OM in the News: Queuing Up at Heathrow

The great unknown for international travel: How long will I have to wait at immigration when I arrive? At Bangkok’s airport, it can be 2 hours. At New York’s JFK,  its 23 minutes at 3 am, but 37 minutes at 5 am.  And at London’s Heathrow,  25% of non-EEU passengers wait more than 45 minutes. (Heathrow’s target that 95% of passengers  clear with 45 minutes was breached at least 107 times during the 1st 2 weeks in April).

The Wall Street Journal (May 5-6, 2012) reports that the biggest cause of long delays is that arriving flights aren’t spaced out evenly, and that there aren’t always enough border agents to process long lines when arrivals are clumped together. “It’s simply a matter of a saturated queue, and you solve that with either more servers or shorter processing time,” says Carnegie Mellon’s Prof. Alfred Blumstein.

Since shorter processing times could mean less attention paid to security checks to keep illegal migrants or terrorists from crossing borders, airports need to add more agents to minimize wait times. Part of the challenge with staffing, of course, is that demand for passport checks varies widely throughout the day.  “We know at times queues have been too long,” says a Heathrow spokesman. He said the agency is adding 80 agents at peak times, and 480 during this summer’s Olympics.

With budgets tight, however, expanding the workforce can be difficult. Prof. Blumstein, for example, who waited for over an hour at Heathrow two weeks ago, suggested moving people sooner from the main queue into shorter lines before each desk to “shorten the dead time.” As we teach in Module D, however, if the person already at the desk takes longer than average to clear, this can increase the overall average time in queue. That can lead to frustration if others who were further behind in the queue get served first.

Discussion questions:

1. Identify which queuing model Heathrow uses now.

2. How can you improve on Blumstein’s suggestion?

OM in the News: Waiting Lines in the Doctor’s Office

My internist of many years, Dr. Gulden, never ceased to amaze me before he retired. For every scheduled appointment, I was seen within 5 minutes of my arrival!  This led to research I did in 1994, when I found that the average wait time in doctors’ offices in the US was 20.6 minutes, costing about $15 billion per year in lost productivity.

I guess this topic was of interest since the finding made the front page of papers around the country, from the Boston Globe to the Miami Herald.  Yesterday, The Wall Street Journal (Oct.19,2010), with the headline “The Doctor Will See You Eventually“, announced that the “average  time patients spend  waiting to see a health care professional is now 22 minutes, and some waits stretch for hours”. Are any of us who teach OM shocked?

This is a great article to discuss when you cover waiting line models in Module D. But it may also be useful in Supp.7, Capacity and Constraint Management, because the Journal   talks about cutting cycle time. In one doctor’s office, patients helped measure their times from arrival until departure. By identifying bottlenecks, the doctor was able to cut 12 minutes from the typical 40 minute stay.

So why was Dr. Gulden so successful in keeping on-schedule? I think there was  one main reason: he made all his staff  understand that each patient’s time was as valuable as his was.

Discussion questions:

1. Ask your students to rank the seven methods the article discusses in terms of  what they think are the best for time savings payoff.

2. Many hospitals now advertise their ER wait times. What have they done to improve their process flows?

3.What kind of queuing models can be used in a doctor’s office?