1. Waiting Lines
Waiting lines are non-value added occurrences.

2. Waiting Lines
Queuing theory: Mathematical approach to the analysis of waiting lines.
Goal of queuing analysis is to minimize the sum of two costs:
Customer waiting costs
Service capacity costs
Waiting lines are non-value added occurrences.

3. Queuing Analysis Figure 18.1 Cost Service capacity Optimum Total cost
Customer
waiting cost
Capacity
cost = +
Total cost
Cost
Cost of service capacity
Cost of customers
waiting
Service capacity
Optimum

4. Queuing Systems Multiple channel Multiple phase Figure 18.3
Channel: A server in a service system

5. Poisson Distribution
Figure 18.4

6. Waiting line Models Balking Jockeying Reneging Patient
Upon arriving, decide the line is too long and decide not to enter the line.
Jockeying
Customers may switch to another line.
Reneging
Waiting customers grow impatient and leave the line.
Patient
Customers enter the waiting line and remain until served.

7. System Performance Measured by: Average number of customers waiting
Average time customers wait
System utilization
Implied cost
Probability that an arrival will have to wait

8. Queuing Models: Infinite-Source
Single channel, exponential service time
Single channel, constant service time
Multiple channel, exponential service time
Multiple priority service, exponential service time

9. Finite-Source Formulas
Table 18.6
Average number being served
Service factor
Average number waiting
Average waiting time
Average number running
Number in population

10. Other Approaches Reduce perceived waiting time
Magazines in waiting rooms
Radio/television
In-flight movies
Filling out forms
Derive benefits from waiting
Place impulse items near checkout
Advertise other goods/services

11. POMA beyond the final exam
In the long run ( When factors of production change, labor, land, technology), productivity growth is almost everything if not everything.
Do not create artificial non operational management strategies to balance capacity with demand.
How much does it really cost to manufacture a product or develop a service.

12. POMA beyond the final exam
Competitive advantage in operational and organization strategy creates a win win situation for the organization.
Operations Manager should learn to think at the margin.
How we as Operations Manager can play a part in minimization of costs of most important of services.

13. POMA beyond the final exam
How and why Project Management concepts are equally important to Production Operations Management and vice verca.
The importance of coordinating, planning and controlling and budgeting operations and project activities in achieving our firms short and long term objectives.
The concepts of strategy, competitiveness and productivity, design of product and services, design of work systems and facilities, concept of quality and system improvement as applicable in organizations be applied to Pakistan.

14. POMA beyond the final exam
How as Operations Manager we can communicate to masses the importance of Pakistani domestic markets and how they help in capital formation.