Mutagenicity of Makahiya (Mimosa Pudica) Decoction

Mutagenicity of Makahiya (Mimosa Pudica) Decoction Chapter I BACKGROUND OF THE STUDY Plants have been a valuable source of natural products for maintaining human health, and the use of herbal plants as pharmacological treatments of diseases began long ago. A lot of people who are below the poverty line cannot afford the high cost of commercial synthetic medicines from drugstores and thus opt to use local plants within their reach since these can be obtained readily, cheaply and entail easy preparation and application (Racadio, 2008). Mimosa pudica Linn, which is known as â€Å"Makahiya† in Filipino, is a popular ornamental plant, as its leaves fold up when stimulated by touch, heat or wind (Balag-ey, 2009). It is considered as a common weed that abundantly grows here in the Philippines. Aside from ornamental purposes, local folks use the decoction of the plant for relief from common illnesses, such as asthma, dysentery, dysmenorrhea, rheumatoid arthritis, cough, fever, sore throat and a lot more (Castillo, et. al. 2005). One of the major concerns these days on the safety of plant extracts, is their mutagenicity. Mutagenicity refers to a chemical or physical agent’s capacity to cause mutations or genetic alterations. The identification of plant extracts with chemicals or compounds capable of inducing mutations is crucial since mutagenic compounds can potentially induce cancer (Ming, 2014). Makahiya has been discovered to contain mimosine. Mimosine is a toxic alkaloid that possesses an antimitotic activity that blocks the cell cycle and inhibits DNA synthesis (Xuan, et. al., 2013) thus might cause genomic instability. This may be a factor that leads to the onset of genetic mutations. So far, a study done by Jadhav et.al in 2013 shows that Mimosa pudica seeds, after S9 metabolic activation were found to be mutagenic and significant. Based on this premise, the researchers conducted a similar study, but instead of focusing on just the seeds of the plant, the researchers used the whole plant. Most importantly, this study utilized the decoction extract of the plant since this is the one being used by the local folks. Furthermore, the Muta-chromoplate kit was used instead of the standard Ames test used by Jadhav et.al. Objectives of the Study This study aimed to identify the mutagenicity of Makahiya (Mimosa pudica) decoction and fresh ethanolic extract using Muta-ChromoplateTM kit. Specific Objectives 1. To determine the number of wells with color change per plate of Salmonella typhimurium TA100 strain using: a. decoction with S-9 activation b. decoction without S-9 activation c. fresh ethanolic extract with S-9 activation d. fresh ethanolic extract without S-9 activation 2. To interpret the number of wells with color change per plate of Salmonella typhimurium TA100 strain utilizing 0.05 level of significance in the following preparations: a. decoction with S-9 activation b. decoction without S-9 activation c. fresh ethanolic extract with S-9 activation d. fresh ethanolic extract without S-9 activation Null Hypothesis No Hypothesis No Hypothesis Significance of the Study This study is essential and beneficial to the following: Society. The people will be equipped with more information and be aware of the mutagenicity of Makahiya as herbal medicine. Most specifically, they will be aware of the safety of the decoction preparation of the said herb as it is commonly used in a decocted form. Department of Health. With the understanding of the study, the Department of Health will be able to utilize the findings and disseminate information to the people in the City of Davao regarding the mutagenicity of the usage of Makahiya. Researchers. The study may serve as an avenue in enhancing the skills of the researcher, specifically on scientific inquiry. Moreover, this study may guide the researchers to explore further studies on the mutagenicity of Makahiya. Future Researchers. This study may provide invaluable knowledge, values, and expertise in performing research studies among future researchers if and when they plan to conduct a similar study. This study will be helpful when conducting a scientific inquiry on the problems or issues related to the mutagenicity of Makahiya. Scope and Limitations The scope of this experimental study was the determination of the mutagenicity of the decoction and fresh ethanolic extract of Makahiya. The herb was gathered in Davao City and the extracts were prepared in Davao Medical School Foundation, Inc. laboratory, Dr. A. Gahol Street, Bajada, Davao City. There was no utilization of animals as testing subjects. Rather, Muta-Chromo Plate Kit with Salmonella tyhimirium TA100 strain, which was based on the reverse-mutation test, known as â€Å"Ames Test† was used and provided by the EBPI Company. Also, the S9 enzyme activation was through the use of a crude liver extract provided in the kit. Theoretical Framework The theoretical framework of this study was based on a test developed by Bruce Ames, commonly known as the Ames test. In the study conducted by Ames et al. in 1975 (as cited in Razak et al, 2007) they used a test that utilizes a bacterial strain of the Salmonella typhimurium as tool to detect mutations. These S. typhimurium strains also have other characteristics that enhance their ability to detect mutations. Mutation in the histidine biosynthesis gene makes the cell wall of the bacteria more permeable to large molecules. Mutation in a gene responsible for proper excision and repair of DNA damage increases their sensitivity to mutagens. The strains of S. typhimurium are known as auxotrophs which mean that they are unable to produce a required nutrient. The test organism cannot synthesize the amino acid histidine, thus, it will not grow unless the nutrient is supplied in the growth media.Auxotrophs are usually produced as a result of a mutation that occurs in a prototroph, a bacterium that is able to synthesize the particular nutrient. The Ames’ test determines the ability of a tested substance to cause a reversal, also called a back-mutation of these auxotrophs to the original prototrophic state. During the test, auxotrophs are grown in glucose-minimal salts agar plates that contained all required nutrients but only trace amounts of histidine and biotin. The auxotrophs are able to grow for several generations until the histidine in the media was exhausted. This time they will stop growing unless they have sustained a back-mutation that has restored their ability to synthesize histidine. Suspected mutagenic substances were tested for their ability to stimulate back- mutations by placement set on the surface of the minimal agar plates previously inoculated with the auxotroph. The test substance diffused into the surrounding media and, if mutagenic, would induce back-mutations which would then allow growth into visible colonies. The more revertants observed near the test substance, relative to experimental controls, the more mutagenic the substance was likely to be. Conceptual Framework The study aimed to determine the mutagenic activity of decoction and fresh ethanolic extract of Makahiya on Salmonella typhimurium TA100 strain which involved substitution, addition, or deletion of one or a few DNA base pairs. The independent variables were the decoction and fresh ethanolic extract of Makahiya. The dependent variable was the number of wells with color change per plate of Salmonella typhimurium TA100 strain, with and without the addition of the S9 activation enzyme. Independent Variables Dependent Variables Makahiya (M. pudica) Decoction Fresh Ethanolic Extract Number of wells with color change per plate of Salmonella typhimurium TA100 strain: With S-9 enzyme activation Without S-9 enzyme activation Figure 1.1 Conceptual Framework of the study Definition of Terms Ames test.  A test used to determine the mutagenic potential of a substance based on the mutation rate of bacteria that were exposed to the substance. Decoction.  A method that involves boiling in order to extract a plant substance. Fresh ethanolic extract. Extract collected from M. pudica through the use of dilution with 95% ethyl alcohol followed by rotary evaporation process. Makahiya.  Scientific name,Mimosa pudica. The plant sample used in this study. Muta-ChromePlateTM. A 96-well micro-plate version of the Salmonella typhimurium â€Å"Ames Test Mutagenicity.  The capacity to induce mutation. Salmonella typhimurium.  The strain used for the Ames test. It carries mutant gene that prevents them from synthesizing the essential amino acid histidine from the ingredients in standard bacterial culture medium S-9 enzyme. S-9 is a crude liver enzyme extract utilized to mimic mammalian metabolism. This enzyme is purchased together with the kit.

