Restaurantes comerciais geram, ao preparar e servir refeições, resíduos diversos que são administrados de diferentes formas. Buscou-se investigar o nível de planejamento adotado para a implantação, o comportamento no aproveitamento de matérias-primas, o aproveitamento das sobras e, finalmente, os resíduos gerados em restaurantes das cidades de Campos do Jordão, São José dos Campos e Taubaté. Para investigar estas questões realizou-se pesquisa de campo, com aplicação de entrevistas em gestores ou proprietários, sendo escolhidos restaurantes de diferentes tipologias, que apresentassem formalidade na gestão e operação, empresas legalmente registradas em órgãos públicos e com elevados índices de ocupação, ressalvadas as especificidades das tipologias. O volume de sobras dos restaurantes pesquisados correspondem entre 5 e 30% das quantidades produzidas, independentemente da tipologia do empreendimento. Observou-se que restaurantes informalmente conduzidos geram quantidades maiores de sobras e menor preocupação com o seu reaproveitamento e destinação adequada dos resíduos, e que empreendimentos mais sofisticados buscam direcionar esforços para reduzir os resíduos gerados. Concluiu-se que os serviços de alimentação não são excluídos dos meios de produção que agridem o ambiente com os excedentes e consumo das matérias primas, devendo, portanto, ser parte integrante de estudos que visem colaborar para a redução desses impactos. / Commercial restaurants produce, when they prepare and serve meals, several residues, which are managed by different ways. It was search to investigate the planning grade adapted to the implantation, the behavior of the utilization on the raw material, the utilization of the leftovers and finally, the residues generated in restaurants from Campos do Jordão, São José dos Campos and Taubaté. To achieve these objectives, it was carry out a field research, with the application of interviews with managers or owners, and it was chosen restaurants from different typologies witch present formality in management and operation, enterprises that are lawful at public institutions and with elevated rates of occupation, safeguard the specificity from the typology of the undertaking. The remains quantity from the restaurants on research corresponds between 5 and 30% of the produced quantities, independent of the enterprise typology. It was observed that the restaurants informally conducted generate bigger remains quantities and have smaller preoccupation with the reuse of the remains, and the adequate destination of residues and that the most sophisticated restaurants aims to direct efforts to reduce the generate residues. It was concluded that the food services arent excluded from the production ways with damage the environment with the excedent and consume from the raw material, owing, therefore, to be full part of studies that aims to collaborate to the reduction of these impacts.

This dissertation uses an organizational approach to examine how new ideas are mobilized in order to become radical innovations. I consider the case of elBulli, an avant-garde, three-Michelin star restaurant that has pioneered the "molecular" or "experimental" cuisine movement in the gastronomic field, to inductively study how innovation is made to work. Based on ethnographic data collected over a period of 16-months in Spain and in the United States, my research proposes that systematic and radical innovation is the result of concrete practices and collective efforts that enable new ideas and epistemic practices to be recognized, understood, and legitimated by the public. The research advances a new distinction in innovation studies between new final products and conceptual innovations and proposes that this distinction can contribute to clarify the dynamics behind the advancement of knowledge within a field. Also, I argue that this distinction can serve as a basis for the future development of a general framework of the different dimensions involved in the production of innovation. Throughout the research, I draw comparisons with different fields such as religion, politics, business, art and music to explore the potential applicability of the main insights obtained from my case study to illuminate innovation processes in general.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: McDonald's is world renowned for the benchmark standards it sets in operations management. This is evidenced by the numerous references in operations management textbooks over the last 10-15 years. However, since 1999, McDonald's has not been able to link this operations excellence to creating shareholder value. In fact, the McDonald's share price has declined by 64 % over the last 4 years. In comparison, Wendy's (McDonald's biggest competition in the US fast food market) share price has increased by 2 % over the same period. Understanding why McDonald's has not been able to link operational excellence and the creation of shareholder value is the reasoning behind this mini-thesis. The hypothesis is that there are a number of factors. which influence shareholder value, and operational excellence is but one of these factors. A literature survey was conducted in order lO understand the underlying theories which link operational excellence and shareholder value creation. Evidence supporting this hypothesis is then presented and discussed. In Chapter 3, McDonald's ability to deliver operational excellence is evaluated against the evidence presented in operations management textbooks and other sources. The success of McDonald's in delivering perfonnance in the other factors affecting shareholder value is then discussed in Chapter 4 and compared