APPLICATION OF QUEUE MODEL TO ENHANCE BANK SERVICE IN WAITING LINESPavel Islam
. In this slide, queue theory is applied to enhance the service of a bank in lines. For this, firstly a queue model (M/M/C): (GD/∞/∞) is selected to find out efficiency of the servers, number of service facilities, when (days of the week) customers can typically be expected to arrive,amount of time customers has to spend to get the desired service, length of the queue, how much time the customers have to wait before the service starts, how much time the customers have to wait in the bank, human psychology (frustration). After that, the optimal number of counter is calculated to improve the operational efficiency. At last, we calculate the optimal service rate and service efficiency.
MCM,MCA,MSc, MMM, MPhil, PhD (Computer Applications)
Working as Associate Professor at Zeal Education Society, Pune for MCA Progrmme.
Having 18 Years teaching experience
APPLICATION OF QUEUE MODEL TO ENHANCE BANK SERVICE IN WAITING LINESPavel Islam
. In this slide, queue theory is applied to enhance the service of a bank in lines. For this, firstly a queue model (M/M/C): (GD/∞/∞) is selected to find out efficiency of the servers, number of service facilities, when (days of the week) customers can typically be expected to arrive,amount of time customers has to spend to get the desired service, length of the queue, how much time the customers have to wait before the service starts, how much time the customers have to wait in the bank, human psychology (frustration). After that, the optimal number of counter is calculated to improve the operational efficiency. At last, we calculate the optimal service rate and service efficiency.
MCM,MCA,MSc, MMM, MPhil, PhD (Computer Applications)
Working as Associate Professor at Zeal Education Society, Pune for MCA Progrmme.
Having 18 Years teaching experience
In designing a lean production facility layoutjohann11371
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2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
A company must perform a maintenance project consistingjohann11369
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1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
Which of the following is an input to the master production schedule (mps)johann11374
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1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
Which of the following basic types of production layoutjohann11372
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1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
Which of the following is a focusing stepjohann11373
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1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
A simple project listing of five activities and their respective timejohann11370
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1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
From an operational perspective, yield management is most effective under whi...johann11371
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1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
Which of the following is not a problem definition tooljohann11374
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1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
In designing a lean production facility layoutjohann11371
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1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
A company must perform a maintenance project consistingjohann11369
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1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
Which of the following is an input to the master production schedule (mps)johann11374
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1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
Which of the following basic types of production layoutjohann11372
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1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
Which of the following is a focusing stepjohann11373
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1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
A simple project listing of five activities and their respective timejohann11370
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1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
From an operational perspective, yield management is most effective under whi...johann11371
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1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
Which of the following is not a problem definition tooljohann11374
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1. Which of the following is a measure of operations and supply management efficiency used by Wall Street? Dividend payout ratio Receivable turnover Current ratio Financial leverage Earnings per share growth
2. An activity-system map is which of the following? A diagram that shows how a company's strategy is delivered to customers A timeline displaying major planned events A network guide to route airlines A facility layout schematic noting what is done where A listing of activities that make up a project
Similar to Queueing theory finallll waiting lines .pptx (20)
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
Hierarchical Digital Twin of a Naval Power SystemKerry Sado
A hierarchical digital twin of a Naval DC power system has been developed and experimentally verified. Similar to other state-of-the-art digital twins, this technology creates a digital replica of the physical system executed in real-time or faster, which can modify hardware controls. However, its advantage stems from distributing computational efforts by utilizing a hierarchical structure composed of lower-level digital twin blocks and a higher-level system digital twin. Each digital twin block is associated with a physical subsystem of the hardware and communicates with a singular system digital twin, which creates a system-level response. By extracting information from each level of the hierarchy, power system controls of the hardware were reconfigured autonomously. This hierarchical digital twin development offers several advantages over other digital twins, particularly in the field of naval power systems. The hierarchical structure allows for greater computational efficiency and scalability while the ability to autonomously reconfigure hardware controls offers increased flexibility and responsiveness. The hierarchical decomposition and models utilized were well aligned with the physical twin, as indicated by the maximum deviations between the developed digital twin hierarchy and the hardware.
