Question 2 Custom Skis is a boutique shop for customized skiing equipment that builds on a library of more than 1,000 makes and models that can be adjusted to specific customer needs. While customers appreciate the quality and flexibility of Custom Skis offerings, low throughput rates and waiting times have lately become a concern. Figure 1 outlines the process flow for the two typical types of customers the firm serves in its shop. After step S1, type A customers proceed to step 2 and then to any of the three workstations at S3, followed by step S4 and step S7. After step S1, type B customers proceed to step S5 and then steps S6 and S7. The numbers in parentheses denote the average flow times per customers for the different activities S1 to S7 including waiting and activity times. S3-a (14 min) S2 (13 min) S3-b (10 min) S4 (18 min) S1 (12 min) Type B S3-c (11 min) S5 (15 min) S6 (22 min) Figure 1: Process flowchart of Custom Skis S7 (10 min) i. ii. iii. iv. If there are no customers waiting at process steps S1 and S7, what is the effective capacity of the shop in terms of type A customers that can be served in an hour? (4 marks) If 30% of all customers are of type A and 70% of all customers are of type B, what is the effective capacity of the shop in terms of customers that can be served in an hour? (4 marks) If the customer arrival rate exceeds 5 customers per hour, explain where and why type A and type B customers are likely to experience waiting when no customers of the other type are present? (10 marks) Discuss what actions the boutique shop could take to increase the throughput rate and to reduce customer waiting? (12 marks