PROPOSED SOLUTIONS FOR IMPROVING QUEUE MANAGEMENT
EFFICIENCY AT BEBEKE OM ARIS
Chintya
Elvira Ananda
Institut Teknologi Bandung, Indonesia
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ABSTRACT |
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Keywords: Queue management, Operational Efficiency, Waiting Line, Simulation,
Self-Service, QR Code, Food service |
The
rapid growth of the food and beverage sector, especially in bustling urban
environments, requires ongoing improvements in operational effectiveness to
keep up with the rising demand and client standards. This study examines the
queue management system at the Hasanudin branch of Bebeke Om Aris, a renowned
restaurant in Bandung, Indonesia, that specializes in duck and chicken
cuisine. The restaurant's operational performance is significantly impacted
by extended waiting times experienced during busy periods. The objective of
this research is to to develop and evaluate strategies for diminishing
waiting times and enhancing overall efficiency through a quantitative
methodology. This study was driven by the observed inefficiencies in the
current queue management system, characterized by huge waits and longer
waiting periods, especially on weekends. These inefficiencies not only impede
the delivery of services but also provide a possible threat to the
restaurant's competitive standing in the market. The main goal of this study
is to determine and recommend effective strategies for optimizing queue
management in order to achieve a maximum waiting time of 5 minutes during the
busiest hours, as specified by the restaurant's management. During a
four-week period, a structured observation method was used to collect primary
data on customer arrivals, queue lengths, and waiting times. The observation
notably targeted Saturday evenings, which are known for having the highest
client inflow. The gathered data was subsequently employed to generate
simulation models using Arena software, which assessed different scenarios,
such as the integration of self-service kiosks, the adoption of QR code
ordering systems, and the augmentation of cashier counters. The queuing theory
was employed to examine these scenarios and assess important performance
measures, including average waiting time, queue length, and system
utilization rates. The investigation demonstrated that the integration of
self-service kiosks and QR code ordering systems can effectively decrease
waiting times and enhance operational efficiency. The self-service kiosks
enable customers to autonomously place orders, thereby decreasing the burden
on cashiers and expediting the ordering procedure. Similarly, the implementation
of the QR code system simplifies the procedure by allowing customers to place
orders and make payments directly from their smartphones, thereby reducing
congestion at the cashier. The simulation results demonstrated a significant
reduction in both mean waiting times and queue lengths, thereby successfully
attaining the intended performance goals. This study's findings enhance the
subject of operational management by showcasing how queuing theory and
simulation tools may be practically applied to optimize service delivery in
the food service industry. The suggested solutions give a scalable approach
that can be customized for other comparable environments, providing a
foundation for restaurants seeking to improve their service efficiency and
customer satisfaction. Subsequent studies could investigate the enduring
impacts of these interventions on customer behavior and business performance,
as well as their suitability in various categories of food service
enterprises |
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Waiting in line for service is an activity that
takes time away from other pursuits that are more preferable or essential. The
primary expense of waiting tends to be emotional, encompassing feelings of
stress, monotony, and irritation.� Those
who decided to wait for the slower queue at airport immigration, airline
security, or the store are familiar with the sensation. Varied simulated queue
arrangements at a fast-food establishment can impact waiting durations. The
duration of waiting time has a substantial impact on how often customers return
and directly affects their level of satisfaction
An organization that primarily provides
services must prioritize efficiency and quality in order to succeed.� In recent years, there has been increasing
interest in understanding technical efficiency, particularly in how well
resources are managed within organizations. This focus has been particularly
pronounced in the hospitality and tourism industry
Currently, there has been significant progress in
the field of mobile applications for online transactions, particularly in the
food and beverage industry. This is demonstrated by the growing convenience of
ordering meals and beverages without the need to wait queues at the dining
establishment. This shift in paradigm has a substantial influence on culinary
enterprises of all sizes, including small, medium, and large ones
Food service establishments, such as hotel,
restaurants, cafeterias, takeout, canteens, and function rooms, offer varying
forms of service and ideas. Elite dining establishments provide exceptional
service, while fast food restaurants prioritize efficiency and quickness. Not
all quick service restaurants are considered fast food establishments, but they
are characterized by efficient service, affordable food, and minimalist d�cor
Figure I. 1 Food and Drink Asia Market Forecast
Source : Statista
The food and beverage industry in Indonesia has
experienced significant expansion and has emerged as a key sector that
contributes to the country's Gross Domestic Product (GDP). Based on data from
Katadata
Figure 2 Industrial Sector GDP by Subsectors
Source : Katadata 2022
The culinary arts are timeless. In Indonesia,
numerous culinary specialties have been commercialised through economic
enterprises. Locals offer a wide range of gastronomic delights
The food and beverage service industry in Bandung is
expanding rapidly. The increasing number of new outlets makes it difficult for
food and beverage service enterprises, particularly caf�s and restaurants, to
compete with one another
Bebeke Om Aris started from a street in Bandung City
called Jl. Dipatiukur, then took the courage to continue moving forward,
finally in 2017 Bebeke Om Aris succeeded in opening the first branch with a
partnership concept in Bogor City. Until finally continuing to open new
branches with a partnership concept to this day. To maintain quality, Bebeke Om
Aris implements centralized production in Cimahi, for further distribution to
all partner outlets.
