Solution 1 – continuous one piece flow is created

Bucket Brigades were the first occurrence of an organised fire fighting effort. It was the practice for each household to maintain 2 well kept water buckets in a conspicuous place the door or front window.
At the onset of a fire, the local church bell would be rung frantically, and all able bodied residents would grab their buckets and rush to the fire. If a resident was unable to help, they would throw their bucket into the street to be picked up by those running by. Two lines were formed from the fire to a local water source with the men passing water filled buckets down the line to the fire, and the empty buckets were passed back to the water source by the women and children.

It is a notion of producing one quality item at a time, and to have those items continuously moving off the production line and in route to the customer-in short, one-piece flow. Central to the idea of one-piece flow manufacturing is the concept of motion-motion of materials, motion of parts/assemblies, motion of personnel, and the motion of finished goods out of the plant.

Particularly suited for efficient repetitive process production, one-piece flow provides continuous output, improved quality, and enhanced bottom-line profits without the need for enlarging production capacity or staff. As well, one-piece flow production is able to adjust to customer demands and shortened lead times better than large batch production operations.
The continuous motion of production provided by one-piece flow means that there is no wasted time from start to finish. Processes overlap in one-piece flow whereby products are constantly on the move from one part of the cell to another.

Cellular environments facilitate one-piece flow production through having everything that is needed for production within easy reach, and ensuring that each assembly step is completed before the part is moved along to the next.
In spite of the key learning already made in product delivery environment many service environments specialise in sub-optimal processes:
*Employees are organised into specialist functions
*Each employee works sequentially on each activity
*A functional structure creates hierarchical organisation
*The processes are slow, inefficient and inflexible

Even in the early stages of a flow process you can see where the problems occur:

 
Perhaps you can already see how you would improve this process.