Figure 2.1: Example of a procedure in an interventional radiology unit

Ideal Scenario for a patient (first patient, no waiting times) Figure 2.2: Gantt chart summarizing the activities for interventional radiology 7:45 8:00 8:15 8:30 8:45 9:00 9:15 9:30 9:45 10:00 Registration Initial consultation Preparation of room Preparation of patient Procedure Remove equipment Recovery Consultation Activity taking place in angiography suite 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 Registration Initial consultation Preparation of room Preparation of patient Procedure Remove equipment Recovery Consultation Patient waits Activity taking place in angiography suite Time

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 Patient wait Room prepared before patient arrives Patient 9 Patient 8 Patient 6 Patient 5 Patient 4 Patient 1 Activity taking place in angiography suite Time

Figure 2.5.: Usage of the main room 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 2.5.: Usage of the main room Patient 1 Patient 4 Patient 6 Patient 8 Patient 9 Time

Figure 2.6: The Process View of an Organization Inputs Outputs Goods Services Resources Labor & Capital Process Figure 2.6: The Process View of an Organization Flow units (raw material, customers)

Figure 2.7: Cumulative In-flow and Out-flow 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 2.7: Cumulative In-flow and Out-flow 11 10 9 8 7 6 5 4 3 2 1 Flow Time Inventory Inventory=Cumulative Inflow – Cumulative Outflow Cumulative Inflow Outflow Time Patients

Figure 2.8.: Relationship between Inventory Turns and Gross Margins Retailer A Retailer B

Figure 2.9: Pipeline Inventory Time Cumulative Number of patients 1.5 Patients Figure 2.9: Pipeline Inventory 7:00 8:00 9:00 10:00 1.5 hours 11:00 12:00 7 6 5 4 3 2 1

Figure 2.10: Seasonal inventory - Sugar 200 400 600 800 1000 1200 1400 Time Tons of Beets Inventory Total Beets Received (In 000’s) Total Beets Processed Figure 2.10: Seasonal inventory - Sugar End of Harvest

Figure 2.11: Cycle Inventory Days New shipment arrives Figure 2.11: Cycle Inventory 2 4 6 8 10 12 14 16 18 20 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21

Figure 2.12: Safety inventory at a blood bank 200 400 600 800 1000 1200 1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 Cumulative Inflow and outflow Days of the month Figure 2.12: Safety inventory at a blood bank Safety inventory Cumulative inflow Cumulative outflow

Figure 2.14: Product-Process Matrix (Hayes and Wheelwright) Job Shop Batch Process Worker-paced line Machine-paced line Continuous process Low Volume (unique) Medium Volume (high variety) High Volume (lower variety) Very high volume (standardized) Utilization of fixed capital generally too low Unit variable costs generally too high Commercial Printer Apparel Production High volume Auto assembly Oil refinery Figure 2.14: Product-Process Matrix (Hayes and Wheelwright) Low volume Auto Assembly