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There is a school of thought that the use of western legal terminology in describing customary land tenure is inappropriate and misplaced. HFT 4945 (B51HC) Advanced Internship Process Improvement Project Chaplin School of Hospitality and Tourism Management Company: Jumbo Buffet Location: 13699 Biscayne Blvd, North Miami Beach, FL 33181 Project Title: Improving the Speed, Accuracy, Reliability, Cost Effectiveness and Flow of the Jumbo Buffet process. Prepared By: Zehao Xu Supervisor: Lisa Lin Supervisor Contact: (305)945-0881/ [email protected] Professor: Dr. Jumyong (Stephen) Lee, [email protected] Project Date: Summer 2018 My name is Zehao Xu. This project is an analysis of my workplace. Jumbo Buffet was founded by a Chinese family and has a 20-year history. But with time goes on, a number of problems have arisen, such as lack of innovation, ageing facilities and competition from other nearby buffets. After 10 weeks’ internship, I will make some suggestions for increasing restaurant revenue by improving the quality of food and services, customer satisfaction, and improving the aging of facilities. Executive Summary ii Table of Contents Executive Summary ....................................................................................................................................... i Message from the Professor ....................................................................................................................... iii Why we are using this method in the advanced internship class ........................................................... iii Criteria for the Project ............................................................................................................................ iii Project Grading Rubric ............................................................................................................................ iii Define ........................................................................................................................................................... 1 Project Charter and Cost Benefit .............................................................................................................. 1 Current State Process Map ....................................................................................................................... 3 5 Why analysis .......................................................................................................................................... 4 SIPOC ........................................................................................................................................................ 5 Measure ....................................................................................................................................................... 6 Data Collection Plan/ Critical to Quality (CTQ)s ....................................................................................... 6 Data Collection Results ............................................................................................................................. 7 Competitive Set ........................................................................................................................................ 8 Analyze ......................................................................................................................................................... 9 Failure Modes and Effects Analysis .......................................................................................................... 9 Voice of the Customer ............................................................................................................................ 10 Voice of the Business ............................................................................................................................. 11 Waste Analysis – DOWNTIME - Types of waste: .................................................................................... 12 Root Cause Impact Analysis ................................................................................................................... 13 Potential Solutions ................................................................................................................................. 14 Improve ...................................................................................................................................................... 15 5S ............................................................................................................................................................ 15 Other Improvements to the Process ...................................................................................................... 16 Future State Process Map ...................................................................................................................... 17 Modification to Procedures Manuals (Or Establishment of) .................................................................. 17 Control ........................................................................................................................................................ 18 Entropy Force Analysis ........................................................................................................................... 18 10 Day Review (normally 6 months) ...................................................................................................... 19 Transition Plan ........................................................................................................................................ 20 Foresight analysis ................................................................................................................................... 20 Lessons Learned ......................................................................................................................................... 21 Supervisor’s Critique .................................................................................................................................. 22 References .................................................................................................................................................. 23 Overview of the main methods used. ........................................................................................................ 24 iii Message from the Professor Why we are using this method in the advanced internship class Our internship students are within a semester or two of entering the workforce as managers. FIU’s Hospitality and Tourism Management School has included a structured internship as part of the curriculum for over a decade to assist students with this transition into management. A substantial part of the course has always included a project where the students were to improve the host company’s operations in a meaningful and lasting way. Criteria for the Project • The project must be based on a real need in the company, and have the support of the student’s supervisor. • Must be able to be completed to in 8 weeks or (40 hours) Project Grading Rubric Project to be submitted via blackboard in PDF format for the final grade. Submitting the pre- grade or the final project late will result in a 5 point, per day penalty. Cf. This grading rubric is just for your information. Your score out of 100 points will be converted to 25pts maximum (your score/4 = your points for overall grade) 3 Executive Summary 2 Cover Photo 3 Table of Contents (updated) 8 Define 8 Measure 8 Analyze 8 Improve 8 Control 8 Lessons Learned +/- Supervisor’s Critique (can affect any or all scores) 10 References (Minimum of 10) APA Style 8 Appendices/ Support Documents (Minimum of 4 peer reviewed articles included) 10 Writing quality (Grammar, Spelling, Persuasive, Concise, Well transitioned) 8 Evidence of incorporation of FIU coursework throughout the document. (Students have completed coursework in marketing, accounting, finance, sustainability, revenue management, cost control, human resources, property management, etc. The content of this analysis should reflect that background. 8 Tables, Charts, Photo documentation, video (optional), website, or other methods 100 Total 1 Define Project Charter and Cost Benefit Project Charter A single document which lists the scope and purpose of the project. Start Date 5/14/2018 Complete Date 7/27/2018 Project Name Improving the speed, accuracy, reliability, cost effectiveness of Jumbo Buffet process. Company Jumbo Buffet Team Members Department Front of House Boyu Wang Mengjie Wu Minggang Liu Jingtao Zhang Ting Liu Hao Zhao Zhaoxuan Li Process Owner Lisa Lin Sponsor Lisa Lin Leader Zehao Xu Course Instructor Jumyong (Stephen) Lee, Ph. D. Problem Statement/ Business Impact Description: The biggest problem of Jumbo Buffet is the aging of the facilities. The most obvious in the old air conditioning system, including noise pollution, poor cooling performance. It is a huge trouble for the restaurant’s normal daily running. Project Goals Goal: • Provide a good dining environment to customers. • Control costs with a more economical environmentally AC system. • Try out best to keep regular customers and attract more customers. • Improve customers satisfaction and open the market. • Bring more benefit to the restaurant. Financial Benefits Benefits: Direct annual financial benefits expected from the project: Indirect benefits expected from the project: AC will lead to save at least $2 per hour, $26 per day and $9490 per year. Indirect benefits of improving this process include improve customer satisfaction and help restaurant keep regular customers and attract more customers. 