Wild dog coffee company edited assignment one

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Process Improvement Plan of Wild Dog Coffee Company
Student’s Name
Institutional Affiliation
Date

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Table of Contents
Introduction ………………………………………………………………………………………………………………………………… 3
Process Identification …………………………………………………………………………………………………………………… 3
Work Place Efficiency …………………………………………………………………………………………………………………. 3
Process Metrics …………………………………………………………………………………………………………………………… 3
Procedure: Espresso Beverage Preparation Process …………………………………………………………………………. 4
Purpose (of the procedure) ……………………………………………………………………………………………………………. 5
Analyzing Data for Selected Process ……………………………………………………………………………………………… 5
Centered …………………………………………………………………………………………………………………………………….. 6
3-Stigma Performance …………………………………………………………………………………………………………………. 6
Statistical Control………………………………………………………………………………………………………………………… 6
Analyzing the Cause and Effect of Process Variances ……………………………………………………………………… 7
Conclusion …………………………………………………………………………………………………………………………………. 8
Recommendation ………………………………………………………………………………………………………………………… 8
Appendix A: Procedure………………………………………………………………………………………………………………… 8
Appendix B: Order Delivery Time Analysis …………………………………………………………………………………… 9
Appendix C: Cause and Effect Diagram ……………………………………………………………………………………….. 10
Appendix D: Process Flow Chart…………………………………………………………………………………………………. 12
References ………………………………………………………………………………………………………………………………… 12

Process Improvement Plan for Wild Dog Coffee Company

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Introduction
The Wild Dog Coffee Company is a privately held company located at 313 Coffee Drive in
Detroit, Michigan. Three residents claim ownership of the business. The organization”s primary
focus is on its extensive selection of coffee products. The organization offers a breakfast, lunch,
and dinner menu; however, the selection is limited due to the group’s emphasis on coffee. The
new neighborhood will have specific nutrients explicitly prepared for the residents, but the
preparation process will stay the same. New coffee areas are sprouting up everywhere as the
popularity of coffee shops continues to grow. The business will expand its potential for growth in
the new territory by implementing new processes that will reduce wait times and ensure a
consistent client experience (Desai, Desai &Ojode, 2015). A few components contribute to the
coffee business’s long-term success, and methods should be refined consistently to ensure an
outstanding client experience. Pioneers must understand that trends might be fickle at times.
While changing models and expectations can be taxing for a business, remaining adaptable and
having capable systems allows companies to grow.
Process Identification
The coffee arrangement will continue in the same manner between the old and new zones.
Regardless, the technique for stirring the beverages during setup can be enhanced. We will
concentrate on boosting the workplace group and identifying the technique estimations that will
determine the success of the recently refined structure in this strategy improvement plan. Reduce
the customer’s perception of wait time by quickly presenting their association when entering the
bistro. Whether solicitations are granted in a fortunate circumstance, the work process is a
critical component that can help decrease hold-up times. Organizing workstations that require
minimal modification by baristas is crucial to effective beverage production. Positioning
equipment optimally about the cash register layout is critical for reducing wait times and
completing a compelling assignment (Rosemann & vom Brocke, 2015).
Work Place Efficiency
Report: Ergonomics is another term for workplace competency, and this concept is critical to the
internal operations of a coffee shop. The current location may not be in the best condition, which
will increase client wait times, resulting in dissatisfied clients.
• Importance: Workplace proficiency is critical for the new area because it will likely reduce
lengthy lineups and better serve the customers.

