NAME- SWAHILI RAI

BATCH- PGDMIM4CM

CARDIFF ID- st20215069

SUBJECT- OPERATIONS MANAGEMET ASSIGNMENT

MODULE LEADER-

PROF.SRIRAM RAMSHANKAR
 TABLE OF CONTENTS

TOPIC NO. TOPICS Pg. No.

1. 4-9

2. 10-18

3. 19

4. 20-21

5. 22-23
 INTRODUCTION

Starbucks is a fantastic example of a food and beverage firm

that successfully manage their operations and supply chain on a
world-wide scale. With over 32,938 retail locations in 60
countries worldwide. Starbucks is a company that strives for
exceptional uniformity in its products and services.
(Starbucks, 2021)
 OPERATION STRATEGIES OF STARBUCKS

(Roger G. Schroeder, 2017)

Starbucks has adopted various operation strategies in their organisation that assist

them in effectively relocating resources, which further supports the company in a

smooth production process, ultimately satisfying the needs of their customers.

Starbucks Corporation (also known as Starbucks Coffee Company) expands its

worldwide operations using a generic approach that emphasises the uniqueness of its

goods.

According to Michael Porter's model. This generic competitive strategy, focuses on

differentiating the coffee business from the competitors.

(Lorenzo, 2018)
BUSINESS STRATEGY OF STARBUCKS: BROAD DIFFERENTIATION

• High Quality
Value Proportion • Uniqueness Of Products

• Distinguishes Its Cafés By Emphasising A

Emphasis On Specialty Pleasant & Welcoming Ambience That
Customers Love

• New Items Are Frequently Introduced.

Continuous Innovation

(Merchant, 2014)

To assure constant delivery of high-quality products and services,

Starbucks recognised that world-class SC and operations management were not
only necessary, but could also become a source of difference in and of itself.

Starbucks Have Classifications into Numerous Categories Based on Its

Business Operations:

Production ➢ Manufacture and deliver a huge amount of roasted

Volumes coffee beans while offering a limited selection of

diverse product lines (variety).
➢

Production ➢ Demand for Starbucks goods is reasonably steady.

Volumes Customers tend to behave predictably and consistently,
albeit this varies depending on the location of the store.

(Chahal, 2020)
OPERATIONAL STRATEGIES USED BY STARBUCKS:

✓Coffee Innovation Park: A full-service complex in China in

response to rising demand in the region
NETWORK DESIGN
✓Enabled Starbucks to acquire more prospects for sourcing in
STRATEGY FRAMEWORK Asia, in order to profit from tax breaks and avoid higher
tariffs

•Starbucks adheres to the mass manufacturing approach

since the product variety is limited and basic, but the
volume is high
PRODUCTION STRATEGY •. Starbucks benefits from mass manufacturing operations
due to lower production costs and uniform quality and
consistency control.

•Starbucks is employing a distribution system in which no

PHYSICALLY EFFICIENT middleman is engaged in the SC stages
•They focus on the flow of goods (raw materials and finished
SUPPLY CHAIN
products) mostly inside their own regulated network and
MANAGEMENT with the support of third-party logistic (3PL) providers

•Consistency of goods (mostly coffee beans) is a critical aspect

in Starbucks' business operation.
QUALITY OF PRODUCT
•Starbucks conducts thorough employee training and regular
AND SERVICE inspections of roasting equipment so that the firm may
minimise inspection frequencies.

•Starbucks enforces ethical standards and social responsibility

within its firm through various measures used at various
ETHICAL AND
levels of the business process.
SUSTAINABLE SOURCING •The company's ethical and sustainable procurement is carried
out through utilising supplier management

(Lintukangas, 2020)

(Yaqi, 2020)
 STRUCTURAL ELEMENTS

The structural aspects must be linked with the goal of

satisfying customer needs. Design, building, location, and

firm’s capacity planning are all covered by structural aspects.

Starbucks' operations strategy is designed to achieve a

pleasant environment for both customers and employees,

deliver great service to consumers, and sustain profitability.

(Tordecilla, 2020)
Design of
Delivery ➢ Starbucks' process is of the front
office kind, where the process has
a high level of customer
engagement and the service
provider interacts directly with
internal or external consumers.
As Starbucks' America’s
president of design stated,
"What you don't want is a
shopper stepping into a
store in downtown
Seattle, then into a store
in Seattle's suburbs, and
then into a store in San
Jose and seeing the same
store." So, how do you
make the world's largest
coffee shop seem like a
local hangout? Our
response: "Good Design."