2 Scope What are the boundaries of the project (start and end steps of the process)? What is not included? Start of the process End of the process What is not included: The process begins with collecting data. The process ends with finalizing all the data. The process does not include observational review. DMAIC Phase Schedule Start Define Measure Analyze Improve Control 5/22/18 6/13/18 6/22/18 6/28/18 7/13/18 7/18/18 3 Current State Process Map Business Process Mapping A graphic description of all unique parts of the process. Take a seat and order the drink Walk in Why the restaurant is so hot? Leave the restaurant Are they satisfied the AC system? Pay the bill Impressed with the restaurant Yes No Yes No They won’t come again 4 5 Why analysis 5 Whys/ Root cause analysis 5 why example A technique where you keep questioning how a previous event or process could be at the heart of the final problem. So many customers complain Noisy and not cool Restaurant have 20 years of history Old AC system Customers are not satisfied with the dining environment 5 SIPOC SIPOC analysis (Suppliers, Inputs, Process, Outputs, Customers) SIPOC Example A high level description of the key contributors to the process. Fully developing this list can reveal how one element of the overall process is out of synch with the rest of the process. Suppliers Inputs Process Outputs Customers Requirements -Kitchen supplies -uncooked food -Cook food -Move food from kitchen to dining room - Receive payment for service and food - Restaurant guests -Clean -Efficient Confirm orders Prepare serving plates Confirm customer satisfaction Treat guest well 6 Measure Data Collection Measure key aspects of the current process and collect relevant data. Take both speed and variation measurements. Data Collection Plan/ Critical to Quality (CTQ)s Data Collection Plan Data Source Operational Definition Data owner Frequenc y Measure of CTQ Sample size X1 The noise detection equipment Detecting the noise of the restaurant every week to get the average. Manager of FOH Weekly Volume of noise 10 X2 Host report Average number of people who come to the restaurant every day. Manager of FOH daily Amount of customers at lunch time and dinner time 50 X3 Yelp Reviews Online reviews of the restaurant. Some reviews contain information about the experience of customers. Internet Periodic Complaints from clients related to environment 10 X4 POS POS system can show the number of tables occupied. Manager of FOH Daily Shows current business turnover 50 7 Data Collection Results Describe the results of each data collection. You must include narrative for each element of your data collection plan. Tables and charts should be included as often as possible as well. There is a video describing how to accomplish the charts with ease. Data Item 1 The average rate of noise for each operating day is from 80dB (noisy) to 100dB (annoyed and harmful to health. Data Item 2 250 in lunch and 100 in dinner (daily average). Data Item 3 Less than complaints about food quality. Data Item 4 85\% tables are occupied at lunch time and 60\% tables are occupied at dinner time. 8 Competitive Set Provide a map of the five key competitors in the area The five main competitors of Jumbo Buffet include: Ginza Japanese Buffet, Dragon Gourmet Buffet, Tamura Japanese Seafood Buffet, CY Chinese Restaurant and Empire Szechuan Gourmet. Except CY Chinese Restaurant and Empire Szechuan Gourmet, other three restaurants are buffet restaurant. Firstly, let’s talk about Ginza Japanese Buffet and Tamura Japanese Seafood Buffet. These two restaurants belong to a same owner. The decor and the food of the two restaurants are almost the same. The biggest difference with Jumbo Buffet is that the two restaurants mainly serve sushi and fresh. Therefore, the price is also more expensive than ours, about 20 dollars per person. From my experience of dining at these two restaurants, the facilities should be newer than ours. There is no dissatisfaction in the dining environment. Dragon Gourmet Buffet is similar like Jumbo Buffet. It also was a Chinese Buffet. But the price is lower than Jumbo Buffet. For the location, our restaurant is closer to the beach. So I think there will be more tourists. CY Chinese Restaurant and Empire Szechuan Gourmet is not buffet. But I think they are also our restaurant’s competitors. For this kind of restaurant, the price must higher than our restaurant. The quality of food is better than buffet restaurant because they are not mass production. The environment of CY Chinese Restaurant is worse than us. But for Chinese students and residences in this area, only have this options. So the restaurant environment has little effect on him. 9 Analyze Analyze the data to investigate and verify cause-and-effect relationships. Determine what the relationships are, and attempt to ensure that all factors have been considered. Seek out root cause of the defect under investigation. Failure Modes and Effects Analysis Failure mode and effects analysis (FMEA) List the potential failures and their effects. Type of Failure Mode (the specific way the failure occurs) Effect (immediate consequences) Valence (Seriousness) 1low-10 High The food is not good Sometimes guests will find hair in the food, or the food is not cooked, the food is not fresh, etc. Guests will think that this restaurant has a problem with the sanitation. They wont come to this restaurant again. 10 The cashier give a wrong change to customers At some very busy times, the cashier easily to give a wrong change to customers. Customers will become very angry. 7 Sometime customer escape without paying. Because customer pay the bill after they finish, in some very busy hours, some people are easy to escape without paying. If the guest does not check out, their server will be responsible for paying their bill. Their negative emotions will reduce productivity and quality. 0 10 Voice of the Customer Voice of the Customer Description of the results of your customer study regarding how they view your specific problem. You may have conducted interviews, reviewed comment cards, or utilize peer reviewed evaluations of your customer base. If your company has market research, it can also help you understand the voice of your customer. Recommend reviews: Bad reviews: 11 Voice of the Business Description of how the stakeholders in your business see the problem. Utilize interviews, exit interviews from managers, current employees, separating employees, peer reviewed journal articles, and direct observation. In the food and beverage industry, buffets are a simple and profitable option to serve customers. Buffet restaurant usually supply food in an unlimited amount. Customers can get all the food at a low price. Buffets are popular in major cities across the country, especially popular with families and small groups as they can enjoy food at reasonable prices. When I talk to the boss, a 60-year-old Chinese man, he was an outdated and frugal Chinese who came to the United States at the age of 20. His marketing philosophy is to attract more whole class customers at a low price. More importantly, he is not willing to shut down for a few days to upgrade the aging facility. When discussing with my boss, supervisor and colleagues, we all realized that the dining environment in our restaurant is crucial. This includes lighting, artwork, spacing, music, and of course noise levels. The World Health Organization defines noise as a serious health hazard. Noise will not only seriously affect the dining experience of the guests, but also endanger the health of the employees. It affects work efficiency, damages hearing, visual organs, lack of concentration, and damages cardiovascular. Noise can also cause disorders such as nervous system disorders and mental disorders. In order to maintain employee satisfaction and work efficiency, I believe that the noise level should be controlled. Now lets consider the noise problem of our customers. The second most common complaint of restaurant customers is noise. Noise is one of the most annoying issues when dining. The quality of service was poor, followed by bad food. The ideal level for normal calls is between 55 and 65 dB. If we consider normal restaurant noise, our restaurant moves to about 70 decibels. At this point, our customers must improve their voices to be heard. At 75 dB, the call is difficult and can cause damage at 85 dB. While all of this provides a reason for a “quiet” restaurant, many owners have purposely created a noisy restaurant. They think noisy can make restaurant looks very lively. 