go through my ethics and proposal i willuplaod it and i willsend sample of report guidline so plzgo through it
my topic is INNOVATION IN TOURISM AND HOSPITALITY SERVICE IN WESTIN SYDNEY HOTEL
1 | P a g e MASTER OF MANAGEMENT (Hospitality and Tourism) IND800 INDUSTRY RESEARCH PROJECT REPORT IMPROVEMENT STRATEGY FOR HOTEL “A” JUSTIFYING COMPUTERIZED MAINTENANCE MANAGEMENT SYSTEMS (CMMS) AS A BEST PRACTICE RESOURCE. AUTHOR: XXXXXXXX (XXXXXX) SUPERVISOR: YYYYYYYYYY Australia, 2015 IND800 INDUSTRY RESEARCH PROJECT REPORT 2 | P a g e TITLE: THE HOTEL A IMPROVEMENT STRATEGY; Justifying Computerized Maintenance Management Systems (CMMS) as a best practice resource. AUTHOR: Cianne Scanlan DEGREE: Masters of Management (Hospitality and Tourism) SUPERVISOR: Dr Leonid Petrov KEYWORDS: Maintenance strategy, maintenance practice, hotel operations TABLE OF CONTENTS 1. Executive Summary………………………………………………………………………………….…………………………………………Page 3 2. Introduction……………………………………………………………………………………….………………………………………………Page 4 2.1. Objective………………………………………………………………………….…………………………………………………………Page 4 2.2. Rationale…………….……………………………………………..……………………………………………………………………….Page 4 2.3. Research Questions………..…………………………………………………….…………………………………………………….Page 4 2.4. Methodology…………………………………………………….………………………………………………………………………..Page 5 2.5. Literature Review……………………………………………………………………….…………………………………………….…Page 5 3. The Benefits of CMMS………………………………………….…………………………………………………………………………….Page 7 3.1. Understanding Computerised Maintenance management Systems……………………….……..……….…..Page 7 3.2. Identifying the Promises of a Correctly Implemented CMMS………………………………………………………Page 7 3.3. Objections to CMMS………………………………………………….……………………………………………………………….Page 8 4. The Best- Fit Computerised Maintenance Management System for the Hotel A………………………………..Page 9 4.1. Financing CMMS Implementation………………….………………………………………………………………………….Page 10 5. Measuring and justifying the implementation of CMMS…………………………………………………………………..Page 11 6. Limitations of Research…………………………………………………………………………………………………………………….Page 12 7. Concluding remarks, implications or recommendations…………………………..……………………………………….Page 13 8. References……………………………………………..…………………………………………………………………………………………Page 14 9. Appendices……………………………………………….………………………………………………………………………………………Page 16 9.1. TABLE 1: ……………………………………………………………………………………………….………………………………….Page 16 9.2. TABLE 2: …………………………………………………………………………………………………….………………………..…..Page 17 9.3. TABLE 3: …………………………………………………………………………………………………….…………………………….Page 18 9.4. TABLE 4: ………………………………………………………………………………………………………….……………………….Page 19 9.5. TABLE 5: …………………………………………………………………………………………………………….…………………….Page 20 9.6. TABLE 6: ………………………………………………………………………………………………………………….……………….Page 21 9.7. IMAGE 1: …………………………………………………………………………………………………………………….……………Page 22 9.8. IMAGE 2: …………………………………………………………………………………………………………………….……………Page 22 3 | P a g e EXECUTIVE SUMMARY The purpose of this study is to establish what makes the computerised maintenance management system (CMMS) a valuable investment for the Hotel A. This is done through a combination of primary research in the form of interviews (face to face and phone calls), observation, focus groups and video conferences, as well as secondary research in the form of internet and text analysis. It was discovered that facilities management is growing in scope and importance, yet few empirical studies have been done on Computerised Maintenance Management Systems (CMMS) and its application in hotels. Research suggests that CMMS enables organisation and automation for maintenance managers, and more importantly enables its users to practise proactively, as opposed to reactively, saving on time, money and ensuring guest satisfaction. Analysis of a number of CMMS applications resulted in Maintenance Assistant (MA) being the best- fit program for Hotel A’s needs. It was interesting to discover that the ‘industry best’ doesn’t necessarily mean best- fit, which led to the decision not to choose HotSOS (The CMMS considered ‘best practise’ for hotels). However, it was recommended that a review take place often, to ensure MA remained the best- fit and optimised the values derived. It was also discovered that measurement of the CMMS is not a standardised practice, as different hotels will have different needs and therefore different measures to determine successful implementation. For the Hotel A, an Return- On- Investment calculator (estimate only, as it factors in qualitative and quantitative elements important to Hotel A’s success) as well as MA’s 150+ pre- programmed report generators, and customer report builder means that measurement is tailor-able the needs of the hotel. It was determined that in measuring CMMS success it not only justified the investment made in the resource, but would also allow for better understanding and justification of the engineering/maintenance department. This research, therefore, will benefit managers of hotels considering CMMS as a value adding resource, hotel operators seeking efficient and effective maintenance management, CMMS companies seeking to penetrate the hotel market with their product, private companies who solely work in hotel maintenance management, and future studies on maintenance management in hotels. 