Team 2 analyzed the food ordering and serving process at Viga, a family-run take-out and catering business in Boston. Through observations, they found long wait times during peak lunch hours led to customer abandonment. Their recommendations to address this included utilizing the glass windows as a takeout window, building an online ordering platform to shift 25% of orders online, and designating an employee to hand out menus in line to help customers decide orders faster. These changes were predicted to reduce average throughput time and increase capacity and revenue by 25%.
KFC considers several factors when choosing facility locations such as proximity to customers, costs, infrastructure, and labor quality. The document outlines KFC's process layout which moves raw materials to cooking, assembly, and finished goods delivery. KFC's good layout reduces bottlenecks, minimizes costs, increases safety and morale, and utilizes space efficiently. Their standardized processes and facility layout allow KFC to identify new locations and launch competitive products at low cost.
This document summarizes a simulation project to optimize the process at a university campus Subway outlet. The current process leads to long wait times during lunch hours. The simulation models the current process and a proposed process with additional resources. Model 2, which adds one employee each to the order counter and billing counter, reduces average wait times and total time in the system based on the simulation results and statistical analysis. Therefore, hiring two new employees is recommended to improve customer experience and satisfaction.
This presentation discusses different process strategies including process-focused, repetitive-focused, and product-focused strategies. It provides examples of each strategy and compares their advantages and disadvantages. A process-focused strategy uses general purpose equipment for low volume, high variety products. Repetitive-focused strategies organize facilities by modules for high volume standardized products. Product-focused strategies use specialized equipment for high volume, low variety production. Mass customization blurs the distinctions by enabling high volume, high variety production. The presentation also discusses production technologies, process redesign, and environmentally friendly processes.
SUPPLY AND DISTRIBUTION CHANNEL OF SUBWAYSaloni Aul
This document provides an overview of the Subway sandwich chain, including its products, operations, and business model. Some key points:
- Subway is a leading global sandwich chain with over 45,000 restaurants across 112 countries. It focuses on making fresh sandwiches and salads in front of customers.
- In addition to submarine sandwiches, Subway's menu includes wraps, salads, baked goods, and breakfast items. Their core product is the submarine sandwich.
- Subway restaurants customize orders to customer specifications and cater to dietary restrictions in different countries. Store operations emphasize food safety, customer service, and cleanliness.
- The franchise model allows for easy opening of new locations and has supported Subway
This document discusses Pizza Hut's process improvement efforts. It begins with identifying issues customers have reported, such as unappealing new menu items and slow service. It then outlines Pizza Hut's systematic approach to address these problems, which involves defining the scope, identifying opportunities, redesigning processes, documenting improvements, and evaluating performance. Various charts and quotes are provided about documenting processes, analyzing customer feedback, considering constraints theory, and linking capacity decisions to supply chain planning. The overall goal is to use data-driven process changes to improve profitability.
This document outlines the key topics in operations management layout strategies. It begins with an overview of McDonald's innovations in layout design over the years. The strategic importance of layout decisions is discussed as well as considerations for good layout design such as material handling, capacity, and flows. Different types of layout strategies are also summarized, including office, retail, warehouse, project/fixed position, process-oriented, work cell, and repetitive/product-oriented layouts. Specific examples and key issues are provided for each type.
This document summarizes an operations management presentation for a Subway restaurant. It describes the layout of the restaurant, processes for making sandwiches, and key metrics like average customers and peak hours. It identifies bottlenecks like the single oven for toasting bread. It also provides recommendations like using kiosks to improve efficiency and adding more toasters to reduce wait times. Overall the presentation analyzes the restaurant's operations and provides suggestions for enhancing processes and addressing problems.
A presentation on world's number 1 fast food chain "SUBWAY". Here we have covered all the aspects of Total Quality Management including dimensions of quality, problems and rewards. Hope you will find it helpful.
KFC considers several factors when choosing facility locations such as proximity to customers, costs, infrastructure, and labor quality. The document outlines KFC's process layout which moves raw materials to cooking, assembly, and finished goods delivery. KFC's good layout reduces bottlenecks, minimizes costs, increases safety and morale, and utilizes space efficiently. Their standardized processes and facility layout allow KFC to identify new locations and launch competitive products at low cost.
This document summarizes a simulation project to optimize the process at a university campus Subway outlet. The current process leads to long wait times during lunch hours. The simulation models the current process and a proposed process with additional resources. Model 2, which adds one employee each to the order counter and billing counter, reduces average wait times and total time in the system based on the simulation results and statistical analysis. Therefore, hiring two new employees is recommended to improve customer experience and satisfaction.
This presentation discusses different process strategies including process-focused, repetitive-focused, and product-focused strategies. It provides examples of each strategy and compares their advantages and disadvantages. A process-focused strategy uses general purpose equipment for low volume, high variety products. Repetitive-focused strategies organize facilities by modules for high volume standardized products. Product-focused strategies use specialized equipment for high volume, low variety production. Mass customization blurs the distinctions by enabling high volume, high variety production. The presentation also discusses production technologies, process redesign, and environmentally friendly processes.
SUPPLY AND DISTRIBUTION CHANNEL OF SUBWAYSaloni Aul
This document provides an overview of the Subway sandwich chain, including its products, operations, and business model. Some key points:
- Subway is a leading global sandwich chain with over 45,000 restaurants across 112 countries. It focuses on making fresh sandwiches and salads in front of customers.
- In addition to submarine sandwiches, Subway's menu includes wraps, salads, baked goods, and breakfast items. Their core product is the submarine sandwich.
