Front End Analysis Report
Prepared for:
Steve Schnitzler, Director of Operations
Port City Java, Inc.
Prepared By:
Trish Torkildsen, Melissa Ennis & Suesan Sullivan
Submission Date:
Table of Contents
Executive
Summary
.
..3
Section 1
The
Problem
.
.7
Operating System Analysis
Current
Operation
.
9
Ideal
Operation
...16
The
Gap: Discrepancies between Current and Ideal Operation
.21
Section II
Possible
Solutions
.
.25
Analysis
of Solutions
.
.28
Instructional
Development and Delivery Capabilities
.
..32
Comparing
Solutions
.
.
34
The
Recommended Solution
.
...35
Appendix
37
Port City Java Incorporated (PCJ) is a retail and wholesale coffee
company that serves a global market. The
PCJ headquarters is located at
Currently, Port City Java hourly employees (baristas) take an average of
eight minutes per customer to complete an order. Port City Java stakeholders want baristas to
decrease the time it takes to serve a customer by 25%, without compromising
customer service. The average time for
completing an order per customer should be six minutes, while the level of
customer service is maintained at a high standard.
The mission of PCJ is to be a leader in the coffee market through
stellar customer service. One aspect of
customer service that the management feels is lacking is the time it takes to
complete a customers order. By
increasing the efficiency of its hourly employees the company hopes to decrease
the amount of time it takes to complete an order, thus increasing the overall
number of customers that can be served.
This gain is two-fold in that the customer should be more satisfied by
having their order completed quickly, while the level of customer service is
maintained at a high standard. The
second gain is that if there are more customers coming into the stores because
service is quicker, then the company is able to make a larger profit.
Data indicates that the cause of this problem is lack of an effective
training program for store managers and baristas. Performance analysis indicates that the
baristas lack the skills and knowledge to consistently perform tasks
efficiently. There is also a lack of structured
guidelines for managers on how to increase the efficiency of employees who are
highly skilled, by focusing on their strengths during peak business hours and
stationing them appropriately to complete their tasks.
There are three possible solutions to solve this performance
problem. The first is to update the
equipment in stores which are slowing down the time it takes to complete
customer order (i.e. toaster, microwave, etc.).
The second possible solution is to redesign the layout of the stores in
a way that is more consistent and conducive to quick service. The third solution is to develop and implement
a training program for managers and baristas with materials that are designed
to provide the needed skills and instruments used to increase the efficiency of
daily operations.
The recommended solution to solve this performance problem is to develop
a new instructor-led program that will include materials for PCJ trainers,
managers and baristas. The manager training
program will focus on the systematic process that managers should follow in
order to effectively train their hourly employees. The program will also
include information on how to properly use instruments designed to assess
learners for conceptual understanding, task-oriented skills and overall training
effectiveness. Training both managers
and hourly employees will result in more structured and effective training for
baristas which should increase overall efficiency and, in turn, reduce the
average amount of time that it takes for baristas to serve each customer.
Port City Java Inc. was established in March 1995 in
The identified system for the change management plan is Port City Java
Inc., which includes the corporate headquarters, eleven corporate-owned stores
and all salaried and hourly employees of those establishments. The top-down organizational structure (see Figure
1) of Port City Java is headed up by the Chief Executive Officer (CEO) and
Chief Operating Officer (COO). The
second tier of employees beneath the executives includes the Director or
Training, Director of Operations, Chief Financial Officer (CFO) and the
Roaster. The Director of Training
oversees the field trainers and compliance. The Director of Operations is in
charge of the Regional Managers, the District Manager, Store Managers and the
Baristas. There is a CFO office with
administrative support. The Roaster is
responsible for the purchasing, manufacturing and distribution of coffee
beans. The COO also oversees Franchise
Relations, but the CEO does not share that responsibility. The COO and the CEO jointly oversee the
Franchise Sales and Franchise Support, as well as the Marketing department and
Human Resources. One employee is
responsible for managing Marketing and Human Resources duties.
Port City Javas stated mission is to be the customers first choice in
cafιs and coffeehouses by providing an exceptional experience, socially
responsible products in a clean, energetic and refreshing environment, and to
exceed the expectations of every guest, every time. Customer service is paramount to the companys
success and this is reflected in their mission statement. However, there are other aspects of the
companys mission that are not stated within the public realm, but are perhaps
assumed. The companys unstated mission
is to increase their revenue without sacrificing customer service. The baristas should be able to keep the
customers satisfied, while keeping the time it takes to complete an order to a
minimum and still complete their other duties within the store.
Currently, Port City Java baristas take an average of eight minutes per
customer to complete an order. Port City
Java stakeholders want baristas to decrease the time it takes to serve a
customer by 25%, without compromising customer service. The average time for completing an order per
customer should be six minutes, while the level of customer service is
maintained. Currently customer service
is measured by the number of complaints, or lack thereof, so the term is
somewhat subjective. It is simply stated
in the Barista BootCamp Training Manual that its our job to determine
the needs of every guest who joins us and then strive to exceed their
expectations. When we do that, we will
be providing excellent customer service.
The baristas are spending excessive time performing job duties. The performance of baristas is inconsistent
in that they do not follow the same procedures to complete their job
functions. When more than two customers
are at the counter at one time the baristas performance decreases by becoming
erratic. The baristas begin to skip or misjudge steps and more mistakes are
made. Mistakes results in increase in
time by having to redo one or more steps to complete the task. Mistakes are frequent resulting in product
waste and compromising customer service.
Port City Java management wants to decrease the amount of time per
transaction, without sacrificing the guest experience, as a means to increase
revenue by increasing the number of customers that can be served. Corporate managers have recognized that
business levels during peak time will match the stores ability to keep up. The
corporate managers would like to identify why the efficiency of the baristas is
not optimal.
Solving the efficiency problem is important to the stakeholders at PCJ
because they want to increase revenue and improve upon the existing
organization to increase their ability to be competitive in a global
market. An additional factor is that the
corporate units, which are located in
The outcome of the change is not only going to impact the PCJ
stakeholders, by increasing revenue but it does positively impact the local and
global economy. Today, coffee is the
second most consumed beverage on the planet behind. It is the second most traded commodity behind
petroleum. Coffee is currently produced in over 80 countries. Therefore, if Port City Java corporate
headquarters are successful they will provide successful models for global
expansion. The global economy will be
positively impacted by the success of Port City Java.
