Successful Implementation of DMAIC for Pizzeria Restaurant

Ashwag Battarjee , Rana AL-Gaydi , Satyabrata Sau

Advisor: Prof. Elif Kongar
Department of Technology Management, School of Engineering, University of Bridgeport, CT

Abstract 44.2
43.7
6.0

UCL
5.05

5.0

43.2 UCL 43.01
This paper proposes case study to improve process control of a service provider in food and
42.7 4.0

beverage industry in this regard the study includes the analyses of the current system depicting

Range

42.2

Average
the existing problems within the company. The study then analysis the cause of existing 41.7
3.0

CL 41.40
problems and designs a customized improvement methodology while establishing a sustainable 41.2 2.0

CL
2.21

process control. Creating an effective and sustainable process control methodology is also 40.7
1.0

considered to improve the unexplained drop in sales. Strategies based on Six Sigma approach, 40.2
LCL 39.78
DMAIC process control strategy have been followed to solve the demand supply related sales 39.7 0.0

39.2 1
2
3
4
5
6
7
8

problems of the business [1]. 1 2 3 4 5 6 7 8 Period

Period

Introduction Figure 3 .Individual and moving range chart

Analyze
Existing Six sigma is a powerful business strategy that employs a disciplined approach to tackle
process variability using the application of statistical and non-statistical tools and techniques in a
rigorous manner.

Figure 4. C&E Diagram o f Working hours

Six Sigma is a project-oriented, and statistically based tool for
•  Reducing variability.
•  Removing defects.
•  Eliminating waste from products, processes, and transactions.
In recent times, six sigma has become a major tool in business world for quality and business
improvement.
Statistical methods and statisticians have a fundamentally critical role to play in this process[2].

Problem Solving Method

Define the improvement project even when we do not know the cause of the
D
problem. How can the decision maker return to the previous sales level?
Define
Ultimately customer needs determined sales.

In this phase you determine current performance levels of your processes Improve
M
called base lines[3]. Here this refers to the processes that make sales.
There are some steps followed as a solution for the sales decline
Measure

•  Replace the old oven to new one.
In this phase we sort through data to identify potential opportunities for •  Find new Food supplier.
improvement of the process[4]. How can the decision maker increase sales? •  Introduce online and phone order.
A
This phase helps to find a potential solution to customer needs or expectation to •  Reorganize the layout of the restaurant.
Analyze
optimize sales. •  Promotion and advertisement

I

We identify the most effective way to improve our processes’ performance Control
based on the analysis of the data of previous phase[5]. Which specific steps In this phase a working hours analysis was done using the three quality control methods as seen
Improve

should lead to increase sales? down, a histogram chart, a probability plot chart, and a control chart. According to restaurant
policy about average working hours is 4 minutes , it clearly seen that problem solved and it is in
Gathering data for phase two to measure and sustain the solution. How can control.
C

that maintain this increase in sales?
Control
1.2
25
1
(n-0.5)/80 20

Define
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0.6
15

Most of complains were about working hours, which aided in developing a Cause and Effect diagram
0.4 10
to gain further analysis into the cause and effect relationship of the problem being investigated. 0.2
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60 120% 0
0 1 2 3 4 5 6

-0.2
0
50 100%
-0.4

40 80% Figure 5. The data set is distributed normally according to the probability plot and the histogram
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UCL 4.76
UCL 4.20 4.5
30 60% 4.2
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3.7 3.5
20 40% 3.0
3.2
Average

Range

CL 2.90 2.5
CL 2.25
2.7
2.0
10 20%
2.2 1.5

1.0
LCL 1.60
0 0% 1.7
0.5
Working Hours Store Location Expensive No Refill Soda No Veg. Option Other Causes 1.2 0.0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Figure 1. Pareto chart for the customer complaints Figure 6. X and R bar chart

Research and Discussion

Measure •  Existing Lean tools and Six Sigma approaches cannot be utilized in strategic planning
process.
1.2
12 •  For subjective, non-quantitative nature of the Information and the sensitive nature of possible
1 solutions DMAIC and DEAPS Strategies are not appropriate for this strategic initiative.
(n-0.5)/32 10 •  There is no standard approach for DEAPS, many Corporate executives will attempt to deploy
0.8
DEAPS on their own.
0.6 8 •  DEAPS (Define-Evaluate-Analyze-Prioritize-Sustain) strategy based on Lean tools and a
revised Six Sigma approach[7].
0.4
6 •  In DEAPAS a new Process or an existing process can be designed or redesigned.
0.2
4 Conclusion
0 •  Case study for detecting and improving Johnny’s pizza sale is carried out.
37 38 39 40 41 42 43 44 45

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2 •  We analyze its current situation, identify existing problems, detect the cause of the existing
problems and able to come up with an improved and sustainable solution for Johnny.
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37.5 38.84 40.18 41.52 42.86 More •  The study shows how working hours causing outliers in phase 1 control chart. With fixing
working hours, this also shows how process improved in phase 2 control chart.
Figure 2. The data set is not distributed normally according to the probability plot and the histogram
•  This is a perfect example of successful implementation of Six Sigma DMAIC methodology.
References:
[1] Antony, J., Some pros and cons of six sigma: an academic perspective. The TQM Magazine, 2004. 16(4): p. 303-306.
[2] APS, Pizza Anyone? Six Sigma DMAIC strategy introduction, 2007.
[3] Bishu, R., E. Jones, and R. Thummalapalli, DEAPS-An Alternative to DMAIC? – A Case Study. International Journal of Industrial Engineering: Theory, Applications and Practice, 2009. 16(3).
[4]Breyfogle, F.W., Implementing Six Sigma: Smarter Solutions Using Statistical Methods. 2003.
[5] Chowdhury, S., Design for Six Sigma: The Revolutionary Process for Achieving Extraordinary Profits. 2002.
[6] Does, R., et al., Comparing non-manufacturing with Traditional Application of Six Sigma. Quality Engineering, 2002. 15.1.
[7] Mader, C.D.P., DFSS and Your Current Design Process, . Quality Progress, 2003(July).