
Welcome back to our ongoing series on business process automation. In this installment, we delve deeper into WoPeD, the Workflow Petri Net Designer, with a focus on business process simulation.
Recap: Capacity Planning for a Hairdressing Salon
In the previous post, we used WoPeD’s capacity planning feature to analyze the staffing needs of a hairdressing salon aiming to serve 100 customers in 10 hours. The results indicated a requirement for six and a half hairdressers and two apprentices. However, due to practical constraints, the number of hairdressers was limited to five, while two apprentices remained feasible.
Setting Up Simulation in WoPeD
To evaluate the potential impact of these staffing limitations, we turned to WoPeD’s simulation capabilities. The first step was to enter the staff data into WoPeD’s resources tab. For this simulation, the staff consisted of five hairdressers and two apprentices. The salon owner, Bruce, preferred to remain at a strategic level rather than being present in the salon continuously.
Quantitative Simulation: Key Parameters
In the quantitative simulation, we maintained the same parameters as in the capacity planning exercise. These included the number of clients and the observation period.
The simulation revealed some concerning results. All staff members exhibited a utilization ratio exceeding 90%. This high utilization left no room for adequate breaks, such as a half-hour lunch, which could lead to fatigue and decreased job satisfaction over time.
Identifying Pain Points: Waiting Times
Another critical finding was the emergence of long average wait times for specific tasks. For instance, while customers experienced delays for haircuts, the salon mitigated this issue by offering coffee. However, a more significant problem was uncovered: extended waiting times at the till. This inefficiency in payment processing was deemed unacceptable and required immediate attention.
Upon closer inspection, the root cause became evident. The salon’s policy restricted till operations to hairdressers, thereby avoiding placing the responsibility on apprentices. This policy inadvertently created a bottleneck at the payment stage.
Exploring Solutions
Addressing the payment delay required exploring alternative approaches. Could apprentices be trained to handle payments, thereby reducing the burden on hairdressers? Or could an automated payment system be introduced to streamline the process? These questions set the stage for the next phase of our analysis, focusing on business process improvement.