How can you use Kaizen to improve customer value in food delivery?

Kaizen - change for the better. 1. Streamlined Ordering: Simplifying the ordering process for efficiency and user-friendliness. 2.Optimized Delivery: Regularly reviewing and improving delivery routes and methods for faster service. 3.Quality Control: Continuously improving food preparation for better quality and consistency. 4. Innovative Packaging: Enhancing packaging to maintain food temperature and presentation. 5. Responsive Customer Feedback: Actively using customer feedback to make iterative improvements. 6.Waste Reduction: Minimizing waste in food, resources, and operations. 7. Technology Upgrades: Integrating advanced technology for streamlined operations and service reliability.

In my words , Kaizen is like a team effort where everyone in a company, from the big bosses to the regular workers, works together to make things better. It's all about finding and fixing problems, cutting out unnecessary stuff, and making things better bit by bit. The idea is that even small changes can add up to make a big difference that lasts.

0) Voice of Customer (VoC) and performance Understand what your Customers need Are you measuring Customers satisfaction? What does success look like? How much does your performance fall short? 1) Problem statement Identify Customers being hit, involved processes and teams, WIIFM to change. TIP 1: build an agreed statement via 5Ws,2Hs with the team TIP 2: what happens if we do not do anything? 2) High Level Map Overall process map built with interfunctional/diverse team, enriched by Gemba facts,observations,data and Cust. feedbacks helps identifying "kaizen bubbles" Step 3) Kaizen 3 -1 -3 Plan kaizen :3 weeks Execute kaizen :1 week Sustain: 3 months Step 4) Monitor and close gaps, Celebrate, Standardize

Kaizen - Mudar para melhor, sempre! Para come?ar um projeto Kaizen, n?o é preciso iniciar com atividades e resolu??o de problemas grandes. A metodologia nos orienta em ser simples, ou seja, come?ar "pequeno", por exemplo um projeto piloto, pelo que está mais evidente, organizando tarefas e padronizando atividades, reduzindo desperdícios e perdas evidentes. O resultado será notado gradativamente, em evolu??o e harmonia com muito aprendizado e qualidade.

Kaizen n?o é apenas um conceito de ferramenta para melhorias de processos e políticas de empresas, mais sim uma metodologia de vida, onde se aplicarmos em nosso dia à dia nos tornaremos ser humanos melhores. Melhoria contínua sempre!!!

The Kaizen process contributes to a better understanding of the operational aspects within the food delivery company, specifically in the loading and reverse logistics processes. It ensures the effectiveness of these two processes, ultimately enhancing the driver's ability to successfully deliver to our clients. Kaizen is centered around the concept of continuous improvement for core processes, emphasizing that even small enhancements can lead to significant changes over time, facilitating the development of more efficient work practices.

Kaizen is not a rocket science and can be used any process that you do! Kaizen is making an advancement to the current state to make things better and easier. In the food delivery, kaizen can be used in multiple ways. Order receiving: Identify how many touch points the customer has to go through the food ordering process. Lesser touch points are better Order preparation: One of the critical processes. Identify the information flow from order receipt to the kitchen. How do you ensure that the process is error proofed? Order categorization: how do you categorize your orders after preparation? How easy the delivery guy can find the right order without mixing?. Order delivery: How fast you can deliver the order to the customer ?

A true Kaizen culture is built around respect for people. People are not respected when we underutilize their skills, when we blame them for failures in the system that we are not willing to address, when we remove their psychological safety at work. It is disrespectful to direct resources away from our employees that can help them experience the joy of winning. It is disrespectful to our teams to make them carry the burden of waste on their backs and fail, while those with power react slowly and deny problems. When we build a culture that truly respects our people, hears them, and acts in their favor, we will see massive productivity improvement. Kaizen is about people, focus, and execution.

