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Introduction Of Managing Operations and Quality
Leon Brighton is a chain based restaurant in the United Kingdom that specialises in Mediterranean cuisine. The restaurant offers healthy and delicious food options to their customers and are known for their unique selling point of providing high-quality Mediterranean cuisine along with an exceptional customer experience (Leon, 2019). With their focus on healthy food, Leon Brighton has been able to build a loyal customer base, which has helped them to gain a competitive edge in the market.
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Competitive Positioning of Leon Brighton
Leon Brighton is a formidable player in the competitive restaurant industry. The market is rife with contenders vying for a slice of the pie. The establishment has set itself apart from the rest by providing healthy and nutritious Mediterranean fare, which distinguishes it from its rivals. The restaurant's one-of-a-kind value proposition has drawn in a health-conscious clientele seeking wholesome dining options.
Leon Brighton's Competitive Performance Objectives
Operational performance goals pertain to the ambitions that a corporation establishes for itself in pursuit of its strategic objectives. These goals are linked to the restaurant's operations and are indispensable for its prosperity. Leon Brighton's achievement objectives reflect its competitive stance. The primary target of the establishment is to furnish its patrons with high-grade food promptly and efficiently (Leon, 2023). This is accomplished by emphasising operational brilliance, which necessitates a dedication to excellence, velocity, adaptability, and economical.
Hayes and Wheelwright's 4-Stage Model of Operations Contribution
Leon Brighton's business model can be evaluated using the 4-stage model of operations contribution developed by Hayes and Wheelwright, which provides a framework for analysing a restaurant's operations and identifying growth opportunities (Track, 2021). The model's four phases are as follows:
- Internally Neutral level: The operations function is viewed as a necessary evil rather than a source of competitive advantage at this level.
- Externally Neutral Stage: At this point, the operations department is expected to meet customer demands and is seen as a crucial component of the business.
- Internally Supportive Stage: At this point, the operations function is viewed as a source of competitive advantage and is supported by other corporate departments.
- Externally Supportive Level: At this level, the operations department is viewed as a competitive advantage driver and is supported by the whole organisation.
Leon Brighton's business model falls under the externally supportive stage. The operations function is a critical component of the restaurant's competitive advantage and is supported by other functions within the business. The operations function serves as a driver of the restaurant's triumph.
Analysis of Operations
Overview of the Operations of Leon Brighton
Lean Operation is a concept that strives to augment efficacy in operations. Its foundation rests on the principles of uninterrupted betterment, detraction of surplus, and production of value (SEYMOUR, 2017). The objective of Lean Operations is to furnish clients with first-rate merchandise and amenities while curbing expenses and enhancing operational efficiency.
Regarding the circumstances of Leon Brighton, the application of Lean Operations is feasible in various realms of the enterprise, comprising technology and process design, management of quality and planning, as well as supply chain management. Through the implementation of Lean Operations, Leon Brighton can ameliorate its operational efficiency and decrease expenses, all the while upholding its focus on delivering exquisite, nutritious Mediterranean cuisine.
Detailed Analysis of Quality-Related Areas and Process Map
In order to conduct a detailed analysis of Leon Brighton's operations, different types of layouts and their importance to the effective running of the operation will be analysed. The types of layouts that will be examined include functional layout, fixed position layout, cell layout, and line layout.
The functional layout is a type of layout that groups all the equipment and people that perform similar functions (Nyameke et al., 2021). This layout is useful when there is a wide variety of products or services that need to be produced, and the processes involved in producing each product or service are distinct. In Leon Brighton's operations, functional layout is likely used in the kitchen where different areas are designated for food preparation, cooking, and plating.
Fixed position arrangement entails moving all of the essential materials and equipment to a single place where the product or service is manufactured (Kiran, 2019). This pattern is frequently utilised in building projects. Fixed position layout may be employed in Leon Brighton's operations during renovation or maintenance work when all essential tools and equipment are transported to the precise place where work is being done.
A cell layout is a form of layout in which all of the equipment and personnel required to generate a given type of product or service are grouped (Kovács, 2019). This pattern is beneficial when multiple comparable items or services must be produced. Cell layout may be employed in Leon Brighton's operations at the bar area, where all of the equipment and employees required to serve beverages are placed together.
Line layout is a sort of layout that places the equipment and employees required to manufacture a product or service in sequential order (Kumar, 2022). This arrangement is effective when the product or service being manufactured is standardised and the manufacturing procedures are repetitive. Line layout may be employed in Leon Brighton's operations in the food preparation sector if the methods necessary for making particular meals are standardised and repetitive.
Analysis of the Organisation’s Operations
Capacity Management
Leon Brighton's operations require excellent capacity management to meet client demand. There are several techniques that the restaurant may use to effectively manage capacity.
The level capacity technique entails keeping capacity constant regardless of demand. This method is best suited for firms with consistent demand (Benaiah Bagshaw, 2015). However, Leon Brighton believes that this strategy will be ineffective because demand for healthy fast food will fluctuate.
The chase capacity approach, on the other hand, entails altering capacity to match demand. This method is more suited for organisations that face swings in demand (Nugraha, Hisjam and Sutopo, 2020). Leon Brighton may use this method to properly control capacity. The restaurant may avoid overproduction or underproduction of its items by matching capacity to demand.
