Case Study 2: Improving Operations at PolyCan Health Center: An Analysis of Process Capacity Management & Hiring Decisions The PolyCan Health Center at Simon Fraser University operates with the following process flow. Patients arriving at the center are first required to undergo an initial check-in process. After check-in, the patient is then required to wait for a triage nurse who will measure their vital signs, including blood pressure and heart rate. Once the triage nurse is finished, the patient is seen by a doctor before they leave the center. You are hired as an Operations Analyst by PolyCan Health Center to understand their existing process framework and to identify potential improvernents. You have been provided with the dataset \"Patient Timestamps.lse to understand how the system works. The data codebook is given in the Table below. DESCRIPTION Aunique identifier for each patient (e.g. PO01, P0023). The timestamp indicating when the patient first arrives at the facility. This marks the beginning of their visit. The timestamp representing when the check-in process is completed. The difference between this and the \"Arrival Time' gives the duration of the check-in process. Triage Completion Time The timestamp indicating when the triage assessment is completed by the nurse. The difference between this and the \"Check-in Time\" provides the duration of the triage process. Time The timestamp when the patient finishes their visit with the doctor and leaves the center. The difference between this and the ~ Triage Carnpletion Time measures the time spent during the doctor visit. Please perform the following tasks: a) Using the data provided, calculate the average processing times for each step: Check- in, Triage, and Doctor visit. Use excel to calculate the averages, then provide a process flow chart denoting the resource and the processing time of each station on PDF. Case Study 1: Balancing the Camping Gear Shop hiring/purchasing new resources You've joined the operations team at CampGear Co., a fast-growing outdoor You've just launched a new product: \"Survival Starter Kits". The kits are popular sells 500 kits/month. Station Task Description Re Unit (min Fold (Lmin) and prep the rugged outer box (Lmin) + 4 insert cardboard stabilizer (2min.s) Insert 8 survival items (fire starter, compass, ete.) (0.25 min/ltem) and check expiry dates manually 10 (L min/item) Add user manual, OR code flyer (imin), and pack with 5 paper filler (4 min) Ti branded rope around the kit (1 min) and attach a 6 hand-written thank-you tag (5 min) But you want to show off with your operations knowledge. You know you can imp process significantly. You may shift, eliminate, simplify the tasks, rearrange the t create parallel work just be clear about what each person does. You cannot hi personnel or purchase new equipment. Assuming that the operations team works 20 days/month, 10 hours/day: a) Draw the process flow chart of the old system, calculate the utilizations ol resource. What does these utilizations tell us about the system? (PDF) b) List all your recommendations (at least two, no upper limit), classify your recommendations as one of the four options: add, shift, simplify, eliminat c) Draw the new process flow chart after your recommendations. Calculate t b) Identify the bottleneck process. How do we know it was the bottleneck? (PDF) c) Calculate the processing time of the system. Show your working. (PDF) d) Calculate the capacity of the process. (PDF) e) Determine the process flow time a patient through the PolyCan Health Center. (PDF) ft) Recommend a solution to improve the process, show whether your recommendation is better than the existing system by comparing the productivity of the old & new systems. For the potential Improvements you can use any or all the following data. Average hourly registered nurse wage In BC: $52/hour Average doctor salary In BC: $240000/year Revenue per patient: $90 PolyCan operates for 8 hours/day, 250 days/year. Each day PolyCan receives on average 10 calls asking for an appointment and 20 patients arrive for walk-In services. The walk-In patients can be turned-down when there Is no capacity, however, patients with appointments are served even during after- hours