4.

Flow-Time Analysis

Problem 4.1

The Traffic Court of King James County operates 9 am-1 pm.

Each morning, roughly at 9 p. m., 200 defendants show up for
trial involving traffic violations. On a Monday, a sample of 10
defendants were selected at random. For each defendant, the
actual time spent in discussion with the judge and the time
paying the fine ( not including waiting) were recorded. Also
recorded were the times the defendant arrived and left the
court.

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 4. Flow-Time Analysis

Problem 4.1

a) Estimate the flow time.

(9:30-8:45) + (9:45-8:45) + …… + (12:55-9:00) + (9:20-9:00) = 1200.
Average Flow Time = 1200/10 = 120 min.

b) Estimate the theoretical flow time.

Average time with judge = (1+1.5+…..+ 1+1.5)/10 = 1.55 min.
The average time to pay fine = (5+2+…..+ 2+3)/10 = 2.4 min.
Theoretical flow time: 1.55 + 2.4 = 3.95 min.

c) What is the flow- time efficiency?

3.95/120 = 3.3%

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 4. Flow-Time Analysis

Problem 4.2
Wonder Shed Inc. ( Example 4.3) produces, in addition to the
standard model, a deluxe version for the discriminating
customer. The production process for the two models are
identical and depicted in Figure 4.1. The activity times for deluxe
models is listed below. All the times mentioned represent flow
time at the various activities and include the effects of waiting.
Activity Activity Time (Work Content)
1 Separate 20
2 Punch the base 35
3 Punch the roof 45
4 Form the base 10
5 Form the roof 45
6 Subassemble the base 30
7 Assemble 25
8 Inspect 40

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 4. Flow-Time Analysis

Problem 4.2

a) Compute the process flow time for producing a deluxe shed.

Path 1 (roof) : = 20+ 45 +45 +25+ 40 = 175 min.
Path 2 (base): = 20+35+10 +30+ 25+ 40= 160 min.
The critical path is path 1, and the flow time is 175 min.
b) What is the impact on flow time of the process if the flow time
of Activity 2 is increased to 40 minutes?
Activity 2 is on path 2 ( not the critical path). Increasing the time
of this activity by 5 minutes does not make path 2 critical.
c) What is the impact on flow time of the process if the flow time
of Activity 3 is reduced to 40 minutes?
The flow time will be reduced to 170 minutes. (170 still >160)
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 4. Flow-Time Analysis

Problem 4.3
When a guest calls room service, the room-service manager takes down
the order. She submits an order ticket to the kitchen to begin preparing
the food, and an order to the wine waiter to prepare alcoholic beverages .
Finally, she assigns the order to a waiter. It takes 4 minutes to take down
the order and to assign the work. It takes the kitchen 18 minutes to
prepare the typical order, and the sommelier 6 minutes to prepare the
drinks for the order. While the kitchen and the sommelier are doing their
tasks, the waiter prepares the cart. This takes 10 minutes per order. Once
the food, wine, and cart are ready, it takes the waiter 12 minutes to deliver
the meal to the customer. It takes the waiter additional 4 minutes to return
to the station and debit the guest’s account. All the times mentioned
represent flow time at the various activities, and include the waiting
times.

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c. The lead time will be reduced to 170 minutes. 4. Flow-Time Analysis
4.3.
a.

Problem 4.3

a) Draw a process map from receipt of order to delivery of food

18
Food

4 6 12 4
Order Alcohol Deliver Bill

10

Cart

b) What is the flow time of the process?

The critical path time is 4+18 + 12 +4 = 34 min
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c. The lead time will be reduced to 170 minutes. 4. Flow-Time Analysis
4.3.
a.

Problem 4.3

c) What is the effect on the process flow time if the waiter could
prepare the cart in 8 minutes, instead of 10?
Cart preparation is not on the critical path.
d) What is the effect on the process flow time if the waiter could
deliver the order in 10 minutes, instead of 12?
The critical path (flow time) is reduced by 2 min.

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 4. Flow-Time Analysis

Problem 4.4
A home insurance application consists of two forms: F1 and F2 .
On receipt, each application is processed and separated into F1
and F2; 10 min. F1 requires Activity A for 15 min and then
Activity B for 10 min. F2 requires Activity C for 20 min. F1 and
F2 are then combined and further processed by a loan officer for
15 min. All the times mentioned represent flow time at the
various activities, and include the effects of waiting.
a) Draw a process flowchart for the processes.
Activity Activity
A B
F1
15 10
Process
Loan
And
Officer
Separate
10 15
Activity
F2
C

20

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 4. Flow-Time Analysis

Problem 4.4

b) What is the flow time?

