OPERATION MANAGEMENT

PROCESS
OF
Chillox
 Term Paper on
Operation Management Process of Chillox

MGT337 (Production Operation Management)

Section 05

Prepared for
Sunny Saha
Senior Lecturer
Department of Business Administration
East West University

Prepared by

Team Bandits

Name Student Participation

ID
Nazat Afrin 2019-1-10-154 100%
Md. Zahinul Islam Sikder 2019-1-10-129 100%

Sayed Sayham Hasan 2019-1-10-317 100%

K M Farhan A Bari 2019-1-10-053 100%

Md. Rafiu Haq 2019-1-10-247 100%

A K M Mahfuzur Rahman 2019-1-10-225 100%

Date of Submission: 30th December 2021

Letter of Transmittal

30th December 2021

To
Sunny Saha
Senior Lecturer
Department of Business Administration
East West University
Subject: Submission of report on “Operation Management Process of CHILLOX”.

Dear Ma’am,

It gives us immense pleasure to submit our report “Operation Management Process of CHILLOX”
that you asked to prepare us as a fulfillment of the course ‘MGT 337’. All the available data,
information and explanation have been included in this report to make it reliable, realistic, and
informative as much as possible. It was a fantastic experience for us to prepare this report. The
experiences and learning that we have gained during the completion of the report will certainly be
helpful and beneficial in the next phases of our life.

We have tried our level best to complete this report meaningfully and correctly, as much as possible.
If further clarification regarding this report is required, we would be available by any means.

Sincerely,

Nazat Afrin

Md. Zahinul Islam Sikder

Sayed Sayham Hasan

K M Farhan A Bari

Md. Rafiu Haq

A K M Mahfuzur Rahman
Acknowledgment

We would like to express our utmost gratitude and wholehearted appreciation to all those who helped
us and provided us with the opportunity to complete and present this term paper.

Furthermore, we would like to thank the Almighty because of the successful completion of this term
paper. We would like to thank our honorable Faculty, Senior Lecturer, Sunny Shaha ma’am for
providing us with the opportunity to work on this term paper and gain experience. We also thank all
our group members and friends who inspired us and helped us to build confidence and put us in a deep
concentration to carry on our course work and supported us at the end with great excellence. We lastly
would like to express our appreciation to our East West University, and we are eventually grateful to
the University and its excellence that works for education encourages us and creates knowledge.

Many people from Chillox, especially the owners and the manager, have made valuable impact on this
task, which gave us an inspiration to increase our efforts. We thank all the people for their direct and
indirect help to complete our term paper.
Executive Summary

This term paper has been prepared to make, analyze & assess the operation management process
activity of CHILLOX. The critical highlights of operation management activity have been discussed
exhaustively all through the paper. For pertinence, in the discussion ‘CHILLOX’ has been considered
as an optimal model.

From the outset, in the introduction part we characterize what is Operation Management and the point
of this paper too. Then, at that point, we have extensively examined the components of Operation
Management and how it has been implemented in CHILLOX's everyday activities. We likewise have
discussed the elements which has impact on the productivity of CHILLOX. Sufficient data has been
given in every one of these portions too. The production layout and operation layout has also been
discussed here. Finally, with proper research data, we have forecasted and various ways of foreseeing
highlights marketing projections and sales figures. The results of these forecasts show how
CHILLOX's sales are affected by various elements.

