APPLICATION OF “MADE IN VIET NAM” LEAN MANAGEMENT PHILOSOPHY IN HOTEL SERVICE IN CASESTUDY OF INTERCONTINENTAL HANOI WESTLAKE HOTEL AND BAO SON HOTEL Supervisor’s name: Dr.Nguyen Dang Mi
JROSộatch process Gf Bad SGHHO[Eẽsaunssggitgdiilojludttoatotgiagieeee 24 2.2 ESCAPCH MEO ocencorecerencenscernnnneeveenanenaserneemrecessnuneeensnensneseenteeneneanennecsass 25 2.2.1 Participant ObServation na 2D 2.2.2 Direct obserVvatiOn - cà HH HH HH ng ng ngưng 26 3.1.ð :SeImI:8STuottre TTÌBTVÌEW caeesoaenaroibnivdditiiGiE/0060000043308656353001204E010558.6841 0/46 26 224 /UEstioninialfe:d6SIDTssesssseassaiipsoodGiDsliiS605019663146099361663000266036802/600466005886068088 27 2.2.4.1 Questionnaire design for Intercontinental Hanoi Westlake hotel Pag 2.24.2; Questionnane design for Bad Son Hotel sssssccsssssscucsscsscscesssecccissnsensane 28
Data collection in Bao Son hotel 00.0 cee ceceeeeeseeeseeeeeeeeeeeeeeseceeeseeeeeeaes 32 2.4 Dat amallySis ha
Primary data for the study was collected directly from Bao Son Hotel, involving interviews with key personnel, including the front office manager, duty manager, front desk supervisor, and 12 front office staff members The interviews, which lasted approximately 25 minutes for staff and 40 minutes for managers, were conducted in Vietnamese, with notes taken and recordings made for accuracy Additionally, general information about the hotel was sourced from its official website and internal documents provided by the establishment.
The author utilized secondary data, including theoretical frameworks and literature, sourced from reference books, scientific publications, and scholarly articles This research was conducted through the libraries of Vietnam National University and the University of Economics and Business, as well as through electronic databases available on their library websites.
In order to analyze data and get the useful information from it, Ghauri and Gronhaug
(2005) recommended the use of a framework developed by Miles and Huberman
(1994) This framework is divided into three main “components”: data reduction, data display and conclusions drawing/verification.
Source: Miles and Huberman (1994), as quoted from Ghauri and Gronhaug (2005)
The data analysis for this thesis will follow the methodology outlined by Miles and Huberman (1994), starting with on-site data collection This data will then be refined to focus on essential information, categorized according to relevant theoretical frameworks The analysis will be based on this curated data, facilitating a clear presentation of the findings.
34 visualized as results Eventually from the analysis of the collected data, conclusions and recommendations can be made.
This study aims to identify waste and issues within Bao Son Hotel and Intercontinental Hanoi Westlake Hotel, focusing on analyzing various types and conditions of waste present in the departments.
The initial step in waste management is to identify the various categories of waste Next, it is essential to pinpoint the sources of this waste Finally, the last step focuses on uncovering the underlying causes of waste generation.
RESULTS AND ANALYSIS IN INTERCONTINENTAL HANOI! WESTLAKE HOTEL.AND BẢO SON HOTEL sscssccsssssssssssesccsvsssessecessucesssoes 35 3.1 Overview of Intercontinental Hanoi Westlake Group
Overview of Intercontinental Hanoi Westlake hotel -+ <-++ 36 3.3 Front office structure in Intercontinental Hanoi Westlake hotel
Hanoi Intercontinental Westlake hotel is the 5 star hotels being opened and operated in
2007 The hotel includes | main building and 3 island overwater connected through the bridges The hotel is located in Westlake- the famous landscape in Hanoi capital The
The hotel features a distinctive structure with all guest rooms, restaurants, and entertainment areas situated over the water, seamlessly blending the spiritual essence of Vietnamese architecture with modern Western design elements.
The hotel features a total of 359 spacious rooms, ranging from a minimum size of 43m² to a maximum of 65m², with the luxurious presidential suite offering an expansive 305m² Guests can enjoy a diverse dining experience across three restaurants: Café Dulac, Milan, and Saigon, along with three inviting bars: Milan Saigon Bar, Sunset Bar, and Diplomat Lounge.
Table 3.2: The services and facilities in Intercontinental Hanoi Westlake hotelSource: the Intercontinental Hanoi Westlake hotel website
The main service and facilities Other services and facilities
Discover our exceptional amenities, including five bars and restaurants, a fully equipped gym, and a relaxing spa with an open-air massage room Enjoy 24/7 bar and room service, high-speed internet access, and versatile meeting rooms for all your business needs Unwind by the swimming pool, take advantage of our laundry and money transfer services, and explore our souvenir shop With convenient elevator access and dedicated health care services, we ensure a comfortable and enjoyable stay for all our guests.