This final project focuses on the Hasanudin branch
of� Bebeke Om Aris, aiming to improve
business procedures related to queue management. The study aims to compare and
evaluate techniques for decreasing wait times in order to fulfill the owner's
demand of a maximum wait time of 5 minutes during peak hours. This research
aims to offer practical suggestions to Bebeke Om Aris for improving its
operations and sustaining its competitive advantage.
This study employs a quantitative methodology to
minimize waiting times and enhance queue management at the Hasanudin branch of
Bebeke Om Aris. The research commences by gathering quantitative data on the
lengths of queues, waiting periods for customers, and the general flow of
customers. This data is essential for comprehending existing difficulties and
assessing possible enhancements.
The study employs Arena simulation software to
determine the most efficient queue management tactics. The simulations simulate
many scenarios, such as the introduction of self-service kiosks, the
implementation of QR code ordering systems, or the addition of more cashier
counters. These models aid in visualizing the effect of each solution on
lowering waiting times during peak hours.
After conducting the simulations, precise Queuing
Theory calculations are utilized to carry out in-depth analysis. This entails
calculating important measures such as the anticipated quantity of consumers in
the queue (Lq), the mean waiting time in line (Wq), and system
usage. These calculations offer a more profound understanding of the efficacy
of each scenario and aid in pinpointing the most efficient method
RESULTS
AND DISCUSSION
The queue management issues observed at Om Aris'
Hasanudin Bebeke branch were addressed by using Arena simulation and queuing
theory calculations. The operational scenarios, including the incorporation of
cashiers during peak hours, the deployment of self-service kiosks, and the
utilization of QR codes for ordering and payment, were modeled using Arena
simulation. Furthermore, the financial ramifications of each proposed scenario
were evaluated by employing queuing theory to perform cost calculations.
Table 1 Simulation Results of Queue Management
Scenarios
|
Scenario |
|
(person) |
(minute) |
(person) |
|
|
Current
system |
101.4 |
43.28 |
103.2 |
44.26 |
98% |
|
Model 1 |
2 |
0.25 |
4 |
2 |
54%
cashier 1, 55% cahier 2 |
|
Model 2 |
<1 |
0.0015 |
1 |
<1 |
4% cashier,
8% QR Barcode |
|
Model 3 |
1 |
0.21 |
2 |
1 |
52%
cashier, 47% self-service kiosk |
According to the Arena simulation findings, the
Model 2 demonstrates the highest level of efficiency in terms of controlling
both the waiting time and the number of clients in the system. The outcome is
an extremely short average waiting time in the queue, less than one minute, and
an essentially negligible average number of people in the queue, 0.0015
customers. The system experiences an extremely low average customer count
(<1 customer), and the average duration of a client's presence in the system
is 1 minute. The cashiers and tables have low utilization rates of 4% and 8%
respectively, suggesting that the system's capacity is highly efficient in
managing customer flow.
Model 3 demonstrated exceptional performance, with
an average queue waiting time of 1 minute and an average number of clients in
the system of 1. The cashier has a usage rate of 52% and the self-service kiosk
has a utilization rate of 47%. This indicates that this model is relatively
efficient.
Model 1 shows notable enhancement in comparison to
the existing system, but, it is not as efficient as Model 2 and Model 3. This
model has a mean line waiting time of 2 minutes and a mean queue size of 0.25
customers. The system has an average customer population of 2, with an average
duration of 4 minutes per customer. The utilization rate for both cashiers is
approximately 54%, suggesting a workload that is more favorable than the
current system but less efficient compared to Model 2 and Model 3.
The simulation results using Arena showed Model 2 as
the most efficient in reducing waiting time and queue management capacity.
However, the cost impact of each scenario must be considered. The analysis will
evaluate daily operational costs, including human resources and technology, for
each scenario. The focus is on whether adding new technology systems or
increasing staffing will add unnecessary costs or contribute t1o increased
revenue through improved efficiency.
Table 2 Cost Analysis of Queue Management Scenarios
According to the cost analysis, Model 2, which
incorporates a QR Code ordering system, is the most economical choice for the
Bebeke Om Aris Hasanudin shop. Model 2 has the lowest overall waiting cost of
Rp0.18 per day and a reasonable operational cost of Rp98,200 per day.
