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The main problem faced by Jose’s Authentic Mexican Restaurant is the quality of service that is offered to the customers. The clients complain that the services provided by the restaurant did not meet the clients` anticipations. With the poor service and the customers who not satisfied with the quality of services, the clients are bound not to return the next time.

The restaurant is faced with problems relating to food service where the clients are queuing for long periods, taking into consideration that the restaurant lacks a waiting section. This is related to the long periods that are taken for food preparation. It is because of the delay caused by the kitchen staff that the clients are hindered.

Quality management insists on acquisition of optimum levels of operation performance and quality: client satisfaction, staff involvement and progression advancements. The main importance of solving quality issues is creating, expounding, identification, application and observing the helpful/ preventive measures for the purpose of quality improvement (Durkee, 2007; Pyzdek, and  Keller, 2008). Service operation is relevant in that it contributes 80 percent of the US’s GDP, which ultimately leads to saving costs. The Stanford Hospital and Clinic had its patient number declining due to the loss of contracts. The management had to find ways to stop losing its clients and to be able to acquire new ones.

This paper will use the continuous process improvement, Six Sigma, for services so as to optimize customer value through acquisition of speedy client satisfaction, and quality. The process insists on the desire to note the chances and does away with erroneous aspects, it notes the factors that block success, it applies data-based quality tools so as to better resolve the problems and offers a prescription approach so as to better acquire sustainable outcome in the Jose’s Authentic Mexican Restaurant. 

Therefore, the methodologies specific to the problem to be solved is graphically represented as follows:

  • Ordered list of steps, phases, tasks, sequences & methodological tools;
  • Organization chart, block diagram, flow chart, with word descriptions or symbols or methodological tools;
  • Combinations of the initial forms.

In the case of Jose’s Authentic Restaurant, data related to customers’ complaints about the services were collected. The proposed methodology of identifying, detailing, and improving the causes of the complaints is as follows:

  • Collecting data (tables)
  • Sorting data according to a Pareto chart, in descending order
  • Identifying the causes of increased number of complaints, with negative impacts on the restaurant image (using Ishikawa diagram)
  • Undertaking the corrective and preventive measures, resulting from brainstorming activities;
  • Collection of a new set of data, in the same period of time when the original data was gathered, with the difference being a calendar year;
  • Creating a new Pareto chart
  • Comparing data and making conclusions. 

Data was gathered through interviews with the restaurant’s management, staff, and customers as well as through observations at the restaurant. The daily tally of customers was obtained from the restaurant itself which is recorded at the end of each day. Interview was also conducted with the restaurant’s manager to establish the capacity of the restaurants, the total number of attendants and those available on shifts, in addition to the number of professional chefs in the restaurant. It was learned that the queuing model that best describes the restaurant’s operation is the M/M/1, where the arrival and service time are exponentially distributed. There is only a single server in the restaurant. We also used direct observations in gathering data at the restaurant. We chose direct observation because of its advantage of attaining data that is free from inaccuracies, distortions, as well as other response biases (Evans & Lindsay, 2008). As such, we were able to record exactly what we saw at the restaurant. Our direct observations revealed that the restaurant has several attendants but only one chef is often available to prepare food for all customers. 

The point at which the hotel had 150 customers, the restaurant would be faced with a problem, since a big numbers of the clients would pay all together. Hence, the restaurant was open on Saturdays and Sundays. Considering that a number of clients came from commercial companies during week, they paid for bed and breakfast and the restaurant was not adversely affected. The restaurant however could not manage the number of additional clients. For example, if the restaurant has clients from the hotels and at the same time there is a special occasion taking place in the restaurant, like a birthday party, the employees have to manage to take care of all the clients.

There are a lot complaints and their origin is as stated. Initially, the hotel made use of HART model so as to manage the restaurant, where the program made it possible for the visitors to access the site. A lot of reservations were done using the reception (Pyzdek, and Keller, 2005; 2008). The receptionist would enquire from the clients if they wanted to have dinner in the restaurant or not. There are though makeshift bookings on the system daily which ought to be confirmed in the evenings till 5 pm by the clients, however, only a small section of them made confirmation with two places. Even though they did not make verifications, their reservations were present in the system though the restaurant rejected efforts to offer them tables, since it was working on a first come first served basis.

