Available for Dining-In, Delivery, and Take-OutFeatures include Breakfast, Late Night, Open 7 DaysCuisine types Burgers, Cheese Steaks, Chicken, Sandwiches, Wings

Food service process is comprised of the following components: Ordering Waiting/

preparation Delivery of food

It is important to note that the bottleneck of the ordering portion of the service process is reviewing the menu.

The bottleneck occurs at this point because the menu is poorly designed

The menu has too many offerings and the size of the writing is to small, making for the customer to make a timely order decision

Furthermore, our observations show that guests on average go to Jack’s in groups of 3 to 4 people.

Service Flow from Customers Perspective

1 M

inut

e0.

3 M

inut

es9

Min

utes

1.5

M

inut

e1.

5 M

inut

es2.

7 M

inut

es

Customer places his or her order/

gives name

Customer reviews the menu

Customer picks up their order

Customers name is called

Customer pays for the order

Customer waits for food

Customer waits for food

Customer waits for food

Customers name is called

Customer picks up their order

Customers name is called

Customer picks up their order

Next customer places his or her

order/ gives name

Customer reviews the menu

Customer pays for the order

Customer reviews the menu

Next customer places his or her

order/ gives name

Customer pays for the order

From Jack’s perspective the service process is slowed again by the ordering component.

Our observations reveal that both staffing and standard operating procedures caused this inefficiency.

Each of the 10 times we went there was only one cashier on duty. Whenever, there was a slight rush in demand (over 5 guests in the queue) they appeared to be understaffed, unable to keep up with demand.

The practices of the cashiers manually writing down the orders, punching them into the register, and hand delivering them to the kitchen, created a long waiting time for customers in the queue.

Service Process from Jack’s Perspective

1 M

inut

e0.

3 M

inut

es9

Min

utes

0.4

M

inut

es1.

3 M

inut

es4

Min

utes

Cashier takes payment and

provides change if necessary

Cashier takes customer order

Cashier either calls name or delivers

food

Chef brings food to cashier

Cashier brings paper order to kitchen

Chef reads order/ prepares food

Chef reads order/ prepares food

Chef reads order/ prepares food

Chef brings food to cashier

Cashier either calls name or delivers

food

Chef brings food to cashier

Cashier either calls name or delivers

food

Cashier takes customer order

Cashier brings paper order to kitchen

Cashier takes customer order

Cashier brings paper order to kitchen

Cashier takes payment and

provides change if necessary

Cashier takes payment and

provides change if necessary

Cashier Takes Customer Order #1

Cashier Processes Payment and Provides Change

Cashier Brings Order to Kitchen

Chef Reads Order & Prepares Food

Chef Brings Food to Cashier

Cashier Calls Out Order or Delivers Food

Cashier Takes Customer Order #2

Cashier Processes Payment and Provides Change

Cashier Brings Order to Kitchen

Chef Reads Order & Prepares Food

Chef Brings Food to Cashier

Cashier Calls Out Order or Delivers Food

Cashier Takes Customer Order #3

Cashier Processes Payment and Provides Change

Cashier Brings Order to Kitchen

Chef Reads Order & Prepares Food

Chef Brings Food to Cashier

Cashier Calls Out Order or Delivers Food

0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 5.5 6.0 6.5 7.0 7.5 8.0 8.5 9.0 9.5 10.0 10.5 11.0 11.5 12.0

Gantt Chart - Filling 3 Food Orders at Jack's Grill

Staffing: We believe having two cashiers during high demand hours (12-3 pm and 6-8 pm on all days of the week) would allow for better service delivery. Jack’s appears to staff the right amount of chefs.

Menu: The restaurant should cut down their menu to make it easier for customers to order and allow Jack’s to better manage food costs

Ordering: Jack’s should seriously consider investing in a computerized ordering system, which will allow Jack’s to speed up the ordering process, alleviate duties of cashiers, and gather important information about customer preferences.

Food preparation: Jack’s should consider compiling data of ordering trends to dictate chefs batching of food. Also, cashiers should tell chefs what orders should be completed at the same time so groups can eat together.

Delivery of food: Jack’s should have operating procedures be consistent so that customers will know what to expect and not be disappointed by service

Order Time Preparation Time

Total Time

CPKu 0.26463894 0.39925009 0.42155621CPKl 0.67421317 0.87495232 0.97251897CPK 0.26463894 0.39925009 0.42155621Assumptions for standards: After discussing order time and preparation time as a group and with Jack’s manager, the order time standards have been represented by an upper tolerance limit of 8 and a lower tolerance limit of 0. The preparation time standards have been represented by an upper tolerance limit of 15 and a lower tolerance limit of 0. The total service process time was calculated by adding the tolerance limits of the two components, resulting in an upper tolerance limit of 23 and a lower tolerance limit of 0. Conclusion: The data shows that Jack’s is not doing a good job in meeting standards and is doing a worse job on the upper sides in each category. The data shows that Jack’s is doing the worst in meeting upper tolerance standards for order time.

