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Question: Carlos, are you ready to head out

Carlos, are you ready to head out then?’, Antonia called across the office. ‘Too right! After the morning I’ve had, I could do with the break!’ Carlos laughed, as he grabbed his wallet and sunglasses. As the two headed towards the lift (elevator), they entered into a deep conversation. ‘So, what do you fancy Antonia?’ After a short pause to think, Antonia responded, well, we could go to $yĥĥdð s their red curry is definitely one of the best around and the 2ad Thai’s pretty good too. Or Pollo Picante? I had the chicken with chimichurri sauce the other day and it was really good.’ As the lift descended from the 32nd door of their building, the conversation continued. ‘If we’re looking for something hot Antonia, I guess we could also try the new Indian thali place? Rebecca went there last week and said it was excellent, though she did mention it was pretty slow service. Besides, it’s such a nice day, maybe we could have something cold instead! There’s the sushi at -a\Ouk s it’s so fresh and there’s loads of choice.’ Antonia thought for moment. well I’m absolutely fine not having anything hot, but I’m not in the mood for sushi today to be honest.’ There were just so many options, she rejected. ‘How’s about FreshLunch instead?’ Carlos smiled as they walked out into bright May sunshine. ‘Sounds like a good plan to me!’ A few blocks away, Sofia had already been serving customers at FreshLunch for an hour and, as usual, things were picking up quickly towards the lunchtime rush. She was a chemist by training and had spent the first six years after her graduation working for a large multinational in a research laboratory based in Norway. But her passion was food and fresh produce. Having completed a part-time executive MBA, Sofia had changed her career direction dramatically and set up as a restaurant owner. Knowing how demanding busy customers were, Sofia had established FreshLunch utilizing the techniques she learned from her studies in an attempt to manage her operation effectively. FreshLunch had taken the traditional cafeteria-style approach often found in universities and large hotels, and developed a process that offered quality, variety and speed. The process was simple, involving five sequential steps from order placement to delivery (see Figure 8.14). Having collected any items from the fridge (drinks and sweet treats), thecustomer first had to choose the base for their meal – a selection between rice and couscous. Next, they would choose their main protein, including chicken, lamb, steak, salmon or grilled vegetables. Then, two sides were selected to accompany the main meal, from a choice of around ten different plates full of vegetables and salads. Finally, dressings and sauces were available before the customer moved to payment at the end of the process. For each step, the customer moved along with their tray, which was passed from one ‘assembler’ to the next until it was put in a bag and handed to the customer by the cashier.Since its opening, FreshLunch had always been very busy around lunchtime, with long queues created at the counter, some of which extended outside the restaurant itself. Sofia was happy that her hard work over the past three years was paying off. However, she was beginning to appreciate that these long queues were not translating into the profits needed to create a sustainable business. Sofia tried to think again about how some of the things she had learned during her MBA programmed might help her tackle the situation. But while she had applied so much to the business and made plenty of improvements, she felt increasingly like she was too close to the problems to see them clearly. ‘What I need’, she rejected, ‘is a fresh pair of eyes’. That evening, scrolling through her social media, Sofia noticed that her friend Zori had just posted an interesting piece on the challenges of demand forecasting during ‘X-factor’ events. ‘Now why didn’t I think of her before?’, she thought. After their time together on the MBA programmed, Zori’s small consulting business, which helped its customers analyses and improve their operations, had grown substantially, so she was clearly doing something right. Sofia dialed her number and after a few rings, Zori answered: n5ofia! .ong time, no chat! How are you and how’s things in the restaurant business?’ Fifteen minutes later, their conversation had turned from generally catching up to FreshLunch. nI find it really hard to predict what my customers are going to choose every day and I often end up having to throw away quite a lot of food. I tried cooking fewer portions but then I had a lot of annoyed customers and I can’t risk bad reviews!’ Zori already had a few ideas in mind but decided to ask a few more questions to understand the business better: ‘What about the customers? Do you know if they are happy with
Carlos, are you ready to head out then?’, Antonia called across the office. ‘Too right! After the morning I’ve had, I could do with the break!’ Carlos laughed, as he grabbed his wallet and sunglasses. As the two headed towards the lift (elevator), they entered into a deep conversation. ‘So, what do you fancy Antonia?’ After a short pause to think, Antonia responded, well, we could go to $yĥĥdð s their red curry is definitely one of the best around and the 2ad Thai’s pretty good too. Or Pollo Picante? I had the chicken with chimichurri sauce the other day and it was really good.’ As the lift descended from the 32nd door of their building, the conversation continued. ‘If we’re looking for something hot Antonia, I guess we could also try the new Indian thali place? Rebecca went there last week and said it was excellent, though she did mention it was pretty slow service. Besides, it’s such a nice day, maybe we could have something cold instead! There’s the sushi at -a\Ouk s it’s so fresh and there’s loads of choice.’ Antonia thought for moment. well I’m absolutely fine not having anything hot, but I’m not in the mood for sushi today to be honest.’ There were just so many options, she rejected. ‘How’s about FreshLunch instead?’ Carlos smiled as they walked out into bright May sunshine. ‘Sounds like a good plan to me!’ A few blocks away, Sofia had already been serving customers at FreshLunch for an hour and, as usual, things were picking up quickly towards the lunchtime rush. She was a chemist by training and had spent the first six years after her graduation working for a large multinational in a research laboratory based in Norway. But her passion was food and fresh produce. Having completed a part-time executive MBA, Sofia had changed her career direction dramatically and set up as a restaurant owner. Knowing how demanding busy customers were, Sofia had established FreshLunch utilizing the techniques she learned from her studies in an attempt to manage her operation effectively. FreshLunch had taken the traditional cafeteria-style approach often found in universities and large hotels, and developed a process that offered quality, variety and speed. The process was simple, involving five sequential steps from order placement to delivery (see Figure 8.14). Having collected any items from the fridge (drinks and sweet treats), thecustomer first had to choose the base for their meal – a selection between rice and couscous. Next, they would choose their main protein, including chicken, lamb, steak, salmon or grilled vegetables. Then, two sides were selected to accompany the main meal, from a choice of around ten different plates full of vegetables and salads. Finally, dressings and sauces were available before the customer moved to payment at the end of the process. For each step, the customer moved along with their tray, which was passed from one ‘assembler’ to the next until it was put in a bag and handed to the customer by the cashier.Since its opening, FreshLunch had always been very busy around lunchtime, with long queues created at the counter, some of which extended outside the restaurant itself. Sofia was happy that her hard work over the past three years was paying off. However, she was beginning to appreciate that these long queues were not translating into the profits needed to create a sustainable business. Sofia tried to think again about how some of the things she had learned during her MBA programmed might help her tackle the situation. But while she had applied so much to the business and made plenty of improvements, she felt increasingly like she was too close to the problems to see them clearly. ‘What I need’, she rejected, ‘is a fresh pair of eyes’. That evening, scrolling through her social media, Sofia noticed that her friend Zori had just posted an interesting piece on the challenges of demand forecasting during ‘X-factor’ events. ‘Now why didn’t I think of her before?’, she thought. After their time together on the MBA programmed, Zori’s small consulting business, which helped its customers analyses and improve their operations, had grown substantially, so she was clearly doing something right. Sofia dialed her number and after a few rings, Zori answered: n5ofia! .ong time, no chat! How are you and how’s things in the restaurant business?’ Fifteen minutes later, their conversation had turned from generally catching up to FreshLunch. nI find it really hard to predict what my customers are going to choose every day and I often end up having to throw away quite a lot of food. I tried cooking fewer portions but then I had a lot of annoyed customers and I can’t risk bad reviews!’ Zori already had a few ideas in mind but decided to ask a few more questions to understand the business better: ‘What about the customers? Do you know if they are happy with what they get?’, she asked. ‘I love how busy we are’, replied Sofia, ‘but some customers have already started posting negative reviews due to the long waits. To be fair, it’s normally only 20 minutes but since most people only have an hour for lunch, I completely understand where they’re coming from.’ Zori quickly did a search for FreshLunch and began scrolling through some of the most recent customer reviews (see Figure 8.15).As Zori read, Sofia continued: ‘Unfortunately, the huge rent is kind of killing me to be honest. You can imagine how expensive it is to rent even a small place in the centerof. onion. It’s also hard to find good cooks and waiters, as (rash.lunch can only offer them contracts for 50s0 per cent of their time.’ Zori leaned back on her chair. no- 5ofia, let me have a think about this over the weekend and I’ll get back to you with my thoughts. It’s been great catching up.’ As she took a sip of her drink, she thought about how this could be a good exercise for the new associates in her company. On Monday morning, it was Zori’s turn to pick up the phone and call her friend. n5ofia, I’d really like to helpyou with this. We’ve just hired a small group of young associates and I’d be happy to assign them to work with you. From my perspective, it would give me a chance to see these guys in action and get a feel of how they work as a team, before I set them off on the paid jobs. And for you, it’d be some free consulting s feels like a wins win, right!! I can give them a little bit of supervision, but not much as it’s basically pro bono (without charge).’ Sofia was delighted: ‘Wow Zori, that would be fantastic! And I’m happy to give them a bit of advice on any client interaction issues that come up during this.’ Zori knew that could prove extremely helpful. Sofia had always been excellent at giving constructive feedback. n) old thinking s that would be brilliant. To get this started, can you please send me over some information about FreshLunch? I will ask my associates to get in touch with a data spec first thing tomorrow. ‘Over the rest of the week, Sofia collected the information that Zuri’s team had requested for the project. She started with some basic information, such as opening times (11.00–15.30) and the daily menu (see Figure 8.16) // She also spent some time putting together information that could be used to analyses the demand patterns for FreshLunch. Luckily, she had recently installed a software package that allowed her to collect and analysespoint of-sale (POS) data. Now Sofia felt she was actually beginning to make some use of it. She remembered one of her professors talking about organizations ‘drowning in data’ and was starting to appreciate what she meant! To keep it simple, she began with what felt to her like a typical day and broke it down into 30-minute time slots (see Table 8.2). She included information on how many customers typically visited, but also the number of actual meals prepared, as some customers would order more than one meal. In addition, Sofia was asked by the associates to provide someinformation about daily sales of meals over recent weeks (See Table 8.3). At Zori’s firm, Bankole Consulting, the associates were looking forward to working on the project. For the group, it was a chance to get stuck into the world of consulting and prove that they were ready to step up to working with the firm’s paying clients. It was also an opportunity to repay some of that faith that Zori had shown them when making her hires. After an initial meeting with Zori, they started analyzing the information that Sofia had sent over. They also decided to pay a visit to FreshLunch to get some firsthand experience of the operation. With Sofia’s approval, they behaved as normal customers, queuing for food, ordering and then eating at the bench by the window. During their visit, they drew the layout of the main door of the restaurant (see Figure 8.17), as this could be useful for their discussions with Zuri. They also looked at the basement area – used for storing ingredients, crockery and utensils – and an area on the upper ƃoor, which functioned as a break room and office space for the shift manager. During their visit, the team collected data on the size of the queues – something not currently captured by Sofia. There were two parts of the queue. The assembly queue was formed between the point a customer started giving their order and the point of payment at the cashier. This was always moving relatively quickly as the employees were used to receiving orders and serving the customers efficiently. The second and more concerning part of the queue was the one formed by people waiting to place their order. The team noted the size of the queue at 15-minute intervals over a 3-hour period (see Table 8.4). Most of the people in the queue spent their time talking to each other, checking their phones, or looking at the printed menus to decide what to order. Zori’s associates also noticed that some people left the queue (nine in total during the three busiest periods) and others decided not to join the queue (around 4–5 in the 15-minute intervals when the queue exceeded 10 customers). Finally, the associates talked to Sofia and her employees to gain further insights into FreshLunch (see following quotes). Selected quotes from staff at Fresh Lunch ‘This 90 minute during lunch is hell. It is always busy and there is nothing worse than hungry people.‘‘The space upstairs is quite nice, but we hardly ever get the time to use it. By the time things calm down, our shift is over. ‘‘It’s nice to get a free meal at the end of the day but, then again, we often have so many leftovers, they need to go in the bin. Especially the sides; sometimes we end up having whole trays of unsold food and you can’t really tell what is going to sell well on a particular day.’‘The job pays well for the hours I have to work, but I need to have a second job in the evenings to make ends meet. ’It’s pretty boring in the morning and after 14.30.’ Questions: 1. What do you think are the key issues faced by Fresh Lunch and what are the underlying reasons for these issues? 2. What advice would you give Sofia and how would you priorities potential improvements?

Carlos, are you ready to head out then?’, Antonia called across the office. ‘Too right! After the morning I’ve had, I could do with the break!’ Carlos laughed, as he grabbed his wallet and sunglasses. As the two headed towards the lift (elevator), they entered into a deep conversation. ‘So, what do you fancy Antonia?’ After a short pause to think, Antonia responded, well, we could go to $yĥĥdð s their red curry is definitely one of the best around and the 2ad Thai’s pretty good too. Or Pollo Picante? I had the chicken with chimichurri sauce the other day and it was really good.’ As the lift descended from the 32nd door of their building, the conversation continued. ‘If we’re looking for something hot Antonia, I guess we could also try the new Indian thali place? Rebecca went there last week and said it was excellent, though she did mention it was pretty slow service. Besides, it’s such a nice day, maybe we could have something cold instead! There’s the sushi at -a\Ouk s it’s so fresh and there’s loads of choice.’ Antonia thought for moment. well I’m absolutely fine not having anything hot, but I’m not in the mood for sushi today to be honest.’ There were just so many options, she rejected. ‘How’s about FreshLunch instead?’ Carlos smiled as they walked out into bright May sunshine. ‘Sounds like a good plan to me!’ A few blocks away, Sofia had already been serving customers at FreshLunch for an hour and, as usual, things were picking up quickly towards the lunchtime rush. She was a chemist by training and had spent the first six years after her graduation working for a large multinational in a research laboratory based in Norway. But her passion was food and fresh produce. Having completed a part-time executive MBA, Sofia had changed her career direction dramatically and set up as a restaurant owner. Knowing how demanding busy customers were, Sofia had established FreshLunch utilizing the techniques she learned from her studies in an attempt to manage her operation effectively. FreshLunch had taken the traditional cafeteria-style approach often found in universities and large hotels, and developed a process that offered quality, variety and speed. The process was simple, involving five sequential steps from order placement to delivery (see Figure 8.14). Having collected any items from the fridge (drinks and sweet treats), thecustomer first had to choose the base for their meal – a selection between rice and couscous. Next, they would choose their main protein, including chicken, lamb, steak, salmon or grilled vegetables. Then, two sides were selected to accompany the main meal, from a choice of around ten different plates full of vegetables and salads. Finally, dressings and sauces were available before the customer moved to payment at the end of the process. For each step, the customer moved along with their tray, which was passed from one ‘assembler’ to the next until it was put in a bag and handed to the customer by the cashier.Since its opening, FreshLunch had always been very busy around lunchtime, with long queues created at the counter, some of which extended outside the restaurant itself. Sofia was happy that her hard work over the past three years was paying off. However, she was beginning to appreciate that these long queues were not translating into the profits needed to create a sustainable business. Sofia tried to think again about how some of the things she had learned during her MBA programmed might help her tackle the situation. But while she had applied so much to the business and made plenty of improvements, she felt increasingly like she was too close to the problems to see them clearly. ‘What I need’, she rejected, ‘is a fresh pair of eyes’. That evening, scrolling through her social media, Sofia noticed that her friend Zori had just posted an interesting piece on the challenges of demand forecasting during ‘X-factor’ events. ‘Now why didn’t I think of her before?’, she thought. After their time together on the MBA programmed, Zori’s small consulting business, which helped its customers analyses and improve their operations, had grown substantially, so she was clearly doing something right. Sofia dialed her number and after a few rings, Zori answered: n5ofia! .ong time, no chat! How are you and how’s things in the restaurant business?’ Fifteen minutes later, their conversation had turned from generally catching up to FreshLunch. nI find it really hard to predict what my customers are going to choose every day and I often end up having to throw away quite a lot of food. I tried cooking fewer portions but then I had a lot of annoyed customers and I can’t risk bad reviews!’ Zori already had a few ideas in mind but decided to ask a few more questions to understand the business better: ‘What about the customers? Do you know if they are happy with what they get?’, she asked. ‘I love how busy we are’, replied Sofia, ‘but some customers have already started posting negative reviews due to the long waits. To be fair, it’s normally only 20 minutes but since most people only have an hour for lunch, I completely understand where they’re coming from.’ Zori quickly did a search for FreshLunch and began scrolling through some of the most recent customer reviews (see Figure 8.15).As Zori read, Sofia continued: ‘Unfortunately, the huge rent is kind of killing me to be honest. You can imagine how expensive it is to rent even a small place in the centerof. onion. It’s also hard to find good cooks and waiters, as (rash.lunch can only offer them contracts for 50s0 per cent of their time.’ Zori leaned back on her chair. no- 5ofia, let me have a think about this over the weekend and I’ll get back to you with my thoughts. It’s been great catching up.’ As she took a sip of her drink, she thought about how this could be a good exercise for the new associates in her company. On Monday morning, it was Zori’s turn to pick up the phone and call her friend. n5ofia, I’d really like to helpyou with this. We’ve just hired a small group of young associates and I’d be happy to assign them to work with you. From my perspective, it would give me a chance to see these guys in action and get a feel of how they work as a team, before I set them off on the paid jobs. And for you, it’d be some free consulting s feels like a wins win, right!! I can give them a little bit of supervision, but not much as it’s basically pro bono (without charge).’ Sofia was delighted: ‘Wow Zori, that would be fantastic! And I’m happy to give them a bit of advice on any client interaction issues that come up during this.’ Zori knew that could prove extremely helpful. Sofia had always been excellent at giving constructive feedback. n) old thinking s that would be brilliant. To get this started, can you please send me over some information about FreshLunch? I will ask my associates to get in touch with a data spec first thing tomorrow. ‘Over the rest of the week, Sofia collected the information that Zuri’s team had requested for the project. She started with some basic information, such as opening times (11.00–15.30) and the daily menu (see Figure 8.16) // She also spent some time putting together information that could be used to analyses the demand patterns for FreshLunch. Luckily, she had recently installed a software package that allowed her to collect and analysespoint of-sale (POS) data. Now Sofia felt she was actually beginning to make some use of it. She remembered one of her professors talking about organizations ‘drowning in data’ and was starting to appreciate what she meant! To keep it simple, she began with what felt to her like a typical day and broke it down into 30-minute time slots (see Table 8.2). She included information on how many customers typically visited, but also the number of actual meals prepared, as some customers would order more than one meal. In addition, Sofia was asked by the associates to provide someinformation about daily sales of meals over recent weeks (See Table 8.3). At Zori’s firm, Bankole Consulting, the associates were looking forward to working on the project. For the group, it was a chance to get stuck into the world of consulting and prove that they were ready to step up to working with the firm’s paying clients. It was also an opportunity to repay some of that faith that Zori had shown them when making her hires. After an initial meeting with Zori, they started analyzing the information that Sofia had sent over. They also decided to pay a visit to FreshLunch to get some firsthand experience of the operation. With Sofia’s approval, they behaved as normal customers, queuing for food, ordering and then eating at the bench by the window. During their visit, they drew the layout of the main door of the restaurant (see Figure 8.17), as this could be useful for their discussions with Zuri. They also looked at the basement area – used for storing ingredients, crockery and utensils – and an area on the upper ƃoor, which functioned as a break room and office space for the shift manager. During their visit, the team collected data on the size of the queues – something not currently captured by Sofia. There were two parts of the queue. The assembly queue was formed between the point a customer started giving their order and the point of payment at the cashier. This was always moving relatively quickly as the employees were used to receiving orders and serving the customers efficiently. The second and more concerning part of the queue was the one formed by people waiting to place their order. The team noted the size of the queue at 15-minute intervals over a 3-hour period (see Table 8.4). Most of the people in the queue spent their time talking to each other, checking their phones, or looking at the printed menus to decide what to order. Zori’s associates also noticed that some people left the queue (nine in total during the three busiest periods) and others decided not to join the queue (around 4–5 in the 15-minute intervals when the queue exceeded 10 customers). Finally, the associates talked to Sofia and her employees to gain further insights into FreshLunch (see following quotes). Selected quotes from staff at Fresh Lunch ‘This 90 minute during lunch is hell. It is always busy and there is nothing worse than hungry people.‘‘The space upstairs is quite nice, but we hardly ever get the time to use it. By the time things calm down, our shift is over. ‘‘It’s nice to get a free meal at the end of the day but, then again, we often have so many leftovers, they need to go in the bin. Especially the sides; sometimes we end up having whole trays of unsold food and you can’t really tell what is going to sell well on a particular day.’‘The job pays well for the hours I have to work, but I need to have a second job in the evenings to make ends meet. ’It’s pretty boring in the morning and after 14.30.’ Questions: 1. What do you think are the key issues faced by Fresh Lunch and what are the underlying reasons for these issues? 2. What advice would you give Sofia and how would you priorities potential improvements?