Impact On The Natural Environment Construction Essay

Impact On The Natural Environment Construction Essay The building sector has a significant impact on the natural environment. It consumes almost 33 of the worlds natural resources, including 40 of its energy and up to 12% of its water. These estimates do not consider embodied energy (i.e. the energy used to obtain, manufacture, use and dispose of building materials), which can represent a significant proportion of a buildings lifetime energy consumption. The building sector is also responsible for 40% of global green-house gas (GHG) emissions and 40% of the waste which ends up in the landfills (World Green Building Council, 2006). The consumption of natural resources, particularly none-renewable energy sources, is an important factor in the economy of many nations. Authorative reports show such trends in many parts of the world. In the United Kingdom, for instance, the building sector consumes almost 50% of all the countrys energy. While in the United States, about 40% of the total national energy production and almost 70% of electrici ty production is used in the building sector, as well as 28% in transportation a factor which is partly influenced by urban design. The building sector in China currently accounts for 19% of the countrys total energy consumption. This relatively small percentage is due to energy intensive industrial production. The same scenario occurs in the rich oil-producing areas of the Gulf Corporation Council Countries (GCCC). For example, the building sector in Kuwait account for nearly 45% of the yearly electric energy consumption, whilst in Saudi Arabia this sector consumes about 70% of the total electricity consumption. In Bahrain, the smallest country within the GCCC, buildings account for 83% of the national consumption of electricity (EIA, 2010). Apart from its energy consumption, the building sector is also one of the largest contributors to changes in the environment and atmosphere: firstly, building construction, raw material processing and product manufacturing overall are the largest sources of GHGs. They account for some 40% of the world GHGs emissions. The building sector creates the most waste, habitat destruction and is responsible for the most pollution. Second, GHGs, particularly CO2, are the main by-product of fossil fuel energy consumption, and as buildings are, in total, among the largest consumers of energy, they are also the major contributor to the increase in CO2 emissions and hence global warming. While most available data related to these contributions are for the developed world, reports show that, on the whole, these contributions are worse in developing countries such as the GCCC. These countries have become major GHGs emitters. According to the International Panel of Climate Chang (2007), the GCCC are amongst the top countries in terms of CO2 emissions per capita. Recent statistics show an increase of CO2 emissions due to excessive energy consumption in different GCCC sectors, particularly the building sector. The increase in CO2 emissions had been within the range of 30-35% between 1997 and 2006. The GCCC are found to contribute two and half per cent of the global GHG emissions (United Nations Statistic Division, 2007). One of the main principles of the GCCC is to enhance the economic and environmental actions related to the adoption of policies and unifying environmental laws as well as the conservation of natural resources (GCC, 2008). Within this context a two-fold policy aims at promoting energy regulations and sustainable developments has been adopted. A major role has been given to the building sector, with a special focus on the important role that efficiency regulations can play in reducing energy consumption and protecting the environment. On the ground, some actions have been taken by the GCCC in order to achieve sustainability in buildings, such as the implementation of green building regulations. Most of these regulations are based on the USAs Green Building Councils (US GBC) Leadership in Energy and Environmental Design (LEED) rating system, with modifications made to account for the local environmental conditions. In terms of green construction, many attempts have been made in different parts of the GCCC. Examples can be seen in the Bahrain World Trade Centre in Manama, the large-scale Masdar City in Abu Dhabi, the campus of King Abdullah University of Science and Technology in Saudi Arabia and the Energy City in Qatar. These projects incorporate several efficiency techniques and green materials. A consideration of these huge, costly projects shows that three parties can benefit from such developments: governments and owners can save energy and protect the environment, thereby gaining a favourable image; contracto rs and suppliers can sell green products and developers can use the affirmative image as a positive marketing tool. However, in his article The Business of Green Elsheshtawy (2010) claims that some green and LEED certified buildings in the GCCC end up consuming much more energy than the evaluators predicted due to poor energy practices. Coupled with this is the economics of energy efficiency and green buildings. Cost of building green A great number of available projects, such as those mentioned above, shows that if building green is a target at the outset of the design process and material selection then the cost of the green building is competitive. In a commercial setting, such projects can result in reduced energy consumption, saved environment, improved occupant health and comfort and reduced capital costs. Many rigorous assessments show that the overall cost of these projects is no more than that of any equivalent conventional project. Increases in first cost are reported within the range from five-ten per cent. During the construction phase the use of the green strategies, such as downsizing of costly mechanical, electrical and structural systems can increase the saving in initial costs, while during the first two decades the increases due to the use of green technologies will result in a savings of at least ten times the initial investment in operation costs for utilities such as electricity. In rental pro perties, owners are concerned only with the initial cost, especially in the cases where tenants are paying the bills. Governments and some owners, however, can realise the energy savings and so are willing to pay more for minimising the operation cost and reducing the environmental impact. The trade-off between economic costs and environmental benefits can stimulate people on the basis that adoption of green technologies will have environmental and social benefits outside the margin of cost consideration. Although the concept of eco-efficiency, in many cases, does not take into account the social benefits, such an approach can balance environmental design with cost-effectiveness. To achieve eco-efficiency in the building sector, it is necessary to apply an integrated approach with the assistance of a team of professionals across different areas. This is realised in what is called the whole building approach. This approach represents a key factor in the design and construction of green buildings, especially with the advance of technology and increased complexity of constructional systems. The incorporation of the whole building approach at the projects conceptual design phase enables the evaluation of a buildings design, materials and systems from the perspectives of all the project team members as well as from the perspectives of owners and occupants. A principal advantage of this approach is the coordination and mutual dialogue between project team members, which represent a cornerstone for any successful projects. By applying the whole building approach initial and other cost savings can be realised, energy efficiency evaluated and environmental impact asse ssed. The role of cladding systems in making buildings green Green buildings are generally designed and built in an ecological and resources-efficient manner. They often respond to their local environment and, therefore, different building designs are found in different regions. In any region, however, the ultimate target of green buildings is to provide a comfortable environment in an economic way. The buildings skin, particularly building facade, represents the connection between the internal environment and the outside conditions, and hence a key function of the building facade is to reduce the need to modify the indoor environment as little as possible in response to the environmental load from the outdoor climate. Sometimes, a building facade fails to meet its objective due to one or more reasons, such as the insufficient design of wall systems or the inappropriate selection of cladding materials that probably make it impossible for any specific level of comfortable environment to be achieved. Then, it is necessary to rely upon electrical and mechanical systems to achieve comfort. This reliance leads to higher cost which is translated into bigger capacity requirements for lighting and mechanical equipment and higher capital costs for such equipment as well as larger amounts of energy consumption by the lighting system and heating, ventilation and air-conditioning (HVAC) system. In contrast, efficient environmental design and appropriate selection of green cladding materials can result in a comfortable inside environment, reduced project initial and running costs and a building that is energy and resource-efficient with lower operating costs than conventional buildings. Practitioners have demonstrated that the implementation of green strategies contributes to a buildings comfort, economic and energy performance. The use of green cladding systems, in particular, is able to make a significant impact on the thermal and operational performance of green buildings. Reports show that when green cladding systems are taken in to account at the conceptual design phase, significant improvements in the energy performance can be achieved (Radhi and Sharples, 2008). Aside from their influence on building operational energy, the external wall systems and cladding materials are major contributors to changes in the natural environment. The production of construction materials such as precast and aluminium increases atmospheric concentrations of GHGs. The environmental impact starts with the chemical reactions during the production phase, where such materials represent one of the largest source of CO2 emissions and other GHGs. Then, the transportation of the materials to construction sites consumes considerable amounts of primary energy and generates high levels of GHG emissions. At the installation phase these materials generate different types of waste, whilst at the operation phase some of them influence the interior and exterior spaces by producing unhealthy components into the air. Some construction materials have relatively short useful lives and, consequently, the disposal and manufacture of replacement materials occurs, thereby generating mo re GHGs and waste. Research experts have shown that a careful selection of low environmental impact components and materials reduces the CO2 emissions by up to 30%. Some cladding materials are reported to have the capacity to reduce ozone emissions and other sources of pollutants such as CO2 (Radhi, 2010). How can the eco-efficiency of cladding systems be measured? The World Business Council for Sustainable Development (WBCSD, 2000) terms eco-efficiency as the synthesis of economic and environmental efficiency in parallel. Within this context, eco-efficiency in the building sector can be determined by three broad objectives: Reduce natural resources consumption by minimising the use of embodied and operational energy, raw materials, water and land as well as enhancing recyclability and material durability Reduce environmental impact by minimising GHGs emissions, waste disposal, water discharges and the dispersion of toxic substances, as well as encouraging the use of renewable resources. Increase the value of materials and systems by providing more benefits through material functionality, flexibility and modularity. In the light of these objectives the important question is how the eco-efficiency of cladding systems can be measured. Significant scientific work has been addressing this issue by introducing suitable assessment methodologies and rating systems. This is best seen in the environmental life cycle assessment (LCA) and life-cycle cost (LCC) approaches developed by the international standards for LCA principles and framework ISO 14040 (ISO14040, 2006). Assessment is performed in four phases, including goal and scope definition, inventory analysis, impact assessment and interpretation. Two main approaches are available to classify and characterise environmental impacts. The first is the problem-oriented approach (mid-point). The second is the damage-oriented approach (end-point). A great number of methods have been developed under these two approaches such as the critical volumes (weighted load) and ecological scarcity (eco-points) systems in Switzerland, environmental priorities system in Sweden, eco-indicator 99 in Netherlands and the environmental problems system in the United States. The use of such methods makes it possible to select building systems and materials that achieve the most appropriate balance between environmental and economic performance based on certain values of the building team. Case study: assessing eco-efficiency of cladding systems in Bahrain The current assessment, based on the LCA of residential buildings (Radhi and Sharples, 2012), is performed to characterise the eco-efficiency of cladding systems in Bahrain. Bahrain is chosen as many of its building