Or Research Paper

-
OPTIMISING QUEUING TIME

AT QUICK-SERVICE
RESTAURANTS
Submitted by-
Anoushka Bhatia (SYBBA-B010-74021016097),
Anoop Soneja (SYBBA-B009-74021016579),
Anmol Randeria (SYBBA-B008-74021016489),
Aman Shah (SYBBA-B007- 74021016527),
Akhilesh Pandey (SYBBA-B006-74021016460)
Submitted to-
Ms. Tahreem Bardi
Date- 4th October 2017
Sign
Marks
Index
Sr. No. Title Page No.

1. Correspondence and Confirmation from organization 3
3. Optimising queuing time at quick-service restaurants research 4
4. Appendix 7
5. References and Webliography 8
Correspondence and Confirmation from organization – Noor-Us-Sabah Palace
--
OPTIMISING QUEUING TIME AT QUICK-SERVICE RESTAURANTS
Anoushka Bhatia, Anoop Soneja, Anmol Randeria, Aman Shah and Akhilesh Pandey
ACKNOWLEDGEMENTS: Support for the research by Noor-Us-Sabah, Bhopal, gratefully

acknowledged.
ABSTRACT: Queuing Theory or Waiting Line Theory is the mathematical tool used to achieve an
economic balance between the cost of services, such as checkout counters, bank teller machines,
ticket booking windows, and so on, and the cost associated with the waiting for that service. For the
developments and application of specific operational research techniques to capture high yield
among several options of action available, which will include numerical values, Queuing Theory as a
tool of operations research is used if there is a need to formulate a mathematical model to represent
the problem. This paper is an insight into how Queuing Theory can be made use of in the hospitality
sector as well, a sector growing immensely in India; specifically, in Quick Service Restaurants
(QSRs) and optimization of their service time.
Keywords: Queuing Theory, Poisson distribution, Waiting Line Theory, Operational Research, Yield
Management
INTRODUCTION: Queuing theory is analysing queuing time. It is generally considered a tool in
Yield Management as the results are often used for making decisions about the resources and their
allocations needed to provide good service. Yield Management is an important tool for “matching
supply and demand by segmenting customers based on their willingness to pay and allocating
capacities to the different segments to ensure maximization of the company’s revenues” [1]
For QSRs, speedy queuing time and short queuing lines are important in attracting and retaining
customers; apart from that inexpensive price, good worker attitude and superb food quality also
contribute. [2]
QSRs frequently face the issue of long waiting lines during peak hours especially during festivals,
occasions, and dinner time. As it is nearly impossible for the customer to be served immediately, they
must wait for their turn, often impatiently. Those who are unwilling to wait for long time may decide
to leave.
The success of QSRs depends on managing food preparation time, queue length and waiting time. [3]
In this research, we intend to analyse the queuing process at Noor-Us-Sabah, a QSR in Bhopal.
Customers arriving time, waiting time, serving time and departure time 3.30 pm to 11.30 pm during
promotion time on Sundays in the month of August are observed to provide the critical data for this
study.
LITERATURE REVIEW: There are multiple sources of literature that outline the positive impacts
of Yield Management on an organization. The application of Yield Management techniques has been
most effective when applied to firms that have fixed capacity and demand that can be segmented into
clearly identified segments with perishable inventory, varying customer price sensitivity [4]
Queuing Theory permits the derivation and calculation of several key performance measures
including the average waiting time in the queue, the expected number queuing for service and the
probability of the service system being empty or full. It explores the relationship between demand in
a service system and the delay of services based on absolute that is the random behaviour of
customers [5]
However, the scope of the current paper is to focus how Queuing Theory, specifically a queuing
model based on the Poisson process, can be used for optimisation in this QSR by reducing waiting
time and shortening queuing length to increase service quality and customer satisfaction.
QUEUEING MODEL:
A Poisson Probability-Queuing model works with multiple assumptions, like-

 Arrival of customers follows the Poisson Probability
 Service Time has an exponential distribution
 Each service station provides identical service
 Input population is infinite,
 Service is given on a FIFO basis
 Large queues do not discourage customers.
An essential principle of the queuing model, The Little’s Law, explains the relationship between
three critical parameters in a queuing system- L, W, λ [6].
Little’s Law states that L = λ W, where
L = expected number of customers in queue,
λ = mean customer arrival rate,
W = average waiting time for a customer
where the expected number of customers in a queue is equal to product of the mean arrival rate and
the average time a customer spends in the queue.
The following equations were used to calculate the queuing model-

