- •Contents
- •Preface
- •Acknowledgments
- •Founders of the Hotel Industry
- •E. M. Statler
- •Conrad Hilton
- •Cesar Ritz
- •William Waldorf Astor and John Jacob Astor IV
- •Kemmons Wilson
- •Ernest Henderson and Robert Moore
- •Ray Schultz
- •Historical Developments
- •Atrium Concept
- •Select-Service Hotels
- •Technological Advances
- •Marketing Emphasis
- •Total Quality Management
- •Major Reorganization, 1987–1988
- •Hotel Investment
- •September 11, 2001
- •Economic Downturn of the Late 2000s
- •Overview of the Hotel Industry
- •Types of Lodging Facilities
- •Hotels
- •Motels
- •All-suites
- •Select-service Hotels
- •Extended-stay Hotels
- •Market Orientation
- •Sales Indicators
- •Occupancy
- •Average Daily Rate (Average Room Rate)
- •Yield Percentage
- •RevPAR (Revenue per Available Room)
- •Levels of Service
- •Business Affiliations
- •Chain Affiliation
- •Referral Property
- •Company-owned Property
- •Management Contract Property
- •Brands
- •Independent Properties
- •Trends That Foster Growth
- •Leisure Time
- •The Me/Pleasure Concept
- •Discretionary Income
- •Family Size/Household Size
- •Business Travel
- •Female Business Travel
- •Travel as Experience
- •Career Development
- •Educational Preparation
- •Work Experience
- •Professional Memberships
- •Ports of Entry
- •Researching Growth Areas in the Hospitality Industry
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Organization of Lodging Properties
- •Organization Charts
- •Typical Job Responsibilities of Department Managers
- •General Manager
- •Assistant General Manager
- •Food and Beverage Director
- •Physical Plant Engineer
- •Executive Housekeeper
- •Human Resources Manager
- •Marketing and Sales Director
- •Front Office Manager
- •Controller
- •Director of Security
- •Parking Garage Manager
- •Organization of the Front Office Department
- •Typical Front Office Organization
- •Select-service Hotel Front Office Organization
- •Function of the Front Office Manager
- •Job Analysis and Job Description
- •The Art of Supervising
- •Staffing the Front Office
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Key Words
- •Role of the Front Office in Interdepartmental Communications
- •Front Office Interaction with Other Departments in the Hotel
- •Marketing and Sales Department
- •Housekeeping Department
- •Food and Beverage Department
- •Banquet Department
- •Controller
- •Maintenance or Engineering Department
- •Security Department
- •Human Resources Management Department
- •Analyzing the Lines of Communications
- •Situation 1: Marketing and Sales Knows It All—But Didn’t Tell Us
- •Situation 2: Peace and Harmony in 507
- •Situation 3: I Know What You Said, and I Think I Know What You Mean
- •The Role of Total Quality Management in Effective Communication
- •An Example of Total Quality Management in a Hotel
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Key Words
- •Physical Structure and Positioning of the Front Desk
- •Guest First Impression
- •Creating a Balance Between Guest Flow and Employee Work
- •Selecting a Property Management System
- •Importance of a Needs Analysis
- •Procedure for Performing a Needs Analysis
- •Selecting a Team
- •Analyzing the Flow of Guests through the Hotel
- •Communicating Information
- •Reviewing Administrative Paperwork
- •Management Review of Information
- •Evaluate Needs That Have Been Identified
- •Assessing Needs Based on Findings
- •Choosing Software
- •Choosing Hardware
- •Other PMS Selection Considerations
- •Vendor Claims
- •Hardware Installation Plans
- •Computer Training Programs
- •Backup Power Sources
- •Maintenance Agreement
- •Financial Considerations
- •PMS Applications
- •Reservations
- •Revenue Management
- •Registration
- •Room Status
- •Posting
- •Call Accounting
- •Checkout
- •Night Audit
- •Inquiries/Reports
- •Back Office
- •Housekeeping
- •Food and Beverage
- •Maintenance
- •Security
- •Marketing and Sales
- •Personnel
- •Electronic Mail
- •Time Clock
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Importance of a Reservation System
- •Overview of the Reservation System
- •Choice Hotels International
- •Hilton Hotels
- •Marriott International
- •Global Distribution Systems (GDS) in Securing Reservations
- •Role of the Internet in Securing Reservations
- •Background on Room Rates Offered via the Internet
- •Effect of Internet on Pricing Rooms