In my experience, we may need to apply the following steps Step :1 Need to identify the value related Quality, cost, delivery and Safety. Step : 2 Need to analyse the process and eliminate NVA ( Non value added ) and to optimise ENVA ( Essential Non value added ) steps in the process. Through process will be stream lined. In some cases to eliminate waste, need to understand the root cause related to that concern. Define the concern and apply possible problem solving techniques like DMAIC, 8D to establish the improved process.

In my opinion Kaizen is as important to any business as is breathing to any living being. In my opinion the first step to identifying a Kaizen, or continual improvement, opportunity is to have clarity on the ideal state. Zero wastage is an excellent ideal state to start in food delivery

Begin by listening to customer feedback. Typically, you might receive complaints about the timing and temperature of the food. Analyze these concerns, taking into account factors like specific restaurant needs and regional variations. Use a Pareto analysis to identify the most significant issues, and then initiate Kaizen improvements.

Antes de implementar o Kaizen no delivery, é muito importante realizar uma reuni?o prévia com todos envolvidos, principalmente com a lideran?a, pois o exemplo tem que vir de cima, após todos entenderem e concordarem que isso trará valor ao negócio e as pessoas, come?a se a implementa??o. Nessa primeira fase é importante apresentar os 10 mandamentos pelo qual o Kaisen é regido a fim de desmistificar qualquer vício que possa ter no grupo, após isso, a equipe pode identificar e numerar tudo que notarem como oportunidade de melhoria, o foco deve ser eliminar desperdícios, todos devem estar envolvidos e todas as ideias s?o validas, mas é preciso ter um líder para ajudar na prioriza??o e direcionamento das tarefas.

I am fully agree with above steps, to implement in food delivery. We should always focus on customer satisfaction so we should always work on our goals and if required any place from our SOP need to do Kaizens.

Agree always listen to your customer requirement, but the expertise for delivering is within your own businesses, invest and train these people in the topic and they will drive it through to customer satisfaction. Empower your employees to drive the improvements.

For food industry first to consider voice of customer . Then by data analysis target can be set. Then following PDCA cycle involving all members, kaizen activities can be implemented.

Utilize Kaizen tools in food delivery by employing methods like value stream mapping to analyze and optimize processes. Implement visual management techniques to enhance communication and efficiency. Regularly review customer feedback using tools like surveys, ensuring continuous improvement in service quality and overall customer value.

I believe strong feedback system from stackholder is key to identifying improvement areas (dissatisfaction areas) of customers. Depending on which business model business fits in (B to B, B to C where in ..B to C is direct contact with customers, ), collecting real time feedback gives one idea of where improvement area lies . Kaizen needs challenge.. problem identification and it goes fr there . Q is how correct these real time feedbacks r. delivery time, food quality, ordering system, Repeat customer s or not are enough indication of problems. Whether higene is all OK, whether legal challenges exists currently.. Then use tools like RCA,Value stream mapping, scoping , find cause , use brainstorm to get to actions & implement the actions.

start by utilizing tools like process mapping to visually represent the current workflow, identifying inefficiencies and bottlenecks. Conduct regular Gemba walks, where managers and employees observe operations in real-time to gain insights and identify improvement opportunities. Implement tools such as the Plan-Do-Check-Act (PDCA) cycle for iterative problem-solving, setting specific goals, implementing changes, and assessing their impact. Utilize tools like 5 Whys to dig deep into the root causes of issues and address them effectively

I believe using a value stream map to capture current state of the process (not how we think it works or how we expect it to work) will pinpoint the areas for opportunity. There might be some easy fixes or 'just do it' types of projects than correct inefficiencies. Other opportunities might require a separate 5S or SMED event to improve outcomes.

