BU3315: Module 5 Decision Analysis and Queuing Models Exercise 5.1 Decision Analysis and Queuing Model Techniques 1 Solve the following problems: 1. The owner of the Burger Doodle Restaurant is considering two ways to expand operations: open a drive-up window or serve breakfast. The increase in profits resulting from these proposed expansions depends on whether a competitor opens a franchise down the street. The possible profits from each expansion in operations, given both future competitive situations, are shown in the following payoff table: Competitor Decision Open Not Open Drive-up window $6,000 $20,000 Breakfast 4,000 8,000 Source: Taylor III, B.W. (2013). Introduction to Management Science (11th ed.). Pearson Education, Inc. Select the best decision, using the given decision criteria. a. Maximax b. Maximin BU3315: Module 5 Decision Analysis and Queuing Models Exercise 5.1 Decision Analysis and Queuing Model Techniques 2 2. Brooke Bentley, a student in business administration, is trying to decide which management science course to take the next quarter—I, II, or III. “Steamboat” Fulton, “Death” Ray, and “Sadistic” Scott are the three management science professors who teach the courses. Brooke does not know who will teach what course. Brooke can expect a different grade in each of the courses, depending on who teaches it next quarter, as shown in the following payoff table: Professor Course Fulton Ray Scott I B D D II C B F III F A C Source: Taylor III, B.W. (2013). Introduction to Management Science (11th ed.). Pearson Education, Inc. Determine the best course to take next quarter, using the given criteria. a. Maximax b. Maximin 3. The ticket booth on the Tech campus is operated by a person who is selling tickets for the annual Tech versus State football game on Saturday. The ticket seller can serve an average of 12 customers per hour; on average, 10 customers arrive to purchase tickets each hour (Poisson distributed). Using the given data, determine: a. The average time a ticket buyer must wait b. The portion of time the ticket seller is busy 4. The Dynaco Manufacturing Company produces a particular product in an assembly line operation. One of the machines on the line is a drill press that has a single assembly line feeding into it. A partially completed unit arrives at the press to be worked on every 7.5 minutes, on average. The machine operator can process an average of 10 parts per hour. Using the given data, determine: a. The average number of parts waiting to be worked on b. The percentage of time the operator is working BU3315: Module 5 Decision Analysis and Queuing Models Exercise 5.1 Decision Analysis and Queuing Model Techniques 3 c. The percentage of time the machine is idle Evaluation Criteria: The exercise wi ...

1. BU3315: Module 5 Decision Analysis and Queuing Models
Exercise 5.1
Decision Analysis and Queuing Model Techniques
1
Solve the following problems:
1. The owner of the Burger Doodle Restaurant is considering
two ways to expand operations: open a
drive-up window or serve breakfast. The increase in profits
resulting from these proposed
expansions depends on whether a competitor opens a franchise
down the street. The possible
profits from each expansion in operations, given both future
competitive situations, are shown in
the following payoff table:
Competitor
Decision Open Not Open
Drive-up window $6,000 $20,000
Breakfast 4,000 8,000

2. Source: Taylor III, B.W. (2013). Introduction to Management
Science (11th ed.). Pearson
Education, Inc.
Select the best decision, using the given decision
criteria.
a. Maximax
b. Maximin
BU3315: Module 5 Decision Analysis and Queuing Models
Exercise 5.1
Decision Analysis and Queuing Model Techniques
2
2. Brooke Bentley, a student in business administration, is
trying to decide which management science
course to take the next quarter—I, II, or III. “Steamboat”
Fulton, “Death” Ray, and “Sadistic” Scott
are the three management science professors who teach the
courses. Brooke does not know who

3. will teach what course. Brooke can expect a different grade in
each of the courses, depending on
who teaches it next quarter, as shown in the following payoff
table:
Professor
Course Fulton Ray Scott
I B D D
II C B F
III F A C
Source: Taylor III, B.W. (2013). Introduction to Management
Science (11th ed.). Pearson
Education, Inc.
Determine the best course to take next quarter, using
the given criteria.
a. Maximax
b. Maximin
3. The ticket booth on the Tech campus is operated by a person
who is selling tickets for the annual
Tech versus State football game on Saturday. The ticket seller
can serve an average of 12 customers

4. per hour; on average, 10 customers arrive to purchase tickets
each hour (Poisson distributed). Using
the given data, determine:
a. The average time a ticket buyer must wait
b. The portion of time the ticket seller is busy
4. The Dynaco Manufacturing Company produces a particular
product in an assembly line operation.
One of the machines on the line is a drill press that has a single
assembly line feeding into it. A
partially completed unit arrives at the press to be worked on
every 7.5 minutes, on average. The
machine operator can process an average of 10 parts per hour.
Using the given data, determine:
a. The average number of parts waiting to be worked on
b. The percentage of time the operator is working
BU3315: Module 5 Decision Analysis and Queuing Models
Exercise 5.1
Decision Analysis and Queuing Model Techniques
3

