The Chattanooga Furniture store gets an average of 72 customers per shift. Marilyn Helms, the manager, wants to calculate whether she should hire 1, 2, 3, or 4 salespeople. She has determined that average waiting times will be10 minutes with one salesperson, 6 minutes with two salespeople, 3 minutes with three salespeople, and 2 minutes with four salespeople. She has estimated the cost per minute that customers wait at $1. The cost per salesperson per shift (including fringe benefits) is $80. One Server? Two Servers? Three Servers? Four Servers? Based on this information, Marilyn has a minimum total cost per shift with ___ people.

The Chattanooga Furniture store gets an average of 72 customers per shift. Marilyn Helms, the manager, wants to calculate whether she should hire 1, 2, 3, or 4 salespeople. She has determined that average waiting times will be10 minutes with one salesperson, 6 minutes with two salespeople, 3 minutes with three salespeople, and 2 minutes with four salespeople. She has estimated the cost per minute that customers wait at $1. The cost per salesperson per shift (including fringe benefits) is $80. One Server? Two Servers? Three Servers? Four Servers? Based on this information, Marilyn has a minimum total cost per shift with ___ people.

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 9P

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The Chattanooga Furniture store gets an average of 50 customers per shift. Marilyn Helms, the manager, wants to calculate whether she should hire 1, 2, 3, or 4 salespeople. She has determined that average waiting times will be 7 minutes with one salesperson, 4 minutes with two salespeople, 3 minutes with three salespeople, and 2 minutes with four salespeople. She has estimated the cost per minute that customers wait at $1. The cost per salesperson per shift (including fringe benefits) is $70. One Server: Total cost per shift dollars. %3D
The time from when a patient is discharged from North Shore Hospital to the time the discharged patient’s bed is ready to be assigned to a new patient is referred to as the bed assignment turnaround time. If the bed turnaround time is excessive, it can cause problems with patient flow and delay medical procedures throughout the hospital. This can cause long waiting times for physicians and patients thus creating customer dissatisfaction. The admissions RN has assigned a patient care associate to measure the bed turnaround time for a randomly selected bed each morning., afternoon, and evening for 30 days. Following are the bed turnaround time sample observations: Day Day Bed Turnaround Times (min) 1 1 127 135 167 144 151 2 2 140 155 122 135 119 3 3 112 128 97 118 131 4 4 223 135 154 187 150 5 5 181 155 160 172 166 6 6 103 158 145 124 149 7 7 146 135 167 150 178 8 8 104 122 115 137 129 9 9 136 158 137 148 156 10 10 145 163 106 139 170 11 11 84 146 125 98…
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In an M/M/1 queueing system, the arrival rate is 5 customers per hour and the service rate is 7 customers per hour. What is the expected number of customers in the queue(Lq)? Note: Round your answer to 3 decimal places. What is the expected waiting time in the queue(Wq)?
The time from when a patient is discharged from NorthShore Hospital to the time the discharged patient’s bed isready to be assigned to a new patient is referred to as thebed assignment turnaround time. If the bed turnaroundtime is excessive, it can cause problems with patient flowand delay medical procedures throughout the hospital. Thiscan cause long waiting times for physicians and patientsthus creating customer dissatisfaction. The admissions RNhas assigned a patient care associate to measure the bedturnaround time for a randomly selected bed each morning,afternoon, and evening for 30 days. Following are the bedturnaround time sample observations:a. Develop an x-chart to be used in conjunction with anR-chart using 3 limits to monitor the bed turnaroundtimes and indicate if the process is in control usingthese charts.b. Is the hospital capable of consistently achieving bedturnaround times of 120 minutes 15 minutes withoutimproving the process?