Jacks Grill: Service Operations Analysis

Available for Dining-In,
Delivery, and Take-Out
Features include
Breakfast, Late Night,
Open 7 Days
Cuisine types Burgers,
Cheese Steaks, Chicken,
Sandwiches,
Wings

Food service process is
comprised of the following
components:
 Ordering
 Waiting/preparation
 Delivery of food

Service Flow from Customers Perspective
 It is important to note that
the bottleneck of the
ordering portion of the
Minutes

Customer reviews Customer reviews Customer reviews service process is reviewing
2.7

the menu the menu the menu
the menu.

Customer places Next customer Next customer The bottleneck occurs at this
Minutes


his or her order /
1.5

places his or her places his or her
gives name order / gives name order / gives name point because the menu is
poorly designed
Minute

Customer pays for Customer pays for Customer pays for
1.5

the order the order the order  The menu has too many
offerings and the size of the
writing is to small, making
9 Minutes

Customer waits for Customer waits for Customer waits for for the customer to make a
food food food
timely order decision
Minutes

Customers name Customers name Customers name  Furthermore, our
0.3

is called is called is called observations show that
guests on average go to
Jack’s in groups of 3 to 4
1 Minute

Customer picks up Customer picks up Customer picks up
their order their order their order people.

Service Process from Jack’s Perspective  From Jack’s perspective the
service process is slowed again
by the ordering component.
4 Minutes

Cashier takes Cashier takes Cashier takes  Our observations reveal that
customer order customer order customer order both staffing and standard
operating procedures caused
this inefficiency.
1.3 Minutes

Cashier takes Cashier takes Cashier takes
payment and payment and payment and
provides change if provides change if provides change if
necessary necessary necessary  Each of the 10 times we went
there was only one cashier on
duty. Whenever, there was a
Minutes

Cashier brings paper Cashier brings paper Cashier brings paper
slight rush in demand (over 5
0.4

order to kitchen order to kitchen order to kitchen
guests in the queue) they
appeared to be understaffed,
9 Minutes

Chef reads order/ Chef reads order/ Chef reads order/ unable to keep up with
prepares food prepares food prepares food demand.

 The practices of the cashiers
0.3 Minutes

Chef brings food to Chef brings food to Chef brings food to manually writing down the
cashier cashier cashier
orders, punching them into the
register, and hand delivering
them to the kitchen, created a
1 Minute

Cashier either calls Cashier either calls Cashier either calls
name or delivers name or delivers name or delivers long waiting time for
food food food
customers in the queue.

Gantt Chart - Filling 3 Food O
Cashier Takes Customer Order #1
Cashier Processes Payment and Provides Change
Cashier Brings Order to Kitchen
Chef Reads Order & Prepares Food
Chef Brings Food to Cashier
Cashier Calls Out Order or Delivers Food
0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 5 6.0 6.5 7.0 7.5 8.0 8.5 9.0 9.5 10.0
.5 10.5 11.0 11.5 12.0

 Staffing: We believe having two cashiers during high demand
hours (12-3 pm and 6-8 pm on all days of the week) would
allow for better service delivery. Jack’s appears to staff the
right amount of chefs.
 Menu: The restaurant should cut down their menu to make it
easier for customers to order and allow Jack’s to better
manage food costs
 Ordering: Jack’s should seriously consider investing in a
computerized ordering system, which will allow Jack’s to
speed up the ordering process, alleviate duties of cashiers,
and gather important information about customer
preferences.
 Food preparation: Jack’s should consider compiling data of
ordering trends to dictate chefs batching of food. Also,
cashiers should tell chefs what orders should be completed at
the same time so groups can eat together.
 Delivery of food: Jack’s should have operating procedures be
consistent so that customers will know what to expect and
not be disappointed by service

Order Time Preparation Time Total Time
CPKu 0.26463894 0.39925009 0.42155621
CPKl 0.67421317 0.87495232 0.97251897
CPK 0.26463894 0.39925009 0.42155621

Assumptions for standards: After discussing order time and preparation time as a
group and with Jack’s manager, the order time standards have been represented by
an upper tolerance limit of 8 and a lower tolerance limit of 0. The preparation time
standards have been represented by an upper tolerance limit of 15 and a lower
tolerance limit of 0. The total service process time was calculated by adding the
tolerance limits of the two components, resulting in an upper tolerance limit of 23
and a lower tolerance limit of 0.
Conclusion: The data shows that Jack’s is not doing a good job in meeting
standards and is doing a worse job on the upper sides in each category. The data
shows that Jack’s is doing the worst in meeting upper tolerance standards for order
time.

