Operations And Process Management 6th Edition Nigel Slack, Alistair Brandon-Jones - Solutions

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A process has a bottleneck resource that consists of specialized equipment. Jobs arrive tothis machine at a rate of 40 per hour (according to a Poisson arrival process). The processing times average 1 minute and are exponentially distributed. Compare the performance (e.g., average cycle time
The manager of a movie theater would like to predict the consequences of adding a second ticket clerk. Data show that arrivals to the theater are Poisson distributed at a rate of 250 per hour, and service times are exponentially distributed with a mean of 12 seconds. The manager has also estimated
A company has a central document-copying service. Arrivals can be assumed to follow the Poisson probability distribution, with a mean rate of 15 per hour. It can be assumed that service times are exponentially distributed. With the present copying equipment, the average service time is 3 minutes. A
A facility management company has recently acquired a number of new commercial properties within the city of Greenfield. They are faced with the problem of hiring a number of oncall janitors, who are responsible for fixing emergency problems that arise at these different facilities. The question is
Plans are being made to open a small gas station in a central location in Springfield. The owner must decide how much space should be provided for waiting cars. This is an important decision because land prices are high. It is assumed that customers (cars) arrive according to a Poisson process with
A workstation has enough storage space to store three jobs in addition to the one being processed. Excess jobs are routed to another workstation, which is used solely to handle this overflow of jobs from the regular workstation. Jobs arrive to the regular workstation according to a Poisson process
Consider the description of problem 14.a. Identify an appropriate queuing model that adequately describes the queuing process.Use the corresponding formulae to determine: Pn , n = 0,1, 2, 3, ... , L, Lq, W, and Wq•b. Determine the fraction of time that the mechanic is busy.c. Determine the
A mechanic is responsible for keeping two machines in working order. The time until a working machine breaks down is exponentially distributed with a mean of 12 hours. The mechanic's repair time is exponentially distributed with a mean of 8 hours.a. Show that this queuing process is a
A telecommunications company receives customer calls at a rate of 25 per hour. The interarrival times are exponentially distributed. Each call requires an average of 20 minutes. The times for each call also follow an exponential distribution.a. What is the minimum number of customer service agents
A pharmaceutical company has formed a team to handle FDA applications for approval of new drugs. Requests for applications arrive at a rate of one every year. The arrivals follow a Poisson distribution. On average, the team processes an application in 9 months. The company estimates that the
Consider an M/M/2 model. Derive the following expressions by constructing the rate diagram and solving the balance equations.p = Al2p.Po=(1- P )/(1 + p)Pn = 2pnpo L = 2p/1- p2 Lq = 2p 3 / (1 - p2) = L - 2p(Hint: Look at the technique used to derive the corresponding results for the M/Mll queue in
A small machine shop consists of three sensitive machines that break down frequently but independently from each other. The company has two service technicians on standby to repair the machines as soon as they break down. For each fully functional machine, the breakdown rate is 0.1 times per hour,
A gas station has a single automated car wash. Cars arrive to the gas station according to a Poisson process with an average of 30 cars per hour. One third of the customers also want a car wash, so for every customer there is a 33.33 percent chance it desires a car wash. The mean service rate is 10
The mean service and arrival rates for a birth-and-death process describing a queuing system with two parallel servers are given in Table 6.7.a. Construct the corresponding rate diagram.b. Develop the balance equations and solve them to determine the stationary probabilities for finding n customers
Consider a birth-and-death process with mean birth rates and death rates, An and ILm shown in Table 6.6.a. Construct a rate diagram.b. Calculate the stationary probabilities for finding the process in state n, n = 0,1,2,3, . . ..c. If a queuing process with two identical servers fits this
A queuing process is modeled as a birth-and-death process with mean arrival rates Ao = 2, A) = 4, ~ = 3, .1..3 = 1, and Ii" = 0 for n > 3 and mean service rates ILl = 2, J.L2 = 4, IL3 = 1, IL4 = 1 and ILn = 0 otherwise.a. Construct a rate diagram.b. Develop the balance equations and solve them to
It has been concluded that a single-server queuing system with exponentially distributed service and interarrival times can be modeled as a birth-and-death process with statedependent mean service and arrival rates, ILn and Ii", respectively.f1 = {n for n = 0,1,2,3 n 0 otherwise I\. = {3 -n n 0a.
