In Some States The Process Of Issuing A Motor Vehicle Operat

In Some States The Process Of Issuing A Motor Vehicle Operator Licens

In Some States The Process Of Issuing A Motor Vehicle Operator Licens

In some states, the process of issuing a motor vehicle operator license involves multiple steps performed by different personnel. The process comprises six operations: renewal application review, payment processing, violation check, eye test, photo capturing, and license issuance. Operations 1 through 4 are carried out by clerks, operation 5 by a photographer, and operation 6 by a police officer. The workflow stipulates that operation 1 must be completed before any other step begins, and all subsequent operations must be finished before operation 6 can proceed. Each operation has a specified processing time per application, and the respective processing capacities are given based on these times. The goal is to determine the maximum number of applications that can be processed per hour with the current arrangement of personnel and steps.

Paper For Above instruction

The process of issuing a motor vehicle operator license in some states is a multi-step procedure involving sequential operations performed by dedicated personnel. Understanding the throughput capacity of such a process requires analyzing the individual operation times to identify the process bottleneck and determine the overall maximum capacity. This analysis illustrates the importance of process design and resource allocation in streamlining government service operations.

As detailed in the process description, six distinct operations are involved:

  1. Renewal Application Review (performed by Clerk 1): 15 seconds per application.
  2. Payment Processing (performed by Clerk 2): 30 seconds per application.
  3. Violation Check (performed by Clerk 3): 60 seconds per application.
  4. Eye Test (performed by Clerk 4): 40 seconds per application.
  5. Photo Capture (performed by a Photographer): 20 seconds per application.
  6. License Issuance (performed by a Police Officer): 30 seconds per application.

Key workflow constraints specify that operation 1 must be completed before any other step, establishing it as the initial bottleneck. Additionally, all subsequent operations must be finished before operation 6 begins, which implies that the process is sequential after operation 1, with parallel opportunities among operations 2-5 since they can occur simultaneously once operation 1 is complete.

Determining the Maximum Throughput

Calculating the maximum number of applications processed per hour involves finding the throughput capacity of each operation. This capacity is derived from the processing time per unit:

  • Operation 1 capacity = 240 units/hour (15 seconds per application)
  • Operation 2 capacity = 120 units/hour (30 seconds per application)
  • Operation 3 capacity = 60 units/hour (60 seconds per application)
  • Operation 4 capacity = 90 units/hour (40 seconds per application)
  • Operation 5 capacity = 180 units/hour (20 seconds per application)
  • Operation 6 capacity = 120 units/hour (30 seconds per application)

The overall capacity of the process is limited by the slowest operation, known as the bottleneck. In this case, operation 3 (violation check) has the lowest capacity at 60 units per hour, which constrains the maximum throughput regardless of the capacities of other steps. Since operation 1 is the initial step and it produces 240 applications per hour, but the process cannot handle more than 60 applications per hour beyond the bottleneck, the maximum applications per hour is limited to the bottleneck capacity.

Thus, the maximum number of applications that can be processed per hour with the current configuration is 60 units per hour, limited by the violation check operation capacity. To increase throughput, efforts could focus on reducing the time for the bottleneck process, such as adding staff or optimizing procedures for violation checks, or redesigning the process to eliminate bottlenecks altogether.

References

  • Hopp, W. J., & Spearman, M. L. (2011). Factory Physics (3rd ed.). Waveland Press.
  • Heizer, J., Render, B., & Munson, C. (2017). Operations Management (12th ed.). Pearson.
  • Stevenson, W. J. (2020). Operations Management (13th ed.). McGraw-Hill Education.
  • Heizer, J., & Render, B. (2014). Operations Management (11th ed.). Pearson.
  • Chopra, S., & Meindl, P. (2016). Supply Chain Management: Strategy, Planning, and Operation. Pearson.
  • Breyfogle, F. W. (2014). Implementing Six Sigma. Wiley.
  • Roth, A. V., & Menor, L. J. (2003). Insights into Service Operations Management. Journal of Operations Management, 21(3), 313-318.
  • Goldratt, E. M., & Cox, J. (2004). The Goal: A Process of Ongoing Improvement. North River Press.
  • Williams, R. L., & Carbone, D. P. (2021). Service Operations Management: Improving Service Delivery. Routledge.
  • Krajewski, L., Ritzman, L. P., & Malhotra, M. K. (2018). Operations Management: Processes and Supply Chains. Pearson.

Related Assignments