1. 1
Internship Lean 6σ Process Improvement Project
Chaplin School of Hospitality and Tourism Management
Company: The Cheesecake Factory
Location: 19501 Biscayne Boulevard, Aventura, FL 33180
Project Title: Reducing Waste by Increasing Food Efficiency
Prepared By: Elizabeth Amaya
Supervisor: Michael Schatten, Jeff Aguilar
Supervisor Contact: (305)792-9696/ 0024gm@thecheesecakefactory.com
Professor: J. Stiles, Ph.D. JLStiles@FIU.edu (850) 459-6771
Project Date: Spring 2015
The Cheesecake Factory is a Fortune 500 company and one of America’s top 100 employers. Even
so, one of Cheesecake Factory’s largest issues is food waste. With approximately 404 seats, 13 hours
worth of restaurant seat turnovers hourly, and thousands of guests daily, The Cheesecake Factory in
Aventura, FL produces on average 200 garbage bags at 50 pounds each every day. This equals to
10,000 pounds of food waste to be thrown out daily. Spoiled food, contaminated food, overcooked
food, and careless food prep contribute to the pounds and pounds of waste that accumulates during
restaurant hours. This project is tailored to increasing food efficiency to reduce waste for The
Cheesecake Factory in Aventura, FL.
Executive Summary
Executive Summary
2. 2
Table of Contents
Executive Summary.........................................................................................................................................
Message from the Professor.........................................................................................................................3
Define............................................................................................................................................................4
Project Charter and Cost Benefit ..............................................................................................................4
Current State Process Map .......................................................................................................................7
5 Why analysis...........................................................................................................................................8
SIPOC.........................................................................................................................................................9
Measure........................................................................................................................................................9
Data Collection Plan/ Critical to Quality (CTQ)s......................................................................................10
Data Collection Results ...........................................................................................................................12
Benchmarking .........................................................................................................................................18
Competitive Set.......................................................................................................................................20
Analyze......................................................................................................................................................218
Benchmarking Results.................................................................................................................................
Failure Modes and Effects Analysis.........................................................................................................21
Process Statistics.....................................................................................................................................22
Voice of the Customer ............................................................................................................................24
Voice of the Business..............................................................................................................................24
Waste Analysis – DOWNTIME - Types of waste:.....................................................................................26
Root Cause Impact Analysis........................................................................................................................
Potential Solutions..................................................................................................................................33
Improve.......................................................................................................................................................29
5S.............................................................................................................................................................30
Other Improvements to the Process ......................................................................................................32
Future State Process Map.......................................................................................................................34
Modification to Procedures Manuals (Or Establishment of)..................................................................34
Control ........................................................................................................................................................35
Entropy Force Analysis............................................................................................................................35
10 Day Review (normally 6 months).......................................................................................................36
Transition Plan ........................................................................................................................................38
Foresight analysis....................................................................................................................................26
Lessons Learned..........................................................................................................................................40
Supervisor’s Critique...................................................................................................................................42
References ..................................................................................................................................................43
Appendices/ Support Documents...............................................................................................................44
Four Academic Articles on the topic...........................................................................................................45
3. 3
Message from the Professor
Why we are using this method in the advanced internship class
Our internship students are within a semester or two of entering the workforce as managers. FIU’s
Hospitality and Tourism Management School has included a structured internship as part of the
curriculum for over a decade to assist students with this transition into management. A substantial part
of the course has always included a project where the students were to improve the host company’s
operations in a meaningful and lasting way.
About Lean 6σ
This project is a scaled down Lean 6σ ( six sigma) project designed to be completed within the term of
the semester. Lean 6σ is a continuous process improvement method which has grown in use in U.S. and
international corporations since the 1970’s. Employed to great success at companies like Motorola, this
method aims to refine a company’s existing processes through data based analysis and evidence based
decision making.
U.S.-based quality professionals who complete any Six Sigma training earn on average $12,642 more
than those without it. 2011 QP Salary Survey*
Criteria for the Project
The project must be based on a real need in the company, and have the support of the student’s
supervisor.
Must be able to be completed to in 10 weeks or (40 hours)
4. 4
Define
1.1 Project Charter and Financial Estimate
Project Charter A single document which lists the scope and purpose of the project.
Start Date 1/31/2015 Complete Date 4/10/2015
Project Name Reducing Waste by Increasing Food Efficiency
Company The Cheesecake Factory Team Members
Department Culinary Elizabeth Amaya
Michael Schatten
Jeff Aguilar
Process Owner Michael Schatten
Sponsor Michael Schatten
Leader Elizabeth Amaya
LSS Coach Jason L. Stiles, Ph. D.
Problem Statement/ Business Impact
Description: The Cheesecake Factory
of Aventura currently records of 77%
of their sales derived from food. This
location currently averages $13.68
million in food sales per year. Food
efficiency is the number one company
wide dilemma that needs to be
improved. Food is a commodity; with
changing prices due to changes in
season or drought, increasing food
efficiency is an issue that can be
improved.
Food waste is a main issue in the restaurant. Increasing food efficiency
will increase customer loyalty due to a higher quality food production.
Staff who are more conscious of how they prepare food items will
minimize waste and reduce food costs.
Project Goals
Goal: Increase food efficiency in
order to maximize the quantity and
quality of food provided. Utilizing
proper preparation techniques will
promote accuracy and rework
reduction, ultimately generating a $1
Keep track of inventory – Keeping track of food entering and
leaving the restaurant on a daily basis (every morning at 8am).
In addition, conduct physical inventory that records all
ingredients in the restaurant.
The right people of the job – Analyze how staff utilizes their
5. 5
million to $2 million increase in
profits per year.
ingredients. Expand upon how staff can cook steaks better,
use an entire box of lettuce without throwing any away, etc.
to reduce food waste.
Assign responsibilities – Ensure that everyone has a specific
responsibility and performs the job in such a way that they
maximize in their productivity.
Financial Benefits
Benefits: An increase from $13.68
million to $15 million dollars in food
sales per year is expected. Raise the
standard to 95% food efficiency.
Direct annual financial benefits
expected from the project:
Significant cost savings
Increase in efficient resource
use
Productivity improvement
Organizing manpower
Increase in profit
Indirect benefits expected
from the project:
These benefits include overall
company profits, leading to
bonuses, pay raises, increase
in food quality and quantity.
Savings of $246.86 from the food
items wasted most, 12 times a day
will lead to a cost savings of
$57,016.56 a year.
(246.86 x 12 = 2,962.32
2,962.32 x 365=1,081,246.80)
(1,138,263.36 - 1,081,246.80 =
57, 016.56)
$1, 138, 263.36 is Cheesecake’s
amount of food sales lost annually.