- Subway restaurants customize orders to customer specifications and cater to dietary restrictions in different countries. Store operations emphasize food safety, customer service, and cleanliness.
- The franchise model allows for easy opening of new locations and has supported Subway
This document discusses Pizza Hut's process improvement efforts. It begins with identifying issues customers have reported, such as unappealing new menu items and slow service. It then outlines Pizza Hut's systematic approach to address these problems, which involves defining the scope, identifying opportunities, redesigning processes, documenting improvements, and evaluating performance. Various charts and quotes are provided about documenting processes, analyzing customer feedback, considering constraints theory, and linking capacity decisions to supply chain planning. The overall goal is to use data-driven process changes to improve profitability.
This document outlines the key topics in operations management layout strategies. It begins with an overview of McDonald's innovations in layout design over the years. The strategic importance of layout decisions is discussed as well as considerations for good layout design such as material handling, capacity, and flows. Different types of layout strategies are also summarized, including office, retail, warehouse, project/fixed position, process-oriented, work cell, and repetitive/product-oriented layouts. Specific examples and key issues are provided for each type.
This document summarizes an operations management presentation for a Subway restaurant. It describes the layout of the restaurant, processes for making sandwiches, and key metrics like average customers and peak hours. It identifies bottlenecks like the single oven for toasting bread. It also provides recommendations like using kiosks to improve efficiency and adding more toasters to reduce wait times. Overall the presentation analyzes the restaurant's operations and provides suggestions for enhancing processes and addressing problems.
A presentation on world's number 1 fast food chain "SUBWAY". Here we have covered all the aspects of Total Quality Management including dimensions of quality, problems and rewards. Hope you will find it helpful.
The document summarizes the transformation process for manufacturing cars. It involves taking various raw materials like steel, aluminum, plastic and rubber and transforming them through multiple steps into the final product of a car. The key steps include converting steel into body panels, welding the panels together into a uni-body, painting the body, and then assembling other parts like the engine, tires and interior to complete the car. The transformation takes place across different workshops in the manufacturing plant through physical and mechanical processes.
This chapter discusses factors related to logistics network design and facility location. It outlines a six-step process for logistics network design that includes defining objectives, performing an audit of the current network, examining alternatives, conducting a facility location analysis, making decisions, and creating an implementation plan. Key locational determinants for facilities include factors like transportation access, labor availability, and proximity to markets. The chapter also describes different modeling approaches that can be used to analyze network and location options, such as optimization, simulation, and heuristic models like the grid technique.
I. Stages of Operational Competitiveness the different levels of customer con...Lena Argosino
I. Stages of Operational Competitiveness
the different levels of customer contact in the service firm
II. Classification of the different strategies in different service operation
The Dabbawalla supply chain in Mumbai, India efficiently delivers home-cooked meals to workers. Over 5,000 Dabbawallas use color-coded boxes, bicycles, and trains to sort and deliver 200,000 dabbas daily with an extremely low error rate of around 1 in 16 million deliveries. The Dabbawallas have developed a simple yet highly effective system based on cultural traditions, strict adherence to processes, and low costs that serves as a model of supply chain efficiency.
The document outlines key concepts in operations management related to process and layout strategies. It discusses four main process strategies - process focus, repetitive focus, product focus, and mass customization. It also compares the characteristics of different layout types, including office, retail, warehouse, project-oriented, process-oriented, work cell, and product-oriented layouts. The main objectives are to describe different production processes, layout types, and how to analyze and improve processes.
Just-in-time (JIT) production is a highly coordinated manufacturing system that produces goods and services just as they are needed. The ultimate goal of JIT is to achieve a smooth, rapid flow of materials through the production system with minimal inventories, waste, and transactions. Key elements of JIT include small lot sizes, continuous improvement, visual control systems like Kanban, and close supplier relationships. Benefits of JIT include reduced inventory levels, higher quality, flexibility, and increased productivity.
Supply chain management involves the integration of suppliers, manufacturers, warehouses, and stores to minimize costs while meeting customer demand. It aims to produce and distribute goods in the right quantities, locations, and times. Key aspects of supply chain management include supply chain planning, procurement, manufacturing, and distribution. Effective supply chain management requires cross-functional collaboration, information sharing, and managing uncertainties to achieve global optimization across the entire supply chain network.
Aim of an Industrial Engineer is optimization of existing processes, improvements of involved methods and looking trying to increase throughput by using minimum effort and cost. In this assignment the Subway an American fast food restaurant franchise was chosen for the study. The processes involved in sandwich making starting from taking an order to the billing were observed from an inventory point of angle. The Process flowcharts and assembly charts were designed for better understanding of the processes. Then the concept like Kanban, JIT , supply chain scenario were tried to implicate. The reasons for bottlenecks were detected and reasons were discussed. To increase the Throughput various lean process improvements initiatives were suggested.
Case Study of a Pizza Restaurant using House of Quality or Quality Function D...Deepanshu Saini
This case study describes how a pizza restaurant used Quality Function Deployment (QFD) and the DMAIC (Define, Measure, Analyze, Improve, Control) methodology to address issues it was facing. In the Define step, customer requirements were identified through surveys and discussions. In Measure, customers rated importance and restaurant performance on requirements. Analysis in the House of Quality prioritized solutions. Improve implemented solutions in priority order, like changing suppliers or upgrading facilities. Control involved periodic feedback and analysis to monitor impacts and hold gains.
