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Operations Management (CBMEC1-TQM)

PDCA Analysis with Root Cause Analysis and Proposed Solutions

Jollibee Food Corporation

Submitted to:

Mrs. Maru Babes Santiago

Submitted by:

Adalin, Allein Keith A.

Celis, Vianca Claudette B.

Galangga, Icee Margarette L.

Inocencio, Rose Marie G.

Laurel, Jeff Johan

Liwanag, Jhon Llyod B.

BSBA FM3-1
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PLAN

PROBLEM STATEMENT (SMART)

At the Jollibee branch in San Jose, Batangas, service quality issues such as slow order fulfillment,

inaccurate orders, and inconsistent customer interaction are occurring mainly during lunch and

dinner peak hours (11:30 AM to 2:00 PM, and 5:00 PM to 7:00 PM). These issues have led to

increased customer complaints and reduced satisfaction ratings by 20% over the past three

months.

WHO IS AFFECTED?

Customers. They face delays and errors impacting their dining experience and satisfaction.

Staff. They are pressured by inefficiencies and may experience low morale.

The Company. They are at risk of losing repeat business and reputation in the community.

What Matters?

Quality. Customers expect accurate orders, fresh food, and consistent service standards.

Inaccuracies and errors reduce trust and satisfaction.

Speed. Fast service is critical during peak hours. Long waiting times frustrate customers and

increase the risk of losing repeat business.

Cost. Inefficiencies lead to wasted resources (wrong orders, overtime pay, and rework). Service

delays also risk financial loss from dissatisfied customers.

Safety. Proper communication and clear procedures ensure food is prepared and handled

safely, reducing mistakes that could affect health and customer trust.
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ROOT CAUSE ANALYSIS (Fishbone Diagram Summary)

People. Inadequate staff training on communication and order accuracy, inconsistent gender

representation in roles, leading to uneven workload distribution.

Process. Lack of clear standard operating procedures during peak hours, and delayed internal

communication between the cashier and the kitchen.

Equipment. Outdated POS systems are causing slow order entry and errors.

Environment. High customer volume during peak times is not matched with operational resources.

Materials. Occasional shortages of packaging materials are impacting service speed.

PROPOSED SOLUTION

The Jollibee branch in San Jose, Batangas, is experiencing service quality challenges,

such as delays in fulfilling orders, inaccuracies in orders, and inconsistent customer interactions

during peak lunch and dinner times. Addressing these issues requires a thorough solution

based on the Plan-Do-Check-Act (PDCA) model. A key component of this solution involves

upgrading to a newer and more dependable POS system, which will ease transactions, reduce

errors, and enhance communication between cashiers and kitchen staff. This technological

improvement will facilitate quicker order processing and significantly enhance both service

speed and accuracy.

To ensure consistent service quality, it is important to develop clear Standard Operating

Procedures (SOPs) that are easily accessible to all employees, which focus on speed and

accuracy during peak hours. These SOPs should standardize essential processes like order

taking, queue management, and kitchen coordination during busy periods, thereby minimizing

inconsistencies and service gaps. Also, staffing schedules need to be balanced to

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accommodate peak demand and to effectively manage surges and distribute workloads fairly

among staff and ensuring that gender inclusivity in training programs and role assignments are

integrated to empower staff members. This approach addresses bottlenecks, enhances

teamwork, and prevents staff burnout and discrimination, resulting in smoother operations and a

better customer experience.

Lastly, establishing real-time communication protocols and continuous feedback loops is

also a factor for sustaining improvement momentum and standardizing the order process.

Regularly collecting customer satisfaction surveys along with anonymous staff feedback will

yield valuable insights into performance and emerging issues, allowing for prompt adjustments.

Implementing recognition programs, such as the “Fast & Friendly” award, will incentivize staff to

maintain excellence in service delivery. Through integrating improvements in technology,

personnel, processes, and communication, this comprehensive solution aligns with the PDCA

cycle to achieve significant and lasting enhancements in service quality, customer satisfaction,

and employee morale.

DO

Customer Interaction Program. Train crew to use a “Customer FIrst” Approach, ensuring

every customer is greeted warmly, assisted politely, and thanked sincerely after service.

Service Speed Initiative. Implement a “2-minute order taking” rule where cashiers aim to

complete each transaction quickly without errors. Assign extra crew during peak hours to

minimize waiting lines.

Quality Consistency Check. Required staff to follow a service checklist (clean tables, quick

order hand-off, and complete condiments/ utensils) to avoid service gaps.

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Training Sessions. Well-trained employees are key to excellent service. Training sessions

focus on speed and accuracy in order-taking, handling multiple customers efficiently and

maintaining friendliness under pressure. By enhancing staff skills, Jollibee ensures that services

are both fast and consistent without compromising food quality or customer satisfaction.

CHECK

Conduct customer satisfaction surveys. This can be achieve through developing a

well-structured questionnaire that includes both quantitative and qualitative questions, focusing

on critical elements such as service speed and quality. Share the survey with a diverse and

representative group of customers using various mediums like email, in-person, and online

platforms to ensure broad demographic representation.

Analyze the collected data with statistical tools. Once responses are collected, utilize

statistical methods to calculate average satisfaction scores and identify trends, especially

regarding strengths and opportunities for improvement in service speed and quality. This will

enable informed decision-making to enhance the customer experience.

Gathering staff feedback. This part of the monitoring is important as it helps evaluate

workplace conditions and identify areas for improvement. This can be effectively done through

anonymous surveys or focus group discussions that promote honest and open feedback,

including questions that consider all genders and focus on key areas like workload

manageability and system usability. Additionally, scheduling regular check-ins or feedback

sessions allows staff to share their concerns and suggestions in a supportive environment,

encouraging open dialogue and ongoing enhancements to address challenges related to

workload and usability.

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Monitor the average service and waiting times. This monitoring includes establishing a

continuous data collection system through spreadsheets or specific software, with a dedicated

team member assigned to ensure precise data entry and management. The team will gather

data weekly by recording exact time stamps from the moment customers join the service queue

to when they receive their service, and illustrate this information visually using graphs or charts

to showcase trends over time. To compare the data’s current performance, they can set a

baseline period using data collected before any operational changes. This enables a clear

assessment of improvements or declines while examining contributing factors in the problem.

ACT

Standardize Effective Practices. Make successful improvements in peak-hour staffing and

make it a standard part of operations.

Document Procedures. Write down clear SOPs (Standard Operating Procedures) so all staff

know exactly what to do during peak hours.

Train and Empower Employees. Provide training so both male and female staff can handle

different tasks equally, even if it’s cashier, service, or kitchen.

Recognize Staff Contributions. Appreciate and reward employees who adapt well to the

changes, promoting motivation and fairness.

Continuous Monitoring and Adjustment. Regularly check customer feedback and service

speed, then refine the system when needed.

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This rating criterion has been established by the co-leader to effectively assess the contributions
of each group member.

Contribution Leader’s Adalin, Celis, Dimalaluan, Galangga, Inocencio, Laurel,

Rating Allein Vianca Rica Cecilia Icee Rose Marie Jeff
Keith Claudette Margarette G. Johan
A. B. L.

Contributes
meaningfully to
group
discussions.
(20pts)

Demonstrate a
cooperative and
supportive
attitude. (20pts)

Suggest ideas
and analyze
problems
constructively.
(20pts)

Shows courtesy,
patience, and
constructive
communication.
(20pts)

Contributes
significantly to
the success of
the task. (20pts)

Total Score 100