Surface Ripples

Managing Queues

In any business that requires people to queue up (to pay, to check in, to return goods, etc), one of the most challenging aspects of our lives as leaders is to manage queues in such a way that they move sufficiently quickly to keep customers happy. 

Queues move faster or slower depending on a number of different factors:

• The number of customers who enter the business’ premises at any one time. 
• The reason for them queueing in the first place (check out goods, complaints, returning goods, etc). 
• The number of staff available to serve at the counter at any one time. 
• Business processes. 
• Technology available to the business. 
• Others

A business has little control over the first two; customers come when they want.  “Big data” from checkout systems or returns systems may provide information such as average number of items checked out and when, common reasons for returning goods, perhaps even average “footfall” throughout the day.  Common sense suggests that people may do grocery shopping before and after public holidays (to “stock up” and to “restock” after the holiday has ended).  This may also happen at the end of the month when people have been paid.

The last four reasons are very much in the control of the business, what it does and how profitable it is.  We can’t afford to employ endless numbers of staff to man checkouts for “busy periods” that may last for 30 minutes/day, but we can cross-train them (with suitable remuneration, of course!) to stack shelves or act as cashiers. What isn’t acceptable is to see one person serving at a counter and two or more behind with backs turned to face away from the queue (unless they’re putting orders together). 

Our processes need constant review: what may have been “right” last year may no longer be necessary due to changes in technology (see below), the law, costs or other reasons. 

We can invest in technology and systems that increase productivity (think of checkout desks that only require checkout staff to scan a barcode to enter a price and then calculate total payment due (and the correct change to give if cash is used).  This has been taken to the next stage with “self-checkout” counters where customers scan their own goods and make payment. Unfortunately, there’s been “blowback” on this with some stores then insisting on security-checking customer bags after they have used such services.  I remember when prices were punched into the cash register by hand and the checkout clerk had to tally the final total and give the correct change!

Most businesses have moved onto different queues for different purposes. In a large department store, we find queues for payment, returning goods, complaints and so on. In banks, it will be for account opening, counter services, collecting products such as credit or debit cards (unless these are sent by post). 

Businesses have also made efforts to reduce pressure on counters by going “online”. This, of course, then depends on the online system being available when needed.  Telephone hotlines are similar. We recently experienced a case of a recorded message stating that business hours were from Monday to Sunday, had called during the correct time and been told the business was closed… 

In conclusion, as customer and business needs evolve, there will always be a need to manage some sort of queue, whether “real” or “virtual”. The question is, can we keep up?

I’ve spent more than half my life delivering change in different world markets from the most developed to “emerging” economies. With a wealth of international experience in international financial services around the world running different operations and lending businesses, I started my own Consultancy to provide solutions for improving performance, productivity and risk management.  I work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email. My website  provides a full picture of my portfolio of services.  

Labels: Customer Care, Productivity, Teamwork

posted by William Martin @ 17:09