1. GROUP MEMBERS: NAMRATHA R
SUKRITI SHARMA
SAMPOORNA SARKAR
PRIYAM SINGH
1
MANEESH BHATIA

2. PROCESS FLOW DIAGRAM
Customer Customer
Customer
enters enters dining
orders for drink
restaurant area
Chef arrives
Customer waits Customer
and starts
for the chef orders for food
cooking
Customer Customer pays
enjoys the food and leaves
2

3. inputs
LABOUR MATERIAL
INPUTS
ENERGY CAPITAL
3

4. LABOUR
4

5. MATERIAL
Biggest purchase :
meat
5

6. ENERGY
6

7. capital
7

8. OUTputs
8

9. Tasks, flows & storage
1. FLOW OF GOODS
• FOOD
FLOWS • BEVERAGE
2. FLOW OF INFORMATION
• ORDER OF FOOD
TASKS
STORAGE
1. TAKING ORDER RAW MATERIAL
2. COOKING 1. FOOD – cooked or uncooked
state
2. BEVERAGE
9

10. OTHER PARAMETERS
Min time: 45 minutes Average = 60 minutes
Max time: 90 minutes
10

11. =
Each table accomodates 8 people.
If there are 5 tables, then capacity will
be 5x8=40
11

12. Between lunch and dinner
Efficiency
Utilization
Setup time
Run time
12

13. Key Elements Of Focus
The restaurants have about 8% more
than average productive dinning space.
Optimum Space Utilization
Location Advantage
The restaurants are located
in heavily populated areas
so as to attract clientele for
Elements Benihana Focus Hibachi Table arrangement
lunch and dinner. This unique feature not only adds
The Benihana restaurants cut
to thecosts substantially just by
food showmanship of
the restaurant's culinary wanted
smartly serving the most
offerings,and thereby cutting on
entrees but also reduces labour
cost and takes and this also helps
storage costs away any
apprehensions regarding exotic
in avoiding waste.
fare.
Historical authenticity Waste Management and Storage
The restaurants are built with materials
imported from Japan along with the help of
a Japanese crew.
The chefs too are formally educated 13
Japanese chefs

14. Cost-Structure: Profit Making Model
Served Menu
By reducing the menu to only
three simple Middle American entrees:
steak, chicken and shrimp they cut the food
costs to
between 30% and 35%
and this also lead to reduce wastage.
Non-Conventional Kitchen
They eliminated the conventional
kitchen with the
hibachi table arrangement thereby reducing the
labour cost and the
additional cost of kitchen space. 14

15. Cost-Structure: Profit Making Model(Chicago Branch)
4%
30% Manag
Food ement 10%
Ads
10%
Labour
5%
Rent
69 % Savings 15

16. Making Operations Efficient
Elimination Of Kitchen Space
1. It builds an amount of trust
among the customers which
was lacking before.
2. There is an effective reduction
in space for kitchen and the
same space can be used as the
productive dining area.
3. It also gives an opportunity to
attract customers by exhibiting
the culinary skills of the chefs
in an innovative manner.
4. This also reduces the labour
costs low.
16

17. Making Operations Efficient
17

18. Making Operations Efficient
Authentic ambience: Every entity
inside the restaurant was made
authentic. Even building
materials were shipped from
Japan directly. This helped in
attracting customers
Better Layout: This increased the
productive area by about 8%
effectively compared to
competitors.
18

19. Balance-Sheet-It’s all about Money(Given)
Share of Food and
Beverages
Food
Cost per share
Beverages Food
Labour
Advertising
Rent
Management
Assumptions:
•Labor costs include Payroll, Employee benefits, and Employee meals.
•The costs are assumed on the higher end of the range 19

20. Balance-Sheet-It’s all about Money(Solution)
Sales 100%
Food 70%
Beverage 30%
Cost of sales
Food 21% 30% of 70
Beverage 9% 30% of 30
Total cost of sales 30%
Gross Profit 70% 100-30
***Assuming sales to be 100% 20

21. Balance-Sheet-It’s all about Money(Solution)
Operating costs
Labour 10%
Advertising 10%
Management 4%
Laundry, linen, uniforms 2%
Replacements 1%
Supplies 1.50%
Menu 0.50%
Music 1%
Utilities 2%
Administrative expenses 2%
Repairs 2%
Rent 5%
Taxes 1.50%
Insurance 1%
Interest 1%
Depreciation 4%
Total 51%
Net Profit before tax 19% 21

22. Balance-Sheet-It’s all about Money(Conclusion)
• The sales is equal to $1.3million.
• According to the above figure, net profit before
tax = 19% of $1.3million = $247000
22

23. Time Calculation(Sum)
To Determine: The maximum throughput time is the time
that elapses from the time a person enters the bar to the time
he/she leaves the restaurant.
Given information: The dining area is five times the
capacity Of the bar.
Assumptions:Seating capacity of bar is 1 and that of
dining area is 5(for ease in calculation).
The average turnover at the teppanyaki table is one hour.
The first 5 people who enter the bar will get seating inside
the dining area.The sixth person who enters the bar will have
to wait until one table inside the dining area becomes vacant.
Solution:Considering all the possibilities, a person who
enters after 1 minute of the dining area becoming busy will
have to wait for 59 minutes, a person who enters after 2 mins
will have to wait for 58 minutes. The maximum waiting time for
person will be 60 minutes.
Therefore the average waiting time = 23
(1+2+3+.....+58+59+60)/60 = 30.5 minutes

24. 24