- •Consumers Response to Use of the Internet—Third-Party Websites
- •Social Media
- •Financial Effects of Third-Party Reservations
- •Types of Reservation Systems
- •Franchisee
- •Referral Member
- •Sources of Reservations
- •Corporate Clients
- •Social/Military/Educational/Religious/Fraternal (SMERF)
- •Meetings/Incentive/Conference/Event (MICE)
- •Group Travelers
- •Leisure Travelers
- •Current Guests
- •Forecasting Reservations
- •Overbooking (Occupancy Management)
- •Revenue Management
- •Processing Guest Reservations
- •Systemwide Reservation Systems
- •Outsourcing Reservations
- •Types of Reservations
- •Reservation Codes
- •Cancellation Codes
- •Blocking Procedure
- •Process of Completing Reservations through a PMS
- •Database Interfaces
- •True Integration
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Occupancy Percentage
- •Average Daily Rate
- •RevPAR
- •History of Yield Management
- •Use of Yield Management
- •Revenue Manager
- •Components of Revenue Management
- •Definition of Yield
- •Optimal Occupancy and Optimal Rate
- •Strategies
- •Forecasting
- •Star Report
- •Block-out Periods
- •Systems and Procedures
- •Channel Management
- •Feedback
- •Management Challenges in Using Revenue Management
- •Considerations for Food and Beverage Sales
- •Applications of Revenue Management
- •Scenario 1
- •Scenario 2
- •Scenario 3
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Importance of the First Guest Contact
- •Components of the Registration Process
- •Capturing Guest Data
- •Guest Registration Procedure
- •Guest Hospitality
- •Inquiry about Reservation
- •Completion of Registration Card
- •Review Completeness of Registration Card
- •Extension of Guest Credit
- •Room Selection
- •Room Assignment from Inventory
- •Assigning Room Rates
- •Discuss Sales Opportunities
- •Assigning Room Keys
- •Security of the Key System
- •Maintaining the Key System
- •Registration with a PMS
- •Retrieving Reservation Form
- •Checking Room Inventory Option
- •Checking Room Status Option
- •Verifying Room Rate
- •Issuing Room Key
- •Obtaining Reports from the PMS
- •Self-Check-In
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Common Bookkeeping Practices
- •Debits and Credits
- •Forms Used to Process Guest Charges and Payments
- •Folio, Transfers, and Paid-out Slips
- •Account Ledgers
- •Guest Ledger and City Ledger
- •Posting Guest Charges and Payments
- •Point-of-sale
- •Room and Tax
- •Transfers and Adjustments
- •Paid-Out
- •Miscellaneous Charges
- •Phone
- •Display Folio
- •Reports
- •Transferring Guest and City Ledgers to Accounts Receivable
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Key Words
- •Organizing Late Charges to Ensure Accuracy
- •Guest Checkout Procedure
- •Inquiring about Quality of Products and Services
- •Retrieving the Room Key
- •Retrieving and Reviewing the Folio
- •In-room Guest Checkout
- •Determining Method of Payment and Collection
- •Credit Cards
- •Bill-to-account (Direct Billing)
- •Cash and Personal Checks
- •Traveler’s Checks
- •Debit Cards
- •Assisting the Guest with Method of Payment
- •Money Wire
- •Travelers Aid Society
- •Auto Clubs
- •International Currency Exchange
- •Obtaining Future Reservations
- •Filing Documents
- •Relaying Guest Departures to Other Departments
- •Removing Guest Information from the System
- •Transfer of Guest Accounts to the Back Office
- •Checkout Reports Available with a Property Management System
- •Guest Histories
- •ZIP Code or Postal Code
- •Developing Conventions and Conferences
- •FAM Tours
- •Origination of Reservation
- •Frequency of Guest Visit
- •Types of Room Requested
- •Room Rates versus Occupancy Patterns
- •Tracking Social Media
- •Last Impressions of the Hotel
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Importance of the Night Audit
- •The Night Auditor
- •The Night Audit Process
- •Posting Room and Tax Charges
- •Assembling Guest Charges and Payments
- •Reconciling Departmental Financial Activities
- •Reconciling Accounts Receivable
- •Running the Trial Balance
- •Goal of Preparing the Night Audit Report
- •Preparing the Night Audit Report
- •Departmental Totals
- •Bank Deposit
- •Accounts Receivable
- •Cashier’s Report
- •Manager’s Report
- •Formulas for Balancing the Night Audit Report
- •Room and Tax
- •Total Restaurant Sales and Sales Tax
