2. [1.1, 2.1, 2.2] In the recruitment process of a well-knownSeattle hi-tech firm, résumés for a posted position are collectedin an electronic drop box. An automatic sorting algorithmsupervised by a junior recruiter whittles down the submittedrésumés to an initial shortlist. All résumés in this shortlist gothrough the next three steps.

(1) Resource-type "junior HR person" checks the résumé forinformation about all non-technical aspects and ranks (fit ranking)all shortlisted candidates on a fit-to-firm scale. This takes about8 minutes per résumé. (2) Resource-type "technical person" (usuallywith some help from the group that has posted the position) checksthe résumé for evidence of technical skills and ranks theshortlisted candidates on a technical scale (technical ranking).This takes about 5 minutes per résumé. (3) There are two resourcesof resource-type "senior HR executive" who are charged withconducting preliminary phone conversation of about 24 minutes witheach shortlisted candidate. That is, each shortlisted candidate getto have a conversation with any one of the two senior HR executivesand the conversation takes 24 minutes.

To define the process boundary, we focus on three stepsdescribed above that are performed on all shortlisted candidates.Flow unit is shortlisted résumé.

(a) What is the capacity of each resource-type and capacity ofthe process in units per hour? Which resource-type is thebottleneck?

(b) What will be your suggestion (in words) to improve thecapacity of the process? Going beyond your suggestion, if we cansomehow manage to completely balance the process by redistributingwork between different resource-types, what is the maximum possiblecapacity of the process?