Even within large companies, shifts in property ownership and management are common. A hotel may be placed under a newly-formed brand, or switched to another existing one. The hotel may be “sold” by one division, and “purchased” by another.
A hotel property and business may remain in tact; but it may be placed in the hands of an external management company. A hotel may be “moved” under a corporation’s restructuring, into a “new” company.
Through it all, the hotel’s paintshop tends to survive, and conduct business as usual. Or, so it may seem.
Take note: Things have changed!
Tips for operating your paintshop within the new arrangement
1. Verify requisition procedures that you must follow for:
A. products and supplies that you need to keep on hand for completing basic work orders and standard projects;
B. products, supplies and tools needed to complete projects that frequently come along around the property;
C. products, materials, tools, and equipment needed to complete scheduled and budgeted special projects;
D. products, tools and equipment needed to work on a non-budgeted special project.
Often, the procedure that you need to follow for the submitting and filling of each type of requisition will vary. According to the (1) priorities set by management, and (2) rules the purchasing department must follow. Often, you, as lead painter, possess little control or influence over this process.
2. Verify and establish the project scheduling priorities under the new system. Example: Now, more emphasis may be placed on repairing and repainting guest rooms/suites versus public areas.
3. Verify, in writing, your paintshop’s budget.
A. Find out the fiscal year for the engineering/facility services department. Example: July 1-June 30, January 1-December 31.
B. Then, find out the rest of the current fiscal year, and total money available to you for this time frame.
4. Verify how management expects purchasing, engineering and you to divide/allocate that money within the paintshop.
Examples: A. Basic work orders and standard projects; B. scheduled projects that you’re expected to complete within the balance of the current fiscal year; C. troubleshooting work orders and projects; and D. special projects.
5. Try to get a tentative written line-item summary for the next fiscal year for the paintshop.
A. Take some time to go over this list with your chief engineer. Some areas may need to be clarified, strategized or agreed upon between the two of you.
6. Try to find out the engineering/facility services department overall budget for the next fiscal year. Your chief engineer will have that information.
CAUTION: Some CE’s believe in the “need to know” rule, and may choose not to provide you with this data.
7. Verify the chain of command within your department, interdepartmentally, and also organizationally.
8. Verify the policies for communication:
A. directly between you and general management;
B. indirectly between you and general management;
C. directly and indirectly between you and property/business owners.
The goals: To save yourself grief, back track time, and budget fiascos. To move your paintshop into the new system with minimal problems and delays.
This helps you. It helps your teammates within the department. It helps your chief engineer. And, in ways that you wouldn’t believe!
Paintshop operations are time-budget-people-management sensitive – and worth the effort!
Thank you for visiting “Painting with Bob.”
Copyright 2016. Robert D. Hajtovik. All rights reserved