1、Measuring and Improving ProductivityTRAINERS GUIDEM E A S U R I N G A N D I M P R O V I N G P R O D U C T I V I T Y1Trainers guideMeasuring and improving productivity is a one-day course designed for department and senior managers of Hilton International. This trainers guide contains all the materia
2、l you need to effectively run this course. It contains cross-references to the participant workbooks and overheads and indicates when group work is called for and the key questions you can ask to facilitate discussion and group participation. BEFORE RUNNING THE SESSION, MAKE SURE YOU HAVE:Read all t
3、he information in this training kit so that you are familiar with it. You may also want to do a trial run before the actual presentations.Prepared overheads from the black and white masters provided in this kitSufficient copies of workbooks for participantsSent a letter to all participants asking th
4、em to bring samples of productivity measurement or improvement (if any exists in their current workplace).Copies of any handoutsA whiteboard and whiteboard pensA flipchart and pensDURING THE TRAINING SESSION:Try to create a friendly, informal atmosphere so that participants feel relaxed and confiden
5、t about asking you questions.Allow a full day for the course. Approximate times for each session are indicate at the start of each session. Make sure that you allow plenty of time and opportunity for questions and to clarify understanding.Make sure that seating is arranged so that everyone can see y
6、ou and the overheads.The Trainer Resources section consists of examples currently being used in the field, and maybe used as support documentation during the course. Please feel free to communicate with Area Office Human Resources/F&B/Finance/Sales & Marketing/Front Office Development if you require
7、 further explanation of how the measures work and how they would apply to your property.AFTER THE TRAINING SESSION:You should schedule a session with the participants 2-3 weeks after the completing the course to follow-up on their efforts in developing productivity measures in their department. This
8、 session should take no more than 2 hours.A resource you may find useful to supplement the program material is “The Fat Firm A Transformation of a Firm from FAT to FIT” by Andris Zoltners, Prabhakant Sinha and Stuart Murphy (published by McGraw-Hill). Hilton International 1999 M E A S U R I N G A N
9、D I M P R O V I N G P R O D U C T I V I T Y2Productivity definedThis introductory session lays the groundwork for the rest of the course. You should allow at least one hour for this session.Introduction and welcomeWelcome to this training session on measuring and improving productivity. This is a on
10、e-day course that has been especially developed for Hilton International. It has a very simple structure. During the first half, we will focus on theory and in the second half, we will do some work on developing our own productivity measures and applying what we have learned to our individual depart
11、ments. Today we will focus on three sessions:In Session one we will set the groundwork for the rest of the day. We will look at what productivity is, why we should measure it and the factors that influence productivity in our business. (1 hour)Session two introduces a five-step process for developin
12、g productivity measures and we look at four key elements that must be present for a productivity measure to be successful. (3-4 hours)Session three covers techniques for improving productivity and we will talk about how these can be adapted to the work we do at Hilton. (2 hours)This will include ana
13、lysing workflows in our departments and developing some customised productivity measures for each of our areas. Objectives Our objectives for this course are to:Session1I C O N K E YShow overheadAsk participantsGroup discussionWorkbook reviewCourse structureCourse objectivesCourse objectives 3help y
14、ou develop an appreciation of the importance of measuring productivity and how this can lead to greater customer satisfaction and improved profitability. introduce you to a framework for understanding the key issues that impact on productivity in the service industry.help you identify the key output
15、s you are responsible for in your area.give you the tools you need to analyse, measure and improve workflows in your department and to identify the key inputs you need to produce results.show you practical steps and procedures for developing and implementing simple productivity measures.give you som
16、e tips on ways to improve productivity and how to use productivity figures to inform your forecasting.Any questions?What is productivity? Lets start by asking the question: what is productivity?Invite participants to offer their understanding of what productivity is. List their responses on the whit
17、eboard or on a flipchart. Seek responses such as:Measuring how fast we do thingsComparing inputs with resultsDoing the right things betterBeing efficient and effectiveProductivity is a function of effort. That is, when productivity improves, it means we are producing more desired results for a given
18、 amount of effort.In a classical sense, productivity is defined as a ratio of output to input. That is, output divided by input. Its easier to understand if we look at some examples. For instance, the number of beds made every morning is one key output of a hotels housekeeping Definition of producti
19、vity4department. The housekeeping staffs labour and time could be considered the input. The number of room service meals served is a key output for our food and beverage area. The inputs could include the cost of produce for each meal and the labour and time of the waiting staff and the kitchen staf
20、f. Can you think of any other examples of outputs and inputs for your areas? Encourage responses from each participant. Participants can also be invited to write responses down in their workbook page 1.Its important to remember that there are two sides to the productivity equation: results and costs
21、. Productivity is not just about being effective or efficient. What do you think are the differences between productivity, efficiency and effectiveness?Encourage responses from each participant. Participants can also be invited to write responses down in their workbook page 1. Point out that:Effecti
22、veness is about producing the right results; the results you want. For example, we might sell 10% more drinks at the bar on a weekly basis. We might increase the number of rooms we clean per hour by 20%. However, these increases in results may have been gained at extra cost. The 10% more in drinks m
23、ay have cost us 12% more in increased labour time. The 20% more rooms cleaned may have cost us 10% more in capital for better cleaning products and 12% more in additional labour time.So, while effective production has gone up, the overall productivity of the organisation has gone down because the co
