Question 1

Micromotion study in work measurement refers to which of the following?

Accepted Answer

Introduction / Context: Micromotion study aims to refine manual methods by examining the tiniest building blocks of human motion. By analysing therbligs, engineers reduce unnecessary effort and improve ergonomics. Given Data / Assumptions: Short-cycle, repetitive manual tasks. Use of motion picture/video (e.g., at high frame rates) and therblig symbols. Goal is to eliminate, combine, rearrange, and simplify motions. Concept / Approach: Therbligs (e.g., reach, grasp, transport loaded) allow precise classification of hand and body motions. Studying their sequence and duration reveals waste such as unnecessary reaches or awkward postures. Step-by-Step Solution: Record the task with suitable frame rate.Break the task into therbligs for each hand.Eliminate or rearrange non-value motions; balance both hands; design jigs to reduce holds and searches. Verification / Alternative check: Gilbreth’s motion study and modern ergonomics endorse therblig-based analysis for fine-grained improvement. Why Other Options Are Wrong: (a) and (b) are partial or mis-stated views; micromotion is specifically therblig-based.(d) Enlarged view alone is not analysis.(e) Work sampling is a different statistical technique. Common Pitfalls: Over-focusing on tiny motions without considering workstation layout; ignoring fatigue and safety. Final Answer: Subdividing an operation into therbligs (basic motions) and analysing them

Question 2

Project Management (CPM/PERT): role of dummy activities in a network diagram  In network planning (arrow diagrams), why are dummy activities introduced into the CPM/PERT network?

Accepted Answer

Introduction / Context: In critical path method (CPM) and program evaluation and review technique (PERT), network logic must correctly represent all precedence relationships among activities. Sometimes two or more activities share head or tail events that would otherwise create ambiguity. To resolve this without inventing non-existent work, planners use a special construct known as a dummy activity. Given Data / Assumptions: Arrow-on-activity representation is being used. Each pair of nodes must uniquely identify an activity. Precedence relationships can be complex and non-series-parallel. Concept / Approach: A dummy activity has zero duration and zero resource requirement. It carries no work. Its only purpose is to maintain correct logic by showing that a certain activity cannot start until one specific predecessor (or set of predecessors) is finished, even when other activities share the same nodes. This preserves one-activity-per-node-pair and prevents parallel activities from being confused as dependent when they are not. Step-by-Step Solution: Identify the network ambiguity: two real activities would otherwise occupy the same tail and head events.Insert a dummy (dashed arrow, duration = 0) to split or reorder relationships.Recompute earliest and latest times; the dummy does not change durations or float, only logic.Hence dummy activities are used to maintain correct network logic and unique precedence, not to compute time directly. Verification / Alternative check: If the same problem is modeled in an activity-on-node diagram, no dummy is needed because precedence can be drawn directly. This confirms that dummies are purely a modeling device for arrow-on-activity networks. Why Other Options Are Wrong: Option (A) and (B): critical path and project duration are outputs of time analysis; dummies do not determine them. Option (E): dummies never replace real tasks. Option (D) is invalid. Common Pitfalls: Assigning duration or resources to dummies; using dummies to “speed up” a schedule; forgetting one-activity-per-node-pair rule. Final Answer: to maintain the required network logic and unique precedence relationships

Question 3

Facilities planning: the most suitable layout for manufacturing large steam turbines  Which type of plant layout is typically used when producing very large, heavy products such as steam turbines that are difficult to move during fabrication?

Accepted Answer

Introduction / Context: Choosing the correct facility layout depends on product size, process variety, and production volume. Steam turbines are extremely large and heavy, involving extensive on-site assembly and precision alignment, which strongly affects the layout decision. Given Data / Assumptions: Very large, heavy product (steam turbine). Low to moderate production volume, high customization. Subassemblies, tools, and personnel can be moved more easily than the main product. Concept / Approach: In a fixed position layout, the product remains stationary, and men, machines, and materials are brought to it. This eliminates repeated handling of bulky items and minimizes risk of damage or misalignment during transport. It also facilitates concurrent work from multiple trades around the product. Step-by-Step Solution: Identify product characteristics: very heavy and hard to move.Match to layout type: fixed position layout suits stationary products.Reject line or process layouts because they prioritize flow of many similar units or functional departments rather than a single massive unit.Therefore, select fixed position layout. Verification / Alternative check: Shipbuilding, aircraft final assembly, large generators, and turbines commonly use fixed position layouts, confirming industry practice. Why Other Options Are Wrong: (A) Product layout needs high volume, standard products; (B) Process layout handles varied jobs but requires moving workpieces; (D) “Any one of these” is too broad; (E) Cellular layout targets moderate variety with families of parts, not single oversized products. Common Pitfalls: Underestimating handling costs and risks of moving heavy workpieces; assuming process layout is sufficient when part mobility is actually the constraint. Final Answer: fixed position layout

