First let’s start with the Sales and Operations Planning (S&OP) process that is focused on internal processes aligning business objectives with operations. It has been around since the 80’s however Supply Chains using S&OP have experienced gaps, recognising the growing need for more collaborative planning practices aimed at better influencing and managing demand. S&OP has evolved into Integrated Business Planning (IBP) driven by the development of more scenario planning and what-if capabilities, to allow visibility of the impact of supply and demand changes so that plans may be adjusted accordingly.
IBP offers a solution to working multi-functionally within a company rather than in silos. Using IBP a company is able to service customers more efficiently and profitably with people, processes and tools that are integrated and aligned. People in any organisation are key drivers for business success so managing their behaviours is vital to cultivate an environment for change. When people are trained and working to a common set of goals then an organisation may be fully aligned to execute their strategy more successfully a truly positive outcome from IBP.
Benefits driving the development and use of IBP are better control of costs, higher customer satisfaction and short-term changes have less impact. The result is that the actual need for changes can be effectively planned for and proposed to those customers who have fluctuating demands, in a controlled cost-effective way.
The IBP process involves plans being developed medium term, from 18 to 24 months, allowing organisations to model
- How using lean tools can deliver results
In today’s economic environment all companies are trying to cut operational costs. Achieving this goal, along with maintaining or improving customer service, is something most find out of their reach. For many hotels improved back of house or F&B service productivity remains a goal, not a reality.
There is constant pressure placed on hospitality businesses to improve their labour efficiencies, due to competitive customer demands, which are constantly challenged by dynamic changes in costs. These costs can range from food price fluctuations to increases in salaries. In fact, these operating stresses are increasing, as more efficient operations become the norm to be able to compete in the hospitality industry.
It is important therefore to take a step back and look at efficiencies and productivity in hotels from all angles. These 10 tips are written as an introduction to the benefits to be gained by applying Lean Tools to find efficiency improvement in hotels.
1. The aim of Visual Management is to make the situation easily understood merely by looking at it. The goal is to have information quickly with as little observation as possible. Visual management done well means it’s easy to understand the flow of work and how it is progressing. It can be understood if there is too much inventory in a laundry store for linen at a glance or if work is being done under normal or abnormal conditions whilst washing the cutlery and crockery.