In: Math
Drive-through Service Time at McDonald’s When you are on the go and looking for a quick meal, where do you go? If you are like millions of people every day, you make a stop at McDonald’s. Known as “quick service restaurants” in the industry (not “fast food”), companies such as McDonald’s invest heavily to determine the most efficient and effective ways to provide fast, high quality service in all phases of their business. Drive-through operations play a vital role. It’s not surprising that attention is focused on the drive-through process. After all, over 60% of the individual restaurant revenues in the United States come from the drive-through operations. Yet understanding the process is more complex than just counting cars. Marla King, professor at the company’s international training center, Hamburger University, got her start 25 years ago working at a McDonald’s drive-through. She now coaches new restaurant owners and managers. “Our stated drive-through service time is 90 seconds or less. We train every manager and team member to understand that a quality customer experience at the drive-through depends on them,” says Marla. Some of the factors that affect a customers’ ability to complete their purchases with 90 seconds include restaurant staffing, equipment layout in the restaurant, training, and efficiency of the grill team, and frequency of customer arrivals to name a few. Customer order patterns also play a role. Some customers will just order drinks, while others seem to need enough food to feed an entire soccer team. And then there are the special orders. Obviously, there is plenty of room for variability here. Yet that doesn’t stop the company from using statistical techniques to better understand the drive-through action. In particular, McDonald’s utilizes numerical measures of the center (mean) and spread (variance) in the data and to help transform the data into useful information. In order for restaurant managers to achieve the goal in their own restaurants, they need training in proper restaurant and drive-through operations. Hamburger University, McDonald’s training center located near Chicago, Illinois, satisfies that need. In the mock-up restaurant service lab, managers go through a “before and after” training scenario. In the “before” scenario, they run the restaurant for thirty minutes as if they were back in their home restaurants. Managers in the training class are assigned to be crew, customers, drive-through cars, special needs guests (such as hearing impaired), or observers. Statistical data about the operations, revenues, and service times are collected and analyzed. Without the right training, the restaurant’s operation usually starts breaking down after 10-15 minutes. After debriefing and analyzing the data collected, the managers make suggestions for adjustments and head back to the service lab to try again. This time, the results usually come in well within standards. “When presented with the quantitative results, managers are pretty quick to make the connections between better operations, higher revenues, and happier customers,” Marla states. When managers return to their respective restaurants, the training results and techniques are shared with staff who are charged with implementing the ideas locally. The results of the training eventually are measured when McDonald’s conducts a restaurant operations improvement process study, or ROIP. The goal is simple: improved operations. When the ROIP review is completed, statistical analyses are performed and managers are given their results. Depending on the results, decisions might be made that require additional financial resources, building construction, staff training, or reconfiguring layouts. Yet one thing is clear: Statistics drive the decisions behind McDonald’s drive-through service operations.
