The results of their studies made it obvious that the automated equipment was not appropriate for the existing process. Due to the nature of the specific process, methods changes to reduce the various setup times were ineffective. On a positive note, once work standards were established, these were coupled with daily processing requirements to assist supervisors in scheduling appropriate clerical staff. The net effect was a reduction of approximately 40 percent in the number of clerks required, yielding a saving of approximately $400,000. Use of overtime and temporary help for peak load days cost an additional $100,000 per year, but the net saving of $300,000 was significant.