The conclusions of the study supported the validity of the complaints based on first hand observations of the franchise and its operations. Data collection was conducted by store visits at three different times, on three separate days and in the two possible ways of service (dining in and driving through). Comparing the data findings with Burger King company franchise standards, this report identifies key areas in need of improvement.
Analysis of the data brought conclusions under three …show more content…
A high volume store like this location can run the risk of being understaffed, and thus increasing the turnover time of customers.
Turnover Time
Being a fast-food restaurant, turnover time is important to our customers who expect their meal to be hot and fresh as quickly as possible. Through analysis of the turnover time for each customer in the lunch and dinner periods (Figure 1), the average wait time (in minutes) can be visually portrayed in Figure 2. The average wait time for a customer at lunch was found to be 3min 29sec, and the average wait time for dinner to be 2min 56sec.
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To improve accuracy turnover time could have been broken down into three sections (length of time in line, length of time ordering and length of time until food delivered), but this would have required a stop watch and more than one person to accurately collect the data. Thus turnover time was recorded as the length of time from ordering, until a customer’s food was …show more content…
Unable to produce reliable results based the evaluation of one drive-through experience we must trust that the wait time experienced during this study (4min 47sec) is an outlier as the published average drive-through wait time according to Burger King is approximately 2min 30sec.
Comparing Figure 1 with Figure 2 we can see that although observations during the dinner period recorded more customers, the average amount of time they waited for their food was 33 seconds less. This is most logically explained in the differing levels of staff observed at the different periods.
Staffing
During the lunch period it was observed that there were approximately 12 members of staff visible, with one clear supervisor present. During the dinner period there were 14 members of staff visible in the same areas, with two clear supervisors; though it is possible that there was a shift change occurring during the observed dinner period.
If the staffing levels observed are accurate they may account for the lower wait times experienced during the dinner period.