To determine the present status of Port City Java several data
collection methods were utilized. The
Director of Operations, training department personnel, store managers and
baristas were interviewed. A document
analysis was conducted, which included the Barista Training Manual, the Coffee
College Manual, PCJ website www.portcityjava.com
and other documents provided by the Director of Operations. Field observations were conducted in nine
corporate locations in
Real Objectives
Analysis of data indicates that the stated objectives are to increase
the efficiency of the baristas in order to service more customers, particularly
during peak times. The outcome of this
objective is to generate more revenue.
After careful analysis the real objectives of PCJ appear to be that
customer service is a priority.
Efficiency of the baristas is a real objective that is not stated. Another real objective is increasing revenue
through increase volume of customers that each location is serving.
There are a number of stated and real objectives for baristas. The first stated objective involves customer
service. Each customer complaint is
handled personally by the Director of Operations. The Director of Operations does make personal
contact with the customer that is filing the complaint. However, at this time there is no customer
service index or tool for qualitative or quantitative measurement. There is no apparatus for positive or
negative feedback at this time for the barista who is involved in the
incident.
The second stated objective involves food preparation. The recipes for menu items are posted in the
training manual and some job aids are available for the more complicated and/or
popular menu items. There is also an established procedure for using a
freshness date. The First In First Out policy for maintaining freshness of items
is enforced. Some items are formally
dated, some items are not. There is no
measure for actual or perceived quality of the food or drink items other than
communicated expectations per store.
Currently, the only system in place to measure food and drink quality is
the informal communication between customers and baristas. During training there are two quizzes and one
test that address the menu item recipes.
The barista must pass the quizzes and tests with 100% accuracy. The assessments may be retaken as many times
as needed. There is also a qualitative
performance assessment where the trainer watches the training barista execute
some recipes being made. The performance
measurement for that particular assessment is not standardized or consistently implemented.
There are checklists in place to address sanitation and cleaning, which
is another stated objective. There are
checklists for the following that baristas are expected to complete during a
specific shift that may include: weekly cleaning tasks, daily opening, midday
prep, midday cleaning, closing prep, closing cleaning, bathroom cleaning,
monthly cleaning and other daily operations. There are established procedures
in the barista training manual for money handling. The performance measure that is currently
used is the end of day report that is created by the cash register/credit card
system. Teamwork is also listed as a
primary objective. However, it is not
addressed in the training manual. Hence, there is no formal or official
instruction or performance measure for teamwork.
Present Activities
Based on observations there are some very evident areas where efficiency
needs to be addressed. During peak
times the performance of the baristas is not adjusted to compensate for the
higher volume of customers, therefore it does not contribute to improving
efficiency but it takes away from the efficiency. During peak times of operation sometimes a
manager is present on the line, sometimes they are not. Also during peak times of operation the
baristas do not have a particular procedural plan to follow. Some teams of baristas automatically station
themselves during peak times (possibly in their strength area, but not
necessarily), some teams do not. These
observations indicate that the efficiency was not previously an objective, but
interviews with hourly employees do indicate that they would be open to having
more structure in their duties especially during their busiest times.
Based on interviews with the baristas and field observations that
participated in the current training program, the training methods are not
effective. The training program contains
extensive documents. In completing a
document analysis it is evident that a good portion of the materials are
verbose but are not created using research based instructional
design/performance technology principles.
Training is not based on performance objectives, nor is the assessment
but rather the assessments are based on loosely associated pieces of
information that are presented in a 139 page manual in addition to a thirty
page Coffee College Packet that trainees receive.
Document analysis of the training manual and field observations reveal a
gap between the content of the training and the actual performance of the
baristas. Ineffective training is evidenced
by the barista and manager performance.
Field observations reveal that the baristas were not correctly using
equipment, nor were they following the guidelines set forth in the training
manual. The managers were not demonstrating
effective leadership skills such as participating in barista duties,
particularly during peak hours. The
managers did not facilitate efficient work conditions which was apparent by the
frenetic performance of the baristas during busy time periods.
Interviews with baristas also indicated that the training methodology is
inconsistent among the store managers, as well as the corporate training
program. When training needs to be done
there may or may not be a training class at the corporate level for the barista
to join. If there is a class the barista
will participate in the class at the corporate training center for a few
days. If there is not a training class
available they will receive on the job training in a store location. This on the job training delivery method is
apparently inconsistent as well. For
example, some baristas report that they were trained in their hired store
location. The on the job training method
and evaluation is not standardized.
Furthermore, the baristas that are new and are participating in the on
the job training are not scheduled several shifts in a row (consecutive
days). Therefore, their on the job
training experiences are staggered. According
to barista interviews, it would be more effective to receive their on the job
training in cumulative days (three days in a row). That lack of immediate reinforcement reduces
their learning and retention of their skills.
The baristas indicated that having a more structured and well-organized
training program would be very helpful to new employees, as well as current
employees since they apparently feel responsible for filling in the gaps in the
training as it is.
One of the things that make PCJ so unique and successful is that they
use existing spaces instead of always building new stores. While this approach has its aesthetic and
economic advantages, there are also some distinct disadvantages. Because PCJ uses existing spaces, they
sometimes must compromise efficient placement of their trade tools (espresso
machines, blenders, registers, etc.) because of the existing structural
layout. This inefficiency may or may not
cause immediate overt issues, but in the long run these inefficiencies can be
quite costly when the number of sites is growing exponentially. The individual
stores need to be analyzed on a case by case basis for the particular set up
of the store that would lead to optimal efficiency. The administration is very open to accepting
this added step in their establishment of new stores in order to obtain their
new objective of increasing efficiency.
Important Side
Effects
Analysis has indicated a few potential side effects of the present
activities of the system. The first side effect is more social time for the
baristas, which for them is a positive. The casual, albeit inefficient in terms
of time management, atmosphere at PCJ allows for more time for the baristas to
talk to one another or to call someone on their cell phones, even in the
presence of customers. In order to alter this negative (from the companys
standpoint) side effect, PCJ could create and enforce a policy that would
address this sometimes inappropriate use if time. In relation to this side effect, the
atmosphere and work ethic of some baristas allows for less time to complete
other duties which may result in dirty bathrooms, dirty tables, and/or areas
that are not being addressed. This may
also cause the next shift baristas to have to compensate for their inefficiency
by having to complete the duties/expectations of the previous shift. This side
effect could be altered by implementing a check out system before baristas are
able to leave their shift. This
alteration probably wont be well-received among the hourly employees and would
probably be ignored by the managers since they too are guilty of socializing on
the job.
