Superoxide Anion Radical Scavenging Activity Biology Essay

Superoxide Anion Radical Scavenging Activity Biology Essay Where A518 control is the absorbance of DPPH radical+ methanol; A518 sample is the absorbance of DPPH radical + extract or compound / standard. Superoxide anion radical scavenging activity Superoxide radical (O2-) was generated from the photoreduction of riboflavin and was deducted by nitro blue tetrazolium dye (NBT) reduction method. Measurement of superoxide anion scavenging activity was performed based on the method described by Winterbourne et al 186. The assay mixture contained sample with 0.1ml of Nitro blue tetrazolium (1.5 mM NBT) solution, 0.2 ml of EDTA (0.1M EDTA), 0.05 ml riboflavin (0.12 mM) and 2.55 ml of phosphate buffer (0.067 M phosphate buffer). The control tubes were also set up where in DMSO was added instead of sample. The reaction mixture was illuminated for 30 min and the absorbance at 560 nm was measured against the control samples. Quercetin was used as the reference compound. All the tests were performed in triplicate and the results averaged. The percentage inhibition was calculated by comparing the results of control and test samples. Total antioxidant activity (Phosphomolybdic acid method)187 The antioxidant activity of the sample was evaluated by the transformation of Mo (VI) to Mo (V) to form phosphomolybdenum complex. An aliquot of 0.4 ml of sample solution was combined in a vial with 4 ml of reagent solution (0.6 M sulfuric acid, 28 mM sodium phosphate and 4 mM ammonium molybdate). The vials were capped and incubated in a water bath at 950C for 90 min. After the samples had cooled to room temperature, the absorbance of the mixture was measured at 695 nm against a blank. The antioxidant activity was expresses relative to that of ascorbic acid. Determination of Hydroxyl radical scavenging activity This was assayed as described by Elizabeth and Rao.188 The assay is based on quantification of degradation product of 2-deoxy ribose by condensation with TBA. Hydroxyl radical was generated by the Fe3+ -Ascorbate -EDTA -H2O2 system (Fenton reaction). The reaction mixture contained 0.1 ml deoxyribose (2.8mM),0.1 ml EDTA (0.1 mM), 0.1 ml H2O2 (1mM), 0.1 ml Ascorbate (0.1mM), 0.1 ml KH2PO4-KOH buffer, pH 7.4 (20mM) and various concentrations of plant extract in a final volume of 1 ml. The reaction mixture was incubated for 1 hour at 370 C. Deoxyribose degradation was measured as TBARS and the percentage inhibition was calculated. Determination of Nitric oxide radical scavenging activity Nitric oxide generated from sodium nitroprusside in aqueous solution at physiological pH interacts with oxygen to produce nitrite ions, which were measured by the method of Garrat.189 The reaction mixture (3ml) containing 2 ml of sodium nitroprusside (10mM), 0.5 ml of phosphate buffer saline (1M) were incubated at 250C for 150 mins. After incubation, 0.5 ml of the reaction mixture containing nitrite was pipetted and mixed with 1 ml of sulphanilic acid reagent (0.33%) and allowed to stand for 5 min for completing diazotization. Then 1 ml of naphthylethylene diamine dihydrochloride (1% NEDA) was added, mixed and allowed to stand for 30 mins. Sodium nitroprusside in aqueous solution at physiological pH spontaneously generates nitric oxide, which interacts with oxygen to produce nitrite ions which can be estimated by the use of Griess Illosvery reaction at 540 nm. FRAP assay A modified method of Benzie and Strain 190 was adopted for the FRAP assay. The stock solutions included 300 mM acetate buffer, pH 3.6, 10 mM TPTZ (2, 4, 6-tripyridyl-S-triazine) solution in 40 mMHCl and 20 mMFecl3. 6H2O. The fresh working solution was prepared by mixing 25 ml acetate buffer, 2.5 ml TPTZ and 2.5 ml Fecl3 .6H2O. The temperature of the solution was raised to 370 C before using. Plant extracts (0.15 ml) were allowed to react with 2.85 ml of FRAP solution for 30 min in the dark condition. Readings of the colored product (Ferrous tripyridyltriazine complex) were taken at 593 nm. The standard curve was linear between 200 and 1000  µM Feso4. Results are expressed in  µM (Fe (II) /g dry mass and compared with that of ascorbic acid. Iron chelating activity The method of Benzie and strain190 was adopted for the assay. The principle is based on the formation of O-Phenanthroline-Fe2+ complex and its disruption in the presence of chelating agents. The reaction mixture containing 1 ml of 0.05% O-Phenanthroline in methanol, 2 ml ferric chloride (200 µM) and 2 ml of various concentrations ranging from 10 to 1000 µg was incubated at room temperature for 10 min and the absorbance of the same was measured at 510 nm. EDTA was used as a classical metal chelator. The experiment was performed in triplicates. Estimation of total phenol The measurement of total phenol is based on Mallick and Singh.191 To 0.25g of sample, added 2.5 ml of ethanol and centrifuged at 2oC for 10 mins. The supernatant was preserved. Then, the sample was re-extracted with 2.5 ml of 80% ethanol and centrifuged. The pooled supernatant was evaporated to dryness. Then, added 3 ml of water to the dried supernatant. To which added 0.5 ml of Folins phenol reagent and 2 ml of sodium carbonate (20%). The reaction mixture was kept in boiling water bath for 1 min. the absorbance was measured at 650 nm in a spectrophotometer. Estimation of total flavonoids 192 0.2g of the plant material was ground with ethanol-water in 2 different ratios namely 9:1 and 1:1 respectively. The homogenate was filtered and these 2 ratios were combined. This was evaporated to dryness until most of the ethanol has removed. The resultant aqueous extract was extracted in a separating funnel with hexane or chloroform. The solvent extracted aqueous layer was concentrated 0.5 ml of aliquot of extract was pipette-out in a test tube. 4 ml of the vanillin reagent (1% vanillin in 70% conc. H2SO4) was added and kept in a boiling water bath for 15 mins. The absorbance was read at 360 nm. A standard was run by using catechol (110  µg/ml).

