Process layout
Product layout
Fixed position layout
Plant layout
B. Product layout
An idea of the flow of materials at various stages
A compact estimate of the handling which must be done between various work sections
The information for changes required in rearranging material handling equipment
An approximate estimate of the handling which must be done at a particular station
Quality of work is better
Wastage of material is minimum
Specialised knowledge and guidance to individual worker is provided
All of the above
25
50
75
100
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
Greater
Smaller
Equal
There is no such correlation
Relations between factors must be linear (positive)
Relations between factors must be linear (negative)
Either (A) or (B)
Only one factor should change at a time, others remaining constant
Is a basic technique of materials management
Is meant for relative inventory control
Does not depend upon the unit cost of the item but on its annual consumption
All of the above
All industries have to necessarily train the apprentices
Industries have to train apprentices according to their requirement
All industries employing more than 100 workers have to recruit apprentices
Only industries employing more than 500 workers have to recruit apprentices
Functional organisation
Line organisation
Staff organisation
Line and staff organisations
For checking the relative values of various layouts
When a group of workers are working at a place
Where processes require the operator to be moved from one place to another
All of the above
Crash cost/Normal Cost
(Crash Cost - Normal cost)/ (Normal time - Crash time)
Normal Cost/Crash cost
(Normal cost - Crash cost)/ (Normal time - Crash time)
Halsey plan
Rowan plan
Haynes plan
Emerson's plan
The maximum time which an activity might require
The average time required for a job
The most probable time considering all conditions
The minimum time in which an activity can possibly be accomplished
Reduce labour monotony
Overcome boring and de-motivating work
Make people happy
All of the above
Increases continuously
Decreases continuously
Remain constant
May increase or decrease depending on various factors
Belt conveyor
Bucket conveyor
Fork lift truck
Overhead crane
Ordering procedure
Forecasting sales
Production planning
Despatching and expediting
The flow of material in the plant
The methods of proper utilization of manpower
The methods of proper utilization of machines
The layout of factory facilities
Primary cost
Factory cost
Factory expenses
Primary cost + factory expenses
Analysis of a man-work method by using a motion picture camera with a timing device in the field of view
Motion study observed on enhanced time intervals
Motion study of a sequence of operations conducted systematically
Study of man and machine conducted simultaneously
Plan and schedule of production
Formulate a proper incentive scheme
Estimate the selling prices and delivery dates
All of the above
Material handling
Proper utilisation of manpower
Production schedule
Efficient working of machine
Achieving optimisation
Ensuring against market fluctuations
Acceptable customer service at low capital investment in inventory
Discounts allowed in bulk purchase
The project time should change due to decompression
After decompression the time of an activity invariably exceeds its normal time
An activity could be decompressed to the maximum extent of its normal time
None of the above
Material handling
Reducing the waiting time or idle time
Better utilization of man services
Effective use of machines
An activity consumes time and resources whereas an event does not consume time or resources.
The performance of a specific task is called an activity.
An event is an instantaneous point in time at which an activity begins or ends.
The turning of a job on lathe is an event whereas job turned is an activity.
Forecasting sales
Production schedule
Scheduling and routing
Linear programming
Bar chart method
Milestone chart
Critical path method (CPM)
Programme evaluation and review technique (PERT)
Overhead crane
Trolley
Belt conveyor
All of the above
Line organisation
Functional organisation
Line and staff organisation
Line, staff and functional organisation