Optimal Workforce Mix in Service Systems with Two Types of Customers

We consider a service system with two types of customers. In such an environment, the servers can either be specialists (or dedicated) who serve a specific customer type, or generalists (or flexible) who serve either type of customers. Cross-trained workers are more flexible and help reduce system delay, but also contribute to increased service costs and reduced service efficiency. Our objective is to provide insights into the choice of an optimal workforce mix of flexible and dedicated servers. We assume Poisson arrivals and exponential service times, and use matrix-analytic methods to investigate the impact of various system parameters such as the number of servers, server utilization, and server efficiency on the choice of server mix. We develop guidelines for managers that would help them to decide whether they should be either at one of the extremes, i.e., total flexibility or total specialization, or some combination. If it is the latter, we offer an analytical tool to optimize the server mix.

[1]  Richard Bellman,et al.  Introduction to Matrix Analysis , 1972 .

[2]  Marcel F. Neuts,et al.  Matrix-geometric solutions in stochastic models - an algorithmic approach , 1982 .

[3]  Linda Green,et al.  A Queueing System with General-Use and Limited-Use Servers , 1985, Oper. Res..

[4]  U. Karmarkar,et al.  Manufacturing configuration, capacity and mix decisions considering operational costs , 1987 .

[5]  Charles H. Fine,et al.  Research and Models for Automated Manufacturing , 1987 .

[6]  Suresh P. Sethi,et al.  Flexibility in manufacturing: A survey , 1990 .

[7]  A. Hill Field Service Management: An Integrated Approach to Increasing Customer Satisfaction , 1992 .

[8]  Uday S. Karmarkar,et al.  Performance Evaluation of Service Territories , 1992, Oper. Res..

[9]  Winfried K. Grassmann,et al.  The Bilingual Server System: A Queueing Model Featuring Fully And Partially Qualified Servers , 1993 .

[10]  William C. Jordan,et al.  Principles on the benefits of manufacturing process flexibility , 1995 .

[11]  Saifallah Benjaafar,et al.  Machine Sharing in Manufacturing Systems: Total Flexibility versus Chaining , 1998 .

[12]  M. Hottenstein,et al.  Cross-training and worker flexibility: A review of DRC system research , 1998 .

[13]  Michael J. Brusco,et al.  Staffing a Multiskilled Workforce with Varying Levels of Productivity: An Analysis of Cross‐training Policies* , 1998 .

[14]  Frederick S. Hillier,et al.  Introduction to Management Science; A Modeling and Case Studies Approach with Spreadsheets , 1999 .

[15]  Edieal J. Pinker,et al.  The Efficiency-Quality Trade-Off of Cross-Trained Workers , 2000, Manuf. Serv. Oper. Manag..

[16]  Robert A. Shumsky Approximation and analysis of a call center with flexible and specialized servers , 2004, OR Spectr..

[17]  Wallace J. Hopp,et al.  Agile workforce evaluation: a framework for cross-training and coordination , 2004 .

[18]  Saligrama R. Agnihothri,et al.  Cross-training Decisions in Field Services with Three Job Types and Server-Job Mismatch , 2004, Decis. Sci..

[19]  Alysse R. Morton,et al.  Investment in Facility Changeover Flexibility for Early Entry into High‐Tech Markets , 2009 .

[20]  A. Roth,et al.  INSIGHTS INTO SERVICE OPERATIONS MANAGEMENT: A RESEARCH AGENDA , 2003 .

[21]  A. Raturi,et al.  MEASURING AND COMPARING VOLUME FLEXIBILITY IN THE CAPITAL GOODS INDUSTRY , 2003 .

[22]  William W. Cooper,et al.  FLEXIBILITY, ADAPTABILITY, AND EFFICIENCY IN MANUFACTURING SYSTEMS , 2009 .