
157Putting It All Together
the day, as the majority of work was performed in the initial 3 hrs. If the area was staffed to handle
only the average workload, then a bottleneck would occur and some patients would wait for over
5 hrs, ultimately resulting in dissatised customers. The process owner of the area surveyed the
customers and found that patients didn’t mind coming in throughout the day. By still providing the
desired morning appointments and revising the open slots, they were able to level out the rest of the
day (Table 6.4). Stafng was improved, morale was better, and they were able to make their targeted
times and output to meet dema ...