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Movie Theater Queue Analysis

This document contains two examples of queuing systems. The first example involves a movie theater with a single ticket booth and cashier. It provides calculations to determine: (1) the average time customers spend in the system, (2) the average wait time in line, and (3) the probability of more than two people in the system. The second example involves a drive-through at a post office with arrivals of 4 cars every 10 minutes and average service of 2 minutes. It provides calculations for several queuing characteristics of this system.

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Ahmed Magdy
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100% found this document useful (1 vote)
207 views5 pages

Movie Theater Queue Analysis

This document contains two examples of queuing systems. The first example involves a movie theater with a single ticket booth and cashier. It provides calculations to determine: (1) the average time customers spend in the system, (2) the average wait time in line, and (3) the probability of more than two people in the system. The second example involves a drive-through at a post office with arrivals of 4 cars every 10 minutes and average service of 2 minutes. It provides calculations for several queuing characteristics of this system.

Uploaded by

Ahmed Magdy
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

Modeling and Simulation 7

7.1 Introduction:

This laboratory session will introduce another example for the


queuing system.

7.2 Objectives:

By the end of this laboratory session you should:

 Student able to calculate the average time that a customer


spends in the system
 Student able to calculate the average time spent waiting in
line to get to the ticket window
 Student able to calculate the probability that there are
more than two people in the system

7.3 Content:

Example:
Mike Dreskin manages a large Los Angeles movie theater complex called Cinema I, II, III
and IV. Each of the four auditoriums plays a different film; the schedule is set so that
starting times are staggered to avoid the large crowds that would occur if all four movies
started at the same time. The theater has a single ticket booth and a cashier who can
maintain an average service rate of 280 movie patrons per hour. Service times are
assumed to follow an exponential distribution. Arrivals on a typically active day are Poisson
distributed and average 210 per hour. To determine the efficiency of the current ticket
operation, Mike wishes to examine several queue operating characteristics.
a) Find the average number of moviegoers waiting in line to purchase a ticket.
b) What percentage of the time is the cashier busy
c) What is the average time that a customer spends in the system?
d) What is the average time spent waiting in line to get to the ticket window?
e) What is the probability that there are more than two people in the system? More
than three people? More than four?

#Section 4
Automobiles arrive at the drive-through window at a post office at the rate of 4 every 10
minutes. The average service time is 2 minutes. The Poisson distribution is appropriate for
the arrival rate and service times are exponentially distributed.
(a) What is the average time a car is in the system?
(b) What is the average number of cars in the system?
(c) What are the average time cars spend waiting to receive service?
(d) What is the average number of cars in line behind the customer receiving service?
(e) What is the probability that there are no cars at the window?
(f) What percentage of the time is the postal clerk busy?
(g) What is the probability that there are exactly two cars in the system?
Solution
 =24 per hour =30 per hour

  1.666 hour that an average


1 1
W  
   30  24 Automobiles spends in the system

 14
L   2.33
  30  24
 24 0.133 hour average waiting
Wq    time per car
 (    ) 30(30 - 24)

2 242  3.2 cars waiting in line on average


Lq   
 (    ) 30(30  24)


 0.2 
24 Probability that there are 0 cars in the
P0  1   1
 30 system

 24
   0.80  Percentage of time mechanic is busy
 30
For the post office in Problem 13-17, a second drive through window is being
considered. A single line would be formed and as a car reached the front of the
line it would go to the next available clerk. The clerk at the new window works at
the same rate as the current one.
(a) What is the average time a car is in the system?
(b) What is the average number of cars in the system?
(c) What are the average time cars spend waiting to receive service?
(d) What is the average number of cars in line behind the customer receiving
service?
(e) What is the probability that there are no cars in the system?
(f) What percentage of the time are the clerks busy?
(g) What is the probability that there are exactly two cars in the system?

Solution
 =24 per hour =30 per hour m=2
(e)

1
P0  for m  
 n  m 1
1  
n
1  
m
m
  
 
 
n!    
 




 m  

 n 0
 m!
(b)

 ( /  ) m 
L P
(m  1)!(m   ) 2 0

24(30)(24 / 30)2 24
L (0.4286)   0.9524cars in the system
(1)![2(30)  24]2
30
(d)

 24
Lq  L   0.9524   0.1524cars in the queue
 30
(a)
L 0.9524
W   hour  .0397 hour car spends in the system
 24

(c)

1 Lq
Wq  W    0.006 hour
 

Common questions

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When considering introducing a new service window, evaluate current utilization rates, average wait times, customer feedback, and peak hour congestion. Analyze whether the system consistently operates near full capacity or experiences long queues. Financial implications, physical space availability, operational costs versus the potential for increased efficiency, and customer satisfaction should be factored in to assess whether the benefits outweigh the investments .

The use of Poisson distribution for arrival rates and exponential distribution for service times in queuing systems is significant because these distributions closely represent real-world random processes. The Poisson distribution effectively models the probability of a given number of arrivals in a fixed period, which is suitable for systems where events occur independently and sporadically. The exponential distribution is appropriate for modeling service times due to its memoryless property, reflecting situations where the probability of service completion is constant over time. These models allow for more accurate predictions of queue behavior and system efficiencies .

The percentage of time the cashier is busy, also known as the utilization factor (ρ), is calculated as ρ = λ/μ. Substituting the given values, ρ = 210/280, which equals 0.75. Therefore, the cashier is busy 75% of the time .

A 0 probability of having 0 cars at the window indicates that the system is overburdened, consistently operating at or near full capacity. This means the service points are perpetually busy, which can lead to increased wait times, higher customer fatigue, and potential declines in service quality. It highlights a need for increased service capacity or better load management to mitigate congestion .

The queue operating characteristics, such as calculating the average number of moviegoers waiting in line, percentage of time the cashier is busy, and probabilities concerning the number of people in the system, provide Mike Dreskin critical insights into the efficiency of the ticket booth operations. By understanding these metrics, he can identify bottlenecks, optimize staffing, and improve customer satisfaction by reducing wait times .

Adding a second drive-through window effectively doubles the system's capacity for servicing vehicles, thus reducing the average wait times and the total number of cars in the system. By utilizing a single line where cars go to the next available clerk, the load is distributed more evenly across the clerks, leading to improved efficiency and lower congestion .

Staggering movie start times is a strategic decision to prevent large crowds from forming at the same time, which could overwhelm the single ticket booth and increase wait times significantly. By spreading out patron arrival times, Mike Dreskin can better manage the flow, utilize the cashier more efficiently, and enhance the customer experience by minimizing congestion and wait times .

A high percentage of time that a service clerk is busy, known as high utilization, can indicate efficiency but also suggests potential for congestion and increased wait times for customers. If utilization approaches full capacity, the system risks becoming overloaded, leading to longer queues, customer dissatisfaction, and potential service breakdowns. Balancing utilization with enough slack is crucial for maintaining service levels and handling variability in arrival rates .

To calculate the average time a patron spends in the system, we use the formula W = 1/(μ - λ), where μ is the service rate and λ is the arrival rate. Substituting the given values, W = 1/(280 - 210), we find that the average time a patron spends in the system is approximately 0.0143 hours or 0.86 minutes .

The probability of having exactly two cars in the system can be calculated using the formula P(n) = (λ/μ)ⁿ * P(0), where P(0) is the probability of having zero cars. Given known values and utilizing the Poisson distribution characteristics in a stationary queue, after calculating P(0), you apply this formula to find P(2). The specific calculations depend on the service and arrival rates and the system configuration .

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