Operations Management

1
Operations Management
SofOptics - Lecture 8 Dr. Ursula G. Kraus
2
Review

• Performance Measures for Queuing Systems
• Special Queuing Models

3
Learning Objectives

• Understand how variability in arrivals and
  services can lead to a build up of queues.

4
Agenda

• Psychology of Waiting
• SofOptics

5
Psychology of Waiting Lines

• The average person spends 5 years waiting in
  line!!

6
Psychology of Waiting Lines

• First Law of Service
• Service Perception - Expectation

Second Law of Service Its hard to play
catch-up ball
7
Propositions

1. Unoccupied time feels longer than occupied time
2. Pre-process waits feel longer than in-process
   waits
3. Anxiety makes the wait seem longer
4. Uncertain waits are longer than known, finite
   waits
5. Unexplained waits are longer than explained waits
6. Unfair waits are longer than equitable waits
7. The more valuable the service, the longer the
   customer will wait
8. Solo waits feel longer than group waits

8
Example Disneyland, CA

• About 13 million visitors per year

9
Disneyland Queue Lengths
10
Disneyland Queuing

• Queue areas are elaborately decorated,
• with various holding areas fostering
  anticipation,
• thus potentially shortening the perceived wait
  for some people in the queue by giving them
  something interesting to look at as they wait, or
  
• the perception that they have arrived at the
  threshold of the attraction.

11
Disneyland - FastPass

• In 1999, in an effort to offset the long waits
  for the most popular attractions, Disney
  implemented a new service named Fastpass.
• At attractions featuring Fastpass, a guest can
  use their park admission ticket to obtain a
  Fastpass ticket with a return time later that day
  printed on it.
• If the guest returns to the attraction at their
  return time, they can wait in a shorter line and
  typically be on the attraction within ten
  minutes.

Source www.Disney.com
12
Disneyland - RideMax

• Software program, that calculates the best time
  to ride each ride at Disneyland for the least
  amount of waiting and walking times.
• Logistics calls it "the time-dependent traveling
  salesman problem."
• Or, as kids would put it How to visit Space
  Mountain, Mickey's Country House and Pirates of
  the Caribbean without wasting hours in lines?
• Creating a tour for just 23 rides at America's
  favorite, and most crowded, amusement park
  involves considering more than 25 1021
  combinations.

Source www.ridemax.com
13
Disneyland - RideMax
Time Attraction ExpectedWait RideTime Walking Time toNext Attraction
805 AM   Astro Orbiter 5 Min 2 Min 0 Min
812 AM Get Star Tours FASTPASS 0 Min 1 Min 1 Min
814 AM Autopia 6 Min 10 Min 7 Min
837 AM Get Indiana Jones FASTPASS 0 Min 1 Min 0 Min
838 AM Jungle Cruise 6 Min 8 Min 0 Min
852 AM Jungle Cruise 7 Min 8 Min 1 Min
908 AM Tarzan's Tree House 1 Min 8 Min 0 Min
917 AM Indiana Jones (use FASTPASS) 9 Min 5 Min 0 Min
931 AM Free Time      
940 AM Star Tours (use FASTPASS) 5 Min 9 Min 0 Min
TOTALS   39 Min 52 Min 9 Min

Source www.ridemax.com
14
Agenda

• Psychology of Waiting
• SofOptics

15

• Sof-Optics

16
Sof-Optics
Source Managing Business Process Flows (1999)