216 Managing Bottlenecks in Service Processes L PART 1 PROCESS MANAGENENT Bill's Barbershop has two barbers available to cut customers’ hair. Both barbers provide roughly thesame experience and Sill, but one Is just a ie bit slower than the her. The pro- ‘cess low in Figure 5.9 shows that all customers go through steps B1 and B2 and then can beserved at either of the oxo ‘barbers at step 3. The process ends forall customers at step BA. The numbers in parentheses indiccte the minutes ittakes that activity to process a customer. How long does it take the average customer to complete this process? b. What single activity is the bottleneck forthe entire process? How many customers can this process servein an hour? 00) 0 ‘A FIGURES.9 Process Ma for ils Darershop “Melissa's Photo Studio offers both individual and group portrait options. The pracess flow diagram in Figure 5.10 shows that all customers must first register and then pay at one of two cashiers. Then, depending on whether they want ‘single or group portrait they go to diferent rooms. Finally, ‘everyone picks up thelr own finished portrait. 4. How long does it take to complete the entire process fora group portrait? 05) . What single activity s the bottleneck forthe entire pro- cess, assuming the process receives equal amounts of both groups and individuals? ©. What isthe capseiy ofthe hottleneck forhoth groups and individuals? rp prt rnin) A FIGURE '5.10 Process Flow fr Mesa's Photo Stutio Figure 5.11 dotale the procere low fortwo types of custom. cers who enter Barbara's Boutique shop for customized cress alterations. After Step TI, Type A customers proceed to Step T2 ‘and then to any ofthe three workstations at T3, followed by Steps TA and 7. After Step TI, Type B customers proceed to Step T5 and then Steps T6 and T7. Thenumbers in parenthe- ses are die aut ivakes wy process z custutte 2 Whatie the capaci of Barbara's chop in torms of the ‘numbers of Type & customers who can be served in an hnour® Assume no customers are waiting at Steps Tor 7. . 120 percent of the eustomers are Type Acustomers and ‘percent are Type B customers, what isthe average capacity of Barbara’ shop in customers per hour?MANAGING PROCESS CONSTRAINTS CHAPTERS 217 ‘6, Assuming thatthe arrival rates greater than five custom- in the shop? Where would the Type B customers have to ‘ers per hour, when would you expect Type A customers to ‘ait, assuming no Type A customers? ‘experience waiting lines. assuming no Type B customers mt @® > ® es @- Tye | 6 09, 4 FIGURE S5.11 Pros Feu fr Rata Rowe Customers {anaging Bottlenecks in Manufacturing Processes {inne Kernels Company (CKC) nanufactures two different and sell up othe limit of ts demand per week; no penalty dog chew toys (and B, sald in 1,000-count boxes) ‘are incurred for not being able to meet allthe demangach ‘workstation is staffed by a worker who is dedicate ‘on that workstation alone, and is paid $6 per hg labor costs per week are fixed. Variable '$3,500/ week. The plant operates one 40 hours/week. Which ofthe three ‘week, and processing Byes Per unit are indicated as wel. thas the highest aggregate worklo Purchased parts and raw Materials consumed during pro- bottleneck for CEC? irshiftper day, or tons, W, X, or, fr long it takes to process each toy through Processing Time Staton 1 cach reqyifed station. Note that al times are in minutes, eaiedeeie wars Processing Time Staion 24min Simin 2nin 5 gafsa week, and hours on Saturday. Processng Time sien min 7 mn 2mn Processing Time Station &