jasmine hotel

STEPS TO ISO 9001 CERTIFICATION STEPS TO

ISO 9001 CERTIFICATIONCXCX

Steps to ISO 9001 Certification

ISO 9001/2015

1-161900836 / ‫رقم جامعى‬ ‫ياسر محمد المختار عبدربة‬

2-161901096 / ‫رقم جامعى‬ ‫ياسر عبود حسن عبود‬
 Quality management systems — Requirements
1) Scope
2) Normative references
3) Terms and definitions
4) Context of the organization
5) Leadership
6) Planning
7) Support
8) Operation
9) Performance evaluation
10) Improvement

1 Scope
Jasmine Hotel applies ISO 9001/2015 because this International
Standard specifies requirements for a quality management system
and the hotel needs to demonstrate its ability to consistently
provide service that meets customer and applicable statutory and
regulatory requirements and aims to enhance customer
satisfaction through the effective application of the system,
including processes for continual improvement of the system and
regulatory requirements.

2 Normative references
Jasmine Hotel applies ISO 9001/2015, Quality management
systems that in whole or in part, are normatively referenced in this
document and are indispensable for its application.

3 Terms and definitions

Jasmine Hotel depends on the ISO 9000:2015, Quality
management systems — Fundamentals and vocabulary.

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4 Context of the organization
4.1 Understanding the organization and its context

Top management of Jasmine Hotel has identified external and

internal issues that are relevant to its purpose and its strategic
direction and that affect its ability to achieve the intended result(s)
of its quality management system through:

1) Positive and negative factors or conditions for consideration.

2) Legal, technological, competitive, market, cultural, social,

and economic environments, whether international, national,
regional or local.

3) Values, culture knowledge and performance of the

organization.

4.2 Understanding the needs and expectations of

interested parties

Jasmine Hotel has identified the interested parties and the

requirements of them that are relevant to the quality management
system.

Internal and external interested parties of the hotel:

1) Customers:
There are the most important interested parties.

2) Governments & non-government organizations:

Such as:
 Ministry of Tourism
 Oversight Committee on hotels
 Food control authority

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 3) Employees:
All employees of all departments of hotel
 Front Office
 Housekeeping
 Maintenance
 Restaurant
 Kitchen
 Accounting
 Sales & Marketing
 Executive Team
 Human Resource
 Security

4) Shareholders:
Shareholders always are interested in how well QMS
performs. In particular, the expectations around continual
improvement could be extremely important for this
group of interested parties.

4.3 Determining the scope of the quality management

system
Jasmine Hotel has applied all the requirements of
ISO 9001/2015 Standard except clues 8-3 because it is not
applicable within the organization and this exception not
affect the organization’s ability or responsibility to ensure the
conformity of its services and the enhancement of customer
satisfaction.

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4.4 Quality management system and its processes

4.4.1
Jasmine Hotel has determined the processes needed for the
quality management system and their application throughout the
organization and has:

a) Determined the inputs required and the outputs expected

from these processes.
b) Determined the sequence and interaction of these
processes.
c) Determined and applied monitoring, measurements and
related performance indicators.
d) Determined the resources needed.
e) Assigned the responsibilities and authorities.
f) Evaluated these processes.
g) Improved the processes.

4.4.2
Jasmine Hotel has maintained documented information to support
the operation of its processes and retained documented
information to have confidence that the processes are being
carried out as planned.

The organization has created documentation system and has been

restructuring in four levels:

The first level: Quality manual

Level II: (business processes)

It is a set of procedures that covers all activities relating provided
service to hotel customers

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Level III: (Work Instructions)
And it includes written instructions and directions that show
employees how proper implementation of all the work that affect
the quality.

The fourth level: (forms and records)

All forms and records witch facilitate work and internal and external
communication.

