use the case to answer this question.

using excel provide a step by step solution to determine how many cooks and waiters will be needed to staff a new dinner service? what assumptions can made based on your findings?

Lolly's served two meals only, breakfast and lunch. Opening at 6:00 a.m., Lolly's was ideally located on a heavily traveled commute route toward downtown Lancaster, Pennsylvania. Patrons included Lolly's regionally known donuts and coffee in their morning commute, and Lolly's also enjoyed a respectable lunch traffic for hamburgers and sandwiches. Lolly's remained open during the off-peak hours between 9:00 a.m. and 11:00 a.m., but it was very quiet. Earl Sweat opened Lolly's in 1963, starting first with a roadside stand and curbside service. "Lolly" was his daughter Annette's favorite doll. From that roadside stand, Lolly's had grown to a table restaurant that seated 125 persons. The menu consisted of American comfort food: eggs, meats, cereals, coffee, pastries, hamburgers, fries, deli sandwiches, and soup. The typical customer check was $12, and Lolly's was collecting approximately $6,000 per day in revenue, evenly divided between breakfast and lunch. Lolly's closed at 2:00 p.m. after lunch, and was closed on Sundays. Earl was elderly, approaching 90 years old, and daily management had passed to Roger Engeman years ago. Earl was making plans to sell shares of the restaurant to local business investors as part of his family estate plan. Many of these potential investors had asked why Lolly's did not open for dinner. Earl, with Roger's assistance, was considering a dinner service plan as a way to entice local investors to buy shares of Lolly's. If Earl could sell 70% of the equity in Lolly's, he felt he could finalize his estate plan for his 16 grandchildren and finally be at peace with his life's goals. Lolly's was debt free. Earl owned the property outright, consisting of a 3,000-square-foot, single-story restaurant and a 100-space parking lot, with 300 feet of frontage on Lincoln Highway. (See Exhibit 7.1 for a map of Lolly's physical location.) Property taxes were approximately $44,000 per year, and insurance was an additional $12,000 per year. The primary utility expense was electricity, at about $3,200 per month. Lolly's had an advertising budget of $5,800 per month. Lolly's spent half a million dollars on groceries and restaurant supplies last year. Roger had performed some field research on comparable restaurants. With the assistance of some paid "spies," Roger had collected car traffic data for other Lancaster full-service restaurants and found that on average car traffic during the peak two hours of dinner was about 60% of the traffic level during the peak two hours of lunch. Most restaurants that opened for dinner closed at about 10:00 p.m. Roger then turned to the operations of the restaurant. Waitstaff earned $5 per hour, and kept their own tips. Payroll benefits and taxes cost Lolly's an additional 30%. Waitstaff cleaned and bussed their own tables. Kitchen staff earned an average of $14 per hour, depending on skill and seniority. Gwen, the hostess, earned $12 per hour, and Roger, the manager, was paid a salary of $36,000 per year. The restaurant floor contained 29 tables, most of which seated four persons, but a few seated less. A counter seated 14 persons. Normally, six waitstaff could cover all of the tables and the counter, and six chefs worked in the kitchen. During peak periods, work in the kitchen was like a game of whack-a-mole. Chefs cooked multiple meals simultaneously, placing raw eggs and meat on the grill one second and then scooping up adjacent cooked items the next. Some items, such as soups and chili, were prepared in advance during off-peak hours, but even these required some time to ladle and arrange with side dishes at serving time. Roger compiled a table of popular menu items and the time to prepare them in the kitchen (Exhibit 7.2). "Lead Time" refers to how long an entre requires to deliver after request (cooking time), and "Labor" refers to how much payroll time is allocated as cost to that entre, including advance preparation time. Times are valid under steady conditions where kitchen orders are evenly distributed, and do not include any delays due to fluctuations in customer demand. Roger then also consulted with a master chef to estimate similar times for projected dinner menu items (Exhibit 7.3). Roger hoped to price the menu so that the average check was $16. With the time available, Roger thought this was the best he could do in research and data collection, and it was adequate to make his analysis. Exhibit 7.2 Sample Kitchen Times for the Current Menu Lead Time Labor (in min.) (in min.) Breakfast 5.2 2.9 Lead Time Labor (in min.) (in min.) Lunch 9.2 2.1 Club sandwich platter 7.9 1.9 Chili and salad 7.2 2.3 Cheeseburger platter 6 1.7 Soup and salad 4.9 2.9 2.5 Steak and eggs Eggs platter Oatmeal platter Biscuits and gravy Pancake platter Waffle platter 6.9 4.5 1.4 9 2.6 5.4 1.8 Grilled cheese platter Chopped steak 8.4 2.4 8.6 2.6 Exhibit 7.3 Sample Kitchen Times for the Proposed Dinner Menu Dinner Lead Time (in min.) Labor (in min.) 7 4.7 11.6 92 3.8 Angus