construction approaches and techniques are typical of those found in the GCCC. The production, construction, use and disposal of a 75 m2 front facade of a typical Bahraini house (Fig. 24.1), formed the basis of this assessment. Technically, the building facade consisted of two main components that included the wall system and cladding layers. The wall system is generally classified as cavity wall, barrier wall or mass wall (National Institute of Building Sciences, 2012). The cavity wall (sometimes called the screen wall system) is the preferred method of construction in many climatic regions due primarily to its ability to achieve pressure-equalisation. The barrier wall is an exterior wall system of assembly. The principal difference of this system is its ability to integ rate the surfaces of outermost exterior wall and construction joints, which can offer resistance to bulk moisture ingress. The mass wall relies principally upon a combination of wall thickness and storage capacity. Some fundamental differences exist among these systems such as the thermal performance, fire safety, moisture protection, acoustics, maintainability and material durability, and so consequently their impact on the environment. In terms of cladding, it is the exterior finish layer that is installed to cover wall systems and/or support structures. This finish layer serves several functions, including improving appearance, optimising thermal and environmental performance and keeping undesirable outdoor elements away. Today cladding systems are available in many forms and materials, which are often chosen based on economic and aesthetic factors. Structurally, the use of any alternatives of cladding determines the type of wall system and vice versa. The mass wall system, for example, can form structural elements or finished cladding systems. This system is commonly associated with plaster and masonry cladding systems. On the other hand, the barrier wall is used with precast concrete spandrel panels and some types of metal cladding systems such as composite and solid metal plate as well as with exterior insulation and finish systems (EIFS). With the advance in building technology and construction materials, many alternatives of cladding systems are now available in the market. Examples are studied in the current work, namely, stucco, masonry veneer, marble, ceramic tile and the EIFS. Stucco is a hard, dense, thick and non-insulating material, such as cement plaster, that can be used to cover exterior wall surfaces. Both Portland cement and masonry cement are used with sand for the base and finish coats of stucco exterior walls. Unlike the ordinary stucco system, the EIFS (also known as synthetic stucco) is a lightweight synthetic wall cladding that includes foam plastic insulation and thin synthetic coatings. The masonry veneer is made from a mixture of Portland cement and aggregates under controlled conditions. It provides cladding and resists transferring wind and heat loads to the building support structure. The marble cladding system is a natural stone, while the ceramic tile cladding system consists of a mixture of clay and other ceramic materials. To improve environmental and thermal performance, recycled windshield glass is often added to the ceramic mix (Brookes and Meijs, 2008). These five cladding systems are assessed under real construction and thermal scenarios with the same wall system (mass wall), as illustrated in Fig. 24.2. To provide each scenario with the basic systems quantities per functional unit, the existing facade parameters and wall materials of the typical house are considered as a reference scenario, in addition to the operational aspects that are influenced by the building facade. Data inventory of cladding systems The LCA method and LCC technique are integrated to deliver a complete and detailed assessment of the overall potential impact of the typical house. An important point to note is that system and material selection based on a single impact could obscure other factors that might cause equal or greater damage. Therefore, the adopted LCA methodology takes a multidimensional life-cycle approach, in which multiple environmental impacts are considered over the entire life of the assessed cladding systems. To balance the assessment, the LCC is performed over a 60 year life span, and is based on published data and methods outlined in (Radhi 2010). Categories of expenditure typically include costs for purchase, installation, maintenance, repair and replacement. Measuring the economic performance is relatively straightforward by using real cost data collected through a field study. The data in question are the real cost data that occur and the subsequent cost, which will occur in the future. Normalisation is carried out in this work in order to present a more useful scale of measurement and to make comparisons of various systems simpler. Normalisation is an optional step in impact assessment and can be described as a form of benchmarking, where the flows of each environmental impact are first summed and then divided by fixed Bahraini scale impact values. This can yield measures that are placed in the context of Bahraini activity contributing to that impact. The placing of each measure in the context of its associated Bahraini impact measure makes it possible to reduce different values to the same scale and allows the comparison across impacts. The resulting performance measures are, thus, expressed in non-commensurate units. For credibility, the commercially available BEES model (National Institute of Standards and Technology, 2007) for building construction materials coupled with the international inventory data (Hammond Jones, 2011) were used to compare and check. The BEES model is generally used to measure the environmental and energy performance of building products and facade materials using the life cycle assessment approach outlined in ISO standard 14040. Environmental impact assessment Given the desire to link environmental and economic performance through the concept of eco-efficiency, the ideal way is to base the eco-efficiency indicators on international agreement as far as possible. According to the framework of the United Nations (2006), the assessment of eco-efficiency includes various generic environmental issues such as energy use, global warming contribution, water use, ozone depletion substance and waste. From these indicators, energy consumption and CO2 emissions, water use and ecological toxicity are of the greatest relevance for this study. Fig. 24.3 compares these indicators with respect to the five studied cladding systems. Some of these systems, such as the marble cladding, have significant impacts on water use but moderate impacts on global warming and embodied energy. Other systems, such as stucco, have a significant impact on both the energy consumption and global warming but a minor impact on water use. The others, such as the EIFS, have a minor impact on different generic environmental issues. From the illustration, the EIFS system seems to be the best performer, followed by the ceramic tiles, marble and finally the brick. Stucco is found to be the least effective system in terms of energy consumption and ecological toxicity as well as in relation to CO2 emissions. This can be related to the large amounts of CO2 emissions during cement production, which is the main component of the plaster cladding system. Environmental versus economic When the overall environmental impact of the examined systems is considered, a different scenario occurs. The overall environmental performance is illustrated in Fig. 24.4. Two main observations can be highlighted: firstly, the overall environmental performance ranking of the five systems is different from single measures such energy use and global warming. The EIFS cladding system is the best environmental performer, whilst the ceramic tile system is the worst performer. The difference is more than 24 points. As systems with lower scores are greener, the EIFS cladding system is greener because it contributes, on average, 0.1% of annual per capita Bahrain environmental impacts, whilst the marble contributes a larger share, 0.35%. Secondly, the environmental performance ranking is different from that of the economic performance. The illustration shows that the economic impacts of cladding systems are various and different from the environmental impacts. For example, the stucco claddin g is illustrated as the best economic performer, but it is not in terms of the environmental performance. The difference in score is significant, being almost 11 points. This can be also seen in the case of the ceramic tile cladding. In contrast, the marble cladding achieves a high overall environmental performance and a low economic performance with a difference that reaches almost 21%. The EIFS cladding seems to have a balanced environmental and economic status. The same ranking occurs when both environmental and economic performance are estimated. By using the multi-attribute decision analysis technique, environmental indicators and the economic performance are combined into an overall performance measure (National Institute of Standards and Technology, 2007). It is important to mention that the overall performance scores in this work are not indications of absolute performance. Rather, they are reflecting proportional differences in performance and representing relative performance among system alternatives. By following this procedure, these scores can be changed when the number of system alternatives are increased or reduced. The potential overall performance of the studied systems shows different scenarios when compared with the environmental and economic performances. The stucco cladding seems to be the most eco-efficient systems in spite of its poor environmental performance, followed by the EFIS system with a score of 29%, with the masonry veneer coming next. In contrast, the ceramic tile cladding is found to be the wor st with almost 50%, in spite of its moderate economic performance. Overall, different cladding systems have different environmental and economic performances. Some cladding materials improve the environmental performance, but provide a moderate influence in terms of economic performance, and vice versa. Others positively improve the environmental performance and can optimise the economic performance. Therefore, a careful eco-efficiency assessment should be undertaken in selecting wall cladding systems. Such an assessment can benefit the appraisal of green cladding systems and hence into the design decisions made in developing various scale of green buildings. Conclusion Todays modern buildings systems, particularly cladding system, are often selected and assessed based on aesthetics and cost rather than their environmental performance or their overall potential impact. The concept of eco-efficiency introduced in this book balances the environmental performance with economic aspects. This chapter presented a systematic eco-efficiency assessment of cladding systems and explored its role progressing a green future in the building sector. The interrelation between environmental indicators and economic performance was examined by comparing various cladding systems, considering both overall environmental impact indicators and life cycle cost. The differences in environmental indicators of various cladding systems, namely, stucco, masonry veneer, marble, ceramic tile and the EIFS systems, are generally significant. The ranking of these systems in terms of environmental and economic performance are different. Some of the cladding systems, such as the marble cladding, reduce energy consumption and CO2 emissions, but provide a minor reduction in terms of the life cycle cost, and vice versa. Others, such as the EFIS system, impact positively upon the environmental indicators and can optimise the overall potential impact. This system has the ability to reduce energy consumption and CO2 emissions; however, other aspects, such as maintenance and life expectancy, should be considered at the time of system selection. The scope of the current study focused on the eco-efficiency of representative residential cladding system in a developing country. Consequently, the outcome of this assessment may not be applied to buildings in countries with different economic and environmental situation. In spite of this shortcoming, this assessment approach may provide useful quantitative and qualitative information for cladding design decisions. Therefore, it is important to highlight some general notes: New green building technologies, such as the exterior insulation and finish systems (EIFS), are effective cladding systems in promoting a green future in the residential building sector. To improve the overall potential impact, wall cladding systems in desert climate regions, such as Bahrain, can be designed as exterior insulation and finish systems. Every building is unique in both design and operation. Academic experts and practitioners benefiting from this work should consider the impact of related variables, and therefore a careful assessment must be performed during the selection process in order to achieve eco-efficiency in the building sector. In addition to its ability to assess building cladding systems, the eco-efficiency concept can be used with various other systems, materials and innovative applications. It can yield a precise assessment in the case of multifunctional problems in relatively short times and at relatively low cost. In the near future the concept of eco-efficiency will become more important in the context of the green built environment in order to show which design process, building systems and renewable technologies are more favourable than other alternatives.

