BM1710

Name: GIRYL JEAN S. FERNANDEZ BSBA-302B

TASK PERFORMANCE

FORECASTING AT HARD ROCK CAFE

With the growth of Hard Rock Café – from one pub in London in 1971 to more than 145 restaurants in 60 countries
today – came a corporate wide demand for better forecasting. Hard Rock uses long-range forecasting in setting a
capacity plan and intermediate-term forecasting for locking in contracts for leather goods (used in jackets) and for
food items such as beef, chicken, and pork. Its short-term sales forecasts are conducted each month, by café, and
then aggregated for a headquarters view.

The heart of the sales forecasting system is the point-of-sale (POS) system, which, in effect, captures transaction
data on nearly every person who walks through a café’s door. The sale of each entrée represents one customer;
the entrée sales data are transmitted daily to the Orlando corporate headquarters’ database. There, the financial
team, headed by Todd Lindsey, begins the forecast process. Lindsey forecasts monthly guest counts, retail sales,
banquet sales, and concert sales (if applicable) at each café. The general managers of individual cafes tap into the
same database to prepare a daily forecast for their sites. A café manager pulls up prior years’ sales for that day,
adding information from the local Chamber of Commerce or Tourist Board on upcoming events such as a major
convention, sporting event, or concert in the city where the café is located. The daily forecast is further broken into
hourly sales, which drives employee scheduling. An hourly forecast of $5,500 in sales translates into 19
workstations, which are further broke down into a specific number of wait staff, hosts, bartenders, and kitchen
staff. Computerized scheduling software plugs in people based on their availability. Variances between forecast
and actual sales are then examined to see why errors occurred.

Hard Rock doesn’t limit its use of forecasting tools to sales. To evaluate managers and set bonuses, a 3-year
weighted moving average is applied to the café sales. If café general managers exceed their targets, a bonus is
computed. Todd Lindsey, at corporate headquarters, applies weights of 40% to the most recent year’s sales, 40%
to the year before, and 20% to sales two (2) years ago in reaching his moving average.

An even more sophisticated application of statistics is found in Hard Rock’s menu planning. Using multiple
regression, managers can compute the impact on demand of other menu items if the price of one item is changed.
For example, if the price of a cheeseburger increases from %7.99 to $8.99, Hard Rock can predict the effect this will
have on sales of chicken sandwiches, pork sandwiches, and salads. Managers do the same analysis on menu
placement, with the center section driving higher sales volumes. When an item such as hamburger is moved off the
center to one of the side flaps, the corresponding effect on related items, say French fries, is determined.

HARD ROCK’S MOSCOW CAFE

MONTH 1 2 3 4 5 6 7 8 9 10
Guest count
21 24 27 32 29 37 43 43 54 66
(in thousands)
Advertising
14 17 25 25 35 35 45 50 60 60
(in $ thousands)

Questions (5 items x 10 points: 5 points for solution, 5 points for explanation):

1. Describe three (3) different forecasting applications at Hard Rock.

• Long-range forecasting: in setting a capacity plan.
• Intermediate-term forecasting: for locking in contracts for leather goods (used in jackets) and for
food items as beef, chicken, and pork.
• Short-term forecasting: daily forecasts which contain the effect of special events in the town
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(including staff forecast)

2. Name three (3) other areas in which you think Hard Rock could use forecasting models.
• Human resources can use intermediate forecasting to assess how much an employee can
produce.
• The implementation of a new product and the impact to Hard Rock’s customers could be
forecasted using long-term strategic forecasting.
• Long-term strategic forecasting can be used to investigate potential locations for new restaurant
openings to determine if there is sufficient demand to make a restaurant profitable.

3. What are the roles of the POS system in forecasting at Hard Rock?
• The roles of the POS system in forecasting at Hard Rock, is used to collect data about every
person who walks through a Hard Rock café’s door.
• Data is automatically transmitted to Corporate Headquarters’ database in Orlando.
• This data can be classified by customer and by teller.
• So, in general the POS systems in Hard Rock Café collect data’s of nearly all customers to gets
used to their habits and preferences.
• This information among the inputs for the forecasting process, which has to be done to be well
prepared for the future.

4. Justify the use of the weighting system used for evaluating managers for annual bonuses.
- Managers will be able to maximize not only the company's results, but also current and future results, by
using a weighting system. The concept of Hard Rock's annual bonuses is based on three years of sales. (The
most recent year – 40%, the previous year – 40%, and two years ago – 20%). It motivates managers to be
more efficient over time. If sales fall in a year, this influences the amount of bonus to be given

5. Name several variables besides those mentioned in the case that could be used as good predictors of daily
sales in each café.

- Vacation/holiday schedules for the local communities surrounding the restaurant, as well as other regions if
the restaurant is located in a high-traffic area.
- Previous weather patterns for the time period under consideration.

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PROJECT MANAGEMENT AT ARNOLD PALMER HOSPITAL

The equivalent of a new kindergarten class is born every day at Orlando’s Arnold Palmer Hospital. With more than
13,000 births in the mid-2000s in a hospital that was designed 15 years earlier for a capacity of 6,500 births a year,
the newborn intensive care unit was stretched to the limit. Moreover, with continuing strong population growth in
central Florida, the hospital was often full. It was clear that new facilities were needed. After much analysis,
forecasting, and discussion, the management team decided to build a new 273-bed building across the street from
the existing hospital. But the facility had to be built in accordance with the hospital’s Guiding Principles and its
uniqueness as a health center dedicated to the specialized needs of women and infants. Those Guiding Principles
are: Family-centered focus, a healing environment where privacy and dignity are respected, sanctuary of caring
that includes warm, serene surroundings with natural lighting, sincere and dedicated staff providing the highest
quality care, and patient-centered flow and function.