Indirect benefits of improving
this process include an
increase in customer loyalty.
Scope
What are the boundaries of the
project (start and end steps of the
process)?
What is not included?
Start of the
process
End of the process What is not included:
The process
begins with
researching
why food
efficiency is
important to
increase
profits.
The process ends
with conclusions
based on on-site
observations.
The process does not include
actual financial or
administrative documents
from the restaurant.
DMAIC Phase Schedule
7. 7
1.2 Current State Process Map
Business Process Mapping A graphic description of all unique parts of the process.
Problem: Rooms which are identified in the database as clean are in fact dirty.
Steward makes
a grocery/
produce/ dairy
list
Line and prep
cooks are
instructed how
to prepare a
food item
Grocery/
produce/ dairy
order is placed
by manager
Cook
mishandles the
food item
Kitchen
manager
inspects the
item during
preparation
Line and prep
cooks receive
training
Line and prep
cooks are
scheduled
based on
restaurant
volume
Kitchen
manages
throws away
the
mishandled
item
Kitchen
manager
records how
much food has
been thrown
away
8. 8
1.3 Root Cause/ 5 Why analysis
5 Whys/ Root cause
analysis
5 why
example
A technique where you keep questioning how a previous
event or process could be at the heart of the final problem.
Miscommunication is the root of the problem here. Clear direction provided by the kitchen managers
will result in better understanding, teamwork, and organization from the line cooks. When the line is in
the weeds, speed becomes a priority, increasing the likelihood of undercooked or overcooked food.
Everyone starts to yell, cooks are compelled to be careless just to clear the tickets, and food quality
decreases. In order for this to be prevented and reduce waste, management and line cooks have to
support each other and listen to each other so everyone is on the same page. When staff is in alignment
with the managers, focus is upheld and product is sold by maintaining high standards even in a chaotic
kitchen.
9. 9
1.4 SIPOC
SIPOC analysis (Suppliers,
Inputs, Process, Outputs,
Customers)
SIPOC
Example
A high level description of the key contributors to the process.
Fully developing this list can reveal how one element of the
overall process is out of synch with the rest of the process.
Suppliers Inputs Process Outputs Customers Requirements
-Farms
-Vendors
-Food
packaging
-Delivery
company
- Sysco Food
Suppliers
-Produce
-Groceries
-Dairy
- Desserts
- Silverware
-See below -New account
Paperwork to
supplier
-Paperwork to
restaurant
management
- Payment
-Service
confirmation
-Service
delivery
-Dine-in
customers
-Take-out
customers
- Staff
- Corporate
Management
- Restaurant
Owners
-Fresh, quality,
ingredients
-Paperwork
filed within
24-72 hours of
purchase
-Delivery
within a week
of order
placement
-Invoice
- Confirmation
of delivery and
delivery date
Grocery/
produce/
dairy list
Place order
with
supplier
Agreement
on price,
delivery
date
Sign off on
food items
delivered
Distribute food
items for
preparation
10. 10
Measure
2.1 Data Collection Plan/ Critical to Quality (CTQ)s
Data Collection Plan
Data
Source
Operational Definition Data
owner
Frequency Measure of
CTQ
Sample
size
X1 Interviews
with
Managem
ent
To determine the origins of
the problem, as well as
potential contributing
factors.
General
Manager
Periodic Rate and extent
of the problem
1
X2 Delivery
schedule
Schedule of dates and times
food items will be delivered
Steward Monthly Evidence for
time it takes
between each
shipment of
food
1
month
X3 Interview
with
Kitchen
Manager
To determine the origins of
the problem, as well as
potential contributing
factors.
Executive
Kitchen
Manager
Periodic Rate and extent
of the problem
1
X4 Produce
budget
To determine whether or
not the amount used to
purchase the food items is
sufficient
General
Manager
Monthly Displays the
exact amount
used to
purchase these
food items.
3
months
X5 Grocery
budget
To determine whether or
not the amount used to
purchase the food items is
sufficient
General
Manager
Monthly Displays the
exact amount
used to
purchase these
food items.
3
months
Data
Collection
Measure key aspects of the current process and collect relevant data. Take both
speed and variation measurements. A minimum of 10 data items is required for
adequate analysis.
11. 11
X6 Dairy
budget
To determine whether or
not the amount used to
purchase the food items is
sufficient
General
Manager
Monthly Displays the
exact amount
used to
purchase these
food items.
3
months
X7 Yelp
Reviews
Online information showing
reviews on overall
impression of food and food
quality
Internet Monthly Rate and extent
of the problem
20
X8 Inventory List of food items currently
in stock
Kitchen
Manager
Monthly To establish if
management
has ordered the
right amount of
food items
3
X9 SMG in-
restaurant
guest
surveys
Specific information
detailing what the restaurant
can improve upon.
Manageme
nt
Monthly Rate and extent
of problem
1
X10 Procedure
s
Description of who can
order food items and how
Manageme
nt
Monthly Determine if
there are any
errors
regarding
overspending
3
X11 Produce/
grocery/
dairy list
The list of food items and
the quantity being
purchased
Manageme
nt
Monthly Number of
items
purchased in
bulk
3
X12 Stocks To determine the origins of
the problem, as well as
potential contributing factors
Regional
Manager
Monthly Rate and extent
of the problem
1
12. 12
2.2 Collection Results
Describe the results of each data collection. You must include narrative for each element of your data
collection plan. Tables and charts should be included as often as possible as well. There is a video
describing how to accomplish the charts with ease.
Data Item 1
The results of my interviews with my General Manager indicate that increasing food efficiency directly
correlates with an increase in food sales. He and I have discussed that increasing food efficiency by
reducing waste is the most effective way to increase profit. Reducing waste decreases food and
beverage expenses by utilizing all ingredients to their full capacity and not over spending when
purchasing produce, dairy, and grocery from suppliers.
Data Item 2
13. 13
The results of the delivery schedule corresponds with how many times food is delivered to The
Cheesecake Factory and how often food needs to be delivered to the restaurant. A delivery truck arrives
on average every two weeks supplying produce, dairy, dry good, and groceries. The amount of times
food is delivered correlates with how much food is being prepared to sell. The amount of waste
accumulated once the food is being prepared by the cooks also directly correlates with how often
deliveries are made, and how much needs to be spent on the delivery.
Data Item 3
The results of the interview with the Kitchen Manager indicate that food preparation directly correlates
with waste in the restaurant. Food efficiency is the ability to fully utilize the entire product received to
maximize on profit and reduce expenses. Increasing food efficiency by fully utilizing product
corresponds with how busy the restaurant is and how quickly and effectively the cooks work under
pressure.
