ism 270
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ISM 270. Service Engineering and Management Lecture 7: Forecasting and Managing Service Capacity. Announcements. Project Proposal Due today Homework 4 due next week $15 check for ‘Responsive Learning Technologies’ Final four weeks: Capacity Planning Outsourcing Capacity Management Game - PowerPoint PPT PresentationTRANSCRIPT
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ISM 270
Service Engineering and Management
Lecture 7: Forecasting and Managing Service Capacity
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Announcements Project Proposal Due today Homework 4 due next week $15 check for ‘Responsive Learning Technologies’ Final four weeks:
Capacity Planning Outsourcing Capacity Management Game Project Presentations
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Today
Capacity Management Queueing Models Introduction to R
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Managing Waiting Lines – Queueing Models
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Essential Features of Queuing Systems
DepartureQueue
discipline
Arrival process
Queueconfiguration
Serviceprocess
Renege
Balk
Callingpopulation
No futureneed for service
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Arrival Process
Static Dynamic
AppointmentsPriceAccept/Reject BalkingReneging
Randomarrivals withconstant rate
Random arrivalrate varying
with time
Facility-controlled
Customer-exercised
control
Arrival process
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Distribution of Patient Interarrival Times
1 2 3 4 5 6 7 8 9 10
11
12
13
0
10
20
30
40
Patient interarrival time, minutes
Rel
ativ
e fr
equ
ency
, %
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Temporal Variation in Arrival Rates
1 2 3 4 5 6 7 8 9 10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
0
0.5
1
1.5
2
2.5
3
3.5
Hour of day
Ave
rag
e ca
lls
per
ho
ur
1 2 3 4 560
70
80
90
100
110
120
130
140
Day of week
Per
cen
tag
e o
f av
erag
e d
aily
ph
ysic
ian
vis
its
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Poisson and Exponential Equivalence
Poisson distribution for number of arrivals per hour (top view)
One-hour
1 2 0 1 interval
Arrival Arrivals Arrivals Arrival
62 min.40 min.
123 min.
Exponential distribution of time between arrivals in minutes (bottom view)
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Queue Configurations
Multiple Queue Single queue
Take a Number Enter
3 4
8
2
6 10
1211
5
79
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Queue Discipline
Queuediscipline
Static(FCFS rule)
Dynamic
selectionbased on status
of queue
Selection basedon individual
customerattributes
Number of customers
waitingRound robin Priority Preemptive
Processing timeof customers
(SPT rule)
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Queuing Formulas
Single Server Model with Poisson Arrival and Service Rates: M/M/1
1. Mean arrival rate:2. Mean service rate:3. Mean number in service:4. Probability of exactly “n” customers in the system:5. Probability of “k” or more customers in the system:6. Mean number of customers in the system:
7. Mean number of customers in queue:
8. Mean time in system:
9. Mean time in queue:
Pn
n ( )1
P n k k( )
sL
qL
1sW
qW
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Queuing Formulas (cont.)
Single Server General Service Distribution Model: M/G/1
Mean number of customers in queue for two servers: M/M/2
Relationships among system characteristics (Little’s Law for ALL queues):
)1(2
222
qL
2
3
4
qL
ss
qs
qs
LW
LW
WW
LL
1
1
1
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Congestion as 10.
0 1.0
100
10
8
6
4
2 0
With:
Ls 1Then:
Ls
0 00.2 0.250.5 10.8 40.9 90.99 99
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Single Server General Service Distribution Model : M/G/1
)1(2
222
qL
1. For Exponential Distribution:
22
1
)1()1(2
2
)1(2
/ 22222
qL
2. For Constant Service Time: 2 0
)1(2
2
qL
3. Conclusion:
Congestion measured by Lq is accounted for equally by variability in arrivals and service times.
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Queuing System Cost Tradeoff
Let: Cw = Cost of one customer waiting in queue for an hour
Cs = Hourly cost per serverC = Number of servers
Total Cost/hour = Hourly Service Cost + Hourly Customer Waiting Cost
Total Cost/hour = Cs C + Cw Lq
Note: Only consider systems where
C
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General Queuing Observations
