Micro and Macro Processes in Cadbury World - Case Study Example

Case Cadbury World Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Name Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Course Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Lecture Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Date Abstract Cadbury World a visitor attraction has a procedural process in its service. The process constitutes of Micro and Macro processes. A flow chart can be drawn for the same. The capacity in each process is a matter of concern with several bottlenecks which can be solved through various amendments. Contents Abstract 2 Cadbury World a visitor attraction has a procedural process in its service. The process constitutes of Micro and Macro processes. A flow chart can be drawn for the same. The capacity in each process is a matter of concern with several bottlenecks which can be solved through various amendments. 2 Contents 2 Introduction 3 1.1 Micro and Macro processes in Cadbury World 3 3.1 Capacity 10 4.1 Varied capacity to respond to changes in demand 13 Bibliography 16 Introduction Cadbury World is a visitor attraction in the Cadbury Chocolate Company. Its main aim is the experience and in a way promotes its products alongside with information orientation (Johnson et al 2001, pg 117). 1.1 Micro and Macro processes in Cadbury World Cadbury World consists of a procedural process with the main aim being the experience. The operations can be divided into micro and macro processes. Micro processes are those processes that do not actually submit to the main objective but create lead or complement other processes in the attainment of the main objective. Micro processes are those that are set to attain or submit to the main objective entirely (Slack 1999, pg 76). The micro processes are the shop, the coffee and ice-cream parlour, the restaurant and the alternative exhibition while the micro processes are the entrance, the Marie Cadbury room, the packaging and the demonstration area. The micro processes do not attain the main aim while the macro processes offers the experience (Smith & Fingar 2003, pg 215). The Cadbury World is fitted with pictures, written materials on the walls, guides and a real experience in part of the factory which represent the input. The procedural tour represents the transformation while the experience obtained represents the output part of the Cadbury world (Johnson et al 2001, pg 87). The shop offers variety products including labelled T-shirts. This can be termed as the shops input while the transformation is the sale service. Customer satisfaction is the output and relatively compliments the main purpose of the experience (Slack 1999, pg 99). The restaurant offers quite different products to chocolate. This forms no part of the object main objective but compliments it as most visitors visit the restaurant (Russell & Taylor 2007, pg 314). The parlour offers coffee, tea and ice-cream as the input. The parlour’s contribution to the main object is quite significant but minimal as compared to macro processes. This is because it significantly offers ice-cream experience as its output (Thompson 2007, pg 226). The alternative exhibition offers some quality experience in the archive sector but does not offer the main experience of the Cadbury world. However, it is a compliment of the main objective in terms of the output as it is fitted with archival machinery and equipment (Slack et al 1998, pg 78). 2.1 The Flow Chart Start (Johnson et al 2001, pg 81) (Slack 1999, pg 93) Marks the end of the area Finish (Thompson 2007, pg 212) 2.2 the process design review The Cadbury World is designed in a procedural manner. This directly suggests that the intended experience is a step by step manner from the introduction to the climax (Slack et al 1998, pg 82). As from the beginning, the number of visitors is regulated and they are continuously divided into groups. This directly suggests that capacity is a point of concern in the process (Johnson & Clark 2008, 304). On the other hand, Cadbury world process is fitted with archival pictures and written materials but in addition, visitors are accompanied by guides therefore suggesting that the experience is complex and requires a guide through. However, guides can be seen to read from some written pads suggesting that the staffs are unskilled (Smith & Fingar 2003, pg 255). Use of brief videos, a narrow path and the unavailability of the packaging plant suggests an out-dated structure in the process (Johnson et al 2001, pg 166). 