Each bank teller workstation is forecasted to process 300 transactions (the end-item) on Friday. The bank is open from 9:00 a.m. to 7:00 p.m. on Friday with 90 minutes for lunch and breaks. Three teller windows are open on Friday. A work-study analysis reveals that the breakdown of the transaction mix is 30 percent deposits, 60 percent withdrawals, and 10 percent transfers between accounts. A different form is used for each type of transaction, so there is one deposit slip per deposit, one withdrawal slip per withdrawal, and two transfer slips per transfer. No worksheet is provided for this exercise, though you may create one to help you solve it.

a. How many transfer slips are needed on Friday?

b. How many withdrawal slips are needed on Friday?

c. Deposit slips are delivered every-other day. If the on-hand balance of deposit slips is 120 at this bank, how many deposit slips should be ordered?

Production cost (S/unit) Inventory holding cost (S/unit) Lost sales cost (S/unit) Overtime cost (S/unit) Undertime cost (S/unit) Rate change cost (S/unit) Normal production rate (units) Ending inventory (previous Dec.) Month January February March April May June July August September October November December Average Month January February March April May June July August September October November December Totals Total cost Demand Production Cost 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Cumulative Demand 0 0 0 0 0 0 0 0 0 0 0 0 Inventory Cost 0 0 0 0 0 0 0 0 0 0 0 0 0 Production 0 0 01 0 0 0 0 0 0 0 0 Lost Sales Cost 0 0 0 0 0 0 0 0 0 0 0 0 0 Cumulative Product Availability 0 0 0 0 0 0 0 0 0 0 0 Overtime Cost 0 0 0 0 0 0 0 0 0 0 0 0 0 Maximum Ending Inventory 0 0 0 0 0 0 0 0 0 0 0 01 Undertime Cost 0 0 0 0 0 0 0 0 0 0 0 0 0 Lost Sales 0 0 0 0 0 01 0 0 0 01 0 0 Rate Change Cost 0 0 0 0 0 0 01 0 0 0 0 0 0