DEFINE: TEAM CHARTER

Objective

Project Scope

Business Case

•Decrease the waiting time for acquiring food during peak hours due to the long wait times that high volume chipotle’s currently face. The current waiting time deters many customers from standing in line thus causing a loss of sale. By cutting wait time, Chipotle can serve more customers and ultimately increase sales. The team will target restaurants specifically located in high traffic areas. ( NYC area)

•Chipotle will restructure/upgrade their NYC locations with a secondary assembly line . This project will reduce waiting time, increase the service rate, increase sale, and decrease queue length in size. This project will be completed by April 2016.

•Customers will be more satisfied with the overall process regarding waiting time.

DEFINE: VOICE OF THE CUSTOMER

CURRENT PROCESS

Rapid Customer Service

Wait Time

Cycle Time Less than 1 minute

Less than 2 minutes

MEASURE – CTQ TREE

MEASURE – SURVEY

*This is an official chart from Huffingtonpost 2015

MEASURE – PROCESS SIGMAPROCESS SIGMA CALCULATION

Opportunities 26Defects 1DPMO 38462Defects (%) 3.85Yield (%) 96.15Process Sigma 3.27

● IMPLEMENT 2ND LINE● MONITOR● QUICK FIX● SIX SIGMA

CONTROL - FUTURE STEPS

● THE INNOVATION AND IMPROVEMENT SECTION OF DMAIC IS ALL ABOUT THE ACTUAL INCORPORATION OF THE IDEALS CREATED TO PROVIDE MORE COMPUTER VALUE THROUGH A SERIES OF CHANGES THAT MAKE THE CUSTOMERS EXPERIENCE BETTER WHILE INCREASING THE BUSINESS' FUNCTIONALITY.

● INNOVATIVE IDEAS TO IMPROVE CUSTOMER EXPERIENCE:● INCORPORATE THE WAWA ORDERING SYSTEM TO CUT DOWN

CUSTOMER WAIT TIME, AND IMPROVE ORDER ACCURACY. AND CREATE A PERPETUAL ORDER PROCESS USING NEW TECHNOLOGY.

● CREATE ANOTHER COUNTER TO MAKE ROOM FOR MORE EMPLOYEES

INNOVATION AND IMPROVEMENT

Equipment

Management

Process

EnvironmentIngredients

People

Wait time in high volume

chipotle during lunch and

dinner hours

Stove

Cash RegisterCounter top

Cookware

Back stockQuality

FreshnessVariety

Communication

StaffingCooks

Training Paying

Peak HoursPrep Time Cooking

NoiseStation Layout

Temperature Experience

Employee Delegation

Working hours

ANALYZE – FISHBONE

CONTROL - SPAGHETTI DIAGRAM

Station 1ABurrito/Bowls/Tacos

Station 2ARice and Meat

Station 3ASalsa and Salad

Station 4AWrapping and Pricing

Station 5APayment

Station 5BPayment

Station 1BBurrito/Bowls/Tacos

Station 2BRice and Meat

Station 3BSalsa and Salad

Station 4BWrapping and Pricing

Entra

nce

CHANGE MANAGEMENT

Ready

● Managers communicate to employees about future steps/plans.

● Employees comply and go with new business plan

Willing

● Employees understand their role and are eager about potential of plan

● Employees believe they are not the only ones who believe in the vision

Able

● Employees are fully equipped to take on the new tasks ahead

● Employees’ production is monitored, and they are rewarded for proficient work.