Proceedings of the International Conference on Industrial Engineering and Operations Management

Dubai, UAE, March 10-12, 2020

Improving Fast-Food Restaurants’ Method of Operation:

Automated Drive-Through Ordering System
Allysa Mae M. Castillo, Louie John L. Salonga, John Allen L. Sia, and Michael N. Young
School of Industrial Engineering and Service Engineering Management
Mapúa University, Intramuros, 1002, Philippines
[email protected], [email protected], [email protected], and
[email protected]

Abstract

As digitalization is on the rise, customers are rapidly changing the way they engage with accessibility and
convenience yet the typical drive-through remains unchanged from when it was first introduced in 1947. The
researchers conducted a time study in different fast-food restaurants that offer a drive-through service in Metro
Manila, Philippines. Data showed an average of 6.27 minutes for the whole transaction in the current layout.
Through the use of ProModel Software, the researchers have identified that out of 100 customers, 57 of them
experience long queues and delays while 43 of them does not. This paper aims to provide an improved method of
operation by revamping the traditional layout of a fast-food drive-through. At the end of the study, the researchers
designed a system to balance speed and order accuracy in a drive-through restaurant, reducing the processing time in
the proposed layout by 52%, equivalent to 3.27 minutes. The simulation results show that 57 customers who
experience long queues and delays in the current system have been reduced to 8 customers in the proposed system
which has an 86% improvement in the operation.

Keywords
Digitalization, Accessibility, Convenience, Staging Station, Drive-Through

1. Introduction
1.1 Background of the Study
With people’s hectic lifestyles today, time-efficiency in services becomes ever more important. One common
example of a service where people could use better methods for time efficiency is a fast-food restaurant’s optional
drive-through service (Jekanowski, 1999). Quick Service Restaurant (QSR) and Insula Research estimated that
about 50 to 70 percent of fast-food sales come from drive-through service.

Most fast-food restaurants offer an optional drive-through service that has been around in many commercial
establishments since it was first introduced across America in the late 1950s. In a traditional drive-through setup, for
a customer to make an order, several steps are to be followed in a sequential manner. As the customer enters the
drive-through lane, the first station a customer passes is the order selection. From there, a customer temporarily
stops the vehicle to view the menu board, which displays the food items offered by the restaurant. After, the
customer proceeds to the next station to place order. After order placement, the customer advances to order payment
to settle the transaction. By the same time, the restaurant prepares the food and arranges it for pickup, which leaves
the customer to move forward at the pickup window and put on hold while waiting for their order. Some fast-food
restaurants, to accommodate drive-through customers, perform order payment and order preparation simultaneously
to optimize time choosing to rely on the accuracy of the order placement (Johnson, 2015). Order preparation
immediately commences as the customer places order.

1.2 Problem Statement

From the historical research studies of a quick-service, most fast-food restaurants with drive-through services
concentrate on speed of transaction and order accuracy based on the most pressing needs of drive-through
customers. However, consumers’ attitudes and behaviors have shifted tremendously in recent years and continue to
do so. Yet, the typical drive-through remains unchanged from when it was first introduced in 1947.

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There is a need for a fast-food restaurant to pay attention to delays for a business to satisfy its customers as longer
waiting time has a negative impact on customer service satisfaction (Dube-Rioux, Schmitt, & Leclerc, 1989). For
example, some fast-food restaurants deal with potential delays by having a customer who has paid but has not yet
received his order, moves forward to the next window putting them into a waiting position resulting in a long queue
at the order selection. Often, order selection and order placement cause a bottleneck in a drive-through lane. Some
fast-food restaurants deal with this type of delay by sending an employee out from his designated station to
accommodate all customers in the waiting position.

As the food service industry continues to grow at an exponential rate, there is a need for fast-food restaurants to
adapt the digitalization of a standard drive-through to fit customer’s contemporary food service needs. This study
aims to provide an improved method of operation for drive-through services by introducing a staging station to serve
more customers in shorter time.

1.3 Objectives
• To design a system that increases order accuracy and create a balance between speed and satisfaction to the
customers.
• To provide an improved method of operation in a drive-through system to reduce long queues in a customer
vehicle stream
• To provide an automated ordering system in a drive-through to allow continual building of brand identity
while offering customers a fast and user-friendly experience.
• To allow greater flexibility in the amount of time taken by the customer in the ordering station and
allowing rapid selection without having to delay customers upstream.

