Index
Operations Management in the Hospitality Industry
ISBN: 978-1-83867-542-4, eISBN: 978-1-83867-541-7
Publication date: 10 June 2021
This content is currently only available as a PDF
Citation
(2021), "Index", Szende, P., Dalton, A.N. and Yoo, M.(M). (Ed.) Operations Management in the Hospitality Industry, Emerald Publishing Limited, Leeds, pp. 243-252. https://doi.org/10.1108/978-1-83867-541-720211012
Publisher
:Emerald Publishing Limited
Copyright © 2021 Emerald Publishing Limited
INDEX
ABC analysis for ordering and prioritizing
, 130–133
Accessibility
, 47
Accor
, 26–27
Accountability
, 223
Actual capacity
, 171
Adjustable capacity
, 183
Admission
, 33
Agglomeration effect
, 47–48
Airbnb
, 39, 199
Airlines
, 87
Amadeus
, 87
Ambience design
, 60
colors and finishes
, 61
FF&E
, 62
lighting
, 61
American Automobile Association (AAA)
, 15, 201, 204
American Hotel and Lodging Association (AHLA)
, 66
American Society for Quality (ASQ)
, 224
Americans with Disabilities Act of 1990 (ADA)
, 58–59
Analysis ToolPak
, 84
Analytical queuing models
, 52
Appraisal costs
, 203
Arrival process
, 172, 175
Arrival rate
, 172
Artificial intelligence (AI)
, 62, 120
Assembly line
, 55
Assurance
, 193
Attrition
, 149–151
Auditing
, 199–200
Availability
, 15
Avero
, 88
Back-of-house staff (BOH staff)
, 155
Balanced scorecard
, 233
Balking
, 180
Bottlenecks
, 28–29, 55
Bottom-up method
, 75
Brainstorming
, 230
Brand experience
, 35
Branding
, 26
Breaks
, 157
Building information model (BIM)
, 65
Bundling
, 33
Business analytics
, 232–233
Business process management system (BPMS)
, 233
Capacity
, 73, 96, 170–172
analysis
, 28
management
, 170
planning
, 52
Case by case
, 205
Causal models
, 77–79
Cause-and-effect diagrams (see Fishbone diagrams)
Central reservation system (CRS)
, 106
Change
guidelines
, 235
motivators and hindrances
, 234
natural
, 233–234
pitfalls
, 234–235
theory and management
, 233
Channel placement
, 32
Channels
, 174
Chase demand strategy
, 74, 102, 181
Chautauqua Institution
, 25–26
Chili’s Grill & Bar
, 14, 184
Chipotle Mexican Grill
, 55, 122
Choice Hotels
, 47
CitizenM
, 55
CLEAR
, 186
Close-out or block (see Stop-sell)
Closed inventory
, 102
Closed to arrival (CTA)
, 102
Closed-loop feedback
, 205
Cloud Kitchens
, 57, 102
Colors
, 61
Competitive analysis
, 87
Competitive dimensions of operations strategies
, 15–16
Complementary services
, 184
Conditional spillover
, 204
Constant level strategy
, 102
Constraints
, 170–172
Continuous innovation
, 35–36
Control limits
, 222
Convenience
, 15
Coproduction
, 29
Cost of poor quality (COPQ)
, 203–204
Cost of quality (COQ)
, 203
Cost of walk (COW)
, 101
Cost per occupied room (CPOR)
, 147
Cost–benefit analysis(seeDisplacement analysis)
COVID-19
, 2
crisis
, 66
pandemic
, 119–120
Critical adjacencies
, 56
Cross-impact analysis
, 76
Cross-training
, 157
employees
, 182
Cues
, 28, 61
Customer
, 202–203
expectation–management perception
, 193–194
interface
, 35
journey maps
, 36
loyalty
, 9–11
participation
, 183
satisfaction
, 10–11
Customer and delivery routes
, 57
Customer engagement
, 198–199
CE11
, 198
Customer experience management (CEM)
, 24, 34
framework
, 34
Customer relationship management (CRM)
, 29
Cut-off date
, 99
Daily schedules
, 155–156
