What job(s) is Jason Mah and the Cafe D. Pownd facing?
Jason Mah and Cafe D Pownd are facing multiple challenges. One significant issue is the confusion arising in the waiting lines due to limited space. People are uncertain about which line they are in, resulting in situations where they end up waiting in the wrong line for an extended period of time. Another problem is that long lines cause a crowd to form in front of the soft drink machines. This becomes troublesome even with just 20 people waiting for service. In order to access their drinks, customers have to navigate through the line, leading to spills and frustration for both those waiting and those trying to use the soda machine. Moreover, if Cafe D Pownd does not address this lengthy wait time, customers may opt for alternative meal options. They have other choices such as Cambridge Hall and Nottingham Hall which have kitchens available, or they can also utilize their residence meal plans to order a wide range of food for delivery.
2. What limitations does Mah have?
Mah faces several constraints in the cafeteria. The main one is the limited space available, which affects the overall layout and functionality of the area. This small space also creates difficulties in accommodating a large number of people. Additionally, during the peak hours of 5-6:30 pm, the cafeteria experiences inefficiency, as it needs to serve approximately 366.66 out of 550 students. Unfortunately, only two-thirds of the students actually show up during this period. Another significant challenge for Mah is the hope of resolving these issues without requiring significant investments or expenses.
3. Create a process-flow diagram for Cafe D. Pownd.
4. Generate frequency histograms using Microsoft Excel for the following variables, along with their respective usage category bounds:
– Client interarrival times with bounds of 0.00, 0.15, 0.30, 0.45, 0.60, 0.75, 0.90, 1.05 and 1.20.
– Precooked nutrient service times with bounds of 0.00, 0.50, 1.00, 1.50 ,2 .00 ,2 .50 ,3 .00 ,3 .50 ,4 .00 ,4 .50 and5 .00 .
– Synergistic service times with bounds of4 ,5 ,6 ,7 and8 .
– Cashier service times with usage category boundaries as follows:
– (a) lower bound: upper bound:
– (b) lower bound: upper bound:
– (c) lower bound: upper bound:
Calculate the mean and standard deviation values for these histograms to determine the probability distribution type they represent (Hint: compare them to exponential,chance distributions that are uniform,and normal).
*The affiliated page contains frequency histograms.
The customer interarrival time is 0.26, the precooked nutrient service time is 1.03, the synergistic service time is 5.98, and the cashier service time is 0.40.
The standard deviation for the customer interarrival time is 0.24. The standard deviation for the precooked nutrient service time is 1.20. The standard deviation for the synergistic service time is 1.08. The standard deviation for the cashier service time is 0.54.
5. Would you have gathered information from someone other than Jason Mah?
Yes, I would gather information differently than Jason Mah. I would time each customer from the moment they entered the cafeteria to the time they completed payment at the teller. Additionally, I would take a sample throughout the entire day instead of just during peak times, in order to provide a more accurate representation of service delay throughout the day. Focusing solely on peak hours could introduce bias, as it would only depict the busiest time at Cafe D Pownd.
6. What is the rate at which clients arrive wanting pre-cooked nutrient made-to-stock?
Twice as many pupils were attracted to the precooked service line compared to the interactive line. Out of a total of 35 pupils, 26.25 pupils chose either the precooked or interactive line. As a result, 17.5 pupils out of 35 went to the precooked line.
35 students ten 25% self-service = 8.75 (self-service/directly to cashier) 35-8.75=26.25 (pre-cooked or synergistic line) 26.25/3=8.75 8.75 x 2 (twice as many students went to the pre-cooked line) =17.5 (pre-cooked line)
The total sum of reachings is 8.95 seconds.
For self-service reachings, it takes 2.24 seconds per reaching.
For interactive and pre-cooked reachings, it takes 6.71 seconds per reaching.
For clients desiring pre-cooked food, it takes 4.47 seconds per reaching.
On average, it takes 0.26 seconds per reaching when divided by 35.
The frequency at which clients wanting pre-cooked nutrient arrive is every 0.26 seconds.
What is the arrival rate of clients wanting interactive nutrient made-to-order?