An Investigation of GAME :: GCSE Business Marketing Coursework

An Investigation of GAME The organisation I have chosen to investigate is Europe’s leading specialist retailer of computer software and video games, GAME. They operate from over 500 stores, concessions, and franchises in four territories in Europe. As a specialist, they have certain unique attribute that gives them the edge over their competitors. They are mainly due to: * Their customer friendly policies – in the GAME store, all members of staff are required to be friendly and polite to customers; even to customers that are rude and unpleasant. * Unrivalled product knowledge – the GAME Company has knowledge of all the latest products before their rivals. Especially because the company is the top seller of games and consoles. The manufacturing companies want to sell their products to companies that solely do retail in the visual entertainment department and the games/consoles department. They want companies with these requirements because they don’t want other products that do not relate to the product that they are selling. They do not want the customers to be distracted by other items. GAME has met these requirements with ease. * Pre-owned programme – this allows customers to bring in old games or consoles or accessories that they no longer use, but are fully functional, for an exchange for something else. They would be given a value for their product and then the customer will be allowed to deduct that amount away when they are making their purchase of the in-store items. * Pre-orders – customers are allowed to pre-order their product, so they are guaranteed a copy of their product. They are allowed to receive their products on the day it was released. This ensures the manufacturers of how many copies of their product they have to send to the GAME store for the customers that pre-ordered and also extra for the customers that go to the store to purchase their products. * Local price promise – this offer allows the customers to be assured that they are paying a reasonable price for their product and are not being made to pay more than the value of the product. Sometimes the GAME Company makes the price of their products lower than other companies to make sure more customers come to their shops. * 10-day returns policy - GAME has this unique offer, which allows customers ten days to try out the game or hardware they have bought. If the customers are not satisfied then they can return they’re product for something else or a refund, providing they have their receipt. * Widest range of software and accessories – the GAME Company has access to all the current software and accessories that are

How Dickens Creates Sympathy for the Characters in Great Expectations E

How Dickens Creates Sympathy for the Characters in Great Expectations Published initially as a weekly contribution in a local newspaper, Dickens’ Great Expectations developed to be a great success. Great Expectations was a story for all classes, both rich and poor appreciated his efforts. Great Expectations is the tale of Phillip Pirrip who has no family except an older sister, he feels insecure in the world around him. Having no parents to give him a sense of identity, he wanders in the wilderness that is the graveyard to search for answers. Dickens’ own life was very much along the lines of Pip, his father a well paid clerk went to jail for unpaid debts. Dickens himself was a weak and feeble child who was not cared for. He moulds his family history in to the character of Pip, who also suffers in a way that Dickens had. This essay focuses on which writing techniques Dickens uses to help the reader empathize with the characters of Pip and Magwich. The techniques in particular to be examined are setting, characterization, narrative voice and dialogue. The chapter opens in the desolate setting of a marshy graveyard. Already an ambience of anxiety and uncertainty has been created. The marsh is a symbol of wilderness, amid which stands a lonely Pip. Pip is physically and mentally alone in his surroundings; he has no sense of belonging. This helps the reader empathize Pip’s helplessness and isolation. The wet and marshy scenery resemble a distorted nature, which reflects the events happening in Pip’s life. The graveyard symbolizes death and terror. It is in the graveyard that Pip realizes the death of his parents and encounters Magwich. Pip’s innocent mind hallucinates about the appearance of his parent... ... in the reader as he describes in his own words, his misfortune and abandoned past. Alternatively, Dickens use of dialogue with Magwich creates a negative impression for him in the reader. Magwich is very aggressive in his mannerism and dialogue, for instance, `Hold your noise'. The sudden contrast of dialogues (from courteous to offensive) creates confusion in the passage, similar to the one that runs between Magwich and Pip throughout the chapter. However, Magwich’s character is revealed through his dialogue and the reader starts comprehending his reason for acting hostile manner towards Pip. Like Pip, Magwich is also vulnerable as seen with `I wish I was a frog. Or a eel!’ This piece of dialogue shows Magwich as a man who is infuriated with his poor standard of life. The similarity between Magwich and Pip is made more apparent with their dialogue. How Dickens Creates Sympathy for the Characters in Great Expectations E How Dickens Creates Sympathy for the Characters in Great Expectations Published initially as a weekly contribution in a local newspaper, Dickens’ Great Expectations developed to be a great success. Great Expectations was a story for all classes, both rich and poor appreciated his efforts. Great Expectations is the tale of Phillip Pirrip who has no family except an older sister, he feels insecure in the world around him. Having no parents to give him a sense of identity, he wanders in the wilderness that is the graveyard to search for answers. Dickens’ own life was very much along the lines of Pip, his father a well paid clerk went to jail for unpaid debts. Dickens himself was a weak and feeble child who was not cared for. He moulds his family history in to the character of Pip, who also suffers in a way that Dickens had. This essay focuses on which writing techniques Dickens uses to help the reader empathize with the characters of Pip and Magwich. The techniques in particular to be examined are setting, characterization, narrative voice and dialogue. The chapter opens in the desolate setting of a marshy graveyard. Already an ambience of anxiety and uncertainty has been created. The marsh is a symbol of wilderness, amid which stands a lonely Pip. Pip is physically and mentally alone in his surroundings; he has no sense of belonging. This helps the reader empathize Pip’s helplessness and isolation. The wet and marshy scenery resemble a distorted nature, which reflects the events happening in Pip’s life. The graveyard symbolizes death and terror. It is in the graveyard that Pip realizes the death of his parents and encounters Magwich. Pip’s innocent mind hallucinates about the appearance of his parent... ... in the reader as he describes in his own words, his misfortune and abandoned past. Alternatively, Dickens use of dialogue with Magwich creates a negative impression for him in the reader. Magwich is very aggressive in his mannerism and dialogue, for instance, `Hold your noise'. The sudden contrast of dialogues (from courteous to offensive) creates confusion in the passage, similar to the one that runs between Magwich and Pip throughout the chapter. However, Magwich’s character is revealed through his dialogue and the reader starts comprehending his reason for acting hostile manner towards Pip. Like Pip, Magwich is also vulnerable as seen with `I wish I was a frog. Or a eel!’ This piece of dialogue shows Magwich as a man who is infuriated with his poor standard of life. The similarity between Magwich and Pip is made more apparent with their dialogue.

ANALYSIS OF RESULTS FROM AN EDUCATIONAL QUESTIONNAIRE

The followers is a elaborate analysis of the responses to the two different questionnaires. The full questionnaires and replies are summarized in tabular arraies in the appendix ( delight see appendix E and appendix F ) . The response rates to both questionnaires were comparatively good. From the parents, 6 out of 15 returned a completed questionnaire, giving a response rate of 40 % . From the instructors, healers and other school staff 13 out of 23 returned a completed questionnaire, giving a response rate of 56 %Background of parents and kidsAll 6 respondents to the parents ‘ questionnaire were the several female parents of the kids with autism ; no male parents, carers or other relations responded straight. The ages of their kids ranged between 9.2 and 10.7 old ages ( average = 9.9 ) and all except for one had merely one kid with particular demands. This peculiar female parent reported to hold another boy ( aged 13 old ages ) with autism and to boot terrible larning troubles every bit good as Attention Deficit Hyperactivity Disorder ( ADHD ) . The parents heard about the school with an ABA programme from different beginnings. Two of them were referred by friends ; two found out about it on the World Wide Web, one was referred by a physician and one by a charity called PEACH ( Parents for the early intercession of autism in kids ) . The motives of the parents to direct their kid to the school were besides different: for four parents it was peculiarly because of the school-based ABA programme – one of these four even followed an ABA-program at place before while another one wanted to exchange to an Applied Behaviour Analysis-based intercession as she did n't experience that her autistic kid was doing any noticeable advancement at the Local Education Authority ( LEA ) school. Another parent had problem acquiring support for the coveted home-based ABA plan from her local council and so opted for a school-based attack ( which the local council agreed to fund ) , while the last respondent simply indicated that the school was â€Å" what she wanted † . The continuance of those 6 kids at school ranged from merely half a twelvemonth to over 5 old ages, giving an norm of 3.5 old ages and a median of 3.8 old ages.Teachers ‘ experience with and positions of ABAThe 13 teachers/school staff who participated in the questionnaire had really different degrees of experience. Experience degrees measured in old ages ranged from merely under 1 twelvemonth to 11 old ages with a median of 3 old ages demoing a really broad scattering of the consequences. The mean experience of instructors ‘ was 4.3 old ages. 12 out of the 13 school staff were existent instructors, 1 indicated to be â€Å" other school staff † . Asked about the restrictions and hazards of Applied Behaviour Analysis, instructors replied that ABA might non be suited to all kids with autism and that the chief hazard is that kids can go â€Å" prompt dependent † or dependant on one-on-one support, which may curtail their societal accomplishments development in the hereafter. Teachers besides noted that Applied Behaviour Analysis is a really stiff and intensive manner of learning which can be difficult to follow, seting a batch of emphasis on the households, and if non applied properly it could be damaging to a kid ‘s advancement. Other instructors / healers besides mentioned the deficiency of secondary proviso after the kid leaves the peculiar school ( which is primary merely ) and that the plan is really expensive. Unfortunately, merely 11 of the 13 instructors replied to this inquiry.Parents ‘ cognition of, experience and engagement with ABAFrom the six parents reacting the questionnaire, 5 described their c ognition as â€Å" really good † , while one felt that she had â€Å" some cognition † . Besides, 5 out of 6 had some old experience with Applied Behaviour Analysis rules, either through a home-based plan or another ABA-lead school. One parent besides applied different, more specialised signifiers of ABA before, such as â€Å" spring led † Applied Behaviour Analysis attack, independent Verbal Behaviour ( VB ) programme and Lovaas. Interestingly, the instructors ‘ responses to the inquiry sing parents ‘ cognition and experience is really different: instructors find that the cognition degree of parents varies a batch and on the border, parents have far excessively small apprehension of the ABA-approach. They see a direct relationship between the degree of involvement a parent shows to his or her degree of cognition and emphasis that the school is already offering a batch of information to parents in order to maintain them up to day of the month about their autistic kid ‘s behaviour programme. Teachers believe that the engagement of parents in their kid ‘s Applied Behaviour Analysis plan is really of import. The chief benefits in the eyes of the school staff are consistence and continuity in the manner the kid is worked with, particularly in the initial phases of the ABA-program execution. However, instructors complain that most parents are non involved plenty in their kid ‘s ABA pla n. Most suspect that the grounds for this are merely a deficiency of clip, involvement, cognition and in some instances besides their bad commandment of English. Some besides say that parents merely necessitate much more support. All of the parents have seen betterments in their autistic kid ‘s behavior since following the Applied Behaviour Analysis programme at school. Most parents saw betterments in the communicating of their kid, some to boot celebrated betterments in accomplishments, behavior and assurance. No troubles have been reported except for nail-biting in 2 out of the 6 instances.Use of ABA at placeTeachers believe that utilizing Applied Behaviour Analysis outside of school ( e.g. at place ) has a figure of advantages for a kid with autism. Chiefly it reinforces what the kid has earned at school but more significantly it provides consistence to the kid, allows him to generalise behaviors and potentially larn more behaviors and accomplishments. One instructor thought that it is non possible to generalise the advantages for all kids, another one idea that its good to follow ABA rules when covering with behaviors of the kid, but non utile to utilize in all state of affairss at place. However, the 11 out of 13 instructors besides identified a figure of hazards with utilizing ABA outside school – 2 of the instructors thought there were no hazards at all. The chief hazard identified was that parents would necessitate to be decently trained in order to use ABA right and systematically with the manner it is done at school. Otherwise, kids could acquire confused, possibly unlearn some of the good behavior and accomplishments that they have acquired at school and perchance even acquire frustrated. Teachers besides mentioned that kids could go easy â€Å" prompt-dependant † , that Applied Behaviour Analysis is non a natural manner to educate or handle kids and if applied throughout would make an unrealistically structured universe for the kid with autism. One instructor besides mentioned that utilizing ABA both inside and outside school could be excessively much for kids, as the plan is really intensive. Of the six parents take parting in the questionnaire, 5 presently use ABA rules at place. However the strength varies a batch between the households. One female parent indicated she used it 80 % of the clip, two moths use it in the eventides or on Saturday forenoon, one mainly for lavatory preparation and the 5th female parent gave no clear indicant of how much she used it but said that she would utilize it â€Å" to generalise what is taught at school † . Asked about whether they would see utilizing ABA more at place, parents ‘ sentiments seem to be divided: three replied that they would non utilize it more, or merely if a new debatable behaviour would emerge, while two said that they would wish to utilize it more, e.g. during school vacations. One of these two said that she would necessitate more support and preparation. The 6th female parent gave no response at all to this inquiry. Teachers and healers believe that the chief grounds why parents do non utilize Applied Behaviour Analysis at place are linked to a deficiency of the necessary clip and cognition. Some instructors besides believe that other household committednesss, e.g. other kids and spouse, and a deficiency of support play a function in it. One instructor suspects that some parents may differ with ABA and that there might non be adequate communicating and trust between the parents and the school. Asked about how parents could be encouraged to utilize ABA more at place, instructors believe that both preparation and place visits would be most of import. Two instructors besides think that a better communicating between the school and the parents would assist, while some suggest that parents should see the school more frequently and, for illustration, attend workshops or merely detect their kid in schoolroom. One instructor besides believes that more support is needed to acquire parents more involved in Applied Behaviour Analysis programmes at place. Finally, parents were asked about any other intercession techniques they used to handle their autistic kids. Two of them answered that they were utilizing the Relationship Development Intervention ( RDI ) , one tried the Son-Rise Programme and yet another female parent uses a gluten casein free and OT free diet. The two staying parents indicated that they were non utilizing any other intercessions.

