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.

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.

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

See similar textbooks

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?
Auto vehicles arrive at a petrol pump, having one petrol unit, in Poisson fashion with anaverage of 10 units per hour. The service time is distributed exponentially with a mean of3 minutes. Find the following:i. Average number of units in the systemii. Average waiting timeiii. Average length of queueiv. Probability that a customer arriving at the pump will have to waitv. The utilization factor for the pump unitvi. Probability that the number of customers in the system is 2.
Customer arrive at one-window drive in bank according to Poisson distribution with mean 10 per hour. Service time per customer is exponential with mean 5 minutes. There are three spaces in front of the window, including the car being served. Other arriving cars can wait outside these three spaces. A. What is the probability that an arriving customer can enter one of these three spaces? B. What is the probability that an arriving customer is expected to wait outside the three spaces. C.How long is an arriving customer expected to wait before starting service.
[Queuing Theory - Operation research] The take-out counter at an ice-cream parlor is serviced by one attendant. Customers arrive according to a Poisson process, at a mean arrival rate of 30 per hour. They are serviced on a FCFS basis, and because of the quality of the ice cream, they are willing to wait if necessary. The service time per customer appears to be exponentially distributed, with a mean of 1.5 minutes. Determine the following: (a) probability that the system is idle (b) average number of customers in the system (c) amount of time a customer should expect to wait before service (d) probability that a customer will have to spend more than 15 minutes in the queue