what they get?’, she asked. ‘I love how busy we are’, replied Sofia, ‘but some customers have already started posting negative reviews due to the long waits. To be fair, it’s normally only 20 minutes but since most people only have an hour for lunch, I completely understand where they’re coming from.’ Zori quickly did a search for FreshLunch and began scrolling through some of the most recent customer reviews (see Figure 8.15).As Zori read, Sofia continued: ‘Unfortunately, the huge rent is kind of killing me to be honest. You can imagine how expensive it is to rent even a small place in the centerof. onion. It’s also hard to find good cooks and waiters, as (rash.lunch can only offer them contracts for 50s0 per cent of their time.’ Zori leaned back on her chair. no- 5ofia, let me have a think about this over the weekend and I’ll get back to you with my thoughts. It’s been great catching up.’ As she took a sip of her drink, she thought about how this could be a good exercise for the new associates in her company. On Monday morning, it was Zori’s turn to pick up the phone and call her friend. n5ofia, I’d really like to helpyou with this. We’ve just hired a small group of young associates and I’d be happy to assign them to work with you. From my perspective, it would give me a chance to see these guys in action and get a feel of how they work as a team, before I set them off on the paid jobs. And for you, it’d be some free consulting s feels like a wins win, right!! I can give them a little bit of supervision, but not much as it’s basically pro bono (without charge).’ Sofia was delighted: ‘Wow Zori, that would be fantastic! And I’m happy to give them a bit of advice on any client interaction issues that come up during this.’ Zori knew that could prove extremely helpful. Sofia had always been excellent at giving constructive feedback. n) old thinking s that would be brilliant. To get this started, can you please send me over some information about FreshLunch? I will ask my associates to get in touch with a data spec first thing tomorrow. ‘Over the rest of the week, Sofia collected the information that Zuri’s team had requested for the project. She started with some basic information, such as opening times (11.00–15.30) and the daily menu (see Figure 8.16) //
Carlos, are you ready to head out then?’, Antonia called across the office. ‘Too right! After the morning I’ve had, I could do with the break!’ Carlos laughed, as he grabbed his wallet and sunglasses. As the two headed towards the lift (elevator), they entered into a deep conversation. ‘So, what do you fancy Antonia?’ After a short pause to think, Antonia responded, well, we could go to $yĥĥdð s their red curry is definitely one of the best around and the 2ad Thai’s pretty good too. Or Pollo Picante? I had the chicken with chimichurri sauce the other day and it was really good.’ As the lift descended from the 32nd door of their building, the conversation continued. ‘If we’re looking for something hot Antonia, I guess we could also try the new Indian thali place? Rebecca went there last week and said it was excellent, though she did mention it was pretty slow service. Besides, it’s such a nice day, maybe we could have something cold instead! There’s the sushi at -a\Ouk s it’s so fresh and there’s loads of choice.’ Antonia thought for moment. well I’m absolutely fine not having anything hot, but I’m not in the mood for sushi today to be honest.’ There were just so many options, she rejected. ‘How’s about FreshLunch instead?’ Carlos smiled as they walked out into bright May sunshine. ‘Sounds like a good plan to me!’ A few blocks away, Sofia had already been serving customers at FreshLunch for an hour and, as usual, things were picking up quickly towards the lunchtime rush. She was a chemist by training and had spent the first six years after her graduation working for a large multinational in a research laboratory based in Norway. But her passion was food and fresh produce. Having completed a part-time executive MBA, Sofia had changed her career direction dramatically and set up as a restaurant owner. Knowing how demanding busy customers were, Sofia had established FreshLunch utilizing the techniques she learned from her studies in an attempt to manage her operation effectively. FreshLunch had taken the traditional cafeteria-style approach often found in universities and large hotels, and developed a process that offered quality, variety and speed. The process was simple, involving five sequential steps from order placement to delivery (see Figure 8.14). Having collected any items from the fridge (drinks and sweet treats), thecustomer first had to choose the base for their meal – a selection between rice and couscous. Next, they would choose their main protein, including chicken, lamb, steak, salmon or grilled vegetables. Then, two sides were selected to accompany the main meal, from a choice of around ten different plates full of vegetables and salads. Finally, dressings and sauces were available before the customer moved to payment at the end of the process. For each step, the customer moved along with their tray, which was passed from one ‘assembler’ to the next until it was put in a bag and handed to the customer by the cashier.Since its opening, FreshLunch had always been very busy around lunchtime, with long queues created at the counter, some of which extended outside the restaurant itself. Sofia was happy that her hard work over the past three years was paying off. However, she was beginning to appreciate that these long queues were not translating into the profits needed to create a sustainable business. Sofia tried to think again about how some of the things she had learned during her MBA programmed might help her tackle the situation. But while she had applied so much to the business and made plenty of improvements, she felt increasingly like she was too close to the problems to see them clearly. ‘What I need’, she rejected, ‘is a fresh pair of eyes’. That evening, scrolling through her social media, Sofia noticed that her friend Zori had just posted an interesting piece on the challenges of demand forecasting during ‘X-factor’ events. ‘Now why didn’t I think of her before?’, she thought. After their time together on the MBA programmed, Zori’s small consulting business, which helped its customers analyses and improve their operations, had grown substantially, so she was clearly doing something right. Sofia dialed her number and after a few rings, Zori answered: n5ofia! .ong time, no chat! How are you and how’s things in the restaurant business?’ Fifteen minutes later, their conversation had turned from generally catching up to FreshLunch. nI find it really hard to predict what my customers are going to choose every day and I often end up having to throw away quite a lot of food. I tried cooking fewer portions but then I had a lot of annoyed customers and I can’t risk bad reviews!’ Zori already had a few ideas in mind but decided to ask a few more questions to understand the business better: ‘What about the customers? Do you know if they are happy with what they get?’, she asked. ‘I love how busy we are’, replied Sofia, ‘but some customers have already started posting negative reviews due to the long waits. To be fair, it’s normally only 20 minutes but since most people only have an hour for lunch, I completely understand where they’re coming from.’ Zori quickly did a search for FreshLunch and began scrolling through some of the most recent customer reviews (see Figure 8.15).As Zori read, Sofia continued: ‘Unfortunately, the huge rent is kind of killing me to be honest. You can imagine how expensive it is to rent even a small place in the centerof. onion. It’s also hard to find good cooks and waiters, as (rash.lunch can only offer them contracts for 50s0 per cent of their time.’ Zori leaned back on her chair. no- 5ofia, let me have a think about this over the weekend and I’ll get back to you with my thoughts. It’s been great catching up.’ As she took a sip of her drink, she thought about how this could be a good exercise for the new associates in her company. On Monday morning, it was Zori’s turn to pick up the phone and call her friend. n5ofia, I’d really like to helpyou with this. We’ve just hired a small group of young associates and I’d be happy to assign them to work with you. From my perspective, it would give me a chance to see these guys in action and get a feel of how they work as a team, before I set them off on the paid jobs. And for you, it’d be some free consulting s feels like a wins win, right!! I can give them a little bit of supervision, but not much as it’s basically pro bono (without charge).’ Sofia was delighted: ‘Wow Zori, that would be fantastic! And I’m happy to give them a bit of advice on any client interaction issues that come up during this.’ Zori knew that could prove extremely helpful. Sofia had always been excellent at giving constructive feedback. n) old thinking s that would be brilliant. To get this started, can you please send me over some information about FreshLunch? I will ask my associates to get in touch with a data spec first thing tomorrow. ‘Over the rest of the week, Sofia collected the information that Zuri’s team had requested for the project. She started with some basic information, such as opening times (11.00–15.30) and the daily menu (see Figure 8.16) // She also spent some time putting together information that could be used to analyses the demand patterns for FreshLunch. Luckily, she had recently installed a software package that allowed her to collect and analysespoint of-sale (POS) data. Now Sofia felt she was actually beginning to make some use of it. She remembered one of her professors talking about organizations ‘drowning in data’ and was starting to appreciate what she meant! To keep it simple, she began with what felt to her like a typical day and broke it down into 30-minute time slots (see Table 8.2). She included information on how many customers typically visited, but also the number of actual meals prepared, as some customers would order more than one meal. In addition, Sofia was asked by the associates to provide someinformation about daily sales of meals over recent weeks (See Table 8.3). At Zori’s firm, Bankole Consulting, the associates were looking forward to working on the project. For the group, it was a chance to get stuck into the world of consulting and prove that they were ready to step up to working with the firm’s paying clients. It was also an opportunity to repay some of that faith that Zori had shown them when making her hires. After an initial meeting with Zori, they started analyzing the information that Sofia had sent over. They also decided to pay a visit to FreshLunch to get some firsthand experience of the operation. With Sofia’s approval, they behaved as normal customers, queuing for food, ordering and then eating at the bench by the window. During their visit, they drew the layout of the main door of the restaurant (see Figure 8.17), as this could be useful for their discussions with Zuri. They also looked at the basement area – used for storing ingredients, crockery and utensils – and an area on the upper ƃoor, which functioned as a break room and office space for the shift manager. During their visit, the team collected data on the size of the queues – something not currently captured by Sofia. There were two parts of the queue. The assembly queue was formed between the point a customer started giving their order and the point of payment at the cashier. This was always moving relatively quickly as the employees were used to receiving orders and serving the customers efficiently. The second and more concerning part of the queue was the one formed by people waiting to place their order. The team noted the size of the queue at 15-minute intervals over a 3-hour period (see Table 8.4). Most of the people in the queue spent their time talking to each other, checking their phones, or looking at the printed menus to decide what to order. Zori’s associates also noticed that some people left the queue (nine in total during the three busiest periods) and others decided not to join the queue (around 4–5 in the 15-minute intervals when the queue exceeded 10 customers). Finally, the associates talked to Sofia and her employees to gain further insights into FreshLunch (see following quotes). Selected quotes from staff at Fresh Lunch ‘This 90 minute during lunch is hell. It is always busy and there is nothing worse than hungry people.‘‘The space upstairs is quite nice, but we hardly ever get the time to use it. By the time things calm down, our shift is over. ‘‘It’s nice to get a free meal at the end of the day but, then again, we often have so many leftovers, they need to go in the bin. Especially the sides; sometimes we end up having whole trays of unsold food and you can’t really tell what is going to sell well on a particular day.’‘The job pays well for the hours I have to work, but I need to have a second job in the evenings to make ends meet. ’It’s pretty boring in the morning and after 14.30.’ Questions: 1. What do you think are the key issues faced by Fresh Lunch and what are the underlying reasons for these issues? 2. What advice would you give Sofia and how would you priorities potential improvements?
