Operations Management

Introduction to this field

Dr Indrajit Mukherjee Asst. Professor

Reference books
Operations Management for competitive advantage- Chase, R.B., Jacob et al., 11th Edition, McGraw-Hill Companies Production and Operations Management-S N Chary, 3rd Edition, McGraw-Hill Companies Operations Management- Process & Value Chain, 8e,L Krajewski, L Rizwan, M Malhotra, Pearson Education, 2008

OBJECTIVE
Introduction to the Field Operations Strategy and Competitiveness Facility Layout Product and Process Design Quality Inventory, and JIT Time and Motion Study

Think about the changes in thought of people on products and services

Telecommunication Industry in India (meeting arrangement) Indian Railways (Reservation, e-ticket and other services from anywhere) Low Cost Airlines in India (cheap Ticket to compete with Railways) Tata motors (NANO)-Attract two wheeler Customer Private Hospital In south India

What is Operations Management? Defined

Operations management (OM) is defined as the design, operation, and improvement of the firms systems that create and deliver value to the customers

Why Study Operations Management?

Expand globally No of lines in bank teller
Systematic Approach to Org. Processes

Analytical thinking

Business Education

Operations Management

Career Opportunities

To talk knowledgably SCM, JIT, BPReengineering

Cross-Functional Applications

ERP SCM, Quality Process Reengineering

Tools needed in Marketing and finance to perform task effectively

Definition and Criteria

Operations management (OM) concerns itself with the conversion of inputs into outputs (product or service) using physical resources so as to meet its criteria of performance. Criteria of Performance
Customer satisfaction or Customers Delight Effectiveness Efficiency Value addition

Assembly Process

Efficiency
Doing something at the lowest possible cost Goal of an efficient process is to produce a good or provide a service by using the smallest input In customer service counter in bankBeing efficient means using fewest people possible at the counter Productivity indices is a measure of efficiency

Effectiveness
Doing right thing to create most value for the customer There is often a tradeoff with efficiency In bank customer service counter-being effective means minimizing the amount of time customer needs to wait in line

The Operations Function

Operations as a transformation process Operations as the technical core

What is a Transformation Process? Defined

A transformation process is defined as a user of resources to transform inputs into some desired outputs

Operations as a Transformation Process

INPUT Material Machines Labor Management Capital OUTPUT Goods Services

TRANSFORMATION PROCESS

Operations as a Transformation Process

INPUT Material Machines Labor Management Capital OUTPUT Goods Services

TRANSFORMATION PROCESS

Feedback

System (Hospital)-Inputs (patient)Resources (Doctors, Nurses, medical supplies, equipments)-Primary Transformation function (Healthcare or physiological)-Desired output (healthy individual) System (Airlines)-Inputs (travelers)Resources (Plane, Crews, ticketing system etc)-Primary Transformation function (Move to destination)-Desired output (ontime, safe delivery to destination) Check Transformation for restaurant, educational institute, petrol pump

Transformation

Transformation Processes
Physical Locational warehouse) Exchange Physiological Psychological Informational (as in manufacturing) (as in transportation/ (as in retail shop) (as in health care) (as in entertainment) (as in communications)

Processes
Processes should add value (We will discuss this in next slide). Processes can be broken down into subprocesses, which in turn can be broken down further. Any process that is part of a larger process is considered a nested process. Each process and each nested process has inputs and outputs.

Value
It is quality divided by price If we can provide a better car without change in price, value goes up. If we can provide a better car with reduced price, value goes way up

External vs. Internal Customers

External Customers are those who purchase the goods and services. Internal Customers are those who receive the output of others within the firm. They are part of the transformation process.
Inputs from other processes

Transformation Processes (Adding value)

Outputs to Internal or to External customers

Service Processes and Manufacturing Processes

Manufacturing processes change materials in one or more of the following dimensions:
Physical properties Shape Fixed dimensions Surface finish Joining parts and materials If a process isnt doing at least one of these, then it is a service (non-manufacturing) process.

Manufacturing and Service

Goods Production
Tangible Can be inventoried Low customer contact Capital Intensive Quality easily measured

Service Production
Intangible Cant be inventoried High customer contact Labor Intensive Quality hard to measure

Most firms provide both goods and services.

What are the Core Processes in Business

1.

2.

