You put your operations intern on the case, and she provided you with the following information: The clinic generally sees two types of patients: simple and complex. The clinic employs two clerks who check patients in at reception with a service time of 1.5 minutes, on average (regardless of patient type). The same clerk checks patients out and schedules follow up appointments, with an average service time of 1.5 minutes (regardless of patient type.) The clinic also employs four nurse practitioners (NP) and six physicians. NPs only see simple patients, with an average service time of 20 minutes, although it has been discovered that triage mistakenly assigns a complex patient to an NP about 20% of the complex cases. When this happens, it takes the NP about five minutes of time to detect the complexity of the patient and place the patient back in line to see a physician. Physicians see both simple and complex patients, with a service time of 10 minutes (simple) and 20 minutes (complex). A recent analysis suggested that on a typical day, the clinic see approximately 144 simple patients and 96 complex patients and that approximately 40% of the simple patients are seen by a physician.

In your search for a solution to the clinic's problems, you find a table like the following on a website of some operations management guru. You begin filling it out:

Calculate the answers for the missing cells (A, B, C, etc.) in the table

Step/Resource

Service Times

Time Available

Time Busy

Utilization (%) Simple Complex Simple Complex Total Reception (2 Clerks) 1.5 1.5 A B C D E Triage (2 Nurses) 4 4 F G H I J Nurse Practitioners (4) 20 5 K L M N O Physicians (6) 10 20 P Q R S T Check-out (2 Clerks) 1.5 1.5 U V W X Y