雅高酒店集团管家部开业筹备手册.doc

Take Over & Rebranding Manual for General Managers ACCOR Hotels TAKE OVER & REBRANDING MANUALHouse KeepingACCOR HOTELS April, 2008INTRODUCTIONThis manual is intended as a reminder and checklist for the many tasks and actions required to successfully take over and rebrand an already operating hotel to an ACCOR branded property. However due to the very nature of hotel take overs, in that each property is unique in terms of age, condition, facilities, market positioning, location, etc, this should not be construed as a complete and entire manual of the tasks to be done. This should be regarded as a very broad and general guideline that should be adapted to each situation.In the formulation of the take over task and consequent action plan, the long and short term objectives of the Owners and Accor and the should be clearly established in order to ensure the final product meets the expectations of both parties. It is critical that through a rebranding process the propertys image and profile should be enhanced and that with the provision of Accors management and marketing expertise, tangible value will be added as a result.As previously mentioned and should be strongly emphasised, each Hotel is unique and the information within this manual should be adapted so as to meet the specific requirements of the project and location. It should be seen as a base from which to begin and a general guideline, not as a definitive plan to all takeover and rebranding projects. BRIEFING of DIVISION HEADS1.1 Project in general1.1.1General Discussion on Owning Company and management Agreement.1.1.2Discussion of any Hotel or Location idiosyncrasies1.1.3Progress on any refurbishments and possible relaunching dates.1.1.4Progress reports from Task Force members.11.5Feasibility Study and Departmental review and proposed individual action plan. Plans on any refurbishments.Review power of attorney for bank signaturesReview owning companyHotel agreement as it pertains to Co-Owners.Owning Companys organization chart.Internal Owner relations.Name, Address and Telephone #s of Board Members.Equity position of Owners.Capital expense Budget and approval procedures.Any special agreements and/or understanding with the Owning Company.Board Meeting timetable.Review of last Board Meeting minutes.Goals and Incentive Plan.Recommendations for the Hotel Lawyer and Auditor.Administrative calendar for the Hotel.2.0 TAKE OVER & REBRANDING TASK ASSIGNMENT CHECK LISTThe purpose of this check list is to assign each department all necessary tasks to ensure the successful preparation for the opening of the hotel and that are completed on time. The Executive for each Department should be the person responsible for the appropriate checklist and the formulation of the critical path.The following checklists are to be considered as a guideline for the formulation of the critical path and a more detailed checklist should be developed for each department concerned. HousekeepingAssess executive housekeeperReview payrollReview policies & proceduresReview training programReview condition of all FF&E Linen audit & ordering replacement Accor standardAccor specifications guest room amenitiesOrdering guest room amenitiesReview all cleaning equipmentSpecification cleaning chemicalsReview all maid carts quantity & conditionBlankets spec & quantityPillows spec & quantityReview carpet cleaning contractReview cleaning schedulesReview job descriptionReview oganisation chartReview uniforms quantity & conditionUniforms orderingReview uniforms policyReview pest control contractReview valet pricesReview guest storage policiesReview policy of fruit basketReview policy for flowersReview procedures mini barReview all formsReview room set upReview suites set upReview par stocksIdentify areas requiring concentrated cleaningAction by Starting date Completion dateReview PA cleaning schedulesReview duty rosterReview emergency proceduresReview laundry volumeReview laundry budgetReview valet pricesRelaunching & rebranding action planReview Operational manualReview house plant maintenance contractReview outside window cleaning procedureReview lost and found policiesReview list of all guest supplies, apply Accor standardsReview par stock for flow partiesReview guest room layoutRebranding budget reviewReview layout of floor pantryReview keys policy requirements per areaCheck bed configuration chartCheck room types chartReview cleaning standardReview service standardCosting guest suppliesReview guest floor pantry set upReview mini-bar set up Review maid cart set up Laundryassess laundry managerreview laundry job descriptionsreview operating proceduresreview organization chartreview manning guidereview training programreview training schedulereview all equipment review all FF&E review list of guest suppliesreview list of formscheck license for laundryrebranding action planrelaunching datecheck equipment warranty record if applicablereview maintenance programreview procedures valet shopreview job descriptionsreview laundry pricescheck quality & stock of chemicals & listsreview safety programhotel survey of hotel chargesreview uniforms stockreview cleaning schedulesurvey waste disposalcheck steam & electricity supplyreview labor lawreview all kitchen & bakery equipment & utensilsreview all cleaning equipmentcheck quality, stock and supply of cleaning chemicalscheck musical instrumentscheck printing materialcheck canned dry foodcheck beveragescheck food items freshreview pool functionslinen Action by Starting date Completion dateaudit on condition of all mattressesaudit on condition of all TVs & associated equipmentaudit TV receptionreview satellite/cable TV provider contractMini bars3.0 Takeover and RebrandingThis segment of the critical path deals with the rebranding plan. It consists of listing all the physical areas requiring close attention that can be monitored on a twice-weekly basis, on the progress report. All items mentioned on this section should be similar to the one mentioned in the progress reportExample:Executive officeAccounting officeGeneral storeSteward storeStaff canteenGuest rooms 16/FAll the mentioned areas should state the starting date of the monitoring of the status of the rebranding and the projected completion. 