This is an ethnographic account of a growing quick-service restaurant group. In the case study presented here, one is able to witness the implementation of an integrated production strategy on the part of the organization, in an effort to achieve efficiency and mission-based goals that were established during their founding. The mission-based goal of connecting staff members through an integrated production model, through techniques similar to increased skill variety, task significance, task identity, autonomy, and feedback can qualify as a new form of efficient fast-food production. However, conflicting perceptions about natural hierarchy, the criteria for promotion, and hiring strategies can run counter to the productive efficiency benefits that come from the methods of work redesign that are showcased in this thesis.