This page contains a Flash digital edition of a book.

Lean is certainly exerting a growing influence at the kitchen design and planning phase too, and is a useful tool for consultants. “As a design consultant I can

“We are not playing the role of designer, but we are helping the design team find the technology to reduce costs and increase quality”

quality, whether it is at the design stage for a new space or an existing space.” For example, kitchen expansion often requires additional equipment, some of which might be single-use, so Manitowoc is examining how to save space with multi-use equipment. “If you look at the kitchen from a Lean

perspective, some of the limitations are in due to the equipment and appliances as kitchen design becomes more sophisticated. So, we look at the entire kitchen to apply Lean principles to the equipment design to reduce both footprint and cost. This is our fitKitchen programme and this will allow us to innovate the kitchen of the future,” says Hanniffy. Manitowoc’s new service shows that kitchen operators – as well as equipment manufacturers – can apply Lean. It enables back-of-house improvements, such as streamlined preparation and waste reduction through constant analysis of standard menu items or optimisation of ordering processes through in-depth analysis of demand patterns. Kitchen workstations can now be reorganised in ways that echo how manufacturers organise more efficient production cells.


take the Lean principle of making obvious what adds value and reducing what does not,” says Eric Norman. “Items that do not add value to the project would be considered waste in this equation. This approach would ensure that the client is receiving the best planning and design for their particular project by making sure that value is always front and centre. Another major part of Lean manufacturing is improving efficiency, which can of course be achieved when planning and designing a kitchen.” “Waste can mean many

different things. There could be waste of labour hours, food products, chemicals or paper supplies and so on. Lean identifies waste in three different ways – waste within the manufacturing process, waste created through unevenness in workload and waste through overburden. If we keep those three waste streams in mind as we design, it allows us to manage each one individually and work on the ultimate goal of eliminating that waste through effective design,” he adds. To Norman, addressing waste through unevenness equates to just-in- time

manufacturing. Each workstation takes charge of its own ingredients and managing their readiness. Waste through overburden refers to breaking down processes into standardised elements to ensure every task is done simply and completely. Reducing waste within the manufacturing process means looking at the kitchen as a whole and determining what adds value and what does not. “Kitchens are mini manufacturing facilities, so this can be one of the easiest areas to take a Lean approach,” Norman adds. “To streamline food preparation, for example, you could map out how food products move through the facility and are

prepared. Lean utilises work

cells in manufacturing and the kitchen can be thought of in the same way. Each workstation is a work cell and can be standardised to produce certain items.” Efficiency and improved

workflow are instinctively part of the consultant’s mindset, but Norman believes much could be gained through a conscious and deliberate focus on Lean principles. “We as designers are always striving to improve workflow, manage food costs and inventory, and keep what is important to the client at the forefront of our design and eliminate non-value add items,” he observes. “Many foodservice consultants do this on a daily basis and may not know that they are, in essence, following the Lean model. Consultants can use Lean more effectively by setting up a list of tools that would allow them to follow the Lean model through the design process.”

Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84