Queuing System At The Entrance Of Klimahaus Tourism Essay

Queuing System At The Entrance Of Klimahaus tourism EssayWaiting in pull for help is part of everyday life. As consumption and proceeds of assist occur simultaneously, variations in get for armed gain as well as in divine expediency era requirements pass in idle assist efficacy at some eons and the institution of queue ups at others. A queue forms whenever the want for assistance exceeds the existing service expertness. (Fitzsimmons Fitzsimmons, 2006)Experts decl atomic number 18 that no medical checkup prognosis of node service is much important than the lodge in stock to be served. (Bennett, 1990, cited in Fitzsimmons Fitzsimmons, 2006, p. 389). The time lag give birth, or more precisely the sensing of hold time, has a strong effect on nodes overall satisfaction with the service ((Pruyn Smidts, 1998). Moreover, if customers find a queue too farseeing or slow-moving they whitethorn balk and decide non to join the service strategy at all or custo mers who urinate joined the queue may renege, which means that they leave a queue before receiving service. Both baulk and reneging cook up losses in revenue and good leave to the service organization (Fitzsimmons Fitzsimmons, 2006 Ou Rao, 2003). Several service trading operations management techniques exist to reduce wait time and hence customer balking and reneging, al near ordinary is the variation of service capacity. However, a great deal the reduction of postp iment time is non feasible due(p) to the size of the queue, the blank space of the facility or terms factors in personnel which sacrifices customer wait inevitable (Pearce, 1989). If time lag time ejectnot be reduced service organizations argon advised to find ways to cave in time pass as quickly and pleasantly as mathematical (Maister, 1985, cited in Pruyn, 1998). (Pruyn Smidts, 1998) even state that the postponement environment, namely the design, decoration and stimuli which distract customer s upkeep from postponement, is a stronger determinant of service satisfaction than the actual waiting time. Therefore they advise service managers to focus less on reducing waiting times moreover to pay attention to the waiting conditions instead.The understanding of each feature of a queuing dodge provides insights and identifies management survivals for wear out customer service (Fitzsimmons Fitzsimmons, 2006). In the following the features of a queuing carcass are being described and the topical queuing system at the entrance of the Klimahaus Bremer defecaten 8 Ost, a science centre mountuated in the tourer quarter called Havenwelten in Bremer view asn/Ger many a(prenominal), is being evaluated. Subsequently, suggestions for improvement are being made whereby somatogenic, psychological and economic factors are taken into account likewise.2. Queuing SystemsFigure 1 Queuing SystemSource Fitzsimmons Fitzsimmons, 2006Queuing systems occur in a shape of forms but the common essential features of queuing systems are the calling population, the arrival passage, the queue configuration, the queue crystalise and the service process as illustrated in the figure below (Fitzsimmons Fitzsimmons, 2006).In the following the individual features of a queuing system will be explained.2.1 Calling populationFigure 2 Calling PopulationSource Fitzsimmons Fitzsimmons, 2006Arrivals represent the calling population which can consist of a homogeneous group or of several(prenominal) subpopulations. Subpopulations have different waiting expectations and place different take aims on services. In a queuing system the fig of customers requiring service can be limited or unlimited (Fitzsimmons Fitzsimmons, 2006). If the number is bounded, the number of customers outside the queuing system will depend on the number of customers already in the system and if the number is infinite, the number of customers outside the system in not affected by the number of customers already in the system (Tadj, 1995).2.2 Arrival processAny analysis of a system must begin with a complete understanding of the temporal and spatial scattering of the invite for service (Fitzsimmons Fitzsimmons, 2006). Arrival time data can be pile up and utilise to calculate interarrival times. Generally the diffusion of interarrival times is exponential function. The exponential distribution gives the opportunity that the time in the midst of arrivals will be t or less (e. g. minutes between arrival) and the so called Poisson distribution gives the probability of n arrivals during the time interval t (e. g. arrivals per hour). Both distributions represent alternative views of the same process (Fitzsimmons Fitzsimmons, 2006). diagnostic for the exponential distribution is the no memory-property which means that the probability distribution of the time until the next arrival is mugwump of the last arrival (Tadj, 1995).2.3 get hold configurationQueue configuration is the d esign of a waiting inventory system and refers to the number of queues, their locations and their spatial