Operations Management
Introduction to this field
Dr Indrajit Mukherjee Asst. Professor
Reference books
Operations Management for competitive advantage- Chase, R.B., Jacob et al., 11th Edition, McGraw-Hill Companies Production and Operations Management-S N Chary, 3rd Edition, McGraw-Hill Companies Operations Management- Process & Value Chain, 8e,L Krajewski, L Rizwan, M Malhotra, Pearson Education, 2008
OBJECTIVE
Introduction to the Field Operations Strategy and Competitiveness Facility Layout Product and Process Design Quality Inventory, and JIT Time and Motion Study
Think about the changes in thought of people on products and services
Telecommunication Industry in India (meeting arrangement) Indian Railways (Reservation, e-ticket and other services from anywhere) Low Cost Airlines in India (cheap Ticket to compete with Railways) Tata motors (NANO)-Attract two wheeler Customer Private Hospital In south India
What is Operations Management? Defined
Operations management (OM) is defined as the design, operation, and improvement of the firms systems that create and deliver value to the customers
Why Study Operations Management?
Expand globally No of lines in bank teller
Systematic Approach to Org. Processes
Analytical thinking
Business Education
Operations Management
Career Opportunities
To talk knowledgably SCM, JIT, BPReengineering
Cross-Functional Applications
ERP SCM, Quality Process Reengineering
Tools needed in Marketing and finance to perform task effectively
Definition and Criteria
Operations management (OM) concerns itself with the conversion of inputs into outputs (product or service) using physical resources so as to meet its criteria of performance. Criteria of Performance
Customer satisfaction or Customers Delight Effectiveness Efficiency Value addition
Assembly Process
Efficiency
Doing something at the lowest possible cost Goal of an efficient process is to produce a good or provide a service by using the smallest input In customer service counter in bankBeing efficient means using fewest people possible at the counter Productivity indices is a measure of efficiency
Effectiveness
Doing right thing to create most value for the customer There is often a tradeoff with efficiency In bank customer service counter-being effective means minimizing the amount of time customer needs to wait in line
The Operations Function
Operations as a transformation process Operations as the technical core
What is a Transformation Process? Defined
A transformation process is defined as a user of resources to transform inputs into some desired outputs
Operations as a Transformation Process
INPUT Material Machines Labor Management Capital OUTPUT Goods Services
TRANSFORMATION PROCESS
Operations as a Transformation Process
INPUT Material Machines Labor Management Capital OUTPUT Goods Services
TRANSFORMATION PROCESS
Feedback
System (Hospital)-Inputs (patient)Resources (Doctors, Nurses, medical supplies, equipments)-Primary Transformation function (Healthcare or physiological)-Desired output (healthy individual) System (Airlines)-Inputs (travelers)Resources (Plane, Crews, ticketing system etc)-Primary Transformation function (Move to destination)-Desired output (ontime, safe delivery to destination) Check Transformation for restaurant, educational institute, petrol pump
Transformation
Transformation Processes
Physical Locational warehouse) Exchange Physiological Psychological Informational (as in manufacturing) (as in transportation/ (as in retail shop) (as in health care) (as in entertainment) (as in communications)
Processes
Processes should add value (We will discuss this in next slide). Processes can be broken down into subprocesses, which in turn can be broken down further. Any process that is part of a larger process is considered a nested process. Each process and each nested process has inputs and outputs.
Value
It is quality divided by price If we can provide a better car without change in price, value goes up. If we can provide a better car with reduced price, value goes way up
External vs. Internal Customers
External Customers are those who purchase the goods and services. Internal Customers are those who receive the output of others within the firm. They are part of the transformation process.
Inputs from other processes
Transformation Processes (Adding value)
Outputs to Internal or to External customers
Service Processes and Manufacturing Processes
Manufacturing processes change materials in one or more of the following dimensions:
Physical properties Shape Fixed dimensions Surface finish Joining parts and materials If a process isnt doing at least one of these, then it is a service (non-manufacturing) process.
Manufacturing and Service
Goods Production
Tangible Can be inventoried Low customer contact Capital Intensive Quality easily measured
Service Production
Intangible Cant be inventoried High customer contact Labor Intensive Quality hard to measure
Most firms provide both goods and services.
What are the Core Processes in Business
1.
2.
