Please answer with excel and show all formulas and steps used throughout.

Case 11-1 ueueing Quandary A SEQUEL TO CASE 10.1 Never dull. That is how you would describe your job at the ce of queueing theory to the operation of call centers, and you tralized records and benefits administration center for Cutting decide that the queueing models you learned about in school will Edge, a large company manufacturing computers and computer help you determine the appropriate staffing level peripherals. Since opening the facility six months ago, you and Mark Lawrence, the director of Human Resources, have endured one long roller-coaster ride. Receiving the go-ahead from corpo- rate headquarters to establish the centralized records and bene- fits administration center was definitely an up. Getting caught in the crossfire of angry customers (all employees of Cutting Edge) because of demand overload for the records and benefits call center was definitely a down. Accurately forecasting the demand for the call center provided another up a. You ask Mark to describe the demand and service rate. He tells you that calls are randomly received by the call center and that the center receives an average of 70 calls per hour. The computer system installed to answer and hold the calls is so advanced that its capacity far exceeds the demand Because the nature of a call is random, the time required to process a call is random, where the time frequently is small but occasionally can be much longer. On average, however, representatives can handle six calls per hour. Which queueing model seems appropriate for this situation? Given that slightly more than 35 percent of customers wait over four minutes before a representative answers the call, use this model to estimate how many representatives Mark currently And today you are faced with another down. Mark approaches your desk with a not altogether attractive frown on his face He begins complaining immediately, "I just don't understand The forecasting job you did for us two months ago really allowed us to understand the weekly demand for the center, but we still have not been able to get a grasp on the staffing problem. We used both historical data and your forecasts to calculate the aver- age weekly demand for the call center. We transformed this aver- age weekly demand into average hourly demand by dividing the weekly demand by the number of hours in the workweek. We then staffed the center to meet this average hourly demand by taking into yS b. Mark tells you that he will not be satisfied unless 95 percent of the customers wait only one minute or less for a represen tative to answer the call. Given this customer service level and the average arrival rates and service rates from part a, how many representatives should Mark employ? Each representative receives an annual salary of S30,000, and c. Mark tells you that he simply do number of representatives required to I desired in part b. He asks How many representa erage number r hou eve the customer servic But something is horribly wrong. Operational data reco ow that over 35 percen berform sen s would he need to employ to ensure that 80 perc customers wait one mi mers wait over four min w many would he need How would you recommend Mark choose a ent if Mark's call center were to serve external customers (not r a representati omers are erc mers wait 90 sec eadquarters are still breathing down my neck! I stomer servic ? Would the decisi a be diffe Im Mark down and know the problem: The number of calls received in a certain ho instead of internal onnected to the compai employees can be much greater ature of the demand. I on, the d. Mark tell appy wi im repre nber of calls a representati sentatives required to achieve a high c He therefore wants to explore alternati additional omer ser tha age depending upon hiring mu the types ntat You then tell him to have ar; you have the problem under ing a training program that will teach represe Case 11-1 ueueing Quandary A SEQUEL TO CASE 10.1 Never dull. That is how you would describe your job at the ce of queueing theory to the operation of call centers, and you tralized records and benefits administration center for Cutting decide that the queueing models you learned about in school will Edge, a large company manufacturing computers and computer help you determine the appropriate staffing level peripherals. Since opening the facility six months ago, you and Mark Lawrence, the director of Human Resources, have endured one long roller-coaster ride. Receiving the go-ahead from corpo- rate headquarters to establish the centralized records and bene- fits administration center was definitely an up. Getting caught in the crossfire of angry customers (all employees of Cutting Edge) because of demand overload for the records and benefits call center was definitely a down. Accurately forecasting the demand for the call center provided another up a. You ask Mark to describe the demand and service rate. He tells you that calls are randomly received by the call center and that the center receives an average of 70 calls per hour. The computer system installed to answer and hold the calls is so advanced that its capacity far exceeds the demand Because the nature of a call is random, the time required to process a call is random, where the time frequently is small but occasionally can be much longer. On average, however, representatives can handle six calls per hour. Which queueing model seems appropriate for this situation? Given that slightly more than 35 percent of customers wait over four minutes before a representative answers the call, use this model to estimate how many representatives Mark currently And today you are faced with another down. Mark approaches your desk with a not altogether attractive frown on his face He begins complaining immediately, "I just don't understand The forecasting job you did for us two months ago really allowed us to understand the weekly demand for the center, but we still have not been able to get a grasp on the staffing problem. We used both historical data and your forecasts to calculate the aver- age weekly demand for the call center. We transformed this aver- age weekly demand into average hourly demand by dividing the weekly demand by the number of hours in the workweek. We then staffed the center to meet this average hourly demand by taking into yS b. Mark tells you that he will not be satisfied unless 95 percent of the customers wait only one minute or less for a represen tative to answer the call. Given this customer service level and the average arrival rates and service rates from part a, how many representatives should Mark employ? Each representative receives an annual salary of S30,000, and c. Mark tells you that he simply do number of representatives required to I desired in part b. He asks How many representa erage number r hou eve the customer servic But something is horribly wrong. Operational data reco ow that over 35 percen berform sen s would he need to employ to ensure that 80 perc customers wait one mi mers wait over four min w many would he need How would you recommend Mark choose a ent if Mark's call center were to serve external customers (not r a representati omers are erc mers wait 90 sec eadquarters are still breathing down my neck! I stomer servic ? Would the decisi a be diffe Im Mark down and know the problem: The number of calls received in a certain ho instead of internal onnected to the compai employees can be much greater ature of the demand. I on, the d. Mark tell appy wi im repre nber of calls a representati sentatives required to achieve a high c He therefore wants to explore alternati additional omer ser tha age depending upon hiring mu the types ntat You then tell him to have ar; you have the problem under ing a training program that will teach represe