Sof-Optics, Inc.
1. Draw a process flow diagram for Sof-Optics.
Pdf attached
2. What are the problems facing Sof-Optics? Where in the process are the problems most severe? What
would you guess is the resource bottlen
...
Sof-Optics, Inc.
1. Draw a process flow diagram for Sof-Optics.
Pdf attached
2. What are the problems facing Sof-Optics? Where in the process are the problems most severe? What
would you guess is the resource bottleneck of the system?
3. What are your ideas for improving the system? (be creative!)
Sof-Optics could add more lines so customers can at least be on hold instead of getting a busy signal.
Additionally, they could have one rep who just answers the phone to tell customers they will be with you
shortly or give an estimated wait time that is longer than it will actually be 4. In the following exercise we analyze the capacity and utilization of the Customer Service Department.
a. Estimate the capacity (in calls/hour) of a Customer Service Representative (CSR). Justify your
calculation. b. We view Sof-Optics call center as a G/G/c/K queuing system, in which customers can renege
(abandon) the system, as described in Chapter 3, “Cycle-Time Management” of The Operations
Quadrangle course packet (see Canvas). Let λ represent the rate of calls approaching the system; λren is
the rate of which customers renege and leave the queue before being served; λbalk is the rate at which
customers balk (receive a busy signal) upon trying to enter the system and λeff is the rate at which
customers are served c. Using the data in the case, construct a table that computes the effective utilization of the CSR’s for
each half-hour of operation, defined as: Effective utilization measures the fraction of workers that are
busy, on average. What accounts for the fluctuations in effective utilization over the course of the day?
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