Customer |
Customer waiting time |
Time of Day |
1 |
85 |
1 |
2 |
74 |
1 |
3 |
64 |
1 |
4 |
90 |
1 |
5 |
93 |
1 |
6 |
102 |
1 |
7 |
72 |
1 |
8 |
96 |
1 |
9 |
79 |
1 |
10 |
91 |
1 |
11 |
89 |
1 |
12 |
75 |
1 |
13 |
75 |
1 |
14 |
96 |
1 |
15 |
82 |
1 |
16 |
87 |
1 |
17 |
76 |
1 |
18 |
92 |
1 |
19 |
81 |
1 |
20 |
76 |
1 |
21 |
64 |
1 |
22 |
94 |
1 |
23 |
87 |
1 |
24 |
82 |
1 |
25 |
101 |
1 |
26 |
82 |
1 |
27 |
76 |
1 |
28 |
73 |
1 |
29 |
56 |
1 |
30 |
73 |
1 |
31 |
84 |
1 |
32 |
69 |
1 |
33 |
102 |
1 |
34 |
74 |
1 |
35 |
75 |
1 |
36 |
78 |
1 |
37 |
93 |
1 |
38 |
81 |
1 |
39 |
82 |
1 |
40 |
86 |
1 |
41 |
72 |
1 |
42 |
89 |
1 |
43 |
91 |
1 |
44 |
95 |
1 |
45 |
86 |
1 |
46 |
98 |
1 |
47 |
108 |
1 |
48 |
77 |
1 |
49 |
78 |
1 |
50 |
96 |
1 |
51 |
87 |
1 |
52 |
87 |
1 |
53 |
91 |
1 |
54 |
99 |
1 |
55 |
65 |
1 |
56 |
109 |
1 |
57 |
87 |
1 |
58 |
101 |
1 |
59 |
73 |
1 |
60 |
94 |
1 |
61 |
82 |
1 |
62 |
79 |
1 |
63 |
89 |
1 |
64 |
105 |
1 |
65 |
92 |
1 |
66 |
78 |
1 |
67 |
101 |
1 |
68 |
86 |
1 |
69 |
105 |
1 |
70 |
86 |
1 |
71 |
89 |
1 |
72 |
76 |
1 |
73 |
81 |
1 |
74 |
99 |
1 |
75 |
95 |
1 |
76 |
77 |
1 |
77 |
90 |
1 |
78 |
74 |
1 |
79 |
360 |
1 |
80 |
96 |
1 |
81 |
98 |
1 |
82 |
75 |
1 |
83 |
83 |
1 |
84 |
98 |
1 |
85 |
87 |
1 |
86 |
95 |
1 |
87 |
73 |
1 |
88 |
83 |
1 |
89 |
105 |
1 |
90 |
83 |
1 |
91 |
68 |
1 |
92 |
94 |
1 |
93 |
107 |
1 |
94 |
84 |
1 |
95 |
93 |
1 |
96 |
75 |
1 |
97 |
73 |
1 |
98 |
86 |
1 |
99 |
100 |
1 |
100 |
96 |
1 |
101 |
91 |
1 |
102 |
68 |
1 |
103 |
90 |
1 |
104 |
85 |
1 |
105 |
77 |
1 |
106 |
72 |
1 |
107 |
87 |
1 |
108 |
87 |
1 |
109 |
96 |
1 |
110 |
76 |
1 |
111 |
67 |
1 |
112 |
94 |
1 |
113 |
76 |
1 |
114 |
78 |
1 |
115 |
85 |
1 |
116 |
93 |
1 |
117 |
79 |
1 |
118 |
82 |
1 |
119 |
66 |
1 |
120 |
86 |
1 |
121 |
96 |
2 |
122 |
84 |
2 |
123 |
68 |
2 |
124 |
60 |
2 |
125 |
92 |
2 |
126 |
85 |
2 |
127 |
80 |
2 |
128 |
92 |
2 |
129 |
86 |
2 |
130 |
98 |
2 |
131 |
77 |
2 |
132 |
83 |
2 |
133 |
85 |
2 |
134 |
110 |
2 |
135 |
85 |
2 |
136 |
79 |
2 |
137 |
87 |
2 |
138 |
87 |
2 |
139 |
78 |
2 |
140 |
102 |
2 |
141 |
85 |
2 |
142 |
75 |
2 |
143 |
64 |
2 |
144 |
97 |
2 |
145 |
84 |
2 |
146 |
116 |
2 |
147 |
105 |
2 |
148 |
84 |
2 |
149 |
77 |
2 |
150 |
85 |
2 |
151 |
86 |
2 |
152 |
85 |
2 |
153 |
68 |
2 |
154 |
108 |
2 |
155 |
73 |
2 |
156 |
90 |
2 |
157 |
91 |
2 |
158 |
102 |
2 |
159 |
95 |
2 |
160 |
71 |
2 |
161 |
143 |
2 |
162 |
70 |
2 |
163 |
98 |
2 |
164 |
102 |
2 |
165 |
66 |
2 |
166 |
99 |
2 |
167 |
103 |
2 |
168 |
76 |
2 |
169 |
72 |
2 |
170 |
93 |
2 |
171 |
78 |
2 |
172 |
85 |
2 |
173 |
76 |
2 |
174 |
105 |
2 |
175 |
99 |
2 |
176 |
92 |
2 |
177 |
87 |
2 |
178 |
68 |
2 |
179 |
87 |
2 |
180 |
93 |
2 |
181 |
75 |
2 |
182 |
70 |
2 |
183 |
103 |
2 |
184 |
73 |
2 |
185 |
78 |
2 |
186 |
62 |
2 |
187 |
82 |
2 |
188 |
74 |
2 |
189 |
83 |
2 |
190 |
98 |
2 |
191 |
98 |
2 |
192 |
106 |
2 |
193 |
77 |
2 |
194 |
92 |
2 |
195 |
82 |
2 |
196 |
82 |
2 |
197 |
78 |
2 |
198 |
93 |
2 |
199 |
88 |
2 |
200 |
112 |
2 |
201 |
85 |
2 |
202 |
103 |
2 |
203 |
76 |
2 |
204 |
91 |
2 |
205 |
73 |
2 |
206 |
77 |
2 |
207 |
73 |
2 |
208 |
72 |
2 |
209 |
95 |
2 |
210 |
59 |
2 |
211 |
98 |
2 |
212 |
81 |
2 |
213 |
102 |
2 |
214 |
73 |
2 |
215 |
83 |
2 |
216 |
99 |
2 |
217 |
88 |
2 |
218 |
101 |
2 |
219 |
109 |
2 |
220 |
102 |
2 |
221 |
70 |
2 |
222 |
62 |
2 |
223 |
84 |
2 |
224 |
79 |
2 |
225 |
94 |
2 |
226 |
78 |
3 |
227 |
98 |
3 |
228 |
78 |
3 |
229 |
85 |
3 |
230 |
108 |
3 |
231 |
67 |
3 |
232 |
95 |
3 |
233 |
106 |
3 |
234 |
78 |
3 |
235 |
83 |
3 |
236 |
61 |
3 |
237 |
90 |
3 |
238 |
