Sommaire
In hospitality, maintenance directly contributes to guest comfort, asset availability and the smooth operation of teams. As a pan-African hotel group, Mangalis Hotel Group relies on DimoMaint to progressively structure its maintenance, improve intervention traceability and gain a global view of technical activity.
Maintenance serving the guest experience
Mangalis Hotel Group operates several hotel ranges, from economy to 5-star. In this environment, technical teams support all departments and contribute to the daily operation of the properties.
For the group, maintenance challenges are closely linked to customer satisfaction, asset longevity and the efficiency of technical teams and housekeeping.
The technical department brings together 17 staff from different trades. It handles hotel maintenance and also works on energy management.
Discover Mangalis Hotel Group’s experience
How do you move from manually managed maintenance to an organization structured around a CMMS? The Mangalis Hotel Group teams share their day-to-day use of DimoMaint and the gradual evolution of their practices.
From paper and Excel to tracked, documented maintenance
Before the CMMS was implemented, maintenance operations were mainly managed using manual work orders and Excel files.
This setup made it harder to monitor activities and did not give managers the statistics needed to analyse maintenance.
The implementation of DimoMaint helped evolve this organisation by centralising interventions and their history.
Since the solution was implemented, we have seen an improvement in activity traceability. Interventions are documented and archived. – Joel MAOUIGNON : Deputy to the DRT
This traceability now gives teams better continuity in tracking completed operations and requests to be handled.
Better-organised work requests, more responsive teams
On a daily basis, the hotel’s various departments can report their maintenance needs. Work requests are received by the maintenance manager, who can process them, assign them to technicians and track their completion.
For operational teams, this organisation makes it easier to report faults and have them handled by the technical service.
Responsiveness is particularly important in hospitality: a malfunction can quickly affect a department’s work, the availability of an asset or directly a guest’s comfort.
We are now more responsive to work requests and we are improving maintenance planning. – Joel MAOUIGNON : Deputy to the DRT
From handling interventions to managing overall operations
The transformation does not stop at digitising work orders.
With DimoMaint, the maintenance manager has a 360° view of their teams’ activity. Statistics from the CMMS make it possible to monitor activity, identify recurring issues and set up action plans.
Data thus becomes a tool to organise and coordinate operations, and to take a broader perspective on how the technical department functions.
Gradually evolving CMMS usage
Mangalis Hotel Group chose a gradual approach to integrate the CMMS into its organisation.
The teams started with corrective maintenance management to familiarise themselves with the tool. They then extended its use to preventive maintenance.
Today, the scope also covers energy management. The next steps identified concern inventory and subcontractor management.
This progression allows practices to grow at the pace of the teams’ maturity, without attempting to deploy all processes at once.
We can no longer do without DimoMaint today. It is a tool that has fully integrated into the organisation. – Joel MAOUIGNON : Deputy to the DRT
Project highlights
With DimoMaint, Mangalis Hotel Group was able to:
- Replace a management system based on manual work orders and Excel with documented and archived interventions
- Improve traceability and responsiveness to requests from different departments
- Organise and coordinate the activity of a technical team of 17 people
- Have statistics and a global view to manage maintenance and define action plans
- Gradually evolve its practices, from corrective to preventive maintenance and then to energy management, with inventory and subcontractors as the next steps
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