Center for Processing

1. The problem with the lab's CRA is either they were understaffed during busy periods or like Cronin believed, it could be the process.

2. (672+1322+1622+1639+1582+1519+683 specimens)/(7 days)=1291 specimens/day

There are 9039 specimens, so to find the daily demand, it is divided by 7 days to find 1291 per day.

3. (672+1322+1622+1639+1582+1519+683 specimens)/(7 days)(24 hrs/day)=53.8->54 specimens/hr

Same as above except this time it is divided 7 days multiplied by 24 hours which is 168 in order to find 53.8 specimens. That is rounded up to 54 specimens.

4. a. When the specimens arrive at the lab , they are put into one of two processing lines dependent on their priority status. One line was for processing routine samples and the other line was for STAT or high priority samples.

b. Each line has three stations; an unwrapping station that is shared and separate typing and labeling stations. Each sample goes through the stations in order of unwrapping, typing, and then labeling.

c. After being processed, the specimens are delivered to the appropriate lab.

5. The bottleneck in the process is the delivery part of the process. There is often a "slippage" in the schedules causing late or even skipped specimen deliveries. I would expect someone to supervise the process to ensure that the specimens are collected and delivered on time.

6. (60mins/hr)*(60secs/min)*(1 specimen/51secs)=70.6->71 specimens/hr

7. a. Unwrapping=4-5 seconds

(5-4)/100=1%

b. Typing=32-34 seconds

(34-32)/100=2%

c. Labeling=10-12 seconds

(12-10)/100=2%

Total=46-51 seconds

(51 seconds - (4+32+10))/46 * 100=10.87

Actual Output – Potential Output/100

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