Planning and allocating work
Planning and allocating work
1.1
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
1.1
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