ASSESSMENT 1 PROCESS IMPROVEMENT PLAN 1

Assessment 1 Process improvement plan

Student’s Name

Institutional Affiliation
ASSESSMENT 1 PROCESS IMPROVEMENT PLAN 2

Process improvement plan

Introduction

Wild Dog Coffee is a Detroit based company offering different espresso products. The

company is planning a potential expansion by implementing an additional location. the company

management wants the process of making espressos in the new location to be similar to the

original location. therefore, to make the internal customer-facing process as efficient as possible,

a process improvement plan needs to be developed. According to Aqlan & Al-Fandi (2018), a

process improvement plan encompasses the procedure involved in the analysis of a process to

enhance its efficiency and value. Therefore, in this process improvement plan, the different

aspects of WDC’s espresso making process will be evaluated including metrics, steps,

effectiveness, and potential areas for improvement. A process flow chart will be outlined to

graphically illustrate the espresso making process to enhance the evaluation. The metrics for the

process will also be considered to establish the potential areas of improvement.

Beverage Preparation Process

1. The customer submits their order: this marks the start of the beverage preparation

process in which the barista receives the order from the customer.

2. Rinsing: the barista rinses and warms the cup to maintain the temperature of the beverage

and avoid cooling.

3. Checking the porta filter handle and basket: this step involves inspecting the porta

filter handle for cleanliness. Old coffee residue is removed to avoid tampering with the

taste of the espresso. The basket is also dried to maintain the dryness of the coffee.
ASSESSMENT 1 PROCESS IMPROVEMENT PLAN 3

Process Flow Chart

1: Customer 2: Cleaning 3: Dosing

Order
Submission

4: Ground
6: Rinsing 5: Tamping
Distribution

7: Brewing 8: Serving

4. Grinding and Dosing: the espresso beans are ground in this step and the grind size

monitored. This is followed by dosing into the porta filer which should be done carefully

to achieve the perfect extraction.

5. Distributing the ground coffee: the ground coffee is distributed evenly through gentle

tapping of the porta filter handle. This is done to remove any air pockets from the ground

coffee and avoid channeling of water on the surface.

6. Tamping: tamping is done to ensure that there are no remaining air pockets in the ground

coffee. This step also levels the coffee through pressing the tamper on the surface of the

coffee. Compressing is also achieved when the coffee is pressed which helps prevent

channeling when the water is poured on the coffee.

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7. Polishing: the coffee surface is polished using the tamper. This step helps to ensure that

the coffee surface is smooth and flat.

8. Cleaning: the excess dry coffee is removed from the porta filter.

9. Rinsing: this step involves rinsing the group head after which the porta filter is inserted.

Rinsing in this step helps clean off old coffee grounds from the shower head that may

affect the taste of the final beverage.

10. Pulling the espresso from the machine: after the espresso has been prepared it is pulled

from the machine.

11. Serving the customer: the last step of the process involves serving the ready espresso to

the customer and completing the order.

Process Metrics

To improve the espresso preparation process, two process metrics are considered. One,

customer order delivery time which is the time taken from the moment the customer submits

their order to the time they are served with the beverage. Two, process effectiveness which

involves the level of performance of the beverage preparation process. these metrics are

important elements of the process that are crucial to improving the process and increasing the

quality of the beverage. They are also important in ensuring that the customers are satisfied with

the services provided at Wild Dog Coffee. Measuring these elements, according to Yousefi et al.

(2019) is important as they help in decision making and improving performance.

Purpose of Outlining the Procedure

Defining the steps in the procedure for preparing espressos is important for process

improvement. This is because it provides a guide for all the employees in the company to adhere
ASSESSMENT 1 PROCESS IMPROVEMENT PLAN 5

to in preparing the beverage. Besides, it ensures that there is consistency between the process

used in the original location and the new location for Wild Dog Coffee. It therefore acts as a

policy that the management of the company can enforce to ensure consistency in quality and

efficiency in serving the customers. This makes the company a process centered organization

based on the espresso preparation procedure. Therefore, based on the company’s need for a

defined and consistent espresso preparation process, it is evident that Wild Dog Coffee is a

process centered enterprise. Process centering helps the company ensure that it remains

competitive in the market by offering a unique and quality product (Yousefi et al., 2019). In

addition, documenting the process helps in making sure that the members of the organization

understand the process and perceive it as a defining of the products and services offered by Wild

Dog Coffee.

