Process Strategy

Process strategy is comprised of four process decisions that assist in managing processes. These four process decisions include the following: process structure, customer involvement, resource flexibility, and capital intensity. In order to effectively achieve the competitive priorities, it is essential that each component within the process strategy works well together.

PROCESS STRUCTURE

Process structure illustrates the types of resources needed, how those resources are dispersed, and the features they entail. It also involves the layout which demonstrates the physical appearance of the company.

Piero’s is considered a hybrid office because although consumers are particularly choosing their orders, there is a standard menu provided which is generally designed for them to select from. The orders may need to be altered. For example, substituting vegetables, types of pastas, or cooking to exact temperatures. The underlining service revolves around providing above par cuisine while also providing a comfortable, enjoyable atmosphere. Additionally, while catering to the guest occurs in the front, the actual assembling of the dishes is completed in the kitchen behind closed doors.

Piero’s provides a service, so the process structure involves high contact with customers. Each patron at the table is given specific attention from the server all the way through to the kitchen. The consumers are actually present in the restaurant and are making face-to-face contact with the staff; they are consistently interacting with one another. Since the server is taking the distinct order that is molded to the guest’s specifications and modifications, the customization level varies depending on the customer but has the ability to be highly customized or more standard.

The process divergence is neither high or low, instead it falls in the middle. Each customer is unique and has different requests which creates a demand for Piero’s to be more flexible. On the other hand, the general structure of tasks tends to be more standardized. When a guest contacts Piero’s to make a reservation, the same questions are asked from the employee; date, time preference, number of guests in party, reservation full name, and also a contact number. However, the information for each reservation completely differs. It works similarly with catering to a guest. A server is expected to maintain somewhat of the same steps when greeting, taking all orders, and closing out a check, but the experience with each customer will always differ.

Similar to the process divergence, Piero’s flow also is not flexible nor standardized. No two customers are exactly the same. While majority of customers are there for similar reasons, each customize their beverage and food placements from start to finish. The staff must be able to move in diverse ways to please each guest. On the other hand, the entire system is standardized. The flow of the restaurant remains standard for every customer. For example, the customer is greeted and seated in the same format. The server uses the same steps to approach each patron. The information is entered into the POS system which flows into the kitchen. Everything has a standard procedure. The chefs tend to use the concept from lean systems, one worker many machines. One chef is responsible for cooking the pasta, vegetables and meat for a dish. The chef uses an assembly line tactic in order to execute an order.

      The layout in the kitchen is similar to the one worker many machines procedure. The kitchen is broken down into three stations, hot appetizers, cold appetizers, and the entrée preparation area. During the weeknights, the restaurant is significantly less busy than weekend nights, so Cacciuttolo must staff accordingly. It is typical for one chef to be responsible for assembling the entire entrée thus practicing the one worker many machines method. For example, when a request for a pork chop milanese arrives, one chef will cook the pork chop accordingly, then prepare the vegetable medley, drizzle the correct sauce and garnish the dish entirely by himself by going to the necessary stations. On weekend nights, it is more usual for two chefs to have shared responsibilities for executing the diner’s requests. 

CUSTOMER INVOLVEMENT

 Because Piero’s provides a service, the process structure involves high contact with customers. Each patron at the table is given specific attention from the server all the way through to the kitchen. The consumers are actually present in the restaurant and are making face-to-face contact with the staff; they are consistently interacting with one another.

RESOURCE FLEXIBILITY

 Employee flexibility is necessary to an extent. While the servers are trained to deliver a specific type of service (fine dining etiquette), it is also necessary that they are personable and can adapt to a multitude of characters and situations. Flexibility in their demeanor is especially vital when a guest has an issue either with the service itself, food, or a bill. The server must know how to mediate the concern and the determine the next best steps. On the other hand, dishwashers are hired for a specific purpose without much skill needed. Washing the dishes and glasses is a standard procedure and there is not much variation in that job which eliminates the concern for highly trained employees.

All of the equipment that is present throughout the establishment is designed for a specific purpose. The high end kitchen appliances must be commercial equipment and are crucial for the continuation of the business. The ovens, stoves, fryer, exhausts, and walk-in refrigerators must be used adequately. In the front of house, there are three point of sale systems (POS system) present. While the POS companies produce a generic type system, Piero’s had to alter it to the proper adjustments needed for the restaurant to operate effectively. The POS system is one of the most vital components of equipment the restaurant has. The POS system is extremely diverse and encompasses a multitude of functions including the ability to keep track of employee’s hours, insert orders, direct orders to proper stations in the kitchen, calculate bills, compute transactions using cash or debit/credit/gift cards, and measure an array of the server’s statistics. 

CAPITAL INTENSITY 

For capital intensity, human skills are considered to be a more essential role. While the equipment is necessary for actually preparing the meals, the front of house staff is responsible for ensuring that the guest’s entire experience is positive. Also, the chef and kitchen staff are actually preparing the meals, guaranteeing that they will each be delivered in the best possible way.