Line organisation
Functional organisation
Line and staff organisation
Line, staff and functional organisation
B. Functional organisation
Enlarged view of motion study
Analysis of one stage of motion study
Minute and detailed motion study
Subdivision of an operation into therbligs and their analysis
Acceptance sampling
Linear regression
Performance rating
Work sampling
Minimum value
Maximum value
Average value
Middle value
Line organisation
Functional organisation
Line and staff organisation
Line, staff and functional organisation
Determine overhead expenses
Provide a basis for setting piece prices or incentive wages
Determine standard costs
Determine the capability of an operator to handle the number of machines
Time oriented technique
Event oriented technique
Activity oriented technique
Target oriented technique
Gantt chart
Bin chart
Emerson chart
Travel chart
Keep all the handling to the minimum
Select only efficient handling equipment
Move the heaviest weight to the least distance
All of the above
Halsey Premium Plan
Lincoln Plan
Rowan Plan
Taylor Plan
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
An activity of the project is denoted by an arrow on the net work
The tail of the arrow indicates the start of the activity
The head of the arrow indicates the end of the activity
The arrows are drawn (to scale from) left to right
Operation process chart
Man machine chart
Travel chart
All of these
Reduce labour monotony
Overcome boring and de-motivating work
Make people happy
All of the above
Optimum utilization of men, machines and materials
Lowest possible cost and shortest possible time for project
Timely execution of project
To produce best results under given constraints
A project will always be behind schedule, if left uncorrected
Cost of project will always be more than the estimated cost, if no timely corrections are taken
A project can be subdivided into a set of predictable, independent activities
Activities are fixed and can't be changed
Organisation performance × motivation = profits
Knowledge × skill = ability
Ability × motivation = performance
Attitude × situation = motivation
Normal time + allowances
Normal time + idle time + allowances
Normal time + idle time
Only normal time for an operation
Product layout
Process layout
Fixed position layout
Any one of these
Where production activities are involved
In judging the rating of machines
In improving industrial relations
In judging the output of a man and improving it
Consequential effects of lack in one activity on the finish date
Free time available for an activity can't be predicted
Effective monitoring/controlling can't be done
All of the above
Value analysis
Operation research
Linear programming
Model analysis
AP/C
2AP/C
√(AP/C)
(AP/C)2
Jack Gilbert
Gantt
Taylor
Newton
Complicated items only
Simple items only
Crash programmer items only
Any item
Manpower utilisation
Quality assurance of the product
Machine utilisation
Optimising material flow through the plant
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
Actions of operator
Layout of work place
Tooling and equipment
All of the above
Graph paper
Process chart
Planning chart
Stop watch
Product layout
Functional layout
Automatic material handling equipment
Specialisation of operation
Sugar industries
Oil refining industries
Spinning and weaving industries
All of these