Managing waiting time bottlenecks in drive-through services using the theory of constraints

Purpose Customer satisfaction and operational efficiency often conflict in services that entail a high degree of customer contact. To achieve synergy between marketing and operational objectives, marketers must understand essential operational issues that are critical to achieving a productive service operation. This study aims to develop a framework for managing waiting time bottlenecks in drive-through services using the theory of constraints (TOC). Design/methodology/approach This paper applies TOC and queuing theory to the fast-food industry. TOC serves as a strategic framework for managing waiting time bottlenecks in drive-through delivery, and queuing network models are analytical tools for characterizing service waiting metrics. A case study further illustrates the method for improving fast-food delivery service. Findings The paper presents a framework for managing waiting time bottlenecks, providing a comprehensive analysis of bottlenecks in drive-through services. Applying the TOC principles can help better understand the trade-off of customer satisfaction and efficient operations. Originality/value This paper applies the TOC approach to analyze fast-food delivery bottlenecks, providing valuable insights for both marketing and operations managers on managing waiting bottlenecks in drive-through delivery.