The number of clients requesting synergistic nutrient is 8.75.
The total duration of reachings is 8.95 seconds, with 25% of that time amounting to 2.24 seconds for self-service reachings. After subtracting this from the total, we have 6.71 seconds remaining for interactive and pre-cooked reachings combined. Dividing this by 3 yields an approximate duration of 2.24 seconds for clients desiring interactive food. The ratio of 8.95 to 8.75 is approximately 1.02.
The average duration for serving clients in need of synergistic nutrient is 1.02 minutes.
What is the combined service rate of both pre-cooked nutrient waiters?
The average service rate of both pre-cooked nutrient waiters is 1.03 seconds, which is calculated by averaging 35 samples.
Dividing 36 by 35 equals 1.03 seconds.
9. What is the aggregate service rate of the two synergistic nutrient waiters?
The average service time of the two synergistic nutrient waiters is 5.98 seconds, which is calculated using the 35 samples obtained.
209 divided by 35 equals 5 with a remainder of 3. It takes 98 seconds to complete.
10. What is the expected waiting time for clients in line, given the arrival rate of clients wanting pre-cooked nutrient and the combined service rate of the two pre-cooked nutrient waiters?
The average wait time for customers wanting pre-cooked food is 37 seconds.
The service rate for pre-cooked meals is 63 seconds per 03 proceedings. The arrival rate for customers wanting pre-cooked meals is every 26 seconds.
37 second delays occurred between the 63-second period and the 26-second period.
11. What is the expected waiting time for clients in line, considering the arrival rate of clients wanting synergistic nutrient and the combined service rate of the two synergistic nutrient waiters?
The expected waiting time for clients wanting synergistic nutrient is 4.96 minutes.
The clients’ reaching rate for synergistic nutrient is 1.02 per minute. The service rate of the two synergistic nutrient waiters is 5.98 per minute.
5.98-1.02=4.96 minute delay
12. What action would Jason Mah take to decide the jobs confronting the Cafe? What analysis would they conduct?
If I were Jason Mah, I would hire two additional part-time waiters to reduce the waiting time for customers who want to order synergistic nutrient. Currently, customers are getting frustrated waiting around 6 minutes in line and are considering other dining options. These part-time employees would work during peak times to assist the two full-time servers and help shorten the service time and wait. This would ultimately improve the overall customer experience. Additionally, I would ensure that the work area for the two pre-cooked servers is adequately spacious, as there have been complaints about their close proximity affecting their efficiency. They served simultaneously and it is vital that they do not slow each other down. After reviewing the Cafe D. Powder Layout, it is clear that the pre-cooked station is not optimally positioned. The chart attached to this document will exhibit a more effective layout with increased workspace for the servers. Furthermore, I would also post a description of the meals served at the pre-cooked line to provide customers with information before they approach the servers.
Jason observed that a significant amount of time during the service clip was spent on clients asking about the available repasts. To reduce the waiting line and speed up the waiters, I suggest posting a description of the repasts served at the pre-cooked line. This way, clients can be well-informed about the repasts before approaching the waiters.
If I were Jason Mah, I would investigate possible solutions for improving the process of weighing salads and confections in the job. The cash registry had a buildup of customers due to the tellers taking time to weigh salads and confections. Additionally, I would analyze how to address the issue of certain pricing not being programmed into the cash registry, which further disrupted the payment queue.
What suggestions do you have for Mah?
I suggest that Mah realign the layout of Cafe D Pownd and ensure that the waiters have enough space to work efficiently as they can slow each other down in a small area. Despite the small size of the establishment, there is room for improvement with the overall layout of the stations. The soda machine and pre-cooked station need to be relocated. Please refer to the attached layout of the modified Cafe D Pownd. Displaying descriptions of the meals served would greatly speed up the pre-cooked line and mostly eliminate the 20 to 30 seconds wasted on providing customers with meal information. Additionally, I would package the salads and candies with their respective weights and prices to expedite the payment line. Furthermore, I would design pricing for daily specials and other items not recorded in the database to eliminate time spent searching for their prices.
