Chapter 3: Process flow measures 3.3 Solutions to the Chapter Questions Discussion Question 3.1 The opposite of looking at average is looking at a specific flow unit’s flow time, and the inventory status and instantaneous flow rate at a specific point in time. Because flow times change from flow unit to flow unit, it is better to look at the average over all flow units during a period of time. Similar for inventory and throughput. [pic] Discussion Question 3.2 In practice
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effective in treating patients, but waiting time and congestion in the clinic created patient dissatisfaction and staff morale issues. The modeling helped to identify improvement alternatives including optimized staffing levels, better patient scheduling, and an emphasis on staff arriving promptly. Quantitative results from the modeling provided motivation to implement the improvements. Statistical analysis of data taken before and after the implementation indicate that waiting time measures were significantly
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in treating patients, but waiting time and congestion in the clinic created patient dissatisfaction and staff morale issues. The modeling helped to identify improvement alternatives including optimized staffing levels, better patient scheduling, and an emphasis on staff arriving promptly. Quantitative results from the modeling provided motivation to implement the improvements. Statistical analysis of data taken before and after the implementation indicate that waiting time measures were significantly
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what was going to happen next. Maggie told Riddle that the mother needed to leave and Maggie asked Riddle to escort her to the waiting room. Riddle returned and asked the mother of the patient very nicely to accompany him to the waiting room which the mother vehemently refused. Riddle did his best to explain the situation and it would be best if she waited in the waiting room. Once again the mother refused. Riddle returned to Maggie and explained the mother would not be moved without physical force
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“Shoulder’s back, chin up, smile… “ I quietly whispered to myself over and over again. We stood in the hallway waiting and waiting. The murmur of children’s voices and the sound of music blasting from the speakers only added to the millions butterfly’s already fluttering in my stomach. No matter how many times I performed, I knew I could count on always being nervous. “Lets welcome Lord Connor and Lady Cambree” the speaker paused for a moment cueing us to get into position before continuing “who
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S w 908D01 PAEDIATRIC ORTHOPAEDIC CLINIC AT THE CHILDREN'S HOSPITAL OF WESTERN ONTARIO Manpreet Hora wrote this case under the supervision of Professor Robert D. Klassen and Dr. Kellie Leitch solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits
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DO1-136-I ARAVIND EYE HEALTH CARE OPERATIONS Original written by professor Ángel Díaz Matalobos at IE Business School, Juan Pons, Motorola Spain. and Stephan Pahls, University Hospital, Basel. Original version, 15 June 2010. (R.L. 19 January 2012). The authors acknowledge the generous support of Aravind while conducting the field research. Published by IE Publishing Department. María de Molina 13, 28006 – Madrid, Spain. ©2010 IE. Total or partial publication of this document without the
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Table of Context Title Page Page 1 Table of Context Page 2 Executive Summery Page 3 Problems Page 4 Solutions Page 5-6 Conclusion Page 7 Appendix A Page 8 Executive Summery Dear Dr. Haider, as per your request, I have completed a case study and have come up with the following findings: As it stands right now, the MRI Center at Brenton-Cooper Medical Center (BCMC) in New York is facing a 2-week wait time after only being in business for 6 weeks and Doctors are upset
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Jay, an Emergency Room Technician, is walking into work. It is 6:40 am, his shift starts at 7 am but he is required to clock-in earlier and attend the “shift huddle” (the huddle is where the incoming staff gets any pertinent information about what happened during the previous shift). It is 7:05 am, the huddle is over and Jay is checking the assignment sheet to see where in the department he is going to be working. At this emergency department, the nurses and techs will work in one of the four
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existence. Especially, in the play Waiting for Godot readers spectate scenes that repeats with the same point. Estragon and Vladimir are waiting for someone who's name is 'Godot', but he never shows up. "ESTRAGON:(He turns to Vladimir.) Let's go. VLADIMIR: Wecan't. ESTRAGON: Why not? VLADIMIR: We're waiting for Godot. ESTRAGON(despairingly). Ah! (Pause.) You're sure it was here? VLADIMIR: What?ESTRAGON: That we were to wait. VLADIMIR: He said by the tree."(Waiting for Godot, p 19). This conversation
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