Improving Processes: Chipotle Mexican Grill
Improving Processes: Chipotle Mexican Grill
This report is to discuss the findings from observations made at the Chipotle restaurant on Orange Avenue in downtown Orlando. Observations were made on Monday August 9, 2010 with the first time frame from noon to 1 p.m. and the second time frame from 3 p.m. to 4 p.m. These observations are used to make recommendations on managing queues, process capability, and statistical process control.
Observations from the two time frames will provide information regarding the process design of customers placing orders, preparation, and payment, employee duties when not preparing orders, along with the number of customers served. A stop-watch and a note pad were used to collect information. According to Chase, Jacobs, & Aquilano (2005) a company must design the product or service to be produced or delivered at a reasonable cost. Chipotle has accomplished this task. Customers receive a made-to-order menu selections consisting of a burrito, burrito bowl, crispy or soft tacos, or a salad. Selections include chicken, barbecue or free-range pork, and steak along with beans, rice, guacamole, four types of salsa, sour cream, cheese, and lettuce. Beverage items include beer choices. Customers can place orders online with payment on a secure, password protected site, faxing an order form, or using an I-Phone application.
Queues
A rope divider is used at all times that guides customers to the order point. I visit Chipotle on a regular basis during peak times and I find the system adequate in moving customers through the process. Employees appear well trained in preparing the selections quickly without error. A sign should be placed to direct the pick-up of phone, fax, or I-Phone orders.
Performance Metric and Process Capability
The output of Chipotle is the customer purchase of menu items. To gather data for Chipotle’s service process, I collected information on the number of customers served in one hour with respect to the
This report is to discuss the findings from observations made at the Chipotle restaurant on Orange Avenue in downtown Orlando. Observations were made on Monday August 9, 2010 with the first time frame from noon to 1 p.m. and the second time frame from 3 p.m. to 4 p.m. These observations are used to make recommendations on managing queues, process capability, and statistical process control.
Observations from the two time frames will provide information regarding the process design of customers placing orders, preparation, and payment, employee duties when not preparing orders, along with the number of customers served. A stop-watch and a note pad were used to collect information. According to Chase, Jacobs, & Aquilano (2005) a company must design the product or service to be produced or delivered at a reasonable cost. Chipotle has accomplished this task. Customers receive a made-to-order menu selections consisting of a burrito, burrito bowl, crispy or soft tacos, or a salad. Selections include chicken, barbecue or free-range pork, and steak along with beans, rice, guacamole, four types of salsa, sour cream, cheese, and lettuce. Beverage items include beer choices. Customers can place orders online with payment on a secure, password protected site, faxing an order form, or using an I-Phone application.
Queues
A rope divider is used at all times that guides customers to the order point. I visit Chipotle on a regular basis during peak times and I find the system adequate in moving customers through the process. Employees appear well trained in preparing the selections quickly without error. A sign should be placed to direct the pick-up of phone, fax, or I-Phone orders.
Performance Metric and Process Capability
The output of Chipotle is the customer purchase of menu items. To gather data for Chipotle’s service process, I collected information on the number of customers served in one hour with respect to the
References: Chase, R., Jacobs, R., Aquilano, N. (2005). Operations Management for Competitive Advantage. (11th ed.) McGraw-Hill/Irwin. Harvard Business School, Working Knowledge for Business Leaders. Six Sigma Meets the Service Economy - Six Sigma: It 's Not Just for Manufacturing. Retrieved August 9, 2010. http://hbswk.hbs.edu/archive/3278.html