➢ The procedure is more difficult

and has significant divergence due

to the customization of the service

and the range of service

possibilities.

(Tordecilla, 2020)
LAYOUT DESIGN

✓ Starbucks offers four different shop layout designs, one

for each of the four steps of coffee production:

growing, roasting, brewing, and scent, each with its

own colour schemes, lighting schemes, and component

materials.

✓ The company has two mini-store layouts that use the

same styles and finishes:

1. The breve-bar

2. A store-within-a-store for supermarkets or office

building lobbies

3. The doppio

4. An 8-square-foot self-contained space that

can be moved from location to location.

(Paryani, n.d.)
FACILITY DESIGN

➢ Every aspect is analysed in order to

improve the atmosphere and environment

of the business

➢ Build a 'first-class’ store and portray the

sentiments of the community and

neighbourhood
(Paryani, n.d.)
 LOCATION ➢ Starbucks outlets are strategically placed in high-

traffic areas to provide the maximum strategic

advantages to the company.

(Paryani, n.d.)

Location: Yuyuan Bazar Shanghai China

DECISION ON
CAPACITY
PLANNING
➢ Long-term: total capacity, such as store capacity

➢ Short-term: variations in capacity needs caused

by seasonal, random, and irregular swings in

demand

(Paryani, n.d.)
 MANAGERIAL ELEMENTS

PROCESS DESIGN
QUALITY AND PERFORMANCE

✓Starbucks adheres to ✓The automated

a straightforward process, which is a
concept of rigorous crucial aspect of
commitment to high Starbucks process
quality products and design, is used for
services. storage and its
security, as well as the
many parts of Supply
✓Starbucks has become
Chain Management.
the TQM industry
standard for service
integration and ✓Automation can also
standardisation. be used to monitor
the availability of
services.

(Paryani, n.d.)
 CAPACITY MANAGEMENT

CAPACITY MANAGEMENT:

Capacity management refers to a wide range of planning measures

needed to guarantee that a company infrastructure has enough
resources to optimise its potential activities and output under any
circumstances.

PURPOSE OF CAPACITY MANAGEMENT

An organisation's capacity represents its ability to perform tasks. The

fundamental purpose of capacity management in an organisation is to
achieve total utilisation, efficiency, productivity, planning, and
management of its capacity, as well as to predict future demand.

IT MENIFESTS ITSELF AGILITY COST EFFECTIVITY

✓Labour, space, equipment, ✓Companies must be agile ✓It is critical for an organisation
technology, and equipment enough to satisfy expectations to manage its capacity
are all examples of how on a consistent basis while correctly in order to achieve

capacity manifests itself. remaining cost-effective. optimal financial performance.

✓Capacity management assists ✓ Outsourcing, acquiring

✓Maximize potential activities
and output output at all
times and under all
situations.
additional equipment, and
a company in understanding
leasing or selling property may
its capacity to produce and
all be part of implementing
deliver.
capacity management.

(Yu-Lee, 2002)
 IMPORTANCE OF CAPACITY MANAGEMENT IN AN ORGANISATION

Capacity is an important component of a firm's cost since it includes

space, people, equipment, information technology, and material.
Considering the following important income statement and cash flow
statement such as:

➢ COGS (Cost of Goods Sold): The inventory utilised and the labour
expenses to create items are a significant component of COGS.

➢ Sales General and Administrative: This is an operational expenditure

for a company that comprises several forms of capacity charges.

➢ Property, Plant, And Equipment (PP&E): The value employed in

PP&E indicates an investment that an organisation intends to use
over a relatively long period of time.

Capacity contributes significantly to the value of each.

CAPACITY HAS AN EFFECT ON A FIRM'S ABILITY TO MANAGE CASH

FLOW:

➢ Cash flow is influenced by an organisation's capacity to reduce its

magnitude while cutting expenditures, increasing revenue, and
improving working capital.

➢ Revenue: The demand for a company's product and its ability to

supply that demand are heavily influenced by its revenue.