24、st of improving the results was more than the improvement in results.Efficient production is about producing better results at lower cost. Now efficiency and productivity are closely related, but they are not the same thing.Any ideas why efficient production is not the same as productivity?Because m
25、ore efficient production does not guarantee improved productivity. For example, say we had actually managed to increase the number of rooms cleaned per day by 20% and cut the amount of labour used by 10%. This might actually be a productivity increase: were cleaning more rooms at less cost. 5But say
26、 now that the increase in rooms cleaned and the reduction in labour means that two out of every five rooms are poorly cleaned and have to be redone. This could actually mean that weve gained nothing. If reduced labour costs lead to lower quality, we may look more efficient, but in fact our productiv
27、ity will be lower, because now we have to bear the cost of cleaning those rooms twice. A true productivity measurement takes into account quality results and all costs including the cost of correcting mistakes and errors. Why should we measure productivity?Why do you think we should measure producti
28、vity?Draw responses from participants and document them on a flipchart or whiteboard. Participants can also be invited to write responses down in their workbooks page 2. Then use the overhead to illustrate the following reasons for measuring productivity.Leading economists and business forecasters h
29、ave been predicting that unless service companies in general improve their productivity they could go out of business. The hospitality industry has one of the weakest service productivity records. For instance, between 1980 and 1991, manufacturing productivity rose by 2.9%. In comparison, service pr
30、oductivity figures hardly budged.The service industry is the fastest growing industry in the world today. Its predicted that by 2005 our industry will employ more than 338 million people. Competition in our business is intense. For example, in some countries there are an oversupply of hotel rooms an
31、d too few customers available to fill them. (State what it is like in this venue) Demand for hotel accommodation is now growing and success is going to belong to those hotels that are better than the others at finding creative ways to deliver what customers want, able to work smarter and do the righ
32、t things better at reduced cost.Improving our productivity is an important way of improving customer satisfaction and company profitability.Quality ResultsWhy measure productivity?6Measuring productivity allows us to identify any problem areas early. For example if check in times for customers incre
33、ase over a period of months, something may be wrong with our check-in procedures and systems if staff are having to take short cuts to cope with the increase.Measuring productivity allows us to compare performance between individuals, teams, departments and companies and use this information to make
34、 management decisions. We can make more informed decisions about staffing, pricing, budgets, suppliers etc.Measuring productivity unites managers and employees and makes everyone aware of and responsible for costs and improved results. We can demonstrate our productivity gains to stakeholders (such
35、as owners) - measuring productivity gives us evidence of the gains weve made.Allows us to tie rewards and incentives to real gains in productivity.Helps us identify whether new systems and procedures will actually improve the way we do things and prove profitable. Helps us identify what we need to i
36、mprove.What influences productivity?Were now going to look at factors that influence productivity. In small groups, I want you to think about productivity in our hotel and in your departments. What do you think influences how productive you can be? What factors affect the results you achieve and you
37、r costs or the inputs you invest to achieve those results? Divide the group up into smaller groups say about four smaller groups. Refer them to page 2 of their workbooks where the above questions appear. Give them 10 minutes to discuss these questions. At the end of the 10 minutes, each group should
38、 present a short list of the key factors that affect productivity. Use the next overhead to pull their responses together.A lot of the factors that influence productivity in our industry are a result of the fact that we are a service industry. That is, at the end of the day, customers What influence
39、s productivity?7dont walk away with a tangible product in their hands; they come to Hilton to purchase an experience. How does this affect productivity? It means that a lot of our outputs and inputs can be difficult to measure and harder to control. Taking a very simple view, lets say that our key o
40、utput is providing customers with temporary accommodation for a short period. Of course, we have very high standards for the quality of this experience. Our inputs are the costs of everything we do to make this experience happen for customers: room service, housekeeping, entertainment, business serv
41、ices, laundry, restaurants, front office, gardeners and grounds maintenance staff.While a lot of what we provide is tangible: a bed, food, towels, toiletries, the morning paper, most of what we provide is an intangible service. It cannot be touched, smelt, tasted or held in your hands. The other poi
42、nt about our service business is that its inseparable we cannot separate the service we provide from the customer. Our clients dont come to us, purchase a room and them take it away to enjoy it somewhere else. They use the service on our premises. Our floor is our factory. Every interaction between
43、our employees and our customers is a critical incident a provision of service. Its hard to tell in advance what that interaction will be like and to control the quality of that interaction. Our service is also heterogeneous that is, each experience is different for each customer. We cannot easily co
44、ntrol the quality of the service before our customer uses it. While we can try to make sure that every serving of Crepes Suzette from the kitchen looks and tastes the same, we cant guarantee that every customer who dines at our restaurants will enjoy the same experience. Not only is it hard to stand
45、ardise everything we do, but customers have different ideas and standards of quality. Our product is perishable. If we dont let all our rooms tonight, we cant save them for another day. If the buffet breakfast doesnt get finished, the leftovers have a very limited life. Demand for our services can v
46、ary widely from day to day, week to week. This makes it harder to forecast how much of any particular input we might need and to control the volume of output. Preview session 2While it may be difficult to measure and control productivity in our industry, its not impossible. In our next session, well focus more specifically on measuring productivity and identifying outputs and inputs. Youll find out how you can control inputs, and how we can overcome some of the problems associated with being an intangible, perishable, heterogeneous, inseparable product.8Break for morning tea.