K −1 i K −1
( λ /μ ) ( λ/ μ )
 Probability that the service system shall be idle, P0 = ∑
i=0
[ i!
+
K ! ( 1−ρ )]
λ n
()
 Probability that there are exactly n customers in the system, Pn= P0 μ , if n ≥ K
n!
n
λ
P0 () μ , if n ≤ K
n−K
K!K
λ K
 Expected number of customers in the queue, Lq= μ ()ρ
( P0 )
K ! ( 1−ρ )2
λ
 Expected number of customers in the entire service system, Ls = Lq +
μ
Lq
 Expected waiting time in the queue, W q =
λ
1
 Expected total time customer will spend in the system, W s=W q +
μ
where,
µ= mean service rate of each of the servers
λ
ρ= = Utilization factor of the entire system
Kμ
λ = mean customer arrival rate,
W = average waiting time for a customer
K= No. of servers
OBJECTIVE: Customer fulfilment is key to successful business strategies in highly competitive

industries to sustain the business in the long haul. Higher client fulfilments will prompt higher client
steadfastness and higher future income [7]
Minimum waiting time to receive service is critical in determining service quality. Delays in services
may prompt an adverse reaction to the service quality and deteriorate customer satisfactions.
Lessening waiting time and shortening queues by the addition of a new server to increase customer
satisfaction is the objective of this paper.
METHODOLOGY: Noor-Us-Sabah at MG Road in Bhopal, Madhya Pradesh is selected as the

study location as its secondary data is easily available for research. This data was collected at Noor-
Us-Sabah during the peak period from 3.30 pm to 11.30 pm on each Sunday over a one-month period
during the month of August 2017. The data received was regarding the customer’s arrival, departure
time, queuing time and service time. Queuing time refers to the time a customer spends in the waiting
line before placing the order at the service counter. Service time refers to the time between a
customer ordering and having the food delivered. Based upon the data collected queuing time,
service time and waiting time of each customer was calculated with Microsoft Excel.
From the data provided (refer to Table 1), average number of customers was calculated to be 120/hr.
At present, there are 5 servers whose average pay is Rs. 30/hr. The average number of customers that
can be served are 30. The manager informed us that Noor-Us-Sabah valued their customers time
monetarily at Rs. 90/hr. However, there was no sensitivity analysis conducted to properly ascertain
the monetary value of the customers time.
Using the formulas mentioned above, probability of no customers in the system, average number of
customers in the queue, average number of customers in the system, expected waiting time in queue,
expected time of customer spent in the system was calculated for the present situation with 5 servers
(Refer to Table 2.1). To know the effect on the total service time taken if the number of servers were
increased, we calculated all the above-mentioned variables considering the possibility when there are
6 servers (Refer to Table 2.2), 7 servers (Refer to Table 2.3) and 8 servers (Refer to Table 2.4).
RESULTS: From our calculations, we observed that with each increase in the number of servers, the
total time a customer spent in Noor-Us-Sabah service system did decrease (Refer to W s in Table 2.1-
2.4). However, the number of seconds decreasing with each subsequent increase in server reduces.
In Table 3, we calculated the cost of waiting (i.e. the product of the number of minutes each customer
spends in the Noor-Us-Sabah service system and the monetary value of the customer’s time as told to
us - Rs.90/hr). From this table, it can be observed that while the cost of service increases at a fixed,
linear rate, the cost of waiting, with the introduction of a 6th server, drops significantly; yet with each
increase in server, the cost of waiting does not show the same behaviour, rather decreases at a
diminishing rate.
As a result, the Total Cost (cost of waiting + cost of service), drops by 2 Rs. with the addition of a 6 th
server, reduces very insignificantly with the addition of a 7 th server, but by the addition of the 8 th
server the Total cost increases.
CONCLUSION: Our study indicates the inability of Noor-Us-Sabah to cater to high business
volume during weekends and peak time causing long queues and increased queue time. Hence, Noor-
Us-Sabah’s service quality could be improved significantly if the number of servers were increased.
It is here that queuing theory gave an insight on the cost-benefit trade-off between hiring more
servers at service counters and improving service quality by reduction of queuing time.
However, this conclusion is highly dependent on the seemingly arbitrarily assigned monetary value
for the customer’s time. There is certainly more research to be done here.
APPENDIX:
TABLE 1
Sunday Number of Customers
3.30pm 4.30pm 5.30pm 6.30pm 7.30pm 8.30pm 9.30pm 10.30pm 11.30pm Average
3rd
Aug 83 96 106 132 118 129 95 108 114 122.625
10th
Aug 107 98 124 120 90 91 95 105 106 117
17th
Aug 122 108 111 109 85 96 107 96 113 118.375
24th
Aug 112 118 113 119 124 120 100 99 116 127.625
FINAL AVERAGE 121.4063
Therefore, Average Number of Customers per hour is rounded off to = 120
TABLE 2.1
Number of servers: 5 K
Mean arrival rate of the customers: 120.00 λ
Average service rate per server: 30.00 μ
P0
Probability of no customers in the system 0.01
Average number of customers in the queue 2.22 Lq
Average number of customers in the system 6.22 Ls
Expected waiting time in queue 0.02 Wq
Expected time of customer spent in the system 0.051/3.11 (hrs/mins)
Ws
TABLE 2.2
P0
Expected waiting time in queue 0.00047 W q
Expected time of customer spent in the system 0.038/2.28
W
s (hrs/mins)
TABLE 2.3
P0
Expected time of customer spent in the system 0.03/2.09 W s (hrs/mins)
TABLE 2.4
P0
Expected time of customer spent in the system 0.03/2.03
W
s (hrs/mins)
TABLE 3
Number of Servers Cost of Waiting Cost of Service Total Cost
5 9.33 2.5 11.83
6 6.84 3 9.84
7 6.27 3.5 9.77
8 6.06 4 10.06
REFERENCES:
1. The Impact of Revenue Management Decisions on Customers' Attitudes and Behaviours, Haddad,
Roper and Jones
2. Industrial Engineering Letters, M. Dharmawirya, H. Oktadiana And E. Adi
3. Improving Queuing Service at McDonald’s, Hock Lye Koh, Su Yean Teh, Chin Keat Wong
4. The Effect of Perceived Control on Consumer Responses to Service Encounter Pace, Wirtz
5. Optimal Control of Admission to A Queueing System, S. Stidham, Jr.
6. R. W. Wolff, “Little’s Law and related results”, in Wiley Encyclopaedia of Operations Research
and Management Science
7. Restaurant Revenue Management: Applying Yield Management to the Restaurant Industry Sheryl
E. Kimes et all.
WEBLIOGRAPHY:
 https://blog.aetherstore.com
 www.smallbusiness.chron.com/example-queuing-theory-restaurants
 https://www.analyticsvidhya.com/blog/2016/04/predict-waiting-time-queuing-theory/
 http://dimacs.rutgers.edu/Workshops/ASIEconEpi/Slides/Queuing_Theory_Equations.pdf
 http://scholarship.sha.cornell.edu/cgi
PLAGIARISM CERTIFICATE
1. We _______________________________ (Authors) certify that this research paper submitted by