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• Involved Parties: The three proprietors and the board of directors are responsible for
conceptualizing and implementing the workplace strategy. It is critical to remember that even
representatives can collaborate and create ideas to improve the working environment’s
productivity.
• Priority: Workstation ergonomics is critical since it affects wait times in the bistro. The Wild
Dog Coffee Company’s aims are client-driven, and supporting our clients requires us to be
efficient.
• Advantages: There are a few advantages to basing a work environment on the concept of
ergonomics. The first benefit is an enhanced customer experience due to reduced wait times.
Another benefit of an ergonomic condition is the possibility of increased income (Desai, Desai
&Ojode, 2015).
• Cost: A wasteful structure creates the possibility of decreased earnings and unwanted consumer
involvement. It is critical for Wild Dog Coffee Company to plan the new area to transform
customers’ perceptions of the coffee shop line.
Process Metrics
Before establishing the new area, it is critical to understand precise estimations that will enable
us to track the implementation of the new workstation procedure. The new store will include an
additional workspace to accommodate the store’s needs. This new arrangement will be compared
to the current workstation to see which approach necessitates a continually sustainable manner.
The primary technique metric will be how well the system for organizing refreshment performs
between the two intriguing structures. The target motivational force for each store in this
estimation will be a specified amount of errors. For this case, the number of errors will be set to
10, and to track this metric, a catch on the mentioning screen will be pressed each time an
incorrect solicitation is made. The proprietors will use this system statistic to compare their
locations. The shop’s video surveillance system will determine whether the errors are directly
related to the workstation structure or another cause (Rosemann & vom Brocke, 2015). The
second approach measure is the time required to transport the solicitation. The analysis of 50
beverage availability events in the central zone provides critical information about the wait times
encountered by customers.
Procedure: Espresso Beverage Preparation Process
Providing a customer with a coffee drink might be a lengthy process, depending on the
intricacies of the solicitation. The technique begins with the request submission process, which
requires the representative to enter the request and any necessary modifications. For this
sequence, we will assume that the client wanted a latte. After accurately contributing all
beverages, the portion is taken, and the customer’s receipt is printed. After the barista receives
the solicitation, the solicitation fulfillment procedure begins. Immediately, the chance to begin

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using the apparatus to compress the pre-evaluated coffee beans into the port filter has arrived.
Using an estimating cup, we can determine the appropriate amount of milk. Following that, the
beans should be filled with a pack before the port filter is inserted into the coffee maker. Once all
coffee beans have been crushed completely, the channel can be inserted into the mechanical
assembly, and the shot can be inserted into the holder. While the shot is being poured into the
cup, the barista will steam the milk already being dispensed. When leaking the milk, it is critical
to guarantee that it is not excessively frothy or excessively thin at the end.
After the milk is steamed, it can be poured over the coffee, and the system for organizing
refreshment is complete. The consumer would now have the option of receiving a refreshment,
and the hold-up time would have ended. It is critical to complete the means in a comparable
order to avoid potential errors, and this will help workers maintain a cadence as the subsequent
request is prepared. This approach necessitates that all components are entirely loaded and within
the barista’s reach. This will no longer be an issue with the new workstation model, and
representatives will have the option of expediting the refreshment arranging procedure. Even if
only a few moments are saved, this has a significant impact on the subsequent client. The activity
will become more proficient by removing several bottlenecks from the coffee refreshment
preparation procedure.
Purpose (of the procedure)
The rationale for this technique is to maximize profitability and efficiency in preparing coffee
refreshments. Additionally, it is suggested to facilitate a better customer experience by reducing
wait times at our restaurant. This framework follows the procedures for beverage availability and
provides insight into the subsequent zone’s new layout. A well-considered plan of action can
significantly impact daily errands, as this technique realizes. To avoid bottlenecks in the
restaurant, pioneers should comprehend the solicitation fulfillment methodology and how it
affects the structure in total. This method also increases the likelihood of establishing a business
framework. Setting a bistro presumes that the proprietors will develop a suitable approach that
spans several locations with internal duties. A bistro’s layout should provide an enticing
atmosphere (Worley, Williams & Lawler, 2016). Additionally, the company should prepare to
minimize customer wait times while addressing each customer concern.
Analyzing Data for Selected Process
The training method for forty drinks occurred at the first store in the database, utilizing the
requesting processing framework. Separating the solicitation travel times and calculating enables
us to make inferences based on current facts and make informed judgments. The capacity
examination determines whether the methodology complies with the specifications. We can more
easily comprehend the current assistance method based on the outcomes. If the plan is
competent, it will satisfy client wants and generate revenue. However, the procedure is
incapacity if the capacity rundown value (Cpk) is less than the established necessary value.
Either the figure is lower due to a great deal of variation in soliciting travel times, or the typical
for this approach is too near to one of quite a few (Boutros & Purdie, 2014). The capability list
adjacent to the limit extent will enable us to comprehend our hold-up times better and identify

