APPLICATION OF “MADE IN VIET NAM” LEAN MANAGEMENT PHILOSOPHY IN HOTEL SERVICE IN CASE STUDY OF INTERCONTINENTAL HANOI WESTLAKE HOTEL AND BAO SON HOTEL Supervisor’s name: Dr.Nguyen Dang Minh Student’s name: Tran Anh Kien Student ID: 12050590 Intake: QH2012 - E Program: International standard Hanoi — December 2016 TABLE OF CONTENTS ACKNOWLEDGEMENTS.-- --- Án TH HH HT nu nh ng i LIST OF FIGURES sssisassmnssumcnnmanncamnnnmunm renames: il LIST OF TABL,ES. ác c1 1S TY Th ng nh nh TH Thu Thu TH Tho TH HH HH ili ADS TRAD Ì i05 0000000600000 E0S0QGGSGGGGGIGIGSSGNGGGIGGERNRENGIRGGIGG 0N GESSRIGNGSEH iv DN TERQIIUCCION csscisscssamcsncenssavonsaninusvencansorsas sess ustesanssvssensinionsatinerncuisensaitesuneniesnianin 5 1. Define the significance Of research. Research objective and QuestiOns.ccccceccceseeeseesseesseeeseeeseeeseeeneeenseeneeeneeeseenes 5 3 Fe NII I ET Tc er Te cline ts ae el 6 4. Research method aloe y secs seesccsecommanmneenensesummiserencdtassseuecorisemnautecmmne aes 7 = Roeseareh goriti Butt ss cssccsisanvvssavscnansorscsvnascscumnasesuananusnensnsnanaserecmeasnuneasues 7 6. Restiirpli:SEPGLLHEE sisiccsascenescsasscssuavancasecaienamaesrsarsinnusbansuaunwennusssnawececuusnbs 8 CHAPTER P LITERATURE REVIEW souagnaaevnoraortueosigootididititiisagaielsatgyqsgiasoga 9 I.- ----- + + 2112213211191 11 119v nh ng ng nh ng ng Hư 9 1,. Theorisihanl Developement OF Lita cscncisnnccvsssncnncnveresnoncnnamenorancconeuneansans 9 LoL. 10 LEZ, Detinition OF Lettsnsccsnanssncnmnnnnncnamnmennnnanmannmaienanes 10 |y1. "WEStES is vescccaus G0100 0AĐGGQIGKDGOEGENNEYEVEEAGEIEOGHERGSSBISOREOARSGSAEEOEEEĐEESR 1] 1. Introduction “Made in Vietnam” Lean ManagemenIL. The development of Tam The in “Made in Vietnam” Lean Management 12 1. “Made in Vietnam” Lean Management Model and the role of Tam The for SUCCESSTul Implementing Ol (HE MOTE. uvscciszev66x66060006220S809488886tX0 880 X8gg8 14 1. Background of Hotel Services . Overview and development ofHotel and Hotel services in Viet Nam.cccccececeeseeeessesessscecesssssssecseescesscsusececseseeeecececeeuecereceeeeeeere 16 L353 Pronvdesk S€EWICBlossrsuoollooosvs2v060130956200024G0NG21NG09S0VESGAXGVGGIOSSGYESS.0303084 bự LA: RGWEINNNaguadqdgaadGQGGGGGGIGGNONGHGIGGGEGNGGGHGGNAGNGGNGgqgg Ll CHAPTER II: RESEARCH METHODOLOGY 0. JAROSCALPCH PLOCOSS a: cssecssrcssnsnecasvenneneanem rescence 23 2. | Research process of Intercontinental Hanoi Westlake hotel. JROSéatch process Gf Bad SGHHO[EÏsaunssggitgdiilojludttoatotgiagieeee 24 2. Participant ObServation na. cà HH HH HH ng ng ngưng 26 3. :SeImI:8STuottre TTÌBTVÌEW caeesoaenaroibnivdditiiGiE/0060000043308656353001204E010558. Questionnaire design for Intercontinental Hanoi Westlake hotel .2; Questionnane design for Bad Son Hotel sssssccsssssscucsscsscscesssecccissnsensane 28 253 SE 6016E1l0ÌÏLraggglidQGEDGGEEHGDDOOAOONUGGadSOUGlojaeutaivolelleab 31 2. Data collection in Intercontinental Hanoi Westlake hotel. Data collection in Bao Son hotel 00. Dat amallySis ha. 33 CHAPTER III:RESEARCH RESULTS AND ANALYSIS IN INTERCONTINENTAL HANOI! WESTLAKE HOTEL.AND BẢO SON HOTEL sscssccsssssssssssesccsvsssessecessucesssoes 35 3. Overview of Intercontinental Hanoi Westlake Group . Overview of Intercontinental Hanoi Westlake hotel. Front office structure in Intercontinental Hanoi Westlake hotel. Overview of Huo 80 Hotel cc ccscuscscccsicnmrnermminmnnnnenancenmnnceeouvecess 39 3:3. Bao Son hotel orpanizational SŒUGEDFEssssoosoeasaosasotiooiaotoanglsivbossdssoae 40 3. Front ofties stractite in Bao S60 NOE cccccccisncmnscmnmermmannnsnenses 42 3. Evaluate the application of Lean management in Intercontinental Ha Noi Westlake Hotel and Bao Son hOt€Ì.-- á <3 1v vn Hưng HH ngưệt 43 3. _ The situation of Lean Management application in Intercontinental Ha Noi Westlake Hotel . Visual Manaø€Im€TI. HH HH ng 43 CS OCR ||. nn ee eea 44 Sa do aU TH TM nuacnuesnsstossduivbosotkostdobdotksodsolox/0000045858800ki/ 330 46 S5 n1, HIZGT Apply TRE nggsstsg0i9tBGEEHGIEISSIORSISSEEGNEIGRAGINSSSI30808g04000093sg4 49 3. The situation of Lean management application in Bao Son hotel. 51 or ne ie .