5-Leadership
5.1 Leadership and commitment
5.1.1 General
Jasmine Hotel Top management has demonstrated leadership
and commitment with respect to the quality management system
by:
a) taking accountability of the effectiveness of the quality
management system
b) ensuring that the quality policy and quality objectives are
established
c) ensuring that the resources needed for the quality
management system are available
d) engaging, directing and supporting persons to contribute to
the effectiveness of the quality management system

5.1.2 Customer focus

Jasmine Hotel Top management has demonstrated leadership

and commitment with respect to customer focus by ensuring that:
a) Customer requirements statutory and regulatory
requirements are determined, understood and met
b) The risks and opportunities that can affect conformity of
products and services and the ability to enhance customer
satisfaction are determined and addressed
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 c) The focus on enhancing customer satisfaction is maintained.
5.2 Policy
5.2.1 Establishing the quality policy

Quality policy

In Jasmine Hotel Quality is important because

we value our customers. We strive to provide
our customers with products and services which
meet and even exceed their expectations.

We are committed to continuous improvement

and have established a Quality Management
System "ISO 9001:2015" which provides
a framework for measuring and improving
our performance.

We have the following systems and procedures in

place to support us in our aim of total customer
satisfaction and continuous improvement
throughout our business:-

1. measurable quality objectives which reflect our aims

2. Regular monitoring of customer feedback
3. Customer complaints procedure
4. Performance monitoring of suppliers
5. Training and development for our employees
6. Regular audit of our internal processes

7. Management reviews of audit results and

customer feedback
Finally, All Staff must consistently strive for a six sigma
target.
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5.2.2 Communicating the quality policy
Jasmine Hotel kept the quality policy
 Be available and be maintained as documented information
 Be communicated, understood and applied within the
organization.
 Be available to relevant interested parties, as appropriate.

5.3 Organizational roles, responsibilities and

authorities

Jasmine Hotel has ensured that the responsibilities and

authorities for relevant roles are assigned, communicated and

Jasmine Hotel Organizational structure

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 Example of Job description

Front Office Manager

Job Purpose
Reporting to the Rooms Division Manager, the Front Office Manager is in
charge of reception and the switchboard.
To be responsible for welcoming guests and handling any complaints. In
doing so, he or she:
 Supervises reservations and the allocation of bedrooms with the
Executive Housekeeper
 Monitors the customer accounts and till accounts
 Applies and ensures the application of the sales strategy to maximize
occupancy and average room price
 Co-ordinates the reception team, organizing its work and schedules

Key Responsibilities
 To monitor the quality of welcome extended to guests
 To recruit, train and motivate the members of the his or her team
 To ensure that all hotel standards and procedures are applied
 To manage daily billing and payments

Entry Requirements
Skills
 Use of Windows
 The ability to train and motivate a team
 The ability to be available to work nights, weekends or public holidays
 Sales ability
 Hospitality Adaptability: coping with the diversity of customers and their
needs
 Self-sufficiency
 Self-control: handling complaints
 Good relationship skills
 Team leadership Good memory: remembering guests
 Taking the initiative
 Discretion

Qualifications
 From A-levels to 2 years
 further education to HND standard or similar in Hotel or Tourism
 studies 4 years’ experience of reception
 Fluency in a second language is an advantage
 Good general level of education
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 Significant experience of Fidelio (reservations system)
6 Planning

6.1 Actions to address risks and opportunities

6.1.1

SWOT Analysis
Strengths
Advantages the company has over other competitors

Weaknesses
Areas that needs improvement compare to competitors

Opportunities
Trends and market gaps to take advantage of

Threats

External factors that can threaten business

6.1.2
The organization plans actions to address these risks and
opportunities and implement the actions into its quality
management system processes and then, evaluate the
effectiveness of these actions.

6.2 Quality objectives and planning to achieve them

6.2.1

Vision
To provide a memorable experience to all our customers in every
aspect of their stay

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Mission Statement
Jasmine Hotel is committed to excellence in the local and global
marketplace.
It is our goal to attract visitors from around the globe and various
markets.
As a certified hotel for five years, providing 100% guest satisfaction
is our number one commitment…

We are committed to our guests –

We will deliver 100% guest satisfaction

We are committed to our shareholders –

We strive to deliver high returns on investment

We are committed to our employees –

We train our employees, and give them the support they need to
work towards the accomplishment of our company goals

We are committed to leadership –

We continue to uphold our position as the number one hotel in the
country, and we will constantly strive to improve ourselves.

