Chapter 10 Case: Analyzing a Taco Bell Restaurant

Submitted to:
Dr. Antonio A. Emberda

Submitted by:
Villanueva, Chlex Wynsylph
Denila, Ckylhen Noreforcer
Manglicmot, Katherine Joy
Masurong, Honee Dyanne
Solis, Joseph Anthony
Paares, Daniel John
Suico, Everjanetmie
Group 3 BSA 4A

MWF 6:55-7:55PM B502

1. Draw a diagram of the process using the format in Exhibit 7.5.
2. Consider a base case where a customer arrives every 40 seconds and the
Customer Service Champion can handle 120 customers per hour. There are two
Food Champions, each capable of handling 100 orders per hour. How long should
it take to be served by the restaurant (from the time a customer enter the kiosk
queue, until her food is delivered)? Use queueing methods to estimate this.
3600
= Arrival rate = =
40

S = Service rate of Service Champion = 120 customers per hour

F = Service rate of Food Champion

= 100 2
= 200 customers per hour

With this, we next calculate the average total time that is spent by a customer in
a complete system. We first begin by calculating the average number in system (Ls),
then compute the average total time in system (W s).
90
Ls (Service Champion) = = =
12090

3
Ws (Service Champion) = = = .
90

Also, we perform the same calculations to get the average total time in system
for the Food Champions.
90
Ls (Food Champion) = = = .
20090

.82
Ws (Food Champion) = = = . . .
90

Therefore, the total average time for the entire system is:

Total Average Time = W s (SC) + W s (FC)

= 120 + 32.72 = 152.72 seconds

3. On average how busy are the Customer Service Champions and the two Food
Champions?

= Ratio of Total arrival rate to service rate for a single server

=

90
(service)= 120 = %

90
(food)= 200 = %

The Customer Service Champion is busier than the Food Champions for the reason that
there are two Food Champions and only one Customer Service Champion.

4. On average how many cars do you expect to have in the drive-thru line?
(Include those waiting to place orders and those waiting for food.)

Ls (Average number in system including any being served)

=Ls (Service Champion) + Ls (Food Champion)

= 3 + 0.82

= 3.82 Customers

5. If the restaurant runs a sale and the customer arrival rate increases by 20
percent, how would this change the total time expected to serve a customer?
How would this change the average number of cars in the drive-thru line?

Arrival rate = 90 + 20% = 108 customer hour

Ls (Service) = 108/ (120-108) = 9 customers

Ws (Service Champion) = Average number in System/ Arrival rate

Ws = 9/108 = 0.0833 hour or 5 minutes or 300 seconds

Ls (Food Champion) = 108/ (200-108)= 1.17 customer

Ws (Food Champion) = Average number in System/ Arrival Rate

 W s = 1.17/108 = 0.011 hour or 0.65 minutes or 39.13 seconds

Ws = Ws (Service Champion) + W s (Food Champion)

Ls = Ls (Service Champion) + Ls (Food Champion)

Therefore,

Total Average Time in system = W(Service) + W(Food)

= 300+ 39.13 = 339.13 seconds

Total Average Average Number in system = L(Service) + L(Food)

= 9+1.17 = 10.17 customers

With the arrival rate increase by 20 percent it would now cater 108 customers per hour.
Therefore, the change in the total time expected to serve a customer would be 339.13
seconds.

6. Currently, relatively few customers (less than %) order the Crunchwrap

Supreme. What would happen if the restaurant ran the sale, demand jumped on the
Crunchwrap Supreme, and 30% of the orders were for this item? Take a quantitative
approach to answering this question. Assume that the customer service champion
never helps the food champions and that these two processes remains
independent.

Given that the Crunchwrap Supreme takes twice as long as any other normal
orders to make. And its demand will increase by 30% of the total orders. Then, it is
inevitable that the total average wait time or lead time for the Taco Bells will increase.

As for the arrival rate computed in question 5 which is 108 customers per hour,
Crunchwrap orders consist 30% of it equals to 32.4 customers per hour. While the normal
order consists of 75.6 customers per hour. With the Crunchwrap supreme doubled
processing time than the other normal orders, so the new arrival rate for the Food
Champion is computed as follows:
 Total orders = 75.6 + (Crunchwrap orders 2)

= 75.6 + (32.4 2)

= 140.4

Therefore, the new arrival rate would 140.4 customer per hour for the Food
Champion.

However, the arrival rate for the Customer Service Champion is still 108 customers per
hour as this was assumed that the two processes should remain independent.
108
Thus, Ls (Service) = 120108 = 9

9
W s (Service) = = 0.0833 hour or 300 seconds
108

140.4
Furthermore, Ls (Food) = 200140.4 = 2.35

2.35
Ws (Food) = 140.4 = 0.017 hour or 60.26 seconds

So, the total average time is 360.26 seconds.

7. For the type of analysis done in this case, what are the key assumptions? What
would be the impact on our analysis if these assumptions were not true?

+ Assumption: Poisson is assumed for customer arrival. If this was not true,
then the calculations made will not be correct and a more complex model should
be used for analyzing this case.

+Assumption: The pattern of service is exponential. If this was not true, we

would be using another model to solve this.

+Assumption: There is an infinite space for tacos. If this was not true, then the
calculations made under M/M/1 model is not possible.

+Assumption: Services are independent to each other. If this was not true, we
would need a more complicated model to arrive at the correct values.

+Assumption: Service Champion and Food Champion cannot help each other
even if a complex order would be made by the customer. If this was not true, time
to serve the customer would increase.
8. Could this type of analysis be used for other service-type business? Give
examples to support your answer.

Businesses like grocery stores, salons, ready-made furniture shops, and

ATMs that provide services as output can use this analysis for this business.
Customers have access to sample outputs. They place order at the counter. While
they wait for the employees to do their part, the customer can look around the
shop. When employees are done, the customer can already take what he/she
ordered and go.