14. 14
Data Item 4
The results of the finalized produce budget directly correlate with how much money is needed to spend
on produce every couple of weeks in order to be fully stocked for service. An increase or decrease in the
produce budget will indicate how much produce is being employed during prep and cuisine.
Data Item 5
The results of the finalized grocery budget directly correlate with how much money is needed to spend
on grocery every couple of weeks in order to be fully stocked for service. An increase or decrease in the
grocery budget will indicate how much produce is being employed during prep and cuisine.
15. 15
Data Item 6
The results of the finalized dairy budget directly correlate with how much money is needed to spend on
dairy every couple of weeks in order to be fully stocked for service. An increase or decrease in the dairy
budget will indicate how much produce is being employed during prep and cuisine.
Data Item 7
The results of the Yelp reviews correspond with how well the food is prepared and cooked, which is a
clear direct correlation with an increase or decrease in food sales. Food that is prepared well by the
prep cooks will be employed properly by the chefs to ensure even and fast cooking. Food to sell that is
made properly will be appreciated by guests, leading to an increase in customer loyalty and an increase
in food sales. On the other hand, food that is not prepared up to company standards and then is not
cooked properly will not translate well with guests, leading to a decrease in customer loyalty and
decrease in food sales.
16. 16
Data Item 8
The results of the inventory taken correspond with how much food is being utilized for prep and how
much is left in dry storage or the refrigerators. The amount of food stored correlate with what will be
used for prep in a few hours or a few days. Food stored for three or more days without usage will be
most likely be thrown away, leading to an increase in expenses for the produce, grocery, and/ or dairy
budget.
Data Item 9
The results of the Service Management Group (SMG) restaurant guest surveys correspond with guest
satisfaction. Guest satisfaction directly relates to customer loyalty, which potentially increases or
decreases food sales. The busier the restaurant, the lower the scores were overall for the restaurant.
Data Item 10
17. 17
The results of procedures taken to increase food efficiency correspond with how well certain food
preparation techniques are preferred over others. Education on new techniques will establish how
waste is accumulated and how food waste can be minimized.
Data Item 11
The results of the produce/ grocery/ dairy list correspond with how much product is being used on a
biweekly to monthly basis. This directly relates to how much product is being used for food preparation
and cuisine. The list corresponds with the produce/ grocery/ dairy budget, determining how much of
what needs to be bought and what the cost ultimately will be.
Data Item 12
The results of the stocks correspond with how well Cheesecake Factory’s all over the country are doing.
Overall, this directly relates to company growth and expansion. If one restaurant can effectively reduce
waste, then this can create a domino effect with other Cheesecake Factory’s. An increase in food
efficiency will increase company profits, contributing to its domestic and global expansion, further
leading to an increase in profits.
18. 18
2.3 External Research/ Benchmarking
Library.fiu.edu Off
campus Access
Conduct peer-reviewed research to determine how other companies address
the same or similar problems. Gather 5 articles and include them here.
Article 1
Synopsis
According to Rick Pendrous, author of “Mycotoxin Problems for Ceral Processors,” the Food Standards
agency has released advice to assist farmers to minimize the “risk of wheat grain toxins for the next
season.” Fusarium mycotxins are toxic compounds created by fungi on grain in specific growing
conditions that have been rapidly multiplying because of the difficulty cereal processors have of
destroying them. Research has been conducted to look at energy saving in food. Dr. Garry Felgate at
the Carbon Trust has stated, “Business in the food and drink industry are wasting millions on energy,
hitting the environment and their bottom line.” Energy saving is an integral part of the government’s
Food Industry Sustainability Strategy.
Article 2
Synopsis
James Stagg, content editor of The Caterer, emphasizes that “one of the most important pieces of
advice was to work with suppliers to ensure you can use absolutely everything purchased.” Stagg
continues by informing that many Hospitality firms are unaware or are inconsiderate regarding how
much food they throw away. Restaurants have lists and lists of priorities that need to be accomplished
before or during peak hours; however, despite the hectic restaurant schedule and business hours,
restaurants are throwing away an equivalent of just over $15,000 worth of food per year. Many
establishments refuse to admit how much they actually waste (Stagg).
Article 3
Synopsis
Siobhan O’Neill of Caterer& Hotelkeeper published a report summarizing that “there are simple ways to
reduce food waste and save money, but the industry needs to work together.” Food sustainability in the
Hospitality industry encompasses food waste responsibility and reducing landfill volumes. In 2011,
Caterer & Hotelkeeper collected data on food waste. Their study showed that “600,000 tons of food
waste was disposed of in 2009, two-thirds of which could have been eaten if it had been better
portioned, managed, stored, and prepared.” This can severely positively or negatively affect gross
profit. Nick Parker, managing director of Bite Catering, informs us that if “you’re saving 5% on food
costs because you’re not putting 5% in the bin, then that’s 5% more margin you’ve got…if you buy a kilo
of ingredient, you add labor taking it from goods into the [refrigerators], then storing it, you’re paying
labor for it, putting it on display and perhaps throwing the food away.” This increases labor expenses
and contributing waste to landfills, which invites additional costs (O’Neill).
19. 19
Article 4
Synopsis
Amanda Schiavo, Digital Journalist for TheStreet.com, recently released an article titled, “Cheesecake
Factory (CAKE) Stock Plummeting Today as Earnings Fall Short,” describing that Cheesecake Factory’s
shares are down by 11.39% as of February 12, 2015. This article describes how the company missed
analyst’s expectations on how business would thrive and surpass the $509.08 million they were
expecting for the 2014 fourth quarter; Cheesecake earned $499.7 million, 9.38 million less than
anticipated. This demonstrates that the company suffered during the fourth quarter, and reasons stem
from stock trading being at a higher level to a decrease in overall revenue growth.
Article 5
Synopsis
Daniel McGinn, author of Faster Food, illustrates how The Cheesecake Factory manages to reach a
bottom line while managing a giant menu. A giant menu equals oversized portions and a large kitchen
to run. Kitchen operations must run quickly and efficiently to adapt to the fast pace of the restaurant.
McGinn writes that Cheesecake Factory has managed to evolve “with [a] highly complex menu
combined with a highly efficient kitchen.” This restaurant chain understands their business, how to
manage their staff, how to manage their ingredients, and how to balance chaos so peak hours are (for
the most part) run smoothly.
