Question 1: Maximum number of people handled per hour
The current framework can be said to be limited in terms of the number of applicants that are handled by the six clerks in the renewal process at the department of motor vehicles. This is based on the limitation of time being the variable that the quality depends on for operations. In fact, the current performance in terms of licenses process is way below the recommended one by the regional director. Identifying with a single license renewal, the time that one will take to go through the quality checking process can be totaled up by the sum of the processes as tabled below.
Under the current driver’s license renewal schedule, the cumulative time that one license takes to go through the renewal process is determined as 195 seconds. We arrive at this by adding the individual time that one license approval takes through the six steps. This is an equivalent of 3.25 minutes. Therefore, with the calculations provided, it is possible to determine the number of orders that will be processed in the event for consideration to one working hour. This is in case the completion of one order will be used to signal the start of another license renewal process.
1 hour = 60 minutes,
Therefore the licenses processed = 60 minutes3.25 minutes = 18.46 licenses.
Nevertheless, if we do not assume that the process cannot be static and, therefore, the licenses are processed in continues pros, the processing of the licenses will be heavily dependent on the process within the 6 on the schedule that uses up more time. This is process number 3 where there is the checking of files for violations and restrictions. The time available converted to minutes comes to 60 minutes, therefore the number of order processed is equivalent to 60 licenses as shown below.
60 minutes1 minutes = 60 licenses
Question 2: Applications processed per hour with second clear added on violations check
As noted with the quality measurement that Hammer (2004) suggests, it will be important to highlight the most relevant position that will be influencing the whole time process. As noted earlier, this is the checking for the violation and the restrictions. It is assumed that one clerk will be responsible for this time schedule presented. Additionally, it has also been noted that the same one clerk may be assuming and performing less standardized jobs on the driving licenses renewal process. Thus, if a second clerk is introduced to the process, the rational expectation is that there will be an increased rate of the work done and therefore the expectation is that the time taken will be reduced by half; hence, take 30 seconds per license. The new schedule will, in this case, appear as follow. We note that the introduction on one clerk significantly reduces the cumulative time in seconds.
Thus, considering the cumulative process per order, the time allocated will be equal to 155 seconds, which translates to 2.58 minutes down from the initial 3.25 minutes. Now, highlighting on the controlling of the process, the time has been reduced by 50% and will, therefore, be responsible for improving the efficiency of the team. The second clerk, therefore, improves the licenses processes as follows up to 120 licenses.
60 minutes0.5 minutes = 120 licenses
Question 3: minimum number of applicant processed with addition of one more clerks
The minimum number of applicants processed will be a consideration of the efficiency of the departments of motor vehicles (Shapiro, 2013). This is to assess the position of the department in processing at its least capacity and operating at its least efficiency. Identifying with the six processes, we will need to highlight the least number of the applicants that they can handle with the addition of the second clerk.
If these processes were to be considered as dependent and therefore related, the time that will be least used in these calculations will be 89 applicants. This is because considering that the process number 6 (the issue of temporary licenses) cannot be effected without the clearance of process number 4 (the conduct of eye tests), then the conduct of eye tests holds the index measure of the processes relevance as advised by Haddadzade, Razfar and Zarandi (2014), on quality measurement and strategic management.
Alternatively, if we are to consider the process as static and only effects a new renewal for licenses with the completion of the first process, then the least time used will be the cumulative time used in processing one renewal request. This has been developed as 155 seconds an equivalent of 2.25 seconds. Therefore, the number of requests that are processed in an hour will be equal to
60 minutes2.58 minutes= 23.25 requests
Therefore, for purposes of efficiency, we will consider that process is not static; hence, the minimum number of requests processed is an equivalent of 89 licenses.
Question 4: Modification suggestion to accommodate 120 applicants per hour
Reading the results that have been developed on the three questions above, the possibility of hitting the targets of 120 applicants processed per hour can be realized. This is by ensuring that the departments are first very willing to hire an extra clear. Looking at the relevance of adding a new clerk, the defenses is placed on the efficiency of the job and the quality assurances according to Hammer (2004). Without the one clerk, the pressure that the clerk responsible for the checking of files and violations is bound to provide fewer quality searches. According to the fears that the departments will have, the likelihood of persons convicted of traffic offenses might be again issued with licenses if the clerk is not relieved of some pressure. Therefore, this section will need to get one more person working under it and therefore offer more time for each of the application processed to be scrutinized. By this, they will be able to increase the number of applicants processed per hour from the initial 60 at high-efficiency levels up to 120 at high-efficiency levels.
References List
Haddadzade, M., Razfar, M. R., & Zarandi, M. F. (2014). Integration of process planning and job shop scheduling with stochastic processing time. The International Journal of Advanced Manufacturing Technology, 71(1-4), 241-252.
Hammer (2004). Deep Change: How Operational Innovation can transform your company. Harvard Business Review, 82(9). Viewed from https://cb.hbsp.harvard.edu/cbmp/product/8020-HTM-ENG
Shapiro, R (2013). Operations Management Reading: Managing Quality with Process Control. Boston, Harvard Business Publishing. Harvard Product No. 8020. Viewed from http://www.hammerandco.com/pdf/deep-change.pdf
