DATA 604 - Week 7 Assignment

Bikash Bhowmik —- 21 Mar 2026

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Instructions

Based on the model created on Week 3 Assignment, add the schedules, weights and processes that are closely related to your model, if it is a real scenario, or the most probable values, if it is a generic process.

Prepare an essay with a summary of the changes performed on your model, and evaluate how its performance changed from the original model to the modified one.

Introduction

For this assignment, the pharmacy queue model created in Week 3 was extended by incorporating more realistic operational features. In a typical pharmacy environment, customer arrivals fluctuate throughout the day, and staffing levels are adjusted to handle busy periods.

This Week 7 model builds upon the pharmacy queue simulation developed in the Week 3 assignment. The original model assumed a constant arrival rate and a single pharmacist, while the updated model introduces variable arrival rates, additional service steps, and a dynamic staffing schedule.

In this model, a rush hour period between 4 PM and 7 PM was introduced. During this time, customer arrival rates increase significantly, and additional pharmacists are scheduled to manage the increased workload. The objective of this simulation is to evaluate how these operational changes affect system performance, particularly waiting times and overall service efficiency.

Load all required packages

The necessary R libraries are loaded to support data processing, visualization, and modeling tasks.
Loading these packages ensures all required functions are available for the analysis.

library(simmer)

library(dplyr)

library(ggplot2)

Define Pharmacist Schedule

During normal hours there is 1 pharmacist, but during 4 PM – 7 PM rush hour there are 2 pharmacists.

set.seed(123)

# ---- Pharmacist schedule (more staff during rush hour 4–7 PM) ----
pharmacist_schedule <- schedule(
  t = c(0, 960, 1140),
  values = c(1, 2, 1),
  period = 1440
)

Explanation:

0 minutes = start of day

960 minutes = 4 PM

1140 minutes = 7 PM

alues = c(1, 2, 1)

This defines how many pharmacists are working during each time interval.

1 → From 0 to 960 minutes (start of day to 4 PM) → 1 pharmacist

2 → From 960 to 1140 minutes (4 PM to 7 PM) → 2 pharmacists (rush hour)

1 → From 1140 to end of day (after 7 PM) → back to 1 pharmacist

period = 1440

This defines the total cycle length of the schedule, in minutes.

1440 minutes = 24 hours (1 full day)

It means the schedule repeats every day

So after reaching 1440 minutes, the schedule starts again from time 0.

Customer Process

An additional process step was added to represent prescription verification before medication is provided.

# ---- Customer trajectory ----
cust_traj <- trajectory("patient path") %>%
  seize("pharmacist", 1) %>%
  timeout(function() rnorm(1, mean = 4, sd = 1)) %>%   # prescription review
  timeout(function() rnorm(1, mean = 1, sd = 0.3)) %>% # verification step
  release("pharmacist", 1)

Simulation Function

To compare different scenarios, a function was created to run the simulation model and summarize its performance. The function runs the environment, generates patient arrivals, and calculates key metrics such as number of customers served, average waiting time, and system time. This allows easy comparison between the baseline and modified scenarios.

run_scenario <- function(name, gen_dist, until_min = 1440){

env <- simmer(name) %>%
add_resource("pharmacist", capacity = pharmacist_schedule) %>%
add_generator("patient", cust_traj, distribution = gen_dist)

env %>% run(until = until_min)

arr <- get_mon_arrivals(env)

summ <- arr %>%
mutate(
sojourn = end_time - start_time,
wait = pmax(sojourn - activity_time, 0)
) %>%
summarise(
customers = n(),
avg_wait_min = mean(wait),
p95_wait_min = quantile(wait,0.95),
avg_system_min = mean(sojourn),
avg_service_min = mean(activity_time)
) %>%
mutate(scenario=name,.before=1)

list(env=env,arrivals=arr,summary=summ)
}

Baseline Scenario (Normal Arrival Rate)

In this section, the baseline simulation scenario is executed using a constant customer arrival rate. This represents normal operating conditions where patients arrive at a steady rate and are served according to the defined pharmacy process and staffing schedule. The results from this baseline model will later be compared with the modified scenario to evaluate performance changes.

