Business case

Questions/Business/ManagementBusiness case
Case Study Describe two challenges that experienced during the implementation process. What actions were taken to overcome each challenge? Were they effective? Assume you manage hotel housekeeping at location, and service scores have declined over the past year. As part of the Lean rollout, you and some of your front-line employees will participate in an event focused on improving guest-room housekeeping operations. The key performance indicators would you propose to track to determine whether the changes implemented through the kaizen effort actually improve performance? Explain your choice of KPIs. Develop a detailed agenda for this kaizen event. Your agenda should outline the event’s activities, timing, duration, and Lean tools. Explain your rationale for each agenda item. At the end of the case study, Caesars’ SVP/GM Brad Hirsch is faced with a choice between two process improvement approaches, expert-driven or employee-centered. What would be the advantages and disadvantages of an expert-driven approach to process improvement at the Metropolis facility, in contrast to the employee-centered approach used at Tunica? Which approach would you recommend for the Metropolis facility, and why?

Attachments
Caesars Casinos Case.pdf

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Lean operations enpass a quality management program with origins from Toyota Cor******** According ****** ******* ***** ******* ******* ******** **** philosophy ***** ** eliminate ******** ***** ** * ******* ***** concentrating ** **** *** ****** ** ******** *** ****** ***** ** operations, ***** *** ******** considers ******** *** ******* ******* ****** ** *** observation ** processes ** management, ***** **** *** importance ** efficient *** ***** workspaces **** operations **** *** applicable ** improving processes ** * ***** ** industries, *** **** manufacturing ******* ****** organizations *** ***** **** ** eliminate ****** ******** throughput, ****** inventory, *** ******* ****** ******** ******* Accordingly, ******** operations *** processes *** positively impacting *** businesses’ ****** ****