Question 4

Classical management: organizational system introduced by F. W. Taylor  Frederick Winslow Taylor is credited with introducing which form of organizational structure as part of scientific management?

Accepted Answer

Introduction / Context: Scientific management, pioneered by F. W. Taylor, proposed methods to improve efficiency through standardization, time study, and specialized roles. Taylor’s organizational innovation focused on functional specialization of supervisory duties. Given Data / Assumptions: Historical context: early 20th-century manufacturing. Goal: increase productivity via specialization and control. Concept / Approach: Functional organisation divides management and supervisory work by function (e.g., route clerk, speed boss, repair boss, inspector). A worker might receive instruction from several functional foremen, each an expert in a specific domain. This contrasts with line organisation, where authority flows vertically from a single superior. Step-by-Step Solution: Identify Taylor’s contribution: functional foremanship.Map to organisational form: functional organisation.Therefore, choose “functional organisation”. Verification / Alternative check: Management literature consistently describes Taylor’s eight functional foremen model as a hallmark of scientific management. Why Other Options Are Wrong: Line and line-and-staff structures were used elsewhere but not Taylor’s distinctive model; matrix is a later development combining functional and project lines. Common Pitfalls: Confusing Taylor with Fayol (administrative principles) or Weber (bureaucracy); mixing “line and staff” with Taylor’s functional foremanship. Final Answer: functional organisation

Question 5

Break-even analysis between two manufacturing alternatives  Two alternatives can produce the same product. Method 1: fixed cost = Rs. 2,000, variable cost = Rs. 20 per piece. Method 2: fixed cost = Rs. 1,500, variable cost = Rs. 30 per piece. At wha…

Accepted Answer

Introduction / Context: Break-even analysis compares alternatives with different fixed and variable costs to find the output level at which their total costs are equal. This is fundamental in process selection, make-or-buy decisions, and capacity planning. Given Data / Assumptions: Method 1: F1 = 2000 Rs, V1 = 20 Rs/piece. Method 2: F2 = 1500 Rs, V2 = 30 Rs/piece. Both methods produce identical quality and sell at the same price (revenue is irrelevant to cost-only break-even between alternatives). Concept / Approach: Total cost TC = Fixed cost + Variable cost * Quantity. Break-even quantity Q* is obtained by equating total costs of both methods and solving for Q. Step-by-Step Solution: Write total costs: TC1 = 2000 + 20Q; TC2 = 1500 + 30Q.Equate: 2000 + 20Q = 1500 + 30Q.Rearrange: 2000 - 1500 = 30Q - 20Q → 500 = 10Q.Solve: Q = 500 / 10 = 50 pieces. Verification / Alternative check: Compute totals at Q = 50: TC1 = 2000 + 2050 = 2000 + 1000 = 3000 Rs; TC2 = 1500 + 30*50 = 1500 + 1500 = 3000 Rs. Costs match, confirming the break-even. Why Other Options Are Wrong: 25, 75, 100, 150 pieces do not satisfy the equality TC1 = TC2; substituting any of these values yields different totals. Common Pitfalls: Mixing contribution or price into a cost-only comparison; forgetting units; transposing fixed and variable costs; arithmetic mistakes when rearranging terms. Final Answer: 50

Question 6

Production planning & control (PPC): job-order vs mass production  Evaluate the statement: “The planning and scheduling of job-order (job shop) manufacturing differ significantly from planning and scheduling of mass production.”

