Project Report Suket Desai

8/8/2019 Project Report Suket Desai

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Certificate

This is to certify that the Project EntitledAUGMENTATION OF CAPACITY UTILIZATIONBeing submitted by

Suket Desai

In partial fulfillment of the requirement for the award on

PGDBM from NMIMS

Is a record of bonafied work by him under our supervision

Director (NMIMS, Bangalore)

Prof. Suresh Mony

Manager

(Sreedhar)

Project Guide

Prof. Suresh Mony


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Acknowledgment .............................................................................................. 4

Synopsis ........................................................................................................... 5

Genesis of the Project ................................................................................... 5

Objective ...................................................................................................... 5

Methodology ................................................................................................. 5

Expected Benefits in measurable terms ........................................................ 5

Introduction ...................................................................................................... 6

Ayurveda ....................................................................................................... 6

History ........................................................................................................... 7

Current status ............................................................................................... 9

Within India ................................................................................................ 9

Outside India ............................................................................................ 10

About Ayush ................................................................................................ 11

Service Offered By Ayush ............................................................................ 11

PERT/CPM ....................................................................................................... 13

INTRODUCTION ........................................................................................... 13

Brief History of CPM/PERT ........................................................................ 13

Planning, Scheduling & Control................................................................ 14

The Framework for PERT and CPM ........................................................... 15

Drawing the CPM/PERT Network ............................................................. 16

Tabulation & Analysis of Activities ........................................................... 17

The PERT (Probabilistic) Approach .............................................................. 20


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Advantages of PERT/CPM ............................................................................ 21

Problem statement ......................................................................................... 22

Present Scenario ............................................................................................ 23

Variables: ................................................................................................... 23

Calculation of Current Capacity and understand limitations ......................24

Prepare Process Flow chart ......................................................................... 26

PERT/CPM for present scenario ................................................................... 27

Study the new process optimization .............................................................. 28

Recommendations ..................................................................................... 28

PERT/CPM for new process ......................................................................... 30

Simulation of new process .............................................................................. 31

Estimate of Benefit ......................................................................................... 31

Scope of future study ..................................................................................... 31

Bibliography .................................................................................................. 32


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Acknowledgment

First I would like thank Prof. Suresh Mony (DirectorNMIMS, Bangalore) for his encouragement, guidance,constant support and his patience for every small queryanswered

I am grateful to Mr. Sreedhar, Director Asha WellnessService Pvt. Ltd. for taking me under his guidance and

constant supervision as well as for providing necessaryinformation regarding the project and for support incompleting the project.

Furthermore I am extremely grateful to the entire Ayushteam for their constant guidance and help and would like tothank them for helping to make this project work a success.

I extend my sincere thanks to all of them.


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Synopsis

Genesis of the Project

Currently Ayush therapy centre is able to utilize their capacityup to only 55 to 60 percentages and they want to augment it at least85%

Objective

This project aims at capacity utilization improvement for Ayushtherapy centre up to 85%

Methodology

Using PERT and CPM we are finding out the planning, schedulingand executing time for each therapy and then understand the processand propose the best way to schedule and execute the process andhow we can improve utilization of the center.

Expected Benefits in measurable termsAyush therapy centre will able to augment their capacity

utilization and also reduction in operation cost.


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Introduction

Ayurveda

Ayurveda (yurveda, the "science of life") or Ayurvedic medicine is a systemof traditional medicine native to the Indian subcontinent[1] and practiced inother parts of the world as a form of alternative medicine.In Sanskrit, theword ayurveda consists of the words yus, meaning "longevity", and veda,meaning "related to knowledge" or "science".Evolving throughout its history,ayurveda remains an influential system of medicine in South Asia. Theearliest literature on Indian medical practice appeared during the Vedicperiod in India.The Suruta Sahit and the Charaka Sahit were influential

works on traditional medicine during this era.Over the following centuries,Ayurvedic practitioners developed a number of medicinal preparations andsurgical procedures for the treatment of various ailments and diseases.

