Take a process that you encounter on a daily basis, such as the lunch cafeteria or the journey from your home to school or work, and identify the bottlenecks that limit the throughput of this process.

Question

Want to see more full solutions like this?

Answer 1

Textbook Question

Chapter 5, Problem 1DQ

Take a process that you encounter on a daily basis, such as the lunch cafeteria or the journey from your home to school or work, and identify the bottlenecks that limit the throughput of this process.

Expert Solution & Answer

Summary Introduction

Interpretation: The barriers that hinder the process that is carried out regularly, i.e., a repeated process.

Concept Introduction: A bottleneck is the neck of a bottle, which restricts the flow of the liquid out of the bottle. In the case of process management, it refers to the sub-process and/or the activity which restricts the flow.

Answer to Problem 1DQ

Taking the process of getting ready for office and reaching the office:

It is seen that preparing and eating breakfast is the constraint most of the time.
At other times, driving to office becomes the constraint (due to allocated reasons).

Explanation of Solution

The process of getting ready for office and reaching the office is made up of many sub-processes/activities which can be sketched as follows:

Operations Management: Processes and Supply Chains (12th Edition) (What's New in Operations Management), Chapter 5, Problem 1DQ

In such a process, there is no tangible output but there is only one OUTCOME, that of reaching the office in time. The percent of times, the operator reaches in time is a measure of the efficiency of this process.

The outcome of reaching late may coincide with a longer time spent on preparing breakfast or longer time spent in driving.

Want to see more full solutions like this?

Subscribe now to access step-by-step solutions to millions of textbook problems written by subject matter experts!

Students have asked these similar questions

Negotiators can gain several benefits from using the strategy of multiple equivalent simultaneous offers. By offering multiple options it reduces the chance of rejection. It also improves the chances of reaching reaching an agreement. By presenting multiple offers, it shows you are flexible. agree with the post

Negotiators can gain several benefits from using the strategy of multiple equivalent simultaneous offers. By offering multiple options it reduces the chance of rejection. It also improves the chances of reaching reaching an agreement. By presenting multiple offers, it shows you are flexible. disagree with this post or add on to the post

The strategy of Multiple Equivalent Simultaneous Offers involves presenting several equally valuable options to the other party during negotiations. This approach benefits negotiators by creating flexibility and increasing the chances of finding a mutually agreeable solution. By offering multiple options, negotiators show that they are open to compromise, which can build trust and make the negotiation process smoother. It also helps avoid getting stuck on one issue, as the other party can choose from several alternatives that meet their needs. In my experience, using MESOs in a work negotiation helped both parties reach an agreement more quickly because each option was carefully thought out to address different needs, and this made it easier for us to settle on one that worked for both sides. This strategy can also reveal what is most important to the other party, helping negotiators understand their priorities better. agree or disagree with the post

Answer 2

Textbook Question

Chapter 5, Problem 1DQ

Take a process that you encounter on a daily basis, such as the lunch cafeteria or the journey from your home to school or work, and identify the bottlenecks that limit the throughput of this process.

Expert Solution & Answer

Summary Introduction

Interpretation: The barriers that hinder the process that is carried out regularly, i.e., a repeated process.

Concept Introduction: A bottleneck is the neck of a bottle, which restricts the flow of the liquid out of the bottle. In the case of process management, it refers to the sub-process and/or the activity which restricts the flow.

Answer to Problem 1DQ

Taking the process of getting ready for office and reaching the office:

It is seen that preparing and eating breakfast is the constraint most of the time.
At other times, driving to office becomes the constraint (due to allocated reasons).

Explanation of Solution

The process of getting ready for office and reaching the office is made up of many sub-processes/activities which can be sketched as follows:

Operations Management: Processes and Supply Chains (12th Edition) (What's New in Operations Management), Chapter 5, Problem 1DQ

In such a process, there is no tangible output but there is only one OUTCOME, that of reaching the office in time. The percent of times, the operator reaches in time is a measure of the efficiency of this process.

The outcome of reaching late may coincide with a longer time spent on preparing breakfast or longer time spent in driving.

Want to see more full solutions like this?

Subscribe now to access step-by-step solutions to millions of textbook problems written by subject matter experts!

Answer 3

Textbook Question

Chapter 5, Problem 1DQ

Take a process that you encounter on a daily basis, such as the lunch cafeteria or the journey from your home to school or work, and identify the bottlenecks that limit the throughput of this process.

Expert Solution & Answer

Summary Introduction

Interpretation: The barriers that hinder the process that is carried out regularly, i.e., a repeated process.

Concept Introduction: A bottleneck is the neck of a bottle, which restricts the flow of the liquid out of the bottle. In the case of process management, it refers to the sub-process and/or the activity which restricts the flow.

Answer to Problem 1DQ

Taking the process of getting ready for office and reaching the office:

It is seen that preparing and eating breakfast is the constraint most of the time.
At other times, driving to office becomes the constraint (due to allocated reasons).

Explanation of Solution

The process of getting ready for office and reaching the office is made up of many sub-processes/activities which can be sketched as follows:

Operations Management: Processes and Supply Chains (12th Edition) (What's New in Operations Management), Chapter 5, Problem 1DQ

In such a process, there is no tangible output but there is only one OUTCOME, that of reaching the office in time. The percent of times, the operator reaches in time is a measure of the efficiency of this process.

The outcome of reaching late may coincide with a longer time spent on preparing breakfast or longer time spent in driving.

Want to see more full solutions like this?

Subscribe now to access step-by-step solutions to millions of textbook problems written by subject matter experts!

