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
D. Subdivision of an operation into therbligs and their analysis
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
Relative worth of jobs
Skills required by a worker
Contribution of a worker
Contribution of a job
Customer satisfaction
Function concept
Profit maximisation
Cost reduction
Activities and events are clearly shown
Early start and late finish of an activity are clearly marked
Activity times are clear
Interrelationship among activities is clearly shown.
Product layout
Functional layout
Automatic material handling equipment
Specialisation of operation
Inventory problems
Traffic congestion studies
Job-shop scheduling
All of the above
Maximum slack
Minimum slack
Zero slack
Average slack
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
50 %
66.67 %
75 %
80 %
Batch production
Job production
Mass production
All of the above
The average service rate Hess than the average arrival rate
Output rate is linearly proportional to input
Output rate is constant and the input varies in a random manner
All of the above
All industries
All process industries and thermal power plants
Only major industries
All industries employing more than 100 workers
Each activity is represented by one and only one arrow in the network
Dangling must be avoided in a network diagram
Dummy activity consumes no time or resource
All of the above
Dispatch of sales order
Dispatch of factory mail
Dispatch of finished product of the user
Dispatch of work orders through shop floor
Acceptance sampling
Linear regression
Performance rating
Work sampling
Rowan Plan
Taylor Differential Piece rate system
Halsey Premium plan
Day work plan
To concentrate his attention on critical activities
To divert the resources from noncritical advanced activities to critical activities
To be cautious for avoiding any delay in the critical activities to avoid delay of the whole project
All of the above
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
Maximum float
Minimum float
Zero float
Average float
Free float = total float
Independent float = total float
Independent float > free float
Independent float < free float
Latest start time of succeeding event earliest finish time of preceding event activity time
Latest start time of the event earliest start time of the event
Latest finish time of event earliest finish time of the event
Anyone of the above
Event
Free float
Artificial
Dummy
Management
Labour court
High court/supreme court
Board of directors
It represents a situation where extra resources are available and the completion of project is not delayed
It represents that a programme falls behind schedule and additional resources are required to complete the project in time
The activity is critical and any delay in its performance will delay the completion of whole project
All of the above
A job
An individual employee
A particular division in workshop
Machine
Halsey plan
Rowan plan
Haynes plan
Emerson's plan
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
One time estimate
Two time estimate
Three time estimate
Four time estimate
Prescribes the sequence of operations to be followed
Determines the programme for the operations
Is concerned with the starting of processes
Regulates the progress of job through various processes