This document summarizes a Lean Six Sigma project conducted at the Bahama Bistro to reduce the pick-up order lead time. The project aimed to reduce the total time from order placement to food receipt from 27 minutes to below 20 minutes. Key aspects included analyzing the packaging process, implementing improvements like standardized packaging materials, and cross-training employees. Hypothesis testing confirmed packaging took longer than expected. The implemented solutions reduced cycle time and achieved the goal of less than 20 minutes. Ongoing monitoring ensures the benefits are sustained.

1. Pick-Up Order Lead Time
Project Storyboard
The Bahama Bistro Sample Storyboard
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2. Executive Summary

3. Key Words
(Specific to the Bahama Bistro)
• Pick-Up Order Lead Time: Total cycle time from the moment the
customer places their order to the moment they receive their food.
• Packaging Process: All tasks related to placing food into take-out
containers, selecting utensils, napkins and condiments and then
placing them all into a bag
• Pick-Up Wait Time: The cycle time from the moment a Pick-up
customer walks in the door to the moment their order is made
available to them
• Condiments: Mini-bottles of hot sauce, limes, salt and pepper

4. Project Charter

5. VOC Translation Matrix
Key Take Away: Project needs to address overall Lead time which will
impact customer wait time as well as food temperature

6. SIPOC: Pick-Up Order Process
Key Take Away: The scope of this project goes from the point of receiving
the customer order to the point at which food is available

7. Detailed Map – Pick-Up Process
Key Take Away: The process needs more analysis – packaging segment
seems to take longer than expected

8. Data Collection Plan
Key Take Away: Cashier was largely responsible for all data
collection – the team adjusted job duties to accommodate

9. Gage R&R:
Pick-Up Order Wait Time
Key Take Away: The measurement system variation was less than 10% for
collection of wait time data – Measurement Systems were good!

10. Baseline Data
• Total Pick-up Order Cycle Time
• Average time is 27 minutes
Key Take Away: The baseline process was not capable of reaching
project goal of 20 minutes
Goal of 20
minutes

11. Fishbone Diagram & 5 Whys
Key Take Away: Root Cause Analysis will focus on Packaging process,
condiment prep and availability of staff

12. Process Map Analysis
Key Take Away: Mapping highlighted packaging as a potential
root cause of pick-up order delay

13. One-Sample T-Test
Key Take Away: Packaging pick-up orders was taking longer than 6
minutes. Improvement focused on the packaging process
Null: There is no difference between the current
process and the 6 minute historic average
Alternative: The current average is not equal to
the historic average

14. Hypothesis Testing Results
Key Take Away: Hypothesis tests confirmed that the process has gotten
worse and that packaging was a key area of focus

15. Impact Effort Matrix
Key Take Away: The team planned to implement the three solutions in the
low effort/high impact quadrant

16. To-Be Map Segment
Key Take Away: Improvements to materials, process and cross-
training resulted in faster lead time overall

17. Before & After Time Data
Key Take Away: Implemented solutions decreased total cycle time
and achieved project goal of less than 20 minutes

18. Implementation Plan
Key Take Away: This implementation Plan was key in terms of all team
members knowing their role in the roll-out

19. Packing Type DOE
Key Take Away: This Design of Experiments was instrumental in selecting
the new Pick-Up order packaging

20. Risk Management
Key Take Away: Cross-Training mitigated the risk of overloading the chef
during peak hours

21. Monitoring & Response Plan
Key Take Away: The monitoring plan factors in both the leading indicators
of packaging time and customer wait time along with the project “Y”

22. Control Chart of Project Y
Key Take Away: The team is continuing to work on the special causes of variation –
and the Upper Control Limit of 23 minutes is the Response Plan trigger

23. Transfer Opportunities
Key Take Away: The improvements implemented at one location can easily
be translated to other locations – time to spread the wealth!

24. Appendix

25. Wait Time Hypothesis Test
Key Take Away: There was a difference between the historical median and
the current median for customer wait time – it was taking longer!

26. Communication Plan
Key Take Away: The Communication Plan was instrumental in making sure
everyone knew what was happening with the project at all times

27. P- Chart of “Late” Packaging
Proportion of Late Packaging – June
Key Take Away: The P-Chart turned out to be the best visual for Packaging time – by
deriving discrete data from continuous data the positive trend was obvious