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From there, the next stop was the first Ray Kroc McDonald's in Des Plaines. I had thought it would beclosed (my guidebook said the museum was open only Wednesdays andSaturdays), but McDonald's dug deep into the corporatecoffers to keep it open Mondays and Tuesdays, too. Visitors cango inside and look at a mockup of the whole operation from behindthe counter, look through the McDonald's operations manual,and walk downstairs to the basement for a couple more exhibitsand a short propaganda film.
The record contains evidence McDonald's encourages its employees and aspiring managers to show greater dedication than simply working a shift and going home. O'Connor presented McDonald's operations and training manual and employee handbook to demonstrate McDonald's fosters employee initiative and involvement in problem solving. Such evidence could reasonably support a finding of "a direct and specific connection" between McDonald's business and the gathering at Duffer's because the gathering was consistent with the "family" spirit and teamwork emphasized by McDonald's in its communications with employees. Such evidence could also reasonably support a finding McDonald's emphasis on teamwork made a group discussion of McDonald's business at Duffer's house a foreseeable continuation of Evans's special errand. The record also contains evidence supporting a reasonable inference Evans went to Duffer's house intending to continue his work on the spring blitz for McDonald's. Much of the conversation during the gathering centered on McDonald's business or concerned employee-manager relations. A "main inspection" was scheduled for the day after the spring blitz cleanup of the playground area. The persons at Duffer's house continued their mental inventory of last minute things they could do to improve their chances in the spring blitz competition. According to Evans, the group was concerned about whether "we were going to win [the spring blitz], and we did." The group discussed the cleaning activities of the spring blitz to determine whether they might return to the restaurant to correct any deficiencies. According to Duffer, the activity during the gathering at his house consisted of "sitting around talking about the blitz and relaxing." The group also "talked about other stores, how they had been doing [and] about passing the quality checks that we had or spot checks that we had."
The McDonald's operations manual dictates every move made inside one of its restaurants. Rules govern how many hamburger patties to a pound of beef (10), how long to toast a bun (17 seconds) and how much sanitizer to use when cleaning the shake machine (1 packet for 2.5 gallons of water).
But what the manual doesn't address and can't measure is what happens after all those perfectly uniform burgers and buns get across the counter. With system sales having grown to $41.5 billion in 2002, up 4.3% per year since 1998, there seemed little need for executives to lose sleep over a few complaints.
With an aura of defeat starting to infect its global sprawl of 31,000 eateries, the board nudged out chief executive Jack M. Greenberg and in December 2002 replaced him with former international division chief James R. Cantalupo. Cantalupo, 60, had joined McDonald's finance division in 1974 and then spent 20 years on the operations side of the business. "I made it a policy never to leave a store without talking to a customer," he says.
Michael Roberts, the head of McDonald's U.S. operations, had tried the year before to push Greenberg to get more customer feedback. He got lukewarm support; Greenberg preferred his own idea for a $1 billion information network called Project Innovate that would funnel real-time sales data from the company's 31,000 restaurants to Oak Brook. But reams of sales data weren't what Rob

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Traditionally, such a task would take hours of manual labor and number crunching. However, companies like McDonald's Corporation can now rely on Zip Ordering to get the job done in a fraction of the time.
Order management is an aspect of operations that needs detailed documenting and data-backed decisions. Without this level of accountability, organizations can easily slip into uncontrolled maverick spending and large dents in profits.
McDonald's coffee was served at a temperature between 180 and 190 degrees Fahrenheit. McDonald's had long known that this was 20 to 30 degrees hotter than the coffee served at most other restaurants; in fact, this temperature range was indicated in its operations manual. In the 10 years before the case, more than 700 people who were scalded by coffee burns made claims against the company. But McDonald's never lowered the temperature of its coffee.
What exactly is an automated restaurant? While there isn't one exact way to create a fully automated restaurant, many owners replace manual processes with faster technologies. Implementing automation gives a casual restaurant or fast-food chain a competitive edge during difficult economic and market conditions. According to different studies, a fully automated restaurant reduces labor costs, minimizes other operating expenses, and increases profits. Furthermore, the restaurant business improves the customer experience when they offer self-service, intuitive ways for patrons to place an order for food delivery services. Regardless of how a restaurant implements an automated solution, automation tends to increase profits, save money, and enhance a brand. Examples of automation in restaurants include Kiosks- Customers use an ordering machine or kiosk for food service rather than wait in line. McDonald's and other fast-food chains incorporate kiosks in most franchises.Employee Training- Interactive programs and other onboarding systems automate new hire training.Menus- Digital menus display different items at breakfast, lunch, and dinner. They use pictures and other visuals to draw in the customer's attention.Though automated restaurants are all the rage from New York to San Francisco, there are both pros and cons when a fast-casual diner decides to eliminate manual processes. These include
Increase ReliabilityRestaurant automation improves accuracy as patrons are able to easily review orders. A very fast-paced diner with lengthy wait times pushes both the patron and the cashier to quickly perform a transaction. However, the cashier still needs to provide good customer service even when under pressure. This type of high-pressure dining experience increases the likelihood of human error. Automation also increases accuracy in the kitchen area. If the restaurant industry invests in a robot to prepare menu items, each meal is cooked perfectly. The quantity of each order does not impact the quality of the customers' order. Save MoneyLabor expenses can make or break a struggling diner. As the minimum wage rises across the country, automation restaurants may solve the problem. Because the cost of technology systems decreases, diners invest in more systems than counterbalance the rise in worker pay. Predictive scheduling decreases any scheduling problems that arise with manual processes. This ensures business owners comply with state and federal regulations. It also increases employee morale and ensures everyone is at work when they are supposed to be. Improves EfficiencyBecause automation decreases inaccuracies in both online ordering and in-person orders, employees are more efficient. Automation also ensures that the chef or robot will use the correct amount of ingredients for each menu item. This minimizes costs and waste so restaurants can increase their profit margins. Customers are also happy when they receive a healthy food order exactly the way it is supposed to be. Fin