Accepted Answer

Introduction / Context: Production Planning and Control (PPC) adapts to the manufacturing environment. Job-order (job shop) manufacturing handles high variety and low volume, while mass production focuses on standardized products and high volumes. Their planning and scheduling philosophies therefore diverge. Given Data / Assumptions: Job shop: functional layout, variable routing, frequent changeovers. Mass production: product or cellular layout, stable routing, repeatability. Objective: compare planning and scheduling approaches. Concept / Approach: Job shops require detailed routing, order-specific lead-time estimation, finite-capacity scheduling, and dispatching rules (e.g., shortest processing time). Mass production relies on line balancing, takt time, material requirements planning (MRP), and repetitive scheduling with minimal variability. Step-by-Step Solution: Identify variability: job shops face frequent mix and sequence changes → complex, dynamic schedules.Relate tools: Gantt charts, priority dispatching, and capacity-constrained routing dominate job shops.For mass production, determine takt and balance stations to meet demand; schedules repeat cyclically.Thus, planning and scheduling indeed differ markedly. Verification / Alternative check: Industry practice shows ERP/MRP-II with repetitive manufacturing modules for mass production, vs advanced planning and scheduling (APS) or shop-floor dispatching for job shops. Why Other Options Are Wrong: (B) ignores fundamental environment differences; (C) and (E) add irrelevant constraints; (D) misstates the role of automation, which is not the primary determinant. Common Pitfalls: Applying line-balancing concepts to job shops; underestimating setup times and routing complexity; assuming one PPC method fits all. Final Answer: Correct

Question 7

CPM/PERT basics: meaning of an event (node) in a network  Evaluate the statement: “An event is a function of two or more activities.”

Accepted Answer

Introduction / Context: In CPM/PERT networks, events (nodes) and activities (arrows) represent the logical structure of a project. Understanding what an event signifies is essential for correct modeling and time calculations. Given Data / Assumptions: Arrow-on-activity representation. Event marks the start or finish of activity(ies). No duration is associated with an event. Concept / Approach: An event is an instantaneous state in time—usually the completion of one or more activities or the start of a subsequent activity. It is not a “function” of activities; rather, it is a milestone that occurs when all predecessor activities to that node are complete (for a merge) or from which multiple successors may emanate (for a burst). Step-by-Step Solution: Define event: zero-time milestone marking completion or start.Relate to activities: predecessors lead into an event; successors leave from it.Assess statement: calling an event a “function” is incorrect usage; the event is a point in time, not an operation or function.Hence, the statement is incorrect. Verification / Alternative check: Scheduling computations (earliest event time, latest event time) hinge on precedence completion rules, reinforcing that the event itself has no duration or functional transformation. Why Other Options Are Wrong: (C), (D), and (E) attempt to qualify a false definition; even merge or burst events are still milestones, not functional transformations. Common Pitfalls: Confusing activities (work with duration) and events (instantaneous milestones); assigning resources or time to events. Final Answer: Incorrect

Question 8

When is product layout most appropriate?  Identify the manufacturing situation in which a product (line) layout is best suited.

Accepted Answer

Introduction / Context: Product (line) layout arranges equipment and workstations according to the sequence of operations for a specific product. It is a cornerstone of flow production, enabling high throughput and consistent quality. Given Data / Assumptions: Low variety, high volume production environment. Standardized components and routings. Balanced work content across stations. Concept / Approach: Product layout minimizes material handling and work-in-process inventory by creating a straight or U-shaped line where each station performs a dedicated task. This setup is economical when demand is stable and the product design changes infrequently, justifying investment in specialized fixtures, conveyors, and automation. Step-by-Step Solution: Assess production characteristics: single or few models (Option A), standardized design (Option B), and large quantities (Option C).All three characteristics support line balancing and takt-time driven flow.Therefore, the correct choice is “all of the above”. Verification / Alternative check: Automotive assembly, consumer electronics, and appliance production commonly use product layouts under these conditions. Why Other Options Are Wrong: Option (E) contradicts the core idea; custom, unique products fit fixed position or process layouts better. Common Pitfalls: Attempting to run high-variety, low-volume jobs on a fixed line; neglecting line balancing leading to bottlenecks; ignoring changeover time sensitivity. Final Answer: all of the above

Question 9

PERT probability: likelihood of meeting a 20-day target on the critical path  A PERT network has three activities on the critical path with mean times 3, 8, and 6 days and standard deviations 1, 2, and 2 days respectively. What is the probability th…