Customer relationship processes (Marketing)

Identify, attract, and build relationships with external customers and facilitate the placement of orders.

3.

New service/product development processes (Design / R & D)

Design and develop new services or products from inputs received from external customer specifications.

4.

Order fulfillment processes (Production Planning & Control, Quality)

The activities required to produce and deliver the service or product to the external customers.

Supplier relationship processes (Supplier Development)

Select suppliers of services, materials and information and facilitate the timely and efficient flow of these items into the firm.

Operations as the Technical Core

Finance/Accounting
Production and Inventory data Capital budgeting requests Capacity expansion and Technology plans Orders for materials Production and delivery Schedules Quality Requirements Design/ Performance specs Budgets Cost analysis Capital investments Stockholder requirements Product/Service Availability Lead-time estimates Status of order Delivery schedules

Marketing

Suppliers

Operations
Material availability Quality data Delivery schedules Designs Personnel needs Skill sets Performance evaluations Job design/work measurement Hiring/firing Training Legal requirements Union contract negotiations Sales forecasts Customer orders Customer feedback Promotions

Human Resources

Historical Events in OM
Scientific Management
Time and motion studies Lillian Gilbreth Activity scheduling chart Gant Moving assembly line 1911 1912 1913 Frank & Henry Henry Ford

Ford Assembly Line 1913

Historical Events in OM
Management Science
Linear programming PERT/CPM, Waiting line theory MRP 1947 George Dantzig 1950s 1960s

Historical Events in OM
Quality Revolution
JIT TQM 1970s 1980s Taiichi Ohno, Toyota W. Edwards Deming, Joseph Juran, et. al.

Historical Events in OM
Information Age/ Internet Revolution
www, ERP Supply chain management, E-commerce 1990s SAP, i2 Technologies, ORACLE, PeopleSoft, Amazon, Yahoo, eBay, and others

OM: Milestones
Individual efficiency
Work study

Collective efficiency
Production control, Assembly line balancing

Quality and materials

Statistical quality control, Inventory control, Designed Experimentation

Operations Research
Queuing models, Game theory, LPP, NLP

Computer era
ERP

Service & Relationships era

Manufacturing Systems
Continuous flow Mass production Batch production Job-shop production

Continuous Flow (Petrochemical)

Mass Production (Airlines/ Automobile)

Batch Production

Job Shop (Artisans)

Service
Every organization is in the service business, whether it makes plane or food Airlines, Hotel, hospital

What is a Service and What is a Good?

If you drop it on your foot, it wont hurt you. (Good or service?)

Services never include goods and goods never include services. (True or false?)

Core Services Defined Core services are basic things that customers want from products they purchase Quality, flexibility, speed and price

Core Services Performance Objectives

Quality

Flexibility

Operations Managemen t

Speed

Price (or cost Reduction)

Value-Added Services Defined Value-added services differentiate the organization from competitors and build relationships that bind customers to the firm in a positive way

The Importance of Operations Management

Synergies must exist with other functional areas of the organization Operations account for 60-80% of the direct expenses that burden a firms profit.

Some Decision Areas

Product-centric or self-centric:

Technology selection Capacity (available capacity for demand fluctuation) Scheduling (timing of various activities) System maintenance (quality checks, technology selection, corrective action)

People-centric: Relationship with people interacting with firm (customer, supplier, employee)

HR (Employees) Supply (Associates or suppliers) Timing (Customer timeliness of delivery) Spatial (location of business associate, plant, layouts etc)

Basic Effort in Operations Management

The basic effort, historically speaking, has been to ensure:
Swift and even flow of materials achieved through Reducing variability within the system
output, flows, quality, supplies and delivery

Value Chains
Value chains are an interrelated series of processes that produce a service or product to the satisfaction of customers.
Value chains may have core processes or support processes.

Core processes deliver value to external customers. Support processes provide vital inputs for the core processes.

