BLES Biochemicals Inc., a research and development company, specializes in natural surfactants. After many years of trying, the president has finally obtained approval for the company's only product, BLES, which is used to help premature babies suffering from respiratory distress syndrome--without it, they could die. The company was able to sell the product in advance of receiving approval but with the news of receiving the go ahead, the president had to decide his next move. The obvious step was to pursue international expansion: The worldwide market potential for BLES was incredible. However, there were trade-offs associated with each of the markets under consideration. Moreover, the inherent risks associated with growth gave him cause for concern. He was anxious to develop a growth strategy that explicitly considered the interests of the company, prospective patients, his family, his partners, and his employees.

This note provides an introduction to process analysis, covering key concepts such as bottlenecks, capacity, capacity utilization and throughput time. Concepts are illustrated in a context that is simple and familiar to most students: neighborhood drycleaner. The note is suitable as a technical reading on process analysis in a required MBA or undergraduate course in operations management.

Supplements the (A) case.