Norfolk, Virginia, a major seaport on the East Coast, has a ship coal-loading facility. Currently, coal trucks filled with coal arrive at the port facility at the mean rate of 142 per day (Poisson distributed). The facility operates 24 hours a day. The coal trucks are unloaded one at a time on a first-come, first-served basis by automated mechanical equipment that empties the trucks in a constant time of 8 minutes per truck, regardless of truck size. The port authority is negotiating with a coal company for an additional 30 trucks per day. However, the coal company will not use this port facility unless the port authority can assure them that their coal trucks will not have to wait to be unloaded at the port facility for more than 12 hours per truck on the average. La Wa 100 /day (Round answer to O decimal places, e.g. 100.) trucks (Round answer to 3 decimal places, e.g. 25.750.) hr (Round answer to 2 decimal places, e.g. 15.25.)
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- During nearly four decades of business operations, Memphis-based FedEx has earned a reputation for reliable, on-time delivery of packages to homes and offices around the country. Founder Fred Smith originally focused on overnight deliveries, choosing Memphis as the company’s headquarters because the airport rarely closes due to bad weather. With FedEx’s planes departing and arriving on schedule nearly all the time, its express shipments usually remained on schedule, then and now. To reassure customers that delivery will take place when and where promised, the firm offers a money-back guarantee on time-sensitive express shipments, among other services. FedEx has steadily expanded its portfolio of services since the 1970s. Its original overnight express delivery is currently available to U.S. customers in various forms, including “first-overnight” delivery, next-morning delivery, next-afternoon delivery, and budget-pleasing two- or three-day delivery. The company’s services also include cost-effective ground delivery for parcels and extra-speedy same-day delivery for urgent deliveries within 1,800 cities. Over the years, FedEx has widened its delivery network to more than 220 countries. It has purchased more cargo jets and acquired specialized shipping firms, including Tiger International, Roberts Express, RPS, and TNT Express, to support global growth. For international business customers needing products, parts, or raw materials shipped across countries or continents, the company now offers time-saving services such as commercial freight forwarding and cross-border logistical support. To add the convenience of local drop-off and pickup points for U.S. consumers and small businesses, FedEx acquired the Kinko’s office services company in 2004 and later rebranded it as FedEx Office. This acquisition also added printing and copying to the menu of services offered. Then the company arranged for large U.S. retailers such as Walgreens, Albertsons, Kroger, and Safeway to accept packages for shipment and receive package delivery for customer pickup in thousands of store locations. This means people who want to send a package can head to a nearby retailer and ship where they shop, rather than making a separate trip to the FedEx location. It’s also a safe alternative for packages to be picked up by people who don’t want FedEx shipments left by the front door. Another service FedEx offers to small and mid-sized businesses, including retailers, is FedEx Fulfillment. The purpose is to expedite order fulfillment by having each business store its products in a FedEx warehouse. Then, when the business’s customers place orders, FedEx puts the products into boxes bearing the business’s own logo and ships directly to those customers. The business doesn’t need a separate warehouse or staff for fulfillment, and packages are on their way to customers more quickly because the products were in FedEx’s warehouse, ready to be packed and shipped. This service puts FedEx into direct competition with Amazon.com, which offers a similar service to merchants that sell through the online Amazon Marketplace. But it also gives businesses that don’t sell via Amazon a fast and professional fulfillment alternative. FedEx is careful to let customers know, through media and social-media announcements, when it anticipates that extreme weather or other conditions will cause delays or force it to halt pickups and deliveries. For the duration of Hurricane Irma, for example, FedEx said it would suspend deliveries in Florida. Some Florida customers who had ordered generators to be delivered via FedEx were unhappy, because they worried about being without power during and after the storm. But one FedEx employee loaded several generator orders into his car and took them to customers himself. When a customer posted a