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TitleProfessional Management of Housekeeping Operations, 5th Edition
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Professional Management of
Housekeeping Operations

F I F T H E D I T I O N

Thomas J. A. Jones, Ed. D., R. E. H.
William F. Harrah College of Hotel Administration

University of Nevada, Las Vegas

JOHN WILEY & SONS, INC.


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Computers Come of Age in the World of Housekeeping � 231

Housekeeper’s Report
Night Supervisor’s Report of

Evening Activities
Guest request
Purify the room rack
Rechecked
Tidy
Made ready (M/R)

Room found vacant (RFV)
Skipped
Computers
Hardware
Software packages
Telephone switch
Interface
Central processing unit (CPU)

Dial-up codes
Special initiator code
Rooms Inventory
Computer terminal
Preassigned
Microprocessor

DISCUSSION AND REVIEW QUESTIONS

1. Explain the different purposes of the a.m. and p.m.
room checks. How can a.m. room checks be con-
ducted so as to show maximum concern for guests?

2. Why are forms and symbols so impor-
tant to the progress of the daily routine in
housekeeping departments?

3. Explain the term discrepancy. Is there any differ-
ence between a discrepancy and a recheck?

4. What are the reasons for maintaining a Night
Supervisor’s Report of Evening Activities?

5. During an a.m. room check, a supervisor dis-
covers two rooms thought to be ready rooms
that have actually been occupied. What alter-
natives are available to facilitate this unex-
pected and additional workload?

6. List as many tasks as you can that are a part of the
evening crew’s responsibility. What is the last func-
tion normally performed by the night supervisor
before securing the housekeeping department
for the night? As part of the daily routine, what
is the primary objective of the evening?

List as many tasks as you can that are a part of the
evening crews responsibility. What is the last function
normally performed by the night supervisor before
securing the housekeeping department for the night?
As part of the daily routine, what is the primary objective
of the evening? List as many tasks as you can that are
a part of the evening crews responsibility. What is the
last function normally performed by the night supervisor
before securing the housekeeping department for the
night? As part of the daily routine, what is the primary
objective of the evening? List as many tasks as you can that
are a part of the evening crews responsibility. What is the
last function normally performed by the night supervisor
before securing the housekeeping department for the
night? As part of the daily routine, what is the primary
objective of the evening? List as many tasks as you can that
are a part of the evening crews responsibility. What is the
last function normally performed by the night supervisor
before securing the housekeeping department for the
night? As part of the daily routine, what is the primary
objective of the evening? List as many tasks as you can that
are a part of the evening crews responsibility. What is the
last function normally performed by the night supervisor
before securing the housekeeping department for the
night? As part of the daily routine, what is the primary
objective of the evening? List as many tasks as you can that
are a part of the evening crews responsibility. What is the
last function normally performed by the night supervisor
before securing the housekeeping department for the
night? As part of the daily routine, what is the primary
objective of the evening As part of the daily routine,

what is the primary objective of the evening? List as
many tasks as you can that are a part of the evening
crews responsibility. What is the last function normally
performed by the night supervisor before securing the
housekeeping department for the night? As part of the
daily routine, what is the primary objective of the evening
As part of the daily routine, what is the primary objective
of the evening? List as many tasks as you can that are
a part of the evening crews responsibility. What is the
last function normally performed by the night supervisor
before securing the housekeeping department for the
night? As part of the daily routine, what is the primary
objective of the evening As part of the daily routine,
what is the primary objective of the evening As part
of the daily routine, what is the primary objective of
the evening? List as many tasks as you can that are a
part of the evening crews responsibility. What is the last
function normally performed by the night supervisor
before securing the housekeeping department for the
night? As part of the daily routine, what is the primary
objective of the evening As part of the daily routine,
what is the primary objective of the evening As part
of the daily routine, what is the primary objective of
the evening? List as many tasks as you can that are a
part of the evening crews responsibility. What is the last
function normally performed by the night supervisor
before securing the housekeeping department for the
night? As part of the daily routine, what is the primary
objective of the evening List as many tasks as you can
that are a part of the evening crews responsibility. What
is the last function normally performed by the night

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C H A P T E R 11

Hotel Housekeeping Subroutines

LEARNING OBJECTIVES

After studying the chapter, students should be able to:

1. List and describe other vital functions of the
hotel housekeeping department—subroutines.

2. Define the term subroutine.
3. Generate a standard operating procedure

for a subroutine.
4. Describe the importance of preplanning

subroutines.

