Unlock document.
This document is partially blurred.
Unlock all pages and 1 million more documents.
Get Access
Chapter 06 - Process-Flow Analysis
Chapter 6
Process-Flow Analysis
Teaching Notes
This chapter deals with analyzing and improving process flows, including the flows of
customers in service operations, materials in manufacturing, and information in many types of
processes. This chapter includes important concepts in operations and supply chain
management, since process flow analysis is at the core of organizational processes in all
functional areas. Process flow analysis is one of the most fundamental ways to improve the
efficiency and effectiveness of most operations and, more generally, most processes.
In teaching this chapter, the basic ideas of systems thinking and tracing process flows
through the use of flow-process charts are outlined. This is supplemented by process concepts
and measurements such as capacity, throughput, flow rate, inventory, bottlenecks, and Little’s
Law. We emphasize the notion that customer, materials, and information flows should be
analyzed together in most operations. Presentation of Service Blueprinting for services is
included, and applications of the principles of process-flow analysis in process redesign
(Business Process Reengineering, BPR) are discussed.
Answers to Questions
1. a. A college provides a multitude of services. The primary service of a college is
providing information, through courses, to the students. Primary process flows
2. The process view allows an organization to analyze the sequence of processes or steps
used in converting inputs into outputs. Since processes can include a variety of
6-2
3. Little’s Law says the average number of items in a system is the multiplied product of the
average flow rate into the system and the average length of time an item spends in the
system.
4. A bottleneck is a resource that limits the capacity of the entire system. The bottleneck is
identified by finding the minimum of the capacity of all resources required in the process.
5. The flow rate of a system cannot be more than the minimum of capacity, demand, and
6. The primarily problem is convincing people to change or abandon their current
7. To identify the components of the system that will be affected by improvements. To be
8. Answers will vary depending upon the student’s sources.
9. Service blueprinting is one form of process flowcharting (or process mapping). It is
specific to businesses that produce services (rather than goods). Service blueprinting will
Chapter 06 - Process-Flow Analysis
6-3
Answers to Problems
1. a. I = T x R = 6 X 10 = 60 claims in the system on average
2. a. The capacity of the system = minimum (1000, 800, 1200) = 800 checks per hour.
3. a. The capacity of the receptionist is 4 minutes per customer or 15 customers per hour.
The capacity of each stylist is 25 minutes per customer or 60/25 customers per hour.
4. a. The capacity of each resource is as follows:
Judy’s assistant takes 7 minutes per customer total and can handle 60/7 = 8.57 customers
per hour.
5. In this problem the kitchen and the bar operate in parallel, so this is considered below.
a. The capacity of each resource is as follows:
Chapter 06 - Process-Flow Analysis
Each chef takes 16 minutes per order and can handle 60/16 = 3.75 orders per hour. There
are 4 chefs so the kitchen can handle 4 X 3.75 = 15 orders per hour.
The bartender takes 3 minutes and can handle 20 orders per hour.
($6) the total cost is $21.15 average cost per order.
e. The assumptions are that each resources can be fully utilized as outlined in the
problem, with no worker breaks, no kitchen downtime, and no missing ingredients. It
6. a. The capacity of the system is the minimum of the capacities of the resources, since
large and small tables have the same capacities. The minimum capacity resource is 8
tables per hour and the process for making tops is the bottleneck.
b. The throughput times (in minutes) are as follows:
7. Answers will vary depending upon the student’s responses.
9. Address the following questions for each process map: What? (Could payment be
automated?) Who? (Can someone else pay your bills? Probably best to do it yourself!)
Where? (Do you have secure Internet access for paying bills online?) When? (Are you
certain all bills are paid on time?) How? (Is there a better way to pay your bills?)
10. a. Preparing yourself for a job interview:
O → D Alarm sounds.
Chapter 06 - Process-Flow Analysis
6-6
O → D Walk to kitchen.
O → D Eat breakfast.
O → D Gather phone and interview materials.
11. Preparing yourself for a job interview:
What: Arrive at interview, appearing presentable, with the proper materials.
Chapter 06 - Process-Flow Analysis
6-7
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
Who: Myself.
When: To reach the library at the shortest possible time and be able to finish studying
before I need to do other things.
How: Always put items in their designated places so that it is easy to locate materials to
bring to the library. Know the bus schedule so that time spent waiting for the bus
can be minimized.
12........a. Service Blueprint for Pizza delivery
Customer
Customer
calls to
order
Customer
receives and
pays
prepared
Provides
information
Chapter 06 - Process-Flow Analysis
b. Service Blueprint for Automobile repair
Customer
13........a. Pizza Delivery
What: Customers want fast delivery, a complete order, and a quality product. If the sales
person is trained to be a good listener to customer’s orders, this might improve service
and quality. Also if the delivery person has more experience in driving that will improve
Customer
Customer
Provides
Brings the car
Chapter 06 - Process-Flow Analysis
6-9
b. Automobile Repair
What: Customers need timely repair at a reasonable price. Assure customers that repair
