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Ergonomics & Industrial Engineering in FoodserviceThe Secret Ingredient To Succeed!
Juan Martinez, PhD, PE, FCSIPrincipal & Co-Founder
Outline‐Grocerant Conference• About Profitality®-Labor Guru
• Who is #1?
• Taking Care of #1-Industrial Engineering & Ergonomics Principles
• Design Process
• Closing Comments, Homework & References
About Profitality®‐Labor Guru
About Profitality‐Labor Guru
• Experience Spans Through The Last 4 Decades Working with more Than 130 Foodservice ConceptsQSR, Fast Casual & Full Service, C‐Store, Groceries
• Foodservice Industrial Engineering Pioneer• Advanced Degrees (MS, PhD)
Professional Engineering LicenseSix Sigma Certification
• Significant Industry InvolvementIndustry Presentations, Panels & (over 100) ArticlesRegular Column In Foodservice Equipment & Supplies MagazineFoodservice by Design ‐ www.fesmag.com
• Return‐On‐Investment & “Unit Economics” FocusCrew Centric (Ergonomics) Approach
About Profitality‐Labor Guru
Who is #1 in Foodservice Design?
Who is #1 in Foodservice Design?
Your Employees / Team Members / Partners/ Crew /
Gardener Chefs (whatever you call them) come FIRST!
Your customers are a close second!
Who is #1 in Foodservice Design? The importance of developing employee centric designs
Not Taking Care of #1The Ostrich Syndrome!
What happens when you don’t improve the inefficiencies negativelyImpacting your employees ability to drive customer service?
Step 1: Start With An Employee Centric Approach & Mindset! This Will Facilitate Brand & Investment Optimization!
How Do You Take Care of #1?
Apply Ergonomics & Industrial Engineering Principles
Ergonomics Rule!
er.go.nom.ics:The science that studies the interaction of humans with its environmental design, for the purpose of improving efficiency, productivity, comfort & safety.
Ergonomics is not new!
You may recognize this drawing...
Leonardo da Vinci is often given credit for being the 1st Ergonomist.
Two Ergonomics Areas!Physical (heights, reaches, lines-of sight, etc.)
CONSIDER THAT SOMETIMES LESS IS MORE!
Two Ergonomics Areas!Cognitive (mental processing)
• Different cultures make this design challenge bigger!
• Both physically and mentally (including languages)!
Ergonomics-Anthropometric CapabilitiesIt Is A Challenge To Design For Many Sizes!
Start with a Key Question:
What is getting in the way of enabling the employee from delivering better concept profit and customer hospitality?
Must consider all the operating
parameters in the design process.
Aim to do this in a holistic and systemic way!Understand how one area impacts the other.
How do I take Care of #1?
Ergonomics & Industrial Engineering Principles ‐ Taking Care of #1
Time & motion studiesWork sampling
Continuous delay studiesTime standardsData analysis
Process flow analysisCapacity PlanningErgonomic analysis
Lean & Six SigmaPrinciples
y = 0.086x + 65.50R² = 0.686
y = 0.0835x + 142.83R² = 0.9216
0
200
400
600
800
$0 $1,000 $2,000 $3,000 $4,000 $5,000 $6,000
Peak
Hou
rly Transactio
ns
Yearly Sales in $K (unadjusted)
Peak Transactions Projection
Industrial Engineering/Ergonomics Techniques
What is #1 Doing?Process Mapping
What Should #1 Use? Equipment & Technology Platforms
Consider All Feasible Equipment & Technology Platforms.
WHAT IS APPROPRIATE FOR THE CUSTOMER TO SEE?FOR MANY CONCEPTS, THE BOH IS THE FOH!
Objective: establish appropriate sizing of all resources, to match
peak hour goals/demand.
Too much = wasteToo little = bottleneck Goal: “Right Size” All Resources!
y = 0.086x + 65.50R² = 0.686
y = 0.0835x + 142.83R² = 0.9216
0
200
400
600
800
$0 $1,000 $2,000 $3,000 $4,000 $5,000 $6,000
Peak Hou
rly Transactio
ns
Yearly Sales in $K (unadjusted)
Peak Transactions Projection
How Much Does #1 Need To Produce?Capacity Analysis
“Right Equipment” in the “Right Place” at the “Right Time”
Objective: Create the deployment guides that will optimize the labor resource.
