Brekkers (Fast Food Chain): The 7 KRAs
Brekkers Fast food chain bestows the ownership and management of its ‘assets’ under the custodianship of franchisees. Brekkers helps to establish appropriate sections where storage can be done. Nonetheless, these sections have to be leased by the franchisee. Other than storage concerns, Brekkers also deals with ensuring the right equipment of storage sections with the requisite facilities that ensure accurate storage and preservation of food stuff (O’Fallon & Rutherford 2006). The created sections, meant for storage purposes, are usually visited by health inspectors to make sure that the franchisees work in compliance with Brekkers’ policies on food hygiene, health and safety, maintenance and cleanliness of premises and equipment (Dopson & Hayes 2015). To foster optimal performance of the assets, Brekkers ensures that there is a standard operating procedure (SOPS) in all the relevant areas, particularly the area of food production. This aids in ensuring cleanliness and hygiene. Besides, the storage and production areas require surfaces that allow ease of cleaning, coved flooring, and effective screens and openings to control for pests.
Managing Employee Performance
Brekkers employees who work under the system of franchise are dedicated to service to franchisees. The Brekkers generates comprehensive provisions in form of franchise agreement of the personnel guidelines, as well as prospective practices to be abided by. The main focus of Brekkers is management of its franchisees and engendering success. Consequently, Brekkers withdrew franchise contracts from their unsuccessful or demotivated partners, and instead granted more stores to the most successful partners. This implies that over a couple of years, some franchisees went down by a significant degree, whilst some of the stores averagely operated going on from just over two per franchisee to nearly five per franchisee. Subsequently, the customer satisfaction scores have persistently gone up, since employees in each store, hired by and well remunerated by franchisees (Mill 2006). Because Brekkers is a national chain, it is very apprehensive about its brand, as well as ensuing reputation. Therefore, there is a high likelihood that the company will propagate a culture and vision, designed to support the current trend.
Capacity Management – Managing Capacity and Demand
Managing capacity and demand has never been an easy endeavor for a given enterprise. Brekkers usually adopts a strategy of chase demand in which pizzas are made on order. Employees are also assigned duties, according to the respective forecast levels of demand. Brekkers’ franchisees are ought to be given software and training that enables them to focus on the prospective demand and they should also be able to devise staff rotes with the help of a labor scheduling system, which is internet compliant (Mill 2008). The system ensures that they have appropriate amalgamation of productive workers and staff for delivery who should be on duty full time to meet the growing demand. During the peak periods, like holidays, and weekend evenings, it may require up to about forty staff working in the stores, and about sixty staff specifically designed for stores. These staff members should be very flexible, with a relatively lean population of full-time staff, and a huge number of part-timers to replicate the difference in peaks and troughs in the business. Brekkers is likely to engage in some demand management. The menu of Brekkers is similar everywhere and it will always have signature items on it.
Productivity is another vital concern at Brekkers. This will wholly entail mastering the secret behind establishing the Cost of Quality for Brekkers. The cost of quality is as relevant to Brekkers, as it has ever been in a credible assertion that is upheld by nearly all the business organizations. This implies that without comprehending the cost of value, no business stands the test of time. Organizations strive to make improvements with the hope of augmenting the cost of quality to remain relevant in the industry. The cost of value to Brekkers will source several benefits. First, the cost of value enables the company to grow in terms of assets. According to Fernando, Saad, and Haron (2012), the achievement and sustenance of the cost of value makes it possible for the organization to evaluate its profits and, therefore, be able to invest the profits in other assets that expand the organization. Furthermore, due to the importance of the cost of value, the organization is also able to create employment opportunities for a surplus population that lacks employment.
Managing Profitability and Income
Brekkers is limited to types of costs. The cost of manufacturing the edible products, together with that of the subsequent service, signifies the delivery of services to the customer. To regulate the cost of production, Brekkers will be required to adopt a number of systems in its organization, popularly known as standard of production (SOPs) portion control and recipes. Brekkers should also have an inventory management system that is integrated with its point-of-sale (POS) system (Gashi 2013). This will ensure that each stores is replenished, based on what is sold.To regulate the cost of services, some analysts argue that volume must be high and repeat sales should be generated. The Volume is largely attained through location of the stores in the right areas and high profile promotions and advertising on national television. Repeat business then depends on the product and speed of delivery in meeting customer prospects. The two significant fields for the improvement of productivity in home delivery business are edible materials and labor. As regards materials’ processing, Brekkers is likely to be constantly looking for ways to redesign the production system by providing better workplace design and improved work processes (G?ntert 2014).
