Business Process Modeling Simulation And Design 1st Edition Laguna Manuel, Marklund, Johan - Solutions

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Develop a process activity chart for the IBM Credit example in Section 1.1.2.
Develop a general process chart for the receiving and delivering process in Exercise 1.2.
Develop a general process chart for the requisition process in Exercise 1.1.
Discuss the advantages and disadvantages of using quantitative process modeling and simulation for testing new designs. How would you relate process modeling and simulation to pilot tests on the real system?
Describe a potential application of case management in the following organizations:a. Dell Computersb. A telecommunications companyc. A community hospital
Identify similarities and differences among the 10 conceptual design principles discussed in Section 3.6.2. How would you summarize the underlying ideas or themes?Do the principles make sense? Why or why not?
Discuss the difference between stated and real (or hidden) customer needs. Why is this distinction important in the context of business process design? Give an example.
Discuss how benchmarking can be a useful tool in business process-design projects.
What are the main issues in understanding a process? Are there any differences between a design project and a redesign project? How does the concept of “analysis paralysis” fit in?
Give an example of the application of the following disruptive technologies in a setting familiar to you:a. Shared databasesb. Wireless communicationsc. Handheld computing
Explain in your own words the difference between inductive and deductive thinking.
What is the difference between process design or redesign and automation?
In most improvement programs, top-management commitment is emphasized as a key success factor. Why do you think this is? Is the role of top management different in a situation with a revolutionary implementation strategy than it would be under an evolutionary change tactic? How?
What are some of the important considerations when selecting a process for a design project? How might the scope of the process influence the relative importance of the criteria used? Are all processes with poor performance top candidates for redesign?How does this relate to the discussions
Customer relationship management (CRM) has emerged as one of the hottest applications in business software. It has been defined as a “horizontal business strategy that focuses on customer-facing portions of business processes.” CRM software is designed to integrate a company’s sales,
Telsol, a telecommunications company, faces new competition in the local telephone service industry due to deregulation. The company operated as a monopoly for many years, but now it has to compete for customers in the local market. Cable TV companies have started to offer telephone services using
PCs and the Productivity Paradox*—despite the riotous instability of stock prices lately, some prognosticators are advising us not to worry. Sure, the stock market has experienced unprecedented growth without significant downslide for 7 straight years. And sure the market has always been cyclical
How can the general revolutionary change model help explain the many reengineering failures? What is the pragmatic strategy many companies tend to use in order to lower the risk of failure and the cost of change but still leverage the potential of business process design? What are its main
Explain how TQM and business process redesign can support one another in the context of the methodology outlined in Figure 2.15.
Discuss the similarities and differences among the reengineering frameworks suggested by Roberts, Lowenthal, and Cross et al., described in Section 2.3.5. Also, what connections can be seen with the Six Sigma framework?
Discuss the principles commonly used in reengineering for deciding which processes to redesign? How do these criteria relate to those used in Six Sigma for prioritizing among improvement projects?
What are some of the criteria often used to determine when a process should be redesigned?What forces drive the need for process redesign?
What is the meaning of the process paradox? How can it be avoided?
How would you position Six Sigma in relation to reengineering and TQM?
What are some of the often-cited reasons for reengineering failures? Can you see any connections to the Six Sigma framework or the general principles for process management?
What are some of the reasons often mentioned for the success of Six Sigma? What are the rationales? Do you think they make sense?
At the core of Six Sigma programs lies the improvement methodology DMAIC.Discuss how each of its five steps relates to the other components of the Six Sigma framework.
What are the traditional roles in a Six Sigma improvement project and how are they related to the training scheme? Does this approach make sense to you? Can you see any potential drawbacks, for example, in light of the theories for evolutionary and revolutionary change?
What is the standard approach in Six Sigma for reducing variability? How does it relate to improvements in cycle time and yield?
Do the Six Sigma cost and revenue rationale and the combined effect of the efficiency and effectiveness loops make sense? How would you interpret this in a situation where Six Sigma is applied at a hospital or an educational institution like a university?