Data requirements for layout decisions
, 49–52
Decision matrices
, 123, 224
Decision support system (DSS)
, 96
Defects (see Service—problems)
Define, Measure, Analyze, Improve, and Control (DMAIC)
, 220–222, 224–232
Delphi method
, 76
Demand
, 73
management
, 172
Dependability
, 15
Design capacity
, 170
Detractors
, 199
Dettol
, 66
Disney
, 31, 183, 186
Disney’s free model
, 183
Disneyland Resort
, 31
Displacement analysis
, 106
strategic capacity inventory with
, 104–106
Disruption
, 119–120
Distribution channels
, 103
principles of distribution channels management
, 106–108
DoorDash
, 57
Downstream flows
, 118
Duetto’s Scoreboard
, 83–84
Dunkin
, 3
Duration
, 174
Early intervention
, 205
Econometric models
, 79
Economic order quantity (EOQ)
, 127
formula
, 127–130
Economic standards
, 147–148
Economies of scale
, 126
Education
, 25–26
Effective capacity
, 171
Efficiency
, 171
80/20 rule (see Pareto principle)
Empathy
, 193
Empirical rule
, 228
Employees
, 30
retention and productivity
, 10
satisfaction
, 10
Enterprise resource planning systems (ERP systems)
, 134
Entertainment
, 26
Environmental psychology
, 61
Ergonomics
, 58
Errors
, 87
Escapism
, 26
Esthetic
, 26
Evaluation scoring
, 123
EVEN Hotels
, 61, 87
Excel
, 84
Excess demand
, 73
Excess supply
, 73
Experience realms
, 25
Experiential platform
, 34–35
Explicit services
, 8
Exponential smoothing
, 81–82
with trend adjustments and/or seasonal adjustments
, 82–83
External accountability
, 201
External factors
, 47, 76
External failure costs
, 204
External service value
, 10
Facilitating goods
, 7
Facility layout
, 53
process flow analysis
, 55–57
space allocation strategies
, 53–55
Factic
, 84
Fairmont Washington, D.C., Georgetown
, 27, 63
Fair Labor Standards Act (FLSA)
, 155
FASTPASS
, 183
Finishes
, 61
First come, first served (FCFS)
, 175
First in, first out (FIFO)
, 175
Fishbone diagrams
, 218–219
Five Whys
, 218
Fixed labor hours
, 146
Fixed payroll costs
, 146
Flexible schedule techniques
, 156–157
Flowcharting
, 215
Flowcharts
, 36
Fluctuating demand
, 85
Food and beverage (F&B)
labor strategies
, 152–155
outlets
, 54
Forbes Travel Guide
, 15, 201
Forecast errors
, 83
Forecasting
, 72, 75
factors
, 76
hospitality demand and supply
, 73–74
methods
, 76–84
Four Seasons Hotels & Resorts
, 15
French Laundry
, 15
Front-of-house staff (FOH staff)
, 155
Full-pattern length of stay
, 103
Full-time equivalents (FTEs)
, 149
Furniture, fixtures, and equipment (FF&E)
, 62
Galaxy’s Edge
, 31
Gamechanger by Duetto
, 83–84
Gemba walks
, 219–220
Generation Z
, 55
Ghost kitchens
, 57
Global distribution system (GDS)
, 87, 107
Global Entry
, 186
Google
, 15
Grand Hyatt Baha Mar
, 61
GrubHub
, 57
Guest experiences
analyzing experiential world of customer
, 34
brand experience
, 35
components of
, 24–34
continuous innovation
, 35–36
customer interface
, 35
designing
, 34–36
experiential platform
, 34–35
modeling and visualizing
, 36–37
Guest problems
causes of
, 202–203
consequences
, 203–204
resolution of
, 204–206
Hard costs
, 204
Hard Rock Café
, 27, 38
Hawthorne effect
, 220
Hillstone Restaurant Group
, 61
Hilton CleanStay Initiative
, 66
Hilton Gro
, 87–88
Hilton Hotels & Resorts
, 8, 27, 66
Historical analogy
, 77
Holding costs
, 126, 128