12 Waste Analysis – DOWNTIME - Types of waste: DOWNTIME analysis DOWNTIME is an acronym used to describe the potential sources of waste. Look at your process and see if any of these sources are at work reducing the efficiency and effectiveness of your process. • Defects (the effort involved in inspecting for and fixing defects)[17] o Restaurants need to spend money to hire professionals to check all facilities, buy new accessories and redesign and install o During this time, the restaurant must be closed. This means that the restaurant’s income will be 0 during this period. • Overproduction (production ahead of demand) o Not only the air conditioning system need to be replaced, the other equipment and decoration style of the restaurant is too old, and it needs to be redesigned and installed. • Waiting (waiting for the next production step) o Waiting for the permission from relevant departments before constructing and re- open • Non-utilized resources/ talent or employee unused creativity or productivity o During the renovation, although the restaurant is not open, it is also should pay rent. • Transport (moving products that is not actually required to perform the processing) • Inventory (all components, work in process and finished product not being processed) o Almost all restaurants have a lot of stock to ensure ample supply. This will cause some fresh food will be wasted • Motion (people or equipment moving or walking more than is required to perform the processing) o All the equipment should be moved to another place. • Excess Processing o The price of the buffet must be raised after redesign. 13 Root Cause Impact Analysis List the root causes identified in your process chart, 5 Why analysis, and Voice of the business. Rank the root causes based on how critical they are to address. Root Cause Impact (0 low, 10 High) To Improve (Yes, No) So many customers complain 9 Yes Customers are not satisfied with the dining environment 10 Yes Noisy and not cool 9 No Old AC system 9 Yes Restaurant have 20 years of history 7 No 14 Potential Solutions High Impact to improve the process Low Impact to improve the process High Feasibility of accomplishing Must do Clean up list Low Feasibility of accomplishing Wish list or Phase 2 Time waster List of 5-10 potential solutions to the problem in order of feasibility Immediate Feasibility (10 High, 1 Low) Impact (10 High, 1 Low) Potential Solutions Result 9 5 Play some slow-paced music in the hide to create a relaxed atmosphere Phase 1 5 8 Use carpet or noise-absorbing materials to reduce noise decibels Phase 1 10 6 Stick the sign about noise level on the wall. Phase 1 6 10 Replace some old equipment. These equipment usually make a lot of noise Phase 2 4 10 Regularly check the air conditioning system to create a comfortable dining environment for guests Phase 2 15 Improve poka yoke or mistake proofing, 5S, 5S 2 Improve or optimize the current process based upon data analysis. (Evidence Based Decision Making) 5S Sort (Seiri) Review tools, parts, steps and instructions. Keep only what is necessary. Set In Order (Seiton) Arrange items in order, categorize or place items correctly, keep items in the area of use. Shine (Seiso) Reduce hoarding and clutter. Clean work areas or processes regularly, returning items or files to their assigned place. Standardize (Seiketsu) Make standards which are easy to understand. Use visual controls, checklists, work instructions, labels, and process diagrams. Systematize or Sustain (Shitsuke) Implement new ways of monitoring and measuring the process. Implement effective feedback and continuous process improvement loops. 16 Other Improvements to the Process l Place ice and soda machines away from the main dining areas. We can even purchase one with a roof-mounted condenser to soften the sound. l Use some toys to distract the attention of children to avoid they cry. Provide a good dining environment for other customers. l Give discount to the regular customer who don’t satisfied the environment of dining to keep regular customers. 17 Future State Process Map Business Process Mapping A graphic description of all unique parts of the newly designed process including new internal controls to ensure control. Problem: Rooms which are identified in the database as clean are in fact dirty. Take a seat and order the drink Walk in Are they satisfied the AC system? Pay the bill Impressed with the restaurant First apologize. Told the manager and supervisor about the complains and give a discount Yes No Check the facilities and find the root cause the problem Maintain or replace all the old equipment Leave the restaurant 18 Modification to Procedures Manuals (Or Establishment of) • Prepare a survey to keep up to date with customer satisfaction. • Managers should always check the customer’s comments on the website such as Yelp and Google. Control control systems such as statistical process control, Control chart Control future state process to ensure that any deviations from target are corrected before they result in defects. Implement control systems such as statistical process control, and continuously monitor the process. Entropy Force Analysis Entropy: The tendency of things to fall apart Describe those natural forces, if not managed that will cause the process to fail again in the future. These forces should be established in the Measure and Analyzed phases. Force Corrective Action Employees are not responsible. They are easy to be lazy because they think it’s not related to their profit. The manager or supervisor reminds the staff at all times and asks the situation regularly. Manager want to save money. They usually don’t want to spend money to make some big changes. They should analysis the relationship between investment and profit and establish a new rule. Don’t maintain facilities if nobody complains. Everything should maintain regularly to prevent aging acceleration. 19 10 Day Review (normally 6 months) Conduct observational review of the process 10 days after the completion of the Improve phase. Measure the rate of defects at this point. Describe the results of what you found. Since this is a complicated project, it will take one or two months to complete it even start from now. Moreover, my manager needs time to calculate and consider. So it cant be observed. 20 Transition Plan Turn over the new process to the process owner. Explain to them what you found and what measures will have to be taken to keep the new process running effectively. Document your conversation here. Process Review Schedule Establish a timeframe and a rationale for how often the process should be reviewed/ measured in the future. This should be based on your Entropy Force Analysis Me: Good morning MS. Lin. Thank you for giving me this opportunity to communicate with you. I would like to show you my recommendations to improve the speed, accuracy, reliability, cost effectiveness and flow of the Jumbo Buffet. Lin: Ok. Give me some times and I will take a look at your project. Me: No problem. Lin: Hi Zehao. I found your subject is pretty good. I also consider about this problem recently. This is a good suggestion. This can help us bring a lot of benefits to the restaurant. But the specific costs and benefits are my biggest concern. If you have time, we can calculate it together. I think this can help you learn faster. Me: That’s a good idea. Thank you. Foresight analysis In this section, please describe how you see the problem you addressed playing out in 5 and 25 years. In 5 years, I think the change is not big than now. The buffet is still the popular style of the food and beverage industry. But if the restaurant still doesn’t maintain and replace old equipment, the restaurant will start to go down. During my internship, many guests complained to me, why your air conditioner system is not cooling? Your speakers are so bad that I cant even hear what is that. The only thing I can do is to say sorry to them at this time, because I cant do anything about it. But if the manager is willing to spend one or two months, renovating the entire restaurant, and then increasing the price a little bit, I think the profit will increase by at least 20\%. The low level of hardware in the restaurant is also the reason why they keep the low price. In 25 years, I am not sure what it will be. But I think that the buffet will not become the most popular style at that time. As the quality of life improves, I think more and more people will go to the restaurant to order some food that suits their taste. 21 Lessons Learned This is my first job in the US. First of all, I have learned the difference in income levels between China and the United States. Working in the service industry also allowed me to understand and accept the tipping culture of the United States more quickly. After this internship, not only I earn money, but I also accumulated a lot of experience and knowledge. I have learned how to deal with some situations, which may not be my responsibility. The environment of the restaurant influences the customers dining experience, which affects the profitability of the restaurant. If the noise level is uncomfortable, our customers will not be able to enjoy their experience. They wont go back to our restaurant or recommend it to others. Even if our food is delicious, guests dont want to stay in a noisy environment. Therefore, I think managers should consider our comments. After the final project, I have more confidence to change the situation of the restaurant. I think the most useful method is process map. It can more intuitively see the whole problem, what caused this problem, and what will happen to this problem. This assignment also taught me a lot of ways to analyze the problem, although I feel this is not that simple for me. I believe that in the future work, I can definitely improve my work efficiency. 