The flow time is 50 minutes. The critical path is the one of F1.
c) What is the effect on flow time if 50% of F1 forms must repeat
Activity A one more time due to quality problems?
Since 50% of F1 forms return to A, then 100% of F1 forms spend
15 minutes in A and the other 50% spend 15 more minutes at
A. On average an F1 form spends 15+ 0.5(15) = 22.5.
Therefore activity A takes 7.5 minutes more.
Since activity A is on the critical path, the flow time will increase
7.5 minutes, to 57.5 minutes.
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 4. Flow-Time Analysis

Problem 4.5

A single security line in Vancouver International Airport

comprising an X- ray scanner for carry on items and a screening
station for passengers. Passengers first prepare themselves for
the inspection by removing belts, coats and shoes, emptying
their pockets, etc. and deposit all the bags in the trays on the
scanner. They then proceed and pass through the screening
station . They then retrieve their belongings. The X- ray scanner
takes 40 seconds per tray, and the average passenger utilizes 1.5
trays. The personal screening station requires 30 seconds per
person. Finally, retrieving of belongings and getting reorganized
takes 60 seconds. All the times mentioned represent activity time
at the various activities and do not include the effects of waiting.

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 4. Flow-Time Analysis

Problem 4.5

a) Draw a process map for the security check process.

b) What is theoretical flow time of the security check process?

The critical path is the one through the X-ray scanner.
The flow time is 30 + 40*1.5 + 60 = 150 seconds.
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 4. Flow-Time Analysis

Problem 4.5

c) A sample of 20 passengers were selected at random and the

time required for each to clear the security check was recorded.
The average of the individual times was 530 seconds. What is
the process flow-time efficiency?

The flow time efficiency is 150/530 = 28%

d. What is the impact on theoretical flow time of the process if

the personal screening activity is expedited to 20 seconds?

The personal scanner is not on the critical path.

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 4. Flow-Time Analysis

Critical Path Example of Flow Time

A temp work service maintains an “inventory” of 200 computer

specialists who are assigned to various customers on a short
term basis. The typical tour of duty lasts for 7 weeks, and the
period between assignments typically lasts for 3 weeks. Assume
50 weeks per year.
a) On average, how many specialists start on a new assignment
each week?

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 4. Flow-Time Analysis

Critical Path Example of Flow Time

Lets assume each job is composed of 7 weeks of activity A

(working on a job) and activity B (doing nothing). Therefore we
always have 200 of these jobs. Some specialist are working on
The flow time of entire process is 3+7 = 10 weeks
Inventory is 200
RT = I  R= I/T = 200/10 = 20 per week
Alternatively, each job takes 10 weeks. Each specialist will be
assigned 1/10 of a new job per week. There are 200 specialists,
they will be assigned 200(1/10) = 20 new jobs per week. R = 20.

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 4. Flow-Time Analysis

Critical Path Example of Flow Time

b) On average, how many specialists are idle (between

assignments)?
The flow time of “idle” is 3 weeks  R=3
R = The throughput is 20 per week
RT = I  20(3) = 60
Alternative way % of idle time 3/10= 30%. Thus 30% of staff
will be idle on average, ( 30% of 200 = 60)

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 4. Flow-Time Analysis

Practice: Draw the Network of Activities

Task Pred. Dur. Task Pred. Dur.

a -- 4 g c,d 1
b -- 3 h e 4
c a 3 i f 5
d a 2 j e,g 6
e b 6 k h,i 1
f b 4
For each task, compute ES, EF, LF, LS, slack