3.1 Capacity The entrance lets in 15- 20 visitors in every two and a half minutes. The Marie Cadbury room was originally meant for 16 people but has a standing space which all together holds a maximum of 70 visitors in peak periods. The visitors are hosted for 10 to 11 minutes before letting the next group. Consequently, the same numbers of people are let in the Bournville village having been divided into men and women (Johnson et al 2001, pg 203). The packaging plant is divided into 3 stations and visitors are divided into groups of 30 each. Perhaps, the narrow path holds 60 people as two groups meet in the path. The demonstration area divides visitors into groups of 15 each per guide. This totals to 120 people. The shop has 3 check outs serving customers in 15 seconds while the coffee and ice-cream parlour has 46 covers but averagely holds 25-30n people at any one time (Thompson 2007, pg 243). The restaurant has 169 seats with 53 tables and five serving points each with a separate payment point. The alternative exhibition has around 95 percent of the visitors visiting and covers 250 metres squared in area (Slack 1999, pg 96) but not clear in how many people it can hold. 3.2 Calculation of the projected demand; hourly, weekly and annually (Mid Aug to end of Dec- 19 weeks) The entrance Hourly: Allows 15-20 in 2 ½ min hence (60÷2 ½) × 15- 20= 360-480 visitors Weekly: With a total of 13 ½ hours hence 360-480 × 13.5= 4860-6480 visitors Annually: 19 × 4860-6480= 92,340- 123,120 Marie Cadbury room i. Original design Hourly:1/3 × 70 ;4 min to fill and empty, 1-2 min guide delay and 5 min video (Total= 10-11min) hence 16 × (60/10-11)= 127 -140 visitors. Weekly (13 ½ hrs): 127- 140 × 13.5= 1714-1890 visitors Annually: 19× 1714-1890= 32,556- 35,910 ii. Peak times Hourly: 70 × (60/10-11) = 382-420 Weekly: 382-420 × 13.5 = 5157-5670 visitors Annual: 5157-5670 × 19 = 97983- 107730 (Slack 1999, pg 133) Packaging plant Hourly: 30 per group in three halt for 8 min hence 30× (60/8) = 225 visitors per hour Weekly: 225× 13 ½ hrs= 3037 Annually: 3037 × 19 weeks = 57,703 Demonstration area Hourly: groups of 15 with 8 guides for 6 min for some and 17 min averagely. Hence 15×8× (60/6-17) = 423-1200 Weekly: 423-1200 × 13 ½ = 5710-16,200 Annually: 5710-16200 ×19weeks = 108,490-307,800 The shop Hourly: 3 check outs each serving in 15 seconds hence 3× (60×60/15) =720 Weekly: 720 × 13½ hours = 9720 Annually: 9720 × 19 weeks = 184680 The coffee and ice-cream parlour Hourly: 46 seats each customer taking around 18 min hence 46× (60/18) = 153 Weekly: 153× 13½= 2065 Annually: 2065× 19= 39235 The restaurant Hourly: 169 seats with each customer taking around 25 min hence 169× (60/25) = 406 Weekly: 406× 13½hrs = 5481 Annually: 5481× 19 weeks = 104131 visitors. (Johnson et al 2001, pg 137) 3.3 Seasonality effect Seasonality has affected the figure in the above calculation as some areas’ capacity has been calculated on average numbers while some has used the range. This is because of the difference in the people let in an area from time to time. The entrance lets 15- 20 people depending on the demand size. This therefore leads to the capacity being calculated as a range. The other effect of seasonality is the figure of the Marie Cadbury room that has 16 seats but will hold 70 people during peak periods thus a range capacity for the room. 4.1 Varied capacity to respond to changes in demand The booking sector is the first area of varied capacity in response to demand changes. The sector requires advance booking of groups over 20 people with the maximum being 60(Slack et al 1998, pg 78). Consequently, the management has a placed two tills for individuals and one to serve groups at the reception. In addition, there is a ticket collector who varies the entrance capacity from 15 to 20 depending on the prevailing demand (Johnson & Clark 2008, pg 283). The management has offered ample parking space of 484 spaces while only a half of it seems to be occupied. This creates a flexible room that covers even in times of increased demand as a responsive act to changes in demand by the management (Johnson et al 2001). The management has also varied capacity in the Marie Cadbury room that was originally meant for 16 people but the management has allowed the room to hold 70 people during peak