DESIGN OF BUSINESS PROCESSES AND SERVICE QUALITY MANAGEMENT IN RESTAURANT ENTERPRISES

Abstract

The article examines the design of business processes and the management of service quality in restaurant enterprises, focusing on the need for a structured and coordinated approach to service organization. In a highly competitive environment, where customer expectations continue to grow, the coherence of internal processes becomes a decisive factor in achieving stable service outcomes. The study emphasizes that the quality of service is shaped not only by the competencies of staff but also by the degree of synchronisation between production units and service personnel, which directly affects the continuity and predictability of guest interaction. A service map was used to visualise the sequence of service operations and to identify key stages at which transitions between functional units occur. This tool allowed to reveal operational inconsistencies, delays and vulnerabilities that may lead to deviations in service quality. To deepen the analysis, a cause-and-effect method was applied, enabling the identification of organisational, technological and human-related factors that influence the final service outcome. Such diagnostics helped highlight systemic issues that are often overlooked during routine managerial control but significantly affect customer satisfaction. The article also provides a comparison between traditional and process-oriented approaches to managing restaurant activities. The analysis showed that traditional management often relies on individual experience and reactive decision-making, which results in fragmented service delivery. In contrast, the process-oriented approach offers clearer distribution of responsibilities, better coordination, and improved operational stability. It also facilitates the introduction of digital tools, which support monitoring and optimisation of service processes. Based on these findings, the study proposes an integrated model for designing service processes in restaurant enterprises. This model combines visualisation techniques, diagnostic insights and principles of process management, offering practical guidance for improving internal coordination and enhancing service quality. The results may be useful for managers seeking to strengthen the service component of competitiveness and to create a more resilient system of service quality management.