Respond to...  Identify the activities in the doctor's office that fall into process time, inspection time, move time, wait time, and storage time. List the activities in the doctor's office that are candidates for non value-added activities. Explain why you classify them as non value-added activities. According to Schneider (2012), process time is the time where a product or service is going through the modification process and activities from raw materials into completed products (p.503).  In the doctor’s office, the process time can be identified as the time spent with the doctor, nurses, and dietitian; changing the ‘raw’ patient/client into a ‘final’ informed and medicated patient.  Actions that consist of process time are checking in with the receptionist; talking to the doctor; and the discussion with the dietitian. Inspection time is the time spent guaranteeing product/service quality is great (Schneider, 2012, p.504).  For that reason, inspection time is essential to assure a patient/client recovers the appropriate and highest status of care.  In the doctor’s office, inspection time would be the actions done to guarantee the appropriate data or samples were gathered for high quality attention to detail.  Therefore, inspection time actions would involve weighing in; collecting personal data (medicines, insulin dose, and sicknesses); blood sample to test blood sugar; blood pressure check; and the concluding collection of blood samples based on the physician’s orders. Schneider (2012) said that move time is the time used moving an unprocessed, work in progress, or completed work between procedures in a facility (p.504).  In the doctor’s office the move time actions entail moving from the waiting area to the inner station; moving from the inner station to the patient room; and moving from the patient room back to the receptionist waiting room. According to Schneider (2012), wait time is the measure of time a product or service in any condition spends waiting for the next action (p.504).  In the doctor’s office the wait time action includes waiting to be called by the nurse; waiting for the physician to come to the room; and waiting for the dietitian consultation. Lastly, Schneider (2012) claims storage time is the time that a completed product or service is held in stock or waiting to be appropriately taken care of (p.505).  In the doctor’s office, the service would be complete once the patient talks with the dietitian.  Therefore, the only storage time action would be the time the receptionist is being employed to assist the client in paying for the visit and scheduling the next visit. Nonvalue-added actions can be recognized with each action named.  Schneider (2012) said a significance on recognizing actions is to be able to classify nonvalue-added activity and eliminate them (p.503).  The first nonvalue-added activity is move time.  According to Schneider (2012) move time is a nonvalue-added activity, thus making all the move time.

1. Respond to...
Identify the activities in the doctor's office that fall into process
time, inspection time, move time, wait time, and storage time.
List the activities in the doctor's office that are candidates for
non value-added activities. Explain why you classify them as
non value-added activities.
According to Schneider (2012), process time is the time where a
product or service is going through the modification process and
activities from raw materials into completed products (p.503).
In the doctor’s office, the process time can be identified as the
time spent with the doctor, nurses, and dietitian; changing the
‘raw’ patient/client into a ‘final’ informed and medicated
patient. Actions that consist of process time are checking in
with the receptionist; talking to the doctor; and the discussion
with the dietitian. Inspection time is the time spent guaranteeing
product/service quality is great (Schneider, 2012, p.504). For
that reason, inspection time is essential to assure a patient/client
recovers the appropriate and highest status of care. In the
doctor’s office, inspection time would be the actions done to
guarantee the appropriate data or samples were gathered for
high quality attention to detail. Therefore, inspection time
actions would involve weighing in; collecting personal data
(medicines, insulin dose, and sicknesses); blood sample to test
blood sugar; blood pressure check; and the concluding
collection of blood samples based on the physician’s orders.
Schneider (2012) said that move time is the time used moving
an unprocessed, work in progress, or completed work between
procedures in a facility (p.504). In the doctor’s office the move
time actions entail moving from the waiting area to the inner
station; moving from the inner station to the patient room; and

