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Kaizen

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Kaizen

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Kaizen at hotel.
What is Kaizen and how it is followed in hotels?
About continuous improvement in hotels.
Maintenance at hotels ?
Kitchen utensil management ?
Zero defect room.
5'S Sort, Straighten,Shine,Standardize,Sustain.

Kaizen at hotel.
What is Kaizen and how it is followed in hotels?
About continuous improvement in hotels.
Maintenance at hotels ?
Kitchen utensil management ?
Zero defect room.
5'S Sort, Straighten,Shine,Standardize,Sustain.

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Kaizen

  1. 1.  Kaizen means continuous improvement which is simple quick and inexpensive .  Kaizen helps by improving your processes and eliminating waste in your business. So you thrive in your business and stay competitive.
  2. 2. TAJ BENGAL
  3. 3. Energy conservation at Taj Bengal, Kolkata Before Kaizen Kitchen equipment The electrical energy which was used was wasted due to misuse of underuse of electrically operated kitchen such as hot ranges, ovens and salamanders in various kitchens. Exhaust fans: These were running beyond operating hours in the kitchen. After Kaizen Proper work study was done with executive chef and all the underused electrically operated kitchen equipment was disconnected and removed. Timers were provided for exhaust fans at various kitchens
  4. 4. Before Kaizen Air conditioners These were operating beyond working hours. Lights: Unwanted lights were switched on during the night. After Kaizen Timers were provided for air conditioners at various offices. Metal-halide lamps were used which had a lamp life is 6,000 to 15,000 hours. The metal halide lamps of 70 watt replaced halogen light of 300 watts. And then timers were provided.
  5. 5. Impact  Annual savings of Rs 1.962 Million.  Electricity saving of 4,01,317 KWH(Annually).
  6. 6. 5S of Kaizen • The 5 Steps are as follows: • Sort: Sort and separate that which is needed & not needed in the area. • Straighten: Arrange items that are needed so that they are ready & easy to use. Clearly identify locations for all items so that anyone can find them & return them once the task is completed. • Shine: Clean the workplace & equipment on a regular basis in order to maintain standards & identify defects. • Standardise: Revisit the first three of the 5S on a frequent basis and confirm the condition. • Sustain: Keep to the rules to maintain the standard & continue to improve.
  7. 7. Maintenance Complaints At TAJ Holiday Village ,Goa
  8. 8. Before  Huge Area.  Attending To Complaints On Foot.  Lot Of Trips From Rooms To Maintenance Department.  Tools Carried In Hand By Staff.
  9. 9. After kAIZEN  Bicycles Introduced.  Tool Pouch Fastened Around Waist Of Workers  Staff Carried Wireless Sets.
  10. 10. Before • Huge Area. • Attending To Complaints On Foot. • Lot Of Trips From Rooms To Maintenance Department. • Tools Carried In Hand By Staff. Before  Repair Room Was Cluttered.  Telephone Repair Took Lot Of Time.  Lack Of Space.  Maintenance Store Was Disorganized.  Communication Between Staff And Control Room Was A Problem.
  11. 11. After Kaizen  The Store uses Seiri (Sort) and Seiton (Orderliness).  Telephone Repair Room Reorganized.  Job Card for Staff attending to complaints.  Jobs and their time taken now tracked.  Root cause identified by identifying repeated problems.
  12. 12. • Better Workflow • Reduction In Complaints By 70% • Items Easily Identified And Are Accessible. • Time Taken To Attend Complaints And • Searching Of Tools Reduced Takeaways From Taj, Goa
  13. 13. Kitchen Utensils Management at Taj President, Mumbai
  14. 14. Before Kaizen  Breakage in the kitchen.  Incorrect flow of cutlery and crockery during washing. After Kaizen  The symbol of one piece at a time has been implemented.
  15. 15. Before Kaizen  Work flow was not in order at trattoria washer. Tedious work area due to the depth of the sink and mixing up of metal and chinaware. After Kaizen  The layout of dishwashing area has been changed to facilitate single-piece flow.
  16. 16. gains from the above kaizen Stock level has reduced. Quick turnover of cutlery and crockery. The breakages of crockery has come down by 28%. Savings from the stoppage of breakages are Rs 0.6 Million per annum.
  17. 17. Gains from the above kaizen  In the main kitchen gains are Rs.0.17 Million per annum. In konkan cafe and Thai Kitchen gains are around Rs 0.2 Million per annum
  18. 18. zero defect room at taj connemara, chennai
  19. 19. Before kAIZEN  Room requirement for daytime unknown to housekeeping.  Duty rotas not planned efficiently.
  20. 20. After Kaizen  Front office hands over details at 7 a.m. about the :-  Type of room  Number of rooms.  Time of requirement of room.  Housekeeping briefs staff by 7:30 a.m. on the room requirement of the day and amends duty rotas.  Priority: Vacant and dirty rooms.  Front office asked to block rooms on computer system for the entire day.  Creation of a model zero defect room
  21. 21. Before Kaizen Room boys had to strain themselves to replenish supplies due to limitations in trolley layouts.
  22. 22. After kaizen  Room boy trolley modified to accommodate maintenance and minibar supplies adequately Reduce the weight of the trolley to reduce ‘Muda’ (irregularity) and ‘muri’ (strain and difficulty) for staff  Supplies in the trolley: screwdriver, tester, light bulbs, etc. to enable the room boys do small jobs  Room boys- check all fittings everyday- plumbing, electrical, carpentry, etc before cleaning and inform housekeeping.
  23. 23. Takeaways: Waiting time for guests rooms reduced. No-show factor reduced due to obtaining guest flight details. Training of staff easier with model room as reference point. Allowances for minibar complaints reduced by Rs 0.4 million per annum
  24. 24. Goods receiving and handling process at Taj Mahal Hotel, New Delhi Before Kaizen:  High levels of inventory of various provision items. After Kaizen:  Kanban Has been introduced in the main store.  It involves standardizing the reorder level for each provision/consumption.  Buffer stock of one day is maintained for provision items.  Entry of only cleaned and processed vegetables take place in main store.  Constant checks performed by chefs and purchase managers.
  25. 25. Before Kaizen • Long procurement time of requisitioned items from main store for user departments. After Kaizen • The ‘Super Bazaar” concept was introduced. • User departments use trolleys to pickup requistioned items. • Single point Check at exit and direct debiting into system has been introduced.
  26. 26. Gains From Kaizen:  Minimum inventory leading to reduction in shelf stock from 15 days to 4 days.  The floor storage area has reduced by 80%.  Procurement Time for user departments has reduced from 25 mins to 10 mins.  Reduction in manpower from eight to three members in the main store.

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