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Implementing LEAN Operations at Caesars Casinos (pick 3 at least)

1. What are the most important elements of the process improvement approach pursued
at Tunica? What benefits were derived from this approach?

They were focused on customer service as their main priority. This was accomplished
through weekly random guest surveys that showed how they performed in different areas of
service. The grading was much like a college grading scale and so the goal was to receive an A in
each area from the guests. The more B’s that were transferred into A’s the higher the bonuses
and rating was for the hotel. They wanted to engage the entire organization. This was
accomplished by using LEAN which gave the employees easy access to simple guidelines that
put every employee on the same page in terms of what actions and priorities were needed.
Accomplished through the medium of kaizen events. Overall it gave incentive for the
employees to work hard and keep organized at the same time. The Downtime acronym was
also an effective way to approach the situation, leading to less wasteful results. There were also
the matrixes that showed what was being wasteful in their movements, as well introducing the
practice of trying something to help solve a problem. The 5S practice lead to a more efficient
and laid out work place. In the end, kaizen events were eliminating 25%-90% of waste.

2. What would be the advantages and disadvantages of adopting 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
Metropolis, and why?

Advantages: It would be less time consuming. No employees would have to be pulled from
other locations. There would be less cost to the organization. New individual training would not
be necessary.
Disadvantages: By working from top to bottom it cuts out the employees. It will probably
receive a less understanding and supportive response. Employees will not understand the
purpose of the new policies and procedures. Also, it is highly more likely that the employees
will revert to the old way of doing things if they are not taught specifically how and why things
are being changed.
My recommendation would have to be that they try to meet in the middle ground. It may not
be possible to run things exactly like the other location because of lack of time and people, but
getting the employees involved is an important part of the process. So expert-driven with an
emphasis on making sure the employees understand the thought process.
3. Assume Hirsch has decided to follow a high-involvement approach similar to the one he
led at Tunica. What challenges and risks do you anticipate Hirsh will face in moving
forward at Metropolis, and how should he be prepared to respond?

I think that there will be problems with staffing as was mentioned in the text, because there
are no employees to borrow from other locations nearby. However, the more involvement in
the process will probably result in more understanding and have the techniques really stick with
the employees. However, on the flip side, the training costs for each employee will increase,
without the guarantee that they will stick with the company. I think that he needs to prioritize
what people and divisions need the most help and will stick around in order to receive the most
benefit from the program. Perhaps the staffing issue could be solved by moving people to
different departments for a brief period of time in order to cover all the responsibilities of those
in training.

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