improving_speed__efficiency_of_food_service_in.ppt
- 1. Improving Speed & Efficiency of Food Service in the Exchange Bar Project no. 83673 Sheraton Grand Hotel & Spa Team Leader – Claire Sproates, Assistant Manager of F&B Sponsor – Sacha Cauwels – F&B Director Black Belt – Peter Cullen Master Black Belt – Paul James
- 2. Project Justification Data analysis from DMAIC Project 81926 ‘Minimising Rebates, Discounts & Compensations’ shows that food service in our Exchange Bar is a key source of complaints & rebates The processes and root-causes involved were deemed to be separate from the wider rebates project and, subsequently, this project was launched as a separate Quick Hit Over the passed year we have experienced an average of 16 ‘Speed & Efficiency of Food Service’ complaints a month in the Exchange Bar resulting in rebates of £340 ($540) per month.
- 3. Voice of the Customer Comment Issue Requirement “The bell doesn’t work at the moment. They don’t always ring it anyway” Bar Staff have no way of being notified when meals are ready to be collected from the kitchen Notification system needs to be operational and effective “The chefs all revolve around the Grill Room” Bar and IRD are seen as 2nd priority by the kitchen during Grill Room service All paying guests should be regarded and treated as equal priority “You never know they’ve run out of something until 20 minutes after you’ve put the order through” Lack of communication between kitchen and bar regarding availability of dishes Service staff need to be made aware of limited availability items “During the afternoons and on Sunday nights, there’s nobody there to hear the dockets printing” Unless staff are in ear- shot of the printer, chefs are unaware that an order has come though Chefs require more effective notification when an order is placed “They just know. There’s no label. They do often ring the wrong one” Bell push buttons to notify bar and IRD are next to each other but neither is labelled Only relevant button should be pressed when meals are ready to be collected internal
- 4. Voice of the Customer Our starting point had to be to find out our average food delivery time in the bar and see how this matched up against our guests’ expectations To measure our guests’ expectations, we used our existing Feedback Comment Cards to measure guests satisfaction levels with the Speed & Efficiency of Service We value your opinion….. We succeed only when we meet and exceed the expectations of our customers Thoughts and Comments: Thoughts and Comments: Date of visit:____________________ Room No._________ How did you hear about us? Date of visit:____________________ Room No._________ Please mark which outlet you visited: Terrace Restaurant The Grill Room The Exchange Bar Other:________________ Which meal did you join us for? Breakfast Lunch Afternoon Dinner Overall Experience Food Quality Food Variety Beverage Variety Ambiance Speed & Efficiency of Service Staff helpfulness Staff friendliness Value for money 0---2---4---6---8---10 0---2---4---6---8---10 0---2---4---6---8---10 0---2---4---6---8---10 0---2---4---6---8---10 0---2---4---6---8---10 0---2---4---6---8---10 0---2---4---6---8---10 0---2---4---6---8---10 How would you rate your experience? (0=Poor 10=Excellent) Please tell us the name of any members of staff who were especially helpful:___________________________________ Name:__________________________________________ Company:_______________________________________ Address:________________________________________ _______________________________________________ _______________________________________________ Telephone:______________________________________ E-mail:_________________________________________ If you do not wish to receive any promotional or marketing material, please mark here: How did you hear about us? Word of Mouth Advertising Other:____________________ Reviews / Press Why did you choose to visit us today? Recommendation Convenience / Location Other:____________________ Staying in the hotel How did you travel here? Own transport Bus Other:____________________ Taxi
