The learning curve theory is mostly distinguished as a distinction which outlays the relationship between the production time of the unit and total amount of the cumulative units which are produced. This has been articulated that increment of information retention usually gravitate following initial attempts, thus progressively even out, this usually surmount to least of new information being retained after each repetition.
According to Colley (1987) learning curves are also articulated that they are the integral procedure which structures corporate strategies. Some of these strategies include pricing decision, operating costs and capital investment this are usually based on the experiences curves. The learning curve theory usually is associated with three essential assumptions this include; (I) through repetition of the task the time required to complete the task decreases. (II) Improvement percentages decline with the consequent uplift of unit volume. (III) Over certain duration of time improvement rate can be predicted as exemplified by Teplitz (1991).
Analyst have documented that increase of performance process is usually recorded and this usually surmount to doubling of the production unit within a condensed span of time after several application as noted by Baloff (1971). This is where the rate of learning is distinct, thus this conclude that constant time spun reduction is observed. The curve slope can be computed through variation of learning rate and numerical value from one hundred. This with many other concepts documents the increased performance achieved from the learning curve theory (Linton & Walsh, 2004).
Review of the Pizza Store Layout Simulation
The best cause that usually details learn curve theory is the case of review of pizza store layout simulation. This case has left about the concept of fully embracing and understanding the cause and decision making effects. The adjustment making which surmounts to the time spun required finishing the whole process and thus mitigating the concept of potential customers from leaving. This shall be outlined with the Mario’s Pizzeria which has been in business for a long time in
Breene (1998) states that the learning curve theory was implemented by Mario’s grandchild after handing over the operation which stated that if the grandchild would improve the production and add profitability of the store in two month then the confidence of the grandfather was won. Thus as the story so details the grandchild deployed learning curve theory and secured the confidence and profit for the store as well as for the grandfather. Factors which the grandchild covered were lowering the waiting period to reduce walking out of potential customers and thus promising their retention. This increase more customers and the profit margin escalated to the roof. The repetition of this processes ensued that the workers were able to produce more within the little scope of time (Baloff, 1971).
Learning Curve Theory Application Test
When learning theory is put into test against an existing process, usually this will first document the existing process and all timing are set. Then after the documentation the curve theory would be implemented to embark on reducing the production time that the units take during production. The units which are produced will also increase because of this reduction of time. The time which the products usually take in the distribution chain would also be reduced to increase demand and delight to the customers (Colley, 1987).
The Initial Processed Data
Usually after the learning curve have been documented and implemented to assist the original process to improve the production and effectiveness of the whole process, then the result are usually delightful to both the customers and the profit margin escalate to the benefit of the owner of the business. This takes back to the case of the Mario’s Pizzeria café where when learning curve theory was implemented the results were enormous from customer delight, to profit margin going up and the production escalated due to repetition of the implemented process. The performance metric executed here entailed customer retention and reduction of the time which was used in the production process before. The rate of improvement usually facilitates reduction tool which aggregate learning curve and yields profitable results and new trends for the organization (Teplitz, 1991).
This details that the performance metric would ensue that there is production of straight line which outlays the log-log scaled graph which exemplifies the new implementation changes from the older process. The performance metric of usually outlays the loss which was made by Mario’s Pizzeria shop before the implementation of learning curve theory in the running of this shop, when this strategy was injected then the results turned and the factors which were bringing loss to the shop were mitigated and the production process leveled to profitable level with higher production and reduction of the customer processing and waiting time (Linton & Walsh, 2004; Breene, 1998).
Learning curve theory when well placed and implemented in every aspect of production would sure entail profitable margin for the pursuant. The benefits are numerous and this implementation is easy to implement. Fashionably this is the best intervention that mangers should implement to add value to the production. Reduce processing time and in both the production and distribution which serves as delight of the customer and ensues customer’s retention.