2. moving from the patient room back to the receptionist waiting
room. According to Schneider (2012), wait time is the measure
of time a product or service in any condition spends waiting for
the next action (p.504). In the doctor’s office the wait time
action includes waiting to be called by the nurse; waiting for
the physician to come to the room; and waiting for the dietitian
consultation. Lastly, Schneider (2012) claims storage time is the
time that a completed product or service is held in stock or
waiting to be appropriately taken care of (p.505). In the
doctor’s office, the service would be complete once the patient
talks with the dietitian. Therefore, the only storage time action
would be the time the receptionist is being employed to assist
the client in paying for the visit and scheduling the next visit.
Nonvalue-added actions can be recognized with each action
named. Schneider (2012) said a significance on recognizing
actions is to be able to classify nonvalue-added activity and
eliminate them (p.503). The first nonvalue-added activity is
move time. According to Schneider (2012) move time is a
nonvalue-added activity, thus making all the move time actions
previously mentioned, nonvalue-added activities (p.504).
Furthermore, Sabri & Shaikh (2010), classified nonvalue added
activities as having no value to the client and is not necessary to
running the business (p.11). Hence, certain actions could be
made more productive with technology in order to generate
more value to the client and lower resources required in the
doctor’s office for achievement, for example computerizing
check-in, paying out, and scheduling next visit. Another
example is a simpler coding scheme eradicating the dialect
some staff may grasp better than others. This example would be
useful for the inspection and process times, generating more of
a smooth flow between recording data and the physician
conference; between the physician’s orders and more tests; and
between data and dietitian. Lastly, Schneider (2012)
commented that wait time actions are potentially important
nonvalue-added actions (p.504). Hence, from a personal
perspective, wait time is necessary because most doctors have

3. more patients than time in a day. Therefore, the issue becomes
more of a time management issue instead of a nonvalue-added
activity. Placing a time limit per client could help raise
efficiency and lower hard to define causes of wait time.
Nevertheless, it is hard to conclude whether Dr. Rosenthal is
efficient without any given time values. However, even minus
the data, a person can see nonvalue-added actions do exist.
Hence, Dr. Rosenthal should assess the actions of his office and
decide which expenses can be eradicated by revising
technology, protocol, and practices.
References
Sabri, E., & Shaikh, S.N. (2010).
Lean and agile value chain management: A guide to the next
level of improvement.
Ft. Lauderdale, FL: J. Ross Publishing Inc.
Schneider , A. (2012).
Managerial accounting: Decision making for the service and
manufacturing sectors.
San Diego, CA: Bridgepoint Education.
Respond to...
Dr. Rosenthal is in the service sector and his staff are specialist
within their fields that should have a focus on their customers
that come to their office to receive the best care the company
has to offer. Patients are expected to return and as they do the
doctor should monitor his staff to improve the performance of
his staff and reduce non value-added activities. This is also
referred to as activity analysis. “An emphasis on activities can
help identify nonvalue-added costs and eliminate the activities
that cause them. Any resource-using activity that does not add

4. value is often called waste. Having value implies that a
consumer would be willing to pay for the results of the activity.
A key goal of production managers is to eliminate waste and,
thereby, to have an efficient and productive operation.” ().
Everyday the office will receive customers that will in turn
receive a service from the doctor and his staff members. Process
time in this situation would be the time when the customer
checks in at the receptionist to the time when the customer pays
for the office visit. Inspection time would be when the patient is
in the inner office with the nurse gathering personal data, blood
samples, history since the patients last visit, the doctors
conference and the dietitian’s review. Move time would be
when the patient checks in, moves to the inner offices, an initial
review with the nurse and conferences the patient has with the
doctor and dietitian, move time is the process or stages the
patient goes through, throughout the visit. Wait time is the time
spent that nurses, the doctor and dietitian and patient share
during the move time. For example, wait time is taken place
while the nurse is with the patient, while the patient is with the
doctor and while the dietitian is with the patient. Storage time
would be the time the patient spends in the assigned room
waiting for each person involved in the process to see them,
such as the nurse, doctor and dietitian, including the next visit.
For each item there is non value-added time. During the process
time, once the patient checks in collecting personal data should
be the first thing the patient does before going into the assigned
room. Then once the patient has given the nurse the data, then
that information the nurse can update the patient’s medical
records, before assigning the patient to a room. Once the patient
is moved to the room then the patient can be weighed inside the
room the patient is assigned along with the blood pressure test
and take a sample. The doctor and dietitian should be briefed on
any updates on the patient with no time wasted in between
because the doctor and dietitian should be in some cases
familiar with the patient before the visit. After the conference

5. the doctor can give orders to the nurse depending on what he or
she recommends to the patient while the dietitian is having his
conference while presenting a plan and adjusting according to
the patients eating habits, meal planning and weight control.
Visits by patients will vary but the time spent by each member
in Dr. Rosenthal’s team can reduce a great amount of time
reducing non-value-added time which makes them more
technically proficient, while managing their time and add
meaningful productivity to the office.
References
Schneider, A. (2017).
Managerial Accounting: Decision making for the service and
manufacturing sectors
(2nd ed.) [Electronic version]. Retrieved from
https://content.ashford.edu/
.