This document discusses various productivity initiatives at Fairmont Singapore and Swissôtel the Stamford. It outlines challenges such as rising costs and increasing guest expectations. Productivity programs introduced include the Fii program, ISO certifications, cross deployment of employees, the Watson Labour Management System, an ideas suggestion scheme called Ideas Count, and an Inclusive Growth Program to improve productivity. Examples of successful projects under each program are provided, demonstrating savings in time, costs and improved revenue. The initiatives have led to estimated total savings of $8.7 million and over 547,000 manhours.

1. Quality and Productivity
Challenges…
• Intense business competition
• Record occupancies
• Rising labour costs
• Increasing guest sophistication and expectations
• Resistance to technology
• Seasonal cycles, economic cycles
• Fire-fighting mentality
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2. Quality and Productivity Initiatives
1) Fii Program
2) ISO 9001, 14001, 22001, OHSAS 18001
3) Cross Deployment
4) Watson Labour Management System
5) Ideas Count
6) Inclusive Growth Program (IGP)
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3. Ideas
Fii Count
Program Program
Mar Sep
1888 1907
2010 1998 2000 2006 Today
1907
2010
STS FS
ISO 9001, ISO 9001,
14001, Watson’s e2i STB 14001, STS
22001, Labour Inclusive Cross 22001, Ideas
OHSAS Mgmt Growth Deploy- OHSAS Count
18001 System Program ment 18001 Program
1888 1907 1998 2000 2006 Today
1907
Mar Apr Jun July Aug Nov
2011 2011 2011 2011 2011 2011
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4. Productivity Initiatives
1) Fii Program
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5. Fii Framework
Leadership
Structure
Fii Council
Senior Executive Project
Improvement Champion
Management
Culture Executive Fii Working
Champion Committee
Project Project Project Project
Champion Champion Champion Champion Training &
Resources
Project Project Project Project
Program Teams Teams Teams Teams
Sustainability
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6. “Our Productivity Story 2011”
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7. Fii Projects (Round 1)
Project Title Time Financial Savings Productivity Guest / Colleague / Brand
Savings Costs Revenue Savings Impact
Meeting 1,008 hrs $164,000 Colleague: Time saved through
Effectiveness fewer and more productive
meetings
Guestroom $43,276 Guest & Brand: % of guests wasting energy hours
Energy reduced by 36%
Guest & Brand: % of guests who feel hotel has
environmental programs up from 82% to 87%
Queue Rooms Guest: Average queued rooms reduced from 66 min
to 48 min (27% improvement)
Prego Supper $79,234 Guest & Brand: Supper covers improved by 75% and
revenue by 73%
Laundry Chute 6,600 hrs $44,100 Colleague: Fewer conflicts for
elevators & sorting area
Email Savings $162,898 Colleagues: fewer emails to process
7,608 hrs $285,408 $208,100 Total : $493,508
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8. Fii Projects (Round 2)
Project Title Time Financial Savings Productivity Guest Impact Impact
Savings Savings
Costs Revenue
Speed of $113,770 Productivity, Guest
Check-in Satisfaction
Chemical $72,000 Cost Savings, Work Safety
Management
Banquet $30,500 Cost Savings, Productivity
Breakages
Guestroom $32,000 Colleague Engagement, Guest
Turnover Satisfaction, Productivity
Finance 900 hrs Colleague Engagement,
Rebates Productivity
Group Billing 17 days Guest Satisfaction, Productivity
per bill
$102,500 $32,000 8
$113,770 Total: $248,270
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9. Fii Project Summary
Green Belt Projects, 1st Round: $493,508 savings
Green Belt Projects, 2nd Round: $248,279 savings
Total $741,787 savings
Productivity Hours Saved 8,508 manhours
Gross Operating Profit
(2011 YTD vs 2010 YTD) +27.9%
Revenue per Equivalent Full Time Employee
(2011 YTD vs 2010 YTD) +7.9%
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10. Productivity Initiatives
2) Cross Deployment
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11. Cross Deployment
• Fairmont Singapore and Swissôtel the Stamford are 2 of STB’s pilot
hotels to cross deploy employees from one dept to another, one job
to another
• The aim of cross-deployment are:
– Increase in productivity : colleagues deployed to meet business needs
– Better skilled colleagues : multi-tasking & training
– Increased colleague engagement : greater job satisfaction &
compensation
– Reduction in overtime/casual labor cost : internal deployment
– Greater teamwork : ownership & mindset changes
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12. Cross Deployment – Peaks and Valleys
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13. Cross Deployment – Peaks and Valleys
Headcount Shortage (Week)
Sun
50
45 Sat
40 Fri
35 Thu
30
Wed
No.
25
20 Tue
15 Mon
10
5
0
Time
Headcount Surplus (Weekly)
14
Sun
12
Sat
10 Fri
8 Thu
No.
