THE ULTIMATE PROCESS

CONCEPT
The “ WHAT ” in what you want to do. WHAT do you
want to achieve?
What is the objective in this process. The What
should be defined clearly and concisely.
CRITERIA
The “ WHY ”
WHY do you wish to adopt this concept? Be specific
and very clear.
STEPS TO ACHIEVE
The “ HOW ”
List individually how you are going to do this.

CHALLENGES
List individually, what could possibly go wrong in
implementing your steps to achieve.
COMBAT PLAN
List individually the solutions to the individual
challenges as outlined above.

UNIQUE CHARACTERISTICS
List individually what is new, creative, innovative
about the steps to achieve ( The HOW ) What is your
competitive edge? If there is none, start again from
steps to achieve.
THE FUTURE
If all of the above are implemented where will you be
in 3 to 5 years?
 THE ULTIMATE PROCESS

CONCEPT - What is your objective ?

• To reduce service delivery-time for in-room dining
 
CRITERIA - Why do we need to adopt this
concept ?
• Service delivery time is poor
• Guest complaints very high

STEPS TO ACHIEVE - How are you going to do

this ?
• Increase product-knowledge of order taker.

• Entries to be made in the MICROS at the time while

taking the order.

• ‘Tagging’ system to be introduced to reduce

communication time between kitchen and order taker.

• The mis-en place for breakfast, lunch & dinner to be pro-

active.

• There maybe more than one order at a time, due to which

using the ‘economies of scale’ of multiple orders maybe it
is easier to do multiple deliveries, which may not be part
of the current process.

• R/S mgr. to assign specific tasks for entire team.

 CHALLENGES - What could possibly go
wrong ?
 
Increase product-knowledge of order taker.
English language unsatisfactory
Never been trained
No instructions given regarding the cooking of the said
menus.
Never sampled the menus
Up selling does not exist
 
Entries to be made in the MICROS at the time while taking the
order.
Order taker too slow
Not using telephone headsets
Too many orders at one time
Micros knowledge poor
   
‘Tagging’ system to be introduced to reduce communication
time between kitchen and order taker.
Approval may not be forthcoming
Financial outlay
Kitchen does not want to use
R/S does not act on buzzer

The mis-en place for breakfast, lunch & dinner to be pro-

active.
No directions from senior management
Staff not working as team
Not enough trays
Staff used to old way
Menu not commensurate for pro-active mis-en place
There maybe more than one order at a time, due to which using the
economies of scale’ of multiple orders maybe it is easier to do
multiple
deliveries, which may not be part of the current process.

Order taker does not understand the process of Multiple Deliveries

Staff not trained for multiple deliveries
Equipment not conducive to multiple deliveries
Geography of rooms could make it difficult
  
R/S mgr. to assign specific tasks for the entire team.
Team may not accept multi-skilling
Job tasks not matching job profiles
Responsibility for tasks not taken

COMBAT PLAN
 
Increase product-knowledge of order taker.
English language unsatisfactory
1. English language is a pre-requisite for hire.
2.      Compulsory English language training.
3.      Internal transfer immediately, an English speaking person.
4.      Supervisor to take on the role of O/T until they are proficient.
5.      Introduce Service One (In-house call center).
 
Never been trained
1. Create awareness for training within staff.
2.      Chalk out the Time Line / Critical Path for training.
3.      Benchmark training standards through the butler concept.
4.      Source the best R/S Manager within the Taj group to train the
team
 
No instructions given regarding the cooking of the said
menus.
1.      Chef to supply hard copy of description & cooking
method per item.
2.      Order takers to observe chefs’ cooking methods.
3.      Order takers to taste all menu items.
4.      Measurement – order takers to be tested on all of the
above.
5.      During quiet periods role-plays to take place within the
team on the above.
 
Up selling does not exist
1.      Incentives to be introduced for ‘highest up-seller’
2.      Order taker to assist guests in ordering.
3.      Records of weekly/monthly up-sold revenue to be
maintained & measured.
 
Order taker too slow
1.      Mock ordering to be carried out through role plays.
2.      Detailed ‘if-then’ flowcharts for Breakfast / Lunch &
Dinner to be worked out.
3.      Training to be imparted on usage of quick keys.
 
Not using telephone headsets
1.      Introduction of telephone head sets to Room Service
2.      Training in usage of telephone headsets
 
Too many orders at one time
1.      First in – First out method
2.      Inform guest of time required and be honest
3.      To keep a tab on pressure on kitchen
4.      Order Taker to have trace file (with time deadline) to
follow-up
 
Micros knowledge poor
‘Tagging’ system to be introduced to reduce
communication time between kitchen and order taker.

Approval may not be forthcoming

1.      Trial runs to be conducted
2.      Critical path to be set for the quotations and approvals

3.      Room Service manager to get a buy-in from concerned

HOD’s
4.      Room Service processes & technology of other Luxury
division hotels to be looked into.
 
Financial outlay
1.      Total cost to be approved
2.      Capital Expenditure (Capex) to include the installation
cost
 
Kitchen does not want to use
1.      Importance of fast dispensing to be emphasized
2.      Chef to approve usage of tagging system
 
Room Service does not act on buzzer
1.      Loop to be completed by Room Service
2.      Alarm bell to go off, if active buzzer not tagged within
30 seconds
3.      Food pick-up to be controlled by Rom Service Manager.
 