Another negative side effect of present activities is due to the lack of
efficiency and skills which result in waste and/or substandard product. This has been observed in various forms
including making the wrong drink, making a drink without following recipe
precisely or delivering a product that is substandard. This side effect would
be altered by increasing efficiency, which will be addressed the proposed
change.
Relevant Resources
Training is beginning to be a significant focus of the Port City Java operating
system, however there currently is no set training budget. The training department consists of ten
trainers and one head trainer. At the corporate headquarters, there is a mock
cafι setup included in the training facility. The trainers currently work with
store owners, managers and hourly employees across the
The corporate
stores are located in a community that included several higher-education
institutions. This is very advantageous
to the company because they are not limited in their applicant pool with regard
to college students. However, the applicant pool fluctuates seasonally because
of spring, summer and winter breaks. College students generally have erratic
schedules, which can impact scheduling issues within the system. PCJ capitalizes on these personnel resources
in that they typically higher only college-educated individuals because they
are so plentiful. These individuals are
highly capable, in general, to fulfill the duties of a barista. However, with
the poorly designed training, as it currently exists, some employees skills
appear to be inadequate to carry out present activities.
Fixed Constraints
The structural
layout of the stores is a constraint due to the inconsistent and sometimes
inefficient placement of the trade tools (espresso machines, blenders,
registers, etc.). The physical location of the stores impacts the applicant
pool, based on how close or far away it is situated to the local college and
university.
PCJ
Management/Organization
The management of Port City Java is arranged in a top-down organization
structure that includes the COO, CEO and administrative staff (see Figure 1). According to interviews and observations, the
store managers make the decisions that directly impact their store and
employees on a day to day basis. Based
on field observations and interviews, it is evident that the Director of
Operations oversees the day to day functions of the corporate store locations,
which may very frequently entail decision making. The Director of Operations is the liaison
between upper corporate management and corporate store managers.
Interviews and field observations reveal that decisions are, made by
corporate managers, are not necessarily based on data and/or research. Furthermore, the decision makers do not
collect input from the individuals that their decisions will directly affect
within the company hierarchy. Even the
priority of the organization, the customer, is not asked for input. Based on
observations and document analysis, there are no feedback systems/assessment
tools being utilized. The Director of Operations and corporate store managers
make decisions without the formal input from customers. The system is likely to
accept the idea of getting feedback from the customers and their employees. The hourly employees have an indirect
feedback line through their store manager. The feedback is shared during weekly
meetings between all corporate store managers and the Director of Operations.
The training department is revamping their training materials, and a new
training manual and new assessment tools are in the second draft. The creators did chunk the training into five
daily modules, incorporating a separate packet of instruction for each of the
five days however the instruction still lacks a systematic approach, and the
assessments do not match the objectives.
Interviews with baristas indicate lack of support from corporate
trainers. Impressions of corporate baristas indicate that they feel PCJ
Corporation is more concerned with global expansion and franchising than with
improving local, corporate stores. Interviews reveal that numerous baristas,
across several corporate store locations, view PCJ training as ineffective and
a waste of time. This widespread negative bias against the PCJs training
program may impact existing baristas attitudes about participating in future
training.
In order to determine optimal conditions, the Director of
Operations and the Interim Director of Training were consulted. Both interviews
brought to light that the model store was located in Barclay Commons on
Real Objectives
One of PCJs primary corporate objectives is for baristas to provide the
ultimate in customer service. This objective is well reflected in all of the
written training materials and also found collectively in the general ambiance
of each cafι. This tone emanates from
the top management down to front line employees. Project team observations revealed two
defining characteristics in the performance of superstar baristas. Each superstar
exhibited a special rapport with all of their customers, and each of them performed
tasks with exceptional skill, finesse, and expediency.
Because personality comes into play, baristas will possess varying levels of
ability to build rapport with customers.
On the other hand, all baristas should possess 100% confidence in their
knowledge and skills as baristas and ideally, the baristas should be clear
about the corporate objective for efficiency. Only then will they be able do
what it takes to maximize efficiency during peak times. The PCJ Barista Training Manual states
that teamwork is an objective therefore baristas need to be oriented to work as
a team, particularly during peak times, to maximize efficiency. Then when a store is inundated with
customers, baristas can, as team, focus on working together to turn out a quality
product with speed and customer service. Baristas can be trained to run a
particular station where they feel confident in their abilities or where they
perform the best. Along these same lines, when managers are present and
supportive on the line during busy times, the team is stronger, more cohesive
and ultimately, more efficient.
Efficiency is a real objective and should be incorporated more
prominently into the training and culture of the system.
Ideal Activities
Baristas should be trained to know that improving efficiency is a
corporate objective. Baristas should be
trained to follow consistent procedures during peak times, including procedures
for stationing themselves on the line. Managers should be trained to facilitate
the stationing of baristas during peak times.
Ideally, managers should be present and involved always during peak
times. The store will benefit from an
increased sense of team, and from the managers facilitation of stationing
baristas, according to their strengths.
Training methods need to be streamlined and systematic, and
consistent. PCJs most customary method
of preparing baristas is through on-the-job training, delivered by
managers. Therefore PCJ should develop
instructor-led training to prepare managers to train baristas, using the most
efficient methodology. Training should
be focused on the main performance objectives that will prepare the barista to
serve customers and to carry out prescribed duties. Supporting knowledge should be developed
into self-led instruction and/or resource materials.
Managers should be trained to schedule baristas-in-training several
shifts in a row on consecutive days.
This should improve baristas retention of newly learned knowledge and
skills. Because layouts vary between stores, the ideal situation is for a
barista to be trained in the store location in which they will be
employed. These changes will help close
the gap between the content of training compared with the actual performance of
baristas. A focused training program should
improve confidence and morale among managers and baristas and result in more
positive impressions about the PCJ training program.
In order to achieve optimal work conditions, Port City Java should
analyze the layout of individual stores, based on the existing and model
layouts. Such analysis will contribute
to creating the most ergonomically efficient line set-up and placement of
equipment for each location.
A company that lists customer satisfaction as a top priority needs a
methodology for measuring success in that realm.
A company that lists customer satisfaction as a top priority needs a
methodology for measuring success in that realm.
Important Side Effects
Ideally if the training and performance were more efficient and
effective then the side effects that were identified in the present status of
Port City Java should be eliminated or at least lessened in their effects on
the system.