requirements. The queue configuration has an effect on the wait time and on customer behaviour. A queue is said to be finite if for example the spatial requirements are not sufficient to accommodate all waiting customers or if a public parking garage has not enough parking lots and arriving customers have to be turned away (Fitzsimmons Fitzsimmons, 2006). The figure below shows several alternatives of waiting configurations and their advantages and disadvantages(Fitzsimmons Fitzsimmons, 2006).Figure 3 Queue Forms and Their FeaturesSource Pearce, 1989Another alternative is a virtual queue, comm scarcely on the telephone, which can be considered most frustrating for customers because oftentimes they do not know their aspect in literary argument when they are placed on hold (Fitzsimmons Fitzsimmons, 2006).2.4 Queue discip cable systemThe queue discipline is a policy establis hed by management to select the next customer from the queue for service (Fitzsimmons Fitzsimmons, 2006). If the management applies the front-come, first-served rule (FCFS) all customers are treated fairly and are served according to their position in line. This queue discipline is said to be static. In a dynamic queue discipline, however, the next customer to be served is selected according to one or more attributes, for example in the forgetfulest-processing-time coming (SPT) customers who require nearsighted processing times are given priority. This is done by placing arrivals in different priority groups on the basis of some attributes and by applying the FCFS at bottom each group. This practice is said to minimize the average time a customer spends in the queuing system. A further procedure which is common in a medical context is triage, where priority is given to those who eudaemonia most from an immediate treatment. The preemptive priority procedure is the most respons ive queue discipline because service even is interrupted in graze to serve an arriving customer with juicyer priority. This rule is applied in emergency services or fire ambulance services (Fitzsimmons Fitzsimmons, 2006).2.5 serving processDue to variations in customer needs and server performances, the service time distribution can be of any form. However, if the service is simple to perform the service time distribution frequently is exponential (Fitzsimmons Fitzsimmons, 2006).Figure 4 Classification of go ProcessesSource Fitzsimmons Fitzsimmons, 2006According to (Fitzsimmons Fitzsimmons, 2006) thither are several possible service facility arrangementsService Facility Server ArrangementParking lot Self-servicerCafeteria Servers in serial publicationToll booths Servers in parallelSupermarket Self-serve, first stage parallel servers, second stageHospital Service in parallel and series, not all use by each patientA service facility arrangement with servers in parallel has the advantage that it is flexible in meeting variations in demand for service. The service capacity can be adjusted to meet changes in demand, especially if employees are cross-t rained (Fitzsimmons Fitzsimmons, 2006).2.6 Economic, physical and psychological aspects of customer waitingEconomic cost of waitingFor the service organization the economic cost of waiting is the wage of an idle employee at times of low demand for service. Times of high demand for service and resulting excessive wait times for customers or even the expectation of long waits can train to lost sales. For customers the cost of waiting is the forgone alternative use of that time at times of high demand for service plus the costs of boredom, anxiety, and other psychological distress (Fitzsimmons Fitzsimmons, 2006).Physical needs of waiting customersTo view as the waiting experience more comfortable it is advisable to provide shelter from rain, sun or wind. unremarkably pot relieve fatigue by aptness, stoop ing and propping themselves against bars, rails and barriers at that placefore seats, queue rails, steps or leaning bars should be provided for waiting customers if possible.Psychological needs of waiting customersAccording to 21 Fitzsimmons,James A. 2006 the apprehension of waiting often is more important to the consumer than the actual time spent waiting. If the customer expectation exceeds the perception the customer is un quelled and contributes to a bad reputation of the service organization, if the perception exceeds the expectation the customer is satisfied with the service and contributes to a good reputation of the service organization 21 Fitzsimmons,James A. 2006. Customers waiting in line should not be excluded from an concerned service. Customers should be given the feeling that the service company knows that they are there and that service has started already 22 Pearce,Philip L. 1989.Psychological and physical needs of community in queues can be met with a range of innovative queue management techniques 22 Pearce,Philip L. 1989. Some methods to .. are named by 21 Fitzsimmons,James A. 2006(Fitz..) are animation, discrimination, automation and obfuscation. Animation and distraction lead to a shorter perceived waiting time because the attention is drawn away from the internal clock (Pruyn Smidts, 1998). 