Here I added question 11.

QUESTION 11 10 points 10 points Saved Questions 11 to 25 refer to variants of the following situation. Three hairstylists, Franois, Bernard, and Mimi, run a hair salon. When customers arrive, they first check in with the receptionist (Bernard's younger sister Lulu). Check-in with LuLu takes 3 minutes. After check-in, the next available hairstylist (Franois, Bernard, or Mimi) invites the customer to a chair and requires, on average, 25 minutes for the hair style (usually 6 minutes to shampoo, 16 minutes to style the hair, and 3 minutes to bill and chat with the customer) and then the customer leaves. Assume there are 3 chairs so Franois, Bernard, and Mimi can each independently serve a different customer at the same time. Also assume that... a. that customers arrive punctually (exactly) every 10 minutes, b. everyone works with robotic precision (there is no variability in service times), and c. the system has been up and running for at least an hour. Compute Lulu's capacity, measured in customers per hour. Round your answer to the closest 1/10th of a customer (e.g., report 100.29 customers per hour as 100.3). 20 QUESTION 18 10 points Save Answer Questions 18 to 22 introduce uncertainty to the original situation presented in Question 11 with the following changes. First, LuLu was not a hard worker and was fired, replaced with a self-check-in process (check-in takes no time). Second, it was discovered that even though customers had appointments every 10 minutes, it turned out that they do not arrive punctually. Experience shows that customers arrive every 10 minutes on average, but the standard deviation of inter-arrival times also 10 minutes (CV = 1). Also, the 3 stylists Franois, Bernard, and Mimi still require 25 minutes on average to take care of a customer, but this time varies from customer to customer with standard deviation 25 minutes (CV = 1). True or false? If we compute the average time in waiting in queue in this system (T q) The average customer will have a positive expected wait (that is, Ta>0). True False QUESTION 20 10 points Save Answer Refer to question 18. There are things managers can do to improve business processes to reduce customer waiting. Which of the following operational and marketing levers have the potential to reduce the average customer waiting time? (There are multiple correct answers and partial credit is available.) Teach the 3 hairstylists to work faster (i.e., so that their average service time is less than 25 minutes). Reduce the average inter-arrival time of customers from every 10 minutes to every 8 minutes. Install a 4th salon chair and hire a 4th hair stylist (i.e., increase hair stylist capacity 33%). Create a smartphone reminder app that gets customers to arrive on time (i.e., reduce inter-arrival time variability so that CV is less than 1). Raise the price of hairstyles to scale back customer demand (and effectively have customers arrive less often than 1 every 10 minutes). Teach the 3 hairstylists to work more consistently so that each customer contact is closer to 25 minutes (i.e., make CVp less than 1)