This example is based on you as a customer in the Subway assembly process or with you as a copious process observer. Consider the process from customer arrival to receipt of customer payment (the overall value stream). 1. Define the process in general. Using the SIPOC format/tool, identify the suppliers and inputs, the customer requirements/expectations regarding these inputs, some restaurant requirements on suppliers, the major steps in the process, the critical outputs, and Critical-to-Quality performance measures that you would measure and track to evaluate overall service process performance? 2. State in your own words what Little's Law means in this context. Based on your observation or participation in the Subway process, in this process, where does Little's law apply? How? How does Little's law give you insight into ways to improve the service performance? 3. As a manager. how would you go about reducing customer wait times - hoth upon arrival as well as within the make and deliver stages of the process? What are some of the key causes (2-3) of customer waiting in the process (think types of variation, insufficient capacity and utilization, and the seven forms of waste identified through lean production methods)