HW-4_IntProcessAnalysis_OM235_Fa23_2023-09-11b
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School
University of Texas *
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Course
235
Subject
Industrial Engineering
Date
Dec 6, 2023
Type
Pages
3
Uploaded by GeneralQuailPerson1021
1
OM 235
Homework-4
Fall 2023
Please place each of your answers inside the rectangular box that follows each question. Each question is worth one point
unless otherwise indicated. There is a total of 20 potential points. (Revised: Sept. 11, 2023.)
Name:
Question 1.
Dan Ortega is the owner of Total Health Clinic (THC), a new health-related clinic specializing in diet and
fitness assessment.
Being a former McCombs student, Dan believes that analyzing the THC process using his operations
management skills can show ways to make more profit.
The process.
THC Clients, typically sponsored by their employer, arrive at the clinic and undergo a series of tests to assess
their current overall health status. Upon completion of the tests, the client meets with a specialist for a detailed discussion
of their current physical status along with specific recommendations for improvement.
The layout of the process is shown
below:
Please note that the potential buffer areas (triangles) are left out of the drawing for the sake of simplicity; however, there is
the possibility of waiting before each stage.
The client waits for the process to begin.
The process starts with a “Dietary
Analysis” followed by “Medical Tests” where blood is drawn and hair samples are collected.
There is a split in the process
at this point: blood samples are routed to the “Bloodwork Process”, hair samples are sent to the “Hair Analysis Process”,
and the client continues with “Bodyfat Measure”, the “VO
2
max Test”, and a “Strength Test.”
Finally, after all tests are
complete and the results are available to the specialist, the process ends with a personalized “Health Assessment.”
The
equipment, labor and processing times on a per-workstation basis are shown below for each stage in the process.
Note that
there are multiple stations in many stages (e.g. three in Dietary Analysis).
Of course, a client/order needs to be processed
at just one station in each stage.
Note also that each of the two Bodyfat Measure stations employs 2 techs.
2
Stage
Number of
Stations
Equipment per
Station
Labor per
Station
Processing Time (minutes)
Dietary Analysis
3
Computer
1 dietician
12 min
Medical Tests
1
Test Unit
1 nurse
5 min
Bodyfat Measure
2
Scanners
2 techs
10 min
VO
2
max Test
4
Ergs
1 tech
24 min
Strength Test
3
Mini Gyms
1 tech
15 min
Bloodwork
1
Profiler
1 med-tech
5 min
Hair Analysis
1
Incinerator
1 med-tech
5 min
Health Assessment
2
Computer
1 MD
8 min
THC is open to see clients 8 hours per day and is open 250 days per year, for 2000 hours total per year. On average, THC
sees 8 patients per hour (or 16,000 clients per year).
a.
What resources at which station are the bottleneck in this process?
(4 pts)
3
b.
What is the process capacity (in clients/hour)?
(3 pts)
c.
What is the rush order flow time (in minutes)?
(3 pts)
d.
Dan knows that many clinics have very low utilizations on their most
(3 pts)
expensive resources. What is the utilization (in percent) of the MD’s at
the health assessment stage?
e.
On average, there are 12.0 clients in the clinic at any one time. What is average
(3 pts)
time a client spends in the clinic in minutes?
For the remaining questions, pick the best answer.
Question 2. A manager is currently unhappy with the capabilities of a particular process and wants
to improve its capabilities. To accomplish this, the manager needs to do all of the following, EXCEPT:
(2 pts)
a.
Finding the employee at the slowest operation in the process and firing him.
b.
Documenting the existing process with a process flow diagram.
c.
Determining appropriate metrics for the capabilities that the manager wants to improve.
d.
Determining what the desired outcome for the process is.
Question 3. The monthly rental cost for office space is $10 per square foot. So, an attorney
looking to reduce the amount of space she needs to rent should focus on which of the following
to keep her rental costs down.
(2 pts)
a.
More personalized interaction with customers
b.
Reducing throughput (flowrate)
c.
Shorter waiting times.
d.
Making sure that attorneys double check each other’s work before the customer leaves.
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