On the day of their surgery, each patient goes through several activities as shown in the table below. The number of parallel stations shown are based on the fraction of available capacity dedicated to that activity.

Activity	Description	Time (mins)	Number of Stations
9	check in at clinic	2	0.4
10	Prep for surgery	10	1
11	Surgery, Cleanup, Record*	20	1
12	Bandage, walk to waiting	5	0.48
	Waiting time	30	unlimited
14	PSR checks patient out	4	0.24

Calculate each of the following. Show how you arrived at your results.

1. Calculate the cycle time in (decimal) minutes for the entire process. Explain your reasoning.
2. Calculate the flow time in (decimal) minutes experienced by each patient. Show your calculations.

Clinic-centric: Dr. Connors is concerned about the drop-off in patients who complete intake but fail to show up for surgery. She is planning several initiatives that could help reduce the drop-off in patient volume between intake and actual surgery by half. She would like to know the effect this would have on patient volume and capacity utilization. Table 2 shows the new patient volumes if she is successful in her initiatives.

Table 2

	Task
Activity		Patient Volume
1	Initial patient call	14345
2	Mail paperwork	11189
3	Call to remind	11189
4	40% reschedule call	4476
5	Check in at clinic	8056
6	Intake	8056
7	Remind call	8056
8	40% reschedule call	3222
9	check in at clinic	6670
10	Prep for surgery	6670
11	Surgery, Cleanup, Record*	6670
12	Bandage, walk to waiting	6670
13	Room cleaning	6670
14	PSR checks patient out	6670
15	First (next-day) follow-up	6670
16	Tues-Sat room clean (80%)	5336
17	Sunday room clean (20%)*	1334
18	3-week follow-up	5269
19	3-week room clean	5269

1. Dr. Connors calculates the utilization with the increased patient volumes for staff and rooms using the available time per worker shown below. (1 point)

Available time per worker

Staff: 5days*48weeks*8hrs*60mins

Surgeon: 5days*48weeks*7hrs*60mins

Rooms: 5days*48weeks*9hrs*60mins