11 CC Car Wash specializes in car cleaning services. The services offered by the company, the exact service time, and theresources needed for each of them are described in the table following:ServiceA-WashB-WaxC-WheelCleaningD- InteriorCleaningProcessing Time TableProcessingTimeDescriptionExteriorwashingdryingExteriorwaxingcar 10 minutesandcar 15 minutesDetailedcleaning of allwheelsDetailedcleaning insidethe car16 minutes20 minutesResource1 automatedwashingmachine1 automatedwaxingmachine1 employee1 employeeThe company offers the following packages to their customers:- Package 1: Includes only car wash (service A).• Package 2: Includes car wash and waxing (services A and B).• Package 3: Car wash, waxing, and wheel cleaning (services A, B, and C).• Package 4: All four services (A, B, C, and D).Customers of CC Car Wash visit the station at a constant rate (you can ignore any effects of variability) of 50 customersper day. Of these customers, 30 percent buy Package 1, 30 percent buy Package 2, 15 percent buy Package 3, and 25percent buy Package 4. The mix does not change over the course of the day. The store operates 10 hours a day. Question 10What is the implied utilization rate for the employee at service C (wheel cleaning)? Round your answer to the nearestwhole number and ignore the percentage sign. For example, if your answer is 0.45 or 45%, fill in 45; if your answer is0.76 or 76%, fill in 76.Question 11What is the implied utilization rate for the automated washing machine? Round your answer to the nearest wholenumber and ignore the percentage sign. For example, if your answer is 0.45 or 45%, fill in 45; if your answer is 0.76 or76%, fill in 76.Question 12What resource has the highest utilization rate? Input 1 for washingemployee at C, input 4 for employee at D..put 2 for waxing machine, input 3 for

Given data is Number of customers = 50 Package 1 buying percent = 30% Package 2 buying percent =…

