Highlights
Learning Outcomes
1. Critically evaluate and implement principles of systems approach and analysis.
2. Describe, critically evaluate and appropriately apply manufacturing concepts to real-world industrial systems and to design, plan and solve arising problems that day-to-day management of such systems encounter.
3. Develop the required skills for modelling, simulating and critically analysing the performance of deterministic and stochastic systems.
4. Acquire the skills to recognise the elements and rules governing supply chains/logistics and reverse logistics for better management and engineering of these systems.
5. Apply key tools and techniques for planning and critically evaluating the design of enterprise systems
6. Modelling of interactions and negotiations between components of enterprise systems
7. Demonstrate integrated modelling of key processes within manufacturing systems
8. Use simulation and optimisation techniques to identify improvements for Enterprise integration
9. Preparation of written reports
10. Critically evaluate a range of complex scenarios and make informed decisions.
11. Exercise a high level of initiative and personal responsibility
Task: Part 1 (35%):
Using Arena - Warm-up Period = 12 hours, simulate the system 30 days. The number of Replications should be at least 5 (no initialisation of stats). Make sure you animate the system with a reasonable layout:
Using the results of the simulation answer and explain the following questions:
1. What is the Total Number of patients by type that are treated in the clinic?
2. What is the average waiting time for each type of patient?
3. What is the average utilisation of all staff?
4. What is the average time spent in the system by patient type?
5. What is the average WIP by patient type?
6. Identify the bottleneck of the system, if any exists, and explain why you think that they are bottlenecks of the system.
7. How many patients are lost due to full queues and lack of resources (specify by type)? Explain the implications of such a loss.
8. What is the mortality rate?
9. What happens to the mortality rate if an assumption is added that patients who wait in excess of 1 hour in the queue for transfer to hospital lose their lives?
10. What is the ideal number in the queue behind the operation room or transfer to hospital that minimises mortality rate?
NOTE: Model the ambulances in the Ward as transporters.
Part 2 (30%):
The clinical staff believes that the loss of patients due to overstretched resources is not acceptable. Using the results from the simulation of the actual system, suggest what sorts of changes are required both in staff and equipment that could improve the quality of service and reduce losses of lives:
11. Reduce the number of lost patients due to long queues?
12. Better utilisation of the resources?
13. What sort of support should the clinical staff require to reduce casualties?
14. Reduce Mortality Rate
Part 3 (35%):
Assuming that the clinic has been promised with further funding, how would you recommend the funding to be spent? How would you priorities the allocation of resources. How many more beds, how many more staff with various specialities (Admission, Clinical and Ambulance)? How would you improve the availability of equipment with this fund? What is the distance between the current system and an ideal system in which key performance factors of the system are at optimal situation with balanced utilisation of resources and minimum casualty? Simulate the new system and extract what exactly is required to reach the optimum level of resources.
Use your common sense in assessing the cost of staff, beds, equipment, ambulance, generator, etc. You may even use a simple financial analysis by allocating arbitrary but realistic cost against each resource.
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