Detailed Daily Guide1 2 3 4
Type Grill Sandwich Cashier Manager TOTAL250 Service 6.00 17.00 27.00 0.00 50.00
Checks Opening 2.00 2.00 1.00 2.00 7.003,000$ Post-Rush 0.00 0.00 0.00 1.00 1.00
Sales Flexible 3.00 2.00 2.00 5.00 12.00Pre-Close 1.00 0.00 1.00 1.00 3.00Closing 2.00 1.00 1.00 1.00 5.00Total 14.00 22.00 32.00 10.00 78.00
Staffing Work Content
Checks Sales Staffing Grill Sandwich Cashier Fry0-6 0-36 2 0.0 0.0 0.0 0.0
7-11 37-72 3 0.7 1.7 0.2 0.4
12-18 73-119 4 1.2 1.8 0.3 0.7
19-26 120-167 5 1.7 1.8 0.4 1.0
27-31 168-203 6 2.2 1.9 0.5 1.3
32-37 204-238 7 2.7 2.0 0.7 1.6
38-42 239-274 8 3.2 2.2 0.8 1.9
43-48 275-310 9 3.6 2.3 0.9 2.1
49-55 311-345 10 4.1 2.4 1.0 2.4
“Right Labor” in the “Right Place” at the “Right Time”
What is The Right #1 Deployment?Labor Guidelines
Group ID Activity Position Workstation Batch Unit
Activity Time (min)
Frequency per mover
Labor + switches
1000 3 Front Counter Order & Tender transaction Counter Counter 1 Checks 1.25 0.55 19.25
1000 4 Front Counter Expo & Handoff Counter Counter 1 Checks 0.82 0.55 12.58
1000 10 Cook - Fried Battered Fish Kitchen Fish Fry 19 pieces 3.30 0.31 10.77
1000 2 Drive Thru Expo & Handoff Counter drive thru 1 Checks 0.82 0.45 10.29
1000 0 Drive Thru Order Counter drive thru 1 Checks 0.75 0.45 9.45
1000 14 Cook - Other Fried sides Kitchen Other Fry 1 ea 0.50 0.09 8.88
1000 23 Serve - 4 item plate Kitchen Assembly 1 ea 0.50 0.08 7.66
1000 1 Drive Thru Tender transaction Counter drive thru 1 Checks 0.50 0.45 6.30
1000 13
Cook - Batter to order items (Country Style,
catfish, flounder, Green Tomatoes, etc) Kitchen Fish Fry 1 order 1.12 0.02 5.42
1000 7B Serve - Drink Counter drive thru 1 ea 0.40 0.16 4.94
1000 6 Table Bussing Counter Dining 3 Checks 1.52 0.33 4.60
1000 24 Serve - 5 item plate Kitchen Assembly 1 ea 0.65 0.03 4.16
1000 22 Serve - 3 item plate Kitchen Assembly 1 ea 0.40 0.05 4.14
1000 17 C k H h i Kit h Fi h F 18 0 97 0 38 4 06
Objective: Put aside financial (affordability) metrics.Define the specific activities and time it takes to operate a concept.“Work Content” & “Activity Based” Labor Scheduling to deliver.
How Long Does It Take #1 To Execute? Labor Standards
Make sure you have a disciplined one to support the needs of #1!
Become process and employee (#1) centric!
Profitality ®Design Process
DiscoverIssues &
Opportunities
DefineDefine New Concept
DesignDetail New Concept
DebugControlled
Test
DocumentFinalize New Package
DeploySupport
Implementation
Profitality ® Design Process
Objectively Understand & Quantify the issuesLive the Life of……………..
A customer….what is their full experience composed of?A plate/an order….how do plate orders get synchronized?A product….what is the cooking and preparation cycle?An equipment piece….what are the production cycles?
An employee….what steps do they follow to get orders done?A manager….what is forcing the manager to work a station,
keeping them from managing the business?
Discovery Phase-Objective Measurements
Continuous Time Studies‐Objectively Uncovering Inefficiencies
Order Time 14 75 31 40-60 NA Window Line Time 11 476 121 20-120 NA Cash Time 8 92 29 40-60 NA Window Time * 11 268 82 30-60 NA Total Time 75 579 242 150-210 NA (menu to pick-up)
D/T Service Component Best Worse Avg. Competitive QSR FC
Category AverageCompetitiveBenchmark
Crew Labor 18.6% 17% to 20%
Total 32.2% 28% to 30%
Objective: Define leading industry performance benchmarks.Compare to who you are competing against (e.g. QSR, Fast Casual, Casual)
Best Practices - Benchmarking
It is critical to “right‐size” all the FOH/MOH/BOH resources!
