Preface
For the quality management course we formed a consultancy team to conduct an audit for the case hotel, Marriott Brussels. The newly appointed general manager of the hotel received an order from the Marriott Head Office to improve the quality of the hotel. The general manager decided to obtain the ISO 9001:2008 certification within 12 months.
The course is divided in 2 phases. During the analytical phase the consultancy team had one interview with the hotels general manager and one with two different departmental managers to find the missing information on policies and tactical subjects. In the synthesis phase the consultancy team analyzed the researched information and formed recommendations for the hotel in order to obtain the ISO …show more content…
The Marriott Hotel Brussels
The Marriott Hotel Brussels opened in the 1980´s and is recently owned by Host Hotels & Resorts, Inc. (HHR). HHR contracted Marriott to manage the property since the company has a lot of experience within the hospitality industry by managing more than 500 hotels worldwide.
The Marriott Hotel Brussels (4****) with its 221 renovated rooms is located at the Rue Auguste close to the Grand Place Brussels. Besides rooms also the function rooms where totally renovated a few years ago in order to meet the newest technique standards. The hotel features a 24/7 fitness- and business center, an executive lounge for its membership guests as well as parking-, concierge-, laundry service and much more a guest can expect from a high class hotel. Besides an in the property located McDonald´s (not managed by the hotel) and a 24/7 room service the Marriott offers its guests the restaurant Midtown Bar & Grill (ranked on place 1464 of 2382 with 4 out of 5 stars on TripAdvisor) in terms of F&B. The restaurant serves breakfast, lunch and …show more content…
3.2.4. Planning
3.2.4.1. Quality objectives:
A few quality objectives are established of how certain processes should be handled within the hotel. However not all processes are properly documented. There is no detailed standardization of how to perform certain processes within a given time frame and with measurable outcomes. Furthermore, the Marriott Brussels has Key Performance Indicators but does not process them into a performance measurement system like a business balance score card. The hotel does not have any person authorized to control quality or implement changes (i.e. a Quality Manager).
3.2.5. Responsibility and authority
The Marriott Brussels has an organigram, which shows responsibilities of each employee and manager within the hotel but it needs to be modified.
Because of the lack of a quality management system, no manager is assigned to ensure that a certain standardization of quality in each process is kept. Every Department Manager is responsible to report to the top management if there is a low performance of the quality and a need for improvement based on their own knowledge and
For the quality management course we formed a consultancy team to conduct an audit for the case hotel, Marriott Brussels. The newly appointed general manager of the hotel received an order from the Marriott Head Office to improve the quality of the hotel. The general manager decided to obtain the ISO 9001:2008 certification within 12 months.
The course is divided in 2 phases. During the analytical phase the consultancy team had one interview with the hotels general manager and one with two different departmental managers to find the missing information on policies and tactical subjects. In the synthesis phase the consultancy team analyzed the researched information and formed recommendations for the hotel in order to obtain the ISO …show more content…
The Marriott Hotel Brussels
The Marriott Hotel Brussels opened in the 1980´s and is recently owned by Host Hotels & Resorts, Inc. (HHR). HHR contracted Marriott to manage the property since the company has a lot of experience within the hospitality industry by managing more than 500 hotels worldwide.
The Marriott Hotel Brussels (4****) with its 221 renovated rooms is located at the Rue Auguste close to the Grand Place Brussels. Besides rooms also the function rooms where totally renovated a few years ago in order to meet the newest technique standards. The hotel features a 24/7 fitness- and business center, an executive lounge for its membership guests as well as parking-, concierge-, laundry service and much more a guest can expect from a high class hotel. Besides an in the property located McDonald´s (not managed by the hotel) and a 24/7 room service the Marriott offers its guests the restaurant Midtown Bar & Grill (ranked on place 1464 of 2382 with 4 out of 5 stars on TripAdvisor) in terms of F&B. The restaurant serves breakfast, lunch and …show more content…
3.2.4. Planning
3.2.4.1. Quality objectives:
A few quality objectives are established of how certain processes should be handled within the hotel. However not all processes are properly documented. There is no detailed standardization of how to perform certain processes within a given time frame and with measurable outcomes. Furthermore, the Marriott Brussels has Key Performance Indicators but does not process them into a performance measurement system like a business balance score card. The hotel does not have any person authorized to control quality or implement changes (i.e. a Quality Manager).
3.2.5. Responsibility and authority
The Marriott Brussels has an organigram, which shows responsibilities of each employee and manager within the hotel but it needs to be modified.
Because of the lack of a quality management system, no manager is assigned to ensure that a certain standardization of quality in each process is kept. Every Department Manager is responsible to report to the top management if there is a low performance of the quality and a need for improvement based on their own knowledge and