Simulation Model Of The Queueing Problems At ' University House Restaurant ' Using Simul8

The purpose of this paper is assessing my strategy and decisions in the simulation Biz Café. Then, I will give my results and explain how I got there. However, there were many factors involved creating these results. In this simulation, everything was left up to me to decide how to run my new coffee shop. There were big decisions at the beginning you had to make to create the overall theme of your business. Then, I was to hire employees, buy goods, and act on specials decisions or react to good or bad customer reactions. This, I will explain more in the following paragraphs.

This paper will cover a reflection of my experience with the Biz Café simulation. After reading this paper, one should have an idea of what I learned from the simulation and how it works. I will be talking about the challenges my team and I dealt with and how we overcame these challenges. Most importantly, I will be talking about how we made Coffee Connection run as a successful coffee shop. In this paper, I will also discuss my thoughts on teamwork and the significant factors of running a small business.

There are several problems facing Jason Mah and Café D Pownd. One serious problem, which arose from lack of space, was the confusion building in the queues since people had no idea which line they were in. There were times when people had been lining up in the interactive cooking line for several minutes when they actually wanted to be in the pre-cooked line. Another problem was the long lines tended to create a wall of people in front of the soft drink machines, becoming burdensome even with as few as 20 people waiting for service. In order for people to get drinks, they had to barge through a line of people. Usually this confusion caused spills and was annoying for

Blackshop is a popular casual restaurant in the area of Cambridge. It is a well run business in quite a competitive market. However, in a competitive market, proprietors of a business must do what is necessary in order to remain competitive and “maximise the number of guests” (Cerny). Blackshop must decide whether or not the Open Table system will allow them to gain a competitive advantage, and if so, what sort of operational strategy needs to be implemented for it to be successful. Issues that need to be addressed are whether Open Table systems such as the new reservation system and the table management system will, in fact, leave Blackshop with a competitive advantage.

Exceeding in the field of delivering food quickly is a must for a fast food restaurant and Chick-fil-A always excels. Waiting long for a meal is no such thing at an eatery like this one. Food is always brought to your table speedily or handed to you less than a minute after you place an order. Although the long line may fool you, there is hardly ever an extensive wait. The efficiency the employees demonstrate is an example to all fast food restaurants all over the world—they should take note.

In this paper I will attempt to explain the strengths and weaknesses of a restaurant. I also will attempt to show one way how they can utilize their strengths and minimize their weaknesses To be competitive. I will further explain how their ability to have Stylish Restaurants with Ever Changing Decor, their online and call in orders, Online and Phone reservations, Premium Cocktails, Ruby Tue Go, Full Service Catering, and Extensive Menu Variety give them a competitive edge in their market. With their online and call ahead service called Ruby Tue GO it gives you the ability to order your food before you lunch hour and stop by to pick it up saving yourself a considerable amount of valuable time. With being able to call ahead or go

Provisions should be made in Sunset Grill’s facility layout and process flow. First, ancillary staff is required to alleviate some bottlenecks in the process flow. The bottleneck stands with the staggering length of 38 minutes for the food to be prepared. “By measuring and analyzing the timing and duration of cooking and service tasks, restaurant managers can identify and eliminate bottlenecks and excess staffing, thereby improving service while controlling costs” (Sill & Decker, 1999, p. 23). An additional cook on the weekends can make financial sense, as it will increase the food preparation capacity from 192 meals in an 8-hour weekend shift to 240 meals. The actual amount of plates is greater as the cooks multitask orders to increase output.

It was evident from our performance that we struggled in the early portion of this simulation. At day 53 our average revenue per job began to slip below the maximum of $100o, it fell dramatically over the next several days until it reached zero at day 70, meaning that our delivery was so late during that period that all revenue was given back to the customer in the form of rebates. Average revenue per job remained at zero until day 83, at which point we began to recognize and address the bottlenecks in our production. We noticed at this point that although the machine(s) at station 1 were running

I have been given the responsibility of improving the efficiency and reducing cycle time in the Spartan Billing Department. I have noticed that there is an increase of queues building up in this department making it less effective. The best way to simulate ways to improve the Spartan Billing Department would be by using Arena. I will be able to replicate different changes in the current billing process determining which procedure will be the most effective. It will be imperative that the department is as efficient as possible because of the increased demand.

This paper review models appointment scheduling model has been known, developed and compared with two more types of methods. It has been related into real life and results were found to be crucially useful in clinics and hospital patients. Investigations can be extended into variety of areas and would better be included in modeling outpatient clinics. The research was to approach appointment scheduling in outpatient clinic. Moreover, Mathematic Modeling can be used further for multi providers and also for double booking, overtime costs and increase efficient time among visiting doctors. There are many opportunities to improve this research and one is by developing the planning models, performance measures and forecasting skills under further generalized conditions. For instance, more experiments can be structured to focus on improving schedules that carries out well in this topic. On the other hand, when schedule performance is poor, as it is likely for very low show rates because of high overbooking levels, understanding about performance dynamics of scheduling systems could lead to the development of another healthcare access system. Alternative area of examination is

Customers take about an hour for their meal at lunch, and about one to two hours at dinner. Roughly calculating the first serving at noon to 1:30 pm crowd and the second serving at 5:30 pm to 8:30 pm crowd. The restaurant opens only main floor for lunch time, so there are 16 tables and 50 seats. It means an absolutely full lunch service in a day would be 50 lunches plus 15 take -out orders and delivery orders. An absolutely full dinner service in a day would be 96 dinners plus 25 take-out orders and delivery orders.

The average turn from the time customers receive their food to the time they exit the restaurant, is 32 minutes. Additionally, it appears that even the experienced staff has difficulties in serving the customers as the demand exceeds labor utilized creating queues on the weekends of up to 25 minutes.

I heard that some restaurants want their customers finished as soon as possible then they can have more customers in the same time, so I want to do the research related to the environment of restaurant: How does the acoustics affect customers’ eating pace? To figure out this question could help

The first day of my study in the restaurant was on Saturday, May 16, 2015 at 1:00 P.M. – 3:00P.M., while on the second day of the study was on Sunday, May 17, 2015, starting from 4:00 P.M. – 5:00 P.M. The reason behind visiting the restaurant on such different hours of the day was because I wanted to have information regarding the restaurant on pick hours of the day. They were the best hours because I obtained adequate information concerning the large number of customers getting in and leaving the restaurant, and also how employees carry themselves in the pick hours; are they rude, do

In an ideal situation, customers would not have to wait for the delivery of products and services. However, in the real world, organizations cannot always match exact capability and demand; therefore, waiting is frequently inevitable while purchasing, especially in service marketing, as service firms can barely inventory their “stock” for sale at a later date (Lovelock, 1992, p.154). In general, waiting in lines – known as “queuing”, happens when the number of customers arrive at a facility exceeds the capability of the system to serve them (Lovelock & Wirtz, 2011, p.260). Basically, this essay will state the relationship between queuing and customer satisfaction, as well as relationship between customer satisfaction and