Caesars Casino Case Study
(10 Marks) Lean Operations at Caesar’s Casino Implementation Case Study Please answer the following questions, each question should be answered in 1.5 pages referencing the case study attached: 1.Assume service scores for the area you manage, Harrah’s Metropolis hotel housekeeping, have declined over the past year. This tutorial falls under the subject category of education. In this tutorial, you’ll find questions based on caesars casino HBR case study. If you need any.
Autor: Maryam • November 24, 2018 • 2,121 Words (9 Pages) • 240 Views
Caesars Casino Case Study
For this assignment, you’ll read and analyze a case study about a Lean implementation at Caesars Casinos. Then, you’ll write a 6-8 page paper that describes how challenges were handled during the process, your own proposal for a similar kaizen event, and your recommendation for a Lean implementation. Capital Investment Case Study for the Econo-mist. Many casino operators, including Caesars, are reinvesting in existing markets, adding amenities to attract new custom. Initially, in 2008, there was a far-reaching problem for the Caesars Tunica Casinos, because the U.S macroeconomic fall of the Great Depression led to decreasing customer spending on entertainment, which resulted in adecline in revenues as well as itintensified the competition with related to market share.
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
- 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.
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Tables
Table 1
Harrah’s Casino Metropolis Kaizen Event
Continue for 8 more pages »With everything from chart-topping rock bands to acclaimed comedians taking to its stage, the 5,000-seat Colosseum at Caesars Windsor Hotel & Casino requires top-notch sound quality. They enlisted audio-system integrator Solotech to replace the venue’s entire audio system in three separate phases. In the first phase, which was completed in 2017, Solotech replaced the venue’s aging main hangs with 26 JBL by HARMAN VTX A12 loudspeakers, the first permanent installation of the new line array technology.
“We’ve got a world-class venue, and thanks to the VTX A12, we now have a world-class PA,” said David Cyrenne, production supervisor and audio engineer at The Colosseum. “We had a VerTec system in here before that served us very well, which is part of the reason we ended up going with JBL again. With the whole system integration, including JBL Line Array Calculator and Performance Manager software, it’s a complete package.”
“It’s kind of like high-end reference-monitor-quality sound in a concert line-array,” said Mark Radu, senior systems designer, Solotech. “There’s no distortion in the high-frequency driver, so it’s crystal clear. It is such a smooth sounding box from top to bottom.”
Once all three phases of the upgrade are complete in April 2019, the system will feature 10 additional A12 loudspeakers as out fills, four VTX V20 loudspeakers as center fills, six VTX V20 loudspeakers as side fills, and six VT4886 loudspeakers as front fills. The subwoofer deployment will include 12 flown JBL VTX S25 subwoofers with six per side, nine S25 subwoofers in a cardioid array, four S25 as side fills, and 10 JBL VT4880A subwoofers as infra subs. Power will be provided by 29 Crown I-Tech 4X3500HD amplifiers and 10 Crown I-Tech 5000HD amplifiers.
Radu credited the new high-frequency driver and waveguides as important factors in the A12’s outstanding performance. He said that the off-axis response has been particularly striking. When you move to the side, the high frequencies don’t fall away, even at 45 degrees off-axis. As a result, the stereo imaging is unusually vivid. But perhaps the characteristic that has most impressed Radu is the A12’s phase response.
“On this box, the phase response is perfect from 300 hertz to 10 kHz — it’s right at zero degrees,” explained Radu. “With a multi-source line array, it’s extremely rare to achieve a linear phase response. It can be challenging with a single five-inch driver, so getting a linear phase response from 240 plus drivers is incredible.”
The A12 also features a completely redesigned rigging system that enabled Radu’s team to complete the installation with speed and efficiency.
“It’s remarkable how fast the A12 is to install,” said Radu. “For the lack of a better term, you basically pull a pin out, stick it in the angle you want the cabinet at, press a button, and it locks as it goes up. Then you push the button again, and you’re done. There was one guy on the motor and two people per side, and we probably flew 13 boxes in five minutes.”
PRODUCT AT WORK
Caesars Casino Case Study Guide
JBL by HARMAN VTX A12
The loudspeaker’s innovative high-frequency section integrates the phasing plug and waveguide for high sensitivity and linearity, even at high output levels, providing unique performance, sensitivity, and coverage.
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