us- SAP ID ________________has been run through a Plagiarism Check Software and the
Plagiarism Percentage is reported to be _______%.
2. Plagiarism Report generated by the Plagiarism Software is attached.
RESEARCH PAPER.docx
OPTIMISING QUEUING TIME AT QUICK-SERVICE RESTAURANTS
Submitted by- Anoushka Bhatia (SYBBA-B010), Anoop Soneja (SYBBA-B009), Anmol

Randeria (SYBBA-B008), Aman Shah (SYBBA-B007), Akhilesh Pandey (SYBBA-B006)
Submitted to- Ms Tahreem Bardi
Date- 4th October 2017
Sign Marks
Index
Sr. No.
Title Page No.
1.
Correspondence and Confirmation from organization 3
2.
Plagiarism Certificate 4
3.
Optimising queuing time at quick-service restaurants research 5
4.
Appendix 8
5.
References and Webliography 9
Correspondence and Confirmation from organization – Noor-Us-Sabah Palace
OPTIMISING QUEUING TIME AT QUICK-SERVICE RESTAURANTS Anoushka

Bhatia, Anoop Soneja, Anmol Randeria, Aman Shah and Akhilesh Pandey
ACKNOWLEDGEMENTS: Support for the research by Noor-Us-Sabah, Bhopal,

gratefully acknowledged.
ABSTRACT: Queuing Theory or Waiting Line Theory is the mathematical tool used to
achieve an economic balance between the cost of services, such as checkout counters,
bank teller machines, ticket booking windows, and so on, and the cost associated with
the waiting for that service. For the developments and application of specific operational
research techniques to capture high yield among several options of action available,
which will include numerical values, Queuing Theory as a tool of operations research is
used if there is a need to formulate a mathematical model to represent the problem. This
paper is an insight into how Queuing Theory can be made use of in the hospitality sector
as well, a sector growing immensely in India; specifically, in Quick Service Restaurants
(QSRs) and optimization of their service time.
Keywords: Queuing Theory, Poisson distribution, Waiting Line Theory, Operational

Research, Yield Management INTRODUCTION: Queuing theory is analysing queuing
time. 1 IT IS GENERALLY CONSIDERED A TOOL IN YIELD MANAGEMENT
AS THE RESULTS ARE OFTEN USED FOR MAKING DECISIONS ABOUT
THE RESOURCES AND THEIR ALLOCATIONS NEEDED TO PROVIDE
GOOD SERVICE. Yield Management is an important tool for “matching supply and
demand by segmenting customers based on their willingness to pay and allocating
capacities to the different segments to ensure maximization of the company’s revenues”
[1] For QSRs, speedy queuing time and short queuing lines are important in attracting
and retaining customers; apart from that inexpensive price, good worker attitude and
superb food quality also contribute. 1 [2] QSRS FREQUENTLY FACE THE ISSUE
OF LONG WAITING LINES DURING PEAK HOURS ESPECIALLY DURING
FESTIVALS, OCCASIONS, AND DINNER TIME. AS IT IS NEARLY
IMPOSSIBLE FOR THE CUSTOMER TO BE SERVED IMMEDIATELY, THEY
MUST WAIT FOR THEIR TURN, OFTEN IMPATIENTLY. THOSE WHO ARE
UNWILLING TO WAIT FOR LONG TIME MAY DECIDE TO LEAVE.
THE SUCCESS OF QSRS DEPENDS ON MANAGING FOOD PREPARATION

