Susshi final

Orathai Sushi Wanglang

Amornrat S., Pakorn J., Thimaporn K., and Norman K.

• “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

Company Review

Atmosphere

Product offers

Competitive Advantage Competitive Advantages

Loyalty: A team of 20 staff who stay from 2 up to 6 years with the restaurant. This implies the production capacity is usually stable

Human Resourc

e

• Retained very low price despite rising costs to position itself as penny sushi

• Induces the restaurant to make a lot of margin each day due to low price.

Price Implication: Orathai Sushi needs to maximize

its customer turnover (both dine-in and takeaway) to sustain its competitive advantages

in the long run

ANALYSIS AGENDA

• Process flow chart

DEFINE

• Bottleneck identification

MEASURE • 5 S’s

• Muri Mura MudaANALYZ

E

• Benchmark-ing

IMPROVE • Control

productivity ratio• PDCA

CONTROL

Takeaway Dine-in

Take-away

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 box

Put a sushi box, a pack of wasabi and Shoyu sauce in a bag and Make a bill

Receive orders (types and number of sushi) Pack ordered sushis

Return the change

Deliver product while receive money from customer

Is there a change needed?

End

YES NOMove to inventory table and back to front table

Move to inventory table

Move to front table

15 s

21 s

10 s 5 s

Move to inventory table and keep the money

Move to front table

Take away : Measure

Cycle time

Productivity ratio

78 customers per hourCustomers Turnover ratio

46 seconds/1 customer

Input

78 boxes per 1 hour per 1 employee

Outputboxes

Labor hour

Take away sushi : Analyze

Assumptions : This flow chart only applies to one customer order (10 sushi per customer on average)





Return the change


Is there a change

needed?

End



Move to front table

15 s

21 s

10 s 5 s


Move to front table

Take away sushi : Analysis

Unnecessary movements

Low Turnover

Lacking task allocation

Take away sushi : Analysis

Unnecessary movement

Labor task allocations

MURI, MURA, MUDA

Muri : Irrationality Mura : Unevenness Muda : Waste

Overburden for multi tasking

employee

Other employees help during peak

time

Long waiting timeIrrational motion

Correction

5 Esses

Straightening

Sweeping

Sustaining

Sorting

Standardization

One employeewhole selling process

Random sushi trays

Facility layout

Take away Sushi : Selling area layout

1. Improved job design

Take away sushi : Improve

Who

What

Where

When

Why

5 employees

4 employees packing, 1 employee delivering sushi with sauces and billing

Newly designed layout of takeaway area

Whole day

Standardization, Muri Mura Muda

Take away sushi : Improve

2. Improved layout

Take away sushi : ImproveAssumptions : This flow chart only applies to one customer order (10 sushi per customer on average)





Return the change


Is there a change needed?

End



Move to front table

15 s

21 s

10 s 5 s


Move to front table


Take away sushi : ImproveAssumptions : This flow chart only applies to one customer order (10 sushi per customer on average)



Receive orders (types and number

of sushi)

Pack ordered sushi's

Return the change

End

15 s

10 s



Kaizen Technique Utilize the parallel operations

Reorganized procedures

Control PDCAProductivity ratio

78 boxes per 1 hour per 1 employee

78 boxes per 1 hour per 1 employee*

Without cashier person

Total no. of workforce: 4

Total productivity: (78 x 4)312 boxes per hour

Adding one cashier person

Total no. of workforce: 5

Total productivity: (78 x 5)390 boxes per hour

*Overall production increased

Dine-in

Dine in: Process Map

Receive customer order

(written)

Call customer to be seated

Assign Queuing cardIs there

space for customer?

Serve

cater out bottled drinks

and ice

Yes

No

Receive money and give change

at cashier

Put sushi in plates

Clean up the tables

Dine in: Process Map

Receive customer order

(written)

Call customer to be seated

Assign Queuing cardIs there

space for customer?

Serve

cater out bottled drinks

and ice

Yes

No

Receive money and give change

at cashier

Put sushi in plates

Clean up the tables

Bottleneck

Dine-in: Measure

• #Customers served per hour • Asset utilization ratio: average

#customers in store to full capacity• Time taken per each customer group• Findings

– Average customers in store is around 40-50 people at peak time whereas actual capacity is 120 people

Implication: Orathai Sushi has the potential to serve more customers, given the current

production rate

Dine-in: Analyze

Bottleneck• Sushi served for Dine-in

are not as fast as Take-Away

• Take-Away: 46 seconds• Dine-in: 10 minute

• Seating cannot accommodate during peak times

• Muda (waste) from Inefficient Space Utilization

Low turnoverLow PROFITABILITY

• 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,

Dine-in: Analyze

1. 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 ordered

2. Separate Sushi workspace from Take-away- Reduce Muri (overburden) of traffic in sushi workspace in front of the store

3. Redesign order slip

Dine-in: Improve

Slip for internal useEach item is labeled with

simple characters that corresponds to its location

Carbon Paper

Customer’s Order Slip

Dine-in: Improve

New Sushi Table Plan(to corresponds with the new order slip)

Second Floor (Dine-in) Lay out

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

Dine-in: Analyze

Smaller tables and chairs (Swenson's 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.

Dine-in: Improve

New Dine-in Layout

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

Q & A Session

Susshi final

Business

Transcript of Susshi final