Running Head: MANCHIES & MANCHIES (M&M) 1
Manchies & Manchies (M&M) Fictional Fast-Food Company
Name
Institution Affiliation
Professor
Date
MANCHIES & MANCHIES (M&M) 2
Contents
Abstract ............................................................................................................................... 4
Introduction......................................................................................................................... 5
Mission ................................................................................................................................. 5
Definition of Customers ...................................................................................................... 6
Core Values ......................................................................................................................... 6
Christian Values .................................................................................................................. 7
Supply Chain Management ................................................................................................ 7
Customer Relationship ...................................................................................................... 8
Biblical Teaching In Line With Supply Chain Management............................................. 8
Project Management ........................................................................................................... 9
Consistency ....................................................................................................................... 9
Communication ................................................................................................................. 9
Transparency ..................................................................................................................... 9
Planning ............................................................................................................................ 9
Control ............................................................................................................................ 10
Task Management ........................................................................................................... 10
Critical Thinking ............................................................................................................. 10
Quality Control ............................................................................................................... 10
Biblical Teaching on Project Management ...................................................................... 11
Process Planning ............................................................................................................... 11
The Overall Concept ....................................................................................................... 11
Sample Menu .................................................................................................................. 12
The Team ........................................................................................................................ 12
Target Customers ............................................................................................................ 12
Biblical Teaching on Process Planning ............................................................................. 13
Capacity and Scheduling .................................................................................................. 13
Restaurant Section ........................................................................................................... 14
Streamline in Restaurant Processes .................................................................................. 14
Customer Satisfaction...................................................................................................... 14
Biblical Teaching on Capacity and Scheduling ................................................................ 15
Supply Chain Planning and Analytics .............................................................................. 15
Taking Stock of Stock-keeping units (SKUs)................................................................... 15
MANCHIES & MANCHIES (M&M) 3
Sourcing, JIT and Forecasting ......................................................................................... 16
Predictive Analytics In Improving Purchase Decisions .................................................... 16
Shift in Demand .............................................................................................................. 16
Advanced Purchasing ...................................................................................................... 17
Biblical teaching on Supply Chain Planning and Analytics ............................................ 17
Monitoring and Controlling Processes ............................................................................. 18
Real-Time Monitoring process in Food Manufacturing.................................................... 18
Ensuring Ingredient Quality ......................................................................................... 18
Ensuring Food Safety .................................................................................................. 19
Biblical teaching on Monitoring and Controlling process ............................................... 19
Process Improvement: Six Sigma ..................................................................................... 19
Under The Measure Stage ............................................................................................... 20
Analysis Stage ................................................................................................................. 20
Improving Stage .............................................................................................................. 20
Control Stage .................................................................................................................. 20
Biblical Teaching on Six Sigma ........................................................................................ 21
Innovation.......................................................................................................................... 21
Innovation through Service.............................................................................................. 21
Bringing Clients Value by Minimizing Friction ........................................................... 21
Team Operation Innovation ............................................................................................. 21
Providing client value through saving time, avoiding hassle and simplicity ................. 21
Community Innovation .................................................................................................... 22
Providing Clients Value through Commonality, Altruism and Providing Hope ............ 22
Biblical Teaching on Innovation ....................................................................................... 22
Conclusion ......................................................................................................................... 22
Appendices ........................................................................................................................ 24
References.......................................................................................................................... 30
MANCHIES & MANCHIES (M&M) 4
Abstract
We are living in a period where the world has open up to businesses being conducted not just
in their mother countries but also across their geographical borders. For instance, Burger
King a fast food business is known to have several chains in several countries, and it is not
just Burger King, there are several food chains such as the McDonalds, KFC and many more
operating in several countries. Due to the degree to which these food chain businesses are
penetrating the globe, it is no doubt that the presence of fast-food is increasing worldwide at
an alarmingly worrying rate hence making it difficult to notice how the local people prefer
healthy and nicely prepared food that do not contribute to health issues and this this where
Manchies & Manchies (M&M) which is a fictional fast-food restaurant comes in.
MANCHIES & MANCHIES (M&M) 5
.