In Chapter 10 the primary housekeeping function
of the department was presented as a chronology of
events that normally constitutes the daily routine. There
are many other functions, however, with which the
housekeeping department may become involved. They
are also best presented as routines, even though they do
not all occur on a daily basis. These routines, which we
call subroutines, are vital to total operations and should
be given equal planning attention with the daily routine.

Subroutines can be presented through standard
operating procedures (SOPs), several of which have
been shown in Chapter 9 (lost-and-found procedures,
key control, and procedures for changing door locks).
It may appear that much of what will be described in
this chapter cannot be delegated without abdication of
responsibilities. This is not a correct assumption, as the
astute professional manager will realize. Budgeting, for
example, occurs so seldom (once a year) that junior
managers may never have an opportunity to become
involved before they are transferred and/or promoted.
Every manager within the department therefore must
become involved at every opportunity if professional
development is to take place.

Table 11.1 contains topical areas and associated
routines that will be encountered in most housekeeping
operations from time to time, and, rather than be
considered exceptions to the daily routine, should be
thought of as subroutines. A detailed analysis of each of
the subroutines in Table 11.1 is worthy of the executive
housekeeper’s time and effort in order that they also
become routines rather than exceptions to the daily
routine.

As with the daily routine, subroutines lend themselves
to control by forms. Some require only limited plan-
ning and policy formulation regarding their substance,
whereas others need detailed planning and careful
implementation. We will now look at each of these
subroutines, keeping in mind the importance of proper
delegation to overall department morale, effectiveness,
and efficiency of operation.

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476 � Index

Standard operating procedures (SOP):
(Continued)

operational planning, 176–182
examples of, 178–182
forms for, 176–177
initiative restrictions and, 186
suitable subjects for, 177–178

Standards, training, 159
Standing rotational system, scheduling,

49–53
Statement critiques, operational controls,

249
Steady extra employees:
scheduling, 59
staffing, 37

Stewards department, 233
Stock-outs, housekeeping chemicals, 109
Stone floor, care of, 89
Strippers, housekeeping chemicals, 113
Stripping, floor care, 81, 83
Structured operations, unstructured

operations versus, operational
planning, 176–177

Subroutines. See Housekeeping subroutines
Suite hotel cleaning, 211–214

bathrooms, 212
beds, 212
entrance area and closets, 212
final activities, 213–214
H.O.M.E.S. Manual, 214
kitchen, 212–213
living area, 212
suite area, 211–212

Supervisor’s Daily Work Report:
morning room check, 198
opening the house procedures, 192, 194

Supervisor (senior housekeeper), job
description, 369

Supervisory training, 161
Supplies. See Equipment and supplies
Surgical suite, disinfecting of, environmental

services, 287
Surveys, motivation and, 11
Sweepers, 128
Swimming pool operations, 271–279

algae, 277
backwashing cycle, 275
chloramines, 277
diving boards, 278
equipment, 277
filter maintenance, 275
filter systems, 274–275
pool size and shape, 273
responsibility, 271
spas, 276
staffing, 278
system components, 272–273
water chemistry, 276–277
water clarity, 273–274

Swing teams:
scheduling, 47–48
staffing, 47–48

Syringes, disposition of, environmental
services, 287, 289

Table linens, material planning, 144–145
Table of Personal Requirements, conceptual

planning, 40–42
Tangibles, leadership and, 16–18
Taylor, Frederick W., 5
Team cleaning, 48, 434–436
Team staffing:

concept of, 38
scheduling, 47–48

Television, theft prevention, 320
Temperament:

managerial problem solving, 358
managerial, 5–6

Temperature, environmental services,
nonchemical agents, 286

Tempur-Pedic mattress, 67
Tensile strength, sheets and pillow cases, 139
Terminal cleaning, environmental services,

