Learning_Curve_Theory

Learning Curve Theory (Pizza Store Layout Simulation) Jason Welch OPS 571 / Operations Management June 7, 2010 Mario’s Pizzeria opened its pizza parlor in 1950, which is located indoor at the local mall. The current problem that is going on with the restaurant is that customers are dissatisfied with the long wait for orders and some people are even leaving without being served. The importance of making this business a success is increasing profitability, reducing the waiting time in the restaurant, and having a process implemented that will maintain a balance between the demand for service and the capacity of the system to provide the best service to all customers. There are many ways that the learning curve concepts can be applied to the existing process. “Learning curves are useful both to cost estimators and analysts. The learning curve is based on three fundamental assumptions: the time required to perform a task decreases as the task is repeated, the amount of improvement decreases as more units are produced, and the rate of improvement has sufficient consistency to allow its use as a reduction tool”(Jacobs & Aquilano, 2006). All of these tools were very helpful in determining the right processes to use in the simulation. I applied these tools several times which helped me better understand and increase my performance. Mario’s Pizzeria simulation focuses on the alternatives that can decrease the wait time for customers, but maintain quality service at the same time. Alternatives that are utilized in the simulation are within a normal process, but have more than one process that has an input within the processing of the final product for the satisfaction of the customer. A learning curve for the Pizza Store simulation would show the relationship between completing a task and the number of pizzas produced within the specific amount of time. It will give the business an understanding of what alternative methods that could be utilize to manage waiting lines and maintain a consistent balance between consumer’s demands for efficient service and to utilize a process control that is more effective. Moreover, the learning curve for the Pizza store simulation demonstrates an average rate of service time that is demonstrated to service a specific number of customers within a time allotted. It also shows the initial period of time that customers are waiting in line for service and the lessons that are learned from the customers experience within itself. When an alternative process is discussed within the simulation to make an effort to acquire new methods, it is acquired over a period of time so that the business and staff are able to adapt to the change. This expertise is acquired over a period of time. The business success is up to staff to retrain their way of thinking as with the alternative process because the new process consists of being mentally prepared for change to make it efficient rather than physical. From a different perspective the learning curve depicts a process that falls within the time frame that the pizza needs to be produced and served. Moreover, the owner has to be able to identify appropriate metrics early in the project and insure that the improvement efforts focus on business results. The first step to develop performance metrics would be to involve the people who are responsible for measuring the work because he or she would be more knowledgeable. The next step is identified work processes and what the customer requires. Then develop measurements for the work process and results, also be able to establish standards and performance goals. S.M.A.R.T. is also a successful project that can be executed. SMART refers to five principles which are to define the goals, select quantitative measures of performance and identifies the manager specific goals. With SMART a special project call the Six Sigma is initiated which has greater probability of succeeding. In the Mario’s case he was trying to reduce the waiting time and attract more customers in the process. The core issues are to focus initially on amount of sales, customer satisfaction, and productivity.   These issues are important but they are inadequate to be chosen as an immediate action for the project. The customer satisfaction and sales amounts are influence by external factors such as marketing and the cooking is the internal factor. Mario will have to define the performance metrics which are capable of reflecting the improvements from a single project. In conclusion, management will have to monitor the actions of the employees and measure whether or not any new training is effective and if further training will be necessary to meet the goals. Once the training needs have been addressed and the effectiveness of the training methods have been evaluated, management must provide a forum for feedback and further training needs to be implemented, if needed. Reference: Chase, R.B., Jacobs, F.R., & Aquilano, N.J. (2006). Operations Management for Competitive Advantage (11th ed.). New York, NY: McGraw Hill/Irwin. University of Phoenix. (2007). Pizza Store Layout Simulation [Computer Software]. Retrieved from University of Phoenix, Simulation, OPS 571 Operations Management website. References Clark, D., (2008). Concepts of Leadership. http://www.skagitwatershed.org/~donclark/leader/leadcon.html Lorenz, T. (2004). Choosing the Right Career http://careerplanning.about.com/cs/choosingacareer/f/right_career.htm McKay, D. R., (2010). Using a Self Assessment in Career Planning. http://careerplanning.about.com/cs/aboutassessment/a/assess_overview.htm University of Phoenix. (2007). Pearson Prentice Hall Self-Assessment Library. Retrieved on February 22, 2010, from University of Phoenix, Week Four, LDR531-Organizational Leadership. U.S. Army. (October 1983). Military Leadership (FM 22-100). Washington, DC: U.S. Government Printing Office. Yukl, G. (2006). Leadership In Organizations (6th ed.). University of Phoenix eBook Collection Database.