UNIVERSIDAD DE LA SABANA

ESCUELA INTERNACIONAL DE CIENCIAS ECONÓMICAS Y ADMINISTRATIVAS

INDUSTRIAL PROJECT OPERATION MANAGEMENT

MEMBERS:
MARÍA JOSÉ CHACÓN
MARÍA PAULA CARVAJAL GUZMÁN
MARÍA ALEJANDRA FERNÁNDEZ RODRÍGUEZ
SOFIA VALENTINA VARELA RODRIGUEZ

PROFESSOR:
RAFAEL JOSE HENRIQUEZ MACHADO

2021
La Santa Guadalupe Restaurant

La Santa Guadalupe was born from a passion for Mexican food, leading each of its clients to live an
unforgettable experience on December 12, 2014, which has a meaning that is the day of the Virgin of
Guadalupe whom it honors in her name. In the surroundings of La Santa Guadalupe a special
environment with a high emotional content is built that is complemented by each of the people who work
there to make the visit of its clients a unique moment. The restaurant offers flavors so that they are rooted
in the senses of each client and in their heart, so that each visit they discover a new reason to visit the
place again.

The restaurant is directed by Chef "Fabian Vidal", La Santa Guadalupe proposes a combination between
Traditional Cuisine and Contemporary Mexican Cuisine, and they work with authentic and original
Mexican products, striving every day to be the best Ambassadors of Mexico to their customers and diners
giving their own personality to each of the dishes. La Santa is in separate places, it has two restaurants in
the emerging gastronomic area of Bogotá, one in Cartagena and the other in Medellin, below are the
addresses of each city: Bogotá Call 109 # 15-44, Cartagena Call del Jardin # 39-71 and Medellín Cr 25 #
4-165. As the company La Santa Guadalupe has various locations, it manages in each of the locations
around 20 employees to have a total of 80 employees with chefs, cleaning staff, waiters, and area
managers.

Values and purposes

Product/Service

Contact

We have two different contacts, one of them is Mariana Amezquita who is the stepdaughter of Jaime
Alzate, he is the owner of La Santa Guadalupe and Mariana is the one who provides us with the
information with the authorization of Jaime Alzate.
Email: lasantaguadalupe@gmail.com

Phone number: 3123114915

Process: Service.

Production or service In the restaurant, many of the processes they handle were identified and the
one we chose was one of the most important, which is the service process, since taking into
account that this is a restaurant, not only the quality of the food is important, but also the service,
in terms of the treatment, but above all in time, from when the diner sits down and asks for their
order until paying and leaving. La Santa Guadalupe has distributed the papers well regarding this
process since for its efficiency they not only use speed but an appropriate control of the work
flow in the premises, taking into account that their services beyond just restaurant and bar, also
covers, events, special dates, catering and business events.

The strategy used by the restaurant when carrying out the service and especially at the time of
this is directed that in a high demand it is calculated that they have 120 diners daily between
approximately 14 hours with about 20 tables with capacity of attention from 4 to 6 clients per
table, only in the restaurant / bar service. Based on this, a control is generated in which the
waiters are given an estimated time of no more than 8 minutes to take the order and go to the
kitchen and to the checkout to leave the order and its value. Waiting time for diners that is the
same as in the kitchen, although it varies by the dish we are talking about an approximate of 10
to 25 minutes of waiting and preparation, then the service is generated to serve it of 5 minutes
and finally this is consumed and paid out. (See annex 1 of the service model)

La Santa Guadalupe makes an estimate in time since the place is quite crowded, in addition to
the effectiveness and efficiency of the service in time that they do, it should be clarified that it
manages everything manually, that is, the orders, the delivery and the box, are manual and There
is no software or computer program for the keeping or delivery of this information. They also
manage these times since they use a prior reservation system, but also the immediate arrival of
customers

Strengths
- Clean, relaxed atmosphere and good service with efficient attention.

- Organization and control of estimated time for the client's wait

Opportunities

- Improve the control and technological recording of times for an order in the service, for a larger, more
digitized organization

- Ability to expand based on their great lines that they have within their services

The bottleneck:

At Santa Guadalupe, the bottleneck that most affects and has consequences is the absenteeism of the
restaurant staff during peak hours and days, such as Friday nights, when the demand in the restaurant
usually increases and the trained staff is not enough to handle it.

Although this could be a good sign, since the more demand the staff perceives, the more quality they
perceive. It is also a problem, as wait times are quite long now and the best quantity is exceeded inside
the restaurant at certain times, as a strategy to reduce the frustration that waiting can cause.

To control this bottleneck, the restaurant has implemented a price differentiation on Fridays and
Saturdays before peak hours (1-2 p.m. and 5-6) where a 2-for-1 happy hour is implemented on all
cocktails and tequilas in the restaurant.
Annexes

Annex 1

Slide 5: They have a capacity of 120 diners per day for approximately 14 hours with about 20 tables with
a capacity of 4 to 6 customers per table, only in the restaurant / bar service. Based on this, a control is
generated in which the waiters are given an estimated time of no more than 8 minutes to take the
order, Waiting time for diners that is the same as in the kitchen, we are talking about an approximate
10 to 25 minutes of waiting and preparation, then the service is generated to serve it for 5 minutes and
finally it is consumed and paid for. Basically the illustrated design of how the service is is as follows.

Slide 6: however we use a simulation model only since they do not have established a more digitized
software, platform or control in times, random values are used from Excel for the time measured
between client and customer reservations, as it is the instantaneous arrival, reason why the service of
lines or waits can depend on the amount of clients, however based on the data that they have stipulated
this simulation is done based on 10 and 12 clients in an hour.
Slide 7: on the other hand, in queuing theory formulation we have an estimate that customers will reach
an average rate of 10 in one hour and compared to your information we have that The average number
of customers in the waiting line is: 0.5 customers , The average number of customers waiting for
attention: 1 customer, Average waiting time at the table: 3 minutes and Average waiting time for food: 6
minutes, which compared to the restaurant estimate is not very far

Slide 8: For the waste part, the company told us that they do not measure waste so we decided to
identify them through Lean Manufacturing, following step by step. To start the process is necessary
identify the customers and specify the value, the customer profile of the company is families that like
Mexican gastronomy and what they really want is to taste delicious mexican dishes with the highest
quality in a pleasant environment at a fair price.

Slide 9: In this map we can see the processes that are carried out in La Santa Guadalupe, after reviewing
which are the processes that do not generate value, these are eliminated and the entire process can be
reorganized to make it efficient creating value and with this recognize the waste generated by the
company that currently does not have a waste disposal process.

Slide 10: Different wastes were identified, such as the constant movement of the waiters that affects the
time of food delivery, this can be solved by giving multi-functions to other workers and rotating them to
make the movements at the same time, Another waste is the waiter's waiting time since this It can
affect the added value in the final product since the food can arrive cold so an improvement must be
made in the times by automating the management of the waiter and constantly changing its process so
as not to lose valuable time, finally the excess of food that is in the part of the organization of the
inventory and storage is another waste since there may be a greater amount of stock than necessary
and it can be spoiled so it is necessary for the company to make a distribution of the product in a specific
section and establish a Just In Time system in the deliveries of external supplies.