Operations and Supply Chain Management 9th edition
9th Edition
ISBN: 9781119320975
Author: Roberta S. Russell, Bernard W. Taylor III
Publisher: WILEY
expand_more
expand_more
format_list_bulleted
Concept explainers
Question
Chapter 5, Problem 19P
Summary Introduction
To explain: Customers arrive at G’s ice cream shop at the rate of 35 per hour, and a server can serve 15 customers per hour on average. Will 3 servers be enough to ensure that customer don’t have to wait more than 5 minutes for service.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solution
Students have asked these similar questions
please answer within 30 minutes.
When customers arrive at Gilley’s Ice Cream Shop, theytake a number and wait to be called to purchase ice creamfrom one of the counter servers. From experience in pastsummers, the store’s staff knows that customers arrive atthe rate of 35 per hour (Poisson distributed) on summerdays between 3:00 P.M. and 10:00 P.M. and a server canserve 15 customers per hour on average (Poisson distributed). Gilley’s wants to make sure that customers wait nolonger than 5 minutes for service. Gilley’s is contemplatingkeeping three servers behind the ice cream counter duringthe peak summer hours. Will this number be adequate tomeet the waiting time policy?
Tony’s Barbershop is run, owned, and operated by Anthony Jones, who has been cutting hairfor more than 20 years. Anthony does not take appointments, so the arrival pattern of customers is essentially random. Traditionally, the arrival rate had been about one customer every50 minutes. Two months ago, the local paper ran an article about Anthony that improved business substantially. Currently, the arrival rate is closer to one customer every 35 minutes. Haircutsrequire an average of 25 minutes, but the times vary considerably depending on customerneeds. A trim might require as little as 5 minutes, but a shampoo and styling could take as longas an hour or more. For this reason, the exponential distribution seems to provide a reasonablygood fit of the service time distribution.Anthony’s customers have always been patient, but ever since business picked up, somehave complained that the wait is too long. Anthony is considering taking his cousin Marvin intothe business to improve customer…
Chapter 5 Solutions
Operations and Supply Chain Management 9th edition
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_forwardTSA security agents at the security gate at the Tri-Cities Regional Airport are able to check passengers and process them through the security gate at a rate of 50 per hour (Poisson distributed). Passengers arrive at the gate throughout the day at a rate of 40 per hour (Poisson distributed). Determine the average waiting time and waiting line.arrow_forwardMcBurger’s fast-food restaurant has a drive-through window with a single server who takes orders from an intercom and also is the cashier. The window operator is assisted by other employees who prepare the orders. Customers arrive at the ordering station prior to the drivethrough window every 4.5 minutes (Poisson distributed), and the service time is 2.8 minutes (exponentially distributed). Determine the average length of the waiting line and the waiting time. Discuss the quality of the service.arrow_forward
- Plesase use Single Server Model and Multiple Server Model to solve this question. Drivers working for a large transportation company must get their vehicles checked from the company’s workshop after every 3,000 km. For this service, the average vehicle arrival rate at the workshop is 3.5 vehicles per hour (Poisson distributed). Currently there is only one mechanic serving a vehicle in 15 minutes on average and being paid $30 per hour. For every hour a vehicle is not working, the company loses $35. The company has an option to hire more mechanics. What is the most cost-efficient workshop staffing for this service? (Please also give the details for L and M.)arrow_forwardAt the British Grand Prix’s Silverstone Circuit’s 3 July 2022 race, it was another battle royal of sorts as the Formula 1 drivers battled for maximum points in the series. The fans seeking to purchase tickets started arriving from 10:00 am running all through 1:30 pm, when the gates closed in readiness for the race. The fans were observed to arrive at an average of 2,048 each hour, and were being served at a rate of 533 every fourteen minutes. Some fans had already purchased their tickets earlier via the ticket sales agency e-commerce portal. The Silverstone gallery has a 150,000 seating capacity. The gallery was 95% full for this grace. Given the enthusiasm of the fans that were trickling in, this was going to be the race of the month. required; iv). On average, how long does a fan spend in the circuit ticketing system? v). What is the probability of having more than 5 but less than 12 fans in the circuit ticketing system? Determine the efficiency of the Silverstone circuit…arrow_forwardFor 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 computerarrow_forward
- A branch office of a large engineering firm has one on-line terminal connected to a central computer system for 16 hours each day. Engineers drive to the branch office to use the terminal to make routine calculations with an average exponential distribution of 30 minutes per use. The daily arrival pattern of engineers is random (Poisson) with an average of 20 persons. The branch manager is starting to receive complaints from the engineers about the length of time many of them have to wait to use the terminal. Question: 1. What is and u measured in per hour intervals? 2. On the average, how many minutes does each engineer have to wait? 3. Using increments of 0.1 hours, what would be the least value of u so that the waiting time will be not exceed 30 minutes?arrow_forwardDuring the evening hours, an average of 52 customers can be found in Sachi’s Sports Bar. About 40 customers arrive each hour. Using Little’s Law, how long does each customer stay at Sachi’s?arrow_forwardTwenty-one customers arrive every hour (Poisson distributed) at Andy Johnson's food truck when it parks outside the Orlando Courthouse from 11-2 p.m. on weekdays. It takes Andy a mean time of 2 minutes to fill each order (following a negative exponential distribution). The Waiting Line Table is provided below and also we know that ... a) What is the average number of customers in the queue? Using the table, the average number of customers in the queue is ______ customers (round your response to four decimalplaces). b) How long will a person wait in line on average? The average time a person spends in the queue is ______ minutes(round your response to two decimal places). c) If Andy's wife joins him in serving meals (at the same speed as Andy), how will your answers to parts a and bchange? Using the table, the new average number of customers in the queue is _________ customers (round your response to four decimal places). The new average time a person spends in the…arrow_forward
- Mid-West Publishing Company publishes college textbooks. The company operates an 800 telephone number whereby potential adopters can ask questions about forthcoming texts, request examination copies of texts, and place orders. Currently, two extension lines are used, with two representatives handling the telephone inquiries. Calls occurring when both extension lines are being used receive a busy signal; no waiting is allowed. Each representative can accommodate an average of 11 calls per hour. The arrival rate is 22 calls per hour. How many extension lines should be used if the company wants to handle 90% of the calls immediately?fill in the blank 1 lines should be used What is the average number of extension lines that will be busy if your recommendation in part (a) is used? Round your answer to four decimal places.L = fill in the blank 2 What percentage of calls receive a busy signal for the current telephone system with two extension lines? Round your answer to two decimal…arrow_forwardTSA security agents at the security gate at the Tri-Cities Regional Airport are able to check passengers and process them through the security gate at a rate of 50 per hour (Poisson distributed). Passengers arrive at the gate throughout the day at a rate of 40 per hour (Poisson distributed) the passenger traffic arriving at the airport security gate varies significantly during the day. At times close to flight takeoffs, the traffic is very heavy, while at other times there is little or no passenger traffic through the security gate. At the times leading up to flight takeoffs, passengers arrive at a rate of 110 per hour (Poisson distributed). Suggest a waiting line system that can accommodate this level of passenger traffic.arrow_forwardPlease answer part h.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