The Riz-Carlton Applicaiton Summary

1999 Application Summary THE RITZ-CARLTON ® HOTEL COMPANY, L. L. C. Copyright  © 2000 by THE RITZ-CARLTON ® HOTEL COMPANY, L. L. C. – All Rights Reserved THE RITZ-CARLTON ® HOTEL COMPANY, L. L. C. at a Glance Products and Services: The Ritz-Carlton Hotel Company, L. L. C. develops and operates luxury hotels for others. The hotels are designed and identified to appeal to and suit the requirements of its principal customers who consist of: (1) Meeting Event Planners and (2) Independent Business and Leisure Travelers. President & COO: Horst Schulze Headquarters: 3414 Peachtree Road, N. E. Suite 300 Atlanta, Georgia 30326Operations: One Central Reservations Office Seven International Sales Offices (ISO’s) 24 Hotels and Resorts in North America Two Hotels in Europe Eight Hotels and Resorts in Asia Two Hotels in Australia 30 Hotels under Development Customer Base: Over 800,000 Customers World-wide 1999 Revenue: $1. 5 Billion. A 40% increase over the previous five year s. Employees: 17,000 World-wide, known as The Ladies and Gentlemen of The Ritz-Carlton History: Established in 1983, the former owner, W. B. Johnson Properties, acquired the exclusive North American rights to the Ritz-Carlton trademark, the foremost ame in luxury hotels. This status was largely due to the legendary Caesar Ritz who developed and operated two of the world’s best hotels in Paris and London. The hotels achieved such fame in the marketplace that they attained what is often referred to as â€Å"The Ritz Mystique†. In 1995, The Ritz-Carlton was jointly acquired by Marriott International Inc. to achieve their strategy of entering the luxury hotel segment of the industry; the takeover/merger occurred in 1997. Copyright  © 2000 by THE RITZ-CARLTON ® HOTEL COMPANY, L. L. C. – All Rights Reserved The Ritz-Carlton Hotel Company, L. L. C. 999 Application Summary Overview A History of Managing for Performance Excellence in the Hotel Industry Most hotels re mained profitable despite these quality deficiencies because competitors had similar problems. Previously, in tiny hotels and inns, the innkeeper directed activities in the organization personally, including â€Å"managing for quality†. As hotels grew in size, the volume of activity outgrew the capacity of the innkeeper to manage by personal direction – it became necessary to delegate. Ritz-Carlton Returns to the Fundamentals: Upper Management Participation Then came 1983 and Horst Schulze. More Summary of Devil at My HeelsThe pace quickened with a lengthy procession of new Ritz-Carlton Hotels under development. Faced with this challenge, Horst Schulze and his team decided to personally take charge of managing for quality because they realized managing for quality could not be delegated! Apprentices were trained in the craft and qualified by examination to become craftsmen. The innkeeper – the master – then delegated much of the managing for quality to the craftsmen, subject to inspection and audit by the master. Many of our standards go back 100 years to this era of Caesar Ritz and the legendary Chef August Escoffier.The upper management participation of Horst Schulze and his team ranged across a broad spectrum, but most significant activities consisted of: As we entered the 20th century, the size of a hotel and its organization sharply increased. The resulting large hotels required functional departments. The innkeeper – now a general manager â₠¬â€œ delegated to each functional department head the responsibility for quality, for performing the function correctly. †¢ Defining the traits of all company products which are set out in The Credo. For a full explanation of The Credo, see Figure 1 on page 2. With the emergence and growth of technology, hotel roducts and processes became increasingly complex. To deal with these new complexities the hotel industry adopted the principle of separating planning from doing. Planning of the various departments was delegated to division and department heads (e. g. Food & Beverage managers, Rooms Executives, Purchasing Directors, etc. ). This left the job of executing the plans to the first-line supervisors and the workforce. The separation of planning from execution had four major consequences. †¢ Translating The Credo into basic standards to clarify the quality responsibilities for our Ladies and Gentlemen; the ost important of which include: (1) anticipating the wishes and nee ds of the guests (2) resolving their problems and (3) genuinely caring conduct towards guests and each other. 1. A factory concept emerged in which people were assigned one task rather than a single craftsman performing the entire sequence of tasks. In this factory approach, if task #11 was causing a problem for task #24, it wasn’t identified until it reached the customer, and even then the problem likely continued. 2. A dramatic rise in productivity. 3. The segregation of divisions and departments. 4. A further distancing of upper managers from the job of anaging for quality. †¢ Aggressively instilling a passion for excellence. †¢ Personally training the Ladies and Gentlemen of a new Ritz-Carlton on The Credo and Basic Standards, commonly referred to as The Gold Standards, which are shown on page 2 as Figure 1. Another Major Change, A Comprehensive Structure By 1989 Horst Schulze realized that a more comprehensive structure was necessary for the Ritz-Carlton to opt imize its performance. He selected the Malcolm Baldrige National Quality Award Criteria. Through the use of this assessment tool and the resulting feedback reports,The Ritz-Carlton developed a â€Å"Roadmap† to business excellence (see pages 3-4) which has attained significantly higher performance levels. A major ingredient of this approach was involving people in the planning of the work that affects them. The progressive removal of upper management from managing for quality produced negative effects on quality. Typically, performance either fell short of customer need or the cost to meet the need became excessive. In addition, the hotels accumulated huge chronic costs as a result of poor quality. 1 THREE STEPS OF SERVICE 1 A warm and sincere greeting. Use the guest name, if nd when possible. 2 Anticipation and compliance with guest needs. â€Å"We Are At The Ritz-Carlton, our Ladies and Gentlemen are the most important resource in our service commitment to our guests. Ladi es and By applying the principles of trust, honesty, respect, integrity and commitment, we nurture and maximize talent to the benefit of each individual and the company. Gentlemen Serving Ladies and The Ritz-Carlton fosters a work environment where diversity is valued, quality of life is enhanced, individual aspirations are fulfilled, and The Ritz-Carlton mystique is strengthened. Gentlemen† THE RITZ-CARLTON ® CREDOThe Ritz-Carlton Hotel is a place where the genuine care and comfort of our guests is our highest mission. We pledge to provide the finest personal service and facilities for our guests who will always enjoy a warm, relaxed yet refined ambience. The Ritz-Carlton experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of our guests.  © 2000, The Ritz-Carlton Hotel Company, L. L. C. All Rights Reserved 2 The Ritz-Carlton ® Basics 1. The Credo is the principal belief of our Company. It must be known, owned and energ ized by all. 2. Our Motto is: â€Å"We are Ladies andGentlemen serving Ladies and Gentlemen. † As service professionals, we treat our guests and each other with respect and dignity. 3. The Three Steps of Service are the foundation of Ritz-Carlton hospitality. These steps must be used in every interaction to ensure satisfaction, retention and loyalty. 4. The Employee Promise is the basis for our Ritz-Carlton work environment. It will be honored by all employees. 5. All employees will successfully complete annual training certification for their position. 6. Company Objectives are communicated to all employees. It is everyone’s responsibility to support them. 7.To create pride and joy in the workplace, all employees have the right to be involved in the planning of the work that affects them. 8. Each employee will continuously identify defects (M. R. B. I. V. ) throughout the Hotel. 9. It is the responsibility of each employee to create a work environment of teamwork and lateral service so that the needs of our guests and each other are met. 10. Each employee is empowered. For example, when a guest has a problem or needs something special, you should break away from your regular duties to address and resolve the issue. 11. Uncompromising levels of cleanliness are the responsibility of every employee. 2. To provide the finest personal service for our guests, each employee is responsible for identifying and recording individual guest preferences. 13. Never lose a guest. Instant guest pacif ication is the responsibility of each employee. Whoever receives a complaint will own it, resolve it to the guest’s satisfaction and record it. 14. â€Å"Smile – We are on stage. † Always maintain positive eye contact. Use the proper vocabulary with our guests and each other. (Use words like – â€Å"Good Morning,† â€Å"Certainly,† â€Å"I’ll be happy to† and â€Å"My pleasure. †) 15. Be an ambassador of your Hotel in a n d o u t s i d e o f t h e wo r k p l a c e .Always speak positively. Communicate any concerns to the appropriate person. 16. Escort guests rather than pointing out directions to another area of the Hotel. 17. Use Ritz-Carlton telephone etiquette. Answer within three rings with a â€Å"smile. † Use the guest’s name when possible. When necessary, ask the caller â€Å"May I place you on hold? † Do not screen calls. Eliminate call transfers whenever possible. Adhere to voice mail standards. 18. Take pride in and care of your pers o n a l a p p e a r a n c e . E v e r yo n e i s responsible for conveying a professional image by adhering to RitzCarlton clothing and grooming standards. 19.Think safety first. Each employee is responsible for creating a safe, secure and accident free environment for all guests and each other. Be aware of all fire and safety emergency procedures and report any security risks immediately. 20. P r o t e c t i n g t h e a s s e t s o f a R i t z Carlton hotel is the responsibility of every employee. Conserve energy, properly maintain our Hotels and protect the environment.  © 2000, The Ritz-Carlton Hotel Company, L. L. C. All Rights Reserved Figure 1 The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary 3 Fond farewell. Give them a warm good-bye and use their names, if and when possible.THE EMPLOYEE PROMISE The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary The Ritz-Carlton Chronology of Performance Excellence Genesis 1890’s Caesar Ritz defines Standards for a Luxury Hotel Apprentice Programs, Inspection/Audit by the Master 1900 General Manager Concept Delegation of Quality to Functional Managers Managers Plan / Workers Do 1980 1983 Extensive Participation of Horst Schulze in the Management of Quality †¢ The Credo †¢ Basic Standards for The Ladies and Gentlemen †¢ A Passion for Excellence 1988 1989 MBNQA Audits and Feedback Business Excellence Roadma p (Figure 3) Involving People in the Planning f the Work that Affects Them 1999 100% Employee Pride & Joy Zero Customer Difficulties 100% Customer Loyalty Figure 2 2003 3 The Ritz-Carlton Business Excellence Roadmap Deployment â€Å"Do† Results â€Å"Check† Improvement â€Å"Act† A Passion for Excellence Senior Leaders â€Å"Start-Up† new hotels Performance Evaluations Development / Training Plans Distribution of â€Å"The Pyramid† Leadership Center Daily Reinforcement of The Gold Standards 1. Leadership Approach â€Å"Plan† The Seven Pyramid Decisions MBNQA Developmental Job Assignments Basic Empowerment Process Divide/Subdivide Objectives Select Process Owners Actual versus Planned performance comparedQuarterly by Upper Managers at the corporate and hotel level Act on the Differences Evaluate / Improve Planning Process Develop Processes Provide Necessary Resources Daily Operations review by the workforce 4 3. Customer and Market Focus Mark et Research that concentrates on the quality of the hotel facility and operations 6P’s Concept Operation of the â€Å"CLASS† Database Daily Hotel Measurement †¢ SQI †¢ RevPAR by Market Segment Evaluate / Improve Annually Standard Performance Measurement Monthly Measurement †¢ Advance Bookings †¢ Customer Satisfaction †¢ RevPAR †¢ P&L 4. Information and Analysis Selecting Performance Measurements for: Upper Managers †¢ Daily Operations Individual Process Owners select Performance Measurements for: †¢ Upper Managers †¢ Daily Operations Comparative Benchmarking Share/Replicate Best Practice Performance, On-Going Figure 3 Statistically Trained Employees, Consulting Specialists Continuous Improvement The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Fact-based Strategic Objectives Fact-based Key Process Identification 2. Strategic Planning The Ritz-Carlton Business Excellence Roadmap MBNQA 5. Human Resources Devel opment and Management Approach â€Å"Plan† Results â€Å"Check† Improvement â€Å"Act† Employee Education, Training andDevelopment Q. S. P. Site Visits by Senior H. R. Leaders Day 21/365 Training Certification Review Performance Appraisal Evaluations Analysis of Employee Surveys Analysis of Employee Surveys 6. Process Management Manage Key Production and Support Processes Incorporate changing Customer requirements P. Q. I. 5 S. Q. I. Major changes that require project management The GreenBook Process Audits Incremental Day-to-Day Improvements Actual versus Planned Performance compared quarterly by Senior Leaders at the corporate and hotel level Continuously and Forever Improve Process Owners Modify Processes for each new hotel 7. BusinessResults Strategic Objectives define long-term targets Lead People Manage Processes Tactical Processes set annual targets Standard Performance Measures Daily Operations Review by the workforce Figure 3 (continued) The Ritz-Carlto n Hotel Company, L. L. C. 1999 Application Summary Jobs are designed so our people: †¢ Know what to do †¢ Know how well they are doing †¢ Can regulate the process or their own personal conduct Deployment â€Å"Do† The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Leadership as The Gold Standards, Figure 1, page 2. These standards consist of: (1) The Credo (2) The Basics (3) Three Steps ofService (4) Motto and most recently, (5) The Employee Promise. These standards have had a long life with only The Basics changing with business conditions. Our Senior Leaders continue the strong excellencedriven leadership that began in 1983 and resulted in us becoming a recipient of the 1992 Malcolm Baldrige National Quality Award. In the years following the award they actually increased their involvement in both the improvement and operation of our structured approach to business excellence. A summary of this business excellence roadmap is shown in Figure 3, p age 4. Collectively, these standards have an incredible empowering effect on TheRitz-Carlton Ladies and Gentlemen to think and act independently with innovation for both the benefit of the customer and our organization. Approach â€Å"Plan† Since The Credo stresses â€Å"providing the f inest and anticipating the unfulf illed wishes of our guests,† The Ritz-Carlton Ladies and Gentlemen continually learn and innovate. The Three Steps of Service, combined with our basic empowerment process shown below in Figure 1. 2 promotes innovative, quick personal service. Our Senior Leaders have a passion for excellence, largely because of: (1) the performance expectations of Horst Schulze (2) our Gold Standards and (3) the Pride and Joy of chieving excellence. The seven specific decisions made by our Senior Leaders, collectively, to set direction for business excellence are shown below: 1. 2. 3. 4. 5. 6. 7. Deployment â€Å"DO† The specific actions taken by our Senior Leader s to deploy our leadership approach consist of three major processes: 10 Year Vision 5 Year Mission 3 Year Objectives 1 Year Tactics Strategy Methods Foundation 1. Since 1984, all members of Senior Leadership have personally ensured that each new hotel’s goods and services are characteristic of The Ritz-Carlton on opening day. Since six to seven hotels open each year, our leaders pend at least six to seven weeks working with our Ladies and Gentlemen (using a combination of hands-on behavior modeling and reinforcement) during the seven day countdown to opening. This includes the President and COO who personally demonstrates the guest/employee interface image and facilitates the first vision statement The process for providing our Senior Leaders with the necessary data and analysis to make these key decisions is explained fully in the Strategic Planning section. It is worth mentioning that our Senior Leaders personally established our foundation, which is now referred toThe Bas ic Empowerment Process Three Steps of Service 1 Warm Welcome 2 Anticipation and Compliance with Guest Needs Employee Senses Guest Wish or Need Employee Breaks Away from Routine Duties Employee Applies Immediate Positive Action Determine Guest Reaction If Satisfied If Dissatisfied 3 Fond Farewell Document the Incident Employee Returns to Routine Duties Figure 1. 2 6 Guest Memory System Escalate the Complaint The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Results â€Å"Check† session for each newly formed department. During these formative sessions which all employees must attend, thePresident and COO personally interacts with every new employee both individually and in a group setting. His in-depth knowledge of hotel operations and enthusiasm for The Gold Standards are an inspiration for all concerned. Leadership effectiveness is evaluated (1) On key questions of our semi-annual employee satisfaction results (these questions reveal if the respective leader h as gained the full support of the Ladies and Gentlemen regarding our Gold Standards). (2) Through audits on public responsibility (i. e. Life Safety Systems, Security Systems, Food Preparation and Alcoholic Beverage Service, Environmental Stewardship). . The results of the seven specific decisions from the annual strategic planning process are arranged in a â€Å"Pyramid Concept† and distributed throughout the organization. The 2000 Pyramid is shown in Figure 1. 3. Improvement â€Å"Act† Gaps in leadership effectiveness are ad3. The Gold Standards are reinforced daily dressed with development/training plans. For in a variety of forums which include: (1) widespread deficiencies, the corporate human lectures at new employee orientation (2) resource function develops/improves courses, developmental training (3) daily line-up processes or facilities.As a result, we have 10 YEAR VISION meeting (4) administration of both posdeveloped a leadership center at Corporate To be Th e itive and negative reinforcement (5) Headquarters. In addition, we make exPremier Worldwide mission statements displayed (6) distensive use of developmental job assignProvider of Luxury tribution of Credo Cards (7) The ments. Credo as first topic of internal Travel and Hospitality Prodmeetings and (8) peer pressure. ucts and Services 5 YEAR MISSION Product and Profit Dominance OBJECTIVES T h e V i t a l – Fe w O b j e c t i v e s TACTICS Key Production and Business ProcessesSTRATEGY C u s t o m e r a n d M a r k e t Fo c u s S t r a t e g y w i t h Action Plans METHOD TQM – Application of Quality Sciences  · M a l c o l m B a l d r i g e N a t i o n a l Q u a l i t y Aw a r d C r i t e r i a  · T h e G r e e n B o o k – 2 nd E d i t i o n FOUNDATION Va l u e s a n d P h i l o s o p h y – T h e G o l d S t a n d a r d s Credo  · Motto Three Steps of Service  · Basics  · Employee Promise Copyright  © 2000 by THE RITZ-CARLTON HOTEL COMPANY, L. L. C. – All Rights Reserved Figure 1. 3 7 The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Strategic Planning Planning ProcessAt The Ritz-Carlton, Strategic Development is the process that enables Senior Leaders to make specific decisions that set direction for Business Excellence. 1 Macro Environment Analysis Confirm/Modify Vision, Mission, Strategy, Methods, Foundation Approach â€Å"Plan† A description of the three major components of our planning process, including the pre-work known as the Macro Environment Analysis, is show in Figure 2. 1. Macro-Environment Analysis This extensive analysis is done to understand the current state (and expected future state) of the Macro Environment in which we operate our company.The key result of the analysis is a projection of the future state of The Ritz-Carlton relative to competitors and the expectations of hotel owners in primary performance areas. Subsequently, gaps are identified. 2 Select RITZ-CARLTON Str ategic Mandates 3 Develop RITZ-CARLTON â€Å"VitalFew† Objectives and Targets March—June Figure 2. 1 Step 1 March – June Using the Macro Environment Analysis, Senior Leaders confirm the 10 Year Vision, 5 Year Mission, Strategy, Methods and Foundation or make changes. Step 2 March – June Deployment Process 5 1 Reinforce Pyramid Concept/ Plans/Budget Develop Production Processes 6Using the Macro Environment Analysis, strategic mandates are identified along with gaps in performance. Step 3 March – June The strategic mandates and the gaps identified in the Macro Environment Analysis are used to create the Vital-Few Objectives for the next three years. The Objectives are designed to address the projected gaps identified in the Macro Environment Analysis and to maintain or enlarge The Ritz-Carlton advantage over competitors where these advantages exist. VitalFew Objectives are separated into multiple categories for two purposes: (1) respond to the Strate gic Mandates and (2) represent all who are ffected by The Ritz-Carlton. The output of this step becomes our Pyramid (Figure 1. 