Apply the Learning Curve Theory - Assignment Example

Conversely, the third concept states that the interval of progress is predictable over a given time (Ninio, 2002). There has been an increase in the practice of performance in a manner in which the number of units of production increases in a compact span of time, ideally, after the particular time of implementation. This can categorically be defined as the interval of learning where persistent proportion of diminution in time is considered. In the same context, the slope of the learning curve is measured by the difference between the interval of learning and arithmetical rate of one hundred (James, 2005).

For instance, if the timing between the increasing of units are decreased by 20 percent, then it will be represented as 80 percent learning curve. It is also worth to note that learning curves are used by individuals in preparing corporate strategy including setting prices, capital investment, and operative costs amid other things. I spent the first two weeks examining the operations at Becks. For the last week, the tables had high utilization of 95 percent. The waiting time, I jotted down, ranged between 10 to 11 minutes.

I noticed that some customers left without eating. The upper tolerance level was seven minutes for the customers to be awaited. The customers arrived in pair or two at the restaurant. Utilizing the peak performance would be very profitable to the restaurant. During the peak hours from 5 p.m. to 9p.m., I noticed, could have a turnover of two tables every 45 minutes. The restaurant had the capacity of 5 tables that could sit 16 people each. Come to think of it, the goal objective of the restaurant is to maximize profits, and stay under the upper tolerance of seven minutes.

During peaks times, I noted that the entire process the customer walked into the restaurant to the time they left took them 45 minutes. The ten minutes were consumed just to be seated at an empty table. Another 15 minutes were consumed back in the kitchen doling out the order. This efficiency is below average going by the long waits and the number of customers who goo with being served. The reason that could be attributed to this may be because there was no computerized order process system. If this was in place, it could have speeded up the order process by four minutes.

The restaurant also lacked automatic ovens which could have speeded up the process of preparing a pizza. The only solution to reducing the process time is to replace the manual ovens, and replace them with an automated order process. The crucial thing to do is to change the seating at the restaurant. At the start, the tables for four showed the highest utilization of 95 percent and 35 groups left the restaurant without being served. To solve this problem, the restaurant I concluded needed to change the distribution of tables, and hence establish a precedence rule.

This would be a good decision. If the restaurant could make this decision, the utilization for four could significantly change to 93.67 percent, and tables for two could also change to 90 percent. Ten groups of four and three groups of two walked out without being served. The average waiting time could change to 4.68 minutes and the average waiting queue length would change to 3.50. The restaurant could earn an estimated profit of $1260, loss sales worth $358. Nevertheless, this would not be an optimal solution as the kitchen staff and waiting staff are underutilized.

There are lost sales worth $358. Therefore making