Operations Management: Processes and Supply Chains (11th Edition)
11th Edition
ISBN: 9780133872132
Author: Lee J. Krajewski, Manoj K. Malhotra, Larry P. Ritzman
Publisher: PEARSON
expand_more
expand_more
format_list_bulleted
Concept explainers
Question
Chapter B, Problem 5P
A
Summary Introduction
To determine: The number of dentists required
Introduction: Utilization rate is average the time spend by a person in productivity activity. It is calculated as percentage.
B
Summary Introduction
To determine: Change in operating characteristics after a fourth dentist is placed
Introduction: Utilization rate is average the time spend by a person in productivity activity. It is calculated as percentage.
C
Summary Introduction
To determine: Change in operating characteristics after a fifth dentist is placed
Introduction: Utilization rate is average the time spend by a person in productivity activity. It is calculated as percentage.
Expert Solution & Answer
Trending nowThis is a popular solution!
Students have asked these similar questions
Moore, Aiken, and Payne is a critical care dental clinic serving the emergency needs of the general public on a first-come, first-served basis. The clinic has five dental chairs, three of which are currently staffed by a dentist. Patients in distress arrive at the rate of five per hour, according to a Poisson distribution, and do not balk or renege. The average time required for an emergency treatment is 30 minutes, according to an exponential distribution. Use POM for Windows or OM Explorer to answerthe following questions:a. If the clinic manager would like to ensure that patients do not spend more than 15 minutes on average waiting to see the dentist, are three dentists on staff adequate? If not, how many more dentists are required?
b. From the current state of three dentists on staff, what is the change in each of the following operating characteristics when a fourth dentist is placed on staff:▪ Average utilization▪ Average number of customers in line▪ Average number of customers…
What are the most common measures of system performance in a queuing analysis?
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 B Solutions
Operations Management: Processes and Supply Chains (11th Edition)
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_forwardDo doctors' offices generally have random arrival rates for patients? Are service times random? Under what circumstances might service times be constant?arrow_forwardThe local Division of Motor Vehicles (DMV) is concerned with its waiting line system. Currently, the DMV uses a single-server, single-line, single-phase system when processing license renewals. Based on historical evidence, the average number of customers arriving per hour is 9 and is described by a Poisson distribution. The service rate is 12 customers per hour with the service times following an exponential distribution. The customers are patient and come from an infinite population. The manager of the DMV would like you to calculate the operational characteristics of the waiting line system.(a) What is the average system utilization? (b) What is the average number of customers in the system? (c) What is the average number of customers waiting in line? (d) What is the average time a customer spends in the system? (e) What is the average time a customer spends waiting in line?arrow_forward
- Below are the data of the gasoline station. Number of gas pumps = 1 Policy of the gasoline station is "If you want to wait, pay PhP45 per liter; if you do't want to wait, pay PhP55/liter." Service mean time (exponential distribution) = 5 minutes Arrival rate (Poisson distribution) = 10 per hour. Customers usually wait to buy gasoline. a) What is the probability (in decimal) that customer will wait? Answer in 4 decimal places.b) Determine the probability that the customer will not wait. Answer in 4 decimal places.c) How many customers are falling in line? Answer in integer value.d) Determine the expected price of gasoline per liter.arrow_forwardMid-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_forwardI need help answering thisarrow_forward
- Describe two examples of unethical behavior related to waiting line management, and state whichethical principles they violate.arrow_forwardA 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_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
- Customers 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_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_forwardplease answer within 30 minutes.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