Chaplin School of Hospitality and Tourism Management Internship Lean 6σ Process Improvement Project Improving the Speed, Accuracy, Reliability, Cost Effectiveness and Flow of the Jumbo Buffet process. Jumbo Buffet is founded by a Chinese family at the beginning of twenty-first Century, which means that it has a long history for nearly 20 years. Jumbo Buffet is an all-you- can-eat buffet which provides a variety of American-Chinese foods with one reasonable and affordable price. With time goes on, there are not only a majority of regular customers who come frequently, but also a series of problems emerge, such as lack of innovation and creativity, aging of facilities, competition from other buffets nearby. I will analyze the Jumbo Buffet in this 10 weeks during my advanced internship, which includes food and service quality, customer satisfaction about environment, aging of facilities and put up with my suggestions for increasing the revenue through data based analysis and evidence based decision making. Executive Sum- Table of Contents Message from the Professor 3 ................................................................................ About Lean 6σ 3 .............................................................................................. Criteria for the Project 3 ................................................................................... 1. Project Charter and Financial Estimate 1 .......................................................... 1.2 Current State Process Map 2 .......................................................................... Measure 3 ....................................................................................................... 2.1 Data Collection Plan 3 ................................................................................. 2.2 Collection Results 4 ..................................................................................... Analyze 5 ........................................................................................................ 3.1 Voice of the Customer 5 ............................................................................... 3.2 Voice of the Business 6 ................................................................................. 3.3 Voice of the Employee (WIFM) 7 ...................................................................... 3.4 Waste Analysis – DOWNTIME 9 ......................................................................... 4.1 Addressing gaps in VOC needs 10 ..................................................................... 2. Addressing gaps VOB needs 10 ..................................................................... 4.3 Addressing VOE concerns/ Alternate WIFM 11 ..................................................... 4. Reduction of Waste 12 ................................................................................. 4.5 Summary of Recommended Solution s 13 ....................... ...

1. Chaplin School of Hospitality and Tourism Management
Internship Lean 6σ Process Improvement Project
Improving the Speed, Accuracy, Reliability, Cost
Effectiveness and Flow of the Jumbo Buffet
process.
Jumbo Buffet is founded by a Chinese family at the beginning
of twenty-first Century,
which means that it has a long history for nearly 20 years.
Jumbo Buffet is an all-you-
can-eat buffet which provides a variety of American-Chinese
foods with one reasonable
and affordable price. With time goes on, there are not only a
majority of regular
customers who come frequently, but also a series of problems
emerge, such as lack of
innovation and creativity, aging of facilities, competition from
other buffets nearby. I
will analyze the Jumbo Buffet in this 10 weeks during my
advanced internship, which
includes food and service quality, customer satisfaction about
environment, aging of
facilities and put up with my suggestions for increasing the
revenue through data based
analysis and evidence based decision making.
Executive Sum-

2. Table of Contents
Message from the Professor 3
................................................................................
About Lean 6σ 3
..............................................................................................
Criteria for the Project 3
...................................................................................
1. Project Charter and Financial Estimate 1
..........................................................
1.2 Current State Process Map 2
..........................................................................
Measure 3
...............................................................................................
........
2.1 Data Collection Plan 3
.................................................................................
2.2 Collection Results 4
.....................................................................................
Analyze 5
...............................................................................................
.........
3.1 Voice of the Customer 5
...............................................................................
3.2 Voice of the Business 6
.................................................................................

3. 3.3 Voice of the Employee (WIFM) 7
......................................................................
3.4 Waste Analysis – DOWNTIME 9
.........................................................................
4.1 Addressing gaps in VOC needs 10
.....................................................................
2. Addressing gaps VOB needs 10
.....................................................................
4.3 Addressing VOE concerns/ Alternate WIFM 11
.....................................................
4. Reduction of Waste 12
.................................................................................
4.5 Summary of Recommended
Solution
s 13 ............................................................
Control 13
...............................................................................................
........
5.1 Modification to Procedures Manuals (Or Establishment of
Internal Controls) 14 ..............