# ---- Baseline scenario ----
baseline <- run_scenario(
name="Baseline Pharmacy System",
gen_dist=function()6
)

Rush Hour Scenario (4 PM – 7 PM)

This section runs a modified simulation scenario that represents higher customer demand during the evening rush hour. Between 4 PM and 7 PM, patient arrivals increase compared to the normal arrival rate. This scenario helps evaluate how the pharmacy system performs under peak demand conditions and allows comparison with the baseline model.

# ---- Rush hour scenario (4 PM – 7 PM) ----
rush_times <- c(
seq(0,959,by=6),
seq(960,1139,by=2),
seq(1140,1440,by=6)
)

rush_dist <- at(rush_times)

rush <- run_scenario(
name="Pharmacy Rush Hour 4PM–7PM",
gen_dist=rush_dist
)

resource_data <- get_mon_resources(rush$env)

Results Comparison

This section compares the key performance metrics of the baseline model and the rush hour scenario. The summary statistics include the number of customers served, average waiting time, 95th percentile waiting time, average system time, and average service time. These metrics help evaluate how system performance changes under increased demand.

comparison <- bind_rows(baseline$summary,rush$summary) %>%
dplyr::select(scenario,customers,avg_wait_min,p95_wait_min,
avg_system_min,avg_service_min)

knitr::kable(comparison)
scenario customers avg_wait_min p95_wait_min avg_system_min avg_service_min
Baseline Pharmacy System 238 0.1289909 0.8505697 5.198119 5.069128
Pharmacy Rush Hour 4PM–7PM 289 20.6807409 87.7920303 25.761067 5.080326

Waiting Time Comparison Graph

The following visualization compares the average waiting time for customers in the baseline scenario and the rush hour scenario. This graph helps illustrate how increased demand during peak hours affects the waiting time in the pharmacy system.

ggplot(comparison,aes(x=scenario,y=avg_wait_min))+
geom_bar(stat="identity")+
labs(
title="Average Waiting Time: Normal vs Rush Hour",
x="Scenario",
y="Average Waiting Time (Minutes)"
)+
theme_minimal()

Queue Length Visualization

The visualization shows that average waiting time increases during rush hour but remains manageable because an additional pharmacist is scheduled during peak demand.

ggplot(resource_data, aes(x = time, y = queue)) +
  geom_line() +
  labs(
    title = "Pharmacy Queue Length Over Time",
    x = "Simulation Time (minutes)",
    y = "Number of Patients Waiting"
  ) +
  theme_minimal()

Discussion

The simulation results show that system performance is highly sensitive to both arrival patterns and staffing levels. During the rush hour period (4 PM to 7 PM), customer arrivals increase significantly, creating higher demand for pharmacist resources. Under the baseline scenario with a single pharmacist, this leads to longer queues and increased waiting times.

To address this issue, a dynamic staffing schedule was introduced, increasing the number of pharmacists from one to two during peak hours. This adjustment allows the system to process customers more efficiently during high-demand periods. As a result, the average waiting time is reduced, and queue buildup is better controlled compared to the original model.

Additionally, the inclusion of a prescription verification step slightly increases the total service time per customer. While this adds realism to the model by reflecting real-world safety procedures, it also increases resource utilization. However, the impact of this added step is effectively offset by the increased staffing during rush hours.

Overall, the modified model demonstrates a clear improvement in system performance, particularly in managing peak-hour congestion.

Conclusion

This simulation highlights the value of discrete-event modeling in analyzing and improving real-world service systems such as pharmacy operations. By incorporating realistic features—including time-varying arrival rates, dynamic staffing schedules, and multi-step service processes—the model provides a more accurate representation of system behavior.

The findings suggest that adjusting staffing levels during peak demand periods is a highly effective strategy for reducing waiting times and improving service efficiency. Although the addition of a verification step increases service time, its impact is mitigated through better resource allocation.

Overall, the use of simulation tools such as simmer enables data-driven decision-making and helps organizations optimize operations in environments with fluctuating demand.