1. Variability in arrivals and service times contribute equally to congestion as measured by Lq.
2. Service capacity must exceed demand.
3. Servers must be idle some of the time.
4. Single queue preferred to multiple queue unless jockeying is permitted.
5. Large single server (team) preferred to multiple-servers if minimizing mean time in system, WS.
6. Multiple-servers preferred to single large server (team) if minimizing mean time in queue, WQ.
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Managing Capacity and Demand
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Segmenting Demand at a Health Clinic
60
70
80
90
100
110
120
130
140
1 2 3 4 5
Day of week
Perc
enta
ge o
f ave
rage
dai
ly
phys
icia
n vi
sits
Smoothing Demand by AppointmentScheduling
Day Appointments
Monday 84Tuesday 89Wednesday 124Thursday 129Friday 114
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Hotel Overbooking Loss Table
Number of Reservations Overbooked
No- Prob-
shows ability 0 1 2 3 4 5 6 7 8 9
0 .07 0 100 200 300 400 500 600 700 800 900
1 .19 40 0 100 200 300 400 500 600 700 800
2 .22 80 40 0 100 200 300 400 500 600 700
3 .16 120 80 40 0 100 200 300 400 500 600
4 .12 160 120 80 40 0 100 200 300 400 500
5 .10 200 160 120 80 40 0 100 200 300 400
6 .07 240 200 160 120 80 40 0 100 200 300
7 .04 280 240 200 160 120 80 40 0 100 200
8 .02 320 280 240 200 160 120 80 40 0 100
9 .01 360 320 280 240 200 160 120 80 40 0
Expected loss, $ 121.60 91.40 87.80 115.00 164.60 231.00 311.40 401.60 497.40 560.00
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Daily Scheduling of Telephone Operator Workshifts
0
5
10
15
20
25
30
Time
Nu
mb
er o
f o
per
ato
rs
Scheduler program assigns tours so that the number of operators present each half hour adds up to the number required
Topline profile
12 2 4 6 8 10 12 2 4 6 8 10 120
500
1000
1500
2000
2500
Time
Cal
ls
12 2 4 6 8 10 12 2 4 6 8 10 12
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LP Model for Weekly Workshift Schedule with Two Days-off Constraint
Objective function: Minimize x1 + x2 + x3 + x4 + x5 + x6 + x7
Constraints: Sunday x2 + x3 + x4 + x5 + x6
3 Monday x3 + x4 + x5 + x6 + x7 6
Tuesday x1 + x4 + x5 + x6 + x7 5
Wednesday x1 + x2 + x5 + x6 + x7 6 Thursday x1 + x2 + x3 + x6 + x7 5 Friday x1 + x2 + x3 + x4 + x7
5 Saturday x1 + x2 + x3 + x4 + x5 5
xi 0 and integer
Schedule matrix, x = day offOperator Su M Tu W Th F Sa 1 x x … … … … ... 2 … x x … … … … 3 … ... x x … … … 4 … ... x x … … … 5 … … … … x x … 6 … … … … x x … 7 … … … … x x … 8 x … … … … … xTotal 6 6 5 6 5 5 7Required 3 6 5 6 5 5 5Excess 3 0 0 0 0 0 2
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Seasonal Allocation of Rooms by Service Class for Resort Hotel
First class
Standard
Budget
Per
cent
age
of c
apac
ity a
lloca
ted
to d
iffer
ent s
ervi
ce c
lass
es
60%
50%30%
20%
50%
Peak Shoulder Off-peak Shoulder (30%) (20%) (40%) (10%)Summer Fall Winter Spring
Percentage of capacity allocated to different seasons
30%20% 20%
10% 30%
50% 30%
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Demand Control Chart for a Hotel
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0
50
100
150
200
250
300
350
Days before arrival
Res
erva
tio
ns
Expected Reservation Accumulation
2 standard deviation control limits
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Yield Management Using the Critical Fractile Model
P d x
C
C C
F D
p Fu
u o
( )( )
Where x = seats reserved for full-fare passengers d = demand for full-fare tickets p = proportion of economizing (discount) passengers Cu = lost revenue associated with reserving one too few seatsat full fare (underestimating demand). The lost opportunity is the difference between the fares (F-D) assuming a passenger, willingto pay full-fare (F), purchased a seat at the discount (D) price. Co = cost of reserving one to many seats for sale at full-fare(overestimating demand). Assume the empty full-fare seat wouldhave been sold at the discount price. However, Co takes on twovalues, depending on the buying behavior of the passenger whowould have purchased the seat if not reserved for full-fare. if an economizing passenger if a full fare passenger (marginal gain)Expected value of Co = pD-(1-p)(F-D) = pF - (F-D)
CD
F Do
( )
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Statistical Analysis in R
Homework 4 is designed to introduce you to analysis using R