LEAN CONCEPTS - PROCESS CAPACITY COMPUTATIONS - MPH CASE

LEAN CONCEPTS - PROCESS CAPACITY COMPUTATIONS - MPH CASE -...

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Unformatted text preview: LEAN CONCEPTS PROCESS CAPACITY COMPUTATIONS MIAMI PEAK HOSPITAL X-RAY DEPARTMENT CASE Note : You need a calculator or Excel to work on this case. Miami Peak Hospital (MPH) has been under recent pressure to reduce costs and improve patient service. In response, the hospital has undertaken a series of process-improvement initiatives. One of the first processes targeted for improvement is the X-ray service. The hospital would like to evaluate the capacity of this process and identify process improvements that would enhance the capacity (in terms of number of patients processed per shift). The X-ray Department operates on an 8 hour shift. A process-improvement team was set up to study the X-ray service process and recommend improvements. The teams identified the point of entry to the process as the instant that a patient leaves the physicians office to walk to the X-ray lab. The point of exit was defined as the instant that both the patient and the completed X-ray film are ready to enter the physicians office for diagnosis. Current Process Performance To determine the flow time of the existing process, a random sample of 50 patients was observed over a two-week period. For each patient, the team recorded times of entry and exit from the X- ray service process. The difference between these two times was the used as a measure of flow time for each patient. The average of the 50 data points was 154 minutes. This figure, then serves as an estimate of the average flow time for the X-ray service process. Process Chart and Description To further study the process flow time, the team examined the entire process in detail and broke it down into the constituent activities identified in the Table 1 . The Table also shows the resources used at each step. The corresponding process flow chart is shown in Figure 1 . It depicts all activities and the precedence relationships among them. For example, activity 2 must be completed before activity 3 can begin. Meanwhile, activity 1 can be carried out simultaneously with activities 2 and 3. Also, note that activities 6, 7, and 8 are repeated once for 25% of the patients. The hospital X-Ray lab serves two types of patients: inpatients (75%) and outpatients (25%). Process Data Collection Next, another sample of 50 patients was studied over a two-week period. For each patient, the times required to perform each activity, as well as the number of visits to that activity, were recorded. Because activities 6, 7, and 8 are repeated once for 25% of the patients, the average number of visits to these activities is 1.25. The activity times are noted in Table 2 . (It was found that the individual times across patients did not show a lot of variability; but activity times do differ across inpatients versus outpatients on some activities)....
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This note was uploaded on 07/02/2011 for the course MGSC 485 taught by Professor Ahire during the Spring '10 term at South Carolina.

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LEAN CONCEPTS - PROCESS CAPACITY COMPUTATIONS - MPH CASE -...

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