Estimate required staff from customer volume and service time. Clear assumptions, adjustable, and shareable.
Staffing Calculator (Customer Volume + Service Time)
Enter customer volume and average service time to estimate required staff at peak.
This is a practical estimate, not a strict queueing theory model. Adjust using utilization and buffer.
Staffing calculator for retail: estimate required workforce by customer volume and average service time. Includes utilization and buffer options, plus cashier/service/restocking split.
Режим
Only 3-4 fields
Quick estimate (peak only)
Enter peak volume for 1 hour or 30 minutes.
Role split (optional)
Total must be 100%. Small stores can assume cross-coverage.
Всього: 100%
Results (recommended staff + peak warnings)
Peak recommendation
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Peak time slot
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Зведення
Припущення
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Recommended staff by time slot
| Time slot | Customers | Workload (min) | Потрібно (сира) | Рекомендовано | Деталізація |
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Method (practical estimate)
The model is total workload ÷ effective time, making it easy to explain. We don't model queue variance strictly; utilization and buffer absorb it.
- ・Workload (min) = customers × average service time
- ・Required staff (raw) = workload ÷ (slot length × utilization)
- ・With buffer = required × (1 + buffer)
- ・Display = ceil / 0.5 steps
Поширені запитання
Q. I don't know customer volume.
A. You can use receipt count/transactions as a proxy. If you only have daily totals, use daily count ÷ hours as average, and estimate peak as 1.3–2.0x average.
Q. What about breaks or absences?
A. Use the buffer (+10% etc.). Increase during sales events or with many new staff.
Q. Does this work for small stores?
A. Yes. Small-store mode assumes role overlap and enforces at least one staff member.
Q. What utilization should I use?
A. Around 75% is a good default. Above 85% tends to create queues; for stability, aim for 65–75%.
Q. How do I measure average service time?
A. Time just 10 cases and take the average (e.g., checkout start to finish).
Notes (not a strict queueing model)
- ・This tool is a practical estimate and not a strict queueing theory solution (M/M/c, etc.).
- ・Arrival variance and interruptions can increase real waiting. Adjust utilization and buffer.
- ・Final staffing should consider store layout, registers, staff experience, and product characteristics.