Accepted Answer

Introduction / Context: PERT treats activity durations as random variables and often assumes the project duration on the critical path is approximately normal (by aggregation). Using the mean and variance of critical activities, we can estimate the probability of meeting a target completion time. Given Data / Assumptions: Critical path activities: means = 3, 8, 6 days. Standard deviations = 1, 2, 2 days (assumed independent). Target completion time T = 20 days. Concept / Approach: Mean project duration on the critical path: mu = sum of means. Variance on the critical path: sigma^2 = sum of variances. Compute Z = (T - mu) / sigma and use the standard normal distribution to obtain the probability. Step-by-Step Solution: Compute mean: mu = 3 + 8 + 6 = 17 days.Compute variance: sigma^2 = 1^2 + 2^2 + 2^2 = 1 + 4 + 4 = 9.Compute standard deviation: sigma = sqrt(9) = 3 days.Compute Z-score: Z = (T - mu) / sigma = (20 - 17) / 3 = 1.0.Look up cumulative probability: Phi(1.0) ≈ 0.8413 → approximately 0.84. Verification / Alternative check: A normal table or calculator confirms that a Z of 1.0 corresponds to about 84% chance of finishing by the target. Why Other Options Are Wrong: 0.50 implies T equals the mean (not true); 0.66 and 0.72 correspond to Z near 0.41–0.58; 0.95 corresponds to Z ≈ 1.64, which would require a later target. Common Pitfalls: Adding standard deviations instead of variances; forgetting to take the square root; using non-critical activities in the variance; rounding errors that move the probability substantially. Final Answer: 0.84

Question 10

Production control terminology: does follow-up prescribe the operation sequence?  Evaluate the statement: “Follow-up prescribes the sequence of operations to be followed.”

Accepted Answer

Introduction / Context: Production Planning and Control uses several coordinated functions: routing, scheduling, dispatching, and follow-up (expediting). Precise terminology avoids confusion on the shop floor and in exams. Given Data / Assumptions: Routing determines the operation sequence and work centers. Scheduling assigns start/finish times. Dispatching issues orders to move and execute work. Follow-up (expediting) monitors progress and removes bottlenecks. Concept / Approach: The statement incorrectly attributes routing’s role (operation sequence) to follow-up. Follow-up measures actual progress against the plan, finds delays, and initiates corrective actions. It does not design the route sheets nor decide the sequence initially. Step-by-Step Solution: Identify definitions: routing = sequence; follow-up = monitoring and expediting.Assess claim: the statement gives routing’s job to follow-up → incorrect.Therefore, mark “Incorrect”. Verification / Alternative check: Standard PPC texts show routing sheets created before scheduling/dispatch; follow-up reports compare planned vs actual and trigger interventions. Why Other Options Are Wrong: (C), (D), (E) present conditions that still do not shift the responsibility for sequence determination away from routing. Common Pitfalls: Using “follow-up” as a catch-all term; assuming expeditors define process plans; ignoring the chronological order of PPC functions. Final Answer: Incorrect

Question 11

Materials handling: when are conveyors the preferred transport method?  Conveyors are most suitable when which of the following conditions prevail for material movement?

Accepted Answer

Introduction / Context: Choosing a materials handling system depends on load characteristics, routing, and flow pattern. Conveyors provide high-throughput movement along fixed paths and excel in continuous, predictable flows. Given Data / Assumptions: Items are relatively uniform in size/weight or carried in standard carriers. Path of movement is fixed (straight, loop, or network with merges/diverges). Throughput is steady or at least frequent enough to justify continuous transport. Concept / Approach: Conveyors (belt, roller, chain, slat) reduce manual handling and synchronize material flow with production. They are capital-intensive and layout-dependent, so they are justified when variability is low and the route is stable. For sporadic, random, or highly variable routes, industrial trucks or AGVs are better. Step-by-Step Solution: Check condition of load uniformity → supports standard conveyor design and spacing.Check routing → fixed paths favor conveyors.Check flow → continuous or frequent flow maximizes utilization and ROI.Thus, all listed conditions point to conveyors as preferred. Verification / Alternative check: Assembly lines, parcel hubs, and process plants widely use conveyors where flows are predictable and continuous. Why Other Options Are Wrong: Option (E) contradicts conveyor strengths; flexible, random routing is better served by fork trucks, tuggers, or AGVs. Common Pitfalls: Installing conveyors where product mix changes frequently; ignoring accumulation and surge management; underestimating maintenance and safety guarding needs. Final Answer: all of these

Question 12

Project scheduling (CPM): Which of the following statements about slack, cost minimization, and the critical path is correct?

