TAKING ON THE BUBBLE TEA !

Prepared by : Karen Keyon Ling Yin Hui Xin Xanthe

TEAM DIVERSIFY

To increase the overall efficiency of the bubble tea business situated in the newly opened food court in NTU

Purpose

Objectives
1. 2. Reduce congestion at counter Improve workspace layout

Introduction

Visual Control
Main menu:
Showcases only 5 drinks Prices not stated

Side menu:

Size is only 1/3 that of main menu yet it lists the entire drinks selection

C O N T R O L

Problems:
Main menu Side menu

Main menu provides 5 variety of drinks The side menu is small and only customer who are in front of the counter can see the list entire list of drink available. Those customers behind could not see the side menu and will spend time deciding when they are at the counter

Suggestions: Main Menu List more variety of drinks,

including their corresponding prices. Side Menu Place another side menu

Objective 1 is achieved Reduce customer buying decision time thus reducing congestion

Suggestion : Install additional digital counter display at this pillar to increase visibility of digital counter display .

Visual Control
Bubble Tea Store

C O N T R O L

Digital Counter Display

Digital counter display cannot be seen from far

Problem:

Customers have to remain near to the counter while waiting for the collection of their orders

Objective 1 is achieved Congestion at counter is reduced

Suggestion:

Install another digital counter display, as seen in the image above Print an estimated waiting time on the cue slip

To Sort Organization

5S

Ingredients are arranged in order. For example: Different types of tea are placed on the upper shelve adjacent to each other
Cups of pearls, served as back-ups, are left untouched While workers choose to scoop pearls directly from the bucket instead

Suggestion:

Objective 2 is achieved Workspace layout is improved.

Removal of back-ups will generate more space to improve workers efficiency

To Set In Order - Orderliness 5S

Most ingredients, including those stored in the fridge, are labeled for easy referencing

Some ingredients are placed far back in the store: Delays production of the bubble tea since items are not readily available

Suggestion:

Objective 2 is achieved Workspace is improved.

Arrange the ingredients for easy accessibility Store small but sufficient proportions of ingredients into the mini fridges below the main counter

Shine - Cleanliness 5S

Regular cleaning of used mixers and utensils

Counters are wiped frequently

Needle
Used receipts placed in the production area: Presence of these used receipts compromises the overall tidiness of the store Sharp needle used to fasten the receipts could be a potential workplace hazard that may hurt the workers.

Suggestion:

Objective 2 is achieved Workspace is improved.

Place used receipts in a box at the cashier instead

Seiketsu - Standardization5S
Employees adhered to the standard procedures of
making the bubble tea

Poor layout prevents a smooth work flow: Production of bubble tea involves a 5-step sequence that the employees adhere to All ingredients are scattered over different segments of the store. ( See Fig. 1)

Suggestion:

All necessary ingredients could be placed on a single workbench for easy accessibility

3
5 1

Shitsuke Sustain
Good sustainability in the cleanliness and
quality of food produced

5S

Fig. 1: Current workspace layout

Objective 2 is achieved Workspace is improved.

7 Waste - Motion

wastes

Fig. 2: Current workspace layout

Some ingredients are placed far back in the frozen food corner: leads to unnecessary walking (See Fig.2 ) during preparation of beverages

Suggestion:

Objective 2 is achieved Workspace is improved.

Arrange ingredients for easy reach Ingredients can be moved to mini fridge located much nearer to the actual workbench

7 Waste - Inventory

Ingredients are stored neatly in separate containers allowing easy retrieval of ingredients
Certain frozen materials are not readily available at the counter:

wastes

Workers can only retrieve these ingredients at the back of the store (See Fig. 3 )

Additional handling of materials required since they are not easily attainable from the tightly secured packages Fig. 3: Current workspace layout

Suggestion:

Objective 2 is achieved Workspace is improved.

Take small but sufficient portions of ingredients Store them in small containers to be kept in the mini-fridge nearer to actual workbench

7 Waste - Waiting
Ingredients are not readily available when needed Poor store layout leads unnecessary motion. (See Fig. 4 ) to

wastes

Fig. 4: Current workspace layout

Poor visibility of digital counter display No proper queue space

Suggestion:

Objectives 1 & 2 are achieved Congestion at counter is improved. Workspace is improved.

Modify the store layout to facilitate proper work flow Cue slips should indicate estimated waiting time so customers will not crowd around the store thereby minimizing congestion problems.

Standards for Qessential

Sequence

Content Cleaning of mixers and utensils. Removal of backups on cups of pearls. Organize the receipts neatly by placing them in less hazardous places. Arranging Ingredients neatly with clear labeling. Measuring the time taken to prepare a drink. Visual Control for menus. Conducting regular maintenance for the digital counter display.

Timing / Frequency After each preparation

Expected Results
Mixers and utensils to be clean No presence of backups for fresh ingredients/pearls Placed at cashier for a safe and tidy environment Minimum confusion of ingredients Drinks are to be produced within 3 minutes Menus are clear and visible from afar Digital counter display performs at its optimum.

2
3 4

Daily
Daily

Once a week when preparing for drinks.

5
6 7

A fortnight
One month Once a month

Key Thoughts
Key Observation
Main menu
Displays only 5 drinks Drinks prices absent

Key Thoughts & Proposed Action

Main menu
Should provide entire list of drinks available

Side menu
Include another side menu
These will accelerate consumers buying decision-making process & simultaneously minimize congestion issues.

Side menu
1/3 the size of the main menu Lists complete selection of drinks Limited visibility of the digital counter display leads to congested queues.

Install another digital counter display Include the estimated waiting time on the cue slips.
Congestion problems addressed as customers need not stand near the store till their order is ready for collection.

