I once drank tea and brewed tea on a tea cart, when brewing, I poured out first brewed water and heard sound of running water below. The lower chute, which contains water, is not audible until it is cleaned. After thorough cleaning, drain pipe is very smooth. The Key point is that water inlet is not blocked by tea residues.
The fundamental key to managing a hotel from a process point of view is smooth flow of work between departments. If there is debris (resistance) and passage is not cleared, there will be a problem. As soon as you brew tea and pour water (workflow starts), there will be blockages or blockages (departmental transfer points). Then head or responsible person of relevant department will go to unblock "fire fighting" (reduce resistance, eliminate resistance).
This is just a life metaphor, as well as Mr. Peng's personal experience in tea drinking.
So, how to crack this key moment?
After a simple understanding, you can use following 4 steps to overcome resistance, identify and refine key points, and make your workflow seamless.
First, a reasonable division of labor
Mostly it's about functions of departments, because usually problems arise because departments do not clearly define specific content of work. Therefore, we must start with content of work of department and give a clear definition, that is, understand and improve functions of department, which is most basic management work.
Ms. Peng's Experience The general functions of department have 4 contents: core work, business work, personnel work, and temporary contract work.
Second, clean up process
Describing a process is a relatively complex job that also involves workload and interests of different departments. Process sorting process mainly needs to deal with interdepartmental process, and focus of interdepartmental process sorting is key node. (Clogged place)
The carding process requires a flowchart. The flowchart clearly and intuitively depicts workflow. There are 4 specific drawing methods. Mr. Peng suggests using line drawing method or swimming lane drawing method. Finally, specific quantification of key nodes is required.
Third, quantify key points
The intersection of departments involved in a workflow is a key node that needs to be quantified. As a rule, quantitative indicators can be following: quantity, quality, time or results, be described clearly.
The next step is to define attribution and responsibility of these metrics. Which department is responsible, to what extent and how to deal with it if it cannot be achieved. Must be explained with key nodes of process and clearly defined.
Finally, support for key forms or related systems.
Fourth, Key Points of Evaluation
Finally, it is necessary to evaluate key points of process, weight of which depends on specific situation of hotel. What needs to be clarified is that some evaluation indicators are not static, if everyone is doing very well, then evaluation is not needed and indicators need to be adjusted.
Sometimes life and management are intertwined. As long as we can think, observe and take stock, we will continuously improve our managerial thinking and managerial abilities.
The above sharing is from a process control perspective and does not include other factors.
Original by Peng Zhanli