Case: McDonald's Firdaus Alamsjah and Ade Sukadis ' In modern Management, quality is determined by the customer and not just limited to the product (quality). McDonald's translates customer satisfaction into food (product) quality, service quality, and outlet quality. The quality of the food and outlets is determined by the McDonald's headquarters and is rigorously inspected to ensure that these standards are met and this applies worldwide. Service quality, which can be divided into service time and service friendliness, is a very important critical-to-quality component and it is difficult to maintain its consistency. In the last three months, there were almost 50 customer complaints caused by inconsistent service quality, especially service time at several outlets in Jakarta. This case study was written by Firdaus Alamsjab for teaching purposes and does not describe actual events. The data is taken from an example of a six-sigma application written by Ade Sukadis.Service How to Sub Time of No. Service time Location type order Group event 40 40 221 11 50 41 38 2 221 11 50 41 36 2 221 11 52 43 53 221 11 55 44 31 2 2 221 11 57 45 37 2 221 11 58 46 35 2 121 12 01 47 222 12 01 69 2 2 122 11 50 49 32 2 222 11 51 50 50 2 222 11 57 51 49 2 122 12 03 37 2 122 12 07 53 60 2 2 222 12 02 54 51 2 2 272 12 10To solve this problem, Management has decided to form a special team and immediately conduct a pilot project at two outlets in Jakarta, namely: McDonald's Pondok Indah and Mcdonald's Cikini. The team was given four weeks to resolve the above problem. The team that has been formed then pays attention to the service process at the counter. It started when Customers enter the queue in front of each opened counter. Customers can choose based on economical packages (Paket Hemat) that have been predefined (and given a number), custom orders based on tastes and needs, or a mix of both if ordering more than one. After the order is finalized, the counter staff is assisted by kitchen staff to prepare the order. If there is an order that cannot be fulfilled directly, the customer is given a number and the order will be delivered later. The counter staff then collects the payment and customers are now looking for empty seats to eat their warm meals. The team conducted a survey and found that service time, especially order time, is an important factor for customers (critical-to-quality). In the field review, the Team noticed that there are two possibilities to define service time, it can be calculated from the time the customer enters the queue or from the time the customer orders until he receives his order. The team then agreed that the service time did not include queuing time because of the difficulty in determining the time. To determine the Performance Standard, the Team again conducted a survey of 100 customers by asking the following questions: "To guarantee your satisfaction, how long are you willing to wait from the time you order until you get the order and finalize your payment?" The results are as follows: Average = 76 seconds Median = 75 Minimum = 30 Max = 120 Range = 120 - 30 = 90 Std Dev = 20 It turns out that the management is not satisfied if it only fulfills an average of 76 seconds. They want to deliver above the customer expectations and set the following targets: Customer expectation Target Min = 30 seconds Min = LSL = 30 Mean = 76 Vs. Target = 60 Max = 120 Max = USL = 90 The management intended to promise a service time of 60 seconds, but previously they asked the team to review the actual service time at the two outlets that were used as the pilot project. To determine the current service performance, the Team estimates several inputs that affect service time, namely: Outlet location Service type: drive-thru or dine-in How to order: package or non-package (custom) The team consisted of two people each, one team took data in Pondok Indah and the other in Cikini and the results can be seen in Exhibit 1. Now the team must prepare their presentation materials to management using the six sigma methodology. They then gathered at McDonald's Bintaro to make a fact-based proposal before it was finally implemented in the field and tested in all outlets in Indonesia.How to Sub Time of No. Service time order Group event 50 111 11 50 45 1 1 111 11 51 59 1 1 111 11 57 4 45 1 1 111 11 59 44 1 1 111 11 59 42 1 111 12 04 45 1 1 111 12 08 39 1 111 12 12 74 1 1 111 12 13 10 60 1 2 112 11 54 11 108 112 11 54 17 112 12 09 13 NJ 1 121 11 52 14 1 121 11 53 15 1 121 11 53 16 70 1 121 11 53 17 1 121 11 55 63 2 1 121 12 05 19 54 121 12 05 20 67 1 121 12 07 21 39 2 1 121 12 11 21 71 2 2 122 11 56 23 100 2 122 11 59 24 90 2 122 12 04 25 80 1 211 11 51 26 211 11 52 27 1 211 11 54 50 1 211 12 06 29 211 12 06 30 1 211 12 08 31 21 1 2 212 11 55 32 134 1 212 11 56 33 58 1 2 212 11 56 34 1 2 212 11 58 35 167 1 2 212 11 58 36 148 1 212 12 02 37 212 12 02 38 212 12 10 39 119 2 2 212 12 11Exhibit 1 Service time [second] Outlet location [1 = Pondok Indah, 2 = Cikini] Service type [1 = Drive-thru, 2 = Dine-in] How to order [1 = Package, 2 = Non-package] Time of event hr.min]Calculate the Capability Index for the two outlets and analyze the result. b. Based on the result of No. 2 and 3, what can you propose for the management of McDonald's Indonesia? Describe your proposal for process improvement