A crucial feature of Brekkers“service concept” is quick of delivery of commodities. There is an industry standard that Brekkers, which should be delivered to the customer’s door within half an hour. This duration constitutes two significant processes. These are the production of the product that entails making, cooking, as well as packing edibles together with transporting the food to the customer. With respect to time of transportation, all involved stores are ought to be located in high population areas to optimize demand, but time of delivery will vary, according to how close the customer is to the store (Kavanaugh Ninemeier 1999). As such, Brekkers requires concentrating its efforts on improving service on reducing the time of production. In this sector, it takes about 17 minutes, in average, to prepare the product ready for delivery. If 1 or 2 minutes can be shaved off this time, the speed of delivery for every customer will be improved.
Brekkers processes are virtually straightforward, so its basic approach to quality is quality control. The systems it adopts to control manufacturing profitability in terms of inventory controls, portion control devices and standard recipes also serve to ensure a consistent product. The quality of delivering will also be aided by portion control devices Brekkers strategies that are incorporated into their equipment (Mill 2008). Their refrigeration equipment will have sensors of temperature and thermostats to maintain the proper temperature of the edibles, with an alarm that alerts managers if an error occurs. There will be comparable devices on every of the ovens that they use. As such, quality should be controlled at two key points in the process. The first one entails that the product should be checked prior to leaving the store to ensure that it strictly conforms to specification and matches the customer’s order. Precisely, the edibles are ought to be checked, using a probe thermometer to ensure it is at the required temperature. Besides, the drivers of delivery should record the time at which they delivered the order, through certain mobile device, such as an app on a mobile phone.
Lodge Inns (Budget Hotel): The 7 KRAs
The management, as well as ownership of assets of Lodge Inns-Budget hotel, lies squarely in the watchdog of its constituted management department. Management of assets happens to be among the prime concerns of Lodge Inns. The management ensures that premises and equipment within the premises of Lodge Inns are well taken care of against all the prospective hazards. A major threat could be fire, during periods of dry weather, particularly, since there are courtyards outside each gazeboin which customers usually sit to be served with barbeques (Purpura 2013). As such, the management of Lodge Inns has put in place the requisite mechanisms to ensure that appropriate equipment for firefighting equipment, like water-based extinguishers together with brushes for dampening fires, is located at suitable places around the premises. Whilst all employees of Lodge Inns should be conversant with the necessary fire-fighting skills, the management of the premises Lodge Inns ought to make sure that specific members of staff are scheduled at all times to form a ‘fire-response team’ that can be sent to any outbreak, as soon as it is alerted.
Managing Employee Performance
Lodge Inns has adopted certain vital approaches for managing capacity. By definition, Lodge Inns has a level capacity in that each of its segments with a fixed number of bed spaces. Although, it has made this even more rigid by ensuring that guests check in and out on weekdays. This eliminates the possibility of ‘displacement effect’, where guests stay for one or two nights, blocking out space that could be sold for longer periods of time. To fill the mid-week and weekend blocks, Lodge Inns adopted a strategy of demand management because it prices each three or four day break differently, according to the time of year. Mid-week breaks are normally cheaper, especially per night on weekend breaks. Breaks during school holidays are always the most expensive. Finally, each village ‘chases demand’ in terms of the way it manages its workforce. It employs a large number of part-time staff, who only works on Mondays and Fridays, to clean the 500+ villas and apartments in each village. It also schedules more full-time leisure, retail and food service staff to cover these changeover days, as the village is particularly busy with some guests departing late and other arriving early in the morning.
