Business Process Management System in Hotels has a lot of opportunity. Recently I gave a presentation in Las Vegas at the ASQ Service Quality Conference. In this presentation, I described a methodology that described how to integrate Business Process Management with Lean Six Sigma so that improvement projects were identified that benefit the enterprise as a whole.
Business Process Management System in Hotels and Service Quality Conference
The hotel that I was staying at had a kick-off presentation to the ASQ Service Quality Conference. In this manager’s presentation, it was stated how the casinos that were part of his group were having much success with their process improvement efforts. However, my experience, as a guest of one of their hotels, was not consistent with what he said relative to their delivery of service quality, which I will later describe.
My presentation at the conference described issues with traditional performance measurements and improvement systems. A methodology to create predictive scorecards was then shown and how to analytically determine where business process efforts should focus so that the enterprise as a whole benefits. An illustration of the Business Process Management System (BPM System) application in a hospital was shown; however, the methodology would apply equally for a Business Process Management System in Hotels.
Business Process Management System in Hotels and Lack of Quality in a Guest Room
When I arrived at the Casino hotel the line for check-in was very long. There were several people who were to check people in but it took each person a very long time to get each person checked in. I waited a very long time to get checked in.
When I went to the hotel room for the first time I noticed some glasses next to my door. These glasses were there two days later when I checked out. At one time when I was entering my room one of the glasses was on its side in front of the door. This was a safety problem; hence, I put the glass back in its upright position.
The casino hotel boasted about being green relative to not cleaning towels that were on towel bars or hook behind the door. Well this casino hotel had only one small hand towel bar right next to the clean towels that were on the sink. There was not special place for clean towels to be placed. How can the clean towels remain clean when they are on a sink next to a dirty towel and how do the cleaning people know which are clean and dirty towels? There was one hook that appeared to previously hold a towel bar but there was no towel bar there now.
I like to use a room’s safe. This room had a safe but the safe was locked. I decided not to have someone go into my room to unlock the safe when I was not there so that I could use it.
This casino could really benefit from a Business Process Management System in Hotels, which would be similar to the presentation that I gave at the conference, which enhances traditional BPM.
Business Process Management System in Hotels and Fitness Center
When I checked into the hotel they told me that my room reservation was set to have internet coverage. There was no mention about a hotel resort package.
I try to continue my exercise program on the road. I was disappointed in that the fitness center did not open until 6:00 AM and closed at 7:00 PM. I typically exercise earlier than 6:00 AM. I showed up at 6:00 AM. They asked if I had a resort package. I told her to check on their computer. The attendant told me that her computer could not check for this. I then had her call the front desk. After about a 10 minute hold time, she told me that they said that I did not have a resort package. She wanted to charge me $25.00. I told her I already had the internet service, which is usually part of the resort fee. That made no difference.
I decided not to pay $25.00 a day for use of a treadmill. I did some modification to my arm and leg exercise in my room and planned to just do some extra walking for my legs in lieu of using their spa/fitness center.
This portion of the casino business could really benefit from a Business Management Systems in Hotels. The predictive scorecards and analytically/innovatively determined strategies in this methodology could help management orchestrate and timely resolve issues that impact their profit margins and customer satisfaction.
Business Process Management System in Hotels and Check Out
There was no check-out bill under my door the morning I was to check out. When I went to the registration desk the check out the line was VERY LONG. Since I estimated that it would take over one half hour to check out, I went to my room to see if I could check out on the TV. The process to do this was not obvious; hence, I called the operator who said she would check me out. I should only leave the key card in the room.
I did leave the key in the room and left expecting to receive an itemized bill through e-mail. I still have not received an electronic receipt via e-mail about my stay at the hotel.
This casino hotel could really benefit from a Business Process Management System in Hotels, which was described in my conference presentation and a BPM book. This BPM book is available in a free e-book format.