The mis-en place for breakfast, lunch & dinner to be pro-
active.

No directions from senior management

1.      Par-stocks for B/f, Lunch & Dinner to be worked out
2.      To use idle time of staff for Mis-en place
3.      Area of Room Service to be effectively used. Could
involve re-working of the lay-out
Staff not working as team
1.      Job rotation to be introduced to reduce monotony
2.      Every task to be micro-analyzed and fitted on the macro
critical path
3.      Team Leaders to be schooled in Team Building
4.       Educate entire team of positive aspects of a team i.e.
more tips
5.       Implement mentor system = seniors to assist juniors
 
Not enough trays
1.      Ensure adequate par stocks are available.
2.      Ensure trays are collected from guest rooms in a timely
manner
3.      Ensure trace file used to recover all trays
 
 
Staff used to old way
1.       Educate team that change is a fact of life,
2.       Team Leaders to buy in to concept and bring team with
them
3.       Quick efficient service equates to more tips
 
Menu not commensurate for pro-active mis-en place
1.      Managers to revisit and design a new menu to ensure
that the menu is both guest and internal customer friendly.
2.      Menu to take the geographical origin of the guests into
consideration
3.      Menu to ensure items are included that facilitate a
speedy service
 
There maybe more than one order at a time, due to which
using the ‘economies of scale’ of multiple orders maybe it is
easier to do multiple deliveries, which may not be part of the
current process.
 
Order taker does not understand the process of Multiple
Deliveries
1.      Order Takers to be educated on this process
2.      Flow chart and process to be permanently visible, in
front of order taker
3.      Incentive to be awarded most efficient team
aspects of this
2.      Team Leaders to buy into the concept and sell it to
teams.
3.      Teams to be trained during quite periods
4.      Role plays to be implemented during each shift
 
Equipment not conducive to multiple deliveries
1.      Ensure that adequate par stocks are available
2.      Ensure trace files used to ascertain where
equipment is at any time
 
 
Geography of rooms could make it difficult
1.      Utilize the Butler Pantries in the Palace Wing
2.      Utilize multiple deliveries where possible
3.      Order taker to inform the guest of time factor due
to distance
 
R/S mgr. to assign specific tasks for the entire team.
 
Team may not accept multi-skilling
1.      Educate the Mgr and Team Leaders in the
importance of multi –
skilling. This equates to more career growth –
more money.
2.      Team Leaders to buy into concept and sell to team
3.      Success of Butler Program will ensure multi
skilling is a soft sell.

 
Job tasks not matching job profiles
1.      Staff to be trained per positions, tasks become
obsolete in multi skilling
2.      Team Leaders to buy into the concept and sell to
the staff
3.      Training time line / critical paths to be created

Responsibility for tasks not taken

1.      Interference of the job roles should not exist
2.      Team Leaders are the technicians and should apply
the HOW
3.      Team Professional are the talent and should DO
4.      Managers should direct and not involve
 UNIQUE CHARACTERISTICS
 
1.  ‘Tagging’ system to be introduced to reduce
communication time between
kitchen and order taker.
2.  There maybe more than one order at a time, due to which
using the ‘economies
of scale’ of multiple orders maybe it is easier to do
multiple deliveries, which
may not be part of the current process.
3.  Compulsory English language training.
4.  Introduce Service One (In-house call center).
5.  Benchmark training standards through the butler concept.
6.  Source the best R/S Manager within the Taj group to train
the team
7.  Incentives to be introduced for ‘highest up-seller’
8.  Mock ordering to be carried out through role plays.
9.  Detailed ‘if-then’ flowcharts for Breakfast / Lunch & Dinner
to be worked out.
10.To keep a tab on pressure on kitchen
11.Order Taker to have trace file (with time deadline) to
follow-up
12.Internal competitions for fastest order taking
13.Room Service processes & technology of other Luxury
division hotels to be
looked into.
14. Job rotation to be introduced to reduce monotony
15. Ensure trace file used to recover all trays
16. Managers to revisit and design a new menu to ensure that
the menu is both
guest and internal customer friendly.
17. Menu to take the geographical origin of the guests into
consideration
18. Trace files used to ascertain where equipment is at any
time
19. Utilize the Butler Pantries in the Palace Wing
20. Staff to be trained per positions, tasks become obsolete in
multi skilling
21. Team Leaders are the technicians and should apply the
HOW
22. Team Professional are the talent and should DO
23. Managers should direct and not involve themselves in the
 THE FUTURE
 
If all of the above are implemented
where will we be in 3 to 5 years? 
 
This process offers total flexibility as the
unique characteristics defined above eradicate
all possible loopholes in the current system,
making it easily manageable.
 
The above brings uniformity to all processes to
be used for designing a process for service
delivery. At the same time this process will be
flexible as it works like a self-organizing
system dependant upon the requirements.
 
Understanding the cyclical nature of the
industry, this process could sustain during all
seasons as time bound activities are built into
this process, giving it tools for time
management