Cleanliness and tidiness of store were well maintained, reflecting good business ethics However, used receipts were fastened with sharp needle & placed at work bench, compromising stores tidiness and staff safety

Workers are constantly producing high quality and consistent work, indicating effective management by the supervisors. Used receipts should be placed in a box at the cashier instead
Tidiness of store is enhanced and work hazard is eliminated for the safety of all workers

Key Thoughts
Key Observation Key Thoughts & Proposed Action
Poor workspace layout that 1. Take small portions of the ingredients and store leads to unnecessary motion. them in the mini fridge located right next to actual work bench. Ingredients are usually out of reach impeding smooth work 2. Modify the store layout: flow Many ingredients are placed at the back of the store.
3 5 3 2 4 4 6
Before

2 1 6
After

By moving the entire production to the back storage area helps to facilitate movement. This will help create a smoother work flow and increase production efficiency. This rearrangement may involve high costs but an improved workspace layout will substantially reduce production and customer waiting time which in turn increase revenue earned ultimately.

THE END
Special Thanks To: Professor Michael Tay

The NEW WORLD @ NTU

Problem Solving Theme: I.Background / Problem Statement: On average, customers have to wait for about 7-10minutes before their drink is served. The production process is not orderly refine, thus, resulting in ergonomics issues. There is no proper queue line for customers, making it difficult for customers to differentiate the order and collection line. Potential customers may be deterred from ordering upon seeing the long queue. II. Target/Goal: To reduce the waiting time of the customers to 3 minutes per drink.

III. Causal Analysis:

Man

Inexperienc e workers. Insufficient knowledge to operate the machine.

Employees are too task-oriented; they do not cross over the boundary, upon completion of their job.

Machine
There is only one sealer.

No customer service standard. Long Waiting time

V. Action Plan Countermeasures 1 Send the employees for training. Organize teambuilding activities. Set standards for customers making the purchase: a) Service b) Drinks ordering c) Drinks collection Introduce additional sealers to promote efficiency. Introduce Order here and Collection point signage at the counter to reduce confusion. Install an additional digital counter display in the middle of the foodcourt to increase the visibility of queue number. Include an estimated waiting time on the queue slip. Shift the production line to the back of the store to increase productivity efficiency. Store the ingredients in clearly labelled containers. 2 When (week) 3 4 Who 5 6

Congestion at the waiting area.

Inappropriate layout.

Inappropriate storage of ingredients.

Method

Material

IV. Countermeasures

Problem(s) Inexperience workers. Insufficient knowledge to operate the machine. Employees are too task-oriented; they do not cross over the boundary, upon completion of their job. No customer service standard.

Countermeasures Send the employees for training.

Organize teambuilding activities.

There is only one sealer. Congestion at the waiting area.

Follow Up
Under 3mins : Target met What is the new waiting time? Retain plan.

Set standards for customers making the purchase: a) Service b) Drinks ordering c) Drinks collection Introduce additional sealers to promote efficiency. Introduce Order here and Collection point signage at the counter to reduce confusion. Install an additional digital counter display in the middle of the foodcourt to increase the visibility of queue number. Include an estimated waiting time on the queue slip. Shift the production line to the back of the store to increase productivity efficiency. Store the ingredients in clearly labelled containers.

Inappropriate layout. Inappropriate storage of ingredients.

More than 3mins : Target not met

Review action plan and consider other approach.

Problem Solving Theme: To reduce the waiting time of the customers

I. Background / Problem Statement: On average, customers have to wait for about 7-10minutes before their drink is served. The production process is not orderly refine, thus, resulting in ergonomics issues. There is no proper queue line for customers, making it difficult for customers to differentiate the order and collection line. Potential customers may be deterred from ordering upon seeing the long queue.
II. Target/Goal: To reduce the waiting time of the customers to 3 minutes per drink.

V. Action Plan
Countermeasures Send the employees for training. Organize teambuilding activities. Set standards for customers making the purchase: a) Service b) Drinks ordering c) Drinks collection Introduce additional sealers to promote efficiency. Introduce Order here and Collection point signage at the counter to reduce confusion. Install an additional digital counter display in the middle of the foodcourt to increase the visibility of queue number. Include an estimated waiting time on the queue slip. Shift the production line to the back of the store to increase productivity efficiency. Store the ingredients in clearly labelled containers. 1 When (week) 2 3 4 5 Who Employees Manager Employees and manager Manager

External contractor and manager

Employees and Manager Employees

IV. Countermeasures
Problem(s) Inexperience workers. Insufficient knowledge to operate the machine. Employees are too task-oriented; they do not cross over the boundary, upon completion of their job. No customer service standard. Countermeasures Send the employees for training.

III. Causal Analysis:

Organize teambuilding activities. Set standards for customers making the purchase: a) Service b) Drinks ordering c) Drinks collection Introduce additional sealers to promote efficiency. Introduce Order here and Collection point signage at the counter to reduce confusion. Install an additional digital counter display in the middle of the foodcourt to increase the visibility of queue number. Include an estimated waiting time on the queue slip. Shift the production line to the back of the store to increase productivity efficiency. Store the ingredients in clearly labelled containers.

Man

Inexperience workers. Insufficient knowledge to operate the machine.

Employees are too task-oriented; they do not cross over the boundary, upon completion of their job.

Machine
There is only one sealer. There is only one sealer.

Congestion at the waiting area.

No customer service standard. Long Waiting time Inappropriate layout. Inappropriate storage of ingredients.

Congestion at the waiting area.

Inappropriate layout.

Follow Up
Under 3mins : Target met What is the new waiting time? Retain plan.

Inappropriate storage of ingredients.

Method

Material

More than 3mins : Target not met

Review action plan and consider other approach.