We are committed to Best Management Practices –

We will work towards our goal for environmental certification and
be vigilant of the impact we have on our environment.

We are committed to the Socio-

Cultural, Environmental & Economical aspect of our community

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Objectives

 To be seen as ‘Best in Class’ hotel operators by delivering

superior profitability whilst maintaining high levels of guest
satisfaction.

 To provide innovative management solutions (including Joint

Venture Investments) for hotel owners to help them achieve
their investment objectives.

 To ensure maintenance of hotel standards and development

of our human resources through training

 To ensure we attract, develop and retain the highest quality

employees.

 To provide excellent returns to investors, owners and

shareholders by ensuring that we use the most efficient
financial structures possible and deliver excellent levels of
profitability.

 Becoming actively involved within our community

 Finally, The Jasmine Hotel plays an important role in

protecting and enhancing our environment for future
generations. We can help to ensure this by: Minimizing our
waste, energy and water usage. Putting into practice the
three R's: Reduce, Reuse, and Recycle wherever possible.

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6.2.2
Action plan has developed which include:
a) Actions
b) Resources required
c) Responsible
d) Timeframe
e) Results

6.3 Planning of changes

Where the Jasmine Hotel determines the need for change to the
quality management system the change is carried out in a planned
manner
1) Understand the people
Stakeholders in Change:
Who are they? How might they behave?

The Psychology of Change:

How will they react when they are told?

Resistance to Change:
How might they push back against the change?

2) Understand the task

Diagnosing Change:
Investigation to understand the need for change

Scope of Change:
Both 'what' and 'who' affect the size of the project
.
Five Levels of Change:
From small to hug

3) Build the plans

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 Styles of Change:
The style used should match the scope.

The Change Delivery Plan:

Creating an unstoppable train of event

The Commitment Plan:

Bringing the people with organization

Sponsorship of Change:
Senior management support need.

Cultural Change Planning:

Understanding links between thoughts and actions.

Change Strategy:
Approaches that can be used

Four Change Strategies:

Four approaches you can use.

7-Supports
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7.1 Resources
7.1.1
General
Jasmine Hotel has determined and provides the resources
needed for the establishment, implementation, maintenance and
continual improvement of the quality management system.
The organization has considered:
a. The capabilities of, and constraints on, existing internal
resources
b. What needs to be obtained from external providers?

7.1.2
People
Jasmine Hotel has determined and provides the persons
necessary for the effective implementation of its quality
management system and for the operation and control of its
processes.

In order to increase efficiency in hiring and retention and to ensure

consistency and compliance in the recruitment and selection
process, Jasmine Hotel has applied the following steps:

Step 1: Identify Vacancy and Evaluate Need

Step 2: Develop Position Description
Step 3: Develop Recruitment Plan
Step 4: Select Search Committee
Step 5: Post Position and Implement Recruitment Plan
Step 6: Review Applicants and Develop Short List
Step 7: Conduct Interviews
Step 8: Select Hire
Step 9: Finalize Recruitment
7.1.3

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Infrastructure
Jasmine Hotel has determined and provides and maintains the
infrastructure for the operation of its processes to achieve
conformity of services.

The organization has established policies and procedures to

describe the processes related to:
a. Buildings and associated utilities
b. Equipment including hardware and software
c. Transportation resources
d. Information and communication technology

7.1.4
Environment for the operation of processes
Jasmine Hotel has determined and provides and maintains
the environment necessary for the operation of its processes
and to achieve conformity of products and services through
top five environmental management strategies affecting
Jasmine Hotel's bottom line:

1) Changing Staff Practices to Reduce Waste and Conserve

Resources

2) Improving End Use Efficiency

3) Investing in Cost-Effective Renewable Energy Systems

4) Implementing and EMS (Environmental Management

System) for Continuous Improvement

5) Establishing "Outside the Fence" Partnerships to Green the

Supply Chain

7.1.5

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Monitoring and measuring resources
7.1.5.1 General
Jasmine Hotel has determined and provides the resources
needed to ensure valid and reliable results when monitoring or
measuring is used to verify the conformity of services to
requirements.

