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Chapter 7
Methods to use in analyzing and
improving process flows of materials,
information, and customers in service
operations.
Problem
Judys Cake Shop makes fresh cakes to customer orders. After
receiving the order by Judys assistant, which takes two minutes,
Judy then takes 8 minutes to mix the ingredients for the cake and
loads a cake pan for baking. Then the cake pan is put in the oven for
30 minutes. The oven can hold three cakes at one time. When the
cake is taken out of the oven it is cooled for 1 hour. The assistant
then takes 2 minutes to pack the cake for pickup and bills the
customer, taking 3 minutes.
a. What is the capacity of the process and what is the bottleneck?
b. What is the throughput time and for a typical cake?
c. If on average five orders are taken per hour, how many cakes are
there in the process (work in progress inventory)?
Flow-Process Chart
Purpose: to describe a process visually to find
ways of improving the current process.
- Find repetitive operations
- Identify bottlenecks
- Describe directions and distances of flows
(people, materials and information)
- Reduce waste.
Required for certification such as ISO 9000.
Problem
Draw a service blueprint for the following
services:
a. Pizza delivery
b. Automobile repair
Analyze the blueprints in a and b above for
possible improvements. Use what, who, when,
where, and how questions.
Principles of BPR
Organize around outcomes.
Have the people who do the work, process their
own information.
Put the decision point where work is performed
and build control into the process.
Eliminate unnecessary steps in the process.
17 Reasons (cont)
BPR Today
H and C decreased their emphasis on radical
redesign over time, focusing more on continuous
improvement.
Important point is to focus on the process, rather
than to have a radical change.