This assessment of the operation management process/activity of CHILLOX has given us an insightful
view about the administrative viewpoints of how an operation managed through hands on experience.
Contents
Letter of Transmittal ........................................................................................................................................................................................................ 3
Acknowledgment ............................................................................................................................................................................................................... 4
Executive Summary .......................................................................................................................................................................................................... 5
1.0 Introduction ................................................................................................................................................................................................................. 1
2.0 Company Overview ..................................................................................................................................................................................................... 2
3.0 Operation Management Process ................................................................................................................................................................................ 3
4.0 INPUT-TRANSFORMATION-OUTPUT PROCESS .............................................................................................................................................. 4
5.0 OPERATION PROCESSS CHARECTERISTICS .................................................................................................................................................. 5
5.1 VOLUME ............................................................................................................................................................................................................... 5
5.2 VARIETY............................................................................................................................................................................................................... 5
5.3 VARIATION .......................................................................................................................................................................................................... 6
5.4 DEGREE OF VISIBILITY ................................................................................................................................................................................... 6
6.0 PRODUCTIVITY ....................................................................................................................................................................................................... 6
7.0 PRODUCTIVITY VARIABLES................................................................................................................................................................................ 7
7.1 LABOR ................................................................................................................................................................................................................... 7
7.2 CAPITAL ............................................................................................................................................................................................................... 8
7.3 MANAGEMENT ................................................................................................................................................................................................... 8
8.0 FORECASTING TIME HORIZON .......................................................................................................................................................................... 8
9.0 Forecasting Approach: Quantitative ....................................................................................................................................................................... 10
9.1 Moving Average & Weighted Moving Average ................................................................................................................................................. 10
9.2 Error Calculation................................................................................................................................................................................................. 11
9.3 Exponential Smoothing ....................................................................................................................................................................................... 13
9.4 Trend Analysis ..................................................................................................................................................................................................... 14
10.0 Forecasting Approach: Qualitative ........................................................................................................................................................................ 15
11.0 Components of Demand .......................................................................................................................................................................................... 15
11.1 Trend Components ............................................................................................................................................................................................ 15
11.2 Seasonal Component.......................................................................................................................................................................................... 16
12.0 Basic Layout Type ................................................................................................................................................................................................... 16
12.1 Fixed Position Layout ........................................................................................................................................................................................ 16
12.2 Product Layout .................................................................................................................................................................................................. 16
12.3 Process Layout ................................................................................................................................................................................................... 17
13.0 CHILLOX Product Layout .................................................................................................................................................................................... 18
14.0 CHILLOX Product Layout .................................................................................................................................................................................... 19
14.1 Bill of Materials.................................................................................................................................................................................................. 19
14.2 Master of Schedule............................................................................................................................................................................................. 20
14.3 Inventory Record File ........................................................................................................................................................................................ 20
15.0 Quality Assurance ................................................................................................................................................................................................... 21
15.1 Design ................................................................................................................................................................................................................. 21
15.2 Execute................................................................................................................................................................................................................ 21
15.3 Evaluate .............................................................................................................................................................................................................. 22
16.0 Conclusion ............................................................................................................................................................................................................... 22
1.0 Introduction

As students of business administration, we need to do many courses including some core business
management courses. Hence, we are doing production operation management as a core course in this
running semester. This course is about how the companies manage their production activities, design
the production processes, and handles supply chain management. In this course we have learned about
the factors which influence the companies to design proper production management process, operation
process and so many things that make their day-to-day operation efficient. Our honorable faculty has
given us an assignment namely, “Operation Management Process of CHILLOX” for enriching our
knowledge on the factors of production operation management.

By doing this research paper, we have learned about the current production procedure of Chillox. We
also learned about the overall restaurant industry and their production procedure. How they conduct
their processes and enhance their operations has also been demonstrated in this study. This report has
been prepared based on the information collected through personal interview of the restaurant’s owners
and field visit to Chillox. To have a better understanding of the topic we took help from reference
books as well. We also collected information through the internet. With the collected raw information,
we analyzed and concluded our finding in this report.

We did face some difficulties while collecting the relevant data. But eventually we were able to execute
our field visit to CHILLOX AFTABNAGAR BRANCH and collect the necessary information for
preparing this report.

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2.0 Company Overview

“Chillox”, being one of the most famous burger shops in Dhaka city, has laid down a good foundation
for itself as one of the best burger shops in an extremely limited span of time Subsequent to beginning
its journey on 14th February 2016, their first outlet was at MOHAKHALI near square central the other
most crucial also it was near BRAC University. Chillox started its journey with Zero capital and now
they have reached its ultimate success. Today Chillox has more than 8 outlets in different areas of
Dhaka and holds 40% of the food market share. There are in all 200 staffs working in Chillox.
Precisely- 25 staff in Banani, 12 staff in Mohakhali, and 21 staff in Dhanmondi. Chillox main motto
is “Quality food at a cost-effective price” as their main item like beef or chicken burger starts from
180tk. The finance or payroll system for chillox is in the hand pay framework and the records are
recorded in Microsoft Excel. Then again, for Payment clients can pay through money or cards whatever
they like. Chillox is very strict about controlling the quality of its foods. It offers Chicken Burgers and
Beef Burgers along with Shakes and Fries. Yet it does not compromise with the quality of food no
matter how many variations chilllox have.