Introduction
Manchies & Manchies (M&M) is a fictional fast-food brand in the category of quick-
serve restaurant (QSR). The menu of M&M has evolved from its original recipe that was
made up of at least 10 different spices to at least 25 diverse spices. M&M is recognized for its
brand and marketing of "One is never enough" as it is committed in offering fresh meal items
and sourcing ingredients from ethically minded suppliers. With this unique operation ethos,
M&M assists in ushering in an era of "fast-casual" dining experiences, the majority of which
mimicked the chain's popular approach to assembly-line service and fresh preparation (Wei
& Davis-Ngatai, 2018). The company operates on a range of initiatives that have emerged
from intensive consumer research. This is because it focused on giving customers the things
they did not know they wanted.
Mission
M&M's mission statement is "One is Never Enough." The precision in this mission
statement is all about a high level of focus and singularity associated with the company in
line with what it does. It echoes the unwavering commitment of the company to maintain the
best in the provision of foods that leaves the customer feeling honored and appreciated
(Souiden, Chaouali, & Baccouche, 2019). The company is districted from other fast-food
enterprises considering that the concept behind the food product preparation methods
emphasizes on the M&M priority of valuing the health of its customers. This is because the
company is aware of how influential the ingredients constituting a food are vital to the
general health of its customers, and that explains its commitment to using only the real and
natural ones (Souiden, Chaouali, & Baccouche, 2019). When it comes to what it offers to its
clients, there is no debate concerning the content in M&M food items. The company has
MANCHIES & MANCHIES (M&M) 6
maintained itself as one of the most trustworthy firms of its kind, providing a balance in the
fast-food industry with its naturally made products. This is because it provides customers
with a chance to have options and preferences in everything they engage in. All they are
required to do is place an order and specify the level of customization they would want made
to meet their requirement, meaning that there is no limit to what the customers can get.
Definition of Customers
The internal customers at M&M are individuals who work within the company, that
is, everyone from the Board of Directors to supervisors and team members serving people at
the customer interface. This means that communication and information will flow from the
board of directors to individuals on the ground. In this case, feedback and data from
customers can flow from individuals in the restaurant back to the internal customers in the
marketing department (Baig & Saeed, 2020). On the other hand, external customers at M&M
are considered as the public who come in and buy fast food for themselves, their families, and
friends. This means that the user is the customer of the product, whether they are the
purchasers or not. The associated stakeholders are the food suppliers from all over the globe
as well as the pension schemes that own shares in the business.
Core Values
M&M core values include a commitment to the natural ingredients, doing it for the
interest of its customer's health by sourcing its products directly from farms while
emphasizing on both responsibility and quality. It means that its first priority is to get the
ingredients right to make sure that its food items are the best fit for everyone. To achieve its
mission, the company is committed to offering culinary training, great benefits, and career
opportunities to its employees, something that makes M&M to be well respected by its
employees.
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Christian Values
M&M believes that giving and receiving food is the way to bond easily as humans
and a way to bond daily as Christians. M&M believes that the single most essential ongoing
sacrament for church is a meal. The entire sacrificial system in the Old Testament centers on
the meal with God in the Temple in that, the Distribution of food, the slaughter, and sacrifice
all culminate in a meal in the presence of God. In the same way, M&M believes that there is
no more visceral sign of fellowship than eating together, meaning that they are doing a
commendable service to the Kingdom of God.
Supply Chain Management
Supply chain management affects all elements of business performance at M&M.
This is because such aspects, including information sharing, customer relationship
management and strategic suppliers, can assist business performance in a particular manner.
The main goal of supply chain management at M&M is to offer a competitive edge with the
aim of creating a competitor customer differentiation. According to Danca, (2015), In order
to enhance the organization’s operational performance, supply chain management needs to be
planned, sourced, made and delivered. This is because the effect of supply chain management
in the reducing inventory planning, predictability, flexibility and manufacturing process can
be observed in operation, including the performance of resources to minimize the lead time
and reduce the steps above cost (Danca, 2015).