- •Tips for Restaurant, Room Service, Banquet, and Lounge Employees
- •Room Service
- •Banquet Sales
- •Banquet Bar and Total Lounge Sales
- •Room Rental
- •Valet
- •Telephone Charges
- •Gift Shop Sales and Tax
- •Vending
- •Parking
- •Total Revenue and Total Write-Offs
- •Cash Sales and Accounts Receivable Balance
- •Credit Cards and Cash Applied to Accounts Receivable
- •Analysis of Accounts Receivable
- •Bank Deposit and Amount Transferred to Accounts Receivable
- •Cashier’s Report
- •Operating Statistics
- •Daily Flash Report
- •Reading the Flash Report
- •Reading the Night Audit
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Key Words
- •Importance of Hospitality
- •Managing the Delivery of Hospitality
- •Management’s Role
- •The Service Strategy Statement
- •Financial Commitment
- •Total Quality Management Applications
- •Developing a Service Management Program
- •Guest Cycle
- •Moments of Truth in Hotel Service Management
- •Employee Buy-in Concept
- •Screening Employees Who Deliver Hospitality
- •Empowerment
- •Training for Hospitality Management
- •Evaluating the Service Management Program
- •Follow-through
- •Interfacing with Other Departments in Delivering Hospitality
- •Customer Relationship Management
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Determining Employee Hospitality Qualities
- •Job Analysis and Job Descriptions
- •Positive Hospitality Character Traits
- •Practicing Promotional Skills
- •Screening for Hospitality Qualities
- •An Outgoing Personality
- •Patience
- •Ability to Accept Constructive Criticism
- •Interest in Selling
- •Developing an Orientation Program
- •Economic Position of the Property in the Community
- •Overview of the Lodging Establishment
- •Employee Handbook
- •Policy and Procedure Manual
- •Introduction to the Front Office Staff
- •Equipment Overview
- •Interdepartmental Cooperation
- •Administering the Orientation Program
- •Selection of Orientation Leader
- •Developing a Training Program
- •Identification of Tasks and Job Management Skills
- •Preparing Step-by-Step Procedures
- •Management Concepts
- •Steps in the Training Process
- •Preparation: Get Ready
- •Delivery: Show Me
- •Administering a Training Program
- •Cross-training
- •Developing a Trainer
- •Job Knowledge
- •Training for Empowerment
- •Americans with Disabilities Act
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •The Role of the Front Office in Marketing and Sales
- •Planning a Point-of-sale Front Office
- •Set Objectives
- •Brainstorm Areas for Promotion
- •Evaluate Alternatives
- •Devise Incentive Programs
- •Theories of Motivation
- •Douglas McGregor
- •Abraham Maslow
- •Elton Mayo
- •Frederick Herzberg
- •Applying Motivation Theories
- •Maslow
- •Mayo
- •Herzberg
- •Training Programs for a Point-of-sale Front Office
- •Train in Sales Skills
- •Develop an Attitude of Presenting Opportunities
- •Let Employees Experience Hotel Services
- •Use Role-Playing to Create Your Own Training Video
- •Budgeting for a Point-of-sale Front Office
- •Feedback
- •Guest Test
- •Financial Results
- •Planning a Point-of-sale Front Office—An Example
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Importance of a Security Department
- •Organization of a Security Department
- •Job Analysis of the Director of Security
- •In-House Security Departments versus Contracted Security
- •Room Key Security
- •Hard-key System
- •Electronic Locks System
- •Smart Card
- •Contactless Electronic Locks
- •Fire Safety
- •General Fire Code Requirements
- •Guest Expectations
- •Fire Safety Plan
- •Employee Training in Fire Safety
- •Guest Instruction in Fire Safety
- •Fire Action Communication Procedure
- •Emergency Communication
- •Developing the Emergency Communication Plan
- •Employee Safety Programs
- •Employee Safety Committee
- •Composition and Activities of the Safety Committee
- •Department Supervisors’ Responsibility
- •Safety Training Programs
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Importance of the Housekeeping Department
- •Overview of a Housekeeping Department
- •Relationship of the Executive Housekeeper to the General Manager
- •Management of a Housekeeping Department
- •Room Assignment/Workload
- •Outsourcing Housekeeping Activities
- •Housekeeper’s Report
- •Communication
- •Situation 1: Why Can’t Room Attendants Get Those Rooms Cleaned More Quickly, or, If That Guest Asks One More Time…
