Marriot international slides

Editor's Notes

• #2: Intro felt a wave of nostalgia We’ve been assigned marriot as our final project w.r.t total quality management
• #3: Quality oriented 3,700 properties in 74 countries and territories worldwide : put people first, pursue excellence, embrace change, act with integrity and serve our world.. With the most powerful brand portfolio in the world, they set the bar for the hospitality industry enriches relationships and instills a passion for who they are. Together, they are opening doors of opportunity...for their guests, owners and franchisees, and associates.
• #4: As far as we are concerned with its mission and vision statement, we interpret their statements as they are highly quality oriented. Its mission statement unravels the importance of feasible environment for the employees, so that they provide maximal satisfaction to its internal and external customers
• #5: “Shoot for the moon. Even if you miss, you'll land among the stars.” les brown
• #7: Used following concepts, While drafting the methodology
• #10: Implement
• #11: Direct compensation motivates employees
• #12: Bomb blasts……….. Back to square one…………come back stronger with espect to quality. Grey hairs
• #13: Mr salman saeed said Accept suggestions and complaints Your most unhappy customers are your greatest source of learning. › to make more effort than is expected of you:
• #14: Employees, especially young people, want more than a paycheck.
• #17: Independent shape Ongoing processes for ranking including technical facilities to measure productivity by involving a third person of profits, cash flows, market share what kind of drivers a company has to execute better performance down the road.
• #18: Speed is the time needed to get the activities accomplished. TQM Inventories are received just-in-time to be used up by production. It includes a set of specific statistical tools that can be used to monitor quality Through stats we control quality in sqc
• #19: Strict mangagement structure….. needed to implement quality management.
• #20: Quality Policies of Marriot International:     Health and Safety Policy   Marriot Intl.’s health and safety goals are to avoid accidents and harm to people. These goals apply equally to their own work places and to the plant and facilities that they design, engineer, manage or service.   They achieve their goals by considering health and safety in every activity and in every decision. They identify hazards, assess risks and take actions to eliminate or control them. They seek the involvement of every employee and, where appropriate, customers and suppliers, in this process.   They provide all their employees with safe and healthy working conditions.   Marriot Intl. ensure all their employees are competent to do their tasks and give them adequate training, information, instruction and supervision. They consult with them on matters affecting their health and safety.   They conduct regular audits and management reviews to ensure compliance with their health and safety management system and to identify improvements.   Environmental Policy   Their goals are to constantly drive down the environmental impact of their activities by reducing waste, emissions and discharges and by using energy more efficiently. These goals apply equally to their work places and to the plant and facilities that they design, engineer, manage or service.   They achieve their goals by considering the environment in every activity and in every decision. They identify hazards, assess risks and take actions to eliminate or control them. We consult with and respond to our customers, employees, public interest groups and all who may be affected by our activities.   They conduct regular audits and management reviews to ensure compliance with their environmental management system and to identify improvements.   Quality Policy   Their Quality goal is to surpass their customers' expectations by adding value at every opportunity.   “We achieve our goal through a company culture of skill and competence within the framework of a Quality Management System that accords with the principles of ISO 9001.”   We conduct regular audits and management reviews to ensure compliance with their quality management system and to identify improvements.
• #21: Marriot Intl. has following corporate objectives for 2012/13 which remain consistent with their objectives for the previous 12 months: Our Analysis with respect to Marriot’s Annual plans: There objectives imply that they are highly concerned with the safety of their customers. That’s why they are having strong craving to improve medical facilities for their customers.
