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Service Process Improvement McDonalds
| Nr. | Chapter | Page. |
| Executive summary | 4 | |
| Introduction | 5 | |
| Identification | 5 | |
| Analysis | 6 | |
| Process 1 | 6 | |
| Description | 6 | |
| Process & Problems | 6 | |
| Solutions | 6 | |
| Process 2 | 8 | |
| Description | 8 | |
| Process & Problems | 8 | |
| Solutions | 9 | |
| Conclusion | 11 | |
| References | 12 | |
| Appendices | 13 |
Conclusion
To conclude, it has been identified that various theories and frameworks may identify process performance opportunities. The report has used CED, ServQual and flowcharts and various Demmings’ frameworks to analyse companies current process to identify process performance improvement opportunities. However, Demming is considered as the pioneer of process improvement field, each of his ideas is structured to direct the team’s efforts toward the goal of improving a firms’ performance and the same time, increasing client satisfaction (Reid and Chesterson, 2001). These efforts perfectly align the way McDonald's operates its processes. The corporation supports global operations and is designed to fit various international backgrounds. However, it is essential to note that each management team runs daily business depending on those processes and therefore adopts and implements improvements driven by the demand to suit environment without direct impact on core operations.
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McDonald’s continued growth has seen expansion into international markets beginning in 1967, opening in Canada and Puerto Ric (History | McDonald’s, 2020). With first McDonald's restaurant opening in Ireland in 1977 in Dublin, Grafton street. McDonald's is continuously leading brand as ongoing success is being facilitated by constant improvements in processes which deliver service daily to millions of people across the world. Overall success has been delivered through consistency of procedures and policies equally implemented across the company and franchisee-owned stores.
