V3Qtor AG/Hospitality/Operational excellence
Workforce Optimizer
Staffing from occupancy forecasts, special events and historical service patterns, coordinated across departments, matched by skill, with overtime prevented and breaks optimised.
Weeklyrosters from the occupancy forecast
- Practice
- Operations Intelligence
- Sector
- Hospitality, operational excellence
- Systems involved
- Master Data Management Layer for roster and payroll data
- Why it matters
- Labour drove 90% of operating-cost growth in 20161.
What it changes in the P&L
Payroll, the largest single operating expense1.
How the first weeks go
- Take the event logs you already haveERP, MES or the claims system write a timestamp on every step. We read them, nothing new is installed on the floor.
- Put a number on every queueProcess discovery shows where the work waits and what each hour of waiting costs. The bottleneck is usually not where people think.
- Change one thing and measure itWhat-if scenarios first, then one change in the real process, measured against the baseline. The second change starts when the first number is in.
What stays
Workforce Optimizer becomes part of how the property runs. The morning stand-up reads its numbers and the kitchen orders from them. Hand-over comes when the number has held for a quarter.
Talk to us about Workforce Optimizer.
Tell us where it would run and what it would have to change. We will come back with what we would look at first, what the first quarter produces, and what it would take.
Notes and sources
- 1CBRE Hotels' Americas Research, Trends in the Hotel Industry, 2017 edition, as reported by Lodging Magazine: labour averages roughly half of hotel operating expenses; labour drove 90% of the 2016 rise in operating costs. Source