The Learning Curve Theory Report (Assessment)

Introduction

In management, learning curve theory indicates how a new thought, job, process, or activity starts; in which it is more likely for the labor force involved not to realize maximum effectiveness. In this case, it is required that this process or activity should be repeated once and again to give the labor force involved confidence and knowledge; which would ultimately result in more effective and efficient operations. On this basis, as repetition of the process or activity lengthens; the learning process would cease. Consequently, the time required in the completion of a task would decrease and then stabilize as a result of the achievement of effective working. When this happens, the increasing average time per unit is supposed to decline by a steady percentage every time the amount produced doubles (Allen, 2001).

Main Body

Mario’s Pizzeria is a mom-and-popular pizza place that takes contentment in their genuine flavor and safe ingredients but requires decreasing the waiting time within the eatery and harmonizing the demand for the service. In the process, Mario wishes to safeguard the same unique tastes and instructions as per the customers’ preferences. In this place, there are adequate wait and kitchen staff, despite that many customers leave having not served as a result of delayed services (University of Phoenix, 2002).

In the case of the pizza store, the learning curve theory can be used to indicate how well the workers would serve their customers as a result of repetitive customer training. On this basis, when the manager of a pizza shop initiates new processes concerning customer service and reduction of wait time; the process at its initial stages may seem unfeasible and unproductive. As a result of repetition of this process by the labor force, its efficiency would increase and the time used in learning would decrease

In the case of a pizza shop, issues that need to be addressed to achieve customer satisfaction may include; providing a larger area to serve many customers, making innovations where customers serve themselves, improving the kitchen and wait staff among others. In connection to this, these innovations should be adopted in phases as the employees would find it inconvenient if they put them in place at once. Based on this, the learning curve theory states that these employees would after some time get confidence and become more skilled in their operations (Teplitz, 1991).

Pizza Store Layout Simulation from the University of Phoenix indicated that; the manager of a pizza store was able to identify suitable metrics which ensured the improved efforts focused on the business outcomes. In this connection, the development of performance metrics in the analysis of learning curve theory is crucial. Secondly, one should identify the work process within the store and the customers’ needs; which would lead to their satisfaction. In addition, the manager should come up with work processes and strategies that would result in the establishment of standards and goals. In this case, these goals need to be suave, quantifiable, practical, and time-based. As stated by the learning curve theory, the performance data given in the Pizza Store Layout Simulation indicates that; the 7-8 weeks experienced higher profits than weeks 3-4 where the average wait time decreased from 4.96 to 3.32 respectively (Belkaoui, 1986).

It is of importance to note that, in the process of reducing the waiting time in a pizza store; the employees should attract as many customers as possible. On this basis, the main issues of concern are; the number of sales, customers’ contentment, and business productivity. In the case of the pizza store, customers were satisfied with the reduction of wait time and innovations on new machines where they could order and serve themselves. Further, their satisfaction would be enhanced by a skilled and competent kitchen and wait staff. In this respect, customers’ satisfaction and quantity of sales were usually influenced by external and internal factors such as marketing and cooking respectfully (Allen, 2001).

It should be noted that by enlarging the customer service area and coming up with innovations of machines for the customer to have a self-service; a lot of money would be needed. Additionally, when customers’ wait time is reduced; this would enable a higher flow rate than before as it would save customers from wasting a lot of their time. Further, the improvement of kitchen and wait staff would increase the business productivity as customers would get their favorite dishes served by competent staff. It has been revealed that customers could wait for about seven to nine minutes before they get served. In this case, Pizzeria lost so many customers who were unwilling to wait and left even before ordering for food. This usually resulted from an inadequate number of wait staff or high levels of incompetence that arose as a result of low levels of skills or lack of motivation. On this basis, the manager of the pizza store should have arranged for the training of the waiters and at the same time motivate them through offering them attractive packages (University of Phoenix, 2002).

More so, customers may spend their time waiting as a result of a lack of already cooked food. In this case, the kitchen staff should always prepare adequate and timely food for their customers. In this connection, the operating ovens and kitchen staff should be increased to cater for all foods that are required and cook them properly. Importantly, the customers’ wait time would be decreased by increasing the serving area to hold more customers than before. For instance, in a pizza store where customers come in groups of two and four with a ratio of seven to three; the number of tables holding two customers should be increased. Additionally, maximum utilization of the staff where the wait and kitchen staff is increased would solve the problem of customers waiting for long before they get served. Lastly, innovations of machines where customers order by themselves through using a menu which could reduce their wait time hence increase the business productivity (Teplitz, 1991).

It is worth noting that, for all the above to be achieved; a lot of funds are required that may not be readily available. Here, the learning curve theory plays an important role considering the training time that would elapse when implementing methods which; would decrease wait time and increase output. When the training commences, the supervisors must observe the workers’ actions and determine whether the new training is effective or not. Once the new training is not wholly effective, further training should be conducted to meet the laid down aims and objectives (Belkaoui, 1986).

In pursuit of reducing customers’ waiting time, some processes would work out while others would be difficult in their implementation. In this case, training the staff would be the priority as compared to innovations of self-order and service machines. On this basis, the cost could be an impediment when it comes to innovations as further training would be required (Allen, 2001).

Conclusion

To wind up, reduction of customers’ waiting time would be reduced in the case where all the staff is fully utilized and motivated through good payments and training. When waiting time reduces, customers usually flow in large numbers which in turn increases the business productivity. In this case, it is recommendable for the Pizza place manager to make sure that wait time is reduced to increase customers’ inflow which would result in a productivity improvement. On this basis, the wait time would be reduced by fully utilizing the available staff and enlarging the serving area.

Reference list

1. Allen, D. (2001). Getting Things done: the Art of Stress-free Productivity, 2^nd edition. New York: Viking Adult Publishers
2. Belkaoui, A. (1986). The Learning Curve: A Management Accounting Tool. Westport: Quorum Books Publishers
3. Teplitz, C. (1991). The Learning Curve Deskbook: A Reference Guide to Theory, Calculations and Applications. Westport: Quorum Books Publishers
4. University of Phoenix. (2002). Pizza Store Layout Simulation. New York: McGraw Hill.