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

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  • Sheu, C.
  • Babbar, S.

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.

Suggested Citation

  • Sheu, C. & Babbar, S., 1996. "A managerial assessment of the waiting-time performance for alternative service process designs," Omega, Elsevier, vol. 24(6), pages 689-703, December.
    • Handle: RePEc:eee:jomega:v:24:y:1996:i:6:p:689-703
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    References listed on IDEAS

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    1. Paul J. Burke, 1956. "The Output of a Queuing System," Operations Research, INFORMS, vol. 4(6), pages 699-704, December.
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    Cited by:

    1. Luo, Wenhong & J. Liberatore, Matthew & L. Nydick, Robert & B. Chung, Q & Sloane, Elliot, 2004. "Impact of process change on customer perception of waiting time: a field study," Omega, Elsevier, vol. 32(1), pages 77-83, February.
    2. Borges, Adilson & Herter, Márcia Maurer & Chebat, Jean-Charles, 2015. "“It was not that long!†: The effects of the in-store TV screen content and consumers emotions on consumer waiting perception," Journal of Retailing and Consumer Services, Elsevier, vol. 22(C), pages 96-106.
    3. Wang, Haiyan & Olsen, Tava Lennon & Liu, Guiqing, 2018. "Service capacity competition with peak arrivals and delay sensitive customers," Omega, Elsevier, vol. 77(C), pages 80-95.

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