6. Lean IRD Breakfast Process - The Westin Bund Shanghai
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Transcript of 6. Lean IRD Breakfast Process - The Westin Bund Shanghai
Process Owner: Stephanie Lin
Black Belt: Aiping Qian
Lean IRD Breakfast Process
Opportunity Statement:
The Westin Bund Center Shanghai offers 24-hour In-Room Dining service. Breakfast is
served from 5:00am to 11:00am. Doorknob menu orders account for 60% of the total
breakfast orders. In 2007, it catered to 4,580 covers with about RMB 779,000 revenue for
breakfast.
According to TNS GSI survey, the average In-Room Dining Service score for 2008 YTD was 7.90; dropped from 8.35 in 2007. The most frequently complained problem was slow
delivery. Other complaints include missing items, wrong delivery and wrong cutleries.
Breakfast order accounts for 20% of the total IRD orders, while 30% IRD complaints
occurred during breakfast period.
Scope:
This project will address In-Room Dining breakfast service improvement; focus on
IRD breakfast food assembly, on-time delivery, service accuracy, efficiency and
consistency.
PDF PDF
Goal Statement:
Improve In-Room Dining experience index from 7.90 to 8.20 by June 2008; achieve 99% on-time in full delivery
PDF (Cont.) PDF (Cont.)
SIPOCSIPOC
Breakfast doorknob menu is served from 5:00am to 11:00am
SUPPLIERS INPUTS PROCESS OUTPUTS CUSTOMERS
Guests Breakfast door-knob menu set up mise-en-place Breakfast served Guests
Service staff Services place mise-en-place Guest satisfied Associates
Chef & Cooks Breakfast orders place butter, margarine and jams
Managers make juices
pour milk
get bread from kitchen
make toast or warm bread
make coffee or water for tea
get hot food from kitchen
team leader check
deliver to room
back to IRD
S I P O C
VOCVOC
Customer Customer Comment Image/Issues CTQ Requirement
Guests There is no Green Tea in Chinese breakfast Missing items Delivered in full
Guests Breakfast was late & cold. Late delivery On time delivery
Guests Fork was not provided Missing items Delivered in full
GuestsFood was cold. It was delivered way later than Ioriginally ordered.
Late delivery On time delivery
Guests Breakfast was cold Poor quality Better quality
Guests No milk with coffee Missing items Delivered in full
GuestsEnglish breakfast tea arrived without milk (no fresh milkor even powdered milk)
Missing items Delivered in full
Guests Room Service was slow, cold food and incomplete Quality Delivered on time in full
Management We need to fix IRD problemsGuest
satisfactionBetter IRD experience to guests
VOC TRANSLATION TABLE
key measureskey measures
total # of breakfast orderstotal labor hours scheduled for breakfast
periodOTIF
# of doorknob menu orders takt time IRD GSI
# of breakfast a-la-carteorders
lead time breakfast revenue
KEY MEASURES
IRD experience indexIRD experience index
7.507.657.807.958.108.258.408.558.708.859.00
May-06
Jul-0
6
Sep-
06
Nov-0
6
Jan-
07
Mar-07
May-07
Jul-0
7
Sep-
07
Nov-0
7
Jan-
08
IRD workplaceIRD workplace
as is processas is process
Currently no standardized breakfast assembly sequence Lead time is between 14 and 22 minutes ( > 19 minutes) – cannot keep pace
A better way to keep pace is to eliminate wastes in the process, rather than increasing work time.
Lead time could be even longer than 22 min. due to short of operating equipment, such as utensils, milk jugs, etc.
* Making spa juice takes longer time** Delivering to Grand Tower takes longer time
*
****
Time(in sec.) 30 60 90 120 150 180 210 240 270 300 330 360 390 420 450 480
1 Place Mise-en-place 10
2 Place butter, jam, etc. 10
3 Make juice 60-120
4 Pour milk 10
5 Get bread from kitchen 10
6 Make toast 180
7 Make coffee or tea 120
8 Get hot food from kitchen 30
9 Team leader check 30
10 Deliver to room 300-600
11 Back to IRD 180-300
Seq. OperationOperational Time Unit
10"
10"
60"
10"
10"
180"
30"
120"
30"
300'' - 600"
OTIF:Fraction of orders delivered on time, in full during a specifictime period
on time in full measure
Number of Orders On Time in Full
Total Number of Orders
1,720 breakfast orders were taken from Oct 2007 to Feb 2008, 1,629 arrived on time and in full, (91 defects were reported) :
1,629
1,720= 94.71% OTIF
Vision: Vision: 99% OTIF99% OTIF
Night Shift
Morning Shift
3:00am 3:30am 4:00am
6:30am
5:00am
collectdoorknob
menukey intomicros
set upmise
en place
6:00am 7:00am
assemble and deliver breakfast
2 associates
3 associates (incl. one T/L - despatcher)
7:00am 9:00am8:00am 10:00am 11:00am
assemble and deliver breakfast
Senddoorknobmenu listto kitchen
8:00am
staffingstaffing
breakfast delivery time
2 labor hours (120 min.)
