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innovative methodologies for change management in restaurants


In the previous article "What it is innovation and how to apply systematically the restaurant industry" we referred to the importance of having a pre-defined method when integrating innovation within our organizations and operations. A methodology that allows us to manage change and bring benefits in a consistent and systematic manner.

We I will discuss methodologies such as agile or lean startup DesignThinking, of which we have all heard so much in recent years. Among other reasons because in my opinion, They are not as useful in phases analysis, measurement results and / or process improvement in the service sector.

Another widespread methodology that either I will speak in this article is the PMI (Project Management Institute), which teaches us how to implement-develop projects in an efficient manner based on some key parameters of range, cost and time. This methodology is used primarily in engineering and construction projects, with greater depth and development.

In this article I would like to rescue a methodology not so popular in the services sector as Six Sigma and DMAIC process work, very useful when improve processes and optimize the operation of our company.

Six Sigma methodology

Six Sigma is a methodology with a strong character analytical and statistical basis focused on reducing variability-defect-failure-problems in any production process of our company. Sigma acts as a unit of measure representing the degree of excellence effectiveness in a process. To achieve excellence and work at a quality level Six (6) Sigma (99,999% of excellence), a process must not produce more than 3,4 defects per million opportunities. To understand more easily, means that for every million cafes that serve, 3,4 of them go away.

What is the level of excellence (Sigma) acceptable for your company? Most respondents find a 90% from excellence operations as acceptable or even good results.


Yet 90% of excellence the number of failures multiply exponentially until 96.800 per million opportunities and reduces its level SIGMA 2,8. Following the example of the cafes, and establishing an economic value to this failure 0,5 Cost euros, we would be losing almost 50.000 euros. Now consider most important and recurring transactions such as reservations via the web, online payments, Room Service, billing, He sent you command, receipt of goods, etc.

Sector restaurants have a high tolerance for failure, where the apology seems to be accepted by both peers, bosses and clients. Not so in other sectors where reach 99,999% of excellence (3,4 defects per million opportunities) is not acceptable, such as medicine, passenger transport, Bank data, and many others where a single mistake can cost you dearly to the company.

DMAIC process work

The main feature of this process is working It has a strong analytical and measuring outcomes character where every decision is based on a thorough analysis of data and statistics. The main negative feature is that it is mainly used for incremental improvements of existing processes (incremental innovation) so we will not be as useful when developing a new product or disruptive service (disruptive innovation).

The working process DMAIC It is divided in different phases (Define, To size, Analyze, Implement, Control). Define, and limiting the fault-defect-problem is a fundamental part of the work process DMAIC, in order to understand where it begins and ends the process we will analyze. Once defect-failure-the problem correctly defined in the process, We identify the main metrics involved in process variability, We collect a minimum historical database, dynamically we cross variables and give an economic value.

Then we analyze the data statistically, We identify the root of the problem and the impact this has on our income statement. Once we have identified the root of the problem, we develop and implemented the solutions.

As discussed measurement and control of the results is a fundamental part of the DMAIC process.


The idea is to combine various methodologies and design our own "toolbox" commensurate with the resources and degree of maturity of our organizations and teams. A large box, varied, modern, that includes all kinds of tools, a heavier and more traditional own large enterprises under market analysis and feasibility, as with other phased SixSigma process analysis, along with more modern and agile as lean startup, DesignThinking in development phases, creating ideas, to complete PMI with other monitoring and control phases.

Each tool has a specific function and must be built-stored within a specific compartment, accessible quickly and visually by any member of our organization. Compartments must be divided and correspond to a logical process work phased, and with system development projects specially designed for our organization.

These tools will be studied in the intensive program of weeklong Hospitality Innovation Program (HIP) to be held in Marbella from 6 al 10 of March.

About the Author

Socio Director de Ronda Mountain Think Tank y Director del Programa Hospitality Innovation Program. My passions are innovation, and development of projects in the field of gastronomy and tourism. Innovative and entrepreneurial by nature with a great business sense and analytical, in pursuit of continuous improvement.


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