Mcdonalds System Process Improvement
LIUC Corso di Gestione della Produzione e della Logistica.
Docente : Prof. Claudio Sella
Un caso di reingegnerizzazione dei processi
Claire Brabowski- Executive Vice President of Worldwide Systems
“It actually started probably in the early 1980’s, where we were struggling in the United States, to meet our own standards operationally in the restaurant. So we had come in to do a graded visit on the restaurant and a restaurant that we normally thought of as very good couldn’t meet some of the standards. Either they couldn’t meet the quality standards or they couldn’t meet the service standards. And we spent a couple of years actually sort of retraining. If only they would work harder, do it better or something, somehow. The stories would improve.”
Bob Marshall- Assistant Vice President of US Operations
“I think one of the biggest things we found was that we didn’t really have a repeatable process that the store would do consistently throughout the day or store to store. The only way we could add new menu items in the way that we had done it was to continually add new processes on top of other processes. It really ended up with a lot of steps, it ended up with some very confusing steps and it ended up with a process that wasn’t readily repeatable by the stores on an ongoing basis, day to day, hour to hour.”
Claire Brabowski- Executive Vice President of Worldwide Systems
“I’d say it was about 1987 when we finally just said this just can’t work. And we have to somehow find a way to let the customer be in charge of what’s being made in the kitchen.”
McDonalds decided to implement their first complete kitchen changeover, to a smoother, faster and more flexible kitchen system. It was called the ‘Made For You’ operating system. The McDonalds system that had been so successful was designed to produce just a few types of sandwiches, generally in large quantities, to meet two peak demand periods a day. But, the market had changed. It insisted on having a greater selection
Docente : Prof. Claudio Sella
Un caso di reingegnerizzazione dei processi
Claire Brabowski- Executive Vice President of Worldwide Systems
“It actually started probably in the early 1980’s, where we were struggling in the United States, to meet our own standards operationally in the restaurant. So we had come in to do a graded visit on the restaurant and a restaurant that we normally thought of as very good couldn’t meet some of the standards. Either they couldn’t meet the quality standards or they couldn’t meet the service standards. And we spent a couple of years actually sort of retraining. If only they would work harder, do it better or something, somehow. The stories would improve.”
Bob Marshall- Assistant Vice President of US Operations
“I think one of the biggest things we found was that we didn’t really have a repeatable process that the store would do consistently throughout the day or store to store. The only way we could add new menu items in the way that we had done it was to continually add new processes on top of other processes. It really ended up with a lot of steps, it ended up with some very confusing steps and it ended up with a process that wasn’t readily repeatable by the stores on an ongoing basis, day to day, hour to hour.”
Claire Brabowski- Executive Vice President of Worldwide Systems
“I’d say it was about 1987 when we finally just said this just can’t work. And we have to somehow find a way to let the customer be in charge of what’s being made in the kitchen.”
McDonalds decided to implement their first complete kitchen changeover, to a smoother, faster and more flexible kitchen system. It was called the ‘Made For You’ operating system. The McDonalds system that had been so successful was designed to produce just a few types of sandwiches, generally in large quantities, to meet two peak demand periods a day. But, the market had changed. It insisted on having a greater selection