Reference no: EM131033787

Tie in the concept of capacity of a process to a key process flow measure. What is the importance of being able to determine the effective capacity of a process? What limits the effective capacity? Use this discussion to answer the following question:

EZS is a small fast food outlet located in midtown Manhattan and 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 40 seconds. Assembling the sandwich requires 90 seconds. Selecting additional items takes 50 seconds. Paying at the cash register requires 40 seconds. Collecting the prepared sandwich requires 25 seconds. The restaurant employs 2 cash registers and 6 sandwich assemblers, and one person to disburse the prepared sandwiches.

Draw a process map

What is the theoretical flow time of the process?

What is the capacity of the process?

During rush hour, demand exceeds capacity and long lines form. Does it make sense to add a sandwich assembler? Specifically, what would you do to reduce the lines?