Hotel Operations
Plan the day against each person’s credits, inspect against your own written checklist and release on confirmation.
The problem
Rooms are handed out by habit, some attendants carry more than they can finish, and the standard being inspected lives in someone’s head. A room is called ready before anyone has checked it against anything.
The hotel sets what each clean is worth in credits and a target for each person.
The Day board plans rooms against each person’s load, flags overload and gives the reason for every room. A supervisor can change any assignment.
Weighted checklists carry critical and mandatory items. A failed inspection opens corrective work; a person confirms a pass before release.
Hotels write standards at brand, hotel, department, room-type and procedure level, keep every version and audit against them. They are kept in IT Governance.
Also in housekeeping
Supervisors plan the day and see how the team is doing. Each person sees their own.
Screens show Grand Harbour Hotel sample data.
A card showing rooms done out of rooms given, rooms by state, and a lane for each attendant with their rooms in the order they are worked, with planned minutes where the hotel has set them. Supervisors mark who is working today. Engineering keeps no shift roster.
Grand Harbour Hotel sample data
Linen, amenities and parts in a table: on hand, set aside for open work orders and available, shown as a bar against par. Receive, take out or count in a tap. Low and out items are ticked on an Order to reach par tray, grouped by supplier, to download or copy. Roomline does not place the order.
Grand Harbour Hotel sample data
A realistic scenario
The executive housekeeper opens the Day board and sees one attendant already over her target, with the reason beside each room. She moves a few rooms to a colleague and publishes the board. Later a failed inspection opens corrective work and the room stays held.