Case Study On MIS Solution
Case Study On MIS Solution
Case Study On MIS Solution
Advantages to management:
2. If the management provides sufficient incentive for efficiency and results to their customers, it would make the
system a more complete MIS and so the MIS should support this culture by providing such information which will
aid the promotion of efficiency in the management services and operational system. It is also necessary to study
the keys to successful Executive Information System (EIS) development and operation. Decision support
systems would also make the system a complete MIS as it constitutes a class of computer-based information
systems including knowledge-based systems that support decision-making activities. DSSs serve the
management level of the organization and help to take decisions, which may be rapidly changing and not easily
specified in advance.
Improving personal efficiency, expediting problem solving (speed up the progress of problems solving in an
organization), facilitating interpersonal communication, promoting learning and training, increasing organizational
control, generating new evidence in support of a decision, creating a competitive advantage over competition,
encouraging exploration and discovery on the part of the decision maker, revealing new approaches to thinking
about the problem space and helping automate the managerial processes would make the system a complete
MIS rather than just doing transaction processing.
3. The management system should be an open system and MIS should be so designed that it highlights the
critical business, operational, technological and environmental changes to the concerned level in the
management, so that the action can be taken to correct the situation. To make the system a success, knowledge
will have to be formalized so that machines worldwide have a shared and common understanding of the
information provided. The systems developed will have to be able to handle enormous amounts of information
very fast.
An organization operates in an ever-increasing competitive, global environment. Operating in a global
environment requires an organization to focus on the efficient execution of its processes, customer service, and
speed to market. To accomplish these goals, the organization must exchange valuable information across
different functions, levels, and business units. By making the system more formal, the organization can more
efficiently exchange information among its functional areas, business units, suppliers, and customers.
As the transactions are taking place every day, the system stores all the data which can be used later on when
the hotel is in need of some financial help from financial institutes or banks. As the inventory is always entered
into the system, any frauds can be easily taken care of and if anything goes missing then it can be detected
through the system.
Step-by-step explanation
1. In the area of strategic planning - a decision of what product(s) to be maintained, to be
improved, and those to be taken out of the menu should be done to achieve great
product offering and satisfaction to customers. From the data coming from the voided
orders, it might be possible also to extract from it what food choice can be added in
the menu. In managerial control - decision of whom of those employees to retain,
especially those waiters who can keep up with the advancement of this system or
technology, plus who have pleasing personality that aides in customer satisfaction in
the front line. and in the operational control - must be the combination of worker
efficiency and product offering, meaning the decisions made in strategic planning and
managerial control dictates the operations and the controlling measures of the
restaurant. Aside from that, controlling the inventory is also highly favorable in the
restaurant business. Information require to make such decisions would include
identifying the food choices with high sales and those with least sales, feedback from
customers with their whole "customer experience/ journey", wastage and oversupply
from inventory section.
2. Actually the system is already perfect as it is presented, but it could also be that every
table have a tablet wherein customers may input their orders on their own and just
wait for it to be served to them. Talking about Management Information System,
keeping track of customer records will also help the management better provide its
services.
3. Explain the probable effects that making the system more formal would have on the
customers and the management. I believe that human as we are, we still need to
experience public relations even in our day to day eating habits or routine, especially
if we go to restaurants. But given this kind of system, when made more formal, it
would most likely be fast, efficient, hassle free, but with lesser interaction with the
crew. Overall, it will result still into customer satisfaction and company/operational
efficienc
4. 1) Strategic Planning, Managerial Control, and Operational Control in Roadside
Food Services Ltd
5. The introduction of an advanced ordering and management system, as described in
the scenario of Roadside Food Services Ltd, has significant implications for various
levels of decision-making within the organization. These levels include strategic
planning, managerial control, and operational control. Each level involves distinct
decisions and requires specific information for effective decision-making.
6.
7. Strategic Planning:
Strategic planning involves setting long-term goals and developing strategies to
achieve them. In the context of Roadside Food Services Ltd, the following decisions
would be made at the strategic level:
8.
