OPERATIONS MANAGEMENT

OPTIMISE KITCHEN
OPERATIONS AT
ISB&M HOSTEL
MESS
Presented By:
Bhavesh Nirmal
Presented To:
Prof. Shikha
Shubham Rai Sargam
Samriddhi Singh
Anmol Raj
Mosin Khan
Atharav Gangrade
 INTRODUCTION
ISB&M Hostel Mess, managed by Halande Catering
Service, is a seven-year-old dining facility within the ISB&M
Institute. It caters to students and staff's dietary needs,
offering a reliable dining experience. With a capacity to
serve up to 400 guests, the mess provides meals four
times a day, including breakfast, lunch, high-tea, and
dinner. It operates continuously, including weekends and
holidays, to accommodate busy academic and professional
schedules. Halande Catering Service maintains high
service standards through staff training, hygiene protocols,
and feedback mechanisms.
 BOTTLENECKS IN THE
CURRENT KITCHEN
1 LabourWORKFLOW
Shortages
Understaffing in kitchens and service areas due to
recruitment, training, and retention issues can lead to high
turnover rates, decreased food quality, and increased stress
on employees.
Inventory Management issues
1

Inefficient inventory control can lead to stock shortages,

overstocking, spoilage, and waste, impacting meal plans,
service, budgeting, and cost control.
3 Logistics challenges

Coordinating with suppliers and ensuring timely delivery of

ingredients is crucial for managing logistics, as delays can
disrupt meal service, affect ingredient freshness, and impact
food quality
Limited and safety.
Service Stations
4

A hostel mess's small service station can become a bottleneck,

causing slow service, long queues, and extended wait times for
guests, disrupting overall operation efficiency.
 How can food preparation time be reduced
without compromising quality?

The 8MS Fishbone Diagram, also

known as the Ishikawa Cause-and-
Effect Diagram, is a tool used to
identify and analyze root causes of
problems, particularly in a hostel
mess, to address and improve
operational issues.
 Standard work as part of its lean
management approach
Standard work is a Lean management practice that
involves creating and documenting standardized
procedures for performing tasks. The aim is to ensure
that every task is completed consistently and
efficiently, according to the best-known method. This
involves defining the most effective way to perform
each task, establishing clear guidelines, and ensuring
that all team members follow these guidelines. By
doing so, standard work helps improve quality, reduce
variability, and increase productivity within an
organization
 5S Lean Management System to
Sort Reduce Time
1 Eliminate unnecessary items in kitchen and prep areas, focusing on essential menu items, to
improve efficiency and reduce time spent searching for ingredients and equipment

Set in Order
2 Systematically organize kitchen tools, ingredients, and equipment for easy access, reducing time
spent searching and preventing errors in food prep.

Shin
3 e cleaning and inspecting kitchen equipment, cutting boards, and appliances ensures
Regularly
cleanliness, efficiency, and quality standards, reducing breakdowns and slowdowns in food prep.

Standardi
4 Developze
standard operating procedures (SOPs) for food preparation and kitchen organization,
reducing variability and ensuring quality while speeding up the process.

Sustai
5 n a disciplined and continuous improvement culture through regular audits, staff
Implement
feedback, and training, ensuring food prep efficiency, time savings, and consistent quality.
 Additional Strategies for Reducing
Preparation Time with 5S

Visual Cues and

Batch
Labels
Cooking
1 2 3 4

Pre- Streamlined
portioning Workflow
and Pre-
cutting
Ingredients
 Optimizing Kitchen Layout and
Workflow
Optimize Implement
Improve
Efficient Storage
Workstations Workflow Solutions
Design workstations To minimize movement and Install shelves and storage
efficiently time spent searching for units that utilize vertical
with necessary tools and items, arrange workstations space to keep the kitchen
ingredients for specific tasks, logically and keep frequently organized and accessible.
assigning tasks like used ingredients and tools Clearly label storage areas
chopping, cooking, and within easy reach. for ingredients and tools to
plating to speed up the
make retrieval quick and
process and ensure
specialization easy.
 Optimizing Kitchen Layout and
Workflow
Enhance Implement Time .Regularly Review and
Communicatio Management Adjust
n and Techniques
Coordination
Use visual signals, such as Batch processing and timers Regularly review workflow
whiteboards or digital are effective methods for and layout to identify
displays, to communicate completing tasks efficiently areas for improvement
tasks and updates between and reducing setup times.
stations and define clear and adjust processes.
roles and responsibility for Encourage feedback from
each team members kitchen staff to enhance
performance.
 CONCLUSION
S
• The project aims to optimize kitchen
operations to reduce food preparation
time and improve service efficiency. It
addresses three key issues: inefficient
service processes, bottlenecks, and the
use of 5s lean management system. The
project also suggests that proper
assembly line layout can improve service
efficiency by optimizing workstations,
workflow, and communication. By adapting
strategies based on real-time input and
performance data, the mess can better
meet the needs of its diverse population,
 Recommendation
Implement 5S System: Streamline operations through sorting, organizing,
s
cleaning, standardizing, and sustaining best practices.
Optimize Kitchen Layout: Arrange workstations to minimize movement
and maximize efficiency
Improve Inventory Management: Implement better tracking and
forecasting to reduce waste and shortages.
Invest in Technology: Upgrade equipment and introduce automation to
speed up tasks.
Address Labor Shortages: Enhance recruitment, retention, and staff
training to maintain productivity.
Improve Service Station: Reorganize or expand to reduce
bottlenecks and wait times.
Continuous Improvement: Regularly review and refine processes based on
staff feedback and performance.
 Reference
1. PRIMARY SOURCES:
UDAY SHETTY (HCS OWNER)
MESS MANAGER

2. SECONDARY SOURCES:
ØMC GRAW HILL IRWIN SERIES IN OPERATIONS MANAGEMENT (13TH
EDITION)
T h a n k
y o u !