A managerial assessment of the waiting-time performance for alternative service process designs

Abstract

The paper develops an analytical model and, by applying it to a set of service process design alternatives, demonstrates the potential impact of process design on customer waiting-time performance. In doing so, it provides managers with some general tools and insights they can use in choosing the better service process design, adapting to changes in demand, and evaluating the impact of new technology application to the service process. It makes a case for flexibility in designing service processes by demonstrating that optimality of a design can depend on system parameter values. The various applications of this model and research findings can serve as guidelines for managers to use in designing their service processes so as to better serve their customers.