b$.$ waiting while the customer wrote a check, then taking down the customers identification data $($Time: $1\mathrm{.}2$ min per customer$),$ or c$.$ running a credit card through the registers automatic approval device, filling out a charge slip while waiting for an approval code, getting the customers signature, and returning the card $($Time: $1\mathrm{.}0$ min per customer$).$ Store records indicated that about $40\%$ of textbook customers paid cash, $40\%$ paid by check, and $20\%$ by credit card. Demand during the first two weeks was fairly level, except during the first two days. Ms$.$ Copp estimated that the first two days were by far the busiest, with their total volume per day double the average daily volume of the twelve day period. The busiest hours on those peak days were between noon and $4$:$00$ pm$,$ when students came to buy books just after attending their first classes. Ms$.$ Copp said that customer arrivals during those peak hours ran at three times the average rate over the twelve days. Thats when the department gets its reputation for poor service, she remarked. Those two afternoons each year can make or break my career with this company. This January I want to manage them much better than I did last fall. Can you help? Questions $1.$ What is the capacity of the bookstore checkout stations in customers per hour? $2.$ What is the average hourly demand during the peak periods of the first two weeks of the semester? $3.$ What should the manager at the bookstore do$?$