Product Process Matrix Restaurant Operations Research Paper

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PRODUCT-PROCESS MATRIX

Product-Process Matrix: Application of Concepts


The enterprise that I intend to focus on is a local restaurant, christened TMM, owned by a close friend of mine. At present, it employs 15 fulltime workers. A restaurant, in essence, happens to be a service organization. According to XXXXXX, service organizations could be “classified according to who the customer is…” (225). In the restaurant business, the customer happens to be individuals seeking a meal treat. In my opinion, the current design of the said restaurant’s kitchen is not structured for efficiency and effectiveness. It is for this reason that I believe that the deployment of the product-process matrix could come in handy in efforts to better structure the kitchen.
In seeking to come up with the product-process matrix, I would first ensure that I first define the reason as to why the restaurant’s kitchen is not structured for efficiency and effectiveness. In this particular case, TMM, amongst other things, has poorly staffed kitchen workstations that result in delays, and does not also have in place a clear breakdown of all the menu items and their assignment into various kitchen workstations.

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Next, there would be need to restructure the crucial steps involved from the moment a waitress takes an order to the point at which the customer is presented with the meal of his choice. Here, I would seek to ensure that the various steps flow logically – essentially meaning that steps closest to the customer (i.e. downstream processes) such as meal serving coming last. Third, there would be need to clearly define the various menu items that go through the steps identified and make improvements following an evaluation of the identified bottlenecks. The last step on this front would be ensuring that the menu items are clearly linked to the various process steps identified. It is important to note that to further ensure efficiency, I would also factor into the matrix certain crucial factors including, but not limited to; volume of orders (i.e. depending on the time of day, day of week, etc.), the time it takes to process each order, etc. This would be crucial in efforts to, amongst other things, maintain optimal staffing for each workstation.

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