McDonald's Corporation

Résumé du document

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.

Extraits

[...] Consequently, the staff should be allocated differently according to periods and materials will be used to their maximum. This plan should be established within a strategy of managing capacity, of balancing demand and supply so as to matching output to demand. Staff use is the most important aspect to manage. In calm periods, the manager has to reduce their team and employ, for example, the same person to be at the same time the dressing table operator and the grill operator. [...]

[...] 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. Thus, the future customer is more satisfied, but do they have time for this? As “made for is a new operation, the multinational firm is less able to anticipate the demand for it. The result is that the demand variation is high. [...]

[...] Knopf, New York 1992 Wikipédia.fr Peters Liberation Management, Alfred A. Knopf, New York 1992 Taylor J. Wacker, W the 500 year Delta : What happens after what comes next, Harper Business, London 1997. [...]

[...] This new layout may permit to facilitate the burger production, from the heel toasting to the bun wrapping and placement in the bins, but on no account to modify the production food process which must be mastered by all the staff, because in McDonald's, all employees are multi- trained. They can be applied to all work design and they are all in it together. People management is one of the most important aspects in operations management because if your team is unable to use materials at their disposal, you will lost time and as a consequence, money. This is especially true for McDonald's because the company suffers from an high turnover, and new people who have just been enrolled have to be quickly effective. [...]

[...] This nutritional marketing strategy of healthy food has been reinforced by an important operation. Now, all packaging contains five icons mentioning the nutritional characteristics of the five main basics elements. In summary, it's inevitable for McDonald's to avoid conflicts between its five main objectives, but the fast-food leader through its operations tries to reduce theses conflicts still in the spirit of continuing to attain them. The fact that the counter person picks the food in a set sequence and that the sequence for a typical order is always the same (punch order to the till take the money) are two components that the customer can see and which are synonymous with speed. [...]