Hard Rock Operations Management and Productivity of the Staff
OPM300-INTRO TO OPERATIONS MANAGEMENT
The Hard Rock Café (HRC) has become such a successful business due to the business aspect being adequately managed operationally. Since the first HRC opened in 1971, the household name has continued to expand and succeed. How has a small pub that originated in London, England become one of the most successful enterprises around the world? Hard Rock has over 166 venues in more than 52 countries around the world, including 133 cafes and 14 Hotels/Casinos. The purpose of this paper is to discuss how the ten decisions of operations management is applied at HRC and how the productivity of the kitchen and wait staff is determined. Service and product design: Hard Rock Café started with a simple design. In the 1970s rock and roll was at its peak in the music world, so what better design than an electric guitar with the words Hard Rock written across. The products and services provided at that time were those of a traditional London pub. Customer requests depicted what services to offer and provide at the first Hard Rock Cafe.
Quality management: It’s unique how Hard Rock Café defines quality within their properties. They do this by conducting numerous surveys to get an honest assessment from whom else but their number one priority, the customer. They pride themselves on quality from the music, food, and atmosphere. Their surveys are on a scale from 1-7, and anything less than a 7 is considered a failure. Their menu will change according to customer surveys and feedback. They expand their menu to change with the times and to fulfill customer recommendations accordingly.
Process and capacity design: The process and capacity design is what drives the decision of the locations of their facilities. HRC creates products in an efficient manner, by analyzing them for cost effectiveness and by labor requirements. HRC analyses the whole production process from purchasing food ingredients, to preparing the food, and
The Hard Rock Café (HRC) has become such a successful business due to the business aspect being adequately managed operationally. Since the first HRC opened in 1971, the household name has continued to expand and succeed. How has a small pub that originated in London, England become one of the most successful enterprises around the world? Hard Rock has over 166 venues in more than 52 countries around the world, including 133 cafes and 14 Hotels/Casinos. The purpose of this paper is to discuss how the ten decisions of operations management is applied at HRC and how the productivity of the kitchen and wait staff is determined. Service and product design: Hard Rock Café started with a simple design. In the 1970s rock and roll was at its peak in the music world, so what better design than an electric guitar with the words Hard Rock written across. The products and services provided at that time were those of a traditional London pub. Customer requests depicted what services to offer and provide at the first Hard Rock Cafe.
Quality management: It’s unique how Hard Rock Café defines quality within their properties. They do this by conducting numerous surveys to get an honest assessment from whom else but their number one priority, the customer. They pride themselves on quality from the music, food, and atmosphere. Their surveys are on a scale from 1-7, and anything less than a 7 is considered a failure. Their menu will change according to customer surveys and feedback. They expand their menu to change with the times and to fulfill customer recommendations accordingly.
Process and capacity design: The process and capacity design is what drives the decision of the locations of their facilities. HRC creates products in an efficient manner, by analyzing them for cost effectiveness and by labor requirements. HRC analyses the whole production process from purchasing food ingredients, to preparing the food, and