Food Courts
Define
The Knowledge Village food court is going to be our point of measure. In this food court several food chains are available; such as KFC, Subway, Pizza Hut, Beirut, Fiesta and Pashman . The food court is made for everyone that works or studies in Knowledge Village. Therefore, the customers for these food chains are mainly students, teachers, and employees.
In the food court the main service provided is food. Although the quality of the food and the place is very poor the place still provides food and drinks for hundreds of customers daily because it is the only provider in this area.
Critical to quality are the specific, measurable characteristics of a product or process that are identified by customers as necessary for their satisfaction (Goetsche,2006). The CTQ or critical to quality for the Knowledge Village food court are the quality of food, the quality of the chairs and tables and a guarantee that there is place for most of the people that come to have lunch during the peak hour the availability of food and the hygiene of the bathrooms. If compared to most reasonable food courts in the area the knowledge village food court has so many things to develop. The critical to quality issues in the food court are the characteristics or processes and services that could be developed to a better manner in order to reach the customer satisfaction. Furthermore addressing each matter on it own i will start with the toilettes. The toilettes in the food court should be much more organized and should follow certain hygiene factors. The toilettes should be cleaned more often the supply of tissues and soap should be more than required as this is a critical matter. Another issue linked to critical quality is the supply of food, as most of the time students or customers in general are told that certain meals are finished and that they only have a limited choice to offer. The hygiene of the tables, chairs and the floor of the food court should also be worked on as the tables are dirty and the chairs have food marks on them. They should be cleaned more often and the floor should be regularly checked for food spills or step marks. As a critical to quality change is to be made a suggestion box should be provided so that students and customers of the food court have the chance to give their opinion. Strategically critical to quality or the six sigma are used by leaders as a way to develop sustainable culture of customers and quality and value for continuous improvement (Goetsche,2006). Therefore the management of knowledge village should look to develop and know what to change to reach and maintain a certain quality level.
Measures
Food courts today have become a vital part of everyday life of students, staff, professors , visitors to a shopping mall and have overtime exemplified their ease and attractiveness to the general population. Before we analyze our case on food courts we need to indulge ourselves in the study of the process involved beginning with the steps involved in the process (Palmer Hamilton, LLC, 2010).
As the diagram above illustrates the first of the three steps involved with food courts is the Phase 1, Pre-design and consultation. Here, this phase involves the steps to be undertaken before design and planning can be conducted wherein the pre-requisites of developing a food court are measured (Palmer Hamilton, LLC, 2010). It consists of Site inspection and analysis, Student surveys and sampling, Administration interview and Budgeting. Upon site inspection a process owner such as Knowledge Village will be able to access the usage of the land, whether its location is strategically mapped to the owners advantage. For a process owner such as Knowledge Village the strategic mapping is not of high priority as the food court is to be developed within the premises of the college and offices hence being a location usually centered and adjacent to these colleges so as to be easily accessible (Palmer Hamilton, LLC, 2010). Student surveys of sample groups during early stages and conducting administrative survey assists in forecasting the requirements and accommodate spaces accordingly. The last step in this phase consists of Budgeting wherein the estimates as to expenses to occur such as rent paid to landlord, building, and setting up of exhausts for each the restaurants that reach roof level allowing appropriate ventilation to meet standards of the ministry of health and safety and other such expenses (Palmer Hamilton, LLC, 2010).
The second phase Design and planning incorporates, furniture selection, interior layout and graphic prototype. The steps furniture selection and interior design extend from choosing the right type of chairs and table in accordance to the interior layout, here the designer has to create an ambience that is pleasing to the eyes as well color coordinated while accommodating a large crowd (Palmer Hamilton, LLC, 2010). Graphic prototype in most cases involves creating a 3d model or a CAD model illustrating the building layout, allotted areas for the outlets, the overall structure and support of the building. And finally the last phase, Proposal, a floor planning is used to present management with a final blueprint prior to initiating construction. The facilitation of equipments and technology that may be installed in future via engineers and installation services for TV’s, Computer screens, fryers, disposals etc are vital services provided by the builders. Its assists in integrating the required flexibility that is understood to be essential for the ever changing needs, reduces the manual staff required, endows the faculty with nutritious methods of preparations and quality food whilst meeting health and safety standards and practicing environmental safety methods (Palmer Hamilton, LLC, 2010). The process customers here are the end user such as students and customer at the restaurants as well as the restaurants that pay rent and generate revenue from the scenario.
Benchmarking for food courts such as that of the Knowledge Village can be done by drawing comparisons to others, however in the given scenario is preferably benchmarked to that of other such places such as Academic City (Palmer Hamilton, LLC, 2010).
