عنوان مقاله
تعامل منابع اصلی و تاثیر آنها بر زمان انتظار در رستوران چند مرحله ای
فهرست مطالب
مقدمه
پیشینه
ارائه مدل و فرضیات
نتایج و بحث
نتیجه گیری
بخشی از مقاله
فرضیات آزمایش
H1: تغییر در تعداد یک منبع حداقل بر یکی از زمان های انتظار در فرایند خدمات چند مرحله ای با توجه به سطح متوسط دو منبع دیگر تاثیر چشمگیری اعمال می نماید.
H2: تغییر همزمان در تعداد دو منبع متفاوت حداقل با یکی از زمان های انتظار در فرایند خدمات چند مرحله ای با توجه به سطح متوسط منبع دیگر تعامل برقرار نمود.
کلمات کلیدی:
The interaction of major resources and their influence on waiting times in a multi-stage restaurant Johye Hwanga,, Carolyn U. Lambertb a Hotel & Restaurant Management Program, University of Missouri-Columbia, 220 Eckles Hall, Columbia, MO 65211, USA b School of Hospitality Management, The Pennsylvania State University, 229 Mateer Building, University Park, PA 16802, USA Abstract The purpose of this study was to examine the impact of major resources on multi-stage waiting times and their interactions on waiting times. The simulation study showed that each resource influenced waiting for different service stages and that interaction among the multi resources occurred. The results implied that the simultaneous increase in the levels of two resources had a synergistic effect on reducing waiting times for some stages. However, for some resources, the simultaneous increase in the resource levels did not help reduce waiting times when the increase in one resource type overwhelmed the other resource’s function. Published by Elsevier Ltd. Keywords: Capacity management; Waiting time; Restaurant resource; Simulation; Service quality 1. Introduction Service quality is essential for the long-term success of service firms, as satisfied customers are a necessary component for a profitable firm. To attain the desired service quality requires the integration of the marketing perspective and the operations management perspective (Davis and Vollmann, 1990; Klassen and Rohleder, 2001). The marketing view emphasizes offering high quality service to attract more customers, which may increase revenue, but does not guarantee profitability while the operations management view emphasizes providing services in a cost efficient way, but lacks a revenue enhancing function. Both of these perspectives rely on the level of resource capacities available to meet appropriate service standards. Restaurants may lose customers when the desired capacity to provide their service is lacking and customers are forced to wait. Waiting lines negatively affect service quality and customer satisfaction (Corsten and Stuhlmann, 1998). Thus, managers need to recognize that the resource capacity impacts the quality of service perceived by customers and must be managed for restaurants to be successful. Since restaurant customers arrive randomly and their arrival rates change with time, management must make dynamic decisions based on the unpredictable and variable demand. Also, restaurants utilize various types of resources. Although restaurant capacity is dependent on several types of resource components, most authors have focused on a single component, such as human resources (Field et al., 1997), seating configuration, (Thompson, 2002) or restaurant layout (Hueter and Swart, 1998). However, an integrated systems approach that captures all of the resource types in the front-of-the house and back-ofthe house may be more effective. The integrated view permits capacity decisions to be made based on the whole system rather than on the performance of one part. Creating an integrated approach for capacity management would help restaurant operators compare various levels of restaurant capacities for efficiency and cost. Resources of a service firm were categorized as physical facilities, equipment, and labor (Lovelock, 1992). Within a restaurant context, the categorization has been expanded to several types of interrelated resources, including employee, facility and equipment, customer, and technology (Sill, 1994). For long-term decisions, managers must determine