Strategic Suppliers
M&M understands that a strategic alliance dealership is generally essential in
realizing the organization benefits. Strategic suppliers in this organization are taught the
importance of promoting mutual benefit. As a result, they always aim to take part in essential
policy areas associated with one or more courses between the two sides, such as product
MANCHIES & MANCHIES (M&M) 8
development and technology. For M&M to be fruitful, they take strategic dealership with
suppliers very seriously and are usually enthusiastic to share any new product and contribute
to the organization's work and responsibilities of the major suppliers to work more effectively
(Degtyaryova, Shcherbakova & Katerinich, 2020).
Customer Relationship
M&M understands that customer good relations can lead long-term relationships with
clients, specifically to maximize and enhance the basic operation of the majority of customer
satisfaction and customer complaints management configuration group exercises using full
matrix (Erkmen & Hancer, 2018). This is in line with Gupta, (2012) proposal that the notion
in the direction of customer relationship in supply chain management is a very crucial part of
the proceeds. M&M thus uses personalized service and growth as an important aspect of
survival time customer management. The organization maintains customer relationships by
providing maintenance to expand customer loyalty help to differentiate product
competitiveness (Hua & Dalbor, 2018).
Biblical Teaching In Line With Supply Chain Management
Supply and demand variability is essential in the running of any business and is
considered a major aspect of supply chain management. Noah was faced with a huge logistic
assignment in a life or death situation that was bound to affect the forthcoming generations.
Getting the model right was vital, and thus, he had some certainty principles considering that
he understood what demand was. According to Genesis 6:20, Noah took with him seven pairs
of all clean animals and a pair of animals that were not clean. He knew how large his space
was, how many days it was going to rain (Carroll & Prickett, 2008). It leaves us with a
crucial question, whether he knew much food was needed as a crucial planning aspect.
Certainly, the food took up more space than the animals. However, by various mathematical
MANCHIES & MANCHIES (M&M) 9
accounts, there was actually plenty of room for food. Most optimization models try to figure
out a maximum and minimum in line with the model based on the cost vs service tradeoffs
(Carroll & Prickett, 2008).
Project Management
Project management is usually taken very serious at M&M. Project management at
M&M is thus characterized by different aspects such as consistency, effective
communication, transparency, task management, planning, negotiation, control, critical
thinking, process, leadership, quality control and retaining a sense of humor (Verevka, 2019).
Consistency
Consistency; at M&M, each project or table is usually given appropriate effort and
time. Priority is normally offered to projects with pending deadlines and strategic value.
Communication
Communication; At M&M, in the event that projects encounter challenges, project
managers are usually required to communicate with shareholders about any postponements
and the course of action because they believe that the truth usually lands one into less trouble
than lies and cover-ups (Verevka, 2019).
Transparency
Transparency; M&M is not only upfront about the delays but also quick to take
responsibility and always in a position to put their cash where their mouth is as it values
cooking the various foods as per their word and insisting on no change for their meal.
Planning
Planning; M&M ensures that it has the right staff in place to service its clients' needs.
Failure to do so interferes with their mission statement. Through the incorporation of IT
MANCHIES & MANCHIES (M&M) 10
services, every skill and part of the process can now be put into consideration. (Verevka,
2019)
Control
Control; M&M usually makes sure that staffs are in full control when customers are
having their meals. Without the control, there can be no assurance of the project success.
M&M focuses on mapping its milestones, whether it runs a complex IT project or trying to
make sure that the food is ready for the customers at the same time.
Task Management
Task management; At M&M, control is attained by developing a task list, assigning
work to suitable individuals and managing the progress. Staying at the top of the list usually
comes naturally or through properly developed strategies.
Critical Thinking
Critical thinking; M&M emphasizes in making good decisions. This is because it
normally focuses on evaluating the pros and cons of diverse solutions before selecting the
best way forward. This is what distinguishes M&M from other organizations. Consequently,
M&M considers critical thinking as a muscle and that the more it exercises it, the stronger,
more effective and more natural it becomes.
Quality Control
Quality Control; Quality delivery is all everyone wants, from sponsors to stakeholders
to customers. It’s the words compliments to the chef and huge tip left on a table that makes
M&M great. The organization is thus shifting to prioritizing quality management as a core
skill.
