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    HW2

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    Matteo Bonadies
    The document summarizes the responses to several questions regarding operations management problems and exercises: [1] It compares the flow times of Deliveroo and Just Eat using their financial statements and finds that Deliveroo has a slightly shorter average flow time. [2] It calculates the average time a patient spends in an emergency room, the number of patients being examined, and the total number of patients based on data provided about the ER process. [3] It performs similar calculations for a proposed triage system in the ER and finds that the average time spent decreases slightly. [4] It analyzes the cash flow performance of a company in 2011 vs. 2012 based on income statements and

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    HW2

    Uploaded by

    Matteo Bonadies
    337 views8 pages
    The document summarizes the responses to several questions regarding operations management problems and exercises: [1] It compares the flow times of Deliveroo and Just Eat using their financial statements and finds that Deliveroo has a slightly shorter average flow time. [2] It calculates the average time a patient spends in an emergency room, the number of patients being examined, and the total number of patients based on data provided about the ER process. [3] It performs similar calculations for a proposed triage system in the ER and finds that the average time spent decreases slightly. [4] It analyzes the cash flow performance of a company in 2011 vs. 2012 based on income statements and

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    The document summarizes the responses to several questions regarding operations management problems and exercises: [1] It compares the flow times of Deliveroo and Just Eat using their financial statements and finds that Deliveroo has a slightly shorter average flow time. [2] It calculates the average time a patient spends in an emergency room, the number of patients being examined, and the total number of patients based on data provided about the ER process. [3] It performs similar calculations for a proposed triage system in the ER and finds that the average time spent decreases slightly. [4] It analyzes the cash flow performance of a company in 2011 vs. 2012 based on income statements and

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    337 views8 pages

    HW2

    Uploaded by

    Matteo Bonadies
    The document summarizes the responses to several questions regarding operations management problems and exercises: [1] It compares the flow times of Deliveroo and Just Eat using their financial statements and finds that Deliveroo has a slightly shorter average flow time. [2] It calculates the average time a patient spends in an emergency room, the number of patients being examined, and the total number of patients based on data provided about the ER process. [3] It performs similar calculations for a proposed triage system in the ER and finds that the average time spent decreases slightly. [4] It analyzes the cash flow performance of a company in 2011 vs. 2012 based on income statements and

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    HW2 – Matteo Bonadies - 2019952564

    Q1. For the two companies of your choice in Problem Set 1, compare their flow times by
    considering their income statement and balance sheet.

    DELIVEROO

    Revenues/account and notes receivable (2017) = 14,07


    Average time = 365/14,07=25,94
    SOURCE: https://craft.co/deliveroo
    JUST EAT (unable to find Glovo Financial Statement)
    Revenues/account and notes receivable (2018) = 358.4/ 24.7 = 14,5
    Average time = 365/14,5=25,17
    Source: https://www.justeatplc.com/investors/results-reports

    Q2. Ch3 Exercise 3.4


    A hospital emergency room (ER) is currently organized so that all patients register through
    an initial check-in process. At his or her turn, each patient is seen by a doctor and then
    exits the process, either with a prescription or with admission to the hospital. Currently, 55
    people per hour arrive at the ER, 10 percent of who are admitted to the hospital. On
    average, 7 people are waiting to be registered and 34 are registered and waiting to see a
    doctor. The registration process takes, on average, 2 minutes per patient. Among patients
    who receive prescriptions, average time spent with a doctor is 5 minutes. Among those
    admitted to the hospital, average time is 30 minutes.
    On average, how long does a patient spend in the ER?
    On average, how many patients are being examined by doctors?
    On average, how many patients are there in the ER?
    Assume the process to be stable; that is, average inflow rate equals average outflow rate.

    Waiting time in buffer = 7/55 hr = 0.127 hour = 7.6 minutes.


    Average inventory in registration = (55*2)/60= 1.83 people
    Waiting time in buffer= 34/55 hr = 0.62 hour = 37.1 minutes.
    Doctor time: 0.9*5+0.1*30=7.5
    Time admission to hospital = 7.6+2+37.1+30=76.7
    Time prescription= 7.6+2+37.1+5=51.7

    T= 0.1* 76.7+ 0.9 * 51.7= 54.2minutes.

    I= R*T=5.5*0.5=2.75 patients
    I= R*T =(49.5)*(5/60)=4.125 patient

    Inventory doctor 2.75+4.125=6.875 patients.

    Inventory ER  7+1.83+34+6.875=49.705 patients.

    Q3. Ch3 Exercise 3.5


    A triage system has been proposed for the ER described in Exercise 3.4. Under the
    proposed triage plan, entering patients will be registered as before. They will then be
    quickly examined by a nurse practitioner who will classify them as Simple Prescriptions or
    Potential Admits. While Simple Prescriptions will move on to an area staffed for regular
    care, Potential Admits will be taken to the emergency area. Planners anticipate that the
    initial examination will take 3 minutes. They expect that, on average, 20 patients will be
    waiting to register and 5 will be waiting to be seen by the triage nurse. Recall that
    registration takes an average of 2 minutes per patient. The triage nurse is expected to take
    an average of 1 minute per patient. Planners expect the Simple Prescriptions area to
    have, on average, 15 patients waiting to be seen. As before, once a patient’s turn comes,
    each will take 5 minutes of a doctor’s time. The hospital anticipates that, on average, the
    emergency area will have only 1 patient waiting to be seen. As before, once that patient’s
    turn comes, he or she will take 30 minutes of a doctor’s time. Assume that, as before, 90
    percent of all patients are Simple Prescriptions. Assume, too, that the triage nurse is 100
    percent accurate in making classifications.

