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Queueing System and Applications II

This document discusses queueing systems and applications using Arnold's Muffler Shop as an example. It analyzes the costs and benefits of hiring additional mechanics, including calculations of waiting times, number of customers, utilization rates, and total costs. It then expands on the basic concepts to cover more complex queueing models with general arrival and service times, multiple servers, and constant service times. An example application to a recycling facility is provided to demonstrate analyzing costs versus benefits of new equipment.

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ihab79
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27 views

Queueing System and Applications II

This document discusses queueing systems and applications using Arnold's Muffler Shop as an example. It analyzes the costs and benefits of hiring additional mechanics, including calculations of waiting times, number of customers, utilization rates, and total costs. It then expands on the basic concepts to cover more complex queueing models with general arrival and service times, multiple servers, and constant service times. An example application to a recycling facility is provided to demonstrate analyzing costs versus benefits of new equipment.

Uploaded by

ihab79
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Queueing System and Applications

Debabrata Ghosh

Arnolds Muffler Shop


Introducing costs into the model
Arnold wants to do an economic analysis of the
queuing system and determine the waiting cost
and service cost
The total service cost is
Total service cost =

(Number of channels)
x (Cost per channel)

Total service cost = mCs


where
m
Cs

= number of channels
= service cost (labor cost) of each channel

Arnolds Muffler Shop


Waiting cost when the cost is based on time in the
system
Total waiting
cost

(Total time spent waiting by all


arrivals) x (Cost of waiting)
(Arrival Rate) x (Average wait per
=
arrival)Cw

Total waiting
cost

= (W)Cw

If waiting time cost is based on time in the queue


Total waiting
cost

= (Wq)Cw

Arnolds Muffler Shop

So the total cost of the queuing system when


based on time in the system is
Total cost = Total service cost + Total waiting cost
Total cost = mCs + WCw
And when based on time in the queue
Total cost = mCs + WqCw

Arnolds Muffler Shop


Arnold estimates the cost of customer waiting time in
line is $50 per hour
Total daily
= (8 hours per day)WqCw
waiting cost
= (8)(2)(2/3)($50) = $533.33/day
The mechanics wage is $15 per hour
Total daily
service cost

= (8 hours per day)mCs


= (8)(1)($15) = $120/day

Total cost of the system is


Total daily cost of the = $533.33 + $120 = $653.33
queuing system

Arnolds Muffler Shop

Arnold is thinking about hiring a different mechanic who


can install mufflers at a faster rate
The new operating characteristics would be
= 2 cars arriving per hour
= 4 cars serviced per hour

2
2

1 car in the system on


4 2 2
the average

1
1
W

4 2

1/2 hour that an average car


spends in the system

Arnolds Muffler Shop

2
22
4
Lq

1/2 car waiting in line on


( ) 4(4 2) 8(1)
the average

1
Wq
hour
( ) 4

15 minutes average
waiting time per car

2
0.5
4

percentage of time mechanic


is busy

2
P0 1 1 0.5

probability that there are 0


cars in the system

Arnolds Muffler Shop

Probability of more than k cars in the system


k

Pn>k = (2/4)k+1

0.500

0.250

0.125

0.062

0.031

0.016

0.008

0.004

Arnolds Muffler Shop


The customer waiting cost is the same $50 per hour
Total daily
waiting cost

= (8 hours per day)WqCw


= (8)(2)(1/4)($50) = $200.00/day

The new mechanic is more expensive at $20 per hour:


Total daily
service cost

= (8 hours per day)mCs


= (8)(1)($20) = $160/day

So the total cost of the system is:


Total daily cost of the = $200 + $160 = $360
queuing system

Arnolds Muffler Shop

The total time spent waiting for the 16 customers per day
was formerly
(16 cars per day) x (2/3 hour per car) = 10.67 hours
It is now
(16 cars per day) x (1/4 hour per car) = 4 hours
The total daily system costs are less with the new mechanic
resulting in significant savings
$653.33 $360 = $293.33

Enhancing the Queuing Environment

Reducing waiting time is not the only way to reduce waiting cost

Reducing the unit waiting cost (Cw) will also reduce total waiting cost

This might be less expensive to achieve than reducing either W or Wq

Multichannel Model, Poisson Arrivals,


Exponential Service Times (M/M/m)
Equations for the multichannel queuing model
Let
m = number of channels open
= average arrival rate
= average service rate at each channel

Multichannel Model, Poisson Arrivals,


Exponential Service Times (M/M/m)
Same basic assumptions as in the
single-channel model

Equations for the multichannel queuing model


Let
m = number of channels open
= average arrival rate
= average service rate at each channel

1. The average waiting time for customers or items in queue

Wq

2 ( m 1) 1

m(1 )

Multichannel Model, Poisson Arrivals,


Exponential Service Times (M/M/m)
2. With multiple servers, the formula for the utilization factor
becomes

m
All other performance parameters can be found out by the
application of Littles Law.