- •Inventory Control
- •Fixtures
- •Theft Control of Inventory
- •In-house Laundry versus Outsourced Laundry
- •Occupational Safety and Health Administration
- •Material Safety Data Sheets
- •Americans with Disability Compliance
- •Professional Associations
- •Role of Chief Engineer in a Lodging Property
- •Job Analysis
- •Job Description
- •Technology
- •Managing Maintenance Inter-departmental Communications
- •Energy Management
- •The Greening of the Lodging Industry
- •Leadership in Energy and Environmental Design (LEED)
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Glossary
- •Index
404 C H A P T E R 1 4 ■ S E C U R I T Y
mobile bookings and mobile confirmations, mobile upgrade offers, e-payment/ e-ticketing vouchers, e-concierge, and more.13
Terence Ronson reports on an additional security measure—biometrics—that hotels are considering and some are using to control access.
Biometrics is the measurement of uniqueness of a human being, such as voice, handprint, or facial characteristics. Some of you may have seen mock examples of such devices in James Bond movies, Mission Impossible, and Star Trek. Card-based access systems have been around for a long while; they control access using authorized pieces of plastic, but they do not track who is in actual possession of that card. Systems using PINs (personal identification numbers), such as ATMs (automatic teller machines) require only that an individual knows a specific number to gain entry. Who actually enters that code cannot be determined. Biometrics devices, on the other hand (no pun intended), verify who a person is by what they are, whether it’s their hand, eye, fingerprint, or voice. I expect hotels would be interested in fingerprint or hand-recognition access control systems—probably because of the cost and relative simplicity in which they can be implement[ed] into an existing operation.
For example, when captured, a fingerprint image is converted into a digital form by extracting a set of unique characteristics. The abstract data taken from the recording is then encrypted and stored in the database as a template, to be later used as a reference for comparison purposes.
Users are authenticated by extracting and comparing information derived from unique arches, loops, markings, and ridges of a fingerprint. This set of information, called minutia, is a mathematical representation captured as a series of numbers and relationships of the whorls and ridges of the fingerprint. No actual image of the fingerprint is stored, ensuring privacy and security, the prime concern of users.14
Fire Safety
Hearing someone shout “Fire!” panics anyone who is unprepared to deal with this dangerous situation. Well-orchestrated safety procedures that are well managed at the onset of a fire can save the lives of guests and employees. The front office manager and the director of security must develop effective fire safety and evacuation plans as well as training programs for employees to ensure their effectiveness.
General Fire Code Requirements
Fire safety plans begin with the fire safety codes of the municipality where the hotel is located. These codes stipulate construction materials, interior design fabrics, entrance
R O O M K E Y S E C U R I T Y 405
and exit requirements, space limitations, smoke alarm installation and maintenance, sprinkler system installation and maintenance, fire drill testing, fire alarm operation and maintenance, and the like. These extensive and detailed codes were developed to ensure guest safety. They may require extra financial investment, but they are intended to protect the guest and the occupants of the building.
Guest Expectations
Hotel guests expect, either consciously or unconsciously, to find a safe environment during their visit. Some guests may ask for a room on a lower level or inquire if the rooms have smoke alarms. However, most guests are concerned about other matters and do not ask about fire safety procedures. When the guest settles into a guest room, he or she may give a passing glance at the fire evacuation procedure posted behind the door. Some guests may even count the number of doors to the nearest exit. Is this enough? Will human lives be in jeopardy because guests’ pressing concerns have caused them to place their safety in the hands of the management and employees of the hotel?