22 Supervisor’s Critique I did this project with our supervisor Lisa Lin. But this month she went on a trip. So I show this … Chaplin School of Hospitality and Tourism Management Internship Lean 6σ Process Improvement Project Improving the Speed, Accuracy, Reliability, Cost Effectiveness and Flow of the Jumbo Buffet process. Jumbo Buffet is founded by a Chinese family at the beginning of twenty-first Century, which means that it has a long history for nearly 20 years. Jumbo Buffet is an all-you- can-eat buffet which provides a variety of American-Chinese foods with one reasonable and affordable price. With time goes on, there are not only a majority of regular customers who come frequently, but also a series of problems emerge, such as lack of innovation and creativity, aging of facilities, competition from other buffets nearby. I will analyze the Jumbo Buffet in this 10 weeks during my advanced internship, which includes food and service quality, customer satisfaction about environment, aging of facilities and put up with my suggestions for increasing the revenue through data based analysis and evidence based decision making. Executive Sum- Table of Contents Message from the Professor 3 ................................................................................ About Lean 6σ 3 .............................................................................................. Criteria for the Project 3 ................................................................................... 1. Project Charter and Financial Estimate 1 .......................................................... 1.2 Current State Process Map 2 .......................................................................... Measure 3 ....................................................................................................... 2.1 Data Collection Plan 3 ................................................................................. 2.2 Collection Results 4 ..................................................................................... Analyze 5 ........................................................................................................ 3.1 Voice of the Customer 5 ............................................................................... 3.2 Voice of the Business 6 ................................................................................. 3.3 Voice of the Employee (WIFM) 7 ...................................................................... 3.4 Waste Analysis – DOWNTIME 9 ......................................................................... 4.1 Addressing gaps in VOC needs 10 ..................................................................... 2. Addressing gaps VOB needs 10 ..................................................................... 4.3 Addressing VOE concerns/ Alternate WIFM 11 ..................................................... 4. Reduction of Waste 12 ................................................................................. 4.5 Summary of Recommended Solutions 13 ............................................................ Control 13 ....................................................................................................... 5.1 Modification to Procedures Manuals (Or Establishment of Internal Controls) 14 .............. Lessons Learned 15 ............................................................................................. Supervisor’s Critique 16....................................................................................... Message from the Professor Why we are using this method in the advanced internship class Our internship students are within a semester or two of entering the workforce as managers. FIU’s Hospitality and Tourism Management School has included a structured internship as part of the curriculum for over a decade to assist students with this transition into management. A substantial part of the course has always included a project where the students were to improve the host company’s operations in a meaningful and lasting way. About Lean 6σ This project is a scaled down Lean 6σ ( six sigma) project designed to be completed within the term of the semester. Lean 6σ is a continuous process improvement method which has grown in use in U.S. and international corporations since the 1970’s. Employed to great success at companies like Motorola, this method aims to refine a company’s existing processes through data based analysis and evidence based decision making. U.S.-based quality professionals who complete any Six Sigma training earn on average $12,642 more than those without it. 2011 QP Salary Survey* Criteria for the Project • The project must be based on a real need in the company, and have the support of the student’s supervisor. • Must be able to be completed to in 10 weeks or (40 hours) ! This template is the intellectual property of Jason L. Stiles, Ph.D. All rights reserved. 
 Define 1. Project Charter and Financial Estimate 2. Project Charter A single document which lists the scope and purpose of the project. Lean 6σ Project Charter Start Date 5/30/2017 Complete Date 7/16/2017 Project Name Improving the Speed, Accuracy, Reliability, Cost Effectiveness and Flow of the Jumbo Buffet process. Company Jumbo Buffet Department Operating Department (FOH) Process Owner Lisa Lin Sponsor Lisa Lin Leader Zhuo Zhang Problem Statement/ Business Impact Description: State the current ineffective process. Use baseline data if available. Include timeframe, include conditions surrounding the problem. Basically, what is the “pain” you are trying to improve? The pollution of noise from aging AC system is a huge trouble for the restaurant’s normal daily running. Financial Benefits Direct annual financial benefits expected from the project: Indirect benefits expected from the project: Benefits: Expected benefits to inventory, sales, earnings, production, quality, etc. Upgraded AC will lead to save at least $2 per hour, $26 per day and $9490 per year. Customers will be more comfortable and satisfied, as a result they may switch to regular customers. A description of the current process and proposed financial benefits http://en.wikipedia.org/wiki/Project_charter 1.2 Current State Process Map Process: Getting ready and going to work 
 Business Process Mapping A graphic description of all unique parts of the process. Can they bear the noise? Walk-in Expected Customers Future Customers Yes No Have a seat Yes No They come again and again Pay the bill Go out They become annoyed. Yes No Great ex- perience Are they Satisfied with noise? http://en.wikipedia.org/wiki/Business_Process_Mapping Measure 2.1 Data Collection Plan Data Collection Measure key aspects of the current process and collect relevant data. Take both speed and variation measurements. A minimum of 10 data items is required for adequate analysis. CTQ Measure of CTQ Data Source X1 Volume of noise The noise detection equipment X2 Complaints from clients related to environment Comments book X3 Complaints from clients related to environment Yelp reviews X4 Number of tables occupied – shows current business turnover POS X5 Amount of customers at two specific time points during lunch and dinner Host report X6 Amount of kids in weekday — the main source of noise Host report X7 Amount of kids in weekend — the main source of noise Host report X8 Servers react to control the noise Observation of servers’ behaviors X9 Degree of satisfaction of BGM Customers’ comments and reviews X10 Other extent problems Interviews with supervisor and coordinator Collect data and research on the current process to inform potential solutions http://en.wikipedia.org/wiki/Data_collection_plan 2.2 Collection Results Describe the results of each data collection. You must include narrative for each element of your data collection plan. Tables and charts should be included as often as possible as well. There is a video describing how to accomplish the charts with ease. CTQ Measure of CTQ Results X1 Volume of noise The average rate of noise for each operating day is from 80dB(noisy) to 100dB(annoyed and harmful to health. X2 Complaints from clients related to environment The number of housekeepers was not tied to occupancy, and varied with no septic reason. X3 Complaints from clients related to environment Less than complaints about food quality. X4 Number of tables occupied – shows current business turnover 85\% tables are occupied at one point of time in lunch and 60\% tables are occupied at one point of time in dinner. X5 Amount of customers at two specific time points during lunch and dinner 250 in lunch and 100 in dinner (daily average). X6 Amount of kids in weekday — the main source of noise 20 (weekday-daily average) X7 Amount of kids in weekend — the main source of noise 90 (weekend-daily average) X8 Servers react to control the noise Use toys to distract kids to let them calm down X9 Degree of satisfaction of BGM Most of customers like it. X10 Other extent problems Aging of AC is the main source of facility noise. Analyze 3.1 Voice of the Customer Description of the results of your customer study regarding how they view your specific problem. You may have conducted interviews, reviewed comment cards, or utilize peer reviewed evaluations of your customer base. If your company has market research, it can also help you understand the voice of your customer. Recommended Reviews: Analyze the data to investigate and verify cause-and-effect relationships. Determine what the relationships are, and attempt to ensure that all factors have been considered. Voice of the Customer Utilize data to determine root problems http://en.wikipedia.org/wiki/Voice_of_the_customer Fair Reviews: 3.2 Voice of the Business Description of how the stakeholders in your