Stu's Seating Stu Stucky owns a small office chair business. Stu's business deals only with specials - all orders are fabric specified by the customer (customer's own material or COM). Lately Stu's customers have been complaining that the process takes too long, they are referring to the time involved from the point they send in their order until they receive their order acknowledgement. Today it takes 59 days on average. Customers are demanding that it shrink so they receive their acknowledgement in 1-2 days from order placement. Typical demand is 25 orders/day. The sequence of events begins when a customer sends a seating order in via fax or EDL Jim, a customer service rep, has a 2-day backlog of orders in his inbox. When he begins his day, he pulls from his backlog and checks the order to ensure that all parts of the order are filled in. After that, Jim verifies if the desired material has passed testing. Though it only takes 3 minutes to check the material, Jim is often intemupted during this check so the work may sit on his desk for an hour before being completed. Then (same day), if needed Jim sends e-mails to the customers who are missing information on the order and/or if the material has not passed tests, asking the customer for order clarifications. Though it should take only 10 minutes to contact the customer with a detailed request for clarification, Jim sometimes gets interrupted while trying to clarify the order so the form may sit on his desk for up to seven hours. Jim typically receives a clarified order back from the customer within 2-days, these clarified orders go into an inbox for the next step. Orders that did not need clarification skip the "clarification step" and go directly into an "inbox" for the next step. Jim pulls from this inbox and sends a memo via email to Nancy, the company's internal purchasing agent. Even though it should take only 2 minutes for this step, sometimes Jim is called to do other work so the email may not be completed for up to one day. Nancy has a one-day backlog of such emails. She will eventually gather some memos and calculate the yardage needed for the orders based on the specific chair, fabric specified, etc. After doing a couple of these orders, she issues the purchase orders (PO) for material to the extemal fabric suppliers (COM). Though it only takes her 5 minutes to cut a PO, sometimes she is interrupted and will be an hour before she completes a memo. The external fabric supplier will ship the fabric directly to Stu's mamufacturing plant. Nancy also sends a memo and copy of the PO back to Jim in customer service. Jim typically doesn't get to the memos until the next day. After reviewing the memo, Jim releases the order to his firm's (Stu's) manufacturing plant and concurrently sends the order acknowledgement via email to the customer providing order status and delivery date. Both Jim and Nancy work 400 minutes/day (there are 8 hours in the work day, allowing for lunch and breaks). 3B) Assuming no changes to the current workload, to the efficiency or effectiveness of the work, to the sequencing of the work, or to the distribution of the work between Jim and Nancy, can both Jim and Nancy each meet takt requirements? Justify your answer using data (numbers)