72 |
3 |
239 |
72 |
3 |
240 |
80 |
3 |
241 |
90 |
3 |
242 |
82 |
3 |
243 |
75 |
3 |
244 |
72 |
3 |
245 |
94 |
3 |
246 |
65 |
3 |
247 |
88 |
3 |
248 |
68 |
3 |
249 |
114 |
3 |
250 |
110 |
3 |
251 |
101 |
3 |
252 |
81 |
3 |
253 |
83 |
3 |
254 |
102 |
3 |
255 |
85 |
3 |
256 |
87 |
3 |
257 |
75 |
3 |
258 |
71 |
3 |
259 |
94 |
3 |
260 |
87 |
3 |
261 |
92 |
3 |
262 |
90 |
3 |
263 |
91 |
3 |
264 |
79 |
3 |
265 |
81 |
3 |
266 |
65 |
3 |
267 |
89 |
3 |
268 |
72 |
3 |
269 |
86 |
3 |
270 |
144 |
3 |
271 |
58 |
3 |
272 |
92 |
3 |
273 |
76 |
3 |
274 |
79 |
3 |
275 |
97 |
3 |
276 |
61 |
3 |
277 |
73 |
3 |
278 |
98 |
3 |
279 |
111 |
3 |
280 |
81 |
3 |
281 |
88 |
3 |
282 |
71 |
3 |
283 |
82 |
3 |
284 |
72 |
3 |
285 |
67 |
3 |
286 |
105 |
3 |
287 |
98 |
3 |
288 |
87 |
3 |
289 |
70 |
3 |
290 |
76 |
3 |
291 |
107 |
3 |
292 |
300 |
3 |
293 |
95 |
3 |
294 |
66 |
3 |
295 |
95 |
3 |
296 |
82 |
3 |
297 |
85 |
3 |
298 |
86 |
3 |
299 |
106 |
3 |
300 |
93 |
3 |
301 |
102 |
3 |
302 |
80 |
3 |
303 |
84 |
3 |
304 |
101 |
3 |
305 |
82 |
3 |
306 |
78 |
3 |
307 |
103 |
3 |
308 |
102 |
3 |
309 |
85 |
3 |
310 |
98 |
3 |
311 |
100 |
3 |
312 |
71 |
3 |
313 |
98 |
3 |
314 |
100 |
3 |
315 |
98 |
3 |
316 |
99 |
3 |
317 |
93 |
3 |
318 |
107 |
3 |
319 |
75 |
3 |
320 |
77 |
3 |
321 |
75 |
3 |
322 |
100 |
3 |
323 |
91 |
3 |
Questions:
1. After returning from the training session at Hamburger
University, a McDonald’s store owner
selected a random sample of 323 drive-through customers and
carefully measured the time it took
from when a customer entered the McDonald’s property until the
customer had received the order at
the drive-through window.
These data are provided, using Excel spreadsheet. Note that the
owner
selected some customers during the breakfast period, others during
lunch or dinner time. For the
overall sample, compute the key measures of the central tendency
and variation.
Based on these measures, what conclusion might the owner reach with
respect to how well his store is
doing in meeting the 90 second customer service goal? Support your
argument with appropriate
hypothesis testing.
2. Compute the key measures of central tendency and variation for
drive-through times broken down by
breakfast, lunch, and dinner time periods. Based on these
calculations, does it appear that the store is
doing better at one of these time periods than the others in
providing shorter drive-through waiting
times? Support your argument with appropriate hypothesis
testing.
3. Determine if there are any outliers in the sample data.
Discuss.
show the steps of doing it in excel when answering it please
We need to put the data in excel and find the statistic as shown below
We carry out the hypothesis test for each of the case. as shown below
We calculate the t statistic and p value using the following formula
The using the t statistic, we need to find p value using the tables. The degree of freedom is found by using the formula (no. observation - 1) . Refer to excel snapshot show earlier.
The result for each as shown below
As can be seen , based on the entire data, the mean customer waiting time is not less than 90 seconds, as we reject the null hypothesis in the first case as shown above.
In each of the period, that is
During breakfast and dinner the waiting time is less than 90 seconds.
But at lunch the waiting time is not less than 90 seconds
To check for outlier we need to plot the data in excel using the graph. Highlight the data and click on the graph option. The graph below will be generated.
From the graph we see that, the 79th (waiting time = 360 seconds), and 292th (waiting time = 300 seconds) have exceptional high waiting time for the customer.
These points must be checked.