Homes & Villas by Marriott International (HVMI)
, 39
Hospitality
characteristics
, 73
decisions and processes
, 8
demand and supply
, 73
industry
, 2
managing demand
, 74
managing supply
, 74
operations management
, 2
service concepting
, 8–9
service-profit chain
, 9–11
supply chain management
, 118–120
Hôtel Ritz Paris
, 18
Hurdle prices
, 88
Hyatt Hotels & Resorts
, 66
Hybrid layout
, 57
IDeaS G3 by SAS
, 83
Ideation
, 202
Implicit services
, 8
Incidental fees
, 33
Innovation
, 202
Inspecting
, 199–200
Instrumental experiences
, 196
InterContinental Hotels Group
, 61
Internal accountability
, 201
Internal factors
, 47, 76
Internal failure costs
, 203
Internal service quality
, 10
International Organization for Standardization (ISO)
, 123, 195
Internet of things (IoT)
, 65
Inventory control
allocating capacity among different customer groups
, 99
main products and ancillary products and services
, 99–100
management and principles of space inventory
, 102–108
overbooking
, 100–102
and planning
, 98–102
and space optimization
, 96–98
Inventory management, 125 (see also Project management)
alternative methods
, 133–135
optimizing
, 127–133
role and scope
, 125–127
Inventory profile
, 127
Inventory-based restrictions
, 102–103
Irregular shift scheduling
, 156–157
Jamba Juice
, 34–35
Jockeying
, 180
Kaizen
, 35, 215
Key performance indicators (KPIs)
, 233
KFC
, 17
Kitchen United
, 57
Labor hours
, 146
Labor investment
, 158
Labor productivity
, 144–146
Labor scheduling
effective planning of
, 155
flexible schedule techniques
, 156–157
FLSA
, 155
labor investment
, 158
lateral service
, 157–158
managing scheduling challenges and real-time decision making
, 158
scheduling
, 155–156
Labor standards
, 148–149
Labor strategies
, 151
food and beverage labor strategies
, 152–155
lodging labor strategies
, 151–152
Lag capacity strategy
, 181
La Quinta Motor Inns
, 48
Lateral service
, 157–158
Layout decisions, data requirements for
, 49–52
Lead capacity strategy
, 181
Leadership support
, 223
Lean
, 215–220
applying
, 224–232
blending
, 222
implementing
, 223
manufacturing
, 215
production
, 215
toolbox
, 224
tools
, 215–220
Level capacity strategy
, 74, 180–181
Lighting
, 61
Little’s Law
, 52, 178
Location decisions
, 46
location selection
, 46–48
site selection
, 48–49
Lodging labor strategies
, 151–152
Long-term forecasting
, 75
Low variable to fixed cost ratio
, 86
Lysol
, 66
Malcolm Baldrige National Quality Award
, 239
Man-hours per occupied room (MHPOR)
, 151
Management by walking around (MBWA)
, 219
Management perception–service specification
, 194
Manufacturing resource planning II systems (MRP II systems)
, 134
Markovian queueing models
, 174, 176
Marriott International
, 15, 27, 29, 39, 62, 66–67, 87–88, 151
Marriott’s Global Cleanliness Council
, 66–67
Mass services
, 4
Match capacity strategy
, 181
Material requirements planning system (MRP system)
, 133–134
Maximizing efficiency during peaks
, 181–182
Maximum length of stay (MaxLOS)
, 103
Mayo Clinic’s Infection Prevention and Control team
, 66
McDelivery
, 17–18
McDonald’s
, 15, 17–18, 29, 126, 185
Mean absolute deviation (MAD)
, 83
Mean absolute percent error (MAPE)
, 83
Mean squared error (MSE)
, 83
Michelin Guide
, 201
Medieval Times Dinner & Tournament
