Figure 2.1: Example of a procedure in an interventional radiology unit
Ideal Scenario for a patient (first patient, no waiting times)
Activity taking place in
angiography suite
Registration
Initial consultation
Preparation of room
Preparation of patient
Procedure
Remove equipment
Recovery
Consultation
Time
7:45
8:00
8:15
8:30
8:45
9:00
9:15
9:30
9:45
10:00
Figure 2.2: Gantt chart summarizing the activities for interventional radiology
Registration
Activity taking place in
angiography suite
Patient waits
Initial consultation
Preparation of room
Preparation of patient
Procedure
Remove equipment
Recovery
Consultation
Time
12:30 12:45 13:00 13:15 13:30 13:45 14:00 14:15 14:30 14:45
15:00
Figure 2.3: Gantt chart summarizing the activities for a patient arriving at 12:30
Patient 9
Patient
wait
Patient 8
Patient 6
Patient 5
Room prepared
before patient arrives
Patient 4
Patient 1
Activity taking place in
angiography suite
7:00
8:00
9:00
10:00
11:00
12:00
13:00
14:00
15:00
16:00
17:00
18:00
Figure 2.4: Time patient spent in the interventional radiology unit (for patients treated in
main room only), including room preparation time
Time
Patient 1
Patient 4
Patient 6
Patient 8
Patient 9
Time
7:00
8:00
9:00
10:00
11:00
12:00
13:00
14:00
15:00
Figure 2.5.: Usage of the main room
16:00
17:00
18:00
Process
Inputs
Outputs
Goods
Services
Flow units
(raw material, customers)
Resources Labor & Capital
Figure 2.6: The Process View of an Organization
Patients
11
Cumulative
Inflow
10
9
Cumulative
Outflow
8
7
Flow Time
6
Inventory
5
4
3
2
1
Inventory=Cumulative Inflow – Cumulative Outflow
0
7:00
8:00
9:00
10:00
11:00
12:00
13:00
14:00
15:00
16:00
Figure 2.7: Cumulative In-flow and Out-flow
Time
17:00
18:00
10
9
Retailer B
8
Inventory Turns
7
6
5
4
Retailer A
3
2
1
0
0%
10%
20%
30%
40%
50%
Gross Margin (%)
Figure 2.8.: Relationship between Inventory Turns and Gross Margins
Cumulative
Number of 7
patients
6
5
4
1.5 Patients
3
1.5 hours
2
1
7:00
8:00
9:00
10:00
11:00
Figure 2.9: Pipeline Inventory
12:00
Time
Tons of Beets 1400
(In 000’s)
1200
1000
Total Beets Received
Inventory
800
Total Beets
Processed
600
400
200
0
End of Harvest
Figure 2.10: Seasonal inventory - Sugar
Time
Inventory
New shipment
arrives
20
18
16
14
12
10
8
6
4
2
0
1
2
3
4
5 6 7
8
9 10 11 12 13 14 15 16 17 18 19 20 21
Days
Figure 2.11: Cycle Inventory
Cumulative1200
Inflow and
outflow
1000
Cumulative
inflow
800
600
Safety
inventory
400
200
Cumulative
outflow
0
Days of the month
Figure 2.12: Safety inventory at a blood bank
Low Volume
(unique)
Job Shop
Batch Process
Worker-paced line
Medium Volume
(high variety)
High Volume
(lower variety)
Very high volume
(standardized)
Unit variable costs
generally too high
Commercial
Printer
Apparel Production
Low volume
Auto Assembly
High volume
Auto assembly
Machine-paced line
Oil refinery
Continuous process
Utilization of fixed capital
generally too low
Figure 2.14: Product-Process Matrix (Hayes and Wheelwright)