Several existing problems precipitated the creation of the triage system implemented by Kathryn Angell in an effort to deliver improved medical care. The main problem was a lack of coordination in service delivery. This lack of coordination caused excessive wait times on the order of anywhere from 23 to 40 minutes to see a nurse‚ 40 to 50 minutes to see a doctor‚ and as long as 55 minutes to get a prescription filled. The practice of all nurses being involved initially in seeing all patients caused
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Analysis l i &C Capacity it Planning ~ Flow Diagram ~ Bottleneck Analysis ~ Little’s Law ~ Utilization Profile ~ Inventory Build-Up diagram ~ Analysis of Possible Investments 1 Dry berries bbl/hr Trucks in Queue Wet berries bbl/hr Kiwanee Dumpers C= U= Bins 1-16 storage = C= Bins 17-27 storage = Destoners U= Dechaffers C= U= Dryers C= U= Separators C= U= Bulk and Bag 2 1 4/3/2012 Operations Management Capacity and Utilization Analysis Operation Capacity Utilization Dumpers 1 truck/7
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success factors for Sara Lee’s various industries are distribution‚ low cost‚ capacity utilization‚ brand recognition‚ and product differentiation. Distribution is the most important because Sara Lee is widely globalized corporation‚ good distribution is necessary to remain competitive. Low cost is vital when competing in foreign markets against local and regional competitors with fewer costs. Higher capacity utilization will lead to improvement in economies of scale. Brand recognition allows companies
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with the highest processing time (#3) (b) Capacity = 1 / 90 sec = 40 units per hour (c) Direct labor cost = Labor cost per hour / flow rate = 9*$15/h / 40 trucks per hour = $3.38/truck (d) Direct labor cost in work cell= (75+85+90+65+70+55+80+65+80) sec/truck * $15/hr = $2.77/truck (e) Utilization = flow rate / capacity 85 sec / 90 sec = 94.4% (f) (g) Capacity = 1 / 145 units/second = 24.83 toy--‐trucks per hour Q4.4. 12 tasks to 4 workers (a) (a) Capacity = 1 / 85 sec = 42.35 units per hour (b)
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1) Calculation of Labour Utilization: No. of total employees = 22 No. of assistant supervisors = 4 Time used by assistant supervisors for production process = 100% -10% = 90% Therefore‚ the total available labour = 18 + 0.9*4 = 21.6 Maximum labour hours/ month = No. of days*labour hrs available/day*total available labour = 20*8*21.6 = 3456 hrs Actual labour hours used = 1531.7 hrs Capacity Utilization = Actual labour hours used/ Maximum labour hours available = (1531.7/3456) * 100 = 44
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situation. Currently‚ the company’s capacity isn’t matching its demand requirements. Heidelberg presses are using 100% capacity (consult Exhibit 1 to get every activity capacity utilization)‚ making Printing activity the bottleneck. Bottleneck slows down the subsequent activities because it can only produce 9.326.913 pieces per month‚ limiting the inputs available for the Die-Cut center. As the company faces an increasing demand and an expansion of its business the capacity constraint is a challenge. It’s
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$2 million. I will add the one-time installation and programming cost to the acquisition cost of the machine since these costs are required in order to get the machine ready for use. I will calculate depreciation based on the machine’s practical capacity over its estimated life‚ instead of double declining method. It seems that the use of
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Customer Offer Fresh and Fast: Quality: • Fast production and delivery on leading styles • Limited quantities for each style (scarcity) • Medium raw material‚ poor knit‚ grand look • Highly fashionable items at low price Offers Cost: Flexibility • Low monetary cost • Low time cost • Limited variety and choices • Customer’s participation in determining the next batch ZARA’S PRODUCT LIFE CYCLE TYPICAL PRODUCT LIFE CYCLE • Sales decreases as the product moves
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hour for each step per hour. This is based off of the amount of time it takes for each step to process 1‚000 samples. Initially‚ the table indicates that the Testing process takes the longest; however‚ to find the bottlenecks and the available capacities we must also consider the amount of workers we have to conduct each step. The second half of the efficiency spreadsheet shows each step converted into the total amount of samples that can be processed for each step utilizing the
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started to answer the guideline questions. We computed the current capacity utilization in the work centres‚ and then we found the capacity in pieces of the die-cut work centres‚ in the different ganging choices (no gangins‚ ganging pairs of orders or ganging all of the orders). After this we had to focus on the differences between partialed and non-partialed orders of the Royal/Queen work centres so we could analyze the changes in capacity. Concerning the Fold&Glue department‚ Bayonne Inc. can choose
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