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Posts tagged ‘Hotel property’

PAINTSHOP CREATURES

Periodically, a creature of nature wandered into the hotel’s engineering department – and the paintshop.

 

One morning, I surprised a small green iguana stretched out on the workbench. Another day, a large raccoon sat inside an open metal cabinet. During a big rain storm, an Amazon parrot had taken refuge on a shelf of spray paint cans. One afternoon, I returned to unload the golf cart, and surprised two mice, contentedly nibbling on food crumbs dropped by a teammate.

 

A few visitors were not welcome. And, they were corralled and escorted from the premises by skilled wild creature-handling teammates. A huge rat. A poisonous snake. A baby alligator. A young white tiger cub.

 

Our main objective was to keep the area safe for anyone that might enter. Our other objective was to promptly relocate the creatures to more likeable and suitable spots.

 

Among ourselves, department teammates discussed ways to keep our area creature free. We decided that most of the visitors were harmless, and actually pleasurable. Besides, the ccreatures never damaged anything, or caused any costly mess.

 

My last day of work, a huge white cockatoo met me in the paintshop. He looked on as I completed my checklist of things to do to help out the new man. I enjoyed the bird’s company. We “talked” a little. We were the only ones there. It was a Saturday.

 

Shortly before clocking out, I got him into an empty box. And, I escorted him to a large area of beautiful foliage on the neighbor’s property. He watched me climb into my Blazer, and drive off.

 

I didn’t know about him. But he ended my day on a very positive note.

 

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Wild creatures have a mystifying way of taming the species called humans.

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Thank you, everyone, for visiting “Painting with Bob.”

 

Copyright 2016. Robert D. Hajtovik. All rights reserved.

 

How Teamwork Cut a Hotel’s Expenses by over $120,000

The hotel management explained, versus announced, to all staff the “need” to cut expenses “across the board,” as much as $120,000.

 

To kick off the effort, all managers – salaried staff – volunteered to take a 10 percent reduction in salary. “To start.” In addition, they agreed to pay 50 to 100 percent of certain expenses “out-of-pocket,” and non-reimbursable later by the hotel business.

 

Examples: Vehicle gas for local driving, association membership dues, event registrations and meals, and business entertainment.

 

They opted to fly 100 percent coach seats for all hotel-related business travel. Also, they gave up their vacation and bonus packages for one full year.

 

Then, the entire staff got accountable, and very creative.

 

1. Each department set a goal to reduce its budget by $10,000.

 

2. Management and all department directors and supervisors agreed, committed to, and announced: “No staff member would be let go.”

 

3. Then, the staff members in each department voted themselves pay cuts: 50 cents an hour for part-time employees; $1.00 an hour for full-time. Like the management they gave up their vacation pay for one full year. (A big sacrifice for employees with families.)

 

4. Each staff member assumed responsibility for reducing his or her supplies budget by at least 10 percent. The supplies had to relate specifically to his or her job description. Also, management’s productivity expectations for staff members was set in proportion to the reduction in supplies and materials available for them to do their work.

 

Examples: Painter. The “paint shop” expense reduction goal: 25 percent.

A. Less expensive paint would be ordered and used for low traffic and less visible areas.

B. Used rags still in good condition would be soaked, laundered and reused.

C. Worn, essential brushes would be replaced with mid-brand products – eg. Linzer, Branford, Arro Worthy, Merrit, Bestt Liebco, Proform. Worn, rarely used brushes would be replaced on an as needed basis during the tight budget year.

       Note: Read “Paint with Budget Cuts: Your Paint Shop Brushes,” posted March 07, 2015.

 

Examples: Maintenance techs. Maintenance shop” expense reduction goal: 15 percent.

A. All recyclable parts, from no-longer usable air conditioners, would be removed, cleaned, catalogued, and stored for making future repairs.

B. Parts, which were tarnished or mildly corroded, were cleaned instead of replaced.

C. Some parts were painted and reused, until replacement parts could be budgeted.

 

5. Each department group launched a “team support” program.

A. Whenever possible, team members shared rides to and from work.

B. Staff that were parents, especially of younger children, created a plan to save each other babysitter and transportation costs.

 

6. A related “Share My Ride” program was implemented interdepartmentally.

Example: Keisha, a housekeeping supervisor, picked up and dropped off PBX operator Elsa at her apartment complex’s front entrance, on days that both worked the same shift.

 

7. Departments shared supplies, tools and equipment whenever and wherever possible. This practice reduced overall purchasing expenses by 15 to over 20 percent with some essential items.

 

8. Monthly, each department hosted its own “carry-in” lunch. During every shift.

 

9. The hotel kitchen sent no good food to the dumpster. Especially leftovers or over-cooking from guest/conference banquets, dinners, buffets, etc.

A. The leftover food was made available to all staff members at meal and break times.

B. Depending on the quantity of leftover food, staff could pack “doggie boxes” to take home at the end of their shift.

 

The hotel management incurred no major problem – and no resistance – from any department or any staff member in meeting the budget cut needs.

 

Everyone pulled together to make it all happen. They protected their own jobs and livelihoods by helping to protect each other’s jobs.

 

They focused on need. They prioritized. They got very creative.

 

Two Engineering Department examples:

 

  1. A maintenance tech attended a technical college two evenings a week. To catch his connecting bus, he had to clock out one hour earlier those afternoons. A coworker passed the college on his way home each day. So, he offered the tech a ride to the college’s front entrance. The tech was able to work his full eight-hour shift, and could afford to pay a few dollars to the coworker for the rides each week.

 

  1. The painter generated free supplies from construction supply and paint stores where he did business. Also, he tapped the superintendents of several large commercial contractors that he knew. In kind, he arranged for the store managers to be able to (1) test out a few new product and equipment lines at the hotel and (2) videotape the new products being used. The construction superintendents received comp stays for their families at the hotel.

 

Hotel budget cuts provide a great opportunity for teamwork in action. At its best! And, at every level: organizationally, interdepartmentally, departmentally.

 

It invites tremendous creativity, collaboration and cooperation on a small-to-large scale. Most important, at a particularly stressful time, team-driven hotel budget cuts bring people together.

 

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An early “HAPPY ST. PATRICK’S DAY” to all ye Irish lads and lassies.

A special “Hello” to everyone in the Chicago area.

 

Thanks for visiting “Painting with Bob.”

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Copyright 2015. Robert D. Hajtovik. All rights reserved.

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