Management of First Syracuse Bank is concerned over a loss of customers at its main office. One proposed solution calls for adding one or more drive-through teller stations so that cus tomers can get quick service without parking. President David Pentico thinks the bank should risk only the cost of installing one drive-through. He is Informed by his staff that the cost (amortized over a 20-year period) of building a drive-through is $12,000 per year. k also costs $16,000 per year in wages and benefits to staff each new teller window

The director of management analysis, Marilyn Hart, believes that the following two factors encourage the immediate construction of two drive-through stations. According to a recent article in Banking Research magazine, customers who wait in long lines for drive-through teller service will cost banks an average of $1 per minute in lost goodwill. Also, although adding a second drive-through will cost an additional $16,000 in staffing, amortized construction costs can be cut to a total of $20,000 per year if two drìve4hroughs are installed simultaneously instead of one at a time. To complete her analysis, Hart collected I month’s worth of arrival and service rates at a competing bank. These data follow:

                                

a) Simulate a 1-hour time period, from 1:00 P.M. to 2:00 P.M., for a single-teller drive-through. .
b) Simulate a 1-hour time period, from 1:00 RM. to 2:00 P.M., for a two- teller sy stern.
c) Conduct a cost analysis of the two options. Assume that the bank is open 7 hours per day and 200 days per year.