12.5 labor hours (750 min. excl. despatcher)
time analysistime analysis
Takt time is 19-30 minutes per order Our process must be capable of handling the maximum flow rate,
i.e. during peak hour
Takt Time =(5:00am – 6:00am)
available production timeproduction demand
120 min* 4 orders***= = 30 min.
Takt Time =(6:00am – 11:00am)
available production timeproduction demand
750** 39 orders***= = 19 min.
1.
2.
* Two associates work during this hour** Four associates work during this period on different working schedule*** Maximum # of order during the period (data source: record from Oct 07 to Feb 08)
1. Productive work time: 39 orders x 22 min/order = 858 minutes
2. Available time:90min x 1 + 120min x 1 + 270min x 2 = 750 minutes
3. WCE (work capacity efficiency):858 / 750 = 114.40%
Available time is not sufficient to meet demand; therefore, we need toa) eliminate wastes in the processb) better workplace organization
production capacityproduction capacity
6:00am 6:00am –– 11:00am:11:00am:
value stream mappingvalue stream mapping
Three persons (associates and team leader) work within this process
make juice and place on IRD cart
2
get bread from kitchen
2
BF doorknob menu orders
Guests Guests
place prepared mice-en-place
on IRD cart
2
Deliver to room
2
VE NVANVA(transportation)
fetch milk from fridge; pour milk in milk jug;
place on IRD cart
2
make toast or warm bread;
place on IRD cart
2
place butter, Margarine and
Jams on IRD cart
2
Team leader check
1
VA
NVA(process inefficiency)
NVA(process inefficiency)
NVA(transportation)
NVA(motion)
NVA(process inefficiency
?????? ??
??10’’
10’’ 60’’-120” 10’’ 10’’
180’’
Get hot food from kitchen; place in cart
2NVA(transportation)
30’’
make coffee or water for tea;
place on IRD cart
2NVA(process inefficiency)
120’’ 30’’300’’-600”
“Set in Order” Opportunitiesbefore after
workplace organizationworkplace organization
Inventory of jam (3 boxes par store)
Folded napkin
Put on the table from left to right
Inventory of napkin and tray map
Standard process posted on the wall
Take away
BB plate
standardized work sequence diagramstandardized work sequence diagram
Lead time is reduced from 14-22 min to 12-18 min; changes include: combine few steps into one eliminate some non-value-adding steps standardize work process in a logical and efficient order work some steps concurrently
Time Operational Time Unit(in sec.) 30 60 90 120 150 180 210 240 270 300 330
1 Place Mise-en-place 10
2 Get hot food, bread, fruits from kitchen 30
3 Make toast 180
4 Make coffee or tea 120
5 Make juice 10-30
6 Pour milk 10
7 Place butter 10
8 Team leader check 10
9 Deliver to room 300-600
10 Back to IRD 180-300
Seq. Operation
10"
10"
30"
10"
10"
180"
120"
300'' - 600"
30"
Minutes RMB % RMBtime saving/order (process) 3 OTIF baseline 94.71%
time saving/order (rework) 16 OTIF goal 99.00%
av bf order per month 344 incr. OTIF % 4.29%
saving per month 1,268 548 incr. OTIF orders/mon 15 2,885
3,433 41,196
Labor SavingsIRD Breakfast IRD Breakfast
Defect Avoidance
Total savings per month: Total savings per year:
“Set in Order” Opportunitiesfinancial impactfinancial impact
*** ****
Assumption:* average time saving per order: difference between 14-22 min and 12-18 min** rework: rework due to defects, i.e. time spent on answering phone + redelivery to room + back to office*** average salary + benefits per associate: RMB 4,500 per month (173.6 hours)**** waive: average price per order: RMB 170++
*
**