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

2. 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

3. 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

4. 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

5. 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

6. 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)

7. 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

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

9. 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

10. 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

11. Figure 2.11: Cycle Inventory
Days
New shipment arrives
Figure 2.11: Cycle Inventory 2 4 6 8 10 12 14 16 18 20

12. 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

13. 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