• #22: Qualitative values of Marriot International:   They believe their strength is rooted in their core values: putting people first, pursuing excellence, embracing change, acting with integrity and serving their world. These values are their legacy and their future.   As they pursue their vision of making Marriott the #1 hospitality companies in the world, they never lose sight of their founding principles and their proud heritage. Their business is always evolving…but they are always staying true to who they are.   PUT PEOPLE FIRST Around the globe, they offer their associates fair treatment, respect, and opportunities for personal and professional growth.   Marriott International, Inc., was named one of the “World’s Best Multinational Workplaces” by Great Place to Work® Institute. PURSUE EXCELLENCE   Marriott's reputation for superior customer service dates back to founder J. Willard Marriott's original goal for his business: good food and good service at a fair price.   “You don’t have to do anything earth-shattering to be excellent, just work hard at the small things.” – Patricia Rainey, Human Resources, Scotland   EMBRACE CHANGE To fulfill their vision to be the #1 hospitality company in the world, Marriott continually seeks innovative and creative ways to meet the needs of customers.   “With deeply embedded core values that have enabled us to succeed for 85 years, I am looking forward to an exciting road ahead for Marriott International.” – Arne Sorenson, President and CEO of Marriott International   ACT WITH INTEGRITY Marriott International adheres to high ethical and uncompromising legal standards in every aspect of our business, from human rights to environmental and social sustainability.   “We need to stand together to ensure that the travel and tourism industry is always a positive force for good in the world.” – J.W. Marriott, Jr., Executive Chairman and Chairman of the Board of Marriott International         SERVE OUR WORLD As a multinational FORTUNE 500 company, Marriott focuses on five global social issues: poverty alleviation, the environment, community workforce development, the well-being of children, and global diversity and inclusion.  
• #23: Quality Improvement Program: A time-tested quality improvement tool still useful today is the "Plan-Do-Check-Act" or the "Plan-Do-Study-Act" model for guiding quality enhancement projects of all types. The PDSA model conceptualizes the continuing cycle of improvement.     Partner — Decide who are strategic partners of quality improvement and recruit them to the project   Plan — the goals of a quality improvement project will be broad in the context of statewide activities because many partners and processes will need to be involved.   What does the group predict are the current obstacles to quality care? How will the goals be put into action? What data need to be collected to prove that the changes are indeed improvements?   Do — Test the plan and document problems and unexpected observations as data are collected. Initial plans seldom produce desired results the first time. Pilot test the ideas of the group with front-line health care programs, providers, and consumers. Reconvene the partners and discuss successes and problems.   Study — complete the data analysis, compare the results to predictions, and summarize lessons learned. Do the test results convince the partners that full-scale implementation will be successful? Because the scope of activities may be broad and costs may be involved, the planned action should be based on reasonable data and results.   Act — determine the changes to be made. Implement the changes State- or district-wide. Continually assess those changes through data collection and analysis. Are the changes working? What will happen in the next cycle?
• #24: With reference to our research upon Marriot International with respect to its total quality management, it is observed that Marriott international has been facing many obstacles in implementing the essentials of total quality management.
• #25: Role played by senior managers in the context of Marriot International: Marriot’s international senior Management is highly committed to ensure quality in its services. Following are the roles played by the senior manages of marriot international Their responsibilities can be summed up as:    Disseminating the idea of total quality: Marriot International’s senior management strongly hammers home the idea of total quality management among their subordinates. This is one of the best ways to ensure quality in services.    Setting standards like zero failure: They set standards for their subordinates in order to produce a quality product. Standards are fundamental for the production of zero defect products and to ensure quality.  Monitoring quality performance (quality costs) They monitor progress by setting various sensors to track the progress of the company. Not surprisingly, quality implementation is an ongoing process which calls for a lot of check and balance to keep the system in place.    Introducing a quality system based on 'prevention' rather than detection Senior managers ought to convince their subordinates to come up with a product that has zero defects. Moreover, they constantly instruct to prevent mistakes while making products rather than detecting the problems at the end of the day.    Introducing process control methods like Statistical Process Control (SPC) Process control methods are constantly being emphasized by the senior managers of Marriot International. SPC is very important way to control the processes and to improve it.
