Staffing & Scheduling in Services

Session: TE18
Date/Time: Tuesday 16:30-18:00
Type: Invited
Sponsor:
Track:
Cluster: Service Operations Management
Room: Madison
Chair: Gary M. Thompson
Chair Address: Cornell Univ., Sch. of Hotel Admin., Ithaca, NY 14853 ,
Chair E-mail:

TE18.1 An Analysis of Cross-Training Policies for Staffing Decisions Michael J. Brusco, Tony R. Johns --- FL State Univ., IMS Dept., Coll. of Bus., Tallahassee, FL 32306-1042, (mbrusco@cob.fsu.edu)
We present methods for evaluating the effect of various cross-¨ training policies on workforce staff size. Results are presented for¨ maintenance operations at a large US paper mill.

TE18.2 Supply-Chain Logistics on the Warehouse Floor Rhonda Berg, Larry W. Jacobs --- TNT Contract Logistics, Long Grove, IL 60047 , (rb4790@aol.com)
Recently, 3M Midwest Distribution Center in DeKalb, Illinois has¨ experienced dramatic workload increases. Our objectives were to¨ increase customer service and simultaneously reduce overtime. We¨ developed 5 shift-scheduling models to investigate different¨ scheduling scenarios. After the selected model was implemented,¨ overtime usage decreased 50% and customer service rates increased¨ 10%.

TE18.3 Labor Scheduling with Dynamic Service Rates John C. Goodale, Enar Tunc --- Ball State Univ., Dept. of Mgmt., Coll. of Mgmt., Muncie, IN 47306 , (jgoodale@wp.bsu.edu)
Service rate is an important input for labor scheduling problems. A¨ few studies address the environment where service rates exhibit¨ dynamic behavior, for example, scheduling labor with worker fatigue.¨ We explore various effects that produce dynamic service rates and¨ examine their impact on the problem of scheduling tours.

TE18.4 Labor Staffing & Scheduling Models for Controlling Service Levels Gary M. Thompson --- Cornell Univ., Sch. of Hotel Admin., Ithaca, NY 14853 , (gmt1@cornell.edu)
We introduce 2 new models of the labor staffing and scheduling¨ problems that avoid the limitations of existing models. Our models¨ enable managers to identify the Pareto relationship between labor¨ costs and customer service and allow a degree of control over¨ service levels that was previously unattainable.


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