Base on Question 5 and complete all the green area on the excel files.

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B D E F G H Step 1 Step 2 Step 3 20 mins 50 mins 14 mins setup time 10 mins working hours working minutes 8 hours/day 480 minutes/day Question a: Answer in the green area. Separate Capacity demand arrival rate: 30 applications/day Lead Time No of Employees processing rate 2 Step 1 Step 2 Step 3 4 applications/day applications/day applications/day TotalLead Time (read from the queue_template) days days days days 2 Question b: Answer in the green area. Pooling Capacity demand arrival rate: 60 applications/day new setup time: 11.5 mins Lead Time Step 1 Step 2 Step 3 No of Employees processing rate 4 8 applications/day applications/day applications/day TotalLead Time (read from the queue_template) days days days days 4 Your comment on why does this merger of processing centers generate the lead time observed? Your comment: | A F G H 1 L M N o P R S U V W X Y Z THE ARRIVAL RATE SHOULD BE LESS THAN THE OVERALL SERVICE RATE! S-1 0 B D E M/M/s queuing computations Arrival rate 5.5 Service rate Number of servers Assures Poisson process for anivals and services. lambda/mu 0.91667 is 0.91667 11 s factorial- s factoriale 1 imax of 403 P(O) = 0.08333 0.91667 1 1 0 1 Utilization P(O), probability that the system is empty Nq,expected queue length N, expected number in system Lq,expected time in queue L, expected total time in system Probability thata customer waits 91.67% 0.0833 10.0833 11.0000 1.8333 2.0000 0.9167 1 2 3 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 1 1 0.08333 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 Oce 005 009 - 0.02 001 D 0 2 4 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 NUMBER IN SYSTEM 4 5 6 7 B 9 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 P(n) 0.08333 0.07639 0.07002 0.06419 0.05884 0.05394 0.04944 0.04532 0.04154 0.03808 0.03491 0.032 0.02933 0.02689 0.02465 0.02259 0.02071 0.01899 0.0174 0.01595 0.01462 0.0134 0.01229 0.01126 0.01033 0.00946 0.00868 0.00795 0.00729 0.00668 0.00613 0.00562 0.00515 0.00472 0.00433 0.00396 0.00363 0.00333 0.00305 0.0028 0.00257 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 35 36 37 38 39 40 1 1 1 1 1 1 1 1 1 0 1 1 1 1 1 1 1 1 1 1 1 1 5. The Holix Corporation has two separate processing centers for credit applications. Each credit application passes through three steps: step 1background credit check, step 2 credit risk profile analysis, and step 3credit level approval and communication to client. The processing time for each of the stages is 20 minutes for credit check, 50 minutes for credit risk profile analysis, and 14 minutes for credit approval and communication. The set-up time between successive applications for each step is 10 minutes. While both processing center take similar steps, they each deal with different types of applications: processing center 1 evaluates residential customers and processing center 2 evaluates com- mercial customers. 5a. Each of the two processing centers is organized in exactly the same manner and receives the same average number of applications per day. For example, processing center 1 gets about 30 applications per 8-hour day. The first step in center 1 has 2 employees working in parallel. The second step has 4 employees working in parallel, and the third step has 2 employees working in parallel. What is the average lead time to process an application through all three steps in each processing center? 5b. Holix is considering merging these two operations into one system. The new system faces a total arrival rate of 60 applications per 8-hour day. The first step would now have 4 employees operating in parallel, the second would have 8, and the third would have 4. Processing time per step per employee would remain the same. However, the set-up time is anticipated to increase to 11.5 minutes. What is the average lead time to process an application through all three steps in this merged processing center? Why does this merger of processing centers generate the lead time observed? B D E F G H Step 1 Step 2 Step 3 20 mins 50 mins 14 mins setup time 10 mins working hours working minutes 8 hours/day 480 minutes/day Question a: Answer in the green area. Separate Capacity demand arrival rate: 30 applications/day Lead Time No of Employees processing rate 2 Step 1 Step 2 Step 3 4 applications/day applications/day applications/day TotalLead Time (read from the queue_template) days days days days 2 Question b: Answer in the green area. Pooling Capacity demand arrival rate: 60 applications/day new setup time: 11.5 mins Lead Time Step 1 Step 2 Step 3 No of Employees processing rate 4 8 applications/day applications/day applications/day TotalLead Time (read from the queue_template) days days days days 4 Your comment on why does this merger of processing centers generate the lead time observed? Your comment: | A F G H 1 L M N o P R S U V W X Y Z THE ARRIVAL RATE SHOULD BE LESS THAN THE OVERALL SERVICE RATE! S-1 0 B D E M/M/s queuing computations Arrival rate 5.5 Service rate Number of servers Assures Poisson process for anivals and services. lambda/mu 0.91667 is 0.91667 11 s factorial- s factoriale 1 imax of 403 P(O) = 0.08333 0.91667 1 1 0 1 Utilization P(O), probability that the system is empty Nq,expected queue length N, expected number in system Lq,expected time in queue L, expected total time in system Probability thata customer waits 91.67% 0.0833 10.0833 11.0000 1.8333 2.0000 0.9167 1 2 3 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 1 1 0.08333 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 Oce 005 009 - 0.02 001 D 0 2 4 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 NUMBER IN SYSTEM 4 5 6 7 B 9 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 P(n) 0.08333 0.07639 0.07002 0.06419 0.05884 0.05394 0.04944 0.04532 0.04154 0.03808 0.03491 0.032 0.02933 0.02689 0.02465 0.02259 0.02071 0.01899 0.0174 0.01595 0.01462 0.0134 0.01229 0.01126 0.01033 0.00946 0.00868 0.00795 0.00729 0.00668 0.00613 0.00562 0.00515 0.00472 0.00433 0.00396 0.00363 0.00333 0.00305 0.0028 0.00257 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 35 36 37 38 39 40 1 1 1 1 1 1 1 1 1 0 1 1 1 1 1 1 1 1 1 1 1 1 5. The Holix Corporation has two separate processing centers for credit applications. Each credit application passes through three steps: step 1background credit check, step 2 credit risk profile analysis, and step 3credit level approval and communication to client. The processing time for each of the stages is 20 minutes for credit check, 50 minutes for credit risk profile analysis, and 14 minutes for credit approval and communication. The set-up time between successive applications for each step is 10 minutes. While both processing center take similar steps, they each deal with different types of applications: processing center 1 evaluates residential customers and processing center 2 evaluates com- mercial customers. 5a. Each of the two processing centers is organized in exactly the same manner and receives the same average number of applications per day. For example, processing center 1 gets about 30 applications per 8-hour day. The first step in center 1 has 2 employees working in parallel. The second step has 4 employees working in parallel, and the third step has 2 employees working in parallel. What is the average lead time to process an application through all three steps in each processing center? 5b. Holix is considering merging these two operations into one system. The new system faces a total arrival rate of 60 applications per 8-hour day. The first step would now have 4 employees operating in parallel, the second would have 8, and the third would have 4. Processing time per step per employee would remain the same. However, the set-up time is anticipated to increase to 11.5 minutes. What is the average lead time to process an application through all three steps in this merged processing center? Why does this merger of processing centers generate the lead time observed