Loose-leaf for Operations Management (The Mcgraw-hill Series in Operations and Decision Sciences)
12th Edition
ISBN: 9781259580093
Author: William J Stevenson
Publisher: McGraw-Hill Education
expand_more
expand_more
format_list_bulleted
Concept explainers
Question
Chapter 18, Problem 9P
a.
Summary Introduction
To determine: The expected number of customer waiting.
Queuing theory: It is a mathematical study of queues or waiting lines. Using queuing model, length of a queue and waiting time can be determined. In operations management, queuing theory is used for decision making about the resources required to offer services.
b.
Summary Introduction
To determine: The average length of time customers must wait from the initial request for service until the service has been completed.
c.
Summary Introduction
To determine: The percentage of time the service representative will be idle.
d.
Summary Introduction
To determine: Reduction in expected number of customers waiting.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solution
Students have asked these similar questions
Repair calls are handled by one repairman at a photocopy shop. Repair time, including travel time, is exponentially distributed, with a mean of 2.5 hours per call. Requests for copier repairs come in at a mean rate of 2.1 per eight-hour day (assume Poisson).
a.
Determine the average number of customers awaiting repairs. (Round your answer to 2 decimal places.)
Number of customers
b.
Determine system utilization. (Round your answer to the nearest whole percent. Omit the "%" sign in your response.)
System utilization
%
c.
Determine the amount of time during an eight-hour day that the repairman is not out on a call. (Use your rounded answer from Part b. Round your answer to 2 decimal places.)
Amount of time
hours
d.
Determine the probability of two or more customers in the system. (Do not round intermediate calculations. Round your answer to…
Queuing Models
In waiting line management, system performance measures include which of the following: I. an arriving customer will have to wait. II. The average
number of customers waiting. III. The average time customers spend in the system. IV The probability that the server is busy.
Select one:
a. II, III & IV
b. I, II & III
c. I, II & IV
d. I, III & IV
convert inputs into outputs; they are at the core of operations management.
Select one:
a. processes
b. decisions
C. resources
d. products
оооо
Chapter 18 Solutions
Loose-leaf for Operations Management (The Mcgraw-hill Series in Operations and Decision Sciences)
Ch. 18 - Prob. 1DRQCh. 18 - Why do waiting lines form even though a service...Ch. 18 - Prob. 3DRQCh. 18 - Prob. 4DRQCh. 18 - What approaches do supermarkets use to offset...Ch. 18 - Prob. 6DRQCh. 18 - Prob. 7DRQCh. 18 - Prob. 8DRQCh. 18 - Prob. 9DRQCh. 18 - Prob. 1TS
Ch. 18 - Prob. 2TSCh. 18 - Prob. 3TSCh. 18 - Prob. 1CTECh. 18 - Prob. 2CTECh. 18 - Prob. 3CTECh. 18 - The owner of Eat Now Restaurant implemented an...Ch. 18 - Prob. 5CTECh. 18 - Prob. 1PCh. 18 - Prob. 2PCh. 18 - Prob. 3PCh. 18 - Prob. 4PCh. 18 - Prob. 5PCh. 18 - Prob. 6PCh. 18 - Prob. 7PCh. 18 - Prob. 8PCh. 18 - Prob. 9PCh. 18 - Prob. 10PCh. 18 - Prob. 11PCh. 18 - Prob. 12PCh. 18 - Prob. 13PCh. 18 - Prob. 14PCh. 18 - Prob. 15PCh. 18 - A priority waiting system assigns arriving...Ch. 18 - Prob. 17PCh. 18 - Prob. 18PCh. 18 - Prob. 1CQ
Knowledge Booster
Learn more about
Need a deep-dive on the concept behind this application? Look no further. Learn more about this topic, operations-management and related others by exploring similar questions and additional content below.Similar questions
- During nearly four decades of business operations, Memphis-based FedEx has earned a reputation for reliable, on-time delivery of packages to homes and offices around the country. Founder Fred Smith originally focused on overnight deliveries, choosing Memphis as the company’s headquarters because the airport rarely closes due to bad weather. With FedEx’s planes departing and arriving on schedule nearly all the time, its express shipments usually remained on schedule, then and now. To reassure customers that delivery will take place when and where promised, the firm offers a money-back guarantee on time-sensitive express shipments, among other services. FedEx has steadily expanded its portfolio of services since the 1970s. Its original overnight express delivery is currently available to U.S. customers in various forms, including “first-overnight” delivery, next-morning delivery, next-afternoon delivery, and budget-pleasing two- or three-day delivery. The company’s services also include cost-effective ground delivery for parcels and extra-speedy same-day delivery for urgent deliveries within 1,800 cities. Over the years, FedEx has widened its delivery network to more than 220 countries. It has purchased more cargo jets and acquired specialized shipping firms, including Tiger International, Roberts Express, RPS, and TNT Express, to support global growth. For international business customers needing products, parts, or raw materials shipped across countries or continents, the company now offers time-saving services such as