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Confidential and Proprietary to Food & Restaurant Solutions Int'l LLC Copyright 2010 CASE STUDIES January 1, 2010 Confidential and Proprietary to Food.

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Presentation on theme: "Confidential and Proprietary to Food & Restaurant Solutions Int'l LLC Copyright 2010 CASE STUDIES January 1, 2010 Confidential and Proprietary to Food."— Presentation transcript:

1 Confidential and Proprietary to Food & Restaurant Solutions Int'l LLC Copyright 2010 CASE STUDIES January 1, 2010 Confidential and Proprietary to Food & Restaurant Solutions Int'l LLC Copyright Restaurant Manufacturing Plant Business Consulting

2 Confidential and Proprietary to Food & Restaurant Solutions Int'l LLC Copyright 2010 Reduce manufactured cost of precooked chicken product. Also, identify costs of each process unit, assign cost impact to finished product, and make recommended cost reductions (Activity Based Costing – ABC). Finished product food costs were reduced 15+ percent. Manufacturing costs were identified and assigned to each unit process - based on costs for ingredients, indirect and direct overhead, equipment, G&A, etc. CASE STUDY: Food Process Cost Analysis Objective Approach Results Implemented PROCAM (Process Cost Analysis) Methodology to food manufacturing processing line. Developed an As-Is and To-Be Process Map of existing process with recommended process efficiency improvements Implemented and tested process efficiency improvements, conducted preliminary food cost Proforma Completed Statistical Process Control (SPC) Analysis Conducted a Process Cost Analysis of recommended Gold Standard process, then compared to food cost margin success criteria Made final process adjustments basis Process Cost Analysis of Gold Standard process, then revalidated manufacturing cost performance data. ¶Process Cost Reduction

3 Confidential and Proprietary to Food & Restaurant Solutions Int'l LLC Copyright 2010 Develop a high margin poultry snack food product from underutilized dark meat within 90 days for national test market. Finished product was developed and store tested within 30 days, then placed into two different geographical test markets within the next 60 days. Finished product delivered a 80% gross margin after 20% food cost. CASE STUDY: New Poultry Product Development Objective Approach Results Developed an internal multi-department product team in partnership with selected outside suppliers Conducted a series of Ideation sessions that utilized divergent and convergent ideation methodologies Implemented a new, efficient, three-sided Culinary Food Development Process that included internal R&D experts, external consultants, external supplier experts. Implemented Project Management Program managed by independent Project Manager Implemented Store Operations and Equipment Requirements Discovery Phase at the beginning of the project Incorporated Rapid Deployment Supplier Manufacturing Teams Evaluated ROI on custom solutions during initial store test, and before market test Re-evaluated custom solutions during market test, and validated projected Proforma costs ·New Product Innovation

4 Confidential and Proprietary to Food & Restaurant Solutions Int'l LLC Copyright 2010 Develop a new rotisserie cooking oven for chicken and turkey products that reduces energy costs, increases cooking capacity, reduces HVAC installation costs, reduces R&M costs, and meets or exceeds internal ROI standards. New rotisserie cooking oven resulted in a 40% lower energy cost, a 33% higher cooking capacity, a $5,000 lower HVAC installation cost per restaurant, a 10-fold lower R&M cost, and an ROI payback that exceeded internal specification standards. CASE STUDY: New Rotisserie Oven Development Objective Approach Results Developed an internal multi-department product team in partnership with selected outside suppliers Implemented Project Management Program managed by independent Project Manager Conducted a series of Ideation sessions that utilized divergent and convergent ideation methodologies to identify technologies required to fit equipment performance criteria Developed upfront Equipment Prototype Specification Standard Implemented an equipment development program based on functional, performance, and ROI specifications, not on design specifications Co-Tested product in multiple stores and in Accelerated Performance Test scenarios Developed and tested custom solutions Deployed solutions with supplier ownership ·New Equipment Innovation

