## Worthington Hills Grocery Store Checkout Capacity Worthington Hills grocery store has five regular checkout lines and one express line (for 12 items or less). Based on a sampling study, it takes 12 minutes on average for a customer to go through the regular line and 3 minutes to go through the express line. The store operates from 9 a.m. to 9 p.m. daily. ### a. Maximum Capacity (Customers Processed Per Day) To find the store's maximum capacity, calculate the total number of customers that can be processed in a day, rounding down to the nearest whole number. - **Form for Answer:** [_____] customers processed per day ### b. Store’s Capacity by Day of the Week This section calculates the store's capacity per day of the week based on the number of regular checkout lines open, according to the schedule below. The express line operates continuously. #### Schedule (Regular Checkout Lines Open): - **9-12 a.m.:** - Mon: 1 - Tue: 1 - Wed: 2 - Thu: 4 - Fri: 5 - Sat: 5 - Sun: 2 - **12-4 p.m.:** - Mon: 2 - Tue: 2 - Wed: 3 - Thu: 3 - Fri: 5 - Sat: 5 - Sun: 5 - **4-6 p.m.:** - Mon: 3 (*) - Tue: 3 - Wed: 3 - Thu: 3 - Fri: 5 - Sat: 4 - Sun: 3 (*) A "3" means 3 regular checkout lines are open on Monday from 4 to 6 p.m. - **6-9 p.m.:** - Mon: 5 - Tue: 4 - Wed: 4 - Thu: 4 - Fri: 4 - Sat: 3 - Sun: 2 #### Calculated Capacity (Customers Per Day): Fill in the table with calculated capacities, rounding down to the nearest whole number, and using the provided schedule. | Hours | Mon | Tue | Wed | Thur

Four employees at a fast-food restaurant each perform one of the four activities in serving a customer: greet customer, take order, process order, and deliver order. The processing time for each activity is given as follows: Greet customer Take order Process order Deliver order A) 50% Assume demand is unlimited. What is the average labor utilization? B) 68% C) 40% Activity D) 162% Processing time per customer 2 seconds 30 seconds 60 seconds 5 seconds

Consider the flow in Figure 7–1 but assume that no patients require follow-upappointments. All patients first check in with the single receptionist, which takesan average of 6 minutes. They are then seen by one of two nurses who take weight,blood pressure, etc., which takes an average of 10 minutes. Finally, they are seenby a GP in an examination room, which takes an average of 16 minutes. There arethree GPs. The table below summarizes this data. Assume the clinic has no waitingroom or examination room constraints.Assume that there are eight patients arriving an hour during working hours.Resource Minutes per patient Number of resourcesReceptionist 6 1Nurse 10 2Doctor 16 3a. What is the capacity of each resource?b. Which resource is the bottleneck and hence what is the capacity of the system?

L. Winston Martin (an allergist) has an excellent system for handling his regular patients who come in just for allergy injections. Patients arrive for an injection and fill out a name slip, which is then placed in an open slot that passes into another room staffed by one or two nurses. The specific injections for a patient are prepared, and the patient is called through a speaker system into the room to receive the injection. At certain times during the day, patient load drops and only one nurse is needed to administer the injections. Use Exhibit 712. Let's focus on the simpler case of the two-namely, when there is one nurse. Also, assume that patients arrive in a Poisson fashion and the service rate of the nurse is exponentially distributed. During this slower period, patients arrive with an interarrival time of approximately 3 minutes. It takes the nurse an average of 2.50 minutes to prepare the patients' serum and administer the injection. a. What is the average number of patients…

A fast-food restaurant has a drive-thru window and during peak lunch times can handle a maximum of 60 cars per hour with one person taking orders, assembling them, and acting as cashier. The average sale per order is $9.50. A proposal has been made to add two workers and divide the tasks among the three. One will take orders, the second will assemble them, and the third will act as a cashier. With this system, it is estimated that 85 cars per hour can be serviced.

Peet's coffee and tea question  in what way might Peet's use CRM system to assist them?

Why is the Hayes and Wheelwright product-process matrix NOT used to analyze service delivery systems?   a. The relationship between volume and process is not found in many service businesses.   b. Services tend to have lower variety, so the variety element of Hayes & Wheelwright is not applicable.   c. Services cannot add capacity.   d. When services change processes to increase volume, they can still handle a wide variety of customer requests.

130) please please help me with this! Owners of a local restaurant are concerned about their ability to provide quality service as they continue to grow and attract more customers. They have collected data from Friday and Saturday nights, their busiest times of the week. During these time periods, about 106 customers arrive per hour for service. Given the number of tables and chairs, and the typical time it takes to serve a customer, the owners estimate they can serve, on average, about 162 customers per hour. Use Exhibit 4.6. Furthermore, the owners anticipate that in one year their demand will double as long as they can provide good service to their customers. a. Currently, during these nights, are they in the zone of service, the critical zone, or the zone of nonservice? EXIBIT IS THE PICTURE ADDED O Critical zone O Zone of service O Zone of nonservice b. Next year, after demand doubles, what must the service capacity increase to (at minimum) to stay out of the critical zone?Note:…

How smart glasses can be used to improve airport customers’ experience if smart glasses are provided to every staff of an airport?

For the purpose of process analysis, which of the following measures would beconsidered an appropriate flow unit for analyzing the operation of a coffee shop?Instructions: You may select more than one answer.a. Square footage of the storeb. Number of employees working each weekc. Number of hours the store is open each weekd. Number of customers served each week