She also spent some time putting together information that could be used to analyses the demand patterns for FreshLunch. Luckily, she had recently installed a software package that allowed her to collect and analysespoint of-sale (POS) data. Now Sofia felt she was actually beginning to make some use of it. She remembered one of her professors talking about organizations ‘drowning in data’ and was starting to appreciate what she meant! To keep it simple, she began with what felt to her like a typical day and broke it down into 30-minute time slots (see Table 8.2). She included information on how many customers typically visited, but also the number of actual meals prepared, as some customers would order more than one meal. In addition, Sofia was asked by the associates to provide someinformation about daily sales of meals over recent weeks (See Table 8.3). At Zori’s firm, Bankole Consulting, the associates were looking forward to working on the project. For the group, it was a chance to get stuck into the world of consulting and prove that they were ready to step up to working with the firm’s paying clients. It was also an opportunity to repay some of that faith that Zori had shown them when making her hires. After an initial meeting with Zori, they started analyzing the information that Sofia had sent over. They also decided to pay a visit to FreshLunch to get some firsthand experience of the operation. With Sofia’s approval, they behaved as normal customers, queuing for food, ordering and then eating at the bench by the window. During their visit, they drew the layout of the main door of the restaurant (see Figure 8.17), as this could be useful for their discussions with Zuri. They also looked at the basement area – used for storing ingredients, crockery and utensils – and an area on the upper ƃoor, which functioned as a break room and office space for the shift manager. During their visit, the team collected data on the size of the queues – something not currently captured by Sofia. There were two parts of the queue. The assembly queue was formed between the point a customer started giving their order and the point of payment at the cashier. This was always moving relatively quickly as the employees were used to receiving orders and serving the customers efficiently. The second and more concerning part of the queue was the one formed by people waiting to place their order. The team noted the size of the queue at 15-minute intervals over a 3-hour period
Carlos, are you ready to head out then?’, Antonia called across the office. ‘Too right! After the morning I’ve had, I could do with the break!’ Carlos laughed, as he grabbed his wallet and sunglasses. As the two headed towards the lift (elevator), they entered into a deep conversation. ‘So, what do you fancy Antonia?’ After a short pause to think, Antonia responded, well, we could go to $yĥĥdð s their red curry is definitely one of the best around and the 2ad Thai’s pretty good too. Or Pollo Picante? I had the chicken with chimichurri sauce the other day and it was really good.’ As the lift descended from the 32nd door of their building, the conversation continued. ‘If we’re looking for something hot Antonia, I guess we could also try the new Indian thali place? Rebecca went there last week and said it was excellent, though she did mention it was pretty slow service. Besides, it’s such a nice day, maybe we could have something cold instead! There’s the sushi at -a\Ouk s it’s so fresh and there’s loads of choice.’ Antonia thought for moment. well I’m absolutely fine not having anything hot, but I’m not in the mood for sushi today to be honest.’ There were just so many options, she rejected. ‘How’s about FreshLunch instead?’ Carlos smiled as they walked out into bright May sunshine. ‘Sounds like a good plan to me!’ A few blocks away, Sofia had already been serving customers at FreshLunch for an hour and, as usual, things were picking up quickly towards the lunchtime rush. She was a chemist by training and had spent the first six years after her graduation working for a large multinational in a research laboratory based in Norway. But her passion was food and fresh produce. Having completed a part-time executive MBA, Sofia had changed her career direction dramatically and set up as a restaurant owner. Knowing how demanding busy customers were, Sofia had established FreshLunch utilizing the techniques she learned from her studies in an attempt to manage her operation effectively. FreshLunch had taken the traditional cafeteria-style approach often found in universities and large hotels, and developed a process that offered quality, variety and speed. The process was simple, involving five sequential steps from order placement to delivery (see Figure 8.14). Having collected any items from the fridge (drinks and sweet treats), thecustomer first had to choose the base for their meal – a selection between rice and couscous. Next, they would choose their main protein, including chicken, lamb, steak, salmon or grilled vegetables. Then, two sides were selected to accompany the main meal, from a choice of around ten different plates full of vegetables and salads. Finally, dressings and sauces were available before the customer moved to payment at the end of the process. For each step, the customer moved along with their tray, which was passed from one ‘assembler’ to the next until it was put in a bag and handed to the customer by the cashier.Since its opening, FreshLunch had always been very busy around lunchtime, with long queues created at the counter, some of which extended outside the restaurant itself. Sofia was happy that her hard work over the past three years was paying off. However, she was beginning to appreciate that these long queues were not translating into the profits needed to create a sustainable business. Sofia tried to think again about how some of the things she had learned during her MBA programmed might help her tackle the situation. But while she had applied so much to the business and made plenty of improvements, she felt increasingly like she was too close to the problems to see them clearly. ‘What I need’, she rejected, ‘is a fresh pair of eyes’. That evening, scrolling through her social media, Sofia noticed that her friend Zori had just posted an interesting piece on the challenges of demand forecasting during ‘X-factor’ events. ‘Now why didn’t I think of her before?’, she thought. After their time together on the MBA programmed, Zori’s small consulting business, which helped its customers analyses and improve their operations, had grown substantially, so she was clearly doing something right. Sofia dialed her number and after a few rings, Zori answered: n5ofia! .ong time, no chat! How are you and how’s things in the restaurant business?’ Fifteen minutes later, their conversation had turned from generally catching up to FreshLunch. nI find it really hard to predict what my customers are going to choose every day and I often end up having to throw away quite a lot of food. I tried cooking fewer portions but then I had a lot of annoyed customers and I can’t risk bad reviews!’ Zori already had a few ideas in mind but decided to ask a few more questions to understand the business better: ‘What about the customers? Do you know if they are happy with what they get?’, she asked. ‘I love how busy we are’, replied Sofia, ‘but some customers have already started posting negative reviews due to the long waits. To be fair, it’s normally only 20 minutes but since most people only have an hour for lunch, I completely understand where they’re coming from.’ Zori quickly did a search for FreshLunch and began scrolling through some of the most recent customer reviews (see Figure 8.15).As Zori read, Sofia continued: ‘Unfortunately, the huge rent is kind of killing me to be honest. You can imagine how expensive it is to rent even a small place in the centerof. onion. It’s also hard to find good cooks and waiters, as (rash.lunch can only offer them contracts for 50s0 per cent of their time.’ Zori leaned back on her chair. no- 5ofia, let me have a think about this over the weekend and I’ll get back to you with my thoughts. It’s been great catching up.’ As she took a sip of her drink, she thought about how this could be a good exercise for the new associates in her company. On Monday morning, it was Zori’s turn to pick up the phone and call her friend. n5ofia, I’d really like to helpyou with this. We’ve just hired a small group of young associates and I’d be happy to assign them to work with you. From my perspective, it would give me a chance to see these guys in action and get a feel of how they work as a team, before I set them off on the paid jobs. And for you, it’d be some free consulting s feels like a wins win, right!! I can give them a little bit of supervision, but not much as it’s basically pro bono (without charge).’ Sofia was delighted: ‘Wow Zori, that would be fantastic! And I’m happy to give them a bit of advice on any client interaction issues that come up during this.’ Zori knew that could prove extremely helpful. Sofia had always been excellent at giving constructive feedback. n) old thinking s that would be brilliant. To get this started, can you please send me over some information about FreshLunch? I will ask my associates to get in touch with a data spec first thing tomorrow. ‘Over the rest of the week, Sofia collected the information that Zuri’s team had requested for the project. She started with some basic information, such as opening times (11.00–15.30) and the daily menu (see Figure 8.16) // She also spent some time putting together information that could be used to analyses the demand patterns for FreshLunch. Luckily, she had recently installed a software package that allowed her to collect and analysespoint of-sale (POS) data. Now Sofia felt she was actually beginning to make some use of it. She remembered one of her professors talking about organizations ‘drowning in data’ and was starting to appreciate what she meant! To keep it simple, she began with what felt to her like a typical day and broke it down into 30-minute time slots (see Table 8.2). She included information on how many customers typically visited, but also the number of actual meals prepared, as some customers would order more than one meal. In addition, Sofia was asked by the associates to provide someinformation about daily sales of meals over recent weeks (See Table 8.3). At Zori’s firm, Bankole Consulting, the associates were looking forward to working on the project. For the group, it was a chance to get stuck into the world of consulting and prove that they were ready to step up to working with the firm’s paying clients. It was also an opportunity to repay some of that faith that Zori had shown them when making her hires. After an initial meeting with Zori, they started analyzing the information that Sofia had sent over. They also decided to pay a visit to FreshLunch to get some firsthand experience of the operation. With Sofia’s approval, they behaved as normal customers, queuing for food, ordering and then eating at the bench by the window. During their visit, they drew the layout of the main door of the restaurant (see Figure 8.17), as this could be useful for their discussions with Zuri. They also looked at the basement area – used for storing ingredients, crockery and utensils – and an area on the upper ƃoor, which functioned as a break room and office space for the shift manager. During their visit, the team collected data on the size of the queues – something not currently captured by Sofia. There were two parts of the queue. The assembly queue was formed between the point a customer started giving their order and the point of payment at the cashier. This was always moving relatively quickly as the employees were used to receiving orders and serving the customers efficiently. The second and more concerning part of the queue was the one formed by people waiting to place their order. The team noted the size of the queue at 15-minute intervals over a 3-hour period (see Table 8.4). Most of the people in the queue spent their time talking to each other, checking their phones, or looking at the printed menus to decide what to order. Zori’s associates also noticed that some people left the queue (nine in total during the three busiest periods) and others decided not to join the queue (around 4–5 in the 15-minute intervals when the queue exceeded 10 customers). Finally, the associates talked to Sofia and her employees to gain further insights into FreshLunch (see following quotes). Selected quotes from staff at Fresh Lunch ‘This 90 minute during lunch is hell. It is always busy and there is nothing worse than hungry people.‘‘The space upstairs is quite nice, but we hardly ever get the time to use it. By the time things calm down, our shift is over. ‘‘It’s nice to get a free meal at the end of the day but, then again, we often have so many leftovers, they need to go in the bin. Especially the sides; sometimes we end up having whole trays of unsold food and you can’t really tell what is going to sell well on a particular day.’‘The job pays well for the hours I have to work, but I need to have a second job in the evenings to make ends meet. ’It’s pretty boring in the morning and after 14.30.’ Questions: 1. What do you think are the key issues faced by Fresh Lunch and what are the underlying reasons for these issues? 2. What advice would you give Sofia and how would you priorities potential improvements?

Carlos, are you ready to head out then?’, Antonia called across the office. ‘Too right! After the morning I’ve had, I could do with the break!’ Carlos laughed, as he grabbed his wallet and sunglasses. As the two headed towards the lift (elevator), they entered into a deep conversation. ‘So, what do you fancy Antonia?’ After a short pause to think, Antonia responded, well, we could go to $yĥĥdð s their red curry is definitely one of the best around and the 2ad Thai’s pretty good too. Or Pollo Picante? I had the chicken with chimichurri sauce the other day and it was really good.’ As the lift descended from the 32nd door of their building, the conversation continued. ‘If we’re looking for something hot Antonia, I guess we could also try the new Indian thali place? Rebecca went there last week and said it was excellent, though she did mention it was pretty slow service. Besides, it’s such a nice day, maybe we could have something cold instead! There’s the sushi at -a\Ouk s it’s so fresh and there’s loads of choice.’ Antonia thought for moment. well I’m absolutely fine not having anything hot, but I’m not in the mood for sushi today to be honest.’ There were just so many options, she rejected. ‘How’s about FreshLunch instead?’ Carlos smiled as they walked out into bright May sunshine. ‘Sounds like a good plan to me!’ A few blocks away, Sofia had already been serving customers at FreshLunch for an hour and, as usual, things were picking up quickly towards the lunchtime rush. She was a chemist by training and had spent the first six years after her graduation working for a large multinational in a research laboratory based in Norway. But her passion was food and fresh produce. Having completed a part-time executive MBA, Sofia had changed her career direction dramatically and set up as a restaurant owner. Knowing how demanding busy customers were, Sofia had established FreshLunch utilizing the techniques she learned from her studies in an attempt to manage her operation effectively. FreshLunch had taken the traditional cafeteria-style approach often found in universities and large hotels, and developed a process that offered quality, variety and speed. The process was simple, involving five sequential steps from order placement to delivery (see Figure 8.14). Having collected any items from the fridge (drinks and sweet treats), thecustomer first had to choose the base for their meal – a selection between rice and couscous. Next, they would choose their main protein, including chicken, lamb, steak, salmon or grilled vegetables. Then, two sides were selected to accompany the main meal, from a choice of around ten different plates full of vegetables and salads. Finally, dressings and sauces were available before the customer moved to payment at the end of the process. For each step, the customer moved along with their tray, which