Mcdonalds

Introduction The organisation we are going to look in this assignment is McDonalds. McDonald’s is the leading global foodservice outlet with more than 33,500 local restaurants serving approximately 69 million people in 119 countries each day. More than 80% of McDonald’s restaurants worldwide are owned and operated by independent local men and  women. http://www. aboutmcdonalds. com/mcd/investors/company_profile. html McDonalds has developed its operation to a very high level of efficiency over years it has been operation.One main reason is that McDonalds keeps innovating its current process design, flows, data capture, and interactions between sections, resource allocation, process technologies and its supply chain. By looking at McDonalds, we have witnessed a culture of change due to the innovative ideas McDonalds has been coming up all the time. This company not only innovate in its operation and food production process, but it innovate every single aspect of the bu siness from physical evidence, management to the customer service.McDonalds has been working for ages on its QSC, that is quality, service and cleanliness, but they have even changed this to QSC&V where V stands for value which once again shows they do not hesitate to change. Current Process Design – Batch Processes The current process design at McDonalds would be Batch Processes McDonald's uses a batch process to cook its burgers. Adopting batch process means that the speed of delivery relies on the speed and experience of the staff working at the moment. Burgers at McDonalds are cooked on a large platen, in batches of 8 for Hamburgers, 6 for Quarter Cheese and 4 for Big Macs.Two or more batches may be cooked at one time and they can happen on various stages of cooking. This makes it important that a crew of McDonalds is required to manage the grill solely during busy time. The burgers are hand dressed which again need one crew to work on that station on busy times. When the re are two batches being done in different stages of cooking, the speed is vital to keep the production moving. Interaction between departments At McDonalds, the restaurant is divided between different sections which ould Kitchen area, indoor service area, drive thru and the dining area known as the lobby. By observing the day to day activity at a McDonald’s restaurant, you would notice that every most of the sections are related to each other, which means one section rely on the second section. For example, the service area can not finish an order until kitchen supply service with a burger. The interaction between areas (departments) could be better understood when we look at the layout observation that would follow. At McDonalds there is no individual department by its own that we can do an observation on.As service and kitchen area closely related in McDonalds, we would like to concentrate on the Service and Kitchen area as an observation. Areas at McDonalds chosen for obs ervation †¢ Kitchen †¢ Indoor Service Area In McDonalds Restaurant the layout in the kitchen has been designed in other to ensure speedy preparation of quality food in less time. It also designs its layout keeping in mind the health and safety, increased visibility by customers, minimised supervision. Another factor that is considered is the cost of production which also depends on the layout.McDonalds Layout – these are the main areas at McDonalds Kitchen – McDonalds restaurant Layout – Product Layout McDonalds have a product layout as we can see they have a standardise operation and repetitive  assembly  of their  products. With this layout design they are able to have a better synchronization even on the different activity line, have a better control and product planning become easier. In this type of layout, even less skill level staff can work where one particular person who will be performing the operation. There are only few changes done r arely due to standard production line up.In this layout the flow of material take place smooth and continuously. Kitchen Layout – Product Layout Steps of production – Division of Labour At McDonalds, there is a high degree of division of labour. In order to produce one hamburger, 4 staff will be required based on a McDonalds kitchen layout, where each staff will perform a particular task in making the burger as mentioned below. If we look at the production of a Hamburger based from the above diagram, its production would starts at point 1 which is the Toaster, where the buns are toasted for 35 seconds by one person working only at the toaster.During quite time they may perform two or more tasks, but at busy period, they would perform one task. After the buns have been toasted, it goes to the next level of production which is point 2 at the Dressing Table where a second person would dressed the toasted buns from the condiments already stocked up on the dressing table wh ich would take 45 seconds. At the same time the dressing starts, the person at the grill at point 3 place the frozen burger patty on the grill which is automatically set for 45 seconds. By the time the meat is ready after the 45 seconds on the grill, the dressing would be finished as well.Then the dressed toasted buns is moved from point 2 to point 3, that’s mean from the dressing table to the side of the grill where the cooked meat patty will be placed on the dressed buns. The Hamburger will then be moved to point 4 which is the production display cabinet, where the person working at the production control at point 4 will wrap the hamburger after having check for quality standards. Staff working on the service area at point 5 will then take the hamburger from the production display cabinet at point 4 to complete their order to give to the customers.Please note that other burger will also follow the same process going from point 1 to point 5. Also McDonalds has been separated in two sections which are the Beef products cooking area and Chicken products cooking area, where the process is almost the same on both side. Production on chicken side also starts at point 1. At point 1A, frozen chicken are cooked at stored directly at point 3 for assembly, this step can also take place in between production. At point 1B the buns are toasted and dressed at point 2 and the same flow continues. The Precedence diagram for the production of a hamburgerThe total production time would be 1 minutes 30 seconds for a burger to reach service. Volume variety The epitome of high volume variety hamburger production is MacDonald’s, serving more that 52million customers in more than 100contries counties round the world each day. The volume variety dimension is at the heart of its service and thus has very important implications for the way MacDonald’s operations are organized. MacDonald’s has instinctively grasped the underlying idea of through put time and thus, applied it in its Speedee Service System.The restaurant operating scheme they developed has been widely adopted and refined over the past half century. The ethos of the assembly line remains at its core. The grills at McDonald's have big steel hoods that swing down and grill hamburgers on both sides at once. The burgers, chicken, French fries, and buns are frozen when they arrive at a McDonald's. Service – At MacDonald’s the customer maximum waiting time is usually three minutes and thirty seconds and staff are advised to alert the manger for assistance if there are three or more customers per line.The new process demands that customer’s maximum line time should be 2minutes Thus, using Little’s law, Through put time = WIP x Cycle time Cycle time = Throughput time WIP Cycle time for the process = 3. 5 =1. 2 minute 3 Thus a customer should emerge from the process every 1. 2 minute on average. On the other hand, given that management requires every cu stomer to be served in every two minute, Thus the number of servers required = 2 = 2 1. 