Customer relationship processes (Marketing)
Identify, attract, and build relationships with external customers and facilitate the placement of orders.
3.
New service/product development processes (Design / R & D)
Design and develop new services or products from inputs received from external customer specifications.
4.
Order fulfillment processes (Production Planning & Control, Quality)
The activities required to produce and deliver the service or product to the external customers.
Supplier relationship processes (Supplier Development)
Select suppliers of services, materials and information and facilitate the timely and efficient flow of these items into the firm.
Operations as the Technical Core
Finance/Accounting
Production and Inventory data Capital budgeting requests Capacity expansion and Technology plans Orders for materials Production and delivery Schedules Quality Requirements Design/ Performance specs Budgets Cost analysis Capital investments Stockholder requirements Product/Service Availability Lead-time estimates Status of order Delivery schedules
Marketing
Suppliers
Operations
Material availability Quality data Delivery schedules Designs Personnel needs Skill sets Performance evaluations Job design/work measurement Hiring/firing Training Legal requirements Union contract negotiations Sales forecasts Customer orders Customer feedback Promotions
Human Resources
Historical Events in OM
Scientific Management
Time and motion studies Lillian Gilbreth Activity scheduling chart Gant Moving assembly line 1911 1912 1913 Frank & Henry Henry Ford
Ford Assembly Line 1913
Historical Events in OM
Management Science
Linear programming PERT/CPM, Waiting line theory MRP 1947 George Dantzig 1950s 1960s
Historical Events in OM
Quality Revolution
JIT TQM 1970s 1980s Taiichi Ohno, Toyota W. Edwards Deming, Joseph Juran, et. al.
Historical Events in OM
Information Age/ Internet Revolution
www, ERP Supply chain management, E-commerce 1990s SAP, i2 Technologies, ORACLE, PeopleSoft, Amazon, Yahoo, eBay, and others
OM: Milestones
Individual efficiency
Work study
Collective efficiency
Production control, Assembly line balancing
Quality and materials
Statistical quality control, Inventory control, Designed Experimentation
Operations Research
Queuing models, Game theory, LPP, NLP
Computer era
ERP
Service & Relationships era
Manufacturing Systems
Continuous flow Mass production Batch production Job-shop production
Continuous Flow (Petrochemical)
Mass Production (Airlines/ Automobile)
Batch Production
Job Shop (Artisans)
Service
Every organization is in the service business, whether it makes plane or food Airlines, Hotel, hospital
What is a Service and What is a Good?
If you drop it on your foot, it wont hurt you. (Good or service?)
Services never include goods and goods never include services. (True or false?)
Core Services Defined Core services are basic things that customers want from products they purchase Quality, flexibility, speed and price
Core Services Performance Objectives
Quality
Flexibility
Operations Managemen t
Speed
Price (or cost Reduction)
Value-Added Services Defined Value-added services differentiate the organization from competitors and build relationships that bind customers to the firm in a positive way
The Importance of Operations Management
Synergies must exist with other functional areas of the organization Operations account for 60-80% of the direct expenses that burden a firms profit.
Some Decision Areas
Product-centric or self-centric:
Technology selection Capacity (available capacity for demand fluctuation) Scheduling (timing of various activities) System maintenance (quality checks, technology selection, corrective action)
People-centric: Relationship with people interacting with firm (customer, supplier, employee)
HR (Employees) Supply (Associates or suppliers) Timing (Customer timeliness of delivery) Spatial (location of business associate, plant, layouts etc)
Basic Effort in Operations Management
The basic effort, historically speaking, has been to ensure:
Swift and even flow of materials achieved through Reducing variability within the system
output, flows, quality, supplies and delivery
Value Chains
Value chains are an interrelated series of processes that produce a service or product to the satisfaction of customers.
Value chains may have core processes or support processes.
Core processes deliver value to external customers. Support processes provide vital inputs for the core processes.
