Earlier quoted context omitted.
> The battle in an organisation is convincing people to look at flows at all. In my experience people love metrics that track stock (we have X widgets or can handle Y orders) and not flows (we built A widgets and sold B widgets). This reminds me of an entrepreneurship class I took in college where the professor emphasized the importance of cash flow, something I hadn't considered much and found somewhat counterintuit…
Queue theory is a lot of fun. There aren't a lot of variables needed to characterise a queue (rate in, rate out, variance of both the rates encoded into a probability distribution). But there are a lot of observable variables (queue length, wait times, utilisation of the servers, probability of there being a queue when a new customer enters the system, probability of the queue overflowing, etc). That means the system…
Re: Why disaster happens at the edges: An introduction to queue theory
#61I'll check out that resource and re-read your post a few times. Thank you very much for replying.