- Demand Management Strategy
Demand management is a good method for firms with limited capacity since it entails influencing demand to match capacity (Seghezzi and Mangiaracina, 2021). This method may be implemented by Leon Brighton by giving deals and discounts during off-peak hours, enticing consumers to visit the restaurant at these times.
- Demand Fluctuations and Capacity Utilisation
Fluctuations in demand and capacity can have a considerable influence on Leon Brighton's operations. The restaurant must successfully handle these swings to fulfil consumer demand (Chatain et al., 2015). The restaurant may guarantee that it can fulfil demand during peak hours while preventing overproduction during off-peak periods by using the right capacity management approach.
Planning and Control
Leon Brighton places a high value on planning and controlling its operations. This assists the restaurant in ensuring that high-quality food is delivered fast and effectively. Several methods and strategies may be utilised to efficiently manage planning and control.
The Kanban board is one tool that may help with the effective management of activities and processes (Damij and Damij, 2021). Leon Brighton can use to visualise and optimise its food preparation and delivery process. Leon Brighton can use this tool to guarantee that all jobs are completed successfully and within the timeframe set.
- Just-In-Time (JIT) Inventory Management
Just-In-Time (JIT) inventory management is another strategy that may be used. This strategy entails ordering merchandise just when necessary to fulfil client demand (Chebet and Kitheka, 2019). Leon Brighton may manage its inventory levels more effectively and minimise overstocking, which can result in waste, by utilising JIT inventory management.
Quality Management
Leon Brighton's operations rely largely on quality control to ensure the supply of high-quality food items to its customers. The restaurant has a variety of tools and procedures at its disposal for properly managing quality.
- Total Quality Management (TQM)
One of the approaches Leon Brighton can consider is Total Quality Management (TQM), which centres on the concept of continuous enhancement (Khan, Mirza and Khushnood, 2020). By adopting TQM, the restaurant can ensure that it consistently optimises its processes to deliver top-notch food products to its customers.
Another approach that can be employed is Six Sigma, a data-driven methodology that aims to manage quality (Clancy, O'Sullivan and Bruton, 2023). By embracing Six Sigma, Leon Brighton can detect and eradicate imperfections in its processes, thereby leading to the provision of high-quality food products and greater customer satisfaction.
Supply Chain Management
Supply Chain Management (SCM) is of utmost importance for businesses to optimise their operations, curtail expenses, and elevate customer contentment. It encompasses the transfer of goods and services from the supplier to the customer. Lean and Agile are the two principal approaches to SCM. This dossier scrutinises which approach is fitting for the revered Leon Brighton Restaurant.
The Lean SCM seeks to enhance efficiency in the supply chain by simplifying procedures and minimising stock (Min, Zacharia and Smith, 2019). In Leon Brighton Restaurant, the Lean SCM could be implemented through the Just-In-Time (JIT) inventory system, abating overproduction and waiting times, and augmenting the flow of goods and services. This method can ameliorate customer satisfaction by ensuring a prompt and more efficient service, whilst curtailing expenses.
The Agile SCM endeavours to be pliable and responsive to customer demands by having a more dynamic and adaptable supply chain. In Leon Brighton Restaurant, the Agile SCM could be implemented by having sundry suppliers, maintaining safe stock levels, and having a more flexible workforce (Do et al., 2021). This method can enhance customer satisfaction by having the capability to respond swiftly to fluctuations in demand, although it may amplify expenses due to the need for safety stock and redundancy in the supply chain.
Conclusion and Recommendations
After a thorough examination of the operations carried out by the dining establishment of Leon Brighton, a handful of noteworthy observations have been unearthed. To begin with, the eatery is heavily invested in the administration of quality standards, with a particular emphasis placed on the provision of superior food and service to its esteemed clientele. In addition, the establishment has a rather limited capacity, thus making it susceptible to becoming overwhelmed during periods of peak demand. Lastly, the restaurant features a relatively unyielding menu, which has the potential to hamper its ability to effectively respond to ever-shifting consumer preferences. As far as supply chain management is concerned, it would be prudent for Leon Brighton Restaurant to adopt a lean approach, as this would help in curbing costs and increasing operational efficiency. However, it may also be necessary to incorporate certain elements of agile SCM, such as safety stock levels, to ensure that the eatery can respond rapidly to alterations in demand.
Leon Brighton Restaurant can enhance its functionality by executing various measures. Initially, the restaurant should contemplate the amplification of its menu, offering a more extensive array of options to satisfy the customers' ever-changing inclinations. This can be achieved by conducting routine customer surveys and monitoring food trends. Subsequently, the restaurant may ponder the possibility of expanding its physical capacity or investing in technology to optimise efficiency (Ahuja et al., 2021). As a third point, a hybrid supply chain approach that encompasses lean and agile principles could be instituted to refine operations.
Furthermore, a more comprehensive planning and control system can be implemented to heighten efficiency and curb waste. This may include the induction of a demand forecasting system to predict customer needs better and adjust supplies correspondingly (Tehrani, Fulton and Schmutz, 2020). Finally, to assure that food and service standards remain at an elevated level, the restaurant may consider establishing a more comprehensive quality management system, which includes frequent quality checks and customer feedback surveys.
The functioning of Leon Brighton's Restaurant exhibits a variety of potent qualities, particularly its unwavering dedication to quality management. However, there remains significant scope for improvement, particularly concerning menu offerings and capacity. By implementing the recommended improvements, the restaurant can vastly enhance its efficiency, diminish expenses, and provide an unparalleled experience to its esteemed patrons.
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