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Gretchen's Kitchen is a fast-food restaurant located in an ideal spot near the local high school. Gretchen Lowe must prepare an annual staffing plan. The only menu items are hamburgers, chili, soft drinks, shakes, and french fries. A sample of 1,000 customers taken at random revealed that they purchased 2,100 hamburgers, 200 pints of chili, 1,000 soft drinks and shakes, and 1,000 bags of french fries. Thus, for purposes of estimating staffing requirements, Lowe assumes that each customer purchases 2.1 hamburgers, 0.2 pint of chili, 1 soft drink or shake, and 1 bag of french fries. Each hamburger requires 4 minutes of labor, a pint of chili requires 3 minutes, and a soft drink or shake and a bag of fries each take 2 minutes of labor. The restaurant currently has 10 part-time employees who work 80 hours a month on staggered shifts. Wages are $400 per month for regular time and $7.50 per hour for overtime. Hiring and training costs are $250 per new employee, and layoff costs are $50 per employee. Lowe realizes that building up seasonal inventories of hamburgers (or any of the products) would not be wise because of shelf-life considerations. Also, any demand not satisfied is a lost sale and must be avoided. Three strategies come to mind > Use a level strategy relying on overtime and undertime, with up to 20 percent of regular-time capacity on overtime. > Maintain a base of 10 employees, hiring and laying off as needed to avoid any overtime. > Utilize a chase strategy, hiring and laying off employees as demand changes to avoid overtime. When performing her calculations, Lowe always rounds to the next highest integer for the number of employees. She also follows a policy of not using an employee more than 80 hours per month, except when overtime is needed. The projected demand by month (number of customers) for next year is as follows: Gretchen's Kitchen is a fast-food restaurant located in an ideal spot near the local high school. Gretchen Lowe must prepare an annual staffing plan. The only menu items are hamburgers, chili, soft drinks, shakes, and french fries. A sample of 1,000 customers taken at random revealed that they purchased 2,100 hamburgers, 200 pints of chili, 1,000 soft drinks and shakes, and 1,000 bags of french fries. Thus, for purposes of estimating staffing requirements, Lowe assumes that each customer purchases 2.1 hamburgers, 0.2 pint of chili, 1 soft drink or shake, and 1 bag of french fries. Each hamburger requires 4 minutes of labor, a pint of chili requires 3 minutes, and a soft drink or shake and a bag of fries each take 2 minutes of labor. The restaurant currently has 10 part-time employees who work 80 hours a month on staggered shifts. Wages are $400 per month for regular time and $7.50 per hour for overtime. Hiring and training costs are $250 per new employee, and layoff costs are $50 per employee. Lowe realizes that building up seasonal inventories of hamburgers (or any of the products) would not be wise because of shelf-life considerations. Also, any demand not satisfied is a lost sale and must be avoided. Three strategies come to mind > Use a level strategy relying on overtime and undertime, with up to 20 percent of regular-time capacity on overtime. > Maintain a base of 10 employees, hiring and laying off as needed to avoid any overtime. > Utilize a chase strategy, hiring and laying off employees as demand changes to avoid overtime. When performing her calculations, Lowe always rounds to the next highest integer for the number of employees. She also follows a policy of not using an employee more than 80 hours per month, except when overtime is needed. The projected demand by month (number of customers) for next year is as follows
