Learning_Curve_Theory

Learning Curve Theory To complete this paper, the Pizza Story Layout simulation has been reviewed three separate times to get the full affect. While completing the simulation, special attention was given towards the learning curve. Listed below is the “ten points of process performance data for the performance metrics identified in the Pizza Store Layout simulation.” (UOP, 2011) Along with this list will be the answers to the following two questions; 1. How might you apply the learning curve concepts to test the alternative against the existing process' 2. How good is the initial process data' Process Performance Data A performance metric is defined as the measure of an organization or company’s activities and performance. Performance metrics should support a range of stakeholders’ needs from customers, shareholders to employees (Brown, M.G., 1996). Listed below are the “ten points of process performance data for the performance metrics identified in the Pizza Store Layout” (UOP, 2011) simulation: 1. Minimizing waiting lines by using all staff including the kitchen help. 2. Getting the maximum profits by minimizing loss of sales and satisfying customers’ requests. 3. Making sure the deliveries are made on time so customers will come back. 4. When the Plax oven is introduced there is quality pizza production. 5. Using the kitchen helpers to do more than just preparation. 6. Living up to commitments. 7. Minimizing energy costs by turning off machines not being used. 8. Live up to the standards or mission set which was to provide customers with authentic taste and fresh ingredients. 9. Make sure there is no wait time between making pizzas. 10. Making sure customers a satisfied with their order and also with the service they are provided. A learning curve can be defined as a method used to describe the effort required to acquire a new skill over a specific period of time (Ritter, F. E. et al., 2002). Not only that, but the learning curve is also used in planning the corporate strategy. This can include pricing product, capital investments, and costs associated with the operation of a company. Applying the Learning Curve From the information gathered from the simulation, there are six total people working at the pizzeria. Four of the six workers are waiters/waitresses, and the other two are kitchen staff. Customers arrive in groups of two to four people every three to five minutes according to the simulation. The pizzeria has only 14 4-top tables available to the customers. Each group of people spends an approximate amount of time in the pizzeria of 53 minutes, but of that 53 minutes 11 of these minutes are wait time to be seated and 13 minutes are waiting on the order to be processed. If the pizzeria were to turn four of the 4-tops into eight 2-tops this could cut the wait time to be seated from 11 minutes to 5.27 minutes. Not only does this reduce the wait time of customers, but it also increases the sales. If the pizzeria uses the alternative method suggested above by taking four of the 4-top tables and making them eight 2-top tables, this would minimize the waiting time for customers. Reducing the wait time for customers from eleven minutes to less than six minutes, the staff will notice less customers walking out without being served. People don’t like to wait on sitting, the longer they wait the more chance there is that they walk out and go somewhere else to eat. Most of the customers walk in groups on two or four. If the tables are broken down there is a chance that the pizzeria can serve more customers at the same time while minimizing the wait time for the customers that have just walked in. Conclusion After reviewing the Pizza Store Layout simulation, there were a few things noticed that can be changed to save the company money and earn the company money. Above the “ten points of process performance data for the performance metrics” (UOP, 2011) were identified. As well as these ten points being listed applying “the learning curve concepts to test the alternative against the existing process and how good the initial process data” (UOP, 2011) was identified. References: Brown M.G. (1996). Keeping Score: Using the right metrics to drive world-class performance. Amacom. USA. Volume 1. pp. 208 Chase, R.B., Jacobs, F.R., & Aquilano, N.J. (2006). Operations management for competitive advantage (11th ed.). New York, NY: McGraw Hill/Irwin. Ritter, F. E., & Schooler, L. J. (2002). International encyclopedia of the social and behavioral sciences: The Learning Curve. Pergamon. Amsterdam, Netherlands. 8602-8605. Retrieved on the 20th November, 2011 from http://www.iesbs.com/ University of Phoenix (2011). The Pizza Store Outlet Simulation. Retrieved on the 20th November, 2011 from https://ecampus.phoenix.edu/secure/aapd/vendors/tata/sims/operations/operations_simulation