The document summarizes Pizza Hut's services and quality standards. It discusses Pizza Hut's service categories, quality dimensions like reliability and assurance. It provides a blueprint of Pizza Hut's service process, including customer actions, onstage employee actions, and backstage support. It also analyzes Bitner's Servicescape Model and how Pizza Hut designs its environment, uniforms, and service delivery to influence customer experience.
6. process selection and facility layoutSudipta Saha
The document discusses process selection and facility layout. It describes different types of processes - job shop, batch, repetitive, continuous flow, and project - and factors like volume, variety, and flexibility that determine which type is suitable. It also covers automation levels from fixed to programmable to flexible. Facility layout depends on the process and aims to optimize efficiency, flow, and safety. Product and process layouts are introduced.
Capacity planning is central to long-term organizational success and involves both long and short-term plans. There are different types of capacity including production, design, effective, and maximum capacities. Effective capacity is most impacted by factors related to facilities, products, processes, human resources, operations, and external forces. When determining capacity needs, organizations must consider economies and diseconomies of scale and develop alternatives such as building flexibility, differentiating product maturity, taking a holistic view, and smoothing requirements over time.
Subway follows a make-to-order production process where sandwiches are assembled after receiving a customer's order. Key aspects of their operations include maintaining buffer inventories of various ingredients and condiments to allow independent functioning of production stages. The single source of sauces acts as a bottleneck that could limit production. Inventory management aims to meet demand variations while reducing costs through analyzing reorder points and lead times.
This document discusses key drivers and metrics for measuring supply chain performance. It begins by outlining learning objectives around financial measures, supply chain drivers, and relating supply chain strategy to competitive strategy. The document then defines various financial measures like return on equity, return on assets, and cash-to-cash cycle. It identifies the main drivers as facilities, inventory, transportation, information, sourcing, and pricing. For each driver, it outlines the role, components of decisions, and trade-offs between responsiveness and efficiency. Key metrics for each driver are also defined.
The document discusses different types of layout strategies used in operations management. It describes layouts for offices, retail stores, warehouses, and manufacturing facilities. For manufacturing facilities, it outlines process-oriented layouts where similar machines are grouped, work cell layouts that focus on single products, and product-oriented layouts that optimize personnel and machine utilization for repetitive production. Good layouts consider factors like material handling, space usage, and employee and customer flows.
This document discusses different types of process flows and classifications for production processes. It describes three main types of process flows: line flow, intermittent/batch flow, and project flow. Line flow involves a linear sequence of standardized operations, like an assembly line. Intermittent flow involves production in batches using flexible, general-purpose equipment. Project flow is for unique, one-off products like works of art. The document also discusses how process selection decisions impact costs, quality, flexibility and other operational factors.
Process Strategies and Capacity PlanningJaisa Gapuz
The document discusses process strategy and capacity planning. It begins by defining process strategy as an organization's approach to transforming resources into goods and services. It then describes four main types of process strategies: process focus, repetitive focus, product focus, and mass customization focus. Each strategy is characterized based on factors like product variety, equipment use, and employee skills. The document also covers tools for analyzing and designing processes like flow diagrams, process charts, and time-function mapping.
The document provides a comparison of the current audience sizes of three fast food brands in Malaysia:
1) KFC has an audience of 3.5-4 million monthly active people.
2) Burger King has an audience of 500,000-600,000 monthly active people.
3) Subway has an audience of 200,000-250,000 monthly active people.
It then recommends that KFC target "Health Conscious Customers" as a viable customer segment in Malaysia based on the large audience size and increasing health awareness in the country. Examples of ways KFC could attract these customers include introducing healthier options, packaging, and interior design elements.
This document discusses a proposed variable pricing model for Subway restaurants. It suggests allowing customers to choose the specific quantities of vegetables for their subs and paying based on the total weight. This would address issues like some customers not wanting to pay extra for small amounts of vegetables or for specific vegetable mixes. The proposal describes a process where customers select their bread and vegetables at separate counters before paying at a weighing counter based on the sub's total weight. It provides an example pricing structure and discusses benefits like an improved customer experience through an interactive process and reduced wait times.
The document discusses four main process strategies - process focus, repetitive focus, product focus, and mass customization. It provides definitions and examples of each strategy. The process focus strategy involves organizing facilities around specific processes to enable low-volume, high-variety production. The repetitive focus strategy organizes facilities as assembly lines using pre-made modules. The product focus strategy organizes facilities by product for high-volume, low-variety output. Mass customization combines the flexibility of process focus with the efficiency of product focus to enable rapid, low-cost production of customized goods and services.
This report analyzes the sandwich production process at Potbelly Sandwich Shop and identifies opportunities for improvement through lean manufacturing tools. The value stream map revealed idle time between workstations as a bottleneck. A time and motion study proposed using both hands during assembly and recording toppings during toasting to eliminate idle time. The report recommends implementing 5S principles like visual controls to standardize processes and reduce errors by clearly labeling ingredients. It concludes that adopting lean tools could increase efficiency and quality while meeting customer expectations.
Production for Management Consultants and Business AnalystsAsen Gyczew
This presentation will help you drastically improve your knowledge and skills in optimizing production and operations of any company through a series of practical cases. It is designed for people who want to become consultants, business analysts or have to run and optimize production on a daily bases. In the course you will learn 3 things:
1. How to understand any production or operational activities
2. How to optimize the production and operations in order to get more things done, cheaper at higher quality with less resources
3. Where to look for savings and improvements, how to calculate potential savings in Excel and implement them
The course is based on my 12 years of experience as a consultant in top consulting companies and as a Board Member responsible for strategy, improvement and turn-arounds in biggest companies from FMCG, SMG, B2B sector that I worked for. On many occasions I had to optimize the whole production and operational side of the businesses I was responsible for. On the basis of what you will find in this course I have trained over 100 consultants, business analysts and managers who now are Production Directors, Operational Directors, COO, Investment Directors, Directors in Consulting Companies, Board Members etc.