What are the components of the Six Sigma framework? Are there any similarities with issues emphasized in reengineering and general process management? What is the importance of each individual component for the overall approach? What are the implications if a certain element is not in place?
How would you define or describe a Six Sigma initiative to a friend who has never heard about this before? What is new with Six Sigma compared to other qualitymanagement programs?
What is the technical definition of Six Sigma quality, and how is this definition related to the measure of 3.4 DPMO?
Considering the document distribution example in Section 2.1.4,• What would you say are the main problems with the management of this process?• Do you agree with Joe’s approach for arriving at a better managed process?• Is there anything you would do differently?• Do you see any potential
Explain the CPS model and the “chain of customers” concept. How does this help facilitate an effective process orientation?
How is the Six Sigma improvement methodology related to the basic principles of process management and the three phases of initialization, definition, and control?
What are the purposes of and challenges with each of the six main principles or activities that define successful process management? Does it make sense to group the activities into the three phases of initialization, definition, and control? Why or why not?
What are some of the main advantages and challenges of adopting a process-oriented view of the organization? How are these related to the traditional functional structure?
A city council hires a consultant to help redesign the building permit process of the city. After gaining an understanding of the current process, the consultant suggests that the best solution is to create a one-size-fits-all process to handle all building-related applications. What is your
Some time ago Toronto Pearson Airport implemented a new process to connect international flights (e.g., those arriving from Europe) and U.S.-bound flights. The new process was described on connection information cards that were made available to arriving passengers. The card outlined the following
Environmental computer models*: An environmental company specializes in developing computer models. The models display the direction of groundwater flow, and they are used to predict the movement of pollutants. The company’s major customers are state and federal agencies. The development of the
Hospital administrative processes*: A director of administration for a large hospital receives some disturbing news. A recent auditor’s report states that 28% of all hospital costs are related to administrative costs. The director is determined to lower this figure. She has read some magazine and
Receiving-and-delivery process*: The company in exercise 1 has a large manufacturing site that is spread over a large area. You are assigned to study the receivingand-delivery subprocess in order to make recommendations to the senior manager for streamlining the process. The subprocess begins with
Requisition process*: A large company is having trouble processing requisition forms for supplies and materials. Just getting through the initial approval process seems to take forever. Then, the order must be placed, and the supplies and materials must be received and delivered to the correct
Warehouse .tlficiency: A distribution system for a large grocery chain consists of 25 warehouses. The director of logistics and transportation would like to evaluate the relative efficiency of each warehouse. Warehouses have a fleet of trucks to deliver grocery items to a set of stores within their
The manager argues that if each process is allowed to choose weights in order to maximize its efficiency, he should be allowed to use these values, which clearly show that process D is relatively efficient. What is wrong with the manager's reasoning?
Consider the linear programming model for process D shown in Section 11.2. The manager of process D has suggested the use of the following weight values: wout(1) = 0.4, wout(2) = 0.75, and win =
In some applications of DEA, it has been suggested to impose limits on the weight values for all the processes; that is, the application considers that each weight must be between some specified bounds. Under which circumstances would it be necessary to impose such a range?
Do you think it is possible for a process to appear efficient simply because of its pattern of inputs and outputs and not because of any inherent efficiency? Give a numerical example to illustrate this issue.
One major concern with the DEA approach is that with a judicious choice of weights, a high proportion of processes in the set will turn out t6 be efficient and DEA will thus have little discriminatory power. Can this happen when a process has the highest ratio of one of the outputs to one of the
Use the graphical approach to data envelopment analysis and the data in Table 11.5 to determine the efficiency of each process.
The management of a mortgage company has decided, with limited information, that the company can save money if it reduces its staff size. Before downsizing, management asks you to model the credit application process to provide reassurance that service will not be severely affected by the reduction
(Adapted from Khoshnevis, 1994) The management of a major ski resort wants to simulate the rental program during the high season. The resort has two types of customers: people who pay cash and people who use a credit card. The interarrival times of these customers is exponentially distributed with
With a preliminary simulation of 10 days of operation of an emergency room; an analyst found the results, shown in Table 9.24, in terms of the average number of patients waiting.Suppose the analyst would like to estimate the average number of patients waiting with a 95 percent confidence interval
A simulation of the proposed process yielded the WIP values in Table 9.23. Test the hypothesis that the new process has a mean WIP that is less than the average of the old process. Assume a 5 percent significance level.
