OPERATION MANAGEMENT
2nd Edition
ISBN: 9781260242423
Author: CACHON
Publisher: MCG
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Chapter 16, Problem 17PA
Summary Introduction
To determine: The number of computers required.
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The organizers of a conference in the Houston Convention Center are evaluating the possibility of
setting up a computer area where attendees can check their e-mail on computers provided by the
organization. There will be one common queue for all computers and only one person uses a
computer at a time. On average there are 19 attendee arrivals per hour and the average time a
person spends on the computer is 14 minutes. To ensure that waiting times are not too long, the
organizers want to ensure that the utilization of the computers doesn't exceed 80 percent.
At least how many computers do they need to have?
computers
The organizers of a conference in the Houston Convention Center are evaluating the possibility of setting up a computer area where attendees can check their e-mail on computers provided by the organization. There will be one common queue for all computers and only one person uses a computer at a time. On average there are 20 attendee arrivals per hour and the average time a person spends on the computer is 15 minutes
To ensure that waiting times are not too long, the organizers want to ensure that the utilization of the computers doesn’t exceed 80 percent. At least how many computers do they need to have?
The organizers of the conference have decided to buy 6 computers. Assume that the standard deviation of arrivals is equal to the average inter-arrival time, and the standard deviation of processing times is equal to the average processing time. What is the average waiting time to check e-mails?
How does an event improve the smooth queue management?
Chapter 16 Solutions
OPERATION MANAGEMENT
Ch. 16 - Prob. 1CQCh. 16 - Prob. 2CQCh. 16 - Prob. 3CQCh. 16 - Prob. 4CQCh. 16 - Which of the following best reflects pooling...Ch. 16 - Prob. 6CQCh. 16 - Prob. 7CQCh. 16 - Prob. 1PACh. 16 - Prob. 2PACh. 16 - Prob. 3PA
Ch. 16 - Prob. 4PACh. 16 - Prob. 5PACh. 16 - Prob. 6PACh. 16 - Prob. 7PACh. 16 - Prob. 8PACh. 16 - Prob. 11PACh. 16 - Prob. 12PACh. 16 - Prob. 13PACh. 16 - Prob. 14PACh. 16 - Prob. 15PACh. 16 - Prob. 16PACh. 16 - Prob. 17PACh. 16 - Prob. 18PACh. 16 - Prob. 19PACh. 16 - Prob. 20PACh. 16 - Prob. 21PACh. 16 - Prob. 22PA
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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. 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