Bachelor of Business Administration (Hons).

BBB3173 Service Operation Management

INDIVIDUAL ASSIGNMENT

Submitted by:
Student Name : Norsyarfa’ Syairah Aimi Hanisah Binti Awang Masyadi
Batch Code : BBA YR1 2002 E

Submitted to:
Unit Lecturer : Sir Kumar
Date of Submission : 30th June 2023

FACULTY OF BUSINESS. BBB3173 SERVICE OPERATION MANAGEMENT

INTERNATIONAL GRADUATE COLLEGE STUDIES BRUNEI DARUSSALAM.
LIMKOKWING UNIVERSITY
Table of Contents

a) Construct a service blueprint for the 100 yen Sushi House operation......................... 1

b) Identify the features of the 100 Yen Sushi House service delivery system that
differentiate it from the competition and what competitive advantages do they offer. . 2

c) Evaluate how 100 Yen Sushi House incorporated the just in time system into its
operation. .................................................................................................................. 3

d) Suggest other services that could adopt the 100 Yen Sushi House service delivery
concepts..................................................................................................................... 5

e) References ................................................................................................................. 7
Construct a service blueprint for the 100 yen Sushi House operation

1
Identify the features of the 100 Yen Sushi House service delivery system that differentiate
it from the competition and what competitive advantages do they offer.

100 Yen Sushi House stands out by employing a production-line approach similar to an
assembly line, where each station has a designated role in the food preparation process. What
sets it apart is the active participation of customers in this system. They engage with the food
train, selecting dishes of their choice and leaving when they finish. This interactive process,
determined by the customers themselves, creates an efficient and engaging dining experience.

The restaurant follows a pull system, which means that food preparation is driven by customer
demand. Instead of preparing dishes in advance, 100 Yen Sushi House responds to immediate
requests from customers. This approach significantly reduces waste by ensuring that food is
only prepared and served when it is specifically requested. It minimizes the risk of
overproduction and unsold items, resulting in better resource utilization.

Incorporating customer involvement and a pull system also enables the restaurant to reduce
personnel requirements. Since customers directly choose their dishes from the food train, there
is no need for dedicated servers to take orders. This allows the kitchen staff to focus on
preparing food based on real-time demand, streamlining operations and reducing the number
of personnel needed to serve customers. This not only improves efficiency but also contributes
to cost savings.

Furthermore, 100 Yen Sushi House offers uniform pricing for its items, with the size of each
dish adjusted according to its cost. This strategy simplifies the billing process for customers,
as they don't have to keep track of individual item prices. It eliminates the need for complex
calculations or item-specific billing, resulting in cost savings by reducing the personnel
required for billing procedures.

Overall, 100 Yen Sushi House's production-line approach, pull system based on customer
demand, reduced personnel requirements, and uniform pricing with varying item sizes provide
the restaurant with a competitive advantage. The efficient food preparation, waste reduction,
streamlined operations, and simplified billing process enhance the overall dining experience
for customers while optimizing costs and resources.

2
 Evaluate how 100 Yen Sushi House incorporated the just in time system into its operation.

I. Incorporating vendor agreements

100 Yen ensures a continuous flow of fresh ingredients by making agreements with
vendors who deliver fish multiple times each day. This emphasis on freshness can be a
significant selling point for the restaurant, as customers often prefer dishes made with
fresh ingredients. This eliminates the need for storing a large inventory of perishable
items in refrigerators, allowing the restaurant to utilize the saved space efficiently and
accommodate more customers. They may choose to expand seating capacity, set up
additional food preparation areas or make the overall dining environment more
comfortable and spacious for customers. This efficient use of space can enhance the
dining experience and potentially attract more customers.

It is important to highlight that this approach is specifically well-suited for a restaurant

such as 100 Yen, which probably focuses on seafood or sushi cuisine. Given the
perishable nature of seafood, it is crucial for this type of establishment to have a constant
supply of fresh ingredients in order to uphold its quality and reputation. By establishing
agreements with vendors for multiple daily deliveries, 100 Yen ensures a continuous flow
of fresh ingredients. As a result, the restaurant eliminates the need for storing large
quantities of perishable items in refrigerated storage, which not only saves space but also
allows for more efficient utilization of resources. Ultimately, this enables 100 Yen to
consistently serve high-quality seafood dishes to its customers.

II. Emphasizing quality responsibility

100 Yen adopts a decentralized approach to quality control, involving all employees.
Instead of relying solely on designated quality inspectors, every employee is responsible
for monitoring the prepared sushi and removing any old or expired dishes from the
serving train. This practice maintains quality standards throughout the process and
empowers employees to take ownership of the final product they deliver to customers.
In this approach, every staff member, regardless of their position, is responsible for
monitoring the sushi from preparation to service. They have the task of promptly
identifying and removing any expired or old dishes from the serving train to maintain a
selection of fresh and high-quality sushi for customers. The objective of involving all
employees in quality control is to uphold consistent standards throughout the entire

3
 process. Each employee takes personal responsibility for the final product they deliver,
actively ensuring its freshness and overall quality. This decentralized approach offers
several advantages.