Analysis of Process Metrics

Figure Min Bev# Min Bev# Min Bev# Min Bev# Min
1:
Bevera
ge
Service
Times
XBev#
Bev 1 3.42 Bev 11 2.32 Bev 21 2.26 Bev 31 2.73 Bev 41 1.74
Bev 2 1.67 Bev 12 2.94 Bev 22 3.00 Bev 32 2.80 Bev 42 2.04
Bev 3 1.98 Bev 13 3.24 Bev 23 2.45 Bev 33 3.08 Bev 43 1.85
Bev 4 1.66 Bev 14 3.23 Bev 24 3.43 Bev 34 1.60 Bev 44 1.69
Bev 5 1.64 Bev 15 3.38 Bev 25 3.15 Bev 35 3.19 Bev 45 2.66
Bev 6 2.06 Bev 16 2.10 Bev 26 2.02 Bev 36 2.25 Bev 46 3.23
Bev 7 2.46 Bev 17 2.71 Bev 27 3.07 Bev 37 2.32 Bev 47 3.16
Bev 8 2.36 Bev 18 1.75 Bev 28 2.74 Bev 38 3.00 Bev 48 1.78
Bev 9 1.82 Bev 19 2.52 Bev 29 3.01 Bev 39 1.96 Bev 49 2.14
Bev 10 2.95 Bev 20 3.13 Bev 30 1.55 Bev 40 1.84 Bev 50 2.32

22.02 27.32 26.68 24.77 22.61

ASSESSMENT 1 PROCESS IMPROVEMENT PLAN 6

Total 123.4
Average 2.468

Order delivery time was previously discussed as an important process metric in the

procedure of brewing espressos at Wild Dog Coffee. Through the beverage preparation times

provided in the company database, different process metrics will be evaluated for the purposes of

process improvement. Therefore, a total of fifty beverages were prepared and served using the

outlined process in the original location of the company. Each individual order gets a time stamp

when the customer places it and again when the beverage is served to the customer. According to

the senior barista, the beverage delivery times should range from 2 to 3 minutes whereas the

known process standard deviation calculated on a continuous basis is 0.5903 minutes. these

statistics are important for analysis of the process to explore potential areas of improvement.

Therefore, the analysis will involve evaluating if the process is capable at 3-sigma. According to

Ryan & Schwertman (1997), 3-sigma involves a statistical calculation in which data is referred

within three standard deviations from the mean. Therefore, in the context of Wild Dog Coffee

Company, 3-sigma refers to the process of espresso preparation operating efficiently and offering

the customers the highest quality. 3-sigma limits are used in setting the lower and upper control

limits in statistical control charts.

Calculating 3-Sigma Limits

From the company database, a series of 50 beverages was served using the same process

in the initial company location as shown in table 1. Therefore, the first step in the analysis

involves calculating the average of the data provided.

22.02+27.32+26.68+24.77 +22.61
=2.468 minutes
50
 ASSESSMENT 1 PROCESS IMPROVEMENT PLAN 7

Therefore, the average espresso delivery time for Wild Dog Coffee using the same

process is 2.468 minutes. second, the variance of the set of data provided is calculated.

According to Ryan & Schwertman (1997), the variance is spread across the data points and is

computed as the sum of the squares of the difference between each data point and the mean

divided by the number of observations. For the fifty beverages served, the variances are indicated

in table 2 below.