Value Chain
A process view of firm Processes must add value for customer The cumulative work of processes of a firm is a value chain Core process-Chain of activities that delivers value to external customer Support Process-Provide vital resources to support core process. E.g. budgeting, recruiting, scheduling

An Integrated Value Chain

Customer

Manufacturer

Supplier

Flow of information (customer order)

An Integrated Value Chain

Customer

Manufacturer

Supplier

Flow of information (customer order) Flow of product (order fulfillment)

A New Value Chain

(a) Traditional Value Chain
Manufacturer Manufacturer Wholesaler/ Wholesaler/ distributor distributor Retailer Retailer Consumer Consumer

A New Value Chain

(a) Traditional Value Chain
Manufacturer Manufacturer Wholesaler/ Wholesaler/ distributor distributor Retailer Retailer Consumer Consumer

(b) Intermediaries Eliminated (Deintermediation)

Manufacturer Manufacturer Wholesaler/ Wholesaler/ distributor distributor Retailer Retailer Consumer Consumer

A New Value Chain

(a) Traditional Value Chain
Manufacturer Manufacturer Wholesaler/ Wholesaler/ distributor distributor Retailer Retailer Consumer Consumer

(b) Intermediaries Eliminated (Deintermediation)

Manufacturer Manufacturer Wholesaler/ Wholesaler/ distributor distributor Retailer Retailer Consumer Consumer

(b) New Intermediaries Introduced (Reintermediation)

Manufacturer Manufacturer Infomediary Infomediary E-Retailer E-Retailer Portal Portal Consumer Consumer

Current Issues in OM
Coordinate the relationships between mutually supportive but separate organizations. Optimizing global supplier, production, and distribution networks. Lean Manufacturing, JIT Inventory System

Question Bowl
A major objective of OM is how smart managers can do which of the following? a. Improve efficiency by lowering costs b. Improve effectiveness by creating value c. Increasing value by reducing prices d. Serving customers well e. All of the above

How Operations As a Competitive Weapon fits the Operations Management Philosophy

Operations Strategy Project Management Process Strategy Process Analysis Process Performance and Quality Constraint Management Process Layout Lean Systems JIT Philosophy

Supply Chain Strategy Location & Facility Design Inventory Management Forecasting Sales and Operations Planning Resource Planning Scheduling

Operations Strategy and Competitiveness

OBJECTIVES
Operations Strategy Competitive Dimensions Order Qualifiers and Winners Productivity Measures

DHL or DTDC
Why are they successful?
Fast On-time deliveries Relatively low cost Technology in shipment tracking

Progressive Insurance
Grew from $1.3 billion to $11 in 13 years. How did they do it? Operational Innovation (Designing new processes)
Immediate Response Claims Handling (24 hours a day). Streamlined claims processing, from 7-10 days to 9 hours. Web site for agents only. Web site for customer information, inquiries and routine processing. Agents quickly go to scene of accident.

Definition
Strategy is the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and allocation of resources for carrying out these goals

The Role of Operations Strategy

Provide a plan that makes best use of resources which;
Specifies the policies and plans for using organizational resources Supports Business Strategy as shown on next slide

Business/Functional Strategy

Importance of Operations Strategy

Companies often do not understand the differences between operational efficiency and strategy
Operational efficiency is performing tasks well, even better than competitors Strategy is a plan for competing in the marketplace

Operations strategy is to ensure all tasks performed are the right tasks

Strategy Formulation
1. 2. 3. 4.

Define a primary task Assess core competencies Determine order winners & order qualifiers Positioning the firm

Operations Strategy
Strategy Process
Customer Needs

Example
More Product

Corporate Strategy

Increase Org. Size

Operations Strategy

Increase Production Capacity

Decisions on Processes and Infrastructure

Build New Factory

Operation Strategies
Improved responsiveness -minimize time to respond
-better accessibility -wider product/service choice through

improved product designs flexible operations system reduced cycle times

Key Success Factors

Strategies of operations have to be aligned with the overall business and its environment:
What are the key success factors for the business?*
-

product performance technology leadership new product introduction access to key decision-makers/influencers delivery service

Operations strategies is decided based on Strength and Weakness

What are the strengths, weaknesses, opportunities and threats* for the business firm? Strengths, e.g. capacity, skills Weaknesses, e.g. industrial relations, old machines Opportunities, e.g. new markets, government policy changes Threats, e.g. new competitors, new technologies *called as SWOT analysis

Competitive Dimensions
Cost or Price Quality
Make the Product or Deliver the Service Cheap Make a Great Product or Deliver a Great Service Make the Product or Deliver the Service Quickly Deliver It When Promised Change Its Volume

Delivery Speed

Delivery Reliability

Coping with Changes in Demand Flexibility and New Product Introduction Speed Other Product-Specific Criteria
Support It Change It

Competitive Priorities- The Edge

Four Important Operations Questions: Will you compete on Cost? Quality? Time? Flexibility? All of the above? Some? Tradeoffs?