9. 1. Menu Planning and Innovation: The system's ability to track sales of individual
food items versus total sales is crucial for understanding customers' preferences. This
information enables the strategic planning team to identify popular and less popular
items. For example, if salads have a lower sales percentage, the organization may
decide to revamp the salad menu, introduce new ingredients, or promote salad
specials to increase their popularity.
10.
11. 2. Market Expansion and Growth: With real-time sales data, the organization can
identify peak hours, popular items, and customer footfall. This information aids in
making decisions about potential expansion or opening additional branches. For
instance, if the restaurant experiences consistently high demand during lunch hours,
the organization might consider opening a new branch in a business district to cater to
this demand.
12.
13. 3. Investment in Technology: The successful implementation of the online ordering
system highlights the importance of technology in improving operations and customer
experience. The organization's strategic planning might involve decisions about
investing in further technological advancements, such as mobile apps for customers to
place orders remotely or implementing customer loyalty programs integrated into the
ordering system.
14. Example:
15. Decision: Introducing Health-Conscious Options
16. Scenario: The system shows a growing trend of customers ordering healthier items.
17. Response: The strategic planning team decides to introduce a new menu section with
healthier options, such as salads with lean protein and low-calorie dressing. This
aligns with the evolving customer preferences for healthier dining choices.
18.
19. Managerial Control:
Managerial control involves monitoring performance and ensuring that the
organization's plans are being executed effectively. The system's features provide
valuable insights for managerial control decisions:
20.
21. 1. Cost Control and Inventory Management: The comparison of weekly sales totals
versus food costs allows managers to track the profitability of each item. If a
particular dish has high sales but also high food costs, managers can analyze portion
sizes, ingredient quality, and pricing to ensure cost-effectiveness.
22.
23. 2. Quality Control: Tracking voided orders and reasons for voids offers insights into
potential service or food quality issues. If a certain item is consistently voided due to
quality issues, managers can investigate and address the problem promptly, ensuring
customer satisfaction.
24.
25. 3. Staff Performance: The system's real-time reporting on food items ordered allows
managers to monitor waitstaff performance. If certain waiters consistently upsell
high-profit-margin items, managers can recognize their efforts and perhaps use them
as examples for training other staff members.
26. Example:
27. Decision: Adjusting Portion Sizes for Cost Control
28. Scenario: The system reveals that a dish with high sales also has high food costs due
to generous portion sizes.
29. Response: The managerial control team decides to slightly reduce the portion size of
the dish while maintaining the same price. This adjustment improves the dish's profit
margin without significantly affecting customer satisfaction.
30.
31. Operational Control:
Operational control focuses on day-to-day activities and ensuring that processes run
smoothly. The system's operational features contribute to decisions at this level:
32.
33. 1. Order Prioritization: The automatic routing of orders to different preparation
areas (cold-item printer, hot-item printer, bar printer) streamlines kitchen operations.
Managers can use data on order volume for each printer to allocate staff resources
effectively during peak hours, minimizing wait times and ensuring efficient service.
34.
35. 2. Inventory Management: When the kitchen runs out of a food item, an 'out of
stock' message is displayed. This prevents customer disappointment due to
unavailability. Operational decisions involve setting up alerts for inventory levels,
managing supplier relationships, and optimizing order frequencies to maintain
sufficient stock.
36.
37. 3. Customer Service: Faster feedback on out-of-stock items enhances the waitstaff's
ability to provide accurate information to customers. Managers can use this
operational data to train waitstaff on effective communication strategies and ensure a
seamless customer experience.
38. Example:
39. Decision: Addressing Long Wait Times for Drinks
40. Scenario: The system consistently records longer preparation times for drinks during
peak hours.
41. Response: The operational control team instructs the bar staff to prioritize drinks for
immediate service during busy periods. This decision helps reduce wait times for
customers, enhancing the overall dining experience.
42.