3, page 7). Communicate Pyramid Concept to the Ladies and Gentlemen 2 Deploy Support Processes 7 Execute Plans 8 3 Develop Preliminary Plans / Budgets for L. L. C. and Hotels Daily Line-Up Reinforcement on-going throughout the year 9 Evaluate/Improve Planning Process 4 Finalize RITZ-CARLTON Pyramid Plan, Budgets for L. L. C. and Hotels Conduct Monthly Reviews of Plan at all levels. Collect information for the next cycle. October—February July—September Figure 2. 2 8 The Ritz-Carlton Hotel Company, L. L. C. 999 Application Summary Deployment â€Å"DO† Activities that have been agreed upon are then tied into our financial planning and budget process. The specific actions by Senior Leaders to deploy the Vital-Few Objectives are shown in Figure 2. 2. Steps 5 – 7 October – February Step 5 occurs during our semi-annual General Ma nagers meeting which sets in motion steps 6 and 7. Step 1 July – September Key Production processes are identified by three criteria: (1) work that ranks very important to customers (2) work that is rising in importance to customers and (3) work that is poor in comparison to competitors.These processes must then be developed and deployed. This is done by process owners at the corporate level. For a discussion of these processes and how they are developed see Section 6, Process Management. Step 8 On-Going Throughout the Year Every day, in every work area, on every shift, a brief line-up meeting is held. During these formative sessions, the Pyramid Concept is deployed, The Gold Standards are reinforced and good ideas are shared. Step 9 Annually Step 2 July – September Each year the Vice-President of Quality is responsible for evaluating and improving the Strategic Planning Process.Benchmarking other Baldrige recipients is used extensively for continuous improvement. Supp ort processes are deployed to the support functions of the organization. These processes indirectly affect our products and enable us to reach our Vital-Few Objectives. These processes are also developed/deployed by corporate process owners at the corporate office. Results â€Å"Checks† Monthly performance reviews of the the Strategic Plan are conducted by the upper managers at the corporate and hotel level. The framework of a typical review is shown in Figure 2. , which focuses on the pre-established performance indicators of the Vital-Few Objectives as well as key processes. This information allows us to easily make improvements and benchmarking comparisons which are discussed in Category 4. Steps 3 – 4 July – September To bring out into the open the resources required to reach our Vital-Few Objectives, we involve the Ladies and Gentlemen of The Ritz-Carlton. First, we communicate the measures and targets of our Vital-Few Objectives to lower levels of the orga nization. The lower levels then identify the deeds, that if done, will collectively meet the objectives.The lower levels also â€Å"submit the bill† to perform these deeds. Focus Indicators What’s Reviewed Employee Pride & Joy †¢ Key Survey Questions †¢ Turnover Actual versus Plan / Trends Customer Loyalty †¢ Overall Customer Satisfaction †¢ Customer Difficulties Revpar / P&L †¢ Advance Bookings †¢ Market / Business Performance Actual versus Plan / Foremost Competitor, Trends Actual versus Plan / Industry Trends Key Processes †¢ Key Production and Actual versus Support Processes Plan / Trends Figure 2. 3 Process Owner †¢ Human Resource Director †¢ Operations Director †¢ Quality Director †¢ Marketing Director †¢ Finance Director Functional Leaders 9 The quarterly performance reviews are translated into opportunities for improvement and innovation. These decisions are determined by process owners with assistance from the special organization of Directors of Quality. Widespread understanding and involvement of findings and actions are deployed to lower levels through: (1) the traditional hierarchy (2) process owners and teams and (3) Commitment to Quality newsletters. Another form of improvement is the evaluation of the Strategic Planning Process. The Vice-President of Quality is responsible for developing, benchmarking and improving his process. The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Customer and Market Focus A particularly noteworthy tool that we use is CLASS (an automated â€Å"memory system† that links returning guests to their preferences). The practice of remembering regular guests creates lasting relationships, which is a major competitive advantage for us. The types of information stored in the CLASS database are given in Figure 3. 2 . At The Ritz-Carlton, customer and market focus concentrates on the information needed for hotel development and ope ration explained in Section 6, Process Management.Approach â€Å"Plan† In addition, we utilize other information technology: (1) DFS (2) Product Quality Indicators (PQI) and (3) Service Quality Indicators (SQI), explained in the next Section, Information and Analysis. The many needs and sources of this information (i. e. market research) are summarized in Figure 3. 1. Needs and Sources of Market Research at The Ritz-Carlton Needs for Market / Customer Information Brought to our Attention Readily Available but Requires Analysis Determination of Market Segments †¢ Sales and Marketing function ranks potential and current customers by volume, geography and profit Analysis of â€Å"CLASS† database Identifying Potential Customers Relative Priorities of Customers †¢ â€Å"Automated Memory System† that links returning guests to their preferences Widespread Customer Dissatisfaction Competitive Quality Status Opportunities for Improving RevPAR through Quality â € ¢ Alliances with Travel Partners (Airlines, Credit Card Companies, Convention Bureaus, etc. ) †¢ Same as above †¢ Focus Groups †¢ Customer Satisfaction results †¢ Use of Information Technology †¢ DFS Demand Forecast Individual Dissatisfaction of Customers Must be created by a Special Study †¢ Complaints, Claims, ClientAlerts, Feedback from the Salesforce, Summarized in the SQI/PQI †¢ Pareto analysis of the SQI and PQI †¢ Ratings from Customers, Star Report, Salesforce reports †¢ Summary of above analysis †¢ Summary of above †¢ Criteria, Rating and Awards from Travel Industry publications †¢ Pareto analysis to identify major causes of customer dissatisfaction Figure 3. 1 10 †¢ Interviews with customers †¢ World-Class customer and employee satisfaction data †¢ Special psychological studies to understand: 1. What Customers mean, not what they say 2. How to appeal to the customer in the language they most und erstandThe Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Deployment â€Å"DO† to remember returning guests and generate essential preference and schedule information to all concerned. In this way, the Ladies and Gentlemen of The Ritz-Carlton and our suppliers understand what is â€Å"new or different† about each individual customer or event. The specific actions taken by our Sales and Marketing Leaders to deploy our Market Research conclusions consist of four major processes: (1) The 6 P’s Concept (2) Operation of the CLASS database (3) Complaint Resolution Process and (4) Standard Performance Measurements.Standard Measurements The Six P’s Concept The major components of our Sales and Marketing Performance Management System are shown in Figure 3. 3. Since these measures both precede and lag the operation they are both forward-looking and reaction based. After we gain a full understanding of our market segments, customers and their relative priorities, we develop and distribute, internally, a 6P’s Concept. The concept consists of: (1) Problem or need of the Customer (2) Product (what is it) (3) Promises (what it can do for the customer) (4) Personal Advantage (what can the customer do because of it) 5) Positioning (the benefit of it versus the competition) and (6) Price/Value (what customers must give up in time or money to get it). These concepts lay the groundwork for process design. Subject Advance Bookings The 6P’s concept typically creates a vision of wellbeing, which results from the purchase of Ritz-Carlton products – genuine care, comfort and prestige. By disseminating this information into the marketplace, we reinforce an aura of competence. Service Quality Indicators (SQI) measure The Gold Standards Revenue Per Available Room (RevPAR) Customer Satisfaction Determination The P&L StatementFigure 3. 3 Operation of the CLASS Database Precede / Lag Operations Precedes up to several years Lags by One Day Results â€Å"Check† A major challenge faced by The Ritz-Carlton is to remember each of its 800,000 plus customers. In response, a special organization exists in each of our hotels called Guest Recognition. This special function uses the CLASS database Lags by One Day Lags by 45 Days Lags by 40 Days The effectiveness of our Customer and Market Focus is evaluated through reviews of our standard performance measures daily, monthly and annually. Daily reviews at hotels consist of SQI and RevPAR y market segment and performance. †¢ †¢ †¢ †¢ †¢ Likes/Dislikes Previous Difficulties Family Interests Personal Interests Preferred Credit Cards Recency/ Frequency of Use †¢ By Hotel †¢ All Hotels Lifetime †¢ Usage †¢ Amount of Purchase Monthly reviews at all levels consist of Advance Books, Customer Satisfaction, RevPAR by Market Segment and the P&L Statement. Knowledge of Individual Customers, Stored in CLASS Database Annual revie ws at the corporate level are contained in our Strategic Planning Pre-Work, Macro Environment Analysis. Improvement â€Å"Act† The daily and monthly reviews identify performance gaps to be corrected.The extensive analysis of the Macro Environment Analysis drives confirmation or changes in marketing strategy, objectives and plans. Figure 3. 2 11 The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Information and Analysis The PQI are our Product Quality Indicators, which consist of the 10 most serious defects that can occur in the development phase of a new Ritz-Carlton Hotel, listed in Figure 4. 4. Approach â€Å"Plan† Two basic types of measurements are used at The Ritz-Carlton: (1) organizational measurements for upper managers at both the corporate and hotel levels and (2) operational (i. . process) measurements for planning, assessing and improving daily operations. A further distinction in our measurement is whether it provides information before, dur ing or after operations (Figure 4. 1–4. 3). PQI Defects 1. Sub-Standard Management Contract 2. Missing / Wrong Concepts 3. Late Feasibility Study 4. Wrong / Late Schematic Design 5. Detailed Design Changes 6. High-Risk Facility Suppliers 7. Late Construction Days 8. Missing / Inadequate Key Production and Support Processes 9. Inadequate Pre-Sales Results 10. Inadequate Caring Mindset of Employees Figure 4. 