Mario's Pizzeria Learning Curve Theory

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Mario’s Pizzeria

University of Phoenix


August 3, 2009

Mario’s Pizzeria

Mario’s grandchild must evaluate the processes and wait times at Mario’s Pizzeria to make decisions on changes that will affect the future of Mario’s Pizzeria and its profits. The following will identify process performance data for Mario’s Pizzeria. Learning curve concepts will be applied and explained as well.

Process Performance Data

In reviewing the utilization of the tables and staff, the best decision is to have eight tables for two and 10 tables for four and keep the wait staff at four and kitchen staff at two. A profit of $1509 is seen. 94.92% utilization was seen in the tables for four and 90.47% utilization was seen in the tables for two. Table I shows the changes in the in wait times and queue length by changing the number of tables for two and four.

Table I


To increase processing time for cooking, the ovens were evaluated and the processing time of the waiters. By choosing to do away with the manual ovens and having a plax oven and the menupoint system, the wait time and queue length were reduced again. A profit of $1,663 is seen. Table II shows the changes in wait time and queue length when variations of ovens and the menupoint system are used.

Table II


With the increase in customers in the mall and an expected increase in demand for pizzas, the decision had to be made to either open a take-out counter or rent space next door. The best wait times and profit of $2,029 was seen from renting space next door. Table III shows the comparison of the take out versus renting space to increase capacity and decrease wait time.

Table III


With each process change, profits increased. Table IV shows how profits improved with each process improvement. Table V shows the customer satisfaction changes as each process change is implemented.

Table IV


Table V


Learning Curve Theory