You are registering your child for kindergarten. You must do this in person on a specific date and you are required to bring specific documentation (birth certificate, immunization records, etc). You arrive at the school ready to fill out your paper work. On average there are 6 people arriving per hour. The standard deviation of interarrival time is 5 minutes. There are 3 people working to register the students. The time needed to fill out the paper work and make copies of the documentation is 25 minutes with a standard deviation of 25 minutes. What is the processing time? Group of answer choices 60 minutes 30 minutes 25 minutes 5 minutes

You are registering your child for kindergarten. You must do this in person on a specific date and you are required to bring specific documentation (birth certificate, immunization records, etc). You arrive at the school ready to fill out your paper work. On average there are 6 people arriving per hour. The standard deviation of interarrival time is 5 minutes. There are 3 people working to register the students. The time needed to fill out the paper work and make copies of the documentation is 25 minutes with a standard deviation of 25 minutes. What is the processing time? Group of answer choices 60 minutes 30 minutes 25 minutes 5 minutes

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter4: Linear Programming Models

Section: Chapter Questions

Problem 111P

See similar textbooks

Similar questions

What are the advantages and disadvantages of the shortest processing time (SPT) rule?
What are the benefits and drawbacks of the shortest processing time rule (SPT)?
Joe's Twenty-four Seven Laundromat has the following jobs waiting to be processed. The first step of the process includes washing and drying the clothes; the second step is pressing the clothing. Joe wants to minimize the amount of time it takes to do all the jobs. The five jobs waiting to be processed are shown here. Job Wash andDry (hours) Press(hours) A 5 4 B 3 4 C 2 3 D 7 5 E 4 2 Wash and Dry Using FCFS, assume the jobs arrive in the order shown (A, then B, then C, etc.). Show the beginning time for each job and ending time for the whole process adding hours throughout the process. A -0 number of hours B-5 number of hours C-8 number of hours D-10 number of hours E-17 number of hours A B C D E 0 enter a number of hours enter a number of hours enter a number of hours enter a number of hours enter a number of hours enter a number of hours Press
The Security Life Insurance Company processes all new life insurance policies through three departments: incoming mail (I), underwriting (U), and policy control (P). Theincoming mail department receives applications and customer payments and then routes the files to the underwriting department. After checking on the applicants’qualifications for life insurance, the underwriting department forwards the file to policy control for the issue of the policy. At the present time, the company has five new policy applications waiting to be processed. The time required for processing in each department is shown below. Policy Department/Hours 1 I/3, U/6, P/8 2 I/2, P/10 3 I/1, U/3, P/4 4 I/2, U/8, P/6 5 I/1, P/6a. Prepare a Gantt chart schedule for these policies.
The local driver’s license center processes applications for driver’s license renewals through the following three steps. First, the customer registers with the receptionist, who updates the customer’s information in the database. This first step takes 2 minutes per customer. Then, the customer visits one of two cashiers to pay the associated fees for the license renewal. This takes 8 minutes per customer because several forms must be printed from the computer and signed by the customer. Finally, the customer visits one of three license processing stations where the customer’s picture is taken, and the license is printed. This final step takes 15 minutes per customer. a. Draw a process flow diagram of this process. b. Assuming unlimited demand, what is the flow rate of the process in customers per hour c.Assuming unlimited demand, what would the new flow rate be if the center added one server to the bottleneck resource?
ABC Solutions is a traditional company in a textile industry with a combined workforce of 150 staff. Due to increased levels of competition, this company is now increasingly finding it difficult to compete – especially as the larger companies seem to be a little more innovative, agile and responsive to client requirements. Management have noticed that staff, especially the highly skilled ones, are now leaving the company to seek work elsewhere (in these larger companies). This has meant appointing new staff and undertaking a considerable amount of re-training to replace those that have left the company. Apart from impacting on core business operations, ABC Solutions has started witnessing a drop in its profit margin. Given this position, senior management at ABC Solutions have decided to implement a performance measurement tool (PMT) that would allow them to align the strategic, management and operational requirements of the business. They are therefore considering the adoption of the…