Value Chain
A process view of firm Processes must add value for customer The cumulative work of processes of a firm is a value chain Core process-Chain of activities that delivers value to external customer Support Process-Provide vital resources to support core process. E.g. budgeting, recruiting, scheduling
An Integrated Value Chain
Customer
Manufacturer
Supplier
Flow of information (customer order)
An Integrated Value Chain
Customer
Manufacturer
Supplier
Flow of information (customer order) Flow of product (order fulfillment)
A New Value Chain
(a) Traditional Value Chain
Manufacturer Manufacturer Wholesaler/ Wholesaler/ distributor distributor Retailer Retailer Consumer Consumer
A New Value Chain
(a) Traditional Value Chain
Manufacturer Manufacturer Wholesaler/ Wholesaler/ distributor distributor Retailer Retailer Consumer Consumer
(b) Intermediaries Eliminated (Deintermediation)
Manufacturer Manufacturer Wholesaler/ Wholesaler/ distributor distributor Retailer Retailer Consumer Consumer
A New Value Chain
(a) Traditional Value Chain
Manufacturer Manufacturer Wholesaler/ Wholesaler/ distributor distributor Retailer Retailer Consumer Consumer
(b) Intermediaries Eliminated (Deintermediation)
Manufacturer Manufacturer Wholesaler/ Wholesaler/ distributor distributor Retailer Retailer Consumer Consumer
(b) New Intermediaries Introduced (Reintermediation)
Manufacturer Manufacturer Infomediary Infomediary E-Retailer E-Retailer Portal Portal Consumer Consumer
Current Issues in OM
Coordinate the relationships between mutually supportive but separate organizations. Optimizing global supplier, production, and distribution networks. Lean Manufacturing, JIT Inventory System
Question Bowl
A major objective of OM is how smart managers can do which of the following? a. Improve efficiency by lowering costs b. Improve effectiveness by creating value c. Increasing value by reducing prices d. Serving customers well e. All of the above
How Operations As a Competitive Weapon fits the Operations Management Philosophy
Operations Strategy Project Management Process Strategy Process Analysis Process Performance and Quality Constraint Management Process Layout Lean Systems JIT Philosophy
Supply Chain Strategy Location & Facility Design Inventory Management Forecasting Sales and Operations Planning Resource Planning Scheduling
Operations Strategy and Competitiveness
OBJECTIVES
Operations Strategy Competitive Dimensions Order Qualifiers and Winners Productivity Measures
DHL or DTDC
Why are they successful?
Fast On-time deliveries Relatively low cost Technology in shipment tracking
Progressive Insurance
Grew from $1.3 billion to $11 in 13 years. How did they do it? Operational Innovation (Designing new processes)
Immediate Response Claims Handling (24 hours a day). Streamlined claims processing, from 7-10 days to 9 hours. Web site for agents only. Web site for customer information, inquiries and routine processing. Agents quickly go to scene of accident.
Definition
Strategy is the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and allocation of resources for carrying out these goals
The Role of Operations Strategy
Provide a plan that makes best use of resources which;
Specifies the policies and plans for using organizational resources Supports Business Strategy as shown on next slide
Business/Functional Strategy
Importance of Operations Strategy
Companies often do not understand the differences between operational efficiency and strategy
Operational efficiency is performing tasks well, even better than competitors Strategy is a plan for competing in the marketplace
Operations strategy is to ensure all tasks performed are the right tasks
Strategy Formulation
1. 2. 3. 4.
Define a primary task Assess core competencies Determine order winners & order qualifiers Positioning the firm
Operations Strategy
Strategy Process
Customer Needs
Example
More Product
Corporate Strategy
Increase Org. Size
Operations Strategy
Increase Production Capacity
Decisions on Processes and Infrastructure
Build New Factory
Operation Strategies
Improved responsiveness -minimize time to respond
-better accessibility -wider product/service choice through
improved product designs flexible operations system reduced cycle times
Key Success Factors
Strategies of operations have to be aligned with the overall business and its environment:
What are the key success factors for the business?*
-
product performance technology leadership new product introduction access to key decision-makers/influencers delivery service
Operations strategies is decided based on Strength and Weakness
What are the strengths, weaknesses, opportunities and threats* for the business firm? Strengths, e.g. capacity, skills Weaknesses, e.g. industrial relations, old machines Opportunities, e.g. new markets, government policy changes Threats, e.g. new competitors, new technologies *called as SWOT analysis
Competitive Dimensions
Cost or Price Quality
Make the Product or Deliver the Service Cheap Make a Great Product or Deliver a Great Service Make the Product or Deliver the Service Quickly Deliver It When Promised Change Its Volume
Delivery Speed
Delivery Reliability
Coping with Changes in Demand Flexibility and New Product Introduction Speed Other Product-Specific Criteria
Support It Change It
Competitive Priorities- The Edge
Four Important Operations Questions: Will you compete on Cost? Quality? Time? Flexibility? All of the above? Some? Tradeoffs?
