Consider an outpatient surgery center that is located in a rectangular building that is 90 feet by 50 feet. There are six departments, each of which is 30 feet by 25 feet in size. Using the "Patient Traffic per Week" matrix. Registration Exam Operating Recovery Labs/Tests X-ray Registration 0 130 30 0 60 20 Exam 0 0 110 40 30 25 Operating 0 0 0 100 10 10 Recovery 0 0 0 0 5 15 Labs/Test 0 0 0 0 0 15 X-ray 0 0 0 0 0 0 a. Determine the total cost per week of the following initial layout. Assuming it cost $4 to move patients between adjacent rooms. Use rectilinear distances Registration X-ray Exam Operating Labs/Tests Recovery

Consider an outpatient surgery center that is located in a rectangular building that is 90 feet by 50 feet. There are six departments, each of which is 30 feet by 25 feet in size. Using the "Patient Traffic per Week" matrix. Registration Exam Operating Recovery Labs/Tests X-ray Registration 0 130 30 0 60 20 Exam 0 0 110 40 30 25 Operating 0 0 0 100 10 10 Recovery 0 0 0 0 5 15 Labs/Test 0 0 0 0 0 15 X-ray 0 0 0 0 0 0 a. Determine the total cost per week of the following initial layout. Assuming it cost $4 to move patients between adjacent rooms. Use rectilinear distances Registration X-ray Exam Operating Labs/Tests Recovery

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter12: Queueing Models

Section12.5: Analytic Steady-state Queueing Models

Problem 21P

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Scenario: A city’s administration isn’t driven by the goal of maximizing revenues or profits but instead looks at improving the quality of life of its residents. Many American cities are confronted with high traffic and congestion. Finding parking spaces, whether in the street or a parking lot, can be time-consuming and contribute to congestion. Some cities have rolled out data-driven parking space management to reduce congestion and make traffic more fluid. You’re a data analyst working for a mid-size city that has anticipated significant increments in population and car traffic. The city is evaluating whether it makes sense to invest in infrastructure to count and report the number of parking spaces available at the different parking lots downtown. This data would be collected and processed in real-time, feeding an app that motorists can access to find parking space availability in different parking lots throughout the city. Instructions: Work with the provided Excel database.…
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?
A worker at the State Unemployment Office isresponsible for processing a company’s forms when it opensfor business. The worker can process an average of 4 formsper week. In 2002, an average of 1.8 companies per weeksubmitted forms for processing, and the worker had abacklog of .45 week. In 2003, an average of 3.9 companiesper week submitted forms for processing, and the workerhad a 5-week backlog. The poor worker was fired and suedto get his job back. The court said that since the amount ofwork submitted to the worker had approximately doubled,the worker’s backlog should have also doubled. Since his backlog increased by more than a factor of 10, he must havebeen slacking off, so the state was justified in firing him.Use queuing theory to defend the worker (based on an actualcase!).
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