I am employed as a Maintenance Manager at the Strand Palace Hotel in London. I am responsible for the day to day maintenance of the whole building, also refurbishments of guest rooms and corridors, public areas and back of house areas. I am working with a team of 15 technicians and 4 shift engineers, all with different skills. Every first and last hour of my day will involve planning tasks to be completed, ranging from fixing any breakdowns of machinery to hanging a mirror in the admin office.
As we are in the hospitality and leisure industry guest/customer satisfaction is key. We have set organisational targets where our aim to achieve 100%. Company vision “making a stay in central London assessable and enjoyable”. Monthly mystery guest report.
In line with the above we have set our own standards, mission statement, checklists and monitoring systems to aid us to achieve great customer satisfaction and 100% in mystery guest reports. Our target would be that the hotel and its facilities are functional, that everything works, a clean and tidy décor and up to date technology and services. The mystery guest report can be said is how we are scored at what we do, so it’s a tool we use on how we do things and how we can get it better.
The mission statement of the maintenance department within the hotel is “to keep all facilities, equipment, plant and structural fabric of the building in good working order for the longest cost effective life at maximum efficiency, ensuring maximum customer satisfaction in the process. This vision is met via making knowledge based decisions whilst executing the day to day tasks of the department. In addition the maintenance department will carry out Planned Preventative Maintenance (PPM) within public areas, hotel bedrooms and all staff areas, continuously assessing the state of all equipment, structure and infrastructure and will take necessary actions to ensure the safety of all our guests and staff.”
S.M.A.R.T. team objectives have been set in place, For the company vision, Specific – To keep all facilities, equipment, plant and structural fabric of the building in good working order for the longest cost effective life at maximum efficiency, ensuring maximum customer satisfaction in the process. This vision is met via making knowledge based decisions whilst executing the day to day tasks of the department. Measurable –Monthly departmental meetings are held to monitor the associated tasks. Achievable – We have all necessary resources in hand to tackle any task. Relevant – The checklist’s and tasks given is all in line with our vision statement. Timescale - It is an ongoing task but technicians are expected to complete their given tasks within reasonable time.
For the mystery guest report, Specific - Will carry out Planned Preventative Maintenance (PPM) within public areas, hotel bedrooms and all staff areas, continuously assessing the state of all equipment, structure and infrastructure and will take necessary actions to ensure the safety of all our guests and staff. Measurable – All facilities to be in good working order, if not excellent. Achievable – All technicians attend regular off-job training courses. Relevant - Day to day checklists and machinery checks are allocated to the appropriate technicians. Timescale - It is an ongoing task but technicians are expected to complete their given tasks within reasonable time.
To ensure all tasks are covered, allocated and completed on time we have standard operating procedure (S.O.P.’s) in place. These were set over the years of practice and up dated as technology and the demands of customers have changed. They also cover the risk element involved in certain tasks and emergency action if necessary.
Together with S.O.P.’s I have compiled checklists for each area of the hotel and its infrastructure, for the technicians to use as a tool to complete tasks and achieve our vision. All areas, unless an emergency arises, are on a cycled schedule to be attended by technicians. Using this schedule I allocated tasks to the appropriate technician on each day and always have at least one technician on PPM. We also have service contractors for the up keeping of catering equipment.
As mentioned before on the first and last hour of the day is when the planning and allocating takes place. On the last hour, I will walk around public areas, back of house and note anything specific that requires our attention. Then from the schedule for areas, I will start allocating technicians there tasks in line with their capabilities, skill set, experience and the next day’s staffing levels. Then using the hotels booking system I will check for occupancy levels and room availabilities to compile a list of rooms for PPM. I will then compile lists for each technician. The next morning, in the first hour of my day the lists together with copies of check sheets, I will pass them on the relevant technicians. If there is anything out of norm I will take extra time with a technician to go the task to see its successful completion.
Then when appropriate I will go round and visit technicians and monitor their progress. In most cases the technicians has completed the giving task and will visit the maintenance office to leave the complete check sheet in my in tray.
Having a plan is only good on paper if we don’t have the resources to accomplish it and with this set in mind we have recruited skilled technicians where necessary and got others on training and courses to meet the needed skill set. Tools, parts and knowledge have been brought in to the team. A regular check of stock levels is also immanent. The skill, tools and knowledge is needed to be able to complete the giving task with confidence, promptly and to an expected standard. But also need to have any needed part in stock otherwise even the most skilful technician will not be able to complete the giving task. We will not be achieving our vision if we had a room not available for sell just cause it is missing a shower hose.
Unexpected things can happen anytime in work life and in the hotel industry rectifying any issues is a must, as there is a guest/customer waiting to use our facilities. As an example if a pipe was to burst, causing property damage, shorting out electrics to cause power cuts, all resources, technicians will be pulled away from their assigned tasks and will start working on the emergency issues.
So this is where I need to be able to plan ahead and be prepared for a typical case. Forecasting occupancy levels and having staffing rotas done accordingly, making sure PPM is carried out on all equipment and water/electrical services to reduce the chances of such a scenario happening. These are some possible practices in place to overcome causes that can cause variance to our planned activities.
Monthly departmental meetings are held where I would talk through facts and figures of how we are doing as a team and as a company. Here is where everyone has the clear opportunity to put in any thoughts and concerns. We would discuss what we could have or can do better. Future projects are communicated to allow team members to bring forward ideas. As mentioned before attending training courses to expand knowledge is supported and in practice.