was passed from one ‘assembler’ to the next until it was put in a bag and handed to the customer by the cashier.Since its opening, FreshLunch had always been very busy around lunchtime, with long queues created at the counter, some of which extended outside the restaurant itself. Sofia was happy that her hard work over the past three years was paying off. However, she was beginning to appreciate that these long queues were not translating into the profits needed to create a sustainable business. Sofia tried to think again about how some of the things she had learned during her MBA programmed might help her tackle the situation. But while she had applied so much to the business and made plenty of improvements, she felt increasingly like she was too close to the problems to see them clearly. ‘What I need’, she rejected, ‘is a fresh pair of eyes’. That evening, scrolling through her social media, Sofia noticed that her friend Zori had just posted an interesting piece on the challenges of demand forecasting during ‘X-factor’ events. ‘Now why didn’t I think of her before?’, she thought. After their time together on the MBA programmed, Zori’s small consulting business, which helped its customers analyses and improve their operations, had grown substantially, so she was clearly doing something right. Sofia dialed her number and after a few rings, Zori answered: n5ofia! .ong time, no chat! How are you and how’s things in the restaurant business?’ Fifteen minutes later, their conversation had turned from generally catching up to FreshLunch. nI find it really hard to predict what my customers are going to choose every day and I often end up having to throw away quite a lot of food. I tried cooking fewer portions but then I had a lot of annoyed customers and I can’t risk bad reviews!’ Zori already had a few ideas in mind but decided to ask a few more questions to understand the business better: ‘What about the customers? Do you know if they are happy with what they get?’, she asked. ‘I love how busy we are’, replied Sofia, ‘but some customers have already started posting negative reviews due to the long waits. To be fair, it’s normally only 20 minutes but since most people only have an hour for lunch, I completely understand where they’re coming from.’ Zori quickly did a search for FreshLunch and began scrolling through some of the most recent customer reviews (see Figure 8.15).As Zori read, Sofia continued: ‘Unfortunately, the huge rent is kind of killing me to be honest. You can imagine how expensive it is to rent even a small place in the centerof. onion. It’s also hard to find good cooks and waiters, as (rash.lunch can only offer them contracts for 50s0 per cent of their time.’ Zori leaned back on her chair. no- 5ofia, let me have a think about this over the weekend and I’ll get back to you with my thoughts. It’s been great catching up.’ As she took a sip of her drink, she thought about how this could be a good exercise for the new associates in her company. On Monday morning, it was Zori’s turn to pick up the phone and call her friend. n5ofia, I’d really like to helpyou with this. We’ve just hired a small group of young associates and I’d be happy to assign them to work with you. From my perspective, it would give me a chance to see these guys in action and get a feel of how they work as a team, before I set them off on the paid jobs. And for you, it’d be some free consulting s feels like a wins win, right!! I can give them a little bit of supervision, but not much as it’s basically pro bono (without charge).’ Sofia was delighted: ‘Wow Zori, that would be fantastic! And I’m happy to give them a bit of advice on any client interaction issues that come up during this.’ Zori knew that could prove extremely helpful. Sofia had always been excellent at giving constructive feedback. n) old thinking s that would be brilliant. To get this started, can you please send me over some information about FreshLunch? I will ask my associates to get in touch with a data spec first thing tomorrow. ‘Over the rest of the week, Sofia collected the information that Zuri’s team had requested for the project. She started with some basic information, such as opening times (11.00–15.30) and the daily menu (see Figure 8.16) // She also spent some time putting together information that could be used to analyses the demand patterns for FreshLunch. Luckily, she had recently installed a software package that allowed her to collect and analysespoint of-sale (POS) data. Now Sofia felt she was actually beginning to make some use of it. She remembered one of her professors talking about organizations ‘drowning in data’ and was starting to appreciate what she meant! To keep it simple, she began with what felt to her like a typical day and broke it down into 30-minute time slots (see Table 8.2). She included information on how many customers typically visited, but also the number of actual meals prepared, as some customers would order more than one meal. In addition, Sofia was asked by the associates to provide someinformation about daily sales of meals over recent weeks (See Table 8.3). At Zori’s firm, Bankole Consulting, the associates were looking forward to working on the project. For the group, it was a chance to get stuck into the world of consulting and prove that they were ready to step up to working with the firm’s paying clients. It was also an opportunity to repay some of that faith that Zori had shown them when making her hires. After an initial meeting with Zori, they started analyzing the information that Sofia had sent over. They also decided to pay a visit to FreshLunch to get some firsthand experience of the operation. With Sofia’s approval, they behaved as normal customers, queuing for food, ordering and then eating at the bench by the window. During their visit, they drew the layout of the main door of the restaurant (see Figure 8.17), as this could be useful for their discussions with Zuri. They also looked at the basement area – used for storing ingredients, crockery and utensils – and an area on the upper ƃoor, which functioned as a break room and office space for the shift manager. During their visit, the team collected data on the size of the queues – something not currently captured by Sofia. There were two parts of the queue. The assembly queue was formed between the point a customer started giving their order and the point of payment at the cashier. This was always moving relatively quickly as the employees were used to receiving orders and serving the customers efficiently. The second and more concerning part of the queue was the one formed by people waiting to place their order. The team noted the size of the queue at 15-minute intervals over a 3-hour period (see Table 8.4). Most of the people in the queue spent their time talking to each other, checking their phones, or looking at the printed menus to decide what to order. Zori’s associates also noticed that some people left the queue (nine in total during the three busiest periods) and others decided not to join the queue (around 4–5 in the 15-minute intervals when the queue exceeded 10 customers). Finally, the associates talked to Sofia and her employees to gain further insights into FreshLunch (see following quotes). Selected quotes from staff at Fresh Lunch ‘This 90 minute during lunch is hell. It is always busy and there is nothing worse than hungry people.‘‘The space upstairs is quite nice, but we hardly ever get the time to use it. By the time things calm down, our shift is over. ‘‘It’s nice to get a free meal at the end of the day but, then again, we often have so many leftovers, they need to go in the bin. Especially the sides; sometimes we end up having whole trays of unsold food and you can’t really tell what is going to sell well on a particular day.’‘The job pays well for the hours I have to work, but I need to have a second job in the evenings to make ends meet. ’It’s pretty boring in the morning and after 14.30.’ Questions: 1. What do you think are the key issues faced by Fresh Lunch and what are the underlying reasons for these issues? 2. What advice would you give Sofia and how would you priorities potential improvements?