In Western medicine, Ayurveda is classified as a system of complementaryand alternative medicine (CAM) that is used to complement, rather thanreplace, the treatment regimen and relationship that exists between apatient and their existing physician.

Ayurveda is grounded in a metaphysics of the "five great elements"(Devangar:;Prithvi- earth, Aap-water, Tej-fire, Vaayu-air and Akash-ether)

all of which compose the Universe, including the human body.Chyle orplasma (called rasa dhatu), blood (rakta dhatu), flesh (mamsa dhatu), fat(medha dhatu), bone (asthi dhatu), marrow (majja dhatu), and semen orfemale reproductive tissue (shukra dhatu) are held to be the seven primaryconstituent elements -- saptadhatu (Devangar: of the body. Ayurveda dealselaborately with measures of healthful living during the entire span of life andits various phases. Ayurveda stresses a balance of three elemental energiesor humors: vata (air & space "wind"), pitta (fire & water "bile") and kapha(water & earth "phlegm"). According to ayurveda, these three regulatoryprinciples Doshas (literally that which deteriorates - Devangar:)are

important for health, because when they are in a more balanced state, thebody will function to its fullest, and when imbalanced, the body will beaffected negatively in certain ways. Ayurveda holds that each humanpossesses a unique combination of Doshas. In ayurveda, the human bodyperceives attributes of experiences as 20 Guna (Devangar:, meaningqualities). Surgery and surgical instruments are employed. It is believed that


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building a healthy metabolic system, attaining good digestion, and properexcretion leads to vitality.Ayurveda also focuses on exercise, yoga,

meditation, and massage.Thus, body, mind, and spirit/consciousness need tobe addressed both individually and in unison for health to ensue.

The practice of Panchakarma (Devangar:) is believed to eliminate toxicelements from the body.

Eight disciplines of ayurveda treatment, called ashtangas (Devangar:), aregiven below:

Internal medicine (Kaaya-chikitsa)

Paediatrics (Kaumarabhrtyam)

Surgery (Shalya-chikitsa)

Eye and ENT (Shalakya tantra)

Demonic possession (Bhuta vidya): Bhuta vidya has been calledpsychiatry.

Toxicology (Agadatantram)

Prevention diseases and improving immunity and rejuvenation(rasayana)

Aphrodisiacs and improving health of progeny (Vajikaranam)

In Hindu mythology, the origin of Ayurveda medicine is attributed tothe physician of the gods, Dhanvantari.

History

Around 1500 BC, ayurveda's fundamental and applied principles gotorganised and enunciated. Ayurveda traces its origins to the Vedas,Atharvaveda in particular, and is connected to Hindu religion. Atharvaveda(one of the four most ancient books of Indian knowledge, wisdom and

culture) contains 114 hymns or formulations for the treatment of diseases.Ayurveda originated in and developed from these hymns. In this sense,ayurveda is considered by some to have divine origin. Indian medicine has along history, and is one of the oldest organised systems of medicine. Itsearliest concepts are set out in the sacred writings called the Vedas,especially in the metrical passages of the Atharvaveda, which may possibly


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date as far back as the 2nd millennium BC. According to a later writer, thesystem of medicine was received by Dhanvantari from Brahma, and

Dhanvantari was deified as the god of medicine. In later times his status wasgradually reduced, until he was credited with having been an earthly king.TheSushruta Samhita of Sushruta appeared during the 1st millennium BC.Dwivedi & Dwivedi (2007) on the work of the surgeon Sushruta write:

"The main vehicle of the transmission of knowledge during that period was byoral method. The language used was Sanskrit the vedic language of thatperiod (2000500 BC). The most authentic compilation of his teachings andwork is presently available in a treatise called Sushruta Samhita. Thiscontains 184 chapters and description of 1,120 illnesses, 700 medicinalplants, 64 preparations from mineral sources and 57 preparations based on

animal sources."