Arnolds Muffler Shop Revisited


Arnold wants to investigate opening a second garage bay
Hire a second worker who works at the same rate as his
first worker
Customer arrival rate remains the same

Wq 0.0417 hour 2 1 minutes


2
average time a car spends in the queue

Arnolds Muffler Shop Revisited


3 2 1

0.083
4 3 12
average number of cars in the queue

Lq L

L 3
hour 22 1 minutes
2
8
average time a car spends in the system

3
L 0.75
4
Average number of cars in the system

Arnolds Muffler Shop Revisited


Effect of Service Level on Arnolds Operating Characteristics
LEVEL OF SERVICE
ONE
MECHANIC
=3

TWO
MECHANICS
= 3 FOR BOTH

ONE FAST
MECHANIC
=4

Average number of cars in


the system (L)

2 cars

0.75 cars

1 car

Average time spent in the


system (W)

60 minutes

22.5 minutes

30 minutes

Average number of cars in


the queue (Lq)

1.33 cars

0.083 car

0.50 car

Average time spent in the


queue (Wq)

40 minutes

2.5 minutes

15 minutes

OPERATING
CHARACTERISTIC

Arnolds Muffler Shop Revisited


Adding the second service bay reduces the waiting time in
line but will increase the service cost as a second mechanic
needs to be hired
Total daily waiting cost

= (8 hours per day)WqCw


= (8)(2)(0.0417)($50) = $33.36

Total daily service cost

= (8 hours per day)mCs


= (8)2($15) = $240

Total daily cost of the system = $33.36 + $240 = $273.36

Systems with General Process and Inter-arrival times (G/G/1)


1. The average waiting time for customers or items in queue

Ca 2 Cs 2

1
Wq (
)
( )
2
(1 )

Systems with General Process and Inter-arrival times (G/G/m)


1. The average waiting time for customers or items in queue

Ca 2 Cs 2
Wq (G / G / m) (
)Wq ( M / M / m)
2

Constant Service Time


Model (M/D/1)

Constant service times are used when customers or units are


processed according to a fixed cycle

The values for Lq, Wq, L, and W are always less than they would be for
models with variable service time
Both average queue length and average waiting time are halved in constant
service rate models

Constant Service Time


Model (M/D/1)

Equations for the Constant Service Time Model


1. Average length of the queue

2
Lq
2 ( )
2. Average waiting time in the queue

Wq
2 ( )

Constant Service Time


Model (M/D/1)

3. Average number of customers in the system

L Lq

4. Average time in the system

W Wq

Garcia-Golding Recycling, Inc.

The company collects and compacts aluminum cans and glass bottles

Trucks arrive at an average rate of 8 per hour (Poisson distribution)

Truck drivers wait about 15 minutes before they empty their load

Drivers and trucks cost $60 per hour

A new automated machine can process truckloads at a constant rate of


12 per hour

A new compactor would be amortized at $3 per truck unloaded


Calculate the cost vs. benefits of this purchase.

Garcia-Golding Recycling, Inc.


Analysis of cost versus benefit of the purchase
Current waiting cost/trip = (1/4 hour waiting time)($60/hour cost)
= $15/trip
New system: = 8 trucks/hour arriving
= 12 trucks/hour served
Average waiting
time in queue = Wq = 1/12 hour
Waiting cost/trip
with new compactor = (1/12 hour wait)($60/hour cost) = $5/trip
Savings with
new equipment = $15 (current system) $5 (new system)
= $10 per trip
Cost of new equipment
amortized = $3/trip
Net savings = $7/trip

More Complex Queuing Models and the Use of Simulation

Often variations from basic queuing models

Computer simulation can be used to solve these more complex


problems
Simulation allows the analysis of controllable factors
Should be used when standard queuing models provide only
a poor approximation of the actual service system

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