Relevant Resources
PCJ has a training department, but data indicates that the trainers are
geared toward readying employees for new franchises. The training program should be more focused on
implementing the most effective training at home because the corporate stores
are the prototypes for future franchisees. Ideally, PCJ should utilize a
trained instructional designer as a resource. Corporate headquarters contains a
mock cafe for training purposes. The
facility should have a system for reserving the space for training sessions and
should be used in conjunction with performance-based training for maximum
advantage.
As of now, the PCJ Barista Training Manual is an overwhelming
tome of information. All of the information included has value but not equal
value when it comes to the objectives of training baristas. Furthermore, the quizzes are not accurate
performance measures. The ideal training
manual should contain a well-designed progression of information and
assessments that most effectively prepare the candidate at this point in their
training.
The PCJ training department should consist of some trainers that have a
more extensive background in the methodology of training. Ideally, the trainers
would not only have food service management experience but also would have
formal and/or continuing education on the science of performance enhancement.
Because baristas are primarily trained and evaluated by managers, it
would be advantageous for managers to have standardized, performance-based
tools, designed to help them consistently manage performance.
Fixed Constraints
Retrofitting existing spaces has clearly caused constraints for Port
City Java. However upon analysis the
project team identified that the Barclay Commons location has the best line set
up, therefore providing the most ergonomically efficient work environment in
all of the observations. The most efficient model for customer flow through the
condiment bar is the circular design at the
Location of the stores presents constraints on the hiring pool. Many of the current baristas working in
corporate stores are college students because this population is where they
focus their recruiting efforts. Some store locations are too far away
from
How
PCJ needs more information from its stakeholders, including managers,
baristas, customers, and non-customers.
The best corporate decisions are made, not in a vacuum, but in a climate
that considers the thoughts and feelings of all stakeholders. The only way to achieve such a climate is
through research and the active solicitation of feedback information.
Feedback collection points should be implemented to gather
data from customers on a consistent basis.
Tools for collecting feedback data should be in place on the PCJ website
and in all corporate stores.
Internal communication should be improved between corporate
managers and store managers. This
entails keeping the pipelines of information flowing, and involving individuals
in decision-making processes that directly impact them. Internal communication should be improved
between the Director of Operations and baristas and between store managers and
baristas. The ideal situation would be for baristas to feel comfortable giving
direct feedback to the Director of Operations and to their store manager. With
employee feedback, managers at the store and corporate level will have a better
vantage point for decision making. At the very least, tools should be in place
to collect feedback from baristas, even if anonymously.
PCJ management should continually reinforce a high level of pride
in their prototype stores. The
corporation should carefully balance the focus between nurturing corporate
stores and recruiting more franchisees.
PCJ
corporate management should have clear and consistent expectations for store
managers, regarding training and performance. They should provide the necessary
support and follow through for them to be successful. Ideally, the training department will have more involvement with corporate
stores.
Discrepancies between Present Status and Ideal
There are several
probable causes of the problem (GAP) (See Figure 2) as evidenced by a performance analysis and
data gathering process. The first
category of causes falls under lack of skills and/or knowledge. A complete analysis has revealed that the
current training program and methodologies for training are ineffective. The training program was not created using
performance objectives/assessments. It
is also evident that research based methods were not used to design the
instruction contained in training. In
analyzing the contents of the training program it is clear that there is a good
deal of extraneous information that is not pertinent to effective training. The evaluation tools that are used for assessment
are based on loosely connected information instead of on performance
objectives. The training methods are
somewhat inconsistent. All baristas are
not trained using a uniform methodology or system.
A modest amount of training is conducted following an on-the-job
training method. However, this method is also not always consistent. It varies per store location, per manager and
per barista. The content of the on the
job training does have a minimal amount of consistent qualities, in other words
there are some basic things that all baristas have to learn but again the
manner in which that knowledge is conveyed is not homogeneous. The training schedule of a barista in
training is intermittent, they are not necessarily scheduled consecutive days
for training, therefore the skills and knowledge that are taught during the on
the job training are not repetitive enough for effective knowledge
acquisition. When the training that the
baristas move through is complete the managers do not have or use a tool
(system, procedure, protocol) to follow to determine if baristas are prepared
(trained properly). The managers do not
possess the skills, knowledge or attitudes to be able to utilize an evaluation
tool that assists in determining if the barista is prepared effectively.
According to performance analysis (see figure 2) the baristas exhibited
training deficiencies by omitting some necessary steps on the process of
completing a task. Some baristas
performed steps out of order. There was
a lack of consistency in performance of the steps of a given task as evidenced
in more than one instance. Performance
analysis indicates a gap in the performance of the baristas versus the volume
of customers. At times when baristas
were faced with a high volume of customers their performance became more
erratic and disordered in some instances.
After training and while working the baristas lack the skills and
knowledge to man a station during peak times based on their strengths. The baristas are not utilized to their
optimum effectiveness. There is no standard that is conveyed for the baristas
to stay in one area where they feel the most comfortable during peak times. The managers lack the skills, knowledge and
attitude at this time to properly facilitate this performance from the
baristas.
The next type of cause for the identified problem falls under the work
environment. The set up of the
corporate stores vary significantly. This does serve a purpose for the PCJ
Corporation. The corporate stores
in
At this time there is no official procedure or diagram that is required
to be followed for line set-up. There
are some items to do have a consistent position on the line. These consistent equipment items include the
cash register, espresso machines, cups, coffee carafes and so on. They are the
items that tend to take up more space.
However, the smaller items that are necessary to the line operation are
not necessarily consistently positioned, which can make it very difficult for a
barista who is not used to that set-up to efficiently fulfill duties. This lack of uniformity impacts the training
methods in that the work environment and context may be unstable at times. This
will also undermine training effectiveness.
Included in the work environment is the equipment that is located on the
line. Analysis indicated that some of the equipment is not functioning
properly. It is also evident that some
equipment may not be the appropriate choice for the job, for example the
toaster that is used is not an industrial toaster. The toaster was very clearly pointed out as a
source of bottlenecking which increases the time of for the baristas to fill
the order. The equipment issue is
evidenced to impact job performance.
Again, the baristas are specifically trained to use equipment but if the
equipment is faulty or inadequate that will also undermine training
effectiveness.
