Teaser Madness Demonstration PPT

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ununf123

Business Finance

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please base on the paper to create an PPT, to show how the Marriott is use quality management, as it relates to the textbook concepts (Concepts of TQM) and the times is 2-3 minutes for the demonstration

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Running head: OPERATION MANAGEMENT 1 Operation Management at Marriott Hotel Marriott Hotel is an international hotel that runs and licenses hotels and lodgings in different nations across the world. It was founded by Alice S. Marriot and Willard J. Marriott in 1927, and currently operates and manages at least 3000 hotels globally (Marriott, n.d.). It offers a variety of amenities to clients including exceptional décor and dining and internet access. It constantly innovates and invents to ensure it develops and offers unique products and services to clients (Marriott, n.d.). As a result, the hotel offers high quality services to clients including vibrant sites for tourism and destination. The hotel provides recreation, accommodation, and food services to clients by the hotel (Marriott, n.d.). It collaborates with varied stakeholders including the government, shareholders, employees, customers, and the supply chain to ensure the services and products offered are tailor-made to meet the needs of clients (Marriott, n.d.). It forms strategic partnerships with suppliers to ensure the supplies are delivered to the hotel when required and at the required time. Marriott Hotel has implemented six sigma, continuous improvement, Just-in-Time (JIT), and employee empowerment through job redesign, employee training and development, work measurement, and employee decision making respectively. However, it should still implement six sigma, continuous improvement, JIT, and employee empowerment by task combination, target setting, training standardization, and provision of employee growth path respectively to improve employee and the hotel’s performance. Overview of Quality Marriott Hotel International is a worldwide company that offers lodging services in many nations across the world. The hotel has over 6,700 properties in over 130 nations (Marriott, n.d.). In 2007, the hotel registered revenue of $22 billion (Marriott, n.d.). Its headquarters is in OPERATION MANAGEMENT 2 Bethesda, Maryland. It has a team of highly experienced and skills leaders who strive to ensure the hotel leads in the services it offers. The hotel offers varied goods and services (G&S) to people from different backgrounds across the globe. The key goods and services offered by the company include hospitality management, hotels, resorts, boutique hotels and hotel groups. The hotel as well offers leisure services, accommodation services, and food and beverage services. Marriot Hotel offers its products inform of services. The main service offered is lodging, which entails restaurant, reception, valet, and room services (Marriott, n.d.). Since the company receives clients from varied cultural and racial backgrounds across the world, it delivers goods and services that aim at meeting the needs of individual clients based on their cultural and racial preferences of practices. Marriott Hotel faces different key quality issues. First, the company has to deal with supply chain quality issues. Since the hotel relies on supplies from different suppliers across the globe, the company has to deal with the issue of high quality supplies since some supplies are perishable and without faster supplies when required, the hotel ends up receiving supplies of lesser quality (Rizescu & Rizescu, 2014). Second, the company faces a quality issue dealing with employee recruitment and development. The company understands that in order to offer high quality services to clients, the hotel has to recruit and develop highly qualified, experienced, and talented employees. With the current shrinking hospitality labor force and finance, the hotel has to confront or address the quality issue about employees. Third, the company faces a quality issue relating to too much specialization in job design. Since the hotel is diverse and offers varied products and services, Marriott Hotel has to deal with the need to design jobs that allow multitasking to ensure clients are offered with high quality services by any employee in the organization (Marriott, n.d.). In this regard, the company has been grappling with the need for OPERATION MANAGEMENT 3 multiskilling to allow flexibility and innovation of workers. The last quality issue the hotel deals with is work measurement. The hotel has been confronting the need to determine the time duration an employee takes to finish tasks assigned to them. For instance, the company struggles to determine the time it takes an employee to clean the hotel’s accommodation or lodging premises and deliver quality work. As a result, the hotel struggles to unearth activities that do not add value or processes that are not standardized. Current Quality Methodology Continuous Improvement Marriott Hotel has been continuously improving the skills of its employees to ensure excellent customer service. The hotel continuously improves the skills of employees through training and development. The hotel implements an employee training and development program that begins when new employees are oriented to equip all employees with the skills