Competing on Cost
Eliminate all waste Invest in
Updated facilities & equipment Streamlining operations Training & development

Competing on Cost?
Offering product at a low price relative to competition Typically high volume products Often limit product range & offer little customization May invest in automation to reduce unit costs Can use lower skill labor Probably use product focused layouts Low cost does not mean low quality

Competing on Quality
Please the customer
Understand customer attitudes toward and expectations of quality

Competing on Quality?
Quality is often subjective Quality is defined differently depending on who is defining it Two major quality dimensions include
High performance design:
Superior features, high durability, & excellent customer service Meets design specifications Close tolerances Error free delivery

Product & service consistency:

Quality needs to address

Product design quality product/service meets requirements Process quality error free products

Competing on Speed /Time

Fast moves Fast adaptations Tight linkages

Competing on Time?
Time/speed one of most important competition priorities First that can deliver often wins the race Time related issues involve
Rapid delivery:
Focused on shorter time between order placement and delivery

On-time delivery:
Deliver product exactly when needed every time

Competing on Flexibility
Produce wide variety of products Introduce new products Modify existing products quickly Respond to customer needs

Competing on Flexibility?
Company environment changes rapidly Company must accommodate change by being flexible
Product flexibility:
Easily switch production from one item to another Easily customize product/service to meet specific requirements of a customer

Volume flexibility:
Ability to ramp production up and down to match market demands

Dealing with Trade-offs

For example, if we reduce costs by reducing product For example, if we reduce costs by reducing product quality inspections, we might reduce product quality. quality inspections, we might reduce product quality. For example, if we For example, if we improve customer improve customer service problem solving service problem solving by cross-training by cross-training personnel to deal with a personnel to deal with a wider-range of wider-range of problems, they may problems, they may become less efficient to become less efficient to dealing with commonly dealing with commonly occurring problems. occurring problems.

Cost

Flexibility Quality

Delivery

Examples from Strategies

Mission: Dell Computer- to be the most successful computer company in the world Environmental Scanning: political trends, social trends, economic trends, market place trends, global trends Core Competencies: strength of workers, modern facilities, market understanding, best technologies, financial know-how, logistics

Order Qualifiers and Winners Defined Order qualifiers are the basic criteria that permit the firms products to be considered as candidates for purchase by customers Order winners are the criteria that differentiates the products and services of one firm from another

Service Breakthroughs
A brand name car can be an order qualifier Repair services can be order winners
Examples: Warranty, Roadside Assistance, Leases, etc

The Need for Trade-offs

Decisions strategy Decisions Decisions winners must emphasis priorities that support business often required trade offs must focus on order qualifiers and order

Which priorities are Order Qualifiers? e.g. Must have excellent quality since everyone expects it

Which priorities are Order Winners? e.g. Dell competes on all four priorities Southwest Airlines competes on cost McDonalds competes on consistency FedEx competes on speed Custom tailors compete on flexibility

Operations Strategy Framework

Customer Needs

New product : Old product

Competitive dimensions & requirements

Quality, Dependability, Speed, Flexibility, and Price

Enterprise capabilities Operations andSupplier capabilities Operations & Supplier Capabilities R&D R&D Technology Systems Technology Systems People People Distribution Distribution

Support Platforms Financial management Human resource management Information management

Steps in Developing a Manufacturing Strategy

1. Segment the market according to the product group 2. Identify product requirements, demand patterns, and profit margins of each group 3. Determine order qualifiers and winners for each group 4. Convert order winners into specific performance requirements

Operations Strategy Designing the Operations Function

Product and Service Strategy

Type of operation is directly related to product and service strategy Three basic strategies include
Make-to-stock; in anticipation of demand Assemble-to-order; built from standard components on order Make-to-order; produce to customer specification at time of order

Product and Service Strategy Options

Process Decisions-Vertical Integration & Make or Buy

Vertical integration refers to the degree a firm chooses to do processes itself-raw material to sales
Backward Integration means moving closer to primary operations Forward Integration means moving closer to customers

A firms Make-or-Buy choices should be based on the following considerations:

Strategic impact Available capacity Expertise Quality considerations Speed Cost (fixed cost + variable cost)make = Cost (fixed cost + Variable cost)buy Business are trending toward less backward integration, more outsourcing

What is Productivity in broad sense?