22 Pearce,Philip L. 1989 considers instruction provision as one of the most important methods because defeat, boredom and a range of negative emotional effects follow from this lack of teaching to the waiting to the waiting public.3. The Queuing System of the Klimahaus Bremerhaven 8 OstThe Klimahaus is a science centre in Bremerhaven which opened on 27th of June 2009. On an exhibition area of 11,500 m and 143 exhibition rooms the experiential museum presents data, facts and phenomena on modality and climate protection. As a relatively new attraction the museum experiences high demand and congestion, especially at weekends, holidays and in the summer season. 600,000 visitors were calculated per year but due to the novelty effect, the Klimahaus could welcome its millionth visitor after only 15 months of operation, on 22nd of September 2010. (www.klimahaus.de). Considering the opening hours of the Klimahaus this gives on average 243visitors/hour, whereby the Klimahaus experiences square variations in demand which lead to waiting times up to 2,5 hours at some times. There are numerous attractions in the Havenwelten and the risk is high that people change their mind when confronted with a long queue in front of the ticket answer and go somewhere else. To keep the high level of visitor numbers even when the novelty effect has faded, the Klimahaus relies on satisfied customers who recommend a Klimahaus-visit to others and are instinctive to visit the museum repeatedly, despite long waiting times that can occur. In the following the current queuing system of the Klimahaus is being evaluated and the physical, behavioural, and economic aspects of the consumer waiting experience are taken into account in order to nominate suggestions for the improvement of the waiting line management.3.1 Calling populationThe calling population of the Klimahaus consists of walk-in customers (either locals or tourists) who occur randomly and groups or school classes with reservations. For a group reservation a minimum of 15 people is required. While walk-in customers are not controllable group arrivals are planned and hence controllable. The number of walk-in customers is infinite whereas the number of groups on a specific day can be considered finite because group reservations need to be made at least a day in advance. Hence, the probability of future group arrivals on a specific day depends on the number of groups currently in the system. Groups and school classes can be expected to have significant rase waiting expectations compared to walk-in customers due to their reservations which are linked to a front of the line-service upon arrival. Locals, again, can be expected to have lower waiting expectations than tourists because they can choose a less busy day or time for their Klimahaus-visit or at least buy their tickets at less busy times to avoid waiting in line. Tourists oftentimes come to Bremerhaven at weekends or during holiday seasons and therefore may expect a longer wait. However, within each subpopulation the waiting expectations may differ significantly among customers due to their respective opportunity costs.3.2 Arrival processThe collection of arrival time data is necessary to get an understanding of the temporal and spatial distribution of demand for service in order to send periods of high and low demand for service and measures to better match service capacity with service demand. However, no service demand data was available for this motif except from the visitor number of 1,000,000 on the 22nd of September 2010 which is published on the homepage and could be used to calcu late the average number of visitors per hour in the first 15 months of operation with 243. As many other service organizations the Klimahaus experiences variable demand and variable service times which leads to waiting times up to 2.5 hours at busy times. Those variations in demand affect the requirements for service capacity. When possible, the number of servers is adjusted to match changes in demand. Although the cross-trained employees of the Klimahaus are a perfect basis for adjusting service capacity to changes in demand, for the museum this strategy is only comely to a small extent. The exhibition itself has limited spatial capacity and increasing the level of staff would result in overcrowding and reduce the level of security. Therefore, this paper is going to focus on other strategies to reduce waits or to make them at least more tolerable.3.3 Queue configurationAs the figure below shows, the Klimahaus applies a one line multiserver model where customers form a integrity line and are served by the first server available.Figure 5 Ticket counter at the KlimahausSource www.nordsee-zeitung.deFigure 6 Queue configuration of the Klimahaus Bremerhaven 8 Ost(Fitzsimmons Fitzsimmons, 2006) name the advantages and disadvantages of a single queue as followsGenerally a