OM 335H

E. Anderson

Homework-3

PROCESS FLOW ANALYSIS Assume 1 clerk per operation for the following 2 deterministic processes.

B A
3 min/cust 6 min/cust

B
6 min/cust

C
1 min/cust

A
3 min/cust

B
6 min/cust

1. What is the bottleneck, process cycle time, process capacity, rush-order throughput (or flow) time? What is the labor utilization for the process flow diagram shown above if customers arrive every 5 minutes? (You may need to use a Gannt Chart if youre stuck.) Hint: Utilization is a steady-state measure. Note, feel free to handwrite your answers on this problem and any other so long as they are legible, but do show your work for all problems. Bottleneck: Clerks at operation B and A are the bottle neck. Process Cycle Time: The cycle time is the bottleneck, at 2 minutes Process Capacity: Capacity is the reciprocal of cycle time, 30 customers an hour. ROFT: 10 minutes is the rushorder flow time (3+9+1) Labor Utilization: (1/6)[ 2*(3/2*5)+3*(6/3*5)+1/5)]= 33%

D A
3 min/cust 4 min/cust Customers computer file customer

person & computer file before Task E

E
1 min/cust

A
3 min/cust

B
2 min/cust

C
3 min/cust

2.

What is the bottleneck, process cycle time, process capacity, and the rush-order throughput (or flow) time? What is the labor utilization for the process flow diagram shown above if customers arrive every 5 minutes? (You may need to use a Gantt chart if youre stuck.)

Bottleneck: The bottleneck is the Clerk at operation D. Process Cycle Time: 4minutes per customer Process Capacity: 15 customers/hour ROFT: (3+2+3+1)= 9 minutes Labor Utilization: (1/4)[ 2*(3/2*5)+(2/5)+(3/5)+(4/5)+(1/5)] =65% 3. In a short answer, explain qualitatively in your own words how the parallel like activities (as in question 1) and parallel unlike activities (as in question 2) differ in their effects upon utilization, flowtime, and capacity. Parallel like activites differ from parallel unlike activities in flowtime because events in unlike activities can be done at the same time. The four minutes as operation D do not need to be included because they will occur in the 5 minutes between C and B. Utilization in unlike activities tends to go up because you do not have operators standing idle as their job is being performed by another worker, as in operation B of question 1.

MORE PROCESS ANANLYSIS

Westlake Custom Car Detail (WCCD) provides detailing (intensive car cleaning) services to antique and collector cars. Taddeo DAndrea, the owner of the establishment has an online webpage which schedules appointments for car owners so that the arrival rate of cars at WCCD never exceeds its process capacity, (i.e. its run as a just-in-time process). Taddeo has asked you, as a fellow UT BBA alum, to take a look at his process and make recommendations about how to

improve it. Your first task was to document the process flow, which is shown below. Taddeo greets the clients, asks some background information, and then directs the car to one of the detailers, while the client is sent to a waiting room while the bill is prepared by Caterina. Taddeo then collects the payment himself. After both the payment is collected and the detailing completed, Maria guides the client to the car and says goodbye. Your next task is to perform analysis of the common operations metrics as shown in the subproblems below. Note that each client brings exactly one car to WCCD.

1. What is the Rush Order Flow time of the process above in minutes? ROFT: 10+45+5= 60 minutes 2. What is the process capacity in clients/hour? Process Capacity: 1/Cycle Time, 1/15minutes, 4 clients/hour 4. What is the average labor utilization overall for this process, again assuming that the thruput is 3 cars per hour? 3 cars/hour, 1 car/twenty minutes Utilization: (1/7)[ (10/20)+(3(45/3*20)+(12/20)+(6/20)+(5/20)] = 55.7%