Chillox also specific with regards to customer’s complaints and feedback. No matter what the
complaints and feedbacks are, they are always ready to hear the complaints (If any) they lean toward
criticisms from the customers to present best new version of its burgers. This attitude of Chillox has
made it what it is now. The Manager of Chillox Aftabnagar branch has stated that-

"We began from 3 Outlets to 8 outlets in Dhaka city and forthcoming 3outlet outside of Dhaka city.
We never compromise with food quality and consumer satisfaction, that is the reason we are the main
choice of our foodies, and we are continually searching for new opportunities to grow our business."

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3.0 Operation Management Process

Operation Management Process implies the arrangement activities which produce/create value in the
form of goods and services by changing information sources, inputs, and outputs. Practically in each
organization which are related to manufacturing or with assembling does operation management
process.

Effective operation management function is the one which makes an organization productive
profitable. This assists the supervisors with being familiar with the exorbitant elements of production
and diminish the production cost. Operation Management Process is likewise utilized in many service-
related companies for their advancement. Diverse technique related issues, for example, deciding size
of assembling plants, utilizing the data of various creation related innovation, dealing with the stock
level, works in process level and overseeing unrefined components of products are on the whole
worries of Operation Management.

In our chosen association 'Chillox' which falls under which falls under the ‘restaurant & food industry’
operation management process plays an imperative part. In restaurants or eateries, raw materials and
components are changed as a completed finish products and served to the customers. They have
planned a functional layout and have arranged processes to accomplish better productivity and to
decrease costs while expanding their benefit

Likewise, other restaurants, Chillox does their business in an industry which is identified with
assembling. They lead producing related activities through transforming raw materials such as wheat,

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chicken, spices, sauces, vegetables, oils, cheddar, and numerous things to the completed merchandise
like burger. They plan their tasks for their quality-amount the board and anticipating their supply-
demand level for taking diverse organizational decision and executing the strategies which are related
to business profitability.

4.0 INPUT-TRANSFORMATION-OUTPUT PROCESS

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5.0 OPERATION PROCESSS CHARECTERISTICS
Business activities can most effectively be portrayed as the focal point of an association where the
most of direct work occurs. In a service-based business, operations are typically task-arranged and will
follow clear strides until the service work is finished. While in an assembling organization, tasks are
significantly more focal and will follow the item from inception through o finishing and afterward on
to a tertiary stage, which would for the most part usually be delivered. All operations processes have
one thing in common, they all take their 'inputs' like, natural substances, information, capital, hardware,
and time and change them into yields (labor and products). They do this in various ways, and the
principle four are known as the Four V's, Volume, Variety, Variation, and Visibility. Here onwards we
will depict these Four V's by accepting Chillox as an optimal model.

5.1 VOLUME

Volume alludes to the actual number of units or things produced. The volume of Chillox's activity is
critical to how their business is coordinated. Vital for their operation activity is the repeatability of the
undertakings, just as the systemization of the work. From this, standards and procedures drive how
each piece of the job is carried out and afterward consolidating in this way gives the Chillox a minimal
expense base. A local restaurant like Chillox has a low volume of output, less labor, less systemization,
and each staff of Chillox finishes a more extensive assortment of tasks.

5.2 VARIETY

Variety relates to the variety of goods or services to be produced and sold to customers. Variety is all
about diversity. The high variety provides organizations greater adaptability to produce different
products to match the customer’s necessities. Variety and volume correspond, the higher the variety is
the lower the volume of the products or services. Because of CHILLOX, they have a variety of offering
however that are not restricted to just food and drink. Their food menu is so Varity full as they offer
different types of sides like French fries, Naga wings /drums, Cheese ball, Fish and crisp along with
their most famous beef/chicken burger. CHILLOX mainly known for their different fusion of burgers
with chef special menu. They additionally provide with a choice to customize their burgers spice level
and add-ons as they want thus, they further extending their variety. This enhanced product offering
assumes a critical part in their operational and functional layouts because with the expansion in variety
the production process turns out to be more broadened and requires flexibility too.