Bev # Min variance Bev Min varianc Bev # Min variance Bev # Min variance Bev # Min variance
# e
Bev 1 3.42 0.91 Bev 2.32 0.02 Bev 2.26 0.04 Bev 31 2.73 0.07 Bev 41 1.74 0.53
11 21
Bev 2 1.67 0.64 Bev 2.94 0.22 Bev 3.00 0.28 Bev 32 2.80 0.11 Bev 42 2.04 0.18
12 22
Bev 3 1.98 0.24 Bev 3.24 0.60 Bev 2.45 0.00 Bev 33 3.08 0.37 Bev 43 1.85 0.38
13 23
Bev 4 1.66 0.65 Bev 3.23 0.58 Bev 3.43 0.93 Bev 34 1.60 0.75 Bev 44 1.69 0.61
14 24
Bev 5 1.64 0.69 Bev 3.38 0.83 Bev 3.15 0.47 Bev 35 3.19 0.52 Bev 45 2.66 0.04
15 25
Bev 6 2.06 0.17 Bev 2.10 0.14 Bev 2.02 0.20 Bev 36 2.25 0.05 Bev 46 3.23 0.58
16 26
Bev 7 2.46 0.00 Bev 2.71 0.06 Bev 3.07 0.36 Bev 37 2.32 0.02 Bev 47 3.16 0.48
17 27
Bev 8 2.36 0.01 Bev 1.75 0.52 Bev 2.74 0.07 Bev 38 3.00 0.28 Bev 48 1.78 0.47
18 28
Bev 9 1.82 0.42 Bev 2.52 0.00 Bev 3.01 0.29 Bev 39 1.96 0.26 Bev 49 2.14 0.11
19 29
Bev 10 2.95 0.23 Bev 3.13 0.44 Bev 1.55 0.84 Bev 40 1.84 0.39 Bev 50 2.32 0.02
20 30
3.96 3.41 3.48 2.82 3.4
22.02 27.32 26.68 24.77 22.6
1

3.96+ 3.41+ 3.48+2.82+3.4

=0.3414
50

The variance of the fifty beverages served is therefore 0.3414. Third, is obtaining the

standard deviation. From the data provided, the standard deviation computed on a continuous

basis is 0.5903. The last step is calculating the 3-sigma which is the three standard deviations

above the mean.

ASSESSMENT 1 PROCESS IMPROVEMENT PLAN 8

( 3∗0.5903 ) +2.468=4.239

Based on the beverage service times provided, none is higher than 3.43. this value is

lower than the 3-sigma calculated above which indicates that the process is not capable at 3-

sigma.

Statistical Control

As from the information provided by the senior barista, the beverage delivery times

should range from 2 to 3 minutes. the average time for the 50 beverages served was 2.468

minutes with a standard deviation of 0.5903. accounting for the standard deviation in the mean

gives a total of 3.05 minutes. basing these values as the limits, it is clear that the process is not in

statistical control as the statistical chart below indicates for 1, 2, and 3-sigma limits.

Figure 1: Statistical Control Chart

Analysis of Cause and Effect Process Variances

The fish bone diagram below (Figure 2) outlines the problems facing the espresso making

process for Wild Dog Coffee Company. These challenges are divided into four categories

including method, materials, management, and machine. In terms of the method used in
ASSESSMENT 1 PROCESS IMPROVEMENT PLAN 9

preparing espressos, a lack of consistency leads to poor quality and delays in serving the

customers. management problems include poor supervision and education of the staff on the

importance of using a consistent method in preparing beverages. Frequent policy changes also

cause confusion and reduce the efficiency of the process.

Figure 2: Cause and Effect of Process Variances

Drinks not prepared shortage

the same, lack of
Materials
consistent method Method

Overstock
Excessive
mistakes

Increased beverage
service time

Frequent machine
Frequent changes
breakdowns
in policy or
procedure
Too much time Machine
Management
Ineffective managers spent cleaning
through
communication

Improper management of inventory leads to shortage or overstock which causes delays

and poor quality beverages. Machine problems include frequent breakdowns and a lot of

employee time spent cleaning which increases the order delivery times.

Recommendations

From the cause and effect analysis, the company needs to improve four important areas.

First, the espresso making process outlined in this plan should be emphasized as the exclusive

procedure for beverage making. Second, management of the company should focus on
ASSESSMENT 1 PROCESS IMPROVEMENT PLAN 10

emphasizing the importance of the process and avoid frequent policy changes. Third, proper

inventory control should be adopted to avoid shortages and wastage and ensure smooth

operations. Lastly, machine repairs should be managed using a schedule understood by the

employees to ensure proper planning.

ASSESSMENT 1 PROCESS IMPROVEMENT PLAN 11

References

Aqlan, F., & Al-Fandi, L. (2018). Prioritizing process improvement initiatives in manufacturing

environments. International Journal of Production Economics, 196, 261-268.

Ryan, T. P., & Schwertman, N. C. (1997). Optimal limits for attributes control charts. Journal of

Quality Technology, 29(1), 86-98.

Yousefi, N., Sobhani, A., Naeni, L. M., & Currie, K. R. (2019). Using statistical control charts to

monitor duration-based performance of project. arXiv preprint arXiv:1902.02270.