, 26
Medium-term forecasting
, 75
Midwest hotel
, 165
Millennials
, 55
Minimum length of stay (MinLOS)
, 102–103
Minute per room (MPR)
, 148
Moments of truth
, 28
Mood
, 26–27
Moxy Hotels
, 55
Multiple regression models
, 78–79
21c Museum Hotels
, 26
Mystery shopping
, 199–200
N-period moving average
, 80
Naive approach
, 80
Near-field communication (NFC)
, 133
Net Promoter Score (NPS)
, 199
No-shows
, 74
North American Association of Food Equipment Manufacturers (NAFEM)
, 53
Objectives of business
, 50
Occupancy
, 98
Offshoring
, 120
Olive Garden
, 29
On-call employee
, 157
One Yield
, 87
Online reputation management
, 200
Online travel agencies (OTAs)
, 106
Open inventory
, 102
OpenTable
, 200
Operating supplies and equipment (OS&E)
, 31
Operations strategy
, 13
for hospitality services
, 13–16
Opportunity costs
, 204
Ordering costs
, 128
Organizing idea
, 8
Overbooking
, 74, 100–102
Overtime
, 157
Pain points
, 36
Panera Bread
, 29
Pareto principle
, 130
Pars
, 126
Part-time employees
, 156, 182
Payroll expenses
, 145–146
Perception management
, 180
Performance improvement
, 202
Perishable inventory
, 85
Personal protective equipment (PPE)
, 119
Personalization
, 15
Physical environment
, 31, 60
Physical ergonomics
, 58
Physical inventory
, 125
Plan, Do, Check, Act cycle (PDCA cycle)
, 222, 237–238
Planning for expansion
, 59–60
Point-of-sale systems (POS systems)
, 88, 155
Poisson process
, 173, 175
Prevention costs
, 204
Price
, 15
Pricing
, 184
Prioritization matrix
, 231
Process flow
analysis
, 55–57
diagram
, 36
Process mapping
, 215–216
Process-oriented layout
, 56
Procurement
, 120–122
Product, process, people, physical evidence, place, promotion, and price (Seven Ps)
, 25–34
Product sold in advance
, 86
Product-oriented layout
, 55
Productivity
, 144–145
standards
, 147–148
Professional services
, 4
Project charter
, 220
Project management, 235(see also Inventory management)
five processes
, 235–236
project formation
, 237–238
unique aspects of projects
, 237
Promoters
, 199
Promotion
, 184
Property management system (PMS)
, 96–97, 155
Proprietary reviews
, 200–201
Props
, 31
Psychology of waiting
, 179–180
Public goods and services
, 48
Purchasing cost
, 130
Quality
, 15
control
, 195
improvement
, 195
management system
, 195
Quality assurance
alternative tools and methods
, 200–201
auditing, inspecting, and mystery shopping
, 199–200
customer engagement
, 198–199
external accountability
, 201
ideation and innovation
, 202
internal accountability
, 201
for management
, 201
for measurement
, 195
NPS
, 199
performance improvement
, 202
SERVQUAL
, 196–197
surveying
, 196
Quantity demanded
, 50
Queue
discipline
, 175
management
, 180
moderating capacity
, 180–183
moderating demand
, 183–184
Queueing
fundamentals of queueing theory
, 172–175
mathematical models for
, 175–178
Queuing theory
, 52
Quick-service restaurant (QSR)
, 53
Rack rate
, 98
Radio-frequency identification (RFID)
, 65, 133
Rainforest Café
, 27
Rate fences
, 103
Rate parity
, 107
Real-time decision making
, 158
Regression models
, 78–79
Relative location problem
, 56
Relatively fixed supply
, 85
Reliability
, 193
Renaissance Hotels
, 27
Reneging
, 180
Rental equipment
, 182
Reputation
, 15
Request for proposal (RFP)