The document summarizes the transformation process for manufacturing cars. It involves taking various raw materials like steel, aluminum, plastic and rubber and transforming them through multiple steps into the final product of a car. The key steps include converting steel into body panels, welding the panels together into a uni-body, painting the body, and then assembling other parts like the engine, tires and interior to complete the car. The transformation takes place across different workshops in the manufacturing plant through physical and mechanical processes.
This chapter discusses factors related to logistics network design and facility location. It outlines a six-step process for logistics network design that includes defining objectives, performing an audit of the current network, examining alternatives, conducting a facility location analysis, making decisions, and creating an implementation plan. Key locational determinants for facilities include factors like transportation access, labor availability, and proximity to markets. The chapter also describes different modeling approaches that can be used to analyze network and location options, such as optimization, simulation, and heuristic models like the grid technique.
I. Stages of Operational Competitiveness the different levels of customer con...Lena Argosino
I. Stages of Operational Competitiveness
the different levels of customer contact in the service firm
II. Classification of the different strategies in different service operation
The Dabbawalla supply chain in Mumbai, India efficiently delivers home-cooked meals to workers. Over 5,000 Dabbawallas use color-coded boxes, bicycles, and trains to sort and deliver 200,000 dabbas daily with an extremely low error rate of around 1 in 16 million deliveries. The Dabbawallas have developed a simple yet highly effective system based on cultural traditions, strict adherence to processes, and low costs that serves as a model of supply chain efficiency.
The document outlines key concepts in operations management related to process and layout strategies. It discusses four main process strategies - process focus, repetitive focus, product focus, and mass customization. It also compares the characteristics of different layout types, including office, retail, warehouse, project-oriented, process-oriented, work cell, and product-oriented layouts. The main objectives are to describe different production processes, layout types, and how to analyze and improve processes.
Just-in-time (JIT) production is a highly coordinated manufacturing system that produces goods and services just as they are needed. The ultimate goal of JIT is to achieve a smooth, rapid flow of materials through the production system with minimal inventories, waste, and transactions. Key elements of JIT include small lot sizes, continuous improvement, visual control systems like Kanban, and close supplier relationships. Benefits of JIT include reduced inventory levels, higher quality, flexibility, and increased productivity.
Supply chain management involves the integration of suppliers, manufacturers, warehouses, and stores to minimize costs while meeting customer demand. It aims to produce and distribute goods in the right quantities, locations, and times. Key aspects of supply chain management include supply chain planning, procurement, manufacturing, and distribution. Effective supply chain management requires cross-functional collaboration, information sharing, and managing uncertainties to achieve global optimization across the entire supply chain network.
Aim of an Industrial Engineer is optimization of existing processes, improvements of involved methods and looking trying to increase throughput by using minimum effort and cost. In this assignment the Subway an American fast food restaurant franchise was chosen for the study. The processes involved in sandwich making starting from taking an order to the billing were observed from an inventory point of angle. The Process flowcharts and assembly charts were designed for better understanding of the processes. Then the concept like Kanban, JIT , supply chain scenario were tried to implicate. The reasons for bottlenecks were detected and reasons were discussed. To increase the Throughput various lean process improvements initiatives were suggested.
Case Study of a Pizza Restaurant using House of Quality or Quality Function D...Deepanshu Saini
This case study describes how a pizza restaurant used Quality Function Deployment (QFD) and the DMAIC (Define, Measure, Analyze, Improve, Control) methodology to address issues it was facing. In the Define step, customer requirements were identified through surveys and discussions. In Measure, customers rated importance and restaurant performance on requirements. Analysis in the House of Quality prioritized solutions. Improve implemented solutions in priority order, like changing suppliers or upgrading facilities. Control involved periodic feedback and analysis to monitor impacts and hold gains.
The document summarizes Pizza Hut's services and quality standards. It discusses Pizza Hut's service categories, quality dimensions like reliability and assurance. It provides a blueprint of Pizza Hut's service process, including customer actions, onstage employee actions, and backstage support. It also analyzes Bitner's Servicescape Model and how Pizza Hut designs its environment, uniforms, and service delivery to influence customer experience.
6. process selection and facility layoutSudipta Saha
The document discusses process selection and facility layout. It describes different types of processes - job shop, batch, repetitive, continuous flow, and project - and factors like volume, variety, and flexibility that determine which type is suitable. It also covers automation levels from fixed to programmable to flexible. Facility layout depends on the process and aims to optimize efficiency, flow, and safety. Product and process layouts are introduced.
Capacity planning is central to long-term organizational success and involves both long and short-term plans. There are different types of capacity including production, design, effective, and maximum capacities. Effective capacity is most impacted by factors related to facilities, products, processes, human resources, operations, and external forces. When determining capacity needs, organizations must consider economies and diseconomies of scale and develop alternatives such as building flexibility, differentiating product maturity, taking a holistic view, and smoothing requirements over time.
Subway follows a make-to-order production process where sandwiches are assembled after receiving a customer's order. Key aspects of their operations include maintaining buffer inventories of various ingredients and condiments to allow independent functioning of production stages. The single source of sauces acts as a bottleneck that could limit production. Inventory management aims to meet demand variations while reducing costs through analyzing reorder points and lead times.