TIME, QUEUE LENGTH AND WAITING TIME. [3]
In this research, we intend to analyse the queuing process at Noor-Us-Sabah, a QSR in

Bhopal. 1 CUSTOMERS ARRIVING TIME, WAITING TIME, SERVING TIME
AND DEPARTURE TIME 3.30 PM TO 11.30 PM DURING PROMOTION TIME
ON SUNDAYS IN THE MONTH OF AUGUST ARE OBSERVED TO PROVIDE
THE CRITICAL DATA FOR THIS STUDY.
LITERATURE REVIEW: There are multiple sources of literature that outline the
positive impacts of Yield Management on an organization. 1 THE APPLICATION OF
YIELD MANAGEMENT TECHNIQUES HAS BEEN MOST EFFECTIVE WHEN
APPLIED TO FIRMS THAT HAVE FIXED CAPACITY AND DEMAND THAT
CAN BE SEGMENTED INTO CLEARLY IDENTIFIED SEGMENTS WITH
PERISHABLE INVENTORY, VARYING CUSTOMER PRICE SENSITIVITY [4]
QUEUING THEORY PERMITS THE DERIVATION AND CALCULATION OF
SEVERAL KEY PERFORMANCE MEASURES INCLUDING THE AVERAGE
WAITING TIME IN THE QUEUE, THE EXPECTED NUMBER QUEUING FOR
SERVICE AND THE PROBABILITY OF THE SERVICE SYSTEM BEING
EMPTY OR FULL. It explores the relationship between demand in a service system
and the delay of services based on absolute that is the random behaviour of customers
[5] However, the scope of the current paper is to focus how Queuing Theory, specifically
a queuing model based on the Poisson process, can be used for optimisation in this QSR
by reducing waiting time and shortening queuing length to increase service quality and
customer satisfaction.
QUEUEING MODEL:
A Poisson Probability-Queuing model works with multiple assumptions, like- · Arrival of

customers follows the Poisson Probability · Service Time has an exponential distribution
· Each service station provides identical service · Input population is infinite, · Service is
given on a FIFO basis · Large queues do not discourage customers.
1 AN ESSENTIAL PRINCIPLE OF THE QUEUING MODEL, THE LITTLE’S
LAW, EXPLAINS THE RELATIONSHIP BETWEEN THREE CRITICAL
PARAMETERS IN A QUEUING SYSTEM- L, W, Λ [6].
LITTLE’S LAW STATES THAT L = Λ W, WHERE L = EXPECTED NUMBER

OF CUSTOMERS IN QUEUE, Λ = MEAN CUSTOMER ARRIVAL RATE, W =
AVERAGE WAITING TIME FOR A CUSTOMER WHERE THE EXPECTED
NUMBER OF CUSTOMERS IN A QUEUE IS EQUAL TO PRODUCT OF THE
MEAN ARRIVAL RATE AND THE AVERAGE TIME A CUSTOMER SPENDS
IN THE QUEUE.
2 THE FOLLOWING EQUATIONS WERE USED TO CALCULATE THE

QUEUING MODEL- · PROBABILITY THAT THE SERVICE SYSTEM SHALL
BE IDLE, = · PROBABILITY THAT THERE ARE EXACTLY N CUSTOMERS
IN THE SYSTEM, = , IF N ≥ K , IF N ≤ K · EXPECTED NUMBER OF
CUSTOMERS IN THE QUEUE, = · EXPECTED NUMBER OF CUSTOMERS IN
THE ENTIRE SERVICE SYSTEM, = · EXPECTED WAITING TIME IN THE
QUEUE, · EXPECTED TOTAL TIME CUSTOMER WILL SPEND IN THE
SYSTEM, WHERE, Μ= MEAN SERVICE RATE OF EACH OF THE SERVERS
Ρ= = UTILIZATION FACTOR OF THE ENTIRE SYSTEM Λ = MEAN
CUSTOMER ARRIVAL RATE, W = AVERAGE WAITING TIME FOR A
CUSTOMER K= NO. of servers
OBJECTIVE: Customer fulfilment is key to successful business strategies in highly

competitive industries to sustain the business in the long haul. Higher client fulfilments
will prompt higher client steadfastness and higher future income [7] Minimum waiting
time to receive service is critical in determining service quality. Delays in services may
prompt an adverse reaction to the service quality and deteriorate customer satisfactions.
Lessening waiting time and shortening queues by the addition of a new server to
increase customer satisfaction is the objective of this paper.
METHODOLOGY: Noor-Us-Sabah at MG Road in Bhopal, Madhya Pradesh is selected

