Wild dog coffee company

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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 ………………………………………………………………………………………………………………………………… 4
Process Identification …………………………………………………………………………………………………………………… 4
Work Place Efficiency …………………………………………………………………………………………………………………. 4
Process Metrics …………………………………………………………………………………………………………………………… 4
Procedure: Espresso Beverage Preparation Process …………………………………………………………………………. 5
Purpose (of the procedure) ……………………………………………………………………………………………………………. 7
Analyzing Data for Selected Process ……………………………………………………………………………………………… 7
Centered …………………………………………………………………………………………………………………………………….. 9
3-Stigma Performance …………………………………………………………………………………………………………………. 9
Statistical Control………………………………………………………………………………………………………………………… 9
Analyzing the Cause and Effect of Process Variances ……………………………………………………………………. 10
Conclusion ……………………………………………………………………………………………………………………………….. 11
Recommendation ………………………………………………………………………………………………………………………. 12
Appendix A: Procedure………………………………………………………………………………………………………………. 12
Appendix B: Order Delivery Time Analysis …………………………………………………………………………………. 13
Appendix C: Cause and Effect Diagram ……………………………………………………………………………………….. 14
Appendix D: Process Flow Chart…………………………………………………………………………………………………. 16
References ………………………………………………………………………………………………………………………………… 17

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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 local 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 distinctive nutrients prepared specifically 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. A few components contribute to
the coffee business’s long-term success, and methods should be refined consistently to ensure a
great client experience. It is critical for pioneers to 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. 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).
Process Identification
Coffee arrangement will continue in the same manner as before 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 they enter
the bistro. Regardless of 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 critical to an effective beverage production.
Positioning equipment optimally in relation to 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 at the store 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 that will 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 as a result of 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 with the goal of
transforming customers’ perceptions of the coffee shop line.
Process Metrics
Prior to establishing the new area, it is critical to understand clear estimations that will enable us
to track the implementation of the new workstation procedure. The new store will include an
additional work space to accommodate the store’s needs. This new arrangement will be compared
to the current workstation organization 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 amount 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 to 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 main 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. For the purposes of this sequence, we will assume that the client

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wanted a latte. The technique begins with the request submission process, which needs the
representative to enter both the request and any necessary modifications. After accurately
contributing all of the beverage, 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 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 of the 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 that has already been dispensed.
When leaking the milk, it is critical to guarantee that it is not excessively frothy or excessively
thin at the end.

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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 to maintain a cadence as the next
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. By
removing several bottlenecks from the coffee refreshment preparation procedure, the activity will
become more proficient.
Purpose (of the procedure)
The rationale for this technique is to maximize profitability and efficiency in the process of
preparing coffee refreshment. 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 wellconsidered plan of action can have a significant impact on 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. Establishing 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 yet addressing
each customer concern.
Analyzing Data for Selected Process
In the database, the training method for forty drinks occurred at the first store, utilizing the
requesting processing framework. Separating the solicitation travel times and calculating is
enables us to make inferences based on current facts and enables us to make informed
judgments. The capacity examination determines whether the methodology complies with the
specifications. If the plan is competent, it will satisfy client wants and generate revenue.
However, if the capacity rundown value (Cpk) is less than the established necessary value, the
procedure is incapacity. 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,

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2014). The capability list adjacent to the limit extent will enable us to better comprehend our
hold up times and identify areas for expansion. The table below summarizes the determined
results for the process capability index and process capability ratio. We can more easily
comprehend the current assistance method based on the outcomes.

Process Capability Results
Process Capability Index
(Cpk)

0.25

Process Capability Ratio
(Cp)

0.27

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Centered
The strategy is not fully engaged by the figure 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 that is 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
findings of the new study 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 awesome
mechanical assembly for determining the proximity of a procedure and can inform us whether
the procedure is strange or obvious in light of the assortment. The Upper Control Limit (UCL)
and Lower Control Limit (LCL) for refreshment administration times are the longest and shortest
proportions of time required to complete the solicitation fulfillment procedure, respectively. The
solid red line extends as far as feasible, and because the centers remain inside these boundaries,
the system is in true control. If the centers are located outside of these breaking points, the
approach is almost certainly unstable at that time, and the source of the assortment is external to
the strategy.
The assortments that occur within the approach are referred to as vital assortments because they
are a part of the strategy. By utilizing a control diagram to forecast future assortments for
internal control systems, an organization can position itself for growth (Worley, Williams &
Lawler, 2016). 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.
Analyzing the Cause and Effect of Process Variances
When splitting the espresso beverage arrangement method, there are several sources of
assortment to consider. The difference in drink administration times could be due to labor
constraints, implying that there is insufficient staff available. Needing assistance implies that
laborers will have to handle many livelihoods and clients, which can create instabilities

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throughout management periods. Another aspect of work is replenishing provisions and the
possibility of maintaining a drive-through, which affects administration time. One factor that can
affect salary is being understaffed, as this is when errors occur. Another challenge is outdated or
malfunctioning hardware, as reps must devise new ways to manufacture the things (Boutros &
Purdie, 2014).
Administration timeframes may vary due to a lack of materials and the need to retreat to
the back to replenish. Dirty dishes and various pieces of equipment are another source of
materials that might cause administration times to be extended. It is the supervisory group’s
responsibility to guarantee that all resources are available throughout the workday in order 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 variety in the beverage arranging process.
Inadequate correspondence, absence of sufficient setup, inability to assign responsibilities, and
failure to promote collaborative effort are all examples of inadequate administrative capacities.
Without these abilities, exercises will have a contradicting effect, and delegates will not feel
aroused to serve the consumers. Poor supervisors result in decreased revenue, dissatisfied
consumers, extended 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, it is critical that we understand the
various sources of assortment. By paying attention to the numerous sources of assortment, it
becomes possible to mitigate their effect on the refreshment administration times for the new
technique.
Conclusion

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At Wild Dog Coffee Company, our representatives plan their days on providing amazing items
to all clients. Our objectives are to make our clients happy, to provide superior products, and to
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 out 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 completely stocked and placed at a safe distance of each
barista. Take notice that under the new arrangement, all arrangements and materials will be
gathered in front of the personnel. Having this component integrated into the workstation enables
us to eliminate 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. By implementing a new ergonomic framework, we 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

The procedure for a Latte
1. The customer’s order is taken by the cashier. Grind the coffee.
2. Steam the milk.
3. Measure the coffee for the cup.

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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

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Process Capability Ratio
(Cp)

0.27

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

After looking at the graph is shows, the process is in statistical control. The disparity is in the
UCL and LCL, 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

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References
Becker, C. M., & Glascoff, M. A. (2014). Process measures: A leadership tool for
management. TQM Journal, 26(1), 50–62.
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. MIT Sloan Management Review, 58(1), 77–82.

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