5. c. The percentage of time the machine is idle
Evaluation Criteria:
The exercise will be evaluated using the Exercise rubric.
http://www.content.distance-education.itt-
tech.edu/cliksdmrroot/content_directory/mount1/507393/BU331
5_v1/Exercise%20Rubric.xlsx
UNIT 1
completion of this unit, students should be able to:
1. Formulate different developmental approaches to training,
including competency models and case-based decision making.
1.1 Explain organizational learning techniques.
10. Describe training issues for global organizations.
Arneson, J., Rothwell, W., & Naughton, J. (2013). Training and
development competencies: Redefined to create competitive
advantage. T+D, 67(1), 42-47.
Dalton, M. (1997). Are competency models a waste? Training &
Development, 51(10), 46.
Dubois, D., & Rothwell, W. (2004). Competency-based or a
traditional approach to training? A new look at ISD models and
an answer to the question, What's the best approach? T+D,
58(4), 46-51.
Frank Jaquez. (2014). TD, 68(8), 14.
Steckler, S. (2014). Global talent management for the 21st
century, a conversation with Peter Cappelli and Ram Charan.
People & Strategy, 37(3), 48-51.
Yeomans, W. N. (1989). Building competitiveness through HRD

6. renewal. Training & Development, 43(10), 77.
Yeung, A., Sullivan, J., Woolcock, P., & Sullivan, J. (1996).
Identifying and developing HR competencies for the future:
Keys to sustaining the transformation of HR functions. Human
Resource Planning, 19(4), 48-50.
UNIT I STUDY GUIDE
Learning and Development in Today’s Workplace
Unit Lesson
Organizations today are faced with many challenges to their
workforce. In the last few years, organizations have been
through massive layoffs, a great recession, demographic shifts
in the workforce, and a market that is now more global. Today,
and for the future, it is important to link learning and
development to that global strategy.
The financial crisis of 2008 taught the global organization many
lessons. One lesson is how our world is so interconnected.
Consider the “butterfly effect.” A butterfly flaps its wings in
Shanghai, China, and the “wind” of change is felt in America.
For example, the world’s oil supply is so fragile that any minor
event in the oil supply chain can impact the global economy. it
LessonAlmost every business and organization is affected by
the changes to the global environment, and these changes could
mean that human resource management (HRM) needs to be
involved at an international level. There are a variety of factors
impacting international human resource development, including
culture and the economic and political environment. As business
becomes ever more global, it is necessary for the human
resource professional to be able to meet new strategic
challenges. In this unit, you will examine the concept of
creating value with employees through human resource
development (HRD) rather than merely measuring the value of
employees. This new paradigm provides a strategic framework
for improving talent decisions and increasing the value of HRD
professionals to an organization. This knowledge will enable the
HRD professionals of the future to create and sustain a human

7. capital advantage for their organization and industry.
Training and development professionals seek ways to provide a
return on the organization's human capital management
investment, but in our era of globalization, there are many
dimensions that create challenges for the HRD function. Just a
hundred years ago, there were many nations that traded in gold
and silver. They sailed ships for commerce with journeys that
took weeks and months. We are now in a high-frequency money
market that makes transactions in nanoseconds. Business
communication has taken on a life of its own. Today, the
successful employee must communicate nonstop and around the
clock. Working after hours and weekends has become a norm.
Mobile phones and other mobile devices mean today’s global
employee can work from anywhere, at any time. HRD
professionals must take on a global mindset in their training and
development framework.
A row of children working on computers.
(International Institute for Communication and Development
Organizations are impacted by large and small crises, but the
global impact is measured by the degree the “local event” has
on the global organization. Worldwide recessions can be
triggered by the collapse of a single bank or a tsunami in Asia
can cause global supply chain issues. A political crisis in
Europe with global mitigation of refugees from war torn
countries in the Middle East will cause major changes in the
demand for global goods and services.
The difference in globalization today is in the speed and
acceleration of employee interconnectedness. As an example,
think of rural villages in developing countries having cell
phones and participating in a global real time exchange of
information before they receive telephone landlines.
Globalization should be understood as more than an economic
or political phenomenon because it starts out as trading in goods
and services (or the politics of global migration and
immigration), but it eventually becomes knowledge, values, and
beliefs that impact the heart of the organization and increase the

8. challenges to deliver effective training and development
processes.
Peter Senge (1990) said that the learning organization is a
systems-level concept in which decision making using case
situations or competency models helps the organization to adapt
to change. Systems thinking helps give a clearer picture of how
things interrelate in the organization. Organizations that
embrace case-based decision making are able to use historical
information to determine how to change processes. The use of a
competency model provides a framework for each job and for
the skills, knowledge, and competencies needed to make
situational judgments and link learning and development
processes.
Case-based decision making suggests that a decision can be
made from reviewing the past performance of similar situations.
Many legal decisions, for example, are based on past cases that
may set a precedent for the legal matter. Competency-based
modeling provides a framework for making decisions using
more than knowledge (how) but increases the odds of better
decision making by adding the job competency (what and when)
to the process. One can learn employment laws (knowledge) but
not know when and what to do with them
(competency).References
International Institute for Communication and Development.
(2008). Global teenager project Zambia [Image]. Retrieved from
https://commons.wikimedia.org/wiki/File:Global_Teenager_Proj
ect_Zambia.jpg
Senge, P. M. (1990). The fifth discipline: The art & practice of
the learning organization. New York, NY:
BU3315
Project