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Biblical Teaching on Project Management
M&M believes that the project manager's work is to put others first by offering them
the tools they need to do their craft and do it well. This is in line with Luke 14:8, which says
that when you are invited to a wedding feast, do not sit in the best place. Someone more
important may have been invited; the one who invited you will come and say, “Give your
place to this other guest!” You will be embarrassed and will have to sit in the worst place”
(Carroll & Prickett, 2008) This is why at M&M, the management tries to inspire confidence
in its team by keeping them in the loop and relevant events throughout the project such as
emails, equipment updates and schedules. It means that M&M is focused on satisfying
customer’s concerns while permitting its team to stay productive.
Process Planning
M&M business plan outlines the evolution and growth of the restaurant from concept
to multi-year approach. Not only does it make M&M plans clear to potential stakeholders,
but it also offers it a roadmap to follow once things get started (Swart & Donno, 2017).
Before embarking on the restaurant business, M&M made sure that it familiarized itself with
the final product.
The Overall Concept
This was M&M’s chance to get their readers from potential stakeholders and opening
staff to being investors who were excited about its business plan. This was when the
organization explained the type of services it planned to offer, considering that the kind of
service it intended to offer seriously impacted the overall concept. At this time, M&M had
the opportunity to flesh out the restaurant's mission statement (Serbulova, Morgunova &
Persiyanova, 2020). They also had an opportunity to share the type of system they have in
places such as the restaurant pos system and another tech. M&M also focused on its interior
MANCHIES & MANCHIES (M&M) 12
design by thinking about what the space would look like and the design element it planned to
deploy by including visuals.
Sample Menu
After establishing the overall concept, M&M decided to come up with a sample
menu. It was keen on highlighting both the food and drink options. Considering that the menu
is central to M&M, it placed substantial effort into this part of the business plan. Instead of
listing everything out, it ensures that it gets a full-fledged menu. It included enticing
descriptions and used a smartly designed format.
The Team
From management to server and partners, M&M included an outline of an exact
number of individuals and the positions they will need to make it run right from the first day.
It was also keen on paying attention to the structure and composition of the management
team. M&M understood that these are the key people that can make or break the business.
This is because investors and customers would want to see that it has thoroughly thought
through how the restaurant would run and the individuals who would carry out the business
plan (Serbulova, Morgunova & Persiyanova, 2020).
Target Customers
M&M understood that the essential question to ask while creating a restaurant
business plan is who are the people that are going to be the potential customers. For this
reason, it decided to do a thorough analysis and included all the demographic information,
everything from income and age to customer’s value and what they expected from the
restaurants (Serbulova, Morgunova & Persiyanova, 2020)..
MANCHIES & MANCHIES (M&M) 13
Biblical Teaching on Process Planning
The story of creation is evident that planning was one of the essential aspects taken
into consideration by God. Genesis 1:26 explains that, and then God said, Let us make human
beings in our image, to be like us. They will reign over the fish in the sea, the birds in the sky,
the livestock, all the wild animals on earth and the small animals that scurry along the
ground” (Carroll & Prickett, 2008). This proves that planning was necessary for M&M to
develop a strong brand that offers a stiff competitive edge.
Capacity and Scheduling
Capacity management reflects the level of output an organization can withstand and
still manage to perform a service or make a product. When determining restaurant capacity
management, M&M focuses on gauging how well it can handle traffic from off and on-site.
An increase in traffic indicates that the M&M is getting close to its capacity. It means that the
kitchen should work hard to maintain the steady flow of orders. Consequently, M&M
understands that offering accurate quotes for walk-in guests is essential (Kimes, Chase, Choi
Lee & Ngonzi, 2020). It thus uses a real-time order status feature that provides precise
readings when an order bumps from one stage to another. However, it encounters challenges
in mergering this traffic with orders from off-site. To deal with this issue, it is recommended
that it incorporate an automated solution with specific management features. All these
integrations make M&M's restaurant capacity look like a smart kitchen display system
integrated with its point-of-sale system and front-of-house "reading" the bandwidth in the
restaurant. M&M utilizes this information to offer off-premise customers with an exact quote.
In the event the kitchen is busy with in-store traffic, a smart KDS inflates that customer
pickup quote to account for the workload. The Kitchen processes the order correctly, without
distracting in-store tickets, which carry on as usual, a process known as order throttling.
