IntroductionThe case of Kristens Cookie Company proposes the business start-up idea which is based on the concept of producing custom cookies freshly baked to order using the 'set or available resources (labor, energy, ingredients, mixer, tray, utensils and oven), and sells them at affordable prices on campus to fellow students for four hours each evening. To analyze key operational parameters and offer recommendations for business improvement or expansion, it is necessary to define processes and activities, their execution time, as well as identify system capacity and its bottlenecks, if any. “Trade and academic journals have reported cases in which companies achieved operational excellence through targeted process improvement and effective management and planning of limited resources” (Gupta, Chahal, Kaur, & Sharma, 2010, p.864).1. How long will it take partners to fulfill a rush order? Assuming the rush order is for a dozen cookies, it will take at least 26 minutes (processing time) to complete. This is a summary of the duration of all processing steps, the total duration from the moment the order arrives until it is completed. View 1. Gantt chart of the process. Will it take you longer to fill an order of two dozen cookies than just one? -a dozen cookie orders? Baking is the longest process because it takes 10 minutes (activity completion time). Mixing can be done simultaneously with any other activity. Spooning can only be done after mixing is complete and the tray is empty (no cooking, cooling or packaging). Cooking can only be carried out when the tray is full. Assuming only one tray is available, partner A can start picking the next order, only when partner B has finished packing and...... middle of paper.... ..g, H. (2000). THE START-UP AND CAPACITY MODEL OF A MULTI-STAGE SERVICE FACILITY. Operations Research, 48(3), 490. Retrieved February 8, 2014, from EBSCOHost http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=3418669&site=ehost-liveSchmuck, R. (2012). OPERATIONAL STRATEGIES. Studies on the formation and development of regions, (7), 133-141. Retrieved February 6, 2014 from EBSCOHost http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=89016011&site=ehost-liveSlack, N., Chambers, S., and Johnston R. (2007). Operations management. Upper Saddle River, NJ: Pearson Prentice Hall. Retrieved February 6, 2014, from SMC Learning Resources Wajer, R. (2001). Factory facilities provide key production resources. Plant Engineering, 55(4), 24. Retrieved February 8, 2014 from EBSCOHost http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=4407119&site=ehost-live