as the study location as its secondary data is easily available for research. 1 THIS DATA
WAS COLLECTED AT NOOR-US-SABAH DURING THE PEAK PERIOD
FROM 3.30 PM TO 11.30 PM ON EACH SUNDAY OVER A ONE-MONTH
PERIOD DURING THE MONTH OF AUGUST 2017. The data received was
regarding the customer’s arrival, departure time, queuing time and service
time. 1 QUEUING TIME REFERS TO THE TIME A CUSTOMER SPENDS IN
THE WAITING LINE BEFORE PLACING THE ORDER AT THE SERVICE
COUNTER. SERVICE TIME REFERS TO THE TIME BETWEEN A
CUSTOMER ORDERING AND HAVING THE FOOD DELIVERED. BASED
UPON THE DATA COLLECTED QUEUING TIME, SERVICE TIME AND
WAITING TIME OF EACH CUSTOMER WAS CALCULATED WITH
MICROSOFT EXCEL.
From the data provided (refer to Table 1), average number of customers was calculated
to be 120/hr. At present, there are 5 servers whose average pay is Rs. 30/hr. 3 THE
AVERAGE NUMBER OF CUSTOMERS THAT CAN BE SERVED ARE 30. The
manager informed us that Noor-Us-Sabah valued their customers time monetarily at Rs.
90/hr. However, there was no sensitivity analysis conducted to properly ascertain the
monetary value of the customers time.
Using the formulas mentioned above, probability of no customers in the system, average
number of customers in the queue, average number of customers in the system,
expected waiting time in queue, expected time of customer spent in the system was
calculated for the present situation with 5 servers (Refer to Table 2.1). To know the effect
on the total service time taken if the number of servers were increased, we calculated all
the above-mentioned variables considering the possibility when there are 6 servers
(Refer to Table 2.2), 7 servers (Refer to Table 2.3) and 8 servers (Refer to Table 2.4).
RESULTS: From our calculations, we observed that with each increase in the number of
servers, the total time a customer spent in Noor-Us-Sabah service system did decrease
(Refer to in Table 2.1-2.4). However, the number of seconds decreasing with each
subsequent increase in server reduces.
In Table 3, we calculated the cost of waiting (i.e. the product of the number of minutes
each customer spends in the Noor-Us-Sabah service system and the monetary value of
the customer’s time as told to us - Rs.90/hr). From this table, it can be observed that
while the cost of service increases at a fixed, linear rate, the cost of waiting, with the
introduction of a 6th server, drops significantly; yet with each increase in server, the cost
of waiting does not show the same behaviour, rather decreases at a diminishing rate.
As a result, the Total Cost (cost of waiting + cost of service), drops by 2 Rs. with the
addition of a 6th server, reduces very insignificantly with the addition of a 7th server, but
by the addition of the 8th server the Total cost increases.
CONCLUSION: 1 OUR STUDY INDICATES THE INABILITY OF NOOR-US-

SABAH TO CATER TO HIGH BUSINESS VOLUME DURING WEEKENDS
AND PEAK TIME CAUSING LONG QUEUES AND INCREASED QUEUE
TIME. Hence, Noor-Us-Sabah’s service quality could be improved significantly if the
number of servers were increased. 1 IT IS HERE THAT QUEUING THEORY GAVE
AN INSIGHT ON THE COST-BENEFIT TRADE-OFF BETWEEN HIRING
MORE SERVERS AT SERVICE COUNTERS AND IMPROVING SERVICE
QUALITY BY REDUCTION OF QUEUING TIME.
However, this conclusion is highly dependent on the seemingly arbitrarily assigned

monetary value for the customer’s time. There is certainly more research to be done
here.
APPENDIX:
TABLE 1 Sunday Number of Customers
3.30pm 4.30pm 5.30pm 6.30pm 7.30pm 8.30pm 9.30pm 10.30pm 11.30pm Average
3rd Aug 83 96 106 132 118 129 95 108 114 122.625
10th Aug 107 98 124 120 90 91 95 105 106 117
17th Aug 122 108 111 109 85 96 107 96 113 118.375
24th Aug 112 118 113 119 124 120 100 99 116 127.625
FINAL AVERAGE 121.4063
4 THEREFORE, AVERAGE NUMBER OF CUSTOMERS PER HOUR IS

ROUNDED OFF TO = 120
5 TABLE 2.1
4 NUMBER OF SERVERS:
5K
1 MEAN ARRIVAL RATE OF THE CUSTOMERS:

120.00 λ
4 AVERAGE SERVICE RATE PER SERVER:
6 30.00 Μ
7 PROBABILITY OF NO CUSTOMERS IN THE SYSTEM 0.01
8 AVERAGE NUMBER OF CUSTOMERS IN THE QUEUE 2.22
AVERAGE NUMBER OF CUSTOMERS IN THE SYSTEM 6.22
4 EXPECTED WAITING TIME IN QUEUE 0.02
5 TABLE 2.2 NUMBER OF SERVERS:
6K
120.00 λ
6 30.00 Μ
TABLE 2.3 Number of servers:
7K
120.00 λ

6 30.00 Μ
9 TABLE 2.4 NUMBER OF SERVERS:
8K
120.00 λ
6 30.00 Μ
TABLE 3 Number of Servers Cost of Waiting Cost of Service Total Cost
5 9.33 2.5 11.83
6 6.84 3 9.84
7 6.27 3.5 9.77
8 6.06 4 10.06
REFERENCES:
1. The Impact of Revenue Management Decisions on Customers' Attitudes and