This document discusses key drivers and metrics for measuring supply chain performance. It begins by outlining learning objectives around financial measures, supply chain drivers, and relating supply chain strategy to competitive strategy. The document then defines various financial measures like return on equity, return on assets, and cash-to-cash cycle. It identifies the main drivers as facilities, inventory, transportation, information, sourcing, and pricing. For each driver, it outlines the role, components of decisions, and trade-offs between responsiveness and efficiency. Key metrics for each driver are also defined.
The document discusses different types of layout strategies used in operations management. It describes layouts for offices, retail stores, warehouses, and manufacturing facilities. For manufacturing facilities, it outlines process-oriented layouts where similar machines are grouped, work cell layouts that focus on single products, and product-oriented layouts that optimize personnel and machine utilization for repetitive production. Good layouts consider factors like material handling, space usage, and employee and customer flows.
This document discusses different types of process flows and classifications for production processes. It describes three main types of process flows: line flow, intermittent/batch flow, and project flow. Line flow involves a linear sequence of standardized operations, like an assembly line. Intermittent flow involves production in batches using flexible, general-purpose equipment. Project flow is for unique, one-off products like works of art. The document also discusses how process selection decisions impact costs, quality, flexibility and other operational factors.
Process Strategies and Capacity PlanningJaisa Gapuz
The document discusses process strategy and capacity planning. It begins by defining process strategy as an organization's approach to transforming resources into goods and services. It then describes four main types of process strategies: process focus, repetitive focus, product focus, and mass customization focus. Each strategy is characterized based on factors like product variety, equipment use, and employee skills. The document also covers tools for analyzing and designing processes like flow diagrams, process charts, and time-function mapping.
The document provides a comparison of the current audience sizes of three fast food brands in Malaysia:
1) KFC has an audience of 3.5-4 million monthly active people.
2) Burger King has an audience of 500,000-600,000 monthly active people.
3) Subway has an audience of 200,000-250,000 monthly active people.
It then recommends that KFC target "Health Conscious Customers" as a viable customer segment in Malaysia based on the large audience size and increasing health awareness in the country. Examples of ways KFC could attract these customers include introducing healthier options, packaging, and interior design elements.
This document discusses a proposed variable pricing model for Subway restaurants. It suggests allowing customers to choose the specific quantities of vegetables for their subs and paying based on the total weight. This would address issues like some customers not wanting to pay extra for small amounts of vegetables or for specific vegetable mixes. The proposal describes a process where customers select their bread and vegetables at separate counters before paying at a weighing counter based on the sub's total weight. It provides an example pricing structure and discusses benefits like an improved customer experience through an interactive process and reduced wait times.
The document discusses four main process strategies - process focus, repetitive focus, product focus, and mass customization. It provides definitions and examples of each strategy. The process focus strategy involves organizing facilities around specific processes to enable low-volume, high-variety production. The repetitive focus strategy organizes facilities as assembly lines using pre-made modules. The product focus strategy organizes facilities by product for high-volume, low-variety output. Mass customization combines the flexibility of process focus with the efficiency of product focus to enable rapid, low-cost production of customized goods and services.
This report analyzes the sandwich production process at Potbelly Sandwich Shop and identifies opportunities for improvement through lean manufacturing tools. The value stream map revealed idle time between workstations as a bottleneck. A time and motion study proposed using both hands during assembly and recording toppings during toasting to eliminate idle time. The report recommends implementing 5S principles like visual controls to standardize processes and reduce errors by clearly labeling ingredients. It concludes that adopting lean tools could increase efficiency and quality while meeting customer expectations.
Production for Management Consultants and Business AnalystsAsen Gyczew
This presentation will help you drastically improve your knowledge and skills in optimizing production and operations of any company through a series of practical cases. It is designed for people who want to become consultants, business analysts or have to run and optimize production on a daily bases. In the course you will learn 3 things:
1. How to understand any production or operational activities
2. How to optimize the production and operations in order to get more things done, cheaper at higher quality with less resources
3. Where to look for savings and improvements, how to calculate potential savings in Excel and implement them
The course is based on my 12 years of experience as a consultant in top consulting companies and as a Board Member responsible for strategy, improvement and turn-arounds in biggest companies from FMCG, SMG, B2B sector that I worked for. On many occasions I had to optimize the whole production and operational side of the businesses I was responsible for. On the basis of what you will find in this course I have trained over 100 consultants, business analysts and managers who now are Production Directors, Operational Directors, COO, Investment Directors, Directors in Consulting Companies, Board Members etc.
Essential Lean Manufacturing for Management ConsultantsAsen Gyczew
This course will help you drastically improve your knowledge and skills in optimizing production, and operations of any company through a series of practical cases. It is designed for people who want to become consultants, business analysts or have to run and optimize production on a daily bases. In the course you will learn 3 things:
1. How to understand any production or operational activities
2. How to optimize the production and operations in order to get more things done, cheaper at higher quality with less resources using elements from lean manufacturing, theory constraints
3. Where to look for savings and improvements, how to calculate potential savings in Excel and implement them
I will concentrate here on lean manufacturing techniques as well as things related to theory of constraints (removing bottlenecks and critical chain).