The organization has ensured that the resources provided:

a. Are suitable for the specific type of monitoring and
measurement activities being undertaken

b. Are maintained to ensure their continuing fitness for

their purpose.

7.1.5.2 Measurement traceability

Jasmine Hotel has established polices and procedure to
explained the calibration process of the hotel because calibration is
very relevant in hotel business and is required in some parts by
law. So, any mechanical or electrical equipment will require
calibration.

For example:
In kitchen all weighing scale, thermometers, dish washer have to
be calibrated.

7.1.6
Organizational knowledge
Jasmine Hotel has determined the knowledge necessary for the
operation of its processes and to achieve conformity of services.
This knowledge has be maintained, and made available to the
extent necessary.

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Jasmine Hotel has established polices and procedure to
explained the information management process of the hotel.

Hotel knowledge is knowledge specific to the organization; it is

generally gained by experience. It is information that is used and
shared to achieve the organization’s objectives.

Hotel knowledge is based on:

a. internal sources
 Knowledge gained from experience
 Lessons learned from failures and successful
projects
 The results of improvements in processes and
services

b. External sources
 Standards
 Conferences
 Gathering knowledge from customers or external
providers

7.2 Competence
Jasmine Hotel has established polices and procedure to
determine the necessary competence of person(s) doing work
under its control that affects the performance and effectiveness
of the quality management system and ensure that these persons
are competent on the basis of appropriate education, training,
or experience at all levels and types of positions at Hotel
as following:

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Guest Services/Entry level
 Front Desk Clerks
 Porters
 Concierges
 Housekeeping
 Room Service
 Waiter/Waitress
 Kitchen Staff

Guest Services/More advanced positions

 Supervisor of Guest Services
 Front Desk Supervisor
 Housekeeping Supervisor
 Kitchen Manager
 Restaurant Manager
 Executive Chef

Administrative
 Marketing and Advertising
 Accounting
 Purchasing
 Event Planner
 Assistant Hotel Manager
 Hotel Manager

Where applicable, hotel takes actions to acquire the necessary

competence, and evaluate the effectiveness of the actions taken
for example, the provision of training to, the mentoring of, or the
reassignment of currently employed persons; or the hiring or
contracting of competent persons.

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7.3 Awareness
Jasmine Hotel has established orientation program to
ensure that persons doing work under the organization’s control
shall be aware of:
a. The quality policy

b. Relevant quality objectives

c. Their contribution to the effectiveness of the quality

management system, including the benefits of
improved quality performance

d. The implications of not conforming to the quality

management system requirements.

7.4 Communication

Quick and efficient distribution of information through the

organization is the key to success of a hotel.

Jasmine Hotel has established polices and procedure to

determine the internal and external communications relevant to the
quality management system including:

 External variables, such as the state and behavior of the

competition, market changes and expectations, economic,
political and legal conditions

 Internal affairs, such as the hotel’s management direction,

departmental performance, profit targets, profitability, or
simply decisions, orders, instructions and changes.

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Also it has established polices and procedure to determine the
formal internal communication that occur in four different forms:

 Downward:
Supervisors announce orders, instructions and other work
related information through bulletins, papers, reports,
memorandums, and e-mails or verbally to their
subordinates.

 Upward:
Subordinates report (in writing or orally) work related
events and feedback of orders and instructions.

This exists in democratic organizations and is imperative

for participation in decision making.

 Horizontal:
Communication between same-level staff (such as
department heads)

 Diagonal:
Represented as communication between supervisor and
subordinate of the different departments

This is employed especially in special events such as

banquets or meetings that require the cooperation of the
whole hotel staff

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7.5 Documented information
7.5.1
General
Jasmine Hotel's quality management system include
a. Documented information required by this Standard

b. Documented information determined by the hotel as

being necessary for the effectiveness of the
quality management system.

7.5.2
Creating and updating
Jasmine Hotel's has established policies and procedures to
explain the appropriate creating and updating documented
information the how the hotel ensure appropriate:
a. Identification and description (e.g. a title, date, author,
or reference number)

b. Format (e.g. language, software version, graphics) and

media (e.g. paper, electronic);

c. Review and approval for suitability and adequacy.