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5.3 VARIATION

Variation refers to changes in demand patterns over a defined period, for instance throughout a year
Chillox is bound to be exceptionally busy in the month of Eid-ul-Adha & Eid-ul-Fitr and calmer in the
cold weather months. This has implications for resources such as staff for the restaurant. In a period
of high demand seasons, Chillox employs an additional a cook to meet the client's orders. Besides, its
use on raw materials also increases during these occasions. While during the dry or off season because
of the absence of orders Chillox briefly lays off a couple of staff individuals and reduces on its
production expenses.

5.4 DEGREE OF VISIBILITY

Degree of Visibility r alludes to the degree to which end clients or clients have deceivability of the
general process of delivering. For instance, a restaurant like Chillox with an actual presence their
blocks and-mortar shop are exceptionally noticeable and almost certainly the customers will have a
short tolerance for waiting for their order. However, in case of home deliveries, Chillox might observer
likewise similarly demanding customers, but they at least are prepared to wait for some amount of time
for their order to be delivered.

6.0 PRODUCTIVITY

Productivity is an overall measure of the ability to produce a good or service. Productivity may also
be defined as an index that measures output (goods and services) relative to the input (labor, materials,
energy, capital) used to produce the output. As such, it can be expressed as.

Productivity = Output / Input

Consequently, there are two significant ways of expanding productivity: increment the numerator
(result or output) or decline the denominator (input). is helpful as an overall proportion of the real
result of output of production contrasted with the real contribution of assets, estimated across time or
against normal elements. As final output increases for a degree of information, or as the quantity of
input diminishes for a constant level of output, an increase in productivity occurs. Therefore, a
"productivity measure" depicts how well the assets of an association are being utilized to deliver input.

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7.0 PRODUCTIVITY VARIABLES

Productivity factors guarantee the productivity upgrade through various factors labor, capital, and
legitimate management. Labor mainly includes labor force whether skilled, or non-skilled.
Productivity can be improved by further developing some key regions which are identified with the
labor such as social overhead, effective labor force. Capital can further develop usefulness by
introducing the most recent innovation in assembling or manufacturing processes. Management
additionally assumes significant part in further developing and improving productivity by collecting
and disseminating information efficiently. The management group utilizes the works power of labors
force effectively and knows how to oversee capital proficiently to upgrade the productivity of the
business.

7.1 LABOR

Labor comprises of the labor force or workforce of employees in an organization. Labor skills and
abilities are varied however the productivity still can be improved enhancing some key regions that
influence the labor. Labor productivity improvement is the most discussed subject by management
since it is a hard thing to oversee as labor quality, abilities are unique, and portions of results in
productivity can be subjective rather than quantitative. Chillox additionally falls under a similar
umbrella as it struggles dealing with its staff, high attrition rates and low skilled labor are the two
primary issues that influence Chillox’s productivity.

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7.2 CAPITAL

Levels of productivity is profoundly subject to the capital contributed. For an organization capital
could be the cash invested, land & sorts of machineries purchased, or new technology being used.
Better capital management guarantees better productivity. Chillox has intensely put resources into their
kitchen to expand their efficiency level. Likewise, they pay their staff well, so they are glad to work
for Chillox with full devotion.

7.3 MANAGEMENT

Management is one of the critical elements of production. For Chillox, it is the main key to altogether
working on the productivity of an organization. This is because management can collect, disperse, and
use their insight and abilities to an appropriate level in the organization to see the outcomes in
productivity. Management can utilize labor resources effectively and know how to use cost effective
capital goods to further enhance the business productivity.

8.0 FORECASTING TIME HORIZON

Forecasting fundamentally is the art and study of anticipating future information. The process
interaction includes taking verifiable historical information and projecting the future information by
numerical models. There are essentially three different ways by which an organization can forecast:

♣ Short range forecast (less than 3 months to maximum 1 year):

This forecast process duration is around 1 month. Here company works to give quick feedback to the
customers. They give priority to customer service so that they can get their products in a short period
of time. This system increases employee efficiency and challenges them to perform work timely. By
using high technology, companies can optimize operation functions and reduce costs.

♣ Medium range forecast (3 months to 3 years):

It is typically 3 months to 1 year but has a time span from one to three years. It is used for sales
planning, production planning, cash budgeting and so on.

♣ Long range forecast (more than 3 years): This forecast duration is around 1 year. Here the company
plans for long freight products and research for new shipments. They also monitor their employee

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performance and shipment process so that they can get better output in the long run. This forecast is
very helpful for future development.

