m1 Cheat Sheet by cupcakes

Steps in Process Analysis: Step 1- Determine purpose of analysis, Step 2: Process Mapping (flow units, tasks, time, resources, invest­rony, record it through linear chart, swim lane, gantt chart) Step 3- Capacity Analysis (Bottl­eneck) determine the capacity of each resource

Capacity rate: Highest time, i.e. 360/hr­->>­60s­ec/time worker takes 10sec=­6*6­0mi­n=3­60/hr

Inc C.R. of non bottleneck doesn't inc C.R. of whole process. Inc C.R. by expanding resource pool or reducing unit load

450/hr­>360/hr process if blocked, reverse is starving

C.R. & Output rate measure output rate of process- but C.R. is max possible output rate and throughput is actual output rate. Throughput rate depends on C.R. and arrival rate

Flow Shop:High Volume, Standa­rdized product, compete on cost, resource specia­liz­ation. Job Shop: Low Volume, custom orders, compete on service, indepe­ndent work, resource flexib­ility

OM triangle: Firm trying to meet random demand. Can't have low invent­ory­,ca­pac­ity,and info at the same time-t­rad­eoff.

Unpred­ictable variab­ili­ty=loss of throughput rate

Utiliz­ati­on:­Thr­oug­hpu­t/C.R.=­Actual O.R./Max O.R.<=100%

Supply­/Demand is matching input & C.R., perfect match isn't possible

Implied Utiliz­ati­on:­Input Rate/C.R.- this help us with OVERTIME

Littles Law: Relati­onship B/W I,R,T. I=R*T

Iq-Avg queue length, Is-Avg # of consumers, I=Iq+I­s=Avg # of customers in process Tq=Avg waiting time in queue Ts=Avg service time at server T=Tq+T­s=Avg flow time