    Under the proposed plan, how long, on average, will a patient spend in the ER? 57.2 min
    On average, how long will a Potential Admit spend in the ER? 30 min
    On average, how many patients will be in the ER? 52.5
    Assume the process to be stable; that is, average inflow rate equals average outflow rate.

    Average number of patients in the system = 20+1.8+5+0.9+1+2.8+15+4.1 = 50.6


    Average flow time = 50.6/(55/60) = 46.38

    Q4. Ch3 Exercise 3.11


    3.11 ABC Corporation’s consolidated income statement and balance sheet for the years
    2011 and 2012 is shown in Table 3.9 (in thousands of dollars).
    How do you think cash flow performance in 2011 compares with that of 2012 in the factory
    as well as accounts receivable? Do you think 2012 is an improvement over 2011? Why?

    2011:
    Factory flow time = I/R = 20880/97380 = 0.2144 years
    Accounts Receivables flow time = 21,596/99,621 = 0.2168 years

    2012:
    Factory flow time = I/R = 25200/98350 = 0.2562 years
    Accounts Receivables flow time = 22,872/110,644 = 0.2067 years

    In the factory, performance has worsened. On the other side, accounts receivables has
    improved.

    Moreover, the speed of the conversion of cost into cash has worsened, but net income has
    increased, and ABC corporation is making more money.

    Q5. Ch4 Exercise 4.3

    The Evanstonian is an upscale independent hotel that caters to both business and leisure
    travelers. When a guest calls room service at The Evanstonian, the room- service
    manager takes down the order. The service manager then submits an order ticket to the
    kitchen to begin preparing the food. She also gives an order to the sommelier (i.e., the
    wine waiter) to fetch wine from the cellar and to prepare any other alcoholic beverages.
    Finally, she assigns the order to a waiter.
    It takes 4 minutes to take down the order and to assign the work to the kitchen, sommelier,
    and waiter. It takes the kitchen 18 minutes to prepare the typical order. It takes the
    sommelier 6 minutes to prepare the drinks for the order. While the kitchen and the
    sommelier are doing their tasks, the waiter readies a cart (i.e., puts a tablecloth on the cart
    and gathers silver- ware). This takes 10 minutes per order.
    Once the food, wine, and cart are ready, the waiter delivers it to the guest’s room. It takes
    the waiter 12 minutes to deliver the meal to the customer. It takes the waiter additional 4
    minutes to return to the station and debit the guest’s account. All the times mentioned
    represent flow time at the various activities and include the effects of waiting.

    1. Draw a process map for the room-service process: from receipt of order to delivery
    of food
    2. What is the flow time of the process? 34 min, because food is the bottleneck
    3. What is the effect on the process flow time if the waiter could prepare the cart in 8
    minutes, instead of 10? It doesn’t change because food and wine are prepared at
    the same time, so the waiter preparing the cart in just 8 minutes of 10 will be waiting
    for the food to be ready, which is still the bottleneck
    4. What is the effect on the process flow time if the waiter could deliver the order in 10
    minutes, instead of 12? The overall flow time will be 2 minutes less, so 32 min.
    5. Now redefine the process to begin upon receipt of order, and end upon debit of
    account. Repeat parts A and B

    4 min
    Order and
    billing

    4 min
    drink
    food Preparing
    cart
    18 min 6 min. 10 min
    10 min

    delivery

    12 min

    Q6. Ch5 Exercise 5.3

    Three hairstylists, François, Bernard, and Mimi, run Fast Service Hair Salon for busy
    professionals in the Gold Coast area of downtown Chicago (see Figure 5.1). They stay
    open from 6:45 a.m. to 9:00 p.m. in order to accommodate as many people’s work
    schedules as possible. They perform only shampooing and hairstyling activities. On
    average, it takes 10 minutes to shampoo, 15 minutes to style the hair, and 5 minutes to bill
    the customer. When a customer arrives, he or she first checks in with the receptionist
    (Bernard’s younger sister LuLu). This takes only 3 minutes. One of the three stylists then
    take charge of the customer and performs all three activities—shampooing, styling, and
    billing— consecutively.

    1. What is the number of customers that can be serviced per hour in this hair salon? 6
    customers

    resource load capacity Persons Process


    capacity
    Receptionist 3 min 20 per hr 1 20/hr
    Styler 30 min 2 per hr 3 6/hr

    2. A customer of Fast Service Hair Salon, an operations specialist, has suggested that
    the billing operation be transferred to LuLu. What would be the impact on the
    theoretical capacity?

    resource load capacity Persons Process


    capacity
    Receptionist 8 min 7.5 per hr 1 7.5/hr
    and billing
    Styler 25 min 2.4 per hr 3 7.2/hr

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