Upon measuring the process with regards to the Quality Function Deployment we observe that in our give case study the following stages of QFD are utilized. Firstly, the matrix 1 where we customer input is rendered as the stage from which the other stages are to develop (Goetsch, D. 2006). Here the student surveys and administrative interviews play a pivotal role in order to attain the essential information on customers expectation and how the features to be provided such as seating arrangement, queue management, interior design, etc. will address these needs (Goetsch, D. 2006). The second matrix keeps in mind the requirements of the manufacturers such as an average of 400sq feet to build a spacious food court accommodating customer while providing TV’s located at visible points, choosing the right kind of furniture that are within budget and can be refurbished with ease (Goetsch, D. 2006). The third phase of the QFD enable decision makers with crucial variables on customers needs, manufacturers needs, engineers needs, target values and variable that competitors use or may set them apart from competitors. Upon weighting there variables priorities in the process can be set. The fourth phase assists in drawing links between the customer needs and the manufacturer such as the restaurants being customers to Knowledge Village may require its builder in the installation and maintenance of disposal system integrated with their fryers and food processors (Goetsch, D. 2006). In the fifth phase, prioritized variables are at par with the dimensions of quality control calculated by engineers. And finally the last phase enables comparison between the statistical process parameter and the provisions provided on completion of the whole process from planning to a fully functional food court within the planed time span of 6-8 months (Goetsch, D. 2006).
Analyze
In order for a project to gain success, it is important to gather data and then study that data. This process plays a major role in the TQM process and it can be done using the quality tools.
To start of with, we throw light on the Pareto Chart. The Pareto chart aims to seek out the most important elements from the factors that are not so important. It is based on the principle that 80% effects can be attributed to 20% causes. In the case of the Knowledge Village food court, factors such as quality of food and hygiene will be more important as compared to factors such as availability of recreation within the food court. Secondly, another quality tool is check sheets. It consists of sheets with broad headings, and data is collected on that form using tally marks. For the food court, a check sheet can be made with headings such as wrong order delivered, food ordered out of stock and excess time taken for delivery of food. Thirdly, we have histograms. A histogram is a statistical bar representation, which charts out the different frequencies. When a histogram is constructed, the less the spread, the better the results and is important in the manufacturing of standardized products. The KV food court has use histograms to check the customer satisfaction over the years, and check if there have been significant improvements. The fourth tool is the scatter diagram, which is used to measure the ‘correlation between two variables.’ (Tague, N., 2004). With the relevant facts, a scatter diagram may be created to show if the relation between multi-cultural restaurants in the food court and customer demands are positive, negative or even present. Stratification is a process by which a company can find the reason behind their problems by categorizing information. If customers are not satisfied with the KV food court, data can be grouped into categories such as food taste, quality, cleanliness, ambience, and based on these categories, the KV management can find the cause of the problem (unsatisfied customers being the problem).
The main problems faced by the KV food court can be illustrated in the fish bone diagram, otherwise also known as the cause and effect diagram. There are six branches of the fish bone diagram, which contributes to the final problem. To further explain, the branches of the fish bone will be explained.
3.1 Material
Insufficient seating space. (In comparison to the number of restaurants within the food court).
The furniture is not maintained and also very old. The tables and chairs should be changed from time to time.
3.2 Man
There is not enough cleaning staff in the food court. The wash rooms are not maintained, and often trays are not picked up from the tables.
The security system needs to improve – maybe in terms of hiring more security guards. The food court has previous records of cases such as theft and also physical fights.
The number of staff working within the food outlets is very limited, which leads to long que at peak hours and also the lead time of food order and delivery increases.
The attitude of the staff is often ignorant and cold as they think they are dealing with ‘college going kids’.
Lack of training and skills in terms of quality customer service.
3.3 Machine
Lack of cleaning machinery within the food court.
Better means of disposal. The garbage bins are located just next to the seating area- and the bins are often left open.
Need to have closed covered bins.
3.4 Measurement
KV management supervision over the cleanliness, as it is a health & safety issue.
Feedback forms not available; where by customers such as students like us can voice our opinions on the food court.
Timesheets should be mandatory for cleaning staff, which will ultimately lead to a cleaner food court.
3.5 Methods
No student discounts (students are the main customers at the food court).
Not enough participating restaurant. Leads to lack of choices of restaurants to eat from.
3.6 Environment
Cleanliness of the food court.
Temperature –often very hot and claustrophobic.
There have been incidents where there have been animals such as birds and cats within the food court.
Noisy ambience.
People Machine Methods
Cleaning staff /security cleaning machine No student discounts
Feedback Cleanliness Seating/timesheet
Process Environment Materials
4.0Implement and Control
There are number of quality issues arising with regard to the Knowledge Village food court. The environment and cleanliness being the most important. The ambience at the food court is not pleasant and comparatively to other food courts. Proper hygiene is not maintained in major part of the foot court for example washrooms, tables and so on. There is not enough manpower that can carry out so many responsibilities in a place as large as this. Another quality concern is that there is not enough seating to hold the required capacity. Options of food are not very diverse and there are very long queue‘s to place an order.