Hybrid optimization of pumped hydro system and solar- Engr. Abdul-Azeez.pdffxintegritypublishin
Advancements in technology unveil a myriad of electrical and electronic breakthroughs geared towards efficiently harnessing limited resources to meet human energy demands. The optimization of hybrid solar PV panels and pumped hydro energy supply systems plays a pivotal role in utilizing natural resources effectively. This initiative not only benefits humanity but also fosters environmental sustainability. The study investigated the design optimization of these hybrid systems, focusing on understanding solar radiation patterns, identifying geographical influences on solar radiation, formulating a mathematical model for system optimization, and determining the optimal configuration of PV panels and pumped hydro storage. Through a comparative analysis approach and eight weeks of data collection, the study addressed key research questions related to solar radiation patterns and optimal system design. The findings highlighted regions with heightened solar radiation levels, showcasing substantial potential for power generation and emphasizing the system's efficiency. Optimizing system design significantly boosted power generation, promoted renewable energy utilization, and enhanced energy storage capacity. The study underscored the benefits of optimizing hybrid solar PV panels and pumped hydro energy supply systems for sustainable energy usage. Optimizing the design of solar PV panels and pumped hydro energy supply systems as examined across diverse climatic conditions in a developing country, not only enhances power generation but also improves the integration of renewable energy sources and boosts energy storage capacities, particularly beneficial for less economically prosperous regions. Additionally, the study provides valuable insights for advancing energy research in economically viable areas. Recommendations included conducting site-specific assessments, utilizing advanced modeling tools, implementing regular maintenance protocols, and enhancing communication among system components.
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
Final project report on grocery store management system..pdfKamal Acharya
In today’s fast-changing business environment, it’s extremely important to be able to respond to client needs in the most effective and timely manner. If your customers wish to see your business online and have instant access to your products or services.
Online Grocery Store is an e-commerce website, which retails various grocery products. This project allows viewing various products available enables registered users to purchase desired products instantly using Paytm, UPI payment processor (Instant Pay) and also can place order by using Cash on Delivery (Pay Later) option. This project provides an easy access to Administrators and Managers to view orders placed using Pay Later and Instant Pay options.
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This document will discuss each of the underlying technologies to create and implement an e- commerce website.
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Water scarcity is the lack of fresh water resources to meet the standard water demand. There are two type of water scarcity. One is physical. The other is economic water scarcity.
4. ▪ Queuing theory is a branch of
applied mathematics and
operations research that focuses
on the study of waiting lines and
the underlying processes that
govern them. It provides a
systematic framework for
understanding, analyzing, and
optimizing the efficiency and
performance of systems where
customers arrive, wait in a line,
and are served by one or more
service providers.
WHAT IS QUEUEING THEORY?
9. COMMON QUEUE DISCIPLINES:
▪ First-Come-First-Served (FCFS):
▪ Priority Queuing:
-Preemptive Queues
-Non-Preemptive Queues
▪ Last-Come-First-Served (LCFS):
▪ Shortest Processing Time (SPT):
▪ Round Robin
The choice of queue
discipline can significantly
impact the system's
performance, including
waiting times and service
times.
10. DIFFERENT TYPES OF QUEUING SYSTEMS:
Single server, single phase
Single server, multi phase
13. KENDALL NOTATION: Kendall's notation typically consists of three parts:
A represents the arrival process of
customers
A
represents the service process (e.g.,
exponential service, constant service,
etc.).
B
C represents the number of service
channels (servers) available in the
system (e.g., single-server, multi-server).
c
14. KENDALL NOTATION: Kendall's notation typically consists of three parts:
D describes the queue discipline
(e.g., FIFO, LIFO, priority, etc.).
D
represents the maximum system
capacity (e.g., infinite, finite, or limited
queue length).
E
G indicates whether there is a waiting
room or not (e.g., with or without a
waiting room).
G
17. WHY?
So, WHY do we study queueing theory?
Network Design
Customer Service Improvement
Computer Systems and Software Design
Emergency Departments and health care
Inventory Systems
Call Centers
Capacity Planning
19. Background:
A popular retail store with a high volume of customer foot
traffic was facing challenges in managing long queues at
the checkout counters, leading to customer dissatisfaction
and potential loss of sales. The management decided to
apply queueing theory to optimize their customer service
operations.
Objective:
The primary objective was to reduce customer waiting
times, improve overall service efficiency, and enhance
customer satisfaction without increasing operational costs.
21. Data Collection:
• Gathered data on customer arrival patterns throughout the day.
• Collected information on the average service time per
customer at the checkout counters.