Accepted Answer

Introduction / Context: Critical Path Method (CPM) is a deterministic project scheduling tool. It highlights the sequence of activities that governs the total project duration and quantifies schedule flexibility through slack (float). Understanding slack, the definition of the critical path, and CPM’s role in cost optimization is essential for project planning and control. Given Data / Assumptions: A well-defined activity-on-node or activity-on-arrow network with durations. Earliest and latest times computed by forward and backward passes. Direct costs rise when activities are crashed; indirect costs accrue per unit time of project duration. Concept / Approach: Total slack of an activity equals LS − ES or LF − EF. Activities with zero slack are critical; delaying them delays the entire project. The critical path is the longest-duration path through the network, and thus yields the minimum possible project time if no durations are reduced. CPM cost trade-off (crashing) compares extra direct cost to the reduction in indirect cost to minimize total cost. Step-by-Step Solution: Compute ES/EF via forward pass and LS/LF via backward pass.Identify activities with slack = 0 → critical activities; their path is the critical path.Evaluate crash options where slope = (Crash cost − Normal cost) / (Normal time − Crash time); crash if it reduces total cost. Verification / Alternative check: Any delay in a zero-slack activity increases project duration 1:1. Cost curves typically show a convex trade-off where an optimal crash point minimizes total cost. Why Other Options Are Wrong: Each individual statement (a), (b), and (c) is true; therefore “all of the above” is the only fully correct choice. Common Pitfalls: Confusing free float with total slack; assuming noncritical activities cannot become critical after crashing; crashing noncritical activities first (ineffective for duration reduction). Final Answer: all of the above

Question 13

Work study: What is the primary purpose of micromotion study in industrial engineering?

Accepted Answer

Introduction / Context: Micromotion study is a refined form of motion study that breaks tasks down into therbligs (basic motions). By filming and analyzing these micro-movements, engineers eliminate unnecessary motions, standardize best methods, and establish accurate time data for planning and incentives. Given Data / Assumptions: Short-cycle, repetitive manual operations suitable for high-speed video analysis. Objective is method improvement, operator training, and time data generation. Use of chronocyclographs or video with timing grids. Concept / Approach: Micromotion analysis identifies value-adding vs. non-value-adding motions. Principles of motion economy (use both hands, minimize eye–hand adjustments, reduce reach and grasp, ensure proper workplace layout) guide the improved method. Captured elemental times feed synthetic data systems (e.g., MTM, MOST) for setting standards without full time studies on each job. Step-by-Step Solution: Record operation with suitable frame rate and lighting.Decode therbligs, classify motions, and measure durations.Redesign method and workstation to remove waste and train operators.Compile elemental times to build or refine synthetic standards. Verification / Alternative check: Pilot implementations show reduced cycle times and fatigue, plus improved consistency across shifts when standardized methods are trained. Why Other Options Are Wrong: Each listed purpose is valid; focusing on only one understates the broad value of micromotion study. Common Pitfalls: Poor camera placement; ignoring ergonomic constraints; failing to retrain operators after method change. Final Answer: all of the above

Question 14

CPM terminology: Slack (total float) represents the difference between which pair of schedule times for an activity?

Accepted Answer

Introduction / Context: In CPM networks, float (slack) quantifies scheduling flexibility. Correctly defining slack is crucial for identifying activities that can be delayed without affecting the project completion date. Given Data / Assumptions: An activity has earliest start (ES), earliest finish (EF), latest start (LS), latest finish (LF). Activity duration is fixed (deterministic CPM). Total float is used (not free or independent float). Concept / Approach: Total float is the amount of time an activity can be delayed without delaying the project finish date. Numerically, total float = LS − ES = LF − EF. This is the difference between the latest allowable time and the earliest time for the same endpoint (start or finish). Option (b) captures this relationship in words. Step-by-Step Solution: Compute ES/EF by forward pass and LS/LF by backward pass.Calculate TF = LS − ES (or TF = LF − EF) for each activity.Interpretation: TF is scheduling leeway without affecting project finish. Verification / Alternative check: If TF = 0, the activity is critical; any delay increases project duration. If TF > 0, the activity may slip within TF without impact. Why Other Options Are Wrong: Options (a), (c), and (d) misuse terms like “normal expected time”; slack does not compare to cost-estimating durations, it compares earliest and latest schedule times. Common Pitfalls: Confusing free float (LF of predecessors to ES of successors) with total float; mixing start and finish times inconsistently. Final Answer: Latest allowable time and earliest completion time

Question 15

Production scheduling: Which factors must be considered when preparing a feasible and efficient schedule?