business see the problem. Utilize interviews, exit interviews from managers, current employees, separating employees, peer reviewed journal articles, and direct observation. Explain why the process is necessary to the business. Does the process add financial value or just provide a supporting role to other processes that do provide financial value? In the foodservice industry, a buffet is an easy and lucrative option for serving customers because it gives them a level of control in choosing what and how much food they want to consume. Buffets are rising in popularity in places like grocery stores and supermarkets, where fresh ingredients are readily accessible and customers are looking for quick meal options. When operating a buffet cleanliness, security, and maintenance are all top priorities. Buffet restaurants typically serve food in an all-you-can-eat manner. Food is spread out on buffet tables and customers serve themselves, paying a flat price to eat however much food they choose on their visit. http://blog.zenput.com/what-supermarkets-can-learn-from-costco Buffets are popular across the country in cities large and small, and are especially popular with families and small groups, since they can eat heartily for a sensible price. When talk to the owner of Jumbo Buffet, a 60-year-old Chinese man with obsolete and frugal opinions, who came to America when he was 20 years old. His marketing concept is using cheap price to attract more all-classes customers. Even more, he is unwilling to close a couple days to upgrade the aging facilities. However, to some extent, more expensive buffets are more likely to be profitable, not just because of their higher prices, but also because customers are more likely to be at the buffet for family or holiday celebrations or for business. Overeating among family or business associates can result in stigmatization in the future; a very high social price to pay for taking a third or fourth trip through a buffet line. Formal dress codes at Sunday buffets and at weekday hotel dining room buffets produce better behaved people who are far less likely to overeat. Dress codes are not as effective as the unspoken, informal controls, of potential stigmatization from ones peers for misbehaving by overeating. Such misbehavior evinces a lower middle class, working poor, or even a criminal background to ones peers. That potential stigma redounds to enhance restaurant profitability. In a buffet restaurant, profitability inevitably comes down to cost management. Buffet patrons have a lower tolerance for price increases than other diners, so to maximize profitability hell need to focus on balancing the quality of experience and operating expenses. 3.3 Voice of the Employee (WIFM) Description of how employees view the process problem. Understand how employees may be vested in the current process, and how they may have incentives to change. This is also known as the What is In It For Me (WIFM) perspective. Process change efforts which fail to consider the WIFM of the employee find the process change is difficult if not impossible to maintain. Recognize that any process change will have to be implemented by employees, and will only become permanent when it becomes part of the new culture of “how we do things around here”. When discuss with my supervisor and co-workers, we all realize that atmosphere is of the utmost importance in our restaurant. That includes the lighting, artwork, spacing, music, and of course, the noise http://www.gaebler.com/Pricing-Basics.htm http://www.gaebler.com/News/Small-Business-Startup/Entrepreneurs-top-error\%3A-underestimating-monthly-expenses-800424500.htm level. The World Health Organization defines noise as a serious health hazard. Before we look at how noise affects our customers, let’s look at how it affects our employees. Many experts see excess noise as an ergonomics-related program. It can damage hearing, spike blood pressure, and decrease productivity all while increasing stress and fatigue. Our employees are at particular risk for noise-related problems because we are exposed to it for long hours. If the noise levels are 85 dB or more, and our employees are subject to that noise for eight hours, we can develop acoustic-related issues. A typical restaurant operates at 80 dB, but some restaurants are known to reach 110 dB – the levels of jackhammer noise! To keep our employees content and productive, we should look at our noise levels. Now, let’s consider the noise issues for our customers. According to Zagat, the second most common complaint from restaurant customers was noise. Noise ranks as one of the most irritating problems encountered while dining out. It follows closely on the heels of bad service and comes in before bad food. The ideal sound level for normal conversation is between 55 and 65 dB. If we factor in the normal restaurant noise, our restaurant moves to about 70 dB. At this point, our customers have to raise their voices to be heard. At 75 dB, conversation is difficult and at 85 dB, damaging. While this all gives cause for “quieter” restaurants, many owners are purposefully creating a noisy restaurant. They mistakenly believe their customers are having a better time if they are shouting to be heard.
 http://www.who.int/quantifying_ehimpacts/publications/en/ebd9.pdf https://www.zagat.com/b/the-state-of-american-dining-in-2015 3.4 Waste Analysis – DOWNTIME DOWNTIME is an acronym used to describe the potential sources of waste. Look at your process and see if any of these sources are at work reducing the efficiency and effectiveness of your process. List 1 or more aspects of the current process which relate to the model for at least three elements. • Defects (the effort involved in inspecting for and fixing defects) o Hire professionals to check all facilities and re-design. o For the duration of the fixture, the restaurant has to be shut up temporarily. • Overproduction (production ahead of demand) o Over decorated, not only Air-conditioning system need to be replaced. • Waiting (waiting for the next production step) o Waiting for the permission from relevant departments before constructing and re-open. • Non-utilized resources/ talent or employee unused creativity or productivity • Transport (moving products that is not actually required to perform the processing) • Inventory (all components, work in process and finished product not being processed) • Motion (people or equipment moving or walking more than is required to perform the processing) o All the equipments should be moved to another place. • Excess Processing (giving the customer more than they ask for, and maybe more than they want.) o After refitting, the price must be raised up. DOWNTIME analysis http://en.wikipedia.org/wiki/Work_in_process http://www.leancpa.net/downtime 4.1 Addressing gaps in VOC needs After facilities upgrading, you will receive higher quality catering experience. Whether the freshness of food or overall atmosphere will bring you unforgettable memory. Although the price will be increased a little, our products must fulfill even exceed your expectation. 2. Addressing gaps VOB needs Don’t be afraid to move with times. What you earn would be more than you spend. Many modern restaurants are opting for an industrial décor – this usually means wood or tile floors, metal fixtures and a cavern-like at- mosphere. In this case , you might find it useful to install carpeting in your high-traffic areas. This will reduce the noise outside your restrooms and in your reception area. You could also use acoustic fabric-covered wall panels. If this sounds unappealing, get creative. Use panels as part of your décor. Opposites work well together. If you’ve got hard flooring, and hard surfaces such marble and granite in other areas of your restaurant, use a soft ceiling. By installing sound-absorbing ceiling tiles, you’ll muffle the sound coming from the floor areas. Improve or optimize the current process based upon data. (Evidence Based Decision Making (EBDM) Develop solutions directly based on your data and analysis. 4.3 Addressing VOE concerns/ Alternate WIFM Good working condition is benefit for productive employee to provide high quality service. When designing a restaurant, employers should remember that fluorescent light isnt the only option. If possible, every employee should work in a space with some natural light. At a minimum, planners should create common spaces that have natural light. Restaurants should also check the heating, ventilation and air conditioning systems performance. In most cases, the landlord has to ensure that the system works properly. For that reason, the employer should designate a staff person to help the management company resolve complaints. 4. Reduction of Waste • Defects (the effort involved in inspecting for and fixing defects) o During constructing time, the take-out and delivery service still work. • Overproduction (production ahead of demand) o Using the limited amount of money. • Waiting (waiting for the next production step) o Designing while asking permission from governments. • Non-utilized resources/ talent or employee unused creativity or productivity o Using eco-friendly materials. • Transport (moving products that is not actually required to perform the processing) • Inventory (all components, work in process and finished product not being processed) • Motion (people or equipment moving or walking more than is required to perform the processing) • Excess Processing (giving the customer more than they ask for, and maybe more than they want.) http://en.wikipedia.org/wiki/Work_in_process 4.5 Summary of Recommended Solutions What are the improvement objectives and targets? How will success be measured.? Potential solutions should make the process measurably faster, more consistent, less variable, more automated, less prone to normal human error. List of 5-10 potential solutions to the problem in order of feasibility Control Immediate Feasibility (10 High, 1 Low) Impact (10 High, 1 Low) Potential Solutions 10 9 Place ice and soda machines away from the main dining areas. We can even purchase one with a roof-mounted condenser to soften the sound. 