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F.23 Adventure Rafting runs rafts on the Colorado River. It has eight rafts in its inventory. The demand for rafts during the busy months of June and July has been either 4, 5, 6, 7 or 8, with probabilities of 0.1, 0.3, 0.3, 0.2, or 0.1 respectively. Use Table F.4 to simulate the number of rafts the company will need for 10 consecutive days. Start at the top of column number 4 (random number = 88) and move down in the table (second number = 02) to locate the remaining numbers. F.24 The number of cars arriving at Mark Coffin’s self-service gasoline station during the last 50 hours of operation are as follows:

Number of Cars Arriving Frequency 6 10 7 12 8 20 9 8

The following random numbers have been generated: 44, 30, 26, 09, 49, 13, 33, 89, 13, and 37. Simulate 10 hours of arrivals. What is the average number of arrivals during this period? F.25 Average daily sales of a product in Paul Jordan’s store are 8 units. The actual number of sales each day is either 7, 8, or 9, with probabilities 0.3, 0.4, or 0.3, respectively. The lead time for delivery averages 4 days, although the time may be 3, 4, or 5 days, with probabilities of .2, .6, and .2. Jordan plans to place an order when the inventory level drops to 32 units (based on the average demand and average lead time). The following random numbers have been generated: 60, 87, 46, 63 (set 1) 52, 78, 13, 06, 99, 98, 80, 09, 67, 89, 45 (set 2) Use set 1 to generate lead times and set 2 to simulate daily demand. Simulate two ordering periods and determine how often the company runs out of stock before an order arrives.

F.26 Woodworth Property Management is responsible for the maintenance, rental, and day-to-day operation of a large apartment complex in El Paso. Bruce Woodworth is especially concerned about the cost projections for replacing air conditioner compressors. He would like to simulate the number of compressor failures each year over the next 20 years. Using data from a similar apartment building that he also manages, Woodworth establishes the following table of relative frequency of failures during a year:

Number of A.C. Compressor Failures 0 1 2 Probability (relative frequency) .06 .13 .25

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Conduct the simulation for Woodworth. Table F. Draw random numbers from the bottom row of Table F.30 .28 Laurie MacDonald. and average number of barges unloaded each day. 854) to generate daily arrivals and from the second-from-the-bottom row to generate daily unloading rates. An increase in the size of the barge-unloading crew at the Port of New Orleans has resulted in a new probability distribution for daily unloading rates.D. a Ph.3 4 5 6 .4 (on p. Is it common to have 3 or more consecutive years of operation with 2 or fewer compressor failures per year? F. her chances of various income levels are shown on the left. Her monthly income is derived from a graduate research assistantship.10 Monthly Expenses $300 $400 $500 $600 . average number of nightly arrivals.27 Refer to Example F2 in the textbook. Simulate the entire year (12 months) and discuss MacDonald’s financial picture. in most months.20 .45 . In the following table.6 in that example may be revised as shown here: Daily Unloading Rate 1 2 3 4 5 6 Probability . 2 . has been having problems balancing her checkbook.30 . Monthly Income Probability $350 $400 $450 $500 Probability .10 .40 .12 . she also makes extra money by tutoring undergraduates in a quantitative analysis course.15 Assume that MacDonald’s income is received at the beginning of each month and that she begins her final year with $600 in her checking account. and she estimates that they will follow the distribution on the right. however.28 . MacDonald’s expenditures also vary from month to month.01 He decides to simulate the 20-year period by selecting 2-digit random numbers from column 3 of Table F.05 a) Resimulate 15 days of barge unloading and compute the average number of barges delayed.28 . In particular. b) How do these simulated results compare to those in the Example F2? F.07 .03 .4 (starting with the random number 50).12 .20 .40 . student at Northern Virginia University.

he contends. The service manager. The total cost of an unusable plotter is $50 per hour.15 .35 130 . if all 4 pens are replaced each time 1 pen fails. When this occurs.20 140 . All 4 pens could be replaced in 2 hours.F. it takes 1 hour to replace 1 pen. should cut down the frequency of plotter failures. Currently.20 . the plotter is unusable. The pens constantly clog and jam in a raised or lowered position. At present. The machines are highly reliable.10 Based on the service manager’s estimates. the probability distribution between failures is as follows: Hours between Plotter Failures if All Four Pens Are Replaced during a Repair Probability 100 . This practice. Each pen costs $8. If only 1 pen is replaced each time a clog or jam occurs.05 .15 . the following breakdown data are thought to be valid: Hours between Plotter Failures if One Pen Is Replaced during a Repair 10 20 30 40 50 60 70 Probability . Compare the results.05 a) Simulate Helms’s problem and determine the best policy. How does it affect the policy decision that Helms reached using simulation? 3 .20 . with the exception of the 4 sophisticated built-in ink pens.29 Helms Aircraft Co. operates a large number of computerized plotting machines.25 120 . Should the firm replace 1 pen or all 4 pens each time a failure occurs? b) Develop a second approach to solving this problem (this time without simulation).15 . Helms replaces every pen as it fails. however. has proposed replacing all 4 pens every time one fails.15 110 .

- pidspn1108, telcoUploaded byKristine Ibasco
- MRC Global 2012 Annual ReportUploaded byKristine Ibasco
- 2010-08-21_221041_wal_mart_case_22Uploaded byKristine Ibasco
- G.R. No. 102432Uploaded byKristine Ibasco
- scotts (background).pdfUploaded byKristine Ibasco
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- FootwearUploaded byKristine Ibasco
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