required for effective performance in their duties (Marriott, n.d.). For instance, the hotel provides employees who work on an hourly basis with a 15-minute training daily to equip them with skills in fields such as purchasing, rooms operation, and culinary. The hotel as well offers training to its managers and supervisors to equip them with management skills. Six Sigma Marriott Hotel has realized that errors, defects, and wastes takes considerable amount of its resources. As a result, the hotel keeps on analyzing jobs specifications of every employee and redesigns them to ensure there are no duplications, which it terms defects and wastes (Marriott, n.d.). For example, the company redesigned its working hours for managers from 50 hours to lesser hours per week after realizing that managers were not productive as they stayed on their OPERATION MANAGEMENT 4 jobs for long hours to be seen rather than to perform (Vora, 2016). Currently, the managers are productive as they are able to concentrate on their jobs as well as have time with their families. Employee Empowerment Marriott Hotel empowers its employees by allowing them to perform work in groups. In addition, the hotel involves employees in its decision making process by welcoming ideas from its employees and implementing the ideas it believes are able to make the hotel realize its strategic objectives (Marriott, n.d.). The employees are as well encouraged to professionally grow and take leadership positions in the company. The hotel designs and puts into practice the training that ensure the employees act and behave in a manner that support effective implementation of the ideas. The company has been able to gain competitive advantage out of the innovative ideas contributed by employees. Just-in-Time (JIT) Marriott implements JIT in its work measurement initiatives, encouraging its employees since the outputs are smaller and efficient. The company measures the time it take for employees to accomplish specific tasks to enhance timeliness of service delivery to clients. The company ensures that when a customer arrives in the facility and orders a meal, for example, the customer is able to get his or her ready meal within the time promised by the chefs (Marriott, n.d.). The timely delivery is as a result of the measured time a service could be accomplished, thus enhancing customer satisfaction. The company as well implements flexible workforce so that employees are able to accomplish multiple tasks. For instance, when there is high demand for lodging employees, the company’s employees in the reception or marketing department are able to help the lodging employees to accomplish their tasks because of the implemented flexible workforce initiative. OPERATION MANAGEMENT 5 Recommendations Continuous Improvement In addition to encouraging employee involvement in decision making, Marriott Hotel would apply the concept of continuous improvement by creating targets and expectations for employees and rewarding those that have reached the targets. For instance, the hotel can create a target of reaching a specific amount of sales each and every month and reward the employees when the target has been reached. In this regard, the employees would work towards improving processes to ensure the target is realized. Setting targets would be effective as it would drive performance. For instance, Uber Company sets sales targets for its employees, and employees who reach the target are provided with a percentage of the amount above the expected base amount (MailOnline, 2017). Setting targets would thus encourage the employees of the company to work more and gain recognition or get rewards. Six Sigma Marriott Hotel would apply the six sigma concept by combining tasks in a way that combined work finished by a group of people is considered a full unit. For instance, the hotel can combine waiter/waitress tasks with those of bar attendant so that they can be performed by same employees. Combination of tasks would lower costs as there would be no need to employ more people who could do the same work, reduce redundancy, and improve efficiency (Kamar, 2014). An organization that has been able to successfully lower costs through task combination is Nestle. Nestle has been able to combine the work of human resource management with that of line managers where line managers are able to recruit and select employees. Since line managers OPERATION MANAGEMENT 6 are at a better place to know the job requirements in their departments, they have been able to hire the best people suited for the jobs, improving employee productivity (Nestle, 2012). Therefore, task combination would help the hotel improve its employee productivity. Employee Empowerment In addition to empowering employees by enabling to take part in decision making processes of the hotel, Marriott Hotel would apply the concept of employee empowerment by providing growth paths. For instance, in case an employee is qualified in food and beverage preparation, the company would provide the employee with the chance to pursue education in the area with the aim of incorporating the employee in the hotel’s leadership. Provision of clear growth paths would be effective since it would encourage employees to stay in the company for long (Kasanoff, 2016). The employees would as well be motivated with the hope that their growth would be recognized through promotions. For instance, Hilton Hotel provides plenty of opportunities