Fixed cost
Variable cost
Fixed and variable costs
Operation costs
C. Fixed and variable costs
Total production cost is less
Material movement is less
Capital investment is minimum
All of these
Prescribes the sequence of operations to be followed
Determines the programme for the operations
Is concerned with starting of processes
Regulates the progress of job through various processes
Lowers overall manufacturing time
Requires less space for placing machines
Utilises machine and labour better
All of these
Minor works
Major works
Large projects
All of the above
Process layout
Product layout
Fixed position layout
Plant layout
The minimum time required for completion of project
The maximum time required for completion of project
Maximum cost required for completion of project
Minimum cost required for completion of project
An analytic tool in concept
Limit up of event oriented diagrams
Used for research and development projects
All of the above
An event can't be accomplished until activities leading to it are completed
No activity from any event can be started from preceding event till it is completed
Length of arrow has nothing to do with time
All of the above
By finding all the significant informations regarding the job, work place and machine tool etc.
By breaking up each operation into small elements which are measurable with the help of the measuring device accurately
By observing and recording the time taken by the operator for an operation
All of the above
Delphi
Brain storming
Morphological analysis
Direct expert comparison
Sales revenue > total cost
Sales revenue = total cost
Sales revenue < total cost
Variable cost < fixed cost
Specialised and strict supervision is required
Machines can not be used to their maximum capacity
Manufacturing cost rises with a fall in the volume of production
All of the above
Iron and steel
Food processing
Oil and chemical
All of the above
Line organisation
Functional organisation
Line and staff organisation
Line, staff and functional organisation
Combined Process Method
Critical Path Method
Common Planning Method
Critical Process Method
Scheduling and routing
Sales
Production schedule
Machine utilisation
Determine standard costs
Determine the number of machines a person may run
Provide a basis for setting piece price or incentive wages
All of the above
An ordinary event
A significant event representing some milestone
An event to be transferred to other network chart
Dangling event
Standard time
Normal time
Representative time
None of these
Provides an approach for keeping planning up-to-date
Provides a way for management to require that planning be done on a uniform and logical basis
Permits management to foresee quickly the impact of variations from the plan
All of the above
Determine the critical path
Determine the project completion time
Maintain the required net work
None of these
Whose output exceeds 67% efficiency
On the percentage of time saved
On the percentage of time worked
On the percentage of standard time
Prescribes the sequence of operations to be followed
Determines the programme for the operations
Is concerned with starting of processes
Regulates the progress of job through various processes
Jobbing work economics are involved
Production is on large scale
Only few components are involved
Costly equipment is used
Sales
Inspection time
Waiting time
Production time
Find the depreciation value of a machine
Determine the selling price of a product
Minimise the cost without change in quality of the product
All of the above
Maximum slack
Minimum slack
Zero slack
Average slack
Fixed and variable cost lines intersect
Fixed and total cost lines intersect
Variable and total cost lines intersect
Sales revenue and total expensive lines intersect
Dry work Plan
Halsey Premium Plan
Taylor Plan
Rowan Plan
Team of workers is working at a place
Material handling is to be done
Idle time is to be reduced
All of the above