Draw a process fl ow diagram of your last doctor’s offi cevisit. Identify bottlenecks. Did any activities occur in parallel?

Likert Scale definition and an example!

Discuss the importance of conducting a business impact analysis (BIA) in the development of a continuity plan.

What are the benefits that the POI program can bring to Starwood? Canthese benefits be extended to other processes and properties within theStarwood system?

Assume that Figure 18-4 is the before diagram for the Billing Department. Further assume that the after results are as follows: Activity Process Denied Bills Review with Supervisor RWS Locate Documentation LD Copy Documentation. CD C Targ Opng Incamera Macical Supply Company. Chega com Number 40 30 • Redo the Pareto diagram with the after (Use Figure 18-4 as a guide. page 222) • Comment on the before and after results for the Billing Department. 20 Activity Code Number PDB 10 0 PDB 1 12 RWS 10 6 33 3 Ć ambassadored.vitasource.com/readarfoooks/9781284061727apubofl/6/66[idlar_082.xhtml-t LD Whek Ansig men [C] Pwin Ruin Activity PDB RWS LD CD CD No. 22 10 6 5 43 100% 51 % 51 23 14 12 100% Percent Boksballah Cam ☺ ☺ + 0 Key to Activity Codes PDB Process Denied Bills Review with Supervisor RWS LD = Locate Documentation CD = Copy Documentation

I need help with completing a Fishbone diagram to conduct a root cause analysis of a long term facility base on my gemba Walk in the adminstratior office in a long term facility

The City Commission of Nashville has decided to build a botanical garden and picnic area in the heart of the city for the recreation of its citizens. The precedence table for all the activities required to construct this area successfully is as follows: Code Description A BCDEFGH G I Find location; determine resource requirements Requisition of lumber and sand Dig and grade Saw lumber into appropriate sizes Position lumber in correct locations Nail lumber together Put sand in and under the equipment Put dirt around the equipment Put grass all over the garden, landscape, paint Time (hrs) 20 60 100 35 20 10 20 30 Immediate Predecessor(s) None A A B D, C E F F- G, H Refer to the legend for the activity that corresponds to each code. Using the line drawing tool, draw a Gantt chart for activities E through I of the project.

Give an example of Bottleneck operation?

3. Figure 5.11 details the process flow for two types of custom-ers who enter Barbara’s Boutique shop for customized dressalterations. After step T1, Type A customers proceed to step T2and then to any of the three workstations at T3, followed bysteps T4 and T7. After step T1, Type B customers proceed tostep T5 and then steps T6 and T7. The numbers in parenthe-ses are the minutes it takes to process a customer.a. What is the capacity of Barbara’s shop in terms of thenumbers of Type A customers who can be served in anhour? Assume no customers are waiting at steps T1 or T7.b. If 30 percent of the customers are Type A customers and70 percent are Type B customers, what is the averagecapacity of Barbara’s shop in customers per hour? c. Assuming that the arrival rate is greater than five custom-ers per hour, when would you expect Type A customers toexperience waiting lines, assuming no Type B customersin the shop? Where would the Type B customers have towait, assuming no Type A customers?

Under which perspective of the balanced scorecard would you classify on time delivery to customers?