Attachments
Operations Business Management.docx
CASE STUDY – CAESARS CASINOS *
Operations Management
Case Study – Caesars C******
******* **** ** ********
******* Instructor’s *****
******* **** ** Submission]
**** operations ****** * ******* management ******* **** ******* **** ****** Corporation According ****** ******* * ******* ******* ******** **** philosophy ***** ** eliminate ******** ***** ** * ******* ***** concentrating ** **** *** ****** ** ******** *** ****** ***** ** operations, ***** *** ******** considers ******** *** ******* ******* ****** ** *** observation ** processes ** management, ***** **** *** importance ** efficient *** ***** workspaces **** operations **** *** applicable ** improving processes ** * ***** ** industries, *** **** manufacturing ******* ****** organizations *** ***** **** ** eliminate ****** ******** throughput, ****** inventory, *** ******* ****** ******** ******* Accordingly, ******** operations *** processes *** positively impacting *** businesses’ ****** ****
**** ***** discusses *** ******* ******* **** ***** *** **** ****** * prehensive description ** * successful **** implementation ** * ******* environment ******** ***** * ****** ***** ** *** **** ** ** ******* ** *** ******** ** activities ******** ** ***** *** ***** ******** *** *** challenges ***** ** *** **** initiative *** **** ***** ******* **** *** ***** ** **** ***** *** ***** addressed ******* challenges ** **** implementation, ******** *** performance indicators ** * ****** ***** **** * ******** ****** *** **** **** remendations ** improvements
Challenges **** ******* experienced ****** *** **** implementation *******
** ******* challenge *** ***** **** ****** employees, *** ** **** impression ***** *** **** ******** *** ** **** **** ***** ******* **** ** ******* *** challenge, *** executive **** ******* consistently ******** **** *** ***** ** eliminating ***** ******* **** ******* **** ** ******* *** ******** experience, ******** ******* effectiveness, ******* problem-solving, ****** *** ******* employees’ **** environment *** ** *** personnel ******* **** ******* *** important, *** *** management **** **** ****** *** ** ***** conducting *** ****** ****** ** individuals ***** *** **** **** **** *** ***** eliminated ******** ***** * ****** *****
** **** ****** *** ******** **** ******* **** departing **** longstanding operational practices **** personally designed, *** ***** **** **** ******** ** **** ** ** ***** ideologies Nevertheless, **** ******** **** ******** **** *** ******** ** ******* ** ******** ******* *** * **** ** **** ** confidence ** ****** ******* ** ***** technical expertise ****** *** ***** executive ******* recognized **** challenge ** resistance ***** *** consistently municated **** ** *** *** **** ** confidence *** embracing ****** *** ** improvement ** *** **** ** ***** ****** ******** ***** * ****** *****
******* challenge ****** *** ***** organization *** obtaining *** financial ******* ** **** *** ****** ******** ******* ***** ** ****** equipment) ** implement *** ****** ******** remendations *** ******** ******** ******* sometimes ****** ***** ***** ****** ** **** higher-level ******** ** ******** ******* **** *** ***** * particular department’s ****** maintenance *** ****** ****** ** *** ******* ******* *** challenge *** obtaining additional financial ******* ******* *** ****** leadership * ****** ** ******** ******* discipline ** ******** ** *** management persisted **** *** implementation ** *** Kaizen’s remendations *** ******** ******** ***** trickling, **** ** *** hesitation *** ******** ******* diminished ******** ***** * ****** *****
*** ******* **** **** ***** ** **** **** *** challenges **** effective *** *** *** *** convinced **** *** shock-and-awe implementation philosophy **** Caesars’ ******* *** ******** *** **** effective ** immediately beginning *** conducting ** *** ****** ******* individuals ***** approaching *** **** ******* **** * ******** perspective ******** ***** * ****** ***** ***** *** **** ******** ***** embracing *** ******* *** *** employees *** ******* ** ** ** **** ** **** ***** realizing *** **** ******* ** **** ** eliminating ***** ***** concentrating ** **** *** ****** ** ******** *** ****** ***** ** operations **** *** ***** ** improving ******** ******* ********
*** Performance Indicators
** **** ** *** **** ******** ****** ** ** ****** ***** **** *** management participates ** * ****** ***** ******* ** advancing guest-room housekeeping operations ***** *** ****** ** ** identifiable *** performance indicators ***** ** **** ***** *** **** **** **** ****** ***** **** **** workshops ******* ******** Satisfaction, ******** ******* ******** ******** Satisfaction, *** Financial Performance ***** ** *** ******* ** ***** Housekeeping, * ***** ****** ** **** *** ******** ******* ******* ** **** ** determining ******* *** ******* implemented ******* *** ****** ****** ******** ******* performance
*** ***** ***** ** ****** **** *** ******** *** ******** *** delivered ** *** ******** standards *** ******* **** optimized ******** ** ******** ******** ** **** ** ****** **** *** processes *** ** efficient *** effective ** ******** *** ******* *** ******* ***** customers ****** **** ******** ******* ******* employee, satisfaction *** ** ****** ******** ******* processes **** *** **** **** *** employees **** ***** ******** ***** **** *** ** ******** ******** satisfaction, ******** ******* ******* ** ****** ** ** ******** ** ******** financial performance ***** ******* * ****** *****
**** ******
***** **** **** education ** *** *** *** ** ******** planning; ******** ****** ** ******* **** ** selecting *** ******* *** ******* ** ** addressed ****** *** ****** ***** *** establishing leadership *** **** ****** ******* ** *** ***** *** activities ******* *** ****** ***** ******* *** following Identification *** verification ** appropriate opportunities *** * ****** ******** Preparing * ***** ***** ****** **** ** *** ******** ******* ***** *** gathering ******* **** ******** *** ****** ** *** ****** solutions *** outlining *** ******** constraints ** assumptions **** ***** ** ** addressed ** *** ***** *** **** ******** ******** ****** ***** ******** *** selecting *** ****** **** ******* **** ******* *** important ******* resources ******* * ****** *****
*** *** ****** **** * ****** ** *** available **** * ***** ****** ******* ***** presentation **** ***** ***** *** *** ******* ******* **** **** ***** discussion *** consensus ** *** “unit” ***** ******* *** ******* *** midmorning ******* ***** ***** **** *** ******* ***** ** *** **** * ****** *** agreement **** **** *** **** ***** *** non-value ***** ******** ** *** *** ***** *** ** ****** *** **** **** ***** brainstorm *** * ****** ****** consolidating *** *** ******** *** prioritizing *** ***** *** ******* ***** *** **** *** ******* ****** *** Report-out ** ******* ******* * ****** *****
** *** ***** ** *** ****** *** ******* ******* ***** ***** **** * ****** ** ****** ***** *** Improvement ***** ***** **** ** prioritized *** ******** ***** ****** ** ****** ****** ** ****** **** ** ****** *** ******* ******* ***** *** **** *** finalized *** performance indicators *** midmorning ******* ***** ***** ** developing ** ****** **** *** ** identified ****** ** **** ******* ***** deliverables *** responsibilities ***** *** ** ****** *** **** **** ***** ******* * ******* ** Stakeholder reporting *** **** **** **** ******** ******* performance participation *** *** ****** *** ** *** stakeholders ** * ******* ****** *** ******* ******* * ****** *****
** *** **** *** *** **** **** *** ******* ******* ***** implementing improvements *** reporting ** stakeholders *** **** **** ****** *** ** *** stakeholders ** * ******* ****** *** ******* ****** ***** *** reporting ******* **** ****** immediate activities ****** ** *** ***** ******* ** **** ** ***** ** preparing *** executing *** identified improvements *** ******** ******* **** *** stakeholders ******* * ****** ***** *** **** finalizes *** ****** ****** ***** *** ******** *** ***** *** afternoon ******* ***** ** * celebration
Comparing expert-driven **** ******** *** employee-centered **** ********
According ** ****** ** ** ******* *** ***** **** ******* *** management ** **** implementation ** *** ******** ** **** **** implementation *** ** approached ** *** **** ****** expert-driven **** ******** *** employee-centered **** ******** ******** organization-wide process-involvement ******** (employee-centered approach) ******* significant **** *** ******* **** *** organization ******* ** *** contribute ** *** financial ******* ** Harrah’s Metropolis
** *** ***** ***** * ***** ***** ** highly-skilled process-excellent ******* (expert-driven approach), ******* **** improving ******** procedures *** processes *** ** **** ******* * ****** ***** *** ******* *** ** **** expensive ******** ****** * ***** ****** describes **** ******** ** **** efficient ** **** improvement ******* *** ** doesn’t ****** employees **** ***** responsibilities *** * **** ****** ***** maintaining *** ******** ******* disruption; *** *** *** **** **** **** *** **** ** ***** **** employees *** ******* ******** *** improvement **** ******* economizes **** *** resources ********
** ****** therefore, ** ******* ** ****** *** Expert-Driven ******** ** ******* improvement ** *** Metropolis ******** ******* * ****** ***** **** ****** *** employee-centered ******** *** ******* *** ****** financial ******* ** ***** **** *** **** resources ******** *** Expert-Driven ******** ***** **** consideration **** *** resources (including financial resources) ** ******* improvement ** ******* *** *** **** ***** ** financial ***** **** *** ******* **** *** ******** ******* disruption **** **** ** considered ***** *** Expert-Driven **** ******** ******** * strategic alignment ** ******** objectives ******* ** *** *****
References
****** * ** ******** * ** * ******** * * ****** Transforming **** ***** ** **** Manufacturing *** Performance ****** Engineering Management ******* *** * *** ****
******* * ***** * * * ****** * * ****** ****** Operations Management Implementing **** Operations ** Caesar’s ****** ThunderBird ****** ** ****** ManagementPrice: $30.00

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