Laboritorio de Analysis Argentina

AKylie Conner Matt Scarola Spencer Muratides Mr. Cavallo, LAA has been festering rapidly over the past few years, and sample size has bounteous to an average of 5000 a day that need processing. Last Friday, July 8th, you expressed concerns close to our underlying labs capacitor issues and executeing demand. Some of our get wind success factors that ingest LAA a competitive edge are our commitment to 24-hour delivery surgical process standard, wide variety of test services, and superior test reliability.In the following text, we name supplied you with a detailed analysis of our current demand, capacity, and the issues we are facing as a company. We stand also provided suggestions to the problems. Analysis In exhibit 1, we stupefy broken down the activities at LAA and placed them into a flow chart. You put forward visually see where each process lies in the entire system. We have also listed major resources required at each process, labor. LAAs primaeval lab is sueed 2 e ight-hour shifts. Each well(p)time employee works 8 hours per day on average. Going over 40 hours a week results in overtime.Part-time employees work an average of 4 hours per day. 1. Sample Collection (Onsite, other labs LAA, external labs) 50 nurses 2. Processing 2 fulltime employees and 2 part-time employees crosswise 2 shifts. 3. interval 2 fulltime employees and 3 part-time employees. 4. Distribution 1fulltime employees and 2 part-time employees across 2 shifts. 5. interrogatory 180 fulltime employees and 15 part-time employees 6. dialogue 16 fulltime employees and 4 part-time employees, 10 per shift. 7. Storing and post test handling 2 fulltime employees and 1 part-time across 2 shifts.Please refer to the excel inscription in exhibit 2 to see a full segmentation of LAAs capacity available at each process, as wholesome as the minimum, average, and maximum demand at each stage. As you abide see, at many processing steps, our capacity is not meeting demand. Suggestions s trike variability of the process seems to hinder overall production. Whenever LAA receives a demand greater than 4,666, (the capacity of out bottleneck) we cannot process these orders in 24 hours, which is superstar of our key factors of success. These 4,666 tests are lower than the average daily demand that LAA receives, thus creating a major supply constraint.In order to relieve this constraint in the short circuit run, we would suggest you limit the number of tests that are allowed to be tests at the central lab to 4,666 tests and reallocate the excess tests to external LAA labs. For LAA lab operations to meet the average demand, we would suggest reallocating workers from the processes with excess capacity. Separation Solution Take a part time employee from Distribution (4 hours) and move to separation. Distribution forward-looking capacity 9230 Separation new capacity 2660 Test Solution Take 2 full time employees from communication and put them into testingCommunication new ca pacity 7680 Testing new capacity 9096 *We redirected labor from Communication and not repositing because the Storage only had 3 workers (2 Full time, 1 Part Time) and moving one of these full time workers prevented the Storage Department from meeting demand whereas Communication had 20 workers (16 Full time, 4 Part Time) and can spare full time workers and still meet demand. Cost of reallocation solution A reallocation of workers would mean increasing the training of these workers so that they could perform their new tasks, taking away time and resources.