5-6 2- Patients flow model at hdf 6-8 V- patient Flow and Capacity Theories 9-12 3- Process mapping 10 4- theory of constraints 10-11 5- lean tools 11-12
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and the primary process flows. a. A College: It’s where students are receiving a service for courses they’re taking. With the college the students are the customer. The main process are instructor flows, the student’s flows and the information flows. The college is providing the meals, utilities and the facilities that the students are using. b. A fast-food restaurant: is usually going to provide a quick and economical food service to the customer. The primary process flows consist of
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Practice #1 Solutions Process Analysis and Capacity Management BUAD311 – Operations Management 1. Dello is a world-class PC company. Management believes that they understand their products and customers better than any outsourcing company; therefore Dello should provide customer service in-house. Ideally, Dello’s customer service department wants to handle all the customer phone calls. During peak hours, however, Dello receives so many customer calls that they ask an outsourcing company
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The bottleneck in my company is the scheduling maintenance process of our detection equipment at airport checkpoints. Currently in order to perform maintenance on a system an engineer performs maintenance at anytime frame throughout the day. Without taking into consideration the affect it has during peak hours when passengers are being processed through security checkpoints. This affects the passenger throughput at the checkpoints when these systems are down for maintenance. When the X-ray systems
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(1/a)/(1/p) = p/a Inventory Related Measures Iq = (1/a) x Tq Ip = u I = Iq + Ip Time in queue, Tq = Activity Time (p) x (u)/(1-u) x (CVa2+CVp2)/2 Flow Time = Tq + p Inter-Arrival Time, a = amount of time between two arrivals to a process Arrival process is Stationary over a period of time if the number of arrivals on any sub interval depends only on length of interval, not on when interval starts a = average inter-arrival time (IAi+1 – IAi) Sa = standard deviation (absolute measure of
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3 About Waskia Resturant 3 Identification of customers of Waskia Restaurant 4 1. Expectation of services receive 4 Summary 5 Reducing Waste 7 Process of Pharmaceutical Organization 7 Types of Waste 9 Waste Adverse Effect on Organization Performance 9 Waste Management 10 Constraint Management 11 Step of Production Process 11 Constraints 12 Ways for performing Throughput 13 Improving system throughput and productivity 14 Voice of customer Waskia Restaurant Customer
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What are the differences in how bottleneck and non-bottleneck work centers are scheduled under TOC? Why are these differences desirable? The theory of constraints scheduling involves the preparation of an exact schedule of jobs for bottleneck work centers, and sequencing the non-bottleneck work centers by a priority-sequencing rule. Any resource whose capacity is equal to or less than the required demand is referred to as a bottleneck. As a consequence the basic principle of TOC systems is that
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described in The Goal for identifying a bottleneck? Alex uses the example of the slow kid he encountered during the weekend trip to formulate his strategy to identify the bottleneck in his plant. The concept of cost centres was applied to understand which resource had lesser capacity than the demand. Mr Bob came up with the idea of scouting through the plant to identify the bottleneck and he identified NCX-10 and the heat-treat department. 2. After bottlenecks have been identified, what are the concrete
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1. Process flow diagram and bottleneck operations For the process flow diagram, see Exhibit 1. The bottleneck operation is Drying (rate: 600 bbls/hr). Let’s consider the wet and dry processing separately: * Wet processing: RP1 can dechaff up to 3,000 bbls/hr, but only dry 600 bbls/hr. Thus, the bottleneck operation of wet processing is drying, and the bottleneck rate is 600 bbls/hr. * Dry processing: RP1 can destone 4,500 bbls/hr, but only dechaff 1,500 bbls/hr. The bottleneck operation
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Chapter 1 * Do not threaten your employees that they’ll get fired. Be diplomatic. * Don’t let your boss boss you around so much. Do not be a doormat. * Don’t take his actions personally. He is just doing his job. * Take your boss’s nagging and annoying behavior as a challenge. * Don’t ask for resources unless you are sure that you are using your current resources efficiently. * Sometimes, the problems that arise are only symptoms of bigger problems. Chapter 2 * Keep your
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