Process analysis exam 2

Balking

don’t enter the queue

Reneging

Leave the queue before service

as server utilization increases, the queue length increases

True

How to control arrivals

• short lines

• specific hours

• specials

Cycling

customers rejoin the queue

5 features of service package

• supporting facility

• facilitating goods

• information

• explicit services

• implicit services

supporting facility

the physical resources that must be in place before a service can be offered

Facilitating goods

the material purchased or consumed by the buyer or the items provided to the customer

Information

operations data or information that is provided by the customer to enable efficient and customized services

explicit services

the benefits that are readily observable and which make up the essential features of the service

implicit services

psychological benefits or other extrinsic features of the service (prestige, privacy, etc)

Recommendation of Cranberry Case

• Add limited dryer capacity (e.g., 2–3 dryers, not all at once)

• Introduce truck scheduling/appointment system to reduce congestion.

Problem statement for Cranberry Case

Receiving Plant No. 1 (RP1) of the National Cranberry Cooperative faces excessive truck waiting times, high labor costs, and fruit spoilage risks due to a bottleneck in processing wet-harvested cranberries. The cooperative must decide how to increase capacity and improve efficiency while balancing costs, grower satisfaction, and product quality.

Problem statement for AIC netbook

actual production was not meeting theoretical production

Recommendation for AIC netbook

• Reduce cycle time per unit: Analyze the slow stations (bottlenecks) and redesign tasks/flows to bring actual station times closer to planned (~40 seconds). For example, reorganize bins/parts, fine‐tune operator motions, reduce non-value add time.

• Balance the line better: Identify stations where time > average, re-allocate tasks among stations to even out work content, reduce idle/waiting time, eliminate bottlenecks.

• Increase labour flexibility: Use floaters/cross‐trained workers effectively, but perhaps also redesign staffing (maybe fewer workers per station if the line becomes more efficient)

In AIC netbook, how do you move down the learning curve?

• reduce cycle time

• rid non-standard tasks

• rid floaters

• continuous improvement 

• find root cause

Problem Statement for Breakfast @ Paramount

• Long waiting lines (both outside and inside).

• Customer frustration during the waiting process.

• Potential lost business from people walking away when they see long lines.

• Operational concerns from the owner (Michael Conlon) about whether to change the service system, expand capacity, or leave it as is.

• Carryout order rates were increasing which used the same ordering line as in person guests

Recommendation for Breakfast @ Paramount

• no carryout orders Saturday or Sunday

• Possibly experimenting with menu simplifications during extreme peaks.

• Opening a second location for carryout orders only or just in general

where do you want to keep your server utilization?

around 80%