Accepted Answer

Introduction / Context: Production scheduling translates plans into executable shop-floor sequences. Effective schedules balance capacity, precedence, and standard times while honoring product design constraints. Ignoring any element leads to missed due dates or excessive WIP. Given Data / Assumptions: Known bills of materials and engineering drawings. Route sheets specifying machine/process order. Standard times determined via work measurement. Concept / Approach: Component design drives tolerances, required processes, and inspection. The route sheet encodes feasible sequences and eligible resources. Time standards allow loading, line balancing, due-date promise, and capacity checks. Together they enable backward/forward scheduling, dispatching rules, and realistic completion dates. Step-by-Step Solution: Validate process route against design specifications.Apply standard times to compute loads and start/finish windows.Sequence jobs with priority rules while respecting setups and capacities. Verification / Alternative check: Gantt charts and finite-capacity scheduling simulations confirm feasibility; KPIs like on-time delivery and queue lengths validate the plan. Why Other Options Are Wrong: Focusing on a single factor (e.g., machine availability) ignores precedence and timing detail, leading to infeasible schedules. Common Pitfalls: Using outdated route sheets; neglecting changeover times; relying on guessed times instead of measured standards. Final Answer: all of these

Question 16

Wage incentives: In Emerson’s efficiency plan, when is a worker paid a bonus?

Accepted Answer

Introduction / Context: Emerson’s efficiency plan is a wage incentive system that pays a guaranteed day wage up to a threshold and then adds a graduated bonus as a worker’s efficiency surpasses that threshold. It aims to stimulate higher productivity without penalizing workers at moderate performance levels. Given Data / Assumptions: Standard time or output established via work measurement. Efficiency = (Standard time / Actual time) * 100% or equivalent output ratio. Company applies Emerson’s graduated bonus schedule. Concept / Approach: Under Emerson’s plan, no bonus is paid below a minimum efficiency (commonly 66 2/3%). Above this point, a bonus increases progressively with efficiency, reaching meaningful percentages at and beyond 100% efficiency. This differs from Halsey/Rowan (time-saved based) or Gantt (guaranteed day rate plus high bonus at or above standard). Step-by-Step Solution: Set standard time for the task.Compute worker efficiency after the shift.If efficiency > 66.67%, apply Emerson bonus schedule and add to base wage. Verification / Alternative check: Payroll simulations show zero bonus below the threshold, then a rising bonus curve, aligning pay with performance and encouraging method adherence. Why Other Options Are Wrong: Options (b), (c), and (d) correspond to other plans or misstate Emerson’s rule; option (e) is too strict and ignores the graduated bonus above the threshold. Common Pitfalls: Setting standards too loose or tight; confusing efficiency definitions; failing to communicate the bonus schedule clearly. Final Answer: When output (efficiency) exceeds 67% of the standard

Question 17

Facility layout: Which statement best describes a key advantage of product (line) layout?

Accepted Answer

Introduction / Context: Product layout (line layout) arranges resources according to the processing sequence of a single or limited family of products. It is common in assembly lines and process industries with stable, high-volume demand and standardized operations. Given Data / Assumptions: Repetitive manufacturing with stable routing and takt time. Equipment arranged in the order of operations. Balanced line to minimize bottlenecks and work-in-process. Concept / Approach: Sequential flow reduces material handling and queuing, shrinking total manufacturing lead time. Close-coupled stations often need less floor space per unit output. With good balance, idle time diminishes and both machine and labor utilization rise. These benefits contrast with process (functional) layout, which is flexible but often less efficient for high volumes. Step-by-Step Solution: Identify operation sequence and standard times.Balance tasks to takt to reduce idle time.Arrange machines/stations in sequence to reduce handling and delays. Verification / Alternative check: Value-stream mapping reveals reduced lead time and WIP; space and throughput studies confirm higher utilization and lower travel distances in product layouts. Why Other Options Are Wrong: Option (e) is incorrect because jobbing work benefits more from process/cellular layouts; product layout suits high-volume, standardized products. Common Pitfalls: Poor line balancing; ignoring variability in demand; inadequate provisions for maintenance and changeover. Final Answer: all of these

