Caesars Casino Case Study

One of the main tools used almost universally in LEAN operations is the Kaizen event. Kaizen means 'continuous improvement.' 'A kaizen event is a focused analysis of a particular activity or set of activities to discover ways to improve efficiency and effectiveness in meeting customer needs.' (Pesch, 2016) A Kaizen event typically extends several days in duration. Caesars Entertainment Case Study Help, Case Study Solution & Analysis & Caesars expects to grant the underwriter from the presenting a possibility to invest in around one.05 million further shares of its typical inventory. Caesars Hotel and Casino previously observed success with Facebook ads but increasingly costs increased and ROI dropped. They wanted to find a solution that could help book hotel rooms efficiently.

Autor: Maryam • November 24, 2018 • 2,121 Words (9 Pages) • 240 Views

Caesars Casino Case Study Lean Operations

Kaizen Day 2- Analyze the current state of housekeeping by gathering data about each process by performing a Gemba walk. Perform a root-cause analysis of waste established on Day 1. You are deciphering why does the problem or need exist. Brainstorm ideas that could help improve the process and eliminate waste using the Lean tools introduced on Day 1. Prioritize solutions presented and develop a value stream map of collected data. Present the state of the housekeeping process with suggested improvements. Begin designing future state design. Day 2 ends with preparing for implementation of proposed improvements.

Kaizen Day 3- Compare current state with future state and identify any gaps. Review the information learned throughout the week and begin implementing suggested improvements. Try out new processes with implemented improvements. Beginning training participants on new processes. Make necessary adjustments as needed. Day 3 ends with preparation for full implementation of new processes.

Kaizen Day 4- Continue implementation of improvements and proceed with performing processes with update improvements. Continue training of participants and make necessary adjustments as needed. Create and implement standard work of the changes made to housekeeping process. Summarize the benefits produced by conducting the kaizen event. End Day 4 preparing for finalizing kaizen event.

Kaizen Day 5- Finalize future state, complete training on standard work (update processes) and present outcome of the Kaizen event, followed by a celebration of completion.

What would be the advantages and disadvantages of an expert-driven approach to process improvement at the Metropolis facility, in contrast to the employee-centered approach used at Tunic?

The expert-driven approach is a very popular means of addressing process improvement. With the expert-driven approach, the Metropolis location would be assigned a team of skilled experts with experience in the application of LEAN principles and tools. They would take on the responsibility of improving internal processes and procedures and create an initiative improvement program to deploy at Metropolis. The benefits associated with expert-driven approach aside from cost and time are:

- A strong top-down message

- Implementation of predetermined goals

- An emphasis on best practices

Caesars Casino Case Study Questions

- Elimination of undesirable practices

- The experts initiate and implement the change

However, the disadvantages of an expert-driven approach are that employees are not directly involved in the initial stages of the improvement process. Making it difficult to obtain management buy-in and employee cooperation in regards to the program. If Metropolis Relies on the expert-driven approach, it will be important for the organization to explain the benefits of the program the experts present.

The second approach, employee centered approach focuses on the process itself rather than the program or initiative. This approach relies more on employee involvement and works well with organizations that utilize Six Sigma and Lean Operation processes. The advantage of the employee-centered approach is that it ensures that employees will genuinely want to improve their process. There is an adage that says, 'Employees never resist their ideas.' Because ideas come from the bottom up in an employee-centered approach, organizations do not need to inculcate the kind of behavior modification required in expert-driven approaches.

The disadvantage centers around cost and time. The Tunica Lean process spanned over a year and required employees to step away from their required responsibilities for extended periods of time. At Tunica, they had access to near by regional resources that allowed them to borrow employees. Providing coverage of employees who were participating in Kaizen events. Metropolis, unfortunately, has only 600 employees and a single facility. If they were to participate in high-involvement Kaizen events, it could result in insufficient coverage of key service areas at Metropolis.

Which approach would you recommend for the Metropolis facility, and why?

Both the expert-driven and employee-centered approach have strengths that would benefit Metropolis. In that regard, I would recommend both approaches, combining features of both expert-driven and employee-driven approach. I would utilize an expert to facilitate the process improvement but also call upon a select few of employees to be involved in the process. Metropolis would be able to host a Kaizen event without removing the majority of their employees away from their responsibilities, allowing Metropolis to maintain coverage of key service areas. Combining both approaches helps employees work through the process with the help of an expert but also empowers employees and helps them take ownership of their jobs, so they have a personal interest in improving performance.

