flexibilty and reasonable interpretation
First- keep in mind that exercises of this sort require a certain flexibilty and reasonable interpretation on your part. As you’ll see, you’ll never have a complete set of information for these problems- so make the assumptions you need and go from there. Alternatively, however, you’ll also find that you may have too much information- i.e. information that is not directly related to this exercise but could be useful in a more detailed process analysis.
1. On June 3, 2010, Toronto Pearson Airport implemented a new process to connect interna¬tional flights (for example, those arriving from Europe) and United States-bound flights. The new process was described on Connection Information Cards that were made avail¬able to arriving passengers. The card outlined the following nine steps for an “easy and worry-free connection”:
1. Complete Canadian and U.S. forms during the flight.
2. Proceed through Canada Immigration/Customs.
3. Follow signage upstairs to Baggage Claim and pick up your bags.
4. Hand Canada customs card to the customs officer; follow sign for connecting
customers.
5. Proceed to the connecting baggage drop-off belt and place your bags on the belt.
6. A frequent shuttle bus to Terminal 2 leaves from the departure level (upstairs).
7. Disembark at U.S. Departures; proceed to the carousel behind U.S. check-in counters
(“Connecting to U.S.A.”) and pick up your bags.
8. Proceed through U.S. Customs and Immigration.
9. Leave your bags on the baggage belt before going through security to your gate.
Create a process activity diagram for this process estimating the amount of time required for each activity.
2. Let’s look at a modified x-ray process. In this case, it works like this:
A patient leaves the physician’s office and walks to the X-ray lab. Meanwhile, the X-ray request travels to the X-ray lab by a messenger. An X-ray technician fills out a standard form based on the information supplied by the physician. The lab receptionist receives insurance information from the patient, then prepares and signs a claim form, and sends it to the insurer. The patient undresses in preparation for the X-rays and then a lab technician takes the X-rays. A darkroom technician develops the X-rays and a lab technician checks them for clarity.
The patient puts on clothes and gets ready to leave the lab. If an X-ray isn’t satisfactory, the relevant activities are repeated. (On average. 75% of X-rays are found satisfactory the first time around, while 25% require one retake; virtually no case requires more than two takes.)
The patient walks back to the physician’s office while the X-rays are transferred to the physician by a messenger. Ultimately, both the patient and the X-rays arrive at the physician’s office.
An analysis of the process yielded the following data:
• It takes 7 minutes for the patient to walk to the lab
• It takes 20 minutes for the request to reach the lab
• It takes 6 minutes for the tech to fill out the form
• It takes 5 minutes for the receptionist to process the claims form
• It takes 3 minutes for the patient to undress
• It takes 6 minutes to take the X-rays
• It takes 12 minutes to develop the X-rays
• It takes 2 minutes to review the X-rays
• It takes 3 minutes for the patient to put clothes back on
• It takes 7 minutes for the patient to walk back to the physician’s office
• It takes 20 minutes for the X-rays to arrive at the physician’s office
Create one process activity chart for each “activity path” through the process. Each activity path represents a direct sequence of activities from start to finish. For each path, determine the total time required. Since certain activities are repeated 25% of the time, the average number of “visits” to these activities is 1.25 visits per X-ray process. So- multiply the relevant times by 1.25 to get average process activity time.
3. Environmental Computer Modeling- Create a BPMN diagram of the process.
An environmental com¬pany 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 computer models is a fairly complex process. First, numerous water wells are drilled in an area. Then probes are lowered into each well at various depths. From instruments attached to the probes, a num¬ber of recordings are made. Field technicians, who record the data on paper forms, do this. The data consist mostly of long lists of numbers. Back in the office, a data-entry clerk enters the numbers into a computer. The clerk typically enters hundreds of numbers at a time. The entered data are then used to develop the computer models.
Recently, the company has experienced problems with data quality. Numerous data entry errors have resulted in the generation of inaccurate models. When this occurs the firm has decided that someone must carefully review the entered data. When incorrect numbers are identified, they are reentered and another model is generated. This rework process often must be repeated more than once.
