ЗАСТОСУВАННЯ КОНЦЕПЦІЇ КАЙДЗЕН В ГОТЕЛЬНОМУ СЕРВІСІ

Abstract

The article considers the peculiarities of the application of the concept of kaizen in hotel service. Its essence is to continuously improve the business processes of the hotel to create additional value of services for the guest in terms of customer-centric service. The main factors of influence and prerequisites for the introduction of kaizen in the hotel service are the material and technical base, service technology, staff with their professional skills and abilities, quality of services. The generalized scheme of realization of the concept of kaizen in hotel service is developed. Its center is the guest. The key elements of kaizen in the hotel service are the availability of ideas and suggestions for improving the service; team interaction; availability of service standards; effective staff motivation; quality circles, whose work is based on mass critical thinking and a creative approach to the organization of service processes in the hotel. Features of the use of kaizen in the hotel service required the adaptation of its principles. The basic principles are understanding the guest, creating value for the guest, a strong team of professionals, increasing productivity and transparency of business processes. For the effective implementation of kaizen in the hotel service, an integral part of which is the corporate culture, the functions of staff at all hierarchical levels of management are defined. The use of bottom-up management requires the development of an effective system of staff motivation and organization of the workplace of each employee based on 5S factors: neatness (Seiri), set in order (Seiton), cleanliness (Seiso), stabilization (Seiketsu) and discipline (Shinsuke). Criteria and conditions for ensuring qualitative changes are formulated. They should be used to improve the corporate culture of the hotel. It is substantiated that soft and hard skills of staff to provide hospitality services are important components of quality hotel service, based on a disciplinary approach and implementation of internal quality standards, continuous staff training, control, coordination and improvement of business processes. It is proved that the staff and guests of the hotel are the main driver of quality changes in hotel service.