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Allan Mathis, the manager of a Hardee's in Rapid City, South Dakota, who strip-searched an employee in June 2003, said in an interview: "I didn't want to be doing it. But it was like he was watching me."
"The assembly-line process very deliberately tries to take away any thought or discretion from workers," said Reiter, who teaches at Toronto's York University and who spent 10 months working at a Burger King as part of her research. "They are appendages to the machine."
At a Burger King in Pendleton, Indiana, a supervisor was so intent on finishing a search of a 15-year-old girl in December 2001 that when the girl's father arrived to pick her up from work, he had to jump over the counter to end her humiliation.
And in Dover, Delaware, a Burger King manager who was strip-searching an 18-year-old employee in March 2003 fought off the worker's mother and boyfriend so strenuously that state police had to be called.
Some of the strip searches weren't even reported to police, because embarrassed restaurant officials were reluctant to publicize them, said Jablonski, the ex-FBI agent. The fiercely competitive chains also initially were reluctant to talk to each other.
Stewart insisted he'd never bought a calling card, but when detectives searched his house, they found one that had been used to call nine restaurants in the past year, including the Idaho Falls Burger King on the day its manager was duped.
"You don't have to be a Phi Beta Kappa to know not to strip-search a girl who is accused of stealing change," said Roger Hall, the lawyer for a woman who won $250,000 after being strip-searched at a McDonald's in Louisa, Kentucky.
Although a McDonald's security executive had sent a 10- to 15-second voice message to every store in the region about hoax calls about a week before the Mount Washington incident, Siddons, the manager there, said in her deposition it didn't mention strip searches.
"Employers have a right to make you empty your pockets, take off your coat or pass through a metal detector," unless a union contract prohibits it, said Louisville lawyer Alton Priddy, who represents employees. But he and James U. Smith III, who represents employers, said they've never heard of an employer strip-searching a worker and it would be permissible only in the most limited settings, such as a defense plant entrusted with protecting military secrets.
Companies also should periodically inform operators and franchisees about strip-search hoaxes and other scams, said Atlanta lawyer Mary Ann Oakley, who defended McDonald's in a strip-search case and whose firm, Holland & Knight, publishes a newsletter for the hospitality industry.
It was the shocking story -- and unbelievable surveillance video -- that riveted the nation. A young McDonald's employee humiliated, forced to strip and then to perform a sexual act in the back office, during her work day.
But thanks to an Internet search by his chief of police, Stump discovered that calls like this have been going on for more than 10 years. Ogborn, it turns out, was only the latest in a long line of victims.
At a McDonald's in Hinesville, Ga., a caller convinced a 55-year-old janitor to do a cavity search of a 19-year-old cashier, while in Fargo, N.D., a manager at a local Burger King strip-searched a 17-year-old female employee.
In Phoenix, a caller had a Taco Bell manager pick out a customer and then strip-search her. And police in Massachusetts had been looking for a man who called three Wendy's restaurants near Boston in a single day.
According to police, a search of Stewart's trailer revealed guns, police paraphernalia and training manuals. Police also discovered that Stewart had attended a local police academy and even volunteered as a deputy with a small police department in western Florida.
Then a bombshell in the courtroom, detectives testified that they had recovered a calling card from Stewart's home th

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