Question 18

Human resource evaluation: Merit rating is a method for determining the…

Accepted Answer

Introduction / Context: Merit rating and job evaluation are distinct. Merit rating assesses people, whereas job evaluation assesses jobs. Clarifying this distinction is vital for fair wage administration, promotion decisions, and performance-based incentives. Given Data / Assumptions: Objective criteria such as skill, effort, responsibility, and working conditions are defined. Rating scales or point systems calibrated for roles. Merit rating feeds HR decisions; job evaluation feeds wage structure design. Concept / Approach: Merit rating evaluates an individual employee’s performance and traits relative to job requirements, producing a merit score for raises or bonuses. Job evaluation, in contrast, determines the relative worth of jobs to establish equitable pay grades. Conflating the two leads to inequity and disputes. Step-by-Step Solution: Identify job requirements and evaluation factors.Assess each worker against the factors using standardized scales.Aggregate scores to guide rewards, development plans, and promotions. Verification / Alternative check: Calibration meetings and rater training reduce bias; correlation of merit ratings with KPIs validates the system’s effectiveness. Why Other Options Are Wrong: (a) describes job evaluation; (c) is asset accounting; (d) is production reporting; (e) is time study, unrelated to merit appraisal. Common Pitfalls: Halo effect and rater bias; overreliance on subjective traits; failing to link ratings to development actions. Final Answer: worker’s performance and relative merit on the job

Question 19

Project management acronyms: PERT stands for which of the following?

Accepted Answer

Introduction / Context: PERT is a probabilistic project scheduling technique developed to manage projects with uncertain activity times. It uses optimistic, most likely, and pessimistic estimates to model durations and evaluate schedule risk. Given Data / Assumptions: Activity time estimates include a, m, b (optimistic, most likely, pessimistic). Beta distribution assumption for activity times; independence across activities (simplifying). Directed acyclic network of activities with precedence constraints. Concept / Approach: PERT computes expected duration te = (a + 4m + b) / 6 and variance = ((b − a) / 6)^2 for each activity, then identifies the critical path using expected durations. It allows calculation of project completion probabilities using the central limit approximation for the sum of variances along the critical path. Step-by-Step Solution: Estimate a, m, b for each activity.Compute te and variance; perform forward/backward passes with te.Identify the critical path and project expected duration; evaluate completion probabilities against due dates. Verification / Alternative check: Sensitivity analysis checks how path variability affects project risk; Monte Carlo simulation can validate PERT assumptions for complex networks. Why Other Options Are Wrong: Other expansions are incorrect or mix unrelated terms; the standard expansion is “Programme Evaluation and Review Technique.” Common Pitfalls: Ignoring path mergers and variance underestimation; assuming deterministic resource availability in a probabilistic schedule. Final Answer: Programme Evaluation and Review Technique

Question 20

CPM statement check: If an activity’s slack (total float) is zero, the activity is critical and any delay will delay the project completion. Is this statement correct?

Accepted Answer

Introduction / Context: Zero-slack activities are the backbone of the critical path in CPM. Recognizing them is vital for monitoring and control because schedule slippage on any such activity directly impacts the project finish date. Given Data / Assumptions: Deterministic durations and precedence-only network (no resource leveling applied). Slack defined as LS − ES or LF − EF. Project completion time equals the length of the critical path. Concept / Approach: When slack is zero, there is no permissible delay. Multiple critical paths may exist; all activities on any critical path have zero slack. A delay in any one of them increases the project duration unless compensating acceleration occurs elsewhere. Step-by-Step Solution: Identify zero-slack activities from CPM tabulation.Tag them for priority monitoring and potential crashing.Recognize that any delay on these tasks shifts ES/EF and project finish. Verification / Alternative check: Network recomputation after inserting a one-day delay on a zero-slack activity will show a one-day increase in project duration, confirming criticality. Why Other Options Are Wrong: Criticality is not conditional on a single path; dependency type does not alter zero-slack logic; resource constraints may create practical criticality elsewhere but do not negate the CPM definition. Common Pitfalls: Assuming an activity is safe because its predecessor had float; ignoring near-critical paths with very low slack that can turn critical after small slips. Final Answer: Yes

Industrial Engineering and Production Management Questions