Analysis indicates that the credit card machine in the store locations
that run a high volume of credit cards is not fast enough to keep up with the
speed of the person that is working the register. This is also a source of bottlenecking in
servicing customers in store locations that have a majority of their patrons
paying with credit cards. The
performance of the barista that is on this station is only as efficient as the
credit card machine. Therefore, this
piece of equipment needs to support and sustain the newly acquired skills and
knowledge that training will provide.
An additional aspect of the work environment that has been identified as
a potential cause of the problem is the condiment bar location and design. Analysis indicates that in some store
locations the hold up at the condiment bar affects the flow of traffic of the
customers. During peak times, this
perceived and/or actual hold up can impact customer service. As efficiency increases and barista
performance improves the ingress and egress of customers will be impacted by
this set up. It too needs to be coupled
with and complement the new skill and knowledge that the baristas possess.
In acquiring new and improved skills and knowledge through training the
baristas will need to have access to more creamer pitchers and any other small
item pieces of equipment that a line analysis reveal need to be put into
place. This standardization will support
training.
The final type of cause that has been identified through performance
analysis is evident in managerial leadership. There is a gap evident between the expected
or optimal performance of the mangers versus what is actually happening. Performance analysis indicates that managers
are not always present on the line as a barista team member during peak
times. The baristas may have support and
assistance from the store managers during peak times, but it does not happen
every time in every store. The managers
lack the attitude to perform as a barista as expected in a consistent
manner. The managers lack the skills and
knowledge to equate their performance gap to the barista performance and
efficiency.
There is also a gap in the expectation of visibility of the
managers. The store managers are
expected to be visible to customers and baristas for a number of reasons
including helping during busy times and knowing what is going on in their store
in order to be a more effective manager.
Analysis indicates that store managers are visible at times. Again, there is not a consistent performance
in this area among all corporate locations.
Similar to performing as a barista on the line the store managers lack
the attitude to remain visible on the floor of the location as expected. The
store managers also lack the skills and knowledge to comprehend the impact that
their lack of visibility has on the barista performance. Teamwork is a stated objective of the PCJ Corporation.
However, it is not addressed during manager or barista training. Furthermore, if the managers are not present
they will not be able to support barista training by providing direct/immediate
feedback and reinforcement to baristas when it is needed.
Currently there is no formal feedback system for guests to convey their
attitudes and opinions to baristas, managers and/or corporate leadership. The only systems or procedures that are
currently in place for barista feedback is based on informal verbal complaints
or comments from guests. These are
handled by the Director of Operations who handles each complaint or comment
personally. However this may be
described as a more reactive approach to feedback instead of providing a more
proactive system for customer feedback.
The incentive program is ill-defined.
After conducting field interviews with baristas it is determined that
the current incentive system is not effective in increasing/improving barista
performance.
There are several possible solutions to consider in addressing the
problem that has been identified (See Figure
4). The first solution is for the PCJ Corporation to hire an instructional
designer to develop the training program including its content, materials and
the training implementation plan. Essentially
this solution would streamline the process as well as the content of
training. The Instructional Designer
would ensure that the training and work environment are the same or consistent
with one another. The instructional
designer could be contracted by PCJ or due to the expansion of the company the
PCJ Corporation could choose to create a position and employ an instructional
designer full time to work in the training department. The intention and goal for the future
training methods at PCJ would be for the instructional designer to develop a
web-based training program. There could be access from home as well as
available computers at the corporate training site.
Another solution would be to restructure the training program for
managers to use an evaluation tool to determine if the barista has been
sufficiently trained prior to allowing them to work any shift. This solution would provide a rubric for the
managers to follow. It could be in the
form of a simple checklist to determine if the employee is ready to work
independently. This solution will provide
some level of consistency and standardization.
The next solution is more on a micro level then the two
previously mentioned solutions. This
solution would encompass training the managers and baristas to station
themselves during peak time automatically.
This decision to station baristas during peak times would be more formalized
than it is currently and it would be based on a more systematic decision making
procedure. This would allow for the
baristas to be specialized based on their skills, knowledge and comfort level.
A third solution would be a logistical solution that would
be incorporated into the barista training.
This solution would be to schedule the on-the-job training for baristas
several days in a row. Interviews with
seasoned employees indicated that this was a methodology that was utilized
several years ago when they were going through their training process. However, due to several unknown factors (i.e.
college class schedule) barista training is not necessarily done on consecutive
days. The days may be spaced out
intermittently. It is understandable and
commendable that store managers and corporate leaders are striving to be
flexible with employee schedules.
However, this method does not allow for repetitive exposure to
information. The lack of consecutive
days affects the knowledge acquisition process. The skills and knowledge acquired do not
become rote for move to long term memory as easily because of the intermittent
exposure to the information. The
solution would simply require that baristas do not begin training until they
can agree to be trained for several days in a row.
There are also a few solutions that specifically address the
work environment. The first solution
would be to standardize the set up of the line per store. The set up of the existing line are
constrained by the architecture and construction that were completed based on
space requirements. Each store needs to
be reevaluated for clutter on both sides of the line. There could be a diagram that is created that
would illustrate where equipment, appliances and small tools need to be
located. In order to overcome the line
variation, this diagram could be created on a per store basis. These adjustments can be made considering
each store set up while still maintaining some level of consistency.
Another modeling solution that would improve the traffic
flow of customers would be for the condiment bar to be redesigned and/or
relocated to comfortably accommodate more than two people at a time. An identified model for an effectively designed
and positioned condiment bar is the one at the
The next solutions pertain specifically to equipment. Analysis indicates that some equipment/appliances
are not functioning optimally or may be the inappropriate type of equipment for
the job. One identified appliance that
evidently needs to be replaced is the toasters.
An inventory of equipment and appliance functioning should be
conducted. In some situations additional
pieces of small equipment are needed.
Observations revealed that a few additional cream dispensers being
available for use should decrease the amount of time that it takes for
baristas to maintain condiment areas.
Interviews and observation indicated that the credit card
machine in some locations is not adequate for the amount of credit card sales
that the store does. This area also has
been identified as a source of diminished efficiency. There are some store locations that serve a
majority of customers who pay via credit card.
The store locations that generate a good deal of credit card business
need new credit card machines that are faster.
An analysis of each store to determine if it is necessary to replace the
credit card machines or add additional machines should be conducted. A cost analysis of the new machine versus the
profit of serving more customers per day/week should also be conducted.
