Chapter 8 Case: Copper Kettle Catering
Copper Kettle Catering (CKC) was once a small lunch delivery service for offices, which was started in 1972 by Wayne and Janet Williams. CKC has now grown into full service catering company that now serves a wide range of customers, from lunches to large catered events.
1. Are the operations of Cooper Kettle Catering conducive to the application of lean concepts and practices? Explain.
Operations of CKC are not conducive to the application of lean concepts and practices. The basic idea of the lean system is to maximize the value added by each activity by removing waste and delays from them. Flexibility in the activities is one among the several elements of the lean system. Operations at CKC are not flexible in nature. Customer’s demands are, at Copper Kettle Catering, only two categories. Those are delivering only, and deliver and serve. Both need prior order. Based on the order in which services are provided, instant orders cannot be served. The operational activities are designed in such a way to serve the orders on the basis of advance booking. Food preparation facilities are designed to support operations to meet the pre-determined demand. Lay out of the unit, labor structure, and storage facilities are all meant for orders received in advance. It can be seen from the facilities and operations of Copper Kettle Catering that it cannot accommodate instant demand. It has no flexibility to adopt changes in demand, in order to capture more market.
2. What, if any, are the major barriers to implementing a lean system at Coper Kettle Catering?
Some of the major barriers that CKC may face when trying to implement a lean system are:
- CKC would need to hire more employees to accommodate customers that require such things.
- If they hire more people, costs will go up, which will affect food prices.
- The locations of competitors would give them a distinct advantage over CKC.
- Higher output may...