Sam’s Pizzeria Managing Peak Demand By Ali Abdel Razek

Sam’s Pizzeria Managing Peak Demandali Abdel Razek Wrote This Case Un

Sam’s Pizzeria, owned by Sam Moretti in Orillia, Ontario, faces significant challenges in managing peak demand periods, especially around Halloween. As demand surges, the current staffing and operational capacity may be insufficient to maintain the quality and speed of service that underpin its reputation. Moretti needs to develop a staffing plan that can handle increased customer volume without compromising the restaurant’s standards. The case involves understanding the process flow, calculating capacity and utilization of resources, evaluating staffing options, and considering cross-training benefits to optimize performance during peak times.

Paper For Above instruction

Introduction

Effective management of demand peaks is critical for food service establishments, especially those renowned for quality and quick service like Sam’s Pizzeria. In small, high-quality restaurants, operational efficiency directly influences customer satisfaction and retention. This case examines the current operations of Sam’s, the anticipated surge in demand during Halloween, and the strategic staffing decisions necessary to meet these challenges.

Understanding the Process and Its Flow

Sam’s Pizzeria’s operational process starts when the cashier takes an order, either over the phone or in person, averaging 90 seconds per order. Given the typical order size of 1.5 pizzas, this step sets the foundation for subsequent production tasks. Once an order is placed, the kitchen staff forms the pizza crust, which takes one minute per pizza. Topping application involves skilled operators capable of processing 50 pizzas per hour for sauce and cheese, with toppings potentially extending processing time for more complex orders. Baking occurs concurrently for eight pizzas in a large oven, with each pizza baking for seven minutes. Operators remove and box the pizzas, processes that collectively take approximately one and a half minutes per pizza. Payment handling varies based on whether the order is for pickup or delivery, with the latter involving additional delivery time and costs.

Capacity and Utilization of Resources

To analyze the capacity, each resource's maximum output per hour is considered. The cashier’s throughput depends on order volume and time per transaction. Kitchen processes have different bottlenecks, notably the topping application step, which can process 40 pizzas per hour, and baking, limited to eight pizzas simultaneously per oven, with a bake time of seven minutes, giving a maximum of roughly 68 pizzas per hour per oven cycle. Delivery staff, consisting of independent contractors, can deliver four orders on average every eight minutes, translating to a capacity of approximately 30 orders per hour based on staffing levels.

For the process flow, steps include order taking, dough forming, topping application, baking, collection, and payment/delivery. Bottlenecks are identified where resource processing rates are lower than demand, primarily in topping application and baking.

Staffing Recommendations for Halloween

Given the anticipated demand increase to 50 pizzas per hour during Halloween, staffing adjustments are crucial. The current capacity, considering bottlenecks, likely falls short of this volume, risking delays and reduced quality. To meet the surge, additional staff or extended hours are necessary. Moretti could consider hiring temporary staff, scheduling extra kitchen personnel and delivery drivers, or implementing cross-training strategies to flexibly allocate labor between tasks as demand fluctuates.

Cost and Benefits of Cross-Training

Cross-training staff offers flexibility, improved efficiency, and resilience. Employees trained across multiple stations can be redeployed during peak demand or staff shortages, reducing wait times and maintaining service quality. However, cross-training involves costs related to training time, potential temporary productivity reductions, and the need for ongoing skill maintenance.

Implementing cross-training would allow Sam’s to add capacity without necessarily increasing staffing levels significantly. Employees trained in multiple tasks could switch roles depending on demand, reducing idle time and smoothing workload across the operation. This flexibility is particularly valuable during unpredictable demand surges like Halloween.

Conclusion

Managing peak demand at Sam’s Pizzeria requires a strategic approach grounded in process analysis, capacity evaluation, and flexible staffing. By understanding process bottlenecks and leveraging cross-training, Sam’s can improve responsiveness during busy periods. Planning ahead for Halloween’s demand spike is essential to uphold the restaurant’s reputation for quality and quick service, securing its competitive advantage in Orillia’s restaurant scene.

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