Underwood & Rhodes (2008) hold that this early phase of traditional Indianmedicine identified 'fever (takman), cough, consumption, diarrhea, dropsy,abscesses, seizures, tumours, and skin diseases (includingleprosy)'.Treatment of complex ailments, including angina pectoris, diabetes,hypertension, and stones, also ensued during this period.Plastic surgery,cataract surgery, puncturing to release fluids in the abdomen, extraction offoreign elements, treatment of anal fistulas, treating fractures, amputations,cesarean sections, and stitching of wounds were known. The use of herbs andsurgical instruments became widespread.The Charaka Samhita text is

arguably the principal classic reference. It gives emphasis to the triunenature of each person: body care, mental regulation, andspiritual/consciousness refinement.

Other early works of ayurveda include the Charaka Samhita, attributed toCharaka.The earliest surviving excavated written material which contains theworks of Sushruta is the Bower Manuscript, dated to the 4th century AD.TheBower manuscript quotes directly from Sushruta and is of special interest tohistorians due to the presence of Indian medicine and its concepts in CentralAsia. Vagbhata, the son of a senior doctor by the name of Simhagupta,alsocompiled his works on traditional medicine.Early ayurveda had a school ofphysicians and a school of surgeons.Tradition holds that the text Agniveshtantra, written by the sage Agnivesh, a student of the sage Bharadwaja,influenced the writings of ayurveda.


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The Chinese pilgrim Fa Hsien (ca. 337422 AD) wrote about the health caresystem of the Gupta empire (320550) and described the institutional

approach of Indian medicine, also visible in the works of Charaka, whomentions a clinic and how it should be equipped. Madhava (fl. 700),Sarngadhara (fl. 1300), and Bhavamisra (fl. 1500) compiled works on Indianmedicine. The medical works of both Sushruta and Charaka were translatedinto the Arabic language during the Abbasid Caliphate (ca. 750). These Arabicworks made their way into Europe via intermediaries. In Italy, the Brancafamily of Sicily and Gaspare Tagliacozzi (Bologna) became familiar with thetechniques of Sushruta.

British physicians traveled to India to see rhinoplasty being performed bynative methods.Reports on Indian rhinoplasty were published in the

Gentleman's Magazine in 1794.Joseph Constantine Carpue spent 20 years inIndia studying local plastic surgery methods.Carpue was able to perform thefirst major surgery in the western world in 1815.Instruments described in theSushruta Samhita were further modified in the Western World.

Current status

Within India

In 1970, the Indian Medical Central Council Act which aims to standardizequalifications for ayurveda and provide accredited institutions for its study

and research was passed by the Parliament of India.In India, over 100colleges offer degrees in traditional ayurvedic medicine.The Indiangovernment supports research and teaching in ayurveda through manychannels at both the national and state levels, and helps institutionalizetraditional medicine so that it can be studied in major towns and cities.Thestate-sponsored Central Council for Research in Ayurveda and Siddha(CCRAS) is the premier institution for promotion of traditional medicine inIndia.The studies conducted by this institution encompass clinical, drug,literary, and family welfare research.To fight biopiracy and unethical patents,the Government of India, in 2001, set up the Traditional Knowledge Digital

Library as repository of 1200 formulations of various systems of Indianmedicine, such as Ayurveda, Unani and Siddha.The library also has 50traditional Ayurveda books digitized and available online.

Central Council of Indian Medicine (CCIM) a statutory body established in1971, under Department of Ayurveda, Yoga and Naturopathy, Unani, Siddha


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and Homoeopathy (AYUSH), Ministry of Health and Family Welfare,Government of India, monitors higher education in Ayurveda.The Bachelor of

Ayurveda, Medicine and Surgery (BAMS) degree is the basic five-and-a-halfyear course of graduation. It includes eighteen different subjects comprisingcourses on anatomy with cadaver dissections, physiology, pharmacology,pathology, modern clinical medicine & clinical surgery, pediatrics, along withsubjects on ayurveda like Charaka Samhita, history and evolution ofayurveda, identification and usage of herbs (dravyaguna), and ayurvedicphilosophy in diagnostics and treatment.

