$1.$ A manufacturing company produces electronic gadgets. The company has a resource pool of $10$ highly skilled technicians who work in two shifts, each lasting $8$ hours, for a total of $16$ hours of daily available operating time. The unit load for assembling one gadget is $2$ hours.

$1-1)$ Calculate the effective capacity of the company's resource pool in terms of the number of gadgets it can produce per day. $(3$ points$)$

$1-2)$ The company has realized that the $2$ hours of unit load includes some ineffective steps in the process, by eliminating which they could achieve an improved unit load of $90$ minutes per gadget. What is the Theoretical Capacity of this resources pool, in case such improvements can be realized? $(3$ points$)$

$1-3)$ If the company in reality makes $60$ gadgets per day, what is the level of capacity utilization for this resource pool? $(3$ points$)$

$1-4)$ What is the first step toward improving their throughput based on the numbers you have been given or calculated in the former sections of question $6?(3$ points$)$

$2.$ When the effective capacity turns out to be much less than the theoretical capacity, why it is not an effective solution to aim for increasing the resources capacity as a means of increasing the process throughput? $(3$ points$)$

$3.$ In the given scenario below, evaluate the food delivery service's operations and identify at least $5$ instances where waste may be occurring within their service delivery process $($DOWNTIME$)(10$ points$)$

You have been hired as a process improvement consultant for a food delivery service operating in a busy metropolitan area. The company receives orders through an app and delivers a variety of cuisines to customers' doorsteps. As the business has grown rapidly, the management has noticed operational inefficiencies that are affecting customer satisfaction and costs. Your task is to analyze the operations and pinpoint the types of waste in their service delivery process. The kitchen frequently prepares meals in advance, anticipating high demand during peak hours. However, this often leads to excess food that goes unsold and is eventually discarded. The company maintains a large inventory of ingredients and supplies, occupying valuable space and tying up capital. Some perishable items go to waste due to expiration. Delivery drivers often take inefficient routes or make multiple trips to the same area, resulting in increased fuel consumption and delivery times.

Drivers often spend time waiting for orders to be prepared or for customers to be ready to receive their deliveries. The kitchen staff sometimes adds unnecessary steps or ingredients to dishes, increasing preparation time and costs without adding value. Incorrect orders are delivered to customers more frequently than desired, leading to rework and customer complaints. Kitchen staff frequently have to search for utensils and ingredients, increasing preparation time and causing frustration. Some employees have specialized skills but are assigned to general tasks, underutilizing their expertise and potentially leading to mistakes.

Waste observation Waste type

$4.$ A hospital Emergency Room currently registers each patient first through an initial check$-$in process, where s$/$he is seen by a doctor at the check$-$in$,$ and then exits the process, either with a prescription or with admission to the hospital. Currently, $50$ people per hour arrive at the Emergency Room, $10$ percent of who are admitted to the hospital. On average, $35$ registered patients are waiting to see a doctor at any time during this process. The registration process takes, on average, $6$ minutes per patient. Among patients who receive prescriptions, average time spent with a doctor is $10$ minutes. Among those admitted to the hospital, average time of stay is $30$ minutes. Steps $1,3,$ and $5$ have zero duration $($triggers or decision points$).$

$4-1)$ On average, how many patients are waiting to be registered or in the registation process $($step $1)?(5$ points$)$

$4-2)$ On average, how long does a patient spend in the ER$?(5$ points$)$

$4-3)$ On average, how many patients are there in the ER$?$ Assume the process to be stable; that is$,$ average inflow rate equals average outflow rate. Hint: Find the process inventory $(5$ points$)$

$5.$ Which statement below is True, and which one is False? For the False ones explain why they are incorrect $($or what is the correct statement$)(10$ points$)$

Statement True or False? Why? $($For the ones you chose as False only$)$

Inputs are transformed into outputs of a process through the network of activities, and by the help of the resources and information

Job shop is a process architecture that allows producing small volumes of highly customized products

Process imperfections are a result of waste in a process

Operational frontier refers to the desired positions and product attributes that a company hopes to occupy in the competitive product space

$5$ why is a technique through which pilot improvements