14th Edition

ISBN: 9781265502942

Author: Stevenson

Publisher: MCG CUSTOM

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Textbook Question

Chapter 18, Problem 16P

A priority waiting system assigns arriving customers to one of four classes. Arrival rates (Poisson) of the classes are shown in the following table. Five servers process the customers, and each can handle three customers per hour.

Chapter 18, Problem 16P, A priority waiting system assigns arriving customers to one of four classes. Arrival rates (Poisson)

a. What is the system utilization?

b. What is the average wait for service by customers in the various classes? How many are waiting in each class, on average?

c. If the arrival rate of the second priority class could be reduced to three units per hour by shifting some arrivals into the third priority class, how would your answers to part b change?

d. What observations can you make based on your answers to part c?

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Chapter 18, Problem 15P

Chapter 18, Problem 17P

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In an M/M/1 queueing system, the arrival rate is 3 customers per hour and the service rate is 5 customers per hour. a. What is the utilization? (round your answer to 3 decimal places) b. What is the expected number of customers in the system (L)? (round your answer to 3 decimal places) c. What is the expected waiting time in the system (W)? (express the waiting time in hours, round your answer to 3 decimal places) d. What is the expected number of customers in the queue (Lq)? (round your answer to 3 decimal places) e. What is the expected waiting time in the queue (Wq)? (express the waiting time in hours, round your answer to 3 decimal places)

Discuss how the design of a waiting system can negatively affect customers?

A branch office of a large engineering firm has one on-line terminal connected to a central computer system for 16 hours each day. Engineers drive to the branch office to use the terminal to make routine calculations with an average exponential distribution of 30 minutes per use. The daily arrival pattern of engineers is random (Poisson) with an average of 20 persons. The branch manager is starting to receive complaints from the engineers about the length of time many of them have to wait to use the terminal. Question: 1. What is and u measured in per hour intervals? 2. On the average, how many minutes does each engineer have to wait? 3. Using increments of 0.1 hours, what would be the least value of u so that the waiting time will be not exceed 30 minutes?

Chapter 18 Solutions

OPERATIONS MANAGEMENT (LL) W/CONNECT

Ch. 18.1 - Prob. 1.1RQ Ch. 18.1 - Prob. 1.2RQ Ch. 18 - Prob. 1DRQ Ch. 18 - Why do waiting lines form even though a service...Ch. 18 - Prob. 3DRQ Ch. 18 - Prob. 4DRQ Ch. 18 - What approaches do supermarkets use to offset...Ch. 18 - Prob. 6DRQ Ch. 18 - Prob. 7DRQ Ch. 18 - Prob. 8DRQ

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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?

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Inventory Management | Concepts, Examples and Solved Problems; Author: Dr. Bharatendra Rai;https://www.youtube.com/watch?v=2n9NLZTIlz8;License: Standard YouTube License, CC-BY

Solution Summary: The author calculates the system utilization rate by adding all the total customer hours for each class and the result is divided with number of servers and customer process per hour.

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