Antes de hablar de herramientas Kaizen, es importante empezar a crear cultura de mejora continua. Puedes implementar herramientas sueltas en algún proyecto pero si no hay una base sólida de creencia, los resultados no se van a mantener en el tiempo. De inicio, cambia patrones en tu empresa que vayan en contra de esta filosofía y empieza escuchando al cliente y a las personas de tu organización. Ellas están en el terreno y saben perfectamente cómo mejorar su puesto de trabajo. Empieza por ahí, con peque?as dinámicas de mejora continua donde puedan aportar iniciativas y poco a poco vete creando un sistema.

Qualquer cultura, incluindo a de Kaizen, só pode ser fomentada de forma efetiva se a mesma fizer parte da estratégia da organiza??o (de qualquer ramo de atividade ou tamanho) e consequentemente respaldada pela sua lideran?a. Iniciativas isoladas, mesmo que bem intencionadas, tendem a fracassarem.

Start by promoting open communication channels where employees feel empowered to share ideas and feedback. Conduct regular training sessions to educate staff about Kaizen principles and their role in the improvement process. Encourage a mindset that views challenges as opportunities for growth rather than obstacles. Recognize and celebrate small achievements to reinforce the importance of continuous improvement.

A good analysis to decide the way of fostering the Kaizen culture has to be done, it has to be aligned to the Company values, from this depends the type of culture to get An easy way is by rewarding employees that l provide ideas for improvement A more holistic way is to involve all participants in the food delivery process, starting with Customers, employees of delivery and suppliers to get ideas within all value stream

Most food delivery companies untilize an inventory system or can incorporate a kanban system to monitor inventory. Empowering employees to confirm the inventory/kanban levels are acceptable based on product use and expiration can better inform the system.

Uma estratégia muito eficiente é a criar uma cultura de reconhecimento. Reconhecer as melhores ideias com critérios definidos.

Além dos aspectos já mencionados sobre o Kaizen no delivery de alimentos, é importante considerar movimentos simples que podem agregar um valor imenso. Brindes personalizados, embalagens inovadoras e bem pensadas, uma organiza??o cuidadosa da comida e até mensagens de carinho incluídas nos pedidos podem fazer uma grande diferen?a na percep??o do cliente. Tais detalhes, embora pequenos, têm o poder de transformar uma experiência comum de entrega em algo memorável, aumentando a satisfa??o do cliente e fortalecendo a fidelidade à marca. Esses s?o elementos que, alinhados à filosofia do Kaizen, podem elevar significativamente o valor agregado do servi?o.

Mais importante que melhorar é manter a melhoria. Neste sentido, o trabalho padronizado é fundamental para garantir resultados consistentes a longo prazo além de ser a base que garante melhorias adicionais. Padronizar é garantir que o melhor método conhecido hoje, possa ser entendido e replicado para todos e o mesmo deve contemplar os padr?es de tempos, métodos, qualidade e seguran?a necessários para entregar casa etapa do processo.

Kaizen is essentially based upon the firm belief that there is always a better way to do a particular job and that no process is perfect. If you think about a problem long enough, you will find that there is ALWAYS a better way of doing something.

Be sure to get approval, defined commitment from the leaders within the organization. In my view, the success of any Kaizen event is to have the right make up of participants. A good blend of SMEs, non SMEs and leadership. Kaizen sponsor (The interested executive level). Kaizen leader(Facilitates the Kaizen event)

Valor es igual a experiencia y se puede obtener con Kaizen, no solo para la entrega de alimentos si no para cualquier proceso. Les comparto los 5 pasos que considero claves para aumentar el valor, con un evento Kaizen : 1 Conocer las necesidades del cliente: Utiliza el Customer Journey Map para definir el valor 2 Mapear el proceso actual (As Is) : Entiende el flujo de valor y el problema a solucionar 3 Idear el proceso optimizado (To Be): Piensa en el proceso de ideal, que genere valor y experiencias 4 Priorizar acciones para implementar: Seleccióna las acciones según el esfuerzo benéficio de cada una. 5 Medir el valor entregado y el valor percibido por el cliente: Define los Kpis para medir el impacto de las acciones.