A3 Template

Background Problem/Opportunity: Shake Smart line inefficiency

Company: Shake Smart in San Luis Obispo
• Problem: Long lines and wait times that accumulate, while
Owner: Catrina Villalpando, Luke Moravitz, Moummar Nawafleh
trying to order and pay.
• An easy and accessible place for students to grab a snack
Date: 12/2/19
before/after class and a workout.
• Inefficient ordering, paying, and layout process. Changes/ Implementation Plan
• Focus: Reducing the overall time a Two Main Problems with Solutions: New layout has
The Pareto Chart
customer spends at Shake Smart. • Three Lines to Order – One to Pay: less crossover
shows the
• Improving the line and shortening the problem in the
o Order and pay lines combined and fewer steps
time between placing an order and process is the into one line by adding a
receiving, business could increase. payment process. payment method to the iPads
o Another solution would be to
Current Condition have two order lines and two
• Customers spend too payment lines
much time waiting to pay • Inefficient Ordering and Production Start
and obtain their food Time:
o 3 order stations o Kanban system so that has a different signal for when employees start
>>> one pay production, like when a certain amount of orders are inputted.
station o Start orders when the order is inputted into the iPad, and if payment is
• Data shows there is a the issue, ensure the iPads have a payment system on them.
problem with the entire How Changes Will be Verified: Direct Time Studies/ MUDA/ New Flow Diagram
ordering and paying process. The system has
• The factual evidence shows the too much delay In the layout, Confirmation (Results )
problem is quantity proven as time. too much
Guidance:
crossover TIME AVG. STANDARD
we used time studies to identify.
(min) TIME TIME
Goal / Target Condition Purchase New
Payment Equipment
Input Kanban
System
Create Labels for the
Outside
Train Employees on
the New System
ORIGINAL 13.40 10.59
Examination of Process: Must improve the ordering process. IMPROVED 6.35 6.29
Paying:
• Improve the payment process by adding some sort of System to Help Monitor Changes:
card reader when the customer orders. • Random sampling and data time studies.
DTS: The improved
Shake-making process: • Compare the difference between standard time and average time the customer
system is much
• The shakes are not started until the customers pay for spends at Shake Smart. quicker than the old
their order, creating a lot of back-up. Metrics to Capture: system
Data Measurements: • Numbers of shakes sold each day
Direct Time Studies/ • Cycle time for each step of the process
AVG. Time Observed Normal Standard
Fish Bone Diagram/ DTS: the • Movement of customers throughout the new layout
(min) (min) (min) (min)
Pareto Chart/ Flow bottleneck is
5S System
Ordering 0.87 0.73 0.81 the paying line
Diagrams/ Flow Process Sort: Put menu on the outside of the window and make the font larger; red tag unnecessary items
Paying 8.05 4.81 5.34
Chart/ MUDA Receiving 4.48 4.01 4.45 Set in Order: Have pay/order station on the right, and pick up station on the left so line flows easier
Shine: Clean menu boards, iPads and all other surfaces so they are clean and organized
Root Cause Analysis Standardize: Each station must have a clear label and line markers. Employees must be trained on new system
• Signal for when an order begins being made is and answer questions.
when the customer pays – can be easily changed Sustain: Leave station descriptions for new customers and employees and ensure that each process is up to date.
electronically.
• Backed up inside an outside Shake Smart: orders
and the customers.
Follow-up (Actions)
• The inefficiency of two lines can be seen in the How to Measure and Maintain the New Process:
Pareto Chart (Background) or the Data Time • Conduct Data Time Studies/ Complete Worker Training/ Continue updating the
Studies (Goal/Target Condition). new system/ Incentivize the employers
• Combining the order and pay line: free up another Prevent Recurrence:
employee to work on the shakes and get orders • Each tablet should be up to date with the newest software/ Input a Kanban
started earlier. system and stick to it/ Constantly communicate with both the employers and
customers for feedback
Ergonomic Issues Next Steps:
Employees bend and twist to grab ingredients • Watch the new system increase profits and an increase the number of
and they work in a cramped and loud customers/ New Labeling system on the outside of Shake Smart New electronic system
Fishbone Diagram: shows how all Further Advancements: that employees need to
environment with very little space for movement
factors connect to the long lines at • Change the shake-making process by creating bases for the shakes beforehand/ be trained on
in the one room
Shake Smart Create a simpler layout for the inside of Shake Smart/ Ingredient Inventory
.