Page 469 - Design for Six Sigma for Service (Six SIGMA Operational Methods)

Theory of Constraints 427

1. Marketing 2. Dining hall 3. Kitchen
capacity: capacity: capacity:
250 customers/hour 100 customers/hour 200 meals/hour
Figure 12.12 Restaurant after Marketing Campaign

After that, the restaurant struggles to enlarge the capacity of the dining hall, by
increasing the dining area, adding more dining tables, and increasing the table
turnover rate. Then the capacity of the dining hall beomes 250 customers per
hour. However, the kitchen can only cook 200 meals per hour, so the kitchen
becomes a new bottleneck (Fig. 12.13). Now restaurant management will have
to work on this third constraint.

12.4 Change Management

No matter which aspect of the DFSS deployment you are involved in,
whether it is applying the theory of constraints, DFSS process design, or
DFSS service product design, changes are inevitable and will shake many
guarded and old paradigms. People’s reaction to change varies from denial
to pioneering and passes through many stages. On this venue, the objective
of a DFSS team leader, such as a Black Belt, is to develop alliances for his
or her efforts as the team progresses through the process. We depict the
different stages of change in Fig. 12.14. The stages are linked by what is
called frustration curves. We suggest that the DFSS team leader draw such

1. Marketing 2. Dining hall 3. Kitchen
capacity: capacity: capacity:
250 customers/hour 250 customers/hour 200 meals/hour
Figure 12.13 Restaurant after Dining Hall Expansion