Many clinics in urban and rural areas are run by professionals who qualify

from these institutes.Mukherjee & Wahile cite World Health Organizationstatistics to demonstrate the popularity of traditional medicine as the primarysystem of health care.

Outside India

Academic institutions related to traditional medicine in India have contributedto ayurveda's international visibility.Kurup (2003) comments on the role ofGujarat Ayurved University:

Several international and national initiatives have been formed to legitimizethe practice of Ayurvedic medicine as CAM in countries outside India:

WHO policy of traditional medicine practice

The US National Center for Complementary and Alternative Medicine

The National Institute of Ayurvedic Medicine

The National Ayurvedic Medical Association

The European Federation for Complementary and Alternative Medicine

The European Ayurveda Association

In 2009, the United States of America National Center for Complementaryand Alternative Medicine (NCCAM) of the National Institutes of Healthexpended $1.2 million[45] of its $123 million annual budget on ayurvedicmedicine-related research.


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Due to different laws and medical regulations in the rest of the world, theunregulated practice and commercialization of Ayurvedic medicine has raisedethical and legal issues; in some cases, this damages the reputation ofAyurvedic medicine outside India.

About Ayush

Ayush Therapy Centre is a collaborative arrangement between HLL and AryaVaidya Pharmacy, Coimbatore, (AVP) - which HLL says is the country's best-known name in Ayurveda The centre provides personalised health advice andtherapy to keep one healthy - physically and mentally. The various services

offered at the centre include positive health and stress relief, aches and painrelief, consultation for weight loss and skin and hair care.

AVP Coimbatore is India's best known name in Ayurvedic products. For thelast 60 years, they have been manufacturing ayurvedic formulations of thehighest quality standards. HLL has developed the products with rigour andAVP brought their expertise to these services. AVP and HLL can togethermeet the growing requirement of ayurvedic products and services.

They offer consumers the holistic experience of ayurveda. They havetestimonies of the curative powers of the services thorough our satisfied

customers.

Service Offered By Ayush

Udwartana: (weight loss)

This is a deep and dry massage using Herbal powders. It helps to reducesubcutaneous fat, firm up the muscle and good for weight reduction.

Abhyangam with Elakizhi: (aches & pains)

Ayurvedic oil massage followed by fomentation with pathra (poultice) boundin cloth bags which are frequently dipped in warm medicated oils.

Navarakizhi: (aches & pains)


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Hot medicated cooked rice boluses bound in cloth bags (poultices) areapplied on the body and massaged to induce sudation, soaking these bags

frequently in a mixture of milk and herbal decoction. This procedurestrengthens muscles and nerves. Highly rejuvenating and prepares theperson to bear the stress and strain of busy life. An effective therapeuticprocedure for nerve weakness and wastage of muscles.

Abhyangam with pichu: (aches & pains)

Here cotton pad soaked in medicated oil is placed on a body part and is keptmoist with warm oil for some time. This is effective in reducinginflammations, pains and cramps.

Abhyanga with local pizhichil: (aches & pains)

It involves pouring warm medicated oil continuously on an affected part. Thebody and the head is smeared with appropriate medicated oils and theperson is made to lie down. This is effective in skeletal and musculardiseases, cervical spondolysis, osteoarthritis, lumbago, sciatia andneuropathy.

Thalam

Application of medicated paste on the crown of the head is called Thalam.Thalam are of various types according to the nature of the ailment.

Vasti: (aches & pains)

It involves holding warm ayurvedic oils followed by massaging of the affectedareas such as kati (back), Janu (knee) and Greeva (Neck) which helpsimmensely in cases of lower back, arthritic knee Problems and cervicalconditions.