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areas for expansion. The table below summarizes the determined results for the process
capability index and process capability ratio.
Process Capability Results
Process Capability Index
(Cpk)

0.25

Process Capability Ratio
(Cp)

0.27

Centered
The figure does not fully engage the strategy because the Cpk and Cp references are omitted.
The mean for refreshments relationship times is not fixed in the midpoint of the superior and
inferior subtleties, which is advantageous because the Cp value is more visible than the Cpk
respect. Understanding the technique requires a thorough examination such as this one, and it
will be beneficial when attempting to coordinate the system’s advancements.
3-Stigma Performance
If an organization wishes to achieve 3-sigma execution for their procedure, they must first
separate the chosen limit record from the fundamental estimation of 1.0. In this case, the limit
record estimate of 0.26 is not the primary value, and it may be concluded that the sales
satisfaction strategy is not appropriate. This approach is almost certainly deficient in perspective
on the enormous unpredictability of refreshment association times. The minimum amount of
time required to set up refreshment was 1.55 minutes, and the maximum amount required was
3.43 minutes. These conflicting events have created a bottleneck impairing the solicitation
fulfillment process’s adequacy. This type of execution measure reveals the technique’s current
state and provides the proprietor with critical information regarding the framework’s limit
(Becker & Glascoff, 2014). Wild Dog Coffee Company can use the information gathered to
make improvements and develop a more viable system that decreases the time required for
requesting shipment—choosing whether or not to equip the espresso refreshment strategy
requires that the new zone configuration be attempted in the same manner as the old zone. The
new study’s findings would indicate whether or not we made the necessary improvements to the
request fulfillment process.
Statistical Control
Figure 1: Individuals Chart

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The American Society for Quality provided a control graph. Control graphs are an excellent
mechanical assembly for determining the proximity of a procedure and can inform us whether
the procedure is strange or evident in light of the assortment. The Upper Control Limit (U.C.L.)
and Lower Control Limit (L.C.L.) for refreshment administration times are the longest and
shortest proportions of time required to complete the solicitation fulfillment procedure. The solid
red line extends as far as feasible, and because the centers remain inside these boundaries, the
system is in proper control. If the centers are located outside of these breaking points, the
approach is almost certainly unstable at that time, and the assortment source is external to the
strategy.
The assortments that occur within the approach are called vital assortments because they are a
part of the strategy. Control diagrams are a critical tool for executives to understand process
variation, and this analysis serves as a baseline for future use of the improved process. By
utilizing a control diagram to forecast future assortments for internal control systems, an
organization can position itself for growth (Worley, Williams & Lawler, 2016).
Analyzing the Cause and Effect of Process Variances
When splitting the espresso beverage arrangement method, there are several sources of
assortment to consider. One factor that can affect salary is being understaffed, as this is when
errors occur. The difference in drink administration times could be due to labor constraints,
implying insufficient staff available. Needing assistance means that laborers will have to handle
many livelihoods and clients, creating instabilities throughout management periods. Another
aspect of work is replenishing provisions and the possibility of maintaining a drive-through,
which affects administration time. Another challenge is outdated or malfunctioning hardware, as
reps must devise new ways to manufacture the things (Boutros & Purdie, 2014).