7.5.3
Control of documented Information
7.5.3.1
Jasmine Hotel's has established policies and procedures to
determine the documented information required by the quality
management system that should be controlled to ensure:
a. It is available and suitable for use, where and when it is
needed

b. It is adequately protected (e.g. from loss of

confidentiality, improper use, or loss of integrity).
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7.5.3.2
For the control of documented information, the Jasmine Hotel has
addressed the following activities:
a. Distribution, access, retrieval and use

b. Storage and preservation, including preservation of

legibility

c. Control of changes (e.g. version control)

d. Retention and disposition.

Control of documented information policy

New Creation of Document

1. Any new document proposal must be approved by QMR.

Endorsement will be made Managing Director where
necessary

2. Approved document shall be listed in the Document Master

List

3. Revision history should be determined through;

Revision history table at front page of document (e.g.
procedure or work instruction)

Address in the footer of the document in case of form,

checklist or other similar type of document

4. Document will consider as official once being formatted in

PDF version and retained by QMR.

5. Document shall be controlled as section Management of

Controlled Document of this procedure
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Amendment of Existing Document

1. Any proposal of revision to the existing document must

through QMR.

2. Those changes made for the form, old version of document

need to be cleared first before use of revised document.
Where applicable, Document Controller or QMR has
authority to stop the usage of old document if reflected to the
quality service conformity.

Management of Controlled Document

1. Control requirement for document is covered for internal and

external document.

2. Master Copy shall be in soft copy, protected in PDF file and

retained by QMR.

3. Original soft copy only kept by the Document Controller for

reference or to be used upon requires for changed.

4. Maintenance of soft copy should be in appropriate manner

and back-up system should be activated through external
hard disc or USB drive or other appropriate methods

5. Distributed copies shall be indicated with CONTROLLED in

red on the first page of Revision History.

6. Any controlled document need to be distributed to the third

party, it shall be approved by QMR and indicated with
UNCONTROLLED

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 Management of Controlled Records
Identification and traceability of Records

1. All records shall be filed in sequence and/or dated to allow

easy identification and retrieval.

2. Unique identification of the version used is generated

3. Records should be kept at the designated location to ensure

the traceability and person in charge is defined

Storage, Protection and Retention

1. All records shall be stored and maintained and retrievable by

the respective functions.

2. Record’s legibility must be preserved.

3. Records shall be stored in hard copy and/or soft copy as

appropriate. For non-critical records, storage in normal file
cabinet is sufficient. For critical records, if any, the records
shall be protected from potential fire, theft, unauthorized
removal and other damage

4. All records shall be retained for a minimum period as

specified in the List of Records. Designated person shall be
responsible to establish the retention period.

Retrieval and Disposal

1. All records shall be made available for inspection by

management committee or as requested by the interested
parties.

2. Records shall be disposed-off by any suitable means.

Confidential records shall be disposed-off by shredding.

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8-Operation
8.1 Operational planning and control
Jasmine Hotel's has planned, implemented and controlled the
processes by:
a. determining requirements for the services

b. establishing criteria for:

 the processes
 the acceptance of services

c. determining the resources needed to achieve conformity to

service requirements

d. implementing control of the processes in accordance with

the criteria

e. determining, maintaining and retaining documented

information to the extent necessary:
 To have confidence that the processes have been
carried out as planned

 To demonstrate the conformity of services to their

requirements.

8.2 Requirements for services

8.2.1
Customer communication
Communication with customers includes the following:
a) Providing information relating to services

b) Handling contracts or orders, including changes

c) Obtaining customer feedback relating to services,

including customer complaints

d) The handling or controlling customer property

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8.2.2
Determination of requirements for services
When determining the requirements for the services to be offered
to customers, the hotel ensured that:

a) The requirements for the services are defined,

including:
 any applicable statutory and regulatory
requirements
 those considered necessary by the organization

b) The organization can meet the claims for the services

it offers.