 Order Time: All of the data points fall within the
UCL and LCL. Therefore, the average order time
each day has been within reason.
 Preparation Time: All but one of the data points
fall within the UCL and LCL. Therefore, the average
preparation time for all but one day has been within
reason.
 Total Time: All of the data points fall within the
UCL and LCL. Therefore, the average total time
each day has been within reason.

 Order Time: All of the data points fall within the UCL and
LCL. Therefore, the range, described as the maximum
order time minus minimum order time, has been within
reason.
 Preparation Time: All of the data points fall within the UCL
and LCL. Therefore, the range, described as the maximum
preparation time minus minimum preparation time, has
been within reason.
 Total Time: All of the data points fall within the UCL and
LCL. Therefore, the range, described as the maximum total
time minus minimum total time, has been within reason.

 The large scale menu impacts both the
preparation time and service time in the kitchen
because the cooks have to locate the ingredients,
know how to prepare the food to the customers’
preferences, and use a variety of equipment.
 The minimal number of chefs limits the output of
the kitchen. During busy periods, such as dinner
time (6pm-8pm), the kitchen may get backed up
and preparation and service times will escalate.
 The ordering process has been shown to be very
inefficient. This is due to lack of sufficient number
of cashiers during peak periods of demand as well
as cashiers having an overwhelming number of
duties.

Order time TIME FROM WHEN ENTER TO WHEN CASHIER GIVES ORDER TO CHEF
Sample Order 1 Order 2 Order 3 Order 4 Order 5 X-bar UCL LCL R
1 3 4 4.5 4 5 4.1 9.55573 1.93427 2
2 2.5 6 4 4.25 3 3.95 9.55573 1.93427 3.5
3 6 7.5 7.5 9 11 8.2 9.55573 1.93427 5
4 6 7 7 7.5 4 6.3 9.55573 1.93427 3.5
5 5 7 10 3 1 5.2 9.55573 1.93427 9
6 12 8 8 3 2 6.6 9.55573 1.93427 10
7 4 3 4 2 2 3 9.55573 1.93427 2
8 7 12 5 3 3.5 6.1 9.55573 1.93427 9
9 6 6 5 4 8 5.8 9.55573 1.93427 4
10 13 7 7 4 10 8.2 9.55573 1.93427 9

Sigma 2.84035 X-bar-bar 5.745 R-bar 5.7
Sigma x-bar 1.27024 UCL 9.55573 UCL 12.0555
LCL 1.93427 LCL 0
Cpku 0.26464
Cpkl 0.67421
Cpk 0.26464

UTL 8

PREPARATION TIME TIME FROM WHEN CHEF GETS ORDER TO WHEN CUSTOMER GETS FOOD
1 10 11 8 8 12 9.8 15.5646 5.03537 4
2 9 9 7 5 5 7 15.5646 5.03537 4
3 6 5 6 10 12 7.8 15.5646 5.03537 7
4 11 4 6 6 10 7.4 15.5646 5.03537 7
5 4 10 8 10 4 7.2 15.5646 5.03537 6
6 18 17 17 12 12 15.2 15.5646 5.03537 6
7 10 11 8 4 12 9 15.5646 5.03537 8
8 15 19 15 16 15 16 15.5646 5.03537 4
9 10 11 13 9 11 10.8 15.5646 5.03537 4
10 10 14 16 12 12 12.8 15.5646 5.03537 6

LCL 5.03537 LCL 0
Cpku 0.39925
Cpkl 0.87495
Cpk 0.39925

UTL 15

TOTAL TIME TIME FROM WHEN ENTER TO WHEN GET FOOD
1 13 15 12.5 12 17 13.9 23.42331 8.666694 5
2 11.5 15 11 9.25 8 10.95 23.42331 8.666694 7
3 12 12.5 13.5 19 23 16 23.42331 8.666694 11
4 17 11 13 13.5 14 13.7 23.42331 8.666694 6
5 9 17 18 13 5 12.4 23.42331 8.666694 13
6 30 25 25 15 14 21.8 23.42331 8.666694 16
7 14 14 12 6 14 12 23.42331 8.666694 8
8 22 31 20 19 18.5 22.1 23.42331 8.666694 12.5
9 16 17 18 13 19 16.6 23.42331 8.666694 6
10 23 21 23 16 22 21 23.42331 8.666694 7

LCL 8.666694 LCL 0
Cpku 0.421556
Cpkl 0.972519
Cpk 0.421556

UTL 23
LTL 0

Jacks Grill: Service Operations Analysis

Jacks Grill: Service Operations Analysis

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Jacks Grill: Service Operations Analysis