There is a school of thought that the use of western legal terminology in describing customary land tenure is inappropriate and misplaced.

Chaplin School of Hospitality and Tourism Management Internship Lean 6σ Process Improvement Project

Improving the Speed, Accuracy, Reliability, Cost Effectiveness and Flow of the Jumbo Buffet

process.

Jumbo Buffet is founded by a Chinese family at the beginning of twenty-first Century, which means that it has a long history for nearly 20 years. Jumbo Buffet is an all-you- can-eat buffet which provides a variety of American-Chinese foods with one reasonable and affordable price. With time goes on, there are not only a majority of regular customers who come frequently, but also a series of problems emerge, such as lack of innovation and creativity, aging of facilities, competition from other buffets nearby. I will analyze the Jumbo Buffet in this 10 weeks during my advanced internship, which includes food and service quality, customer satisfaction about environment, aging of facilities and put up with my suggestions for increasing the revenue through data based analysis and evidence based decision making.

Executive Sum-

Table of Contents Message from the Professor 3 ................................................................................

About Lean 6σ 3 ..............................................................................................

Criteria for the Project 3 ...................................................................................

1. Project Charter and Financial Estimate 1 ..........................................................

1.2 Current State Process Map 2 ..........................................................................

Measure 3 ....................................................................................................... 2.1 Data Collection Plan 3 .................................................................................

2.2 Collection Results 4 .....................................................................................

Analyze 5 ........................................................................................................ 3.1 Voice of the Customer 5 ...............................................................................

3.2 Voice of the Business 6 .................................................................................

3.3 Voice of the Employee (WIFM) 7 ......................................................................

3.4 Waste Analysis – DOWNTIME 9 .........................................................................

4.1 Addressing gaps in VOC needs 10 .....................................................................

2. Addressing gaps VOB needs 10 .....................................................................

4.3 Addressing VOE concerns/ Alternate WIFM 11 .....................................................

4. Reduction of Waste 12 .................................................................................

4.5 Summary of Recommended Solutions 13 ............................................................

Control 13 ....................................................................................................... 5.1 Modification to Procedures Manuals (Or Establishment of Internal Controls) 14 ..............

Lessons Learned 15 ............................................................................................. Supervisor’s Critique 16.......................................................................................

Message from the Professor Why we are using this method in the advanced internship class Our internship students are within a semester or two of entering the workforce as managers. FIU’s Hospitality and Tourism Management School has included a structured internship as part of the curriculum for over a decade to assist students with this transition into management. A substantial part of the course has always included a project where the students were to improve the host company’s operations in a meaningful and lasting way.

About Lean 6σ This project is a scaled down Lean 6σ ( six sigma) project designed to be completed within the term of the semester. Lean 6σ is a continuous process improvement method which has grown in use in U.S. and international corporations since the 1970’s. Employed to great success at companies like Motorola, this method aims to refine a company’s existing processes through data based analysis and evidence based decision making.

U.S.-based quality professionals who complete any Six Sigma training earn on average $12,642 more than those without it. 2011 QP Salary Survey*

Criteria for the Project • The project must be based on a real need in the company, and have the support of the

student’s supervisor.

• Must be able to be completed to in 10 weeks or (40 hours)

!

This template is the intellectual property of Jason L. Stiles, Ph.D. All rights reserved. 


Define

1. Project Charter and Financial Estimate

2.

Project Charter A single document which lists the scope and purpose of the project.

Lean 6σ Project Charter Start Date 5/30/2017 Complete Date 7/16/2017

Project Name Improving the Speed, Accuracy, Reliability, Cost Effectiveness and Flow of the Jumbo Buffet process.

Company Jumbo Buffet

Department Operating Department (FOH)

Process Owner

Lisa Lin

Sponsor Lisa Lin

Leader Zhuo Zhang

Problem Statement/ Business Impact

Description: State the current ineffective process. Use baseline data if available. Include timeframe, include conditions surrounding the problem. Basically, what is the “pain” you are trying to improve?

The pollution of noise from aging AC system is a huge trouble for the restaurant’s normal daily running.

Financial Benefits

Direct annual financial benefits expected from the project:

Indirect benefits expected from the project:

Benefits: Expected benefits to inventory, sales, earnings, production, quality, etc.

Upgraded AC will lead to save at least $2 per hour, $26 per day and $9490 per year.

Customers will be more comfortable and satisfied, as a result they may switch to regular customers.

A description of the current process and proposed financial benefits

1.2 Current State Process Map

Process: Getting ready and going to work




Business Process Mapping A graphic description of all unique parts of the process.