Queueing Model
Selection:
• Selected an appropriate queueing model based on the
characteristics of the retail store's checkout system. The
Single-Server Queue model with Poisson arrival and
exponential service time distributions was deemed suitable.
Parameter
Estimation:
• Estimated parameters such as arrival rates and service
rates based on historical data.
22. Queueing
System
Analysis:
• Used the selected queueing model to analyze the system's
performance, including average queue length, utilization of
checkout counters, and expected waiting times.
Simulation and
Optimization:
• Employed simulation techniques to model the checkout process and
assess different scenarios.
• Explored the impact of varying the number of checkout counters and
staffing levels on customer waiting times and service efficiency.
Optimal Resource
Allocation:
• Determined the optimal number of checkout counters and staff
required to meet service level targets, balancing the cost of
additional resources against the benefits of improved customer
satisfaction.
23. Implementation
of Changes:
• Based on the findings from the queueing theory analysis and
simulations, the retail store management implemented changes in
the checkout process.
• Adjusted the number of open checkout counters during peak and
off-peak hours.
• Implemented a dynamic staffing model to respond to fluctuations
in customer demand.
27. PROBLEM (1)
A wholesale store has 2 service desks, one at each entrance of the
store. Customers arrive at each service
desk at an average of one every six minutes. The service time at
each service desk is four minutes per
customer.
a. How often is each service desk idle?
b. How many customers, on average, are waiting in line in
front of each service desk?
c. How much time does a customer spend at the service desk
(waiting plus service time)?
28. SOLUTION:
Data:
λ = 10 customers/hr
Service time = 4 minutes
μ = 1/service time =
(1/4)*60 = 15 customers/hr
λ /μ = 1/15 = 0.67
a. How often is each service desk idle?
A single server is idle when there are no customers
Proportion of idle time = PO
Po = 1- (λ /μ ) = 1-(0.67) = 0.33
b. How many customers, on average, are waiting in line in front
of each service desk?
Lq =
λ2
μ(μ−λ)
=
102
15(15−10)
= 1.33 𝑐𝑢𝑠𝑡𝑜𝑚𝑒𝑟𝑠
c. How much time does a customer spend at the service desk
(waiting plus service time)?
Ws= Wq+ service time=
Wq=
𝐿𝑞
λ
=
1.33
10
= 0.133 ℎ𝑟 = 8 𝑚𝑖𝑛𝑢𝑡𝑒𝑠
Ws= 8 + 4 = 12 minutes
29. PROBLEM (2)
The store manager is considering consolidating the 2 service desks
into one location,
staffed by 2 clerks. The clerks will continue to work at the same
individual speed of 4
minutes per customer.
a. How many customers, on average, are waiting in line?
b. How much time does a customer spend at the service desk
(waiting plus service time)?
c. Do you think the manager should consolidate the service
desks?
30. SOLUTION:
Data:
M=2
λ = 20 customers/hr
μ=15customers/hr
a. How many customers, on average, are waiting in line?
For simplicity, look in the table for the value of λ/μ that is
closest to the value we have. From the table, for λ/μ = 1.3 and
M = 2, L₁= 0.951customers
b. How much time does a customer spend at the service desk
(waiting plus service time)?
Wq = Lq/λ = 0.954/20 = 0.0477 hr = 2.9 minutes
Ws = 2.9 + 4 = 6.9 minutes
c. Do you think the manager should consolidate the service
desks?
Yes, because the waiting time is shorter now.
31. PROBLEM (3)
A clinic has two general practitioners who see patients daily. An
average of 6 patients arrives at the clinic every hour (Poisson
distributed). Each doctor spends an average of 15 minutes
(exponentially distributed) with a patient. The patient wait in a
waiting
area until one of the doctors is able to see him. However, since
patients typically do not feel well when they come to the clinic, the
doctors do not believe it is good practice to have a patient wait
longer than an average of 15 minutes.
Should this clinic add a third doctor? How would this alleviate the waiting problem?
32. SOLUTION:
DATA:
M=2
X = 6 patients/hr
Service time = 15
minutes
μ = 1/service time = (1/15)*60 = 4 patients/hr
λ/μ = 6/4 =1.5
The clinic has a policy that patients should not wait more than
15 minutes before seeing a doctor To answer the question, we
need to know the current waiting time and compare it to the
threshold.
