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  1. The Speed of service by McDonalds.
    1. Example of McDonalds service.
    2. Scope for improvement in service.
  2. The price factor.
    1. Attractive prices of McDonalds.
  3. Operation objectives.
  4. The two main objectives of McDonalds.
  5. The conflicts between the objectives.
  6. The production planning.
  7. Employee management.
    1. People management as one of the most important factor.
  8. The new approach of McDonalds.
  9. Conclusion.
  10. Bibliography.

McDonald's is the leader throughout the world in the fast-food market. Set up on the 15th of May 1940 , the symbol of America, fast-food and globalisation is present throughout 121 countries, in strategic places in cities. McDonald's is part of our life and even if the company didn't invent the fast-food's concept, the fact remains that in our mind, the bright yellow M has almost become synonymous with this market. The international firm is the fast-food model. Indeed, it responds and exceed all the strategic operational objectives that the market asks, the ability to serve the customer quickly at all times of the day, offer low prices, have a high quality standard of product, even if the fast-food market is not recognized for an exceptional quality of food. One of the key assets to control in this business is obviously speed. A company like McDonald's must be able to prepare and serve customers in the minimum of time.

[...] It changes for example the production person's role, who had to learn new skills. The ?made for approach comes within the framework of special logic which consists of modifying two operational characteristics: the variation and the visibility. The ?made for approach appears to be an innovation orientated toward consumers; it's as if the production person cooks the burger just in front of the customer, just for them. This high visibility permits a closer relation with the customer; it's like a secondary service offered. [...]

[...] Nonetheless, these flexible techniques to establish new burgers are based on existing key skills, which permit the company to avoid losing speed and efficiency. This also has for consequence the introduction of new ingredients, which can change the end consumer's prices. Specification has also a link with the quality. All products in a McDonald's restaurant are unique. Each burger has its own composition, its own sauce. Meat is always checked by specialized organizations which are good for reassuring the consumers and for countering the bad fast-food image. [...]

[...] The prices for the consumers established by the company never change. Why? Because the firm does its best to reach low costs: high volume, low visibility, low variation in demand (even if the firm doesn't know precisely when the demand will vary), low variety (even if several burgers exist, the production principle is the same for all). Due to this, the cost is less in conflict with the other objectives. On the contrary, speed is always in conflict with flexibility. [...]

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