MANCHIES & MANCHIES (M&M) 14
When traffic reduces, these quotes also decreases to account for newly freed kitchen
bandwidth (Klymchuk, Postova, Moskvichova & Hryhoruk, 2021).
Restaurant Section
Considering that M&M is a national chain site organization, the capacity chain is of
great importance. Capacity management at M&M is not a feature predicted purely on volume
but upon the composite, often intangible, factors affecting the restaurant at a given moment
(Park, 2020). It means that efficient restaurant management is capable of pacing meals and
generating quotes as per the circumstance affecting it rather than on arbitrary prediction.
Streamline in Restaurant Processes
Considering that restaurant capacity management at M&M essentially aims at keeping
things moving at extreme efficiency, it wastes less. With its KDS entirely incorporated with
every device in the restaurant, every procedure is calculated and informed. It means that the
kitchen staff understands when to start an order and when to bump it (Park, 2020). This
system is essential in saving time, effort and poorly-coursed meals dying under a heat lamp.
The pickup and delivery entrees are handled as scheduled, and in the process, it improves its
speed of serve metrics on every front, and because it is running at the peak performance,
people can process more orders meaning that M&M can make more profits (Park, 2020).
Customer Satisfaction
M&M is a modern restaurant that has been technologically incorporated and bolstered
by smart data. This allows it to offer an optimal experience for every customer who makes an
order, whether through a widget online or the door. Incorporating an automated kitchen
means that every entrée begins at the optimal time, in correlation with the restaurant's current
capacity, making guests receive their meals fresh and hot (Reynolds, Rahman & Balinbin,
2018).
MANCHIES & MANCHIES (M&M) 15
Biblical Teaching on Capacity and Scheduling
Scheduling, particularly in a period of change, needs to be done strategically and
wisely. It requires M&M to look beyond its own needs and see the needs of others. It should
extend grace and rise above the frustrating and petty matters that can come up in scheduling.
M&M, therefore, focuses on aligning with its strategies with God's purpose and design
mission for the church to assists it in the scheduling efforts. While it is necessary to work at
doing that which aligns with God's heart and ways, Phil 2:12 says that "it is God who works
in you to will and to act to fulfil his good purpose" (Carroll & Prickett, 2008). It confirms the
fact that we always need God's intervention to be at work in every area of our life, including
scheduling in what we engage in on a daily basis.
Supply Chain Planning and Analytics
When the pandemic hit last year march, food processors had to overcome numerous
challenges to meet retailer's demands. In response to control the spread of COVID-19, the
local and the state governments established mandates that greatly affected food trade policies,
food manufacturers and individual ability to maintain customer's consumption of goods and
normal operations. The pandemic, together with the mandates, affected staffing at processing
plants and extensively restricted the supply and distribution of goods. In response to this, the
food industry intensified its efforts to educate and inform the varying government agencies
that were putting restrictions or shutting down some businesses about the critical functions of
their raw material supplier in the distribution and manufacture of food and beverage products.
Taking Stock of Stock-keeping units (SKUs)
The pandemic created a surge in product and customer demand coupled with limited
supplies production capacities at M & M&M. M&M was thus forced to make tough decisions
on what to produce. The manager pointed out that, "We have a number of different size packs
MANCHIES & MANCHIES (M&M) 16
and flavours. What we have to achieve is to emphasize on the ones that are more essential
and can be utilized most widely in varying channels. It is an balancing way of operating with
our clients and then trying to comprehend the things that we can focus on with the aim of
ensuring that we can remain productive and make as much food as possible during this period
(Reynolds, Rahman & Balinbin, 2018).
Sourcing, JIT and Forecasting
The effect of the pandemic on procurement trickles down to a food processor’s risk
management strategy. This fact forced M&M to use a multi-sourcing management strategy
with the aim of minimizing supply risk, especially for high-impact items. The firm was
forced to leverage volume to get a lower price. The majority of the companies that were
supplying M&M with groceries relied on a just-in-time model to keep their inventory levels
and cost low. However, that strategy caused challenges when inventories were quickly
depleted during the unexpected and sudden surge for groceries during the pandemic period.
