Case Study- 100 Yen Sushi House

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Executive Summary Case 4.1 - 100 Yen Sushi House 100 Yen Sushi House is located the Shizuku area of Tokyo in Japan. At the 100 Yen Sushi House, thirty stools surround a square bar with a conveyor belt that rotates plates of sushi. Expensive dishes have smaller quantities, but every plate is 100 yen. Four sushi chefs work inside the bar to produce each 100 yen plate of sushi. Owning a cash register is optional for this establishment, a patron's bill can be merely determined by counting the number of empty plates they have. Customers do not have to wait for food because sushi chefs prepare the food within sight. Sushi is fresh and not refrigerated for future use. The sushi itself is treated as an assembly line product with each chef adding their own unique touches. The sushi chefs are in close proximity to each other so they share equipment and their tasks also are highly interrelated. When there is a problem, employees attempt to prevent it from spreading to other processes. The owner of 100 Yen Sushi House analyzes demand, and orders several fresh fish deliveries a day. He understands that quality is proactive not reactive. The owner also has confidence that his employees take the initiative to dispose of uneaten Sushi that has been out for a while, to protect the quality of the food. Quality is a top priority for all employees, clear communication, and the sharing of duties is also very important. The 100 Yen Sushi House produces and loads the same mix of sushi plates on its conveyor belt each day. The chefs make no more or no less than what is needed. At 100 Yen Sushi House, eliminating tables, waiters, ordering, variable pricing, and the wait time associated with receiving food, increase profits for its owner, and reduces idle time for busy customers. Service blueprint At the top of the service blueprint is “physical evidence”, when customers will heard a

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