Answered: CC Car Wash specializes in car cleaning…

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter12: Queueing Models

Section: Chapter Questions

Problem 59P

See similar textbooks

Similar questions

[The following information applies to the questions displayed below.] The following are the car repair shop data: TETE Ticket No. Work Ticket No. Work Ticket No. Work 1 Lube & oil 11 Battery 21 Battery Tires 2 Lube & oil 12 Tires 22 3 Brakes 13 Brakes 23 Brakes 4 Lube & oil 14 Transmission 24 Transmission Lube & oil 15 Brakes 25 Brakes Tires 16 Battery 26 Lube & oil 7 Tires 17 Brakes 27 Lube & oil 8. Brakes 18 Tires 28 Lube & oil 9. Brakes 19 Tires 29 Tires 10 Lube & oil 20 Lube & oil 30 Lube & oil
The table below shows the time stamps of 10 customers who visited a local bank branch from 9:00 a.m. to 9:45 a.m. What is the flow time of customers? Customer 1 2 3 4 5 6 7 8 9 10 Time in 9:2 9:5 9:6 9:8 9:8 9:10 9:12 9:15 9:18 9:19 Time out 9:7 9:10 9:17 9:23 9:36 9:21 9:41 9:41 9:28 9:42 Instruction: Round your answer to 1 decimal place. Flow time of customers 3.5 minutes
1. Discuss how your client may determine the customer cost for its service, including non-monetary costs (time, effort, and perceived risk) When considering Customer Cost, we need to understand the perceived cost of its customer’s. From a customer’s point of view, the costs involved in buying and using a service is only part of the price charged by the supplier. Related monetary and non-monetary costs make up the other costs of the service. Time Office Automation may determine their Customer Cost for its service, including monetary and non-monetary costs, depending on various factors such as: The time taken to perform the service. The costs of the parts used / needed. Labour Costs. The costs their competitors are charging, to provide a competitive rate. A call out fee, time, and money (for fuel, etc) used to drive to the customers location. Cost of shipping. Quality of service, Time Office Automation’s staff has more than 25 years of experience in the field, therefore, could…
Personnel Planning; TDABC Recent competitive pressures have caused National InsuranceCompany to examine policies regarding personnel planning. As a start, the company has decided toexperiment with and develop a time-driven ABC model for its claims processing center.A study of this support center indicates the following three primary activities: remote processingof customer claims, 0.5 hour; onsite processing of customer claims, 1.0 hour; and updating/maintaining customer records, 0.2 hour. Onsite processing is required for larger claims, while remote processing is done for smaller claims. (For onsite processing, assume—for simplicity—that the claimsprocessors use their own automobiles.) All claims will require that the customers’ records be updated.The claims processing center currently employs three full-time employees. Total annual cost ofthe center (salaries, depreciation, utilities, etc.) is estimated at $255,000. The net amount of availablepersonnel time per year for this…
The following are the car repair shop data: Ticket No. Work Ticket No. Work Ticket No. Work 1 Tires 11 Lube & oil 21 Lube & oil 2 Brakes 12 Lube & oil 22 Tires 3 Tires 13 Tires 23 Lube & oil 4 Brakes 14 Brakes 24 Lube & oil 5 Tires 15 Transmission 25 Lube & oil 6 Lube & oil 16 Battery 26 Tires 7 Brakes 17 Lube & oil 27 Battery 8 Brakes 18 Lube & oil 28 Lube & oil 9 Lube & oil 19 Brakes 29 Brakes 10 Battery 20 Lube & oil 30 Tires Click here for the Excel Data File Problem 9-1 Part a (Algo) a. Prepare a check sheet for the above car repair shop data:
How did you calculate experimental and theoretical time periods? How did they differ in yourexperiment?
Terex Corporation is a global manufacturer of aerial work platforms and materials processingmachinery. They design, build and support products such as large lifting equipment used inconstruction. The company makes most pieces to order and customizes them to meet customers’unique preferences.Terex maintained a manual system for yard management at their transfer centre in Washingtonthat is always full of lifting equipment, which generated excessive costs for what should have beena relatively simple process of locating customers’ units to prepare them for delivery. A wallboardand sticker system was a low-tech solution for identifying equipment items in the yard at Terex.While inexpensive in itself, the solution cost around six minutes every time an employee had tolocate a unit in the yard. It also required a considerable number of hours to be spent each monthtaking physical inventories. After a successful pilot, the company approved a new solution, replacingstickers, yard maps, and…
Terex Corporation is a global manufacturer of aerial work platforms and materials processingmachinery. They design, build and support products such as large lifting equipment used inconstruction. The company makes most pieces to order and customizes them to meet customers’unique preferences.Terex maintained a manual system for yard management at their transfer centre in Washingtonthat is always full of lifting equipment, which generated excessive costs for what should have beena relatively simple process of locating customers’ units to prepare them for delivery. A wallboardand sticker system was a low-tech solution for identifying equipment items in the yard at Terex.While inexpensive in itself, the solution cost around six minutes every time an employee had tolocate a unit in the yard. It also required a considerable number of hours to be spent each monthtaking physical inventories. After a successful pilot, the company approved a new solution, replacingstickers, yard maps, and…
A company receives parts from suppliers to be used in its manufacturing departments. The quality control department must perform two operation when shipments are received:i) Operation A-draw a random sample, package, and deliver to testing, andii) Operation B-test the materials and issue a disposition reportThere are currently six shipments waiting to be processed. The time estimates for processing these six shipments through quality control are:Shipment Operation A (hours) Operation B (hours)1 1.5 1.02 1.1 2.73 1.2 1.44 0.7…
Q/ Talk in details about : Attendance management in school problem, Make a virtual system to solve this problem using one of the MIS topics, and explain the topic and the method used to solve this problem
Sandra Price, Ph.D. is the C.E.O. of a private research and consulting practice. Over the years she has gained considerable experience in conducting evaluations and needs assessments in a variety of social service areas--e.g., educational programs, services for the elderly, alcohol treatment services, and programs for the mentally impaired. A former client for whom she recently completed a study approached her for some additional consulting work. The previous study involved determining the needs for graduated living environments for the elderly in their rural community. Dr. Price recognizes the importance of maintaining a good reputation since much of her work comes from previous clients who have been satisfied. At this time, however, Dr. Price has pressing commitments to other clients/projects. This new request, although it still related to the elderly population, was outside of the realm of her specific expertise. The client requested that Dr. Price gather data and make economic…
A bank receives loan applications from 6 customers a day. The bank has promised customers that applications will be processed in the order they are received. The table below shows the applications in the order they were received, the processing time for each loan application, and the due date that customers need to hear about their application status: Customer Processing time (days) Due date (days) A 9 13 B 11 18 C 8 11 D 7 13 E 10 22 F 12 28 Average flow time days Average tardiness days Average number of jobs applications

SEE MORE QUESTIONS

Recommended textbooks for you

Practical Management Science

Operations Management

ISBN:

9781337406659

Author:

WINSTON, Wayne L.

Publisher:

Cengage,

Practical Management Science

Operations Management

ISBN:

9781337406659

Author:

WINSTON, Wayne L.

Publisher:

Cengage,

SEE MORE TEXTBOOKS