OPERATIONS AND SUPPLY CHAIN MANAGEMENT
9th Edition
ISBN: 9781119448037
Author: Russell
Publisher: WILEY
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Chapter 3, Problem 3.1CP
Improving Service Time at Dave’s Burgers
Dave’s Burgers is a fast-food restaurant franchise in Georgia, South Carolina, and North Carolina. Recently, Dave’s Burgers has followed the lead of larger franchise restaurants like Burger King, McDonald’s, and Wendy’s and constructed drive-through windows at all its locations. However, instead of making Dave’s Burgers more competitive, the drive-through windows have been a source of continual problems and it has lost market share to its larger competitors in almost all locations. To identify and correct the problems, top management has selected three of its restaurants (one in each state) as test sites and has implemented a
The Charlotte Dave’s Burgers franchise implemented a number of production process changes to improve service time at the drive-through window. It provided all employees with more training across all restaurant functions, improved the headset system, improved the equipment layout, developed clearer signs for customers, streamlined the menu, and initiated even-dollar (tax-inclusive) pricing to speed the payment process. Most importantly, the restaurant installed large, visible electronic timers that showed how long a customer was at the window. This not only allowed the quality team to measure service speed but also provided employees with a constant reminder that a customer was waiting.
These quality improvements were implemented over several months, and their effect was immediate. Service speed was obviously improved, and market share at the Charlotte restaurant increased by 5%. To maintain quality service, make sure the service time remained fast, and continue to improve service, the quality team decided to use a statistical process control chart on a continuing basis. They collected six service time observations daily over a 15-day period, as follows:
Construct a control chart to monitor the service at the drive-through window. Determine if your control chart can be implemented on a continuing basis or if additional observations need to be collected. Explain why the chart you developed can or cannot be used. Also discuss what other statistical process control charts Dave’s Burgers might use in its overall quality-management program.
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Dave’s Burgers is a fast-food restaurant franchise in Georgia, South Carolina, and North Carolina. Recently, Dave’s Burgers has followed the lead of larger franchise restaurants like Burger King, McDonald’s, and Wendy’s and constructed drive-through windows at all its locations. However, instead of making Dave’s Burgers more competitive, the drive-through windows have been a source of continual problems, and it has lost market share to its larger competitors in almost all locations. To identify and correct the problems, top management has selected three of its restaurants (one in each state) as test sites and has implemented a quality management program at each of them. A quality team made up of employees, managers, and quality specialists from company headquarters, at the Charlotte, North Carolina, test restaurant using traditional quality tools like Pareto charts, check sheets, fishbone diagrams, and process flowcharts, have determined that the primary problem is slow, erratic…
Aspen Plastics produces plastic bottles to customer order. The quality inspector randomly selects four bottles from the bottle machine and measures the outside diameter of the bottleneck, a critical quality dimension that determines whether the bottle cap will fit properly. The dimensions (inch) from the last six samples are:
BOTTLE
Sample
1
2
3
4
1
0.694
0.622
0.698
0.69
2
0.687
0.611
0.697
0.613
3
0.671
0.680
0.695
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4
0.610
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0.685
0.678
5
0.680
0.624
0.618
0.614
6
0.685
0.693
0.607
0.669
What would be the center line of a 3-sigma S chart?
Answer:
com sells books, videos, DVDs, and CDs through its internet Web site. The company ships thousands of orders each day from seven national distribution centers. BooksCDs.com wants to monitor the quality of its distribution process, specifically the number of “problems” orders. A problem order is one that is delivered to a customer late (i.e., after five days), incorrect or incomplete. The company sampled 500 orders every other day for 20 samples and tracked them to final customer delivery. The results of which are as follows:
Sample
Numbers of Problems Orders
Sample
Numbers of Problems Orders
1
2
3
4
5
6
7
8
9
10
9
21
18
12
25
41
18
19
26
28
11
12
13
14
15
16
14
22
36
17
38
24
15
12
10
16
17
18
19
20
Construct an appropriate control chart for this process using 3-sigma limits and indicate if the process was out of control.
Show work, show how to do the computation
Chapter 3 Solutions
OPERATIONS AND SUPPLY CHAIN MANAGEMENT
Ch. 3.S - Prob. 1QCh. 3.S - Prob. 2QCh. 3.S - Prob. 3QCh. 3.S - Prob. 4QCh. 3.S - Prob. 5QCh. 3.S - Prob. 6QCh. 3.S - Prob. 7QCh. 3.S - The Great Lakes Company, a grocery store chain,...Ch. 3.S - Prob. 2PCh. 3.S - Prob. 3P
Ch. 3.S - The Fast Break Computer Company assembles personal...Ch. 3.S - Prob. 5PCh. 3 - Using Sampling and Statistics to Analyze...Ch. 3 - Prob. 2.1ASCCh. 3 - Prob. 3.1ASCCh. 3 - Prob. 4.1ASCCh. 3 - Prob. 5.1ASCCh. 3 - Prob. 1QCh. 3 - Prob. 2QCh. 3 - Prob. 3QCh. 3 - Prob. 4QCh. 3 - Prob. 5QCh. 3 - Prob. 6QCh. 3 - Prob. 7QCh. 3 - Prob. 8QCh. 3 - Prob. 9QCh. 3 - Prob. 10QCh. 3 - Prob. 11QCh. 3 - Prob. 1PCh. 3 - Prob. 2PCh. 3 - Prob. 3PCh. 3 - Prob. 4PCh. 3 - Prob. 5PCh. 3 - Prob. 6PCh. 3 - Prob. 7PCh. 3 - Prob. 8PCh. 3 - Prob. 9PCh. 3 - Prob. 10PCh. 3 - Prob. 11PCh. 3 - Prob. 12PCh. 3 - Prob. 13PCh. 3 - Prob. 14PCh. 3 - Prob. 15PCh. 3 - Prob. 16PCh. 3 - Prob. 17PCh. 3 - Prob. 18PCh. 3 - Prob. 20PCh. 3 - Prob. 21PCh. 3 - Prob. 22PCh. 3 - Prob. 23PCh. 3 - Prob. 24PCh. 3 - Prob. 25PCh. 3 - Prob. 26PCh. 3 - Prob. 27PCh. 3 - Prob. 28PCh. 3 - Prob. 29PCh. 3 - Prob. 30PCh. 3 - Prob. 32PCh. 3 - Prob. 33PCh. 3 - Prob. 34PCh. 3 - Prob. 36PCh. 3 - Prob. 37PCh. 3 - Prob. 38PCh. 3 - Prob. 39PCh. 3 - Prob. 40PCh. 3 - Elon Corporation manufactures parts for an...Ch. 3 - Prob. 42PCh. 3 - Prob. 44PCh. 3 - Prob. 45PCh. 3 - Prob. 46PCh. 3 - Prob. 47PCh. 3 - Metropolitan General Hospital is a city-owned...Ch. 3 - Prob. 50PCh. 3 - Prob. 51PCh. 3 - The Shuler Motor Mile is a high-volume discount...Ch. 3 - Prob. 1.1CPCh. 3 - Prob. 2.1CPCh. 3 - Improving Service Time at Daves Burgers Daves...
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