ằẰằằ neem nu rán 6sussdoiiadiedzgg 51 3. -- + vn TH HH TH nhu 51 3. Visual manaØ€Ime€II(.- cọ Tnhh hư nh nh tre 52 8u 60/18,A cl crane rcennecrsmenmeeemaroanelicamcmmnousemmmcpcnrenremensecen 53 3. Wastes indentification in Intercontinental Hanoi Westlake hotel. TARDE Wastes sanuansnisikobiiiLi0011000005106636069010/8896000660040661446236660042200g68 53 5. BriungiDE "W BNC caasraaadneaaorotigi1Gi010001164441)80509601399E0131480Đ6080820s06. Wastes indentification in Bao Son HOEEÏ:.isaiceaoeaaoeaeaa-seay-asae 57 5.1/61: SUBIC WORE cccnnccmecramnncenemena 57 Be 4D. TPA OIDIC WASTES), ST on nan cố ae ốc ca 60 3. Comparing the wastes between Intercontinental Hanoi hotel and Bao Son HỘI « sasssenweccenmenminsnmn Ae 62 3. Causes of wastes in Intercontinental Hanoi Westlake hotel. Causes of wastes in Bao Son hof€ÏL. Comparing the causes of wastes between Intercontinental Hanoi hotel and BOAO SON DOtEL — _seesexasvnnavezneznnnncoenns ae vensanantcncanaeesnsesaensenenenratesnenaceneavennseteniunasennsslderes 67 ‘HAPTER IV: SOLUTIONS AND RECOMMENDATIONS FOR MINIMIZING VASTES IN INTERCONTINENTAL HANOI WESTLAKE HOTEL AND BAO BOS FIO El utgiycobssuvbi2001019000000016106)30080600606X90103310i60012191224/301020510059602g890013066301004u80-4ã4046308000/06618 69 4. Solutions and recommendations for Intercontinental Hanoi Westlake hotel.1, “L/EHLEHRHRBETINEUSWHfNỨfUaeaonsbessonaooeotottdootoiidaoddogguidtoaiusasee 70 Sit; PROSGSS SNOMUIPRNON ccna 71 ¬““ e . Building Tam TÍhe. Solutions and recommendations for Bao Son hotel.--‹--++~+ yp! Dt, aee oe 73 Ac LiEHH Management (aM NP cscisccccrecsseacensnnnnnnnccmonmncnnnnrcnamnamsuess ao 420; XIDNWDNE THIYEỀN common. ApDIWDiEVISHAITUNHREEHEHEssoesoggdaotoodtiaododttdtlgfolitogiosodetee 77 ARS, DPWHHỆ HANGIRHEl WUÏE iieoinneeiessdenniesreoedoddbeae 79 COONCLLIBIOING. Answering the research Questions veeseasaaviiaiaaesoskosivg0460560213011/400400666 81 Zs 1ARON Logo goaGhAaGEEILGGGGG0880G103040001283g00:300406310001013039/GG16GG35901640048033es3A 83 REPERENCES ngưng 0006600000000 eee 84 APPENDIX QUESTIONAIRE IN VIETNAMESE FOR INTERCONTINENTAL HANOI! WESTLARE: FO VED ssscssssssccssscsninsscmsercossnsnseonrsercasnennsansconiuavucesinaavaasviasss 86 APPENDIX QUESTIONAIRE IN VIETNAMESE FOR BAO SON HOTEL. 88 ACKNOWLEDGEMENTS Many works were conducted over the last three months with the instructions and supports of many people around me. I greatly appreciate the contributions of these influential people and take the opportunity to thank them. First of all. I would like to express my deepest gratitude to my supervisor, Dr. Nguyen Dang Minh - Lecturer and Deputy Dean of the School of Business Administration, University of Economics and Business - VNU, for great guidance and encouragement not only in thesis work but also in daily life. I am so grateful for his warm and sincere support and so sorry for disturbing them many times. Besides my advisors, | would like to thank Bao Son hotel for giving me the chance to do this study. Special thanks to General Manager of Bao Son hotel Mr. Thomas that giving me chance and opportunity to work in his organization in order to complete my internship session within | month until it's been done completely. I also thank all nice staffs of front office in Bao Son Hotel who are very supportive and friendly to me while I was at the department doing this research. [ would like to thank to Intercontinental Hanoi Westlake hotel for giving me a chance to work in professional and high- quality working environment and to do this study. Special thanks to Mr. Nguyen Quang Huy- front office manager and all the front office staffs in hotel for your valuable share and explanation. My special thank to Hanoi National University, University of Economics and Business for providing me four and a half unforgettable years of my student life with full of priceless experiences, enthusiastic lecturers and great friends in School of Business Administration. With the deepest gratitude from my heart, I wish all of you health and happiness. il LIST OF FIGURES Figure 1.3: Thesricture of front OTIC€.1: Reszach process of Intercontinental Hanoi Westlake hotel.2: Renn process:ef Bao Sen hotel swccscccccssscssnsnusserscevonssnesnssnsonsveansvennen 24 Figure: 3.4: Date wd ysis framew Or secscssgngsgts6011115160618)4166451556461G104/00643100158648:04.2: Hanoi hereontinental Westlake HGIBÏ:iocioaoaoaaioaoaadangassoioiose 37 Figure 3.3a: Fre ›fice structure in Intercontinental Hanoi Westlake hotel.3b: Frert d:sk staffs in Intercontinental Hanoi Westlake hotel. 