week Ending Week - To - Date Year - To - Date 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. 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 Number of Inspections 10 10 4 4 4 4 3 4 4 10 14 4 10 13 3 TDA Inspection Scores 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 Number of Inspections 4 4 1 1 1 1 1 1 2 4 5 1 4 5 1 Department % Performance 100% 100% 26.4% 11.7% 100% - - 100% 94% -6.0% 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 Room & Turndown Attendants 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 Room Attendant 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% 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 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% Turndown Attendant Schedule Attainment 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 0.0% 100% 100% 0.0% 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 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% Behavior Assessment Percent 100% 100% 0% 0% 0% 0% 0% 0% 0% 100% 75% -25% VARIANCE REPORT # Position KPI R2 Actual Reasons of Variance Required Actions Owner Due Date 1 RA HPOR 0.654 0.916 10/11-CLEANED 80 DROP ROOMS FRHIRE 2 RAs RON/HR 10/19 2 RA HPOR 0.65 0.714 10/13-CLEANED 45 DROP ROOMS FRHIRE 2 RAs RON/HR 10/19 3 RA HPOR 0.65 0.663 10/14-CLEANED 8 DROP ROOMS FROHIRE 2 RAs RON/HR 10/19 <strong>The</strong> Ritz-Carlton Hotel Company, L.L.C. Confidential and Proprietary Information
Page 1 and 2: The Green Book The Ritz-Carlton’s
Page 3 and 4: Field: Quality Infrastructure • A
Page 5 and 6: Inspection QA Audit Database The Ri
Page 7 and 8: Innovation Creative Use of Empowerm
Page 9 and 10: Improve Design Control 1. Identify
Page 11 and 12: T 3 Database The Ritz-Carlton Hotel
Page 13 and 14: Product Process Systems Customer Va
Page 25: Product Process Systems Customer Va
Page 35: • Inspire Values Conclusion • E

The Green Book - RitzCarlton

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