burger platter Rib eye platter Lasagna and salad Irish stew Turkey platter Bishsanddich 5.4 2.7 7.5 4.9 4077 Lolly's served two meals only, breakfast and lunch. Opening at 6:00 a.m., Lolly's was ideally located on a heavily traveled commute route toward downtown Lancaster, Pennsylvania. Patrons included Lolly's regionally known donuts and coffee in their morning commute, and Lolly's also enjoyed a respectable lunch traffic for hamburgers and sandwiches. Lolly's remained open during the off-peak hours between 9:00 a.m. and 11:00 a.m., but it was very quiet. Earl Sweat opened Lolly's in 1963, starting first with a roadside stand and curbside service. "Lolly" was his daughter Annette's favorite doll. From that roadside stand, Lolly's had grown to a table restaurant that seated 125 persons. The menu consisted of American comfort food: eggs, meats, cereals, coffee, pastries, hamburgers, fries, deli sandwiches, and soup. The typical customer check was $12, and Lolly's was collecting approximately $6,000 per day in revenue, evenly divided between breakfast and lunch. Lolly's closed at 2:00 p.m. after lunch, and was closed on Sundays. Earl was elderly, approaching 90 years old, and daily management had passed to Roger Engeman years ago. Earl was making plans to sell shares of the restaurant to local business investors as part of his family estate plan. Many of these potential investors had asked why Lolly's did not open for dinner. Earl, with Roger's assistance, was considering a dinner service plan as a way to entice local investors to buy shares of Lolly's. If Earl could sell 70% of the equity in Lolly's, he felt he could finalize his estate plan for his 16 grandchildren and finally be at peace with his life's goals. Lolly's was debt free. Earl owned the property outright, consisting of a 3,000-square-foot, single-story restaurant and a 100-space parking lot, with 300 feet of frontage on Lincoln Highway. (See Exhibit 7.1 for a map of Lolly's physical location.) Property taxes were approximately $44,000 per year, and insurance was an additional $12,000 per year. The primary utility expense was electricity, at about $3,200 per month. Lolly's had an advertising budget of $5,800 per month. Lolly's spent half a million dollars on groceries and restaurant supplies last year. Roger had performed some field research on comparable restaurants. With the assistance of some paid "spies," Roger had collected car traffic data for other Lancaster full-service restaurants and found that on average car traffic during the peak two hours of dinner was about 60% of the traffic level during the peak two hours of lunch. Most restaurants that opened for dinner closed at about 10:00 p.m. Roger then turned to the operations of the restaurant. Waitstaff earned $5 per hour, and kept their own tips. Payroll benefits and taxes cost Lolly's an additional 30%. Waitstaff cleaned and bussed their own tables. Kitchen staff earned an average of $14 per hour, depending on skill and seniority. Gwen, the hostess, earned $12 per hour, and Roger, the manager, was paid a salary of $36,000 per year. The restaurant floor contained 29 tables, most of which seated four persons, but a few seated less. A counter seated 14 persons. Normally, six waitstaff could cover all of the tables and the counter, and six chefs worked in the kitchen. During peak periods, work in the kitchen was like a game of whack-a-mole. Chefs cooked multiple meals simultaneously, placing raw eggs and meat on the grill one second and then scooping up adjacent cooked items the next. Some items, such as soups and chili, were prepared in advance during off-peak hours, but even these required some time to ladle and arrange with side dishes at serving time. Roger compiled a table of popular menu items and the time to prepare them in the kitchen (Exhibit 7.2). "Lead Time" refers to how long an entre requires to deliver after request (cooking time), and "Labor" refers to how much payroll time is allocated as cost to that entre, including advance preparation time. Times are valid under steady conditions where kitchen orders are evenly distributed, and do not include any delays due to fluctuations in customer demand. Roger then also consulted with a master chef to estimate similar times for projected dinner menu items (Exhibit 7.3). Roger hoped to price the menu so that the average check was $16. With the time available, Roger thought this was the best he could do in research and data collection, and it was adequate to make his analysis. Exhibit 7.2 Sample Kitchen Times for the Current Menu Lead Time Labor (in min.) (in min.) Breakfast 5.2 2.9 Lead Time Labor (in min.) (in min.) Lunch 9.2 2.1 Club sandwich platter 7.9 1.9 Chili and salad 7.2 2.3 Cheeseburger platter 6 1.7 Soup and salad 4.9 2.9 2.5 Steak and eggs Eggs platter Oatmeal platter Biscuits and gravy Pancake platter Waffle platter 6.9 4.5 1.4 9 2.6 5.4 1.8 Grilled cheese platter Chopped steak 8.4 2.4 8.6 2.6 Exhibit 7.3 Sample Kitchen Times for the Proposed Dinner Menu Dinner Lead Time (in min.) Labor (in min.) 7 4.7 11.6 92 3.8 Angus burger platter Rib eye platter Lasagna and salad Irish stew Turkey platter Bishsanddich 5.4 2.7 7.5 4.9 4077