ANG, Reia Leilyza C.

ChE 5A
Queuing Theory
Queuing theory is a branch of mathematics that studies and models the congestion and
delays of waiting in line. This includes examining the arrival process, service process, number of
servers, number of system place, the number of customers and any other component of waiting
in line to be served [ CITATION Ken19 \l 13321 ].

Queues are caused by limited resources. Queuing theory helps in developing a balanced
system wherein the customers are served quickly and efficiently without having to spend too
much money. It ranges from the analysis of arrivals at a facility such as a bank or fast food
restaurant to service requirements of that facility such as tellers or attendants.

Example Problem 1 [ CITATION Sol \l 13321 ]

A system is being designed. The inter-arrival times of customers are expected to be

exponentially distributed with mean 1/λ = 50 msec. Three options are considered as illustrated in
Figure 1.

(a) One single-server queue with infinite buffer space. The service times are
exponentially distributed with mean 1/µ = 20 msec.
(b) Two single-server queues, each with infinite buffer space. Customers are randomly
dispatched to each queue with an equal probability. The service times are exponentially
distributed with mean 1/µ = 40 msec at each server.
(c) One two-server queue with infinite buffer space. The service times are exponentially
distributed with mean 1/µ = 40 msec at each server.
Find the response time in each option using queueing analysis.
Solution:
(a) This option is an M/M/1 queue with λ = 0.02 customers per msec and µ = 0.05 customers
per msec. Using the M/M/1 mean response time formula, we have
1 1
T= = =33.3 msec
µ−λ 0.05−0.02

(b) In this option, the arrival rate at each queue is half of the system arrival rate. Effectively,
we have two M/M/1 queues, each with λ = 0.01 customers per msec and µ = 0.025
customers per msec. Using the M/M/1 mean response time formula, we have
1 1
T= = =66 .7 msec
µ−λ 0.0 25−0.01

(c) This option is effectively an M/M/2 queue with λ = 0.02 customers per msec, µ = 0.025
customers per msec, and ρ = λ/2µ = 0.4. Using the M/M/m mean response time formula and
letting m = 2, we have
( 2 ρ )2
2! 2 ρ2
C (ρ ,2)= 2
=
( 2 ρ ) 1+ ρ
( 1−ρ )( 1+2 ρ ) +
2!
2
C (ρ , 2) 1 ρ 1 1 1
T= + = + = = =47.6 msec
2 µ(1− ρ) µ µ(1+ ρ) µ µ( 1−ρ ) 0.025(1−0.4 2) 2

Example Problem 2 [ CITATION Sol \l 13321 ]

(a) Consider a single-server queue with infinite buffer space

• The inter-arrival time is a constant and is given by 1 sec
• The service time required by each customer is always 0.5 sec
What is the mean waiting time per customer?

(b) Consider the situation

• The inter-arrival time is exponentially distributed with mean 1 sec
• The service time required by each customer is exponentially distributed with mean 0.5 sec
What is the mean waiting time per customer?

Solution:
(a) There is no queueing at all in this case. The mean waiting time W is 0 sec.
 (b) The mean arrival rate is λ = 1 customers per sec. The mean service rate is µ = 2
customers per sec. Using the M/M/1 mean response time formula, we have

1 1
T= = =1 sec
µ−λ 2−1
Therefore, the mean waiting time W is given by
1
W =T − =1−0.5=0.5 sec
µ

Program Evaluation and Review Technique & Critical Path Method

Program Evaluation and Review Technique (PERT) and Critical Path Method (CPM) are
tools widely used in project planning, scheduling and managing. PERT/CPM (sometimes
referred to as network analysis) provides a focus around which managers and project planners
can brainstorm[ CITATION Pro1 \l 13321 ]. It is useful for evaluating the performance of individuals
and teams. Both are based on network diagrams applicable for both the planning and control
aspects of production. Visual display of the network enhances the communication and highlights
the interdependency of the various activities required for project completion. Perhaps the greatest
contribution of these tools is the identification of sequentially time-critical activities that require
the closest monitoring [ CITATION Pro \l 13321 ].