43. In conclusion, the introduction of the advanced ordering and management system in
Roadside Food Services Ltd has implications for strategic planning, managerial
control, and operational control. Each level of decision-making relies on specific
information provided by the system. This integrated approach to decision-making
ensures that the organization can adapt to customer preferences, maintain cost-
effectiveness, and provide high-quality service in a dynamic and competitive food
service industry.
44.
45.
46. 2) Enhancing the System from Transaction Processing to a Complete
Management Information System (MIS)
47. The system described in the scenario, which enables online order entry and
streamlined processing, has already demonstrated its value in transaction processing.
However, to transform it into a more complete Management Information System
(MIS), additional features and functionalities are needed. An MIS goes beyond
transaction processing by providing comprehensive information, analytical
capabilities, and decision-support tools. Here's how the system could be expanded to
become a more robust MIS, along with examples to illustrate these enhancements:
48.
49. 1. Real-time Reporting and Analytics:
50. An MIS should offer real-time reporting and analytics capabilities that allow
managers to derive meaningful insights from the data generated by the system.
51. Example: Instead of just tracking sales percentages, the system could provide real-
time dashboards that show hourly sales patterns, helping managers identify peak
hours and allocate staff resources accordingly. This data would enable more informed
decisions about staffing levels and timing promotions to maximize revenue during
busy periods.
52.
53. 2. Business Intelligence and Data Visualization:
54. An MIS should provide data visualization tools that enable managers to easily
interpret complex data and trends.
55. Example: The system could offer interactive graphs and charts that visually represent
sales trends, menu item popularity, and customer preferences. Managers could
quickly identify which items contribute most to revenue, allowing them to optimize
the menu by focusing on high-margin and popular dishes.
56.
57. 3. Forecasting and Predictive Analytics:
58. An MIS should include predictive analytics capabilities that help managers anticipate
future trends and outcomes based on historical data.
59. Example: By analyzing historical sales data during specific holidays, the system
could predict increased demand for certain items during upcoming holiday seasons.
Armed with this information, managers could proactively adjust inventory levels and
staffing to meet expected demand and avoid stockouts.
60.
61. 4. Integration with External Data Sources:
62. An MIS should be able to integrate data from external sources, such as market trends,
economic indicators, or social media sentiment.
63. Example: Integrating data on local events or festivals could allow managers to
anticipate changes in customer traffic and preferences. For instance, if a major concert
is happening nearby, the system could suggest offering special promotions to attract
event attendees.
64.
65. 5. Strategic Decision Support:
66. An MIS should assist managers in making strategic decisions by providing scenario
analysis and "what-if" simulations.
67. Example: The system could simulate the impact of introducing a new menu item by
projecting potential sales, costs, and profit margins based on historical data. This
information empowers managers to make informed decisions about introducing
innovations while mitigating risks.
68.
69. 6. Benchmarking and Performance Comparison:
70. An MIS should enable managers to compare their performance against industry
benchmarks and competitors.
71. Example: The system could provide data on average wait times, customer satisfaction
scores, and sales metrics for similar restaurants in the area. Managers could use this
information to identify areas where they excel and areas that need improvement.
72.
73. 7. Strategic Alignment and Goal Tracking:
74. An MIS should align with the organization's strategic goals, providing tools to
monitor progress and make adjustments as needed.
75. Example: If the organization's goal is to increase customer loyalty, the system could
track repeat customer visits and provide insights into the effectiveness of loyalty
programs. This data would guide decisions about refining these programs for better
results.
76.
77. In conclusion, while the current system is effective in transaction processing,
expanding it into a more complete Management Information System (MIS) involves
incorporating real-time reporting, analytics, predictive capabilities, external data
integration, decision support tools, and alignment with strategic goals. By providing
comprehensive insights and tools for data-driven decision-making, the enhanced MIS
empowers managers to not only streamline operations but also optimize strategies,
ultimately contributing to the restaurant's long-term success and growth.
