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OPER Health Center is rightfully worried about the need for additional physicians to cope with the increased patient flow. To see what the implications of increased flows would be, let us first investigate whether physicians are assigned efficiently in the current setting. Consider a typical day. The average numbers of patient arrivals to the health center during different times are shown in the following table. Coefficient of variation for the patient interarrival times is 1.4 and coefficient of variation for the activity times is 2. a) Compute the average waiting time to see a doctor for each time slot. (Remember that only 80% of patients visit the physicians). b) Suppose that the objective of BCG is to ensure that the average waiting time of a patient to see a physician is less than 25 minutes throughout the day (i.e., in each time slot) Develop a physician schedule that satisfies this goal. How many physician hours per day could BGC potentially save if it adopted your plan? (Assume you can change physician assignments at increments of 0.5 , and that a medical examination room or area will always be available for the physicians). c) Considering the same staffing objective in Q1-b, develop a new physician schedule for the projected scenario. Assume that each time slot faces a uniform 25% increase in patient arrivals. Again, assume the same coefficient of variation values and that physician assignments can be altered at increments of 0.5 , and that a medical examination room or area will always be available for the physicians. Does BGC have to add more physician hours to cope with the additional demand? If so, how many physician hours per day