The solutions to these quality problems can be simple change in the operations in the food court. With regard to cleanliness proper staff needs to be hired to clean the tables and clear out trays immediately. Moreover they could invest in cleaning machinery which will make effort easier and more efficient. Different staff for the washrooms is essential. Regular check from the Ministry of Health should be conducted to see if the food court is meeting the required standards. Food safety should be ensured thought the food chain. The food control department of Dubai has released guiding principle to make sure safe and hygienic food transportation. The Knowledge Village management should ensure all the food outlets in the food court follow these guidelines. This ensures hygienic food for the customers. (Dubai Municipality, 2010). The washrooms are also a prime concern, as most of the time it is unattended to and remains unclean. The lighting is also not rite as some of the cubicles the lights do not work. Therefore two employees need to be assigned to the washrooms to maintain it at all times. The Dubai Municipality had been on inspections of all the food outlets, they have a code with regard handling food, washing and surface that comes into contact with food, keeping the place clean and so on. this will also act as a standard for the outlets. Many customers are concerned with the way the food trays are handled, sometimes the cleaners push the trays into the bins, and the same tray just wiped with a cloth and then served on to another customer. Trays need to be washed, before giving it out to customers. (Menon, 2009)
The manpower hired should be trained and selected carefully. They need to be efficient in their work. At present there are about three employees assigned to clear and clean the tables. At such a large food court having many customers at one time it is not possible for them to carry out their responsibility thoroughly. At least five people need to be assigned for this task.
The seating arrangements need to be revised. Many a times customers do not get any place to sit as it is always full. There can be a policy saying that a customer can occupy a table only for thirty to forty five minutes. This will help in holding more customers. The damage done to the tables and seats is very off-putting. The security guards need to be on rounds most of the time to check if anyone is causing any damage. If anyone does then a fine system will be practical.
Any food court needs to have a diverse assortment of food outlets. The Knowledge Village food court primarily serves to students and employees of offices form Media City and Internet City. The demands of such customers are mainly fast food. The employees probably have 1 hour break in which it is not possible to have a long lunch. Students mostly opt for fast food for example; there is always a long queue for KFC, this shows that there is a demand for fast food. Therefore there should be more options for such outlets. The food outlets have hiked prices of their products at an alarming rate for example; a Shawarma which cost Dhs 10 outside costs Dhs 14 in the food court. This mainly drives away students who are the targeted customers. Students need to have student discounts in order to provide them a good quality service. Dubai’s climate being so hot the food court needs to have options of ice creams like Cold Stone and Basking Robbins.
All these solutions can be monitored in an easy manner. By hiring a well trained staff will eliminate many quality issues. Moreover, having a manger assigned to the food court most of these solutions can be handled in a professional manner. Having a code will help the staff to go according to the requirements of the food courts.
To improve continuously an internal inspection to check on the performance of the staff and the food outlets is recommended. By doing this the management will know in what areas they are lagging behind. Benchmarking is a famous process. The Knowledge Village has to compare itself to another food court to realize its shortcomings. A feedback or a suggestion box can be placed in the food court, by doing this the management can know what the customers are looking for.
5.0 References
Dubai Municipality, (2010) “Food Transport Guidelines”. Available on : http://login.dm.gov.ae/wps/portal/!ut/p/c1/04_SB8K8xLLM9MSSzPy8xBz9CP0os3hHP193S3cfQwN_TxdjAyNTXz8fzyBPY4NgA6B8pFm8n79RqJuJp6GhhZmroYGRmYeJk0-Yp4G7izEB3cGpefrhIDvxmwGSN8ABHA30_Tzyc1P1C3IjKjx1HRUBbhDgiw!!/dl2/d1/L0lDU0lKSWdrbUEhIS9JRFJBQUlpQ2dBek15cXchL1lCSkoxTkExTkk1MC01RncvN19BTk1HOUdMMTA4MjkyMDJUNzg0VjVSMkU0MS9Ya19fXzEy/?WCM_PORTLET=PC_7_ANMG9GL10829202T784V5R2E41_WCM&WCM_GLOBAL_CONTEXT=/wps/wcm/connect/DMEGOV/dm+internet+en/your+business-en/health+and+environment-en/dm-food-transport-guidelines
[Accessed on 22nd April 2010]
Goetsche, David L. & Davis, Stanley B. (2006) “Quality Management: Introduction to Total Quality Management for Production, Processing and Services”, 5th edition, Prentice Hall
[Accessed on 21st April 2010]
Menon S, (2009) “Lack of hygiene in food outlets is strictly monitored”. Available on : http://gulfnews.com/news/gulf/uae/health/lack-of-hygiene-in-food-outlets-is-strictly-monitored-1.68701
[Accessed on 22nd April 2010]
Palmer Hamilton, LLC, 2010, ‘Innovative Cafeteria Solutions’, [online], Available:http://www.palmerhamilton.com/food_court/design_process.html
[ Accessed at 21 April 2010]
Tague, N.. (2004). Cause Analysis Tools. The Quality Toolbox. 2 (2), 471-474. [Accessed on 23rd April 2010]
The University of Mississippi, 2010, ‘National Food Service Management Institute’, [online], Available: http://nfsmi-web01.nfsmi.olemiss.edu/ResourceOverview.aspx?ID=273
[Accessed on 21st April 2010]
This entry was posted on Thursday, June 17th, 2010 at 10:46 am and is filed under Essays and Reports. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.
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