The vice president of business development, Karl Hodges, wanted a hospital that was designed from the inside out
by the people who understood the Guiding Principles, who knew most about the current system, and who were
going to use the new system, namely, the doctors and the nurses. Hodges and his staff spend 13 months discussing
expansion needs with this group, as well as with patients and the community, before developing a proposal for the
new facility. An administrative team created 35 user groups, which held over 1,000 planning meetings (lasting from
45 minutes to a whole day). They even created a “Supreme Court” to deal with conflicting views on the
multifaceted issues facing the new hospital.

Funding and regulatory issues added substantial complexity to this major expansion and Hodges was very
concerned that the project stay on time and within budget. Tom Hyatt, director of facility development, was given
the task of onsite manager of the $100 million project, in addition to overseeing ongoing renovations, expansions,
and other projects. The activities in the multiyear project for the new building at Arnold Palmer are shown in the
table below:

Expansion Planning and Arnold Palmer Hospital Construction Activities and Times
ACTIVITY SCHEDULED TIME PRECEDENCE ACTIVITY(IES)
1. Proposal and review 1 month -
2. Establish master schedule 2 weeks 1
3. Architect selection process 5 weeks 1
4. Survey whole campus and its needs 1 month 1
5. Conceptual architect’s plans 6 weeks 3
6. Cost estimating 2 months 2, 4, 5
7. Deliver plans to board for consideration/decision 1 month 6
8. Surveys/regulatory review 6 weeks 6
9. Construction manager selection 9 weeks 6
10. State review of need for more hospital beds
3.5 months 7, 8
(“Certificate of Need”)
11. Design drawings 4 months 10
12. Construction documents 5 months 9, 11
13.Site preparation/demolish existing building 9 weeks 11
14. Construction start/building pad 2 months 12, 13
15. Relocate utilities 6 weeks 12
16. Deep foundations 2 months 14
17. Building structure in place 9 months 16
18. Exterior skin/roofing 4 months 17
19. Interior buildout 12 months 17
20. Building inspections 5 weeks 15, 19
21.Occupancy 1 month 20

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*For simplification, assume each week = .25 months (i.e., 2 weeks = .5 month; 6 weeks = 1.5 months)

Questions (5 items x 10 points: 5 points for solution, 5 points for explanation):

1. Develop the network for planning and construction of the new hospital at Arnold Palmer.

2. What is the critical path, and how long is the project expected to take?

- To determine how long your project will take, you must first identify the critical path. There is at least one
critical path in this new hospital. Other network paths will be shorter or equal to the critical path; in fact, a
project may have multiple critical paths. The total project duration is expected to be more than 44 months,
with the critical path being 1-3-5-6-8-10- 11-12-14-16-17—19-20-21.

3. Why is the construction of this 11-story building any more complex than the construction of an equivalent
office building?
- The project is complicated because the density and diameter of the rebars in the mating process increase
with the number of floors in a building. To accomplish this, the presence of professionals is required. This
step is applied to all types of houses, whether steel or concrete frame, and as a result, the entire surface of
the building is networked using rebar, with these networks connected by welding or reinforcement wire.
The strength of these joints is important because in the event of tensile pressures on a structure, such as an
earthquake, it is the joints that can withstand all of this force and pressure.

4. What percent of the whole project duration was spent in planning that occurred prior to the proposal and
reviews?
- The vice president spent 13 months discussing and compiling this new hospital wing, which means 13
months of planning and 47 months of construction totals 60 full months, which means 21.7 percent of total
project time is spent on planning prior to the actual start at the starting point (suggestions and comments).
The reason for all of this was taken by the hospital's vice president. It is claimed that an administrative
team comprised of 35 user groups, Patients, doctors and nurses, and the entire community were involved
in all of these decisions planning this offer involving the community and applying genuine assistance.
Essentially, the hospital distinguishes itself by taking the time to ensure that all needs and prerequisites are
met before submitting your proposal.

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5. What percent of the whole project duration was spent in planning that occurred prior to the actual building
construction?
- In planning that occurred prior to the actual building construction spent 55.05% duration in whole project.

Rubric for grading the solutions:

CRITERIA POINTS
Complete the solution with correct answer 5
Last two (2) major steps of the solution are incorrect 4
Half of the solution is correct 3
First two (2) major steps of the solution are correct 2
First major step of the solution is correct 1

Rubric for grading explanations/justifications:

CRITERIA PERFORMANCE INDICATORS POINTS

Provided pieces of evidence, supporting details, and factual
Content 2
scenarios
Used correct grammar, punctuation, spelling, and
Grammar 1
capitalization
Expressed the points in clear and logical arrangement of
Organization of Ideas 2
ideas in the paragraph
TOTAL 5

REFERENCES
Heizer, J., Render, B., & Munson, C. (2017). Operations management: Sustainability and supply chain management
(12th ed.). Boston: Pearson Education Inc.

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