As the manager of the catering department, improving the service quality can be said to be an issue that has to be emphasized in catering management. However, groups of managers, managers and even theoretical scholars have made unremitting efforts and explorations, but how to improve service quality still puzzles us. Every enterprise has its own unique corporate culture and characteristics, and the theory in any book cannot be applied to all enterprises. Therefore, from my own point of view, combined with the actual situation of the restaurant, I would like to make the following complaints on how to improve the service quality. Directly speaking, the premise of improving service quality should be to let employees know how to serve. In view of the fact that most conference centers are interns, the personnel department and the catering department have done a series of training at the beginning of employees' employment. But I think the training of employees should include not only the service skills of employees, but also the application of restaurant facilities and equipment and the training of dishes and tableware. Of course, in addition to the training of grassroots employees, the training of grassroots managers is also essential. Grass-roots managers are the managers who have the most contact with front-line employees, the greatest influence on employees and the best understanding of employees. As the saying goes: the train runs fast all by the headband! They can be trained in appropriate communication skills, team awareness and management art (to improve managers' vision and comprehensive supervision ability). Secondly, it is a question of the degree of implementation. A perfect training system and an experienced trainer, if the training is not carried out in detail, everything will be in vain. If the training effect is good and the implementation is in place, then employees can be trained in a deeper level, such as team awareness and professional knowledge, so as to cultivate employees' loyalty to the enterprise and let employees improve and develop again in their work. Based on the above, we will have excellent employees and managers who are good at employing people, and then we need a written service standard, so that we can be rational and evidence-based in our work and service. I think our waiters' performance in customer service is uneven. It is precisely because the standards we have now are only the experience left by predecessors, and we lack a clear and tough standard. Of course, the standard setting should match the environment, hardware, software and personnel quality of our hotel. It is of course necessary for us to provide standardized, procedural and standardized services for our guests, but it is too rigid and mechanical. The highest level of service is the combination of standardized service and personalized service. Therefore, those who provide personalized service to guests and the initiative of employees in customer service should be valued, rather than being summarized by a phrase "people who can do more work". Hotels should trust and cultivate them, improve the personal value of employees, and make their contributions affirmed and rewarded. Another effective way to improve service quality is to improve employees' service awareness, which requires our grass-roots managers to demonstrate more and emphasize more, so that employees can know what to do from the bottom of their hearts, and we need to improve service quality from top to bottom, so that it can be effective. The leader of Holiday Inn, the world's largest hotel management group, once said: Without satisfied employees, there will be no satisfied customers. We repeatedly emphasize the satisfaction of guests in our service, but seem to ignore the satisfaction of employees in our management. We should always open the door to communication, understand the demands of employees, and improve their work enthusiasm and enthusiasm. It is often a small matter at the beginning that affects their enthusiasm, but over time it will affect the professionalism of our employees. We often emphasize that work is without emotion, but how many employees can really work without emotion? After the arrival of each batch of interns, we will find that some employees are practical, some employees are mediocre, and some employees even complain. Because of this, managers should spend some time to understand some special features of employees, such as what kind of encouragement and affirmation they need, how to keep them enthusiastic every day, understand employees' emotions, and resolve employees' complaints in time. As mentioned earlier, it is small things that affect employees. But over time, it is easy for employees to work with emotions, thus affecting the quality of service. The fundamental purpose of improving service quality is to satisfy customers. We can empower employees at work. Empowering our employees will enable them to give quick and direct answers to dissatisfied guests when receiving remedial services. It will also make employees responsible for restaurants with limited power and improve their sense of ownership. There is a popular saying in restaurants recently that you can do more work. Whenever I hear this sentence, I want to ask those who can do more work? What should I do if I can't? Therefore, we should also establish a salary system that combines work performance with employee salary, form a competitive mechanism, and improve the enthusiasm of every employee. This paper expounds how to improve the service quality of employees from the following aspects: simple training and learning, formulating corresponding systems, improving service awareness, motivation, supervision of managers, and employees' mentality. In addition, the dishes in the kitchen and the facilities in the restaurant are also important factors affecting the service quality. Hotels are like a concentrated society, with all kinds of guests and all kinds of employees. What really enables us to stand in the forest of hotels without being eliminated is the close cooperation between all our managers and employees.