1.4 Related Literature

Efficiency has always been important among fast-food restaurants and drive-through service is an effort towards
this. Red’s Giant Hamburg is said to be the first drive-through restaurant in the world, opening the service in 1947.
In 1975, the first McDonald’s drive-through opened in Arizona to serve members of a local military base who were
not allowed to get out of their cars wearing their uniforms. A drive-through seemed perfect at that time in line with
the idea of efficiency and convenience (Saxena, 2019).

In recent years, drive-through services has been declining. According to a performance study from Restaurant Trade
Publication QSR Magazine, customers spent 20 seconds more time on average waiting for food in a drive-through
line in 2019. The study found customers this year to spend an average of 255 seconds going from the speaker to
place their order to the window to pick-up their order. Menus are becoming complex as restaurants try to stand out
from competitors in an oversaturated market. When Kroc visited McDonald’s in 1954, there were nine things on the
menu – hamburger, cheeseburger, fries, shakes, and a couple of other drinks. Now, there is an all-day breakfast,
combo meals, kiddie meals, and at least nine types of burgers (Oches, 2018).

Innovative drive-through technology appears to be one solution to the speed problems of quick-service restaurants.
As the customers are gravitating towards convenience, efficiency, and small lines, there is a need for self-ordering
system that allows customers control the order process and reduces the customer’s perceived waiting time (Whiting
& Weckman, 2004).

KFC Australia opened its first high-tech drive-through operation but is only limited for drive-through operation.
KFC also introduced an application in which a customer can order online before arriving in the restaurant. The
challenge for the customer in using the app is to operate the phone while driving but lessening the long queues on a
drive-through lane. According to Ms. Kristi Woolyrch, the chief marketing director for KFC across the South Pacific
region, people nowadays are much more comfortable purchasing their orders using a mobile phone. People are
looking for faster, easier, and more convenient options for drive-through services (Perrie, 2019). Howevere, in this
study, the proposed system is much efficient because it can accommodate customers for drive-through and dine-in
services. There are specific parking lots allotted for drive-through and dine-in customers. The parking lots for drive-
through customers are called staging station. Each staging stations has an order panel where a customer can order,
pay, and verify their order is complete in the pick-up station.

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Self-service digital kiosks change the way consumers think and take actions, thereby having a huge impact on their
behavior. Due to societal pressure and fear of judgement, customers often feel disinclined to initiate their own up-
sell like higher calorie ingredients or adding a dessert. Self-service kiosks eliminate any potential for societal
judgement by a human server or cashier while producing an automated order, which helps the customers feel more
comfortable by allowing them to pick whatever they like (Gavett, 2015).

The resulting improvement in the speed of service as well as order accuracy would increase customer satisfaction.
Also, an ordering system that would lower the labor costs as well as generate increased sales and profit in the fast-
food restaurant is pivotal in today’s competitive fast-food service market (Liebman, 2003). The fast-food drive-
through should be unique and make its own brand; and the location must be conducive as it was found that
customers tended to favor easily accessible and national fast-food restaurant franchises than less accessible,
relatively new, and regional counterparts (Min & Min, 2011).

2. Methodology
2.1 Data Collection
The process in a drive-through system was broken down into elements for convenience of observation and timing. A
time study was conducted using a stopwatch that was run continuously throughout the observation with a sample
size of 100 trials for the current drive-through system while a sample size of 10 trials for the current self-service
kiosk of a fast-food restaurant. The data collected for the self-service kiosk was used as the basis for the time of
ordering and payment activity in the proposed system. Using the ProModel Software, the researchers validate the
data gathered in the time study of a drive-through system of the fast-food restaurants. Table 1 shows the summary
report of the simulation and the percentage difference of the current and the proposed system of the drive-through.

In the simulation of the current drive-through system, the researchers assumed that the interarrival time of the
customer are in peak hours. The results in the simulation shows that out of 100 customers, 57 of them experienced
long queues and delays while the rest have not experienced long queues and delays. The average time of total
transaction is said to be 8.2695 minutes.

In the simulation of the proposed drive-through layout system, the researchers also assume that the interarrival time
of customers are in peak hours. The staging station has a designated space for customers who wish to order at the
drive-through. As shown in figure 1, only two ordering spaces are in operation. Researchers added another station if
ever customers arrive more than expected to avoid bottleneck in staging station. The result of the simulation for the
proposed system shows that out of 100 customers, 92 of them experienced long queues and delays while 8 of them
have not experienced long queues and delays. The average time of total transaction is said to be 3.755 minutes.