78. Step-by-step explanation
79. 3) Factors Contributing to the Success of the IS/IT Facility from Users'
Standpoint
80. The success of an Information Systems/Information Technology (IS/IT) facility, as
described in the scenario of the restaurant's online ordering and management system,
is not only determined by its technical capabilities but also by its effectiveness and
satisfaction from the users' perspective. Several factors have contributed to the
relative success story of this facility, fostering positive user experiences and
operational efficiency. Let's delve into these factors, supported by examples:
81.
82. 1. User Involvement in Design:
83. The involvement of users in the design and selection process of the IS/IT facility has
been a pivotal factor in its success. By seeking input from potential users, the
organization ensures that the system aligns with their needs and preferences.
84. Example: Prior to implementing the online ordering system, the restaurant engaged
its waitstaff, chefs, and other stakeholders in the decision-making process. Their
insights helped shape the system's functionalities, ensuring that it addresses real
operational challenges and streamlines processes that matter most to the staff.
85.
86. 2. User-Friendly Interface:
87. The ease of use of the IS/IT facility contributes to user satisfaction. An intuitive
interface enhances user adoption and minimizes the learning curve.
88. Example: The restaurant's system features an uncomplicated and visually appealing
interface for order entry. Waitstaff can quickly enter orders using the terminals,
avoiding the complexities of manual order-taking. This user-friendly design reduces
errors and allows staff to focus on delivering quality service to customers.
89.
90. 3. Streamlined Operations:
91. The facility's ability to streamline operations and enhance efficiency has positively
impacted user experiences. When processes are simplified, users can focus on their
core tasks without unnecessary complications.
92. Example: The routing of orders to appropriate preparation areas (cold-item printer,
hot-item printer, bar printer) based on the type of order significantly simplifies
kitchen operations. Chefs and bartenders receive clear and accurate orders, leading to
faster preparation and reduced errors in fulfilling customer requests.
93.
94. 4. Real-Time Feedback:
95. The system's provision of real-time feedback benefits users by enabling them to make
informed decisions promptly.
96. Example: When the kitchen runs out of a particular item, the cooks send an 'out of
stock' message. Waitstaff immediately receive this information on their terminals
when trying to order that item. This real-time feedback prevents waitstaff from
offering unavailable items to customers, ensuring better service and customer
satisfaction.
97.
98. 5. Enhanced Customer Interaction:
99. The IS/IT facility's contribution to improved customer interaction enhances users'
experiences by allowing them to provide better service and engagement.
100. Example: The system's ability to generate automatic billings and customer
check-listings eliminates the old three-carbon-copy guest check system. Waitstaff can
now focus on engaging with customers, answering questions, and ensuring an
enjoyable dining experience, rather than being tied down by manual paperwork.
101.
102. 6. Faster Decision-Making:
103. The system's provision of comprehensive data and analytics empowers users
to make faster and more informed decisions.
104. Example: Managers can use the system's up-to-the-minute information on
food items ordered and sales percentages to make on-the-spot decisions. For instance,
they can quickly adjust staffing levels during peak hours based on real-time data,
optimizing resource allocation for efficient operations.
105.
106. 7. Continuous Improvement Mechanisms:
107. The IS/IT facility's incorporation of features that support continuous
improvement aids user experiences by addressing challenges and refining processes
over time.
108. Example: The ability to track voided orders and reasons for voids allows
management to identify consistent issues related to food or service. Armed with this
information, the organization can implement targeted training programs for staff or
adjust processes to minimize such occurrences, improving overall service quality.
109.
110. In conclusion, the relative success story of the IS/IT facility can be attributed
to several factors that have positively impacted user experiences. User involvement in
design, a user-friendly interface, streamlined operations, real-time feedback, enhanced
customer interaction, faster decision-making, and continuous improvement
mechanisms have all played a crucial role. By focusing on enhancing user satisfaction
and aligning the facility with its needs, the organization has not only improved
operational efficiency but also cultivated a culture of excellence and customer-
centricity within its operations.