Unluckily a number of clients that used the provisional bookings method went to the restaurant for dinner and there were no places for them, reserved by the hotel. They were supposed to wait for the hotel to get them tables. Conversely, they would eat their dinner at the bar. This did not go down well with the clients as they were of the opinion that they ought to have reserved tables. Additionally, a good number of reservations were being done in the afternoon for the efficient placement. This was though the work of the restaurant supervisor. Though, the staff would do that when the supervisor was not there. The method of allocation of tables relied on one person, who was accomplishing that task. The restaurant was composed of four points: conservatory, middle, corner and balcony and the balcony station would be used only during weekends.

Considering that the allocation of tables was done with any basic rule, a number of tables were allocated to one station only, while others remained empty. This adversely impacted on the quality of service considering that the employees were unable to undertake the tasks. The clients, on the other hand, complained that they were not considered in and were offered poor services. The staff additionally had to handle a number of tables by themselves; a single waiter had to serve over 20 tables. This means that the customers had to wait for their turn to be served. 

The staff found at the restaurant lacks the necessary skills to handle the customers who visit. This is seen in the handling of a great number of tables by a single waiter. This brings the mix up of information that makes the clients feel rejected (Appendix 5). The process of booking rooms and setting reservations is quite mixed up as clients wait for long without getting allocated a table while some have not confirmed their arrival. This makes the information provided in the restaurant website to be considered inadequate for use by the clients. In the measurement of the customer service, dates allocation may not be in line with what is booked as one is supposed to confirm prior to arrival. The environment hence leaves a poor way of measuring the number of free tables. The gauge capability is hence considered not done in improving the service.

The website lacks proper maintenance and programming considering that confirmation by clients is not taken into consideration this brings about inefficiency in service offered as noted by the number of clients who have to wait to be allocated a table then being served. This brings into question the method in allocation, client management and sampling of the number of clients to be offered tables. The material which in this forms the website did not help in managing the numbers as well as could not properly disseminate information for easy management. The management, customers and staff generally contributed to creating an unsuitable setting for the clients. 

The restaurant faces a number of problems; as a result it starts losing customers at a high rate. In line with Kaoru Ishikawa’s quality model, the restaurant needs to make scientific and technical statistics about the problems/issues it faces and find probable solutions to them (Longenecker, 2011). Collection and presentation of reliable data is important in the first place because it will enable the management to analyze and prioritize problematic areas and decide on the processes and measures to be implemented; further the gathered data will help in analyzing cause and effect issues. This is a crucial process that will help in finding, contrasting, comparing, sorting out, differentiating, and documenting the several causes of customer loss. We already conducted interviews and direct observations at the restaurant during the weekends and shared the findings with the restaurant’s management. What is now needed is the systematic treatment of the data using a Pareto chart and diagram, and communication with the staff.

The restaurant, as a player in the hospitality industry, has an obligation to offer and maintain consistent high standards of service and products to its customers. There is also a need to extend personal attention to individual customer desires and preferences so as to realize customer satisfaction and return business. Generally, there are four major areas that need improvement at the restaurant: the quality of food; the seating capacity of the restaurant; take-away system; and preparation time, which has to be reduced.

Quality of food.A significant number of customers expressed dissatisfaction with the quality of food provided by the restaurant. It was realized that the problem stems from the supply level, where quality raw food products are not supplied consistently to the restaurant.  As such, the cook is stressed because of the inability to prepare high quality products. In turn, the waiters and waitresses are unable to provide their customers with quality products and services resulting in high rates of customer dissatisfaction. To address this problem, the restaurant’s management needs to ensure that the suppliers consistently supply high quality products in line with the terms of the contract. In turn, the cook will have to give his best in preparing best quality dishes, while the waiting staff will need to improve their service delivery (Longenecker, 2011).

The seating capacity.The restaurant currently has a small seating capacity of 60 people. The management needs to increase the seating capacity, which, in turn, will reduce customer wait time. This can be achieved by adding a relaxing area inside the restaurant where customers can wait for a short time, instead of standing in line outside. Furthermore, the hang out time can be significantly reduced by employing more cooks, hosts, and waiters to attend to the customers.

The take-away system.This is a system that allows customers, who don’t want to eat in the restaurant, to order the food and pick the order from the host’s counter when ready. If the restaurant considers this system, it would diversify its clientele base, by attracting customers who lack the luxury of enjoying dining experience at the restaurant (Longenecker, 2011). This will reduce the wait time. The restaurant also needs to work on its customer relationship. To achieve this, the restaurant’s manager can make routine stopovers at customers’ tables to get their feedback, suggestions and complaints.

Code: Sample20

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