Cafe D Powned

There are several problems facing Jason Mah and Café D Pownd. One serious problem, which arose from lack of space, was the confusion building in the queues since people had no idea which line they were in. There were times when people had been lining up in the interactive cooking line for several minutes when they actually wanted to be in the pre-cooked line. Another problem was the long lines tended to create a wall of people in front of the soft drink machines, becoming burdensome even with as few as 20 people waiting for service. In order for people to get drinks, they had to barge through a line of people. Usually this confusion caused spills and was annoying for

1. With Katie being the general manager she needs to get her staff under her jurisdiction and control how things are running in the dining area. Her first solution should be having her staff trained more on the POS system and test their knowledge on the system before the system is put to use in the dining area. Her second solution could be having a meeting with her staff and discuss what they like and dislike about the POS system and what she could do to make using the POS easier and simpler for her staff. Her third solution could be enforcing rules that would lower problems in the dining area such as making sure everyone is using the POS system and if they don’t there will be consequence if they don’t. Her last solution could be her taking

The first recommendation, is that they need to change the direction flow of the café. They should switch the exit to the entrance, moving the cashier’s stations by the exit. There should be one express cashier only expecting cash and a regular cashier taking cards. The flow of the lines can be corrected by partitions, so this isn’t crowding at the stations, creating a consistency in wait time. Please see exhibit A for the updated café layout. The second recommendation, is that there is needs to be detail menu choices for the stations. They can order large boards and hang the above the stations describing the menu options, reducing the questions being asked about the food. The third recommendation would be to implement a pre-order station.

Stop drenching it in oil to try and make it taste better. The pasta is awful. I want al dente, not f-----g soggy, and DON'T PUT CILANTRO ON IT. They need to manage it more efficiently when it's busy. There are many people working, but they always have people only working on one thing, like French fries or pizza. That's why I don't really eat there because I don't want to wait in the lines.

•They are the most famous and one of the few outlets available in area and footfalls are generally heavy due to these•The places are usually visited very frequently by local people, students, etcPromotion•The joints rely on word of mouth publicity•There is no promotion done through ads for these joints. The promotion at maximum is limited to local newspaperSUGGESTIONS•McDonalds could increase the number of items served on its menu. Currently there are only 6 vegetarian and 6 non-vegetarian items served on the menu. It is also evident from the survey that many people feel that the variety of menu available is average and could be improved. Some of the customers prefer something new every time they visit. These potential customers could be targeted by increasing the number of items in the menu.

For example, there could be miscommunication between the waiting staff and the cook, as to when the food is supposed to go out to a customer. If a member of the waiting staff forgets to take the food to a customer immediately, the foods internal temperature goes down. Having a member of the management staff check the foods overall quality will ensure that customers receive the best quality experience at Willy McCoys. Even though my food experience wasn’t the greatest, I am willing to give Willy McCoys another chance because of their warming environment in the

The restaurant was at maximum capacity. There was a 90 minute wait to be seated. Approximately 30 individuals were waiting to be seated. Approximately 80 individuals were eating, with another 20 sitting at the bar. Individuals were there to eat and drink. The restaurant patrons consisted primarily of adults although, there were some children. The organization of the individuals waiting to be seated was chaotic, there was not enough room in the restaurant for individuals waiting. Patrons were waiting outside, behind the bar, and wherever there was open space. Individuals that were seated, sat at tables with chairs for four or more individuals. The space was load and chaotic, individuals waiting had to yell to be heard. Patrons at the table by the waiting area also had to yell to be heard, there was little room for walking, and it was difficult to

The food in the café needs to change. I hope it would be possible for you to give us food more options instead of two. You also should give us more food and buy fresh meats and vegetables, so the food can taste good all of the time.

I will be giving you a background of both ConAgra Foods Inc. and the Hanover Bakery to get a better handle on the issues that are currently at hand. ConAgra Foods Hanover Bakery is currently dealing with three major cost issues waste, oven temperature regulation, and the warehouse department. This paper will be focusing on just one cost issue that is in the warehouse departments. The warehouse department is currently dealing with a $4-5 million cost in Integrated Mixing Centers in York and Milton. This is hurting the plant’s case fill rate due to lost product, damaged product, and shorting customer orders. Another cost issue deals with production but affects the warehouse because of space constraints. This cost issue plays a role in

By removing previous service processes it enables customers to control their length of stay within the restaurant, this can affect table turnover either to the businesses advantage by decreasing wait times and increasing profits or to their disadvantage by over working the capabilities of the kitchen staff which can lead to the service becoming slow, difficult and leaving customers disappointed. It is important to get a good balance of both in order to ensure that the members of staff are not working below their capabilities due to a decrease in customers; this is because although it may make the staff effective, they would not be working efficiently due to output reducing (Goh, 2013).Furthermore this change of service process may also lead to customers queuing for an undetermined amount of time due to this freedom, implying that productivity within the finest catch has begun to weaken with less enthusiasm and input from staff resulting in a reduced output offered to customers (Heap, Dillon and Todd, 2014). By

We took into account a few factors to develop our restaurant ordering system. We have planned to use some of the features from the previous case study. One of the features that we will try to apply into our system is list of ordered menu. This feature will let the customer to add or remove the menu before place order and able to view the total price.

Café Desange is a coffee shop that was set up half way on Monck Street (Westminster) and traded from April 2012 to December 2012. The premises were located at a walking distance of the Home Office building and other government offices as other major company such as channel 4. Although it only traded for few months, most locals and regular customers would associated the café with ‘excellent tailored-made hot beverages’.

The café in the center of the store is actually a little Starbucks coffee shop, but due to the food that they service it is more of a café than anything else. The food is not really a wide selection, but it is enough that anyone is, “required to play host, and in which all feel at home and comfortable.” (Oldenburg, page 22) With the decent food and Starbucks, anyone that has an order does not need to remain at the tables to finish it. You can still be able to browse the shelves and read anything that you desire. Which is why many families come to the store with their children in tow.

CCD plans to take the total number of cafes to 1,000 by March 2010 and double it to 2,000 by 2014. In October 2009, CCD announced that it will increase its international presence from the current six outlets in Vienna and Pakistan to a total of 50 stores across Europe and Middle East in two years time.

From our survey, the customers complaint about the environment in our branch. There was too limited space in our branch. Small restaurants can be tough to accommodate customers in. Walk-in traffic may occur when there is a number of customers. Thus, the customers will choose more comfortable restaurants rather than squeezing with others.