Ops_571_Apply_the_Learning_Curve_Theory

Apply the Learning Curve Theory OPS 571 March 5, 2013 In business, managers and employees learn jobs at various rates. One employee may easily comprehend job knowledge, whereas another may require several attempts to achieve maximum rate. The average period it takes a unit of people to adjust demonstrates the learning curve (Chase, Jacobs, & Aquilano, 2006). This research will review the learning curve, and examine the processes as it applies to the simulation of the Pizza Store Layout. In the simulation of the Pizza Store Layout, it is evident that the operating issues are long waits from baking pizza in traditional ovens that take 15 minutes, seats limitations, and the need to maximize the wait and kitchen staff. Handling the wait time shall consist of discontinuing traditional ovens and upgrading to Plax ovens. This upgrade shall decrease customers’ wait time of seven to nine minutes. Additional ways to balance the demand and service capacity include changing the floor plans to 10 tables for four. In turn, this decision shall decrease the average time to 5.4 minutes and the total profits to $1,447. Purchasing the bakery next-door shall increase the business capacity to 11 tables, decreases wait time to 3.26, and increases profits to $1,988. The learning curve theory includes; projects reduction and task time, decreasing unit of time, and following pattern during reduction (Chase, Jacobs, & Aquilano, 2006). The initial process data is lacking effective performance metrics however, the learning curve theory concepts are reliable and valid versus the initial process. Points of Process Performance Some process performances would include, increasing dining room staff and decreasing kitchen staff, or increasing kitchen staff and decreasing staff in the dining room. The company would also need to ensure that it can seat four customers as opposed to two customers per table. In addition, the company could add new ovens and decrease the size of the kitchen staff. Other processes of performance would include; increasing dining room staff, buying or renting the store adjacent to the business and starting a delivery service. Included in this research is an Excel chart that illustrates the changes in seating and increasing or decreasing staff occurs. Conclusion This simulation analyzes the learning curve theory, the Pizza Layout decisions, and the most effective assumption based on information collected during the simulation. The noted numbers and graphs showed average wait time, and demonstrated how the learning curve relates to the Pizza Store Layout simulation. The decision to start a delivery service would benefit the increased capacity and revenue, and cause profitable changes in the learning curve. Customers  TotalBalkedService FacilityUtilization %Cost/Day $Service FacilityQuantity Group of 2713Service for 499.5628Tables for 414Group of 410537Service for 200Tables for 20Avg wait11.86Wait Staff75.28200Wait staff4Avg que3.07Kitchen Staff56.39160Kitchen Staff2Manuel Ovens75.2880Miss/Day $630Total Cost/Day2,016Sales/$3,060Profit1,044Lost Sales1,156CustomersTotalBalkedService FacilityUtilization %Cost/Day $Service FacilityQuantityGroup of 27122Service for 49624Tables for 412Group of 410514Service for 21008Tables for 24Avg wait8.62Wait Staff44350Wait staff7Avg que2.67Kitchen Staff58150Kitchen Staff2Manuel Ovens7880Miss/Day $630Total Cost/Day2,292Sales/$3,465Profit1,173Lost Sales750CustomersTotalBalkedService Facility Utilization %Cost/Day $Service FacilityQuantityGroup of 2763Service for 49618Tables for 49Group of 410016Service for 28120Tables for 210Avg wait4.66Wait Staff69250Wait staff5Avg que2.58Kitchen Staff32.43320Kitchen Staff4Manuel Ovens86.9480Miss/Day $630.00Total Cost/Day2403.00Sales/$3615.00Profit1212.00Lost Sales525.00CustomersTotalBalkedService Facility Utilization %Cost/Day $Service FacilityQuantityGroup of 2670Service for 4100.0014Tables for 47Group of 410940Service for 260.7228Tables for 214Avg wait6.37Wait Staff75.28200Wait staff4Avg que308Kitchen Staff28.06320Kitchen Staff4Manuel Ovens75.3880Miss/Day $630.00Total Cost/Day2,195Sales/$3,075Profit880.00Lost Sales1,200Reference Chase, R.B., Jacobs, F.R. & Aquilano, N.J. (2006). Operations management for a competitive advantage (11th ed.). New York, NY: McGraw Hill/Irwin. Operations Management. process control and problem solving: Pizza Store Layout Simulation University of Phoenix