8.2.3
Review of requirements for services
8.2.3.1
Jasmine Hotel ensures that it has the ability to meet the
requirements for services to be offered to customers.

The hotel conducts a review before committing to supply services

to a customer, to include:

a) Requirements specified by the customer, including the

requirements for delivery and post-delivery activities

b) Requirements not stated by the customer, but

necessary for specified or intended use, when known

c) Requirements specified by the organization

d) Statutory and regulatory requirements applicable to

the products and services

e) Contract or order requirements differing from those

previously expressed.

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8.3 Design and development of services
This clause was excluded because it is not applicable within the
organization and this exception not affects the organization’s ability
or responsibility to ensure the conformity of its services and the
enhancement of customer satisfaction.

8.4 Control of externally provided services

8.4.1
General
Jasmine Hotel ensures that externally provided processes,
products, and services conform to requirements.

The hotel determines and applies criteria for the evaluation,

selection, monitoring of performance, and re-evaluation of external
providers, based on their ability to provide processes or products
and services in accordance with requirements.

The hotel retains documented information of these activities and

any necessary actions arising from the evaluations.

8.4.2
Type and extent of control
Jasmine Hotel ensures that externally provided processes,
products and services do not adversely affect the organization’s
ability to consistently deliver conforming products and services to
its customers.
a) ensure that externally provided processes remain
within the control of its quality management system

b) define both the controls that it intends to apply to an

external provider and those it intends to apply to the
resulting output

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 c) Take into consideration:
 The potential impact of the externally provided
processes, products and services on the
organization’s ability to consistently meet
customer and applicable statutory and regulatory
requirements

 The effectiveness of the controls applied by the

external provider.

d) Determine verification or other activities necessary to

ensure the externally provided processes, products
and services meet requirements.

8.4.3
Information for external providers
Jasmine Hotel ensures the adequacy of requirements prior to
their communication to the external provider.

The hotel communicates to external providers its requirements for:

a) The process, products and services to be provided

b) Approval of:
 products and services

 methods, processes and equipment

 the release of products and services

c) Competence, including any required qualification of

persons

d) The external providers’ interactions with the

organization

e) Control and monitoring of the external providers’

performance to be applied by the organization

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8.5.1 Control of service provision
Jasmine Hotel established policies and procedures for
all departments of hotel and for all processes to ensure service
provision under controlled conditions.

Controlled conditions include:

a) the availability of documented information that defines:

 the characteristics of the products to be

produced, the services to be provided, or the
activities to be performed

 the results to be achieved

b) the availability and use of suitable monitoring and

measuring resources

c) the implementation of monitoring and measurement

activities at appropriate stages to verify that criteria for
control of processes or outputs, and acceptance
criteria for products and services, have been met

d) the use of suitable infrastructure and environment for

the operation of processes

e) the appointment of competent persons, including any

required qualification

f) the validation, and periodic revalidation, of the ability

to achieve planned results of the processes for
production and service provision, where the resulting
output cannot be verified by subsequent monitoring or
measurement

g) the implementation of actions to prevent human error

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8.5.2
Identification and traceability
Jasmine Hotel established policies and procedures to explain how
the hotel uses suitable means to identify outputs when it is
necessary to ensure the conformity of services.

The hotel identifies the status of outputs with respect to monitoring

and measurement requirements throughout service provision.

The hotel controls the unique identification of the outputs, when

traceability is a requirement, and retains the documented
information necessary to enable traceability.

8.5.3
Property belonging to customers or external providers
Jasmine Hotel established policies and procedures to explain how
the hotel exercises care with property belonging to the customer or
external providers while it is under the organization's control or
being used by the organization.

The hotel identifies, verify, protect and safeguard the customer’s or

external provider’s property provided for use or incorporation into
the services.

When property of the customer or external provider is lost,

damaged or otherwise found to be unsuitable for use, the
organization report this to the customer or external provider and
retain documented information on what has occurred.

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8.5.4
Preservation
Jasmine Hotel established policies and procedures to explain how
the hotel preserves the outputs during identification, handling,
contamination control, packaging, storage, transmission or
transportation, and protection to the extent necessary to maintain
conformity to requirements.

