Benihana Restaurant Simulation Analysis

Benihana Case Study The simulation makes a substantial contribution to the manner in which the case study can be analyzed and understood. In particular, by making use of simulation, it was possible to understand the details of the profitability of Benihana and also offer several insights on the management of operations. The main objective of this simulation was to maximize utilization, throughput time as well as the nightly profit generated for the evening hours of operation, that is, from 6pm to 10:30pm.

This was achieved by employing different strategies such as bar sizing, batching, hours of operation and also advertising (Dhamdere, 2002). The initial five challenges are specific challenges in this case where only one or two factors can be altered to achieve maximum nightly profit. The ultimate challenge encompasses (1) designing and coming up with the best strategy and (2) making use of factors from the challenges previously tackled, so as to take full advantage of the profit in general (Dhamdere, 2002).

The purpose of this paper is to examine the manner in which an organization can increase the level of effectiveness as well as efficiency of the operational systems that produce its products and service. The paper will apply pertinent Operations Management (OM) theories as a context to disclose issues or problems with the current operations of Benihana, a Japanese themed restaurant. Theory of Constraints One of the theories of Operations Management that is pertinent to this case study is the theory of constraints.

This particular theory can be outlined as a conception that stresses importance or focus on the role of constraints in limiting the level of performance of a business. The theory of constraints, in other terms can be described as a model which detects any system of management as being reserved or limited from accomplishing its objectives and aims by a number of limitations (Institute of Management Accountants, 1999).

The theory of constraints pushes administrators or leaders of the business to confront restrictions and impasses in order to recognize and achieve their key purpose which is to make money and capitalize on profits generated. Refined not only in its formation but also in its design, the theory bases the consideration of the management on the components and features that encumber and hold back the performance of the system being employed by the company.

The theory of constraints places weight on optimizing the level of performance with subject to the distinct set of constraints of the prevalent processes and product submissions. It presents an action framework that brings together the undertakings of managers around a small number of exceptionally noticeable system constituents (Institute of Management Accountants, 1999). The theory of constraints is of pronounced significance and use to managers to become involved and participate in delivering services to the consumers.

This is essentially for the reason that the theory is a substantial element for augmenting process flows. The influence of the theory of constraints is wide-ranging in connection with attaining an understanding on impasses to a practice and facilitating the managers to manage stumbling blocks to create a process flow that is effective and efficient (Seyring et al., 2009). Above all, in connection with providing services to consumers, the theory facilitates the managers to comprehend what the constraints are to the requirements and wants of the consumers.

In accordance to Khan (2015), there are phases to undertaking solicitation of the theory of constraints and can be of pronounced significance to managers when providing services to consumers (Sasser, 2004). In minimalism, to begin with, the managers have to detect and identify the constraints that are hindering the process. This takes into account determining what encumbers the best delivery or provision of services to the consumers. The subsequent phase is to make a decision on the paramount means of taking advantage of such practice restrictions.

All else comes to be subordinate to this decision. From then on the managers have the capacity to carry out a reassessment and examine as to whether the needs of the consumer have now been met (Sasser, 2004). The theory of constraints can largely be applied to the Benihana case study. One of the restraints that encumbered the performance levels of the restaurant to maximization was the wastage of food. It was seen that food storage as well as wastage are significant contributors to the overhead of the restaurant (Sasser, 2004).

It is for this reason that the menu of the restaurant was reduced and cut down to three simple meals which are shrimp, chicken and steal. This in turn not only increased consumer satisfaction as they are the preferred meal choices, but it also cut the food costs significantly. Another restraint to effective performance was the fact that the consumers, who are American, had the preference of dining in exotic places and environments such as Benihana but were largely mistrustful of such exotic meals (Sasser, 2004).

This in turn created the change in the restaurant operations by preparing the meals as the consumers watched. This not only increased the level of enjoyment as the consumers had fun in watching the food being prepared but it also increased their level of satisfaction. Another aspect of restraint was the time intervals in serving the consumers which in turn also impacted the amount of guests that could be served and dine within the restaurant.

By altering the time period before the peak times, during the peak times and also after the peak times enabled the company to increase the revenue generated in one night. This, in addition, gave the perception to other consumers that the restaurant was very busy in operations and therefore popular (Sasser, 2004). Queueing Theory The aspect of waiting is a familiar routine in everyday living. Each and every individual at one point or another has experienced waiting in line either at the bank, supermarket or some other place.

Traffic is continuously observed in hospitals with consumers having to go through waiting times in connection with every service that is offered. These in-line waiting situations are what is referred to queuing problems (Nafees, 2007). The prevalent feature is that a number of individuals considered to be the arrivals are making an attempt to be given service from restricted facilities (from the servers) and as a result the arrivals have to, time and time again, wait in line for their turn in order to receive the service being sought after.

The queuing theory is an operations management model that makes use of queuing models to understand the efficiency of service delivery within the operations of a business (Nafees, 2007). The application of the queuing theory in the operations of a restaurant might be of great assistance and help those businesses that want to manage their revenue in a proactive manner.

In spite of everything, the driving factor of revenue in a restaurant operation is influenced by the number of consumers or guests a restaurant can attend to in a particular shift, in addition to the value of the average orders (Sasser, 2004). The business ought to make use of all kinds of restaurant enhancements and restaurant kaizen in order to meet the needs and wants of the consumer. The queuing theory is very much applicable to the Benihana case study.

The restaurant does an outstanding job not only in increasing its average order value for every guest but it also splendidly reduces the average cycle time devoid of the consumers even realizing it. To start with, Benihana restaurant was able to increase the average order per value by making the guests or the consumers to wait on the bar area for exactly twelve minutes (Sasser, 2004).

This time period was long enough for the consumers to order for a drink, and at the same time, was not extremely long to end up making the consumers restless and impatient. In addition, the Japanese restaurant was able to decrease the average cycle time simply by letting the chef of the meal set the pace of the dinner. Basically, the consumer was not the one to state the time and choose when the meal was to be brought to the table.

Instead, it was the chef who served the shrimp or the steak at the time of his pleasing and convenience. As a result, the consumers were in and out of the restaurant before they actually knew it. This was owing to the fact that the whole cooking seemed like a theatre of some sort and therefore the consumers did not in any way feel being rushed or take offence on the pace of the chef (Sasser, 2004).

Utilization Rate The utilization rate can also be considered the rate at which a business or company is operating. The utilization rate offers a basic measure of the rate at which a company employs or achieves its estimated and potential levels of output. This specific importance offers the organization a standpoint in connection with the general weakening or slow rate that is there in the marketplace or within the organization itself at a particular point in time in its operation and performance levels (Seyring et al., 2009).

In reality, if a business, which is in operation is operating or working at a utilization rate of, say 75%, with reference to capacity, then without doubt there is opportunity for augmenting and increasing the level of performance and production to achieve the 100% mark. This rate of operating that is taken full advantage of is accomplished devoid of any added costs of creating a new developed plant or structural facility (Seyring et al., 2009).

This can be applied to the Benihana case study in connection with how the restaurant utilized its operations to increase its performance. One example is altering the dining times. To start with, basing this solely on a financial perspective, the faster a chef is able to prepare, cook and serve the meal, the faster the consumer get done with occupying a table. This in turn makes it possible for the restaurant to bring in more consumers to occupy the similar table in the course of the night (Sasser, 2004).

The optimal times to alter the dining times are prior, during and subsequent to the peak consumer visiting times. In the course of slow times, increasing the times for dining will ensure that the tables are full for a longer period of time. In this way, it will.