operation management

  1. Prepare a bill of materials for the table illustrated below (2.5 points)




  1. Solve the following problem and show all the steps of your calculation (2.5 points)

SAGCO produces glass containers that have target length of 100 cm with upper and lowers specification limits of 100.05 and 99.95cm respectively. Their existing process produces glass bottles with an average length of 99.97 cm and a standard deviation of 0.015cm. They are considering the purchase of a new machine that can hold a process output average exactly to target with standard deviation of 0.02. Which machine will provide a better capability index?





  • International Medical Center, Jeddah, is one of the busiest and most respected hospitals for the medical treatment of children and women in Jeddah

One of the tools the hospital uses consistently is the process flowchart. Omer Ali, who carries the “Clinical Practice Improvement Consultant,” charts scores of processes.

The flowcharts help study ways to improve the turnaround of a vacated room (especially important in a hospital that has operated at 130% of capacity for years), speed up the admission process, and deliver warm meals warm.

Lately, IMC has been examining the flow of maternity patients (and their paperwork) from the moment they enter the hospital until they are discharged, hopefully with their healthy baby a day or two later. The flow of maternity patients follows these steps (5 points):


  1. Enter IMC’s Labor & Delivery check-in desk entrance.

    2. If the baby is born en route or if birth is imminent, the mother and baby are taken by elevator and registered and admitted directly at bedside. They are then taken to a Labor & Delivery Triage room on the 8th floor for an exam. If there are no complications, the mother and baby go to step 6.

    3. If the baby is not yet born, the front desk asks if the mother is preregistered. (Most do preregister at the 28–30-week pregnancy mark). If she is not, she goes to the registration office on the first floor.

    4. The pregnant woman is taken to Labor & Delivery Triage on the 8th floor for assessment. If she is ready to deliver, she is taken to a Labor & Delivery (L&D) room on the 2nd floor until the baby is born. If she is not ready, she goes to step 5.

    5. Pregnant women not ready to deliver (i.e., no contractions or false alarm) are either sent home to return on a later date and reenter the system at that time, or if contractions are not yet close enough, they are sent to walk around the hospital grounds (to encourage progress) and then return to Labor & Delivery Triage at a prescribed time.

    6. When the baby is born, if there are no complications, after 2 hours the mother and baby are transferred to a “mother-baby care unit” room on floors 3, 4, or 5 for an average of 40–44 hours.

    7. If there are complications with the mother, she goes to an operating room and/or intensive care unit. From there, she goes back to a mother–baby care room upon stabilization — or is discharged at another time if not stabilized. Complications for the baby may result in a stay in the Neonatal Intensive Care Unit (NICU) before transfer to the baby nursery near the mother’s room. If the baby cannot be stabilized for discharge with the mother, the baby is discharged later.

    8. Mother and/or baby, when ready, are discharged and taken by wheelchair to the discharge exit for pickup to travel home.



  1. As Ali’s new assistant, you need to flowchart this process. Explain how the process might be improved once you have completed the chart.

    2. If a mother is scheduled for a Caesarean-section birth (i.e., the baby is removed from the womb surgically), how would this flowchart change?

    3. If all mothers were electronically (or manually) preregistered, how would the flowchart change? Redraw the chart to show your changes.

    4. Describe in detail a process that the hospital could analyze, besides the ones mentioned in this case.

(Note: You will get zero if you copy and past from any website).


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