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Administration timeframes may vary due to a lack of materials and the need to retreat to
the back to replenish. Dirty dishes and various equipment are other sources of materials that
might cause administration times to be extended. The supervisory group’s responsibility is to
guarantee that all resources are available throughout the workday to keep the process flowing.
The officials recognize it as a fundamental action in the operations of a corporation, which
explains why it may be a source of variation in the beverage arranging process. Inadequate
correspondence, insufficient setup, inability to assign responsibilities, and failure to promote
collaborative effort are examples of insufficient administrative capacities. Without these abilities,
exercises will contradict, and delegates will not feel aroused to serve the consumers. Poor
supervisors decrease revenue, dissatisfied consumers, extend refreshment administration times,
and processes that fall short of expectations (Becker & Glascoff, 2014). Labor, machine,
materials, and management are four segments that influence the administration periods
associated with the espresso beverage arrangement procedure. At Wild Dog, Coffee Company,
we must understand the various assortment sources. By paying attention to the numerous sources
of diversity, it becomes possible to mitigate their effect on the refreshment administration times
for the new technique.
Conclusion
At Wild Dog Coffee Company, our representatives plan their days on providing exceptional
items to all clients. Our objectives are to make our clients happy, provide superior products, and
create an appealing environment. This will increase our clientele in addition to our current ones.
There is always room for improvement, and by constantly seeking new ways to provide service,
we will protect our business from the potential to behave naturally fulfilled. Additional
workstations could be considered for the new area. The materials and apparatus will be kept
within reach of each delegate to prevent them from coming into contact with one another, which
will improve the espresso drink game plan process’s adequacy. It is critical that we reduce
administration times to the norm, and I am confident that we can do so with the new workstation
design. The solicitation fulfillment system requires an integrated methodology that satisfies
client requirements while minimizing administrative time variances. Reduced wait times become
a simpler task when materials are entirely stocked and placed safely from each barista. Take
notice that all arrangements and materials will be gathered in front of the personnel under the
new arrangement. This component integrated into the workstation eliminates time losses caused
by delegates traveling into the back to obtain additional supplies.
Recommendation
To ensure the viability of this new procedure, each component of the system must function well.
The mechanical assembly should be the line’s primary objective, the materials should be preassessed and stacked, the laborers should be well-planned, and the supervisory gathering should
be prepared for any eventuality. Implementing a new ergonomic framework can reduce wait
times at our coffeehouses and increase customer satisfaction. This new method will also make
internal assignments more profitable over time, preparing us for the upcoming region’s debut.
Appendix A: Procedure

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The procedure for a Latte
1. The cashier takes the customer’s order. Grind the coffee.
2. Steam the milk.
3. Measure the coffee for the cup.
4. Tamp the coffee.
5. Make the espresso shots.
6. Pour the milk over the espresso.
7. Hand the cup to the customer with a smile.

Appendix B: Order Delivery Time Analysis

Process Capability Results
Process Capability Index
(Cpk)

0.25

Process Capability Ratio
(Cp)

0.27

The method is not centered or capable of a 3-stigma performance bestowing to the study’s
outcomes.
Figure 1: Individual Chart

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After looking at the graph, it shows that the process is in statistical control. The disparity is in the
U.C.L. and L.C.L.; this allows probability in the upcoming.

Appendix C: Cause and Effect Diagram

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Appendix D: Process Flow Chart

Order submitted

Grind the coffee

Prepare the milk

Steam the milk

Measure the coffee

Make the espresso
shots

Hand the beverage
to the customer

Pour steamed milk
over the espresso

References
Becker, C. M., & Glascoff, M. A. (2014). Process measures: A leadership tool for
management. TQM Journal, 26(1), 50–62.

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Boutros, T., & Purdie, T. (2014). The process improvement handbook: A blueprint for managing
change and increasing organizational performance. McGraw-Hill Education.
Desai, K. J., Desai, M. S., & Ojode, L. (2015). Supply chain risk management framework: A
fishbone analysis approach. S.A.M. Advanced Management Journal, 80(3), 34–56.
Rosemann, M., & vom Brocke, J. (2015). The six core elements of business process
management. In Handbook on business process management 1 (pp. 105-122). Springer,
Berlin, Heidelberg.
Worley, C. G., Williams, T., & Lawler, E. E. (2016). Creating management processes built for
change. M.I.T. Sloan Management Review, 58(1), 77–82.

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