Competing on Cost
Eliminate all waste Invest in
Updated facilities & equipment Streamlining operations Training & development
Competing on Cost?
Offering product at a low price relative to competition Typically high volume products Often limit product range & offer little customization May invest in automation to reduce unit costs Can use lower skill labor Probably use product focused layouts Low cost does not mean low quality
Competing on Quality
Please the customer
Understand customer attitudes toward and expectations of quality
Competing on Quality?
Quality is often subjective Quality is defined differently depending on who is defining it Two major quality dimensions include
High performance design:
Superior features, high durability, & excellent customer service Meets design specifications Close tolerances Error free delivery
Product & service consistency:
Quality needs to address
Product design quality product/service meets requirements Process quality error free products
Competing on Speed /Time
Fast moves Fast adaptations Tight linkages
Competing on Time?
Time/speed one of most important competition priorities First that can deliver often wins the race Time related issues involve
Rapid delivery:
Focused on shorter time between order placement and delivery
On-time delivery:
Deliver product exactly when needed every time
Competing on Flexibility
Produce wide variety of products Introduce new products Modify existing products quickly Respond to customer needs
Competing on Flexibility?
Company environment changes rapidly Company must accommodate change by being flexible
Product flexibility:
Easily switch production from one item to another Easily customize product/service to meet specific requirements of a customer
Volume flexibility:
Ability to ramp production up and down to match market demands
Dealing with Trade-offs
For example, if we reduce costs by reducing product For example, if we reduce costs by reducing product quality inspections, we might reduce product quality. quality inspections, we might reduce product quality. For example, if we For example, if we improve customer improve customer service problem solving service problem solving by cross-training by cross-training personnel to deal with a personnel to deal with a wider-range of wider-range of problems, they may problems, they may become less efficient to become less efficient to dealing with commonly dealing with commonly occurring problems. occurring problems.
Cost
Flexibility Quality
Delivery
Examples from Strategies
Mission: Dell Computer- to be the most successful computer company in the world Environmental Scanning: political trends, social trends, economic trends, market place trends, global trends Core Competencies: strength of workers, modern facilities, market understanding, best technologies, financial know-how, logistics
Order Qualifiers and Winners Defined Order qualifiers are the basic criteria that permit the firms products to be considered as candidates for purchase by customers Order winners are the criteria that differentiates the products and services of one firm from another
Service Breakthroughs
A brand name car can be an order qualifier Repair services can be order winners
Examples: Warranty, Roadside Assistance, Leases, etc
The Need for Trade-offs
Decisions strategy Decisions Decisions winners must emphasis priorities that support business often required trade offs must focus on order qualifiers and order
Which priorities are Order Qualifiers? e.g. Must have excellent quality since everyone expects it
Which priorities are Order Winners? e.g. Dell competes on all four priorities Southwest Airlines competes on cost McDonalds competes on consistency FedEx competes on speed Custom tailors compete on flexibility
Operations Strategy Framework
Customer Needs
New product : Old product
Competitive dimensions & requirements
Quality, Dependability, Speed, Flexibility, and Price
Enterprise capabilities Operations andSupplier capabilities Operations & Supplier Capabilities R&D R&D Technology Systems Technology Systems People People Distribution Distribution
Support Platforms Financial management Human resource management Information management
Steps in Developing a Manufacturing Strategy
1. Segment the market according to the product group 2. Identify product requirements, demand patterns, and profit margins of each group 3. Determine order qualifiers and winners for each group 4. Convert order winners into specific performance requirements
Operations Strategy Designing the Operations Function
Product and Service Strategy
Type of operation is directly related to product and service strategy Three basic strategies include
Make-to-stock; in anticipation of demand Assemble-to-order; built from standard components on order Make-to-order; produce to customer specification at time of order
Product and Service Strategy Options
Process Decisions-Vertical Integration & Make or Buy
Vertical integration refers to the degree a firm chooses to do processes itself-raw material to sales
Backward Integration means moving closer to primary operations Forward Integration means moving closer to customers
A firms Make-or-Buy choices should be based on the following considerations:
Strategic impact Available capacity Expertise Quality considerations Speed Cost (fixed cost + variable cost)make = Cost (fixed cost + Variable cost)buy Business are trending toward less backward integration, more outsourcing
What is Productivity in broad sense?