4.0Formulate Critical PathThe Data formulated in the Tasks Assignment Check List is to be used as the base for the formulation of the “Critical Path” report.The first thing to establish is the Relaunching date of the Hotel.Secondly, the data from the tasks assignment check list is transferred into the critical path with reference to the rebranding of each area and ultimately the relaunching date.Formulate a Grid sheet which contains all the critical path with a section for each department using the legends of:Starting DateProgressDelayCompletion DateLate CompletionRelaunching DateAll tasks should be monitored and updated twice weekly with a review meeting for all concerned.Whilst this may seem a tedious and time consuming exercise it will ensure that each area of the Hotel is fully ready to be Operational on the Relaunching Date.Note: The Critical Path should be formulated in a Data Base Software format as per the example attached to allow the efficient, Any Date Order, or Person Responsible, Sorting.List of rebranding reports and meetings to be formulated- Twice weekly critical path meeting minutes- operational meeting weekly minutes- design and printing weekly minutes- F&B twice weekly meetings minutes- weekly progress report- Weekly minutes of relaunching ceremony meeting- Weekly minutes of sales department- Monthly sales report to corporate office- Weekly forecast meeting- Weekly minutes of purchasing department- Weekly minutes of accounting department- Monthly controllers report to corporate office- Monthly reports to corporate office should include the following topics- Overview of progress of rebranding- F&B report- Financial- Engineering- Sales- Rooms department- P.R.- Monthly design meeting with designer- Post relaunching weekly project meeting6.0 Monthly progress reportThe monthly progress report should be formulated by the hotel GM/Take Over Task Force Manager/Engineering team/DOSMIt should contain progress on rebranding plus recruitment progress of key staff,Owner related issues, marketing activity, financial status. Policies and ProceduresRooms Division (as per ACCOR Operations manuals)SOPLSOP- VIP Policy- Guest privacy- Log book- Maintenance requests- Guest illness- Pets & animals- Guests complaints- Uniform- Staff general grooming & behavior- Pagers- Daily briefing- Staff performance appraisal- Interview and recruitment- Work schedule- Stock requisition- Entrance and lobby security- Parking zone security- Staff entrance control- Video security- Patrol- Security supervisor- Divisional accounting procedures- Reservations section- Reservations filing- Geographic code- Market segment code- Reservations forecasts- Reservation operation- Telecom operation -Telephone answering- Wake-up calls- Guest phone inquiries- Emergency guest assistance- Pager system- Staff phone calls- Telecom revenue control- Incoming facsimiles- Booking and charging- Front office reception- Guest check-in- Group check-in- Guest room change/move- Guest check out- Front office cashier- inquiries and messages- guest relations officer/asst. managers- VIP arrival and check-in- Concierge- Concierge check-in duties- Concierge check-out duties- Group luggage handling- Concierge room change duties- Communication board- Doorman and porter- Guest luggage storage- Hotel vehicle maintenance- Hotel vehicle operation- Shift start- Lost and found- Guest complaints handling- Walk through- Daily room inspection- VIP guests- Group arrivals- Folio checking and skipper handling- General maintenance and repair- Guests item storage- Guest room double locking- Safety deposit box breaking- Clinic & medical service- Accident/incident handling- Guest property loss/damage/ handling- Guest room missing article allegation- Disturbance & dispute- Fire alarm & report- Housekeeping / staff communication- Housekeeping / guest communication- Master key- Trolley set-up- Guest room general cleaning sequence- Bed making- Bathroom cleaning- Bedroom cleaning- Turn-down service- Do not disturb display- Guest complaints & requests- Executive & public area cleaning- Linen control- Room inspection- Bathroom inspection- Baby sitting- Lost and found- Guest laundry presentation- Laundry order taking- Laundry valet service- Guest laundry check sequence- Dry-cleaning sequence- Guest garment finishing quality control- Sorting function sequence- Sorting categorization- Linen processing- Washroom function sequence- Drying area function sequence- Flat work function sequence- Uniform laundering process- Laundry daily operation- Unsanitary laundry pickup- Linen management- Damaged laundry- Laundry record- Linen chute- Fire safety policy- Smoke detector network- Sprinkler network- Hose cabinet preventive maintenance- Manual call point- Fire extinguisher preventive maintenance- Fire control panel- Fire pumps- Fire pumps preventive