Based on the "Delwarca Software Remote Support unit" case study by HBR$,$ answer the following questions:

Delwarca Software

$1.$ Consider the pre$-$Rapid scenario. Construct a queueing model of the Associate $($not Senior Associate$).$ Assume Ca $=$ Cs $=1.$ Estimate the expected waiting time for the callers.

$2.$ What is the labour cost per call taken by Associates and Senior Associates? Consider both pre$-$Rapid and Rapid.

Delwarca Software Remote Support Unit

Jack McKinnon stood up from his desk to stretch for a moment and take a break from writing his analysis and proposal to his boss. In front of him and to his left and right he could easily see the workstations and employees of Delwarca Software's Remote Support Unit, separated from each other by low partitions and configured like his in the open office layout of Delwarca's corporate headquarters in Waltham, Massachusetts. It was a comfortable, busy, and orderly scene with a murmur of voices and frequent ringing phones. However, McKinnon was deeply concerned that customer service performance in his unit was getting worse, not better.

In May $2012,$ McKinnon had been the manager of Delwarca's Remote Support unit for nearly a year, responsible for day to day operations, training, and supervision. McKinnon reported to the head of Software Support, who reported in turn directly to the president. In November $2011$ McKinnon had responded to a customer service problem that seemed to be slowly eroding Delwarca's customer base. He changed the way incoming calls were handled in an effort to reduce customer waiting time on the telephones and improve their perception of customer service, while at the same time trying to reduce Delwarca's costs. Now it was time to analyze the results of the new procedure, called "Rapid ID$,"$ and make recommendations.

Delwarca Software

Delwarca provided supply chain management software globally to large, sophisticated corporate clients that had chosen to assemble their systems from various "best of breed" software programs. These independently operating systems usually supplemented and were integrated using software written and supported in$-$house by the corporation's own IT departments. This choice contrasted sharply with the popular corporate strategy of sourcing large and complicated Enterprise Resource Planning $($ERP$)$ systems from giant ERP firms such as SAP and Oracle.

The decision to integrate independent, disparate programs created some of the typical customer problems that triggered the need for support services from Delwarca. These problems included: unexpected interaction effects with non$-$Delwarca software $($including software sourced from other vendors as well as software written by the customer's IT staff$)$; software$-$hardware interaction problems or performance concerns; the usual crashing or freezing of software; processing failures; attacks by malware; and installing and testing upgrades and patches.