The purpose of this task is to describe and to analyse the process of sandwich

making within Pret a Manger. In order to do so, a brief description of the process will
be presented using the input transformation output framework proposed by Slack,
Chambers & Johnston (2010), a more detailed view will be exposed using a diagram
based on Burlton (2001) IGOE model, an explanation of the process position using
Slack et al., (2001) 4vs Model followed by a description of the type of the process and
its layout.
Pret a Manger was established in 1986 (Pret A Manger, 2015a) and it is
mainly focused on hand-making sandwiches using natural ingredients (Pret A
Manger, 2015b). In an attempt to maintain their mission to freshly prepare good,
natural food (Pret A Manger, 2015c) they follow a very strict process in preparing the
sandwiches to be sold in their restaurants. In the following paragraphs a brief
description of this process will be presented using the input transformation output
framework proposed by Slack et al., (2010).
The input transformation output process (Slack et al., 2010)
According to Slack et al., (2010) the processes are mechanisms that transform
the input resources into output products or services. The input resources are split into
transformed resources and transforming resources, and in some organisations cases
the output can be a mix of products and services. (Slack et al., 2010).
Regarding the process of sandwich making, as followed by Pret A Manger, the
inputs are as follow:
1. Transformed resources. The dominant transformed resource is materials
the ingredients used to prepare the sandwiches. In the process of sandwich
making the ingredients are various. From British bloomer or wholegrain bread
to beetroot, bacon, British welfare chickens and Farm Assured British Beef or
any other ingredients used to prepare a sandwich a more complex list can be
seen on their own website (Pret A Manger, 20015d). In accordance with their
philosophy they receive the ingredients (materials) a night before or in the
morning and transform everything in house. They also use information from
their unique recipes, applying this for each type of sandwich.
2. Transforming resources. These resources work with transformed resources in
order to deliver outputs and they are: facilities and staff. (Slack et al., 2010).

Within Pret A Manger, the facilities are located in their kitchens. One of the
most essential pieces of equipment is the 3Ss the scoops, slices and
slices; these form the key tools used to prepare their sandwiches. (Pret A
Manger, 2015e). The facilities are manoeuvred by the staff, more specifically
the chefs.
After going through the process of transformation, the inputs mentioned before
become outputs. In this case the outputs are products, sandwiches to be sold in house
or hand-delivered. Pret A Manger, 2015f).
Annotated diagram of Burtons (2001) IGOE model
The process of sandwich making at Pret A Manger sounds pretty straight forward
as described based on the input transformation output framework proposed by
Slack et al., (2010). In order to develop an accurate understanding of this process,
Diagram 1. presents a more detailed description of the sandwich making process
using The IGOE model proposed by Burlton (2001).

Diagram 1. Annotated diagram of the Burltons (2001) IGOE model

Position of the process according with Slack et al., (2001) 4Vs model
As mentioned in the first section, the process is a mechanism that transforms
inputs into outputs. Each process is determined by the volume, variety, variation and
visibility of their outputs which, in fact, influence the cost associated with the creation
of products or services (Slack et al., 2010)
In Pret A Manger case, the volume dimension is characterised by high
systematisation. They use the same format of kitchen (Pret Kitchens) in all their shops
around the world and have special procedures associated with the sandwich making
process and its steps. Although there are a large variety of recipes for the sandwiches
available on a Pret A Manger menu, the procedures of following the recipes are
standardised and therefore the flexibility/variety is low. Because Pret A Manger are
well-known for the home-made sandwiches and the fresh ingredients used to prepare
them, the (variation in) demand is high during lunch hours. In order to meet the
demands their chefs perform the sandwich making process throughout the day,
starting from very early in the morning. However, their work is not directly seen by
their customers and therefore, the visibility of the sandwich making process is low their Pret kitchens are not open to the public. Based on the four factors, the sandwich
making process itself is characterised by low costs. It is a high volume operations
process with a rather narrow range of products.
The process type and process layout
As mentioned before, the sandwich making process is a high-volume low-variety
process and this position on the volume-variety continuum determines its type (Slack
et al., 2010). Because it is a process characterised by a high volume and relatively
narrow variety, it can be considered a mass process. (Slack et al., 2010).
In the end, considering all the details and analysis presented in the previous
paragraphs, the fact that within the Pret Kitchen and the transforming resources the
raw groceries are organised based on similarity and their role or order in the
process, the layout of the sandwich making process at Pret A Manger is a functional
layout. This is mainly because it is performed in such a way that meets the needs of
the transforming resources (Slack et al., 2010) in order to deliver the product.

References:
Burlton, R. (2001). Business process management. Profiting from process.
Indianapolis: Sams.
Pret A Manger, (2015a). Pret A Manger - About Pret A Manger. [online]
<http://www.pret.com/about/> [Accessed 27 Feb. 2015].
Pret

Manger,

(2015b).

Pret

Manger

Sandwiches.

[online]

<http://www.pret.com/menu/sandwiches> [Accessed 27 Feb. 2015].

Pret A Manger, (2015c). Pret A Manger - Good Natural Food. [online]
<http://www.pret.com/about/good_natural.htm> [Accessed 27 Feb. 2015].
Pret

Manger,

(2015d).

Pret A Manger - Our Ingredients.

[online]

<http://www.pret.com/our_food/ingredients/> [Accessed 27 Feb. 2015].

Pret

Manger,

(2015e).

Pret

Manger

Our

Kitchens.

[online]

<http://www.pret.com/our_food/our_kitchens.htm> [Accessed 27 Feb. 2015].

Pret A Manger, (2015f). Pret A Manger - Sandwich Deliveries for Business Meetings
and Lunches. [online] <http://www.pret.com/deliveries/> [Accessed 27 Feb. 2015].
Slack, N., Chambers, S. and Johnston, R. (2010). Operations management. 6th ed.
Harlow, England: Financial Times Prentice Hall.