Where can I find sample hotel monthly quality inspection and evaluation reports?

Quality Inspection Summary of May Red Hotel in 2005

In the five months since its establishment in August 2005, the Yuhang District Tourism Quality Inspection Network has attached great importance to all participating hotels and the District Tourism Bureau. With the strong support of the Hangzhou Chengdong Quality Inspection Network and the joint efforts of all quality inspectors, we have completed the understanding of the purpose of the quality inspection network, the determination of the inspection system, the unification of inspection standards, and the formation of inspection methods. Many other tasks have put the quality inspection network on track quickly, and it has greatly promoted the management of each hotel during its operation. After May Red Hotel participated in the quality inspection network, the hotel made a lot of adjustments in quality management based on the original quality control and combined with the requirements of the quality inspection network: First, the purpose of participating in the quality inspection network was clarified - aiming to Through mutual inspections among peers in the region, we can learn from other people’s management experience, draw on other people’s management ideas, identify our own shortcomings, use our strengths and avoid weaknesses, and thus continuously improve our own management level. Secondly, the quality inspection method was determined - divided into two parts: external quality inspection and internal quality inspection. The external quality inspection is a monthly unannounced inspection among peers, including an unannounced inspection report and a rectification report. There are penalties, rectification and feedback systems for the inspected problems and the establishment of files; the internal quality inspection is divided into three levels: 1. Each month The hotel quality inspection team led by the general manager and attended by department managers conducts a comprehensive inspection of the hotel regularly (on the 15th of each month); 2. The department quality inspection team led by the department manager and attended by foremen of each department conducts irregular monthly inspections on the quality of the department. Two inspections; 3. The foreman of each department will lead a team of employees to participate, and departmental mutual inspections will be conducted from time to time. Third, the inspection content and standards were determined. The inspection content includes 12 items including appearance, courtesy and etiquette, labor discipline, service attitude, operating standards, hygiene quality, work efficiency, energy conservation, safety awareness, internal communication, business knowledge and training assessment. Through the modification of the original standards and solicitation of employee opinions, detailed inspection standards and deduction rules for each inspection content were determined. The first three months (September, October, and November) are the trial phase. Every employee’s behavior that does not meet the inspection standards will be notified in writing in the form of a violation ticket to deduct points to deepen their impression of the quality inspection requirements. During the trial phase, every month The accumulated deduction points are only used as a basis for training and not as a basis for financial penalties. After three months of transition, employees have a comprehensive understanding and adaptation to the quality inspection content and requirements, and the internal quality inspection system has been further improved. Fourth, determine the reward and punishment system. Whether the quality inspection system is effective and efficient is sustainable. It is not enough to have a complete inspection system. To a large extent, the stability and fairness of inspections and the transparency of rewards and punishments determine the effectiveness of quality inspections. Each employee evaluates monthly service quality and work efficiency based on a 100-point system. If 5 quality points are deducted, 90% of the monthly bonus will be awarded. Training will be arranged by the foreman based on the points deduction content. For example, if 5 quality points are deducted for three consecutive months If you are faced with being laid off, the accumulated deduction points throughout the year will be used as an important indicator for the year-end bonus assessment. Employees who have no deductions for external and internal inspections in the current month will be rewarded 20 yuan, and employees who have no deductions or other punishment records for three consecutive months will be rewarded 100 yuan. Fifth, training system. The training is divided into quality inspector training and employee training. Whether the quality inspection effect can be sustained ultimately depends on cultivating a team of professional, impartial, self-disciplined and dedicated internal inspectors. Therefore, in August, hotel department managers began to conduct intensive training for foremen on quality inspection content, requiring internal inspectors to have a thorough understanding of quality inspection content and requirements, be professional, lead by example and be self-disciplined, and conduct inspections fairly and impartially to convince employees. . Employee training should integrate theory with practice, and the foreman should formulate a training plan. Each employee must be able to clearly understand four questions - what should you do in your position? How to do it? To what extent? How to improve? Focusing on these issues, we should constantly supplement and improve the training content so that employees can receive effective guidance in their work and complete their work more easily, happily and effectively. Only then will quality inspection make them sincerely like it. By participating in the quality inspection, the hotel has become more standardized in management, tighter in system control, more effective in employee training, more orderly in internal communication, and more stable in service quality. More importantly, through quality inspection, it has strengthened the horizontal connections between regional counterparts, and has It provides a platform for students to learn and improve. I think that with this channel, it will be possible to improve the service quality of the regional hotel industry and make it possible for Yuhang Tourism to create a brand of "Visit Hangzhou, Live in Linping".

Therefore, as a quality inspector of the Yuhang Quality Inspection Network, I feel both proud and uneasy. I am proud that I have a position on the front line of Yuhang tourism; uneasy because my professional level is far behind in the ever-advancing tourism development trend. It is far from enough. Continuous learning is required to adapt to the development of this industry. I will spare no effort to do it well. I also believe that the Yuhang Quality Inspection Network will become bigger and more mature.