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hotel operations management

Questions and Answers of Hotel Operations Management

3. What are the components of a time series?
2. What is a time series?
1. List and explain the three qualitative approaches to forecasting.
7. Develop forecasts based on associative models
6. Assess the accuracy of forecasts
5. Modulate the stability and responsiveness of a forecast
4. Adjust forecasts for trend and seasonality
3. Develop forecasts based on time series models: moving averages, weighted moving averages, exponential smoothing, and trend projections
2. Identify the various components of a time series
1. List the most popular qualitative approaches and mention their advantages and disadvantages
4. Add a few other measures to Dr. Baker’s scheduling dashboard (Figure 9.4).
3. Do a search on online appointments and online check-in. Explain how they work.
2. Read Mitchel Zoler’s article (available online), “Novel OR scheduling and staffing boosts efficiency,” in Clinical Psychiatry News, January 17, 2013. Explain how some of the concepts covered
1. Some companies (Teladoc, MDLive, American Well, etc.) offer 24/7 access to doctors via webcam. Go to one of the websites and identify some of the benefits and drawbacks of the company’s services.
9. Dr. Heath (see problem 8) wants to reduce his backlog in no more than 30 business days. How many extra patients will he have to see every day?
8. Dr. Heath is a very jovial PCP whose backlog has increased to 200 appointments.Because he is already working long hours, he figures that he can only work 1 more hour each day and can see four
7. In this chapter, we saw that Dr. Baker was booking patients every 30 minutes over a 6-hour time period, allowing her to see 12 patients a day. No-shows accounted for about 2% of her appointments.
6. Because physicians at a BPH clinic use an EHR system that is not fully interfaced with the system used by the hospital, some patient data have to be manually reinputted into the hospital’s
5. The next day, Joel was assigned six more jobs (see problem 4). However, for this set of jobs, Joel’s supervisor told him to minimize tardiness and the number of tardy jobs. All jobs are equally
4. Requests for solutions to billing-related IT problems have been received. Six of those jobs were assigned to Joel Williams, one of the support specialists. Joel has latitude in deciding the order
3. The weekly cafeteria cooking staff schedules need to be established. All cooks work 12-hour shifts, 4 days in a row. Then they take 3 consecutive days off. There are seven possible schedules
2. Besides technicians (see problem 9.1), the lab supervisor also needs to schedule parttime and full-time phlebotomists for Mondays. Some part-time phlebotomists work 2-hour shifts, whereas others
1. The lab supervisor needs to establish a weekly schedule for the morning shift. Based on distributions of arrival times and service times, she has conducted a queuing analysis and found that the
13. Briefly explain how artificial variability hinders smooth flow scheduling.
12. Why is TNA an accurate indicator of a scheduling system’s performance?
11. List and explain the six principles of open-access scheduling.
10. What is individual scheduling? What is its main disadvantage?
9. What is block scheduling? What is its main disadvantage?
8. List and briefly describe three performance measures for job scheduling.
7. What is Moore’s algorithm and what is its purpose?
6. Discuss how each of the following rules works:a. FCFSb. SPTc. EDDd. STRe. CR
5. What is job scheduling?
4. How is integer linear programming used to schedule staff?
3. What is the purpose of staff scheduling?
2. List and explain the consequences of care delay.
1. List and explain three threats to timely care.
5. Understand and evaluate various approaches to patient appointment scheduling
4. Use job scheduling rules to speed up the flow of jobs through a process
3. Establish staffing schedules using linear programming
2. Identify the outcomes of excessive waits and delays
1. Determine the major causes of care delays and waits
3. Research the use of the TOC in healthcare. Is it really applicable in that industry?Why or why not?
2. Read this following article:Jun, J. B., Jacobson, S. H., & Swisher, R. (1999). Application of discrete-event simulation in health care clinics: A survey. Journal of the Operational Research
1. Give examples of process and flow units.
15. Using StatFit in ExtendSim, find the probability distributions of the interarrival times and processing times at Steps A, B, C, D, E, and F in the supplemental BPH Queuing Simulation data set. In
14. Use ExtendSim to simulate the data entry process for audit claims presented in Figure 8.23. Release the work every 4 minutes, every 6 minutes, and every 6.5 minutes at a constant rate. Which
13. Charlotte Browning, the manager of BPH’s hair salon (available to both patients and staff), has three chairs and two employees in her salon. She is contemplating hiring a third employee.
12. Arrivals to an information desk have an interarrival time that follows the distribution shown in the next table. Service times follow another empirical distribution, also shown in the table.
11. Each month, the billing department of a nursing home where BPH sends some of its patients reviews each patient’s bill for accuracy. This inspection process involves only two steps. The
10. Calls requiring information technology (IT) support arrive at the help desk every 3 minutes (exponential distribution). The time it takes to troubleshoot the problem over the phone is
