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Waiting Line - Theory part

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james banez

on 16 November 2012

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Transcript of Waiting Line - Theory part

Waiting Line Management Rational Organization Designed to achieve technical and economic goals with maximum efficiency
Job and tasks are designed to achieve the organization’s goal efficiently Horizontal Queues: Example: problem in every waiting line situation would be the trade-off decision.

Managers are responsible for making decisions that must always benefit the company

weigh the added costs of providing more rapid service (more cashiers or additional assembly lines), against the cost of “waiting” Economics of waiting line “If the company hires another employee to serve as a cashier in the ticketing booth, would the revenues from faster transactions outweigh the cost of working additional hours and unhappy customers waiting in line?” | To emphasize the importance of providing fast services as a competitive advantage to companies.

| To demonstrate how service managers can design their operations and train their employees to provide faster service without incurring additional costs. OBJECTIVES: ELEMENTS: The queue discipline
The queue length
The arrival rate
The service rate THE QUEUE DISCIPLINE order in which waiting customers are served.
set of rules for determining the order of the service to customers in the waiting line
common type of queuing discipline is the “First-Come, First Served” (chronological) rate at which customers arrive at a service facility during a specified period of time.
can be frequently defined by a Poisson distribution THE SERVICE RATE average number of customers who can be served during a specified period of time

arrival rate must be less than service rate a file or a line ; esp. for people waiting for their turn Horizontal Queues: In a bigger picture, we also encounter waiting lines at factories
goods wait to be worked on different machines
Customers of service providers, e.g. sale of tickets also wait to be served Initially, with minimal service capacity, the waiting line cost is at a maximum.
As service capacity is increased, there is a reduction in the number of customers in the line and in their waiting times, which decreases waiting line cost.
The cost of installing service capacity is shown simplistically as a linear rather than step function. THE QUEUE LENGHT source of the customers to the market
finite - refers to a limited sized customer pool
infinite - population is large enough in relation to the service system so that the population size caused by the subtractions or additions to the population DOES NOT significantly affects the system probabilities. THE ARRIVAL RATE The HP EMEA SAP Service Management team is responsible for incident management and request management for all P&G plants specified period of time.

specialists are assigned tickets on a daily basis and perform trouble-shooting, root-cause analysis and incident resolution in the fastest possible manner in order to minimize business impact to the customer Team Profile the 3 specialists have ample time to attend to these tickets on a daily basis.
The probability that there are no requests in the system is seen to be 42.3%

specialists are assigned tickets on a daily basis and perform trouble-shooting, root-cause analysis and incident resolution in the fastest possible manner in order to minimize business impact to the customer Findings: Based on the results seen using 3 servers or specialists, we can see that the team is efficient in handling tickets and resolving them accordingly making sure that no tickets go beyond their expected time of completion at the same time making sure that no tickets are left pending in the queue. Findings:
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