Define-Resource Capacity
Peak Half Hour Sales
1,600$ 1,750$ 1,900$ 2,050$ 2,200$ 2,350$ 2,500$ 2,650$ 2,800$
Equipment Assumptions UOM UtilizationOven 5 shelves/oven Oven 85% 2 2 2 2 2 3 3 3 3
Microwave Microwave 85% 1 1 1 2 2 2 2 2 2Fryer Max 2 baskets Vats 85% 3 3 3 4 4 4 4 4 5
Grill ‐ All Items Hot box & grill Linear Feet 85% 3 3 3 3 4 4 4 4 4CTX 8 Min Belt CTX only CTX 8 Min Belt 95% 3.1 3.4 3.7 4.0 4.3 4.6 4.9 5.2 5.5CTX 7 Min Belt CTX only CTX 7 Min Belt 95% 0.6 0.6 0.6 0.6 0.6 0.6 0.6 0.6 0.6CTX 1.5 Min Belt CTX only CTX 1.5 Min Belt 95% 0.7 0.7 0.7 0.7 0.7 0.7 0.7 0.7 0.7
Grill ‐ Ribs & Brnt Ends Hot box, grill, CTX Linear Feet 85% 3 3 3 3 4 4 4 4 5CTX 7 Min Belt Hot box, grill, CTX CTX 7 Min Belt 95% 0.6 0.6 0.6 0.6 0.6 0.6 0.6 0.6 0.6CTX 1.5 Min Belt Hot box, grill, CTX CTX 1.5 Min Belt 95% 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3
Equipment Capacities
Peak Daily Sales
22,400$ 22,550$ 22,700$ 22,850$ 23,000$ 23,150$ 23,300$ 23,450$ 23,600$
Equipment Assumptions UOM UtilizationHot Box 5 shelves/unit Hours/Day 85% 18.6 18.8 18.9 19.0 19.1 19.3 19.4 19.5 19.6Smoker 18 shelves/unit Hours/Day 90% 16.6 16.7 16.8 16.9 17.0 17.1 17.2 17.3 17.5
Stove Top Hours/Day 85% 7.2 7.2 7.2 7.3 7.3 7.4 7.4 7.5 7.5
Equipment Capacities
Design-Detail Out FOH/MOH/BOH
Consider the team members cognitive & physical ergonomic capabilities!
Debug/Test
In‐Store
Mock‐Up
3‐DimensionalComputer Simulation
Taking Care of #1 – Test The Designs Thoroughly
Debug-Testing
Taking Care of #1 – Test The Designs Thoroughly
Debug-Testing
HomeworkWhat is the #1 Take-Away From Today?
What is the #1 Take-Away From Today?
Tomorrow walk in your employees shoes!
To get an objective (better) understanding of what is getting in the way of them
delivering the brand promise.
BEST WAY TO TAKE CARE OF #1!
Follow a Service Employee..........Quantify Where Employees Spend Their Time.
(full service restaurant server example)
Understand the movements of the employees.
Across stations and within the stations.
Follow A Production Employee..........
TABLE TURN COMPONENTS
1.52 0.77 1.642.60 3.193.34 3.772.15 1.65
15.5013.51
17.21
20.1015.71
20.41
7.04
8.61
7.556.73
4.23
5.06
1.923.141.64
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
Brunch Lunch Dinner
tim
e (
min
)
Bussing DelayGuest DelayEat/Check DelayKitchen DelayOrder Enter DelayOrder DelayDrink DelayGreet Delay
Follow The Guest Experience..........
Product min maxBurger - Medium 7:43 11:10Steak - Medium 12:11 14:03Steak Tips - Medium 8:26 15:27Cheese Melting 0:57 4:37Fish 4:01 11:19Vegetables 8:18 9:50
Gril
lO
ven
COOK TIME RANGES
Understand Equipment & Product Cooking Performance.
Follow The Product Cycle……….
Going from this Impact
To this impact!
Applying IE & Ergonomics to Develop“Employee Centric” Designs means…..
Better yet….to this impact!
Applying IE & Ergonomics to Develop“Employee Centric” Designs means…..
Closing Comments
Closing CommentsBest Way To Compete in Foodservice?
• Suggestions For Grocers To Compete In the $500+ Billion Restaurant Market?
• Observe and apply industry leading competitive benchmark designs
& practices (QSR, Fast Casual, Casual Dine, etc.). Save failure time!
• Know what offering you want to compete in and be good at (ready to
heat, ready to serve, ready to eat, ready to cook, made to order, etc.)
• Continue by applying the secret formula – Ergonomics and Industrial
Engineering Techniques & Principles. This is the best way to take
care of #1, to make the battle easier for them to fight.
• Do not assume that grocery techniques work for restaurant offerings.
DO NOT GROCERIZE YOUR FOODERVICE OFFERING!
Think about what have you done for your employees lately?
Consider that how you are operating today, may will not work tomorrow, if you are truly transforming.
A continuous improvement mentality is a must to stay competitive and relevant!
The challenge is to continue to perform, while you transform!How do you disturb the market before it disturbs you?
Indra Nooyi, Pepsi CEO, Restaurant Leadership Conference
INDUSTRIAL ENGINEERS CAN HELP WITH THIS CHALLENGE!
Closing Comments
Growing Your Foodservice Offering/Brand!Ergonomics & Industrial Engineering – The Secret Ingredient!
It All Starts With Taking Care of #1
Industrial Engineering Magazine Article on Title of Article:The Application of Industrial Engineering& Ergonomics Principles in Restaurants
References
Regular Column: Foodservice Equipment & Supplies Magazine Web PageColumn Title: Foodservice by Design www.fesmag.com
Questions & Discussion
