Part a
Customer Places Order
Attendant Takes the Order 30 40
Attendant Gathers Food 30 120
Attendant Takes the Money 30 40
Customer Receives Food
Part b
Customer Places Order
Attendant Takes the Order 30 40
Customer Receives Food
One Attendant Gathers Food While
Other Attendant Takes the Money
30
120
Process Step
Minimum
Cycle Time
(Seconds)
Longest
Cycle Time
(Seconds)
Process Step
Minimum
Cycle Time
(Seconds)
Longest
Cycle Time
(Seconds)
Attendant
Takes the
Order
Customer
Receives
Food
Customer
Places Order
Attendant
Gathers and
Bags the Order
Attendant
Takes the
Money
Attendant (1)
Takes the Order Customer
Receives Food
Customer
Places Order
Attendant (2)
Gathers and
Bags the Order
Attendant (1)
Takes the Money
a.)
Customer is
Advised of
Final Decision
YES
NO
Agent Corrects
Forms with
Customer
(5 – 30 Minutes)
Need
Initials YES
NO
Customer is
Mailed New
Forms and
Mails Them
back
(5 – 7 Days)
Loan Officers
Process Loan
(2 – 3 Days)
Batch Waits
for Monday
(0 – 5 Days)
Application
waits 1 to 2
days
Error
on
Form?
Customer
downloads,
completes &
submits form
(3-5 days)
b.)
a.)
2012 $4,790,000 $200,000 $50,000 $23.95 $95.80 $19.16
Part (d): Productivity
(Sales/Total $)
YEAR
TOTAL
SALES
PHONE REP
COSTS
WEB SITE
COSTS
Part (a): Productivity
(Sales/Phone Rep $)
Part (b):Productivity
(Sales/Web Site $)
2013 $5,750,000 $210,000 $65,000 $27.38 $88.46 $20.91
2014 $6,900,000 $221,000 $85,000 $31.22 $81.18 $22.55
2015 $8,280,000 $230,000 $110,000 $36.00 $75.27 $24.35
2016 $9,930,000 $245,000 $145,000 $40.53 $68.48 $25.46
ACTUAL TIME REQUIRED
STANDARD TIME TO
a.)
b.)
Standard Time
Standard Time
Actual Time Taken to
Actual Time Taken to
a.)
PERCENT
VALUE-
ADDED TIME
RIDE
AVERAGE
WAITING TIME
LENGTH
OF RIDE
TOTAL
PROCESS
TIME
RIDE
AVERAGE
WAITING TIME
LENGTH
OF RIDE
TOTAL
PROCESS
TIME
PERCENT
VALUE-
ADDED TIME
Part a
Process Step Minutes Value-Added?
Part b
Process Step Minutes Value-Added?
Dealer sends
Order
Electronically
Worker Picks
Order
In
Stock?
Clerk notifies
dealer and
passes order on
to plant
Inspector
Checks
Order
Transport Firm
Delivers Order
Dealer
Receives
Order
YES
NO
<— NOTE: The percent value added will
satisfaction would increase dramatically as the number of orders lost would be almost zero and
1. It is not clear who or what organization is responsible for the entire process, and this is a key issue in many
healthcare settings. One might argue that it is the general practitioner, but can he or she really monitor
everything that is being done by specialists or hospital? Other s might argue that the patient is responsible, but
2. In general, routine activities, such as scheduling appointments, ordering medical equipment, and
forwarding medical records to required parties should be standardized to improve efficiency and eliminate
3. Applying the Six Sigma process, I would first want to understand, via the “Define” stage, the scope of the