Restwell Scheduling Assignment Problem #9 The Restwell Motel

Restwell Scheduling Assignment Problem #9 The Restwell Motel in Orlando

Restwell Scheduling Assignment Problem #9: The Restwell Motel in Orlando, Florida, is preparing an aggregate plan for the upcoming twelve days. The motel has a maximum of 200 rooms, but demand varies during the week. Demand is listed in terms of rooms rented each day. The motel requires one employee, paid $105 per day for each 12 rooms rented on regular time. It can utilize up to 20 percent overtime at time and a half and also can hire part-time workers at $120 per day. Each part-time worker can also clean 12 rooms per day. There is no hiring and layoff cost for the part-time workers. A fractional number of part-time workers (e.g., 3.4 workers) can be employed since less than a full day of employment is possible for each worker. Day M T W Th F S Su M T W Th F Demand a. Assume a steady regular workforce of 10 employees, 20 percent overtime when needed, and the balance of demand met by part-time workers. How much does this strategy cost over the 12-day planning horizon. When needed to meet demand, assume maximum overtime is used before part-time workers are hired. b. What is the total cost over the 12-day planning horizon if the regular workforce of 10 employees and only part-time workers are used? No overtime is used?

Paper For Above Instruction

The Restwell Motel in Orlando faces a complex scheduling challenge over a twelve-day horizon, involving balancing labor costs against fluctuating demand. The primary goal is to develop an effective staffing plan that minimizes costs while meeting daily room rental demands. This problem involves various labor options, including regular employees, overtime, and part-time workers, each with different costs and capacities.

For part (a), the assumption is a steady regular workforce of 10 employees. Each employee can work on regular time, compensated at $105 per day for every 12 rooms rented. The motel can utilize up to 20% overtime at time and a half, which means each employee can work additional hours at an increased pay rate (i.e., $157.50 per day) to meet extra demand. If demand exceeds the capacity accommodated by regular work and permissible overtime, the motel hires part-time workers at $120 per day, with each part-timer able to clean 12 rooms per day. Notably, fractional employment of part-time workers is allowed, providing flexibility in staffing levels without additional hiring costs.

Given these parameters, the total cost over the 12 days depends on how the demand fluctuates. When demand is within the capacity of 10 regular workers plus permissible overtime, the costs primarily involve regular wages and overtime pay. However, in instances where demand surpasses this combined capacity, additional costs are incurred for part-time workers. The strategic approach in part (a) prioritizes utilizing maximum overtime before resorting to hiring part-time workers, thereby minimizing the overall expenditure.

Calculating the total cost with the assumptions involves analyzing daily demand figures, computing the required number of workers and overtime hours, and determining the cost implications. For each day, the capacity of regular workers is 10 x 12 = 120 rooms. Overtime capacity adds 20% of regular capacity, which is 0.20 x 120 = 24 rooms, totaling 144 rooms with regular and overtime. Any demand exceeding 144 rooms requires the employment of part-time workers, each capable of cleaning 12 rooms. Fractional staffing is permissible, allowing precise adjustments to meet demand efficiently.

In part (b), the scenario restricts the staff to the regular 10 employees and only part-time workers, with no overtime used. This approach may result in higher total costs, especially on days with demand exceeding the combined capacity of 120 rooms. Since overtime is not employed, the motel relies solely on part-time workers when regular staff cannot meet demand, potentially increasing overall expenses. The calculation involves summing the costs of regular workers for their standard shifts and adding the costs of the fractional part-time workforce necessary to meet surplus demand, without considering overtime pay.

Ultimately, these analytical strategies provide insights into staffing efficiencies and cost minimization under varying operational constraints. The first strategy emphasizes maximizing overtime use before hiring additional part-time workers, which often results in lower overall costs when demand is moderate. Conversely, restricting the workforce to regular hours plus part-time workers without overtime might simplify scheduling but could elevate costs during peak demand periods. A comprehensive analysis of historical demand data can further refine these strategies, ensuring optimal resource allocation and cost control for the motel's operational planning.

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