The local driver's license center processes applications for driver's license renewals through the following three steps. First, the customer registers with the receptionist, who updates the customer's information in the database. This first step takes 2 minutes per customer. Then, the customer visits one of two cashiers to pay the associated fees for the license renewal. This takes 8 minutes per customer because several forms must be printed from the computer and signed by the customer. Finally, the customer visits one of three license processing stations where the customer's picture is taken and the license is printed. This final step takes 15 minutes per customer. a. Assuming unlimited demand, what is the flow rate of the process in customers per hour? (Round to nearest integer.) b. If demand is 8 customers per hour, what is the utilization of the receptionist? C. If demand is 8 customers per hour, what is the cycle time (minutes) of the process? (Round your answer to 1 decimal…
Consider the following process at a pharmacy.Customers drop off their prescriptions either in the drive-through counter or in the front counter of the pharmacy. Customers can request that their prescription be filled immediately. In this case, they have to wait between 15 minutes and one hour depending on the current workload. Most customers are not willing to wait that long, so they opt to nominate a pickup time at a later point during the day. Generally, customers drop their prescriptions in the morning before going to work (or at lunchtime) and they come back to pick up the drugs after work, typically between 5pm and 6pm. When dropping their prescription, a technician asks the customer for the pick-up time and puts the prescription in a box labelled with the hour preceding the pick-up time. For example, if the customer asks to have the prescription be ready at 5pm, the technician will drop it in the box with the label 4pm (there is one box for each hour of the day). Every hour, one…
Consider the following process at a pharmacy. Customers drop off their prescriptions either in the drive-through counter or in the front counter of the pharmacy. Customers can request that their prescription be filled immediately. In this case, they have to wait between 15 minutes and one hour depending on the current workload. Most customers are not willing to wait that long, so they opt to nominate a pickup time at a later point during the day. Generally, customers drop their prescriptions in the morning before going to work (or at lunchtime) and they come back to pick up the drugs after work, typically between 5pm and 6pm. When dropping their prescription, a technician asks the customer for the pick-up time and puts the prescription in a box labelled with the hour preceding the pick-up time. For example, if the customer asks to have the prescription be ready at 5pm, the technician will drop it in the box with the label 4pm (there is one box for each hour of the day). Every hour, one…
Consider the following process at a pharmacy. Customers drop off their prescriptions either in the drive-through counter or in the front counter of the pharmacy. Customers can request that their prescription be filled immediately. In this case, they have to wait between 15 minutes and one hour depending on the current workload. Most customers are not willing to wait that long, so they opt to nominate a pickup time at a later point during the day. Generally, customers drop their prescriptions in the morning before going to work (or at lunchtime) and they come back to pick up the drugs after work, typically between 5pm and 6pm. When dropping their prescription, a technician asks the customer for the pick-up time and puts the prescription in a box labelled with the hour preceding the pick-up time. For example, if the customer asks to have the prescription be ready at 5pm, the technician will drop it in the box with the label 4pm (there is one box for each hour of the day). Every hour, one…
The local driver's license center processes applications for driver's license renewals through the following three steps. First, the customer registers with the receptionist, who updates the customer's information in the database. This first step takes 3 minutes per customer. Then, the customer visits one of 5 cashiers to pay the associated fees for the license renewal. This takes 6 minutes per customer because several forms must be printed from the computer and signed by the customer. Finally, the customer visits one of 3 license processing stations where the customer's picture is taken and the license is printed. This final step takes 12 minutes per customer, a. Assuming unlimited demand, what is the flow rate of the process in customers per hour? per hour (Round to nearest integer.) b. If demand is 6 customers per hour, what is the utilization of the receptionist? percent (Round to nearest integer.) c. If demand is 6 customers per hour, what is the cycle time (minutes) of the…
ABC Solutions is a traditional company in textile industrywith a combined workforce of 150 staff. Due to increased levels of competition, this company is now increasingly finding it difficult to compete – especially as the larger companies seem to be a little more innovative, agile and responsive to client requirements. Management have noticed that staff, especially the highly skilled ones, are now leaving the company to seek work elsewhere (in these larger companies). This has meant appointing new staff and undertaking a considerable amount of re-training to replace those that have left the company. Apart from impacting on core business operations, ABC Solutions has started witnessing a drop in its profit margin. Given this position, senior management at ABC Solutions have decided to implement a performance measurement tool (PMT) that would allow them to align the strategic, management and operational requirements of the business. They are therefore considering the adoption of the…