Can they bear the noise?

Walk-in

Expected Customers

Future Customers

Yes No Have a seat

Yes No

They come again and

again

Pay the bill

Go out

They become annoyed.

Yes No

Great ex- perience

Are they Satisfied

with noise?

Measure

2.1 Data Collection Plan

Data Collection

Measure key aspects of the current process and collect relevant data. Take both speed and variation measurements. A minimum of 10 data items is required for adequate analysis.

CTQ Measure of CTQ Data Source

X1 Volume of noise The noise detection equipment

X2 Complaints from clients related to environment Comments book

X3 Complaints from clients related to environment Yelp reviews

X4 Number of tables occupied – shows current business turnover

POS

X5 Amount of customers at two specific time points during lunch and dinner

Host report

X6 Amount of kids in weekday — the main source of noise

Host report

X7 Amount of kids in weekend — the main source of noise

Host report

X8 Servers react to control the noise Observation of servers’ behaviors

X9 Degree of satisfaction of BGM Customers’ comments and reviews

X10 Other extent problems Interviews with supervisor and coordinator

Collect data and research on the current process to inform potential solutions

2.2 Collection Results Describe the results of each data collection. You must include narrative for each element of your data collection plan. Tables and charts should be included as often as possible as well. There is a video describing how to accomplish the charts with ease.

CTQ Measure of CTQ Results

X1 Volume of noise The average rate of noise for each operating day is from 80dB(noisy) to 100dB(annoyed and harmful to health.

X2 Complaints from clients related to environment The number of housekeepers was not tied to occupancy, and varied with no septic reason.

X3 Complaints from clients related to environment Less than complaints about food quality.

X4 Number of tables occupied – shows current business turnover

85% tables are occupied at one point of time in lunch and 60% tables are occupied at one point of time in dinner.

X5 Amount of customers at two specific time points during lunch and dinner

250 in lunch and 100 in dinner (daily average).

X6 Amount of kids in weekday — the main source of noise

20 (weekday-daily average)

X7 Amount of kids in weekend — the main source of noise

90 (weekend-daily average)

X8 Servers react to control the noise Use toys to distract kids to let them calm down

X9 Degree of satisfaction of BGM Most of customers like it.

X10 Other extent problems Aging of AC is the main source of facility noise.

Analyze

3.1 Voice of the Customer

Description of the results of your customer study regarding how they view your specific problem. You may have conducted interviews, reviewed comment cards, or utilize peer reviewed evaluations of your customer base. If your company has market research, it can also help you understand the voice of your customer.

Recommended Reviews:

Analyze the data to investigate and verify cause-and-effect relationships. Determine what the relationships are, and attempt to ensure that all factors have been considered.

Voice of the Customer

Utilize data to determine root problems

Fair Reviews:

3.2 Voice of the Business Description of how the stakeholders in your business see the problem. Utilize interviews, exit interviews from managers, current employees, separating employees, peer reviewed journal articles, and direct observation. Explain why the process is necessary to the business. Does the process add financial value or just provide a supporting role to other processes that do provide financial value?

In the foodservice industry, a buffet is an easy and lucrative option for serving customers because it gives

them a level of control in choosing what and how much food they want to consume. Buffets are rising in

popularity in places like grocery stores and supermarkets, where fresh ingredients are readily accessible and

customers are looking for quick meal options. When operating a buffet cleanliness, security, and

maintenance are all top priorities.

Buffet restaurants typically serve food in an all-you-can-eat manner. Food is spread out on buffet tables

and customers serve themselves, paying a flat price to eat however much food they choose on their visit.

Buffets are popular across the country in cities large and small, and are especially popular with families and

small groups, since they can eat heartily for a sensible price.

When talk to the owner of Jumbo Buffet, a 60-year-old Chinese man with obsolete and frugal opinions,

who came to America when he was 20 years old. His marketing concept is using cheap price to attract more

all-classes customers. Even more, he is unwilling to close a couple days to upgrade the aging facilities.

However, to some extent, more expensive buffets are more likely to be profitable, not just because of their

higher prices, but also because customers are more likely to be at the buffet for family or holiday

celebrations or for business. Overeating among family or business associates can result in stigmatization in

the future; a very high social price to pay for taking a third or fourth trip through a buffet line. Formal dress

codes at Sunday buffets and at weekday hotel dining room buffets produce better behaved people who are

far less likely to overeat. Dress codes are not as effective as the unspoken, informal controls, of potential

stigmatization from one's peers for misbehaving by overeating. Such misbehavior evinces a lower middle

class, working poor, or even a criminal background to one's peers. That potential stigma redounds to

enhance restaurant profitability. In a buffet restaurant, profitability inevitably comes down to cost

management. Buffet patrons have a lower tolerance for price increases than other diners, so to maximize

profitability he'll need to focus on balancing the quality of experience and operating expenses.