Fire Safety Plan
The front office manager who wants to take active measures to ensure guest safety must develop a simple fire safety plan, communicate it to employees and guests, and train employees and guests to handle a stressful situation. This includes the following commonsense elements:
1.Equip all guest rooms and public areas with smoke detectors that are tied to a central communications area.
2.Regularly test and maintain smoke detectors; keep up-to-date records of the tests, as shown in Table 14-1.
3.Install, maintain, and test fire alarms as required by local fire code regulations; again, keep up-to-date records of the tests, as shown in Table 14-2.
4.Constantly monitor smoke detectors and fire alarm systems, preferably at the front desk.
5.Prepare and post floor plans showing fire exit locations by area—public areas, work areas, and guest room areas (see Figures 14-3 and 14-4).
6.Tell employees and guests where the nearest fire extinguishers and fire alarms are located and how to evacuate the building. Instruct them in fire safety guidelines (Figure 14-5).
7.Develop a fire action communication procedure for front office personnel.
406 C H A P T E R 1 4 ■ S E C U R I T Y
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T A B L E 1 4 - 1 |
Maintenance Records for Smoke Detector Tests |
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401 |
12/1 |
OK |
JB inspector |
1/10 |
OK |
JB inspector |
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402 |
12/1 |
OK |
JB inspector |
1/10 |
OK |
JB inspector |
||
403 |
12/1 |
bat. repl. |
JB inspector |
1/10 |
OK |
JB inspector |
||
404 |
12/2 |
OK |
JB inspector |
1/10 |
OK |
JB inspector |
||
405 |
12/2 |
OK |
JB inspector |
1/10 |
OK |
JB inspector |
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406 |
12/2 |
OK |
JB inspector |
1/10 |
OK |
JB inspector |
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407 |
12/2 |
OK |
JB inspector |
1/10 |
OK |
JB inspector |
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408 |
12/2 |
OK |
JB inspector |
1/13 |
OK |
JB inspector |
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409 |
12/2 |
OK |
JB inspector |
1/13 |
OK |
JB inspector |
||
410 |
12/2 |
OK |
JB inspector |
1/13 |
OK |
JB inspector |
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411 |
12/2 |
OK |
JB inspector |
1/13 |
OK |
JB inspector |
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412 |
12/2 |
OK |
JB inspector |
1/13 |
OK |
JB inspector |
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413 |
12/3 |
bat. repl. |
JB inspector |
1/15 |
OK |
JB inspector |
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414 |
12/3 |
bat. repl. |
JB inspector |
1/15 |
OK |
JB inspector |
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415 |
12/3 |
OK |
JB inspector |
1/15 |
OK |
JB inspector |
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JB = inspector’s initials |
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bat. repl. = batteries replaced |
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T A B L E 1 4 - 2 |
Maintenance Records for Fire Alarm Tests |
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Floor 1, station A |
4/10 |
OK |
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JB inspector |
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Floor 1, station B |
4/10 |
OK |
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JB inspector |
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Floor 2, station A |
4/10 |
OK |
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JB inspector |
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Floor 2, station B |
4/10 |
OK |
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JB inspector |
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Floor 3, station A |
4/10 |
OK |
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JB inspector |
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Floor 3, station B |
4/10 |
OK |
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JB inspector |
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Floor 4, station A |
4/10 |
OK |
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JB inspector |
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Floor 4, station B |
4/10 |
OK |
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JB inspector |
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Floor 5, station A |
4/10 |
no sound; repaired 4/10 |
JB inspector |
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Floor 5, station B |
4/10 |
no sound; repaired 4/10 |
JB inspector |
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Floor 6, station A |
4/10 |
OK |
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JB inspector |
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Floor 6, station B |
4/10 |
OK |
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JB inspector |
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Kitchen |
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4/10 |
OK |
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JB inspector |
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Bakery |
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4/10 |
OK |
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JB inspector |
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Banquet A |
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4/10 |
OK |
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JB inspector |
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Banquet B |
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4/10 |
OK |
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JB inspector |
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Lounge |
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4/10 |
OK |
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JB inspector |
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Lobby |
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4/10 |
OK |
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JB inspector |
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Laundry |
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4/10 |
OK |
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JB inspector |
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Gift Shop |
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4/10 |
OK |
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JB inspector |
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R O O M K E Y S E C U R I T Y |
407 |
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F I G U R E 1 4 - 3 |
Well-marked exits from public areas are essential. |
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EXIT |
703 |
705 |
707 |
709 |
711 |
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701 |
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Meeting Room |
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EXIT |
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702 |
704 |
706 |
708 |
710 |
712 |
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YOU ARE HERE
Elevators
F I G U R E 1 4 - 4 Signs such as this one are mounted on the back of guest room doors to
provide fire safety information for guests.
