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 29P
Summary Introduction
To explain: Calculate the average time a patrol car is unavailable, and average number of cars out of service at any time.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solution
Students have asked these similar questions
The Riverton Police Department has eight patrol cars thatare on constant call 24 hours per day. A patrol car requires
repairs every 30 days, on average, according to an exponen-tial distribution. When a patrol car is in need of repair it is
driven into the motor pool, which has a repairperson on
duty at all times. The average time required to repair a pa-trol car is 12 hours (exponentially distributed). Determine
the average time a patrol car is not available for use and theaverage number of patrol cars out of service at any onetime, and indicate if the repair service seems adequate.
The Riverton Police Department has eight patrol cars thatare on constant call 24 hours per day. A patrol car requiresrepairs every 30 days, on average, according to an exponential distribution. When a patrol car is in need of repair it isdriven into the motor pool, which has a repairperson onduty at all times. The average time required to repair a patrol car is 12 hours (exponentially distributed). Determinethe average time a patrol car is not available for use and theaverage number of patrol cars out of service at any onetime, and indicate if the repair service seems adequate
A call centre operates with two customer service
representatives. Customers call the centre according
to a Poisson process with an average rate of 10 calls
per hour. The service times follow an exponential
distribution with a mean service rate of 6 calls per
hour per representative. The goal is to analyse the
performance of this queuing system and determine
key metrics.
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_forwardOPERATIONS RESEARCH Auto vehicles arrive at a petrol pump, having one petrol unit, in Poisson fashion with an average of 10 units per hour. The service time is distributed exponentially with a mean of 3 minutes. Find the following: Average number of units in the system Average waiting time iii. Average length of queue Probability that a customer arriving at the pump will have to wait The utilization factor for the pump unit Probability that the number of customers in the system is 2.arrow_forwardA crew of mechanics at the Transylvania Department of Motor Vehicles garage make minor repairs to snowplows during the winter. The snowplows break down at an average rate of 4 vehicles per day and breakdowns are distributed according to the Poisson distribution. The mechanic can service an average of 7 vehicles per day with a repair time distribution that approximates a negative exponential distribution. Assume an 8 hour day. Approximately how many vehicles are in the garage, waiting for or being repaired?arrow_forward
- Repair calls are handled by one repairman at a photocopy shop. Repair time, including travel time, is exponentially distributed, with a mean oftwo hours per call. Requests for copier repairs come in at a mean rate of three per eight-hour day(assume Poisson). Determine the following: ( l) The average number of customers awaiting repairs (2) System utilization (3) The amount of time during an eight-hour day that the repairman is not out on a call (4) The probability of two or more customers in the systemarrow_forwardA crew of mechanics at the Department of Transportation garage make minor repairs to snowplows during the winter. The snowplows break down at an average rate of 5 vehicles per day and breakdowns are distributed according to the Poisson distribution. The mechanic can service an average of 8 vehicles per day with a repair time distribution that approximates a negative exponential distribution. Assume an 8 hour day. What is the expected average number of snowplows in the garage (waiting for repair and being repaired)? 5 1.04 1.67 8arrow_forwardThe common measures of a queuing system's performance include: O probability that the service facility will be idle, average queue length, and probability that the waiting time will exceed a specified duration. average time each customer spends in the system, probability that the service system will be idle, and average time each customer spends in the queue. average queue length, maximum time a customer may spend in the queue, and the utilization factor for the system. average time each customer spends in the system, maximum queue length, and probability of a specific number of customers in the system. maximum queue length, maximum time a customer may spend in the queue, and average queue length.arrow_forward
- The time from when a patient is discharged from North Shore Hospital to the time the discharged patient’s bed is ready to be assigned to a new patient is referred to as the bed assignment turnaround time. If the bed turnaround time is excessive, it can cause problems with patient flow and delay medical procedures throughout the hospital. This can cause long waiting times for physicians and patients thus creating customer dissatisfaction. The admissions RN has assigned a patient care associate to measure the bed turnaround time for a randomly selected bed each morning., afternoon, and evening for 30 days. Following are the bed turnaround time sample observations: Day Day Bed Turnaround Times (min) 1 1 127 135 167 144 151 2 2 140 155 122 135 119 3 3 112 128 97 118 131 4 4 223 135 154 187 150 5 5 181 155 160 172 166 6 6 103 158 145 124 149 7 7 146 135 167 150 178 8 8 104 122 115 137 129 9 9 136 158 137 148 156 10 10 145 163 106 139 170 11 11 84 146 125 98…arrow_forwardAnalyze the following queueing management sysytem 1- traffic intensity of 0.3 in queueing system 2- The average time spends in the system =0.036 3-The average number of the customer in the system 0.43arrow_forwardA graphics reproduction firm has four units of equipment that are automatic but occasionally become inoperative because of the need for supplies, maintenance, or repair. Each unit requires service roughly twice each hour, or, more precisely, each unit of equipment runs an average of 30 minutes before needing service. Service times vary widely, ranging from a simple service (such as pressing a restart switch or repositioning paper) to more involved equipment disassembly. The average service time, however, is five minutes. Equipment downtime results in a loss of $20 per hour. The one equipment attendant is paid $6 per hour.Using finite queuing analysis, answer the following questions: a. What is the average number of units in line? b. What is the average number of units still in operation? c. What is the average number of units being serviced?d. The fi- rm is considering adding another attendant at the same $6 rate. Should the firm do it?arrow_forward
- Pasquist Water Company (PWC) operates a 24-hour facil-ity designed to efficiently fill water-hauling tanker trucks.Trucks arrive randomly to the facility and wait in line to ac-cess a wellhead pump. Since trucks vary in size and the filling operation is manually performed by the truck driver, the timeto fill a truck is also random.a. If the manager of PWC uses the multiple-server modelto calculate the operating characteristics of the facility’swaiting line, list three assumptions she must make regard-ing the behavior of waiting trucks and the truck arrivalprocess.b. Suppose an average of 336 trucks arrive each day, thereare four wellhead pumps, and each pump can serve anaverage of four trucks per hour.▪ What is the probability that exactly 10 trucks will arrivebetween 1:00 p.m. and 2:00 p.m. on any given day?▪ How likely is it that once a truck is in position at a well-head, the filling time will be less than 15 minutes?c. Contrast and comment on the performance differencesbetween:▪…arrow_forwardA post office has a single line for customers waiting for the next available postal clerk. There are two postal clerks who work at the same rate. The arrival rate of customers follows a Poisson distribution, while the service time follows an exponential distribution. The average arrival rate is three per minute and the average service rate is two per minute for each of the two clerks. What is the average length of the line?arrow_forwardGiven information: A typical TSA agent at Piedmont Triad International Airport takes approximately 1.15 minutes to screen each passenger that arrives at the security gate. During the day, a passenger arrives at the gate on average every 1.3 minutes. Both the service rate and arrival rate follow a Poisson distribution. Based on this information and the assumption that only one screening line is open at the security gate, answers the following questions. Round calculations to at least 3 decimal places. Note: Round each calculation to at least 3 decimal places. Arrival time =60/1.3=46.153 Server Rate =60/1.15=52.174 L=expected number of passengers in queue =6.780 waiting time in queue =.1469 time spent screening=.1660 please answer the 2 foloowing questions What is percent of the time does the typical TSA agent spend actively screening passengers? Throughout the day, passenger arrival rates vary with the greatest number of passengers arriving about 45 minutes before a flight is…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