John Kamangu, manager of a Nairobi City branch office of the state department of motor vehicles, attempted to do an analysis of the driver's license renewal operations. various steps were to be performed in the process. After examining the license renewal process, he identified the steps and associated times required to perform each step as shown in Exhibit 1.

Kamangu found that every step was assigned to a different person. Every application was a separate process in the sequence shown in the exhibit. Kamangu determined that his office should be prepared to accommodate the maximum demand of processing 120 renewal applications per hour.

He experiential that the work was unevenly divided between the clerks and the clerk who was responsible for checking violations tended to shortcut her task to keep up with the other clerks. Long lines build up during the maximum demand periods.

Kamangu also found that jobs 1, 2, 3, and 4 were handled by universal clerks who were each paid Ksh. 400/= per hour. Job 5 was a photographer paid at Ksh. 550/= per hour. Job 6, the issuing of temporary licenses, was needed by state policy to be handled by a uniformed motor vehicle officer. Officers were paid Sh. 700/= per hour, but they could be assigned to any job except photography.

Kamangu was under severe pressure to enhance productivity and reduce costs, but he was also told by the regional director of the Department of Motor Vehicles that he had better accommodate the demand for renewals. Otherwise, "heads would roll."
Required

(a)  What is the maximum number of applications per hour that can be handled by the current configuration of the process?
(b)  How many applications can be processed per hour if a second clerk is added to check for violations?
(c)  How would you suggest changing the process to accommodate 120 applications per hour?
(d)  Draw the new layout of in 'c' and indicate the strong points of the new layout