**Scheduling at Hard Rock Café** Whether it’s scheduling nurses at Mayo Clinic, pilots at Southwest Airlines, classrooms at UCLA, or servers at a Hard Rock Café, it’s clear that good scheduling is important. Proper schedules use an organization’s assets (1) more effectively, by serving customers promptly, and (2) more efficiently, by lowering costs. Hard Rock Café at Universal Studios, Orlando, is the world’s largest restaurant, with 1,100 seats on two main levels. With typical turnover of employees in the restaurant industry at 80% to 100% per year, Hard Rock General Manager Ken Hoffman takes scheduling very seriously. Hoffman wants his 160 servers to be effective, but he also wants to treat them fairly. He has done so with scheduling software and flexibility that has increased productivity while contributing to turnover that is half the industry average. His goal is to find the fine balance that gives employees financially productive daily work shifts while setting the schedule tight enough so as to not overstaff between lunch and dinner. The weekly schedule begins with a sales forecast. “First, we examine last year’s sales at the cafe for the same day of the week,” says Hoffman. “Then we adjust our forecast for this year based on a variety of closely watched factors. For example, we call the Orlando Convention Bureau every week to see what major groups will be in town. Then we send two researchers out to check on the occupancy of nearby hotels. We watch closely to see what concerts are scheduled at Hard Rock Live—the 3,000-seat concert stage next door. From the forecast, we calculate how many people we need to have on duty each day for the kitchen, the bar, as hosts, and for table service.” Once Hard Rock determines the number of staff needed, servers submit request forms, which are fed into the software’s linear programming mathematical model. Individuals are given priority rankings from 1 to 9, based on their seniority and how important they are to fill each day’s schedule. Schedules are then posted by day and by workstation. Trades are handled between employees, who understand the value of each specific shift and station. Hard Rock employees like the system, as does the general manager, since sales per labor-hour are rising and turnover is dropping. **Discussion Questions** 1. Name and justify several factors that Hoffman could use in forecasting weekly sales. 2. What can be done to lower turnover in large restaurants? 3. Why is seniority important in scheduling servers?

What are total regular time costs?

mestion Completion Status: The Hilton Hotel at Dallas has 100 total rooms available for Dec 31. There are two types of customers, business customers and leisure customers. Hilton charges a high rate of $300/night and a low rate of $120/night. High-rate guests do not need pre-booking and has time flexibilities; low-rate guests need pre booking. Assume businesSS customers always take the high rate option and leisure customers always take the low rate option. Leisure customers always book far earlier before business customers and there are. sufficient leisure customers. The total number of business customers is uncertain, and its demand distribution for business customers on Dec 31st is given in the following table: Number of business customers Probability 56 0.06 57 0.03 58 0.12 59 014. 60 0.2 61 0.16 62 0.14 63 0. How many rooms should Hilton sell in advance to maximize its revenue? 39 O a. b 40 ard" ヘ a

Explain forward and backward schedulings and each one’s advantage.