UCL

LCL

x-bar-bar

UCL

LCL

x-bar-bar

UCL

LCL

x-bar-bar

Order Time: All of the data points fall within the UCL and LCL. Therefore, the average order time each day has been within reason.

Preparation Time: All but one of the data points fall within the UCL and LCL. Therefore, the average preparation time for all but one day has been within reason.

Total Time: All of the data points fall within the UCL and LCL. Therefore, the average total time each day has been within reason.

R-bar

UCL

LCL

R-bar

UCL

LCL

UCL

LCL

R-bar

Order Time: All of the data points fall within the UCL and LCL. Therefore, the range, described as the maximum order time minus minimum order time, has been within reason.

Preparation Time: All of the data points fall within the UCL and LCL. Therefore, the range, described as the maximum preparation time minus minimum preparation time, has been within reason.

Total Time: All of the data points fall within the UCL and LCL. Therefore, the range, described as the maximum total time minus minimum total time, has been within reason.

The large scale menu impacts both the preparation time and service time in the kitchen because the cooks have to locate the ingredients, know how to prepare the food to the customers’ preferences, and use a variety of equipment.

The minimal number of chefs limits the output of the kitchen. During busy periods, such as dinner time (6pm-8pm), the kitchen may get backed up and preparation and service times will escalate.

The ordering process has been shown to be very inefficient. This is due to lack of sufficient number of cashiers during peak periods of demand as well as cashiers having an overwhelming number of duties.

Order time TIME FROM WHEN ENTER TO WHEN CASHIER GIVES ORDER TO CHEF

Sample Order 1 Order 2 Order 3 Order 4 Order 5 X- bar UCL LCL R

1 3 4 4.5 4 5 4.1 9.55573 1.93427 2

2 2.5 6 4 4.25 3 3.95 9.55573 1.93427 3.5

3 6 7.5 7.5 9 11 8.2 9.55573 1.93427 5

4 6 7 7 7.5 4 6.3 9.55573 1.93427 3.5

5 5 7 10 3 1 5.2 9.55573 1.93427 9

6 12 8 8 3 2 6.6 9.55573 1.93427 10

7 4 3 4 2 2 3 9.55573 1.93427 2

8 7 12 5 3 3.5 6.1 9.55573 1.93427 9

9 6 6 5 4 8 5.8 9.55573 1.93427 4

10 13 7 7 4 10 8.2 9.55573 1.93427 9

Sigma 2.84035 X- bar- bar 5.745 R- bar 5.7

Sigma x- bar 1.27024 UCL 9.55573 UCL 12.0555

LCL 1.93427 LCL 0

Cpku 0.26464

Cpkl 0.67421

Cpk 0.26464

UTL 8

PREPARATION TIME TIME FROM WHEN CHEF GETS ORDER TO WHEN CUSTOMER GETS FOOD

Sample Order 1 Order 2 Order 3 Order 4 Order 5 X- bar UCL LCL R

1 10 11 8 8 12 9.8 15.5646 5.03537 4

2 9 9 7 5 5 7 15.5646 5.03537 4

3 6 5 6 10 12 7.8 15.5646 5.03537 7

4 11 4 6 6 10 7.4 15.5646 5.03537 7

5 4 10 8 10 4 7.2 15.5646 5.03537 6

6 18 17 17 12 12 15.2 15.5646 5.03537 6

7 10 11 8 4 12 9 15.5646 5.03537 8

8 15 19 15 16 15 16 15.5646 5.03537 4

9 10 11 13 9 11 10.8 15.5646 5.03537 4

10 10 14 16 12 12 12.8 15.5646 5.03537 6

Sigma 3.92402 X- bar- bar 10.3 R- bar 5.6

Sigma x- bar 1.75488 UCL 15.5646 UCL 11.844

LCL 5.03537 LCL 0

Cpku 0.39925

Cpkl 0.87495

Cpk 0.39925

UTL 15

TOTAL TIME

Sample Order 1 Order 2 Order 3 Order 4 Order 5 X-bar UCL LCL R

1 13 15 12.5 12 17 13.9 23.42331 8.666694 5

2 11.5 15 11 9.25 8 10.95 23.42331 8.666694 7

3 12 12.5 13.5 19 23 16 23.42331 8.666694 11

4 17 11 13 13.5 14 13.7 23.42331 8.666694 6

5 9 17 18 13 5 12.4 23.42331 8.666694 13

6 30 25 25 15 14 21.8 23.42331 8.666694 16

7 14 14 12 6 14 12 23.42331 8.666694 8

8 22 31 20 19 18.5 22.1 23.42331 8.666694 12.5

9 16 17 18 13 19 16.6 23.42331 8.666694 6

10 23 21 23 16 22 21 23.42331 8.666694 7

Sigma 5.499464 X-bar-bar 16.045 R-bar 9.15

Sigma x-bar 2.459435 UCL 23.42331 UCL 19.35225

LCL 8.666694 LCL 0

Cpku 0.421556

Cpkl 0.972519

Cpk 0.421556

UTL 23

LTL 0

TIME FROM WHEN ENTER TO WHEN GET FOOD