20. 20
2.4 Competitive Set
https://www.google.com/maps Provide a map of the five key competitors in the area
Houston’s, Olive Garden, Bella Luna, Texas de Brazil, Sushi Siam
2.5 Description of Competitor’s Approach to the Process
In a few paragraphs, explain what you can find out about how your competitors approach the same
process. How do they do the process? Are they better or worse at it? Describe how you obtained this
information: Did you find this information on their website, by making calls, site visits, etc? For some
small companies, you will have to make your best estimate with little data to support your conclusions.
For the most part, the competitive set of restaurants all apply the same principles as The Cheesecake
Factory to reduce waste – all restaurants maximize on how effectively food items are portioned,
managed, stored, and prepared. I’ve discovered this information through their websites. Corporate
responsibility is based upon how each of these restaurants are able to minimize waste and enforce
sustainable practices during operations. The Cheesecake Factory has an edge above their competitors
because they have found a way to reuse cooking oil to power their kitchens. By doing so, The
Cheesecake Factory is able to reduce their energy consumption, therefore reducing operating expenses.
Their competitors in the competitive set have not found innovate ways to dispose of or reduce waste,
although each restaurant is able to minimize waste effectively by monitoring how much of what food
item is used and how much is thrown away. All restaurants employ a waste management company to
dispose of their waste responsibly. All restaurants understand that key food groups, such as oil, must be
used and disposed of properly because if not, drains can be clogged up by the fatty composition as oil
dries, which backs up water or other waste traveling down the drains, potentially causing overflows,
causing further damage and expenses to the restaurant.
21. 21
Analyze
3.1 Failure Modes and Effects Analysis
Failure mode and effects analysis (FMEA) List the potential failures and their effects.
Type of Failure Mode (the specific way
the failure occurs)
Effect (immediate
consequences)
Valence
(Seriousness) 1low-
10 High
Inadequate staff
prepare new produce,
groceries, and dairy
arriving in the
restaurant
Cooks are unaware/
uneducated or are
careless with proper
food preparation
Costs the restaurant
money to buy more and
more product to prepare
10
Prepared food is not up
to guest standard
Food is burnt, portion
sizes are smaller
Guest complains, reduces
customer loyalty
8
Undercooked/
overcooked food is
distributed as food to
sell
Kitchen/ Expo
managers do not
properly inspect the
food before it leaves
the kitchen
Guests are served
mediocre food, which is
sent back to the kitchen
to be thrown away or
cooked again
9
Food is mishandled and
viable parts are thrown
away
Cooks ask for more and
more food to prepare
Food revenue is lost;
more money spent on
buying product than
selling it
10
Analyze the data to investigate and verify cause-and-effect relationships. Determine what the
relationships are, and attempt to ensure that all factors have been considered. Seek out root
cause of the defect under investigation.
22. 22
3.2 Pareto Analysis (Greenbelt Only)
Category Frequency Percentage Cumulative Percentage
Average Number of Deliveries 3 48% 48%
Average Number of
Menu Items Consumed
5 35% 72%
Average Check per Person $16 20% 86%
Number of Servers 55 17% 97%
Analysis Sheet
This chart signifies the impact of how much food is consumed by guests dining in, how the food is
allocated to the restaurant and henceforth to the table. The Cheesecake Factory is known for its
mammoth portion sizes in addition to its cheesecake. Small, local families of 3-4 individuals tend to dine
in at once for one sitting more so than deuces or singles, averaging to 5 plates per table (an appetizer,
several entrees, and a dessert). Because of the massive amount of food items consumed and the large
volume the Aventura location can maximize in capacity, a large staff of servers is required to be on hand
daily to serve the food to the table from the kitchen – food that is supplied 3 times a month to restock
the pantries and storage for service.
23. 23
3.3 Process Statistics (Greenbelt Only)
Lead Time
Lead time= Amount of Work In-Process/Average Completion Rate
= 28 combined chefs prepping and cooking / 14 minutes
= 2 plates
Process Capability
The cooks have differing levels of training. Most cooks have been in the industry for decades and are
hesitant to alter their preparation methods to adapt to new techniques. When new food preparation
techniques are made available, education is provided to the cooks to ensure they understand correct
methods promoted by the company. After education is provided, the new food preparation methods
may be implemented for a few weeks or a couple of months before the cooks begin to cut corners.
Shortcuts become commonplace due to time constraints or laziness. During peak hours of restaurant
lunch and/ or dinner service, prep cooks will be rushed to send out chopped lettuce, cooked rice and
beans, clean cuts of poultry and meat as filets or medallions, etc. Peak hours may result in a waved
kitchen (depending on front of the house management), further resulting in stress and pressure on the
cooks to produce high quality food items. In order to cope with the stress due to time constraints, prep
cooks may not utilize an entire box of lettuce properly (they may throw away leaves that are perfectly fit
for consumption but may not take the time to inspect the box), they may slice off too large a portion of
fat and meat (resulting in a smaller portion to be served and an increase in volume for the garbage
disposal). Or simply, the cooks do not care to follow correct preparation methods and choose to do
what they want without proper supervision. Carelessness due to time constraints or laziness result in an
increase in the grocery, produce and dairy budget and a decrease in food revenue due to poor quality of
food.
Process Capacity
If cooks properly utilize the required prep techniques, the effort shows in the food served to the guests
and the customer loyalty is increased. For example, if a box of lettuce contains 24 heads of lettuce and
all 24 are used at a 95% efficiency, this box can supply 3 chefs who each produce 10 plates of salad to
guests. If chefs are given a high quality of produce, they are compelled to prepare the items to the best
of their abilities, translating to perfectly crafted dish meeting/ exceeding customer expectations. This
increases customer loyalty to the company, which leads to an increase in food sales.
24. 24
3.4 Voice of the Customer
Voice of the Customer
The Cheesecake Factory of Aventura Mall has a history of being an extremely busy location. Frequent
guests bring their families to dine in, therefore the Aventura location is a family hotspot. The consensus
of customer reviews on Yelp.com is that the restaurant is on average very busy, good customer service,
and good food. A vast majority of the guests stated that the food was prepared very well and was
delicious. For instance, a guest dined in with her husband ordered the Mozzarella Pizza and
Smokehouse BBQ Burger. The husband was impressed with how well the pizza was cooked; he
compared the pizza and its flavors to a pizza he had in Italy. They agreed that the Smokehouse Burger
was cooked perfectly, but were undwhelmed with how the french fries were served in wax paper.
Alternatively, several guests commented how badly the food was prepared. Several guests complained
of stake bread, cold food, raw food (specifically shrimp), uneatable vegetable parts (seeds and stems
leftover), and food with a bite taken out of it. Most negative reviews are based on emotional reactions
of being upset, nevertheless the specific complaints are quite alarming. Raw food is the biggest liability
because raw food must be either thrown away or refired. If it is thrown away, the company loses
money on food sales. If the food is refired, the company runs the risk of losing customer loyalty,
therefore profits decrease.
