Developing an Action Plan to Increase Employee Efficiency and Improve Operational Streamlining : Adjustments after changing to a new digital performance monitoring system in Company X
Brahmbhatt, Unnatiben (2025)
2025
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025061923331
https://urn.fi/URN:NBN:fi:amk-2025061923331
Tiivistelmä
This thesis aims to develop an action plan to improve restaurant operations and employee productivity following the transition to a new, modern performance monitoring system. The goal was to handle delays and uneven performance, which worsened after the upgraded system was introduced.
The thesis used Applied action research and qualitative data collection methods. Key stakeholders from the case company were invited to be part of the research. Data was obtained through several organized stages: an analysis (Data 1), discussion with key stakeholders (Data 2), and validation with the decision-makers (Data 3). The study started with the current state analysis. It revealed that rigid Key Performance Indicators for MFY and R2P required workers to change how they worked, what they used to do, and their requirements. The analysis found that there were five big challenges: decreasing motivation, difficulty with how training was managed, dramatic task sharing during peak times, poor communication, and lack of role flexibility.
The theoretical framework was developed using a review of the literature about motivation models, reinforcement learning, and leadership. As a result, the researcher created and tested a proposal made up of a Recognition Program, Weekly Training Refreshers, Peak-Hour Playbooks, Pre-shift Sync Meetings, and a Peak-Hour Action Plan. According to stakeholder input, these elements were proposed to be changed to improve restaurant operations and employee productivity. Each element of the proposal addressed the key issues found in the CSA and applied best practices from the literature.
The outcome of the thesis is an approved proposal guiding how operations should be revised and started to be carried out in phases. It is expected that both the MFY and R2P metrics will increase, as well as employee morale, the team’s working connection, and the efficiency of leaders. What was discovered in this study matters a lot to the case company caught in digital transformation, as it outlines a model that can help them address performance challenges through joint planning backed by data. It is expected that bringing together theories and stakeholder ideas would result in an ongoing increase in operational success, but it still needs to be checked via practical implementation.
The thesis used Applied action research and qualitative data collection methods. Key stakeholders from the case company were invited to be part of the research. Data was obtained through several organized stages: an analysis (Data 1), discussion with key stakeholders (Data 2), and validation with the decision-makers (Data 3). The study started with the current state analysis. It revealed that rigid Key Performance Indicators for MFY and R2P required workers to change how they worked, what they used to do, and their requirements. The analysis found that there were five big challenges: decreasing motivation, difficulty with how training was managed, dramatic task sharing during peak times, poor communication, and lack of role flexibility.
The theoretical framework was developed using a review of the literature about motivation models, reinforcement learning, and leadership. As a result, the researcher created and tested a proposal made up of a Recognition Program, Weekly Training Refreshers, Peak-Hour Playbooks, Pre-shift Sync Meetings, and a Peak-Hour Action Plan. According to stakeholder input, these elements were proposed to be changed to improve restaurant operations and employee productivity. Each element of the proposal addressed the key issues found in the CSA and applied best practices from the literature.
The outcome of the thesis is an approved proposal guiding how operations should be revised and started to be carried out in phases. It is expected that both the MFY and R2P metrics will increase, as well as employee morale, the team’s working connection, and the efficiency of leaders. What was discovered in this study matters a lot to the case company caught in digital transformation, as it outlines a model that can help them address performance challenges through joint planning backed by data. It is expected that bringing together theories and stakeholder ideas would result in an ongoing increase in operational success, but it still needs to be checked via practical implementation.