8.5.5
Post-delivery activities
Jasmine Hotel established policies and procedures to explain how
the hotel meets requirements for post-delivery activities associated
with the services.

In determining the extent of post-delivery activities that are

required, the hotel considers:
a) Statutory and regulatory requirements

b) The potential undesired consequences associated

with its products and services

c) The nature, use and intended lifetime of the products

and services

d) Customer requirements

e) Customer feedback.

8.5.6
Control of changes
The organization shall review and control changes for service
provision to the extent necessary to ensure continuing conformity
with requirements.

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The organization shall retain documented information describing
the results of the review of changes, the personnel authorizing the
change, and any necessary actions arising from the review.

8.6 Release of services

The organization has implemented the planned arrangements

at appropriate stages to verify that service requirements have been
met.

The hotel retains documented information on the release of

products and services. The documented information shall include:

a) Evidence of conformity with the acceptance criteria

b) Traceability to the person(s) authorizing the release.

For example:
Lobby
 Lobby Décor
 Lobby Condition/Cleanliness
 Noise level
 Lighting
 Seating
 Desk-staff appearance, uniforms, badges
 Attentiveness
 Ability to direct visitors to functions
 Helpfulness of bell staff
 Bell-staff appearance, uniforms, badges
 Elevator Condition
 Elevator Cleanliness

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Hotel Room Appearance/Condition
 Room Appearance
 Room Décor
 Room Condition/Cleanliness
 Room Lighting
 Room Décor
 Room Condition/Cleanliness
 Bathroom Condition/Cleanliness
 Bathroom Amenities
 Overall Rating

Food and Beverage

 Presentation
 Menu Selections
 Menu Prices
 Creativity

Restaurant
 Restaurant Staffing
 Restaurant Condition/Cleanliness
 Restaurant Décor
 Restaurant Menu Selection/Pricing
 Restaurant Food Quality
 Public Restrooms Condition/Cleanliness
 Public Restrooms Proximity
 Adequate Security
 Adequate Fire Safety
 Overall Rating

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8.7 Control of nonconforming outputs
8.7.1
Jasmine Hotel has established polices and procedure to explain
how the hotel ensure that:

c) Outputs, that not conform to requirements are identified and

controlled to prevent their unintended use or delivery.

d) The organization takes appropriate corrective action based

on the nature of the nonconformity and its effect on the
conformity of services.

e) The organization deals with nonconforming outputs, in one or

more of the following ways:
 Correction;
 Segregation, containment, return or suspension of
provision of products and services;
 Informing the customer;
 Obtaining authorization for acceptance under
concession.
8.7.2
The hotel retains documented information that

a) Describes the nonconformity;

b) Describes the actions taken;
c) Describes any concessions obtained;
d) Identifies the authority deciding the action in respect of the
nonconformity.

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9- Performance Evaluation
9.1 Monitoring, Measurement, Analysis and Evaluation
9.1.1
General
Jasmine Hotel has determined:
a. what needs to be monitored and measured;
b. the methods for monitoring, measurement, analysis
and evaluation, needed to ensure valid results;
c. when the monitoring and measuring shall be performed
d. When the results from monitoring and measurement
shall be analyzed and evaluated.

The organization has established system to

 Evaluate the performance and the effectiveness of the
quality management system.

 Retain appropriate documented information as evidence of

the results.

9.1.2 Customer satisfaction

Jasmine Hotel has established policies and procedures to monitor

customers’ perceptions of the degree to which their needs and
expectations have been fulfilled and determined the methods for
obtaining, monitoring and reviewing this information.

Example of hotel customer satisfaction survey:

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37
9.1.3
Analysis and evaluation
Jasmine Hotel has established policies, procedures and statistical
techniques to analyze and evaluate appropriate data and
information arising from monitoring and measurement.

The output of analysis and evaluation used to evaluate:

a. Conformity of services

b. The degree of customer satisfaction

c. The performance and effectiveness of the quality

management system

d. If planning has been implemented effectively

e. The effectiveness of actions taken to address risks and

opportunities

f. Assess the performance of external provider(s)

g. The need for improvements to the quality management

system.

