CASE ORGANIZATION (Mc Donald)

The birth of McDonald's began with Raymond Albert Kroc.
Ray Kroc was the exclusive distributor of a milk shake maker called the Multimixer. Meanwhile, two brothers, Richard and Maurice McDonald owned and ran a hamburger restaurant in San Bernadino, California, in the 1950s. Ray Kroc heard how well the McDonald brothers were doing using his Multimixers to serve their customers. He met up with them and acquired the franchising right from them to run McDonald's restaurants.
A great success story was in the making. In 1955, Ray Kroc founded the McDonald's Corporation and opened the first restaurant in Des Plaines, Illinois. In 1961, he bought out the McDonald brothers And the rest, as they say, is history. McDonald's grew into the largest restaurant organisation in the world. Today, there are more than 30,000 McDonald's restaurants serving 47 million customers each day in over 100 countries. Ray Kroc died in 1984 but his legacy is very much alive. His success story continues with McDonald's families of employees, franchisees and suppliers. His commitment, dedication and achievements continue to live on at McDonald's restaurants across the world

MISSION STATEMENT
We aim to be the leader in the Quick Service Restaurant (QSR) industry by maximising Profits and through our Principles of QSC & V (Quality, Service, Cleanliness & Value) consistent with the needs of our Customers, Employees and Community."
OUR VISION
To be our customers' favourite place and way to eat.

OUR VALUES
McDonald's mission is to be our customers' favourite place and way to eat – with inspired people who delight each customer with unmatched quality, service, cleanliness and value every time.
History of RMCC
The Ronald McDonald Children's Charities Fund of Malaysia was established on February 15, 1990. Its main goal has always been to help children in need: from children who need medical assistance to those needing education support. Our main aim is to make them smile and live their lives like any other children.
RMCC in Malaysia is the local chapter of the international Ronald McDonald House Charities which was first established in the USA and now has chapters all over the world. The charity represents McDonald's effort throughout the world of giving back to the community in the 121 countries where it conducts business.
RMCC is a registered society with the Registrar of Societies. The day-to-day administration of RMCC is undertaken by three full time executive staff. A committee comprising a President, a Vice President, a Secretary, an Assistant Secretary, a Treasurer and 5 committee members, all of whom are office bearers of RMCC, provides the overall directions and supervision in the conduct of the activities of RMCC. All the office bearers are volunteers. In addition to the office bearers, RMCC also appoints an external auditor and several advisers who help guide the society.
The supreme authority of the society is vested in a general meeting of the members which is held annually. An election of office bearers is held at the annual general meeting.
RMCC is a tax-exempt body and all donations above RM50 are issued a tax-exemption receipt recognized by the Inland Revenue Board of Malaysia.
RMCC's efforts are realized through its members, McDonald's staff, customers and suppliers. McDonald's customers are a major contributor to RMCC as they put their small change into the little coin boxes that are placed on the counter of every McDonald's outlet. Truly, the line "A little change changes lives" is an important element in RMCC's fundraising efforts throughout the year. RMCC also relies on support from other caring organizations, companies and individuals who would like to lend a helping hand to the less fortunate children in Malaysia. Sometimes, companies and individuals want to give to charity but are not sure which one: RMCC offers them the alternative of giving to one organization that in turn channels it to help one very important cause - the well-being of less fortunate children in Malaysia.

Component II (Another Solution model- Service profit chain

SERVICE-PROFIT CHAIN

The service profit chain model is meant to address the service oriented activities of McDonald. By treating employees well will results in higher levels of employee satisfaction and decrease the likelihood that the employee will leave. A higher level of experience, resulting from improved employee retention, result in improved customer satisfaction (including disability customer),leads to higher levels of customer’s loyalty and the higher level of profitability. It show that the company also focus on disabilities people (whether the employee or customer).

COMPONENT I (Case study)

Case study 1
Remodeling a home to make it accessible for the physically limited.
For cooking appliance, Frigidaire makes a wall oven where the door opens sideways. This would allow someone in a wheel chair to get closer when inserting and removing items from the oven without them having to dodge the oven door. It can be mounted at a height that is appropriate.