9. 1
P ROJECT: REAL -L IFE AP P L ICATION OF M AN AGE M
ENT SCIENCE
Project Introduction:
In this project, you will conduct a research on the application of
management science in problem solving.
The outcomes of this research will help you understand how
management science approach is used by
different organizations to solve complex business problems.
There are two parts of this project. In the first part, you will
research the management science approach to
problem solving (or operations research.) In the second part,
you will study about a specific tool that will be
covered in the course and handled via one of the many case
studies in the textbook. Further, you will be
provided with a list of case studies to choose one case study to
work on. In addition, you will research a real-
world example where a corporation used this same type of tool
in their operations. At the end, you will
draw comparisons between the case study that you worked on
and the real-life problem that the
corporation faced.

10. Course Learning Objectives Covered:
mathematical models.
use of resources and maximize utility for the
business using quantitative analysis
techniques.
business outcomes.
lems having elements of uncertainty using
probability techniques.
BU3315
Project

11. 2
P ROJECT SUBM ISS ION P L AN
Project
Part
Description/Requirements of Project Part Evaluation Criteria
Project
Part 1
Title: History of Quantitative Analysis—Influencers
Select from one of the below topics for this project:
Topic Influencer
1. Linear Programming George B. Dantzig (p. 32)
2. Transportation Frank L. Hitchcock (p. 236)
or Tjalling C. Koopmans (p.
236)
3. Queuing Agner Krarup Erlang (p.
600)
4. Probability and Statistics Karl Pearson, Ronald Fisher
or Francis Galton

12. Use the ITT Tech Virtual Library, the textbook, or other valid
research resources or Web sites, such as Google Scholar, to
research the person you identified above. Based on your
research, write an essay that contains the following
information:
1. Identify the significant contribution by the selected
influencer.
2. What did the influencer bring to the table?
3. Where did the influencer work? What area or field?
Submission Requirements:
the following specifications:
00 words
The Project Part 1
rubric will be used to

13. evaluate this
assessment.
http://www.content.distance-education.itt-
tech.edu/cliksdmrroot/content_directory/mount1/507393/BU331
5_v1/Project%20Part%201%20Rubric.xlsx
BU3315
Project
3
Project
Part
Description/Requirements of Project Part Evaluation Criteria
the ITT Tech Virtual Library>School of Study>General
Education Information>Recommended links>Grammar,
Writing, and Style>APA Formatting and Style Guide.
Due: Module 2
Grading Weight: 12.5%
Project

14. Part 2
Assessment Preparation Checklist:
Review Chapters 4, 6, 11, and 13 from your textbook,
Introduction to Management Science. These chapters will help
you understand the concepts of linear programming,
transportation model, queuing model, probability and statistical
models.
Title: Application of Quantitative Analysis Techniques
Choose any one of the following cases that is based on the topic
you selected in Project Part 1 and answer the corresponding
questions. For example if you chose Topic 1. Linear
Programming in Project Part 1, then you need to select Case 1:
Linear Programming.
–Case: Summer Sports
Camp at State University (p. 179)
o Help Mary formulate a linear programming model
for this problem and solve the formulated linear
programming model.

15. –Case: Stateline Shipping and
Transport Company (p. 282)
o Develop a model to assist Rachel and solve the
model to determine the optimal routes.
–Case: Northwoods Backpackers (pp.
The Project Part 2
rubric will be used to
evaluate this
assessment.
http://www.content.distance-education.itt-
tech.edu/cliksdmrroot/content_directory/mount1/507393/BU331
5_v1/Project%20Part%202%20Rubric.xlsx
BU3315
Project
4
Project

16. Part
Description/Requirements of Project Part Evaluation Criteria
634–635)
o Determine what order service configuration the
Packers should use to achieve their goals and
explain your recommendations.
–Case: Valley Swim Club
(pp. 535–536)
o Should the club issue new shares?
o If so, how many will it issue, and how much
additional revenue will it realize?
Submission Requirements:
you choose Case 1 or 2. If you choose Case 3 or 4,
submit your response in a Microsoft Word document of
the following specifications:

17. represents a thorough and critically analyzed response?
if any, in proper APA format. For help,
refer to the ITT Tech Virtual Library>School of
Study>General Education Information> Recommended
links>Grammar, Writing, and Style> APA Formatting and
Style Guide.
Due: Module 5
Grading Weight: 12.5%