Behaviours, Haddad, Roper and Jones 2. Industrial Engineering Letters, M.
Dharmawirya, H. 1 OKTADIANA AND E. Adi 3. Improving Queuing Service at
McDonald’s, Hock Lye Koh, Su Yean Teh, Chin Keat Wong 4. The Effect of Perceived
Control on Consumer Responses to Service Encounter Pace, Wirtz 5. Optimal Control of
Admission to A Queueing System, S. Stidham, Jr.
6. R. W. 1 WOLFF, “LITTLE’S LAW AND RELATED RESULTS”, IN WILEY

ENCYCLOPAEDIA OF OPERATIONS RESEARCH AND MANAGEMENT
SCIENCE 7. Restaurant Revenue Management: Applying Yield Management to the
Restaurant Industry Sheryl E. Kimes et all.
WEBLIOGRAPHY:
· https://blog.aetherstore.com · www.smallbusiness.chron.com/example-queuing-
theory-restaurants · https://www.analyticsvidhya.com/blog/2016/04/predict-waiting-
time-queuing-theory/ ·
http://dimacs.rutgers.edu/Workshops/ASIEconEpi/Slides/Queuing_Theory_Equation
s.pdf · http://scholarship.sha.cornell.edu/cgi
Citations (10/10)
1. 1Another student's paper
4. 4https://www.techylib.com/en/view/clashjudicious/a_basic_queueing_system
Matched Text
Suspected Entry: 73% match
Uploaded - RESEARCH PAPER.docx
IT IS GENERALLY CONSIDERED A TOOL IN YIELD MANAGEMENT AS THE RESULTS ARE OFTEN
USED FOR MAKING DECISIONS ABOUT THE RESOURCES AND THEIR ALLOCATIONS NEEDED TO
PROVIDE GOOD SERVICE
Source - Another student's paper
It is generally considered a branch of operation research because the results are often used for making
business decisions about the resources needed to provide good service
[2] QSRS FREQUENTLY FACE THE ISSUE OF LONG WAITING LINES DURING PEAK HOURS
ESPECIALLY DURING FESTIVALS, OCCASIONS, AND DINNER TIME
Fast food restaurants frequently face the problem of long waiting lines during peak hours especially during
promotions, lunch and dinner time

AS IT IS NEARLY IMPOSSIBLE FOR THE CUSTOMER TO BE SERVED IMMEDIATELY, THEY MUST
WAIT FOR THEIR TURN, OFTEN IMPATIENTLY
Unable to be served immediately, customers have to wait for their turn, often impatiently

THOSE WHO ARE UNWILLING TO WAIT FOR LONG TIME MAY DECIDE TO LEAVE
Those who are unwilling to wait for long time may opt to leave

THE SUCCESS OF QSRS DEPENDS ON MANAGING FOOD PREPARATION TIME, QUEUE LENGTH
AND WAITING TIME
The success of fast food restaurants depends critically on managing food preparation time, queue length and
waiting time

CUSTOMERS ARRIVING TIME, WAITING TIME, SERVING TIME AND DEPARTURE TIME 3.30 PM TO
11.30 PM DURING PROMOTION TIME ON SUNDAYS IN THE MONTH OF AUGUST ARE OBSERVED TO
PROVIDE THE CRITICAL DATA FOR THIS STUDY
Customers arriving time, waiting time, serving time and departure time during lunch hour promotion between
12.30 pm to 2.30 pm are monitored to provide the critical data for this study

THE APPLICATION OF YIELD MANAGEMENT TECHNIQUES HAS BEEN MOST EFFECTIVE WHEN
APPLIED TO FIRMS THAT HAVE FIXED CAPACITY AND DEMAND THAT CAN BE SEGMENTED INTO
CLEARLY IDENTIFIED SEGMENTS WITH PERISHABLE INVENTORY, VARYING CUSTOMER PRICE
SENSITIVITY [4] QUEUING THEORY PERMITS THE DERIVATION AND CALCULATION OF SEVERAL
KEY PERFORMANCE MEASURES INCLUDING THE AVERAGE WAITING TIME IN THE QUEUE, THE
EXPECTED NUMBER QUEUING FOR SERVICE AND THE PROBABILITY OF THE SERVICE SYSTEM
BEING EMPTY OR FULL
The theory permits the derivation and calculation of several key performance measures including the average
waiting time in the queue, the expected number queuing for service and the probability of the system in certain
states such as empty or full

AN ESSENTIAL PRINCIPLE OF THE QUEUING MODEL, THE LITTLE’S LAW, EXPLAINS THE
RELATIONSHIP BETWEEN THREE CRITICAL PARAMETERS IN A QUEUING SYSTEM- L, W, Λ [6]
An important theorem knows as the Little’s Law is the fundamental principle of queuing theory that explains
the relationship between three critical parameters in a queuing system [8]

