Introduction
By the learning curve theory, it should b emphasized that the waiting time for the customers of pizzeria fully depends on the experience of the personnel to perform the direct obligations and cope with the available equipment. The paper aims to analyze the process of running a pizzeria from the perspective of the learning curve theory, applying the Six Sigma tools of the Total Quality Management principles. Thus, the necessity to analyze the allover performance of pizzeria will be based on the theoretical approaches and principles of the TQM.
Learning Curve Theory
The essence of this theory is based on the notion, that when workers do something for the first time, the time, which is required for this operation is long, nevertheless, while the personnel trains to cope with the equipment and perform the operations faster, the waiting time decreases. Originally, this process is described in Doherty (2004, p. 456):
As individuals and/or organizations get more experienced at a task, they usually become more efficient at it, following a progression of the learning first getting easier and then harder as one approaches a limit. A “steep” learning curve, in colloquial usage, usually means experiencing a large and increasing amount of effort for a constant amount of learning, i.e. approaching a natural limit. Much the reverse is the meaning of a steep slope in a learning progress curve. A learning progress curve is steep when very little effort is required, as further discussed in the main article.
In the light of this perspective, it should be stated that the necessity to apply the learning curve theory is closely associated with the principles of learning and qualification improvement, and, because the learning process is not eternal, the time limit will be reached sooner or later. Consequently, this theory gives the realization that the further decrease of the waiting time additional techniques should be implemented. (Hackman and Wageman, 2005)
Six Sigma Tools
Following the TQM principles, the further improvement of the business performance is closely associated with the implementation of the innovative business performance principles. Thus, the most common and reliable tool for improving any business process, including pizzeria is Six Sigma. It entails the following steps:
- Define
- Measure
- Analyze
- Design
- Verify
Initially, these are the steps of the plan-do-check-act cycle, as to further decrease the waiting timeline, there is a strong necessity to consider the ways of removing the time-killers from the range of business operations, and consider whether the time decrease is necessary, or additional operations are required. Thus, by Reddy (2004, p. 169), the following statement should be emphasized:
Originally, in the long term, processes usually are not performed as well as they are performed in the short. As a result, the number of Sigmas that will fit between the processes mean and the nearest specification limit may well drop over time, compared to an initial short-term study.
Consequently, it should be stated that the long-term perspective may be regarded as more important for the TQM, and time decrease process. (Kaldenberg, 2005)
Conclusion
Finally, it should be emphasized that the TQM and the tools of improving the business performance look rather effective, nevertheless, the implementation of the learning curve theory and Six Sigma tools requires a thorough study of the business process and research on the qualification level of the personnel.
References
Doherty, G. D. (Ed.). (2004). Developing Quality Systems in Business. New York: Routledge.
Hackman, J. R., & Wageman, R. (2005). Total Quality Management: Empirical, Conceptual, and Practical Issues. Administrative Science Quarterly, 40(2), 309
Kaldenberg, D. O. (2005). Total Quality Management Practices and Business Outcomes: Evidence from Dental Practices. Journal of Small Business Management, 33(1), 21
Reddy, A. C. (2004). Total Quality Marketing: The Key to Regaining Market Shares. Westport, CT: Quorum Books.