3.3 Voice of the Employee (WIFM) Description of how employees view the process problem. Understand how employees may be vested in the current process, and how they may have incentives to change. This is also known as the What is In It For Me (WIFM) perspective. Process change efforts which fail to consider the WIFM of the employee find the process change is difficult if not impossible to maintain. Recognize that any process change will have to be implemented by employees, and will only become permanent when it becomes part of the new culture of “how we do things around here”.

When discuss with my supervisor and co-workers, we all realize that atmosphere is of the utmost

importance in our restaurant. That includes the lighting, artwork, spacing, music, and of course, the noise

level. The World Health Organization defines noise as a serious health hazard. Before we look at how noise

affects our customers, let’s look at how it affects our employees. Many experts see excess noise as an

ergonomics-related program. It can damage hearing, spike blood pressure, and decrease productivity all

while increasing stress and fatigue. Our employees are at particular risk for noise-related problems because

we are exposed to it for long hours. If the noise levels are 85 dB or more, and our employees are subject to

that noise for eight hours, we can develop acoustic-related issues. A typical restaurant operates at 80 dB,

but some restaurants are known to reach 110 dB – the levels of jackhammer noise! To keep our employees

content and productive, we should look at our noise levels.

Now, let’s consider the noise issues for our customers. According to Zagat, the second most common

complaint from restaurant customers was noise. Noise ranks as one of the most irritating problems

encountered while dining out. It follows closely on the heels of bad service and comes in before bad food.

The ideal sound level for normal conversation is between 55 and 65 dB. If we factor in the normal restaurant

noise, our restaurant moves to about 70 dB. At this point, our customers have to raise their voices to be

heard. At 75 dB, conversation is difficult and at 85 dB, damaging. While this all gives cause for “quieter”

restaurants, many owners are purposefully creating a noisy restaurant. They mistakenly believe their

customers are having a better time if they are shouting to be heard.


3.4 Waste Analysis – DOWNTIME

DOWNTIME is an acronym used to describe the potential sources of waste. Look at your process and see if any of these sources are at work reducing the efficiency and effectiveness of your process.

List 1 or more aspects of the current process which relate to the model for at least three elements.

• Defects (the effort involved in inspecting for and fixing defects)

o Hire professionals to check all facilities and re-design.

o For the duration of the fixture, the restaurant has to be shut up temporarily.

• Overproduction (production ahead of demand)

o Over decorated, not only Air-conditioning system need to be replaced.

• Waiting (waiting for the next production step)

o Waiting for the permission from relevant departments before constructing and re-open.

• Non-utilized resources/ talent or employee unused creativity or productivity

• Transport (moving products that is not actually required to perform the processing)

• Inventory (all components, work in process and finished product not being processed)

• Motion (people or equipment moving or walking more than is required to perform the processing)

o All the equipments should be moved to another place.

• Excess Processing (giving the customer more than they ask for, and maybe more than they want.)

o After refitting, the price must be raised up.

DOWNTIME analysis

4.1 Addressing gaps in VOC needs

After facilities upgrading, you will receive higher quality catering experience. Whether the freshness of food or

overall atmosphere will bring you unforgettable memory.

Although the price will be increased a little, our products must fulfill even exceed your expectation.

2. Addressing gaps VOB needs

Don’t be afraid to move with times. What you earn would be more than you spend. Many modern restaurants

are opting for an industrial décor – this usually means wood or tile floors, metal fixtures and a cavern-like at-

mosphere. In this case , you might find it useful to install carpeting in your high-traffic areas. This will reduce

the noise outside your restrooms and in your reception area. You could also use acoustic fabric-covered wall

panels. If this sounds unappealing, get creative. Use panels as part of your décor.

Opposites work well together. If you’ve got hard flooring, and hard surfaces such marble and granite in other

areas of your restaurant, use a soft ceiling. By installing sound-absorbing ceiling tiles, you’ll muffle the sound

coming from the floor areas.

Improve or optimize the current process based upon data. (Evidence Based Decision Making (EBDM)

Develop solutions directly based on your data and analysis.