commercial freight forwarding and cross-border logistical support. To add the convenience of local drop-off and pickup points for U.S. consumers and small businesses, FedEx acquired the Kinko’s office services company in 2004 and later rebranded it as FedEx Office. This acquisition also added printing and copying to the menu of services offered. Then the company arranged for large U.S. retailers such as Walgreens, Albertsons, Kroger, and Safeway to accept packages for shipment and receive package delivery for customer pickup in thousands of store locations. This means people who want to send a package can head to a nearby retailer and ship where they shop, rather than making a separate trip to the FedEx location. It’s also a safe alternative for packages to be picked up by people who don’t want FedEx shipments left by the front door. Another service FedEx offers to small and mid-sized businesses, including retailers, is FedEx Fulfillment. The purpose is to expedite order fulfillment by having each business store its products in a FedEx warehouse. Then, when the business’s customers place orders, FedEx puts the products into boxes bearing the business’s own logo and ships directly to those customers. The business doesn’t need a separate warehouse or staff for fulfillment, and packages are on their way to customers more quickly because the products were in FedEx’s warehouse, ready to be packed and shipped. This service puts FedEx into direct competition with Amazon.com, which offers a similar service to merchants that sell through the online Amazon Marketplace. But it also gives businesses that don’t sell via Amazon a fast and professional fulfillment alternative. FedEx is careful to let customers know, through media and social-media announcements, when it anticipates that extreme weather or other conditions will cause delays or force it to halt pickups and deliveries. For the duration of Hurricane Irma, for example, FedEx said it would suspend deliveries in Florida. Some Florida customers who had ordered generators to be delivered via FedEx were unhappy, because they worried about being without power during and after the storm. But one FedEx employee loaded several generator orders into his car and took them to customers himself. When a customer posted a grateful compliment to FedEx on Facebook, the message generated thousands of likes, shares, and positive comments. The company also received positive comments for its donations of cash and transportation services to areas devastated by Hurricanes Irma, Harvey, and Maria. According to the American Customer Satisfaction Index (ACSI), FedEx often tops the list of U.S. shipping companies as ranked by customers surveyed. Every day, the company delivers 13 million packages—and during the busy year-end holiday season, it delivers many more. By meeting customers’ expectations for on-time deliveries, FedEx has increased annual revenues beyond $60 billion and positioned itself for continued growth in the future. How does FedEx’s money-back guarantee address customers’ concerns about heterogeneity?arrow_forwardDescribe the implications for customer service and serverskills when using a single-line, single-server, single-phase waitingline systemarrow_forwardConsider a bank branch that has three distinct customer arrival patterns throughout the day, as measured by average arrival rates (below). Morning (8:30 - 11:30): arrival 1 = 47 per hour. %3D Lunch (11:30 - 1:30): arrival 2 = 70 per hour. Afternoon (1:30 - 4:00): arrival 3 = 30 per hour. Regardless of the time of day, the average time it takes for a teller to serve customers is 3.17 minutes. Because of competition with other banks in the area, management has developed an internal goal to keep the average customer wait before service to be less than 4 minutes. With that in mind, answer the following: a. During the morning period, what is the minimum number of tellers that the bank needs to hire to achieve the 4-minute service goal mentioned above? [ Select] b. During lunch, what is the minimum number of tellers that the bank needs to hire to achieve the 4 minute service goal mentioned above? [ Select ] c. In the afternoon, what is the minimum number of tellers that the bankarrow_forward
- A server operates with 90 % utilization. Coefficient of variation of service process is 0.6. Coefficient of variation of arrival process is 0.8. Average processing time is 4 minutes. What is the average time a customer spends in the system using the single server queuing model ? Show all formulas used, calculations and results.arrow_forwardCustomers of Golden Crust Bakery arrive at the single cashier at the rate of 10 per hour. The average service time for the cashier is five minutes. Arrivals follow a Poisson distribution, and service times follow an exponential distribution. a. What is the average utilization of the cashier? b. What is the average number of customers in the system? c. What is the average number of customers in line? What is the average time spent in the system? e. What is the average time spent in line? d.arrow_forwardIn an M/MA queueing system, the arrival rate is 4 customers per hour and the service rate is 6 customers per hour. If the service process is automated (resulting in no variation in service times but the same service rate), what will be the resulting performance measurements? (Round your answers to 3 decimal places.) a. What is the utilization? Utilization b. What is the expected number of customers in the system (L)? Number of customers c. What is the expected waiting time (in hours) for the system (W)? Waiting time(in hours) d. What is the expected number of customers in the queue(La)? < Prev 2 of 5 Next raw lillarrow_forward
