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u.- u 1......" nunu: LaToya Clarendon, the manager of a metropolitan branch office of the state department of motor vehicles. attempted to analyze the drivers license-renewal operations. She had to perform several steps. After examining the license-renewal process, she identified those steps and associated times required to perform each step, as shown in the following table: Average Time to Step Perform [sec] 1. Review renewal application for correctness 15 2. Process and record payment 30 3. Check tile for violations and restrictions Ell} 4. Conduct eye test 40 5. Photograph applicant 2D 6. Issue temporary license 30 LaToya found that each step was assigned to a different person. Each application was a separate process in the sequence shown. She determined that her ofce should be prepared to accommodate a maximum demand of processing l2t] renewal applicants per hour. She observed that work was unevenly divided among clerks and that the clerk responsible for checking violations tended to shortcut her task to keep up with the others. Long Fines built up during the maximum-demand periods. LaToya also found that Steps 1 to 4 were handled by general clerks who were each paid $24 per hour. Step 5 was performed by a photographer paid $32 per hour. [Branch ofces were charged $21) per hour for each camera to perform photography.) Step 6. issuing temporary licenses, was required by state policy to be handled by uniformed motor vehicle olcers. Ofcers were paid $36 per hour but could be assigned to any lob except photography. A review of the 'pobs indicated that Step 1. reviewing applications for correctness. had to be performed before any other step could be taken. Similarly, Step 6, issuing temporary licenses, could not be performed until all the olher steps were completed. LaToya Clarendon was under severe pressure to increase productivity and reduce costs, but she was also told by the regional director that she must accommodate the demand for renewals. Otherwise, \"heads would roll.' Source: Modified from cease by W. Earl Sasser. Paul FL Olson, and D. Daryl Wyeko, Management ofSenrioes Operations: Text. Cases. and Readings (Boston: Allyn ll. Bacon}. Answer the following questions here and show your detailed worlr (solution) below for each part starting next page. if you worlred on a spreadsheet, copy it under each part of your solution. Once finished, create a pdf le, and upload it on Blackboard. Part 1: What is the maximum number of applications per hour that can be handled by the present conguration of the process? {Your answer here} Part 2: How many applications can be processed per hour if a second clerk is added to check for violations? Part 3: Which of the following configuration changes would not satisfy the demand of 12E]I applications per hour? a. A second clerk is added to step 4, and steps 1, 2. and 3 are combined and performed by the three current clerks for those steps. b. Steps '1, 2, 3. and 4 are combined and performed by 5 total clerks. c. A second clerk is added to step 3, and a second clerk is added to step 4. d. A second clerk is added to step 3, and steps 1 and 4 are combined and performed by the two current clerks for those steps. Part 4: What would be the total hourly cost of a conguration that used 5 total clerks to each perform a combination of steps 1 through 4. plus a photographer to perform step 5, plus a motor vehicle ofcer to perform step 6