4. Lessons Learned 15
.............................................................................................
Supervisor’s Critique
16.......................................................................................
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

5. 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)
!
This template is the intellectual property of Jason L. Stiles,
Ph.D. All rights reserved.

6. Define
1. Project Charter and Financial Estimate
2.
Project Charter A single document which lists the scope and
purpose of the
project.
Lean 6σ Project Charter
Start Date 5/30/2017 Complete Date 7/16/2017
Project Name Improving the Speed, Accuracy, Reliability, Cost
Effectiveness and Flow of the
Jumbo Buffet process.
Company Jumbo Buffet
Department Operating Department (FOH)
Process
Owner

7. Lisa Lin
Sponsor Lisa Lin
Leader Zhuo Zhang
Problem Statement/ Business Impact
Description: State the current
ineffective process. Use baseline
data if available. Include
timeframe, include conditions
surrounding the problem.
Basically, what is the “pain” you
are trying to improve?
The pollution of noise from aging AC system is a huge trouble
for the
restaurant’s normal daily running.
Financial Benefits
Direct annual financial benefits
expected from the project:

8. Indirect benefits expected from the
project:
Benefits: Expected benefits to
inventory, sales, earnings,
production, quality, etc.
Upgraded AC will lead to save at
least $2 per hour, $26 per day and
$9490 per year.
Customers will be more
comfortable and satisfied, as a
result they may switch to regular
customers.
A description of the current process and proposed financial
benefits
http://en.wikipedia.org/wiki/Project_charter
1.2 Current State Process Map

9. Process: Getting ready and going to work
Business Process Mapping A graphic description of all unique
parts of the process.
Can they
bear the
noise?
Walk-in
Expected
Customers
Future
Customers
Yes No Have a seat
Yes No

10. They come
again and
again
Pay the bill
Go out
They
become
annoyed.
Yes No
Great ex-
perience
Are they
Satisfied
with noise?
http://en.wikipedia.org/wiki/Business_Process_Mapping

11. Measure
2.1 Data Collection Plan
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.
CTQ Measure of CTQ Data Source
X1 Volume of noise The noise detection equipment
X2 Complaints from clients related to environment Comments
book
X3 Complaints from clients related to environment Yelp
reviews

12. X4 Number of tables occupied – shows current
business turnover
POS
X5 Amount of customers at two specific time points
during lunch and dinner
Host report
X6 Amount of kids in weekday — the main source
of noise
Host report
X7 Amount of kids in weekend — the main source
of noise
Host report
X8 Servers react to control the noise Observation of servers’
behaviors
X9 Degree of satisfaction of BGM Customers’ comments and

13. reviews
X10 Other extent problems Interviews with supervisor and
coordinator
Collect data and research on the current process to inform
potential solutions
http://en.wikipedia.org/wiki/Data_collection_plan
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.
CTQ Measure of CTQ Results
X1 Volume of noise The average rate of noise for each
operating day is
from 80dB(noisy) to 100dB(annoyed and harmful to
health.

14. X2 Complaints from clients related to environment The number
of housekeepers was not tied to
occupancy, and varied with no septic reason.
X3 Complaints from clients related to environment Less than
complaints about food quality.
X4 Number of tables occupied – shows current
business turnover
85% tables are occupied at one point of time in lunch and
60% tables are occupied at one point of time in dinner.
X5 Amount of customers at two specific time points
during lunch and dinner
250 in lunch and 100 in dinner (daily average).
X6 Amount of kids in weekday — the main source
of noise
20 (weekday-daily average)
X7 Amount of kids in weekend — the main source

15. of noise
90 (weekend-daily average)
X8 Servers react to control the noise Use toys to distract kids to
let them calm down
X9 Degree of satisfaction of BGM Most of customers like it.
X10 Other extent problems Aging of AC is the main source of
facility noise.
Analyze
3.1 Voice of the Customer
Description of the results of your customer study regarding how
they view your specific problem. You may
have conducted interviews, reviewed comment cards, or utilize
peer reviewed evaluations of your customer
base. If your company has market research, it can also help you
understand the voice of your customer.