A small branch office of a local bank has two tellers for which customers line up in a single queue. The customers are being served on a first-come-first-served basis. It has been determined that the steady-state probability distribution for finding exactly n customers in the system, lPn, n = 0,1,2
Purchasing requests arrive to an agent at a rate of six per day. The time between arrivals is exponentially distributed. The agent typically requires 1 hour to process a request. The processing time is also exponentially distributed. Assuming 8-hour working days:a. What is the cycle time (the
A mechanic, Bob, requires on average 3 hours to complete a repair. Furthermore, the repair time closely follows an exponential distribution. Bob realizes that by hiring his nephew Bill as an assistant, he can reduce the average repair time to 2 hours. The repair time would still be exponential
Demonstrate that each of the following situations can be represented as a basic queuing process by identifying its components. How would you define the corresponding queuing system?a. The checkout stations in a supermarket.b. The tollbooth at a road-toll checkpoint.c. An auto shop or garage.d. An
An order-fulfillment process has demand for three order types during the next 4 weeks, as shown in Table 5.20. The assignment of activities to workers and processing time for each activity are shown in Table 5.21. All workers have 40 hours per week available to work on this process. Use the TOe
Use the theory of constraints and the data in Tables 5.18 and 5.19 to determine how many units of each job type should be completed per week in order to maximize profits. Consider that the availability is 5,500 minutes for resource R1 , 3,000 minutes for resource R2, and 8,000 minutes for resource
A process design team is analyzing the capacity of a process. The team has developed the flowchart in Figure 5.17. The numbers between parentheses indicate the processing times in minutes, and the labels above or below each activity indicate the resource type (i.e., R1 =resource 1). The process has
A reengineering team has studied a process and has developed the flowchart in Figure 5.16.The team also has determined that the expected waiting and processing times (in minutes)corresponding to each activity in the process are as shown in Table 5.17.a. Calculate the average cycle time for this
Nine people work in the process depicted in Figure 5.15.The numbers next to each activity are processing times in minutes. Table 5.16 shows the assignment of workers to activities.a. Calculate the capacity of the process in jobs per hour.b. Management is considering adding one worker to the
Consider the business process depicted in Figure 5.14 and the time values (in minutes) in Table 5.15. Use cycle time efficiency to compare this process with a redesigned version where the rework in activity G has been eliminated and activities D, E, and F have been merged into one with processing
Three teams (T1, T2, and T3) work in the process depicted in Figure 5.13, where the numbers in each activity indicate processing times in minutes. Calculate the capacity utilization of the process assuming that the throughput is one job per hour.
Assume that four resource types are needed to perform the activities in the process of Exercises 9 and 10.The resource type needed by each activity is shown in Table 5.14.a. Considering that there are two units of resource 1, two units of resource 2, three units of resource 3, and three units of
Assume that the processing times (in minutes) for the activities in Exercise 9 are estimated as shown in Table 5.13. Calculate the cycle time efficiency.
For the process flowchart in Figure 5.12, where the numbers between parentheses are the estimated activity times (in minutes), calculate the average cycle time.
For the process in Exercise 7, assume that the resources in Table 5.12 are needed in each activity Also assume that there are two units of R1, three units of R2, two units of R3, and two units ofR4.a. Calculate the theoretical process capacity and identify the bottleneck.b. If the actual throughput
Consider the process flowchart in Figure 5.11.
The process of designing and implementing a Web site for commercial use can be described as follows. First, the customer and the Web design team have an informational meeting for half a business day. If the first meeting is successful, the customer and the Web design team meet again for a full day
In Exercise 3, it is mentioned that at any given time, one can find 60 customers in the store.How often can the manager of the store expect that the entire group of 60 customers would be entirely replaced?
A branch office of the University Federal Credit Union processes 3,000 loan applications per year. On the average, loan applications are processed in 2 weeks. Assuming 50 weeks per year, how many loan applications can be found in the various stages of processing within the bank at any given time?
A Burger King processes on average 1,200 customers per day (over the course of 15 hours).At any given time, 60 customers are in the store. Customers may be waiting to place an order, placing an order, waiting for the order to be ready, eating, and so on. What is the average time that a customer
What is the relationship between work-in-process and the input and output rates over time?
Explain in your own words the different types of flows in a process.