2 Hence, 2 server would be needed to serve three customers in two minutes. Every second counts.Each delay, bottleneck and unnecessary step reduces output and highlights the need for efficient workflow processes. McDonald’s has embraced the importance of managing processes, by ensuring that every second is accounted for in the making of each product. Service time is critical to McDonald’s success, as McDonald’s tries to increase customer satisfaction within the competitive fastfood industry. The plan to get food to customers quicker, and keep increasing the market share that McDonald’s won in the recession, means that each second really does matter. Process Mapping Ordering a meal at MacDonald’sTo order a meal at MacDonald’s usually it takes six service steps. (1) Greet the customer (2) Take the order (3) Receive payment (4) Assemble the order (5) Present the order (6) Thank the customer and invite them to return On the other hand work flow process will take the following shape Take order Take payment Preparation begins Customer waits Packaging and inspects If the right items are placed Customer takes food Technologies at McDonalds Today various organization are using technology is the main tool through which not only increased the efficiency level but also increase their profit and growth.In current scenario various innovative companies are thanking that how we will improve our speed and efficiency level to satisfy the customer demands. Due to market changing trends and new innovation in market, compel the operations of the organization to reshape their layout process and strategy to overcome the 21th century demand and challenges. MacDonald is the world leading innovator organization in current scenario. But there is no doubt that currently McDonald faces various challenges and problems.Today McDonald have the huge challenge that h ow to increase the speed to deliver quick food. And how McDonald will beat the queue? There are various organizations which are currently using different methods and equipment to deliver excellent service. [pic] As part of McDonald’s ever-increasing process development, the company is testing a self-serve kiosk in Europe, which may prove popular with diners seeking to customize meals and limit their time in queues. The downside may be the time needed to read the screens of choices.McDonald’s Director of operations and POS technology, Laurie Gilbert, said that the system is easy to learn and may cut as much as 10 seconds off the current workflow. Approximately 5,000 restaurants out of the company’s 32,000 locations are trialling the new software. McDonald’s currently aims to serve most customers within 90 seconds of taking their order. In order to speed up times at drive-through windows, staff at the McDonald’s Innovation Centre spent years incorpor ating an automated soda fountain that fills cups as soon as an order is placed into the workflow.When this same crew discovered that hot drinks needed more milk, they added refrigerated storage below the McCafe coffee makers to speed up efficiency. These two improved services have led to the processing of as many as five extra cars per hour in the drive-through queue. Cooking instructions are not only printed in the manual, they are often designed into the machines. A McDonald's kitchen is full of buzzers and flashing lights that tell employees what to do. At the front counter, computerized cash registers issue their own commands.Once an order has been placed, buttons light up and suggest other menu items that can be added. Workers at the counter are told to increase the size of an order by recommending special promotions, pushing dessert, pointing out the financial logic behind the purchase of a larger drink. While doing so, they are instructed to be up -beat and Recommendations Th ree improvements that can be introduced in McDonalds Even though McDonalds has always looked forward towards innovation, there are still some areas of improvement on which I would like to discuss below.McDonalds has two main channel of delivering food to its customers. One is from counter and the second one is Drive Thru. The always busy counters and a huge number of cars spending around 3 to 5 minutes in the drive thru has forced a part of the fast food market not to eat in McDonalds. McDonalds should be coming with concrete solution to get people serve quicker than before. Front Counter Service – Self Ordering kiosk – In every McDonalds outlet In every restaurant the self ordering kiosk should be introduced.Here customers can save the queue and instead order their food from self-ordering boots, that is they enter which ever food they like from the menu and pay to the machine and obtain an ordering number and wait for their number to be called at a collection point. T he advantage from this method would saving the decision and ordering time people take at the till and making people wait behind. Even having 4 kiosks would be quicker than 4 tills as ordering time will be save, and the staff who was suppose to take an order, can actually assemble the order in the meantime customers are ordering by themselves.The factors that would make this happened would be a high investment from McDonalds. Whereas there will the issue of staff retraining, time for customers getting used to it and more importantly, the McDonalds staff to be able to make this system possible in much quicker way compared to till system. – Online ordering This method is can work with conjunction with the 1st system discussed above. Customers can place an order online and they can spend as long as they wish in selecting the right food they wish to buy and they can just bring the order number at the restaurant to pay for their order.They only need to go to a counter or self-servi ce kiosk to pay using the code. Yet again, customer do not need to queue for long as the decision time and ordering time no more exist at the restaurant. So the 2 minutes in line time will be eliminated. From ordering online, I have not recommended that people can the facility to pay for their food online and receive a code which can be presented at a counter of kiosk. Reason behind that would be, if customers pay online, McDonalds would not know what time the foods will be collected.This will result into cold food being left waiting and as per the policy of McDonalds, the food should be wasted after 10 minutes holding time. This would also increase the food waste, thus increase cost. This can only happen if McDonalds adopt this process in all its outlets which in return will allow customers to see this as an standard and get used to it. Drive Thru – Fast lane and Online ordering Drive Thru at McDonalds is another main area of the restaurants from which McDonalds is making mo re than 50% of its sales per day.The main problem in the drive thru is that more and more people are driving in the McDonalds drive thru per hour to buy their fast food. This is resulting in longer service time because every extra second a car has to wait for the next cars to get served; in return it is increasing the queuing time, thus creating a bottle neck. As suggested above for eat in customers that can order online and use their order number to pay at counters or use in a self-service kiosk, the same method could be applied for drive thru customers.Instead of ordering on the arrival to the drive thru, customers can present their order number and pay at the cashier on drive thru. This will certainly reduce the total experience time. Even customers have order online they will still need to wait in the queue together with those cars that have ordered place their order on drive thru. In this situation, to keep the online customers move quicker, a fast lane can be introduced. Actua lly in the all the new drives thru at McDonalds, there are two lanes which allow customers to place order in any lane of their choice.But by introducing the fast lane, one of the lanes can be used for online customers, which would definitely make the process quicker. Kitchen Kitchen is one of the important parts of McDonalds that have a direct impact on the quality and speed. The longer kitchen takes to get a burger to service, the longer it takes a customer to get served. To have fresh food served all day long, it depends on the way dressing condiments and other raw food are used and stored. At McDonalds, the shelves lives of products are vital.That’s means, the holding time of raw products. For example, cheese is kept on the dressing table for only 2hours and fresh onions are kept for 1 hour. After the holding time of the condiments has elapse, kitchen staffs have to restock the kitchen with fresh stock. This process is a time consuming process and during busy time it becom e very difficult and complex. Kitchen staff could have used that time in producing burgers at the busy times. – Automated stocking up of dressing tableOur proposal to that situation would be to have automated stocking up of the dressing table by having the containers of condiments to automatically flip upside down discarding the out of holding time condiments under the dressing table bins. On the other hand fresh condiments could be automatically poured on dressing table containers. The condiments to go on the dressing table can be kept in a built-in cooler over the dressing table. This proposed system would eliminate the whole hourly stocking up; in fact just few heavy stock-up of the dressing table built cooler can maintain stock for the whole day. Automated dressing In the current situation, crew in McDonalds normally dress each burger manually even though a maximum of 8 burger buns can be toasted at the same time in one toaster. Here I would suggest special trays with 8 s mall holes that can keep the buns in one place until the final process. As the buns has been toasted, they should be taken out and place in an automated condiment dispenser, for example for a Ham Burger, the automated condiment dispenser will dispense ketchup, mustard, onion and pickle, all one by one.This saves someone from dressing each and every burger