24-12-2012, 05:02 PM
Apply the Learning Curve Theory
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Abstract
This research will examine the process of performance in the daily operations in Mario’s Pizzeria store simulation. The evaluation will use the learning curve theory to reveal several points of processes of performance from their existing data to identify the pizza’s store performance metrics. Next the research will provide an alternative to improve the process, review applying a learning curve concept that can be test against the exiting process, and provide the initial process data conclusion.
The Learning curve
A learning curve is a process that can measure the learning of tasks at different rates in their operations. The theory is base on three assumptions: (1) The amount of time required to complete a given task or unit of a product will be less each time the task is undertaken (2) The unit time will decrease at a decreasing rate (3) The reduction in time will follow predictable pattern (Chase, Jacobs, & Aquilano, 2006 p.135, Para 3). It is important to understand that employees, students, and managers may grasp tasks differently.
For example, production in a business can examine the way one employee can accomplish a task in the first attempt and others may not grasps the same tasks until several tries. According to Chase, Jacobs, and Aquilano, (2006, p.135 Para 1), “a learning curve is a line displaying the relationship between unit production time and the cumulative number of units produced. Learning (or experience) curve theory has a wide range of application in the business world.” The simulation of Mario’s Pizzeria, the learning curve can be “applied to individuals or organizations” (Chase, Jacobs, & Aquilano, 2006, p.135 Para 2).
In this case the average time that it will take to serve a group of people to adjust and the results of the expected product to the length of the time to produce the service. This means as an employee becomes more efficient the service time will decrease. Also at the beginning of the curve reveals that there are fewer products are produced and at the end of the curve reveals more products are produced in even less time than from the previous point in the process.
To apply the learning curve theory
When applying the process to the simulation is base on the daily tasks involved in the operations to adapt and service its customers. Learning from the results of the process will provide the organization with bases for improvements or changes in the administration, product design, or equipment efficiency. Mario’s Pizzeria simulation provided several steps to follow to help improve the business. The simulation started off with data from the first couple of week’s efficiency of customers groups of two or four table arrangements. An understanding toward the number of staff members needed between cooks and waiters was observed to evaluate the service to customers in hopes of lowering the queues waiting time and stop the groups from leaving before servicing.
Weeks 3 and 4
Basing the initial understanding of store utilization of 97% service but has a waiting time of 11 to 12 minutes; anything above nine minutes can frustrate the customers and can lead to a higher loss to the businesses improvements. Suggestions for improving begins with week three and four; by reducing the amount of the original table seating from 14 tables of four to 10 tables of four and eight tables of two will allow more efficient seating. This will not change the waiting staff of four and cooking staff of two; this will increase the revenues to $1,530 per day, decrease the waiting time about 5.52 minutes with a queues length of about 2.56, a loss of $450, and 18 groups of balk.
Weeks 5 and 6
In the fifth and sixth weeks the focus followed equipment, and a decision to address the decreasing the time that it would take to place an order and decrease the time it takes to cook the order. A choice in the types of ovens would be the best to effectively decreasing the waiting time. The original ovens used are two traditional brink ovens and can cook up to four pizzas at a time per oven with a cooking time line of eight minutes. To improve this process the decision to purchase one new Plax oven and the Menu Point system would provide a better profit with an increase of $1,653 and a loss of only 360 in sales. This also allows for 4.37 minutes of waiting time with an average queue length of 2.53, a loss of $360, and 13 groups of balk.
Weeks 7 and 8
In the seventh and eighth weeks the decision concerning capacity focused on the existing space that could be use to improve the profit of the business. Making a decision to open either a new carryout service or renting out the space for a new Cream Puffs store service was made. The most profitable for the business would be renting for the Cream Puff business because the profits would increase to about $2,061, a waiting time of 3.43 minutes, a queue length of 2.82; there still is a loss of $705, and 27 groups of balk.