Carlos, are you ready to head out then?’, Antonia called across the office. ‘Too right! After the morning I’ve had, I could do with the break!’ Carlos laughed, as he grabbed his wallet and sunglasses. As the two headed towards the lift (elevator), they entered into a deep conversation. ‘So, what do you fancy Antonia?’ After a short pause to think, Antonia responded, well, we could go to $yĥĥdð s their red curry is definitely one of the best around and the 2ad Thai’s pretty good too. Or Pollo Picante? I had the chicken with chimichurri sauce the other day and it was really good.’ As the lift descended from the 32nd door of their building, the conversation continued. ‘If we’re looking for something hot Antonia, I guess we could also try the new Indian thali place? Rebecca went there last week and said it was excellent, though she did mention it was pretty slow service. Besides, it’s such a nice day, maybe we could have something cold instead! There’s the sushi at -a\Ouk s it’s so fresh and there’s loads of choice.’ Antonia thought for moment. well I’m absolutely fine not having anything hot, but I’m not in the mood for sushi today to be honest.’ There were just so many options, she rejected. ‘How’s about FreshLunch instead?’ Carlos smiled as they walked out into bright May sunshine. ‘Sounds like a good plan to me!’ A few blocks away, Sofia had already been serving customers at FreshLunch for an hour and, as usual, things were picking up quickly towards the lunchtime rush. She was a chemist by training and had spent the first six years after her graduation working for a large multinational in a research laboratory based in Norway. But her passion was food and fresh produce. Having completed a part-time executive MBA, Sofia had changed her career direction dramatically and set up as a restaurant owner. Knowing how demanding busy customers were, Sofia had established FreshLunch utilizing the techniques she learned from her studies in an attempt to manage her operation effectively. FreshLunch had taken the traditional cafeteria-style approach often found in universities and large hotels, and developed a process that offered quality, variety and speed. The process was simple, involving five sequential steps from order placement to delivery (see Figure 8.14). Having collected any items from the fridge (drinks and sweet treats), thecustomer first had to choose the base for their meal – a selection between rice and couscous. Next, they would choose their main protein, including chicken, lamb, steak, salmon or grilled vegetables. Then, two sides were selected to accompany the main meal, from a choice of around ten different plates full of vegetables and salads. Finally, dressings and sauces were available before the customer moved to payment at the end of the process. For each step, the customer moved along with their tray, which was passed from one ‘assembler’ to the next until it was put in a bag and handed to the customer by the cashier.Since its opening, FreshLunch had always been very busy around lunchtime, with long queues created at the counter, some of which extended outside the restaurant itself. Sofia was happy that her hard work over the past three years was paying off. However, she was beginning to appreciate that these long queues were not translating into the profits needed to create a sustainable business. Sofia tried to think again about how some of the things she had learned during her MBA programmed might help her tackle the situation. But while she had applied so much to the business and made plenty of improvements, she felt increasingly like she was too close to the problems to see them clearly. ‘What I need’, she rejected, ‘is a fresh pair of eyes’. That evening, scrolling through her social media, Sofia noticed that her friend Zori had just posted an interesting piece on the challenges of demand forecasting during ‘X-factor’ events. ‘Now why didn’t I think of her before?’, she thought. After their time together on the MBA programmed, Zori’s small consulting business, which helped its customers analyses and improve their operations, had grown substantially, so she was clearly doing something right. Sofia dialed her number and after a few rings, Zori answered: n5ofia! .ong time, no chat! How are you and how’s things in the restaurant business?’ Fifteen minutes later, their conversation had turned from generally catching up to FreshLunch. nI find it really hard to predict what my customers are going to choose every day and I often end up having to throw away quite a lot of food. I tried cooking fewer portions but then I had a lot of annoyed customers and I can’t risk bad reviews!’ Zori already had a few ideas in mind but decided to ask a few more questions to understand the business better: ‘What about the customers? Do you know if they are happy with what they get?’, she asked. ‘I love how busy we are’, replied Sofia, ‘but some customers have already started posting negative reviews due to the long waits. To be fair, it’s normally only 20 minutes but since most people only have an hour for lunch, I completely understand where they’re coming from.’ Zori quickly did a search for FreshLunch and began scrolling through some of the most recent customer reviews (see Figure 8.15).As Zori read, Sofia continued: ‘Unfortunately, the huge rent is kind of killing me to be honest. You can imagine how expensive it is to rent even a small place in the centerof. onion. It’s also hard to find good cooks and waiters, as (rash.lunch can only offer them contracts for 50s0 per cent of their time.’ Zori leaned back on her chair. no- 5ofia, let me have a think about this over the weekend and I’ll get back to you with my thoughts. It’s been great catching up.’ As she took a sip of her drink, she thought about how this could be a good exercise for the new associates in her company. On Monday morning, it was Zori’s turn to pick up the phone and call her friend. n5ofia, I’d really like to helpyou with this. We’ve just hired a small group of young associates and I’d be happy to assign them to work with you. From my perspective, it would give me a chance to see these guys in action and get a feel of how they work as a team, before I set them off on the paid jobs. And for you, it’d be some free consulting s feels like a wins win, right!! I can give them a little bit of supervision, but not much as it’s basically pro bono (without charge).’ Sofia was delighted: ‘Wow Zori, that would be fantastic! And I’m happy to give them a bit of advice on any client interaction issues that come up during this.’ Zori knew that could prove extremely helpful. Sofia had always been excellent at giving constructive feedback. n) old thinking s that would be brilliant. To get this started, can you please send me over some information about FreshLunch? I will ask my associates to get in touch with a data spec first thing tomorrow. ‘Over the rest of the week, Sofia collected the information that Zuri’s team had requested for the project. She started with some basic information, such as opening times (11.00–15.30) and the daily menu (see Figure 8.16) // She also spent some time putting together information that could be used to analyses the demand patterns for FreshLunch. Luckily, she had recently installed a software package that allowed her to collect and analysespoint of-sale (POS) data. Now Sofia felt she was actually beginning to make some use of it. She remembered one of her professors talking about organizations ‘drowning in data’ and was starting to appreciate what she meant! To keep it simple, she began with what felt to her like a typical day and broke it down into 30-minute time slots (see Table 8.2). She included information on how many customers typically visited, but also the number of actual meals prepared, as some customers would order more than one meal. In addition, Sofia was asked by the associates to provide someinformation about daily sales of meals over recent weeks (See Table 8.3). At Zori’s firm, Bankole Consulting, the associates were looking forward to working on the project. For the group, it was a chance to get stuck into the world of consulting and prove that they were ready to step up to working with the firm’s paying clients. It was also an opportunity to repay some of that faith that Zori had shown them when making her hires. After an initial meeting with Zori, they started analyzing the information that Sofia had sent over. They also decided to pay a visit to FreshLunch to get some firsthand experience of the operation. With Sofia’s approval, they behaved as normal customers, queuing for food, ordering and then eating at the bench by the window. During their visit, they drew the layout of the main door of the restaurant (see Figure 8.17), as this could be useful for their discussions with Zuri. They also looked at the basement area – used for storing ingredients, crockery and utensils – and an area on the upper ƃoor, which functioned as a break room and office space for the shift manager. During their visit, the team collected data on the size of the queues – something not currently captured by Sofia. There were two parts of the queue. The assembly queue was formed between the point a customer started giving their order and the point of payment at the cashier. This was always moving relatively quickly as the employees were used to receiving orders and serving the customers efficiently. The second and more concerning part of the queue was the one formed by people waiting to place their order. The team noted the size of the queue at 15-minute intervals over a 3-hour period (see Table 8.4). Most of the people in the queue spent their time talking to each other, checking their phones, or looking at the printed menus to decide what to order. Zori’s associates also noticed that some people left the queue (nine in total during the three busiest periods) and others decided not to join the queue (around 4–5 in the 15-minute intervals when the queue exceeded 10 customers). Finally, the associates talked to Sofia and her employees to gain further insights into FreshLunch (see following quotes). Selected quotes from staff at Fresh Lunch ‘This 90 minute during lunch is hell. It is always busy and there is nothing worse than hungry people.‘‘The space upstairs is quite nice, but we hardly ever get the time to use it. By the time things calm down, our shift is over. ‘‘It’s nice to get a free meal at the end of the day but, then again, we often have so many leftovers, they need to go in the bin. Especially the sides; sometimes we end up having whole trays of unsold food and you can’t really tell what is going to sell well on a particular day.’‘The job pays well for the hours I have to work, but I need to have a second job in the evenings to make ends meet. ’It’s pretty boring in the morning and after 14.30.’ Questions: 1. What do you think are the key issues faced by Fresh Lunch and what are the underlying reasons for these issues? 2. What advice would you give Sofia and how would you priorities potential improvements?
(see Table 8.4). Most of the people in the queue spent their time talking to each other, checking their phones, or looking at the printed menus to decide what to order. Zori’s associates also noticed that some people left the queue (nine in total during the three busiest periods) and others decided not to join the queue (around 4–5 in the 15-minute intervals when the queue exceeded 10 customers). Finally, the associates talked to Sofia and her employees to gain further insights into FreshLunch (see following quotes). Selected quotes from staff at Fresh Lunch ‘This 90 minute during lunch is hell. It is always busy and there is nothing worse than hungry people.‘‘The space upstairs is quite nice, but we hardly ever get the time to use it. By the time things calm down, our shift is over. ‘‘It’s nice to get a free meal at the end of the day but, then again, we often have so many leftovers, they need to go in the bin. Especially the sides; sometimes we end up having whole trays of unsold food and you can’t really tell what is going to sell well on a particular day.’‘The job pays well for the hours I have to work, but I need to have a second job in the evenings to make ends meet. ’It’s pretty boring in the morning and after 14.30.’ Questions: 1. What do you think are the key issues faced by Fresh Lunch and what are the underlying reasons for these issues? 2. What advice would you give Sofia and how would you priorities potential improvements?

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