Top pick-up, utensils and nuclei: How to find real improvements

The peak movement is not wasteful, nor can it be judged “most expensive” by a third reversal. The extraction of raw materials, cleanware and the reconciliation of orders are three different types of tasks, each of which may be necessary, may be consolidated, may be duplicated due to lack of supplies or may be caused by disruption of information. Route tracking involves recording of the purpose, results, time-consuming and interrupted work, with security, order-impact, job-size minutes, and retrofitting costs.

Vulcan's article on labour costs recommended a review of kitchen layout, plane and catering processes, seeking duplication and making constructive adjustments. [1] This supports route observation, but does not prove that the reduction of the journey necessarily saves people, that investment in equipment is inevitable and that the cost ratio in the text is not used here.

First with a job, not a problem.

Select a post at the peak with a clear mandate to record the observation time, order wave, starting position, menu and replacement conditions. When observers are responsible for recording, staff members shall not fill out the form by production. The information is used to analyse the process and is not evaluated as an individual ' s performance; it is required to follow the rules of door and personnel information when filming or positioning.

Each time they leave the agreed workspace, a route event takes place: departure and return time, current order, purpose, destination, carrying, whether or not they were taken, queuing, questioning, return results and how long the original mission was interrupted. A single move does not have to be broken down twice for the actual purpose if both the extraction and the delivery documents are completed at the same time; nor does it have to be written back and forth in order to increase the number of times.

"Invalidity" is used only when the result can be judged. For example, when you go to the freezer and you don't get the material, you don't get a reply for the nuclei to the other end, you just finish the table and you return again because you don't have enough supplies. Additional routes to keep clean and defiled, to avoid heat equipment, to carry out handwashing or safe passages may be necessary and cannot be removed because of road lengths.

A labeled hypothetical single order route

The following letters and points of time are shown only in a graphic manner and not in a real door book:

Independent route	Go ahead.	Back
A-B-A.	"A" out of the restaurant.	B-freezing point.
A-C-A.	"A" for "C"	♪ C-pants ♪
A-D-A.	"A" out of the restaurant, "D" order terminal or head of office.	D-order terminal or head of company.

Route	Purpose	Result	Required	The interruption and the effects of his posting	Reason to be validated
A-B-A	Feeding order raw materials	Let's assume there's a shortage at the point.	This is not a mission, but it cannot be declared invalid directly.	Former positions suspended; needs for replacements to be checked	Stock level, label or replenishment trigger
A-C-A	Get cleanware.	Assuming successful recovery	It may be necessary.	Whether or not to take over the food set, or to cross the dirt. Points	Workspace stock and replenishment liability
A-D-A	Confirm change of order	Assumptions of access to effective information	The need depends on the availability of information at the workplace.	The head of the order was interrupted.	Terminal position, privileges, synchronization of information

This example is not “even three times invalid” nor does it indicate that article 3 is the most worthy of modification. Real observation should draw each route in the original order, keeping the simultaneous opening of the door, the diversion of personnel, the congestion of access and the change of orders.

Each event is observed with an end state: completed, partially completed, incomplete, converted or ordered cancelled. By looking only at the employee's return to his or her place of work, it is easy to miscalculate “empty-armed but access to information” as invalid, and it is also possible to misdetermine “the material but the original order is overdue”. The purpose and the result of the order must be seen at the same time.

The length of the route can be estimated by site maps or by access to location, provided that the accuracy matches the decision. If only hot spots are screened, the point of departure and return, the destination and the result are usually more important than precision to centimetres; formal measurements are required if a fixed device is to be moved. The number of steps affected by heights, eludes and carryers should not be directly converted to the cost of the entire shop.

The same article A-B-A may also contain waiting. Separation of walk time, destination waiting, search, communication and repositioning after return to know if the improvement point is distance, inventory or information. The long stay of staff at the destination does not mean that the waiting can be eliminated by moving the destination closer.

Three types of round-trip are to check different systems.