for their employees to grow by allow employees improve skills, knowledge and leadership abilities and take leadership positions when appropriate (Vora, 2016). Therefore, providing employees with clear growth paths would lower the company’s spending on employee replacements. Just-in-Time (JIT) Marriott Hotel would apply JIT by implementing small standardized containers. The hotel would standardize its activities in a manner that how a specific task is done in one branch is as well done in another branch (Othman, Sundram, Sayut, & Bahrin, 2016). Specifically, the hotel should standardize the trainings it gives to its employees so that the kind of training the managers of one branch receive is similar to the training offered to managers in another branch. Standardization of employee training would lower the cost of cross training. For instance, OPERATION MANAGEMENT 7 Toyota’s standardized employee training lowers time wastage and training costs, and improves employee productivity as all employees refer to standardized training materials and become familiar with their contents (Vora, 2016). As a consequence, the employees in all branches have the ability to finish similar tasks within the same time frames. Challenges During Implementation Marriott Hotel would face various challenges when implementing the recommendations made herein. First, the company would face financial and human resource challenges. Since implementing the recommendations would require finance and human resource, the company may lack enough finance or may not have adequate human resource to effectively implement the recommendations. Second, the company may face the challenge of lack of management support (Wuestman & Casey, 2015). The management, mostly senior management, may cripple the implementation of the recommendations is they do not support them. Lastly, the recommendations may face the challenge of resistance from employees. For the reason that the recommendations affect employees, lack of employee support may be a great challenge to their implementation. Conclusion By and large, Marriott Hotel implements total quality management (TQM) initiatives such as six sigma by redesigning jobs, continuous improvement by training and developing employees, JIT by measuring time to ensure efficiency, and employee empowerment by involving employees in the decision making process. However, the company should implement continuous improvement by setting targets to employees, six sigma by combining tasks, employee empowerment by providing growth path to employees, and JIT by standardizing OPERATION MANAGEMENT 8 training. As a result, the company would be able to improve its employee and organization performance. References Hewes, T. (January 16, 2013). 2/1/13 – The Marriott Way: Empowering Employees and Enhancing Customer Service to Drive the Bottom Line. Retrieved from https://www.calsouthern.edu/content/events/the-marriott-way-empowering-employeesand-enhancing-customer-service-to-drive-the-bottom-line Kamar, M. S. A. (2014). Six-sigma application in the hotel industry: Is it effective for performance improvement? Research Journal of Management Sciences, 3(12), 1-14. Kasanoff, B. (March 24, 2016). 10 Powerful Ways to Empower Your Employees. Fortune. Retrieved from https://www.forbes.com/sites/brucekasanoff/2016/03/24/10-powerfulways-to-empower-your-employees/#a332af674276 MailOnline. (April 3, 2017). How Uber Uses Psychological Tricks to Make its Drivers Work Longer Hours and Earn More Money for the Company. MailOnline. Retrieved from https://www.dailymail.co.uk/news/article-4374374/How-Uber-uses-clever-tricks-makedrivers-work-more.html Marriott. (n.d.). Our Story. Retrieved from https://www.marriott.com/about/culture-andvalues/history.mi Nestle. (2012). The Nestle Human Resources Policy. Retrieved from https://www.nestle.com/asset-library/documents/jobs/the_nestle_hr_policy_pdf_2012.pdf Othman, A. A., Sundram, V. P. K., Sayut, N. M., & Bahrin, A. S. (2016). The relationship between supply chain integration, just-in-time and logistics performance: A supplier’s OPERATION MANAGEMENT 9 perspective on the automobile industry in Malaysia. International Journal of Supply Chain Management, 5(1), 44-51. Rizescu, A. & Rizescu, A. (2014). Theoretical study on human resources management applied in working and bureaurocratic organizations. Bulleting Scientific, 1(37), 80-89. Vora, S. (March 3, 2016). This Is What Makes Hilton a Great Place to Work. Fortune. Retrieved from http://fortune.com/2016/03/03/hilton-100-best-companies-to-work-for/ Wuestman, D. & Casey, J. (2015). Lean leadership: Sustaining long-term process change. Strategic Finance, 96(8), 15-16.
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Operation Management



Marriott Hotel is an international hotel that runs and
licenses hotels and lodgings in different nations across the
world.



It was founded by Alice S. Marriot and Willard J. Marriott
in 1927, and currently operates and manages at least 3000
hotels globally (Marriott, n.d.).
It offers a variety of amenities to clients including
exceptional décor and dining and internet access.
It constantly innovates and invents to ensure it develops and
offers unique products and services to clients (Marriott,
n.d.).











The hotel has over 6,700 properties in over 130
nations (Marriott, n.d.).
In 2007, the hotel registered revenue of $22 billion
(Marriott, n.d.). I...


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