From the table, for λ/μ= 1.5 and M = 2,
Lq = 1.929 patients
Wq = Lq/λ = 1.929/6 = 0.3215 hr = 19.3 minutes > 15 minutes
So, add a doctor.
M now is 3
From the table, for λ/μ = 1.5 and M = 3,
Lq = 0.237 patients
Wq = Lq/λ = 0.237/6 = 0.0395 hr = 2.4 minutes < 15 minutesBy
adding one doctor, we reduce the waiting time by (19.3-2.4) =
16.9 minutes
33. PROBLEM (3)
A service counter employs two servers. On average a server requires
8 minutes to
process a customer and service times follow an exponential
distribution. Customers
arrive at the counter at the rate of 12 per hour according to a Poisson
distribution.
Determine the following.
a. On average, the total number of customers in the system
b. The average number of customers waiting to be served
c. The average amount of time, in minutes, spent in the system
d. The probability that an arriving customer must wait for
service
e. The probability that two customers are waiting in line
34. SOLUTION:
Data:
M = 2λ = 12 customers/hr
Service time = 8 minutes
μ = 1/service time =
(1/8)*60 = 7.5
customers/hr
λ/μ = 12/7.5 = 1.6
a. On average, the total number of customers in the system
From the table, for λ/μ = 1.6 and M = 2,
Lq = 2.844 customers
Ls = Lq + λ/μ= 2.84 + 1.6 = 4.44 customers
b. The average number of customers waiting to be served
This is Lq which is 2.84 customers
c. The average amount of time, in minutes, spent in the system
Ws = Wq + service time
Wq = Lq/λ = 2.84/12 = 0.237 hr = 14.2 minutes
Ws = 14.2 + 8 = 22.2 minutes
35. SOLUTION:
Data:
M = 2λ = 12 customers/hr
Service time = 8 minutes
μ = 1/service time =
(1/8)*60 = 7.5
customers/hrλ/μ = 12/7.5
= 1.6
d. The probability that an arriving customer must wait for
service
Pw = P₂ + P3 + ... = 1 - (Po+P₁)
From the table, for λ/μ = 1.6 and M = 2,
Po= 0.111(/μ)"For n ≤ M, Pn = (λ/μ)*n/n! X Po
P₁ =(1.6)*1/1! X 0.111 = 0.1776
Pw=1- (0.111 + 0.1776) = 1- 0.2886 = 0.7114
e. The probability that two customers are waiting in line
P(n = 2 in line) = P(n = 4 in system) = P4
For n > M, Pn = (λ/μ)*n / M! M*n-M X PO
P4= (1.6)*4 / 2! 2*4-2 X 0.111= 0.0909
37. • The costs of waiting in line:
1-paying idle employees while they are in line waiting for
something they need. (waiting for parts, supplies, deliveries,
etc.)
2-Unusable (unproductive) equipment awaiting repairs
EG: Broken assembly line machinery.
3-Losing customers because of long lines
-Reneging: Customers get tired of waiting and leave
-Balking: Customers see a long line and don't get in line.
38. • The cost of providing service to the line
● Paying people to service the customers in line
● Customers can be people, machines, or other objects
needing service.
● Paying repairmen to fix broken machines
Paying dock workers to load and unload trucks
● Paying customer-service people
● Using more production people to speed up the line
• Leasing of service equipment and facilities
Paying checkout cashiers
39.
40. PROBLEM
In the Burger Dome restaurant problem, the waiting cost would be the cost per minute
for a customer waiting for service. This cost is not a direct cost to Burger Dome.
However, if Burger Dome ignores this cost and allows long waiting lines, customers
ultimately will take their business elsewhere. Thus, Burger Dome will experience lost sales and, in
effect, incur a cost.
In the Burger Dome problem, The service cost would include the server's wages,
benefits, and any other direct costs associated with establishing a server. At Burger
Dome, this cost is estimated to be $10 per hour.
Assume that Burger Dome is willing to assign a cost of $15 per hour for customer
waiting time.
Assume in Single-server system (L = 3 customers)
Two-server system (L = 0.8727 customer)
41. PROBLEM
Single-server system (L = 3 customers): TC = CwL+ Cşk
= 15(3) + 10(1) = $55.00 per hour
Solution
Two-server system (L = 0.8727 customer):
TC=CwL+ Cşk
= 15(0.8727) + 10(2) = $33.09 per hour