Standing in a line, a queue, is a simple fact of life. Whether at the bank, department store, motor vehicle department, or even waiting for a job to print, we spend a significant part of our lives affected by a queue. From a manager?s point of view, we know that brief periods of activity alternate with longer periods during
which there is no arrival of customers. We wanted to know what was happening during the peak periods of transactions rather than overall averages, and how many employees would have to be scheduled to minimize waiting time. Therefore, our program was designed to study the various alternatives in scheduling and would be used to optimize employees and their work schedules, alleviating the problem of waiting.

This project used the queueing theory to determine an optimal number of employees to schedule in any service industry and "to provide the fundamental concepts and computations required for the analysis of any system that features a waiting line (queue)." (Marks) For this project, it was assumed that customers are inanimate objects. These ideas were traditionally applied to service industries, such as grocery stores, airline ticket counters, fast food restaurants, retail stores, auto license agencies, and banks. Other applications of this project would be production processes or printer queues. In the context of information
system, queueing theory was used to help plan, design and reconfigure communication networks. In the context of efficiency, the queueing theory will make a difference.