38 Pag 34s Hno ante sscscnwcessnnnesenscscnunraiessosssenseasvasatcsuamansececnasiseresuuussmasanaimusananica 39 Figure 3.a: Thefent office structure in Bao Son hotel ssc.6 b: Tke fant office staffs and managers in Bao Son hotel.1: The posters in WOrKING AFea .3 a 5afs in Intercontinental receiving certificate of craft training .3 b: “le process of rewarding the front office staffs in Intercontinental Phnii. N GR HR ND si cucessnnwssencnasusxasenexcsvssuinaait cancun tawsnuceeannriniiwucunnonumaunmeumieesoned 48 Figure 3.3 :: ""“hank you`` card for the staffs in Intercontinental HN Westlake HỮ ong ga dong ng tt a00GI0I900EGEGGGIQEEGHGGOEGSEONGWSGBGNIGGIARGGXGSMSMGiij@ttamisgsse 49 Figure 3.4: Ih: process of evaluating the improvement ideas of staffs in Intercontinental Hưoi Westlake hotel .1: The lack up process problem leading to wasting time .1: Indevant working shift in Bao Son hotel.1: Sugz:sion for improvement of rewarding systems in Bao Son hotel.4: Comaring the visualized management in working place between Intercontinenta! Hiroi Westlake hotel and Bao Son hot€l.- --s-ccc:+<<<zs xxx 78 LIST OF TABLES Table 1.3: The standard operation process of divisions in Front Office .1: Questionnaire analysis in Intercontinental Hanoi Westlake hotel.2: Quesionnaire analysis in Bao Son hotel .‹+-c«-x++xx<cesxexzesxee 28 Table 3.2: The services and facilities in Intercontinental Hanoi Westlake hotel .5: Comparing the wastes between Intercontinental Hanoi Westlake hotel and PR tí HH ca ga Ga GidãtữRAgiitiioibliiilGioiiiioioiliiobi\iiGGSGGGGNGWGRusgsia 62 Table 3.8: Comparing the causes of wastes between Intercontinental Hanoi Westlake hotel. Bao Son Hotel. cvcssernovrronseaereusctevasensccuaeresnates svenaavvnnesesewesaeseweatensavecess 67 Table 4.1: The solutions for minimizing wastes in Intercontinental Hanoi Westlake IV ABSTRACT Applying lean thinking and principles in improving hospitality has gained many successful results around the world. The adoption and application of appropriate lean principles and tools help hotel services gain efficiency and effectiveness in many aspects, such as customer satisfaction, operating process, resource administration and support.Lean application enables hotel services to adapt with dramatically changing, demanding world of hospitality. The goal of this study is investigating the interpretation of lean principles in the hotel services and daily practices in order to find out different types of wastes, the causes of those wastes and then build a lean management model as suggestions for this hotel to improve its current operation and quality. The deductive approach, the qualitative research method, and semi — structured interviews, survey methodology were employed to conduct this research. Besides all the results derived from conventional lean principle, this thesis also contribute several solutions to the studied primary school based on “Made in Vietnam” lean management of author Nguyen Dang Minh. Define the significance of research Applying lean thinking and principles in improving hospitality has gained many successful results around the world. The adoption and application of appropriate lean principles and tools help hotel services gain efficiency and effectiveness in many aspects, such as customer satisfaction, operating process, resource administration and support.Lean application enables hotel services to adapt with dramatically changing, demanding world of hospitality. The goal of this study is investigating the application of lean principles in the hotel services in Intercontinental Hanoi Westlake hotel- which is the successful