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.

2.  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.

3. TAJ BENGAL

4. 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

5. 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.

6. Impact
 Annual savings of
Rs 1.962 Million.
 Electricity saving
of 4,01,317 KWH(Annually).

7. 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.

8. Maintenance Complaints At
TAJ Holiday Village ,Goa

10. Before
 Huge Area.
 Attending To Complaints On
Foot.
 Lot Of Trips From Rooms To
Maintenance Department.
 Tools Carried In Hand By
Staff.

11. After kAIZEN
 Bicycles Introduced.
 Tool Pouch Fastened
Around Waist Of
Workers
 Staff Carried Wireless
Sets.

12. 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.

13. 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.

14. • 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

15. Kitchen Utensils Management
at Taj President, Mumbai

16. 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.

17. 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.

18. 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.

19. 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

20. zero defect room
at taj connemara, chennai

21. Before kAIZEN
 Room requirement for daytime unknown to housekeeping.
 Duty rotas not planned efficiently.

22. 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

23. Before Kaizen
Room boys had to
strain themselves to
replenish supplies due
to limitations in trolley
layouts.

24. 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.

25. 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

26. 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.

27. 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.

28. 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.