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Leaning an operational delivery process Essay Example

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Leaning an operational delivery process

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Markovic, Raspor and Segaric (2010, p. 181) state that a restaurant business is a demanding business, and it, therefore, stresses on the provision of high-level customer service and continuous quality improvement. There is constant change of peoples’ lifestyles. Thus, customers desire new flavours, comfortable ambience and pleasant memories. Restaurants that provide high-quality service gain stronger competitive advantage in the current dynamic marketplace. The issues outlined in Table 1 indicate the quality of ABC’s operational delivery process.The duration taken between the time a customer orders food to the time food is delivered to the table is 25 to 45 minutes depending on the types of food a customer orders. One customer complains that when he visited the place with his friends “the waiter did not write down their order and she ended up bringing the wrong order” (www. Due to lack of allocation of servers to specific tables, some tables are unclean at the time the food is delivered. Cleaning items such as napkins are not adequate. ABC service qualities do not satisfy the requirement of satisfaction which is considered to be the service quality (Kim et al. According to Wu and Liang (2009, p. 591), there are three main elements: environmental elements (design, music, and lighting), employees (professional skills, reliability) and customers (interaction with other customers) that determine service encounter in restaurant settings.The implementation of Lean tools at ABC Restaurant can help in minimising costs and develop a culture of sustainability through Lean. By implementing the Lean approach in the restaurant, ABC Restaurant can reduce customer wait for food delivery, improve the accuracy of orders, and reduce the time of paying the bills. Lean management in the restaurant service industry can be an effective way of managing of assets and inventories. Lean approach is used to eliminate wastes such as unorganised work area, movement of servers, and long billing queues. Lean approach uses lean tools such as hoshin kanri, 5S, kanban charts, and spaghetti charts to improve operations in a restaurant.According to Cudney, Furterer and Dietrich (2010, p. 185), Lean principles were first implemented in the food service industry in 1970s. These principles have been found to contribute to the reduction of customer wait times and increase in profits. These benefits lead to the central idea of

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References

Andaleeb, S. and Conway C. 2006. Customer satisfaction in the restaurant industry: an examination of the transaction-specific model. Journal of Services Marketing, 20 (1), pp. 3-11.

YELP. 2015. Artisanal Burger Company. Available http://www.yelp.com/biz/artisanal-burger-company-manchester

Cudney, E., Furterer, S. and Dietrich, D. 2013. Lean Systems: Applications and Case Studies in Manufacturing, Service, and Healthcare. Florida:CRC Press.

Kim, W. G. K., Ng, C. Y. N. and Kim, Y. 2009. Influence of institutional DINESERV on customer satisfaction, return intention and word-of-mouth. International Journal of Hospitality Management, 28, 10-17.

Liu, Y. and Jang. S. 2009. Perceptions of Chinese restaurants in the U. S.: What affects customer satisfaction and behavioral intention? International Journal of Hospitality Management,28, pp. 338-348.

Liker, J. and Hoseus, M. 2008. Toyota Culture: The Heart and Soul of the Toyota Way. New York: McGraw-Hill.

Markovic, S., Raspor, S. and Segaric, K. 2010. Does restaurant performance meet customers’ expectations? An assessment of restaurant service quality using a modified dineserv approach. Tourism and Hospitality Management, 16(2): pp. 181-195.

Sarkar, D. 2008. Lean for Service Organizations and Offices: A Holistic Approach for Achieving Operational Excellence and Improvements.Wisconsin: ASQ Quality Press.

Wu, C. and Liang, R. 2009. Effect of experiential value on customer satisfaction with service encounters in luxury-hotels restaurants. International Journal of Hospitality Management, 28, pp. 586-593.

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