HC, the manager of the branch office of state department motor vehiles at city M, analyzed the driver’s license-renewal operations which involved accomplishment of several tasks which is shown in the table below. HC found that the operations were performed by different clerks and in the same sequence. He found that the office can process 120 applications per hour. He also discovered that the works were unevenly distributed where checking applications for violations demanded more time and the clerks took shortcuts to match up their speed with other operations. The manager also found that steps 1 to 4, the clerks were paid $12 per hour and step 5 was performed by photographer who was paid $16 per hour and the last step of performed by state for issuing temporary licence which cost $18 per hour. The review showed that step 1 and step 6 cannot be changed and has to be performed in the same order. He was under high pressure to increase productivity and reduce cost. The data collected by HC was, To determine: The maximum number of applications which can be handled by the present configuration.

Question

“Implementing a Performance Management Communication Plan at Accounting, Inc.” Evaluate Accounting Inc.’s communication plan. Specifically, does it answer all of the questions that a good communication plan should answer? Which questions are left unanswered? How would you provide answers to the unanswered questions? “Implementing an Appeals Process at Accounting, Inc.” If you were to design an appeals process to handle these complaints well, what would be the appeal process? Describe the recommended process and why.

Answer 1

Question

Chapter 9, Problem 1CS

Summary Introduction

Introduction:

HC, the manager of the branch office of state department motor vehiles at city M, analyzed the driver’s license-renewal operations which involved accomplishment of several tasks which is shown in the table below.

HC found that the operations were performed by different clerks and in the same sequence. He found that the office can process 120 applications per hour. He also discovered that the works were unevenly distributed where checking applications for violations demanded more time and the clerks took shortcuts to match up their speed with other operations.

The manager also found that steps 1 to 4, the clerks were paid $12 per hour and step 5 was performed by photographer who was paid $16 per hour and the last step of performed by state for issuing temporary licence which cost $18 per hour. The review showed that step 1 and step 6 cannot be changed and has to be performed in the same order. He was under high pressure to increase productivity and reduce cost. The data collected by HC was,

To determine: The maximum number of applications which can be handled by the present configuration.

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