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Applying what you’ve learned so

far…
Quick Service Restaurant
 Process times per order:
Taking Order → Food Prep → Drink Prep
( 5 minutes) (6 minutes) (1 minute)

Process Time/job Throughput rate

(jobs/hour)
Order 5 min
Food Prep 6 min
Drink Prep 1 min
Overall
2 order takers and 3 food preparers

Food Prep

Order Taker

Food Prep Drink Prep

Order Taker

Food Prep

Cycle Time?
Throughput rate?
Service Processes
BA 339
Services . . .
 Process and “product” are inseparable
 Marketing and sales often tightly integrated
 Customer often part of the process
 Performance metrics can be harder to define
 Nevertheless:
 Focus and process choices / trade-offs still
apply
Degree of Customer Contact

Low Contact High Contact

 “off-line”  “on-line”
 Can locate for  Can locate for easy
efficiency access
 Can smooth out the  Flexibility to respond
workload to customers
 Harder to manage
 Service-System
Design Matrix
Degree of customer/server contact
Low Medium High
High Low
Face-to-face
total
customization
Face-to-face
Sales loose specs Production
Face-to-face
Opportunity tight specs Efficiency
Phone
Internet & Contact
on-site
Mail contact technology

Low High
Classifying Services

“Front Room” versus “Back Room”

Front room – what the Back room – what the
customer can see customer does not see

Managed for flexibility Managed for efficiency

and customer service and
Productivity
What is it? (Front or Back room)
What is the performance objective?

 Restaurant kitchen
 Call-in Center
 Kinko’s copy center
 Airline reservations
 Jet maintenance
Layout Decision Models
 Process-layout
 Usually best for a job shop
 Distance between steps a measure
 Product-based layout
 Usually best for a line operation
 Cycle time a primary measure
Process Layout
 What factors might we consider when
determining the locations of process
areas, or departments?

5
Product Layout
 What factors might we consider when
determining when to use a product
layout?