Capacity Management – Managing Capacity and Demand
Lodge Inns ensures that its cost of quality is high, so that many customers will be attracted towards the products of the organization and vice versa. Besides, it can be seen as the courtesy of the cost of quality, many developments has been witnessed in the business sector. Among them is the creativity witnessed in the manner of customer attraction, treatment and satisfaction (Tewari 2009). Lodge Inns resorted to use media channels to popularize their products and even to teach the public about the precautionary measures, while using certain products. Not forgetting the CSR efforts, made by Lodge Inns in adding value to the organization, as well as, the society in entirety. Through CSR, the organization’s cost of quality reached the customers on the grass root, who they take the initiative of popularizing the organization on behalf of the management. Customers also see great value in the organization, not just the value entrenched into the products, but also the value that is associated with other community activities, such as giving out sponsorship to the needy and intelligent students, improving the social amenities of the surrounding areas, as well as offering employment opportunities to people from the surrounding communities. Due to the cost of quality, the customers and the communities come to reap many accompanying benefits that could otherwise not have been available.
To successfully manage productivity, Lodge Inns adopted significantly of the principles of Corporate Social Responsibility (CSR). The management of the hotel considers the welfare of the organization’s shareholders, the management, the employees across all the cadres, and goes beyond the organization to factor in the welfare of the community in the proximity, which is its immediate neighbor, as well as the environments, and the consumers of the organizations’ products. This means that for the cost of quality of the organization to be prominent, all the involved individuals, together with the environment within which the operation of the organizations, should be satisfied as well. The organization should mind about the organization’s environment and people who depend on the same environment (Mehta 2012). Therefore, the management of Lodge Inns has to adopt mechanisms, which mitigate the environmental pollution through harmful effluents, such as greenhouse emissions, liquid discharges, as well as deafening noise. A polluted environment is not conducive for the creation of the cost of quality; at the same time, pollution compromises the joint effort of the communities of the world of safeguarding the state of the environment, especially reducing the effects of pollution on the stratospheric ozone layer.
Managing Profitability and Income
The profitability of Lodge Inns is a relevant aspect of management, as it has ever been in its lifetime. This is a credible assertion that is upheld by nearly all the business organizations of this caliber. Without proper management of profits and income of the enterprise, the business may never stand the test of time (Purpura 2013). Lodge Inns often strives to make improvements, hoping to augment the cost of quality to remain relevant in the industry. The cost of value to an organization has a number of benefits. First, the cost of value enables the company to grow in terms of assets. The achievement and sustenance of the cost of value makes it possible for the organization to evaluate its profits and, therefore, be able to invest the profits in other assets that expand the organization. Furthermore, due to the importance of the cost of value, the organization is also able to create employment opportunities for a surplus population that lacks employment. As such, courtesy of the organization, many people end up getting the way of securing their ends in life, as well as their families. Furthermore, the cost of value has been behind the increased innovations in the field of business. These innovations are achieved as the outcome of the varied ways that the organization ends up with; which are deemed appropriate to attract and sustain customers.
Managing service in the Lodge Inns entails embracing the set aims and objectives. The management of the Lodge Inns is entrusted with the responsibility of guiding the entire establishment in working towards the goals’ achievement through efficient performance in day-to-day operations. The development of the cost of quality in an organization begins with setting clear aims, goals as well as strategic plans (Jones 2008). Aims refer to the ultimate achievement that the company leadership wishes to make over a certain period of time. To attain a specific aim, Lodge Inns first begins by setting goals or objectives. These constitute a series of attainments, which the company must achieve before reaching the main aim. In order to achieve both goals and aims, the organization will require formulating a strategic plan (Krajewski, Ritzman, & Malhotra 2013). The strategic plan entails clear specifications of roles and responsibilities that every section of the organizations is supposed to make as their specific input in the company within a specified duration of time. Similarly, this crucial step of designing a cost of quality should go hand in hand with the formulation of vision and mission statement of the organization. Mission and vision are summary of values that the company is created to be bound by in order to achieve the long-term objectives.
The quality management at Lodge Inns is easily crafted by practicing discreet management of fiscal and human resources. The management of Lodge Inns reiterates that if one does not economize, he or she will definitely agonize. This usually makes the stakeholders at Lodge Inns that the resources of the organization must be well utilized in a manner that mitigates wastage, as it augments and sustains quality (Hammond 2015). All must strive to minimize the cost, as they optimize the output. It is by this policy that the organization tracks in its growth towards its goals and aims. In the same breath, the organization has to engage in the practice of recycling as another way of cutting down on the extra expenses of making new products from scratch. It is proven that recycling is economic, not just of the raw materials used but also on power and even time spent in coming up with the product, as compared to the process spent when beginning contriving a new product from raw materials.
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