During the recent pandemic, the seaport in Savannah Georgia, the third busiest in the United States, averaged loading or unloading 6.7 cargo ships per week. The average time to unload a ship is 1.90 days. Multiple cranes to load and unload the ship operate five days a week. Do not round intermediate calculations. How many ships are waiting
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During the recent pandemic, the seaport in Savannah Georgia, the third busiest in the United States, averaged loading or unloading 6.7 cargo ships per week. The average time to unload a ship is 1.90 days. Multiple cranes to load and unload the ship operate five days a week. Do not round intermediate calculations.
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How many ships are waiting to be unloaded on average using Little's Law? Round your answer up to the nearest whole number.
___ ship(s)
-
During the pandemic, at times, demand doubled, how many ships are waiting to be unloaded on average using Little's Law? Round your answer up to the nearest whole number.
___ ship(s)
-
If demand remains at 6.7 cargo ships per week and through better
scheduling , training, and crane operations, the average time to unload a ship lowers to 1.10 days, how many ships are waiting? Round your answer up to the nearest whole number.___ ship(s)
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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?During the recent pandemic, the seaport in Savannah Georgia, the third busiest in the United States, averaged loading or unloading 5.5 cargo ships per week. The average time to unload a ship is 1.95 days. Multiple cranes to load and unload the ship operate six days a week. Do not round intermediate calculations. a. How many ships are waiting to be unloaded on average using Little's Law? Round your answer up to the nearest whole number. ship(s) b. During the pandemic, at times, demand doubled, how many ships are waiting to be unloaded on average using Little's Law? Round your answer up to the nearest whole number. ship(s) C. If demand remains at 5.5 cargo ships per week and through better scheduling, training, and crane operations, the average time to unload a ship lowers to 1.05 days, how many ships are waiting? Round your answer up to the nearest whole number. ship(s)Savemore has 4 check-out counters. Prediction says that the duration of customer transaction is exponentially distributed with a mean of 4.9 minutes. In the peak hour, customer arrivals are exponentially distributed with a mean arrival rate of 17.3 customers/hr. Determine the probability that a customer will wait in a queue? Answer in four decimal places.
- The time from when a patient is discharged from NorthShore Hospital to the time the discharged patient’s bed isready to be assigned to a new patient is referred to as thebed assignment turnaround time. If the bed turnaroundtime is excessive, it can cause problems with patient flowand delay medical procedures throughout the hospital. Thiscan cause long waiting times for physicians and patientsthus creating customer dissatisfaction. The admissions RNhas assigned a patient care associate to measure the bedturnaround time for a randomly selected bed each morning,afternoon, and evening for 30 days. Following are the bedturnaround time sample observations:a. Develop an x-chart to be used in conjunction with anR-chart using 3 limits to monitor the bed turnaroundtimes and indicate if the process is in control usingthese charts.b. Is the hospital capable of consistently achieving bedturnaround times of 120 minutes 15 minutes withoutimproving the process?The following build-up diagram tracks the number of customers for a single-server queueing system (e.g., an ATM machine) from 10:00am to 10:15am on a certain day. The number of customers shown in the chart includes both those in service and waiting in line. Build-up diagram # of Customers in system (in service + waiting) 3 2 1 0 10:00 10:01 10:02 10:03 10:04 10:07 10:09 We will call the customer who arrived the earliest during this time span the first customer, the customer who arrived the second earliest the second customer, etc.. The service discipline is first-come-first-served (FCFS). According to the diagram, how long did the second customer have to wait (in minutes) before he can enter service?The common measures of a queuing system's performance include: O probability that the service facility will be idle, average queue length, and probability that the waiting time will exceed a specified duration. average time each customer spends in the system, probability that the service system will be idle, and average time each customer spends in the queue. average queue length, maximum time a customer may spend in the queue, and the utilization factor for the system. average time each customer spends in the system, maximum queue length, and probability of a specific number of customers in the system. maximum queue length, maximum time a customer may spend in the queue, and average queue length.