What are the effects of Six T management in hotels - hotel management knowledge

The effects of hotel six T management

Cost reduction

By implementing the first-in-first-out method of materials, setting material inventory standards and control scales, The inventory is guaranteed to last no more than 3-7 days, which reduces the cost and waste of repeated purchases due to temporary inability to find items, reduces working capital, and improves the capital turnover rate.

Consciousness of work

Each position and area has a dedicated person in charge, and the name and photo of the person in charge are posted in the corresponding place to avoid unclear responsibilities and mutual exchanges. When pushback occurs, and through continuous encouragement and progress, employees' sense of honor and ambition are enhanced. Even if the supervisor and manager are absent, employees know what to do and what responsibilities they have to bear. Insist on doing 6T five minutes before finishing work every day.

Improve efficiency

Clear or return items that have been useless for a long time, and store useful items in high, medium and low categories according to their usage. All items have clear labels. Tags, "Famous and Family", ensure that what you need can be found within 30 seconds.

Indicate the operating procedures on the equipment and maintain transparency, visual and color management. Even if the employee in the position leaves, a temporary replacement can still operate accurately, greatly improving the efficiency of managers and employees.

Improving the cleanliness of the environment

By thoroughly cleaning all corners of the store, it will make everything look orderly, clean and bright, giving customers a sense of trust. Makes cleaning and inspection easier.

Improving the quality of employees

Employees form good behavioral norms by repeatedly implementing correct operating requirements during the work process, so that employees can develop the habit of orderliness, cleanliness and responsibility. , employees unknowingly brought this good habit into their homes and lives, and their behavior became more civilized. Hotel Six T Management

Daily Processing

Definition: Distinguish between necessary and unnecessary things at the work site, and only keep necessary things at the work site (you must have the courage to throw them away, do not I couldn’t let go of this, and I couldn’t let go of that. In the end, everything was piled together and it was very messy). The goal is: the right thing, the right place, the right position, and the right amount.

Execution focus: use value/purchase value, need/want.

Key points for improvement: waste of space, wasteful use of cabinets and file folders, changes in the working environment, increased work fatigue, stress, and waste of time managing unnecessary items.

Daily Integration

Definition: Locate necessary things, put them away neatly, clearly mark them, ensure they are ready for use at any time, and develop the habit of returning items to their original places.

Goal: Three determinations (naming, positioning, and quantification).

Implementation focus: Organization of on-site items: first in, first out (left in, right out) principle Improvement focus: Wasting time looking for things, thinking that they are gone and buying them prematurely.

Cleaning every day

Definition: Keep the workplace free of garbage, dirt, fading, peeling, oil stains, and rust. Use it for positioning and cleaning.

Goal: To restore the original appearance of the object, not only clean it, but also repair it, maintain its brightness, and clean both visible and invisible places.

Implementation focus: Everyone cleans things immediately? It will not make things dirty

Improvement focus: Cleaning takes a long time, productivity is reduced, the source of accidents, and errors are caused The fundamental reason is that the service life of supplies and equipment is shortened.

Daily Standardization

Definition: Adopt a clear on-site management method to standardize and sustain all on-site management requirements and let employees understand their management responsibilities.

Objective: Institutionalize and standardize the results of the previous 3T implementation, establish a regular incentive system, and comprehensively implement color and visual management methods.

Execution focus: transparency, color and visual management, Kanban management.

Key points for improvement: unclear responsibilities, unreliable systems, low execution, and unrefined systems.

Daily inspection

Definition: Create a workplace with good habits and continuously and self-disciplined implementation of standards.

Objective: cross-management, cultivation of responsibility, decentralization of management rights, and improvement of employee self-confidence.

Execution focus: Complete what you promise, do it when you see it, take the lead, do 6T before leaving get off work, be accountable and punctual. Key points for improvement: Systems developed to cope with inspections.

Improve every day

Definition: Management adheres to normalization, routine, habituation, naturalization and reality, which can improve self-quality and efficiency. Goal: Self-breakthrough and pursuit of excellence.

Execution focus: Concentrate energy, clear goals, the only improvement focus: once and for all, be content with the status quo.