Observation and Analysis of a Fast Food Restaurant

¶ … Fast Food Restaurant: McDonalds

For this study, the researchers went to a McDonald's fast food restaurant to observe operations during a standard high-traffic weekday lunch hour (11am-2pm). The goal of the study was to observe different operational aspects of the business. These operational aspects included: role differentiation; coordination mechanisms; technology; and stakeholders. The observation yielded surprising information about fast food workers. They were far more efficient than we had previously assumed, with an error rate that was lower than we would have guessed. In addition, the workers were not treated very well by some of the customers, though management seemed to treat them well.

Introduction and Overview

For this project, we engaged in an observation at a local McDonald's fast food restaurant. The observation occurred during a weekday lunch hour, from 11am until 2pm. We chose this time after asking the McDonald's manager to tell us the highest-traffic times for that location. The purpose of the observation was to investigate four different aspects of McDonald's business practice: role differentiation, coordination mechanisms, technology, and stakeholders. In order to reduce the potential of observer bias, for each of the four aspects, two group members made observations, and the group discussed any apparent discrepancies in the observations. All of the group members also made an individual purchase or multiple purchases, in order to directly interact with the staff at the McDonalds. After making our initial observations and working on our component parts of the report, group members returned to the McDonalds to make any revisions and to continue our observation in cases where there was disagreement among group members about certain facets of the research.

Body

The purpose of the research was to examine four different aspects of a fast food restaurant: role differentiation; coordination mechanisms; technology; and stakeholders. Having a basic understanding of fast food restaurants, we developed specific hypothesis about each facet of the business. For role differentiation, we devised the following hypotheses: H1: Fast food workers will engage in one role, not multiple roles; H2: There will be different people taking orders for the drive-thru and at the counter; and H3: Food preparation will be divided into different groups. For coordination mechanisms, we developed the following hypotheses: H4: There will be an electronic coordinating system; and H5: There will be a manager on the floor during high traffic times. For technology, we developed the following hypotheses: H6: The cash register will allow customization of orders; H7: The register will be linked to the coordination mechanism; and H8: Tools used for cooking will be automated. For stakeholders, we developed the following hypotheses: H9: The stakeholders with the lowest stakes (customers) will bring the highest demands to the business.

For the most part, our observations supported our initial hypotheses. We observed a significant amount of role differentiation in the fast food process. There were different people taking orders at the drive-thru and at the counter. Moreover, from what we could see in the kitchen, different people were responsible for making different food items. In fact, one side of the prep counter was devoted to sandwich preparation, while the other side was devoted to fries, nuggets, and other food that would come out of the fryer. However, our hypotheses that fast food workers would only engage in one role was not proven; those taking orders were also responsible for drink preparation and for getting items that were stored close to the front counter, such as parfaits, and putting them on the trays. Moreover, there were two workers who seemed to have floating positions, and would fill in with extra work wherever they were needed.

Our hypotheses about coordination mechanisms were correct. There was an electronic coordinating system, and it allowed the customer and all employees to view the entire order on a screen. There was also a manager on the floor, assisting with work and addressing any problems. However, we overlooked what appeared to be the most significant coordination mechanism: the presence of two floating workers on the floor, who stepped in to keep traffic flowing. These workers engaged in various tasks, such as taking orders out to waiting cars if there was a delay in the drive-thru, cleaning up a spill in the restaurant area, and opening an additional register when the line became too long.

Not surprisingly, the restaurant utilized a significant amount of technology. We were correct that the cash register seemed to have buttons that allowed for complete customization of orders. One exception to this was that if someone wanted a regular sized cup of water with their value meal order instead of a soda, the cashiers did not seem to have an option for that. Instead, the default appeared to be a smaller cup. The register was linked to an overhead coordinated order board, which put the order up on a screen for those in prep. Finally, we were correct that the tools used for cooking were somewhat automated. The fry machine had a set time and beeped when fries were finished. Different buttons seemed to indicate the appropriate times for different foods.

Finally, our hypotheses about the stakeholders seemed founded. We hypothesized that the stakeholders with the lowest stakes (customers) will bring the highest demands to the business, and that did appear to be true. We considered the customers to have the lowest stakes because, in almost all circumstances, the results of getting a fast food order incorrect or having to wait an additional 3 or 4 minutes for an order are not life-changing. In comparison, the people working at a fast food restaurant during the week tended to be older people and college-age students. Although we did not interview them, they seemed as if they were working because they needed the money. The manager did, as well. Honestly, we were surprised at the level of rude behavior exhibited by many customers. Many of them spoke on their phones while placing orders and failed to use basic courtesy, such as saying "please" and "thank you" with the workers. We also witnessed one woman, who had been speaking on her phone when she placed her order; berate the cashier because she gave her the wrong order. However, the cashier had given the woman exactly what she ordered. We probably wouldn't have noticed that if we had not been intentionally observing the exchange, but it made us wonder how many "incorrect" fast food orders are due to customer error.