A production line at V. J. Sugumaran's machine shop has three stations. The first station can process a unit in 7 minutes. The second station has three identical machines, each of which can process a unit in 24 minutes (each unit only needs to be processed on one of the three machines). The third station can process a unit in 6 minutes. is the bottleneck station, with a bottleneck time of minutes per unit (enter your response as a whole number). Station 3 Station 1 Station 2

There is only one copying machine in the student lounge of the business school. Students arrive at the rate of  λ=40 per hour​ (according to a Poisson​ distribution). Copying takes an average of 40 ​seconds, or μ=90 per hour​ (according to a negative exponential​ distribution).  ​a) The percentage of time the machine is used​ = 4444  percent​ (round your response to the nearest whole​ number). ​The average length of the queue​ = 35.35 students​ (round your response to two decimal​ places).The average number of students in the system​ = 0.80 students​ (round your response to two decimal​ places).The average time spent waiting in the queue​ = 0.53minutes​ (round your response to two decimal​ places). The average time in the system​ =   minutes​ (round your response to two decimal​ places).

A Company that makes shopping carts for supermarkets and other stores recently purchased some new equipment that reduces the labor content of the jobs needed to produce the shopping carts. Prior to buying the new equipment, the company used 4 workers, who produced an average of 87 carts per hour. Workers receive $13 per hour, and machine coast was $32 per hour. With the new equipment, it was possible to transfer one of the workers to another department, and equipment cost increased by $18 per hour while output increased by four carts per hour.   a) Compute the multifactor productivity (MFP) (labor plus equipment) under the Prior to buying the new equipment. The MFP (carts/$) = .6949 (round to 4 decimal places).   b) Compute the % growth in productivity between the Prior to and after buying the new equipment. The growth in productivity = 25.55 % (round to 2 decimal places)

The ZU cafeteria serves on average 2000 customers a day during the lunch break (12:00-2:00 pm). It takes about 10 seconds to process a customer at the cashier. How many students on average wait in the queue (work in process)?

a case that relates to the ʺstopʺ in the stop and frisk context and give a brief summary of the case and explain how that case is important to the definition of stop.

10. Customers arrive an average of 8 per hour and an average of 12 customers can be served in an hour. Assume this is an M/M/1 model. (Noteshaper Quick Start #18 - #20) what is the system utilization? what is the average length of the line? what is the average number of customers in the system? what is the average amount of time spent waiting in the line? what is the average amount of time a customer spends in the system? what is the probability of no customers in the system? 11. Customers arrive at a ferry ticket office at the rate of 18 per hour on Monday mornings. This can be described as a M/M/1 model. Selling the tickets and providing general information takes an average of 2 minutes per customer. One ticket agent is on duty on Mondays. (Noteshaper Scenario #34) a. What is the average length of the line on Monday mornings? b. On average, how long does a customer wait to buy a ticket on Monday mornings (in minutes)? c. How long does it take to successfully buy a ticket on Monday…

How much time, on average, would a server need to spend on a customer to achieve a service rate of 20 customers per hour?

The Universal Manufacturing Company produces a par-ticular product in an assembly-line operation. One of the machines on the line is a drill press that has a single as-sembly line feeding into it. A partially completed unit ar-rives at the press to be worked on every 8 minutes, on average, according to an exponential distribution. Themachine operator can process an average of 10 parts perhour (Poisson distributed). Determine the average numberof parts waiting to be worked on, the percentage of timethe operator is working, and the percentage of time themachine is idle.

During the recent pandemic, the seaport in Savannah Georgia, the third busiest in the United States, averaged loading or unloading 5.5 cargo ships per week. The average time to unload a ship is 1.95 days. Multiple cranes to load and unload the ship operate six days a week. Do not round intermediate calculations. a. How many ships are waiting to be unloaded on average using Little's Law? Round your answer up to the nearest whole number. ship(s) b. During the pandemic, at times, demand doubled, how many ships are waiting to be unloaded on average using Little's Law? Round your answer up to the nearest whole number. ship(s) C. If demand remains at 5.5 cargo ships per week and through better scheduling, training, and crane operations, the average time to unload a ship lowers to 1.05 days, how many ships are waiting? Round your answer up to the nearest whole number. ship(s)

Students arrive at the Administrative Services Office at an average of one every 6 minutes, and their requests take, on average, 4 minutes to be processed. The service counter is staffed by only one clerk, Judy Gumshoes, who works eight hours per day. Assume Poisson arrivals and exponential service times.   a. What percentage of time is Judy idle? (Round your answer to 1 decimal place.)     b. How much time, on average, does a student spend waiting in line? (Do not round intermediate calculations. Round your answer to 1 decimal place.)     c. How long is the (waiting) line on average? (Round your answer to 2 decimal places.)     d. What is the probability that an arriving student (just before entering the Administrative Services Office) will find at least one other student waiting in line? (Do not round intermediate calculations. Round your answer to 4 decimal places.)