Productivity is a common measure on how well resources are being used.
Productivity
Productivity is the value of outputs (services and products) produced, divided by the value of input resources(wages, costs of equipment, etc.) Productivity = Output Input
Chapter 3 Measuring Performance in Operations Productivity Productivity = Quantity of Output/Quantity of Input Productivity is expressed in one of three forms: 1. Total Productivity = Total Output/Total Input 2. Multifactor Productivity = Total Output/Subset of Inputs 3. Partial Factor Productivity = Total Output/Single Input
Total Measure Productivity
Total Measure Productivity = Outputs Inputs
or
= Goods and services produced All resources used
Partial Measure Productivity
Partial measures of productivity =
Output or
Labor
Output or Output or Output
Capital Materials Energy
Productivity Calculation
Example
1. Single factor Three employees process 600 insurance policies in a week. They work 8 hours per day, 5 days per week. Calculate the productivity in policies per hour. Labor productivity = Policies Processed Employee Hours
600 Policies = (3 Employees) (40 hours/employee) = 5 policies/hr
Multifactor Measure Productivity
Multifactor measures of productivity = Output
Labor + Capital or + Energy
Output
Labor + Capital +
.
Materials
Quantity at standard cost / (Labour cost+ Material cost+ Overhead cost
Example of Productivity Measurement
You have just determined that your service employees have used a total of 2400 hours of labor this week to process 560 insurance forms. Last week the same crew used only 2000 hours of labor to process 480 forms. Which productivity measure should be used? Answer: Could be classified as a Partial Measure. Is productivity increasing or decreasing? Answer: Last weeks productivity = 480/2000 = 0.24, and this weeks productivity is = 560/2400 = 0.23. So, productivity is decreasing slightly.
Productivity and the Service Sector
Measuring service sector productivity is a unique challenge
Traditional measures focus on tangible outcomes Service industries primarily produce intangible outcomes Measuring intangibles is challenging
Questions
A criterion that differentiates the products and services of one firm from another can be which of the following?
a. b. c.
An order qualifier An order winner None of the above
Plant Facility Layout
Location is a Strategic Decision
Location choice involves long term investment. Such investment has to fit into the firms strategic framework. Several factors get into the strategic decision:
Market, Competition, Own strengths & weaknesses Political, Government, Legal environment. Technological, Social, Geographical factors.
Choosing a Site
Choosing a country, state or region is a strategic decision as mentioned earlier.
But, choosing a site could be based on costs-objective.
Costs that enter into analysis could be of:
Power, water, land, raw materials, transport, labour, managerial, hi-tech staff, environmental.
Reasons for Foreign Location
Tangible Reasons:
Lower costs of production Availability of resources
natural wealth, minerals key personnel (e.g. computer professionals) other key resources (e.g. ample power)
Tax advantages and other incentives
Important Aspect for plant Layout Design A) Size or plant capacity B) Location (Customer, Raw material, and Key personal accessibility) C) Arrangements within plant Easy and uninterrupted flow of material Reduced time to manufacture, Low inventory and WIP Easy for working, maximum safety, and minimum health hazard Minimum material handling Minimum damage or spoil of material Reduce congestion of man, material and machine Flexibility for change (volume or technology)
Plant Layout
Facility Layout Defined
Facility layout can be defined as the process by which the placement of departments, workgroups within departments, workstations, machines, and stock-holding points within a facility are determined
This process requires the following inputs:
Space requirements for the elements in the layout Space availability within the facility itself
Process Flow Structures
Job shop (ex. Copy center making a single copy of a student term paper) Batch shop (ex. Copy center making 10,000 copies of an ad piece for a business) Assembly Line (ex. Automobile manufacturer) Continuous Flow (ex. Petroleum manufacturer)
Basic Production Layout Formats