An analyst has suggested a new design for the process in Exercise
The data set in Table 9.22 represents the work-in-process (WIP) at the end of a day for a 40-day simulation of a given business process. Find a 99 percent confidence interval for the mean WIP.
Use the data in Exercise 4 to generate random variates from an Exponential distribution with a mean of 25.
Use the data in Exercise 4 to generate random variates from the discrete probability distribution function in Table 9.2l.
Perform the following tests on the numbers generated in Exercise 10.a. Test for randomness using Kolmogorov-Smirnov with a significance level of 0.05.b. Test for independence using the runs test with a 0.05 level of significance.
Use the linear congruential method with parameters Zo = 79, a = 56214, c = 17, and m = 999 to generate 10 three-digit random numbers.
Starting with a seed of 3,461, generate 10 four-digit random numbers using the mid-square method.
The data set in Table 9.20 consists of cycle times of jobs in a given process. Perform the runs test to determine with a 99 percent confidence level whether or not the cycle times (ordered by columns) are independent.
Perform the runs test to determine with a 95 percent confidence level whether or not the numbers in the sequence (ordered by rows) are independent.
Consider the data in Exercise
Apply the Kolmogorov-Smirnov test to the data in Exercise 2.
Apply the Kolmogorov-Smirnov test to the data in Exercise 1.
Use the Kolmogorov-Smirnov test to examine under the significance level of 0.01 whether the observations in Table 9.19 are random numbers uniformly distributed between 0 and 1.
An analyst is interested in determining whether the Weibull distribution with parameters a = 6 and 13 = 10 is a good fit to the data set in Table 9.18. Use Microsoft Excel to perform a chi-square goodness-of-fit test to help the analyst make a decision.
Use the chi-square goodness-of-fit test and a significance level of 0.05 to test the set of service times in Table 9.17 for possible fit to the Normal distribution.
Use the chi-square goodness-of-fit test and a significance level of 0.1 to test the set of interarrival times in Table 9.16 for possible fit to the Exponential distribution.
In this model, we have started to collect statistics and count units produced from time 0, meaning we assume the system is empty when we start. It would be more accurate to run the system for a warm-up period, say 1 week, before starting to collect data. Implement this and see the difference. Does
Based on your understanding of the process, suggest a few design changes and try them out.What is your recommendation to LeedsSim regarding how to improve their operations?
In reality, only 75 percent of the painted cabinets pass the inspection. If a cabinet fails the inspection, it needs to be transported back to the paint shop to be repainted. The transportation time (including travel time for the truck to get to the inspection site) is the same as in the opposite
The raw material arrives by truck once every week on Monday morning. Each shipment contains 15 units each of the five necessary components. The internal logistics within the factory are such that the transportation times for the incomplete cabinets can be neglected. However, to transport the fully
Identify the bottleneck and add the new employee to the bottleneck. Compare the utilization of clerks and accounting personnel before and after adding the new employee. Also compare the frequency distribution of cycle times before and after adding the new employee. Include line graphs for the
Discuss the performance of the current process based on the collected data. Include the following exhibits to support your arguments: queue statistics, line graphs of resource utilization, a histogram of cycle times, and the WIP value at the end of the 15 days.
Set the random seed value to 34 in the Simulation Setup of the Run menu. Run the model for 15 working days and collect the waiting time at the queues, cycle time, resource utilization, and work-in-process. (A working day consists of 8 hours.)
Using the flowchart as a guideline, develop a simulation model of this process. Because only two resource types are in this process (the clerks and the accounting personnel), your model should have only two queues. Include an exhibit consisting of the simulation model.
The first task is to understand this process, so you should develop a flowchart. This chart should be the first exhibit in your written report.
