Submit A One-Page Report Answering The Following ✓ Solved

Submit a report of no more than one page answering the following question

Read the Quinte MRI case, and identify steps/resources in the Quinte MRI's own process (i.e., not including processes outside of Quinte MRI's own operations such as transcription etc.), and develop a flowchart of the process. Calculate the capacity for each resource in the flowchart. Assume that the average time to print and collect films for a patient is 4 minutes. Where is the bottleneck in Quinte MRI's process? Hint: What are the major resources that are being utilized in the process? They are the technologist, and the MRI machine. Estimate the capacity for each major resource in your chosen unit of analysis (e.g., patients per unit of time). Please develop a flowchart of the National Cranberry's process with major steps. Then, calculate the capacity for each step in the flowchart. Please keep it simple; the flowchart can be simplified, but should contain the major steps and relevant information. Now, assume an incoming flow of 18,000 bbls/day, arriving equally spaced over 12 hours, with a 70%/30% mix (wet/dry). Where is the bottleneck in the process?

Sample Paper For Above instruction

The Quinte MRI case offers insight into the operational flow and capacity constraints within a radiology service facility. To understand and improve its process, we first identify the critical steps and resources involved in delivering MRI scans, develop a flowchart, and calculate the capacity of each process step to locate the bottleneck. This analysis not only enhances operational efficiency but also ensures optimal patient throughput and resource utilization.

Process Steps and Resources in Quinte MRI

The core process at Quinte MRI begins with patient check-in and preparation, followed by scheduling, then the actual MRI scan using the MRI machine, and finally film printing and collection. Each step involves specific resources: the technologist, the MRI machine, and the printing/film collection staff. The technologist prepares and operates the MRI machine, ensuring the patient is correctly positioned and the imaging is performed. The MRI machine, a major resource, captures high-quality images necessary for diagnosis. Post-imaging, the print and collection process takes approximately 4 minutes per patient, involving staff to print and collect films.

Flowchart of Quinte MRI Process

• Patient Check-in and Preparation
• Scheduling and Patient Arrivals
• MRI Scan using MRI Machine
• Printing and Collecting Films (average 4 minutes)
• Report Generation and Patient Departure

Capacity Calculation for Each Resource

Assuming the MRI machine operates continuously during scheduled hours, and the average scan time is 20 minutes per patient (including positioning and imaging), the capacity of the MRI machine is calculated as follows: in one hour (60 minutes), the machine can handle 3 patients (60 / 20 = 3). If the operating hours are 8 hours per day, the daily capacity is 24 patients. The technologist's capacity aligns with the MRI machine, assuming they oversee multiple scans if workflow permits. The film printing staff, taking 4 minutes per film, can handle 15 films per hour (60 / 4 = 15), and in an 8-hour shift, 120 films can be processed per day.

Bottleneck Identification

The primary bottleneck is the MRI machine, operating at a capacity of 24 patients per day, which constrains throughput despite staff and printing resources being sufficient. The bottleneck becomes evident if patient demand exceeds 24 patients daily, leading to backlogs and increased wait times. To improve throughput, measures such as increasing MRI machine uptime, adding additional MRI units, or optimizing scan duration are recommended.

Additional Process: National Cranberry

For the simplified process flow of the National Cranberry operation, the major steps include irrigation, harvesting, processing (including cleaning and sorting), packaging, and shipping. The capacity at each stage depends on equipment speed: the irrigation system can water a fixed area per hour, harvesting machinery can process a certain volume/hour, and processing lines have defined throughput rates. Calculating and comparing these capacities identifies the bottleneck, often found in the processing or packaging stage, especially with a flow of 18,000 barrels per day arriving uniformly over 12 hours, with a 70% wet and 30% dry mix. Typically, the dry processing line's capacity anchors overall throughput, and constraints here determine the maximum daily volume processed effectively.

Conclusion

Effective process flow analysis allows identification of constraints and potential improvements in both medical imaging and agricultural processing. In Quinte MRI, the MRI machine's capacity limits patient throughput, while in the National Cranberry operation, the bottleneck often resides in processing stages handling the dry product. Recognizing these constraints guides resource investments and workflow adjustments to enhance overall efficiency and capacity.

References

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