排队是零售部门常见的现象,它使服务人员忙于应付,使服务设施更加紧张,更耽误了广大顾客的宝贵时光。有什么办法来解决这个问题呢?增加服务人员、扩充服务设施,固然可以解决在营业高峰时的排队问题,在顾客少的时候却会造成人员窝工、设备闲置,服务是好了,可经济效益不高。这就要搞点调查,做点计算分析,用排队论的知识去妥善处理这个矛盾,合理的配置人员和设施,既满足顾客的要求,又取得较大的经济效果,由经验管理变为科学管理。一、服务情况的调查: 为了具体掌握某个营业人员的工作情况,可用秒表 Queuing is a common phenomenon in the retail sector. It makes service personnel busy to cope with, making service facilities more stressful and delaying the valuable time of the majority of customers. Is there any way to solve this problem? Adding service personnel and expanding service facilities can, of course, solve the problem of queuing at the peak of business. When there are few customers, it will cause staff to work and equipment to be idle. The service is good and can be economic. The efficiency is not high. This will require investigation, calculation and analysis, knowledge of queuing theory to properly handle this contradiction, rational allocation of personnel and facilities, satisfying the requirements of customers, and achieving greater economic results, changing from experience management to science. management. First, the survey of service conditions: In order to specifically grasp the work of a business staff, available stopwatch