- 5. To calculate a ‘Critical to Quality’ (CTQ) service time for food delivery, we timed how long it took for orders to be delivered using the check sheet below. The feedback comment cards were collected from the people we had timed and we cross-referenced the satisfaction levels with the delivery times Voice of the Customer
- 6. 2 12 22 exceeded met Service Time in Minutes Feedback Comment Results of VOC Survey To ensure that all guests’ expectations (regarding speed & efficiency of service) are ‘exceeded’ we need to achieve a maximum service time of 14 minutes
- 7. Voice of the Customer 40 30 20 10 0 USL USL Process Capability Analysis for service time PPM Total PPM > USL PPM < LSL PPM Total PPM > USL PPM < LSL PPM Total PPM > USL PPM < LSL Ppk PPL PPU Pp Cpm Cpk CPL CPU Cp StDev (Overall) StDev (Within) Sample N Mean LSL Target USL 523231.39 523231.39 * 526204.66 526204.66 * 440677.97 440677.97 * -0.02 * -0.02 * * -0.02 * -0.02 * 6.69060 5.93055 59 14.3898 * * 14.0000 Exp. "Overall" Performance Exp. "Within" Performance Observed Performance Overall Capability Potential (Within) Capability Process Data Within Overall VOC Survey and cross- referencing gives us an ‘Upper Specification Limit’ of 14 minutes Process Capability study shows that, with a Critical Customer Requirement of 14 minutes, our current performance would generate 523,231 Defects per Million or 1.44 Sigma We would ‘exceed’ our guests’ CTQ only 48% of the time
- 8. B a r&R o o mS e rv ic eM e a l P re p a ra tio n P ro c e s s O rd e rp la c e dfro m B a r/ IR D O rd e r c o m e s th ro u g hM ic ro s O rd e r s p lita n d p rin te dtova rio u s k itc h e nco rn e rs O n lye le m e n tso f o rd e r re le v a n tto th a t c o r n e r a re p rin te d D oc h e fskn o wth a tth e fu ll o rd e rin c lu d e so f o th e r ite m sfro mo th e r c o rn e rs ? C h e f p re p a re s fo o d C h e f p la te sfo o d C h e f rin g sb e ll fo r s e rv e rtoc o m e a n dc o lle ctfo o d A rea ll e le m e n tso f th e o r d e r re a d ya t th es a m e tim e ? Iss e rv e r a b letoc o m e a n dp ic kfo o du p ?(e g . to ob u s ys e rv in g ) N O F o o dsits Y E S C o lle c tco m p le te o rd e r Y E S H a sfo o da lre a d yb e e n s a t fo raw h ile ? N O L e a v eit u n til th e re s t o f th eo rd e r is re a d y N O Isit h o tfo o do r c o ld(e g s a n d w ic h e se tc )? H id eit n e x t toth e c o ffe em a c h in ein th eb a ru n til re s t o f o rd e r isre a d y C O L D H id eitinIR Dh o t b o x e su n til re s t o f o rd e risre a d y H O T Isc h e f p re s s in gth erig h t b e ll (th eya ren o t la b e lle d )? Y E S D e p a rtm e n t w h o s eb e ll is rin g in gin fo rm s c h e fth a tit’sn o t th e irs N O N O D oc h e fsh e a rth ep rin te r a n dk n o wth a t a no rd e r h a sc o m eth r ou g h ? Y E S D o e ss e rv e r re m e m b e r th a tth e yh a v ea no r d e r o u ts ta n d in g ? N O S e rv e rc o m e s th ro u g htok itc h e n toc h a s eo rd e r Y E S N O E N D A tth etim eth is p ro c e s sm a p w a sp u t to g e th e r, n e ith e r o f th eb e llsw e re w o rkin g C u rre n tly , M ic ro siss e t-u ps oo n lyth ee le m e n tso f a no rd e r re le v a n t toth a t a re ao f th ekitch e na rep rin te dinth a t a re a . T h e reisn ow a yfo rth ech e fstokn o wth a t th ec o m p le teo rd e rm ig h t in clu d ed iffe re n t ite m s(fro md iffe re n t a re a sth a t w illb ere a d ya t d iffe re n ttim e s ) H o w e v e r , ‘C h e f’sN o te s ’ s u c ha s‘a ss ta rte r’ o r‘n om a y o ’ d op rin t o u t ine v e rys e c tio nb u t o fte nh a v en ofo o dite mtoc o rre s p o n d to … le a d in gtoalo to f c o n fu s io na n d ,a g a in , fo o db e in gp re p a re