A telecommunications company needs to schedule five repair jobs on a particular day in five locations. The repair times (including processing, transportation, and breaks) for these jobs have been estimated as shown in Table 4.24. Also, the customer service representatives have made due date
Time commitments have been made to process seven jobs on a given day, starting at 9:00 A.M.The manager of the process would like to find a processing sequence that minimizes the number of tardy jobs. The processing times and due dates are given in Table 4.23.
Consider the jobs in Table 4.22. Use Moore's Algorithm to find the sequence that minimizes the number of tardy jobs. Assume that processing can start at time zero.
Suppose the jobs in Table 4.21 must be processed at a single facility. (All times are given in minutes.) Assume that processing starts after the last job arrives, that is at time 20.Compare the performance of each of the following scheduling rules according to the average weighted tardiness,
Longform Credit receives an average of 1,200 credit applications per day. Longform's advertising touts its efficiency in responding to all applications within hours. Daily application-processing activities, average times, and required preceding activities (activities that must be completed before
A business process has a market demand of 35 jobs per day. A working day consists of 490 minutes, and the process activity times do not exhibit significant amounts of variation. A reengineering team would like to apply the line-balancing technique to assign activities to workstations. The activity
A process manager wants to assign activities to workstations as efficiently as possible and achieve an hourly output rate of four jobs. The department uses a working time of 56 minutes per hour. Assign the activities shown in Table 4.18 (times are in minutes) to workstations using the "most
A process consists of eight activities. The activity times and precedence relationships are given in Table 4.17. The process must be capable of satisfying a market demand of 50 jobs per day in a 400-minute working day. Use the longest activity time rule to design a process line. Does the line
Sola Communications has redesigned one of its core business processes. Processing times are not expected to vary significantly, so management wants to use the line-balancing approach to assign activities to workstations. The process has 11 activities, and the market demand is to process 4 jobs per
Calculate the efficiency of the line-balancing solution depicted in Figure 4.17.
A scientific journal uses the following process to handle submissions for publication.• The authors send the manuscript to the Journal Editorial Office (JEO).• The JEO sends a letter to the authors to acknowledge receipt of the manuscript. The JEO also sends a copy of the manuscript to the
A firm with four departments has the load matrix shown in Table 4.15 and the current layout shown. in Figure 4.22.
A department within an insurance company is considering the layout for a redesigned process. A computer simulation was built to estimate the traffic from each pair of offices.The load matrix in Table 4.14 summarizes the daily traffic.a. If other factors are equal, which two offices should be
Develop a flowchart for the claims-handling process in Section 1.2.2 of Chapter l.
Develop a process activity chart for the IBM Credit example in Section 1.1.2 of Chapter 1.
Develop a general process chart for the receiving and delivering process in Exercise 2 of Chapter 1.
Develop a general process chart for the requisition process in Exercise 1 of Chapter 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, marketing, and
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
pes and the Productivity Paradox (adapted from Goldsborough, 1998)-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
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 total quality management 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 aI., 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 ofthe 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 quality-management 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 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 opinion
On June 3,2000, Toronto Pearson Airport implemented a new process to connect international flights (for example, those arriving from Europe) and United States-bound flights.The new process was described on Connection Information Cards that were made available to arriving passengers. The card
Environmental Computer Models (adapted from Harbour, 1994)-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.
HospitalAdministrative Processes (adapted from Harbour, 1994)--A director of administration for a large hospital complex receives some disturbing news. A recent auditor's report states that 28 percent of all hospital costs are related to administrative costs. The director is determined to lower
Receiving and Delivery Process (adapted from Harbour, 1994)--The company in exercise 1 has a large manufacturing complex that is spread over a large area. You are assigned to study the receiving-and-delivery subprocess in order to make recommendations to the senior manager for streamlining the
Requisition Process (adapted from Harbour, 1994)--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
In the oil industry, project teams are increasingly using virtual reality and visualisation models of offshore structures that allow them to check out not only the original design but any modifications that have to be made during construction.a) Why do you think a realistic picture of a completed
The table below shows the planned time and budget for a legal consulting project being developed for a client in Copenhagen, Denmark. Complete an earned value analysis (EVA)for the project based at the end of month 4, given that only activities A, B and C have actually been completed and spending
Examine this simple domestic project: starting at 6.00 a.m., to make breakfast in bed consisting of a boiled egg, toast and orange juice, using the minimum staff resources and time, and to a high quality (egg freshly boiled, warm toast, etc.). The activities involved in the project, resources and

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Operations And Process Management 6th Edition Nigel Slack, Alistair Brandon-Jones - Solutions

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