Susshi final

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  • รสชาติอาหารซูชิรสชาติใช้ได้ค่ะ ข้าวอร่อย หน้าต่างๆก็โอเค ถึงไม่ได้อร่อยเวอร์ แต่ก็กินได้ หายอยากไปหน่อยราคาราคาชิ้นละ 5 บาท และ 7 บาทค่ะ ขึ้นกับหน้า ชิ้นก็ไม่เล็ก ไม่ใหญ่ กำลังดี ราคาถูกค่ะบรรยากาศร้านก็เป็นร้านซื้อกลับบ้านธรรมดาค่ะ (มีอีกฝั่งที่ขายทาโกะยากิ มีโต๊ะ นั่งกินในร้านได้ค่ะ) เป็นซุ้มด้านหน้า มีซูชิวางอยู่เยอะๆ เลือกได้เลยการบริการก็ปกติดีค่ะ พนักงานจะยืนรอหยิบให้อยู่ เราก็เลือกๆชี้ๆสั่งกับพนักงานได้เลยค่ะ แล้วก็จ่ายตังค์ รับของกลับไปอร่อยได้เลยเมนูแนะนำ:ซูชิค่าใช้จ่าย: โดยประมาณTHB50
  • Susshi final

    1. 1. Orathai Sushi WanglangAmornrat S., Pakorn J., Thimaporn K., and Norman K.
    2. 2. Company Review •“Widely-known small sushi restaurant in Siriraj area.” •Atmosphere: caters to dine-in and takeaways with two separate zone •Pricing: 5-8 Baht depending on toppings •Service: Personal assistants helping from the process of ordering, packing, and billing •Operation •Just-in-case, made-to-stock sushi and takoyaki
    3. 3. Atmosphere
    4. 4. Product offers
    5. 5. Competitive Advantages Competitive Advantage • Retained very low price despite rising costs to position itself as penny sushi Price • Induces the restaurant to make a lot of margin Implication:each day dueSushi price. Orathai to low needs to maximize itscustomer turnover (both dine-in and takeaway) tosustain its competitive advantages in the long run Loyalty: A team of 20 staff who stay from 2 up to 6 Human years with the restaurant. This implies the Resource production capacity is usually stable
    6. 6. Takeaway Dine-in MEASURE IMPROVE • Control• Process • 5 S’s flow chart • Muri Mura productivity ratio • Bottleneck •Benchmark- identification Muda ing • PDCA DEFINE ANALYZE CONTROL
    7. 7. Take-away
    8. 8. Take away sushi: flow chart (Define)Assumptions : This flow chart only applies to one customer order (10 sushi per customer on average) Customer views menus on trays Grasps an empty plastic boxReceive orders (types and number of sushi) Pack ordered sushis 15 s Move to inventory table Put a sushi box, a pack of wasabi and Shoyu sauce in a bag and Make a bill 21 s Move to front table Deliver product while receive money from customer Move to inventory table and keep the money 10 s YES NO 5s Is there a change Move to inventory table needed? Move to front table and back to front table Return the change End
    9. 9. Take away : Measure Cycle time 46 seconds/1 customerCustomers Turnover ratio 78 customers per hour Productivity ratio Output boxes Labor hour Input 78 boxes per 1 hour per 1 employee
    10. 10. Take away sushi : AnalyzeAssumptions : This flow chart only applies to one customer order (10 sushi per customer on average) Customer views menus on trays Grasps an empty plastic boxReceive orders (types and number of sushi) Pack ordered sushis 15 s Move to inventory table Put a sushi box, a pack of wasabi and Shoyu sauce in a bag and Make a bill 21 s Move to front table Deliver product while receive money from customer Move to inventory table and keep the money 10 s YES Is there a NO 5s Move to inventory table change Move to front table and back to front table needed? Return the change End
    11. 11. Take away sushi : Analysis Lacking task allocation Unnecessary movements Low Turnover
    12. 12. Take away sushi : Analysis MURI, MURA, MUDA Muri : Irrationality Mura : Unevenness Muda : Waste Overburden for Other employees Long waiting time multi tasking help during peak Irrational motion employee time Correction 5 EssesLabor task allocations One employee Straightening Sorting whole selling process Sweeping Sustaining Standardization Random sushi trays Facility layoutUnnecessary movement
    13. 13. Take away Sushi : Selling area layout
    14. 14. Take away sushi : Improve 1. Improved job designWho 5 employees 4 employees packing,What 1 employee delivering sushi with sauces and billingWhere Newly designed layout of takeaway areaWhen Whole day Standardization, Muri Mura MudaWhy
    15. 15. Take away sushi : Improve 2. Improved layout
    16. 16. Take away sushi : ImproveAssumptions : This flow chart only applies to one customer order (10 sushi per customer on average) Customer views menus on trays Grasps an empty plastic boxReceive orders (types and number of sushi) Pack ordered sushis 15 s Move to inventory table Put a sushi box, a pack of wasabi and Shoyu sauce in a bag and Make a bill 21 s Move to front table Deliver product while receive money from customer Move to inventory table and keep the money 10 s YES NO 5s Is there a change Move to inventory table needed? Move to front table and back to front table Return the change End