The hospital is willing to allocate up to $2,000 per day for labor associated with the X-ray process. The hourly salaries for each labor resource are shown in Table 8.13.Management also is considering adding two more facilities, which can be a combination of X-ray labs, dark rooms, or changing
Assess the performance of the process using the values calculated in question 2.
Simulate 10 days of operation and compute the cycle time and resource utilization statistics.Assume a working day has 8 hours.
Develop a simulation model of this process.Hourly Salary$12$25$20$8
Modify the model to simulate the downsized process. Repeat question 2 for the new model.Compare the performance of the two processes by analyzing the data collected during the simulation runs.
Simulate the process for 5 working days (40 hours), and collect the following data: utilization of loan agents, waiting time, and cycle time.
Create a simulation model of the current process. Use the triangular distribution to model the arrivals of credit applications and the uniform distribution for the reviewing times.
Refer to the grocery store described in problem 8 in Chapter 7 to answer the following questions.a. To make the model more realistic, Safeway also wants to include the time customers spend in the store walking around and picking up their groceries. Empirical investigation has shown that there are
Figure 8.49 shows the flowchart of a business process that receives an average of one job every 10 minutes with a standard deviation of 2.5 minutes. The actual interarrival times approximately follow a normal distribution. The processing times are exponentially distributed with the mean values (in
Priority Queues- A business process consists of six activities, as shown in the flowchart of Figure 8.48. The activity times are normally distributed with mean values of 15, 10, 8,8, 13, and 7, respectively, for activities A through F. Similarly, the standard deviations are 3,2.5,2, 3,3.5, and
Multiple Queues-The order-fulfillment process of an entrepreneurial catalog business operates as follows. Orders arrive with exponential interarrival times with a mean of 10 minutes.A single clerk accepts and checks the orders and processes payment. These activities require a random time that is
Variable Resource Availability-Travelers arrive at the main entrance door of an airline terminal according to an exponential interarrival time distribution with a mean of 1.6 minutes.The travel time from the entrance to the check-in is distributed uniformly between 2 and 3 minutes. At the check-in
Assessing Process Performance-The process of insuring a property consists of four main activities: review and distribution, underwriting, rating, and policy writing. Four clerks, three underwriting teams, eight raters, and five writers perform these activities in sequence. The time to perform each
When this occurs, the transfer requires 3 minutes. The probability of rework remains the same regardless of the number of times a job is sent back for reprocessing. The rework probability is considered to be the same for all workstations and is currently estimated to be between.5 percent and 10
Investigating the Effect of Rework Rates-A proposed business process consists of five serial workstations. One caseworker is positioned in each workstation. The processing times at each workstation are exponentially distributed with mean values of 11, 10, 11, 11, and 12 minutes, respectively. The
Processing times (in minutes) associated with the activities depend on the job type and are summarized in Table 8.9.Management is concerned with the current performance of the process and is considering cross training the teams so team members can work on any job type.a. Develop a simulation model
Investigating the Effect of Pooling Resources-Three types of jobs arrive to a process at a rate that randomly varies between two and five jobs per hour; that is, the interarrival times are governed by a uniform distribution with mean equal to three and a half jobs per hour.The process is currently
Measuring Cycle Times of Different Types of Jobs-Three types of jobs arrive to a process at a rate of four jobs per hour. The interarrival times are exponentially distributed. The arrivals are not equally likely for each job type. Typically, 40 percent of the jobs are type 1,35 percent are type II,
Grocery Store-You are hired by Safeway to help them build a number of simulation models to better understand the customer flows and queuing processes in a grocery store setting.The pilot project at hand focuses on an off-peak setting where at most two checkouts are open. To better understand the
Bank Tellers--Consider a banking system involving two inside tellers and two drive-in tellers. Arrivals to the banking system are either for the drive-in tellers or for the inside tellers. The time between arrivals to the drive-in tellers is exponentially distributed with a mean of 1 minute. The

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Business Process Modeling Simulation And Design 1st Edition Laguna Manuel, Marklund, Johan - Solutions

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