da t th ew ro n gtim e T h isisa p a rticu la r p ro b le md u rin g m id -a fte rn o o n s p lit s h iftsw h e n k itch e ns ta ffin g le v e lsa rev e ry lo w T h isp a rt o f th ep ro c e s se x is ts b e c a u s eth ec h e fsb e ginto“g e t s tro p p y ”if th efo o disle fts ta n d in gfo r to olo n ga n dth eb a rs ta ff d on o tw a n t tog e t s h o u te da t Process Maps for Bar Food Service The operation of the bell system (used for calling food away when ready) seemed to be a recurring issue The set-up of the Micros printers seemed an obvious source of potential problems The bar staff had obviously found their own ways of bypassing, shortcutting and negating some of these problems
- 9. Take order Put order into Micros Press ‘print’ on Micros Hang printed order on ‘tab grabber’ Collect table cloth & mise en place Put rolls in hot box (next to lift) Is bread required? Prepare drinks Set guests’ table Take drinks to table For small orders, the drinks, table cloth & MeP can all be taken tothe tabletogether to save time Wait for the bell Does the bell ring? Go through and collect food Go through to kitchen to check progress Is order complete? Is foodready? YES NO YES See ‘Bar Meal Prep Process’ Collect food Serve food to guests YES NO VOC:- “If it’s soup, you give it 10 minutes or so before going through. If it’s a steak sandwich, more like20 - 25 mins. Then you go through and they still haven’t started it” Chefs ring IRD bell when food is ready Is there a response fromIRD? Chefs ring Bar bell NO Bar staff come throughto the kitchen (unnecessarily) Bar staff collect food (eventhough it’s not for them) Food gets taken through to bar Bar staff check orders on ‘outstanding’ board Is there any order that matches? Bar staff makes ‘best guess’ of who the dishis for Guest receives wrong dish NO Fooddelivered to guest W as there anything else on the sam e order? Guest receives incomplete order YES Dish gets discarded YES/ Partially NO IRDcollect food End YES Chefs tell bar staff to takefood away Kitchen will be required to re-make order End Bar staff have to chase missing dishes VOC:- “RoomService staff areoften upstairs either taking ordersup to rooms, collecting dirty trays or delivering amenities. If they are upstairs when the bell isrung and nobodycomes through, theyjust ringthe bar bell instead- that’s whenall this can happen” The Bell System in detail ..and what happens when it goes wrong!
- 10. Most Popular Food items in the Bar 0 100 200 300 400 500 600 700 800 900 French Fries Chicken S/Wich Ham & App S/wic S Salmon S/wIch Grand Cream Tea Soup Of The Day Grand Club Egg Mayo S/Wich Trad Aft Tea PepperSteak Curried Red Lent Smoked Duck T Prawn S/Wich Potato Bilinis Lamb Kofta Oriental Prawns Ice Creams Asparagus Rav Dessert Of Day Brusch & B/Nut Creme Brulee Mini Burger Fig Salad Chicken Salad Celebration Tea Salmon Sushi Cheese Selection Rocket Salad Pork Sausages Chicken Soup Fruit Salad Fish Fingers Millef Omelette Spaghetti Chicken Schnitz Ciabatta Slice Total Sum of Qty So These 10 menu items equate to 81% of all the bar’s food orders Anything we can do to improve the speed at which these top 10 orders are produced would have the greatest impact
- 11. Recommendations for Improvement 1. Re-programme Micros so that all printers display full order to all chefs (re-train & brief chefs accordingly) 2. Re-programme Micros so it does not print the name of the server on the top of the order, only the destination outlet 3. Mend, re-locate and label the bell system (re-train & brief chefs accordingly) 4. As the vast majority of meals served in the bar are ‘soup, a sandwich and a bowl of chips’, install a small fryer and soup terrine in the larder section of the kitchen to form a bespoke ‘bar snack’ area and minimise preparation times, travel time and possibility of bar orders getting ‘stuck behind’ a queue of orders from other outlets