Firstly, it distributes the responsibility for quality control among all members of the staff,
reducing the reliance on a few designated individuals. Secondly, involving all employees
in quality control empowers them to actively contribute to maintaining high standards. It
fosters a culture where each individual comprehends the importance of freshness and
quality, motivating them to take proactive measures to uphold these standards.
This approach promotes increased attention to detail and a stronger focus on customer
satisfaction. Furthermore, this approach also functions as an ongoing training and
feedback system. Employees learn to identify and address quality issues in real-time,
allowing them to improve their skills and knowledge in sushi preparation and maintaining
freshness.

III. Managing waste

As the sushi at 100 Yen manages potential waste from their conveyor belt system by
closely monitoring customer demand. They analyse customer preferences and
consumption patterns to adjust their sushi production accordingly. By increasing
production of popular items and reducing production of less popular ones, they minimize
excessive waste. This approach helps them achieve a better balance between supply and
demand, optimizing inventory management and reducing the risk of overproduction. By
effectively managing waste, 100 Yen ensures a satisfying dining experience for their
customers.

IV. Implementing the kanban system

100 Yen utilizes a kanban system, a visual signalling system for production and inventory
control. In the restaurant context, this is achieved by leaving empty spaces on the
conveyor belt. These empty spaces serve as signals that specific types of sushi are needed,
prompting the chefs to prepare them accordingly. By avoiding overproduction and
producing sushi in response to customer demand, the kanban system helps prevent excess
inventory.

4
V. Employee engagement and management responsiveness
The successful implementation of JIT at 100 Yen stems from the commitment of all
employees to delivering quality service and the management's responsiveness to
customer demand. This commitment reflects a company-wide dedication to the JIT
philosophy, where employees actively contribute to maintaining quality standards, while
management adjusts production to align with customer preferences. This approach fosters
a culture of continuous improvement, resulting in enhanced customer satisfaction.

Overall, 100 Yen's integration of JIT principles enables efficient resource utilisation, waste
reduction, and a customer-centric focus. Through employee engagement, customer demand
monitoring, and the implementation of visual control systems like kanban, the restaurant
achieves streamlined operations that meet customer needs, optimise resources, and minimise
waste.

Suggest other services that could adopt the 100 Yen Sushi House service delivery
concepts.

• Fast Food Restaurants

Fast food chains could adopt the conveyor belt system and demand-driven production
to serve customers quickly and efficiently. By continuously preparing and placing food
items on a conveyor belt, customers can select their desired items, ensuring freshness
and reducing waiting times.
• Cafeterias
Cafeterias in schools, universities, or office buildings can implement a similar approach
by using conveyor belts to circulate food options. Students or employees can choose
their preferred meals from the conveyor belt, minimising waiting times and optimising
food distribution.
• Retail Stores
Retail stores, especially those specialising in small items or accessories, can utilise a
conveyor belt system to display products. This allows customers to browse and select
items easily, enhancing the shopping experience and reducing the need for excessive
inventory storage.
• Buffet Restaurants
Buffet-style restaurants can incorporate the demand-driven production concept by
continuously replenishing food items based on customer consumption. Chefs can

5
 monitor the buffet stations and prepare fresh food as needed, minimising food waste
and ensuring a steady supply of popular dishes.
• Food Delivery Services
Delivery services can adopt the reduced lead time concept by optimising their order
fulfilment process. By streamlining operations and employing efficient delivery
systems, such as using drones or dedicated delivery routes, customers can receive their
orders quickly, reducing waiting times and enhancing customer satisfaction.
• Automated Service Kiosks
Various service industries, such as ticketing services, self-service check-ins at airports,
or self-checkout systems at retail stores, can implement automation and self-service
kiosks to reduce waiting times and improve overall efficiency. This concept aligns with
the reduced lead time principle and allows customers to access services swiftly.

6
References

❖ How do you adapt and respond to changing service delivery demands and trends in the
market? (2023, June 1). How to Adapt to Service Delivery Changes.
https://www.linkedin.com/advice/1/how-do-you-adapt-respond-changing-service

❖ Perlmutter, D. (2021, May 17). Just in Time Delivery: What is it, and How Does it
Affect Supply Chain Management? Bring. https://www.bringg.com/blog/logistics/just-
in-time-delivery/

❖ Restaurant Service Blueprint | Creately.. Restaurant Service Blueprint | Creately.

https://creately.com/diagram/example/j73OorGDAph/restaurant-service-
blueprint#:~:text=A%20Restaurant%20Service%20Blueprint%20is,for%20improvem
ent%20in%20customer%20service.

❖ What Competitive Advantage Does a Large Restaurant Have Over a Small Restaurant?
(2022, July 19). Small Business - Chron.com.
https://smallbusiness.chron.com/competitive-advantage-large-restaurant-over-small-
restaurant-35563.html

❖ What is competitive advantage? | Definition from TechTarget. (2018, February 1). CIO.
https://www.techtarget.com/searchcio/definition/competitive-advantage

❖ What Is a Service Blueprint? [Examples and Templates]. (2019, March 4). What Is a
Service Blueprint? [Examples and Templates] | Lucidchart Blog.
https://www.lucidchart.com/blog/what-is-a-service-blueprint