Predictive Analytics In Improving Purchase Decisions
During the pandemic period, M&M used internal and external data sources, artificial
intelligence, machine learning and algorithms to forecast the future trends more accurately. It
coupled all these predictive analytic tools with its enterprise resource planning (ERP) system
to allow for smarter purchase decisions which enhanced its response time to shift in
consumption and demand patterns. In reality, predicative analytics unlocks two vital abilities
to assist M&M to keep the pace with the challenging supply chain during the pandemic.
Shift in Demand
Deliveries and takeout turned to be vital for the survival of M&M during the
pandemic period considering that businesses had to quickly ramp up their carryout
capabilities. Foodservice packaging such as disposable silverware, napkins, takeout
MANCHIES & MANCHIES (M&M) 17
containers became scarce, which made it hard for the firm to meet order deadlines. This
situation underscored the need to react swiftly to changes in demand, and with predictive
analytics, M&M can more accurately predict future trends, enhance its response time and
allow for procuring of the right supplies at the right time.
Advanced Purchasing
Predictive analytics allows M&M to match external data including, agricultural
impact and weather patterns, with internal data, such as sales history, to make predictions and
detect trends. This kind of forecasting allows it to notice the type of food items in demand
and the periods they are in the highest or lowest demand. With this information, M&M can be
in a better position of predicting trends such as suppliers' or farmers lead time and make
advanced purchase decisions. A
Biblical teaching on Supply Chain Planning and Analytics
Despite M&M's complete involvement in planning and predictive analytics strategies,
it also understands that God is omnipotent, and he is always in control. M&M defines God's
control on the basis of sovereignty, authority, dominance and power. As the commander of its
army, M&M believes that its workforce is His soldiers and that he exercises authority over
them. M&M believes that God not only leads but protects, accepting responsibility for his
people in line with Isaiah 41:10 says, Fear not, for I am with you; be not dismayed, for I am
your God; I will strengthen you, I will help you, I will uphold you with my righteous right
hand, meaning that God makes promises and fulfils them always (Carroll & Prickett, 2008).
MANCHIES & MANCHIES (M&M) 18
Monitoring and Controlling Processes
Real-Time Monitoring process in Food Manufacturing
Due to the 2016 planned amendments of the FDA’s Food Safety Modernization Act
(FSMA), the food and beverage industry is facing numerous challenges. Primary among them
is the urge of implementing cost-effective preventive controls with the aim of ensuring
customer’s safety. Such regulation changes in line with client pressure, the need for a fresh
look at food safety, product quality, product traceability and process control.
Increased LED adoption enhances real-time monitoring applications.
M&M has proved Spectroscopy as a vital analytical technique for process monitoring
to ensure food safety and quality. It also offers an additional benefit of manufacturing
optimization. Spectroscopic analysis has proven to be safe, fast and non-destructive and thus,
offers data with reduced errors while maintaining sample integrity. The sensors are
considered cheaper than other types of instruments, including chemical-based analysis. At
M&M, the Spectroscopic are usually used for inline monitoring in which devices are
mounted directly in the process flow. This removes the sample wastage of other monitoring
strategies in which process flow is diverted into special piping and offers cost-saving
productivity gains over grab sampling in which samples are manually collected and taken to
the laboratory for testing (Klymchuk, Postova, Moskvichova & Hryhoruk, 2021).
Ensuring Ingredient Quality
The majority of beverage and food producers require a Certificate of Analysis (COA)
for ingredients. However, one essential component that is often overlooked is water (Gupta,
2012). M&M understands that water supplies vary over time regarding chemistry, odour and
testes, and the presence of microbes that can potentially change the preferred final product.
M&M assumes that the water they use has been adequately analyzed, monitored and
MANCHIES & MANCHIES (M&M) 19
determined to be safe. However, it faces challenges in multi-national footprint, considering
that monitoring the quality of water in plants becomes more important for product
consistency, which most developing countries lack.
Ensuring Food Safety
M&M uses the clean in place (CIP) systems to ensure food safety through effective
rinsing and washing equipment. This is because it understands that closely tracking the
amount of chemicals used in the process can positively affect the costs of operation and
ensure the safety of customers. Too little disinfectant can result to contamination and
interfere with food safety while overdosing can lead to corrosion and increased cost. M&M
thus uses UV spectroscopy to measure bacterial concentration with the aim of verifying the
effectiveness of cleaning between its manufacturing runs.
