- •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
I M P O R TA N C E O F T H E H O U S E K E E P I N G D E PA R T M E N T 437
Inventory Control
Inventory control is a major responsibility of the executive housekeeper. Linens, guest supplies, cleaning supplies, fixtures, and furniture all require attentive review for timely replenishment and replacement.
Linen Control Linen control is based on a par system—an established level of inventory that provides adequately for service. The par system is established by the hotel general manager because linens are a major expense. For example, if the hotel decided to have a par of four (one set of sheets in the wash, one set of sheets on the bed, and two sets of sheets on the shelf ready for use) rather than a par of three (one set of sheets in the wash, one set of sheets on the bed, and one set of sheet on the shelf ready for use), the additional set of sheets could tie up several thousands of dollars each year in inventory. The same reasoning is applied to bath towels, bath mats, hand towels, face cloths, pillowcases, blankets, bedspreads, and so on.
Guest Supplies Guest supplies, more commonly referred to as guest amenities—personal toiletries or care items—are another cost to the hotel that requires close attention because they support guest hospitality but are open to theft. Guests enjoy and appreciate the small bottles of shampoo, hair conditioner, lotion, soap, mouthwash, shoeshine cloth, mending kit, and other amenities. However, supplying these goods at a cost to the hotel of at least $1.50 per guest room per room-night and extending the math to a hotel with 250 rooms and an annual 65 percent occupancy, the expense rises to $88,968.75.
250 3 0.65 3 365 5 59,312 rooms 3 $1.50 5 $88,968.75
Keep in mind that this is a minimum, and some hotels spend more. Not only is the hotel spending that amount of money on a guest service, but these types of products are easily removed from the premises by guests and employees from storage rooms and
F I G U R E 1 5 - 7 Inventory requisition for amenities.
The Times Hotel Housekeeping Department Requisition
Attendant Name I. Maid |
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Floor # 2 |
Cart # 4 |
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Amount |
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ITEM # |
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24 |
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4530 |
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Deod. Soap |
1.5 oz |
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24 |
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6309 |
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Shampoo |
2 oz |
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12 |
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6555 |
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Cond. |
2 oz |
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6 |
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9845 |
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Sewing Kit |
Small |
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Issued by |
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John Housekeeper |
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Received by |
I. Maid |
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Today’s Date May 1
438 C H A P T E R 1 5 ■ E X E C U T I V E H O U S E K E E P I N G
F I G U R E 1 5 - 8 Weekly inventory—guest supplies.
The Times Hotel Housekeeping Department
Inventory Sheet
Category: _____________________
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Beg. |
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Amt. |
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ITEM # |
SIZE |
Inv. |
1 Purch. |
2 End Inv. |
Used |
Price/Unit |
Extension |
4530 |
1.5 oz |
3 cs |
13 |
15 |
3 |
$40.00 |
$120.00 |
4535 |
1.5 oz |
3 cs |
7 |
6 |
4 |
$30.00 |
$120.00 |
4540 |
1.5 oz |
2 cs |
5 |
5 |
2 |
$45.00 |
$90.00 |
Counted by: L. Smith |
Recorded by: D. Manager |
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Today’s Date |
May 8 |
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housekeeper’s carts parked in hallways during cleaning time. For these reasons, a workable inventory system must be initiated that ensures ease of use accountability. Figure 15-7 displays a simple inventory request, while Figure 15-8 displays a weekly inventory sheet.
Author’s note: The definition of amenities has recently begun to include other guest room equipment such as the items cited in the title of this article dated February 15, 2005: “Hilton Garden Inn® Evolving with New Guest Room Amenities: 26’’ Flat Panel High-Def TVs, Ergonomic Desk Chair and New Technology Air Cell Mattresses.”10 The definition continues to expand as highlighted in this August 3, 2009, excerpt describing the amenities found in the opening of the Courtyard by Marriott in Buford, Georgia.
Guests have the following food and beverage options: the Courtyard Café, a breakfast restaurant; The Market, a 24-hour self-serve pantry; and the Center Court Lounge and Bar. The hotel features a lobby-level business library with individual workstations, ergonomic chairs, personal computers, complimentary high-speed Internet access, a printer, a copier and telephones. Other amenities include an indoor heated pool and whirlpool spa, a fitness center and an elegant fire pit in the outdoor area just off the lobby.11
F R O N T- L I N E R E A L I T I E S
qOne of the housekeepers asks you where she can obtain more information on a certain chemical included in a cleaning solution she uses for the bathroom tubs. Lately she has a rash on her forearm, and she thinks this cleaner is causing the rash. How would you assist the house-
keeper in locating the information?