Productivity is a common measure on how well resources are being used.

Productivity
Productivity is the value of outputs (services and products) produced, divided by the value of input resources(wages, costs of equipment, etc.) Productivity = Output Input

Chapter 3 Measuring Performance in Operations Productivity Productivity = Quantity of Output/Quantity of Input Productivity is expressed in one of three forms: 1. Total Productivity = Total Output/Total Input 2. Multifactor Productivity = Total Output/Subset of Inputs 3. Partial Factor Productivity = Total Output/Single Input

Total Measure Productivity

Total Measure Productivity = Outputs Inputs

or
= Goods and services produced All resources used

Partial Measure Productivity

Partial measures of productivity =
Output or
Labor

Output or Output or Output

Capital Materials Energy

Productivity Calculation
Example
1. Single factor Three employees process 600 insurance policies in a week. They work 8 hours per day, 5 days per week. Calculate the productivity in policies per hour. Labor productivity = Policies Processed Employee Hours

600 Policies = (3 Employees) (40 hours/employee) = 5 policies/hr

Multifactor Measure Productivity

Multifactor measures of productivity = Output
Labor + Capital or + Energy

Output
Labor + Capital +

.
Materials

Quantity at standard cost / (Labour cost+ Material cost+ Overhead cost

Example of Productivity Measurement

You have just determined that your service employees have used a total of 2400 hours of labor this week to process 560 insurance forms. Last week the same crew used only 2000 hours of labor to process 480 forms. Which productivity measure should be used? Answer: Could be classified as a Partial Measure. Is productivity increasing or decreasing? Answer: Last weeks productivity = 480/2000 = 0.24, and this weeks productivity is = 560/2400 = 0.23. So, productivity is decreasing slightly.

Productivity and the Service Sector

Measuring service sector productivity is a unique challenge
Traditional measures focus on tangible outcomes Service industries primarily produce intangible outcomes Measuring intangibles is challenging

Questions
A criterion that differentiates the products and services of one firm from another can be which of the following?
a. b. c.

An order qualifier An order winner None of the above

Plant Facility Layout

Location is a Strategic Decision

Location choice involves long term investment. Such investment has to fit into the firms strategic framework. Several factors get into the strategic decision:
Market, Competition, Own strengths & weaknesses Political, Government, Legal environment. Technological, Social, Geographical factors.

Choosing a Site
Choosing a country, state or region is a strategic decision as mentioned earlier.
But, choosing a site could be based on costs-objective.

Costs that enter into analysis could be of:

Power, water, land, raw materials, transport, labour, managerial, hi-tech staff, environmental.

Reasons for Foreign Location

Tangible Reasons:
Lower costs of production Availability of resources
natural wealth, minerals key personnel (e.g. computer professionals) other key resources (e.g. ample power)

Tax advantages and other incentives

Important Aspect for plant Layout Design A) Size or plant capacity B) Location (Customer, Raw material, and Key personal accessibility) C) Arrangements within plant Easy and uninterrupted flow of material Reduced time to manufacture, Low inventory and WIP Easy for working, maximum safety, and minimum health hazard Minimum material handling Minimum damage or spoil of material Reduce congestion of man, material and machine Flexibility for change (volume or technology)

Plant Layout

Facility Layout Defined

Facility layout can be defined as the process by which the placement of departments, workgroups within departments, workstations, machines, and stock-holding points within a facility are determined

This process requires the following inputs:

Space requirements for the elements in the layout Space availability within the facility itself

Process Flow Structures

Job shop (ex. Copy center making a single copy of a student term paper) Batch shop (ex. Copy center making 10,000 copies of an ad piece for a business) Assembly Line (ex. Automobile manufacturer) Continuous Flow (ex. Petroleum manufacturer)

Basic Production Layout Formats

Process Layout (also called job-shop or functional layout) Product Layout (also called flow-shop layout) Group Technology (Cellular) Layout Fixed-Position Layout