(Yu-Lee, 2002)
 STARBUCKS’S CAPACITY DECISIONS

CAPACITY DECISIONS ARE CRITICAL FOR STARBUCKS BECAUSE:

➢ They have a real impact on the organization's ability to meet future

demands for services
➢ Major determinant of the initial costs of opening a new retail store
➢ They evolve long-term commitments of resources
➢ They are a determinant of competitiveness

IMPACT OF ‘4VS’ ON STARBUCKS’S CAPACITY DECISIONS

VOLUME
Starbucks' large product volume in general, and at the UK

location in particular, results in high repeatability of procedures, limited

specialisation of employees, systemization, and lower unit costs.

VARIETY
The extensive selection of Starbucks coffee blends, cakes, and

coffee-related accessories make the method more flexible and

sophisticated, allowing it to suit all of the customer's demands.
VARIATION
While demand for Starbucks coffee in the UK is inelastic when

prices are steady, it drops precipitously when prices rise. As a result, large
degrees of diversity boost customer expectation and make the product
range more adaptable.

VARIETY
Because the process is not accessible to the client, there is a

waiting period before consumption, and the procedure is consistent and

centralised. Communication with customers does not need any unique
abilities.

(IvyPanda, 2021)

STARBUCKS’S STRATEGIES FOR MANAGING CAPACITY

IN-HOUSE SERVICE

Starbucks delivers the service in-house, eliminating the need for

outsourcing. The choice to supply the service on its own is primarily
motivated by:

➢ Expertise
➢ Quality considerations
➢ The type of demand
➢ Related costs
➢ The risks connected with outsourcing.
DAILY WORK SHIFT SCHELULING:

➢ Starbucks might plan their daily work-shifts so that the profile of

service capacity approximates demand.

WEEKLY WORKSHIFT SCHEDULING WITH DAYS OFF CONSTRAINT

➢ Starbucks could create work schedules and accommodate changing

employee needs for weekends and weekdays with the fewest-
amount of employees feasible.

INCREASING CUSTOMER PARTICIPATION

➢ Starbucks may use and increase consumer engagement so that

there are fewer people to manage and pay, and customers as
coproducers supply work just when it is needed. (Brooks, 2012)

STARBUCKS FACES CHALLENGES IN DETERMINING

CAPACITY DUE TO FACTORS LIKE:

In capacity, delivery
The requirement to be speed, or client waiting The impossibility to
close to clients time, becomes a big store services
problem

The degree of demand

High competition
unpredictability

(Brooks, 2012)
RECOMMENDATIONS

➢ Starbucks must compute capacity on a regular basis in order to

have a clear picture of present resource capacity and understand,
how many available hours of what talents they'll have in the future.

➢ Starbucks must concentrate on determining resource requirements.

➢ Starbucks must prioritise its plans. When adding more employees is

not an option, they may need to conduct some clever project and
task prioritisation, reshuffling present resources to compensate for
the missing capacity.
THE PURPOSE AND IMPORTANCE OF DMAIC AS A CONTINUOUS IMPROVEMENT TOOL

PURPOSE

When there is an evident problem of some kind with an existing process

or group of processes, DMAIC comes in useful and performs a very
important role in an organization's problem resolution.

➢ To boost the conversions and yields

➢ To get rid of a bottleneck
➢ There is the possibility to minimise factors like as lead times
or defects while enhancing variables such as cost savings or
productivity
➢ When the problem is quantifiable
➢ The process generates measurable data
➢ The outcomes can be adequately interpreted using
quantitative methods
(Karam Al-Akel, 2018)
 IMPORTANCE

➢ DMAICs are capable of

resolving difficult problems. ➢ The DMAIC method is

➢ It is extremely difficult to solve well-structured and time-

complicated problems with tested

simple problem-solving ➢ Without a procedure like

techniques. DMAIC, it's doubtful that

It’ll be feasible to fix each
root cause of such a
problem.

➢ The structure is appropriate for

high-risk concerns.
➢ Without organised ➢ The procedure will identify

implementation, the problem is the root causes and

likely to reoccur when one appropriate responses.

operator decides to do it their ➢ To discover the root

own or when a new operator is causes, the approach

not informed of the new employs Pareto Diagrams,

method. Cause & Effect Analysis,

Root Cause Analysis, and
other tried-and-true tool.

➢ The DMAIC approach is intended

to provide long-term outcomes

by incorporating continuous
improvement into the way we do
business
➢ Analyse the risk and assure the
(Karam Al-Akel, 2018)

changes are sustained.