Answer 4

Textbook Question

Chapter 5, Problem 1DQ

Take a process that you encounter on a daily basis, such as the lunch cafeteria or the journey from your home to school or work, and identify the bottlenecks that limit the throughput of this process.

Expert Solution & Answer

Summary Introduction

Interpretation: The barriers that hinder the process that is carried out regularly, i.e., a repeated process.

Concept Introduction: A bottleneck is the neck of a bottle, which restricts the flow of the liquid out of the bottle. In the case of process management, it refers to the sub-process and/or the activity which restricts the flow.

Answer to Problem 1DQ

Taking the process of getting ready for office and reaching the office:

It is seen that preparing and eating breakfast is the constraint most of the time.
At other times, driving to office becomes the constraint (due to allocated reasons).

Explanation of Solution

The process of getting ready for office and reaching the office is made up of many sub-processes/activities which can be sketched as follows:

Operations Management: Processes and Supply Chains (12th Edition) (What's New in Operations Management), Chapter 5, Problem 1DQ

In such a process, there is no tangible output but there is only one OUTCOME, that of reaching the office in time. The percent of times, the operator reaches in time is a measure of the efficiency of this process.

The outcome of reaching late may coincide with a longer time spent on preparing breakfast or longer time spent in driving.

Want to see more full solutions like this?

Subscribe now to access step-by-step solutions to millions of textbook problems written by subject matter experts!

Answer 5

Textbook Question

Answer 6

Textbook Question

Answer 7

Expert Solution & Answer

Summary Introduction

Interpretation: The barriers that hinder the process that is carried out regularly, i.e., a repeated process.

Concept Introduction: A bottleneck is the neck of a bottle, which restricts the flow of the liquid out of the bottle. In the case of process management, it refers to the sub-process and/or the activity which restricts the flow.

Answer to Problem 1DQ

Taking the process of getting ready for office and reaching the office:

It is seen that preparing and eating breakfast is the constraint most of the time.
At other times, driving to office becomes the constraint (due to allocated reasons).

Explanation of Solution

The process of getting ready for office and reaching the office is made up of many sub-processes/activities which can be sketched as follows:

Operations Management: Processes and Supply Chains (12th Edition) (What's New in Operations Management), Chapter 5, Problem 1DQ

In such a process, there is no tangible output but there is only one OUTCOME, that of reaching the office in time. The percent of times, the operator reaches in time is a measure of the efficiency of this process.

The outcome of reaching late may coincide with a longer time spent on preparing breakfast or longer time spent in driving.

Answer 8

Expert Solution & Answer

Summary Introduction

Interpretation: The barriers that hinder the process that is carried out regularly, i.e., a repeated process.

Concept Introduction: A bottleneck is the neck of a bottle, which restricts the flow of the liquid out of the bottle. In the case of process management, it refers to the sub-process and/or the activity which restricts the flow.

Answer to Problem 1DQ

Taking the process of getting ready for office and reaching the office:

It is seen that preparing and eating breakfast is the constraint most of the time.
At other times, driving to office becomes the constraint (due to allocated reasons).

Explanation of Solution

The process of getting ready for office and reaching the office is made up of many sub-processes/activities which can be sketched as follows:

Operations Management: Processes and Supply Chains (12th Edition) (What's New in Operations Management), Chapter 5, Problem 1DQ

In such a process, there is no tangible output but there is only one OUTCOME, that of reaching the office in time. The percent of times, the operator reaches in time is a measure of the efficiency of this process.

The outcome of reaching late may coincide with a longer time spent on preparing breakfast or longer time spent in driving.

Answer 9

Expert Solution & Answer

Answer 10

Expert Solution & Answer

Answer 11

Summary Introduction

Interpretation: The barriers that hinder the process that is carried out regularly, i.e., a repeated process.

Concept Introduction: A bottleneck is the neck of a bottle, which restricts the flow of the liquid out of the bottle. In the case of process management, it refers to the sub-process and/or the activity which restricts the flow.

Answer 12

Answer to Problem 1DQ

Taking the process of getting ready for office and reaching the office:

It is seen that preparing and eating breakfast is the constraint most of the time.
At other times, driving to office becomes the constraint (due to allocated reasons).

Answer 13

Explanation of Solution

The process of getting ready for office and reaching the office is made up of many sub-processes/activities which can be sketched as follows:

Operations Management: Processes and Supply Chains (12th Edition) (What's New in Operations Management), Chapter 5, Problem 1DQ

In such a process, there is no tangible output but there is only one OUTCOME, that of reaching the office in time. The percent of times, the operator reaches in time is a measure of the efficiency of this process.

The outcome of reaching late may coincide with a longer time spent on preparing breakfast or longer time spent in driving.

Answer 14

Ch. 5 - Take a process that you encounter on a daily...Ch. 5 - Prob. 2DQ Ch. 5 - How could the efficiency of the redesigned process...Ch. 5 - Billâ€™s Barbershop has two barbers available to...Ch. 5 - Melissaâ€™s Photo Studio offers both individual...Ch. 5 - Figure 5.11 details the process flow for two types...Ch. 5 - Prob. 4P Ch. 5 - Super Fun Industries manufactures four top-selling...Ch. 5 - Prob. 6P Ch. 5 - Yost-Perry Industries (YPI) manufactures a mix of...

Take a process that you encounter on a daily basis, such as the lunch cafeteria or the journey from your home to school or work, and identify the bottlenecks that limit the throughput of this process.

Concept explainers

Videos

Answer to Problem 1DQ

Explanation of Solution

Want to see more full solutions like this?

Chapter 5 Solutions

Additional Business Textbook Solutions