Operations and Supply Chain Management, 9th Edition WileyPLUS Registration Card + Loose-leaf Print Companion
9th Edition
ISBN: 9781119371618
Author: Roberta S. Russell
Publisher: Wiley (WileyPLUS Products)
expand_more
expand_more
format_list_bulleted
Concept explainers
Question
Chapter 5, Problem 12Q
a)
Summary Introduction
To determine: The required information for queuing system “Hair salon”.
b)
Summary Introduction
To determine: The required information for queuing system “Bank”.
c)
Summary Introduction
To determine: The required information for queuing system “Laundromat”.
d)
Summary Introduction
To determine: The required information for queuing system “Doctor’s office”.
e)
Summary Introduction
To determine: The required information for queuing system “Advisor’s office”.
f)
Summary Introduction
To determine: The required information for queuing system “Airport runway”.
g)
Summary Introduction
To determine: The required information for queuing system “Service station”.
h)
Summary Introduction
To determine: The required information for queuing system “Copy center”.
i)
Summary Introduction
To determine: The required information for queuing system “Team trainer”.
j)
Summary Introduction
To determine: The required information for queuing system “Mainframe computer”.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solution
Students have asked these similar questions
For each of the following queuing systems, indicate whether it is a single or multiple-server model, the queue discipline, and whether it’s calling population is infinite or finite.
Hair salon
Bank
Laundromat
Doctor’s office
Advisor’s office
Airport runway
Service station
Copy centre
Team trainer
Mainframe computer
5.12. For each of the following queuing systems, indicate if it is a single- or multiple-server model, the queue discipline, and if its calling population is infinite or finite:
Hair salon
Bank
Laundromat
Doctor’s office
Adviser’s office
Airport runway
Service station
Copy center
Team trainer
Mainframe computer
Describe at least 4 operating characteristics you can determine by performing queue analysis. What is the purpose of doing queue analysis to the business owner, i.e., what are possible actions (at least 2) that a business owner or manager might want to take, once the operating characteristics are understood?
Chapter 5 Solutions
Operations and Supply Chain Management, 9th Edition WileyPLUS Registration Card + Loose-leaf Print Companion
Ch. 5 - Uber and the Sharing Economy First there was...Ch. 5 - Uber and the Sharing Economy First there was...Ch. 5 - Uber and the Sharing Economy First there was...Ch. 5 - Prob. 2.1ASCCh. 5 - Prob. 2.2ASCCh. 5 - Prob. 2.3ASCCh. 5 - Prob. 3.1ASCCh. 5 - Prob. 3.2ASCCh. 5 - Prob. 1QCh. 5 - Prob. 2Q
Ch. 5 - Prob. 3QCh. 5 - Prob. 4QCh. 5 - Prob. 5QCh. 5 - Prob. 6QCh. 5 - Prob. 7QCh. 5 - Prob. 8QCh. 5 - Prob. 9QCh. 5 - Prob. 11QCh. 5 - Prob. 12QCh. 5 - Prob. 13QCh. 5 - Prob. 14QCh. 5 - Prob. 15QCh. 5 - Prob. 16QCh. 5 - Prob. 17QCh. 5 - Prob. 19QCh. 5 - Prob. 20QCh. 5 - Under what conditions will the single-channel,...Ch. 5 - Prob. 22QCh. 5 - Prob. 1PCh. 5 - Prob. 2PCh. 5 - Prob. 3PCh. 5 - Prob. 4PCh. 5 - Prob. 5PCh. 5 - Prob. 6PCh. 5 - Prob. 7PCh. 5 - Prob. 8PCh. 5 - Prob. 9PCh. 5 - Prob. 10PCh. 5 - Prob. 11PCh. 5 - Annie Campbell is a nurse on the evening shift...Ch. 5 - Prob. 13PCh. 5 - Prob. 14PCh. 5 - Prob. 15PCh. 5 - Prob. 16PCh. 5 - Prob. 17PCh. 5 - Prob. 18PCh. 5 - Prob. 19PCh. 5 - Prob. 20PCh. 5 - Prob. 21PCh. 5 - Prob. 22PCh. 5 - Drivers who come to get their licenses at the...Ch. 5 - Prob. 24PCh. 5 - Prob. 25PCh. 5 - Prob. 26PCh. 5 - The Waterfall Buffet in the lower level of the...Ch. 5 - Prob. 28PCh. 5 - Prob. 29PCh. 5 - Prob. 30PCh. 5 - Prob. 31PCh. 5 - The Baytown Post Office has four stations for...Ch. 5 - Prob. 33PCh. 5 - Prob. 34PCh. 5 - Prob. 35PCh. 5 - Prob. 36PCh. 5 - Prob. 37PCh. 5 - Prob. 38PCh. 5 - Prob. 39PCh. 5 - Prob. 40PCh. 5 - Prob. 41PCh. 5 - Prob. 42PCh. 5 - Prob. 43PCh. 5 - Prob. 44PCh. 5 - Prob. 45PCh. 5 - Prob. 46PCh. 5 - Prob. 47PCh. 5 - After reviewing your report above, Tech has...Ch. 5 - Prob. 49PCh. 5 - Prob. 50PCh. 5 - Prob. 1.1CPCh. 5 - Prob. 1.2CPCh. 5 - Prob. 2.1CPCh. 5 - Prob. 2.2CPCh. 5 - Prob. 3.1CPCh. 5 - Prob. 4.1CP
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_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_forwardThe queuing models assume that customers are served in what order?arrow_forward
- The two basic modeling approaches for queuing systems are optimization and simulation. a) True b) Falsearrow_forwardFor each of the following queuing systems, indicate if it isa single- or multiple-server model, the queue discipline,and if its calling population is infinite or finite:a. Hair salonb. Bankc. Laundromatd. Doctor’s officee. Adviser’s officef. Airport runwayg. Service stationh. Copy centeri. Team trainerj. Mainframe computerarrow_forwardDescribe the implications for customer service and serverskills when using a single-line, single-server, single-phase waitingline systemarrow_forward
- In 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_forwardIn 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 ооооarrow_forwardIn 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_forward
- Consider a base case where a customer arrives every 40 seconds and the Customer Service Champion can handle 120 customers per hour. There are two Food Champions, each capable of handling 100 orders per hour How long should it take to be served by the restaurant (from the time a customer enters the kiosk queue until her food is delivered)? Use queuing models to estimate this.arrow_forwardA server operates with 80 % utilization. Coefficient of variation of service process is 0.5. Coefficient of variation of arrival process is 0.9. Average processing fime is 3 minutes. What is the average time a customer spends in the system using the single server queueing model 7 Show all formulas used, calculations and results.arrow_forwardPlease do not give solution in image format thanku A bank has an average of 10 customers per hour arriving into the system, and it takes an average of 30 minutes for the clerk to complete a transaction with a customer. What is the average length of the queue in the bank? And A store open 24 hours per day is interested in determining store traffic. It found that customers arrive uniformly at the rate of 10 customers per hour. The store has a single worker to process customers. The worker takes an average of 5 minutes to process a customer. If we assume that every customer must be processed, what is the average number of customers in the store?arrow_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