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 4. Flow-Time Analysis

Practice: Compute the Theoretical Flow Time

c=3 LST LFT

slack= Task=dur
slack=xxx
EST EFT
a=4 g=1
slack= slack=

j=6
d=2 slack=
slack=

Start Finish
e=6
slack= h=4
slack=
b=3 k=1
slack= slack=

f=4 i=5
slack= slack=

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 4. Flow-Time Analysis

Practice: Compute the Theoretical Flow Time

c=3 LST LFT

slack= Task=dur
slack=xxx
EST EFT
a=4 g=1
slack= slack=

j=6
d=2 slack=
slack=

Start Finish
e=6
slack= h=4
slack=
b=3 k=1
slack= slack=

f=4 i=5
slack= slack=

November 11, 2011 Ardavan Asef-Vaziri 18

 4. Flow-Time Analysis

Practice: Compute the Theoretical Flow Time

c=3 LST LFT

slack= Task=dur
slack=xxx
EST EFT
a=4 g=1
slack= slack=

j=6
d=2 slack=
slack=

Start Finish
e=6
slack= h=4
slack=
b=3 k=1
slack= slack=

f=4 i=5
slack= slack=

November 11, 2011 Ardavan Asef-Vaziri 19

 4. Flow-Time Analysis

Practice: Compute the Theoretical Flow Time

c=3 LST LFT

slack= Task=dur
slack=xxx
EST EFT
a=4 g=1
slack= slack=

j=6
d=2 slack=
slack=

Start Finish
e=6
slack= h=4
slack=
b=3 k=1
slack= slack=

f=4 i=5
slack= slack=

November 11, 2011 Ardavan Asef-Vaziri 20

 4. Flow-Time Analysis

Practice: Compute the Theoretical Flow Time

c=3 LST LFT

slack= Task=dur
slack=xxx
EST EFT
a=4 g=1
slack= slack=

j=6
d=2 slack=
slack=

Start Finish
e=6
slack= h=4
slack=
b=3 k=1
slack= slack=

f=4 i=5
slack= slack=

November 11, 2011 Ardavan Asef-Vaziri 21

 4. Flow-Time Analysis

Critical Path Example of Flow Time

EZS is a small fast food outlet serving mainly the corporate clientele. EZS’ main
fare is a freshly prepared, customizable line of sandwiches. It is supplemented
with an assortment of drinks, light salads, seasonal fruit and snacks. The
restaurant is open 10:00AM to 10:00PM, but the peak demand is during lunch
hours, 11:30 to 2:00PM. A customer joining the line makes a sandwich selection
by consulting the billboard, marks her selection on a customized form, and hands
the form to one of several assemblers who produce the sandwich. The customer
does not wait for the sandwich to be assembled, but proceeds directly down the
line to select additional items onto her tray. Next, the customer proceeds to pay
at the cash register. Finally, (after the payment is completed) she collects her
prepared sandwich at a designated location. Selecting the sandwich and marking
the form takes 45 seconds. Assembling the sandwich requires 90 seconds.
Selecting additional items takes 60 seconds. Paying at the cash register requires
40 seconds. Collecting the prepared sandwich requires 20 seconds. The
restaurant employs 2 cash registers and 6 sandwich assemblers, and one person
to disburse the prepared sandwiches.

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 4. Flow-Time Analysis

Critical Path Example of Flow Time

a) Draw a process map

b) What is the theoretical flow time of the process?

The critical path is the top one, = 45 +60 + 40 +20 = 165 sec

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 4. Flow-Time Analysis

Capacity and Buttleneck

c) What is the capacity of the process?

Assembly Capacity = 6*60/90 = 4 per min.
Cash register Capacity = 2*60/40 = 3 per min.
Disburse capacity = 1*60/20= 3 per min (assuming time to
collect = time to disburse).
d) During rush hour, demand exceeds capacity and long lines
form. Does it make sense to add a sandwich assembler
No. Assembler is not a bottleneck

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 4. Flow-Time Analysis

Problem 4.4 from Second Edition. Four major

subassemblies; Engine, Frame, Fenders, Seats.
Honda's he "American Classic Edition" (ACE) motorcycle is assembled in the US from
four major subassemblies. The first subassembly produces the engine: (i) The left and
right part of the engine block come out of the automatic mold every 2 min. (ii) These
parts are welded together, requiring 1 min of welding machine. (iii) It takes the
engine assembler 3 min to insert the two pistons and four valves. The second
subassembly produces the frame in two steps: (i) Heavy metal bars are bent in the
10K-pound press in 1 min. (ii) It takes 3 min to weld the multiple bars together with
the welding machine to produce the frame. The third subassembly consists of the
front and rear fenders, both of which are formed using the same 10K-pound press for
1 min each. The fourth subassembly makes the seat. It takes an assembler 7 min to cut
the padding, pit it on a performed piece of sheet metal and wrap the two with
synthetic leather. In final assembly, first the four subassemblies are put together. It
takes 30 min to finish assembly of one motorcycle. Currently, Honda ACE staffing is
as follows there is 1 molding machine operator, 1 welder 1 press operator, 1 engine
assembler, 2 seats assemblers, and 10 final assemblers.
a) Draw a process flowchart identifying resources, activity times, and any potential
storage buffers
 4. Flow-Time Analysis

Problem 4.4 from Second Edition. Four major

subassemblies; Engine, Frame, Fenders, Seats.
2 min 1 min 3 min
molding eng. ass.
welding
aut. molding machine 1 engine assembler
1 molding operator

1 min 3 min
stamping welding
30 min
start welding machine
1 welder FA end
2 min
stamping
10K lbs press 10 final assemblers
1 press operator
7 min
seat ass.
2 seat assemblers
November 11, 2011 Ardavan Asef-Vaziri 26
 4. Flow-Time Analysis

Problem 4.4 from Second Edition.

b) What is the theoretical flow time of the ACE production

process?
We have 4 paths, the critical path is the longest path = 37
minutes (going through seat assembly). Therefore, the
theoretical flow time = 37 minutes.
c) Knowing the benefits of flow-time reduction, Honda would
like to decrease the theoretical flow time of the ACE process.
Which specific action(s) do you recommend?

November 11, 2011 Ardavan Asef-Vaziri 27

 4. Flow-Time Analysis

Problem 4.4 from Second Edition.

We can decrease the theoretical flow time only by decreasing the

length of the critical path. Thus we need to decrease the
theoretical flow times of seat assembly and/or final assembly:
try to change the design and process so that we can perform
subtasks parallel.
Easiest is to do final assembly of the first three subassemblies
first and seat assembly at the end.

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 4. Flow-Time Analysis

Cross-traning

Cross training may not reduce flow time if the activities cannot
be subdivided into smaller activities that could be done in
parallel.
5 5

3 2 3 2
1 1

3 2 2

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