Moving the decision upstream—before the guest reaches the queue.

Challenge

The operation absorbed demand variability after guests had already arrived. Limited pre-visit visibility concentrated arrivals and shifted the burden into the physical queue while safety, throughput, capacity, labor, and guest satisfaction still had to hold.

Situation

The assessment followed the physical and digital guest journey from arrival through exit. It connected queue behavior, vessel cadence, capacity, labor, operating information, and visitor planning into one fact base for executive action.

Approach

Three moves connected field observation to an implementation path.

• Diagnose the system and separate visible queue symptoms from active constraints.

• Move planning upstream by connecting historical demand patterns to pre-arrival guest decisions.

• Enable executive action with sequenced priorities across flow, capacity, transparency, digital experience, and implementation.

Analysis

The work mapped eight stages—guest arrival, ticket purchase, queue, wait-time prediction, boarding, vessel operations, guest exit, and operational analytics—as one throughput system. It examined how demand, information, safety, physical flow, and operating measures interacted across those stages.

Solution

The designed state paired operating bottleneck visibility with a planning signal that could move part of the demand decision upstream. Deliverables included field observation, a guest journey map, bottleneck analysis, demand-planning logic, queue visibility, digital concepts, executive recommendations, and value logic.

Implementation

The implementation path sequenced immediate operating moves with longer-term digital improvements, while connecting customer-facing planning information to the underlying operating evidence and decision owners.

Impact

The assessment made operating bottlenecks visible, connected end-to-end guest flow, moved demand planning upstream, and sequenced an implementation path. The public record documents the Wait Time Trends & Insights capability and its guest-planning purpose. Broader implementation and operating success reflect Maid of the Mist leadership, operating teams, digital partners, and project stakeholders; Luna Sol is not presented as the sole owner or cause.