A recent blog post from Northwestern University (http://operationsroom.wordpress.com/2013/10/03/speed-variety-tradeoffs-in-fast-food/) analyzed data on average service times at U.S. fast food chains. Reports indicated increasing times industry-wide, as restaurants trade time for an increase in variety, to differentiate their products with competitors’. When considering new labour-intensive products, the question is, at what point is the tradeoff not worth the slowdown?

At UBC, many outlets provide made-to-order service. The SUB’s Pasta Bar and Vanier’s omlette station both cook food in small frying pans, order-by-order. These outlets charge greater prices, and lines are long and slow-moving.

On the other hand, the SUB’s Pho station has cut waiting by gutting their menu into a single option: identical servings at an every-day price. The Tim Horton’s at Sauder serves the bakery and beverage line, but omits entirely the hot foods available at other locations. These operational choices cut costs and service times, growing the total customer count.

While made-to-order outlets can offer greater quality, cost and convenience matter greatly to students eating between classes. As well, customizability requires expensive training to ensure quality. If every outlet served a single selection from one super-sized pot, quantities could increase and prices might go down. The lack of variety could be compensated for by rotating menus daily. The bulk of the student population would benefit, while the university might increase profits by serving more food, given the lowered price maintains original margins. Would such a change in food service be supported by the student population?