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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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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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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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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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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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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(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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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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other employees, Mr. Rogo was brainstorming to find out some technique to take command of the situation. One fine day at an airport he met Mr. Jonah, his physics teacher and management guru, who taught him several concepts related to operation like Bottleneck, inventory management, efficiency etc. Jonah advised Rogo to clearly define his goal and get three measurements that will help him to achieve the goal. Rogo was able to identify the three measurements as Return on Investment (ROI), Net Profits
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