287
Ten Tips for Cleaning Up Green, 82–83
Terra cotta floor, care of, 87–88
Terrazzo floor, care of, 89–90
Terrorism, safety, 327
Theft from housekeeping department:

by employees, 314–320
by guests, 320–321

Theory X, managerial temperament, 5- 6
Theory Y, managerial temperament, 6
Theory Z:

future trends, 19
participative management, 6

Thread count, sheets and pillow cases, 139
Three (3) M (Minnesota Mining and

Manufacturing, 117
Tight scheduling, described, 49, 53–55
Tile floor, care of, 79–87, 90–92
Time card control, personnel

administration, 253–254
Time in the hole, payroll administration, 254
Timesheets, payroll administration, 254, 256
Torn sheet, sheets and pillow cases, 139
Total property inspection, operational

controls, 244–245
Total Quality Management (TQM), 19
Tours, orientation, 156
Towels:

bath linens, material planning, 142
purchasing, 250–253

Training:
communication and, housekeeping

subroutines, 258
of housekeeping employees, 12
staffing, 158–161
of supervisors and managers, 161,

360–361
Training aids, 160–161
Trash-handling, cleaning equipment, 133
Truck Mount, 300
Tung oil, wood floor care, 93
Turnover:

motivation and, 11
prevention of, 356–357

Two Steps to a Safe Work Environment
288–289

Ultraviolet (UV):
floor finishes, 177
lamps, 122–123
radiation, environmental pollution,

296
Unfairness issues, management problem

solving, 357
Unger Enterprises, Inc., 417
Uniforms, material planning, 145
Union contracts, scheduling and 59
Unstructured operations, structured

operations versus, operational
planning, 176–177

Upholstery fabrics, administration of, 69

Vacuum:
Applying the Pareto Principle, 98- 99
backpack, cleaning equipment, 125, 129,

429–430
corridor, cleaning equipment, 128
effectiveness, 426–428
filtration, 431–432
housekeeper’s cleaning equipment,

124–125, 128
science of suction, 433
soil removal effectiveness, 437–438
space, cleaning equipment, 128
wet, cleaning equipment, 129

Ventilation, laundry operations, 351
Vinyl floor, care of, 91–92
Visco elastic memory foam, 67
Volatile Organic Compounds (VOC), 113
Vroom, Victor, 7

Wage classification, long-range planning,
259–260

Wage dollar-hours, swimming pool
operations, 271

Wages, long-range planning, 259–261
Wall coverings, material planning, 101–103
Walker, John, 434
Wardrobe department, daily routine, 192
Warp, sheets and pillow cases, 139
Washington, Mary Ann, 146–148
Waste disposal and control, environmental

services, 292
integrated waste management, 295
landfills, 295
recycling, 295
reuse, 295
source reduction, 295
transformation, 295

Water chemistry, swimming pool operations,
276–277

Water clarity, swimming pool operations,
273–274

Water pollution, environmental services,
295

Water Softening is a Green Cleaning
Strategy, 444

Weekly maintenance inspection, operational
controls, 245

Weekly Wage Forecast, personnel utilization,
246–248

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Index � 477

Weft, sheets and pillow cases, 139
Weirick, Kay, 364–365
Weissman, Arthur, 449
Weisz, Stephen, 19
Wet-extraction system, cleaning equipment,

131
Wet mops, cleaning supplies, 121–122
Wet shampooing, carpet maintenance, 101
Wet vacuum, cleaning equipment, 129

What If’’ guestroom booklet,D
325, 391–399

What Your Customers Need to Know About
Vacuum Filtration, 431–432

Windows and window treatments, material
planning, 103–104

Woellner, Robert, 437
Wood floor, care of, 93
Wood tick, environmental services, 290–291
Work calendar, scheduling, 49–50
Worker scheduling. See Scheduling
Working and control documents, opening

the house procedures, 170

Workload criteria:
conceptual planning, 33–35
eighteen-room workload, opening the

house procedures, 170
using points to establish, 34

Wringers, cleaning supplies, 121

Zero-based budgeting, housekeeping
department, 32

Zone inspection, operational controls,
244–245

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