1. Orathai Sushi
Wanglang
Amornrat S., Pakorn J., Thimaporn K., and Norman K.
2. Company Review
•“Widely-known small sushi
restaurant in Siriraj area.”
•Atmosphere: caters to dine-in
and takeaways with two
separate zone
•Pricing: 5-8 Baht depending on
toppings
•Service: Personal assistants
helping from the process of
ordering, packing, and billing
•Operation
•Just-in-case, made-to-stock
sushi and takoyaki
5. Competitive Advantages
Competitive Advantage
• Retained very low price despite rising costs to
position itself as penny sushi
Price
• Induces the restaurant to make a lot of margin
Implication:each day dueSushi price.
Orathai to low needs to maximize its
customer turnover (both dine-in and takeaway) to
sustain its competitive advantages in the long run
Loyalty: A team of 20 staff who stay from 2 up to 6
Human
years with the restaurant. This implies the
Resource
production capacity is usually stable
6. Takeaway Dine-in
MEASURE IMPROVE • Control
• Process • 5 S’s
flow chart • Muri Mura productivity ratio
• Bottleneck •Benchmark-
identification Muda ing • PDCA
DEFINE ANALYZE CONTROL
8. Take away sushi: flow chart (Define)
Assumptions : This flow chart only applies to one customer order (10 sushi per customer on average)
Customer views menus on trays
Grasps an empty plastic box
Receive orders (types and number of sushi) Pack ordered sushis 15 s
Move to inventory table
Put a sushi box, a pack of wasabi and Shoyu sauce in a bag and Make a bill 21 s
Move to front table
Deliver product while receive money from customer
Move to inventory table and keep the money
10 s YES NO
5s
Is there a change
Move to inventory table needed? Move to front table
and back to front table
Return the change End
9. Take away : Measure
Cycle time 46 seconds/1 customer
Customers Turnover ratio 78 customers per hour
Productivity ratio
Output
boxes
Labor hour
Input
78 boxes per 1 hour per 1 employee
10. Take away sushi : Analyze
Assumptions : This flow chart only applies to one customer order (10 sushi per customer on average)
Customer views menus on trays
Grasps an empty plastic box
Receive orders (types and number of sushi) Pack ordered sushis 15 s
Move to inventory table
Put a sushi box, a pack of wasabi and Shoyu sauce in a bag and Make a bill 21 s
Move to front table
Deliver product while receive money from customer
Move to inventory table and keep the money
10 s YES Is there a NO
5s
Move to inventory table change
Move to front table
and back to front table needed?
Return the change End
12. Take away sushi : Analysis
MURI, MURA, MUDA
Muri : Irrationality Mura : Unevenness Muda : Waste
Overburden for Other employees Long waiting time
multi tasking help during peak Irrational motion
employee time Correction
5 Esses
Labor task allocations
One employee
Straightening Sorting whole selling process
Sweeping
Sustaining Standardization Random sushi trays
Facility layout
Unnecessary movement
14. Take away sushi : Improve
1. Improved job design
Who 5 employees
4 employees packing,
What 1 employee delivering sushi with sauces and billing
Where Newly designed layout of takeaway area
When Whole day
Standardization, Muri Mura Muda
Why
16. Take away sushi :
Improve
Assumptions : This flow chart only applies to one customer order (10 sushi per customer on average)
Customer views menus on trays
Grasps an empty plastic box
Receive orders (types and number of sushi) Pack ordered sushis 15 s
Move to inventory table
Put a sushi box, a pack of wasabi and Shoyu sauce in a bag and Make a bill 21 s
Move to front table
Deliver product while receive money from customer
Move to inventory table and keep the money
10 s YES NO
5s
Is there a change
Move to inventory table needed? Move to front table
and back to front table
Return the change End
17. Take away sushi :
Improve
Assumptions : This flow chart only applies to one customer order (10 sushi per customer on average)
Customer views
menus on trays
Kaizen Technique
Grasps an empty Utilize the parallel operations
plastic box Reorganized procedures
Receive orders Pack
(types and number 15 s
ordered
of sushi) sushi's
Move to inventory table
Put a sushi box, a pack of wasabi and Shoyu sauce in a bag and Make a bill
Deliver product while receive money from customer
10 s Return the change
End
18. Control PDCA
Productivity ratio
78 boxes per 1 hour per 78 boxes per 1 hour per
1 employee 1 employee*
Without cashier person Adding one cashier person
Total no. of workforce: 4 Total no. of workforce: 5
Total productivity: (78 x 4) Total productivity: (78 x 5)
312 boxes per hour 390 boxes per hour
*Overall production increased
20. Dine in: Process Map
No Assign Queuing
Is there card Call customer to
space for be seated
customer?
