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Copy of Planning and Organizing the Housekeeping Department

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Jeanette Breidenbach

on 16 October 2013

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Transcript of Copy of Planning and Organizing the Housekeeping Department

Planning and Organizing the Housekeeping Department
By: Jeanette Breidenbach
1. Identify typical cleaning responsibilities of the housekeeping department.

2. Describe the tools the housekeeping department uses to plan its work.

3. Explain the executive housekeeper's role in organizing the housekeeping department.

4. Identify basic management functions of the executive housekeeper.
1. Identify typical cleaning responsibilities of the housekeeping department.
2. Describe the tools the housekeeping department uses to plan its work.
3. Explain the executive housekeeper's role in organizing the housekeeping department.
4. Identify basic management functions of the executive housekeeper.
Responsible for cleaning:
Public areas
Pool and patio areas
Management offices
Storage areas
Linen and sewing rooms
Laundry room
Back of the house areas
Hotels offering mid-range and world-class service:
Meeting rooms
Dining rooms
Banquet rooms
Convention exhibit halls
Hotel-operated shops
Game rooms
Excercise rooms
Housekeeping in the food & beverage areas:
-Usually very limited resposibility
-Varies from property to property
-Night crew or early morning crew is responsible for in-depth cleaning after dinner service in the dining room.
-Responsible for final in-depth cleaning of banquet or meeting rooms.
Inventory Lists
Color-Coded Floor Plan
Can be digital or paper
Executive housekeeper is to assign areas of the hotel to the rest of the staff with a different color for each.
Copies distributed to general manager and to all department managers.
Presents a clear and impressive picture of the housekeeping department's role in cleaning and maintaing the hotel.
A list of all items within each area of the hotel that will need housekeeping's attention.
Long and extremely detailed
Different inventory lists are made for different room types
Items are often listed as they appear around a guestroom from right to left, from top to bottom on list.
Executive Housekeeper will use this to develop cleaning procedures, training plans, and inspection checklists
Deep Cleaning Program
Indicates how often items on area inventory lists are to be cleaned or maintained.
Items cleaned on a daily or weekly basis are a part of the routine cleaning cylce and incorporated into standard work procedures. (all other items are in the
deep cleaning program
Items that must be cleaned or maintained biweekly, monthly, bimonthly, or according to some other cylce.
Items are inspected on a daily to weekly basis.
Scheduled as special cleaning projects.
Must be flexible in relation to the activities of other departments.
Usually taken care of during low occupancy periods.
Items in this program should be transferred to a calender plan. (computer or paper)
Required quality levels of performance
Developed by answering the question: "What must be done in order to clean or maintain the major items withing this area?"
States not only what must be done bute also states how the job must be done.
Keys to consistency throughout the hotel.
Varies from one housekeeping department to another
Only way to implement standards in the workplace is through effective training.
Should be reviewed at lease once a year to make appropriate revisions as new work methods are implemented.
Established by answering the question: "How long should it take for a housekeeping employee to perform an assigned task according to the department's performance standard?"
Must be determined in order to properly staff the department within the limitations established by the hotel's operating budget.
Varies depending on Performance Standards and the type of hotel.
Determines the acceptable quantity of work to be done by department employees.
Performance Standards and Productivity Standards work together and must have balance.
performance standards results in
productivity standards where as
performance standards results in
productivity standards.
Performance Standards
Productivity Standards
Inventory Levels
The amount of equipment and supplies the housekeeping staff will need to meet the performance and productivity standards.
The amount of items in housekeepings inventories must be consistently maintained in a purchasing system.
Two types of inventories: Recycled and Non-Recycled.
Recycled Inventories
Non-recycled Inventories
Items that are reused by housekeeping and guests. For Example:
Equipment: room attendant carts, vacum cleaners, carpet shampooers, and floor buffers
Guest Supplies: linens, irons, ironing boards, cribs, and refrigerators
Par number: number of recylced items that must be on hand to support daily, routine housekeeping operations.
Includes cleaning supplies, guestroom supplies, and guest amenities. For example:
Bath soap, toothbrushes, shampoo, conditioner, bath powders, and colognes.
Used up in the course of operations.
Purchase ordering system establishes a par number based off of two figures - minimum quantity and maximum quantity.
Minimum Quantity
Maximum Quantity
The fewest number of purchases units the should be in stock at any time
Inventory level should never fall below
When inventory level reaches additional supplies must be ordered
The actual number of additional supplies that must be ordered.
The greatest number of purchase units that should be in stock at any time.
Must be consistent with available storage space.
Affected by shelf life of an item.
Structures the department's staff and divides the work so everyone gets a fair assignment and all work can be finished on time.
Must establish the lines of authority based off of two principles: Each employee should only have one supervisor and supervisors should have the authority and information necessary to guide the efforts of employees under their direction.
Must delegate authority to supervisors and ensure recognizes the authority structure.
Ultimately responsible for the actions of department supervisors.
The Organiztional Chart
Provides a clear picture of the lines of authority and the channels of communication within the department.
Size depends on type of hotel (Economy, Mid-Market, or Luxury)
Protects employees from being overdirected.
Should be posted in an area where all employees can see where they fit into the overall organization of the department.
Information is gathered from earlier planning activities to identify the number and types of positions that are needed. Task lists and job descriptions for each of these positions are then developed.
task list
identifies the tasks that must be performed by an individual occupying a specific position within the department.
job description
simply adds information to the appropriate task lists. For example: reporting relationships, additional responsibilities, working conditions, and equipment and materials that will be used.
The task list should simply state what the employee must be able to do in order to perform jobs
The form and content of a job descriptions will vary among housekeeping departments.
Job descriptions should be reviewed at least once a year.
Properly written job descriptions can ease employees anxiety by specifying responsibilities, requirements, and peculiarities of their jobs.
Employees should be involved in writing and revising job descriptions for their positions.
Each employee should recieve a copy of their job description.
An Important planning activity of the executive housekeeper is drafting the housekeeping department's operating budget.
Operating budget estimates expenses of the department for the upcoming year
Expenses include labor, linens. laundry operation, cleaning compounds, some types of equipment.
The initial expense estimates must be revised by top management executives along with the overall financial objectives of the hotel for the upcoming year.
Must coordinate schedules and work assignments.
Staffing involves recruiting applicants, selecting best qualified, and scheduling.
Staffing must be adequate to meet the deep cleaning schedules
Direct people and Control things
Directing is focusing employee activity on the goals established in the planning phase.
Directing involves supervising, motivating, training and disciplining employees.
Attitudes and work habits of supervisors are usually a reflection of the executive housekeeper.
Controlling refers to devising and implementing procedures that protect the hotel's assets. For example: keys, linens, supplies, equipment, and other items.
"A strong executive housekeeper personally expresses a genuine interest in everyone's performance and, thereby,creates an atmosphere in which motivation can thrive."
Evaluating is the management function of assessing the extent to which planned goals are attained.
Executive housekeeper uses monthly budget reports to compare actual department expenses to amounts estimated.
They also need information on a daily and weekly basis in order to closely evaluate the performance of the staff and the overall productivity of the department.
Evaluation begins in performance and productivity standards.
Is it possible to operate a clean and profitable hotel without housekeeping supervisors to inspect rooms?
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