EXIT
501 |
503 |
505 |
507 |
509 |
511 |
EXIT |
502 |
504 |
506 |
508 |
510 |
512 |
Elevators
YOU ARE HERE
408 C H A P T E R 1 4 ■ S E C U R I T Y
F I G U R E 1 4 - 5 Hotel fire safety procedures should be displayed in guest rooms.
1.When you check into any hotel or motel, ask for a copy of the fire procedures plan. If they do not have one, ask why.
2.Check to see if there is a smoke detector in your room. If there isn’t, ask for a room that has one.
3.Familiarize yourself with the locations of the fire exits and count the number of doors from your room to the nearest fire exit. (If the corridor is smoky, you may not be able to see the exit, but you can feel your way along the floor.)
4.Get into the habit of keeping your key in the same place every time you stay at a motel or hotel so you’ll always know exactly where it is. Then, if you have to leave your room, be sure to take your key with you. (If you cannot reach the exit, you may have to return to your room because of fire or smoke in the hallway.)
5.If you wake up and find your room is beginning to fill with smoke, grab your key, roll off the bed, and head for the door on your hands and knees. You’ll want to save your eyes and lungs as long as possible, and the air 5 or 6 feet up may be filled with odorless carbon monoxide.
6.Before leaving your room, feel the door with the palm of your hand. If it is hot, or even warm, do not open it! If it is not warm, slowly open it a crack, with the palm of your hand still on the door (in case you have to slam it shut), and peek into the hallway to see what’s happening.
7.If the coast is clear, crawl into the hallway, feeling your way along the exit side of the wall. It’s easy to get lost or disoriented in smoke. Count the doors as you go.
8.Do not use an elevator as a fire exit. Smoke, heat, and fire may put it out of operation.
9.When you reach the exit, walk down the stairs to the first floor. (Exit doors are locked on the stairwell side, so you cannot enter any other floor.)
10.If you encounter smoke in the stairwell on the way down, the smoke may be stacking on the floors under it, and the stairwell may be impassable. Do not try to run through it. Turn around and go up to the roof.
11.When you reach the roof, open the door and leave it open so the stairwell can vent itself. Find the windward side of the building so you won’t be caught up in the smoke. Then, have a seat and wait for the firefighters to find you.
12.If you cannot get out of your room safely, fill the bathtub or sink with water. Soak towels and stuff them under the door and between the cracks to keep the smoke out. With your ice bucket, bail water onto the door to keep it cool. If the walls are hot, bail water on them, too. Wet your mattress and put it up against the door. Keep everything wet.
13.If smoke does begin to seep into your room, open the window. (Keep the window closed if there is no smoke. There may be smoke outside.) If you see the fire through the window, pull the drapes down so they will not catch fire. Also, wet a handkerchief or washcloth and breathe through it.
14.DO NOT JUMP unless you are certain of injury if you stay in your room one minute longer. Most people hurt themselves jumping, even from the second floor—from the third floor, quite severely. If you’re higher than the third floor, chances are you will not survive the fall. You would be better off fighting the fire in your room.
Sources: National Safety Council. Courtesy of Knights Inn. Cardinal Industries, Inc., Reynoldsburg, OH © 1989 Cardinal Lodging Group, Inc., management company for Knights Inns and Arborgate Inns.