The next solution involves management and leadership. Analysis indicates that there is a gap
between what is expected of store managers and what actually occurs. The managers should be present on the line as
well as in the dining area for several reasons.
The store manager is also a barista.
During peak times the store manager needs to be present and working on
the line. The manager working as a team
leader should help boost morale and make the baristas feel supported,
particularly during peak times. The
managerial presence should also provide the baristas with a more immediate
feedback system.
The final solutions would be to create and utilize a
standardized incentive system. The present incentive system consists of an
employee of the month award that is based on manager nomination. It is given out monthly across all corporate
PCJ stores. The incentive is a fifty
dollar gift card to Best Buy. There is
also a salary review process that allows employees to be considered for a
dollar raise one time per year. Analysis
indicates that the salary review process may be subjective and not
standardized. The process would be more
effective if an instrument were developed and used to objectify this
process.
It is evident that there are many possible solutions to address the
problem. The first solution would be to
hire a trained instructional designer to develop the training program including
its content, materials and the training implementation plan. Essentially this solution would streamline
the process as well as the content of training. The instructional designer could be contracted
by PCJ or due to the expansion of the company the PCJ Corporation could choose
to create a position and employ an instructional designer full time to work in
the training department. The intention
and goal for the future training methods at PCJ would be for the instructional
designer to develop a web-based training program and/or interactive video.
There could be access from home as well as available computers at the corporate
training site. This solution is not
quite as feasible as other solutions due to the expense and the time that it
would take to facilitate. It would be a
comprehensive solution that would be effective; however the practicality would
not make it as feasible as other solutions.
This solution would prove to result in an improved overall training
program. However, this solution does
have several negative side effects. It
could take a good deal of time to hire a qualified designer. It may not be
readily accepted by organizational stakeholders. The corporate structure of PCJ would be
impacted by this solution. The position
would be costly and currently there is no space or equipment for the designer
to use. The creation of the space and
equipment would add to the costs. This
would be the most costly solution to solve the organizational problem but also
the most effective.
The second solution to restructure the training program for managers to
use an evaluation tool to determine if the barista has been sufficiently
trained prior to allowing them to work any shift would not solve the
organizational problem. This solution would provide a rubric for the managers
to follow. It could be in the form of a
simple checklist to determine if the employee is ready to work
independently. It would be effective for
the store managers to meet with the training team to develop this instrument
that they will use with each barista. It
may also be effective to have a barista as a representative on the team that
creates the instrument. The managers
would then move through some training on how to properly and effectively use
the instrument so that the instrument is used as objectively as possible. This
solution is not too expensive and it will not require too much time but it is
not comprehensive enough to solve the performance problem.
This next training solution would encompass training the
managers and baristas to station themselves during peak times
automatically. This decision to station
baristas during peak times should be more formalized than it is currently and
it should be based on a more systematic decision making procedure. This would allow for the baristas to be
specialized based on their skills, knowledge and comfort level. This procedure would also be done prior to
the rush that occurs on store locations. In other words, baristas will
know ahead of time which station that they will work that shift. They can then check their station to be sure
that it is prepared for the rush. Again, this streamlines the process in order
to increase efficiency. This solution should prove to be an effective solution to solve the
organizational problem.
Another solution is to schedule the on-the-job training for
baristas on several consecutive days.
Interviews with seasoned employees indicated that this used to be a
methodology several years ago when they were going through their training
process. However, due to several unknown
factors (i.e. college class schedule) barista training is not necessarily done
on consecutive days. The solution would
simply require that baristas do not begin training until they can agree to be
trained several days in a row. This solution should provide some level of consistency and
standardization. This solution also is
not costly; it would not disrupt the organization or the environment. The solution is very likely to be easily
accepted by corporate stakeholders.
There is already a facility in place that could be utilized to help
execute this training process. This training solution would require some
development and delivery preparation.
However, the design and development of the training would not extend
beyond current organizational capacities.
This training option would be concise and abbreviated in order to
specifically address the problem. It
also would not intrusive to the functioning of the organization. This solution should prove to be an effective
solution to solve the organizational problem.
Because performance in food and beverage service is
dependant upon individuals effectively utilizing equipment it is imperative
that along with training the work environment be revamped to be compatible with
and support training efforts. This would
encompass standardizing the set-up of the line in each store. As previously discussed the line set ups do
vary significantly. The set up of the existing lines are constrained by the
architecture and construction that were completed based on space
requirements. Also as noted, the
corporate locations in
Another modeling solution that would improve the traffic
flow of customers would be for the condiment bar to be redesigned and/or relocated
to comfortably accommodate more than two people at a time. An identified model for an effectively
designed and positioned condiment bar is the one at the
Again, if equipment
that baristas are trained to use is not functioning properly it will cause
their performance to be negatively effected.
Analysis indicates that some equipment/appliances are not functioning
optimally. One identified appliance that
evidently needs to be replaced is the toasters.
Analysis clearly indicated that some of the toasters that are used
simply are not fast enough for the location or the business that they
handle. Observation revealed that the
toasters do not appear to be designed for high volume or industrial use. Interviews indicate that the toasters
capabilities are sources of diminished efficiency. Interviews and observation revealed the
credit card machine in some locations is not adequate for the amount of credit
card sales that the store does. This
area also has been identified as a source of diminished efficiency. There are some store locations that serve a
majority of customers that pay via credit card.
The store locations that generate a good deal of credit card business
need new credit card machines that are faster.
An analysis of each store to determine of it is necessary to replace the
credit card machine should be done. A
cost analysis of the new machine versus the profit of serving more customers
per day/week should be conducted. An inventory of equipment and appliance
functioning should be conducted. It is
recommended that the baristas who operate the equipment on a daily basis will be
asked their opinion about the functioning of the equipment. In some situations additional pieces of small
equipment are needed. Observations
revealed that a few additional cream dispensers that are full and available for
use would decrease barista serving time. This solution has many positive
aspects. It is not too costly nor will it take much time to execute. The additional equipment or the replacement
of the equipment will not be obtrusive to the work environment. This solution
is likely to be accepted and will not disrupt the organization or its
individuals. However, this solution is
not a comprehensive enough to solve the problem independently. This solution
may be combined as an aspect of a training solution.
The next solution involves management and leadership. The solution would require standardized
expectations of the store managers and for managers to implement a more
tangible incentive system for baristas. This
solution does have many positive aspects.
The time required to create and implement this system would not be too
extensive. The environment would improve
and the individuals in the organization would benefit. There would be no additional space, equipment
or organizational restructuring required.
