Embed Size (px)
Citation preview
Figure 2.1: Example of a procedure in an interventional radiology unit
Ideal Scenario for a patient (first patient, no waiting times)
Figure 2.2: Gantt chart summarizing the activities for interventional radiology
7:45 8:00 8:15 8:30 8:45 9:00 9:15 9:30 9:45 10:00
Registration
Initial consultation
Preparation of room
Preparation of patient
Procedure
Remove equipment
Recovery
Consultation
Activity taking place in angiography suite
Time
12:30 12:45 13:00 13:15 13:30 13:45 14:00 14:15 14:30 14:45 15:00
Figure 2.3: Gantt chart summarizing the activities for a patient arriving at 12:30
Registration
Initial consultation
Preparation of room
Preparation of patient
Procedure
Remove equipment
Recovery
Consultation
Patient waits Activity taking place in angiography suite
Time
7:00 8:00 9:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00
Figure 2.4: Time patient spent in the interventional radiology unit (for patients treated in main room only), including room preparation time
Patient wait
Room preparedbefore patient arrives
Patient 9
Patient 8
Patient 6
Patient 5
Patient 4
Patient 1 Activity taking place in angiography suite Time
7:00 8:00 9:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00
Figure 2.5.: Usage of the main room
Patient 1 Patient 4 Patient 6 Patient 8 Patient 9
Time
InputsOutputs
GoodsServices
Resources Labor & Capital
Process
GoodsServices
Resources Labor & Capital
Figure 2.6: The Process View of an Organization
Flow units(raw material, customers)
7:00 8:00 9:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00
Figure 2.7: Cumulative In-flow and Out-flow
11
10
9
8
7
6
5
4
3
2
1
0
Flow Time
Inventory
Inventory=Cumulative Inflow – Cumulative Outflow
Cumulative Inflow
Cumulative Outflow
Time
Patients
0
1
2
3
4
5
6
7
8
9
10
0% 10% 20% 30% 40% 50%
Gross Margin (%)
Inve
nto
ry T
urn
s
Figure 2.8.: Relationship between Inventory Turns and Gross Margins
Retailer A
Retailer B
Time
CumulativeNumber of patients
1.5 Patients
Figure 2.9: Pipeline Inventory
7:00 8:00 9:00 10:00
1.5 hours
11:00 12:00
7
6
5
4
3
2
1
0
200
400
600
800
1000
1200
1400
Time
Tons of Beets
Inventory
Total Beets Received(In 000’s)
Total Beets Processed
Figure 2.10: Seasonal inventory - Sugar
End of Harvest
Inventory
Days
New shipment arrives
Figure 2.11: Cycle Inventory
024
68
101214
161820
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
0
200
400
600
800
1000
1200
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29
Cumulative Inflow and outflow
Days of the month
Figure 2.12: Safety inventory at a blood bank
Safety inventory
Cumulativeinflow
Cumulativeoutflow
Job Shop
Batch Process
Worker-paced line
Machine-paced line
Continuous process
Low Volume(unique)
Medium Volume(high variety)
High Volume(lower variety)
Very high volume(standardized)
Utilization of fixed capitalgenerally too low
Unit variable costsgenerally too high
Commercial Printer
Apparel Production
High volumeAuto assembly
Oil refinery
Figure 2.14: Product-Process Matrix (Hayes and Wheelwright)
Low volumeAuto Assembly