The course is based on my 12 years of experience as a consultant in top consulting companies and as a Board Member responsible for strategy, improvement and turn-arounds in biggest companies from FMCG, SMG, B2B sector that I worked for. On many occasions I had to optimize the whole production and operational side of the businesses I was responsible for. On the basis of what you will find in this course I have trained over 100 consultants, business analysts and managers who now are Production Directors, Operational
Lean manufacturing for Management Consultants and Business AnalystsAsen Gyczew
This document provides an overview of lean manufacturing techniques for improving production processes. It discusses concepts like overall equipment effectiveness (OEE), theory of constraints, continuous flow, standardization, 5S, kanban, and waste analysis. Examples are provided to illustrate how to identify and reduce different types of waste in production. The document also includes a case study example of improving processes in a sandwich factory by implementing divisions of labor, standardizing cycle times, and establishing kanban systems.
Just heard someone discussing Littles Law, and it made me think of this! Seems an age ago, rooted in the MBA classic that is 'Benihana' - applying those basic principles to a McDonalds in Dubai!
Process planning SMED and VSM: Single minute exchange of die and Value stream...Yatinkumar Patel
in this presentation, two methods are described which is a very useful tool for process planning and production scheduling.
also, there are examples of this methods are well described.
Cost Reduction is often focused on the reduction of the Price we pay for the Mission Critical Inputs we are responsible for acquiring. On average, 60% of activities in organizations do not add value and are wasteful, with only 10% adding value to customers and stakeholders. The cost of doing business this way is staggering and erodes profitability.
1. Learn how to unmask Non-Value-Added Waste in your Supply Chain
2. Learn how to quantify the impact of Process Waste to expose Cost Reduction Opportunities
3. Learn to leverage Cost Reduction Mechanisms to reduce the Total Cost of Ownership realize savings far beyond the price you pay for your raw materials and inputs
4. Learn the benefit of Collaborating and Partnering with Key Supply Chain Stakeholders to realize impactful Cost Reduction
Read more: https://www.nextlevelpurchasing.com/news/purchasing-articles/total-cost-of-ownership
Profitality applies principles of engineering and ergonomics to drive “Profitable Hospitality”. Martinez takes attendees through Profitality’s “employee centric” approach to simplifying execution to optimize labor efficiency, streamline customer service, and facilitate menu innovation, all while improving economic value. This session promises actionable strategies that can be implemented immediately for some quick wins!
This report will focus on different food and beverages production and service system, financial role under this sector and planning and devising of menus for hospitality event and focusing on maintaining standard of quality and health regarding the preparation and serving of food items. For more information regarding Food and Beverage Operations Management read our complete sample.
This document outlines a project proposal for a food ordering system database using MS Access. It includes sections on project information, initial database study, conceptual design, logical design, and physical design. The conceptual design section defines entity types like customer, food, orders, and relationship types. The logical design maps the entities to tables and refines attributes. The physical design finalizes the database structure and tables. The goal of the project is to improve the food ordering process for both restaurants and customers through a digital system.
The document provides strategies to improve operations at Hidden Grounds coffee shop. It identifies key issues of long customer wait times and high prices according to customer complaints. It proposes solutions focused on customers, employees, and processes/equipment. Solutions include pre-assembling popular sandwiches to reduce preparation time, installing bag hooks to free up seating, and implementing an employee sales contest to boost performance and retention. The primary goal is to directly address reducing customer delivery time through optimization of processes.
This document summarizes a senior capstone project analyzing operations and customer throughput in the cafeteria of a Miami hospital. The project aimed to improve staffing, station throughput, and customer satisfaction while reducing costs. Data was collected through time studies, seating analysis, population counts, and process mapping. Recommendations included changing the facility layout and table sizes, scheduling employees by meal periods, and analyzing cashier staffing needs. Implemented changes saw sample food plates to reduce congestion, improved signs, relocating trays, and enrolling new employees in automatic payroll deduction.
Menchie's is a self-serve frozen yogurt chain with over 500 locations worldwide. They employ a three-phase system where customers select flavors, toppings, and then pay. On average, customers spend 4.8 minutes in the store. While efficient, this system could be improved by better merchandising other products to increase sales. For quality control, Menchie's orders strawberries and bananas in small frequent batches to maintain quality and reduce waste. Moving banana storage to the freezer could save the company over $24,000 per year by reducing spoiled bananas. Overall, Menchie's operates efficiently but some opportunities exist to enhance customer experience, sales, and cost savings.
- Puff 'n Stuff Catering began as a family-owned pastry shop in Trinidad and expanded to become one of the largest catering companies in Central Florida, serving weddings, corporate, and social events.
- They focus on operational excellence through infrastructure investments, training programs for their staff of over 200 employees, and industry-leading technology and systems.
- The company aims to continue growing through strategic planning, providing high quality food and service, and ensuring customer satisfaction through surveys.
Week 10 Food And Beverage Production Methods 2 2552Pavit Tansakul
The document describes various food and beverage production methods. It discusses the goals of food production from the customer's perspective and obstacles to meeting those goals. It then outlines several solutions to those obstacles, including separating production into steps, final cooking close to service, reusing unused items, and maintaining quality. The document also explains different food production systems like centralized production and cook-chill/cook-freeze methods. It provides details on classic kitchen organization and sous vide production. Finally, it categorizes beverage production into raw, semi-prepared, and fully prepared methods.
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Optimizing food ordering and serving process at a restaurant
1. Team 2:
Swati Adhau
Stephanie Chaisson
Maura Rizzuto
Emily Rose
Eric Sher
Ben Solomon
OM726 – Fall 2013
Optimizing Food Ordering/
Serving Process at Viga
3. Overview
304 Stuart Street, Boston
About Viga:
Family-run take-out & catering
business started in 1999, with
3 locations in Boston (our
focus was on Stuart St.
location in Back Bay)
Who are Viga’s Customers?
