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Almost in all walks of life people come into contact with queuing systems. Businesses need to manage their line waiting systems and this is because they are extremely crucial when it comes to the management of the organization (Medhi, 2003). There are several queuing costs, and they include lost customers from balking (this is a situation where customers refuse to enter the waiting line because it is too long).
Reneging on the other involves the process where the subject often leaves the waiting line after entering because it is too long (Medhi, 2003). The biggest cost when it comes to the queuing system can be said to be lower customer satisfaction, and this can cause damage to the brand image.
It is critical to realize that indeed each specific situation is often different and that waiting lines systems are often essentially composed of several different elements. However, there are four basic ones. The first is that an input of customers can either be finite or infinite. Secondly, there must be a waiting line system of customers or times. Thirdly, there should be a workstation or operation that performs one or more activities (Medhi, 2003).
Finally, there should be a priority rule that can select the next customer or item on which the activity should be performed. In this system, there is a need to make sure that indeed the customers are satisfied, and that the arrival points are well marked and are inviting. The service delivery should be effective for the customers to feel that indeed their welfare is being looked after.
It is of the essence to realize that indeed the waiting line or queue management can be said to be a critical part of the service industry (Borovkov, 1984). This is because it often deals with the issue of treatment of customers and in a sense often reduces the wait time and improves service.
The queue management is extremely important, and it deals with cases where the customer arrival can be said to be random and therefore, the service is in most instances rendered in a random fashion. A service organization can be able to reduce cost and, therefore, improve profitability by having an efficient queue management.
It has been seen that indeed a cost is often associated with a customer waiting in line, and there is cost that is associated with adding new counters in order to reduce effectively the service time (Borovkov, 1984). Therefore, there is a need for the management in a service company to look at queue management to address the trade-off and offer solutions that are effective. The advantages of the queue theory are that it creates a psychological boost to build anticipation as well as excitement (Panico, 1969).
Secondly, there is often a value or price tag that is attached to a service or a product that is being queued for (Borovkov, 1984). However, there also exist disadvantages in that there are several customers that might leave the line and therefore, not buy the product or service. Secondly, there might be lower customer satisfaction, and this can often cause damage to the brand image.
The constant service time model is extremely important to the consumers. This is because they often know when they are next, and therefore, they can increase anticipation. They also see the company as being efficient in the queuing system and therefore, they tend to have a positive brand image of the company.
Borovkov, A. A. (1984). Asymptotic methods in queuing theory. Chichester: J. Wiley.
Medhi, J. (2003). Stochastic models in queueing theory. Amsterdam: Academic Press.
Panico, J. A. (1969). Queuing theory: A study of waiting lines for business, economics, and science. Englewood Cliffs, N.J: Prentice-Hall.
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