111.
112.
113.
4.
If management gives their customers adequate
incentives for efficiency and results, the system will become a more
complete MIS and therefore, by providing such information, the MIS
should support this culture, helping to promote the efficiency of
management systems and operating systems. The keys to the
successful development and operation of the Executive Information
System (EIS) must also be studied. Decision-based systems as well
make the system an MIS as a complete class of computer-based
facilitating decision-making activities, including knowledge-based
systems. DSSs serve the organization's management level and
assist in making decisions that can change quickly and not be
specified in advance.
Improved personal efficiency, accelerated problem-
solving (speeds up problems resolve within an organization),
facilitated interpersonal communications, supported learning and
training, increased organizational controls, new evidence generated
for decision making, creating a competitive advantage over the
competition, encouraged decision exploration and discovery.
5.
The management system should be open, and the MIS
should be designed in such a way that it alerts management to
critical business, operational, technological, and environmental
changes so that corrective action can be taken. To make the
system work, knowledge must be formalized so that machines all
over the world have a shared understanding of the data. The
systems that are created will have to be able to handle massive
amounts of data in a short amount of time.
An organization operates in a globally competitive, ever-
increasingly competitive environment. Operating in a global
environment necessitates a company's focus on process efficiency,
customer service, and time to market. To achieve these objectives,
the organization must share valuable information across functions,
levels, and business units. By formalizing the system, the
organization will be able to exchange information more efficiently
among its functional areas, business units, suppliers, and
customers.
As transactions occur on a daily basis, the system
records all of the information, which can be retrieved later if the
hotel requires financial assistance from financial institutions or
banks. Because the inventory is always entered into the system,
any frauds can be easily handled, and if anything goes missing, the
system can detect it.
1. A management information system (MIS) is an
organized combination of people, hardware,
communication networks and data sources that
collects, transforms and distributes information in
an organization. An MIS helps decision making by
providing timely, relevant and accurate
information to managers. The physical
components of an MIS include hardware,
software, database, personnel and procedures.
Management information is an important input for
efficient performance of various managerial
functions at different organization levels. The
information system facilitates decision making.
Management functions include planning,
controlling and decision making. Decision making
is the core of management and aims at selecting
the best alternative to achieve an objective. The
decisions may be strategic, tactical or technical.
Strategic decisions are characterized by
uncertainty. They are future oriented and relate
directly to planning activity. Tactical decisions
cover both planning and controlling. Technical
decisions pertain to implementation of specific
tasks through appropriate technology. Sales
region analysis, cost analysis, annual budgeting,
and relocation analysis are examples of decision-
support systems and management information
systems.
Key Benefits
• Reliable, easy to maintain and cost effective system
• Intuitive interface design
• High level of scalability
• Interaction with external systems e.g. cashier
systems
Future Plans
Holyfields has already planned future developments of
the system. The restaurant wants to extend the
system to enable customers to pay directly at the
terminal and to integrate terminal payment methods
for paying instantly and automatically via credit card
and cell phone. Plus they want to create ‘click path
tracking’ to get visibility on the way that guests
choose their meals, and they want to strengthen
customer loyalty and service by integrating CRM
modules. By 2013, Holyfields plans to integrate the
innovative new kiosks and digital signage into
restaurants in Berlin, Stuttgart, Hamburg, Leipzig,
München and Düsseldorf.
Systems serving operational management are transaction processing systems (TPS), such as payroll
or order processing, that track the flow of the daily routine transactions necessary to conduct
business. Management information systems (MIS) produce reports serving middle management by
condensing information from TPS, and these are not highly analytical. Decision-support systems
(DSS) support management decisions that are unique and rapidly changing using advanced analytical
models. All of these types of systems provide business intelligence that helps managers and
enterprise employees make more informed decisions. These systems for business intelligence serve
multiple levels of management, and include executive support systems (ESS) for senior management
that provide data in the form of graphs, charts, and dashboards delivered via portals using many