Explore BrainMass

Operations Processes and Productivity Plans for Restaurants

This content was STOLEN from BrainMass.com - View the original, and get the already-completed solution here!

Analyze operations processes and develop a productivity plan for a hospital, bakery, restaurant or convenience store. It should be 3-5 pages in APA format with at least 3 references. Refer to the attachments below for additional information.

Include some of the following:
First discuss some background about your company. How big is the organization - people, size, etc.? What is its mission? Who are its customers? Identify several key processes and include a process map or step by step. Discuss at least three productivity issues that this company faces and the various productivity ratios that would be calculated. Generate some numbers indicating the current level of productivity and then identify and discuss how this company would deal with improving its productivity.What are the key processes and how these processes would be analyzed? What are some ways the processes could be improved? Discuss concepts and ideas from process improvement and lean thinking.

© BrainMass Inc. brainmass.com October 25, 2018, 9:58 am ad1c9bdddf


Solution Preview

Introduction and Company Background:
The fictitious restaurant XYZ is located in prime location of San Jose serving more than 100 customers per day. The restaurant has been doing well for many years with some exceptions during tough economic times when the demand was severely affected.

Processes in the Restaurant:
The process flow for the restaurant starts with the customer entering the restaurant. Customers are greeted by the receptionist who takes down the number of people who would be dining. Instructions are then given to prepare the table. When done, customers are escorted to their table and menu card is given to them. Once seated, customers begin review of menu and wait for waiter to take their order. The waiter takes down the order and repeats it to confirm with customers whether all orders were taken properly. The order is given to chef who then reviews it. If there are any clarifications, waiter is asked to confirm the same from customer; otherwise the chef prepares the food. When ready the chef places it on designated area from where waiter picks it up and serves to customers. Customers eat the food and ask for the check once they are done. The waiter gets the check from the billing area and hands it over to customer. The customer then reviews the check and pays the amount. After paying,; he leaves from the restaurant.

Value Adding and Non-Value Adding Activities:
Almost all activities and operations in the process map can be segregated into value ...

Solution Summary

The response provides ways to improve productivity of a restaurant.

See Also This Related BrainMass Solution

Hard Rock Operations Management and Productivity

In its 30 years of existence, Hard Rock has grown from a modest London pub to a global power managing 110 cafes, three hotels, casinos, live music venues, a rock museum, and a huge annual Rockfest concert. This puts Hard Rock firmly in the service industry--a sector that employs over 75% of the people in the U.S. Hard Rock moved its world headquarters to Orlando, Florida, in 1988 and has expanded to more than 40 locations throughout the U.S., serving over 100,000 meals each day. Hard Rock chefs are modifying the menu from classic American burgers and chicken wings to include higher-end items such as stuffed veal chops and lobster tails. Just as taste in music changes over time, so does the Hard Rock Cafe, with new menus, layouts memorabilia, services, and strategies.

At Orlando Universal Studios, a traditional tourist destination, Hard Rock Cafe serves over 3,500 meals each day. The cafe employs about 400 people. Most are employed in the restaurant, but some work in the retail shop. Retail is now a standard and increasingly prominent feature in Hard Rock Cafes (since close to 48% of revenue comes from this source). Cafe employees include kitchen and wait staff, hostesses, and bartenders. Hard Rock employees are not only competent in their job skills; they are also passionate about music and have engaging personalities. Cafe staff is scheduled down to 15-minute intervals to meet seasonal and daily demand changes in the tourist environment of Orlando. Surveys are done on a regular basis to evaluate quality of food and service at the cafe. Scores are done on a 1 to 7 scale, and if the score is not a 7, the food or service is a failure.

Hard Rock is adding a new emphasis on live music and is redesigning its restaurants to accommodate the changing tastes. Since Eric Clapton hung his guitar on the wall to mark his favorite bar stool, Hard Rock has become the world's leading collector and exhibitor of rock and roll memorabilia, with changing exhibits at its cafes throughout the world. The collection includes 1,000 of pieces, valued at $40 million. In keeping with the times, Hard Rock also maintains a Web site, www.hardrock.com, which receives over 100,000 hits per week, and a weekly cable television program on VH-1. Hard Rock's brand recognition, at 92%, is one of the highest in the world. Source: Professor Barry Render, Jay Heizer and Beverly Amer.

Please turn in a paper of one to two pages (page counting does not include cover and reference list) discussing the following questions,

1. From your knowledge of restaurants and from the case itself, identify how each of the 10 decisions of operations management (from Powerpoint 1) is applied at Hard Rock Cafe.

2. How would you determine the productivity of the kitchen staff and wait staff at Hard Rock?

View Full Posting Details