maintenance- Fire stairs evacuation system- Alarm-activated devices- Fire detection- Evacuation procedure- Security evacuation- Human resources evacuation- Finance evacuation- Sales & marketing evacuation- Public relations evacuation- Rooms division evacuation- Kitchen evacuation- Food & beverage outlet evacuation- Room discount policy- Rooms advance deposit- Rooms double lock- Rooms found vacant- Spare key card request- Change of guest room lock- Damage to hotel property by guest- Valuables left unattended in guest room- Complimentary room- House use accommodation- House use limousine- Missing amenities in guest room- Night visits7.0Employee StandardsThe purpose for specifying standards for each department within the Hotel is necessary so that Employees know what is expected and accomplished by the standard. The responsibility of the General Manager is to identify who, in the organization, will be held accountable for the implementation and adherence to the Policies.7.1Manning GuideOnce performance standards have been established for all positions within the Hotel and all Job Descriptions have been formulated the number of positions required for each specific area of the Hotel can be drafted. Each position should be established in relation to the size and operational requirements of the area and finally reviewed in conjunction with the Budget.7.2Recruitment ScheduleFollowing the completion and approval of the Manning Guide comparison can then be made to the actual situation in the hotel and the following action can be taken:-Establish staffing levels organisation chartNumber of employees per positionIncrease or reduction of existing staff levels as required in accordance with local labour lawsCommencement of relative training programsAny special or extraordinary circumstancesThe recruitment schedule of any personnel, especially Senior Management positions, should be as per the rebranding schedule however for take over situations, it is likely to be required ASAP in order to carry out the rebranding requirements within the set time frame. Performance StandardsThe system is based on the establishment of specific standards of performance for each group of each Department within the Hotel.Non Production Groups:These positions do not vary with the volume of Business had by the Hotel, such positions as Department Heads, Assistants, other Supervisory and Clerical positions.Production Related Groups:This Group will be determined by established performance standards and as such reflect the projected volume of business, positions such as Floor Supervisors, Receptionists, Telephone operatorsDirect Production Groups:This Group defines positions which can directly fluctuate in accordance with the Highs and Lows of the Business volume and may include seasonal recruitment.The Performance standards for each of these Groups are measured as follows:Non Production Groups:The standard for this group is the result of a policy decision established for the Hotel based on its size, location and idiosyncrasies. Since the Position functions of this group are not controlled by established work standards it is important that each position be evaluated and reviewed on an annual basis to determine its actual requirement and contribution to the profitability of the Hotel. Positions in this group are:q General Managerq Resident Managerq Executive Assistant Managerq Financial Controllerq E.D.P. Managerq Human Resources Managerq EtcTo evaluate the requirement of these positions each requires a detailed Job Description to be prepared including:Job TitleDepartmentPurpose and ResponsibilityMeans for carrying out the responsibilityQualification required to fill the positionOnce the Job Description is complete for all positions within this group the individual work can be evaluated to determine the contribution to the Operation of the Hotel. Why is the Job done? Where is it done? By whom? And how long does it take?Once all Job Descriptions and analysis has been completed for this group they will be reviewed by the management committee to determine if they truly reflect the positions required by the Hotel for the volume of business in the current and coming year/s.Production Related Groups:Standards of performance for this group are based on the level of Occupancy, Number of covers served and the Volume of Beverage sales.Direct Production Groups:Standards of performance for this group are based as for the production related group, however are monitored and modified regularly to sustain the most cost effective production available. On the basis of established standards a manning guide is prepared for each department, or sub-department if necessary, within the Hotel. This guide outlines the number of non-production, production related and direct production employee required at the various levels of volume of business and would include an Organization Chart.In order to utilize the standards established in the Manning Guide a forecast for the coming three month period is prepared and updated monthly, using production standards a potential manpower requirement for each department and sub-department may be formulated. These requirements can then be reviewed and discussed and ultimately modified if necessary.Examples of production standards would be:Room Attendants 15 Rooms 8 HoursBell men 25 MovementsWaiters 20 Covers 2 HoursCooks 90 Covers 6 HoursDishwashers 150 Covers 4 HoursFloor Supervisors 40 Occupied Rooms 8 HoursReceptionist 100 Arrivals 8 Hours7.4Permits and LicensesThis standard should be a detailed list a