 DEMONSTRATION OF DMAIC

DMAIC is a five-phase technique for optimising a wide range of

organisational processes, including software development,
manufacturing, and others.

Ivan Luizio Magalhes

DMAIC is a valuable technique that many businesses utilise to enhance

their operations. It is composed of five steps:

(Tanner, 2021)
CRITICAL STEPS IN EACH PHASES OF DMAIC THAT AN
ORGANISATION MAY APPLY:

1. Define

1. Determine the opportunities that have a high potential for

improvement
2. Outline the project's scope and create a value stream map (VSM) to
document each stage in the process
3. Determine all stakeholders
4. Estimate the project's impact and completion date
5. Identify additional processes that are relevant

2. Measure

a) Create the data gathering strategies that will be utilised to assess

success
b) Recognize signs of intake, processes, and output
c) Gather and analyse current status data.
d) Analyze the failure modes and impacts
e) Conduct a process capability analysis
3. Analyse

a) Conducting a thorough root cause analysis

b) Analysing failure modes and impacts (FMEA)
c) Using a multi-vari chart to provide a visual depiction of the

variations within a particular process.

d) Process control implementation

e) Making a plan for improvement

4. Improve

a) Make a list of potential solutions and brainstorm them.

b) Create an experiment design (DOE)
c) Create a test solution and strategy

5. Control

a) Determine and record the new work standard.

b) Create a quality control strategy.
c) Make use of statistical process control (SPC)
d) Determine whether more improvements are required to satisfy
process objectives.
e) Learned lessons should be integrated, documented, and
communicated.
DMAIC APPLICATION FOR OPERATIONAL PROCESS OF STARBUCKS

SERVICE TIME IN STARBUCKS

AIM: Reducing the time it takes for a consumer to get a product from the
moment they make their purchase.

a) Goals:
✓ Reduce waiting time
✓ Improve process efficiency
✓ Increase customer satisfaction

PROBLEM STATEMENT: Customers are disappointed with the procedure

because of long wait periods.

a) Key deliveries:
✓ Reduction in customer wait time
✓ Customers' expectations to be well outlined.

MISSION DECLARATION:

a) Application of DMAIC to
✓ Decrease client wait times by identifying causes, alternatives
to problem, and suggestions.
1. Define:
✓ Starbucks' product complexity makes queuing tedious and confusing.
✓ At Starbucks, there are around 87,000 to 168,000 drink permutations
available; nevertheless, from the perspective of a consumer and in real
life, having that many alternatives is neither good for business nor
pleasant for the customer.
✓ While the actual variety of product offers isn't very huge, the potential
for a customer to mix them adds significant additional complication
and lengthens service time.

The following picture depicts a few drink combinations and the different ways those combinations may be expressed by the client,
understood by the Barista, and communicated back to the customer by the Barista: long form, short form, and several additional.
combinations.
2. Measure:
✓ Examination of queuing system in Starbucks.
✓ The system has a significant number of customers.
✓ Starbucks' product combination complexity (Incidentally, making service time
more consistent is part of Starbucks' lean approach — to make service time
more predictable)
✓ All consumers are self-contained, which means that their decision to utilise the
system is unaffected by the actions of other users.
✓ Furthermore, the impact of a single consumer might be significant, especially if
the customer's purchase was made incorrectly and Starbucks had to correct
the order — this sort of rework adds an excessive load to the system.

3. Analyse:
✓ Modelling the Starbucks Queue: from the assumptions above.
✓ Customers arrive based on an M/M/1 distribution, or can be characterised by a
Poisson model, with heavy periods in the morning, around lunch, and perhaps
into supper time.
✓ M/M/1: Arrival at random, Service at random, and Only One Service Channel
(one cashier).
✓ Assume that an average Starbucks store receives 240 customers in a 10 hour
day (= 24 customers per hour) and that the time it takes to serve a client is 3
minutes (= 60 minutes per hour / 3 minutes between customers= 20
customers on average each hour). The average service time would be 60
minutes per hour divided by 24 clients per hour () = 2.5 minutes each service
required.