single queue arrangement guarantees fairness because customers are served in order of their arrival (first-come, first-served). However, as can be seen on Picture 2, the waiting line system of the Klimahaus does not hold on people from cutting-in because the biggest part of the waiting line is in front of the Klimahaus at the so called Havenplaza where no barrier ropes are being used. This fact, on the other hand, allows single members of a family or small group to leave the queue and e. g. to have a look at the Klimahaus -shop or the nearby shopping centre or to get some brochures from the tourist information.Since there is only one queue, customers do not feel anxious about whether they have selected the hurrying line.Wait time is affected by the design of the waiting line system the single line model is more efficient in terms of reducing the average time that customers spend waiting in line.Figure 7 HavenplazaSource www.nordsee-zeitung.deA single-line approach comes with higher spatial requirements compared to a multiple lines approach because there is one long queue instead of several shorter queues. The Klimahaus-queue can be said to be infinite because the Havenplaza in front of the museum and the parking garages in the immediate vicinity offer sufficient capacity to accommodate arriving customers.Figure 8 Queue configuration of the Klimahaus Bremerhaven 8 Ost (high demand)Customers may interpret a long queue as evidence of a long wait and decide not to join the queue. (Fitzsimmons Fitzsimmons, 2006) suggest hiding a long waiting line from customers, e. g. by integrating the queue into the design of the building, to prevent customers from balking. The approach of integrating the queue into the design was not adopted by the museum, presumably due to space or cost reasons or because it is not that common for museums.(Pearce, 1989) on the other hand states that customers may pick to see the end of a queue because it gives them a feeling of certainty. Although, in case of the Klimahaus visual entrance from the back of queue is poor as can be seen on Picture 2. However, to avoid frustration among arriving customers and to give them a feeling of certainty in order to make them join the queue, it is advisable to make information on the expected waiting time available (Fitzsimmons Fitzsimmons, 2006 Pearce, 1989).The single queue arrangement proves to be flexible at times of high demand because the number of servers can be adjusted, especially if employees are cross trained as it is the case in the Klimahaus. However, as mentioned earlier the Klimahaus itself has limited spatial capacity and increasing the level of staff would result in overcro wding and reduce the level of security.A disadvantage of the single line-approach is that people have to stand in line in contrast to the take a number-approach where people are free to wander around. The take a number-approach can be an attractive alternative because there is no need for a formal line and customers could go to the Klimahaus-shop or to the nearby shopping centre. On the other hand, customers have to stay alert otherwise they risk missing their turns for service.Queue width as well as plays an important role. In contrast to a one-person wide queue, a wider queue like the one used by the Klimahaus is desirable because it enables family members to stand side by side in the queue which enables communication and children have more room to stretch and interact (Pearce, 1989).When considering the physical needs of people waiting in line, it can be noted that the Havenplaza is a roofed hall which provides shelter from the sun or rain and has public toilets. On the other h and customers waiting in line have no possibilities to sit or lean (e. g. on hand rails) to relieve from fatigue.As mentioned earlier, animation and distraction lead to a shorter perceived waiting time because the attention is drawn away from the internal clock (Pruyn Smidts, 1998). Above the ticket counter there is a tv screen that shows pictures and information regarding the exhibition but unfortunately it is only visible for customers waiting inside the building. When the wait time is especially long, occasionally an employee is deployed at the Havenplaza in order to answer questions of waiting customers, to hand out flyers to adults or balloons, gummi bears etc. to children. Moreover, sometimes the mascot of the Klimahaus, Max the climate mouse, animates children waiting in line.3.4 Queue disciplineGenerally the queue discipline of the Klimahaus is first come, first service, except for groups with reservations who benefit from a common front of the line service upon arrival.(Fr iedman Friedman, 1997) states that customers with high opportunity costs, e. g. tourists who have a short stay in Bremerhaven or explicitly come to Bremerhaven for a Klimahaus-visit or customers who just do not like to wait in line, might be highly sensitive to long waits and be willing to pay a premium for a faster service in a separate line to avoid waiting. Waiting line partitioning might be an option for the Klimahaus to reduce waiting for the customers in the regular queue and the customers in the fast queue. If the premium covers the cost of the additional server, waiting line segmentation is a simple, cost-free strategy for increasing profit, employment, efficiency and customer satisfaction (Friedman Friedman, 1997).3.5 Service processNo service time data is available and need to be collected but the service time distribution can be considered to be exponential because the service is simple to perform.In case of the ticket counter at the entrance of the Klimahaus servers are arranged in parallel which has the advantage that variations in demand for service could be met by adjusting the number of servers to meet demand. Nevertheless, to avoid overcrowding in the exhibition there are on a regular basis three but no more than four servers at the ticket counter at times of high demand.(Fitzsimmons Fitzsimmons, 2006) advise service managers to keep in mind that sustained pressure to hurry may affix the rate of customer processing, but it also sacrifices quality.4. Suggestions for ImprovementSince adjusting service capacity to meet high levels of demand cannot be considered a reasonable strategy for the Klimahaus to reduce waiting, other strategies like differential curb to encourage customers to use the off-peak hours should be taken into consideration (Fitzsimmons Fitzsimmons, 2006). Usually in the latter part of the day, the Klimahaus experiences lower demand because a visit takes 3 5 hours on average. For this reason it might be profitable to o ffer an afternoon ticket which is cheaper the usual day-ticket to level demand. It needs to be analysed if such an offer would have a cannibalizing effect or a positive effect on revenue from entrance tickets.A further strategy to reduce waiting is waiting line segmentation which could also be an option for the Klimahaus because it is a simple, cost-free strategy for increasing profit, employment, efficiency and customer satisfaction. However, before implementing such a strategy the service organization would have to do some testing to determine the optimal size of premium and to determine the acceptance of customers. Customers who decide to stay in the regular queue or cannot afford to take the more expensive fast lane might perceive this practice as unfair and catering to the exuberant which can result in a negative image of the Klimahaus (Friedman Friedman, 1997).Due to the significant variations in demand waiting in line for a ticket is inevitable and therefore the waiting exp erience should be made as pleasant as possible under the given circumstances. Because the biggest part of the queue forms not in the Klimahaus itself but at the Havenplaza, the Klimahaus could be advised to prove the possibility of installing benches or leaning bars for the customers to relief from fatigue.Customers waiting in line should not be included in an attentive service and questions of arriving customers should be answered to give them security. If it is not feasible for cost reasons to have an employee answering questions in person, wait time-signs should be set and a FAQ-sheet which all important information should be made available to arriving customers. alike display panels or sheets (alongside the queue) which ask the waiting public questions, or which set them tasks to solve, assist both the information needs of the public and their perception of time (Pearce, 1989). Furthermore, the mascot, Max the climate mouse, is relatively unknown and could be used more often to animate children waiting in line with their families.5. ConclusionBy analysing the features of the queuing system at the entrance of the Klimahaus useful insights could be gained. Due to significant variations in service demand, waiting in line to get a ticket is inevitable at times when service demand exceeds service capacity. increase the number of servers at the ticket counter at times of high demand would compound overcrowding in the spatial limited exhibition and therefore increasing service capacity to meet demand cannot be considered an appropriate strategy for the Klimahaus to reduce waiting. Further investigation on this topic could be helpful to identify the optimal staffing level in consideration of the space limitation of the museum and to develop measures to reduce overcrowding in the exhibition. likely strategies to shorten waits could be identified like waiting line segmentation or price differentiation. However, in order to effectively implement those strategies, se rvice demand and service time data need to be collected and analysed. Moreover, by taking into account the physical and psychological needs of customers waiting in line, methods to make wait more tolerable could be identified to improve customers queuing experience, A more pleasant queuing experience can not only reduce balking, reneging and thus lost sales for the Klimahaus but also increase the customers overall satisfaction with the service.