, 97
Reservations systems
, 183–184
Reshoring
, 120
Residence Inn
, 27
Resolution of guest problems
, 204–206
Resources
, 223
Responsiveness
, 193
Restaurants
, 88
Return on investment (ROI)
, 158, 222
Revenue
, 87
Revenue management (RM)
, 96
Revenue per available room night (RevPAR)
, 87
Revenue per available seat hour (RevPASH)
, 87, 152
Revenue per available seat mile (RevPASM)
, 87
Revenue per available time-based inventory unit (RevPATI)
, 97–98
Ritz London, The
, 18
Ritz-Carlton Hotel Company, The
, 7–8, 18, 27, 32, 157, 181, 199, 239
Root cause analysis (see Five Whys)
Routing
, 50
Royal Caribbean
, 240
Sabre reservation system
, 87
Safety
, 15
stock
, 120
Sample business analytics tools for forecasting
, 83–84
Sample sizes
, 221
SAS
, 84
Scheduling, 155–156 (see also Labor scheduling)
challenges
, 158
systems
, 183–184
work shifts
, 182
Scorecard by Duetto
, 83–84
SeaWorld
, 186
Segmentation
, 196
Segmented markets
, 85
Self-service concept
, 183
Sell-through
, 103
Server utilization
, 176
Servers
, 174
Service availability
, 5
matrix
, 6
Service delivery
, 4
matrix
, 5
Service delivery–external communication
, 195
system
, 13–14
Service demand
, 6
matrix
, 7
Service environments
, 202
additional workflow considerations
, 57–60
ambience design
, 60–62
data requirements for layout decisions
, 49–52
facility layout
, 53–57
location decisions
, 46–49
Service experiences
components of guest experiences
, 24–34
designing guest experiences
, 34–36
modeling and visualizing guest experiences
, 36–37
Service failures and recovery
, 202
causes of guest problems
, 202–203
consequences of guest problems
, 203–204
resolution of guest problems
, 204–206
Service nature
, 4
matrix
, 5
Service process
, 3
matrix
, 3–4
Service quality
, 192
dimensions
, 192–193
gap model
, 193–195
Service standards
, 146
attrition
, 149–151
labor standards and staffing models
, 148–149
productivity and economic standards
, 147–148
service standard–service delivery
, 194–195
Service(s)
, 3
agents
, 174
blueprint
, 36
capacity
, 6
concept
, 11–13
concepting
, 8–9
dimensions
, 3–6
encounters
, 28
execution
, 5
expectation–service perception
, 195
factories
, 3
information
, 7–8
itself
, 202
losers
, 16
marketing mix
, 25
mode
, 5
object
, 4
package
, 6–8
problems
, 202
product
, 14
provided
, 8–9
provider
, 202
qualifier
, 16
received
, 9
recovery paradox
, 205
result
, 4
scheduling
, 4–5
service-profit chain
, 9–11
setting
, 5, 14
shops
, 4
winner
, 16
Servicescape
, 31
SERVQUAL
, 196–197
Sheraton Hotels & Resorts
, 29–30
Sharing capacity
, 183
Short-term forecasting
, 75
Simple linear regression models
, 78
Site selection
, 47–49
Six Flags Entertainment Corporation
, 33, 183
Six Sigma
, 220–222
applying
, 224–232
blending
, 222
implementing
, 223
toolbox
, 224
Smoothing constant
, 82
Social media
, 200
Soft costs
, 204
Sort, set-in-order, shine, standardize, sustain (five Ss)
, 215
Sourcing
, 120
procurement and
, 120–122
suppliers management
, 124–125
suppliers selection
, 122–124
Space
, 50
optimization
, 96–98
Space allocation strategies
, 53–55
Space inventory
inventory-based restrictions
, 102–103
management and principles of
, 102
principles of distribution channels management
, 106–108
strategic capacity inventory with displacement analysis
