Max Stamp approves study abroad documents for the university. Students must wait inline with their forms outside Max’s office. One student at a time is allowed in his officeand Max takes precisely 15 minutes to evaluate each student’s set of documents. Onaverage, two students per hour go to his office and they spend, on average, 160 minutestrying to get their forms approved (time waiting in queue plus time in Max’s office having him evaluate their documents). On average, how many students are waiting outsideof Max’s office?

Max Stamp approves study abroad documents for the university. Students must wait inline with their forms outside Max’s office. One student at a time is allowed in his officeand Max takes precisely 15 minutes to evaluate each student’s set of documents. Onaverage, two students per hour go to his office and they spend, on average, 160 minutestrying to get their forms approved (time waiting in queue plus time in Max’s office having him evaluate their documents). On average, how many students are waiting outsideof Max’s office?

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter12: Queueing Models

Section12.5: Analytic Steady-state Queueing Models

Problem 9P

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Max Stamp approves study abroad documents for the university. Students must wait in line with their forms outside Max's office. One student at a time is allowed in his office and Max takes precisely 15 minutes to evaluate each student's set of documents. On average 3 students per hour go to his office and they spend on average 150 minutes trying to get their forms approved (time waiting in queue plus time in Max's office having him evaluate their documents). (Round your answer to 1 decimal place.) On average, how many students are waiting outside of Max's office?
12-15 The wheat harvesting season in the American Midwest is short, and most farmers deliver their truckloads of wheat to a giant central storage bin within a two-week span. Because of this, wheat-filled trucks waiting to unload and return to the fields have been known to back up for a block at the receiving bin. The central bin is owned cooperatively, and it is to every farmer’s benefit to make the unloading/storage process as efficient as possible. The cost of grain deterioration caused by unloading delays, the cost of truck rental, and idle driver time are significant concerns to the cooperative members. Although farmers have difficulty quantifying crop damage, it is easy to assign a waiting and unloading cost for truck and driver of $18 per hour. The storage bin is open and operated 16 hours per day, 7 days per week, during the harvest season and is capable of unloading 35 trucks per hour according to an exponential distribution. Full trucks arrive all day long (during the hours…
Eliminating the queue of work dramatically quickens the time it takes a part to flow through the system. What are the disadvantages of removing those queues?
The following build-up diagram tracks the number of customers for a single-server queueing system (e.g., an ATM machine) from 10:00am to 10:15am on a certain day. The number of customers shown in the chart includes both those in service and waiting in line. Build-up diagram # of Customers in system (in service + waiting) 3 2 1 0 10:00 10:01 10:02 10:03 10:04 10:07 10:09 We will call the customer who arrived the earliest during this time span the first customer, the customer who arrived the second earliest the second customer, etc.. The service discipline is first-come-first-served (FCFS). According to the diagram, how long did the second customer have to wait (in minutes) before he can enter service?
A hospital emergency room (ER) is currently organized so that all patients register through an initial check-in process. At his or her turn, each patient is seen by a doctor and then exits the process, either with a prescription or with admission to the hospital. Currently, 55 people per hour arrive at the ER, 10 percent of who are admitted to the hospital. On average, 7 people are waiting to be registered and 34 are registered and waiting to see a doctor. The registration process takes, on average, 2 minutes per patient. Among patients who receive prescriptions, average time spent with a doctor is 5 minutes. Among those admitted to the hospital, average time is 30 minutes. A new triage system has been proposed for the ER described above. Under the proposed triage plan, entering patients will be registered as before. They will then be quickly examined by a triage nurse who will classify them as Simple Prescriptions or Potential Admits. While Simple Prescriptions will move on to an area…
The following build-up diagram tracks the number of customers for a single-server queueing system (e.g., an ATM machine) from 10:00am to 10:15am on a certain day. The number of customers shown in the chart includes both those in service and waiting in line. Build-up diagram 3 2 1 # of Customers in system (in service + waiting) 0 10:00 10:01 10:02 10:03 10:04 10:07 10:09 We will call the customer who arrived the earliest during this time span the first customer, the customer who arrived the second earliest the second customer, etc.. The service discipline is first-come-first-served (FCFS). According to the diagram, what is the service time of the first customer in minutes?
A hospital emergency room (ER) is currently organized so that all patients register through an initial check-in process. At his or her turn, each patient is seen by a doctor and then exits the process, either with a prescription or with admission to the hospital. Currently, 55 people per hour arrive at the ER, 10 percent of who are admitted to the hospital. On average, 7 people are waiting to be registered and 34 are registered and waiting to see a doctor. The registration process takes, on average, 2 minutes per patient. Among patients who receive prescriptions, average time spent with a doctor is 5 minutes. Among those admitted to the hospital, average time is 30 minutes. A new triage system has been proposed for the ER described above. Under the proposed triage plan, entering patients will be registered as before. They will then be quickly examined by a triage nurse who will classify them as Simple Prescriptions or Potential Admits. While Simple Prescriptions will move on to an area…
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…
Suppose a coffee shop order and fulfillment process is configured simply as a single queue with two steps: wait and service. Customers enter, wait their turn, and then are served, by placing and receiving their order all at once. Suppose that an average of 10 customers per hour enter the coffee shop while the shop is open. On average, there are two customers waiting in line to place their orders. It takes an average of 2 minutes to go through the service step, that is, it takes 2 minutes to complete the second step of placing and receiving the order. In steady state, O The average wait time before placing an order is 12 minutes. O The average time between customer arrivals is 5 minutes. O None of the answers are correct. There is an average of one customer being served at a time. O The average total time to wait and be served is 15 minutes.
Bayside General Hospital is trying to streamline its operations. A problem-solving group consisting of a nurse, a technician, a doctor, an administrator, and a patient is examining outpatient procedures in an effort to speed up the process and make it more cost-effective. Listed here are the steps that a typical patient follows for diagnostic imaging: Patient enters main hospital entrance Patient takes a number and waits to be called to registration desk Patient registers Patient is taken to diagnostic imaging department Patient registers at diagnostic imaging reception Patient sits in department waiting area until dressing area clears Patient changes in dressing area Patient waits in dressing area Patient is taken to exam room Exam is performed Patient is taken to dressing area Patient dresses Patient leaves Create a service blueprint of the procedure and identify opportunities for improvement. Describe what elements of a servicescape would make this…