Therefore, the total cost for Model 2 is Rp98,200, which is the lowest among
all scenarios. This model provides significant cost savings and enhances
customer experience by almost eliminating waiting periods. It is the best
alternative for improving operational efficiency and reducing costs.
Implementation
Plan & Justification
The last stage of this study entails establishing a
detailed implementation strategy and reasoning for addressing the queue
management difficulties at the Bebeke Om Aris Hasanudin outlet, after
performing comprehensive research and assessing different options. This plan is
designed to outline a clear strategy for implementing the QR Code ordering
system, which has been identified as the most efficient method for improving
operational efficiency. The rationale for this method is based on data-driven
insights obtained from the arena simulation and calculations of queuing theory.
These insights show that the QR Code ordering system is superior in reducing
both waiting times and operational expenses.
Implementation of QR Code Ordering System
This implementation will involve setting up a QR
Code ordering system at Om Aris Hasanudin's Bebeke outlet. Customers can
utilize this technology by scanning the QR code located on the table or near
the entry. This will grant them access to the digital menu, enabling them to
place an order and make payments directly from their smart phones.
Justification
:
The implementation of the QR Code ordering system is
supported by its substantial influence on diminishing waiting times and queues,
as well as its cost-efficiency. The system's capacity to reduce the overall
waiting cost to Rp0.18 per day and sustain a low operating cost of Rp98,200 per
day established it as the most cost-effective option. The solution is in line
with the company's objective to enhance customer experience through the
implementation of innovative technologies that streamline the ordering process.
Implementation
location :
The initial installation will occur at the Hasanudin
outlet, a strategically chosen location with a high volume of customers, making
it a perfect testing ground for assessing the effects of the new system on
customer flow and operational efficiency.
Table 3 Implementation Plan for QR Code Ordering
System
|
Action |
Timeline |
Key Stakeholder Involded |
|
System Setup and Integration |
1 month |
Third-Party Vendor, Management Team |
|
Staff Training |
1 week |
Third-Party Vendor, HR Department, Operations Team |
|
Educate Customers |
3 weeks |
Marketing Team, Staff Outlet |
|
Soft Launching and Feedback Gathering |
1 week |
Operations Team, Outlet Staff |
|
Evaluation |
2 weeks |
Management Team, Operations Team, Third Party
Vendor |
|
Full Scale Implementation |
1 month (following evaluation) |
Operations Team, Third-Party Vendor, Outlet Staff |
Introducing the QR Code system at the Hasanudin
location will be in line with the company's objective to improve operational
efficiency and customer happiness. This method guarantees the active
participation of all stakeholders in the process of change. The education
supplied by outlet staff, including SPV, waiters, and cashiers, will guarantee
that all employees comprehend the new procedure and deliver exceptional
customer service. Conducting a soft launch, which includes asking open-ended
questions, will assist in identifying potential problems and implementing the
required remedies to enhance the implementation of the QR Code system.
Conducting regular assessments following the installation would assist the
organization in enhancing the system's efficacy in lowering wait times and
enhancing customer satisfaction. Establishing strong vendor relationships with
the development and system integration teams, as well as throughout the
implementation process, will guarantee the smooth functioning of all technical
components. By implementing these measures, the company will be able to enhance
its operational and customer service methods, thereby ensuring its
competitiveness in the fast expanding food market.
By using this QR Code ordering system, Bebeke Om
Aris Hasanudin can enhance service capacity without incurring substantial
operational expenses, while delivering a quicker and more streamlined client
experience. The organization demonstrates its dedication to adapting and
meeting client expectations in the digital world by using cutting-edge
technology like the QR Code system into its customer service.
CONCLUSION
According to the completed analysis, there are numerous strategies that
can be used to decrease the waiting time at the Hasanudin outlet. Among the
three methods assessed, namely the inclusion of a cashier, the adoption of a QR
Code ordering system, and the utilization of a self-service kiosk, it was found
that the QR Code ordering system was the most efficient approach. The adoption
of this system successfully achieved a significant reduction in the average
number of customers waiting in queue (Lq), bringing it down to an almost
negligible value of 0.0015 customers. Additionally, it effectively decreased
the average waiting time (Wq) to less than one minute. By enabling consumers to
place orders and make payments directly via their mobile phones, the system
expedites the service process and diminishes the need for cashier personnel.
Furthermore, by minimizing face-to-face interaction between consumers and
staff, the requirement for extra cashier personnel can be diminished, thereby
decreasing the number of customers who have to wait in lines and enhancing
overall operating efficiency.
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