6 Wed
Tue
4
Mon
2
0
Time
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14. Cross Deployment – Results
December 2011
S/ Total Total Total Avg Hrs /
Receiving Dept Partner Depts
N Colleagues Positions Hours Deployment
1 STS HSKP 50 5 1260 7.83 STS HSKP,
2 FS HSKP 38 4 776 5.62 FS HSKP, STS HSKP,
3 FS IRD 33 5 649 10.13 FS AMC, FS AP, FS INK, FS PREGO, FS SZECHUAN,
4 COMMS 22 8 1192 31.37 STS GS, STS HSKP,
5 STS FO 3 1 269 8.68 STS HSKP,
6 LAUNDRY 88 18 199 3.70
7 FS AMC 45 2 83 5.53 FS AP, FS INAGIKU, FS INK, FS PREGO, FS SZECHUAN,
RCCC, STS IRD, STS NEW ASIA,
8 FS FO 25 7 24 1.00 FS FO,
9 FS WSS 15 3 21 1.37 FS WSS,
10 STS NEW ASIA 1 1 16 8.00
11 STS JAAN 3 1 15 5.00 STS EQUINOX, STS Introbar,
12 STS EQUINOX 2 7 10 5.00 STS CAFÉ SWISS,
13 STS INTROBAR 1 2 8 4.00 STS NEW ASIA,
13 326 64 4521
* Potential Savings = 4,521 x $6.50 = $29,387 / month = $352,638 / year
* Figures for illustration only
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15. Productivity Initiatives
3) Watson Labour Management System
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16. Watson Labour Management System
Funded by STB’s Tourism Technology Fund (TTF)
• Labour optimization system
• Accurate forecasts of business volumes
• Optimum allocation of manpower hours
 Reduces manhour wastage during valleys
 Improves levels of service during peaks
 Projected savings of 15% in labor costs
* Potential Savings = 15% x 20% labour costs x $250 million revenue
= $7,500,000 / year
* Figures for illustration only, 16
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17. Ideas Count – Colleague Suggestion Scheme
Colleagues
Generate Dept
Improvement shortlists 3
Ideas ideas to
submit
Rewards & Recognition:
- 3 ideas per month Escalation to
($5, $25) Evaluation
Committee Project Level
- Idea of the Quarter
($50, $500)
- Idea of the Year
($500, $1000)
Implementation
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18. Ideas Count – Collective Water Dispensers
15 Individual Boilers
Potential Savings = $4,064 per year 1 Collective Boiler
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19. Ideas Count – Laundry Orientation Video
Manual Orientation Video Orientation
Potential Savings = 13.5 hrs per year
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20. Ideas Count – Water Cabinet Storage
Water cabinet in linen Water cabinet in main
storage room service area
Potential Savings = 365 hrs per year
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21. Ideas Count – Hiring Process
Old Process
New Simplified
Process
Potential Savings = 1,095 hrs per year
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22. Productivity Initiatives
5) Inclusive Growth Program
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23. Inclusive Growth Program (IGP) - Summary
• Funded by e2i
• Up to 50% funding for project costs
• Projects must improve productivity
• Sustainable gains to be shared with colleagues
• Projects Submitted : 20
• Projects Approved to date : 5
• Projects Signed to date : 3+1
• Projects in Process : 11
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24. IGP – Mobitalk Comm Device
Before:
Unnecessarily movements by colleagues & wait times for guests 24
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25. IGP – Mobitalk Comm Device
Front Desk to Bell Desk
Before:
Unnecessarily movements by colleagues & wait times for guests 25
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26. IGP – Mobitalk Comm Device
Front Desk & Front Office &
Bell Desk Back Office
After
Reduction in guest waiting time: 685 hrs/year
Potential savings from unnecessarily motion: 243 hrs/year
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27. IGP – Vegetable Processor
Before
Processing Time per 200 pax event: 240 min
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28. After
IGP – Vegetable Processor
After
New processing Time per 200 pax event: 40 min (83%)
Potential Savings : 1040 hours per year 28
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29. IGP: Hi-Co Keycards
and Encoders
Potential Savings :
180 hours per year
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30. IGP: Timesoft Payroll and HR system
Potential Savings :
3703 hours per year
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31. Summary of Potential Savings
Dollars Hours
Fii Program $ 741,000 8,208
Cross Deployment 1 $ 352,638 1 54,252 1
Watson Labour Management System 2 $ 7,500,000 2 480,480 2
Ideas Count $ 42,116 3,481
Inclusive Growth Program 3 $ 125,603 3 5,166
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$8,681,319 547,704
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1 Calculated based on Dec 2011 project achievements
2 Calculated based on projected targets by Watson’s LMS and related assumptions
3 Calculated based on funding received from approved & signed projects so far
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32. Thank You
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