to its biggest competition. Firstly, the share price of McDonald's is compared to its biggest competition (Wendy's), then the strategy of McDonald's and its impact on shareholder value creation is discussed, along with McDonald's ability to implement the other important factors and drivers, namely customer value creation, efficiency of value delivery and direct financial impact on shareholders. As a result of the above evidence. it was found that there are two basic reasons why McDonald's has not been able to link operational excellence and shareholder value creation: 1. Relative to its competition, McDonald's has not demonstrated sufficient competence in the other factors, which influence shareholder value creation. These factors are: customer value creation and the efficiency of customer value delivery. This is further evidenced by the financial output measures of McDonald's relative to its competition. 2. McDonald's ability in delivering operational excellence has diminished recently. This is evidenced by falling ratings in customer satisfaction surveys. The above reasons are evidenced by customer satisfaction survey results, comparative financial results and a number of non-direct driver results. In order to increase shareholder value creation, it is recommended that McDonald's change the focus of its strategy from operations to the creation of customer value. In order to support this change, the organisational structure and business processes will have to be changed by top management, who must be the crusaders of this change. / AFRIKAANSE OPSOMMING: McDonald's is bekend vir die maatskappy se wereldklas bedryfs bestuur standaardc. Die standaarde word tel kens na verwys in menige bedryfs bestuur handboeke oor die afgelope 10 tot 15 jaar. McDonald's kon egtcr nie daarin slaag om die hoe bedryfsbetuur standaarde in aandeelhouer waarde te omskep nic. Die waarde van die McDonald's aandele het met 64% gedaaJ oor die afgelope 4 jaar. In kontras het Wendy's (McDonald's se grootste mededinger in die Amerikaanse kitskos mark) se aandeel pryse met meer as 2% gestyg oor dieselfde peri ode. Die redc vir hierdie studie is dan juis om te bepaal waarom McDonald's nie hul voortrcflike bestuurs standaarde kon koppel aan stygende aandeelhouer waarde nic. Die hipotese is dat daar 'n aantal faktore is wat die aandeelhouer waarde van 'n maatskappy bepaal en dat bedryfs bestuur standaarde maar net een van hierdie faktore is. 'n Literatuur studie is gedoen om te bepaal wat die verwantskap is tussen puik bedryfsbetuur standaarde en die skepping van aandeelhouer waarde. Die bewyse vanuit die literatuurstudie is dan gebruik om die hipotese mee te toets. In Hoofstuk 3 is die vennoe van McDonald' s om hoe bedryfsbestuur standaarde te handhaaf evalueer aan die hand van die literatuur studie. McDonald's se sukses in die implementering van die ander faktore wat lei tot verhoogde aandeelhouer waarde is in Hoofstuk 4 bespreek en terselfde tyd vergelyk met die verrnoens van sy grootste mededingers. Eerstens is die aandeelprys van McDonald's met die van sy grootste mededinger (Wendy's) vergelyk en tweedens is die strategie van McDonald's en die impak daarvan op aandeelhouer waarde bespreek. Ander belangrike faktore soos kliente waarde skepping. effektiwiteit van waarde toevoeging en direkte finansiele impak op aandeelhouers is ingesluit in die bespreking. Daar is gevind dat daar twee hoofredes is waarom McDonald's nie daarin geslaag het om bedryfs bestuur uitmuntenheid te omskep in aandeelhouer waarde nie: 1. McDonald's het in vergelyking met sy mededingers nie goed genoeg gedoen m.b.t. die ander faktore wat aandeelhouer waarde bernvloed nie. Hierdie faktore is kliente waarde skepping en effektiwiteit van waarde toevoeging. 2. McDonald's se bedryfs bestuur standaarde het begin afneem. Dit word gestaaf deur laer waarderings in klante tevredenheids bepalings. Die onvermoe van McDonald' s om die bogenoemde faktore te implementeer word deur die klante tevredenheids bepalings, vergelykende finansiele resultate en 'n aantaJ indirekte maatstawwe gestaaf. Daar word dus voorgestel dat McDonald's sy stralegiese fokus moet verskuif vanaf bedryfs bestuur optimisering na kliente waarde skepping. Die organisasie struktuur en besigheids prosesse van McDonald's sal dus deur bestuur herorganiseer moet word om die verandering in strategie te kan ondersteun.

by Nicholas T.H. Jim. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaf 48). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.ii / LIST OF ILLUSTRATIONS --- p.v / ACKNOWLEDGMENTS --- p.vi / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Company Background --- p.1 / Scope and Objectives --- p.2 / Methodologies --- p.4 / Chapter II. --- EVALUATION OF EXISTING POS SYSTEM --- p.5 / Definition of POS System --- p.5 / Performance of Existing POS System --- p.7 / Chapter III. --- CRITERIA FOR POS SYSTEM SELECTION --- p.12 / Bas i c Criteria --- p.12 / Price --- p.16 / Reputation of Supplier and its Principal --- p.16 / Techno logy of the POS System --- p.16 / Chapter IV. --- IDENTIFICATION AND EVALUATION OF POS SYSTEM --- p.18 / Identification of POS Systems --- p.18 / New Tech POS System --- p.18 / POS System --- p.22 / Remanco Vision System --- p.25 / Micros 8700 POS System --- p.28 / Chapter V. --- DECISION MAKING --- p.33 / Second Phase Evaluation --- p.33 / Final Decision Making --- p.37 / Cost and Benefit Analysis --- p.38 / Chapter VI. --- IMPLEMENTATION PLAN --- p.40 / Swopping of POS Systems --- p.40 / Price Negotiation Tactics --- p.42 / Installation of New POS System --- p.44 / Review Meetings with Supplier --- p.44 / Chapter VII. --- CONCLUSION --- p.45 / BIBLIOGRAPHY --- p.47