3.3 Front office structure in Intercontinental Hanoi Westlake hotel
Structure of front office in
Figure 3.3 a: Front office structure in Hanoi Intercontinental Westlake hotel
Figure 3.3 b: Front desk staffs in Intercontinental Hanoi Westlake hotel
3.4 Overview of Bao Son hotel
Bao Son International Hotels is part of the Nghi Tam Investment and Tourism Company, which has since been rebranded as JSC Investment Groups and Tourism Bao Son The company was officially registered on January 9, 1992, with a charter capital of VND 100 billion, under business registration number 040 342.
Bao Son International Hotel, which commenced operations on January 11, 1995, is strategically situated in the heart of Hanoi, near the diplomatic sector and key government agencies, making it ideal for both business and leisure travelers The hotel prioritizes exceptional customer service and is committed to enhancing the professional skills of its staff, fostering a dedicated and professional work environment Through its continuous efforts, Bao Son International Hotel has established itself as a premier destination for visitors seeking quality accommodations and services in Hanoi.
3.5 Bao Son hotel organization structure
Hotels serve as essential providers of rest and relaxation for both guests and external customers, primarily offering accommodations such as bedrooms, meeting rooms, and conference facilities They play a crucial role in organizing domestic and international tourism, as well as business and entertainment services Additionally, hotels fulfill their tax obligations to the state budget, ensuring compliance with current regulations while promoting security and capital growth, all while adhering to policies that support their employees.
The human resources of Bao Son international hotel
The General Manager holds the highest position in a hotel, overseeing all management functions and possessing the authority to monitor operations and make significant decisions for various departments This role entails full accountability for the hotel's operations, including legal responsibilities.
- Vice general manager: giving order directly to the managers of departments.
Sale and marketing department: take charge about the trading room, the conference or events, developing the commercial and advertising field, establishing the suitable business policies through the external relations
The human resources department plays a crucial role in recruitment, staff appointments, and training, while also evaluating employee performance and improving labor quality Additionally, they manage salaries and address issues related to personnel management and labor policies.
_ Guarding department: Making the guarantee for the safety of customers and all the staffs inside the hotel, aside with the asset of the hotel
_ Front office department: making the connection between the customer and other departments in hotel in order to satisfy the customer need
+ be the center point which helping all the department connected and working fluently
+ taking essential role in promoting, consulting and making advise to help the director setting the goal and strategies for the hotel
+ receiving and distributing the room booked for the customer, making hotel registration for the customers
+ Supporting others departments to serve the customer in their time at hotel
- Restaurant department: serving meal for the in-house customers and new customers
- Housekeeping department: preparing and cleaning the rooms
+ Mission: selling rooms in order to exploit the utilizing and maximize the profit for the hotel
+ building the system of room in order to help other departments maximize their resources utilized including the facility and human resources
_ Accounting department: accessing all the financial operating of the hotel
+ Mission: control all the income and trading, making bank accounts and managing money
3.6 Front office structure in Bao Son hotel:
Structure of tront office in
Figure 3.6 a: The front office structure in Bao Son hotel
Figure 3.6 b:The front office staffs and managers in Bao Son hotel
3.7 Evaluate the application of lean management in Hanoi Intercontinental Westlake hotel and Bao Son hotel
3.7.1 The situation of Lean Management application in Intercontinental Hanoi Westlake Hotel
Visual Management is an effective tool for visualizing company processes, ideas, culture, business philosophies, and work standards through maps, charts, pie charts, and images This approach enables both managers and employees to easily understand and systematically follow organizational practices.
The Intercontinental Hanoi Westlake hotel effectively utilizes visual aids, with 95% of employees noting the presence of various visual tools such as maps, pie charts, and graphs These visuals highlight customer feedback, managerial evaluations, standard operating procedures, and overall hotel productivity, enhancing communication and operational efficiency within the hotel.
Many staff members at the Hanoi Intercontinental Westlake Hotel are unfamiliar with the 5S Method, yet its principles are effectively integrated into their daily operations A recent survey revealed that 95% of respondents affirmed the cleanliness and hygiene of the front office, while the same percentage confirmed that all equipment and materials are organized in their designated places.
In the front desk division, staff consistently organize documents and materials, ensuring that pens and other items are in their designated places After check-ins and check-outs, unnecessary items are promptly distributed For example, key holders are arranged appropriately, with clean ones placed in their proper locations, while rumpled key holders are designated for group guests, and torn key holders are discarded Additionally, used paper is repurposed as recycled material.
Upon check-in, the front desk staff ensures that the registration card is organized with the guest's name and room number clearly displayed, while also keeping pens and paper neatly arranged in designated areas.
Housekeeping staff maintains cleanliness at the front desk by cleaning the area twice daily, once in the morning and again in the evening, ensuring a tidy and welcoming environment every day.
The Quality Control Manager (QCI) conducts daily inspections of the front office and front desk area to ensure that all equipment and supplies are clean and organized Additionally, the Duty Manager and Front Office Manager frequently monitor the area to remind staff of the importance of maintaining cleanliness.