19-1 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights.

Slides:

Advertisements

Similar presentations

Part 3 Probabilistic Decision Models

Advertisements

Queuing Theory Models By Nancy Hutchins.

© The McGraw-Hill Companies, Inc., 1998 Irwin/McGraw-Hill 2 Chapter 7 TN Waiting Line Management u Waiting line characteristics u Some waiting line management.

5s-1 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights.

Waiting Lines and Queuing Theory Models

© The McGraw-Hill Companies, Inc., Technical Note 6 Waiting Line Management.

Waiting Line Models And Service Improvement

To accompany Quantitative Analysis for Management, 8e by Render/Stair/Hanna 14-1 © 2003 by Prentice Hall, Inc. Upper Saddle River, NJ Chapter 14.

Waiting Line Management

Management of Waiting Lines

© 2003 The McGraw-Hill Companies, Inc. All rights reserved. Short-Term Finance and Planning Chapter Nineteen.

© 2003 The McGraw-Hill Companies, Inc. All rights reserved. Interest Rates and Bond Valuation Chapter Seven.

CHAPTER 18 Waiting Lines.

14-1. Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 14 Capacity Planning and Queuing Models.

Queuing. Elements of Waiting Lines  Population –Source of customers Infinite or finite.

To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Chapter 16 Waiting Line Models and.

Chapter 18 Management of Waiting Lines

Management of Waiting Lines

To accompany Quantitative Analysis for Management, 9e by Render/Stair/Hanna 14-1 © 2003 by Prentice Hall, Inc. Upper Saddle River, NJ Chapter 14.

To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved. Waiting.

10-1 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights.

Queuing Models and Capacity Planning

12s-1 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights.

Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Waiting Line Analysis for Service Improvement Operations Management.

Introduction to Management Science

McGraw-Hill/Irwin © 2003 The McGraw-Hill Companies, Inc., All Rights Reserved. Waiting Line Models.

Service Systems & Queuing Chapter 12S OPS 370. Nature of Services –A

Queueing Theory Models Training Presentation By: Seth Randall.

D-1 © 2004 by Prentice Hall, Inc., Upper Saddle River, N.J Operations Management Waiting-Line Models Module D.

McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. Service Processes CHAPTER 5.

Management of Waiting Lines McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved. 1.

Ch 6 Tech Notes OBJECTIVES

McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 18 Management of Management of Waiting Lines.

18 Management of Waiting Lines.

Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Waiting Line Analysis for Service Improvement Operations Management.

 One or more ‘customers’ waiting for a service.  ‘Customer’ can be: › People e.g. A person waiting in line to deposit cash in a bank. › Objects e.g.

1-1 McGraw-Hill/Irwin ©2009 The McGraw-Hill Companies, All Rights Reserved 1 Chapter 8A Waiting Line Management.

Waiting Lines and Queuing Models. Queuing Theory  The study of the behavior of waiting lines Importance to business There is a tradeoff between faster.

1 Queuing Systems (2). Queueing Models (Henry C. Co)2 Queuing Analysis Cost of service capacity Cost of customers waiting Cost Service capacity Total.

Supplement D Waiting Line Models

4s-1 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights.

Reid & Sanders, Operations Management © Wiley 2002 Waiting Line Models A SUPPLEMENT.

Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Waiting Line Analysis for Service Improvement Operations Management.

Stevenson and Ozgur First Edition Introduction to Management Science with Spreadsheets McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies,

Chapter 1 Introduction. “Wait-in-line” is a common phenomenon in everywhere. Reason: Demand is more than service. “How long must a customer wait?” or.

Technical Supplement 2 Waiting Line Models McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.

Structure of a Waiting Line System Queuing theory is the study of waiting lines Four characteristics of a queuing system: –The manner in which customers.

1 1 Slide Chapter 12 Waiting Line Models n The Structure of a Waiting Line System n Queuing Systems n Queuing System Input Characteristics n Queuing System.

Adeyl Khan, Faculty, BBA, NSU Elements of Queuing System ArrivalsServiceWaiting line Exit Processing order System.

Management of Waiting Lines Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent.

8s-1 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights.

OPERATIONS MANAGEMENT INTEGRATING MANUFACTURING AND SERVICES FIFTH EDITION Mark M. Davis Janelle Heineke Copyright ©2005, The McGraw-Hill Companies, Inc.

Simple Queueing Theory: Page 5.1 CPE Systems Modelling & Simulation Techniques Topic 5: Simple Queueing Theory  Queueing Models  Kendall notation.

Module D Waiting Line Models.

McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved. Chapter 18 Management of Waiting Lines.

McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

WAITING LINES AND SIMULATION

Chapter 1 Introduction.

McGraw-Hill/Irwin ©2009 The McGraw-Hill Companies, All Rights Reserved

Management of Waiting Lines

Management of Waiting Lines

Queuing Systems Don Sutton.

Supplement D Waiting Line Models

Waiting Lines Waiting lines are non-value added occurrences.

Queueing Theory 2008.

Waiting Line Models Waiting takes place in virtually every productive process or service. Since the time spent by people and things waiting in line is.

Presentation transcript:

19-1 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Waiting Lines

19-2 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Waiting Lines WAITING LINES AND SIMULATION PART SEVEN Chapter Nineteen Waiting Lines Chapter 19 Supplement Simulation

19-3 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Waiting Lines Chapter 19 Waiting Lines

19-4 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Waiting Lines Queuing theory: Mathematical approach to the analysis of waiting lines. Goal of queuing analysis is to minimize the sum of two costs – Customer waiting costs – Service capacity costs

19-5 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Waiting Lines Cost to provide waiting space Loss of business –Customers leaving –Customers refusing to wait Loss of goodwill Reduction in customer satisfaction Congestion may disrupt other business operations Implications of Waiting Lines

19-6 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Waiting Lines Queuing Analysis Optimum Cost of service capacity Cost of customers waiting Total cost Cost Service capacity Total cost Customer waiting cost Capacity cost =+ Figure 19- 1

19-7 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Waiting Lines System Characteristics Population Source – Infinite source: customer arrivals are unrestricted – Finite source: number of potential customers is limited Number of observers (channels) Arrival and service patterns Queue discipline (order of service)

19-8 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Waiting Lines Elements of Queuing System ArrivalsServiceWaiting line Exit Processing order System

19-9 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Waiting Lines Queuing Systems Multiple channel Multiple phase

19-10 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Waiting Lines Poisson Distribution Figure 19-4

19-11 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Waiting Lines System Performance Average number of customers waiting Average time customers wait System utilization Implied cost Probability that an arrival will have to wait Measured by:

19-12 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Waiting Lines Waiting Time vs. Utilization System Utilization Average number on time waiting in line 0 100% Figure 19-6

19-13 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Waiting Lines Single channel, exponential service time Single channel, constant service time Multiple channel, exponential service time Multiple priority service, exponential service time Queuing Models: Infinite-Source

19-14 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Waiting Lines Queuing Models Single channel, exponential service time Single channel, constant service time Multiple channel, exponential service time Multiple priority service

19-15 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Waiting Lines Priority Model ArrivalsServiceWaiting line Exit Processing order System Arrivals are assigned a priority as they arrive

19-16 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. Waiting Lines Finite-Source Queuing Not waiting or being served Waiting Being served JLH UWT