Cakes baked by the Freshfood Bakery are transported fromthe ovens to be packaged by one of three wrappers. Eachwrapper can wrap an average of 120 cakes per hour (Poissondistributed). The cakes are brought to the wrappers at therate of 300 per hour (Poisson distributed). If a cake sitslonger than 5 minutes before being wrapped, it will not befresh enough to meet the bakery’s quality control standards.Does the bakery need to hire another wrapper?
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Cakes baked by the Freshfood Bakery are transported from
the ovens to be packaged by one of three wrappers. Each
wrapper can wrap an average of 120 cakes per hour (Poisson
distributed). The cakes are brought to the wrappers at the
rate of 300 per hour (Poisson distributed). If a cake sits
longer than 5 minutes before being wrapped, it will not be
fresh enough to meet the bakery’s quality control standards.
Does the bakery need to hire another wrapper?
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- 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?Cakes baked by the Freshfood Bakery are transported from the ovens to be packaged by one of three wrappers. Each wrapper can wrap an average of 200 cakes per hour. The cakes are brought to the wrappers at the rate of 500 per hour. If a cake sits longer than 5 minutes before being wrapped, it will not be fresh enough to meet the bakery’s quality control standards. Does the bakery need to hire another wrapper?The dry cleaning station has three cleaning devices, r = 3. The intensity of the flow of visitors λ = 6 (person / h). Intensity of serving visitors with one device µ = 3 (person / h). The average number of visitors leaving the queue without waiting for service, ν = 1 (person / hour). Find the absolute throughput of the dry cleaning point.
- From 3:00 P.M. to 8:00 P.M. the local Big-W Supermarket hasa steady arrival of customers. Customers finish shopping andarrive at the checkout area at the rate of 80 per hour (Poissondistributed). It is assumed that when customers arrive at thecash registers they will divide themselves relatively evenly sothat all the checkout lines are even. The average checkouttime at a register is seven minutes (exponentially distributed).The store manager’s service goal is for customers to be out ofthe store within 12 minutes (on average) after they completetheir shopping and arrive at the cash register. How many cashregisters must the store have open in order to achieve themanager’s service goal?The Universal Manufacturing Company has a single assem-bly line that feeds two drill presses in parallel. As partially completed products come off the line, they are lined up tobe worked on as drill presses become available. The unitsarrive at the workstation (containing both presses) at the rate of 90 per hour (Poisson distributed). Each press opera-tor can process an average of 60 units per hour (Poisson distributed). Compute L, Lq, W, and Wq.A) During registration at State University every semester students in the college of business must have their courses approved by the college advisor. It takes the advisor an average of 12 minutes to approve each schedule and students arrive at the advisor's office at a rate of 3 per hour, according to A Poisson Distribution. Calculate the operating characteristics (Po, L, Lq, W, Wq and Pw) for this system. B) The dean from the college has recieved alot of complaints from students about the length of time they must wait to have their schedule approved. The dean therefore add an additional college advisor to the system describe in this problem so that it is now a multi-server queuing system with two channels. Calculate the operating characteristic channel describe in part A.
- . Cranston Cranberry Cooperative (CCC) processes cranberries that are harvested in thelocal area. Barrels of cranberries arrive on trucks to CCC’s facility at a rate of 150barrels per hour and are processed continuously at a rate of 100 barrels per hour.Trucks arrive at a uniform rate over eight hours, from 6:00 a.m. until 2:00 p.m.How long does a truck wait, on average, before it is processed?The local Burger Doodle fast-food restaurant has a drive-through window. Customers in cars arriveat the window at the rate of 10 per hour (Poisson distributed). It requires an average of4 minutes (exponentially distributed) to take and fill an order. The restaurant chain has a servicegoal of an average waiting time of 3 minutes. If the restaurant is not meeting its service goal, it can add a second drive-through window that will reduce the service time per customer to 2.5 minutes. Will the additional window enable the restaurant to meet its service goal?A Printed Circuit Board (PCB) machine installs integrated circuits onto a board. Before starting to produce a board, the PCB machine requires a 16-minute setup. Once in production, the PCB machine requires only 0.19 minute per board. a. Currently, the PCB machine produces 525 boards between setups. Given this operating process, what is the capacity of the PCB machine (in boards per min)? b. Currently, the PCB machine produces 525 boards between setups. Given this operating process, what is the utilization of the PCB machine? c. Say the PCB machine produces 400 boards s between setups and demand is 2 boards per minute. Given the operating process, what is the avergae inventory of boards anf the PCB machine? d. Demand for boards occurs at the rate of 2 boards per minute. What is the smallest batch size such that the PCB machine does not constrain the flow rate through the process?
- Our local maternity ward delivers 1,500 babies per year.On the average, 5 beds in the maternity ward are filled. Howlong does the average mother stay in the maternity ward?This problem illustrates balking. The Oryo Cookie IceCream Shop in Dunkirk Square has three competitors. Sincepeople don’t like to wait in long lines for ice cream, thearrival rate to the Oryo Cookie Ice Cream Shop depends onthe number of people in the shop. More specifically, whilej 4 customers are present in the Oryo shop, customersarrive at a rate of (20 5j) customers per hour. If more than4 people are in the Oryo shop, the arrival rate is zero. Foreach customer, revenues less raw material costs are 50¢.Each server is paid $3 per hour. A server can serve anaverage of 10 customers per hour. To maximize expectedprofits (revenues less raw material and labor costs), howmany servers should Oryo hire? Assume that interarrivaland service times are exponential.The local Burger Doodle fast-food restaurant has a drive-through window. Customers in cars arriveat the window at the rate of 10 per hour (Poisson distributed). It requires an average of4 minutes (exponentially distributed) to take and fill an order. The restaurant chain has a servicegoal of an average waiting time of 3 minutes. During the 2-hour lunch period, the arrival rate of drive-in customers increases to 20 per hour. Will the two-window system be able to achieve the restaurant’s service goal during this rush period?