For a stove top you may be able to find a unit that has only 2 burners. When mounted properly, it should allow someone with limited reach to get to both the burners and controls.
One TV show illustrated installing a 2 burner electric induction element cooktop in a drawer that could be pushed out of the way when not in use. The drawer was at such a height as to make both the burners and controls within easy reach of a wheel chair bound person.
An induction element cooktop would likely be the only safe product for this application because the cooking surface remains much cooler to the touch after use than regular surfaces do, thus
reducing any fire hazard.
For a refrigerator, you could consider a compact model that can be mounted at an accessible height. There are also numerous drawer refrigerator models available. These may be freestanding or able to be built right into cabinets to keep floor space clear.Such a design is ergonomically superior, incorporating the familiar kitchen sliding drawer concept, giving the user easier access, improved visibility and less movements to open, load and close.
Alternately, a side by side model will usually allow easier access to both the refrigerator and the freezer sections. The narrower doors will also not get in the way as much.
For a washer a front loading model with up-front controls is a good choice. Optionally, mounting it on a raised platform should provide greater accessibility. You could also consider a combination washer/dryer to eliminate the need to move wet laundry from one
appliance to the other.
For a dishwasher, you could purchase a small counter top model that can be mounted at any accessible height. Another option could be to mount it on a platform to increase accessibility. A unique design that could also be utilized is the Fisher & Paykel DishDrawer (pictured). It can be mounted in locations like other regular kitchen cabinet drawer.

Case study 2
Ensuring Accesss to Services and Facilities by Customers Who Are Blind, Deaf-Blind, or Visually Impaired
ADA Checklist for Hotels and Motels
The purpose of this pamphlet is to provide practical, cost-effective solutions concerning access to hotel services and facilities by your guests who are blind, deaf-blind, or visually impaired, as required by the Americans with Disabilities Act (ADA). The law mandates that individuals with disabilities shall have access to jobs, public accommodations, government services, public transportation, telecommunications--in short, participation in, and full access to, all aspects of society. Access can be accomplished by a variety of means including: making reasonable modifications in policies and procedures, removing architectural or structural communication barriers where it is readily achievable to do so, or providing auxiliary aids or services (such as reading a hotel bill to a guest who is blind) if it is not an undue burden and does not fundamentally alter the nature of the goods and services offered.
Although the information contained in this pamphlet is targeted to hotel managers and service employees, many of the issues addressed are also applicable to other places of public accommodation such as retail establishments, restaurants, and museums.
Accessibility checklists provided in this pamphlet illustrate methods of eliminating communications barriers impeding access to your guest services and facilities.For example, use of a passcard-type room key may be difficult for a guest who is blind, deaf-blind, or visually impaired. It is often not possible to determine by touch which way to place the card into the locking mechanism. One solution to this problem might be to place a small piece of tape on the card running in the same direction as the visual arrow.
The ADA was designed to ensure that individuals with disabilities are afforded an equal opportunity to participate in all aspects of society. At the same time, the law recognizes the burdens placed on business to provide such access, and further recognizes that what is an undue burden for a multinational hotel chain is different from what constitutes an undue burden for a ten-room, owner-occupied inn.
Case study 3
Accessible Housing
Whether or not a home is accessible depends upon the nature and extent of one's disability. As a practical matter, an accessible home is one which enables an individual to do what he or she needs and desires to do as independently as possible. For some, access may be as simple as adding grab bars and a tub seat in the bathroom. For wheelchair users, access may require ramping entrances, widening doorways, lowering counters, adding lever or loop-style hardware to doors and drawers, and modifying storage areas.
Individuals with sensory disabilities also require accessible housing, although their needs are different from those of people with mobility disabilities. Individuals with hearing disabilities require visual adaptations for such items as the telephone ringer, the doorbell, and smoke alarms. People who are blind may require tactile marking of changes in floor level and stair edges and braille markings on appliances and controls. People with low vision may be accommodated with large print markings and displays, contrasting colors to distinguish changes in level or transition from one area to another, proper lighting, and reduced glare from lighting and windows.
Adaptable design allows some features of a dwelling to be changed to meet the needs of a person with a disability. Essential design elements such as wider doorways and halls and barrier-free entrances are included as integral features, while provisions are made to allow other features to be added as needed. To qualify as "adaptable," it must be possible for changes to be made quickly without the use of skilled labor and without changing the inherent structure or materials. Adaptable design allows the house or apartment to meet the specific needs of the user, while maintaining the appearance of the dwelling until more obvious accessibility features are needed. For instance, bathroom walls may be designed with additional supports to allow for the installation of grab bars in the future. Cabinets under sinks can be designed to be removable, allowing the storage space to be provided until such time as the knee space is required by someone using a wheelchair. Similarly, closet rods and counter tops can be installed on adjustable glides, allowing them to be positioned for the needs of the user. Criteria for adaptable housing are included in the ANSI standards and UFAS.
Universal design addresses the need for access by creating designs usable by all people, whether or not they are disabled. This is accomplished by designing wider halls and doors, barrier-free entrances, elevated electrical outlets, lowered switches, adjustable closet rods and shelves, adjustable counters, touch switches, and other features as inherent elements in the building. This type of design makes the home usable by all family members, and recognizes that human abilities change over the life span.

