Achieve continuous improvement with as-is and to-be process mapping
In 1952, brothers Richard and Maurice McDonald closed their BBQ restaurant for three months to focus on one small aspect of their business: hamburgers. Like many other restaurants at that time, their processes were slow and inefficient. They cooked menu items to order, used non-disposable dishes, and delivered meals via carhops. To cut costs and serve hamburgers faster, the brothers took their crew out to a tennis court.