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While the shoppers’ opinions vary on self checkout, self checkout does mitigate the curse of variability to some extent – which is it? Lower average processing times Less customer cursing Lower variability in processing times Pooling multiple queues into one Question 5 1 pts The two pictures below show us what happens when we pool servers & when we decrease the variability. Graph is based on a variability factor of 1 frandom arrivals & processes). Numbers on curves indicate number of pooled servers More pooled servers Avg. Inventory In queue (avg time in queue) N 0 02 0.3 0.4 0.8 0.9 0.5 0.6 0.7 Utilization Less variability 0.5 0.1 Avg. Inventory In queue (avg time in queue) 4 Graph assumes 1 server. Nurnbers on curves 2 Indicate the variability factor 0 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 Utilization Let’s say that we are in a system with 10 un-pooled servers and a variability factor of 1 and we currently have an average inventory in the queue of 4 since we have a utilization of 80%. If we want to cut the average inventory in the queue in half, then what should we do? Cut the variability by a factor of 10 Pool all servers Create five sets of 2 pooled servers O Create 2 sets of 5 pooled servers

 
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Solve the below product mix problem using LINGO’s modeling language. The Weigelt Corporation has three branch plants with excess production capacity. Fortunately, the corporation has a new product ready to begin production, and all three plants have this capability, so some of the excess capacity can be used in this way. This product can be made in three sizes – large, medium, and small – that yield a net unit profit of $420, $360, and $300, respectively. Plants 1, 2 and 3 have the excess capacity to produce 750, 900 and 450 units per day of this product, respectively, regardless of the size or combination of sizes involved. The amount of available in-process storage space also imposes a limitation on the production rates of the new product. Plants 1, 2 and 3 have 13,000, 12,000, and 5,000 square feet, respectively, of in-process storage space available for a day’s production of this product. Each unit of the large, medium, and small sizes produced per day requires 20, 15 and 12 square feet, respectively. Sales forecasts indicate that if available, 900, 1,200, and 750 units of the large, medium, and small sizes, respectively, would be sold per day. At each plant, some employees will need to be laid off unless most of the plant’s excess production capacity can be used to produce the new product. To avoid layoffs if possible, management has decided that the plants should use the same percentage of their excess capacity to produce the new product. Management wishes to know how much of each of the sizes should be produced by each of the plants to maximize profit. This problem is similar to the cargo loading problem. The set of product sizes is analogous to the set of cargo types and the set of plants is analogous to the set of plane compartments. The variables are of course the number of units of each size made at each plant; for example Product(i,j) could be the number of units of sizej made in plant i. a) Develop a LINGO modeling language code that includes the data in the DATA section. It is helpful to edit the LINGO program for the cargo loading problem (see file cargo_loading.lg4). b) Repeat the above question but with data retrieval and storage from/to a spreadsheet. Construct a spreadsheet similar to cargo_ole_spreadsheet.xlsx and modify the data section of the model so that it takes the data from and stores the result in that spreadsheet after the LINGO model is executed. c) Provide the LINGO code for (a) and (b) above, the solution output in (a) and the excel spreadsheet in (b) with all information.
 
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We are living through a time of great uncertainty. The years 2020 and 2021 have been an era of pandemic (COVID-19), social unrest (Protests about police violence and racism), and wildfires and hurricanes (a result of Climate Change?). All of these events would have been difficult—if not impossible—to predict before they happened. But now that we are in the midst of these events, many of which are continuing to continue to last over long periods of time, marketing teams have had to re-evaluate and quantify the risk that they represent to their business, and to incorporate risk analysis around these events into their strategic plans and updated marketing tactics. Discussion Question: How do you think current event(s) are impacting business this year? How do you think Marketing Departments are being affected? What might they be doing in response? Please comment on one or more ways that you think a marketing professional might begin to assign probabilities and risk assessments to these previously unexpected impacts. While you can feel free to share your own thoughts and musings, you are also welcome to find an actual story about a real company, or bring in some other links to articles and references that support your stance (outside sources optional).
 
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Historical demand for a product is as follows. Use this data for all questions below. Mar Jan 65.8 Cases (1000s) Feb 72.4 Jul Apr 77.8 68.6 May 83.3 Jun 91.5 Aug 91.6 Sep 88.2 80.1 1) Calculate a forecast for October based on a simple three-month moving average % Grade (20%) 2) Calculate a forecast for October based on a weighted moving average. Use a weight factor of 50% for the most recent month, 30% two months ago, and 20% three months ago (20%) 3) This time, calculate a forecast for October based on exponential smoothing with a=0.3 and a September forecast = 83.60. (20%) (20%) 4) Develop a simple linear regression model based on historical demand data between January – September. • Use Excel to develop a scatter plot of the historical data, with X-axis for time and y-axis for demand. • Display the linear trend line and linear regression equation on your chart. identify the slope and y-intercept. • Copy your Excel chart with the regression equation and paste it into the file you are submitting in Canvas. (Only submit one file in Canvas for all problems.) 5) Use your linear regression model from problem #4 to calculate demand forecasts for the next three months (October, November, and December) Show your calculation steps.
 
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