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Operations Management Continuous Improvement Project

Operations Management Continuous Improvement Project. Group 1 Victoria Fagan Goran Abdulqadir Cindy Gould Robert Mooney Brian Whitmore Katherine Bowman. Overview. Service Improvement with Aprons Goran Abdulqadir Poppy’s Flowershop Cindy Gould Curbside Hospitality Robert Mooney

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Operations Management Continuous Improvement Project

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  1. Operations Management Continuous Improvement Project Group 1 Victoria Fagan GoranAbdulqadir Cindy Gould Robert Mooney Brian Whitmore Katherine Bowman

  2. Overview • Service Improvement with Aprons • GoranAbdulqadir • Poppy’s Flowershop • Cindy Gould • Curbside Hospitality • Robert Mooney • PC Process • Brian Whitmore • Starbucks • Katherine Bowman

  3. Service Improvement Process • Look for ways to optimize productivity • Improve the efficiency of servers and bussers. • Silverwares is a main source of inefficiency • Redefine the restaurant aprons.

  4. Create the best apron • Research varies type of aprons • Pocketed apron, that best for bussers and servers • Test on few employees, before implementation.

  5. Poppy's Flowershop • Process to Improve – Ordering Inventory • How to Improve It – Review past customer data and expected future customer data in more detail • Goal of Improvement – Only order inventory once per week, eliminate any days of running out of flowers, eliminate any waste of flowers

  6. Plan- Study- Act -Do • Fill out this form before ordering flowers in the beginning of the week • Estimation is based on a formula I created adding each of the variables listed • At the end of each week, I would compare the estimation with what actually happened and adjust the formula how I saw fit

  7. Results • Were able to cut down the amount of times we ordered inventory to once per week • By looking at the entire week picture before it began, quality was improved for the smaller customers • Saved money by eliminating inventory waste

  8. Curbside Hospitality

  9. Parking Problem • Overcrowding • Claims • Non valet vehicles parking in the valet only lot causes overcrowding and increases the number of insurance claims.

  10. Solution: Parking Barrier Gate A Parking Barrier Gate would prevent non valet cars from parking in the valet only parking lot, preventing the problem of overcrowding in the lot and reducing the number of insurance claims filed against the company.

  11. Results • The company did not want to spend money on the parking system.

  12. PC ProcessSCENARIO/FORECAST • Lease replacement of 22 PCs needs to be completed in timely fashion, or company will pay for unnecessary lease extensions • An abnormally busy workload could prevent completion by end of Q4 • Temporary help at rate of $25/hr for 50 hours of work was offered, in the event I could not complete all tasks involved in lease replacement • States of nature: Normal workload (<= 40 tickets/week) or Busy workload (>40 tickets/week) • Based on past 12 weeks of data, probabilities assigned • Normal workload (0.75) • Busy workload (0.25) • Decision was to enlist outside help or keep work in-house • EMV of keeping work in house was much lower - $352.50 compared to $1,437.50, so that was the decision.

  13. PROCESS IMPROVEMENT • Streamlined process of lease replacement • Created staging area where incoming equipment is tagged/ID’d • Built computer lab, purchased KVM switch and cabling so that 4 PCs can be imaged at once • Created spreadsheet on network drive allowing administration and management the ability to view status of all equipment. Now this sheet is also being used to keep other offices’ lease return events • These improvements will also reap future benefits, making future lease replacements easier, preventing need for outside help (saving $) • Workload has been normal, mainly due to end-of-year freeze on Systems projects, and I am well ahead of schedule on this project

  14. Starbucks Pre-closing/Closing Time Reduction Reducing the time to close the store

  15. Goal • Reduce the amount of time it takes to close the store by 30 minutes.

  16. Closing Times • Pre-Closer: 2 hours • One pre-closer • Closers: 5 hours and 45 minutes • Two closers (barista and shift supervisor) • Includes: 1 hour and 40 minutes for breaks

  17. As Is Flow Chart

  18. Cause and Effect

  19. Goal: Save Company $$ • Shift Supervisor (half hour) = $4.85 • Barista (half hour) = $3.90 • Save 3.5 hours per week  • Company will save = $122.50 biweekly (pay period) 

  20. Pre-Closing Checklist Before:

  21. Closing Checklist Before:

  22. Before: Costing Company $!! • Shift Supervisor (half hour)= $4.85 • Barista (half hour)= $3.90 • Excess time of 2 hours and 31 minutes daily.  • Costing Company $565.88 extra biweekly (pay period)

  23. Improvement Process • Revise the checklist by task and layout of the store to reduce completion time. • Add a “category” section to the checklist.

  24. Pre-Closing Checklist Revised:

  25. Closing Checklist Revised:

  26. After: Saves Company Money • With 2 hours 31 minutes excess time: • Before: Cost $565.88 biweekly • With 5 minutes excess time: • After: Cost $61.25 biweekly • SAVES company: $504.63 

  27. Results • Did not get out 30 minutes early, but did get out very close to closing time; only 5 minutes late. • Revision of the checklist: • Saves employees time. • Saves company overtime costs.

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