RESIT ASSESSMENT AND FEEDBACK

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RESIT ASSESSMENT AND FEEDBACK
The module will be 100% coursework. This Resit assignment is divided into three sections. Students are required to complete:
Essay on Theory of Swift Even Flow (30%)
Students should read appropriate material regarding the importance of managing flow and productivity. The key theory to investigate is TSEF (Theory of Swift Even Flow). A list of books and articles* have been suggested to get you started. The objective of this scholarship is to help students to critically evaluate operations management relative to traditional management.
(1,500 words)
* Schmenner, R. W. (2012) Getting and Staying Productive, Applying Swift Even Flow to Practice, Cambridge, UK, Cambridge University Press
* Schmenner, R.W., 2004. Service businesses and productivity. Decision Sciences, 35(3), pp.333-347
* Schmenner, R.W. and Swink, M.L., 1998. On theory in operations management. Journal of operations management, 17(1), pp.97-113
* Fredendall, L.D., Craig, J.B., Fowler, P.J. and Damali, U., 2009. Barriers to swift, even flow in the internal supply chain of perioperative surgical services department: a case study. Decision Sciences, 40(2), pp.327-349
*Devaraj, S., Ow, T.T. and Kohli, R., 2013. Examining the impact of information technology and patient flow on healthcare performance: A Theory of Swift and Even Flow (TSEF) perspective. Journal of Operations Management, 31(4), pp.181-192.
Application of Quantitative Models (35%)
Back-Office process consists of five resources that are operated for seven hours per day. The process works on three different request types, A, B and C.
Resource
Number of Workers (FTE)
Processing Time for A (hours/request)
Processing Time for B (hours/request)
Processing Time for C (hours/request)
1
1
2.5
2.5
2.5
2
1
2
2
2
3
0.5
7.5


