Waiting Time Reduction at

Yellow Submarine
GROUP 1
Konark – 1811071
Rohit - 1811117
Aman - 1811088
Harprit - 1811367
Anant - 1811130
Business Process Improvement Sandesh - 1811422
 Agenda

01 Context & Objective

02 Organization Structure

03 Process Flow

04 Improvement Opportunities

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 Context and Motivation
• Mismatch between Yellow Submarine service delivery and customer expectations
• Restaurant tracks only Financial KPIs i.e. Total Sales and Cost
• Motivation for process improvement is externally driven

• Key pain points for customers:

➢ Long waiting time ~30 mins (VoC is not captured)
➢ Partial fulfilment of orders
➢ Order mismatch
➢ No consideration of serving preference

Objective
Reduce waiting time for customers while dining, and thus enhancing the overall consumer
experience by simplifying and standardizing operations at Yellow Submarine’s end

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 Organization structure (1/2)
The People Perspective

Owner (MD)

Head Chef Services Manager

Sous Chef 1 … Sous Chef 5 Restaurant Brewery

(Indian) (Continental) Floor Manager Manager

Helper Helper Helper

Table Staff Billing Staff
(Category 1) Category 2) (Category 3)

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 Organization structure (2/2)
The People Perspective
IMPROVEMENT OPPORTUNITIES
1. Siloed operations –
• No exchange of employees or cross training in a high attrition
industry
2. An integrated view of operations is missing.
• High probability of mishaps at interaction points.
• No manager takes ownership of the complaints/mishaps.
3. Perception of cooking as a totally crafty process.
• Helpers are mapped to sous chefs.
• No codified knowledge of various processes results in increased
training costs.
4. Management’s outlook
• Management considers speed vs quality as essential tradeoff
• KPIs are myopic

A top-down push for new processes with new metrics and effective change management is required
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 Process Flow
Waiter enters
Customer Customer order on a
arrives & decides screen
Waiter takes
selects table order and
the order on
based on calls waiter
tablet/paper
availability & to place
preference order
Order sent to Preparation
Non regular the kitchen - time different
use of tablets divided in 5 for different
for taking sections cuisines
orders
Elemental Process Step
No flexibility
by waiter to
Identified improvement decide the Food
opportunity priority order preparation
No standard
Mapping of process delivery
step & opportunity procedure
Food delivery
to the table
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 Order Taking Process (1/2)
IMPROVEMENT OPPORTUNITY 1
• Currently, orders are taken through either tablet or paper
• Even though the tablet ordering system is in place, its usage is not strictly adhered by waiters
• Paper-based ordering system adds an additional step to the ordering process and ultimately to
processing time
Estimated Time: 2-3mins

SOLUTION: Standard Tablet-based ordering system

• Tablet-based ordering shortens the process and can be used as a data collection tool
• Create a Standard Operating Procedure(SOP) for demand estimation at Yellow Submarine using past data.
This can improve accuracy to estimate demand for different cuisines and items on different days(peak
and non-peak hours)

BENEFITS

Easy sorting and Better inventory

Reduction in order Use of data and
direct management due
processing steps analytics to
communication to to better demand
and time estimate demand
kitchen staff estimation
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 Order Taking Process(2/2)
IMPROVEMENT OPPORTUNITY 2
• Currently, all the food items are divided in 5 cuisines/categories:
1. Chinese
2. Indian
3. Bakery
4. Tandoori
5. Continental Kitchen Order Token(KOT) system
• Further, the items are divided in starters and main course categories.
Default practice: Starter items are decided automatically, and the waiter
has no flexibility in deciding delivery priority based on customer priority.

SOLUTION: Change in SOP

Waiter to ask customers what items would they require first and option to
fill in priority in tablet while ordering

BENEFITS
Reduction of Increase in
Rework during customer
order delivery satisfaction
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 Food Preparation
IMPROVEMENT OPPORTUNITY 3
• Tandoor is a bottleneck in food preparation. Currently, YS has 2 tandoors, each operated at 20kg coal
• Each sous chefs appoints own helpers for each food category. No cross training for any of the helpers

SOLUTION:
• Possibility of new/renting of tandoor during peak hours – cost benefit analysis to be done
• Cross training of helpers to be provided so that helpers can be used across cuisines during non-peak
hours/absence of helpers
• Possibly explore temporary hiring of workers during peak hours based on company policy

BENEFITS
Debottlenecking
Maximum
of resource and
utilization of
improvement in
workers during
food preparation
non-peak hours
time

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 Food Placement & Delivery
IMPROVEMENT OPPORTUNITY 4
• Currently, all the sous chefs place all prepared orders on a common space. Waiter comes, identifies order
for each table and delivers.

SOLUTION: Sorting of orders in Kitchen Area

• Table-based segregation is essential. Central space to be divided in 3 parts for 3 seating areas or racks
according to table numbers.
• All the items for a table to be placed in a designated tray for easy sorting

BENEFITS

Less possibility of
Easy segregation
a mismatch in
of prepared food
delivery to tables

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 Key Takeaways
Understanding and Accepting Problem
• Key motivation driver
• Assessment of impact

Integrated view
• Assigns ownership
• Vision-based approach

Balanced Scorecard

• Better performance management

• Alignment of strategic and tactical initiatives

Flexibility

• Uniformity of performance
• Lowering down the penalty
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 Thank you
and
Cheers!!

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