Figure 1. Simulation Result of the Proposed System

Table 1. Comparison Between Current and Proposed System

PERCENT
ACTIVITY CURRENT PROPOSED
DIFFERENCE
Number of customers with long queues/delays 57 8 86%
Number of customers without long queues/delays 43 92 53%
Average time of transaction (in minutes) 8.2695 3.755 55%

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2.2 Discussion of Results

Table 2 shows the comparison of each process for the current and proposed system of drive-through. The ordering
and waiting time are both huge contributing factors that cause a bottleneck in a drive-through system. The data
collection was from a time study conducted by the researchers on the current drive-through system of fast-food
restaurants. These observations were done with 100 trials on the same process which was divided into different parts
of the drive-through system.

In the current system, the average time for waiting time of order is 3.06 minutes due to delay experienced in the
customer vehicle stream, since generally it is a single line of vehicles which starts from the order selection down to
the order pickup. For example, a customer has a minimal order therefore it is faster to prepare but the other customer
before them has a lot of complicated food to prepare which makes the customer vehicle upstream to wait. Overall,
the whole transaction process of ordering in a drive-through restaurant, excluding the waiting time for the next
customer to arrive, has an average total of 6.27 minutes.

The data collection for the proposed system was based on the current self-service kiosk of a fast-food restaurant. The
researchers proposed order panel has the same concept method where the customer orders and pays, the difference is
that the kiosk is placed on each space of the staging station in a drive-through. The researchers also conducted 10
trials for the time study on the ordering and payment of the self-service kiosk. The whole transaction for the self-
service kiosk has an average time of 1.13 minutes for ordering and 0.31 minutes for payment. After the payment, the
kitchen staff automatically receive the job order. Given this information, the researchers recorded an estimate
average of 1.50 minutes for the waiting time of orders, since the job order is directed in the order preparation stage.

Table 2. Comparison of the current and proposed system

CURRENT SYSTEM ACTIVITY PROPOSED SYSTEM

2.42 minutes ORDERING 1.13 minutes
0.46 minutes PAYMENT 0.31 minutes
3.06 minutes WAITING TIME 1.50 minutes
0.33 minutes PICK-UP 0.33 minutes
6.27 minutes TOTAL TRANSACTION TIME 3.27 minutes

2.3 Service Blueprint

Figure 2 is used to illustrate and analyze the current system of the order process in a drive-through service. Swim
Lane Diagram differentiates the customer experience in staff and cashier and support process in the kitchen. The
visual representation shows the interactions between customers and employees, and how backstage activities and
systems support these interactions. It gives managers the opportunity to identify potential failure points in the
process, where there is a significant risk that things can go wrong and affect the quality of service. In the service
blueprint presented, from the customer’s perspective, one failure point is recognized. The order-taking is done face
to face. The management has to assign one more window instead of having a single-window only. This might add to
their cost and cycle time which makes the line queues long.

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Figure 2. Swim lane diagram for the current system of a drive-through restaurant

3. Proposed System
3.1 Floor Plan Layout for Drive Through
A preferred layout of an improved fast-food drive-through restaurant in figure 3 has an order panel and staging
station where incoming vehicle customers are parked in a designated area to accommodate customers all at once
without having to delay any process in ordering in a fast-food restaurant. The staging station will have a touchscreen
self-service digital kiosk with a built-in payment acceptor for the convenience.

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Figure 3. Proposed Layout

3.2 Order Panel

The order panel is a second-generation self-service kiosk, which enables the customers to thoroughly view the menu
and place their order right at their fingertips. The kiosk is interconnected with the restaurant’s food preparation
station and pickup station. The kiosk also has a payment acceptor which offers an option to the customers whether to
pay in cash or through debit/credit card. Upon payment, the kiosk prints a receipt which has a unique identification
number for each transaction that is scanned at the pickup station for verification of the customer’s identity and their
order. After completing the order process, the order panel displays a visual order status in the interface.

4. Automated Ordering System

4.1 Ordering System
Ordering System is subdivided into four steps. First, display order menu interface step shows the system interface in
the order menu panel. Second, display customer information step shows the summary of the order made by the
customer along with their unique identification number. Then, display method step allows the customer to choose
whether to pay in cash or to pay using a credit/debit card. Lastly, in generate a receipt step, a kiosk generates a
summarized transaction of a customer into a receipt.