- In an M/MA queueing system, the arrival rate is 8 customers per hour and the service rate is 11 customers per hour. If the service process is automated (resulting in no variation in service times but the same service rate), what will be the resulting performance measurements? (Round your answers to 3 decimal places.) a. What is the utilization? Utilization b. What is the expected number of customers in the system (L)? Number of customers c. What is the expected waiting time (in hours) for the system (W)? Waiting time(in hours)arrow_forwardOne field representative services five customers for a computer manufacturer. Customers request assistance at an average (Poisson-distributed) rate of once every four working days. The field representative can handle an average (Poisson-distributed) of one call per day. Determine: Use Table 1. a. The expected number of customers waiting. (Round your answer to 3 decimal places.) Expected number of customers waiting b. The average length of time customers must wait from the initial request for service until the service has been completed. (Round your answer to 2 decimal places.) Average length of time days c. The percentage of time the service rep will be idle. (Round your answer to 1 decimal place.) Percentage of Idle time d. By how much would your answer to part a be reduced if a second field rep were added? (Round your answer to 3 decimal places.) Reduced number of customer(s) Please answer part Carrow_forwardA single server queuing system with a Poisson arrival rate and exponential service time has an average arrival rate of 11 customers per hour and an average service rate of 14 customers per hour. The average length of time customers will spend in the system is: a. 15.71 minutes b. 20 minutes c. 0.2619 minutes d. 0.3333 minutesarrow_forward
- YourNurse (YN) Inc. uses certified nurses to answer medical queries from customersover the phone. When patients call into YN, they are first asked to provide their zipcode, which then allows YN to route their call to the call center nearest to the patient(it operates 10 across the country). Which single suggestion in the following list (andexplanation) is most likely to reduce the average time callers wait before speaking witha nurse?a. Run an advertising campaign to increase demand and to better utilize its nurses.b. Train its nurses so that they spend more time answering the patients’ questions.c. Instead of using callers’ zip codes, route calls to the call center with the fewest callersto help prevent situations in which there are idle nurses at the same time that there arecallers on hold.d. Play a recording of useful medical information while callers are on hold so as todecrease their perception of how long they are waiting.e. None of the abovearrow_forwardOne field representative services five customers for a computer manufacturer. Customers requestassistance at an average (Poisson-distributed) rate of once every four working days. The field representative can handle an average (Poisson-distributed) of one call per day. Determine:a. The expected number of customers waitingb. The average length of time customers must wait from the initial request for service until theservice has been completedc. The percentage of time the service rep will be idled. By how much your answer to part a would be reduced if a second field rep were addedarrow_forward[Queuing Theory - Operation research] The take-out counter at an ice-cream parlor is serviced by one attendant. Customers arrive according to a Poisson process, at a mean arrival rate of 30 per hour. They are serviced on a FCFS basis, and because of the quality of the ice cream, they are willing to wait if necessary. The service time per customer appears to be exponentially distributed, with a mean of 1.5 minutes. Determine the following: (a) probability that the system is idle (b) average number of customers in the system (c) amount of time a customer should expect to wait before service (d) probability that a customer will have to spend more than 15 minutes in the queuearrow_forward
arrow_back_ios
SEE MORE QUESTIONS
arrow_forward_ios
Recommended textbooks for you
Practical Management ScienceOperations ManagementISBN:9781337406659Author:WINSTON, Wayne L.Publisher:Cengage,
MarketingMarketingISBN:9780357033791Author:Pride, William MPublisher:South Western Educational Publishing
Practical Management Science
Operations Management
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:Cengage,
Marketing
Marketing
ISBN:9780357033791
Author:Pride, William M
Publisher:South Western Educational Publishing