Shirodhara: (Mental stress)

Lukewarm herbal oil is poured in continuous stream over the forehead, whilereceiving a gentle massage on the head. Shirodhara rejuvenates and

revitalizes the body and mind. This therapy relieves stress and strain relatedproblems, improves memory and is known to have a curative effect forparalysis, insomnia, depression, anxiety, hypertension and other neurologicalmalfunctions. It bestows better vision, better hearing, clears nasal problemsand calms the body and mind.


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Mukha Lepam: (Facial)

Regular Facial: Our ayurvedic facial will leave your skin relaxed and glowing.We use a blend of Indian herbs and aromatic essence of sandalwood toincrease the flow of energy asmarma points are gently massaged.

Navara Facial: Hot medicated cooked rice boluses bound in cloth bags(poultices) are soaked frequently in a mixture of milk and herbal decoctionapplied on the face and massaged. This procedure is recommended forsensitive skin.

Shiro Abhyanga/Lepam: (Hair treatment)

Using special medicated oil, this head massage followed by application of

specialized herbal pack relieves stress and strain, stimulates hair folliclesnourishes scalp and minimizes hair fall.

Netratarpana: (Eye Therapy)

Medicated ghee is retained for prescribed time over the eyes. Strengthensoptic nerve. Prevents eye diseases and gives a cooling effect to the eye.

PERT/CPM

INTRODUCTION

Basically, CPM (Critical Path Method) and PERT (Programme

Evaluation Review Technique) are project management techniques,

which have been created out of the need of Western industrial and

military establishments to plan, schedule and control complex

projects.

Brief History of CPM/PERT

CPM/PERT or Network Analysis as the technique is sometimes called,developed along two parallel streams, one industrial and the othermilitary.


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CPM was the discovery of M.R.Walker of E.I.Du Pont de Nemours & Co.and J.E.Kelly of Remington Rand, circa 1957. The computation was

designed for the UNIVAC-I computer. The first test was made in 1958,when CPM was applied to the construction of a new chemical plant. InMarch 1959, the method was applied to a maintenance shut-down atthe Du Pont works in Louisville, Kentucky. Unproductive time wasreduced from 125 to 93 hours.

PERT was devised in 1958 for the POLARIS missile program by theProgram Evaluation Branch of the Special Projects office of theU.S.Navy, helped by the Lockheed Missile Systems division and theConsultant firm of Booz-Allen & Hamilton. The calculations were soarranged so that they could be carried out on the IBM Naval Ordinance

Research Computer (NORC) at Dahlgren, Virginia.

Planning, Scheduling & Control

Planning, Scheduling (or organising) and Control are considered to bebasic Managerial functions, and CPM/PERT has been rightfully accordeddue importance in the literature on Operations Research andQuantitative Analysis.

Far more than the technical benefits, it was found that PERT/CPMprovided a focus around which managers could brain-storm and puttheir ideas together. It proved to be a great communication medium bywhich thinkers and planners at one level could communicate theirideas, their doubts and fears to another level. Most important, itbecame a useful tool for evaluating the performance of individuals andteams.

There are many variations of CPM/PERT which have been useful inplanning costs, scheduling manpower and machine time. CPM/PERTcan answer the following important questions:

How long will the entire project take to be completed? What are therisks involved?

Which are the critical activities or tasks in the project which coulddelay the entire project if they were not completed on time?

Is the project on schedule, behind schedule or ahead of schedule?


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If the project has to be finished earlier than planned, what is the bestway to do this at the least cost?

The Framework for PERT and CPM

Essentially, there are six steps which are common to both thetechniques. The procedure is listed below:

Define the Project and all of its significant activities or tasks. TheProject (made up of several tasks) should have only a single startactivity and a single finish activity.

Develop the relationships among the activities. Decide which activitiesmust precede and which must follow others.

Draw the "Network" connecting all the activities. Each Activity shouldhave unique event numbers. Dummy arrows are used where requiredto avoid giving the same numbering to two activities.

Assign time and/or cost estimates to each activity

Compute the longest time path through the network. This is called thecritical path.