4.2 Process Mapping

The use case diagram in Figure 4 demonstrates the different ways the users might interact with the system. Upon
using the use case diagram, functional requirements for a self-automated system for drive through restaurant is
determined. Functional requirements can be translated into design choices and development priorities. Inside the box
indicates the scope of the system which is a sequence of actions that are measurable value to the customer, cash
collector, food preparation staff, and store manager.

Figure 4. Use Case Diagram

4.3 System Flowchart

A system flowchart in Figure 5 shows that the process starts when the customer goes to the staging station and
selects a kiosk for drive through customers to place their order in the panel screen. The system confirms the

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customer’s order before displaying the total bill of the transaction and payment options. If the customer chooses to
pay in cash, the machine activates the payment machine and the customer inserts payment. If the customer chooses
to pay via debit/credit card, customer inputs his card details to complete payment. When payment is done, the
machine generates a receipt and displays the order status report. The order is then logged into the system database
and then forwards it to the food preparation department. After receiving the job order, the kitchen staff prepares the
food immediately. A service crew gets the packed food from the food preparation department. When the order is
ready for pickup, the customer is notified in their respective order panel that order is complete and may now proceed
to the pickup station.

Responsible Activities Remarks

START

Customer Selecting a parking space

Pick Parking Space designated for drive thru
customers

Customer Order food using the automated

Place Order
ordering system

NO
Confirm whether to change the
Customer Confirmation order or proceed with the
payment

YES

Pay Order

Shows the total bill of the

transaction
Display Total Bill

Payment
Customer Customer will choice options
Option
for the payment

Input Card Details Insert Cash

Machine Print Receipt The machine will automatically

print the receipt

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Responsible Activities Remarks

The machine will show the

Machine Display Order Status order status to know if the
customer’s order is complete

Process Order System The order is logged into the

Machine Database and Give Order system data base and forwards
to kitchen Staff it to the food preparation
department

The kitchen staff will prepare

Kitchen Staff Preparation of Food the food

The crew will get the food from

Get Food From Kitchen
Crew the kitchen

NO
Crew Packed The Order The crew will pack the order

Complete
Order
YES
Customer
Go to pick-up station The customer will go to the
pick-up station

Customer
Receives Order Customer receives order

END

Figure 5. Proposed System Flow Chart (Ordering)

4.4 Data Flow Diagram

The interaction between the system and the outside entities is shown in Figure 6. It shows what the three systems do
when a customer orders food. The four systems are from database of the staging station, food ordering system, food
preparation, and payment system. As the customer places order, the order details are stored in the food ordering
database. The order form is received by the food preparation department. Finished transactions are stored in the
payment system database which helps the restaurant to progress within the month.

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Figure 6. Data Flow Diagram

5. System Interface
An order form in Figure 7 allows the customer to choose the information depending on their choice of order. The
information includes a category for easier browsing of their choice of food and displays the items on the menu. It
also has a mode of payment in which a customer can choose to pay in cash or via debit/credit card.

Figure 7. System Interface

5.1 Input Document

After the customer completes the order, an order report as shown in Figure 8 is produced together with a receipt.
Included in the order reports are the summary of the transaction per customer. It is made easier for the management
to analyze the drive through’s daily and monthly sales since the inputs are automatically saved in the database.

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Figure 8. Order Report

5.2 External Outputs

The order receipt in Figure 9 will determine the customer details and their orders. The order receipt includes the date
and time the order has been made, the category of their choice and their choice of food from the menu, the unit price
per item, and its total price.

Figure 9. Order Receipt

6. System Implementation
The researchers conducted a cost benefit analysis on the use of a modernized system database for automated drive-
through system. The results are shown in Table 3.

Table 3. Cost benefit analysis of system implementation

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COST BENEFIT
• The cost of buying a self-automated machine • Producing better ordering system without the
for the customer to order hassle of using manual forms
• The cost of layout improvements • Maximizing production capacity of the
• Training staff to use these programs restaurant
• Creating new grounds and capacity to fully • Reduce bottlenecks in drive through
conduce the new database • Increased profit as time will be mostly
minimized
• Long term investment for the restaurant that
will boost their services

