Using Queuing Calculator: Margaret Elliott is the operations manager at MidRoad Airport in Chicago. MidRoad has two terminals. It is also a hub for Southern Airlines. Southern is the only airline housed in Terminal 1. They also have some international flights operating out of Terminal 2. With the recent success of Southerns reduced fare promotion for domestic flights, Margaret has noticed significantly longer security lines at Terminal 1. She asked her team to collect some data on the volume of passengers arriving for security screening at different hours of the day. This will help her build a schedule for scanning and staff operations to manage the long lines and resulting waiting times for passengers. The security checkpoint at Terminal 1 opens at 3am and closes around 9pm, or once the last flight departs. It has eight scanners including one dedicated to trusted travellers. One operating scanner requires at least 6 full-time staff members and often has an extra staff member to help with passenger flow. The checkpoint typically experiences a morning and an afternoon peak, corresponding to multiple or high volume morning and afternoon flights. The reported data represents, for each hour, the expected number of passengers arriving to use a scanner for normal travellers (excluding the trusted travellers). The figures are based on updated information about ticket sales, proportions of no-shows, and proportions of passengers registered with FastLane (the staffed security scanner dedicated to trusted travellers who have pre-clearance authorization). Because the arrivals data is broken down per hour, Margaret feels it reasonable to assume that, within each hour, arrivals follow a Poisson distribution. Hourly salary for full-time staff members is $30. Extra staff are those who have completed a shift or about to start one, and voluntarily work overtime hours at a 50% premium. Hourly operating cost for one scanner is $40. Assume that with 6 full-time staff member and an extra staff managing passenger flow, the hourly average service rate per scanner is 160 passengers (Poisson). Moreover, assume an extra staff member at one scanner adds 3% to its service rate. Therefore, without the extra staff member, the average service rate of one operating scanner would be 160/1.03 = 155.3. In theory, the line of passengers waiting to clear security can extend infinitely. However, Margaret observed that when it extended to the terminal entrance, new passengers would not joint the line but walk over to Terminal 2, clear security there, and take a courtesy shuttle back to their boarding gates in Terminal 1. Because the airport manages the courtesy shuttles, it costs them an estimated $25 per passenger who proceeds that way. Margaret estimates that the lines capacity before reaching the terminal entrance is 130 passengers.Assignment 3, ADM 3301. 2 Use the Queueing Calculator (Assignment 3 template.xlsm) to answer the following questions. Submit one file with textboxes that include a word summary of your analysis and results in the appropriate tabs. 1. What is the minimum number of operating scanners that are required each hour (starting at 3- 3:59am until 8-8:59pm) to ensure the line processes passengers without blocking (that is, without the queue length exceeding 130)? Assume that during a given hour the queue will not extend beyond its capacity of 130 if the value of the macro function PrBalk equals 0.0000 or less. 2. What are the resulting daily costs of this model? (include salaries, overtime, scanner operations, and blocking) 3. Redo the analysis in 1 & 2 if Margaret now tolerates a PrBalk value equal to 5% or less. Factor in the $25 cost per blocked passenger who clears security at Terminal 2 and shuttles back to 1. 4. MidRoad has set a daily budget of $14,000 for security clearance operations. See if you can help Margaret cut down the operating costs below this target by tolerating a PrBalk value equal to 5% or less and/or by removing the extra staff from some of the opened scanners during some of the hours. For this option, you must adjust the service rate and the salary costs accordingly. 4 points per question and 4 points for the quality of the workbook (clarity, ease of navigation, etc.) Full credit on question 4 only to the submission(s) with a valid and reasonable solution that also yield(s) the minimum cost over all submitted assignments Managing Security Lines at MidRoad Airport. Margaret Elliott is the operations manager at MidRoad Airport in Chicago. MidRoad has two terminals. It is also a hub for Southern Airlines. Southern is the only airline housed in Terminal 1. They also have some international flights operating out of Terminal 2. With the recent success of Southerns reduced fare promotion for domestic flights, Margaret has noticed significantly longer security lines at Terminal 1. She asked her team to collect some data on the volume of passengers arriving for security screening at different hours of the day. This will help her build a schedule for scanning and staff operations to manage the long lines and resulting waiting times for passengers. The security checkpoint at Terminal 1 opens at 3am and closes around 9pm, or once the last flight departs. It has eight scanners including one dedicated to trusted travellers. One operating scanner requires at least 6 full-time staff members and often has an extra staff member to help with passenger flow. The checkpoint typically experiences a morning and an afternoon peak, corresponding to multiple or high volume morning and afternoon flights. The reported data represents, for each hour, the expected number of passengers arriving to use a scanner for normal travellers (excluding the trusted travellers). The figures are based on updated information about ticket sales, proportions of no-shows, and proportions of passengers registered with FastLane (the staffed security scanner dedicated to trusted travellers who have pre-clearance authorization). Because the arrivals data is broken down per hour, Margaret feels it reasonable to assume that, within each hour, arrivals follow a Poisson distribution. Hourly salary for full-time staff members is $30. Extra staff are those who have completed a shift or about to start one, and voluntarily work overtime hours at a 50% premium. Hourly operating cost for one scanner is $40. Assume that with 6 full-time staff member and an extra staff managing passenger flow, the hourly average service rate per scanner is 160 passengers (Poisson). Moreover, assume an extra staff member at one scanner adds 3% to its service rate. Therefore, without the extra staff member, the average service rate of one operating scanner would be 160/1.03 = 155.3. In theory, the line of passengers waiting to clear security can extend infinitely. However, Margaret observed that when it extended to the terminal entrance, new passengers would not joint the line but walk over to Terminal 2, clear security there, and take a courtesy shuttle back to their boarding gates in Terminal 1. Because the airport manages the courtesy shuttles, it costs them an estimated $25 per passenger who proceeds that way. Margaret estimates that the lines capacity before reaching the terminal entrance is 130 passengers.

Question: MidRoad has set a daily budget of $14,000 for security clearance operations. See if you can help Margaret cut down the operating costs below this target by tolerating a PrBalk value equal to 5% or less and/or by removing the extra staff from some of the opened scanners during some of the hours. For this option, you must adjust the service rate and the salary costs accordingly.