Booter Scooter (BS) makes scooters to order, receiving customer orders via a network of retailers. Once a customer picks a configuration, the retailer emails the order to BS. The most popular model is the Urban which BS manufactures with the following process. Process flow diagram for Booter Scooter (A-activity. R-resource(s)) A Pick & Paint Fr Notes AI: Check Order Prepare instructions Rouglas AS: Customization & Quality Riliano, Io Povo Rob A3: Wheel Base Subassembly R: Michael M Hande stick and testine R Dieter First, Douglas checks the order for consistency and prepares instructions for the subsequent operations. When the process operates at capacity. Douglas' utilization is 40%. Once Douglas is done, the order moves to both Natasha and Michael who can work on their respective tasks in parallel. Natasha picks the correct frame from inventory and spray paints the frame. When the process operates at capacity, Natasha's utilization is 100% (i.e., she is the bottleneck resource). When the frame is ready. Natasha passes it on to Customization & Quality (CQ). Michael is in charge of wheel building and base sub assembly. When the process operates at capacity, his utilization is 60%. Once the wheeled base is ready. hael passes it on to Dieter whose tasks include assembling the handle stick with the base and testing on special equipment. Dieter requires 20 minutes for these tasks and his utilization is 50% when the process operates at capacity. When done Dieter passes the product on to CQ, At CQ, there are four equally competent workers, Liana, Joe, Paula, and Robin who work in parallel (i.e., only one worker works on a scooter, but each worker can work on a different scooter at the same time). One of these four workers finishes the product and customizes it based on the order (platform design, decals, and quality check). When the process operates at capacity, the pool of 4 workers at CQ has an overall utilization of 80%. [1 point per question. A numerical answer without proper reasoning receives no points. Moreover, all five answers in Q2 (including their reasoning) must be accurate to get the point) Question 1: What is the theoretical capacity (in scooters per hour) of the process? Question 2: Compute the activity time (in minutes) for each of the five activities. Question 3: What is the theoretical flow time (in minutes) of the process (i.e., the length of the critical path)? Question 4: If Robin is sick one day and CQ operates with a resource pool of 3 workers, what will be the impact on Booter Scooter's capacity for that day