Service Management Group (SMG) reports are provided to guests by The Cheesecake Factory to
improve operations and several service. However, because of the privacy policies upholder by the
company, my General Manager and our District Manager were unable to disclose any SMG reports for
this project. SMG reports are not allowed to disclose personal information for marketing purposes or
third party purposes (excluding third parties that perform services for the company). After the survey is
taken by the guests, a research group collects information, including name, email addresses, store
recipes, and survey responses.
25. 25
3.5 Voice of the Business
Description (1 page) of how the stakeholders in your business see the problem. Utilize interviews, exit
interviews from managers, current employees, separating employees, peer reviewed journal articles,
and direct observation. Explain why the process is necessary to the business. Does the process add
financial value or just provide a supporting role to other processes that do provide financial value?
The Cheesecake Factory is a publically traded company in the New York Stock Exchange (NYSE). Stocks
are down this year by 11.39% following The Cheesecake Factory’s fourth quarter earnings results.
Amanda Schiavo, New York based Digital Journalist for TheStreet.com, states that the company missed
its expectations based on analysts’ research. The Cheesecake Factory reportedly earned 48 cents per
share during the fourth quarter, whereas analysts predicted the company would earn 60 cents per
share. Schiavo continues her research by stating that Cheesecake’s total revenue for 2014’s fourth
quarter was $499.7 million. On the other hand, analysts were anticipating total revenue of $509.08
million. Alternatively, Operating Results from Yahoo Finance’s Business Wire reported that The
Cheesecake Factory’s comparable restaurant sales have increased during the fourth quarter fiscal 2014
by 1.4%. David Overton, the company’s Chairman and Chief Executive Officer, announced that
Cheesecake continues to “achieve a consistent level of sales...completing [their] fourth and fifth
consecutive year of delivering positive quarterly comparable sales.”
In the fourth quarter of fiscal 2014, The Cheesecake Factory launched five new restaurants out of the
ten the company set as a goal during fiscal 2014. One out of the five restaurants opened during the
fourth quarter was an international location in the Middle East. The Middle East location is one of four
international Cheesecake Factory restaurants opened “during the year under licensing agreements.”
According to the Business Wire, The Cheesecake Factory repurchased 3.1 million share of its common
stock at $140.5 million, and returned $170.8 million cash in the form of share repurchases and dividends
to shareholders in fiscal 2014. The company is anticipating free cash flow to shareholders in the form of
share repurchased and dividends for fiscal 2015.
This process is necessary to The Cheesecake Factory because business operations rely on consistent
sales for the business to continue to expand domestically and internationally. Consistent food sales are
reliant upon quality dishes produced by each individual chef working as a team with their colleagues,
including the prep cooks. Profits derived from food sales primarily originate from revenue management
and budget control. Maximizing on profits by implementing the produce, grocery and dairy budget is a
crucial step to proving financial value for company revenue and growth.
26. 26
3.6 Waste Analysis – DOWNTIME - Types of waste:
DOWNTIME analysis
DOWNTIME is an acronym used to describe the potential sources of waste. Look at your process and
see if any of these sources are at work reducing the efficiency and effectiveness of your process.
Defects (the effort involved in inspecting for and fixing defects)[17]
o Shortcuts taken to prepare food to adjust to the pressure caused by poor time
management and/ or laziness.
Overproduction (production ahead of demand)
o Preparing food ahead of time before it is needed. The food prepared too early will
not be fresh to sell, therefore cannot be used for service. The company looses
money.
Waiting (waiting for the next production step)
o The time between implementing new prep techniques and deviations from the
newfound education.
Non-utilized resources/ talent or employee unused creativity or productivity
o New prep methods do not allow the cooks to fully utilize their skills.
Transport (moving products that is not actually required to perform the processing)
o Grocery, dairy, and produce delivery from suppliers.
Inventory (all components, work in process and finished product not being processed)
o Storing unused product and letting it go to waste.
Motion (people or equipment moving or walking more than is required to perform the
processing)
o Hiring more and more people to deliver and receive the product being shipped by
suppliers.
Excess Processing
o Over budgeting and receiving too much product to be left in inventory when not
used.
Reduces profit and increases expenses.
27. 27
3.6 Foresight analysis
In this section, please describe how you see the problem you addressed playing out in 5 and 25 years.
Potential Solutions
Root Cause Impact
(0 low,
10
High)
To
Improve
(Yes,
No)
Costs of goods sold is too high 10 Yes
Buying too much food to sell 10 Yes
Under-/Over-cooking food items 7 Yes
Unhappy guests 7 Yes
Resize portion 5 No
High Impact to improve the
process
Low Impact to
improve the process
High Feasibility
of accomplishing
Must do: Economic development/
education on sustainability to maintain a
high level of food efficiency.
Waste management
Low Feasibility of
accomplishing
Sustainable development to reduce waste Low cost
Immediate
Feasibility
(10 High, 1
Low)
Impact
(10 High,
1 Low)
Potential Solutions Result
10 9 Research market area Phase 1
10 7 Survey potential competitors Phase 1
7 8 Analyze selected site Phase 1
6 4 Develop a preliminary waste management concept Phase 1
4 9 Construct a preliminary financial statement based on food Phase 2
28. 28
and beverage sales along with fixed/ variable costs
4 5 Estimate sustainability development costs related to
restaurant operations
Phase 3
3 9 Analyze the dominant demographic and lifestyle groups
in the area
Phase 2
2 2 Determine over-served and under-served concepts to
identify holes in the market
Phase 2
1 1 Evaluate sales performance Phase 1
1 1 Conduct site visit to inspect nuances of the location Phase 1
In 5 to 25 years, I see this problem being addressed in an easy fashion. Sustainable practices, especially
in the Hospitality industry, are becoming more and more commonplace as methods to save money and
increase profits. In 5 to 15 years, I see technologic advancements in sustainability aiding The
Cheesecake Factory in amplifying growth prospects in the market. For instance, new market research
on the Global Release Liners Market 2015-2019 has discovered that “machinery and converters for
plastic and substrates processing, and skilling manpower are used to manufacture release liners, [which
are] produced from paper (glassine or super-calendered kraft paper).” This is just the start. Taking
“green initiatives” as a way of gaining a “competitive advantage to strengthen [the] market position”.
29. 29
Improve
Improve or optimize the current process based upon data analysis. (Evidence Based Decision
Making (EBDM)
4.1 Poka Yoke
Describe at least one method of mistake proofing the process.