manually. Moreover all the burgers will be dress to the same standard and with exact amount of condiments. Here the food coast can be easily managed and even labour cost. Factors that would make this happen would be a good planning from the McDonalds managements. This will cost very high as completely new equipment should be introduced. The factor that could hinder this project would be a high maintenance cost, as they should be calibrated regularly in order to have proper amount of condiment dispensed. Training cost would also be high.And the most important would be to decrease the number of staff as work will be automated. Refere nces: http://www. mcdonalds. com/us/en/food/food_quality/trends_innovation. html http://www. forbes. com/2007/08/31/christensen-innovation-mcdonalds-pf-guru_in_cc_0904christensen_inl. html http://www. financetwitter. com/2011/05/mcdonalds-new-buying-experience-touch-screen-kiosk. html http://foodbelfast. com/2011/05/mci-robot/#. UKVlpocz35S http://alison. com/topic/learn/1312/24838/operations-management-strategies/operations-management-strategies-facilities-layout-planning http://www. llfreepapers. com/print/McDonalds–Burger-King/3827. html ———————– Office Toaster For Ham Burger Buns Toaster QtrCheese Dressing Table Ham Burger /QtrChesse Grill Ham Burger Grill Quarter Cheese 1 2[pic] 3 Product Display Cabinet 4 Service DriveThru 5A 5B Dressing/ Assembling Table Toaster Chicken Buns Chicken Products Fryers 1B 2[pic] Cooked Chicken Holding Cabinet 3 4 1A Toaster 1 35 secs Dressing2 45 secs Display 4 10 secs Grill 3 45 secs 1 35 Seconds 2+3 45 Seconds 4 10 Seconds Mcdonalds Introduction The organisation we are going to look in this assignment is McDonalds. McDonald’s is the leading global foodservice outlet with more than 33,500 local restaurants serving approximately 69 million people in 119 countries each day. More than 80% of McDonald’s restaurants worldwide are owned and operated by independent local men and  women. http://www. aboutmcdonalds. com/mcd/investors/company_profile. html McDonalds has developed its operation to a very high level of efficiency over years it has been operation.One main reason is that McDonalds keeps innovating its current process design, flows, data capture, and interactions between sections, resource allocation, process technologies and its supply chain. By looking at McDonalds, we have witnessed a culture of change due to the innovative ideas McDonalds has been coming up all the time. This company not only innovate in its operation and food production process, but it innovate every single aspect of the bu siness from physical evidence, management to the customer service.McDonalds has been working for ages on its QSC, that is quality, service and cleanliness, but they have even changed this to QSC&V where V stands for value which once again shows they do not hesitate to change. Current Process Design – Batch Processes The current process design at McDonalds would be Batch Processes McDonald's uses a batch process to cook its burgers. Adopting batch process means that the speed of delivery relies on the speed and experience of the staff working at the moment. Burgers at McDonalds are cooked on a large platen, in batches of 8 for Hamburgers, 6 for Quarter Cheese and 4 for Big Macs.Two or more batches may be cooked at one time and they can happen on various stages of cooking. This makes it important that a crew of McDonalds is required to manage the grill solely during busy time. The burgers are hand dressed which again need one crew to work on that station on busy times. When the re are two batches being done in different stages of cooking, the speed is vital to keep the production moving. Interaction between departments At McDonalds, the restaurant is divided between different sections which ould Kitchen area, indoor service area, drive thru and the dining area known as the lobby. By observing the day to day activity at a McDonald’s restaurant, you would notice that every most of the sections are related to each other, which means one section rely on the second section. For example, the service area can not finish an order until kitchen supply service with a burger. The interaction between areas (departments) could be better understood when we look at the layout observation that would follow. At McDonalds there is no individual department by its own that we can do an observation on.As service and kitchen area closely related in McDonalds, we would like to concentrate on the Service and Kitchen area as an observation. Areas at McDonalds chosen for obs ervation †¢ Kitchen †¢ Indoor Service Area In McDonalds Restaurant the layout in the kitchen has been designed in other to ensure speedy preparation of quality food in less time. It also designs its layout keeping in mind the health and safety, increased visibility by customers, minimised supervision. Another factor that is considered is the cost of production which also depends on the layout.McDonalds Layout – these are the main areas at McDonalds Kitchen – McDonalds restaurant Layout – Product Layout McDonalds have a product layout as we can see they have a standardise operation and repetitive  assembly  of their  products. With this layout design they are able to have a better synchronization even on the different activity line, have a better control and product planning become easier. In this type of layout, even less skill level staff can work where one particular person who will be performing the operation. There are only few changes done r arely due to standard production line up.In this layout the flow of material take place smooth and continuously. Kitchen Layout – Product Layout Steps of production – Division of Labour At McDonalds, there is a high degree of division of labour. In order to produce one hamburger, 4 staff will be required based on a McDonalds kitchen layout, where each staff will perform a particular task in making the burger as mentioned below. If we look at the production of a Hamburger based from the above diagram, its production would starts at point 1 which is the Toaster, where the buns are toasted for 35 seconds by one person working only at the toaster.During quite time they may perform two or more tasks, but at busy period, they would perform one task. After the buns have been toasted, it goes to the next level of production which is point 2 at the Dressing Table where a second person would dressed the toasted buns from the condiments already stocked up on the dressing table wh ich would take 45 seconds. At the same time the dressing starts, the person at the grill at point 3 place the frozen burger patty on the grill which is automatically set for 45 seconds. By the time the meat is ready after the 45 seconds on the grill, the dressing would be finished as well.Then the dressed toasted buns is moved from point 2 to point 3, that’s mean from the dressing table to the side of the grill where the cooked meat patty will be placed on the dressed buns. The Hamburger will then be moved to point 4 which is the production display cabinet, where the person working at the production control at point 4 will wrap the hamburger after having check for quality standards. Staff working on the service area at point 5 will then take the hamburger from the production display cabinet at point 4 to complete their order to give to the customers.Please note that other burger will also follow the same process going from point 1 to point 5. Also McDonalds has been separated in two sections which are the Beef products cooking area and Chicken products cooking area, where the process is almost the same on both side. Production on chicken side also starts at point 1. At point 1A, frozen chicken are cooked at stored directly at point 3 for assembly, this step can also take place in between production. At point 1B the buns are toasted and dressed at point 2 and the same flow continues. The Precedence diagram for the production of a hamburgerThe total production time would be 1 minutes 30 seconds for a burger to reach service. Volume variety The epitome of high volume variety hamburger production is MacDonald’s, serving more that 52million customers in more than 100contries counties round the world each day. The volume variety dimension is at the heart of its service and thus has very important implications for the way MacDonald’s operations are organized. MacDonald’s has instinctively grasped the underlying idea of through put time and thus, applied it in its Speedee Service System.The restaurant operating scheme they developed has been widely adopted and refined over the past half century. The ethos of the assembly line remains at its core. The grills at McDonald's have big steel hoods that swing down and grill hamburgers on both sides at once. The burgers, chicken, French fries, and buns are frozen when they arrive at a McDonald's. Service – At MacDonald’s the customer maximum waiting time is usually three minutes and thirty seconds and staff are advised to alert the manger for assistance if there are three or more customers per line.The new process demands that customer’s maximum line time should be 2minutes Thus, using Little’s law, Through put time = WIP x Cycle time Cycle time = Throughput time WIP Cycle time for the process = 3. 