Performance Measures of Operations

Performance Measures of Operations 1
PERFORMANCE MEASURES OF OPERATIONS
Student’s Name
Course Title
Professor’s Name
University Name
City, State
Word Count: 1633
December 6, 2018

Performance Measures of Operations 2
Table of Contents
I. Introduction..............................................................................................................................3
II. Management and Provision of Services...............................................................................3
Transformational Process Diagram.............................................................................................3
III. Operational Process..............................................................................................................5
Value Stream Map.......................................................................................................................5
IV. Performance Measures..........................................................................................................7
Quality.........................................................................................................................................7
Cost..............................................................................................................................................7
Speed............................................................................................................................................7
Flexibility.....................................................................................................................................8
Dependability...............................................................................................................................8
V. Understanding from Evaluation of the Organization............................................................8
Improvements on Small Case’s Operation..................................................................................9
VI. Conclusion............................................................................................................................9
VII. References...........................................................................................................................10

Performance Measures of Operations 3
I. Introduction
An organization’s tactical framework may specify strategic actions, objectives, goals and
performance measures, which stakeholders and the management use to determine the success of
operations. In reference to the case of the Green Restaurant operating in the food and beverage
sector, this report presents an evaluation of management and provision of services in the
business. Moreover, this paper analyzes the process of operation that allows the company to avail
its service to potential clients. Considering quality, cost, speed, flexibility and dependability, the
report presents a critical evaluation of the business and proposes two fundamental improvement
plans on small case’s operation.
II. Management and Provision of Services
The management of a restaurant is regarded to be more sophisticated like the service
delivery and the manufacturing systems (Cheng, 2017). Whether a customer is dining in the
Green Restaurant, served with a venerable Oyster, or receiving the same service over the office
window, there is the need to comprehend and contextualize the relevant procedures of service
provision. Therefore, restaurants are classified among complex businesses, which have evolved
over their year into heuristic mechanisms and analyzed using process diagrams such as the
transformation process diagram.
Transformational Process Diagram
Figure 1: Transformation Process Diagram of the Restaurant

Performance Measures of Operations 4
The transformation process composes of interacting or interrelated activities that
transform the available inputs to outputs (Mirzaev, Okishev and Mirzaeva, 2013). In the green
restaurant, the activities involve available resources such as material and people. To enable an
effective management practice and provision of services in the restaurant, it is fundamental to
evaluate the process approach. The process of food production enumerates the inputs, which
illustrate the production requirements quantified. These requirements are available in the
organization’s requirement resource section under the class of material specification. The inputs
include the staff, materials, customers, information and facilities. According to Ninemeier and
Hayes (2006), it is crucial of the management to evaluate every stage of service deliver and
outline the requirements and criteria of doing specific activities correctly.
On the other hand, outputs are what the organization desires, which are identified as
requirement satisfied. Thus, the Green Restaurant thrives to provide a specific amount of food,
e.g. 150-gram chicken, in the specified input to achieve consumer satisfaction (output) due to
size proportionality. The process of management and provision of relevant services includes
interrelated activities like purchasing, preparing, receiving, selling, storing and issuing as per the
food and beverage cycle.
Figure 2: Food and Beverage Cycle