One method of mistake proofing the process would be for employees to conduct self-checks. Staff
could get into the habit of evaluating the quality of their work to reduce errors such as checking for
odors near the cooking area, establish that appliances function properly, check for any animal feces or
signs of insect infestation or contamination around cooking and storage areas. In order to ensure that
self-checks are done correctly, management should place several checklists in multiple locations of the
restaurant highlighting what needs to be done with the cooking area, storage area, food handling, waste
management, maintenance, and sanitation.
Food Service and Handling Checklist
1. Cooking Station
a. Check for odors in the food preparation and eating stations
b. Ensure that the kitchen is clean following service
c. Check for micro bacterial growth (mold, mildew, etc.)
2. Food Handling
a. Check food for insect infestation, animal feces, or signs of contamination
3. Food Storage
a. Check area for insect infestation, animal feces, or signs of contamination
b. Clean containers with soap and water or disinfectant (as instructed)
c. Ensure leftovers or food to be donated is properly placed in sealed containers that do not
have residue on the outside
d. Sweep and mop floors
4. Waste Management
a. Properly dispose of food and recyclable materials in separate bins
b. Ensure that bins are properly sealed
c. Ensure waste bins are held in a well-ventilated area
d. Ensure that dumpsters are away from air vents or windows
5. Maintenance
a. Establish that the appliances work properly (exhaust fans, vents, oven burners, etc.)
6. Sanitation
a. Degrease and clean stove top, drip pans, under stove top, inside oven, outside oven
b. Degrease and clean refrigerator, vent, grease screen
c. Remove mold and mildew
30. 30
4.2 5S
5S, 5S 2
Sort (Seiri)
Review tools, parts, steps and instructions. Keep only what is necessary.
Implementing an entirely new training system will be a suggestion maintained on file, although ensuring
that a new training system to be initiated will be a pending project. The company will need to allocate
extra funds that are not currently available as of this moment. Nonetheless, utilizing an oil trap to
recycle used oil and an eco-dumpster to sort out recyclable materials will be implemented as usual.
Set In Order (Seiton)
Arrange items in order, categorize or place items correctly, keep items in the area of use.
Professional Cutlery (chef’s knives, cleavers, pairing knives, carving knives), commercial cookware
(stainless steel, aluminum, copper, cast iron), utensils (grill spatulas, skimmers, kitchen tongs, ladles),
baking supplies (pans, baking tools, measuring cups, pastry supplies).
Kitchen supplies continued: Food storage (canisters, container lids, film wrappers, foil dispensers, food
boxes, food crocks, food jars, food pan drain shelves, food scoop holders, lids), food prep supplies (
colanders and strainers, can openers, cutting boards, vegetable ad potato peelers, potato mashers,
cheese graters, cheese slicers, fruit and vegetable knives, bulk cheese slicers, mandoline slicers, manual
juicers).
Shine (Seiso)
Reduce hoarding and clutter. Clean work areas or processes regularly, returning items or files to their
assigned place.
Staff must maintain a clean station as the day progresses. Cleaning up after themselves regularly will
reduce the workload at the end of the shift when closing side work must be performed.
31. 31
Standardize (Seiketsu)
Make standards which are easy to understand. Use visual controls, checklists, work instructions, labels,
and process diagrams.
The checklist will be a fundamental tool to promote cleanliness and organization within stations. The
list is a user-friendly resource that staff can follow easily to get side work done quickly and efficiently.
Once the shift is over, employees must clean their work areas and place their equipment in their
designated areas to maintain organization. Keep the station clean and organized will promote smoother
operations during business hours.
Systematize or Sustain (Shitsuke)
Implement new ways of monitoring and measuring the process. Implement effective feedback and
continuous process improvement loops.
Implement the checklist for the next several weeks and receive feedback from staff. Feedback from
employees will clarify what is effective or ineffective about the process. Having a hands-on opinion will
make the feedback genuine and realistic, where learning what to improve upon will influence plausible
expectations so employees can perform better on the job.
32. 32
4.3 Other Improvements to the Process
Describe your improvements to the process.
Reduce sources of waste (DOWNTIME)
Eliminate variation
Increase Speed
In order to reduce potential sources of waste, it is imperative of management to follow up and
review side-work done by employees at the end of the shift. As stated previously, following a list a
guidelines supplied by a checklist will assist management to stay organized and stay focused with daily
tasks. In order to for staff to stay productive throughout the shift, the shift leader needs to be assigned
on every station, and given a specific list of tasks to implement and lead the team, ensuring the goals are
accomplished. Semi-annual employee critiques are established, although not completely executed. This
is a result of sporadic time management and a disorganized set of priorities. Providing that staff work
effectively and efficiently, one kitchen manager should be in charge of semi-annual employee critiques,
and insist upon a $0.50-0.75 raise if work is done well and productivity is on a steady incline. Supplying
an incentive for employees will motivate them to work smarter, being more attentive during work
without becoming complacent over time.
In order to reduce variation in the process and increase speed, food prep should be timed to
stay on a schedule for service. Prior to service, food must be prepared on time in or to be ready to sell.
This applies during regular restaurant hours. Variation in the process results from self-inflicted stress by
staff. This conclusion is drawn from unrealistic expectations placed upon the employees. To improve
upon this, management and shift leaders must motivate staff to initiate more teamwork. A sense of
unity is primary to establish in order to have an assembly line of sorts to make the work easier. There
are not enough employees to have an actual assembly line, however launching that mentality by staying
on a schedule using a timer and promoting teamwork will reduce variation so proper work is done
efficiently and correctly.
33. 33
4.4 Summary of Recommended Solutions
High Impact to
improve the process
Low Impact to
improve the process
High Feasibility of
accomplishing
Must do: Economic
development/ education on
sustainability to maintain a high
level of food efficiency.
Low Cost
Low Feasibility of
accomplishing
Sustainable development to
reduce waste
Waste Management
List of 5-10 potential solutions to the problem in order of feasibility
Immediate
Feasibility
(10 High, 1
Low)
Impact
(10 High,
1 Low)
Potential Solutions Result
10 9 Research market area Phase 1
10 7 Survey potential competitors Phase 1
7 8 Analyze selected site Phase 1
6 4 Develop a preliminary waste management concept Phase 1
4 9 Construct a preliminary financial statement based on food
and beverage sales along with fixed/ variable costs
Phase 2
4 5 Estimate sustainability development costs related to
restaurant operations
Phase 3
3 9 Analyze the dominant demographic and lifestyle groups
in the area
Phase 2
2 2 Determine over-served and under-served concepts to
identify holes in the market
Phase 2
1 1 Evaluate sales performance Phase 1
1 1 Conduct site visit to inspect nuances of the location Phase 1
34. 34
4.5 Future State Process Map
Business Process Mapping
A graphic description of all unique parts of the newly designed process including new internal controls
to ensure control.