5 =1. 2 minute 3 Thus a customer should emerge from the process every 1. 2 minute on average. On the other hand, given that management requires every cu stomer to be served in every two minute, Thus the number of servers required = 2 = 2 1. 2 Hence, 2 server would be needed to serve three customers in two minutes. Every second counts.Each delay, bottleneck and unnecessary step reduces output and highlights the need for efficient workflow processes. McDonald’s has embraced the importance of managing processes, by ensuring that every second is accounted for in the making of each product. Service time is critical to McDonald’s success, as McDonald’s tries to increase customer satisfaction within the competitive fastfood industry. The plan to get food to customers quicker, and keep increasing the market share that McDonald’s won in the recession, means that each second really does matter. Process Mapping Ordering a meal at MacDonald’sTo order a meal at MacDonald’s usually it takes six service steps. (1) Greet the customer (2) Take the order (3) Receive payment (4) Assemble the order (5) Present the order (6) Thank the customer and invite them to return On the other hand work flow process will take the following shape Take order Take payment Preparation begins Customer waits Packaging and inspects If the right items are placed Customer takes food Technologies at McDonalds Today various organization are using technology is the main tool through which not only increased the efficiency level but also increase their profit and growth.In current scenario various innovative companies are thanking that how we will improve our speed and efficiency level to satisfy the customer demands. Due to market changing trends and new innovation in market, compel the operations of the organization to reshape their layout process and strategy to overcome the 21th century demand and challenges. MacDonald is the world leading innovator organization in current scenario. But there is no doubt that currently McDonald faces various challenges and problems.Today McDonald have the huge challenge that h ow to increase the speed to deliver quick food. And how McDonald will beat the queue? There are various organizations which are currently using different methods and equipment to deliver excellent service. [pic] As part of McDonald’s ever-increasing process development, the company is testing a self-serve kiosk in Europe, which may prove popular with diners seeking to customize meals and limit their time in queues. The downside may be the time needed to read the screens of choices.McDonald’s Director of operations and POS technology, Laurie Gilbert, said that the system is easy to learn and may cut as much as 10 seconds off the current workflow. Approximately 5,000 restaurants out of the company’s 32,000 locations are trialling the new software. McDonald’s currently aims to serve most customers within 90 seconds of taking their order. In order to speed up times at drive-through windows, staff at the McDonald’s Innovation Centre spent years incorpor ating an automated soda fountain that fills cups as soon as an order is placed into the workflow.When this same crew discovered that hot drinks needed more milk, they added refrigerated storage below the McCafe coffee makers to speed up efficiency. These two improved services have led to the processing of as many as five extra cars per hour in the drive-through queue. Cooking instructions are not only printed in the manual, they are often designed into the machines. A McDonald's kitchen is full of buzzers and flashing lights that tell employees what to do. At the front counter, computerized cash registers issue their own commands.Once an order has been placed, buttons light up and suggest other menu items that can be added. Workers at the counter are told to increase the size of an order by recommending special promotions, pushing dessert, pointing out the financial logic behind the purchase of a larger drink. While doing so, they are instructed to be up -beat and Recommendations Th ree improvements that can be introduced in McDonalds Even though McDonalds has always looked forward towards innovation, there are still some areas of improvement on which I would like to discuss below.McDonalds has two main channel of delivering food to its customers. One is from counter and the second one is Drive Thru. The always busy counters and a huge number of cars spending around 3 to 5 minutes in the drive thru has forced a part of the fast food market not to eat in McDonalds. McDonalds should be coming with concrete solution to get people serve quicker than before. Front Counter Service – Self Ordering kiosk – In every McDonalds outlet In every restaurant the self ordering kiosk should be introduced.Here customers can save the queue and instead order their food from self-ordering boots, that is they enter which ever food they like from the menu and pay to the machine and obtain an ordering number and wait for their number to be called at a collection point. T he advantage from this method would saving the decision and ordering time people take at the till and making people wait behind. Even having 4 kiosks would be quicker than 4 tills as ordering time will be save, and the staff who was suppose to take an order, can actually assemble the order in the meantime customers are ordering by themselves.The factors that would make this happened would be a high investment from McDonalds. Whereas there will the issue of staff retraining, time for customers getting used to it and more importantly, the McDonalds staff to be able to make this system possible in much quicker way compared to till system. – Online ordering This method is can work with conjunction with the 1st system discussed above. Customers can place an order online and they can spend as long as they wish in selecting the right food they wish to buy and they can just bring the order number at the restaurant to pay for their order.They only need to go to a counter or self-servi ce kiosk to pay using the code. Yet again, customer do not need to queue for long as the decision time and ordering time no more exist at the restaurant. So the 2 minutes in line time will be eliminated. From ordering online, I have not recommended that people can the facility to pay for their food online and receive a code which can be presented at a counter of kiosk. Reason behind that would be, if customers pay online, McDonalds would not know what time the foods will be collected.This will result into cold food being left waiting and as per the policy of McDonalds, the food should be wasted after 10 minutes holding time. This would also increase the food waste, thus increase cost. This can only happen if McDonalds adopt this process in all its outlets which in return will allow customers to see this as an standard and get used to it. Drive Thru – Fast lane and Online ordering Drive Thru at McDonalds is another main area of the restaurants from which McDonalds is making mo re than 50% of its sales per day.The main problem in the drive thru is that more and more people are driving in the McDonalds drive thru per hour to buy their fast food. This is resulting in longer service time because every extra second a car has to wait for the next cars to get served; in return it is increasing the queuing time, thus creating a bottle neck. As suggested above for eat in customers that can order online and use their order number to pay at counters or use in a self-service kiosk, the same method could be applied for drive thru customers.Instead of ordering on the arrival to the drive thru, customers can present their order number and pay at the cashier on drive thru. This will certainly reduce the total experience time. Even customers have order online they will still need to wait in the queue together with those cars that have ordered place their order on drive thru. In this situation, to keep the online customers move quicker, a fast lane can be introduced. Actua lly in the all the new drives thru at McDonalds, there are two lanes which allow customers to place order in any lane of their choice.But by introducing the fast lane, one of the lanes can be used for online customers, which would definitely make the process quicker. Kitchen Kitchen is one of the important parts of McDonalds that have a direct impact on the quality and speed. The longer kitchen takes to get a burger to service, the longer it takes a customer to get served. To have fresh food served all day long, it depends on the way dressing condiments and other raw food are used and stored. At McDonalds, the shelves lives of products are vital.That’s means, the holding time of raw products. For example, cheese is kept