The extraction route is followed by a check of the floor/ceiling of the site, the frequency of replenishment, the non-material trigger, the labelling and the authorization of alternatives. Moving the freezer closer may reduce the routing of the post, but may increase the distance of recharge, disrupt temperature management or block the equipment door; before these conditions are confirmed, test the information and replenishment rules.

The utensils are routed to clean up stocks, recycle and clean the beats, keep them clean, access rights and clean path. It may not be feasible to stack more food sets in places and may increase the pollution, congestion or inventory burden. Improvements must meet both health and access requirements.

The PNL tracks the place where the change in order is made, who has the right to confirm, when the information is synchronized, and whether the terminal is visible. The increase in equipment would not be resolved if the root cause was a power or system delay; if the nuclear order assignment was transferred to another post, the additional person minutes and interruptions would have to be accounted for.

Three types of route may also be linked: the employee asks for information first, confirms it, then picks it up, and returns for lack of utensils. The three symptoms cannot be addressed separately at this time. The first trigger point for the order event should be restored to test if the information can be seen in advance to reduce the last two trips at the same time and to establish a new supply programme if the equipment does not exist independently.

The scope of observation also includes support positions such as resupply, washing, order and maintenance. When the main position has been shortened, who is responsible for the delivery of materials and meals to the new location, who maintains the tags and who handles terminal failure is included in the new process. The “near-to-near point” for those without responsibility will soon become a stock-outs point.

Use reversible, then move the device.

Simulations of feed points, utensils and nuclear units may be made using empty baskets, card cards or ground markings, but fire, evacuation, operation, maintenance and hygiene corridors may not be blocked. Real equipment is also subject to the verification of weights, sizes, open and overhaul space, utility works, structures, emissions and local requirements, with the approval of the appropriate professional.

When the project needs to be sampled, only the field-symmetric and official drawings will be used, and the measurement date, door direction, route data and permitted spacing sources will be retained. The individual outer sizes in the catalogue cannot alone demonstrate new layout compliance.

Using the same order calibration and observation rules, it is possible to compare at least the number of trips to and from this post with the number of person-minutes, the order waiting, the addition of additional person-minutes to other posts, the intersection, the replenishment and the cleaning burden. The three-minute reduction in the base post has allowed for a five-minute increase in the replacement post, which is not an overall process improvement.

This involves a failure scenario: whether the peak truck is blocked when it passes, whether the equipment door is safely bypassed when it is opened, where the staff will go when the cleaningware is missing, and how the order terminal is upgraded when offline. Failure does not have to be observed by creating hazards, but can be measured by desktop walk-ins or air-borne simulations. Any programme that requires the crossing of clean borders, hot zones or evacuation corridors should be phased out or redesigned even if the route is shorter.

Recover the original placement after reversible testing and confirm that there are no left marks, empty baskets or obstacles. If the trial is to be extended, the duration, the person responsible and the conditions for the suspension are to be specified, the temporary placement cannot be made permanent.

The priority is not by road length.

Programmes that violate safety, health, authority or engineering conditions are excluded. The remaining candidates assessed the frequency, each full-time minute, affected orders and promises, errors or return to work, the burden of transfer, the cost of implementation and maintenance, and the difficulty of returning. If no reliable amount is available, it is retained as human minutes and frequency of events and does not generate return on investment.

Low-cost information can be visible, labeled, replenished or adjusted for liability, with small-scale verifications; layouts can be replaced; and equipment procurement or fixation can only be considered after process and information issues are excluded, reversible and supported and formal conditions verified. Orders are not strictly cheap, and security or serious order effects may require immediate control.

The results of the validation are written for classes, menus and jobs. No average pass can be achieved by day, by peak, or by hands-on, or by shifts. The final conclusions should indicate what type of round trip occurred, how the total person-minutes and orders changed as a result of the change, and what conditions were not covered, rather than using “three inert moves” as a cost conclusion to attract the eye.

References

• Vulcan: Seven Technologies, Tips and Tricks for Reducing Resurant Labor Costas