EBK OM
6th Edition
ISBN: 9781305888210
Author: Collier
Publisher: YUZU
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Chapter 17, Problem 9PA
Summary Introduction
Interpretation: The CT scan process of the hospital is to be depicted in a flowchart. The Lean principles to be followed to reduce throughput time is to be suggested based on the value added and non-value-added tasks.
Concept Introduction: Lean process is a method that aims to reduce waste and improve efficiency. It focuses on effectively providing value to the customers by improving the products and services delivered.
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Bayside General Hospital is trying to streamline its operations. A problem-solving group consisting of a nurse, a technician, a doctor, an administrator, and a patient is examining outpatient procedures in an effort to speed up the process and make it more cost-effective. Listed here are the steps that a typical patient follows for diagnostic imaging:
• Patient enters main hospital entrance
• Patient takes a number and waits to be called to registration desk
• Patient registers
• Patient is taken to diagnostic imaging department
• Patient registers at diagnostic imaging reception
• Patient sits in department waiting area until dressing area clears
• Patient changes in dressing area
• Patient waits in dressing area
• Patient is taken to exam room
• Exam is performed
• Patient is taken to dressing area
• Patient dresses
• Patient leaves
1. Create a service blueprint of the procedure and identify opportunities for improvement.
2. Describe what elements of a servicescape would make this…
Bayside General Hospital is trying to streamline its operations. A problem-solving group consisting of a nurse, a technician, a doctor, an administrator, and a patient is examining outpatient procedures in an effort to speed up the process and make it more cost-effective. Listed here are the steps that a typical patient follows for diagnostic imaging:
Patient enters main hospital entrance
Patient takes a number and waits to be called to registration desk
Patient registers
Patient is taken to diagnostic imaging department
Patient registers at diagnostic imaging reception
Patient sits in department waiting area until dressing area clears
Patient changes in dressing area
Patient waits in dressing area
Patient is taken to exam room
Exam is performed
Patient is taken to dressing area
Patient dresses
Patient leaves
Create a service blueprint of the procedure and identify opportunities for improvement.
Describe what elements of a servicescape would make this…
In the welding operations of a bicycle manufacturer, a bike frame has a flow time of about 11.5 hours. The time in the welding operation is spent as follows: 2 hours waiting in front of the cutting machine for the batch to start, 2 hours waiting for the setup of the machine, 1 hour waiting for the other pieces of the batch to go through cutting, 1 minute at the cutting machine, and 3 hours waiting for the transfer to the welding machine. Then, at the welding machine, the unit spends 1 hour waiting in front of the welding machine for the batch to start, 1 hour waiting for the setup of the welding machine, 0.5 hour waiting for the other pieces of the batch to go through welding, 0.5 minute at the welding machine, and 1 hour waiting for the transfer to the next department.
Determine the exact flow time. What is the value-added percentage of the flow time?(round percentage answer to 4 decimal places.)
answer:_______percent
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