Process Analysis

&
Resource Utilization
 Resource Utilization
• Utilization: • 2 Ways to Compute:
– is the fraction of time a • Eq. 11.1
workstation or
individual is busy over
the long run.
– It is difficult to achieve
100% utilization.
– Job shops: 65-90%
• Eq. 11.2
– Flow shops: 80-95%
– Continuous flow: above 95%.
Solved Problem 11.2
 Throughput
• Throughput (SP 11.3):
– is the number of units or
tasks that are completed
per unit time from a
process.
– Throughput might be
measured as parts per day,
transactions per minute, or
customers per hour,
depending on the context.
– A logical question to
consider is how much
throughput can be
achieved for an entire
process.
Bottleneck
• Bottleneck:
– is the work activity that effectively
limits the throughput of the entire
process.
– Identifying and breaking process
bottlenecks is an important part of
process design and improvement
– Breaking bottlenecks will:
• Reduce waiting
• Reduce work-in-process inventory
• Enhance customer service
• Allow efficient use of resources
– Analysis of bottlenecks can
provide useful insights for
evaluating and choosing
alternative process designs.
Solved Problem 11.3
Exhibit 11.1
Exhibit 11.1
Exhibit 11.1
Exhibit 11.1
 Little’s Law
• At any moment, people, orders, • Formula for Little’s Law:
jobs, documents, money, and – Work-in-process = Throughput x
other entities that flow through Flow time
processes are in various stages
of completion and may be – Can be expressed as:
waiting in queues. Eq. 11.3 WIP = R x T
• Flow time (cycle time):
– is the average time it takes to
complete one cycle of a
process.
• Little’s Law:
– is a simple equation that
explains the relationship
among flow time (T),
throughput (R), and work-in-
process (WIP)
Solved Problems 11.5 and 11.6
Solved Problems 11.7
Solved Problems 11.8
Solved Problems 11.8
 Managing Waiting Lines
• A queue is a waiting line.
– Understanding queues allows
us to analyze current and
alternative process designs to
understand their behavior,
predict process performance,
and better allocate resources.
– Queueing models help
managers understand key
performance measures such as
waiting times, queue lengths,
and machine or server idle
times so that they can manage
resources more effectively and
provide better customer
satisfaction.
• Queueing system:
– consists of customers that arrive
for service, one or more servers
that provide the service, and a
queue (waiting line) of entities that
wait for service if the server is busy.
– Three common queueing
configurations are
1. One or more parallel servers fed
by a single queue.
2. Several parallel servers fed by
their own queues.
3. A combination of several queues
in series.
Parallel Servers
Queues in Series in a Typical Voting Facility
 Queueing Theory (QT)
• Queueing Theory: 4. The average time a unit spends waiting for
service (time in queue).
– is the analytical study of
5. The average time a unit spends in the
waiting lines.
system (waiting time plus service time).
– Typical performance measures 6. The probability that an arriving unit has to
that are computed using wait for service.
queueing theory include: 7. The probability of n units in the system
1. The probability that the (queue and in service).
system is empty (i.e., the
probability of 0 units in
both the queue and in
service).
2. The average number of
units waiting for service in
the queue.
3. The average number of
units in the system (queue
and in service).
 QT for Process Analysis
• Analyzing queueing systems can be 3. The service times follow an
performed with analytical models exponential probability distribution.
or simulation models. 4. The queue discipline is FCFS.
• Analytical models are simpler to 5. Arriving customers must join the
queue and cannot leave while waiting.
use and can provide good
estimates of the average long-run
behavior of queueing systems.
• The simplest queueing model,
called a single server queueing
model, has the following
characteristics and assumptions:
1. The waiting line has a single
server.
2. The pattern of arrivals follows a
Poisson probability distribution.
 Multiple Server Queueing Model
• In many practical situations, it is – The arrivals wait in a single line and
possible to have multiple servers in then move to the first open server for
which customers wait in a single service.
serpentine line and move to the – The queue discipline is first-come, first
next available server. served (FCFS).
– Arriving customers must join the queue
• Following assumptions for a and cannot leave while waiting.
multiple server queueing model:
– The waiting line has two or more
identical servers that serve
customers from a single queue.
– The arrivals follow a Poisson
probability distribution with a
mean arrival rate of l.
– The service times have an
exponential distribution.
– The mean service rate, m, is the
same for each server.
Queueing Theory
Fixed-Time Simulation
Model
• Fixed-time simulation • Theory of Constraints (TOC):
model:
– simulation model that
increments time in fixed
intervals.
Theory of Constraints,
Part 1
– is a set of principles that
focuses on increasing total
process throughput by
maximizing the utilization of all
bottleneck work activities and
workstations.
– The philosophy and principles
of the TOC are valuable in
understanding demand and
capacity management.
 Theory of Constraints, Part 2
• In the TOC, a constraint is
anything in an
organization that limits it
from moving toward or
achieving its goal.
– Constraints determine the
throughput of a facility
because they limit
production output to their
own capacity.
– Two basic type of
constraints:
• Physical
• Nonphysical
• Non-bottleneck work
activity:
– is one in which idle capacity exists.
• Nonphysical constraint:
– is environmental or organizational,
such as low product demand or an
inefficient management policy or
procedure.
• Inflexible work rules, inadequate
labor skills, and poor management
are all forms of constraints.
• Removing nonphysical constraints
is not always possible.
Basic Principles of the Theory of Constraints, Part 2
 Computational Exercises

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