1、Measuring and Improving ProductivityPARTICIPANTS WORKBOOK19Examples of inputs and outputs. The number of beds made every morning is one key output of a hotels housekeeping department. The housekeeping staffs labour and time could be considered the input. The number of room service meals served is a
2、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 staff. What are some examples for your area? _What are the differences between productivity, effectiveness and efficiency?_Why Measure Pr
3、oductivity? (other than those listed above)_What influences the productivity of your department?_What affects your results and your costs?_Mission statements are: The reason why your department exists Short and brief Expressed in terms of results, not activities Explain why you are in business and f
4、or whomWhat is my departments mission?Who are your customers? Who are your Partners?Key CustomersOutcomes DeliveredOutput StandardsHow to find out?How can we identify which outputs are the most important?Which way of measuring quality is better?Which measure is most appropriate?Check-in procedure Pr
5、eparing final bills guests Laundering of clothing for guests Cleaning and preparation of rooms for guests Room service orders and deliveries Wake-up calls Hairdressing services Use of pool and gymnasium facilities RestaurantsExamples of output statementsRestaurant: number of orders filled correctly,
6、 within 20 minutes of order placement, and to the customers satisfaction.Measures used: Maintain log of customer complaints, order errors and returned meals. Directly gauge time order is taken and time meal is served (waiter to note times on order sheet) Customer opinion measure: waiter to ask each
7、client at end of meal if they were satisfied with the meal. Customer response to be noted on order form.Housekeeping: number of vacated rooms cleaned and prepared to Hiltons standards, before 10 am each morning. Measures used: Log of number of rooms vacated and number of rooms cleaned by 10 am each
8、morning Checklist used by cleaning staff to ensure that room appearance conforms to Hiltons exacting standards Checklist used to confirm that all items in room are complete (toiletries, linen, mini-bar) Checklist should show time cleaning was completed. Front office:number of guest enquiries, check-
9、ins and check-outs handled by front-office staff directly and to the satisfaction of the client, in a timely and accurate manner. Measures used: Staff involved to directly gauge service provision to ensure that guests spend no more than 5-10 minutes at front desk when checking in or out All guest en
10、quiries to be handled immediately or, if referral to other personnel is required, within 15 minutes of enquiry. Log of number and type of enquiries that are referred on to front-office manager or other senior personnel Errors to be measured by log of complaints, customer having to re-call for answer
11、 or prompt for a solution.Develop your own output statement_Why measure inputs? Without measuring inputs, we dont know what it costs us to produce the key services our customers expect. Without inputs, outputs are only a measure of how much we produce and not a productivity measure. Providing a part
12、icular service may be costing us more than it should. In this case, increasing the amount of the service we provide will not improve productivity; it will just cost us more. In this case, both productivity and profits will be affected. Keeping track of what resources we use and what they cost helps
13、us to achieve greater efficiency and identify cost-effective, innovative ways of working. What are the key inputs we use to produce our services?_Categories of InputsEXAMPLES FOR DEPARTMENT/HOTELPERSONNELCAPTIALENERGYMATERIALSSERVICES/INDIRECT LABOURSpeak to both customers and staff so that you: get
14、 the processes that are visible to the customer and those that are not. find out what customers perceive and expect from your service. can compare the scripts to see how much they overlap. The greater the degree of convergence the better it means youre giving customers what they want. If the scripts
15、 are very different, then clearly your processes and systems need to be examined and corrected because customer expectations are not being met. identify the number of points of contact “moments of truth” between our customers and us . Its easy to underestimate the importance of staff such as telepho
16、ne operators, secretarial or janitorial staff or accounting personnel staff who may not seem central to the service we provide.How can we find out what out inputs cost?_Workflow Analysis Draw a simple flowchart of the steps involved in producing your key output. For each stage, identify the key inpu
17、ts involved: personnel, capital, energy, materials, services. Identify the input that costs the most and has the greatest impact on the quality of your output. What are your key inputs?_How will you measure your key input?_How often will you measure your key output? Why?_An example of a productivity
18、 measure for a restaurantA simple measure: one cost input onlyNumber of orders filledRestaurant personnel costsMore than one input cost Number of orders filledtotal personnel costs per day + energy costs per day + material costs per dayThis measure: gives a closer estimate of the total costs of prod
19、ucing our output allows us to the average cost per order filled.For example:500 filled orders$10,000 in personnel costs + $2,000 energy costs + $3,000 material costs500 filled orders$15,000Productivity ratio = 0.033Average cost per order filled = $15,000200 orders= $30 per order.Output includes qual
20、ity standardNumber of orders filled correctly, on time and to customer satisfaction per dayTotal number of orders filled x average cost of each order filled For example:400 orders correctly filled 500 total orders x $30 average cost per order filled400$15,000Productivity ratio is 0.026Cost per corre
21、ctly filled order is: $37.50.Input includes cost of correcting errors Cost of correcting orders = $30 per incorrectly filled orderNumber of orders filled correctly, on time and to customer satisfaction per day(Total number of orders filled x average cost of filling an order) + (number of orders repl
22、aced x cost of replacing order) Using our earlier figures:400 orders correctly filled(500 x $30) + (100 x $30) Productivity ratio is 0.022Cost per correctly filled order is $45.Advantages of using a more complex productivity measure Highlights the critical nature of quality and shows that correcting
23、 mistakes has a cost. Defects are not free. Indicates that productivity can be improved by: increasing correct output increasing total output decreasing average cost per service run decreasing the cost of correcting errors some combination of all of the above.What is your productivity measure? _In p
24、airs, spend the next 30 minutes discussing: Your simple productivity measure: output divided by input (write it in below) How will you establish the cost of producing each unit of output?_ How you will establish the cost of correcting errors or mistakes (how will you track mistakes, what inputs do y
25、ou think are involved in correcting them and how will you determine the cost of correcting the mistake?)_Why is it important to balance customer needs against operational efficiency in the service industry? Our customers judge us by the physical appearance of our premises and the skills and service of our staff. Our staff is constantly in contact with customers. Our service system is interactive and provides a customised service for customers. If we change are systems, normally it means a change for our staff and a change for our cust