9. At one of the clinics, an employee calls patients to remind them of their upcoming appointments and to verify their insurance. The number of patients to call follows a Poisson distribution with a
7. On New Year’s Eve, during the night shift, emergency calls to paramedics arrive at a rate of three per hour. The director of operations can dispatch multiple vehicles separately. Each nurse
6. Patients needing appointments call a central scheduling office. Calls arrive at an average rate of 20 per hour according to a Poisson distribution. The average time it takes an employee to
5. The deli counter in BPH’s cafeteria has a ticket dispenser in order to maintain FCFS processing. The mean arrival rate during the morning hours is 84 per hour. Each server can handle an average
4. One clerk is on duty at the information desk of a BPH clinic. The clerk can process information requests in an average time of 3 minutes, and this can be described by a negative exponential
3. At a BPH walk-in clinic, patients arrive every 15 minutes on average (negative exponential distribution), and it takes about 10 minutes for the physician to diagnose the patient (negative
2. Fill in the blanks (do not forget to indicate the units). Also give the definition of the item for which you provide an answer.
1. Using the Kendall notation scheme (e.g., M/M/1), describe each of the following queuing systems:a. Clerks arrive according to a Poisson distribution to use a copy machine. Each clerk copies only
14. What are the five steps of the TOC?
13. In ExtendSim, what are:a. The Executive block?b. The Create block?c. The Queue block?d. The Activity block?e. The Exit block?
12. What is the difference between an empirical and a theoretical probability distribution?
11. What are the five steps in conducting a simulation?
10. What is risk?
9. What are the two types of cost used in the cost formula? Describe their behavior.
8. What is the primary goal of queuing analysis?
7. What are Little’s flow equations?
6. What are the assumptions of the M/M/1 model?
5. When using the Kendall notation, what do the letters M, D, and G represent?
4. What are the various queue configurations?
3. What is the relationship between the arrival rate and the interarrival time?
2. What is the “average service rate?”
1. What is the “average arrival rate?”
6. Identify bottleneck issues and understand the Theory of Constraints (TOC)
5. Use simulation to analyze different process configurations and formulate design improvements
4. Develop and run simulation models
3. Extend the concepts of queuing theory to queuing simulation
2. Evaluate the performance of basic queuing systems and compute their costs
1. Identify queuing characteristics and classify queuing models accordingly
7. Look at the dashboard (Figure 7.12). Can you think of other indicators for the competitive priority of delivery?
6. In your work environment, select a process that is dysfunctional, develop a 5w2h framework, and make a case for action.
5. In your work environment, select a process that is dysfunctional. Depict it using a swimlane diagram, analyze it using a process activity chart, and propose an improvement. Develop a general
4. Box 7.5 describes the switch from a “job shop” to a “focused factory” model. Can you recommend this process transformation for another situation in healthcare? If so, which one and why?
3. In Box 7.3, what would you consider to be “buffers”?
2. Box 7.1 describes a process change aimed at decreasing the suicide rate in the psychiatry unit at Johns Hopkins. Was Johns Hopkins right in focusing on the system rather than the individuals? Why
1. Search online for a process improvement in nursing homes and answer the following questions:a. What were the problems before the process redesign?b. Who took the initiative to recommend the
10. A very satisfied patient has made a sizeable donation to the plastic surgery clinic at BPH. The funds will be used to remodel the outdated facility so that the new layout will support the work
9. The following diagram is the existing layout of the nursing management office. Based on the data regarding traffic and distance, propose a new layout that will minimize the load–distance. What
8. The following is the current layout of a large storage area with items placed in rooms 1, 2, or 3 depending on their types. Based on the data regarding traffic and distance:a. Fnd the
7. Employees at BPH’s Health Plans division process 200 claims during a 400-minute day. Based on the following precedence relationships, do the following:a. Draw the precedence diagram.b. Compute
6. These are the tasks necessary for the final assembly of a hospital bed, the time needed to perform each task, and the operations that must be completed prior to subsequent operations. The time
5. The billing department at BPH is redesigning the layout of its office to manage bottlenecks better. You are responsible for assigning each employee involved in this process to a set of tasks. One
3. Develop a process activity chart for problem 1.a. Categorize activities as value-added, non–value-added, and business–value-added.b. Compute the efficiency of this process.4. Develop a process
• Echo staff charges for exam (2 minutes).a. Develop a basic flowchart.b. Develop a value stream map.c. What improvements would you recommend? Why?
• Echo staff moves to control area (1 minute).
• Echo staff writes down exam information (3 minutes).
• Patient changes and is dismissed (2 minutes).
• Echo staff performs exam (23 minutes).
• Patient changes (2 minutes).
• Echo staff gets a blanket and brings it to the room (1 minute).
• Echo staff takes patient to procedure room (1 minute).

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