4 | P a g e INTRODUCTION Objective The objective of the study is to establish whether the benefits from a Computerised Maintenance Management System are greater than its cost for Hotel A. This will be done through a combination of primary research in the form of interviews (face to face and phone calls), observation, focus groups and video conferences, as well as secondary research in the form of internet and text analysis. This research, therefore, will benefit managers of hotels considering CMMS as a value adding resource, hotel operators seeking efficient and effective maintenance management, CMMS companies seeking to penetrate the hotel market with their product, private companies who solely work in hotel maintenance management, and future studies on maintenance management in hotels. Rationale Facility maintenance plays a crucial role in hotels because its efficiency and effectiveness directly impact on the quality of service, food, and beverage which in turn has a direct and immediate impact on the guests experience and therefore impression of the hotel (Chan at al., 2001). Maintenance of hotels is generally costly and complex due to varying demands and consequential schedules, but in a 5 star environment especially, compromised service is not tolerated by guests. Maintenance therefore has to be done throughout the year, requiring competent, dynamic staff to execute building services, operation and maintenance, supplemented by outsourced contractors (Chan et al., 2001). Excellence in maintenance management is also vital for improving energy efficiency and keeping the total costs optimal. The costs of operating and maintaining the engineering systems, in particular the in- house man power, out sourced contractors, energy consumption and equipment deterioration, must be properly monitored and controlled. Computerized Maintenance Management Systems (CMMS) is increasingly considered a best practice resource, improving productivity, lowering operational costs, managing assets and reducing risk. It allows hotels to focus efforts on its core competency and strengthen its ability to deliver and adapt in the ever- changing business environment (Maintenance Assistant, 2015; Richards, 2014; Gooneskera, 2015). However, some hotels hesitate to implement, for a number of reasons discussed in this paper. The Hotel A is one such hotel seeking an improved maintenance management system, and this paper was commissioned to answer their question “What makes the benefits from a Computerised Maintenance Management System a valuable investment for the Hotel A?”. In the light of this need, the Hotel A’s competitors (such as the Intercontinental and the Shangri La) have gone on to implement CMMS successfully, enabling them to perform optimally and to keep up with the competitive industry. The causes of CMMS success and the benefits enabled must be learnt and derived from the findings of this study as a motivation to relevant parties related to hotel management and operations. Research Questions To fulfil the main objective of this research, the following three questions have been set in this report: 1. What are the perceived benefits vs. objections to the CMMS 2. Which CMMS would be best-fit for the Amora Hotel Jamison Sydney 3. How the value of a CMMS can be measured and justified. These questions will be answered in sections 2, 3 and 4 of this report, respectively. 5 | P a g e Methodology To answer these three research questions, it will be essential to analyse the views supportive and critical of CMMS utilisation in the Tourism and Hospitality sector. Section 2 will review the existing opinions collected by the means of structured interviews. Their results are provided in Table 4. The question regarding the suitability of CMMS will be answered by the analysis of comparing recommended systems according to Hotel A’s requirements, and its results are collated in section 3 of the report, and tabulated data is presented in Table 5. Methods of effective measurement and justification of CMMS are discovered through personal observations of the author, recorded opinions of expert group members and the staff members of Hotel A in Sydney. These are presented and analysed in section 4. Literature review The Hotel A is a 5 star hotel in central Sydney that emphasizes importance in exceptional service (Romandy, 2015). However, according to Chan et al. (2001) generally, 5 Star Hotel patrons have a high expectation on service and facility standards, and are easily dissatisfied by less than expected standard of delivery. They identified that maintenance and facilities in a hotel are just as critical to the experience as direct services provided by receptionists, concierge, waiters, etc. Stipanuk (2006) also had these views, and continued by stating that unsatisfactory performance of such facilities can erode the reputation and profitability of a hotel while reduced profit means fewer resources for maintenance and retrofit, potentially resulting in a downward spiral. This suggests that hotels should value and recognise the excellence of facilities and maintenance just as much as the excellence of service. In searching for a historical perspective on facilities management, documentation is limited to recent years. Its very definition is unclear, and methods of research are mostly limited to interviews. What is observable is how thought processes in defining facilities maintenance/management have changed from ‘curative’ (I.E: fixing the issues as they come) to preventative (planning and preventing issues in the first place). Also noted, the scope and value of facilities management extends beyond that of the physical building, to include areas such as people and workplace health and safety (Noor, Abdul and Buang, 2014). Lind and Muyingo (2009) clearly support this, criticizing previous research on defining maintenance management as being increasingly irrelevant, as current rational decision making on maintenance is forwardly planned, and therefore the old understandings cannot matter. As such from a forward planning perspective, the modern concept of maintenance favours momentum where it is possible to know in advance what is rational to do. It is also better suited for an industry measured socially, requiring rapid