16. Recommended Reviews:
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.
Voice of the Customer
Utilize data to determine root problems
http://en.wikipedia.org/wiki/Voice_of_the_customer
Fair Reviews:
3.2 Voice of the Business
Description 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?

17. In the foodservice industry, a buffet is an easy and lucrative
option for serving customers because it gives
them a level of control in choosing what and how much food
they want to consume. Buffets are rising in
popularity in places like grocery stores and supermarkets, where
fresh ingredients are readily accessible and
customers are looking for quick meal options. When operating a
buffet cleanliness, security, and
maintenance are all top priorities.
Buffet restaurants typically serve food in an all-you-can-eat
manner. Food is spread out on buffet tables
and customers serve themselves, paying a flat price to eat
however much food they choose on their visit.
http://blog.zenput.com/what-supermarkets-can-learn-from-
costco

18. Buffets are popular across the country in cities large and small,
and are especially popular with families and
small groups, since they can eat heartily for a sensible price.
When talk to the owner of Jumbo Buffet, a 60-year-old
Chinese man with obsolete and frugal opinions,
who came to America when he was 20 years old. His marketing
concept is using cheap price to attract more
all-classes customers. Even more, he is unwilling to close a
couple days to upgrade the aging facilities.
However, to some extent, more expensive buffets are more
likely to be profitable, not just because of their
higher prices, but also because customers are more likely to be
at the buffet for family or holiday
celebrations or for business. Overeating among family or
business associates can result in stigmatization in

19. the future; a very high social price to pay for taking a third or
fourth trip through a buffet line. Formal dress
codes at Sunday buffets and at weekday hotel dining room
buffets produce better behaved people who are
far less likely to overeat. Dress codes are not as effective as the
unspoken, informal controls, of potential
stigmatization from one's peers for misbehaving by overeating.
Such misbehavior evinces a lower middle
class, working poor, or even a criminal background to one's
peers. That potential stigma redounds to
enhance restaurant profitability. In a buffet restaurant,
profitability inevitably comes down to cost
management. Buffet patrons have a lower tolerance for price
increases than other diners, so to maximize
profitability he'll need to focus on balancing the quality of
experience and operating expenses.
3.3 Voice of the Employee (WIFM)

20. Description of how employees view the process problem.
Understand how employees may be vested in the
current process, and how they may have incentives to change.
This is also known as the What is In It For Me
(WIFM) perspective. Process change efforts which fail to
consider the WIFM of the employee find the
process change is difficult if not impossible to maintain.
Recognize that any process change will have to be
implemented by employees, and will only become permanent
when it becomes part of the new culture of
“how we do things around here”.
When discuss with my supervisor and co-workers, we all
realize that atmosphere is of the utmost
importance in our restaurant. That includes the lighting,
artwork, spacing, music, and of course, the noise
http://www.gaebler.com/Pricing-Basics.htm
http://www.gaebler.com/News/Small-Business-
Startup/Entrepreneurs-top-error%3A-underestimating-monthly-
expenses-800424500.htm

21. level. The World Health Organization defines noise as a serious
health hazard. Before we look at how noise
affects our customers, let’s look at how it affects our
employees. Many experts see excess noise as an
ergonomics-related program. It can damage hearing, spike blood
pressure, and decrease productivity all
while increasing stress and fatigue. Our employees are at
particular risk for noise-related problems because
we are exposed to it for long hours. If the noise levels are 85 dB
or more, and our employees are subject to
that noise for eight hours, we can develop acoustic-related
issues. A typical restaurant operates at 80 dB,
but some restaurants are known to reach 110 dB – the levels of
jackhammer noise! To keep our employees
content and productive, we should look at our noise levels.
Now, let’s consider the noise issues for our customers.