, 104–106
strategic pricing
, 103–104
Spatial layout
, 49
Spatial program
, 51
Speed
, 15–16
Spirit Airlines
, 16
Split shifts
, 156
Staff organization
effective planning of labor scheduling
, 155–158
labor productivity
, 144–146
labor strategies
, 151–155
service standards
, 146–151
Staffing models
, 148–149
Standard deviations
, 220
Standard operating procedures (SOPs)
, 214
Starbucks Coffee Company
, 9, 183–184, 202
Starbucks’ Mobile Order & Pay program
, 183–184
STARR Restaurants
, 88
Statistical process control (SPC)
, 222–223
Statistically significant findings
, 226
Statler Hotels
, 46
Stay-through (see Sell-through)
Stimulus-organism-response paradigm (SOR paradigm)
, 61
Stop-sell
, 103
Strategic capacity inventory with displacement analysis
, 104–106
Strategic pricing
, 103–104
Strategic service vision
, 11
elements
, 11–13
St. Regis Hotels & Resorts
, 8
Subjective models
, 76–77
Substitute service recovery
, 206
Supplier
assessment
, 123
management
, 124–125
selection
, 122–124
Suppliers, Inputs, Processes, Outputs, Customers diagram (SIPOC diagram)
, 221
Supply
, 73
shocks
, 125
Supply chain
resilience
, 120
risk
, 119–120
Supply chain management (SCM), 118(see also Yield management)
hospitality supply chain management
, 118–120
inventory management
, 125–135
sourcing
, 120–125
Supporting facilities
, 7
Supporting services
, 50
Surveying
, 196
Sustainability
, 123
Systematic layout planning process
, 50
Systematic response
, 205
Tangibles
, 193
Target market segment
, 11
Terminal experience
, 196
Test for conformity
, 228
Test of proportions
, 227
THE FLASH Pass
, 33, 183
Theming
, 27
Three-sigma rule(seeEmpirical rule)
Throughput rate
, 28
Throughput time
, 28
Time series models
, 79–83
Timing
, 51
Top-down method
, 75
Total annual inventory cost
, 130
Total production system (TPS)
, 215
Total quality management (TQM)
, 214–215
Total relative cost
, 127
Touchpoints
, 28
Toyota
, 215
Training
, 223
Travelport
, 87
TripAdvisor
, 15, 200
Uber
, 7–8, 18, 57, 183
UberEats
, 18, 57
UberPool
, 183
Unbundling
, 33
Unconstrained demand
, 103
Union Square Café
, 40
Union Square Hospitality Group
, 88
Universal Orlando Resort
, 31
Unrestricted demand
, 104
Upstream flows
, 118
Urban development
, 48
U.S Bureau of Labor Statistics (BLS)
, 144
Utilization
, 171
Variable labor hours
, 146
Variable payroll costs
, 146
Variation
, 228
Virtual queueing
, 183
Visual management tools
, 216–218
Voice of the business (VoB)
, 192
Voice of the customer (VoC)
, 192, 226
Voice of the employee (VoE)
, 192
Voice of the process (VoP)
, 192
Vrbo
, 39
Walt Disney World Resort
, 16, 26, 31
Wash
, 99
Weekly schedules
, 156
Weighted moving average
, 80–81
Weighting models
, 123
Wolfgang Puck Restaurants
, 88
Work in progress (WIP)
, 125
Worldbuilding
, 31
Yelp
, 200
Yield management
, 85
applications
, 87–88
basic yield management math
, 86–87
benefits
, 87
YOTEL
, 29, 55
- Prelims
- 1. Understanding Service Operations Strategy
- 2. Designing Service Experiences
- 3. Designing Service Environments
- 4. Forecasting Demand
- 5. Inventory Control
- 6. Managing Supply Chains
- 7. Organizing Staff
- 8. Managing Capacity and Waits
- 9. Measuring Quality
- 10. Improving Effectiveness and Efficiency
- Index