4.3 Addressing VOE concerns/ Alternate WIFM

Good working condition is benefit for productive employee to provide high quality service.

When designing a restaurant, employers should remember that fluorescent light isn't the only option. If

possible, every employee should work in a space with some natural light. At a minimum, planners should create

common spaces that have natural light. Restaurants should also check the heating, ventilation and air

conditioning system's performance. In most cases, the landlord has to ensure that the system works properly.

For that reason, the employer should designate a staff person to help the management company resolve

complaints.

4. Reduction of Waste • Defects (the effort involved in inspecting for and fixing defects)

o During constructing time, the take-out and delivery service still work.

• Overproduction (production ahead of demand)

o Using the limited amount of money.

• Waiting (waiting for the next production step)

o Designing while asking permission from governments.

• Non-utilized resources/ talent or employee unused creativity or productivity

o Using eco-friendly materials.

• Transport (moving products that is not actually required to perform the processing)

• Inventory (all components, work in process and finished product not being processed)

• Motion (people or equipment moving or walking more than is required to perform the processing)

• Excess Processing (giving the customer more than they ask for, and maybe more than they want.)

4.5 Summary of Recommended Solutions What are the improvement objectives and targets? How will success be measured.?

Potential solutions should make the process measurably faster, more consistent, less variable, more automated, less prone to normal human error.

List of 5-10 potential solutions to the problem in order of feasibility

Control

Immediate Feasibility (10 High, 1 Low)

Impact (10 High, 1 Low)

Potential Solutions

10 9 Place ice and soda machines away from the main dining areas. We can even purchase one with a roof-mounted condenser to soften the sound.

10 7 Place your side-stations away from the dining area as these are often places of loud noise.

7 8 Consider sound absorbers to lessen the sound of noisy machinery. 6 4 Maintain your heating and air conditioning equipment so they work at their

quietest. 4 9 Slower tempo music can increase your bar orders. Slower tempo music

creates a more relaxing atmosphere that encourages bar customers to stick around and order more.

4 5 Stick the sign about noise level on the wall. 3 9 Do an Internet search for BGM. 2 2 Using painting to distract the attention of kids. 1 1 By increasing the temp (not the volume), you can increase table turns.

Perhaps this is more important to you during the busy lunch-rush and not as much during the evening hours.

control systems such as statistical process control, Control chart

Control future state process to ensure what has been fixed stays fixed.

5.1 Modification to Procedures Manuals (Or Establishment of Internal Controls)

• Prepare language to be inserted into procedures manuals for employees engaging in the process.

• Include procedures for managers to inspect work.

• Include new checklists and standard operating procedures.

• Fix the problem and describe what it will take to keep it fixed.

Lessons Learned Describe what you learned about your ability to manage a detailed process improvement project using LSS. Explain what parts of LSS you found most useful. Describe the strengths and lessons of your effort, to include how key stakeholders responded to your project. Are you able to participate in Process improvement teams in the future with a greater degree of confidence than you would have without this project? Are you interested in pursuing greenbelt certification?

The Six Sigma is a data-driven approach for eliminating defects and waste in any business process. The Lean

Six Sigma process has greatly increased my ability to manage a process improvement project. Using LSS has

allowed me to effectively organize my action plans and goals. The detailed, step-by-step process allows students

to easily analyze and document data based on a clear set of guidelines provided. This approach enhances

productivity and efficiency so the work generated by students has a clearly defined problem to resolve and

improve.

I learn that how to handle some situations, which may not be my responsibilities. The restaurant’s atmosphere

affects our profitability. That is especially true when it comes to our restaurant’s sounds. Customers define their

experience by how comfortable they felt in your restaurant. If the noise levels are uncomfortable, our customers

won’t enjoy their experience. In turn, they won’t come back to our restaurant or recommend it to others. If our

food is great, but diners can’t talk to each other, they’ve lost the intimate comradery that comes with eating out.

If the managers haven’t thought about our noise levels and how that affects our customers, it’s time to take a

“listen.”


Supervisor’s Critique Please have your supervisor put a brief note of their critique of their project on letterhead or typed with their business card or signature attached. A scanned in, handwritten note is fine.

The supervisor’s critique should answer all of the following:

1. What is the overall opinion of the project? What we can do to create a customer-satisfied atmosphere in

order to attract more customers and make more profits.

2. Does the project demonstrate your potential to produce professional work or did you fall short? The

project is fitful for my potential to produce professional work.

3. Were elements of the project and Lean Six Sigma method useful for the business? Yes.

4. Are the financial benefits of the project realistic? Yes.