Figure 2 1 Example of a procedure in

Ideal Scenario for a patient (first patient, no waiting times) Activity taking place in

Registration Activity taking place in angiography suite Patient waits Initial consultation Preparation of room

Patient 9 Patient wait Patient 8 Patient 6 Patient 5 Room prepared before patient

Patient 1 Patient 4 Patient 6 Patient 8 Patient 9 Time 7: 00 8:

Process Inputs Outputs Goods Services Flow units (raw material, customers) Resources Labor & Capital

Patients 11 Cumulative Inflow 10 9 Cumulative Outflow 8 7 Flow Time 6 Inventory

Retailer B Retailer A Figure 2. 8. : Relationship between Inventory Turns and Gross

Cumulative Number of 7 patients 6 5 4 1. 5 Patients 3 1. 5

Tons of Beets 1400 (In 000’s) 1200 1000 Total Beets Received Inventory 800 Total

Inventory 20 18 16 14 12 10 8 6 4 2 0 New shipment

Cumulative 1200 Inflow and outflow 1000 Cumulative inflow 800 Safety inventory 600 400 Cumulative

Low Volume (unique) Job Shop Batch Process Worker-paced line Medium Volume (high variety) Very

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Figure 2. 1: Example of a procedure in an interventional radiology unit

Ideal Scenario for a patient (first patient, no waiting times) Activity taking place in angiography suite Registration Initial consultation Preparation of room Preparation of patient Procedure Remove equipment Recovery Consultation Time 7: 45 8: 00 8: 15 8: 30 8: 45 9: 00 9: 15 9: 30 9: 45 10: 00 Figure 2. 2: Gantt chart summarizing the activities for interventional radiology

Registration Activity taking place in angiography suite Patient waits Initial consultation Preparation of room Preparation of patient Procedure Remove equipment Recovery Consultation Time 12: 30 12: 45 13: 00 13: 15 13: 30 13: 45 14: 00 14: 15 14: 30 14: 45 15: 00 Figure 2. 3: Gantt chart summarizing the activities for a patient arriving at 12: 30

Patient 9 Patient wait Patient 8 Patient 6 Patient 5 Room prepared before patient arrives Patient 4 Patient 1 Activity taking place in angiography suite 7: 00 8: 00 9: 00 10: 00 11: 00 12: 00 13: 00 14: 00 15: 00 16: 00 17: 00 18: 00 Figure 2. 4: Time patient spent in the interventional radiology unit (for patients treated in main room only), including room preparation time Time

Patient 1 Patient 4 Patient 6 Patient 8 Patient 9 Time 7: 00 8: 00 9: 00 10: 00 11: 00 12: 00 13: 00 14: 00 15: 00 Figure 2. 5. : Usage of the main room 16: 00 17: 00 18: 00

Process Inputs Outputs Goods Services Flow units (raw material, customers) Resources Labor & Capital Figure 2. 6: The Process View of an Organization

Patients 11 Cumulative Inflow 10 9 Cumulative Outflow 8 7 Flow Time 6 Inventory 5 4 3 2 1 Inventory=Cumulative Inflow – Cumulative Outflow 0 7: 00 8: 00 9: 00 10: 00 11: 00 12: 00 13: 00 14: 00 15: 00 16: 00 Figure 2. 7: Cumulative In-flow and Out-flow Time 17: 00 18: 00

Retailer B Retailer A Figure 2. 8. : Relationship between Inventory Turns and Gross Margins

Cumulative Number of 7 patients 6 5 4 1. 5 Patients 3 1. 5 hours 2 1 7: 00 8: 00 9: 00 10: 00 11: 00 Figure 2. 9: Pipeline Inventory 12: 00 Time

Tons of Beets 1400 (In 000’s) 1200 1000 Total Beets Received Inventory 800 Total Beets Processed 600 400 200 0 End of Harvest Figure 2. 10: Seasonal inventory - Sugar Time

Inventory 20 18 16 14 12 10 8 6 4 2 0 New shipment arrives 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 Days Figure 2. 11: Cycle Inventory

Cumulative 1200 Inflow and outflow 1000 Cumulative inflow 800 Safety inventory 600 400 Cumulative outflow 200 Days of the month Figure 2. 12: Safety inventory at a blood bank 29 27 25 23 21 19 17 15 13 11 9 7 5 3 1 0

Low Volume (unique) Job Shop Batch Process Worker-paced line Medium Volume (high variety) Very high volume (standardized) Unit variable costs generally too high Commercial Printer Apparel Production Low volume Auto Assembly High volume Auto assembly Machine-paced line Continuous process High Volume (lower variety) Utilization of fixed capital generally too low Oil refinery Figure 2. 14: Product-Process Matrix (Hayes and Wheelwright)