    17. 17. Take away sushi : Improve Assumptions : This flow chart only applies to one customer order (10 sushi per customer on average) Customer views menus on trays Kaizen Technique Grasps an empty  Utilize the parallel operations plastic box  Reorganized procedures Receive orders Pack(types and number 15 s ordered of sushi) sushis Move to inventory table Put a sushi box, a pack of wasabi and Shoyu sauce in a bag and Make a bill Deliver product while receive money from customer 10 s Return the change End
    18. 18. Control PDCA Productivity ratio 78 boxes per 1 hour per 78 boxes per 1 hour per 1 employee 1 employee*Without cashier person Adding one cashier personTotal no. of workforce: 4 Total no. of workforce: 5Total productivity: (78 x 4) Total productivity: (78 x 5)312 boxes per hour 390 boxes per hour *Overall production increased
    19. 19. Dine-in
    20. 20. Dine in: Process Map No Assign Queuing Is there card Call customer to space for be seatedcustomer? Yes cater out Receive Put sushi in bottled drinks customer order plates and ice (written) Receive money Clean up the Serve and give change tables at cashier
    21. 21. Dine in: Process Map No Assign Queuing Is there Call customer to card space for be seatedcustomer? Yes cater out Receive Put sushi in plates Bottleneck bottled drinks customer order and ice (written) Receive money Clean up the Serve and give change tables at cashier
    22. 22. Dine-in: Measure • #Customers served per hour • Asset utilization ratio: average #customers in store to full capacityImplication: Orathaieach customer group to serve • Time taken per Sushi has the potential more customers, given the current production rate • Findings – Average customers in store is around 40-50 people at peak time whereas actual capacity is 120 people
    23. 23. Dine-in: Analyze Low turnover Low PROFITABILITY Bottleneck • Seating cannot accommodate• Sushi served for Dine-in during peak times are not as fast as Take- • Muda (waste) from Away Inefficient Space• Take-Away: 46 seconds Utilization• Dine-in: 10 minute
    24. 24. Dine-in: Analyze• Muri (Over Burden) – The four staff who is responsible for take-away is also responsible for Dine-in servings. – Sushi workspace is very small and can only accommodate just four staff.• Mura (Unevenness) – Each customer order differently: unevenness in every order – The order slip is hard to read.• Muda (Waste) – Customers take time to order* – Orders handling activity, – Juggling through the sushi workspace,
    25. 25. Dine-in: Improve1. Customers order while waiting in queue – During peak times, the waiting time for dine-in area is average of 15 to 20 minutes – It is enough time to think of sushi to be ordered2. Separate Sushi workspace from Take-away - Reduce Muri (overburden) of traffic in sushi workspace in front of the store3. Redesign order slip
    26. 26. Dine-in: Improve Customer’s Order SlipCarbon PaperSlip for internal use Each item is labeled with simple characters that corresponds to its location
    27. 27. New Sushi Table Plan (to corresponds with the new order slip)
    28. 28. Second Floor (Dine-in) Lay outDine-in: Analyze
    29. 29. Dine-in: Analyze• Mura (Unevenness): – Peak times (12-1 pm, 4-6 pm) – Basically during lunch time and by the end of school time – Queue line even extends to the outside – Customers in group of 2 to 3 may occupy a table that can accommodate 6 to 8 people• Muri (Over Burden) – Limited number of chairs and tables to accommodate at time• Muda (Waste): – Customers who wait outside may simply walk away > lost sales – Small group customer occupy large table mean lost sales from larger group of customers
    30. 30. Dine-in: ImproveSmaller tables and chairs(Swensons Model) Rationale – Flexibility: with one table accommodating 2 persons each, it can handle variations in each customer’s group. – Increase total capacity: second floor alone can handle up to 110 customers from 60 customers.
    31. 31. New Dine-in Layout
    32. 32. Dine-in: ControL• Time taken for each process to be recorded, setting up benchmark, and work towards reducing the future outcomes. – Expectation: serving time 10 minutes to 3 minutes• A survey to sample customers to see if the implementation affect their satisfaction (LEARN Model) – Numbers of customers served per hour (or day) will be the benchmark
    33. 33. Q & A Session

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