In the month ofDecember 2014, Brad Hirsch stood at Harrah's Metropolis Casino and Hotel in Metropolis, Illinois on the gambling floor, where he had recently been assigned the designation of Senior Vice President and General Manager. The property was part of Caesars Entertainment, the planet’s most geographically diversified provider of casino entertainment. Evidence on loyalty-card usage patterns from data and customer surveys, as well as competitive pressures across the casino business, indicated an overall requirement for process improvement in the Metropolis facility.
Hirsch had successfully directed employee-concentrated attempts to apply LEAN operating principles to boost customer service in three of his company's casinos in Tunica, Mississippi. He believed what he learned from those encounters would be feasible in the Metropolis location, but wondered if he should look at a modified strategy that could possibly create results more quickly with the aid of a team of internal specialists.
PUBLICATION DATE: December 18, 2014 PRODUCT #: TB0389-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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