global hotel and comparing with Bao Son Hotel- Viet Nam hotel in order to find out different types of wastes, the causes of those wastes and then building a lean management model as suggestions for Bao Son hotel to improve its current operation and quality. The deductive approach, the qualitative research method, and semi — structured interviews, survey methodology were employed to conduct this research. Besides all the results derived from conventional lean principle, this thesis also contribute several solutions to the studied primary school based on “Made in Vietnam” lean management of author Nguyen Dang Minh. Research objective and questions This study is carried out with the aim to contribute to the understanding of how lean principles can be applied to hotel services. With the thesis title “Application of Made in Vietnam lean management in hotel service: case study of Hanoi Intercontinental Westlake Hotel and Bao Son hotel”, the author hope to find out the '* Made in Vietnam “application of lean management in Intercontinental Hanoi Westlake and Bao Son hotel and the way to improve quality services and cut down wastes in 2 hotels based on applying “Made in Vietnam” Lean management. The aim of this study is to answer the following research questions: * Question 1: How is Lean management applied in Continental Hanoi Westlake Hotel? What are the wastes and problems in the operation and services of Intercontinental Hanoi Westlake hotel? * Question 2: How is Lean management applied in Bao Son Hotel? What are the wastes and problems in the operation and services of Bao Son hotel? * Question 3: How can Lean principles minimize those wastes and handle problems? 3. Scope ofcontents: This study focuses on two objects including lean principles and hotel services. The research scope is limited in operating activities of Intercontinental Hanoi Westlake hotel and Bao Son hotel. Besides, the time to carry out interviews, survey, collect as well as analyze data was limited. Therefore, some analysis and conclusions are subjective and can be continuously improved. Scope of time: This study was carried out during the time the author working in Intercontinental Hanoi Westlake hotel (3 months) and Bao Son hotel ( 1 month) 3. Scope of place: The research study focus on front offices in 2 hotels Intercontinental Hanoi Westlake hotel and Bao Son hotel. Research methodology This research is a result of two and half month internship as fellow in investigating the applying lean management to hotel and also working as a receptionist in Intercontinental Hanoi West Lake Hotel and 1 month working as a waiter and receptionist in Bao Son hotel.
Ứng Dụng Triết Lý Quản Lý Lean 'Made in Vietnam' Trong Dịch Vụ Khách Sạn
Khóa luận phân tích ứng dụng triết lý quản lý tinh gọn Made in Vietnam trong dịch vụ khách sạn tại Intercontinental Hanoi Westlake và Bao Son Hotel.
Trường đại học
University of Economics and Business - VNUChuyên ngành
International standardNgười đăng
Ẩn danhThể loại
thesisPhí lưu trữ
35 PointMục lục chi tiết
THÔNG TIN CHI TIẾT
Tác giả: Tran Anh Kien
Người hướng dẫn: Dr. Nguyen Dang Minh
Trường học: University of Economics and Business - VNU
Chuyên ngành: International standard
Đề tài: Ứng Dụng Triết Lý Quản Lý Lean 'Made in Vietnam' Trong Dịch Vụ Khách Sạn: Nghiên Cứu Tại Khách Sạn Intercontinental Hanoi Westlake và Khách Sạn Bảo Sơn
Loại tài liệu: thesis
Năm xuất bản: 2016
Địa điểm: Hanoi
Tài liệu "Ứng Dụng Triết Lý Quản Lý Lean 'Made in Vietnam' Trong Dịch Vụ Khách Sạn: Nghiên Cứu Tại Khách Sạn Intercontinental Hanoi Westlake và Khách Sạn Bảo Sơn" mang đến cái nhìn sâu sắc về việc áp dụng triết lý quản lý Lean trong ngành dịch vụ khách sạn tại Việt Nam. Tác giả phân tích cách thức mà các khách sạn này tối ưu hóa quy trình làm việc, giảm thiểu lãng phí và nâng cao chất lượng dịch vụ. Những lợi ích mà tài liệu này cung cấp cho độc giả bao gồm việc hiểu rõ hơn về các phương pháp quản lý hiệu quả, từ đó có thể áp dụng vào thực tiễn trong lĩnh vực khách sạn hoặc các ngành dịch vụ khác.
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