Operations Management
17th Edition
ISBN: 9781259142208
Author: CACHON, Gérard, Terwiesch, Christian
Publisher: Mcgraw-hill Education,
expand_more
expand_more
format_list_bulleted
Concept explainers
Question
Chapter 16, Problem 10PA
Summary Introduction
To determine: The thing that would incur for the given information.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solution
Students have asked these similar questions
A server operates with 70% utilization. The coefficient of variation for the service process is 0.6 and the coefficient of variation of the arrival process is 1. The average processing time is 3 minutes. What is the average time a customer spends in the system according to the single-server queue model?
A. 9 minutes B. 6 minutes C. 3 minutes D. 7.5 minutes
Consider an Erlang loss system. The average processing time is 6 minutes. The average interarrival time is 3 minutes. The number of servers is 9. What is the capacity of the system?
A. 0.8 customers per minute B. 1.5 customers per minute C. 1.1 customers per minute D. 2.4 customers per minute
Consider a bank branch that has three distinct customer arrival patterns
throughout the day, as measured by average arrival rates (below).
Morning (8:30 - 11:30):
arrival 1 = 47 per hour.
%3D
Lunch (11:30 - 1:30):
arrival 2 = 70 per hour.
Afternoon (1:30 - 4:00):
arrival 3 = 30 per hour.
Regardless of the time of day, the average time it takes for a teller to serve
customers is 3.17 minutes.
Because of competition with other banks in the area, management has
developed an internal goal to keep the average customer wait before service to
be less than 4 minutes. With that in mind, answer the following:
a. During the morning period, what is the minimum number of tellers that
the bank needs to hire to achieve the 4-minute service goal mentioned
above? [ Select]
b. During lunch, what is the minimum number of tellers that the bank needs
to hire to achieve the 4 minute service goal mentioned above?
[ Select ]
c. In the afternoon, what is the minimum number of tellers that the bank
A post office clerk operates with 75% utilization. The coefficient of variation for the service process is 0.6 and the coefficient of variation of the arrival
process is 0.9. The average processing time is 4 minutes. What is the average time a customer spends in the system according to the single-server
queue model?
Multiple Choice
○ 7.02 minutes
4 minutes
11.02 minutes
О
3.51 minutes
Knowledge Booster
Learn more about
Need a deep-dive on the concept behind this application? Look no further. Learn more about this topic, operations-management and related others by exploring similar questions and additional content below.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?arrow_forwardA local fast food restaurant wants to analyze its drive-thru window. At this time, the only information known is the average number of customers in the system (4.00) and the average time a customer spends at the restaurant (1.176 minutes). What is the arrival rate (λ) and the service rate (μ)? Group of answer choices Arrival rate = 4.25 customers/min. Service rate = 3.4 customers/min. Arrival rate = .29 customers/min. Service rate = .24 customers/min. Arrival rate = 3.4 customers/min. Service rate = 4.25 customers/min. Arrival rate = .24 customers/min. Service rate = .29 customers/min. None of the above answers are correctarrow_forward
Recommended textbooks for you
Practical Management ScienceOperations ManagementISBN:9781337406659Author:WINSTON, Wayne L.Publisher:Cengage,
MarketingMarketingISBN:9780357033791Author:Pride, William MPublisher:South Western Educational Publishing
Practical Management Science
Operations Management
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:Cengage,
Marketing
Marketing
ISBN:9780357033791
Author:Pride, William M
Publisher:South Western Educational Publishing