10 7 Place your side-stations away from the dining area as these are often places of loud noise. 7 8 Consider sound absorbers to lessen the sound of noisy machinery. 6 4 Maintain your heating and air conditioning equipment so they work at their quietest. 4 9 Slower tempo music can increase your bar orders. Slower tempo music creates a more relaxing atmosphere that encourages bar customers to stick around and order more. 4 5 Stick the sign about noise level on the wall. 3 9 Do an Internet search for BGM. 2 2 Using painting to distract the attention of kids. 1 1 By increasing the temp (not the volume), you can increase table turns. Perhaps this is more important to you during the busy lunch-rush and not as much during the evening hours. control systems such as statistical process control, Control chart Control future state process to ensure what has been fixed stays fixed. http://www.acousticsfirst.com/sound-absorbers.htm http://en.wikipedia.org/wiki/Control_systems http://en.wikipedia.org/wiki/Statistical_process_control http://en.wikipedia.org/wiki/Control_chart 5.1 Modification to Procedures Manuals (Or Establishment of Internal Controls) • Prepare language to be inserted into procedures manuals for employees engaging in the process. • Include procedures for managers to inspect work. • Include new checklists and standard operating procedures. • Fix the problem and describe what it will take to keep it fixed. Lessons Learned Describe what you learned about your ability to manage a detailed process improvement project using LSS. Explain what parts of LSS you found most useful. Describe the strengths and lessons of your effort, to include how key stakeholders responded to your project. Are you able to participate in Process improvement teams in the future with a greater degree of confidence than you would have without this project? Are you interested in pursuing greenbelt certification? The Six Sigma is a data-driven approach for eliminating defects and waste in any business process. The Lean Six Sigma process has greatly increased my ability to manage a process improvement project. Using LSS has allowed me to effectively organize my action plans and goals. The detailed, step-by-step process allows students to easily analyze and document data based on a clear set of guidelines provided. This approach enhances productivity and efficiency so the work generated by students has a clearly defined problem to resolve and improve. I learn that how to handle some situations, which may not be my responsibilities. The restaurant’s atmosphere affects our profitability. That is especially true when it comes to our restaurant’s sounds. Customers define their experience by how comfortable they felt in your restaurant. If the noise levels are uncomfortable, our customers won’t enjoy their experience. In turn, they won’t come back to our restaurant or recommend it to others. If our food is great, but diners can’t talk to each other, they’ve lost the intimate comradery that comes with eating out. If the managers haven’t thought about our noise levels and how that affects our customers, it’s time to take a “listen.”
 https://www.signs.com/blog/how-restaurant-ambiance-affects-the-bottom-line/ http://restaurantengine.com/customers-are-not-returning/ Supervisor’s Critique Please have your supervisor put a brief note of their critique of their project on letterhead or typed with their business card or signature attached. A scanned in, handwritten note is fine. The supervisor’s critique should answer all of the following: 1. What is the overall opinion of the project? What we can do to create a customer-satisfied atmosphere in order to attract more customers and make more profits. 2. Does the project demonstrate your potential to produce professional work or did you fall short? The project is fitful for my potential to produce professional work. 3. Were elements of the project and Lean Six Sigma method useful for the business? Yes. 4. Are the financial benefits of the project realistic? Yes. Chaplin School of Hospitality and Tourism Management Internship Lean 6σ Process Improvement Project Improving the Speed, Accuracy, Reliability, Cost Effectiveness and Flow of the Jumbo Buffet process. Jumbo Buffet is founded by a Chinese family at the beginning of twenty-first Century, which means that it has a long history for nearly 20 years. Jumbo Buffet is an all-you- can-eat buffet which provides a variety of American-Chinese foods with one reasonable and affordable price. With time goes on, there are not only a majority of regular customers who come frequently, but also a series of problems emerge, such as lack of innovation and creativity, aging of facilities, competition from other buffets nearby. I will analyze the Jumbo Buffet in this 10 weeks during my advanced internship, which includes food and service quality, customer satisfaction about environment, aging of facilities and put up with my suggestions for increasing the revenue through data based analysis and evidence based decision making. Executive Sum- Table of Contents Message from the Professor 3 ................................................................................ About Lean 6σ 3 .............................................................................................. Criteria for the Project 3 ................................................................................... 1. Project Charter and Financial Estimate 1 .......................................................... 1.2 Current State Process Map 2 .......................................................................... Measure 3 ....................................................................................................... 2.1 Data Collection Plan 3 ................................................................................. 2.2 Collection Results 4 ..................................................................................... Analyze 5 ........................................................................................................ 3.1 Voice of the Customer 5 ............................................................................... 3.2 Voice of the Business 6 ................................................................................. 3.3 Voice of the Employee (WIFM) 7 ...................................................................... 3.4 Waste Analysis – DOWNTIME 9 ......................................................................... 4.1 Addressing gaps in VOC needs 10 ..................................................................... 2. Addressing gaps VOB needs 10 ..................................................................... 4.3 Addressing VOE concerns/ Alternate WIFM 11 ..................................................... 4. Reduction of Waste 12 ................................................................................. 4.5 Summary of Recommended Solutions 13 ............................................................ Control 13 ....................................................................................................... 5.1 Modification to Procedures Manuals (Or Establishment of Internal Controls) 14 .............. Lessons Learned 15 ............................................................................................. Supervisor’s Critique 16....................................................................................... Message from the Professor Why we are using this method in the advanced internship class Our internship students are within a semester or two of entering the workforce as managers. FIU’s Hospitality and Tourism Management School has included a structured internship as part of the curriculum for over a decade to assist students with this transition into management. A substantial part of the course has always included a project where the students were to improve the host company’s operations in a meaningful and lasting way. About Lean 6σ This project is a scaled down Lean 6σ ( six sigma) project designed to be completed within the term of the semester. Lean 6σ is a continuous process improvement method which has grown in use in U.S. and international corporations since the 1970’s. Employed to great success at companies like Motorola, this method aims to refine a company’s existing processes through data based analysis and evidence based decision making. U.S.-based quality professionals who complete any Six Sigma training earn on average $12,642 more than those without it. 2011 QP Salary Survey* Criteria for the Project • The project must be based on a real need in the company, and have the support of the student’s supervisor. • Must be able to be completed to in 10 weeks or (40 hours) ! This template is the intellectual property of Jason L. Stiles, Ph.D. All rights reserved. 
