TRAVELODGE HOTELS & MAINTENANCE

Overview

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Historically, Travelodge hotels maintenance activities were outsourced, but with customers expecting higher standards in room condition/maintenance, and higher room utilisation, the maintenance service had to be far more responsive without incurring a cost increase.  This led Travelodge to insourcing the majority of maintenance activities by forming an internal team which comprised of 96 operatives to service 500+ hotels across the UK.   Due to the teams success and rapid expansion, ‘cracks were appearing’ in their ability to fix jobs quickly, efficiently and to satisfy internal customers requirements. 

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Approach

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•Diagnostic of the maintenance teams performance in terms of fix time, revenue loss due to unfixed rooms, and productivity per operative. 

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•Process mapping, data collection and observations of font line staff and supervisors.

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•Extensive Voice of Customer workshops of internal customers to determine their requirements, and clarified priorities between departments.

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•Identified process waste and improvement opportunities e.g. improving systems glitches, stock/parts management, planning of jobs/resource, management systems and reporting.

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•Generated an implementation plan and business case for the improvement programme.

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•Designed and installed KPI’s and Service Level Agreements (SLA) and designed the new Operating Model to achieve KPI and SLA targets.

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•Operational trials to ‘prove’ new ways of working and rollout across the country.

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Outcome

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•32% increase in productivity, meaning 55,000 more jobs completed each year. 

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•50% reduction in revenue loss as more rooms were maintained and ‘online’ (sellable), circa £500,000 annual saving.

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•Improved service levels (reduced job completion time), meaning 95% of low priority jobs fixed within 2 weeks, rather than > 4 weeks.