4
0.5

1.5
1.5
5
1
3
3
3
Request
A
B
C
Demand per day
0.5 requests/day
0.75 requests/day
1 request/day
Draw a process flow diagram to show the flow of the three request types through the process. (3%)
Calculate the capacity per day of each resource. (4%)
Calculate the implied utilization of each resource to identify the bottleneck and thus the capacity of the overall process. (3%)
The Fine Art Restoration Company restores old wooden furniture. Their process for restoring chairs has 8 workers and 4 stages. Each chair starts at the Stripping task, then goes to Priming, then to Painting and finally to Inspection. Where there are multiple workers within a station, each worker works independently on his/her own chair. Assume inventory buffers are allowed between each station.
Stage
Task
Staffing
Processing time (hours per chair per worker)
1
Stripping
3
2.5
2
Priming
2
1.5
3
Painting
2
1.75
4
Inspection
1
0.8
What is the maximum number of chairs per hour that can be produced? Assume they start the day with inventory at each station to work on. (3%)
Suppose at the start of the day there is no inventory of chairs in the workshop. That is, there are no chairs within any of the stations or between them in any buffer. A van loaded with 15 chairs arrives. How many hours will it take them to complete these 15 chairs? (4%)
Suppose now that each worker is trained to do all tasks and each worker works on a chair from start to finish, i.e., each worker does Stripping, Priming, Painting and Inspection. What is the maximum capacity of the process in chairs per hour? (3%)
Queensbridge Private Hospital offers private antenatal care packages providing care from 8 weeks gestation up until birth and recommends high-definition 3D prenatal ultrasounds. This service process includes five activities that are conducted in the sequence described below. (The time required for each activity is shown in parentheses):
Activity 1: Welcome a patient and explain the procedure (8 minutes)
Activity 2: Prepare the patient (e.g., show them to the room, apply ultrasound gel) (5 minutes)
Activity 3: Take images (14 minutes)
Activity 4: Analyze images (12 minutes)
Activity 5: Discuss diagnostic with patient (16 minutes)
At each location there are employees (servers) S1, S2, and S3. The assignment of tasks to servers is the following:
S1 does Activity 1
S2 does Activities 2 and 3
S3 does Activities 4 and Activity 5
What is the capacity of this process (in patients per hour)? (2%)
Suppose 2 patients arrive every hour on average. Ignoring any “start of day” or “end of day” effects, what is the utilization of Server 1 (as a %)? (2%)
Suppose each activity can be done by any server and any server can do any set of activities. However, each activity is done by only one server. For example, a feasible assignment includes: S1 does activities 1 and 5, S2 does activities 2 and 4, and S3 does activity 3. Of course, the original assignment of servers to activities is also feasible. What is the maximum capacity of the process (in patients per hour)? (3%)
Now suppose each activity can be assigned to more than one server, each activity can be done by any server and any server can do any set of activities. What is the maximum capacity of the process (in patients per hour)? (3%)
Anna Hyndmatch is a small company that manufacturers high-end custom leather bags. She has two full-time specialist leather workers to make the bags. Each employee only begins working on a bag when a customer order has been received; then the leather worker makes the bag from beginning to end. The average production time of a bag is 1.8 days with a standard deviation of 2.7 days. The company expects to receive one customer order per day on average. The inter-arrival times of orders have a coefficient of variation of 1.
Using the time in queue formula where the number of servers is two: what is the expected duration, in days, between when an order is received and when production begins on the bag? (include the time waiting to start production but do not include the time in production) (5%)
Analysis of Short Cases (35%)
Students MUST use the required text book for the module. This is available as an e-book via the University Library.
Turnaround at the Preston Plant – Pages 483-485 of Required Text Book
Slack, N., Brandon-Jones, A., Johnston, R. and Betts, A. (2018) Operations and Process Management: Principles and Practice for Strategic Impact, 5th edition, Harlow, UK, Pearson Education Limited
This case is essentially a story of how a relatively small factory, supplying ink jet paper to
Hewlett Packard and other customers moved itself from being a loss-making operation into a
profitable position by gaining control of its processes.
SPC is an operational-level technique of ensuring quality conformance. SPC played a significant role in bringing problem processes in the plant under control. What were the main benefits of bringing the plant under control and which of these benefits would you consider to have strategic long-term benefits?
Discuss (500 words) (5%)
Blackberry Hill Farm – Pages 301-305 of Required Text Book
Slack, N., Brandon-Jones, A., Johnston, R. and Betts, A. (2018) Operations and Process Management: Principles and Practice for Strategic Impact, 5th edition, Harlow, UK, Pearson Education Limited
Blackberry Hill Farm (BHF) has developed two businesses to complement their traditional farming activity over the last 6 years. The first is a service operation opening up the farm to paying visitors who can observe farming activities and enjoy tours, walks and exhibits; the second a facility manufacturing preserves. It is suggested that 3 b) will take about 1000 words.
What are the issues and constraints* that make it difficult for the business to match supply with demand and what would you recommend to improve the operation of the BHF business? (10%)
*Try to use the qualitative and quantitative information in Tables 8.2a & b and Table 8.3 in the text book to support your answer.
For the facility manufacturing preserves, how do you rate its operational performance*? Consider the issues of productivity, capacity planning, inventory, awareness of staff issues and availability of visitors. (10%)
* BHF currently use a mixed capacity plan (Exhibit 4). The demand variation of the product is shown (Exhibit 5), which results in fluctuating inventory levels (Exhibit 6).
The impact on inventory and capacity of a level capacity and chase demand capacity plan are shown graphically in Exhibits 7 and 8 below.
The impact on inventory and capacity of the different plans could be summarized in a table like the one below. This would enable you to consider the benefits and constraints associated with each alternative plan.

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Current
Level Capacity
Chase Demand
Average Inventory (kg)

Average Inventory (£)

Maximum Inventory (kg)

Maximum Inventory (£)

What are the strengths and weaknesses of the proposed new ventures (school room versus Maize Maze) and what advice would you give the owners regarding the new venture? (10%)

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