Nonetheless, CHILLOX essentially forecast their production and demands for six months and
subsequently we will likewise estimate their time horizon based on their figures from the past six
months. On the other hand, we need to utilize demand forecasting that predict sales of existing items,
dissimilar to monetary and innovative / technological forecast that deals with respectively financial
issuance of currency and effects of the new item. The fundamental reason we need to demand forecast
is because CHILLOX is an individual firm, and it has nothing or very little to do with the other two
forecast.

Here is the time horizon forecast:

Month No. of Burgers Sold

January 925

February 895

March 891

April 950

May 873

June 918

July 894

August 900

September 928

October 955

November 990

December 940

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9.0 Forecasting Approach: Quantitative

Our forecasting approach would be quantitative type. Qualitative approach is something that is used
when only little data exist and that too in terms of introducing new product or technology but as we
have enough figures, so we will conduct the quantitative approach for Chillox. There are some
attributes by which we will be able to define our quantitative approach for Chillox. This approach is
being conducted so that we can maximize the credibility of the forecasting result.

Here are the quantitative forecasting approaches we shall follow.

❖ Naive approach

❖ Moving averages

❖ Exponential smoothing

❖ Trend projection

9.1 Moving Average & Weighted Moving Average

6 Months Moving 6 Months Weighted

Month No. of Burgers Average Moving Average
Sold
January 925
February 895
March 891
April 950
May 873
June 918
July 894 908.67 907.67
August 900 903.50 903.47
September 928 904.33 902.47
October 955 910.50 909.24
November 990 911.33 921.95

December 940 930.83 944.43

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Interpretation:

For Chillox, business is booming at the beginning but gradually sales decline up until July. Then again
in August, sales curve raises upwards.

9.2 Error Calculation

No. of Absolute Absolute Percent

Month NAIVE Error
Burgers Sold Error Error
January 925

February 895 925 -30 30 3.35%

March 891 895 -4 4 0.45%

April 950 891 59 59 6.21%

May 873 950 -77 77 8.82%

June 918 873 45 45 4.90%

July 894 918 -24 24 2.68%

August 900 894 6 6 0.67%

September 928 900 28 28 3.02%

October 955 928 27 27 2.83%

November 990 955 35 35 3.53%

December 940 990 -50 50 5.32%

Total 15 385 38.43%

BIAS 1.36
MAD 35
MAPD 3.49%

Interpretation:
As the result, BIAS here is in positive figure though the value is very less 1.36. Thus, we can say that
we have control over the forecasts, but it is not that much. However, we are getting an incremental
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sales forecast for the future MAD and MAPD is in a stable position.

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9.3 Exponential Smoothing

No. of ABS ABS

Month a=0.50
Burgers Sold Error Percent Error
January 925

February 895 925 30 3.35%

March 891 910 19 2.13%

April 950 900.5 49.5 5.21%

May 873 925.25 52.25 5.98%

June 918 899.12 18.88 2.05%

July 894 908.56 14.56 1.62%

August 900 901.28 1.28 0.14%

September 928 900.64 27.36 2.94%

October 955 914.32 40.68 4.26%

November 990 934.66 55.34 5.59%

December 940 937.33 2.67 0.28%

Total 311.52 33.55%

MAD 28.32
MAPD 3.05%

Interpretation:

As the results demonstrates, here the MAD is 28.32 & MAPD is 3.05%. Both of which are justified.

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9.4 Trend Analysis

No. of
Month Period (X) XY
Burgers Sold (Y) X2
January 1 925 1 925

February 2 895 4 1790

March 3 891 9 2673

April 4 950 16 3800

May 5 873 25 4365

June 6 900 36 5508

July 7 894 49 6258

August 8 900 64 7200

September 9 928 81 8352

October 10 955 100 9550

November 11 990 121 10890

December 12 940 144 11280

Total X̅= 6.5 Y̅= 921.58 650 72591

Here,
We are forecasting for 6 months
Ŷ = a + bx X= 6,

= 889.40 + 4.95 x 6 b = 4.95

= 919.1 a = 889.40

Interpretation

The projected trend analysis predicts there will be a subsequent growth in sales during the middle of

the year.
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10.0 Forecasting Approach: Qualitative

In forecasting, it is based on intuition or judgmental evaluation. When data is scarce,

unavailable, or no longer relevant, it is commonly employed. Personal insight, sales force
estimations, panel consensus, market research, visionary forecasting, and the Delphi
method are all examples of qualitative approaches. Long-term projections and the
introduction of new products are two examples.