 Define 1. Project Charter and Financial Estimate 2. Project Charter A single document which lists the scope and purpose of the project. Lean 6σ Project Charter Start Date 5/30/2017 Complete Date 7/16/2017 Project Name Improving the Speed, Accuracy, Reliability, Cost Effectiveness and Flow of the Jumbo Buffet process. Company Jumbo Buffet Department Operating Department (FOH) Process Owner Lisa Lin Sponsor Lisa Lin Leader Zhuo Zhang Problem Statement/ Business Impact Description: State the current ineffective process. Use baseline data if available. Include timeframe, include conditions surrounding the problem. Basically, what is the “pain” you are trying to improve? The pollution of noise from aging AC system is a huge trouble for the restaurant’s normal daily running. Financial Benefits Direct annual financial benefits expected from the project: Indirect benefits expected from the project: Benefits: Expected benefits to inventory, sales, earnings, production, quality, etc. Upgraded AC will lead to save at least $2 per hour, $26 per day and $9490 per year. Customers will be more comfortable and satisfied, as a result they may switch to regular customers. A description of the current process and proposed financial benefits http://en.wikipedia.org/wiki/Project_charter 1.2 Current State Process Map Process: Getting ready and going to work 
 Business Process Mapping A graphic description of all unique parts of the process. Can they bear the noise? Walk-in Expected Customers Future Customers Yes No Have a seat Yes No They come again and again Pay the bill Go out They become annoyed. Yes No Great ex- perience Are they Satisfied with noise? http://en.wikipedia.org/wiki/Business_Process_Mapping Measure 2.1 Data Collection Plan Data Collection Measure key aspects of the current process and collect relevant data. Take both speed and variation measurements. A minimum of 10 data items is required for adequate analysis. CTQ Measure of CTQ Data Source X1 Volume of noise The noise detection equipment X2 Complaints from clients related to environment Comments book X3 Complaints from clients related to environment Yelp reviews X4 Number of tables occupied – shows current business turnover POS X5 Amount of customers at two specific time points during lunch and dinner Host report X6 Amount of kids in weekday — the main source of noise Host report X7 Amount of kids in weekend — the main source of noise Host report X8 Servers react to control the noise Observation of servers’ behaviors X9 Degree of satisfaction of BGM Customers’ comments and reviews X10 Other extent problems Interviews with supervisor and coordinator Collect data and research on the current process to inform potential solutions http://en.wikipedia.org/wiki/Data_collection_plan 2.2 Collection Results Describe the results of each data collection. You must include narrative for each element of your data collection plan. Tables and charts should be included as often as possible as well. There is a video describing how to accomplish the charts with ease. CTQ Measure of CTQ Results X1 Volume of noise The average rate of noise for each operating day is from 80dB(noisy) to 100dB(annoyed and harmful to health. X2 Complaints from clients related to environment The number of housekeepers was not tied to occupancy, and varied with no septic reason. X3 Complaints from clients related to environment Less than complaints about food quality. X4 Number of tables occupied – shows current business turnover 85\% tables are occupied at one point of time in lunch and 60\% tables are occupied at one point of time in dinner. X5 Amount of customers at two specific time points during lunch and dinner 250 in lunch and 100 in dinner (daily average). X6 Amount of kids in weekday — the main source of noise 20 (weekday-daily average) X7 Amount of kids in weekend — the main source of noise 90 (weekend-daily average) X8 Servers react to control the noise Use toys to distract kids to let them calm down X9 Degree of satisfaction of BGM Most of customers like it. X10 Other extent problems Aging of AC is the main source of facility noise. Analyze 3.1 Voice of the Customer Description of the results of your customer study regarding how they view your specific problem. You may have conducted interviews, reviewed comment cards, or utilize peer reviewed evaluations of your customer base. If your company has market research, it can also help you understand the voice of your customer. Recommended Reviews: Analyze the data to investigate and verify cause-and-effect relationships. Determine what the relationships are, and attempt to ensure that all factors have been considered. Voice of the Customer Utilize data to determine root problems http://en.wikipedia.org/wiki/Voice_of_the_customer Fair Reviews: 3.2 Voice of the Business Description of how the stakeholders in your business see the problem. Utilize interviews, exit interviews from managers, current employees, separating employees, peer reviewed journal articles, and direct observation. Explain why the process is necessary to the business. Does the process add financial value or just provide a supporting role to other processes that do provide financial value? In the foodservice industry, a buffet is an easy and lucrative option for serving customers because it gives them a level of control in choosing what and how much food they want to consume. Buffets are rising in popularity in places like grocery stores and supermarkets, where fresh ingredients are readily accessible and customers are looking for quick meal options. When operating a buffet cleanliness, security, and maintenance are all top priorities. Buffet restaurants typically serve food in an all-you-can-eat manner. Food is spread out on buffet tables and customers serve themselves, paying a flat price to eat however much food they choose on their visit. http://blog.zenput.com/what-supermarkets-can-learn-from-costco Buffets are popular across the country in cities large and small, and are especially popular with families and small groups, since they can eat heartily for a sensible price. When talk to the owner of Jumbo Buffet, a 60-year-old Chinese man with obsolete and frugal opinions, who came to America when he was 20 years old. His marketing concept is using cheap price to attract more all-classes customers. Even more, he is unwilling to close a couple days to upgrade the aging facilities. However, to some extent, more expensive buffets are more likely to be profitable, not just because of their higher prices, but also because customers are more likely to be at the buffet for family or holiday celebrations or for business. Overeating among family or business associates can result in stigmatization in the future; a very high social price to pay for taking a third or fourth trip through a buffet line. Formal dress codes at Sunday buffets and at weekday hotel dining room buffets produce better behaved people who are far less likely to overeat. Dress codes are not as effective as the unspoken, informal controls, of potential stigmatization from ones peers for misbehaving by overeating. Such misbehavior evinces a lower middle class, working poor, or even a criminal background to ones peers. That potential stigma redounds to enhance restaurant profitability. In a buffet restaurant, profitability inevitably comes down to cost management. Buffet patrons have a lower tolerance for price increases than other diners, so to maximize profitability hell need to focus on balancing the quality of experience and operating expenses. 3.3 Voice of the Employee (WIFM) Description of how employees view the process problem. Understand how employees may be vested in the current process, and how they may have incentives to change. This is also known as the What is In It For Me (WIFM) perspective. Process change efforts which fail to consider the WIFM of the employee find the process change is difficult if not impossible to maintain. Recognize that any process change will have to be implemented by employees, and will only become permanent when it becomes part of the new culture of “how we do things around here”. When discuss with my supervisor and co-workers, we all realize that atmosphere is of the utmost importance in our restaurant. That includes the lighting, artwork, spacing, music, and of course, the noise http://www.gaebler.com/Pricing-Basics.htm http://www.gaebler.com/News/Small-Business-Startup/Entrepreneurs-top-error\%3A-underestimating-monthly-expenses-800424500.htm level. The World Health Organization defines noise as a serious health hazard. Before we look at how noise affects our customers, let’s look at how it affects our employees. Many experts see excess noise as an ergonomics-related program. It can damage hearing, spike blood pressure, and decrease productivity all while increasing stress and fatigue. Our employees are at particular risk for noise-related problems because we are exposed to it for long hours. If the noise levels are 85 dB or more, and our employees are subject to that noise for eight hours, we can develop acoustic-related issues. A typical restaurant operates at 80 dB, but some restaurants are known to reach 110 dB – the levels of jackhammer noise! To keep our employees content and productive, we should look at our noise levels. Now, let’s consider the noise issues for our customers. According to Zagat, the second most common complaint from restaurant customers was noise. Noise ranks as one of the most irritating problems encountered while dining out. It follows closely on the heels of bad service and comes in before bad food. The ideal sound level for normal conversation is between 55 and 65 dB. If we factor in the normal restaurant noise, our restaurant moves to about 70 dB. At this point, our customers have to raise their voices to be heard. At 75 dB, conversation is difficult and at 85 dB, damaging. While this all gives cause for “quieter” restaurants, many owners are purposefully creating a noisy restaurant. They mistakenly believe their customers are having a better time if they are shouting to be heard.