grateful compliment to FedEx on Facebook, the message generated thousands of likes, shares, and positive comments. The company also received positive comments for its donations of cash and transportation services to areas devastated by Hurricanes Irma, Harvey, and Maria. According to the American Customer Satisfaction Index (ACSI), FedEx often tops the list of U.S. shipping companies as ranked by customers surveyed. Every day, the company delivers 13 million packages—and during the busy year-end holiday season, it delivers many more. By meeting customers’ expectations for on-time deliveries, FedEx has increased annual revenues beyond $60 billion and positioned itself for continued growth in the future. How does FedEx’s money-back guarantee address customers’ concerns about heterogeneity?TSA security agents at the security gate at the Tri-Cities Regional Airport are able to check passengers and process them through the security gate at a rate of 50 per hour (Poisson distributed). Passengers arrive at the gate throughout the day at a rate of 40 per hour (Poisson distributed) the passenger traffic arriving at the airport security gate varies significantly during the day. At times close to flight takeoffs, the traffic is very heavy, while at other times there is little or no passenger traffic through the security gate. At the times leading up to flight takeoffs, passengers arrive at a rate of 110 per hour (Poisson distributed). Suggest a waiting line system that can accommodate this level of passenger traffic.Partially completed products arrive at a workstation in amanufacturing operation at a mean rate of 40 per hour(Poisson distributed). The processing time at the workstation averages 1.2 minutes per unit (exponentially distributed). The manufacturing company estimates that each unitof in-process inventory at the workstation costs $31 perday (on the average). However, the company can add extraemployees and reduce the processing time to 0.90 minuteper unit at a cost of $52 per day. Determine whether thecompany should continue the present operation or addextra employees.
- The Petroco Service Station has one pump for regular unleaded gas, which (with an attendant) can service 15 customers per minute . Cars arrive at the regular unleaded pump at a rate of 12 per minute Determine the average queue length, The average number of car in the queuing system, the average time a car is in the system, and the average time a car must wait.TSA security agents at the security gate at the Tri-Cities Regional Airport are able to check passengers and process them through the security gate at a rate of 50 per hour (Poisson distributed). Passengers arrive at the gate throughout the day at a rate of 40 per hour (Poisson distributed). Determine the average waiting time and waiting line.. Cranston Cranberry Cooperative (CCC) processes cranberries that are harvested inthe local area. Barrels of cranberries arrive on trucks to CCC’s facility at a rate of150 barrels per hour and are processed continuously at a rate of 100 barrels per hour.Trucks arrive at a uniform rate over eight hours, from 6:00 a.m. until 2:00 p.m. Howlong does the last truck wait before it is processed?
- Juhn and Sons Wholesale Fruit Distributors employ one worker whose job is to load fruit on outgoing company trucks. Trucks arrive at the loading gate at an average of 24 per day, or 3 per hour, according to a Poisson distribution. The worker loads them at a rate of 4 per hour, following approximately the exponential distribution in service times. Determine the operating characteristics of this loading gate problem. What is the probability that there will be more than three trucks either being loaded or waiting? Discuss the results of your queuing model computation.. Cranston Cranberry Cooperative (CCC) processes cranberries that are harvested in thelocal area. Barrels of cranberries arrive on trucks to CCC’s facility at a rate of 150barrels per hour and are processed continuously at a rate of 100 barrels per hour.Trucks arrive at a uniform rate over eight hours, from 6:00 a.m. until 2:00 p.m.How long does a truck wait, on average, before it is processed?Plesase use Single Server Model and Multiple Server Model to solve this question. Drivers working for a large transportation company must get their vehicles checked from the company’s workshop after every 3,000 km. For this service, the average vehicle arrival rate at the workshop is 3.5 vehicles per hour (Poisson distributed). Currently there is only one mechanic serving a vehicle in 15 minutes on average and being paid $30 per hour. For every hour a vehicle is not working, the company loses $35. The company has an option to hire more mechanics. What is the most cost-efficient workshop staffing for this service? (Please also give the details for L and M.)