An airport authority is going to improve customer flow through its security checkpoints. To understand flow, analyst started with a single security line comprising an X$-$ray scanner for carry on items and a screening station for passengers. Arriving customers first prepare themselves for the inspection by removing belts, coats, and shoes, emptying their pockets, and separating electronic gear from other personal items. They then deposit all bags in trays on the scanner and proceed personally to the screening station. Once the screening is completed, passengers retrieve their belongings, put on their shoes, belts, and coats, and exit the facility. On average, it takes passengers $30$ seconds to prepare for the line, and to place all carry$-$on items in the trays for the X$-$ray scanner. The X$-$ray scanner takes $40$ seconds per tray, and the average passenger utilizes $1\mathrm{.}5$ trays. The personal screening station requires $30$ seconds per person. Finally, retrieving of belongings and getting reorganized takes $60$ seconds. All the times mentioned represent activity time at the various activities and do not include the effects of waiting.

A sample of $20$ passengers was selected at random, and the time required for each to clear the security check was recorded. The average of the individual times was $530$ seconds. What is the process flow time efficiency?

Do you agree with Susan$$s claim? Take a position $($agree or disagree$)$ and provide your reasoning to support your answer.$$

Now, Toyota would like the supplier to reduce their batch size by a factor of four; that is$,$ if the supplier currently produces Q parts per batch, Toyota would like them to produce Q$/4$ parts per batch. What should the supplier do in order to achieve this result under the EOQ policy?

hint: consider the effect of change in holding cost or setup cost on EOQ