Case Study​

Housekeeping at Park Plaza

Westminster Bridge
Content
1. Issues at housekeeping at the Park Plaza Westminster
Bridge
2. Design A New Control System:
2.1 Analysis and Solution
2.2 Organization Change
2.3 Communication and Review
2.4 Measurement System
2.5 Value and Culture

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1. Issues at housekeeping at Park Plaza Westminster Bridge 
Organization Inefficiency
● Managers busy on daily problem shooting
● Room attendant teams no autonomy, low accountability to t
heir job​
● Supervisors and assistant head​don’t show their importance,
while Christoph has too big scope
Stakeholder Un-satisfaction
● Employee high absence rate and  low motivation, company
value not fully accepted
● Customer complaints increasing recently​
● Hotel manager getting anxious, not satisfied with Christoph’
s work​
Communication Issues
● Fire fighting work mode, one on one communication, no gro
up sync up for experience or mistake
● Chaos and daily base operation, no long term plan to improv
e​process and performance
● No data summarize and analyze to understand whole picture
Measurement Malfunction
● Task assignment based on number of rooms only, without
considering diff. categories
● No track of employee performance,  and
not linked to customer satisfaction/complaint​
● No effective reward system
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2.1 Analysis and Solution
Stakeholder Unsatisfaction Communication Issues
Issues
Organization Inefficiency Measurement Malfunction

Closed Loop Plan Operation and Test and Adapt

Develop Strategy Translate Strategy Monitor and Learn
MGT System Execution Strategy

Value and Culture:

Happy guests/employee, code of conduct

Organization Change:
New
Flat and agile, Autonomy
Control
System Communication and Review:
Efficient alignment, Review meetings, Monitoring, Adjust

Measurement System:
Balanced Scorecard, Object & Key Result, Data Analysis

Belief system Risks to

Core Value Boundary system
Four Levers of Business be avoided
Control Strategic Strategy Critical Performance
Interactive Control Sys. Uncertainty Variables Diagnostic System

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2.2 Organization Change
Hierarchy organization, stuff accountability low, top
managers overlook front line issues
Head overwhelmed in daily operational issues,
Poor linkage to GM and peer departments
No data team to summarize and analyze record
for process/manage improvement
Flat and Agile organization, head and supervisors
quick action, with GM support
Separate porter and laundry teams, head focus on
WHY housekeep team to run better
HOW
Data specialist to support Chris on data and
report
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2.3 Communication and Review
Participants GOAL
Meetings Frequency
CEO Head Supervisor Attend. Individual - Depart. - Corporate
Strategy Monitor BSC Reward

Strategy, Overall satisfaction

Townhall and finance, High √ √ √
performer reward​

CEO Strategy map, testing &

Review adaption​ √ √ √

Department Objective review, overall

Meeting satisfaction, reward √ √

Head Performance report, Issues

Review indicator & correction √ √

Task assignment, cleanliness
Daily Operation check​, individual performance √ √

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2.4 Measurement System
ex
a mp
Grow Shareholder Value le Finance
C
T
A
Financial P u
a
c
Improve asset Grow Revenue and Net Customer r r
r
t
Lower Cost Internal Process
i r
g
u
utilization Profit o
r
e
n
e
a
l
Learning and Growth t
t
%

Customer . Return guests

. Add more value-
. Customer Loyalty Net Profit and Gross Margin
. Automation . More business
added services Return of Investment
facilities guests Customer Satisfaction Rate
Return Guests
Room Clean Efficiency

. Rules/SOP : Absence control, full attendance bonus, etc. Resolved customer Issues
Cross Training Rate
Internal Housekeeping routine work, QA by supervisors Value and Culture
Process . Review MTG: Check progress/result, sync strategy ……
. Survey system: Customer/employee satisfaction rate
. Reward system: Excellent employee, trainee
Actions supported by Data summarize and analysis, PRACTICE MAKES PERFECT

Objective Implement with:

Daily/Weekly/Monthly/Quarterly
Learning . Training and cross training, Key Result Review &
& Growth Attendants Improve skill; managers better mindset(BI-FUDAN); Improvement plan
. Value/Culture, build customer and employ caring culture

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2.5 Value and Culture
”If you cannot measure it, you cannot change it.​” , “What’s get measured gets improved”

- Peter Drucker ​
Initiative Supportive

Transparency
Body Trust Reward

Trust Reward Caring

Agile Valuable

Happy guest, happy employee.

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THANK YOU