LITTLE’S LAW STATES THAT L = Λ W, WHERE L = EXPECTED NUMBER OF CUSTOMERS IN QUEUE,
Λ = MEAN CUSTOMER ARRIVAL RATE, W = AVERAGE WAITING TIME FOR A CUSTOMER WHERE
THE EXPECTED NUMBER OF CUSTOMERS IN A QUEUE IS EQUAL TO PRODUCT OF THE MEAN
ARRIVAL RATE AND THE AVERAGE TIME A CUSTOMER SPENDS IN THE QUEUE
Letting L = expected number of customers in queue, = mean customer arrival rate, W = average waiting time
for a customer, then the Little’s Law states that

THIS DATA WAS COLLECTED AT NOOR-US-SABAH DURING THE PEAK PERIOD FROM 3.30 PM TO
11.30 PM ON EACH SUNDAY OVER A ONE-MONTH PERIOD DURING THE MONTH OF AUGUST 2017
The primary data are collected at McDonald’s during the peak lunch hour period from 12.30 pm to 2.30 pm on
each Friday over a one month period during the month of May 2013

QUEUING TIME REFERS TO THE TIME A CUSTOMER SPENDS IN THE WAITING LINE BEFORE
PLACING THE ORDER AT THE SERVICE COUNTER
Queuing time refers to the time a customer spends while queuing up in the waiting line before food is ordered
at the service counter

SERVICE TIME REFERS TO THE TIME BETWEEN A CUSTOMER ORDERING AND HAVING THE FOOD
DELIVERED
Service time refers to the time between a customer ordering for foods and leaving the service counter having
the food delivered

BASED UPON THE DATA COLLECTED QUEUING TIME, SERVICE TIME AND WAITING TIME OF EACH
CUSTOMER WAS CALCULATED WITH MICROSOFT EXCEL
Queuing time, service time and waiting time of each customer can also be calculated by means of Microsoft
Excel

OUR STUDY INDICATES THE INABILITY OF NOOR-US-SABAH TO CATER TO HIGH BUSINESS
VOLUME DURING WEEKENDS AND PEAK TIME CAUSING LONG QUEUES AND INCREASED QUEUE
TIME
Our study indicates the inability of McDonald’s to cater to increase business volume during special promotions,
without the burden of having long queues and increased queue time

IT IS HERE THAT QUEUING THEORY GAVE AN INSIGHT ON THE COST-BENEFIT TRADE-OFF
BETWEEN HIRING MORE SERVERS AT SERVICE COUNTERS AND IMPROVING SERVICE QUALITY BY
REDUCTION OF QUEUING TIME
It is here that queuing theory can indeed provide good insight on the cost- benefit tradeoff between reducing
food preparation time and improving service quality via reduction of queuing time/queue length
MEAN ARRIVAL RATE OF THE CUSTOMERS
Customers mean arrival rate =
OKTADIANA AND E
Oktadiana and E
WOLFF, “LITTLE’S LAW AND RELATED RESULTS”, IN WILEY ENCYCLOPAEDIA OF OPERATIONS
RESEARCH AND MANAGEMENT SCIENCE 7
Wolff, “Little’s Law and related results”, in Wiley Encyclopedia of Operations Research and Management
Science,
THE FOLLOWING EQUATIONS WERE USED TO CALCULATE THE QUEUING MODEL- · PROBABILITY
THAT THE SERVICE SYSTEM SHALL BE IDLE, = · PROBABILITY THAT THERE ARE EXACTLY N
CUSTOMERS IN THE SYSTEM, = , IF N ≥ K , IF N ≤ K · EXPECTED NUMBER OF CUSTOMERS IN THE
QUEUE, = · EXPECTED NUMBER OF CUSTOMERS IN THE ENTIRE SERVICE SYSTEM, = · EXPECTED
WAITING TIME IN THE QUEUE, · EXPECTED TOTAL TIME CUSTOMER WILL SPEND IN THE SYSTEM,
WHERE, Μ= MEAN SERVICE RATE OF EACH OF THE SERVERS Ρ= = UTILIZATION FACTOR OF THE
ENTIRE SYSTEM Λ = MEAN CUSTOMER ARRIVAL RATE, W = AVERAGE WAITING TIME FOR A
CUSTOMER K= NO
s = the number of servers in the system p = /s = the average utilization of the system = the probability that no
customers are in the system = the average number of customers waiting in line = the average time expended
waiting W = = the average time spent in the system, including service Q L = W = the average number of
customers in the service system= the probability that n customers are in the system at a given time For ns For
n>s

THE AVERAGE NUMBER OF CUSTOMERS THAT CAN BE SERVED ARE 30
includes the number of customers that are arriving to be served

THEREFORE, AVERAGE NUMBER OF CUSTOMERS PER HOUR IS ROUNDED OFF TO = 120
Source - https://www.techylib.com/en/view/clashjudicious/a_basic_queueing_system
= 120 customers per hour

NUMBER OF SERVERS
Number of Servers

AVERAGE SERVICE RATE PER SERVER
and the mean service rate (per server) m

EXPECTED WAITING TIME IN QUEUE 0.02
Expected waiting time in the queue



TABLE 2.1
Table 2.1)
TABLE 2.2 NUMBER OF SERVERS
Table 2.2)
30.00 Μ
30.00 minutes
30.00 Μ
30.00 minutes
30.00 Μ
30.00 minutes
30.00 Μ
30.00 minutes
PROBABILITY OF NO CUSTOMERS IN THE SYSTEM 0.01
The probability of no customers in the system


AVERAGE NUMBER OF CUSTOMERS IN THE QUEUE 2.22
Average number of customers in the queue

Average number of customers in the system






TABLE 2.4 NUMBER OF SERVERS
Number of servers (s) 4
Average waiting time in the queue (Wq) 0.0005

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OPTIMISING QUEUING TIME

Date- 4th October 2017

Sr. No. Title Page No.