on the dressing table for only 2hours and fresh onions are kept for 1 hour. After the holding time of the condiments has elapse, kitchen staffs have to restock the kitchen with fresh stock. This process is a time consuming process and during busy time it becom e very difficult and complex. Kitchen staff could have used that time in producing burgers at the busy times. – Automated stocking up of dressing tableOur proposal to that situation would be to have automated stocking up of the dressing table by having the containers of condiments to automatically flip upside down discarding the out of holding time condiments under the dressing table bins. On the other hand fresh condiments could be automatically poured on dressing table containers. The condiments to go on the dressing table can be kept in a built-in cooler over the dressing table. This proposed system would eliminate the whole hourly stocking up; in fact just few heavy stock-up of the dressing table built cooler can maintain stock for the whole day. Automated dressing In the current situation, crew in McDonalds normally dress each burger manually even though a maximum of 8 burger buns can be toasted at the same time in one toaster. Here I would suggest special trays with 8 s mall holes that can keep the buns in one place until the final process. As the buns has been toasted, they should be taken out and place in an automated condiment dispenser, for example for a Ham Burger, the automated condiment dispenser will dispense ketchup, mustard, onion and pickle, all one by one.This saves someone from dressing each and every burger manually. Moreover all the burgers will be dress to the same standard and with exact amount of condiments. Here the food coast can be easily managed and even labour cost. Factors that would make this happen would be a good planning from the McDonalds managements. This will cost very high as completely new equipment should be introduced. The factor that could hinder this project would be a high maintenance cost, as they should be calibrated regularly in order to have proper amount of condiment dispensed. Training cost would also be high.And the most important would be to decrease the number of staff as work will be automated. Refere nces: http://www. mcdonalds. com/us/en/food/food_quality/trends_innovation. html http://www. forbes. com/2007/08/31/christensen-innovation-mcdonalds-pf-guru_in_cc_0904christensen_inl. html http://www. financetwitter. com/2011/05/mcdonalds-new-buying-experience-touch-screen-kiosk. html http://foodbelfast. com/2011/05/mci-robot/#. UKVlpocz35S http://alison. com/topic/learn/1312/24838/operations-management-strategies/operations-management-strategies-facilities-layout-planning http://www. llfreepapers. com/print/McDonalds–Burger-King/3827. html ———————– Office Toaster For Ham Burger Buns Toaster QtrCheese Dressing Table Ham Burger /QtrChesse Grill Ham Burger Grill Quarter Cheese 1 2[pic] 3 Product Display Cabinet 4 Service DriveThru 5A 5B Dressing/ Assembling Table Toaster Chicken Buns Chicken Products Fryers 1B 2[pic] Cooked Chicken Holding Cabinet 3 4 1A Toaster 1 35 secs Dressing2 45 secs Display 4 10 secs Grill 3 45 secs 1 35 Seconds 2+3 45 Seconds 4 10 Seconds Mcdonalds Introduction The organisation we are going to look in this assignment is McDonalds. McDonald’s is the leading global foodservice outlet with more than 33,500 local restaurants serving approximately 69 million people in 119 countries each day. More than 80% of McDonald’s restaurants worldwide are owned and operated by independent local men and  women. http://www. aboutmcdonalds. com/mcd/investors/company_profile. html McDonalds has developed its operation to a very high level of efficiency over years it has been operation.One main reason is that McDonalds keeps innovating its current process design, flows, data capture, and interactions between sections, resource allocation, process technologies and its supply chain. By looking at McDonalds, we have witnessed a culture of change due to the innovative ideas McDonalds has been coming up all the time. This company not only innovate in its operation and food production process, but it innovate every single aspect of the bu siness from physical evidence, management to the customer service.McDonalds has been working for ages on its QSC, that is quality, service and cleanliness, but they have even changed this to QSC&V where V stands for value which once again shows they do not hesitate to change. Current Process Design – Batch Processes The current process design at McDonalds would be Batch Processes McDonald's uses a batch process to cook its burgers. Adopting batch process means that the speed of delivery relies on the speed and experience of the staff working at the moment. Burgers at McDonalds are cooked on a large platen, in batches of 8 for Hamburgers, 6 for Quarter Cheese and 4 for Big Macs.Two or more batches may be cooked at one time and they can happen on various stages of cooking. This makes it important that a crew of McDonalds is required to manage the grill solely during busy time. The burgers are hand dressed which again need one crew to work on that station on busy times. When the re are two batches being done in different stages of cooking, the speed is vital to keep the production moving. Interaction between departments At McDonalds, the restaurant is divided between different sections which ould Kitchen area, indoor service area, drive thru and the dining area known as the lobby. By observing the day to day activity at a McDonald’s restaurant, you would notice that every most of the sections are related to each other, which means one section rely on the second section. For example, the service area can not finish an order until kitchen supply service with a burger. The interaction between areas (departments) could be better understood when we look at the layout observation that would follow. At McDonalds there is no individual department by its own that we can do an observation on.As service and kitchen area closely related in McDonalds, we would like to concentrate on the Service and Kitchen area as an observation. Areas at McDonalds chosen for obs ervation †¢ Kitchen †¢ Indoor Service Area In McDonalds Restaurant the layout in the kitchen has been designed in other to ensure speedy preparation of quality food in less time. It also designs its layout keeping in mind the health and safety, increased visibility by customers, minimised supervision. Another factor that is considered is the cost of production which also depends on the layout.McDonalds Layout – these are the main areas at McDonalds Kitchen – McDonalds restaurant Layout – Product Layout McDonalds have a product layout as we can see they have a standardise operation and repetitive  assembly  of their  products. With this layout design they are able to have a better synchronization even on the different activity line, have a better control and product planning become easier. In this type of layout, even less skill level staff can work where one particular person who will be performing the operation. There are only few changes done r arely due to standard production line up.In this layout the flow of material take place smooth and continuously. Kitchen Layout – Product Layout Steps of production – Division of Labour At McDonalds, there is a high degree of division of labour. In order to produce one hamburger, 4 staff will be required based on a McDonalds kitchen layout, where each staff will perform a particular task in making the burger as mentioned below. If we look at the production of a Hamburger based from the above diagram, its production would starts at point 1 which is the Toaster, where the buns are toasted for 35 seconds by one person working only at the toaster.During quite time they may perform two or more tasks, but at busy period, they would perform one task. After the buns have been toasted, it goes to the next level of production which is point 2 at the Dressing Table where a second person would dressed the toasted buns from the condiments already stocked up on the dressing table wh ich would take 45 seconds. At the same time the dressing starts, the person at the grill at point 3 place the frozen burger patty on the grill which is automatically set for 45 seconds. By the time the meat is ready after the 45 seconds on the grill, the dressing would be finished as well.Then the dressed toasted buns is moved from point 2 to point 3, that’s mean from the dressing table to the side of the grill where the cooked meat patty will be placed on the dressed buns. The Hamburger will then be moved to point 4 which is the production display cabinet, where the person working at the production control at point 4 will wrap the hamburger after having check for quality standards. Staff working on the service area at point 5 will then take the hamburger from the production display cabinet at point 4 to complete their order to give to the customers.Please note that other burger will also follow the same process going from point 1 to point 5. Also McDonalds has been separated in two sections which are the Beef products cooking area and Chicken products cooking area, where the process is almost the same on both side. Production on chicken side also starts at point 1. At point 1A, frozen chicken are cooked at stored directly at point 3 for assembly, this step can also take place in between production. At point 1B the buns are toasted and dressed at point 2 and the same flow continues. The Precedence diagram for the production of a hamburgerThe total production time would be 1 minutes 30 seconds for a burger to reach service. Volume variety The epitome of high volume variety hamburger production is MacDonald’s, serving more that 52million customers in more than 100contries counties round the world each day. The volume variety dimension is at the heart of its service and thus has very important implications for the way MacDonald’s operations are organized. MacDonald’s has instinctively grasped the underlying idea of through put time and thus, applied it in its Speedee Service System.The restaurant operating scheme they developed has been widely adopted and refined over the past half century. The ethos of the assembly line remains at its core. The grills at McDonald's have big steel hoods that swing down and grill hamburgers on both sides at once. The burgers, chicken, French fries, and buns are frozen when they arrive at a McDonald's. Service – At MacDonald’s the customer maximum waiting time is usually three minutes and thirty seconds and staff are advised to alert the manger for assistance if there are three or more customers per line.The new process demands that customer’s maximum line time should be 2minutes Thus, using Little’s law, Through put time = WIP x Cycle time Cycle time = Throughput time WIP Cycle time for the process = 3. 5 =1. 2 minute 3 Thus a customer should emerge from the process every 1. 2 minute on average. On the other hand, given that management requires every cu stomer to be served in every two minute, Thus the number of servers required = 2 = 2 1. 2 Hence, 2 server would be needed to serve three customers in two minutes. Every second counts.Each delay, bottleneck and unnecessary step reduces output and highlights the need for efficient workflow processes. McDonald’s has embraced the importance of managing processes, by ensuring that every second is accounted for in the making of each product. Service time is critical to McDonald’s success, as McDonald’s tries to increase customer satisfaction within the competitive fastfood industry. The plan to get food to customers quicker, and keep increasing the market share that McDonald’s won in the recession, means that each second really does matter. Process Mapping Ordering a meal at MacDonald’sTo order a meal at MacDonald’s usually it takes six service steps. (1) Greet the customer (2) Take the order (3) Receive payment (4) Assemble the order (5) Present the order (6) Thank the customer and invite them to return On the other hand work flow process will take the following shape Take order Take payment Preparation begins Customer waits Packaging and inspects If the right items are placed Customer takes food Technologies at McDonalds Today various organization are using technology is the main tool through which not only increased the efficiency level but also increase their profit and growth.In current scenario various innovative companies are thanking that how we will improve our speed and efficiency level to satisfy the customer demands. Due to market changing trends and new innovation in market, compel the operations of the organization to reshape their layout process and strategy to overcome the 21th century demand and challenges. MacDonald is the world leading innovator organization in current scenario. But there is no doubt that currently McDonald faces various challenges and problems.Today McDonald have the huge challenge that h ow to increase the speed to deliver quick food. And how McDonald will beat the queue? There are various organizations which are currently using different methods and equipment to deliver excellent service. [pic] As part of McDonald’s ever-increasing process development, the company is testing a self-serve kiosk in Europe, which may prove popular with diners seeking to customize meals and limit their time in queues. The downside may be the time needed to read the screens of choices.McDonald’s Director of operations and POS technology, Laurie Gilbert, said that the system is easy to learn and may cut as much as 10 seconds off the current workflow. Approximately 5,000 restaurants out of the company’s 32,000 locations are trialling the new software. McDonald’s currently aims to serve most customers within 90 seconds of taking their order. In order to speed up times at drive-through windows, staff at the McDonald’s Innovation Centre spent years incorpor ating an automated soda fountain that fills cups as soon as an order is placed into the workflow.When this same crew discovered that hot drinks needed more milk, they added refrigerated storage below the McCafe coffee makers to speed up efficiency. These two improved services have led to the processing of as many as five extra cars per hour in the drive-through queue. Cooking instructions are not only printed in the manual, they are often designed into the machines. A McDonald's kitchen is full of buzzers and flashing lights that tell employees what to do. At the front counter, computerized cash registers issue their own commands.Once an order has been placed, buttons light up and suggest other menu items that can be added. Workers at the counter are told to increase the size of an order by recommending special promotions, pushing dessert, pointing out the financial logic behind the purchase of a larger drink. While doing so, they are instructed to be up -beat and Recommendations Th ree improvements that can be introduced in McDonalds Even though McDonalds has always looked forward towards innovation, there are still some areas of improvement on which I would like to discuss below.McDonalds has two main channel of delivering food to its customers. One is from counter and the second one is Drive Thru. The always busy counters and a huge number of cars spending around 3 to 5 minutes in the drive thru has forced a part of the fast food market not to eat in McDonalds. McDonalds should be coming with concrete solution to get people serve quicker than before. Front Counter Service – Self Ordering kiosk – In every McDonalds outlet In every restaurant the self ordering kiosk should be introduced.Here customers can save the queue and instead order their food from self-ordering boots, that is they enter which ever food they like from the menu and pay to the machine and obtain an ordering number and wait for their number to be called at a collection point. T he advantage from this method would saving the decision and ordering time people take at the till and making people wait behind. Even having 4 kiosks would be quicker than 4 tills as ordering time will be save, and the staff who was suppose to take an order, can actually assemble the order in the meantime customers are ordering by themselves.The factors that would make this happened would be a high investment from McDonalds. Whereas there will the issue of staff retraining, time for customers getting used to it and more importantly, the McDonalds staff to be able to make this system possible in much quicker way compared to till system. – Online ordering This method is can work with conjunction with the 1st system discussed above. Customers can place an order online and they can spend as long as they wish in selecting the right food they wish to buy and they can just bring the order number at the restaurant to pay for their order.They only need to go to a counter or self-servi ce kiosk to pay using the code. Yet again, customer do not need to queue for long as the decision time and ordering time no more exist at the restaurant. So the 2 minutes in line time will be eliminated. From ordering online, I have not recommended that people can the facility to pay for their food online and receive a code which can be presented at a counter of kiosk. Reason behind that would be, if customers pay online, McDonalds would not know what time the foods will be collected.This will result into cold food being left waiting and as per the policy of McDonalds, the food should be wasted after 10 minutes holding time. This would also increase the food waste, thus increase cost. This can only happen if McDonalds adopt this process in all its outlets which in return will allow customers to see this as an standard and get used to it. Drive Thru – Fast lane and Online ordering Drive Thru at McDonalds is another main area of the restaurants from which McDonalds is making mo re than 50% of its sales per day.The main problem in the drive thru is that more and more people are driving in the