McDonald’s evolution and growth
Introduction
The following histogram shows the growth of McDonald’s from 1990 to 2000. Evolution of the McDonald’s restaurant. ‘McDonald’s: a great effort’ at the Faculty of Administrative Sciences and Industrial Relations in Peru;"The McDonald’s case". As the business grows, it generates more production and initially the average costs fall. The business becomes more efficient. After the point of the lowest average costs, the business is in ‘optimal production’.
Developing
The method applied by McDonald’s is designed based on customer’s interests, in search of quality and service because they are essential elements for company growth. Unlike other companies that apply the same method, McDonald’s has redefined it according to its principles: quality, service and cleaning and value oriented to four interest groups: clients, society, suppliers, and employees in order to meet their needs.
Total Quality Management Model at McDonald’s. Although in 1953, McDonald’s the model focused on improving quality and service to achieve customer satisfaction, he realized that the model could not be carried out if there was no commitment and efficiency in employees, then he optedfor changing its production method to a more efficient one, manufacturing cells. It is a form of mass production in which the flow is divided by teams of workers who are responsible for certain parts of the line.
This is a more recent attempt to improve mass production techniques by allowing workers of workers to operate as independent units (called ‘cells’ or ‘cells’) with more autonomy and responsibility, in order to motivate them more. Next, through an Ishikawa diagram, the consequences of having carried out the total quality management model by McDonald’s will be evidenced in order to satisfy interest groups, with the purpose of growing in the market.
In the 1960s, Kaoru Ishikawa developed the fish spine diagram as a tool to help identify quality problems. The diagram tries to show the cause and effects of quality problems. The tool is generally used with small groups of managers, or quality circles. Ishikawa designed the diagram for the ‘4 ms’ of manufacturing: method, labor, machine, and materials.
conclusion
The tool has been applied to the ‘4 ps’ of the service companies (places, procedures, people and policies) and the ‘4 SS’ for the administration (surroundings, suppliers, systems and skills). Managers can use all these terms in several combinations according to circumstances. The general idea is to provide a tool to help generate rain of ideas on the causes and effects of a quality problem.
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