• #26: The following principles recognize each Marriot International’s personnel’s duty to act in the public’s interest, to be honest and truthful, to demonstrate personal integrity, and to respect privileged information. All Marriot’s employees will uphold the standards of the legitimate Code of Ethics and the principles of this policy for professional conduct and accountability.   All Marriot’s personnel, including volunteers, are committed to a belief in the dignity and worth of the individual human being. They maintain integrity with respect to their duties as they come in contact with the public, other service providers, and clients and customers.   Principle I: Confidentiality   It is a primary obligation for all Marriot’s employees to safeguard information as to customers.   Records kept for lodging or other business purposes should contain no unnecessary reference to behavior or social condition. Personal values and judgments are not appropriate in records.   Release of information on employees, customers or clients will be in compliance with Marriot International policies and other federal, State, and local regulations.   Principle II: Professional Conduct   High standards of professional behavior and responsibility will be maintained.   (a) Each Marriot’s employee will take responsibility for assuring the continuity of public services provided by continuing contact and following up referrals made to other agencies or individuals.       (b) Respect for the rights and privacy of colleagues will be maintained.   (1) The request of a customer to receive services from a particular Marriot’s staff member or provider will be honored whenever possible. Continuity of care is valued and ensured by maintaining a continuing health services relationship between customer and the Marriot’s provider of services.   (2) Marriot employees will direct any criticism of another staff member’s work or actions to that person, to that person’s supervisor, and/or to Human Resources staff only.   (c) Marriot’s staff will not misrepresent his/her professional credentials, qualifications, affiliation, and functions or those of the colleagues, institutions, and organizations with which associated.   (d) Marriot’s medical staff will uphold patient’s rights regarding medical and health care services according to Marriot’s policy.   Principle III: Quality of Service   The maintenance of high standards of professional competence and quality of service is the responsibility of all Marriot’s employees.   A health professional will offer service or use techniques that are generally acceptable to professional judgment and the community in terms of effectiveness and procedure. Controversial issues shall be discussed with supervisory staff and staff actions will meet with supervisory approval.     (b) Each individual will be responsible for recognizing the limitations of his/her competence and will not provide services or use procedures with which he/she is not familiar.   (c) Each professional should seek supervisory or peer advice for problematic issues of Hotel Management.   Principle IV: Moral and Legal Standards   Marriot’s employees will show regard for the social codes and moral expectations of the community in which they work.   Marriot’s employees will recognize that violations of accepted moral and legal standards may result in personal harm towards Marriot’s customers, colleagues, themselves, and Marriot International as well as cause unnecessary risk to Marriot’s Goodwill. SS
• #29: measuring their actual performance in order to keep the system in place. Juran's Trilogy Juran's Trilogy is possibly the most simple, complete, and pure representation of managing for Quality ever devised. The trilogy exemplifies the essence of Quality. It completely meets its objective in the most efficient and effective manner possible. As far as Marriot international is concerned, Juran Trilogy can easily be perceived by viewing their improved infrastructure. However, we must elaborate the three major components of Juran Trilogy with respect to Marriot International as follows: Quality Planning The process for designing products, services, and processes to meet new breakthrough goals. To do so management of Marriot International has to determine their external customers. In the planning step, once they determine their market, then, they identify the needs of their customers. After the recognition of needs, next step is to develop a product or service to respond to such customer needs.   Then, next step, taken by Marriot International is to develop the processes to produce the product or service more efficient and effective. Transferring plans to operations is the final step of the planning process Quality Control The process for meeting goals during operations; it is the most important of Juran trilogy to drive out quality in products. As far as Marriott is concerned, they have ascertained the subjects to be controlled and their units of measure.   They are measuring their actual performance in order to keep the system in place.   Quality Improvement The process for creating breakthroughs to unprecedented levels of performance; it implies two major duties for the quality council of Marriott International: one of them is to identify the improvement projects and second is to establish the project teams with a project owner. Moreover, Juran provides a distinction between sporadic waste and chronic waste. The sporadic waste can be identified and corrected through quality control. The chronic waste requires an improvement process.  
• #32: Occupancy Number of rooms sold in relation to the number of rooms available for sale. This indicator tells us the return which Marriot International has been acquiring from their major operation of lodging. (Aforementioned picture shows that Marriot international has been in downward trajectory because their occupancy rate doesn’t show any significant improvement.) RevPAR Revenue Per Available Room: Rooms revenue in relation to rooms available. (RevPAR has been improved in contrast with year 2009 and 2010, which is a good sign for the company in terms of performance.) Revenue All related business revenue of Marriot international (including rooms revenue, food & beverage revenue, other hotel revenue, fee revenue and other non-hotel revenue from administration units).  EBITDAR and EBITDAR Margin Operating profit before rental expense and share of income in associates and before depreciation and amortization and gain on sale of shares and of fixed assets and net financial items and tax. The EBITDAR margin is EBITDAR as a percentage of Revenue. (this performance indicator also shows that Marriot International is in downward trajectory.) EBITDA and EBITDA margin Operating profit before depreciation and amortisation and gain on sale of shares and fixed assets and net financial items and tax. The EBITDA margin is EBITDA as a percentage of Revenue. (this indicator doesn’t show any significant improvement since 2010)    
• #34: Take customer on board………………………………………we have the entitlement Diverse cultures