Operations Management for Competitive Advantage

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Running Head: Operations Management for Competitive Advantage Pizza Store Layout Simulation Laretha Taylor University Of Phoenix OPS/571 – Accounting Jodi Bailey August 17th, 2009 Introduction Maurio’s Pizzeria simulation focuses on the alternatives that can decrease the wait time for customers, but maintain quality service. Alternatives that are utilized the simulation are within a normal process but have more than one processes that has an input within the processing of the final product for the satisfaction of the consumer.

A learning curve for the Pizza Store simulation would shows 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.

The learning curve would 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 consumers are waiting in line for service and the lessons that are learned from the consumer 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. The learning curve presumes that the mean time taken to produce a pizza is calculated by a percentage every time the production of pizzas is increased when the party of consumers being served has increased.

The learning curve assumes that marginal time for service time for one pizza decreases when production is doubled. If the business uses an alternative to the process that it is currently using, the initial time for service will be relatively higher than that of the original process. In other words the new process mechanism may be misleading if it’s not taken into consideration by all staff within the business. The new process control may not dictate the future production rate. The reason may be that improvement has to come from within the process itself.

The Pizza Store simulation assumes providing effective customer satisfaction would be to speed up the pizza making process. This would be sufficient only if the process is improved. The process can be improved by the necessary training of employees to improve their skills and the purchase of new line of productionsuch as the Plax Oven and the Menu Point system to bring the process in control. The process can also be improved by marketing the product so that they are advertising their products for more customers to view.

The tables that are set up at the store should be tables for 4 instead of 2 due to more customers arriving within groups of 4. This would help increase waiting time and have more control over when a consumer will purchase their food. Learning curves are essential within an organization such as the Pizza Store because they allow the business to find alternative methods to help their business to create a profit and to gain success and an established reputation of providing quality service but in a timely manner. Reference