Process Layout (also called job-shop or functional layout) Product Layout (also called flow-shop layout) Group Technology (Cellular) Layout Fixed-Position Layout
A Product Layout
In
Out
Process Layout in Services
Womens saris Shoes House decorative
Womens Salwar
Cosmetics and jewelry
Childrens Dress
Womens sportswear
Entry and display area
Mens Dress
Product-Process Matrix for Processes
Less Customization and Higher Volume Product Design
(1) (2) Low-volume Multiple products with low Lowproducts, made to moderate volume to customer order (3) (4) Few major High volume, high products standardization, higher Continuous Flow volume
Less Complexity, Less Divergence, More Line Flows
Process Characteristics (1) Complex and highly customized process, unique sequence of tasks
Job process Small batch process
B at ch
(2) Disconnected line flows, moderately complex work
ess roc P
es
Large batch process Line process Continuous process
(3) Connected line, , highly repetitive work (4) Continuous flows
2007 Pearson Education
Designing Process Layouts
Minimize material handling costs Block Diagramming
Minimize nonadjacent loads Use when quantitative data is available
Design of a Process Layout
Generally, the criterion for the layout of departments (work centres) is:
Minimize inter-departmental material movement costs, i.e. Minimize where, cij X Lij
ij
Lij = number of loads per unit time moved between departments i and j cij = cost per load per unit time between departments i and j
Block Diagrams
(a) Initial block diagram
Figure 5.4
Block Diagrams
(a) Initial block diagram (b) Final block diagram
1 2
A Simple Problem of a Toy Industry Layout Design
Flow between departments (Number of Moves)
Shipping & Rec (1) Shipping & Rec (1) Plastic Mouldin g (2) Metal Forming (3) Sewing (4) Small Toy Assembl y (5) Large Toy Assembl y (6) Painting (7) Mechanism Assembl y (8) Plastic Moul ding (2) Metal Form ing (3) Sewing (4) Small Toy Asse mbly (5) Large Toy Asse mbly (6) Painting (7) Mechanism Assembly (8)
175
50
0 17
30 200 75 90 88 125 20 5
20 80 99 0
25 90 180 25 187 103 7
0 100
0 180 374
Problem (Contd.)
Each Department 40 ft X 40 ft; Total building 160 ft X 80 ft; Cost : Rs 1 for adjacent dept. and Rs 1 extra for dept. in between
Cost Matrix (Total cost Rs 3474)
Shipping & Rec (1) Plastic Mouldi ng (2) Metal Formi ng (3) Sewing (4) Small Toy Assem bly (5) Large Toy Assem bly (6) Painting (7) Mechanism Assembly (8)
Shipping & Rec (1) Plastic Moulding (2) Metal Forming (3) Sewing (4) Small Toy Assembly (5) Large Toy Assembly (6) Painting (7) Mechanism Assembly (8)
175 (Rs 1X 17 5)
50 0
60 (Rs 2 X3 0 0) 100 17 150 88 20
400 180 125 5 0
60 240 198 0 180 374
75 270 360 50 187 103 7
Problem
Interchanged Department 4 with Department 6
Find cost and see if you can reduce cost by this feasible change
Process Layout: CRAFT (Computerized relative
allocation of facilities technique ) Approach It is a heuristic program; it uses a simple rule of thumb in making evaluations: "Compare two departments at a time and exchange them if it reduces the total cost of the layout." It does not guarantee an optimal solution
CRAFT needs inputs: load summary (frequency of movement form one department to the other) existing layout and distances between different departments floor area requirements of different departments
CRAFT additionally considers costs of material handling between different pairs of departments.
Strategies for Change
Process Reengineering is a fundamental rethinking and radical redesign of processes to improve performance dramatically in terms of cost, quality, service, and speed. Process improvement is the systematic study of the activities and flows of each process to improve it.
Continual Improvement and Breakthroughs
Continual improvement refines the breakthrough
Breakthrough Improvement
Continual improvement activities peak; time to reengineer process
Process Flowchart Symbols
Operations Inspection Transportation Delay Storage
Process Flowchart
Date: 9-30-07 Analyst: TLR Operation Transport Inspect Delay Storage Location: Graves Mountain Process: Apple Sauce Description of process Unload apples from truck Move to inspection station Weigh, inspect, sort Move to storage Wait until needed Move to peeler Apples peeled and cored Soak in water until needed Place in conveyor Move to mixing area Weigh, inspect, sort Total 30 480 190 ft 15 20 5 20 ft 360 20 ft 30 50 ft Distance (feet) 100 ft Step Time (min) 20
1 2 3 4 5 6 7 8 9 10 11