Given the foregoing, we get:

The likelihood of having zero consumers in the system:

Po = 1 – Po = 1 – Po = 1 – Po = 1 – Po
The likelihood of encountering n customers in the system (where n is greater than
zero): Pn = (n) * Po

E(m) = / (1 – ) expected average queue length

Average total time expected: E(v) = / ( (1 – ))

E(w) = E(v) – 1/ E(w) = E(v) – E(v) – E(v) – E(v) – E(v) – E

The calculations above are as follows:

▪ λ = 20
▪ μ = 24
▪ Average server utilization (ρ) = λ / μ = 20 / 24 = 0.8333
▪ Expected average queue length = E(m) = Average number of customers in
the system (L)= ρ / (1 – ρ) = 0.8333 / 0.1667 = 5
▪ Expected average total time: E(v) = ρ / (λ (1 – ρ)) = 0.833 / (20*(1-0.833)) =
0.833 / (20*0.1667) = 0.833 / 3.334 = 0.25
▪ Expected average waiting time (Wq or E(w)) = E(v) – 1/μ = 0.25 – (1/24)
= 0.2083
▪ The probability of having zero customers in the system: Po = 1 – ρ = 1 –
0.833 = 0.1667 or 16.67%
▪ Expected average waiting time (Wq or E(w)) = E(v) – 1/μ = 0.25 – (1/24)
= 0.2083
▪ The probability of having zero customers in the system: Po = 1 – ρ = 1 – 0.833
= 0.1667 or 16.67%

In the chart above, to calculate the probability of 5 customers in line =

P (5) = (ρ^n) * Po = 0.8333^5 * 0.1667 = 0.402 * 0.1667 = 0.067 or 6.7%.

4. Improve:
✓ Reduce the number of product combinations.
✓ Model each of those combinations' attributes in terms of time, material, information,
steps, and flow.
✓ Focus on the 80/20 – the most ordered combinations first.
✓ Identify the inherent bottlenecks, some understanding of the Theory of Constraints
will be useful.
✓ Service Starbucks' main controllable aspect is time, so focus on that while keeping the
customer experience in mind at all times.
5. Control:
✓ Starbucks must provide adequate training and execution for long-term
improvement. Starbucks follows a training procedure and assigns each
employee to a primary position, with acronyms and names allocated to each
role. For instance, have a look at their "slide" position (Bar 1 might slight to Bar
2 to cover a break, etc, Floater would take care of lobby spins - cleaning, etc).
✓ Make sure the working is efficient: The cashier rings. The cashier's assistant
packs pastries, prepares breakfast sandwiches, fills drip coffee orders, and so
forth. Another person will call down the line (accept orders for those who have
not yet arrived at the pay register, so that beverages and orders can be
combined).
✓ When this is operating well, a customer can receive their order while paying at
the cashier's.
✓ It will result to sustainable improvement of the service time problem and will
decrease the service time which will indeed increase the customer’s
satisfaction.
 KEY OPERATIONAL PARAMETERS

Starbucks places a priority on the design of its Quality Control

products and services. The premium positioning is
Quality Control. Starbucks also use the premium
tied to the company's broad differentiation generic
brand in quality management. Starbucks employs
approach, as well as its premium pricing strategy.
high quality in order to correspond with the
company's premium brand image.

Design of Processes and Capacity

Starbucks optimises capacity and capacity Location

utilisation by creating processes to suit fluctuating
demand. Starbucks utilises deliberate clustering of cafés in the
same geographic region to acquire market share
and push competitors away on occasion.

Position Design and Human Resources

Ensuring that Starbucks culture is weaved Management of the Supply Chain

throughout every job while meeting essential
technical specifications of jobs. Diversification of suppliers is part of the company's
supply chain strategy to maintain supply stability.

Maintenance
Inventory Management
Starbucks maintains its physical assets with
specialised teams of people skilled in facility and Starbucks' inventory management is intertwined

equipment care, as well as third-party Impact. with the company's supply chain and multiple
facilities.
 IMPECT OF THE METRIC IN BUSINESS PERFORMANCE

✓ Starbucks offers their product with premium

QUALITY quality and implies premium pricing for it.
✓ Starbucks is known for its finest service,
quality, products and ambience.

✓ The operational parameters used by Starbucks

COST helps them to obtain more result in optimum

cost, as they utilise their resources efficiently.

✓ Starbucks is all about the customer experience,

DELIVERY
and one of the most important aspects of that
is not keeping customers waiting.
✓ Starbucks is known for its fast delivery

✓ Starbucks accepts clients order in continuous basis

to provide quick service.
RESPONSE
✓ Starbucks focuses on fast response time to keep
the customers satisfied with the services.
 QUALITY TOOLS

Most businesses utilise quality tools for a variety of goals linked to

quality control and assurance.
In companies, seven fundamental quality tools are employed. These
tools may give a wealth of information regarding problems in the
company, aiding in the development of solutions.