I M P O R TA N C E O F T H E H O U S E K E E P I N G D E PA R T M E N T 439
F I G U R E 1 5 - 9 Requisition sheet—cleaning supplies.
The Times Hotel Housekeeping Department Requisition
Attendant Name I. Maid |
Floor # 2 |
Cart # 4 |
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Amount |
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ITEM # |
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ITEM |
SIZE |
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1 |
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290 |
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Window Cleaner Spray |
12 oz |
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2 |
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387 |
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Tile Cleaner Spray Can |
12 oz |
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1 |
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6555 |
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Spray Bottle 20 oz |
24 o |
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Issued by |
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J. Housekeeper |
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Received by |
I. Maid |
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Today’s Date May 1
Cleaning Supplies Cleaning supplies for guest rooms include cleaners, disinfectants, and polishers for windows, tile, bathroom fixtures, office furniture, kitchen equipment, living room furniture, and so on. These may be purchased in 1-gallon to 5-gallon or larger containers for economy or in aerosol cans. The larger containers of the product are stored in the housekeeping department area, while the usable sizes for guest room cleaning are stored on the room attendant’s cart. The product is dispensed into these smaller, more usable containers for the room attendants. Dispensing must be controlled by the executive housekeeper with a requisition and inventory sheet, as shown in Figures 15-9 and 15-10.
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F I G U R E 1 5 - 1 0 |
Weekly inventory—cleaning supplies. |
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The Times Hotel Housekeeping Department |
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Inventory Sheet |
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Category: _____________________ |
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Beg. |
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Amt. |
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ITEM # |
SIZE |
Inv. |
1 Purch. |
2 End Inv. |
Used |
Price/Unit |
Extension |
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387 |
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12 oz |
5 |
13 |
15 |
3 |
$2.10 |
$6.10 |
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Counted by: L. Smith |
Recorded by: D. Manager |
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Today’s Date |
May 8 |
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440 C H A P T E R 1 5 ■ E X E C U T I V E H O U S E K E E P I N G
Fixtures
Fixtures of all types, makes, and sizes make the guest rooms, lobby, and public spaces the bright and inviting places that please the guest. However, all fixtures must be maintained in bright appearance and proper working condition. In some hotels, this is the responsibility of the housekeeping department. The light bulbs that go in the many lamps and chandeliers located throughout the hotel as well as the batteries that operate hand-held devices and smoke alarms (if the property is not electrically wired for such purposes) must be checked periodically to determine if they must be replaced.
With respect to light bulbs and batteries, a preventive maintenance program must be initiated to ensure guests’ safety is at the forefront. For example, a room attendant may be assigned to go around regularly and check the level of energy in batteries in TV remote controls instead of waiting for a guest to call the front desk and ask for a replacement. These activities can be controlled through a computerized spreadsheet program that tracks the replacement trail of light bulbs and batteries for a particular unit. The dispensing of light bulbs and batteries requires control (requisition sheets and inventory sheets) similar to those used for dispensing guest room and other cleaning supplies.
Hotel basements are filled with used and worn-out furniture. These retired pieces represent the many inventory dollars that were spent furnishing a guest room. Each item in a room—pictures, beds, mattresses, headboards, desk chairs, tables, armchairs, desks, portable closets, televisions, computers, armoires—represents an investment by the hotel in a business venture. This pursuit requires control in maintaining them in like-new condition. Each piece of furniture should be cared for according to manufacturer’s recommendation. This may be as simple as “Use a clean, damp cloth” or “Polish wooden surface with lemon oil polish as needed.” A system should be developed that identifies each piece of equipment with its date of purchase, cost, location/relocation, refurbishing, and any other data the hotel wants to track. For example, if a hotel has a consistent group of business travelers, it may consider relocating the pictures on the wall periodically. Also, television sets have a certain life span; this should be tracked and the data used for developing budgets. Hotels should consider donations of used furniture to charitable organizations to assist in maintaining an organized, well-appointed inventory of furniture.
Theft Control of Inventory
Unfortunately, theft by guests and employees in the housekeeping department is commonplace. “The American Hotel & Lodging Association estimates that theft in hotel rooms—from towels to televisions—costs the lodging industry $100 million annually.” Mark Snyder, senior vice president of brand management for Holiday Inn, says informal research estimates 560,000 towels are stolen per year.12 This should not be accepted; rather, aggressive campaigns against theft should be developed. Small items from attendants’ carts are an easy target for removal by guests passing in the hallway. Usually these carts are overloaded with items exposed for viewing. Perhaps placing tempting items in plastic see-through boxes would inhibit a passerby from picking them up.