7. Conclusion
Fast-food restaurants have upgraded their services through drive-through that can be used by customers who have
their cars with them and do not want to leave it in the parking or wants to have their food but are in a rush. As drive-
through became popular for the customers, the management began to encounter problems in their drive-through
service. The researchers conducted a time study to measure the elapsed time by every process in ordering in a drive-
through restaurant. Long queues of cars, long time waiting for the orders, small spaces for cars, and fewer items are
present at the order station are just some of the problems being encountered by the customers. These are also the
reasons why the researchers came up with the idea of improving the ordering system of a drive-through and the goal
is to reduce problems so that fast-food restaurants would be able to satisfy the customers and to allocate their
services to more customers. In the comparison of the proposed system versus the current system in drive-throughs,
the proposed system has an ordering menu display and a built-in payment collection process where the customer will
have a choice between cash or card payment. If the customer chooses to pay in cash, the customers can conveniently
insert their cash in the kiosk. This method reduces the time and costs for fast-food drive-through as the company
does not need to put different windows for the ordering process and payment process. The proposed system also
shows on screen the status of the orders and notifies the customer whenever their orders are done and that will be the
only time, customers can leave the staging station to pick their food up unlike in the current system, customers have
to wait in queue for their orders. This system also reduces the bottlenecks in the drive-through which currently the
main problem being encountered by fast-food restaurants, especially during rush hours. The researcher also provided
a floor plan layout of the drive-through for implementation. With this proposed system, the researchers are
expecting that the management will increase the number of customers that they will be served, and the customer’s
specifications will be met.

Using the current self-service kiosk as a basis for the proposed system, the researchers were able to reduce the
average time of transactions the customers have to spend while ordering. From the current system having an average
time of 6.27 minutes per customer, it went down to just 3.27 minutes. Through the use of ProModel Software, the
researchers discovered that in the current system, 57 customers out of 100 are experiencing delays and long queues.
By creating a simulation for the proposed system, the researchers were able to improve the customer service of the
fast-food by reducing the number of customers who are experiencing delays and long queues from 57 customers to
just 8 out of 100 which provides an 86% improvement.

The researchers recommend adding the function of a reloadable smart card for payment. The customers will have an
additional option on how they want to pay for their orders. It will be a small card that can be tapped onto the system
after ordering and it will process the payment afterward. The researchers also recommend adding a mobile
application or online website for the customers to order in advance and pick up their orders at the fast-food drive-
through. Order customization; discounts for persons with disabilities (PWD) and senior citizens; and discounts for
coupons/vouchers can also be added to the system.

References
6 Key Ways Self-Serve Kiosks Can Boost Your Sales, QSR, Retrieved from http://www.qsrmagazine.com/outside-
insights/6-key-ways-self-serve-kiosks-can-boost-your-sales, November 2017
Cashman, T.J., Systems Analysis and Design, 7th Edition, Boston, MA, United States, Course Technology Press,
2008

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Gavett, G., “How Self-Service Kiosks Are Changing Customer Behavior”. Harvard Business Review. Retrieved
from https://hbr.org/2015/03/how-self-service-kiosks-are-changing-customer-behavior, March 11, 2015
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Bibliographies

Allysa Mae M. Castillo is currently a fourth year Industrial Engineering student at Mapúa University – Intramuros,
Manila. She is a former president of the national organization for the Operations Management Students Association
of the Philippines (OMSAP) and Mapúa Student Chapter of the Production and Operations Management
Association of the Philippines (PROMAP). This year, she was appointed as an Assistant Treasurer of the Mapúa
Council of Organizations. She is also an active member of the Philippine Institute of Industrial Engineers – Mapúa
Chapter (PIIE) and Mapúa Engineering Management Organization (MEMO).

Louie John L. Salonga is currently taking up BS Industrial Engineering program in Mapúa University –
Intramuros, Manila. He was formerly Assistant Logistics Manager of Philippine Institute of Industrial Engineers,
Mapúa Student Chapter (PIIE) and Logistics Manager of the Mapúa Student Chapter of Production and Operations
Management Association of the Philippines (PROMAP). He is currently the External Vice President for the
Production and Operations Management Association of the Philippines (PROMAP).

John Allen L. Sia is a senior year Industrial Engineering student of Mapúa University – Intramuros, Manila. He is a
former Assistant Vice President and Director for Activities in Philippine Institute of Industrial Engineers – National
Student Chapter (PIIE-NSC). Also, he is the former President of Philippine Institute of Industrial Engineers –
Mapúa Chapter. This year, he was appointed as the Business Manager of the Mapúa Council of Organizations.

Michael N. Young is a faculty member in the School of Industrial Engineering and Engineering Management at
Mapúa University – Intramuros, Manila. He earned his B.S. Industrial Engineering & B.S. Engineering Management
from Mapúa Institute of Technology (Philippines) and M.S. & Ph.D. in Industrial and Systems Engineering from
Chung Yuan Christian University (Taiwan). His research interest include portfolio optimization and financial
engineering.

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