However, some individuals and/or stakeholders may not accept this solution
because it would cost money and it may not fit with the existing
conditions. This solution also does not
provide the support needed to solve the organizational problem.
Instructional
Development and Delivery Capabilities
The solution will entail development and delivery of the training
program by the Port City Java Training Department. There are ten trainers and
one head trainer currently employed. The training department was created by the
PCJ Corporation and its stakeholders therefore it is directly linked to the
system. The corporate headquarters and
training facility are located in
The trainers are individuals that have a variety of hands on work
experience within the PCJ Corporation. The trainers have worked as baristas and
store managers. This provides them with
direct knowledge of the subject matter of the training. Their capabilities vary but analysis
indicates that each trainer is highly qualified to develop and deliver this
particular training. The trainers are
very knowledgeable about the PCJ Corporation in general. Their primary job responsibilities and
expertise are to train individuals. In
this particular training situation the trainers will be working with their own
corporate managers. In other word, the
trainers should work out of the
The corporate headquarters will be utilized for the development and
delivery of this training solution. The
trainers have all needed resources located at the corporate offices. They have accessibility to equipment and
materials needed to develop and deliver the training. They will not require additional materials
because the corporate training department currently has all needed equipment
and materials. The corporate leadership
is open to and will support this training program. The system personnel have the required
abilities to complete this training which include basic skills reading, problem
solving and communication.
Currently, the related personnel do not have a very positive attitude
toward training. This is one reason to
support the development of a short, concise, streamlined training program to
solve the problem. Analysis indicates
that the negative attitude comes from two primary sources. The first is a lack of exposure to good
quality training. The training program for managers is perceived as including
information that is not necessarily useful to the manager. The view is that it
is not as pragmatic in nature as it needs to be. The second factor is that
communication has been a problem, as perceived by store managers. In other words, they are not always properly
informed when changes are going to be made. This negatively impacts their
buy-in to the change as well as their perception of future change
efforts. The trainers should include the
store managers in the process of developing this training program. The trainers should create a communication
plan with the Director of Operations.
Despite the current negative attitudes toward training, the involved
personnel are open to change procedures if they are perceived as useful and if
they are involved in the process. They
want to know that their voices are heard in the implementation of changes that
will affect them and their employees.
Both of these issues should be remedied through the implementation of
the proposed training program.
There is one identified constraint that needs to be addressed, which is
time. The store managers are willing and
able to participate in the training program, however their schedules are very
busy. This constraint leads to the one
resource that will be necessary to conduct the training. The recommendation is that the team that will
be trained be given a stipend for their time.
Therefore, some additional funds will be needed as a resource from PCJ.
They will be given a stipend because they will not be participating in the
training program during a normally scheduled shift. The training time will be in addition to their
schedules. Analysis has indicated that
it would not be logistically possible to have all corporate store managers miss
the same shift to be trained. This
illustrates another positive quality of the proposed training program. Due to
the content and nature of the training it will only take one day to
deliver. This time consideration takes
into account an hour for lunch, the regularly schedule meeting as well as a
period of questions and answers. The
idea that PCJ stakeholders are supporting by spanning the training across one
day is that it is going to be perceived as an enjoyable day. The PCJ corporate leaders would like the
store managers to feel as if the lunch, stipend and additional time to spend
with other managers are a bonus for attending the training. This should help maintain positive attitudes,
buy-in and morale. Therefore, the
stipend for that one day will not be as expensive as a longer training session. There are no other constraints present for
the successful completion of this training program as the Director of
Operations for PCJ will oversee the support of carry over and transfer of the
training back to each specific store location.
Comparing Solutions
As demonstrated in Figure 4 there are several solution possibilities
that are feasible choices to solve the problem.
However, after careful analysis and consideration the most appropriate
solution is to provide a specific training program for the store managers,
which will entail the following:
·
Training on how to properly use a tool/rubric
that store managers should utilize to determine if barista has been effectively
and successfully trained.
·
Training that demonstrates the
procedures to follow during peak hours when baristas should man specific
stations with the manager on the line placed in a strategic station as well.
·
Training on proper scheduling of
consecutive shifts for newly hired baristas.
After analyzing all potential solutions this training solution will be
the most effective for the desired change.
The baristas should decrease their serving time by 25% per customer by
increasing their level of efficiency.
The solution outlined above is the least intrusive solution for the
organization. This training will not be
extensive; therefore this particular solution should be somewhat
inexpensive. This solution is pragmatic
in nature. Training the store managers
on the specific skills, knowledge and attitudes will provide a logical solution
to the problem. This solution will be
precisely designed to target the areas that the analysis revealed need to be
targeted.
The solution that will best precipitate the successful change should entail an abbreviated training program. The methodology is as follows: The training department should choose one to two trainers to be part of an Instructional Design team. They should begin with a team meeting which includes each corporate store manager, the Director of Operations, the trainers and a barista. The trainers should present the problem to the individuals in the group meeting and begin a brainstorming session. In other words, the store managers will have input into the specific needs and content of the instruments that will be used in training. The trainers should gather all needed data to design the instruments and the training. This initial meeting will be two hours. The store managers already attend regular team meetings at the corporate headquarters, so this should not disrupt scheduling very much.
They should take the information provided by the managers to the team so that and proposed instruments can be created. The Instructional Design team should then design the training. The scope of this training is minimal in relation to other trainings that the trainers have designed and implemented. This particular training solution should incorporate some new procedures and policies that need to be followed. It should not be focused on covering gaps in cognitive skills and knowledge. In other words, the content of the training should not be complex. The breadth and depth of the training is minimal because it is very specific. The content, information and instruments that should be delivered during training should be very useful to each store manager. It should not be an additional set of duties that they have to fulfill. It should make their jobs easier, therefore perception and reception of the training should be positive. A good deal of the training should be focused on the importance of objectively using the instrument that is created to evaluate barista preparedness. An aspect of the training should also address the equipment and line set-up suggestions that will accompany the primary problems solution.
The trainers should use a brief print material packet to deliver the
training because that is the delivery method that the learners are most
familiar with at this time. The training
program should be delivered by the Port City Java head trainer, therefore it
will be instructor led. The Director of Operations should be present at the
training because they will be the person responsible to help support carry over
of the training to each store location.
Due to the nature of this training the trainers should not have to spend
many hours on the design and development of the training. Therefore, it should be implemented fairly
quickly. The cost of the training
program should be approximately $1,000.00.