Case study 4
The Universal Playground
The public playground is, by far, one of the most important settings for child development. It is one of the few environments where a child has the freedom to run and jump, climb, swing and leap. It is a microcosm for life lessons, from challenge and risk to conflict resolution and cooperation. When we design for these purposes and apply the Principles of Universal Design, they design for inclusive play where every child, regardless of ability or disability, is welcomed and benefits physically, developmentally, emotionally and socially from the environment. Prescriptive Design is the design of a piece of equipment or environment specific to a small user group or individual and based on a remedy to minimize or compensate for the group’s or individual’s functional limitation. For example, some say that children with Down Syndrome have smaller hands so handrails on the playground should be smaller in diameter. Children with wheelchairs should have swings that hold the wheelchair. Plastic slides short-circuit cochlear implants, therefore only metal slides should be provided. Children with autism need “quiet” spaces on the playground. Child development specialists have been recommending separation of spaces for active play and passive play for years. Principle of universal design are such as equitable use, flexibility in use, simple and intuitive use, perceptible information, tolerance for error, low physical effort also size and space for approach and use. Their role as recreation providers and advocates for children’s play is to ensure that each public play space is not only accessible, but welcoming and inclusive of the many children and adult caregivers that will use it. If we utilize a human-centered approach at the onset of the planning process and encompass the Principles of Universal Design, the result is likely just that, a playground that is welcoming, inclusive and FUN for everyone!

Case study 5
Visitable Home
An international effort heve make something different from others by make all new homes visitable by doing an inclusive home design. Firstly, they focus on homes, not government buildings, restaurants, etc… Secondly, all homes that is not just "special" homes being at the party, the meeting, the reunion (not isolation). Thirdly, narrowing the emphasis from a long list of possible or desirable access features to the most essential features by entering a home and fitting through the interior doors. So that widespread construction change is more likely to happen quickly.
People who use wheelchairs or walkers, or are impaired by stiffness, weakness or balance problems are blocked by steps at every entrance of a home. Wheelchair users are stopped by inches from fitting through the bathroom door in a friend or relative’s home. And basic access goes beyond visiting. It's also about the home of a person who develops a disability, whether child, middle-aged, or older. Without basic access in place, architecture forces severe choices like expensive renovations that if the home is even amenable to renovation. Or existing as a virtual prisoner in an unsafe, unhealthy house that the house unable to exit independently or enter one's own bathroom. Or the disruption, grief and high financial costs of moving out of one's community into an nursing home. To change that reality, three essentials can become routine that are One ZERO-STEP entrance, all main floor interior doors that including bathrooms with 32 inches of clear passage space, At least a half bath, preferably a full bath, on the main floor. In other words, get in and out of the house and be able to use the bathroom, the essentials for visiting, and for surviving in one’s home with a temporary or long-term disability.Constructing homes with these features is inexpensive and easy. But advocates are needed to change the status quo, builder by builder, city by city, policy by policy.