Business professionals
stopping in on their lunch
break who do not have a lot of
time to wait in line
(busy schedules)
4. Goal &
Competitive
Advantage
Goal:
“Provide a quality product at
a reasonable price
with superior customer
service…”
Competitive Advantage:
Very fast service
High-quality, fresh food
Proximity to nearby
businesses
5. Layout of Viga (Stuart St. Location)
Kitchen
G
l
a
s
s
W
i
n
d
o
w
Pizza/
Pasta
Calzones
Hot
Cold
Sandwiches Sandwiches
Cooler
for Cold
Salads
and
Drinks
Cashier
1
Cashier
2
Cashier
3
Small
Counter
L
a
r
g
e
Silverware/
Napkins
Entrance/Exit
L
a
r
g
e
G
l
a
s
s
W
i
n
d
o
w
6. Existing Process Flow Diagram
Decision Point
Choose Station
Queue
Queue
Place and
receive order at
Pizza/ Calzone
station
Grab Chips,
Drinks and
Queue
Desserts
Queue
Queue
Queue
Queue
Place and
receive order at
Pasta station
Place and
receive order at
Hot Sandwich
station
Queue
Queue
Queue
Pay at
Cash
Register
Place and
receive order at
Cold Sandwich
station
Pick up
napkins/
silverware
Exit
7. Observation
Our Goal:
Find out ways in which Viga can improve its front-of-house operations.
Our Questions:
Are people abandoning the line, or avoiding Viga altogether due to perceived
wait time?
Is Viga’s management utilizing its limited physical space in a way that would
allow for maximum capacity utilization?
What type of technology might allow Viga to utilize its small space in a more
revenue-maximizing way?
Our Method:
Explore Viga’s front-of-house process by observing/collecting data on their
daily operations at times of peak demand (12 – 1PM) throughout the week.
Observe volume of customers coming in and out (in 5 minute intervals) and
customers’ throughput time during the hour.
8. Data collection
• Date
• Time of day
• Throughput time
• # customers in
• # customers out
• # customers abandoned
Date:
• Sampled over six random
weekdays
• Treated days equally
Time of day:
• Took several observations around
lunchtime (12 – 1 PM)
• Recorded data every five minutes
Throughput time:
• Picked random customer
• Tracked time from entry to exit
# customers:
• The #in gave us the capacity
• The #out gave us the cycle time
(#out/5min)
• The #abandoned gave us clues
when there might be a problem
9. Station Task Times
We attempted to measure individual task times for each station
Found it nearly impossible without interfering with their business (limited physical space)
We could easily conclude based on # of steps per station and station popularity, that the
hot sandwich and pasta lines take the longest and cause the bottleneck.
Hot Sandwich Station Tasks
1. Choose
bread
2. Choose
meat/filling
3. Scoop
sauce
4. Add
cheese
5.
Wrap/close
sandwich
3. Sprinkle
cheese
4. Cover
5. Add sticker
6. Package
7. Add
sticker
Pasta Station Tasks
1. Scoop
2. Add meat
Cold Sandwich Station Tasks (often open and had two workers)…
7 steps/2 workers = 3.5 steps per worker
1. Choose
bread
2. Choose
condiments
Pizza Station Tasks
1. Put on
plate
2. Put in bag
3. Choose
meat/filling
4. Choose
toppings
5.
Wrap/close
sandwich
6. Package
7. Add
sticker
10. Discovering the problem
Hypothesis: high throughput times = long lines and abandonment
02:00
01:00
Higher throughput time from 12:30 to 12:45
Abandonment can occur when > 5 min
Lines are likely out the door
5
5-minute time periods
12:00 PM
11:45 AM
1:15 PM
0
1:00 PM
12:45 PM
12:00 PM
11:45 AM
12:30 PM
Time of entry
00:00
10
Lower cycle time from 12:15 to 12:45
Does not become less than 8 sec
Abandonment occurs when people are moving
What does this tell us?
1:15 PM
03:00
15
1:00 PM
04:00
20
12:45 PM
05:00
25
12:30 PM
06:00
12:15 PM
cycle time
(seconds/customer)
30
12:15 PM
Throuhghput duration
(min)
07:00
11. Measuring success
At cycle time = 8 seconds, capacity in five minutes = 37.5 customers
CU = (60sec * 5min)/8sec
CU = 300sec/8sec = 37.5
450
Throughput time (sec)
Capacity utilization
140%
120%
100%
80%
60%
40%
20%
0%
0%
5%
Reduction in customers
10%
15%
20%
Max CU at peak time = 123%
Max CU < 100% if cust.reduction > %20
Max CU goes from 123% to 98%
Average CU becomes 60% from 76%
25%
400
350
300
250
200
150
100
50
0
0%
Reduction in customers
5%
10%
15%
20%
Max throughput at peak time = 6:22 (min:sec)
Max throughput < 5 min if cust.reduction > 25%
Max throughput goes from 6:22 to 4:51
Average throughput becomes 2:42 from 3:38
This is our goal, but how do we get there?
25%
12. Recommendations
Goal 1: To achieve shorter avg. throughput time, increased
capacity and increased revenue
Utilize the large
glass windows
behind the cash
registers as literal
takeout window.
Build an online
ordering platform to
shift 25% of the
current in-store
sales online
Online orders can
be prepared during
the small periods of
downtime they have
throughout the peak
lunch time period.
To Achieve
Shorter Avg.