That is a $100.00 stipend times ten store managers. The trainers
obviously do not get paid additional funds beyond their current salary because
this is their job. The Director of Operations also does not require a
stipend. The level of simplicity of the
training program is very user friendly and will positively affect the buy in
and follow through of the training content.
Figure 1: PCJ Organizational Chart
Figure 2: The Gaps between PCJs Current and Ideal
Status
|
What is currently happening |
What
should be happening |
Gaps |
|
Lack of data, regarding overall customer satisfaction. |
Customer satisfaction surveys are routinely administered |
No apparatus in place to measure customer service |
|
Opportunities for customers to provide feedback are
insufficient |
Comment box is available in all store locations |
No apparatus in place for soliciting positive or negative
feedback |
|
Performance measurements for assessing the execution of
tasks by baristas is subjective and inconsistent |
Training for baristas is consistently implemented and
based on performance objectives and matching assessments. |
Training deficiencyPerformance measurements for assessing
the execution of tasks by baristas is neither standardized nor consistently
implemented. |
|
Stated objectives for baristas do not match real
objectives of the corporation |
Baristas clearly understand how to achieve the real
objectives of the organization, including expectations for efficiency and
teamwork. |
Fuzzy performance expectations for baristas |
|
Incentive programs are subjective and inconsistent |
Employees perceive reward system to be fair and consistent |
Lack of definition and consistency in employee incentive
programs. |
|
Bathroom checklist is enforced however daily, weekly, and
monthly store cleaning and sanitation checklists are not always used |
Employees follow and sign off on all store cleaning and
sanitation checklists |
Lack of consistency in procedures for accountability of
store cleaning and sanitation, (i.e. weekly, monthly checklists) |
|
Placement of some trade tools is impeding flow |
Placement of trade tools makes the best use of space. |
Problems with efficient placement of trade tools |
|
Some of the auxiliary pieces of equipment, such as
toasters, microwaves, and credit card machine are inferior and impede
efficiency |
Toasters, microwaves and all equipment are safe, efficient
and in optimum working order. |
Problems with quality of auxiliary pieces of equipment,
such as toasters, microwaves and credit card machine. |
|
During peak times, baristas move faster but basically,
function the same as they do during slow times |
When a store is slammed, the baristas man stations where
their skills are strongest. |
Performance of baristas is not being adjusted to
compensate for higher volume of customers. |
|
Baristas call out orders by type of drink or food |
Baristas call out orders by the customers name. |
Lack of clarity and enforcement of performance
expectation |
|
During peak times, sometimes a manager is present on the
line; sometimes he/she is not. |
When a store is slammed, the manager is present on the
line. |
Lack of clarity in performance expectations of managers |
|
The on-the-job training methods and evaluation of baristas
is inconsistent among managers. |
Managers consistently deliver standardized training to
baristas that is based on performance objectives and matching assessments |
Training deficiency |
|
139-page Training manual is a loosely assembled document
of information with three quizzes and Final Exam. |
Training manual is based upon sound instructional design
principles |
Ineffective training materials |
|
Corporate decisions are being made without research and
the benefit of internal and external data. (i.e. input from employees,
customers, non-customers, etc.) |
Corporate headquarters makes decisions based upon input
from all stakeholders, including employees and customers, even non-customers. |
Insufficient apparatus for collecting data from
stakeholders |
Figure 3: Possible Causes of Performance
Deficits
|
Lack of
Skills/Knowledge |
Environment/Context |
Managerial
Leadership |
|
Improper
training/preparation for Bartistas-ineffective |
Set up of stores vary significantly-space on line/counter
issues (clutter, workspace, surface area) |
Manager visibility, participation and support during peak
times is not optimal |
|
Managers do not have or use a tool (system, procedure,
protocol) to follow to determine if baristas are prepared (trained properly) |
Some equipment/appliances are not functioning optimally or
may be inappropriate type of equipment for the job |
Lack of effective incentive system |
|
Baristas are not trained to man a station during the peak
times or operation improper/ineffective use of skills and knowledge |
Credit card machine is not fast enough to handle
capacity/quantity of people that pay with card |
Little opportunity for feedback for employees from guests
or from leadership |
|
Training schedule is intermittent therefore the skills and
knowledge that are taught during the on the job training are not repetitive
enough for effective knowledge acquisition |
Line set up varies significantly, unclear system or
procedures for set up |
More visibility of managers to provide
interaction/feedback and reinforcement that is more immediate |
|
Training program was not created using performance
objectives/assessments, research based methods were not used to design the
instruction contained in trainingtraining program and materials are not
effective |
Condiment bar design needs to be reevaluated |
|
|
|
Additional equipment as needed to increase efficiency
(i.e.cream pitchers) |
|
Figure 4: Possible Solutions for Performance Deficits
|
Possible Solutions |
Time |
Environmental Considerations |
Organizational Change |
Space Equipment Requirements |
Cost |
Benefit
& Loss Individuals |
Benefit
& Loss Organization |
|
Hire and Instructional Design team to
revamp training program |
- |
+ |
+ |
+ |
- |
+_ |
+_ |
|
Structured training checklist for managers to evaluate
employees |
+ |
+ |
+ |
+ |
0 |
+ |
+ |
|
Stationing during peak times-specializing work,
structuring work schedule |
+ |
+ |
+ |
0 |
0 |
+ |
+ |
|
Training shifts on consecutive days |
0 |
+ |
+ |
+ |
0 |
+ |
+ |
|
PCJ employ instructional designer to design training
program |
0 |
+ |
0 |
0 |
- |
+ |
- |
|
Quicker credit card
machine |
- 0 + |
+ |
+ |
+space equip. |
- |
+ |
+ |
|
Update quicker appliances & additional small tools |
+ |
+ |
+ |
- |
- |
+ |
+ |
|
Diagram layout of line including small utensils |
+ 0 - |
+ |
+ |
0 |
+ |
+ |
+ |
|
Standardized/ Reorganize lines (remove clutter) |
- + 0 |
+ |
0 |
+ |
0 |
+ |
+ |
|
Reposition/redesign condiment bar |
- |
+ + |
0 |
- |
- |
+ |
- |
|
Improved incentive system, systematic salary reviews |
+ |
+ |
0 |
+ |
0 |
+ |
+ |
Key
+ uses less time and resources
- uses more time and resources
0 uses about the same amount
of time and resources