Case Problem 2: Office Equipment

14) Refer to the table. What is the average time a customer spends waiting in line and being served?

Rough approximation of the machine service rate μ based on the statistics from first 5 days:

Customers must use the internet to fill out an online form to address their complaints or service needs. These forms are processed by employees in your department. Currently the turnaround time on any given form is between four to eight hours. This creates a number of other customer complaints. Project Call Center is designed to reduce this turnaround time by 75% by creating and staffing a call center in Tampa. Building acquisition, building renovations, building fit out, IT system upgrades, and hiring and training of staff are estimated to cost $8.5 million dollars. This $8.5 million dollars can be paid evenly in any two quarters in the next year. In addition, seven new employees will need to be hired at $40,000 burdened labor costs per year to staff the call center. Management of this project could easily be done with the current in-house staff. Most of the work of this project would be outsourced and will have minimal impact on day-to-operations.

NCB is a manufacturer and distributer of a wide range of office products. In Canada, NCB uses several distributers in different regions. One of the major distributers is Harrison Stationary and Office Supply LTD. Harrison had distributed NCB’S products for over 50 years and NCB was the largest supplier of Harrison. In January 2003 Harrison was acquired by the president of the company and four senior officers. Most of the acquisition cost was financed by bank loans. Since the acquisition, Harrison had difficulties to pay NCB for the goods and the account receivable reached to unacceptable level. In September 2005 the Harrison account was 156 days old and amounted to $ 4.4 million. In

The above mathematical analysis predicts what may happen if processing time was moved up from 11.00AM to 7.00AM. It is evident here that the average waiting time is reduced by 2 hours and 15 minutes as the wait time decreases from 3 hours to just 45 minutes. This should definitely prove to be beneficial to the company as it quickens the business process, reduces wait time, minimizes chances of a processing emergency and hopefully improves profitability. Therefore, under the light of the current information available, there is no reason why the processing time should not be moved up to 7.00 AM during at least the peak season. However, we think that another

2. Dollar Car Rental Co. was originally named Dollar a Day Car Rental because they charged $1.00 per day to rent a car, plus a charge per mile driven. Many customers complained that the odometers on Dollar’s cars recorded more miles than were actually driven. To evaluate these complaints you take a random sample of 6 Dollar’s cars, drive them on a carefully measured 100-mile course, and record the miles driven as registered by the odometers. The results are 100, 105, 109, 102, 107, and 101, with the sample standard deviation around 3.578.

If the customers arriving at Taco Bell Did not fulfill the assumption to be characterized as Poisson arrival pattern the above calculation would have been wrong and other more complex model would need to be used in order to determine correct values.

I think some of the issues with the Colleague Ticket pool and old tickets is from Anita and Esters lack of experience in a help desk type roll that relies on a ticketing system to track activities. I am not making excuses for them. But they could probably use some general education on practices that we in IT take for granted.

The first is the ability to maintain a consistent customer flow. Due to the extreme Icelandic winter season, the station experiences higher customer volume in the summer months, peaking in May, and the least volume experienced in the winter months. This seasonal volume presents a problem as many inspection station employees schedule vacation during the summer months. The climatic conditions and lack of skilled labor during the peak season have impacted the company’s ability to adequately meet the demand within identified parameters. A second problem is the facility layout, placement of client arrival and servicing areas. Receptionists in these areas are serving customers who are receiving other services (i.e. driver testing and license plate pickups) in addition to attending to other types of customer service needs. Providing a variety of services at a single section hinders the customer’s experience and increasing wait times, even when there are no cars at the inspection

The effective service rate 휇’ in the simplified model was found by averaging the actual service rate 휇=20.7 by the fraction of time the light is green. With a 31 second green light the 휇’ is 20.7*(31/60), which is 10.64 cars/minute. The effective service time became the variable of interest in the analysis of the system, as it relates the light timings to the wait time of the queue.

Generate a random number denoted by r2 from between 0 and 1. If this generated random number is less than or equal to 0.2 take repair time = 1.

Tony has asked you for some assistance in interpreting the data that he has collected. In particular, he needs to know if the true average delivery time for Pronto Pizza is greater than 25 minutes. Use the data in the file PRONTO.XLSX to answer his question. A description of this data set is given in the Data Description section. Also, examine the data for further information that might help Tony in making his decision about the 29-minute delivery guarantee and in improving his pizza delivery service. The Case Questions will assist you in your analysis of the data. Use important details from your analysis to support your recommendations.

The customers’ profiles should also contain the previous problems or issues which were rectified earlier. This system should show the client’s problems, the department who handled the issue and the name of employees who handled the case before and customers’ feedback. This system should direct all calls to the basic employs who handled the customer’s issues before. If that employee cannot handle the call at that time, supervisor of that employee should handle the call and hence, customers should not wait on the line to get service and the employee should call the customers back at their convenient time to lessen their frustration resulted from waiting on the line which may be considers as one of the main frustration factors.

Question 2.2. (TCO 4) If it takes a supplier 25 days to deliver an order once it has been placed and the standard deviation of daily demand is 20, which of the following is the standard deviation of usage during lead time?

Shorter wait and help times- Although, every customer wants shorter wait and help times, this is not happening in our