4Before Operations Measures Subject MacroEnvironment Analysis Unit of Measure Summaries of Performance, Money, Ratios, Indexes New Hotel Development Defect Points (i. e. PQI) Daily Variable Demand Production/Hours worked ratio Use Annual Input for Senior Leaders to reset organizational and operational measures Measures for Senior Leaders to plan, assess and improve each new hotel development Plan daily operations and pricing Since our customer requirements extend beyond the functional to the sensory (which are difficult to measure), we rely on The Gold Standards to measure quality during operations.Most of these measures are used by line level employees. We can do this effectively since the workforce is selected, trained, certified, reinforced and rewarded through our Gold Standards, This qualifies them to design the appropriate sensory measurements that allow them to assess their work and take appropriate actions. Figure 4. 1 The SQI are our Service Quality Indicators, which consist of the 10 most serious defects that can occur during the regular operation of a Ritz-Carlton hotel. The seriousness of each defect is weighted by a point value listed in Figure 4. 5. During Operations Measures SubjectThe Gold Standards Unit of Measure Taste, Sight, Smell, Sound, Touch Use Operational measures for the individual Employee to Plan, Assess and Improve their Work SQI Defects 1. Missing Guest Preferences 2. Unresolved Difficulties 3. Inadequate Guestroom Housekeeping 4. Abandoned Reservation Calls 5. Guestroom Changes 6. Inoperable Guestroom Equipment 7. Unread y Guestroom 8. Inappropriate Hotel Appearance 9. Meeting Event Difficulties 10. Inadequate Food/Beverage 11. Missing/Damaged Guest Property / Accidents 12. Invoice Adjustment Figure 4. 5 Figure 4. 2 After Operations Measures Unit of Measure OrganizationalPerformance Indicators, Money, 1–5 Scale, Percentages Key Production Weighted Defect Points (SQI) and Support Production/Hours Processes worked ratio Revenue per Available Room Figure 4. 3 Subject Vital-Few Objectives Use Improve Organizational Performance Improve Daily Operations Points 10 50 1 5 5 5 10 5 5 1 50 3 The total number of occurrences is multiplied by the weight, totaled and divided by the number of working days applicable to obtain an average daily point value. The average daily point value is disseminated to the workforce daily. Improve Pricing Policies 12 The Ritz-Carlton Hotel Company, L. L.C. 1999 Application Summary Comparative Benchmarking process owners to each metric associated with key production and sup port processes. There are three types of comparative data at The Ritz-Carlton: (1) comparisons to industry and our foremost competitor (2) benchmarks outside our industry and (3) benchmarks inside our company. Since we began formal benchmarking in the 1980’s, we have found this highly useful as it has pushed us over the years to even higher target levels of performance and roadmaps to get there. Figure 4. 6 details the sources of this data and the types of information that are analyzed.Since these process owners are heavily involved in designing the architecture of the data and information that they review, rarely do they see a fact or figure presented in a way they don’t understand. Results â€Å"Check† Since we place such a strong emphasis on fact-based decision making, reliability of the data is critical. We rely on our highly trained Ladies and Gentlemen (including statistically trained at all levels) to insure data and information reliability. At the corpor ate level, we assign individual process owners to assure data can withstand scrutiny and provide background information.We also retain third-party specialists to provide independent reviews of information analysis and processes. Deployment â€Å"DO† The specific actions taken by Senior Leaders to deploy the information and analysis approach is based on the concept of individual process owners. Individual Process Owners Improvement â€Å"Act† Our Senior Leaders and Hotel Guidance Teams have the high level organizational performance data they need because we assign individual owners to each metric associated with the Vital-Few Objectives. In addition, our Vice-President of Quality keeps our performance measurements current with business needs.Whenever our process owners and consulting specialists indicate a change of plan is needed, the plans are rewritten, rebudgeted and reapproved. Our Ladies and Gentlemen, on a daily basis, identify and implement improvements in perfo rmance measurement as expected in our culture and facilitated through the training and performance management programs outlined in Category 5. Our Ladies and Gentlemen have the operational performance data they need daily because we assign individual Sources of Comparative Data Internal Source External Information Source Each Hotel’s measurements in the areas RCHC of employee satisfaction, customerInformation, Analysis System satisfaction, RevPAR and operational performance are compared Information Ritz-Carlton Marketing and Finance RCHC functions compare us against our Information, Analysis System competitors in the area of market and business performance Process Champions Operations, Human Resources, Baldrige Award Marketing and Finance leaders drive Winners best practices and processes both up and down the organization Annually, the VP of Quality studies comparative data and best practices Regional VP Meeting These periodic meetings focus on review Kaznova of performance t o plan ConsultantsWorld-class benchmarks New Hotel Start-Up When Ritz-Carlton managers are assigned as trainers in a new hotel, they learn and share best practices Travel Publications, AAA, Mobil Criteria to identify industry trends and performance Best Practice Sharing Any â€Å"new idea† implemented is shared Mayflower company-wide via E-mail. Results and Group Improvements are communicated in the daily Commitment to Quality newsletter Travel Industry Criteria and Publications Figure 4. 6 13 The VP of Human Resources compares us to America’s most-admired companies (i. e. Fortune 500 and Baldrige winners) in the area of Employee SatisfactionThe Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Human Resource Approach Human Resource Focus Skilled and Empowered Work Force Operating with Pride and Joy Our human resource approach is summarized in Figure 5. 1, which is the well-established model that underpins and aligns our various human resource philosophies and programs. Ritz-Carlton Work Environment Approach â€Å"Plan† Ritz-Carlton Human Resources Fundamentals Our Senior Leaders decided to increase both the meaning and satisfaction our people derive from their work. This approach consists of three basic components: (1) ourLadies and Gentlemen know what they are supposed to do (2) they know how well they are doing and (3) they have the authority to make changes in the process under their authority or their own personal conduct. †¢ Quality Selection Process †¢ Orientation †¢ Training Certification †¢ Line-up and daily training †¢ Communication †¢ Personal and professional development †¢ Work/life issue management †¢ Job Enlargement †¢ Career progression †¢ Performance measurement †¢ Legal compliance †¢ Employee Rights †¢ Issue Resolution Process †¢ Reward and Recognition Know What They are Supposed To Do At Ritz-Carlton our Ladies and Gentlemen know hat they are supposed to: (1) learn and use The Gold Standards (2) master the procedures of their job (i. e. Training Certification) and (3) generate ideas to improve products, services and processes. Know How Well They Are Doing Figure 5. 1 We keep our Ladies and Gentlemen informed on how well they are doing in many forms. They receive coaching from managers and peers on individual tasks throughout the day. Our education and training is designed to keep individuals up to date with business needs. The Corporate Director of Training and Development and the Hotel Directors of Training and Development have the responsibility to make ure that training stays current with business needs. To do this, they work with Human Resource and Quality Executives who input organization and job performance training requirements or revise existing ones. The flow of this process is shown in Figure 5. 2. Key developmental training needs are addressed through a core of courses that all employees receive. Daily, th ey receive information from the SQI report. Finally, they receive semi-annual performance appraisals on their general performance. The Authority to Make Changes The ability of our Ladies and Gentlemen to regulate ow work gets done is assured through Basic Standards set out in The Credo Card, â€Å"People have the right to be involved in the planning of the work that affects them†. All employees (regardless of their level in the company) receive the same mandatory two day orientation process, which includes classroom type training on The Gold Standards and The GreenBook (page 16). Deployment â€Å"DO† As shown in Figure 5. 2, we use input from employees and their supervisors in determining educational needs primarily via a review and analysis of our performance appraisal documents.The Hotel Director of Training and Development and the Quality Trainers also receive and consider direct feedback from Ritz-Carlton personnel. When training is designed, it is piloted and appr oved in a fashion similar to the new product and service development process described in Category 3. Participants in the pilot provide direct, candid feedback to the designers and instructors. The specific actions taken to deploy our approach range across a broad spectrum, but most significant activities consist of: (1) The Quality Selection process and (2) Employee Education, Training and Development.Our President and COO started as a waiter’s apprentice in Europe, and many of our executives started as front line personnel in Ritz-Carlton Hotels and were promoted as they rotated jobs. Therefore, training receives the highest attention in our company. 14 The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Departmental Trainer Evaluate Student Reaction/Needs Managers/Training Director Evaluate Performance appraisals/training results Vice-President, Quality Determine Organizational Performance Excellence Requirements Vice President, Human Resources Determine Orga nizationalDevelopmental Training Requirements Corp Director of Training and Development The Ritz-Carlton Design of Courses Confirm/Modify existing processes/Facilities Develop/Improve Courses/Processes/Facilities Project Team Codeveloped with supplier of new equipment/ Technology Outsource Figure 5. 2 â€Å"themes† of each job. The graph also contains comparative data which consists of industry and Ritz-Carlton norms. Although job induction training is classroom delivered by the Director of Training and Development and the General Manager, most training delivery is on-the-job. This onsists of: (1) daily line-up (2) self-study documents (3) developmental assignments and (4) training certification. Most training is evaluated through examinations, while other methods include audits, performance reviews and appraisals. Day 21 21 days after orientation, each orientation class reunites for a day of evaluation and debriefing. A similar session occurs on or near day 365. Approximatel y 80% of the training received by The Ritz-Carlton Ladies and Gentlemen is from in-house sources which allows us to have direct control over the method of training delivery and evaluation.