22. According to Zagat, the second most common
complaint from restaurant customers was noise. Noise ranks as
one of the most irritating problems
encountered while dining out. It follows closely on the heels of
bad service and comes in before bad food.
The ideal sound level for normal conversation is between 55 and
65 dB. If we factor in the normal restaurant
noise, our restaurant moves to about 70 dB. At this point, our
customers have to raise their voices to be
heard. At 75 dB, conversation is difficult and at 85 dB,
damaging. While this all gives cause for “quieter”
restaurants, many owners are purposefully creating a noisy
restaurant. They mistakenly believe their
customers are having a better time if they are shouting to be
heard.
http://www.who.int/quantifying_ehimpacts/publications/en/ebd9
.pdf

23. https://www.zagat.com/b/the-state-of-american-dining-in-2015
3.4 Waste Analysis – DOWNTIME
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.
List 1 or more aspects of the current process which relate to the
model for at least three elements.
• Defects (the effort involved in inspecting for and fixing
defects)
o Hire professionals to check all facilities and re-design.
o For the duration of the fixture, the restaurant has to be shut up
temporarily.
• Overproduction (production ahead of demand)
o Over decorated, not only Air-conditioning system need to be
replaced.

24. • Waiting (waiting for the next production step)
o Waiting for the permission from relevant departments before
constructing and re-open.
• Non-utilized resources/ talent or employee unused creativity
or productivity
• Transport (moving products that is not actually required to
perform the processing)
• Inventory (all components, work in process and finished
product not being processed)
• Motion (people or equipment moving or walking more than is
required to perform the processing)
o All the equipments should be moved to another place.
• Excess Processing (giving the customer more than they ask
for, and maybe more than they want.)
o After refitting, the price must be raised up.

25. DOWNTIME analysis
http://en.wikipedia.org/wiki/Work_in_process
http://www.leancpa.net/downtime
4.1 Addressing gaps in VOC needs
After facilities upgrading, you will receive higher quality
catering experience. Whether the freshness of food or
overall atmosphere will bring you unforgettable memory.
Although the price will be increased a little, our products must
fulfill even exceed your expectation.
2. Addressing gaps VOB needs
Don’t be afraid to move with times. What you earn would be
more than you spend. Many modern restaurants
are opting for an industrial décor – this usually means wood or

26. tile floors, metal fixtures and a cavern-like at-
mosphere. In this case , you might find it useful to install
carpeting in your high-traffic areas. This will reduce
the noise outside your restrooms and in your reception area.
You could also use acoustic fabric-covered wall
panels. If this sounds unappealing, get creative. Use panels as
part of your décor.
Opposites work well together. If you’ve got hard flooring, and
hard surfaces such marble and granite in other
areas of your restaurant, use a soft ceiling. By installing sound-
absorbing ceiling tiles, you’ll muffle the sound
coming from the floor areas.
Improve or optimize the current process based upon data.
(Evidence Based Decision Making (EBDM)
Develop solutions directly based on your data and analysis.

27. 4.3 Addressing VOE concerns/ Alternate WIFM
Good working condition is benefit for productive employee
to provide high quality service.
When designing a restaurant, employers should remember that
fluorescent light isn't the only option. If
possible, every employee should work in a space with some
natural light. At a minimum, planners should create
common spaces that have natural light. Restaurants should also
check the heating, ventilation and air
conditioning system's performance. In most cases, the landlord
has to ensure that the system works properly.
For that reason, the employer should designate a staff person to
help the management company resolve
complaints.

28. 4. Reduction of Waste
• Defects (the effort involved in inspecting for and fixing
defects)
o During constructing time, the take-out and delivery service
still work.
• Overproduction (production ahead of demand)
o Using the limited amount of money.
• Waiting (waiting for the next production step)
o Designing while asking permission from governments.
• Non-utilized resources/ talent or employee unused creativity
or productivity
o Using eco-friendly materials.
• Transport (moving products that is not actually required to
perform the processing)
• Inventory (all components, work in process and finished

29. product not being processed)
• Motion (people or equipment moving or walking more than is
required to perform the processing)
• Excess Processing (giving the customer more than they ask
for, and maybe more than they want.)
http://en.wikipedia.org/wiki/Work_in_process
4.5 Summary of Recommended