 http://www.who.int/quantifying_ehimpacts/publications/en/ebd9.pdf https://www.zagat.com/b/the-state-of-american-dining-in-2015 3.4 Waste Analysis – DOWNTIME DOWNTIME is an acronym used to describe the potential sources of waste. Look at your process and see if any of these sources are at work reducing the efficiency and effectiveness of your process. List 1 or more aspects of the current process which relate to the model for at least three elements. • Defects (the effort involved in inspecting for and fixing defects) o Hire professionals to check all facilities and re-design. o For the duration of the fixture, the restaurant has to be shut up temporarily. • Overproduction (production ahead of demand) o Over decorated, not only Air-conditioning system need to be replaced. • Waiting (waiting for the next production step) o Waiting for the permission from relevant departments before constructing and re-open. • Non-utilized resources/ talent or employee unused creativity or productivity • Transport (moving products that is not actually required to perform the processing) • Inventory (all components, work in process and finished product not being processed) • Motion (people or equipment moving or walking more than is required to perform the processing) o All the equipments should be moved to another place. • Excess Processing (giving the customer more than they ask for, and maybe more than they want.) o After refitting, the price must be raised up. DOWNTIME analysis http://en.wikipedia.org/wiki/Work_in_process http://www.leancpa.net/downtime 4.1 Addressing gaps in VOC needs After facilities upgrading, you will receive higher quality catering experience. Whether the freshness of food or overall atmosphere will bring you unforgettable memory. Although the price will be increased a little, our products must fulfill even exceed your expectation. 2. Addressing gaps VOB needs Don’t be afraid to move with times. What you earn would be more than you spend. Many modern restaurants are opting for an industrial décor – this usually means wood or tile floors, metal fixtures and a cavern-like at- mosphere. In this case , you might find it useful to install carpeting in your high-traffic areas. This will reduce the noise outside your restrooms and in your reception area. You could also use acoustic fabric-covered wall panels. If this sounds unappealing, get creative. Use panels as part of your décor. Opposites work well together. If you’ve got hard flooring, and hard surfaces such marble and granite in other areas of your restaurant, use a soft ceiling. By installing sound-absorbing ceiling tiles, you’ll muffle the sound coming from the floor areas. Improve or optimize the current process based upon data. (Evidence Based Decision Making (EBDM) Develop solutions directly based on your data and analysis. 4.3 Addressing VOE concerns/ Alternate WIFM Good working condition is benefit for productive employee to provide high quality service. When designing a restaurant, employers should remember that fluorescent light isnt the only option. If possible, every employee should work in a space with some natural light. At a minimum, planners should create common spaces that have natural light. Restaurants should also check the heating, ventilation and air conditioning systems performance. In most cases, the landlord has to ensure that the system works properly. For that reason, the employer should designate a staff person to help the management company resolve complaints. 4. Reduction of Waste • Defects (the effort involved in inspecting for and fixing defects) o During constructing time, the take-out and delivery service still work. • Overproduction (production ahead of demand) o Using the limited amount of money. • Waiting (waiting for the next production step) o Designing while asking permission from governments. • Non-utilized resources/ talent or employee unused creativity or productivity o Using eco-friendly materials. • Transport (moving products that is not actually required to perform the processing) • Inventory (all components, work in process and finished product not being processed) • Motion (people or equipment moving or walking more than is required to perform the processing) • Excess Processing (giving the customer more than they ask for, and maybe more than they want.) http://en.wikipedia.org/wiki/Work_in_process 4.5 Summary of Recommended Solutions What are the improvement objectives and targets? How will success be measured.? Potential solutions should make the process measurably faster, more consistent, less variable, more automated, less prone to normal human error. List of 5-10 potential solutions to the problem in order of feasibility Control Immediate Feasibility (10 High, 1 Low) Impact (10 High, 1 Low) Potential Solutions 10 9 Place ice and soda machines away from the main dining areas. We can even purchase one with a roof-mounted condenser to soften the sound. 10 7 Place your side-stations away from the dining area as these are often places of loud noise. 7 8 Consider sound absorbers to lessen the sound of noisy machinery. 6 4 Maintain your heating and air conditioning equipment so they work at their quietest. 4 9 Slower tempo music can increase your bar orders. Slower tempo music creates a more relaxing atmosphere that encourages bar customers to stick around and order more. 4 5 Stick the sign about noise level on the wall. 3 9 Do an Internet search for BGM. 2 2 Using painting to distract the attention of kids. 1 1 By increasing the temp (not the volume), you can increase table turns. Perhaps this is more important to you during the busy lunch-rush and not as much during the evening hours. control systems such as statistical process control, Control chart Control future state process to ensure what has been fixed stays fixed. http://www.acousticsfirst.com/sound-absorbers.htm http://en.wikipedia.org/wiki/Control_systems http://en.wikipedia.org/wiki/Statistical_process_control http://en.wikipedia.org/wiki/Control_chart 5.1 Modification to Procedures Manuals (Or Establishment of Internal Controls) • Prepare language to be inserted into procedures manuals for employees engaging in the process. • Include procedures for managers to inspect work. • Include new checklists and standard operating procedures. • Fix the problem and describe what it will take to keep it fixed. Lessons Learned Describe what you learned about your ability to manage a detailed process improvement project using LSS. Explain what parts of LSS you found most useful. Describe the strengths and lessons of your effort, to include how key stakeholders responded to your project. Are you able to participate in Process improvement teams in the future with a greater degree of confidence than you would have without this project? Are you interested in pursuing greenbelt certification? The Six Sigma is a data-driven approach for eliminating defects and waste in any business process. The Lean Six Sigma process has greatly increased my ability to manage a process improvement project. Using LSS has allowed me to effectively organize my action plans and goals. The detailed, step-by-step process allows students to easily analyze and document data based on a clear set of guidelines provided. This approach enhances productivity and efficiency so the work generated by students has a clearly defined problem to resolve and improve. I learn that how to handle some situations, which may not be my responsibilities. The restaurant’s atmosphere affects our profitability. That is especially true when it comes to our restaurant’s sounds. Customers define their experience by how comfortable they felt in your restaurant. If the noise levels are uncomfortable, our customers won’t enjoy their experience. In turn, they won’t come back to our restaurant or recommend it to others. If our food is great, but diners can’t talk to each other, they’ve lost the intimate comradery that comes with eating out. If the managers haven’t thought about our noise levels and how that affects our customers, it’s time to take a “listen.”
 https://www.signs.com/blog/how-restaurant-ambiance-affects-the-bottom-line/ http://restaurantengine.com/customers-are-not-returning/ Supervisor’s Critique Please have your supervisor put a brief note of their critique of their project on letterhead or typed with their business card or signature attached. A scanned in, handwritten note is fine. The supervisor’s critique should answer all of the following: 1. What is the overall opinion of the project? What we can do to create a customer-satisfied atmosphere in order to attract more customers and make more profits. 2. Does the project demonstrate your potential to produce professional work or did you fall short? The project is fitful for my potential to produce professional work. 3. Were elements of the project and Lean Six Sigma method useful for the business? Yes. 4. Are the financial benefits of the project realistic? Yes.