9.2 Internal Audit

9.2.1
Jasmine Hotel has established policies and procedures to explain
how to conduct internal audits at planned intervals to provide
information on whether the quality management system conforms
to:
a. The organization’s own requirements for its quality
management system
b. The requirements of this International Standard
c. Is effectively implemented and maintained.

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9.2.2
Jasmine Hotel sure that
a. Plan, establish, implement and maintain an audit
program (s) including the frequency, methods,
responsibilities, planning requirements and reporting,
which shall take into consideration the importance of
the processes concerned, changes affecting the
organization, and the results of previous audits

b. Define the audit criteria and scope for each audit

c. Select auditors and conduct audits to ensure objectivity

and the impartiality of the audit process

d. Ensure that the results of the audits are reported to

relevant management

e. Take necessary correction and corrective actions

without undue delay

f. Retain documented information as evidence of the

implementation of the audit program and the audit
results.

9.3 Management review

9.3.1
Top management of Jasmine Hotel has reviewed the
organization's quality management system, at planned intervals,
to ensure its continuing suitability, adequacy, and effectiveness
and alignment with the strategic direction of the organization.

9.3.2
Management Review Inputs
The management review has planned and carried out taking into
consideration:

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 a. The status of actions from previous management
reviews;
b. Changes in external and internal issues that are
relevant to the quality management system;
c. Information on the performance and effectiveness of
the quality management system, including trends in:
 customer satisfaction and feedback from
relevant interested parties;
 the extent to which quality objectives have been
met
 process performance and conformity of products
and services;
 nonconformities and corrective actions;
 monitoring and measurement results;
 audit results;
 the performance of external providers;;
 issues concerning external providers and other
relevant interested parties;
d. Adequacy of resources;
e. The effectiveness of actions taken to address risks and
opportunities
f. Opportunities for improvement.

9.3.3 Management review outputs

The outputs of the management review included decisions and
actions related to:
a. opportunities for improvement
b. any need for changes to the quality management
system
c. resources needed

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10-Improvement
10.1 General
Jasmine Hotel has determined and selects opportunities for
improvement and implements necessary actions to meet customer
requirements and enhance customer satisfaction.

10.2 Nonconformity and corrective action

10.2.1
When nonconformity occurs, including any arising from complaints,
the organization reacted to the nonconformity and take action to
control and correct it.

Some important actions:

a) Reviewing and analyzing the nonconformity
b) Determining the causes of the nonconformity
c) Determining if similar nonconformities exist, or could
potentially occur
d) Implement any action needed
e) Review the effectiveness of any corrective action taken
f) Update risks and opportunities determined during planning, if
necessary
g) Make changes to the quality management system, if
necessary.

10.2.2
The organization has retained documented information as
evidence of:
a) The nature of the nonconformities and any subsequent
actions taken
b) The results of any corrective action.

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 Corrective action request (CAR) form
Company
Site
CAR no. Standard Date raised
Severity rating Critical Major Minor

Details of non-conformance
(explain your rationale for raising this CAR)

Auditor

Proposed corrective action

(company to provide examples of how problems could be addressed)

Company official Proposed completion date

CAR close out details

(Fill this section out when you are satisfied the corrective action taken is
effective in providing long term solutions to the observed non-
conformances)

Date downgraded Auditor

Date downgraded Auditor
Date downgraded Auditor
Date downgraded Auditor

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10.3 Continual improvement
Jasmine Hotel has continually improved the suitability, adequacy,
and effectiveness of the quality management system.
The organization continually improving the services provided using
DMAIC.

DMAIC is a data-driven quality strategy used to improve

processes. It is an integral part of a Six Sigma initiative, but in
general can be implemented as a standalone quality improvement
procedure or as part of other process improvement initiatives such
as lean.

DMAIC is an acronym for the five phases that make up the

process:
Define the problem, improvement activity, opportunity for
improvement, the project goals, and customer (internal and
external) requirements.

Measure process performance

Analyze the process to determine root causes of variation, poor

performance (defects).

Improve process performance by addressing and eliminating the

root causes.

Control the improved process and future process performance.

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