ACKNOWLEDGEMENTS: Support for the research by Noor-Us-Sabah, Bhopal, gratefully

A Poisson Probability-Queuing model works with multiple assumptions, like-

The following equations were used to calculate the queuing model-

OBJECTIVE: Customer fulfilment is key to successful business strategies in highly competitive

METHODOLOGY: Noor-Us-Sabah at MG Road in Bhopal, Madhya Pradesh is selected as the

Therefore, Average Number of Customers per hour is rounded off to = 120

1. We _______________________________ (Authors) certify that this research paper submitted by

2. Plagiarism Report generated by the Plagiarism Software is attached.

Submitted by- Anoushka Bhatia (SYBBA-B010), Anoop Soneja (SYBBA-B009), Anmol

Submitted to- Ms Tahreem Bardi

Date- 4th October 2017

Title Page No.

Correspondence and Confirmation from organization 3

Optimising queuing time at quick-service restaurants research 5

References and Webliography 9

Correspondence and Confirmation from organization – Noor-Us-Sabah Palace

OPTIMISING QUEUING TIME AT QUICK-SERVICE RESTAURANTS Anoushka

ACKNOWLEDGEMENTS: Support for the research by Noor-Us-Sabah, Bhopal,

Keywords: Queuing Theory, Poisson distribution, Waiting Line Theory, Operational

THE SUCCESS OF QSRS DEPENDS ON MANAGING FOOD PREPARATION

In this research, we intend to analyse the queuing process at Noor-Us-Sabah, a QSR in

A Poisson Probability-Queuing model works with multiple assumptions, like- · Arrival of

LITTLE’S LAW STATES THAT L = Λ W, WHERE L = EXPECTED NUMBER

2 THE FOLLOWING EQUATIONS WERE USED TO CALCULATE THE

OBJECTIVE: Customer fulfilment is key to successful business strategies in highly

METHODOLOGY: Noor-Us-Sabah at MG Road in Bhopal, Madhya Pradesh is selected

CONCLUSION: 1 OUR STUDY INDICATES THE INABILITY OF NOOR-US-

However, this conclusion is highly dependent on the seemingly arbitrarily assigned

TABLE 1 Sunday Number of Customers

3rd Aug 83 96 106 132 118 129 95 108 114 122.625

10th Aug 107 98 124 120 90 91 95 105 106 117

17th Aug 122 108 111 109 85 96 107 96 113 118.375

FINAL AVERAGE 121.4063

4 THEREFORE, AVERAGE NUMBER OF CUSTOMERS PER HOUR IS

1 MEAN ARRIVAL RATE OF THE CUSTOMERS:

4 AVERAGE SERVICE RATE PER SERVER:

7 PROBABILITY OF NO CUSTOMERS IN THE SYSTEM 0.01

8 AVERAGE NUMBER OF CUSTOMERS IN THE QUEUE 2.22

AVERAGE NUMBER OF CUSTOMERS IN THE SYSTEM 6.22

4 EXPECTED WAITING TIME IN QUEUE 0.02

Expected time of customer spent in the system 0.051/3.11 (hrs/mins)

5 TABLE 2.2 NUMBER OF SERVERS:

1 MEAN ARRIVAL RATE OF THE CUSTOMERS:

4 AVERAGE SERVICE RATE PER SERVER:

7 PROBABILITY OF NO CUSTOMERS IN THE SYSTEM 0.0167

8 AVERAGE NUMBER OF CUSTOMERS IN THE QUEUE 0.57

AVERAGE NUMBER OF CUSTOMERS IN THE SYSTEM 4.57

4 EXPECTED WAITING TIME IN QUEUE 0.00047

Expected time of customer spent in the system 0.038/2.28 (hrs/mins)

TABLE 2.3 Number of servers:

1 MEAN ARRIVAL RATE OF THE CUSTOMERS:

4 AVERAGE SERVICE RATE PER SERVER:

7 PROBABILITY OF NO CUSTOMERS IN THE SYSTEM 0.0178

8 AVERAGE NUMBER OF CUSTOMERS IN THE QUEUE 0.18

AVERAGE NUMBER OF CUSTOMERS IN THE SYSTEM 4.18

4 EXPECTED WAITING TIME IN QUEUE 0.0015

Expected time of customer spent in the system 0.03/2.09 (hrs/mins)

9 TABLE 2.4 NUMBER OF SERVERS: