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Drive-through Service Time at McDonald’s When you are on the go and looking for a quick...

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
(seconds)

Time of Day
(1 = Breakfast, 2 = Lunch, 3 = Dinner)

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

Solutions

Expert Solution

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.


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