The key concept in CPM/PERT is that a small set of activities, which make up the
longest path through the activity network, control the entire project. If these critical activities can
be identified and assigned to the responsible persons, management resources can be optimally
used by concentrating on the few activities that determine the fate of the entire project.
Noncritical activities can be replanned or rescheduled, and resources for them can be reallocated
flexibly, without affecting the whole project.

There are many variations of CPM/PERT which have been useful in planning costs and
scheduling manpower and machine time. CPM/PERT can answer the following important
questions:

1) How long will the entire project take? What are the risks involved?
2) Which are the critical activities or tasks in the project which could delay everything if
they are not completed on time?
3) Is the project on schedule, behind schedule, or ahead of schedule?
4) If the project must be finished earlier than planned, what is the best way to do this at
the least cost?

Components of PERT/CPM Network

 i. Activities
ii. Events
Activity: An activity represents an action and consumption of resources (time, money, energy)
required to complete a project. Activity is represented by an arrow
Dummy Activity – an imaginary activity which does not consume any resource and time.
It is simply used to represent a connection between events in order to maintain a logic in the
network. It is represented by a dotted line.
Event: An event(node) will always occur at the beginning and end of an activity. The event has
no resources and is represented by a circle. It comprises of a tail and head event.
Rules in Constructing a Network
1) No single activity can be represented more than once in a network. The length of an
arrow has no significance
2) The event numbered 1 is the start event and an event with highest number is the end
event. Before an activity can be undertaken, all activities preceding it must be completed.
That is, the activities must follow a logical sequence between activities
3) In assigning numbers to events, there should not be any duplication of event numbers in a
network.
4) Dummy Activities must be used only if it is necessary to reduce the complexity of a
network.
5) A network should have only one start and end event.
Example Problem 1 [CITATION QIS14 \l 13321 ]

An assemble is to be made from 2 parts x and y. Both parts must be turned a lathe. Y
must be polished whereas x need not be polished. The sequence of activities, to gather with their
predecessor is given below.

Activity Description Predecessor Activity

A Open work order -
B Get Material for X A
C Get Material for Y A
D Then X on lathe B
E Then Y on lathe B,C
F Polish Y E
G Assemble X and Y D,F
H Pack G
Draw a net work diagram of activities for project.
Solution:
Problem 2 [CITATION QIS14 \l 13321 ]

Listed in the table are the activities and sequencing necessary for a maintenance job in
heat exchanging.

Activity Description Predecessor

A Dismantle pipe connections -
B Dismantle heater, closure, A
and floating front
C Remove tube bundle B
D Clean bolts B
E Clean heater and floating B
head front
F Clean tube bundle C
G Clean shell C
H Replace tube bundle F,G
I Prepare shell pressure test D,E,H
J Prepare tube pressure test and I
reassemble
Draw a net work diagram of activities for the projects
Solution:

References
 (n.d.). Retrieved from http://www.cse.unsw.edu.au/~cs9334/12s1/week05_prob_sol.pdf
 Kenton, W. (2019, July 10). Queuing Theory. Retrieved from Investopedia:
https://www.investopedia.com/terms/q/queuing-theory.asp

 Program Evaluation and Review Technique and Critical Path Method. (n.d.). Retrieved from
Reference for Business: https://www.referenceforbusiness.com/management/Pr-Sa/Program-
Evaluation-and-Review-Technique-and-Critical-Path-Method.html

 Program evaluation review technique/critical path method. (n.d.). Retrieved from Apo Tokyo :
https://www.apo-tokyo.org/publications/p_glossary/program-evaluation-review-
techniquecritical-path-method/

 QIS College of Engineering and Technology. (2014, March 3). CPM PERT Problems. Retrieved
from SlideShare: https://www.slideshare.net/koppulachandra/cpm-pert-problems?
next_slideshow=1

 Solutions to COMP9334 Week 5 Sample Problems. (n.d.). Retrieved from

http://www.cse.unsw.edu.au/~cs9334/12s1/week05_prob_sol.pdf