Hard rock cafe has competent managers who ensure that their customers leave the doors with smiles. This satisfaction makes customers long to come back to the cafe either for refreshment or entertainment. The operations department makes sure that every aspect of operations is in place and just in time.
This cafe follows the ten critical decisions of operation management in its operations hence retaining their ability to serve customers better. The critical decision of Service and product design gets into use in hard rock cafe hence making it remain the most preferred joint (Vonderembse and White, 2003).
They achieve this by adjusting its menu to offer the latest delicacies. The waiters retain a high level of hospitality, and customers never wait for dishes. They deliver ordered dishes quickly and offer the required assistance to customers as requested.
Quality management decision can be evident in the manner in which managers carry out surveys in the restaurant to check the quality of services rendered by workers to customers. This helps keep the quality of services at watch hence ensuring that customers get quality services from hard rock cafe.
Process and capacity design decisions take effect in Hard rock cafe, whereby the provision of services involves several processes to ensure achievement of quality in service provision. For example, the chefs make sure all dishes and drinks are ready for customer service. Then the waiters serve meals as ordered by customers, and the finance people take charge to bill the dishes. Then, customers pay their bills to cashiers as they walk out of the cafe. These processes ensure that jobs remain delegated to promote efficiency among workers.
On location decision, the hard rock cafes are situated in areas rich in potential customers. For example, in Orlando the hard rock café is at the center of tourist destination, as a result, it serves more than 3500 meals in a day. This means that this location is ideal for its business activities.
The layout design decision also creates a scenario viable for customers who look for entertainment. There is space for music lovers where they can dance and listen to music. There is enough space for every activity of the Hard rock café.
The decision of human resources and job design get effected in this organization. This is evident where the hard rock cafe staff gets scheduled down to fifteen minutes intervals to promote efficiency. This helps curve situations of understaffing with changes in tourism environment.
Supply chain management decision takes place in the hard rock cafe whereby the management ensures that their suppliers are reliable. This assures them of full-time quality provision to customers as there are enough materials and equipment required in the preparation of meals in store (Sutherland and Canwell, 2004).
Managers of the cafe practice Inventory management by ensuring replenishment of inventory at the right time. This cautions the cafe from situations where inventory run out of stock. When some materials miss, then some operations have to stop until those materials come.
Intermediate and short term scheduling decisions take place in the cafe. They have to hire some people on short term contracts to assist when the demand for services is high.
Maintenance decision cannot be ignored in the cafe since machines get involved in enhancing service provision. Hard rock cafe has a technical team in charge of repairs who attend to the reported breakdown of machines remarkably fast (Lewis and Slack, 2003).
The productivity of the kitchen staff and wait staff at hard rock cafe can be determined by how well they perform in service provision. For the kitchen staff, productivity can be determined by comparing the total number of meals prepared to meet the demand with the number of staff present in the kitchen. For the wait staff, their productivity can be measured by comparing the number of customers served with the number of waiters present in a day. This can help the management to know whether to increase or reduce staff.
References
Lewis, M., and Slack, N. (2003). Operations Management: Critical Perspectives on Business and Management. New York: Routledge.
Sutherland, J. & Canwell, D. (2004). Key concepts in operations management. London: Palgrave Macmillan.
Vonderembse, M. A. & White, G. P. (2003). Core Concepts of Operations Management. Boston: Wiley.