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)
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Chapter 5, Problem 17Q
a)
Summary Introduction
To determine: Whether the given statement is true or false.
b)
Summary Introduction
To determine: Whether the given statement is true or false.
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Customers arrive randomly to an airport shoe-shine stand at a rate of 8 per hour. The average length of a shoe
shine is 12 minutes. There are two attendants. Arriving customers who find both chairs occupied by other
customers will wait only if NO customers are waiting. Assume that service times are exponentially distributed and
that the calling population is infinite. (a) VWhat is the queuing model? (b) To the nearest third decimal place, what is
the expected total time in steady state that a customer spends at the stand?
O (M/M/2): (GD/2/infınity), 18.333 minutes
O (M/G/2): (GD/infinity/infinity), 0.467 hours
none of the other choices
O (M/M/2) : (GD/3/infinity), 0.233 hours
1.)The arrival rate is the
rate of arrivals to the service facility
all of these
rate items arrive at the server after being in the queue
time between arrivals to the service facility
2.) what is "queue discipline"?
Netflix is a DVD movie rental company. They stock 50 DVDs of a recent blockbuster movie available for rental. Their rental fee is $4 per DVD per day. The inter-arrival time between rental requests for this movie is 2.5 hours, on average, with a standard deviation of 2.5 hours. Demand is steady throughout a 24-hour day (there is no evidence of other arrival patterns). Assume that if all copies of the DVD are rented, then customers are willing to wait for the next one to become available. Also, assume shipping is instantaneous (the shipping time is zero days). A DVD is rented, on average, for 5 days with a standard deviation of 3 days. What is the average number of unrented DVDs in Netflix’s warehouse? Hint: consider the average utilization.
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
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- 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_forwardWhy does a (M/M/2):(GD/5/infinity) queuing system have a steady state regardless of the values of A > 0 and u > 0? O No further calling unit can enter the system when there are 5 in it. O A and u are both positive O The queue is not a Poisson queue. none of the abovearrow_forwardProvide an example of when a first-in, first-out (FIFO) rulefor queue discipline would not be appropriatearrow_forward
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- I am looking to simulate the flow of four different products within a warehouse environment. Each product first moves to a temporary waiting area before being processed by one of four dedicated inspection machines. After inspection, the products proceed to a scanning station and are then transported to one of four racks. Products arrive randomly, averaging every 12 seconds, with inspection times varying, averaging 6 seconds. The scanning process is fixed at 4 seconds. The simulation will run for 50,000 seconds with a queue capacity of 10,000. To start, I am using FlexSim to build the model. I will be setting up the layout, configuring the settings for key elements like queues, sources, and processors, and analysing the simulation output, paying attention to important metrics such as the “state” and “average content” of key objects to gain insights into the system’s performance.Help me check whether my layout in the attached image is correct or not for the above task, or i am still…arrow_forwardCompute the expected queueing time in an M/G/1 queue with an arrival rate of 10 per hour and the following service time distributions, all with mean 5 minutes: (1) exponential;(2) uniform over (0,a);(3) deterministic. Which distribution produces the smallest Wq and which the largest?arrow_forwardA firm is engaged in both shipping and receiving activities. The management is always interested in improving the efficiency of new innovations in loading and unloading procedures. The arrival distribution of trucks is found to be Poisson with arrival rate of 3 trucks per The service time distribution is exponential with unloading rate of 4 trucks per hour. Determine (i) expected number of trucks in the queue, hour. (ii) expected waiting time of the truck in the queue, (iii) probability that the loading and unloading dock and workers will be idle, (iv) what reductions in waiting time are possible if loading and unloading is standardised?arrow_forward
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