Biblical teaching on Monitoring and Controlling process
Good quality service at M&M is not about having the perfect place for customers to
hang out just for the sake of eating but rather about appreciating the customer by offering
hospitable services. Hebrews 13:2 says that "Do not neglect to show hospitality to strangers
for thereby some have entertained angels unaware." This is in line with M&M's belief that if
one needs to demonstrate obedience to the heavenly Father, he/she must practise biblical
hospitality.
Process Improvement: Six Sigma
Six Sigma at M&M uses the analyze, measure, control and improve strategy to
maximize its chances of generating more benefits. Under the Define stage, the M&M top
management works hard towards identifying the challenge based on the firm's mission and
MANCHIES & MANCHIES (M&M) 20
strategies and client feedback (Erkmen & Hancer, 2018). It also entails the process of
defining the client's requirements and setting goals.
Under The Measure Stage
Under the Measure stage, the M&M project team uses Six Sigma in refining
challenges and searching for their root causes. The members of this team are in charge of
validating problems and processes, measuring the most vital steps and refining their goals.
This is usually done by a fishbone diagram (Erkmen, & Hancer, 2018)
Analysis Stage
Under the analysis stage, the project team at M&M are tasked with the responsibility
of using process analysis method and data analysis tools as a means of verifying and
determining the major causes of a problem. This calls for the development of hypotheses,
identification of vital root causes and validation of the hypothesis.
Improving Stage
The main goal of improving stage at M&M is to find and implement solutions that
work in eradicating the major causes of the challenges faced, minimizing variation in its
process and preventing all challenges from coming back.
Control Stage
Under the control stage, M&M focuses on continuously and routinely measuring
process performance so that its operations can be regularly altered. This is highly essential in
ensuring that the firm continues to stick to standard measures that can enable it to improve
business performance, correct performance, and substantially increase profit using Six Sigma.
MANCHIES & MANCHIES (M&M) 21
Biblical Teaching on Six Sigma
The Bible teaches us that the biblical relationship between employer and employees
should be grounded upon mutual respect. The Bible teaches employers to be fair and honest
with employees. Ephesians 6:9 says, "And masters, treat your slaves in the same way. Do not
threaten them, since you know that he who is both their Master and yours is in heaven, and
there is no favoritism with him (Carroll & Prickett, 2008)
Innovation
Innovation through Service
Bringing Clients Value by Minimizing Friction
Over the years that M&M has been in business, it has realized that the majority of the
innovation that comes to play is from problem-solving, identifying the process that takes
away pain points and reduces friction. M&M usually have a number of questions in mind
while attending to customers, including, was the customer confused, uncomfortable, delayed
or frustrated from the time they entered the door? Was the ordering process complicated or
confusing? From such questions, the firm is able to come up with innovative solutions
addressing such issues.
Team Operation Innovation
Providing client value through saving time, avoiding hassle and simplicity
M&M focuses on doing research on other restaurant operators on the matters dealing
with fresh produce, and as a result, it has developed innovative methods to eradicate such
problems when they emerge. It has enabled its employees to understand the skills of cooling
and rotating fresh inventory as well as shipping. This minimizes the friction points involving
produce, something that increases the value to clients with increased shelf life.
MANCHIES & MANCHIES (M&M) 22
Community Innovation
Providing Clients Value through Commonality, Altruism and Providing Hope
M&M has adopted programs that permit them to give back to the community. Some
of its branches have fundraising programs for community groups; some give to varying
charitable organizations, while some have come up with specific programs around a need
they are passionate about. At the core of innovation is searching for new ways of addressing
problems, and thus, charitable programs are a natural fit for creativity and a great way for all
involved to incubate innovation at M&M.