As adequate information was available qualitative forecasting seemed less valid for Chillox
and thus, we opted for extensive quantitative forecasting.

11.0 Components of Demand

Components of demand are basically the components that consists of the attributes that cause
the demand to rise. We have analyzed the components of demand for CHILLOX after
interviewing with the owner of the restaurant and had an informative sight about the demand
curve consisting of the components.

11.1 Trend Components

Components of a trend include those that evolved because of advances in technology, as well
as overall huge changes in population and other elements. Chillox has been in business for six
years, and while there hasn't been much of a shift in the company's operations, there have been

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some changes in consumers' taste preferences. People used to prefer baked spaghetti, but after
a decent upside-down curve, people are once again gravitating toward burgers rather than
sandwiches. One of the trend components that we were able to identify is this.

11.2 Seasonal Component

Seasonal components, on the other hand, are characteristics that cause changes in demand
patterns because of changes in seasons or seasonal trends. After conducting an in-depth
interview with CHILLOX's owner and obtaining a copy of the company's yearly report, we
discovered that there is a seasonal pattern that shifts from November to January. In terms of
sales, this is the busiest time of year. So, while keeping everything the same, why are there less
burger sales in June and July? We've investigated it as well, and it's because of the TG's revenue
level. Youth are the restaurant's main TG, and they have fewer opportunities to save money
during these two months because most of their income sources (tuition, part-time work) are
closed. The circumstances, on the other hand, are fully against you during peak months.

12.0 Basic Layout Type

12.1 Fixed Position Layout

A fixed position design allows the item to product in one spot where laborers and machines
move when it is required. Restricted space at the venture site regularly implies that pieces of
the item should be collected at different destinations, shipped to the fixed site, and afterward
gathered. The fixed position format is likewise basic for on location administrations, for
example, restaurants, pest-control, house holding. Fixed-Position formats are designs are
utilized in undertakings in which the item is excessively delicate, bulky, or heavy to move. The
workers on such places of work are profoundly talented at playing out the extraordinary
undertakings that they are mentioned to do. In such a cycle the fixed costs would be low and
variable costs would be high. Items that are difficult to move such as ships, planes, and
development equipment.

12.2 Product Layout

These are part of the manufacturing process which permits for the daily repetitive of highly
normalized products. When a manufacturing workplace utilized product layout, production

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work can be layout in a forward line with worker and equipment in the same margin. Product
layouts recognized as assembly line also. Product layouts mange the works matching with the
operations we need that need to be perfect to ready the product. As CHILLOX is restaurant
shop, they use the product layout process to manage their day-to-day activities.

12.3 Process Layout

Process layout also known as functional layouts. A layout that groups do familiar work together
in departments of a company work and according to the customers they deliver different
services. Examples: x-ray machines, typing or electroplating machines. They let themselves to
low volumes of different jobs and do use different machines as well. Workflow interdependent
and rely on individual.

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13.0 CHILLOX Product Layout

CHILLOX has implemented the product layout type to manage its operations. They have
divided the whole process in stages to make the input-output-transformation process more
efficient.

Here below, we have given a graphical example of their product layout.

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14.0 CHILLOX Product Layout

MRP, Material requirement planning basically is the integration of inventory control and
scheduling. It is indeed a computerized inventory control system that deals with inventory
controlling and scheduling. There are basically three ways by what information flow in the
input process of MRP-
❖ Bill of Materials

❖ Master Schedule
❖ An Inventory Records File

14.1 Bill of Materials

Bill of materials is basically the list of components that are needed to produce each level
(unit) of output. However, another thing that is needed to be kept in mind is that the listing
should be made hierarchically so that, it is easy to measure the process of manufacturing
single good. From the amount of quantity, the system subtracts the quantity of that item
already in inventory to determine order requirements. CHILLOX Aftabnagar approximately
sells 200 burgers per week. So, this is the quantity that is needed for 200 Burgers sold in a
week:

Ingredients Quantity (Weekly for 200 burgers)