Problem: Improving food efficiency to reduce waste output
Food station is
disorganized
Management highlights
aspects in food station
that needs
improvement
Management improves the
list monthly based on
improvements/ failures of
the current list
Management
divides the list
for different
stations
Designate
certain tasks for
certain food
stations
Modified Food Service
and Handling Checklist
Checklist is based on
what food station
produces the most
waste
Staff continues
following the list
Management
review the
checklist
Staff follows the
checklist daily
Management is
informed of
tasks done on
the list and
inspects daily
Staff monitors
what is effective
and ineffective
on the list
Management
follows up with
the checklist,
ensuring the list
has been
implemented
Staff notifies
management on
what aspects of
the checklist
maximize the
most on time
and energy
Management
omits ineffective
steps on the
checklist
Follow ups
should be
conducted once
week until
progress is
noted
Once progress is
evident, follow
ups should be
conducted bi-
weekly to
monitor changes
over time
35. 35
Control
control systems such as
statistical process control,
Control chart
Control future state process to ensure that any deviations from
target are corrected before they result in defects. Implement
control systems such as statistical process control, and
continuously monitor the process.
5.1 Entropy Force Analysis
Entropy: The tendency of things to fall apart
Describe those natural forces, if not managed that will cause the process to fail again in the future.
These forces should be established in the Measure and Analyzed phases.
Force Corrective Action
Employees take shortcuts to save
time
Implement checklist and have management review the
work done by the staff afterwards
Management fails to check work
properly
Ensure that checklist is a mandatory aspect of opening
and closing sidework
Staff is careless with how much food
product they throw away
Only supply a limited amount of garbage bags per day
in a locked supply room only accessed via management
New staff take the place of trained
staff
Training for all new prep and line cooks
Trained staff become complacent
and lazy when following the
checklist
Periodic refresher training and improvements to the list
Equipment wears down over time Periodic checks and maintenance only when equipment
fails to function
36. 36
5.2 Modification to Procedures Manuals (Or Establishment of)
Prepare language to be inserted into procedures manuals for employees engaging in the process.
Include procedures for managers to inspect work.
Include new checklists and standard operating procedures.
Fix the problem and describe what it will take to keep it fixed.
Several dozen employees in The Cheesecake Factory speak Spanish as a primary language. To
accommodate this workforce, management needs to improve manuals so they are offered separately in
Spanish, not just parts and sections in an English manual. Having a manual in a language that a majority
of employees speak will increase efficiency by 25%.
Procedures to Inspect Work
A. Comprehensive
Complete inspection of food service stations (dish [dishwashers], prep, pasta, sauce,
sauté, grill, salad, and bakery stations) during clean up.
B. Partial
Management divide and delegate inspections to specific stations amongst themselves.
Detailed inspection per station to focus their attention to any hazardous areas or
materials.
C. Follow Up
State date and time each inspection.
Log brief, daily summaries of each inspection conducted detailing what they inspected
and what needs to be repaired, cleaned more, or replaced if need be.
Summarize daily inspections each biweekly to draw conclusions on where improvements
can be made.
D. Monitoring
State date and time of each inspection.
Define why inspection was performed.
Explain why inspection was/ was not useful to improve operations
37. 37
Establish similar and simple managerial and employee checklists. This increases the likelihood of a
properly cleaned station ready for service. Provide pictures and a description under the pictures on the
walls so they are easily accessible to staff. Visuals and descriptions that are short/ to-the-point will
deem effective for employees to eventually commit to memory so the process becomes second nature.
This increases productivity and a greater understanding of what is expected from staff.
Manager’s Food Service and Handling Side-Work Checklist
1. Cooking Stations
a. Send home appropriate labor
b. Check if resources are sufficient (equipment, supplies)
c. Ensure that the kitchen is clean, and staff followed their cleaning checklist
2. Food Handling
a. Check food for insect infestation, animal feces, or signs of contamination
3. Food Storage
a. Check area for insect infestation, animal feces, or signs of contamination
b. Check for clean containers washed with soap and water or disinfectant
c. Restock/ order missing equipment
4. Waste Management
a. Check that food and recyclable materials are in separate bins
b. Ensure that bins are properly sealed
c. Ensure waste bins are held in a well-ventilated area
d. Ensure that dumpsters are away from air vents or windows
5. Maintenance
a. Check that the appliances work properly (exhaust fans, vents, oven burners, etc.)
6. Sanitation
a. Check that stove top, drip pans, under stove top, inside oven, and outside oven are clean
and degreased
b. Check that refrigerator, vent, and grease screen are degreased and clean
c. Check for removal of mold and mildew
38. 38
5.4 Transition Plan
Turn over the new process to the process owner. Explain to them what you found and what measures
will have to be taken to keep the new process running effectively. Document your conversation here.
Process Review Schedule
Establish a timeframe and a rationale for how often the process should be reviewed/ measured in the
future. This should be based on your Entropy Force Analysis
Action Plan Monday Tuesday Wednesday Thursday Friday Saturday Sunday
Dust corners
from top to
bottom
Wipe down
cabinets -
inside
and out and
all sides
Empty and
clean
refrigerator
and freezer
Clean oven
and
stovetop
Clean
microwave
Clean small
appliances
Clean and
straighten
dry storage
Wash floor
Scrub all sinks
Clean all
cooking
utensils
39. 39
Assignments
Dish, Bakery
Dish, Bakery
Salad
Grill, Sauté,
Pasta, Sauce
Bakery
Prep
Prep
Dish
Prep
Dish
The table above defines the side-work assignment per station by color code.
The table on the previous page illustrates a user-friendly, updated side-work schedule. Each color
clearly defines what needs to be done on specific days. Management delegates each tasks to specific
staff, including those on dish (dishwashers), prep, pasta, sauce, sauté, grill, salad, and bakery stations. A
simple, yet organized table will be easy to follow so management can implement. Such a simple,
structured table will promote organization to maintain cleanliness to reduce waste.
40. 40
5.3 10 Day Review (normally 6 months)
Conduct observational review of the process 10 days after the completion of the Improve phase.
Measure the rate of defects at this point. Describe the results of what you found.