periods with the excess of 16 occupying the standing space (Smith & Fingar 2003, pg 226). In addition, the management groups visitors and consequently awards them guides on order to ration time in order to respond to changes in demand. The demonstration area depicts another point of varied capacity where the number of guides is topped up to eight in response to demand changes (Russell & Taylor 2007, pg 216). On the other hand, the management has used increased capacity and adequate serving points in the shop where customers are quickly served in 15 seconds in each (Thompson 2007, pg 154). The coffee and ice-cream parlour has 46 seats although it is averagely occupied by 25-30 visitors. The excessive capacity is a response to increase in the number of visitors (Johnson & Clark 2008, pg 174). The restaurant has 169 seats and five serving points. During low season, visitors can divide themselves into 53 tables while during peak periods they altogether occupy the 169 covers (Smith & Fingar 2003, pg 276). Generally, the booking sector, the parking space, the entrance, the Marie Cadbury room, the shop, the coffee and ice-cream parlour and the restaurant are the areas under which the management has varied capacity in response to changes in demand and particularly to effect during peak periods (Slack 1999, pg 120). 4.2 Bottlenecks and amendments to increase bottleneck capacity in the process. Bottlenecks are areas of those areas in the process that restrict or limit access in the process. The entrance depicts the first bottleneck area in the Cadbury World process. The ticket collector goes from to the beginning of the bull street to regulate the number of visitors entering (Slack 1999, pg 114). Consequently, this wastes time as customers are delayed by the move. However, technology adoption at the entrance would relieve the jam as visitors’ regulation would be easily and quickly done (Johnson & Clark 2008, pg 233). The Marie Cadbury room is the second bottleneck in the process. This is evidenced by the fact that an average of four minutes is used in filling and emptying the room. Another one to two minutes are taken by the guide before they open the doors and therefore there is a lot of time wastage (Johnson et al 2001). However, a timed automated door system would do better. The packaging area also comes out as another bottleneck in the process. The narrow path between the first and the second station causes delay when the two-way visitors meet (Slack et al 1998, pg 79). The videos and the written guidelines from the guide are also out-dated and depict time wastage. However, an alternative path for the two-way visitors would relieve the jam in the narrow path. In addition, skilled guides would be used instead of the brief videos and the unskilled guides who read from written pads (Smith & Fingar 2003, pg 288). Evidenced by the poor arrangement of things, the restaurant depicts another bottleneck in the Cadbury World process. One cannot see the food choices by the entrance therefore valuable time is used in food choosing. Moreover, there are five paying sections for the five serving points (Slack et al 1998, pg 80). The bottleneck can be relieved by good display of food choices by the entrance for quick food choosing. A central payment point for all the serving points would relieve the jam caused hence increase capacity. Technology adoption in the entrance and the Marie Cadbury room, alternative path and skilled guides in the packaging area, clear food choices by the entrance and a centralized serving point in the restaurant would increase the bottlenecks’ capacity in the Cadbury world process. Bibliography Johnson, R & Clark, G. 2008. Service Operations Management: Improving service delivery. New York. Prentice Hall. Johnson, R, Chambers, S, Harland, C, & Slack, N. 2001. Cases in Operations Management. New York. Prentice Hall. Russell, R & Taylor, B. 2007. Operations Management: Creating Value Along the Supply Chain. New Jersey. Wiley. Slack, N, 1999. Blackwell: Encyclopedic Dictionary of Operations Management. Massachusetts. Blackwell publishers. Slack, N. Chambers, S. Harland, C. Harrison, A. & Johnston, R. 1998, Operations Management. Essex. Pearson Education Limited. Smith, H & Fingar, P. 2003. Business Process Management (BPM): The Third Wave. Tampa. Meghan Kiffer Pr. Thompson, R.2007. Manufacturing Processes for Design Professionals. New York. Thames & Hudson. Read More