In the Pizza Store Layout simulation, performance data metric has been performed with regard to the following points: the tables (designed for the group of two and four), the wait staff, the ovens, the kitchen staff, and the menu point. In this simulation, it was necessary to find formula according to which all of the above points should be rearrange to increase the profits, increase customers’ satisfaction with the service by reducing the wait time, and decrease the queues.
At the end of week four, that the average wait time equaled to 11.30 and the queue length was 3 (The Pizza Store Layout Simulation, n. d.). The profits amounted to $ 1065 whereas the total costs was $ 2025 (The Pizza Store Layout Simulation, n. d.). All these results are beyond the established limits, which can have serious consequences on sales in future. The owner of the Pizzeria kept 4 tables for four people and 8 units for a group of two.
According to him, 4 waiters and 2 cookers were enough to increase the sales and revenues. However, the problem lied in inefficient functioning of the ovens. As a result, the processing time was about 15 minutes, which greatly contributed to the waiting time.
Applying the Learning Curve Concepts to Test the Alternative to the Process
While applying to the learning curve theory, it is possible to compare the changes made. I primarily focused on the number of tables for different groups of people. With this change alone, the profit increased up to $ 1519 and the loss amounted to $ 570. The wait time was also reduced by almost two time whereas the queue length has decreased up to 2.49.
At this point, the learning curve concept can be applied by analyzing the utilization achieved the owner’s management. Under the newly implemented chance, the tables for a group of four people reached 98 % utilization, tables for two people have 85 % utilization, the kitchen staff percentage amounted to 65 % and, finally the percentage of the waiting staff utilization was over 86 % (The Pizza Store Layout Simulation, n. d.).
Under the management of the owner, the tables for four had almost 100 % utilization with no distribution left for the table of two (The Pizza Store Layout Simulation, n. d.). The waiting staff was used with a frequency of 75 % and the kitchen staff utilization amount to 56%. As a result of this distribution, the Pizzeria experienced about $ 1.140 of lost sales, with 10.51 minutes of average waiting time (The Pizza Store Layout Simulation, n. d.).
Much consideration should be paid the menu. Renting Cream Puff has been a right decision because it contributed to increasing demand and the average wait time has been significantly decreased. Despite the losses, the profit is $ 2040, which contributed to flexibility of the restaurant (The Pizza Store Layout Simulation, n. d.).
Regarding this comparative analysis, an alternative variant of performance process provides significant improvement to the work of the staff is the major emphasis is placed on the distribution of tables and staff coordination (Chase et al., 2006). In this respect, the learning curve allows to develop a comprehensive and accurate solution to the problem and introduce possible alternatives to maximize the profits and increase customer satisfaction.
Regarding the above-presented strategies and assumptions, learning curve has a number of advantages for testing performance and data and providing viable solutions. First, learning curve theories enables to track the changes that occur to different points if one index has been changed. Second, the learning curve theory provides a better picture of bottom lines of performance.
References
Chase, R. B., Jacobs, F. R., & Aquilano, N. J. (2006) Operations management for competitive advantage (11th ed). New York: McGraw Hill/Irwin.
The Pizza Store Layout Simulation. (n. d.). Operation Mangement. University of Phoenix. Web.