Food
Item
Amount
Lost per
Week
($)
Potato $65
Flour $166
Rice $200
Fries $550
Bread $838.14
The graph and table above measure the items wasted the most. Over the course of the past three to
four months, the five selected food items (potato, flour, rice, fries, and bread) generated the most food
expenses in inventory per week. Since January, potatoes have cost The Cheesecake Factory $780, flour
$1,992, rice $2,400, fries $6,660, and bread $10,057.68. These numbers are the equivalent of 200
garbage bags thrown out each day, measuring an average of 50 pounds per bag in a 10 yard dumpster
that’s costs $2,800 monthly to empty out. In total, The Cheesecake Factory lost $21,889.68 in food sales
during the last 12 weeks. If the numbers remain the same during the course of the year, the restaurant
will lose $1,138,263.36 annually.
41. 41
Lessons Learned
Describe what you learned about your ability to manage a detailed process improvement project using
LSS. Explain what parts of LSS you found most useful. Describe the strengths and lessons of your effort,
to include how key stakeholders responded to your project. Are you able to participate in Process
improvement teams in the future with a greater degree of confidence than you would have without this
project? Are you interested in pursuing greenbelt certification?
The Lean Six Sigma process has greatly increased my ability to manage a process improvement project.
Using LSS has allowed me to effectively organize my action plans and goals. The detailed, step-by-step
process allows students to easily analyze and document data based on a clear set of guidelines provided.
This approach enhances productivity and efficiency so the work generated by students has a clearly
defined problem to resolve and improve.
I found the last step, the improve process to be most useful. Gathering data has not been an easy task
for my project, so reaching out to faculty and management has enabled me to come to conclusions for
my project. The improve step allows me to summarize the highlights of my work and draw conclusions
on what can be improved and how these issues can be improved. This last step wraps up the loose ends
of the project and acts as a stepping stone to guide future projects so the same mistakes or faults will
not be repeated. The strengths and lesson from my effort derives from the innovation needed to find
useable data. Most of the data I encountered was prohibited for public use from my company’s
corporate offices. Therefore, asking questions and coming up with solutions based on advice from
faculty and management has guided my research to alternative sources of data.
In addition, I feel I am able to participate in process improvement teams in the future with a greater
degree of confidence than I would have without this project. This process has been mostly trial and
error in my case; reaching dead ends and having to be innovative and creative without having many
resources in order to reach conclusions and solutions to my problem has been an ongoing course of
action. Having been through a difficult progression with this project, I have a clearer understanding of
where to look for data, who to ask, and how to promote my solutions. Furthermore, I have a clearer
understanding on how to work with certain individuals in terms of varying character traits and
behaviors. Working in a team is fundamental to a project’s success, specifically referring to a process
improvement project of this magnitude. Collaborating and not compromising information is essential to
upholding the integrity of the project and the validity of the data and the solution.
After participating in an LSS process improvement project, I am interested in pursuing a greenbelt
certification. Participating in this process improvement project has created awareness that this
procedure is a simple yet detailed resource to improve a company’s profitability and efficiency. Utilizing
this knowledge and having a certification demonstrating fluency for the process will give students an
edge above the competition. Even more so, having greenbelt certification provides an understanding on
how to successfully implement change within an organization. This comprehension gives students the
initiative to find purpose in their work so we’re not just average employees – we’re a positive influence
in our future work environments.
42. 42
Supervisor’s Critique
Please have your supervisor put a brief note of their critique of their project on letterhead or typed with
their business card or signature attached. A scanned in, handwritten note is fine.
44. 44
Appendices/ Support Documents/ Articles/ Sources of a Data
1. "Cheesecake Factory (CAKE) Stock Plummeting Today as Earnings Fall Short." TheStreet. N.p., 12
Feb. 2015. Web. 28 Feb. 2015.
2. "The Cheesecake Factory Guest Satisfaction Survey - Welcome." The Cheesecake Factory Guest
Satisfaction Survey - Welcome. N.p., n.d. Web. 2 Feb. 2015.
3. "The Cheesecake Factory Reports Results for Fourth Quarter of Fiscal 2014." Yahoo Finance.
N.p., n.d. Web. 20 Feb. 2015.
4. Commercial Kitchen Supplies. Digital image. Commercial Kitchen Supplies. N.p., n.d. Web. 2 Apr.
2015.
5. Food Service Checklist. Digital image. DocStoc. DocStoc, n.d. Web. 2 Apr. 2015.
6. "OSHA Field Inspection Reference Manual CPL 2.103 Section 6 - Chapter II. Inspection
Procedures." Www.osha.gov. OSHA, n.d. Web. 2 Apr. 2015.
7. "Technological Advancements and Improved Sustainability Boosting Growth Prospects in the
Global Release Liners Market - 02elf Abendblatt - Online Nachrichten." 02elf Abendblatt. N.p.,
30 Jan. 2015. Web. 30 Jan. 2015.
8. McGinn, Daniel. "Faster Food." Newsweek 143.16 (2004): E20-E22. Hospitality & Tourism
Complete. Web. 10 Apr. 2015.
9. O'Neill, Siobhan. "Reduce Food Waste Increase Profit." Caterer & Hotelkeeper 203.4774 (2013):
30-32. Hospitality & Tourism Complete. Web. 10 Apr. 2015.
10. Stagg, James. "Food Waste Is Not A Throwaway Issue." Caterer & Hotelkeeper (2014): 5.
Hospitality & Tourism Complete. Web. 10 Apr. 2015.
45. 45
Four Academic Articles on the topic
Include pdf copies of four academic articles on this topic to help your supervisor see
additional research on the topic.
1. BMGI. "Mistake Proofing Techniques." Mistake Proofing Techniques (n.d.): n. pag. Web. 3 Mar. 2015.
2. "CHAPTER 9 FOOD AND BEVERAGE SERVICES." CHAPTER 9 FOOD AND BEVERAGE SERVICES (n.d.): 1-15.
Web.
3. Chapter 1. "INTRODUCTION TO FOODSERVICE SYSTEMS." A Guide to Centralized Foodservice
Systems (n.d.): 1-18. Web. 2 Mar. 2015.
4. "Technological Advancements and Improved Sustainability Boosting Growth Prospects in the Global
Release Liners Market - 02elf Abendblatt - Online Nachrichten." 02elf Abendblatt. N.p., 30 Jan. 2015.
Web. 30 Jan. 2015.
46. 46
overview of the main methods used.
Accelerated life testing
Analysis of variance
ANOVA Gauge R&R
Axiomatic design
Cause & effects diagram (also known as
fishbone or Ishikawa diagram)
Check sheet
Chi-square test of independence and fits
Correlation
CTQ tree
Design of experiments
General linear model
Histograms
Pareto analysis
Pareto chart
Pick chart
Quality Function Deployment (QFD)
Quantitative marketing research through
use of Enterprise Feedback Management
(EFM) systems
Regression analysis
Run charts
Scatter diagram
Stratification
Taguchi methods
Taguchi Loss Function
TRIZ