Use the Network to help plan, schedule, monitor and control theproject.

The Key Concept used by CPM/PERT is that a small set of activities,which make up the longest path through the activity network controlthe entire project. If these "critical" activities could be identified andassigned to responsible persons, management resources could beoptimally used by concentrating on the few activities which determinethe fate of the entire project.

Non-critical activities can be replanned, rescheduled and resources forthem can be reallocated flexibly, without affecting the whole project.

Five useful questions to ask when preparing an activity network are:

Is this a Start Activity?

Is this a Finish Activity?

What Activity Precedes this?


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What Activity Follows this?

What Activity is Concurrent with this?

Some activities are serially linked. The second activity can begin onlyafter the first activity is completed. In certain cases, the activities areconcurrent, because they are independent of each other and can startsimultaneously. This is especially the case in organisations which havesupervisory resources so that work can be delegated to variousdepartments which will be responsible for the activities and theircompletion as planned.

When work is delegated like this, the need for constant feedback andco-ordination becomes an important senior management pre-

occupation.

Drawing the CPM/PERT Network

Each activity (or sub-project) in a PERT/CPM Network is represented byan arrow symbol. Each activity is preceded and succeeded by anevent, represented as a circle and numbered.


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At Event 3 there is only one activity, Activity 3-4 in the backward pass,and we find that the value is 11-7 = 4 weeks. However at Event 2 wehave to evaluate 2 activities, 2-3 and 2-4. We find that the backwardpass through 2-4 gives us a value of 11-6 = 5 while 2-3 gives us 4-0 =4. We take the smaller value of 4 on the backward pass.

Tabulation & Analysis of Activities

We are now ready to tabulate the various events and calculate theEarliest and Latest Start and Finish times. We are also now ready tocompute the SLACK or TOTAL FLOAT, which is defined as the difference

between the Latest Start and Earliest Start.

Event Duration(Weeks) EarliestStart

EarliestFinish

LatestStart

LatestFinish

Total Float

1-2 4 0 4 0 4 0


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2-3 0 4 4 4 4 0

3-4 7 4 11 4 11 0

1-3 3 0 3 1 4 1

2-4 6 4 10 5 11 1

The Earliest Start is the value in the rectangle near the tail of eachactivity

The Earliest Finish is = Earliest Start + Duration

The Latest Finish is the value in the diamond at the head of eachactivity

The Latest Start is = Latest Finish - Duration

There are two important types of Float or Slack. These are Total Floatand Free Float.

TOTAL FLOAT is the spare time available when all preceding activities occurat the earliest possible times and all succeeding activities occur at the latestpossible times.

Total Float = Latest Start - Earliest Start

Activities with zero Total float are on the Critical Path

FREE FLOAT is the spare time available when all preceding activities occur atthe earliest possible times and all succeeding activities occur at the earliestpossible times.

When an activity has zero Total float, Free float will also be zero.

There are various other types of float (Independent, Early Free, EarlyInterfering, Late Free, Late Interfering), and float can also be negative. Weshall not go into these situations at present for the sake of simplicity and beconcerned only with Total Float for the time being.


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Having computed the various parameters of each activity, we are now readyto go into the scheduling phase, using a type of bar chart known as the Gantt

Chart.There are various other types of float (Independent, Early Free, EarlyInterfering, Late Free, Late Interfering), and float can also be negative. Weshall not go into these situations at present for the sake of simplicity and beconcerned only with Total Float for the time being. Having computed thevarious parameters of each activity, we are now ready to go into thescheduling phase, using a type of bar chart known as the Gantt Chart.

Scheduling of Activities Using a Gantt Chart

Once the activities are laid out along a Gantt Chart (Please see chart

below), the concepts of Earliest Start & Finish, Latest Start & Finish andFloat will become very obvious.

Activities 1-3 and 2-4 have total float of 1 week each, represented bythe solid timeline which begins at the latest start and ends at the latest

finish. The difference is the float, which gives us the flexibility toschedule the activity.