Buns 210 Pcs

Ground Beef 28 KG

Ground Chicken 24 KG

Eggs 20 dozen

Onion 3-4 KG

Tomato 3-4 KG

Mayo 7-8 Jar

Lettuce 5 KG

Bacon 5-6 KG

Sausage 7-8 Packets

Cheese 50 Packets

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14.2 Master of Schedule

The master schedule outlines the anticipated production activities of the plant. Developed
using both internal forecasts and external orders, it states the quantity of each product that
will be manufactured and the time frame in which they will be needed in the time frame.
However, it is to be noted that the master schedule cannot tell in advance whether and when
the forecasting is synchronizing with the actual demand and where it is needed to be adjusted.
For instance, the demand for chicken burgers varied by some extent of CHILLOX Aftabnagar
in 2021 when they were unknown about the variable factors of the season peak, this is the
perfect example of the lack of efficiency at the master of schedule.

14.3 Inventory Record File

The inventory record file on the other hand basically deals with how much inventory is left
on hand and how much it is needed to be produced or based on the actual demands.
For instance – At the beginning of the month, Bun is purchased based on last month demand
of 210:

Ingredient Quantity

Buns 210

At the mid-month, the amount of Bun has been:

Ingredient Quantity

Buns 89

This clearly defines that there are shortage of buns and buns are needed to be re-calculated and
purchased to maintain the demand-supply of burgers.
On the other hand, The MRP output consists of three primary reports and three secondary
reports. The primary reports consist of planned order schedules, order releases, and changes.
While the secondary report performance control reports, planning reports, exceptional reports.
The secondary reports generated by MRP include performance control reports, which are used
to track problems like missed delivery dates and stock-outs of ingredients to evaluate system

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performance. CHILLOX Aftabnagar also does have many problems regarding delivery as Food
panda is one of their associated delivery partners along with Pathao food. They manage these
with professionalism and maintain everything efficiently.

15.0 Quality Assurance

Quality assurance is basically the planned and systematic activities put in place to ensure that
the required quality of the product. The quality assurance process consists of whether the
guidelines are being met or not and inspecting the little details about the quality. Various factors
depend on various stages for CHILLOX. However, the organization follows a model for the
sake of quality assurance. The model consists of:

Plan Execute Evaluate

Step 1 Step 2 Step 3

15.1 Design

Basically, this is the designing stage, from getting raw materials delivered from local vendors
to buying exclusive materials from the super shops, CHILLOX always must design their
activities well to keep up with the dynamic demand of their burgers. They believe that 50% of
the job is almost done if the planning is done properly. That is why to assure qualities from the
root level, they plan everything with perfection so that they can provide maximum satisfaction
to the customers.

15.2 Execute

After doing extensive design or planning, they try to implement those accordingly. Whether it
is about which vendors to get the best bun from or about buying lettuce, onions from superstore
or wet market, they try to implement their action plan well. In terms of making burgers as well,
they try to skip old buns and rotten onions so that no customers must face dissatisfaction. They

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have their own guidelines set for their quality standard. We have analyzed some of the details
after visiting the kitchen where we had found a leaflet where there were proper guidelines about
the expected timespan of the toppings before they expire. And all their main chefs and
associates wear hand gloves, mask, and head caps as well to minimize food dissatisfactory
services to the customers.

15.3 Evaluate

Last but not the least, this is the third level of the stage by which they try to be transparent for
the sake of their quality assurance. CHILLOX has 360-degree cameras all over the restaurants
by which the owners monitor not only the activities of the kitchen but also the sitting area of
the customers to ensure their standards are high. Moreover, they measure their quality via
feedback from Pathao food and Food panda that work also as the determiner for them by
helping them measure the standard of their food. And this is how basically CHILLOX follows
a model so that they can provide high satisfaction to their customers with their high quality of
food and service standards.

16.0 Conclusion

This paper gave us an overview of operations management, describing the various strategies
used by operations managers to plan, monitor, and regulate operations. The dominant theme of
good operations management is identifying the organization's specific needs and making
suitable trade-off decisions in terms of process design, inventory management, and integration
with other business or supply chain elements. Operations managers must continually be aware
of changes in the internal and external environment to adapt and respond, as well as ensure that
procedures are designed to provide the highest possible quality for the resources available.
Operations management is interconnected with many other parts of business functionality.
Without efficient operations processes, a company will struggle to succeed.

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