Throughput
time, Increased
Revenue and
Capacity
Avg. throughput time can
be reduced by
designating an employee
to hand out paper
menus, to help customers
decide their orders while
in line.
Exit
13. Recommendations
Goal 2: To improve customer service
Light System for
cashiers to indicate
their availability.
Designate an
employee at the
door who can pass
out paper menus to
people in line.
Install large signs
above each food
station to reduce
the confusion.
Add a prepackaged
utensil set
(fork, knife, spoon
and napkin) while
bagging customer’s
order.
Improved
Customer
Service
Viga could re-order
stations so that
items that
customers are likely
to pair, are next to
eachExit
other.
14. New Process Flow Diagram
In-Store
or Online
order?
Start
Decision Point
Choose Station
Queue
Queue
Queue
Place and
receive order at
Pizza/ Calzone
station
Grab
Chips, Drinks
Queue
and Desserts
Queue
Queue
Place and
receive order at
Pasta station
Place and
receive order at
Hot Sandwich
station
Queue
Queue
Queue
Pay at
Cash
Register
Queue
Place and
receive order at
Cold Sandwich
station
Place
Order
Online
Queue
Show
receipt and
collect
order from
takeout
window
Exit
15. Impact on the bottom-line
• Online prepaid orders would
reduce the customers in store
line by 25%
• Shorter in-store lines would
decrease the rate of
abandonment and attract new
customers looking for faster
service
• Increase in the number of
customers served between the
peak period of 12 – 1pm = 25%
• Current customers = 450
25% increase = 112.5 customers
Avg order/customer = $7
• 25% Revenue increase/day = $787.5
• 25% Revenue increase/month = $15,750
We interviewed the location’s manager, Flavia, in person and by phone. She has been with the company for 10 years, and told us that in her view, Viga’s strong points are: fresh food and (fast) customer service.
Stations are labeled with signs along the wall (but can be difficult to see from the back of the line).The hot and cold sandwich stations are cramped together in one corner, making it hard to distinguish between the two lines and creating one of the many bottlenecks in the process. There’s a prepared foods case with salads and racks for a variety of chips that are inconveniently located near the entrance and next to the pizza/calzone line.
One line of customers (general queue) splits into four lines based on product offerings: Pizza/calzonePastaHot sandwichesCold sandwiches.Customers need to decide what they want to order, and then join the appropriate line.Viga employees shout to customers when there are openings at their stations. Customers place their orders.(The manager, Flavia, acknowledged that some people may not like the yelling, but it was necessary in order to keep everything running quickly.)
We wanted to observe at a time when the employees were working to the greatest capacity utilization, so we’d be able to identify inefficiencies more easily.We focused on throughput and cycle times instead of task and wait times because it was difficult to get physically close enough to the action without getting in the way (packed house).By observing during this peak time and collecting data in small increments of time, we were able to notice fluctuations within the hour that led to our conclusions and recommendations for improvement.
In order to increase revenue despite the space limitations, we recommend that Viga institute an online ordering system. This system would permit customers to order and pay for their lunch ahead of time. They could then verify their order by showing the cashier the order confirmation printed or on their smart phone. This process would allow Viga to immediately reduce the number of customers coming in and out of the door, and hopefully to recognize more revenue in the same window of time.In order to seamlessly incorporate the influx of online customers to collect their pick up orders to the already space induced crowd in the store, we propose Viga utilize the large windows behind the cash registers as literal take-out window. By doing so, this category of customers won’t even need to enter the restaurant. As a result, they will not add to confusing line situation or contribute to a higher average throughput time for the other customers. These customers take longer to order because they cannot see the menu until they are very close to it, or essentially next up to place an order, at which point they may have to switch lines and hold up customers behind them. To alleviate this we recommend that Viga designate an employee at the door who can pass out paper menus to people in line, answer any questions and perhaps offer samples of pizza, calzones or pastasRather than having cashiers shout to customers that their cash register is available, we recommend that Viga use a light system, similar to that used in large stores like Marshalls to direct customers to the next available cashier. For example, if it takes an average of 30 seconds to make a menu selection and customers are able to do that while idling in the line, average throughput time will decrease.
In order to increase revenue despite the space limitations, we recommend that Viga institute an online ordering system. This system would permit customers to order and pay for their lunch ahead of time. They could then verify their order by showing the cashier the order confirmation printed or on their smart phone. This process would allow Viga to immediately reduce the number of customers coming in and out of the door, and hopefully to recognize more revenue in the same window of time.In order to seamlessly incorporate the influx of online customers to collect their pick up orders to the already space induced crowd in the store, we propose Viga utilize the large windows behind the cash registers as literal take-out window. By doing so, this category of customers won’t even need to enter the restaurant. As a result, they will not add to confusing line situation or contribute to a higher average throughput time for the other customers. These customers take longer to order because they cannot see the menu until they are very close to it, or essentially next up to place an order, at which point they may have to switch lines and hold up customers behind them. To alleviate this we recommend that Viga designate an employee at the door who can pass out paper menus to people in line, answer any questions and perhaps offer samples of pizza, calzones or pastasRather than having cashiers shout to customers that their cash register is available, we recommend that Viga use a light system, similar to that used in large stores like Marshalls to direct customers to the next available cashier.
One line of customers (general queue) splits into four lines based on product offerings: Pizza/calzonePastaHot sandwichesCold sandwiches.Customers need to decide what they want to order, and then join the appropriate line.Viga employees shout to customers when there are openings at their stations. Customers place their orders.(The manager, Flavia, acknowledged that some people may not like the yelling, but it was necessary in order to keep everything running quickly.)