Flow Diagrams
The programme creates a timeline of events that might occur sequentially
or concurrently.

Purpose
✓ This is a simple quality tool
that may be used to analyse
a series of occurrences.
✓ The flow chart can be
utilised to comprehend a
complex process.
Application
✓ Flow charts may be used in
any sector to depict
complicated processes in an
easy-to-understand manner.
Histogram

A histogram is a diagram that depicts the frequency and extent of

two variables.

Purpose
✓ A histogram is a visual
representation of the
frequency of occurrences
of data along an interval.
Application
✓ A histogram can be used
to compare one object to
another. There should
always be two variables.

You may control statistical

information by using the
data displayed in the
histogram.
Cause and Effect Diagram (Fish bone/ Ishikawa)

One of the reasons cause and effect diagrams are often known as
fishbone diagrams is that the finished diagram resembles a fish's
skeleton, with the fish head to the right and the bones branching off
behind it to the left.

Purpose Application
✓ Typically used for root ✓ It immediately sorts ideas
cause analysis. into useful categories.
✓ Fishbone diagram is used to
✓ A fishbone diagram
detect the causes and effects of
combines the practice of various imperfections, failures, or
brainstorming with a type defects in the business.
of mind map template.
Checklist

A checklist is a task list or a to-do list and is considered as a reminder. It is a set of

records of the repetitive activities and to collect data in an orderly manner.

Purpose
✓ The usage of a checklist can
help to enhance efficiency by
reducing errors.
✓ Checklists also give a written
record of what was done at
each stage of a project.
Application
✓ Compatibility Database
Validation Testing for
Security Performance
Evaluation
The Pareto chart (80-20 rule)

The Pareto chart, a hybrid of a bar and line graph, illustrates individual
values in decreasing order using bars, while the cumulative total is
represented by a line.

Purpose
✓ The Pareto chart's objective
is to emphasise the relative
significance of several
aspects.
Application
✓ Allowing you to identify and
focus your attention on the
factors that have the
greatest influence on a
specific area of a process or
system.
Diagram Scatter

Each dot indicates a common crossing point with dependent values on

the Y-axis and independent values on the X-axis. When these dots are
connected, they can show the link between the two variables. The greater
the correlation in your diagram, the more significant the association
between variables.

Purpose
✓ The scatter diagram is the
most helpful of the seven
quality tools for displaying
the relationship between two
variables, making it excellent
for quality assurance workers
attempting to establish
cause and effect linkages.
Application
✓ Scatter diagrams may be
used to define links between
quality faults and likely
reasons such as
environment, activity,
personnel, and other factors
as a quality control tool.
Shewhart Chart

Control charts represent an average or mean by using a centre line, as

well as upper and lower control limits based on historical data.

Purpose
✓ Using a control chart may
save your company time and
money by anticipating
process performance,
especially in terms of what
your client or organisation
expects from your end
product
Application
✓ The goal of this quality
improvement tool is to assist
quality assurance experts in
determining whether or not
a process is stable and
predictable, allowing you to
easily identify elements that
may lead to variances or
faults.

ROOT CAUSE ANALYSIS

Root cause analysis (RCA) is a method for finding the "root causes" of
issues or occurrences and developing a strategy for dealing with them.
As the fishbone diagram is highly graphic brainstorming tool that may
generate more root cause instances and quickly determine if the root
cause is discovered several times in the same or different causal tree.

It allows to observe all of the reasons at the same time and have excellent
visualisation for communicating concerns to stakeholders.

Steps to find the root cause of a problem using the Fishbone diagram:

Step 1 – Define the problem

Step 2 – Decide on key categories of causes

Step 3 – Determine actual causes of the problem

Step 4 – Using tools to plan the way forward

Brainstorming: In today's enterprises, brainstorming is a very frequent technique.

Instead of thinking about all of the components of a fishbone diagram by yourself,
involve others in the process.
Root Cause Analysis of Starbucks:

In the root cause analysis of Starbucks problem of the customer service

i.e., long wait time, the fishbone diagram helped to understand the
contributing factors. This process helps in developing the complete

system. It will address the key aspects and add value.