Biblical Teaching on Innovation
Most of the time, innovation is not usually part of our faith conversation. This is
because the majority of the topics related to innovation and work seems relegated to the
perceived secular rather than spiritual. My we might not find the exact innovation acts related
to business or technology in the Bible; the Bible is full of examples of innovation from God
forming the earth from nothing (Genesis 1, In the beginning, God created the heavens and the
earth. The earth was without form and void, and darkness was over the face of the deep. And
the Spirit of God was hovering over the face of the waters”) to Solomon building the temple
(1 King 6)
Conclusion
Foreign and local markets provide platforms through which businesses can increase
their profitability; M&M provides services that are in line with customer’s requirement as
well as offering labor, expertise or technological know-how, therefore providing grounds
through which the competitive advantages can be tapped. M&M as proven that for a firm
venturing outside and insider its geographic boundaries to carry out operations in various
MANCHIES & MANCHIES (M&M) 23
identified countries, it acquires strengths to compete competitively both domestically and
internationally with the leading world giants. M&M therefore needs to enter into as many
foreign countries as possible so as to tap into the advantages provided by it to be competitive
in the business industry and avoid being driven out of the business realm by the firms
venturing into company’s home country because in the business arena, it is all about survival
for the fittest, and the strong ones remain. The strong ones are the ones that look beyond their
borders.
MANCHIES & MANCHIES (M&M) 24
Appendices
Timeline and Goals
A goal refers to an aim or a desire that is the root course of a desired intention whereas
objective refers to something that is aimed at within a specified time period and with the
available resources. Therefore, both the two words can be used interchangeably; normally a
goal is made up of three elements, which include survival, growth, and profitability. The
three elements act as the driving force through which the business foundation is laid upon;
the short time goal at M&M will last between 1-2 years while long-term about 5-10 years.
When setting up a goal, there is a need to follow the SMART rule, which stands for Specific
Measurable, Attainable, Relevant, and Timeliness.
The goals of the company will include:
a. Successful operation of a convenient food chain that serves healthy food that is
appealing to the people.
b. Operation of the department in a financially responsible manner.
c. Operation of a comprehensive quality control food chain
The Objectives
Objectives plays an important role to a company/firm in the sense that it determines or
provides directions that are deemed crucial to the development of the company (David &
David, 2016), the objective include:
a. Making sure that the staff understands the company’s reasons for existence.
b. Providing a basis for prioritization of the key internal and external factors to be used
in the development of feasible strategies.
MANCHIES & MANCHIES (M&M) 25
c. Providing a platform for organizing duties, departments, activities and segments
around a common purpose.
Brazil Food Company Statement of Cashflow for year ended 31
2021.
USD
USD
Initial stock of Raw matirials qdd purchases
51,390
Ad purchses
234,324
Less clossing stock of raw matirials
-54,300
Cost of Raw Matirials used
231,414
Add direct wages
274,650
Prime cost
506,064
Add company overheads
Heating and Lighting
17,114
Overall Expenses
33,840
Rent
28,800
Machinery Depreciation
12,000
91,794
Production cost
597,858
MANCHIES & MANCHIES (M&M) 26
INCOME STATEMENT FOR 2021
USD
USD
Sales
819,000
Less cost of sales
Add production cost
597,858
Opening stock of finished goods
176,880
Less Clossing Stock
-
187,200
589,538
Gross profit
231,462
Less Expenses
General expenses
22,896
Office salaries
37,710
Heating and Lighting
6660
Rent
12,552
Delivery van expenses
15,000
Commission
47,160
Depreciation on equipment
9,000
Depreciation on premises
6000
-
156,978
74,484
MANCHIES & MANCHIES (M&M) 27
MANCHIES & MANCHIES (M&M) 28
BALANCE SHEET statement of the Finacial position as at 31 December
2021
Non Current Assets
USD
USD
USD
Buildings
300,000
66,000
234,000
Machinery
300,000
117,000
183,000
Equipment
90,000
33,000
57,000
690,000
216,000
474,000
Add operation funds
Current assets
Stock/ finished goods
192,600
Debtors
170,220
Raw materials/Stock
54,300
Prepayment
648
Bank
80,022
492,390
Less current liabilities
Creditors
116,700
Acruals
1,830
MANCHIES & MANCHIES (M&M) 29
118,265
373,860
847,860
Funded through
Capital
Opening Balance
824,736
Add net profit
74,484
Less drawings
51360
847,860
MANCHIES & MANCHIES (M&M) 30
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