LaToya Clarendon, the manager of a metropolitan branch office of the state department of motor vehicles, attempted to analyze the driver's 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: Step Average Time to Perform (sec) 1. Review renewal application for correctness 15 2. Process and record payment 30 3. Check file for violations and restrictions 60 4. Conduct eye test 40 5. Photograph applicant 20 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 office should be prepared to accommodate a maximum demand of processing 120 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 lines 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