McDonalds drive thru per hour to buy their fast food. This is resulting in longer service time because every extra second a car has to wait for the next cars to get served; in return it is increasing the queuing time, thus creating a bottle neck. As suggested above for eat in customers that can order online and use their order number to pay at counters or use in a self-service kiosk, the same method could be applied for drive thru customers.Instead of ordering on the arrival to the drive thru, customers can present their order number and pay at the cashier on drive thru. This will certainly reduce the total experience time. Even customers have order online they will still need to wait in the queue together with those cars that have ordered place their order on drive thru. In this situation, to keep the online customers move quicker, a fast lane can be introduced. Actua lly in the all the new drives thru at McDonalds, there are two lanes which allow customers to place order in any lane of their choice.But by introducing the fast lane, one of the lanes can be used for online customers, which would definitely make the process quicker. Kitchen Kitchen is one of the important parts of McDonalds that have a direct impact on the quality and speed. The longer kitchen takes to get a burger to service, the longer it takes a customer to get served. To have fresh food served all day long, it depends on the way dressing condiments and other raw food are used and stored. At McDonalds, the shelves lives of products are vital.That’s means, the holding time of raw products. For example, cheese is kept on the dressing table for only 2hours and fresh onions are kept for 1 hour. After the holding time of the condiments has elapse, kitchen staffs have to restock the kitchen with fresh stock. This process is a time consuming process and during busy time it becom e very difficult and complex. Kitchen staff could have used that time in producing burgers at the busy times. – Automated stocking up of dressing tableOur proposal to that situation would be to have automated stocking up of the dressing table by having the containers of condiments to automatically flip upside down discarding the out of holding time condiments under the dressing table bins. On the other hand fresh condiments could be automatically poured on dressing table containers. The condiments to go on the dressing table can be kept in a built-in cooler over the dressing table. This proposed system would eliminate the whole hourly stocking up; in fact just few heavy stock-up of the dressing table built cooler can maintain stock for the whole day. Automated dressing In the current situation, crew in McDonalds normally dress each burger manually even though a maximum of 8 burger buns can be toasted at the same time in one toaster. Here I would suggest special trays with 8 s mall holes that can keep the buns in one place until the final process. As the buns has been toasted, they should be taken out and place in an automated condiment dispenser, for example for a Ham Burger, the automated condiment dispenser will dispense ketchup, mustard, onion and pickle, all one by one.This saves someone from dressing each and every burger manually. Moreover all the burgers will be dress to the same standard and with exact amount of condiments. Here the food coast can be easily managed and even labour cost. Factors that would make this happen would be a good planning from the McDonalds managements. This will cost very high as completely new equipment should be introduced. The factor that could hinder this project would be a high maintenance cost, as they should be calibrated regularly in order to have proper amount of condiment dispensed. Training cost would also be high.And the most important would be to decrease the number of staff as work will be automated. Refere nces: http://www. mcdonalds. com/us/en/food/food_quality/trends_innovation. html http://www. forbes. com/2007/08/31/christensen-innovation-mcdonalds-pf-guru_in_cc_0904christensen_inl. html http://www. financetwitter. com/2011/05/mcdonalds-new-buying-experience-touch-screen-kiosk. html http://foodbelfast. com/2011/05/mci-robot/#. UKVlpocz35S http://alison. com/topic/learn/1312/24838/operations-management-strategies/operations-management-strategies-facilities-layout-planning http://www. llfreepapers. com/print/McDonalds–Burger-King/3827. html ———————– Office Toaster For Ham Burger Buns Toaster QtrCheese Dressing Table Ham Burger /QtrChesse Grill Ham Burger Grill Quarter Cheese 1 2[pic] 3 Product Display Cabinet 4 Service DriveThru 5A 5B Dressing/ Assembling Table Toaster Chicken Buns Chicken Products Fryers 1B 2[pic] Cooked Chicken Holding Cabinet 3 4 1A Toaster 1 35 secs Dressing2 45 secs Display 4 10 secs Grill 3 45 secs 1 35 Seconds 2+3 45 Seconds 4 10 Seconds

Latino Immigrants And The United States - 2149 Words

Introduction As a number of Latin American countries continue to struggle with drug cartel violence, economic hardship, and food shortages, many Latinos depart their native country to escape those conditions. For a number of those Latinos, their goal is the United States (US) as their final destination. According to the 2010 US Census, the Latino population in Orleans Parish in New Orleans grew from 14,826 to 18,051 in a period of fewer than ten years. The number shows a significant increase, yet it does not account the number of Latino immigrants that avoided to be counted due to their undocumented status. The number of the Latino immigrants that were not counted during this period of time was estimated to be in the range of 10,000 to†¦show more content†¦Challenges faced by Latino immigrants The decision of moving to the United States (US), for many Latino immigrants is due to their economic situation in their native country. Some of those Latino immigrants relied on farming as a way of earning their living. For many Latinos, helping at the family farm or working for someone at their farm usually begins at an early age, as a consequence, it does not allow for individuals to attain a higher level of education. Farm work usually tends to consist of high physical activity with minimal pay. Sadly for some Latinos, these conditions remain the same once they arrive at the US and settle in non-urban areas (Berdahl, Kirby, Stone, 2007). In addition due to the different harvest seasons of crops, Latino immigrants working in US farms had to relocate constantly from season to season. This is an example of what Latino immigrants may encounter once they moved to the US (Kline, 2013). The example does not clearly display the challenges and needs of the Latino immigrant, which include stress due to the enforcement of immigration policies towards undocumented immigrants (Rodrà ­guez, Ramirez, Rodriguez, 2014). 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Furthermore, the research report discusses Latino communities are getting differential treatment than other racial and ethnic communities from the United States criminal justi ce system. The research report has many case studies and story of incidences of Latino/a youths facing

A Midsummer Night’s Dream Essay The Character of Bottom

The Character of Bottom in A Midsummer Night’s Dream The character of Bottom in Shakespeare’s A Midsummer Night’s Dream is frequently foolish, but he is not a fool. His exuberance and energy are allied to practicality and resourcefulness, with an alarming lack of self-consciousness. He, at any rate, is not at all tongue-tied before the duke, as Theseus has known others to be. We do laugh at Bottom in many situations, but should note that these are situations in which any man might seem ridiculous: amateur theatricals are almost a byword for unintended comedy, whether in planning (1.2) rehearsal (3.1) or performance (5.1); any artisan afflicted with an asss head and appetites, and beloved of the fairy queen would have difficulty†¦show more content†¦It is Bottom who prompts most of the debate about the practical difficulties of the lion, the wall and the moonlight. When his friends run away, Bottom, though clearly afraid, remains in the wood. He is not subdued by his encounter with the powerful fairy queen and her servants. When he wakes in the morning, he is thinking of his lines in Pyramus and Thisbe, and he is not awed even by the great duke. Bottom is also capable of great wisdom. His comment to Titania about reason and love is the clearest articulation in the play of this central truth. His soliloquy on waking in the wood, though marked by his usual verbal confusion is, perhaps because of this, almost lyrical in articulating what defies the language of the ordinary man (Lysander, in this scene, is far less eloquent; in the next scene, Theseus fails to penetrate the mystery). The mixing up of the senses (The eye of man hath not heard, the ear of man hath not seen...) is of course not intended, but reflects the confusion of the nights events. 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