Yes
cater out Receive
Put sushi in
bottled drinks customer order
plates
and ice (written)
Receive money Clean up the
Serve
and give change tables
at cashier
21. Dine in: Process Map
No Assign Queuing
Is there Call customer to
card
space for be seated
customer?
Yes
cater out Receive
Put sushi in
plates Bottleneck
bottled drinks customer order
and ice (written)
Receive money Clean up the
Serve
and give change tables
at cashier
22. Dine-in: Measure
• #Customers served per hour
• Asset utilization ratio: average #customers in
store to full capacity
Implication: Orathaieach customer group to serve
• Time taken per Sushi has the potential
more customers, given the current production rate
• Findings
– Average customers in store is around 40-50
people at peak time whereas actual capacity is
120 people
23. Dine-in: Analyze
Low turnover
Low PROFITABILITY
Bottleneck • Seating cannot
accommodate
• Sushi served for Dine-in during peak times
are not as fast as Take- • Muda (waste) from
Away Inefficient Space
• Take-Away: 46 seconds
Utilization
• Dine-in: 10 minute
24. Dine-in: Analyze
• Muri (Over Burden)
– The four staff who is responsible for
take-away is also responsible for
Dine-in servings.
– Sushi workspace is very small and can
only accommodate just four staff.
• Mura (Unevenness)
– Each customer order differently:
unevenness in every order
– The order slip is hard to read.
• Muda (Waste)
– Customers take time to order*
– Orders handling activity,
– Juggling through the sushi
workspace,
25. Dine-in: Improve
1. Customers order while waiting in queue
– During peak times, the waiting time for dine-in area is
average of 15 to 20 minutes
– It is enough time to think of sushi to be ordered
2. Separate Sushi workspace from Take-away
- Reduce Muri (overburden) of traffic in sushi workspace in
front of the store
3. Redesign order slip
26. Dine-in: Improve
Customer’s Order Slip
Carbon Paper
Slip for internal use
Each item is labeled with
simple characters that
corresponds to its location
27. New Sushi Table Plan
(to corresponds with the new order slip)
29. Dine-in: Analyze
• Mura (Unevenness):
– Peak times (12-1 pm, 4-6 pm)
– Basically during lunch time and by the end of school time
– Queue line even extends to the outside
– Customers in group of 2 to 3 may occupy a table that can
accommodate 6 to 8 people
• Muri (Over Burden)
– Limited number of chairs and tables to accommodate at
time
• Muda (Waste):
– Customers who wait outside may simply walk away > lost
sales
– Small group customer occupy large table mean lost sales
from larger group of customers
30. Dine-in: Improve
Smaller tables and chairs
(Swenson's Model)
Rationale
– Flexibility: with one table accommodating 2
persons each, it can handle variations in each
customer’s group.
– Increase total capacity: second floor alone can
handle up to 110 customers from 60 customers.
32. Dine-in: ControL
• Time taken for each process to be
recorded, setting up benchmark, and work
towards reducing the future outcomes.
– Expectation: serving time 10 minutes to 3 minutes
• A survey to sample customers to see if the
implementation affect their satisfaction
(LEARN Model)
– Numbers of customers served per hour (or day)
will be the benchmark