COMPONENT II (Solution model-PDCA)

Component II (Solution model- PDCA)
PDCA CYCLE- FOR EMPLOYEE

Plan
Step 1: Problem identification and validation.
Give a job opportunity to the disabilities people to work in McDonald.
Step 2: Understanding the current situation.
Understand the kind of job which suitable for them (disabilities people) and did not make them face the difficulty to do their job.
Step 3: Analysis of causes.
Analyze the job that have been given to them and make analysis about the causes of job that suitable for them.

Do
Step 4: Corrective action / proposed solution
Give job to disabilities people by training and develop their skills. Department will survey and take action if they are not suitable with that job and give them to do other job.

Check
Step5: Check result.
At step 5, the result from their job will be checked whether they do the job better or not. Then, check if they do the job by following its specification.

Act
Step 6: Standardization.
At this step, their job will be compared to the job specification. If they do the job better, they will stay for the job .If not, They will be trained to the job by its standardization.
Step 7: Conclusion.
McDonald will decide whether those people with disabilities can work with them or not.
Take notes: It is same PDCA CYCLE for a disabilities customers.



PDCA Cycle for disability customer

Plan
Step 1 : problem identification and validation
For the first step, McDonald must find what the most problem to customer especially to disability people either the services are good or not.
Step 2: Understand the current Situation
At step 2, the company will understand the current situation such as the requirement needed for disability people, service and condition that company.
Step 3: Analysis of causes
McDonald can make planning for disability people which is give the best service for them. The company also can make a strategy to take disability attention to came to McDonalds. The company can provide one or two employees to give the best service for disability people such as reveal them the products in McDonalds like beverage, happy meal, set breakfast, and so on. This way can make the disability people know about the food there. The employee also can make order for the disability people so that they feel comfortable and satisfaction came to McDonald. Besides that, the company can make a poster to tell other customer to pay special attention to disability people.

Do
Step 4: Corrective Action / proposed solution
At this step, company will perform what they plan in step 3 above. The management must make sure all the employees take part in give the best service to customer especially to disability people. They can help disability to choose the food and make a order. For the deaf people, the employee can show the list of food in McDonald so that that person can make a order. If someone blind, McDonald’s employee can tell them about the product so that they can imagine the delicious of McDonald.
The company also can ask the customer about their service at McDonald and ask what customer want from that company.
Step 5: Check result

Check
At step 5, McDonald will check the result of the service either the employee give the best service to customer or not. At this step, company also find the lack of the service to the customer.

Act
Step 6: Standardization
At the step of standardization, this company will standardize all of their product. The company can take feedback from customer so that the company can make a change.
Step 7: Conclusion / next steps
For the last step, the company will know about the advantage and disadvantage of that company. If that service to customer not reach their standardize, the product will remade again.

Meanings of disability

There are several meanings of disability:

1. The Disability Discrimination Act (DDA) defines disability in this way:
A person has a disability if he or she has a physical or mental impairment that has a
substantial and long-term adverse effect on his or her ability to carry out normal day- to-day activities.

2. According to The American Heritage Dictionary of the English Language, "disability"
is defined as "a disadvantage or deficiency, especially a physical or mental impairment that
interferes with or prevents normal achievement in a particular area, or something that
hinders or incapacitates."

3. Definition of "Disability" Contained in The Rehabilitation Act and The Americans with
Disabilities Act: "Any individual who has a physical or mental impairment which
substantially limits one or more of such person's major life activities, has a record of such
impairment, or is regarded as having such an impairment."

Acces For Disable

The key services in the venue are accessible to a person who can independently power their wheelchair. There will be level access leading to the entrance door and most internal level changes can be accessed by easy ramps and/or standard/platform lifts. All venues have sensor/push pad operated automatic doors or no doors at the main entrance. Entrance doors must have a clear door width of at least 75cm.