“Anomaly”: something that is unusual or unexpected: something anomalous: something different, abnormal, peculiar, or not easily classified
“Mishaps”: a small mistake or amount of bad luck: an unlucky accident or mistake
“Snafu”: a problem that makes a situation difficult or confusing: a situation marked by errors or confusion
One does not go into an Opening process without all of the above and some more. I have been privileged to do more than one opening in my career as well as being part of task force assisting a team to open. I have done that in different countries, under different climates and with diversified team backgrounds. Yet as you execute an opening, most steps are the same from an operator standpoint:
- You and the team need to respect your company’s brand standard
- You and the team need to respect your company’s product quality
- Application of a clear critical path for each departments covering all tasks to be implemented with proper follow-up, ensuring completion for a successful opening
- Strict observance of local and national regulations
- Strict compliance of company policies on Safety & Security and Hygiene standards
So…why snafus? Design is clear, decoration, brand standards and operational details have been discussed and agreed upon between the owners and operator, so…why?
From the conceptual presentation to the end product, we are dealing with different designers, decorators, consultants, and most importantly “wishes” from everybody and everyone. Most “snafus” will be the result of the onsite contractor and the many suppliers who wants to do it “their way”.
From the Mechanical Engineering (M&E), to the decorative contractors, from the lighting consultant and suppliers to the guest rooms and public areas furniture manufacturers – each wants to meet the deadline. As such, when time is compressed, many will cut corners and provide less than what is expected.
Case in point
When completing the flooring of one lobby under extreme cold, it was easy to find that many tiles would not stick to the cement. I remember, together with my colleagues, walking and knocking on each tile to hear the emptiness underneath. We ended up changing more than 50 percent of the tiles and the operation was repeated twice.
Case in point
When installing window frames, I noticed that the contractor had used 50 percent of the screws necessary to secure the frame. When asked why, the contractor said that this was the normal way of installing windows. He ended up fixing all the windows properly.
Case in point
In one of my previous openings I noticed while doing my walk-through that standing up I could actually change the light bulbs in my All Day dining, my specialty restaurant and more public spaces. And I do not consider myself tall at 1.75M. Obviously this was quite practical for my supervisor, engineers and myself but…
We ended up re-doing what was already completed, delaying in the process the opening. In that particular case, it needed the personal visit of the Owner to make the change.
Case in point
In my current assignment, while doing my walk-through, I noticed that the kitchen drains were 85cm high from the kitchen floor which was not yet completed. Being with my Chief Engineer, I asked why such an elevation and he explained that the main evacuation drain placed in the service corridor would have normally been placed lower, yet the contractors forgot that there was a Bank below, and hence no modifications could be made. You can surely visualize that an elevation change of 85cm to the main dining room is dangerous and hazardous. I could hear the broken plates and glasses not to mention the work accidents. After numerous discussions, we managed to shave 35cm in moving the main pipe into the kitchen floor which brings the elevation in the service corridor to more manageable 25cm reducing risks and costs.
An opening team is responsible for looking at all angles from an operational and practical standpoint. The experience of the team is an integral part of this process. Every key manager needs to ensure they get the maximum use of their future workspace.
Not everything will be as perfect as you wish for, yet it should be close enough.
About the author
Yoland Perras is the General Manager at the Sheraton Wuhan Hankou Hotel. His series of articles brings ehotelier readers a first-hand account of what it’s like opening a hotel in China.