5 Confidential and Proprietary to Food & Restaurant Solutions Int'l LLC Copyright 2010 Develop a Gold Standard poultry inject marinade process that significantly reduces product variation (or defects), and improves finished product quality so that it meets or exceeds consumer expectation standards. A CASE STUDY: Poultry Marinade Process Improvement Objective Approach Results Developed an as-is process analysis of three different processing plants Conducted Best Practices evaluation of the same poultry process (using sometimes different equipment) at two separate competitor plants Conducted Statistical Process Control (SPC) analysis of processing lines in all three manufacturing plants Conducted Process Capability Study Analysis of all SPC data, then developed a Gold Standard Process based on best equipment, best practices, and SPC data Implemented Gold Standard Process in model plant, revalidated performance data, trained employees on best practices, then developed a training program with a training manual for deployment at other manufacturing plants. Implemented Gold Standard Process in remaining two processing plants with employee training program, then revalidated performance data against Model Plant Conducted consumer taste panels to validate food quality performance ¸Process Quality Improvement A Gold Standard manufacturing process was developed and implemented based on internal and external Best Practices. Statistical Process Control (SPC) data demonstrated that data from 3 diverse production plants fell within the 95% Confidence. Interval. Consumer taste panel data further verified that product variation was minimized to internal standards.

6 Confidential and Proprietary to Food & Restaurant Solutions Int'l LLC Copyright 2010 Re-engineer restaurant food preparation processes that increase net operating profit through reduced labor cost while maintaining internal food quality standards. Final food costs were also expected to be lower those experienced in a competitive food commissary concept. A CASE STUDY: Restaurant Process Re-Engineering - Outsourced Food Preparation Objective Approach Results Developed an internal multi-department product team in partnership with selected outside suppliers Implemented Project Management Program managed by independent Project Manager Conducted a series of Ideation sessions that utilized divergent and convergent Developed an and acceptance Identified test stores with specific performance strengths in food and labor cost management Developed and consumer tested outsourced food products Evaluated food, labor, and operations performance tests in a sequential manner in stores with strengths in those areas Deployed and tested Best Practices identified in diverse test stores in a final Model Test Market, then revalidated cost Proforma ¹Process Re-Engineering/Cost Reduction A national outsourcing program was developed and implemented that resulted in a net operating profit increase of 1% (based on total store sales) through a 2%labor reduction and a 1% food cost increase. Outsourced food costs were a full percentage points lower than food costs in commissary food concepts.

7 Confidential and Proprietary to Food & Restaurant Solutions Int'l LLC Copyright 2010 Develop an integrated supply chain between several food manufacturing locations and restaurants located 600 miles away. The supply chain must be able to deliver fresh-prepared food products with a maximum 36-hour shelf-life on a daily basis (24-hour delivery cycle). An integrated food supply chain was developed that delivered fresh-prepared food with a 36 hour shelf-life on a 24-hour delivery cycle. Order fulfillment accuracy was reduced to 99%, and in-store waste reduced 30 percent. CASE STUDY: Restaurant Concept Re-Engineering - Supply Chain Development Objective Approach Results Developed an internal multi-department product team in partnership with selected outside suppliers Implemented Project Management Program managed by independent Project Manager Developed an as-is and to-be food preparation process map and product specifications Identified and developed a Fresh Food Delivery Model from manufacturer to customers with performance success criteria for deliver times, order accuracy, delivery cycles for products that were shelf-life dependent. Implemented a special Corrective Action Team focused on identifying supply chain bottlenecks, executing corrective action, and validating Proforma results Conducted Supply Chain Isolated Stress Tests to validate supply chain performance against unexpected challenges. ºFood Supply Chain Development

8 Confidential and Proprietary to Food & Restaurant Solutions Int'l LLC Copyright 2010 Our Clients January 1, 2010 Confidential and Proprietary to Food & Restaurant Solutions Int'l LLC Copyright


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