A Product Layout
In

Out

Process Layout in Services

Womens saris Shoes House decorative

Womens Salwar

Cosmetics and jewelry

Childrens Dress

Womens sportswear

Entry and display area

Mens Dress

Product-Process Matrix for Processes

Less Customization and Higher Volume Product Design
(1) (2) Low-volume Multiple products with low Lowproducts, made to moderate volume to customer order (3) (4) Few major High volume, high products standardization, higher Continuous Flow volume

Less Complexity, Less Divergence, More Line Flows

Process Characteristics (1) Complex and highly customized process, unique sequence of tasks

Job process Small batch process

B at ch

(2) Disconnected line flows, moderately complex work

ess roc P

es

Large batch process Line process Continuous process

(3) Connected line, , highly repetitive work (4) Continuous flows

2007 Pearson Education

Designing Process Layouts

Minimize material handling costs Block Diagramming
Minimize nonadjacent loads Use when quantitative data is available

Design of a Process Layout

Generally, the criterion for the layout of departments (work centres) is:
Minimize inter-departmental material movement costs, i.e. Minimize where, cij X Lij
ij

Lij = number of loads per unit time moved between departments i and j cij = cost per load per unit time between departments i and j

Block Diagrams
(a) Initial block diagram

Figure 5.4

Block Diagrams
(a) Initial block diagram (b) Final block diagram

1 2

A Simple Problem of a Toy Industry Layout Design

Flow between departments (Number of Moves)
Shipping & Rec (1) Shipping & Rec (1) Plastic Mouldin g (2) Metal Forming (3) Sewing (4) Small Toy Assembl y (5) Large Toy Assembl y (6) Painting (7) Mechanism Assembl y (8) Plastic Moul ding (2) Metal Form ing (3) Sewing (4) Small Toy Asse mbly (5) Large Toy Asse mbly (6) Painting (7) Mechanism Assembly (8)

175

50

0 17

30 200 75 90 88 125 20 5

20 80 99 0

25 90 180 25 187 103 7

0 100

0 180 374

Problem (Contd.)
Each Department 40 ft X 40 ft; Total building 160 ft X 80 ft; Cost : Rs 1 for adjacent dept. and Rs 1 extra for dept. in between

Cost Matrix (Total cost Rs 3474)

Shipping & Rec (1) Plastic Mouldi ng (2) Metal Formi ng (3) Sewing (4) Small Toy Assem bly (5) Large Toy Assem bly (6) Painting (7) Mechanism Assembly (8)

Shipping & Rec (1) Plastic Moulding (2) Metal Forming (3) Sewing (4) Small Toy Assembly (5) Large Toy Assembly (6) Painting (7) Mechanism Assembly (8)

175 (Rs 1X 17 5)

50 0

60 (Rs 2 X3 0 0) 100 17 150 88 20

400 180 125 5 0

60 240 198 0 180 374

75 270 360 50 187 103 7

Problem
Interchanged Department 4 with Department 6

Find cost and see if you can reduce cost by this feasible change

Process Layout: CRAFT (Computerized relative

allocation of facilities technique ) Approach It is a heuristic program; it uses a simple rule of thumb in making evaluations: "Compare two departments at a time and exchange them if it reduces the total cost of the layout." It does not guarantee an optimal solution

CRAFT needs inputs: load summary (frequency of movement form one department to the other) existing layout and distances between different departments floor area requirements of different departments
CRAFT additionally considers costs of material handling between different pairs of departments.

Strategies for Change

Process Reengineering is a fundamental rethinking and radical redesign of processes to improve performance dramatically in terms of cost, quality, service, and speed. Process improvement is the systematic study of the activities and flows of each process to improve it.

Continual Improvement and Breakthroughs

Continual improvement refines the breakthrough

Breakthrough Improvement

Continual improvement activities peak; time to reengineer process

Process Flowchart Symbols

Operations Inspection Transportation Delay Storage

Process Flowchart
Date: 9-30-07 Analyst: TLR Operation Transport Inspect Delay Storage Location: Graves Mountain Process: Apple Sauce Description of process Unload apples from truck Move to inspection station Weigh, inspect, sort Move to storage Wait until needed Move to peeler Apples peeled and cored Soak in water until needed Place in conveyor Move to mixing area Weigh, inspect, sort Total 30 480 190 ft 15 20 5 20 ft 360 20 ft 30 50 ft Distance (feet) 100 ft Step Time (min) 20

1 2 3 4 5 6 7 8 9 10 11