Problem Set 6″ for BUSN603 D003 Win 15
Part 1 of this quiz is based on the information in Problem 13-10 and Part 2 is based on the information in Problem 13-15 in the Textbook.
Please review the Single-Channel Queuing Model in Section 13.4 of the textbook before taking this quiz. You may find it very helpful to go through the examples presented in Program 13.1 in the textbook as well as in the Week 5 PowerPoint Slides (13-9 to 13-10 and 13-20 to 13-28). Please also join our Discussion Post 6a for any additional tips and hints on completing this quiz.
If you use “by the chapter” list to find the appropriate program to use in Excel QM, then you actually have to look in Chapter 14 instead of 13.
This part of the question is based on the following information.
The Schmedley Discount Department Store has approximately 300 customers shopping in its store between 9 A.M. and 5 P.M. on Saturdays. In deciding how many cash registers to keep open each Saturday, Schmedley’s manager considers two factors: customer waiting time (and the associated waiting cost) and the service costs of employing additional checkout clerks. Checkout clerks are paid an average of $8 per hour. When only one is on duty, the waiting time per customer is about 10 minutes (or hour); when two clerks are on duty, the average checkout time is 6 minutes per person; 4 minutes when three clerks are working; and 3 minutes when four clerks are on duty.
Schmedley’s management has conducted customer satisfaction surveys and has been able to estimate that the store suffers approximately $10 in lost sales and goodwill for every hour of customer time spent waiting in checkout lines.
Please fill out the following table to answer the quiz questions in Part 1. (You may also download the attached worksheet.)
Number of checkout clerks
1 2 3 4
Number of customers 300 300 300 300
Average waiting time (per customer)
Total customer waiting time
Cost per waiting hour
Total waiting cost
Checkout clerk hourly salary
Total pay of clerks for an 8-hour shift
Total expected cost
The total customer waiting time is hours when there is only one clerk, and it will be reduced to only hours if there are four clerks. (Please only enter an integer and include no units.) |
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The total wait cost is dollars when there is only one clerk, and it will be reduced to only dollars if there are four clerks. (Please only enter an integer and include no units.) Mark for Review What’s This? |
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The total cost of hiring is only dollars when there is only one clerk, and it will be increased to dollars if there are four clerks. (Please only enter an integer and include no units.) Mark for Review What’s This? |
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To minimize the total expected cost based on your calculations above, the optimal number of clerks to have on duty each Sunday is ___________.
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This part of the question is based on the following information. The wheat harvesting season in the American Midwest is short, and most farmers deliver their truckloads of wheat to a giant central storage bin within a two-week span. Because of this, wheat-filled trucks waiting to unload and return to the fields have been known to back up for a block at the receiving bin. The central bin is owned cooperatively, and it is to every farmer’s benefit to make the unloading/storage process as efficient as possible. The cost of grain deterioration caused by unloading delays, the cost of truck rental, and idle driver time are significant concerns to the cooperative members. Although farmers have difficulty quantifying crop damage, it is easy to assign a waiting and unloading cost for truck and driver of $18 per hour. The storage bin is open and operated 16 hours per day, 7 days per week, during the harvest season and is capable of unloading 35 trucks per hour according to an exponential distribution. Full trucks arrive all day long (during the hours the bin is open) at a rate of about 30 per hour, following a Poisson pattern. The cooperative, as mentioned, uses the storage bin only two weeks per year. Farmers estimate that enlarging the bin would cut unloading costs by 50% next year. It will cost $9,000 to do so during the off season.
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Problem Set 7″ for BUSN603 D003 Win 15
Part 1 of this quiz is based on the information in Problem 16-9 and Part 2 is based on the information in Problem 16-16 and Problem 16-17 in the Textbook.
Please review the Control Charts introduced in Section 16.4 in the textbook before taking this quiz. You may find it very helpful to go through the examples presented in Program 16.2 in the textbook as well as in the Week 5 PowerPoint Slides (16-22 to 16-23).
If you use “by the chapter” list to find the appropriate program to use in Excel QM, then you actually have to look inChapter 17 instead of 16.
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This part of the question is based on the following information. When set at the standard position, Autopitch can throw hard balls toward a batter at an average speed of 60 mph. Autopitch devices are made for both major- and minor-league teams to help them improve their batting averages. Autopitch executives take samples of 10 Autopitch devices at a time to monitor these devices and to maintain the highest quality. The average range is 3 mph. Using control chart techniques, determine control-chart limits for averages and ranges for Autopitch. Please use the attached table or Excel QM to answer the following questions.
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This part of the question is based on the following information. Colonel Electric is a large company that produces light bulbs and other electrical products. One particular light bulb is supposed to have an average life of about 1,000 hours before it burns out. Periodically the company will test 5 of these and measure the average time before these burn out. The attached table gives the results of 10 such samples.
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