BUS 660 Grand Canyon University Office Equipment Case Study - Business Finance
The purpose of this assignment is to apply a waiting line model to a business service operation in order to recommend the most efficient use of time and resources.Use the information in the scenario provided to prepare a managerial report for Office Equipment, Inc. (OEI). ScenarioOffice Equipment, Inc. (OEI) leases automatic mailing machines to business customers in Fort Wayne, Indiana. The company built its success on a reputation of providing timely maintenance and repair service. Each OEI service contract states that a service technician will arrive at a customer’s business site within an average of 3 hours from the time that the customer notifies OEI of an equipment problem.Currently, OEI has 10 customers with service contracts. One service technician is responsible for handling all service calls. A statistical analysis of historical service records indicates that a customer requests a service call at an average rate of one call per 50 hours of operation. If the service technician is available when a customer calls for service, it takes the technician an average of 1 hour of travel time to reach the customer’s office and an average of 1.5 hours to complete the repair service. However, if the service technician is busy with another customer when a new customer calls for service, the technician completes the current service call and any other waiting service calls before responding to the new service call. In such cases, after the technician is free from all existing service commitments, the technician takes an average of 1 hour of travel time to reach the new customer’s office and an average of 1.5 hours to complete the repair service. The cost of the service technician is $80 per hour. The downtime cost (wait time and service time) for customers is $100 per hour.OEI is planning to expand its business. Within 1 year, OEI projects that it will have 20 customers, and within 2 years, OEI projects that it will have 30 customers. Although OEI is satisfied that one service technician can handle the 10 existing customers, management is concerned about the ability of one technician to meet the average 3-hour service call guarantee when the OEI customer base expands. In a recent planning meeting, the marketing manager made a proposal to add a second service technician when OEI reaches 20 customers and to add a third service technician when OEI reaches 30 customers. Before making a final decision, management would like an analysis of OEI service capabilities. OEI is particularly interested in meeting the average 3-hour waiting time guarantee at the lowest possible total cost.Managerial ReportDevelop a managerial report (1,000-1,250 words) summarizing your analysis of the OEI service capabilities. Make recommendations regarding the number of technicians to be used when OEI reaches 20 and then 30 customers, and justify your response. Include a discussion of the following issues in your report:What is the arrival rate for each customer?What is the service rate in terms of the number of customers per hour? (Remember that the average travel time of 1 hour is counted as service time because the time that the service technician is busy handling a service call includes the travel time in addition to the time required to complete the repair.)Waiting line models generally assume that the arriving customers are in the same location as the service facility. Consider how OEI is different in this regard, given that a service technician travels an average of 1 hour to reach each customer. How should the travel time and the waiting time predicted by the waiting line model be combined to determine the total customer waiting time? Explain.OEI is satisfied that one service technician can handle the 10 existing customers. Use a waiting line model to determine the following information: (a) probability that no customers are in the system, (b) average number of customers in the waiting line, (c) average number of customers in the system, (d) average time a customer waits until the service technician arrives, (e) average time a customer waits until the machine is back in operation, (f) probability that a customer will have to wait more than one hour for the service technician to arrive, and (g) the total cost per hour for the service operation.Do you agree with OEI management that one technician can meet the average 3-hour service call guarantee? Why or why not?What is your recommendation for the number of service technicians to hire when OEI expands to 20 customers? Use the information that you developed in Question 4 (above) to justify your answer.What is your recommendation for the number of service technicians to hire when OEI expands to 30 customers? Use the information that you developed in Question 4 (above) to justify your answer.What are the annual savings of your recommendation in Question 6 (above) compared to the planning committees proposal that 30 customers will require three service technicians? (Assume 250 days of operation per year.) How was this determination reached?Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion (attached).You are required to submit this assignment to LopesWrite. Refer to the LopesWrite Technical Support articles for assistance.
bus_660_r_data_analysis_case_study.docx
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Topic 7 Rubric: Benchmark – Data Analysis Case Study
Criteria
\% Value
\% Scaling
1: Unsatisfactory
2: Less Than
Satisfactory
3: Good
4: Excellent
0\%
74\%
87\%
100\%
Customer Arrival
Rate
5\%
The customer arrival rate
is not included.
N/A
N/A
The customer arrival
rate is included.
Customer Service
Rate
5\%
The customer service
rate is not included.
N/A
N/A
The customer service
rate is included.
Explanation of How
Model Determines
Total Customer
Waiting Time
15\%
An explanation of how
the waiting line model
can determine the total
customer waiting time is
not included.
An explanation of how
the waiting line model
can determine the
total customer waiting
time is vague or
incomplete.
An explanation of how
the waiting line model
can determine the total
customer waiting time
considers both the
predicted travel and
waiting times.
An explanation of how
the waiting line model
can determine the
total customer waiting
time considers both
the predicted travel
and waiting times, and
specifically addresses
how the travel time of
the technician affects
the model.
Determination of
Average Customer
Waiting Times,
Customers in the
20\%
A determination of the
average customer
waiting times, customers
in the system, and cost
A determination of the
average customer
waiting times,
customers in the
N/A
A determination of the
average customer
waiting times,
customers in the
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System, and Cost of
Service Using Waiting
Line Model
of service using a waiting
line model is not
included.
system, and cost of
service using a waiting
line model is
incomplete.
system, and cost of
service using a waiting
line model is included.
(2.3 Analyze data
using appropriate
statistical modeling.)
Analysis of ThreeHour Service Call
Guarantee
15\%
An analysis of the OEI
three-hour service call
guarantee is not
included.
An analysis of the OEI
three-hour service call
guarantee is vague or
incomplete.
An analysis of the OEI
three-hour service call
guarantee is included.
A thorough analysis of
the OEI three-hour
service call guarantee
defends whether or
not one technician is
sufficient to meet the
need for repairs.
Technician
Recommendations
for Expanding
Customer Base
15\%
Technician
recommendations for an
expanding base of both
20 and 30 customers is
not included.
Technician
recommendations for
an expanding base of
both 20 and 30
customers is vague or
incomplete.
Technician
recommendations for an
expanding base of both
20 and 30 customers are
included.
Technician
recommendations for
an expanding base of
both 20 and 30
customers are
thoroughly justified
using information
gathered from the
waiting line model.
Comparison of
Annual Savings from
Proposed Plans
15\%
A comparison of annual
savings between the
recommended plan and
that of the planning
committee is not
included.
A comparison of
annual savings
between the
recommended plan
and that of the
A comparison of annual
savings between the
recommended plan and
that of the planning
committee is included.
A comparison of
annual savings
between the
recommended plan
and that of the
planning committee is
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planning committee is
vague or incomplete.
Mechanics of Writing
(includes spelling,
punctuation,
grammar, language
use)
10\%
Surface errors are
pervasive enough that
they impede
communication of
meaning. Inappropriate
word choice or sentence
construction is used.
Frequent and
repetitive mechanical
errors distract the
reader. Inconsistencies
in language choice
(register) or word
choice are present.
Sentence structure is
correct but not varied.
included, along with an
explanation of how
this determination was
reached using
information from the
waiting line model.
Some mechanical errors
or typos are present, but
they are not overly
distracting to the reader.
Correct and varied
sentence structure and
audience-appropriate
language are employed.
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Writer is clearly in
command of standard,
written, academic
English.
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