Oliver's Diner: Comprehensive Analysis of Operations and Performance

This report provides a comprehensive analysis of Oliver's Diner's operations, examining the processes involved from customer entry to service and payment. It details the strategic location of inventory within the kitchen to optimize service delivery and discusses capacity utilization during lunch and dinner, highlighting the strain on resources and the impact on customer wait times. The report identifies bottlenecks such as a shortage of chefs and inefficient space utilization due to retro décor. It further explores variability in service quality and performance, noting the impact on customer experience. Finally, the report assesses Oliver’s Diner's overall success based on customer traffic and order volume, while acknowledging the challenges of resource constraints and service speed, offering insights into areas for improvement.

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1. Oliver’ Diner process map diagram
The process diagram covers all the processes involved from the time a customer walks into
Oliver’s Diner, he gets served then pays for the services offered.
2. inventory
Inventory location in the restaurant plays a crucial to the overall success of the business. To
identify the right place to locate the list in the hotel process map, several factors need to be
considered so that the whole process can be able to work together as a system. At Oliver’s Diner,
the inventory is located in the Kitchen and food preparation section of the process map. This
helps the restaurant to provide its customers with consistently great food and gives Oliver the
required means to realize the intended financial goals. Another implication of locating the
inventory in the kitchen is to allow the chefs to adequately plan for the orders they receive and
HOST
Welcomes and seat
customers
present menues
SERVER
Serves drinks
Takes food orders to the
kitchen
CHEFS
Queue the order
prepare the food
SERVER
Serves the food
checks on the
customers every
10-15 minutes
HOST
Takes the
payment
BUssers
cleans the table
and prepairs it for
the next cistomer

make the necessary changes quickly if needed. The inventory is strategically located in the
kitchen to ensure efficiency in service delivery.
3. Capacity utilization
Lunchtime
Oliver’s Diner experiences a large number of customers during lunch. A total of 291 servings are
made on average from 11 AM to 2 PM. At this time, all resources available at the restaurant are
put to full utilization. However, chefs are overworked given the kind of work they have to put on
to service the long queues of orders piling up. This increases the wait time for orders to be
closed, slowing down the utilization of other resources in the restaurant.
Diner
Dinner time is the busiest time in the restaurant, with total orders served to average 320 orders.
All the resources in the hotel are overstretched since the size of the customers visiting the
restaurant is beyond the restaurant’s capacity to service at a time. Most customers re forced to
wait for their orders from the outside as the dining area is full of other customers. With an
increased number of requests made, the queues in the kitchen become long; hence the chefs
become overutilized to meet the timelines of serving the customers. Waiting time increases and
turning around tables for other customers to use required another additional time of 15 minutes.
Overall
Oliver’s Diner has considerable potential for growth, and it is preferred by most of the customers
around. However, high traffics during both lunch hour and diner time has stretched the resources
in the restaurant. Seating space and the employees are spread dearly while serving customers

during this time. The large number of customers is also stretching the utilization of inventory.
with difficulty of a new establishment to forecast on number of customers, Oliver’s Diner is
stretching its inventory levels to meet the large demand levels.
4. bottlenecks
Shortage of chefs- with only three chefs employed in the restaurant, it is excessively troublesome
for them to work on all the orders on time. This has led to long queues being experienced as well
as customer pressure who are considering going to other restaurants.
Retro décor- the furniture used in the restaurant has taken up much space, which could have been
used in creating room for more customers. The retro décor arrangement of the restaurant is
getting complacent with the modern hotel layouts. Oliver is even considering replacing it with a
more space-conscious plan.
The overall capacity of the system in Oliver’s Diner is servicing a small number of customers,
which could be achieved by only allowing reservations in the facility as opposed to accepting
both the walk-ins and reservations. However, the above bottlenecks have adversely affected
efficiency of service delivery.
5. Variability and performance levels
Oliver’s Diner has experienced a subjective preference variability with some of the positives
indicating excellent services the restaurant is offering. However, the overall performance of the
hotel has been affected by various aspects of variability, such as speed and accuracy. Most of the
orders placed are taking to long to be served as well as table-turning around is taking 15 more
minutes. This has negatively impacted the customer experience, with some of them suggesting
going to the neighboring eateries.

6. Oliver’s Diner Rating
As a new establishment, Oliver’s Diner has done tremendously well in capturing the market
share by having such a vast number of customers thronging the restaurant daily. However,
limited resources and slow speed in service delivery have really affected its expansion and
growth. But according to the traffic and the number of orders the restaurant is receiving daily, it
has been a success.