Operations cases test your ability to think like an operator. Whether you're optimizing a production line, fixing a bottleneck, or improving throughput, these cases require both analytical precision and practical thinking. They're especially common in industries like manufacturing, logistics, healthcare, and hospitality.
In this article, we’ll walk through how to approach capacity and operations problems using concepts like utilization, bottlenecks, and throughput.
1. Understand the Process
“Our client is a diagnostics lab processing COVID tests. They’re experiencing long delays and want to improve turnaround time without major capital investment.”
Start by mapping out the process. Ask for the major steps, resources involved, and time required per step. Visualizing the workflow will help you spot inefficiencies.
- What are the sequential steps?
- How long does each step take?
- Where do queues form?
- How many units can each step handle per hour/day?
2. Identify the Bottleneck
The bottleneck is the slowest step in the process—it limits overall throughput.
To find it, compare the capacity (units per time) at each step:
- If one station can only handle 100 units/day, and the others can handle 200+, that’s your constraint.
- Queues will build up before the bottleneck and starve the process after it.
“The bottleneck is the PCR machine, which can only process 80 samples/hour, while intake and prep can handle 150+.”
3. Measure Capacity and Utilization
Capacity is the max output per unit of time. Utilization is how much of that capacity is being used.
- Utilization = Actual Output / Maximum Capacity
- High utilization at the bottleneck is normal, but if it's 100%, you're at risk of delays.
Look for imbalances across steps—some stations may be idle while others are overloaded.
4. Estimate Throughput
Throughput is the rate at which the system produces outputs. It’s usually constrained by the bottleneck.
Ask: “Given current capacity and demand, how many units can we process per day?”
- Throughput = Bottleneck capacity × Uptime
- To increase throughput, either eliminate the bottleneck or increase its speed
“If we add a second technician to prep, it won’t help throughput unless we also add PCR machines.”
5. Generate Solutions
Once you know the constraint, brainstorm ways to improve performance. Group ideas into:
- Short-term fixes: Reallocate staff, change scheduling, reduce downtime
- Process improvements: Parallel processing, batch sizes, shift staggering
- Capital investment: Add equipment, automate steps (if ROI justifies it)
Always weigh cost vs. impact, especially in time-sensitive or budget-constrained situations.
6. Other Metrics to Consider
Beyond throughput, you may be asked to analyze:
- Cycle time: How long a unit takes from start to finish
- Lead time: Time from order to delivery
- Queue length or wait time: For each station
- WIP (Work In Progress): Number of units in the system at once
7. Communicate in Diagrams and Math
Operations cases are visual. Draw simple process diagrams and annotate them with numbers.
“Here’s a quick sketch of the 4-step process with the hourly capacity at each. Step 3 is the bottleneck, handling 80 units/hour. So even if we optimize steps 1, 2, and 4, our system won’t improve unless we address Step 3.”
Walk the interviewer through your logic clearly and visually.
Final Thoughts
Operations and capacity cases reward clarity and realism. You don’t need fancy jargon—you need sharp logic and the ability to think in systems.
Find the constraint. Think like a process engineer. And recommend changes that are both impactful and implementable.