- Elimination of undesirable practices

- The experts initiate and implement the change

However, the disadvantages of an expert-driven approach are that employees are not directly involved in the initial stages of the improvement process. Making it difficult to obtain management buy-in and employee cooperation in regards to the program. If Metropolis Relies on the expert-driven approach, it will be important for the organization to explain the benefits of the program the experts present.

The second approach, employee centered approach focuses on the process itself rather than the program or initiative. This approach relies more on employee involvement and works well with organizations that utilize Six Sigma and Lean Operation processes. The advantage of the employee-centered approach is that it ensures that employees will genuinely want to improve their process. There is an adage that says, 'Employees never resist their ideas.' Because ideas come from the bottom up in an employee-centered approach, organizations do not need to inculcate the kind of behavior modification required in expert-driven approaches.

The disadvantage centers around cost and time. The Tunica Lean process spanned over a year and required employees to step away from their required responsibilities for extended periods of time. At Tunica, they had access to near by regional resources that allowed them to borrow employees. Providing coverage of employees who were participating in Kaizen events. Metropolis, unfortunately, has only 600 employees and a single facility. If they were to participate in high-involvement Kaizen events, it could result in insufficient coverage of key service areas at Metropolis.

Which approach would you recommend for the Metropolis facility, and why?

Both the expert-driven and employee-centered approach have strengths that would benefit Metropolis. In that regard, I would recommend both approaches, combining features of both expert-driven and employee-driven approach. I would utilize an expert to facilitate the process improvement but also call upon a select few of employees to be involved in the process. Metropolis would be able to host a Kaizen event without removing the majority of their employees away from their responsibilities, allowing Metropolis to maintain coverage of key service areas. Combining both approaches helps employees work through the process with the help of an expert but also empowers employees and helps them take ownership of their jobs, so they have a personal interest in improving performance.

Regardless of which approach Metropolis decides the key to either success is that the improvement effort must operate within the vision, mission, and core values of the organization's goals. Oklahoma city weather.

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Poker face is an idiom that first appeared in the 1870s. An idiom is a word, group of words or phrase that has a figurative meaning that is not easily deduced from its literal definition. We will examine the definition of the expression poker face, where it came from and some examples of its use in sentences. Poker face - Examples: 1) The host will maintain a consistent poker face and stick to a strict regimen of neutral comments. 2) You better check the leaderboard because Dufner has golf's best poker face and he isn't giving anything away. 3) And so, with the best poker face I had, I sternly warned her that she had one more chance. The idiom poker face refers to a person's face that is hiding its emotions and thoughts. Aug 15, 2018 What does the idiom 'poker face' mean? Definition: a facial expression that reveals nothing. Example: Brian is a good negotiator because he has an excellent poker face. You absolutely cannot tell what he's thinking. Note: From the game of poker, where showing any kind of reaction is disadvantageous. Poker face idiom phrase. Poker face A visage lacking any expression that can be interpreted, as in Whenever Betty attended one of her children's performances, she managed to keep a poker face. This term alludes to the facial expression of a poker player who is expert at concealing his feelings about his hand.

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Harrah's Casino Metropolis Kaizen Event

Implementing LEAN Operations At Caesars Casinos Case Study Help Analysis With Solution Online

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In December 2014, Brad Hirsch stood on the gaming floor at Harrah's Metropolis Casino and Hotel in Metropolis, Illinois, where he had recently been assigned the position of General Manager and Senior Vice President. The property was part of Caesars Entertainment, the world's most geographically diversified provider of casino entertainment. Evidence from customer surveys and data on loyalty-card usage patterns, as well as competitive pressures across the casino industry, indicated a general need for process improvement at the Metropolis facility. Hirsch had successfully led employee-centered efforts to apply LEAN operating principles to improve customer service in three of his company's casinos in Tunica, Mississippi. He believed what he learned from those experiences would be applicable in the Metropolis location, but wondered if he should consider a modified approach that could potentially produce results more quickly with the help of a team of internal experts.

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