For example, we might send the staff on leave during that one week orgive them some other work to do. Or we may choose to start the


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activity slightly later than planned, knowing that we have a weeksfloat in hand. We might even break the activity in the middle (if this is

permitted) for a week and divert the staff for some other work, ordeclare a National or Festival holiday as required under the Nationaland Festival Holidays Act.

These are some of the examples of the use of float to schedule anactivity. Once all the activities that can be scheduled are scheduled tothe convenience of the project, normally reflecting resourceoptimisation measures, we can say that the project has beenscheduled.

The PERT (Probabilistic) Approach

So far we have talked about projects, where there is high certainty about theoutcomes of activities. In other words, the cause-effect logic is well known.

This is particularly the case in Engineering projects.

However, in Research & Development projects, or in Social Projects which aredefined as "Process Projects", where learning is an important outcome, thecause-effect relationship is not so well established.

In such situations, the PERT approach is useful, because it can accommodatethe variation in event completion times, based on an experts or an expert

committees estimates.For each activity, three time estimates are taken

The Most Optimistic

The Most Likely

The Most Pessimistic

The Duration of an activity is calculated using the following formula:

Where te is the Expected time, to is the Optimistic time, tmis the most probable activity time and tp is the Pessimistic time.


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It is not necessary to go into the theory behind the formula. It is enough toknow that the weights are based on an approximation of the Beta

distribution.The Standard Deviation, which is a good measure of the variability of eachactivity is calculated by the rather simplified formula:

The Variance is the Square of the Standard Deviation.

Advantages of PERT/CPM

- Forces management to plan a project before it begins.

- Requires an analytical approach to planning.

- Separates the planning and scheduling functions.

- Permits the planner to concentrate on the relationship of items of workwithout considering their occurrence in time.

- Allows the planner to develop a more detailed plan, since he isconcerned with how the work will be performed, not when.

- Results in a more realistic schedule.

- Clearly shows dependency relationships between work tasks.

- Facilitates control of a project.

- Simplifies maintenance of the plan and schedule.

- Informs management of the current status of the project.

- Focuses managements attention on critical items of work.

- Gives management the ability to assess consequences of anticipatedchanges to the plan.

- Makes it easy to relate other functions of project control to the basicplanning and scheduling function.

- Meets contractual requirements of government, private industry andcustomers.


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Problem statement

Ayush Therapy Centre has many branches across the country. Theproblem they are facing is resource utilization. As they have many branchesin a single city, mostly on weekdays there are very few appointments and onweekends the maximum occupancy is around 60-65%. Therefore most oftheir resources are underutilized and some solution is required for that.


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Present Scenario

Variables:

Number of Therapy room 3

Number of Therapist 3

Therapy center timing 7 AM to & PM ( 7 AM to 1 PM onThursday)

Time Taken for each treatment

70% of treatment 1 hours30% of treatment 1 and hours

Therapy room cleaning time 30 minutes

Therapist break time 10 minutes

Staff 3 therapist, 3 cleaner, 1 receptionist,1 full time doctor, 1 specialist doctorvisiting twice a week for 2 hours


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Calculation of Current Capacity and understand limitationsWalk in for last 3 Weeks.

Date Number of Customer/Treatment Day

4 Oct 7 Week day

5 Oct 5 Week day

6 Oct 8 Week day

7 Oct 10 Week day

8 Oct 4 Week day

9 Oct 16 Week end

10 Oct 18 Week end

11 Oct 10 Week day

12 Oct 6 Week day

13 Oct 8 Week day

14 Oct 7 Week day15 Oct 12 Week day

16 Oct Public Holiday Week end

17 Oct 10 Week end

18 Oct 7 Week day

19 Oct 5 Week day

20 Oct 10 Week day

21 Oct 13 Week day

22 Oct 13 Week day

23 Oct 15 Week end


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24 Oct 10 Week end

Working time is 7 AM to 7 PM = 12 hours a day for 6 days

Working time for Thursday is 7 AM to 1 PM = 6 hours a day for 1 day.Capacity calculation:

Total

HoursPer

day

1.5 hourstreatment

(70%)

2 hourstreatment

(30%)

Total

treatmentfor each

room

Total

capacity

Therapy

Room

Total

Capacityper

Week

12 5 2 7 21 3 126

6 2 1 3 9 3 9

135

Capacity Utilization:

Week

Available

Capacity

Utilize

capacity

Capacity utilization

%

Week 1 135 58 42.96%

Week 2 135 53 39.26%

Week 3 135 73 54.07%


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Prepare Process Flow chart


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PERT/CPM for present scenario

Critical path is 120 min.


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Study the new process optimization

Recommendations

There are two areas where we can make some improvement /modifications and increase the capacity utilization.

1. Reduce cleaning hours from 30 min. to 10 min.: Currently

cleaning process takes 30 minutes because it required to clean oily

therapy rooms , if we use paper on which therapy can be done then we

can just throw the used paper and minimal cleaning required thus we

can save time but this process involved additional cost and we do not

have enough walk ins during week days and we can still go with

manual cleaning during week days and use this process only for week

end

2. Reduce therapy rooms from 3 to 2: We can reduce therapy rooms

to 2 from 3 and we can save cost on one therapist as well as

operational cost for one room as per below calculation we can

accommodate regular walk ins with 2 room as well.

Capacity calculation with 2 therapy room and cleaning hours reduction from30 min to 10 min during week end

Total

HoursPer

day

1.5 hourstreatment

(70%)

2 hourstreatment

(30%)

Total

treatmentfor each

room

Total

capacity

Therapy

Room

Tot

Capape

We

12 5 2 7 14 2

6 2 1 3 6 2

12 7 2 9 18 2

12 7 2 9 18 2


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If we assume that we could have 2 rooms instead of 3 we could haveutilization of Capacity as below

Week

Available

Capacity

Utilize

capacity Capacity utilization %

Week 1 98 58 59.18%

Week 2 98 53 54.08%

Week 3 98 73 74.49%

Risk and mitigations:

When we reduce number of rooms we may face issue when number ofcustomers increase during week end in that scenario we can utilize 3rd roomas per demand and we can get therapist from other locations as and when

required.

We are reducing operation cost as well as therapist cost by reducing onetherapy room. The amount which would be saved by reducing the number ofrooms and therapists is very large as compared to getting a therapist onadhoc on weekends


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PERT/CPM for new process

Critical path reduce from 120 min. to 100 min.


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Simulation of new process

We have recommended the findings and suggestions and Ayush is agreed tosimulate the new process.

Estimate of Benefit

With this new process Ayush will able to reduce salary cost by removing onetherapist and one cleaner , apart from this the operational cost for one roomwill also saved.

Description Cost

Therapist 8000

Cleaningpersonnel 5000

Operational Cost

for One room 5250

Total 18250

Total revenue for Ayush is 2 lakhs per month and profit is 30,000 to 40,000per month.

By implementing suggested process/changes total profit will increase by18000 per month.

Scope of future study

1. Ayush can go for new marketing strategy with giving some sort of

benefit to customer for week days appointment.2. By implementing new process/changes , removing one room they will

have one massage table available and can be utilized for mobiletherapy room at the customers place.


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3. Instead of engaging doctor at Ayush centre they can have tie-up withsmall Ayurveda clinics and they can recommend Ayush centre for

treatment where they can save future cost of engaging doctor atCentre .

Bibliography

Operations research by V.K. Kapoor.

http://en.wikipedia.org

http://ayushayurvedic.com/rejuvenation.htm
http://en.wikipedia.org/http://ayushayurvedic.com/rejuvenation.htmhttp://en.wikipedia.org/http://ayushayurvedic.com/rejuvenation.htm

Date post:	10-Apr-2018
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Project Report Suket Desai

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