4. Expense reimbursement process: Map the process using BPMN.
This process provides for reimbursement of expenses incurred by employees for the company. Examples include buying a technical book, office supplies or software. In a normal day there are several hundred instances of this process created.
After an Expense Report is received, a new account must be created if the employee doesn’t already have one.
Next, the report is reviewed for automatic approval of amounts under $200. Amounts of $200 or more require approval of the supervisor. In case of rejection, the employee receives an email rejection notice. The reimbursement goes to the employee’s direct deposit bank account. If no resolution has occurred within 7 days, the employee receives an approval in progress email. If the request is not finished within 30 days, the process is cancelled, the employee receives an email cancellation notice and must re-submit the expense report.
5. This is the classic IBM credit approval process from the 1990s. Create a BPMN diagram for this process.
1. Field sales personnel called in requests for financing to a group of 14 people
2. The person taking the call logged information on a piece of paper
3. The paper was taken upstairs to the credit department
4. A specialist first entered the information into a computer system and then performed a credit check.
5. The results of the credit check were written on a piece of paper and sent to the business practices department with the request document
6. At the business practices department standard loan contracts were modified to meet customer requirements and the results were printed out
7. The request documents were then sent to a “pricer,” where an interest rate was determined.
8. The interest rate was written on a piece of paper and all the documents were sent to the clerical group
9. A quote was developed using the documents
10. The quote was sent to field sales via FedEx
6. 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 editor-in-chief (EIC).
• The EIC selects an associate editor (AE) to be responsible for handling the manuscript and notifies the JEO.
• The JEO sends a copy of the manuscript to the AE.
• After reading the manuscript, the AE selects two referees who have agreed to review the paper. The AE then notifies the JEO.
• The JEO sends copies of the manuscript to the referees.
• The referees review the manuscript and send their reports to the JEO.
• The JEO forwards the referee reports to the appropriate AE.
• After reading the referee reviews, the AE decides whether the manuscript should be rejected, accepted, or revised. The decision is communicated to the JEO.
• If the manuscript is rejected, the JEO sends a letter to the authors thanking them for the submission (and wishing them good luck getting the manuscript published somewhere else!).
• If the manuscript is accepted, the JEO forwards the manuscript to production. The JEO also notifies the authors and the EIC.
• If the manuscript needs revisions, the JEO forwards the referee reviews to the authors.
• The authors revise the manuscript following the recommendations outlined in the ref¬eree reports. The authors then resubmit the manuscript to the JEO.
• The JEO sends a resubmission directly to the responsible AE.
• After reading a resubmitted manuscript, the AE decides whether the revised version can now be accepted or needs to be sent to the referees for further review.
Create a swim-lane diagram of this process.
7. Create a process flowchart for the x-ray process presented in question 2 above considering that on average, 75% of X-rays are found satisfactory the first time around, while 25% require one retake; virtually no case requires more than two takes. so we can discount this possibility.
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A last look at process flow- this time we’ll see simple scenarios with more than one flow path…
1. Consider the following process flow chart:
The estimated waiting and processing time for each activity are as follows:
a) Calculate the average cycle time for this process.
b) Calculate the cycle time efficiency.
Now assume that the following resources are needed for each activity:
Assume also that there are two units of R1, three units of R2, two units of R3, and two units of R4.
c) Calculate the theoretical process capacity and identify the bottleneck.
d) If the actual throughput is 6 jobs per hour, what is the capacity utilization?
2. Consider the process shown below and the time values in the table. Use cycle time efficiency to compare this process with a redesigned version. In the new version, the rework loop in activity G has been eliminated and activities D, E, and F have been consolidated into one activity with a processing time of 10 minutes and zero wait time.
3. Three teams (T1, T2, and T3) work in the process below 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.
4. Nine people work in the process depicted below. The numbers next to each activity represent the processing time in minutes. The table 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 process, but this would increase the operational cost by $23/hour. Management knows that increasing the process capacity by one job/hour adds $30/hour to the bottom line. Based on this information, would you recommend adding a worker, and if so, with whom should the new worker work?
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