Exhibit: Operational Plan.

Opening Remarks- Paramount delivering the same taste, quality and experience
from the heart of Bostom at your doorstep.

Company goals
● Increase the number of restaurant patrons without sacrificing the quality of the
restaurant dine-in experience
● Modify the restaurant design layout to reduce que time and increase the
overall capacity of restaurant intake.
● Different Methods of ordering available for customers rather than just the
traditional dine-in process.

Divisional Targets
● Greate 2 different lines for patrons-categorised under the type of orders
(traditional vs carryout/delivery) and add a different counter for online order
pick-ups by 28th February.
● Hire another chef to increase the number of food orders processed at the
kitchen counter station.
● Partner up with 3rd party app for online orders and food delivery options by
7th March.

Financial Summary

New software Integration for 3rd party app. : $5,000

Design layout change. (Separate counter

for carryon/ online order pick-ups). : $17,000

Hire a new chef. : $3,000

Total one time operation cost. : $25,000
Key Operating Indicators

February 02, 2024- Number of restaurant patrons visits in a day, number of carry-out
orders; [Link] orders delivered by 3rd party app.

December 31, 2024- same metrics, number of food orders processed at the kitchen
counter during weekdays/weekends, year over financial growth. (% increase in
Sales, Cost, Net Income, Gross Margin.)

Project in this plan

1. 3rd Party Application Integration for online order and delivery optionality/
communication campaign.
Advise and train the existing staff on new software usage. Communicate and inform
existing/ new customers about option and convenience of ordering online and
receiving food at their doorstep. Display online option on the sponsored app via
advertisement on social media/ in-store boards etc.

● Project Lead: Michael Conlon

● Project Budget: $5000 one-time cost
● Target Completion: April 30th, 2024 (campaign starts February 10th)

2. Paramount to hire another Chef.

➢ This project includes recruiting a full-time Chef to assist the team of current
chefs in the restaurant. This would support and cope with an increase of
customers due to high volume of online/tranining to the new comer while
Michael will introduce the culture and the standard of the restaurant.
(Restaurant policies, procedures, menu knowledge).
● Project Lead: Michael Conlon (owner)
● Project Budget: $3,000 one time hiring cost + on-going salary.
● Target Completion: 28th February 2024.

3. Design Layout Change at Resturrant

➢ This Project will improve the service process flow of the restaurant and
reduce the wait time at que caused by the carry on orders/online orders.
Separate counter would be set up for order pick-up for patrons and delivery
drivers.
● Project Lead; 3rd Party Interior Design Company. (Boston Architects)
● Project Budget: $17,000.
● Target Complation: 28th February 2024.
Roll out plan.

February 01, 2024, Michael Conlon- owner of the restaurant will communicate the
roll out plan and strategy shift of the restaurant towards capitalizing an online / carry
out orders.

Project plan will highlight the expectations and design layout changes in restaurant
(hiring of an extra Chef, online campaign and design layout change optimization.) to
current staff members and align the existing team to support the growth of the
restaurant.

In February 2024, Michael will hire restaurant renovator for the restaurant layout
optimization. The goal is to have restaurant layout change before 3rd party app
integration. (i.e is before online sales)

Finally Michael will partner up with 3rd-party food delivery app like Door Dash and
train current employees about new platform for receiving online orders and how to
integrate with current service process system

Potential Resistance.
● Chefs might be opposed to the addition of the Chef because of existing team
chemistry. Increase in online orders and carry out orders might also scare
them if due to expected work load. This can be addressed by communicating
the staff about flex capacity due to extra chef and online orders can be
paused during busy hours.
● Existing dine-in customers might switch over to a stay-home customers and
Restaurant might lose its popularity of long ques (negative perception) and
quality of food might change due to addition of a new talent.
● 3rd party delivery drivers tend to refrain pick-ups from busier spots since they
have no account cleality and might damage brand name of the restaurant.
Capacity Analysis

Activity 1: Order/Cooking

From the case we have the following:

● Number of chefs: 4.
● Activity time per customer: 40 secs.
Capacity: 1/Activity time= 1*60*60/40=90 customers.
At Activity 1, the restaurant will be able to serve 90 customers per hour.

Activity 2: Pay/Order Drinks

From the case, we have the given details:

● Number of Cashiers/employees = 2

➢ Activity time per customer is the sum of both time spent at the cashier by the
customer and serving the drinks to the customer.
➢ The average time to serve drinks/customer is 45 seconds.
➢ Average time for the payment 1 min per party.
➢ We also learned that 1 party has approximately 2.6 customers=> 60/2.6=
23.07 secs/customer.

Capacity = 1/Activity time = 1 * 60 * 60 * 2/68.07= 106 customers/hour.

Activity 3: Sit/Enjoy Breakfast

➢ Effective seating capacity is 35.2 (80% of 44)

➢ The activity time average is 19 min
Capacity= 1/Activity time = (1*60*35)/19=2100/19=111 customers per hour
At Activity 2, the restaurant will able to serve 111 customers per hour.

Capacity of each Activity

Activity 1: 90 customers per hour.

Activity 2: 106 customers per hour.
Activity 3: 111 customers per hour.

Table Capacity = 13
Turnover (minutes)= 19
Turnover/hour=3.2
Full Table Capacity = 44
Maximum customer turnover/hour =41
 Day of the week Arrival Rate Service Rate UF

Saturday 39 21 189%

Sunday 32 21 154%

Weekly 29 21 137%

Within influx of carry-on orders the restaurant can not handle the volume that would
increase in orders. This would cause longer wait times and more balking and
reneging.

Adding a new chef can help us optimize the utilization of the kitchen station and help
in food prepping for main course meals. This would increase the capacity of the
restaurant to take in more orders without any extra wait or que time of existing
traditional customers.

Service Cycle Time Per cx cycle Minutes Cycle

Cycle (s) time Capacity
No. of
Activities
customers

Food 30 1 30.0 0.67 90.0

Station

Food Prep 10 2 5.0 0.08 720.0

Cashier and 105 2 88.7 1.48 81

Drinks

Total Cycle 145 3.6 123.7 2.06 105

 Day of the week Rate of Service Utilization
Arrival Rate

Saturday 39 50 78

Sunday 32 50 64

Weekday 29 50 58

Utilization rate remains healthy with an addition of an extra chef.