Question 1

Work measurement (objectives): What is the main objective of conducting work measurement studies in manufacturing and services?

Accepted Answer

Introduction / Context: Work measurement establishes the time required by a qualified worker to perform a defined task at a specified performance level. Accurate standard times are foundational for planning, costing, and incentives, impacting competitiveness and customer service. Given Data / Assumptions: Defined method (from method study) and stable process conditions. Qualified, trained operator working at a standard performance rate. Allowances included for fatigue, personal needs, and delays. Concept / Approach: Using time study, PMTS (e.g., MTM, MOST), or work sampling, analysts derive standard times. These drive capacity planning, line balancing, MRP scheduling, due-date quoting, labor cost estimates, and incentive plan calibration. Without valid standards, plans are unrealistic, incentives unfair, and quotes inaccurate. Step-by-Step Solution: Select and define the method; break work into elements.Measure elemental times and rate performance; compute basic time.Add allowances to set the standard time; deploy in planning, costing, and payroll systems. Verification / Alternative check: Compare scheduled capacity vs. actual throughput; variance reduction after implementing reliable standards validates the objective benefits. Why Other Options Are Wrong: Each listed benefit is genuine and complementary; none alone captures the main objective’s breadth. Option (e) is incorrect and contrary to best practice. Common Pitfalls: Using outdated standards; neglecting allowances; failing to keep standards synchronized with method changes. Final Answer: all of the above

Question 2

Critical Path Method (CPM) in project management Which of the following best describes the capabilities and benefits of CPM when planning and controlling projects?

Accepted Answer

Introduction / Context: The Critical Path Method (CPM) is a foundational tool in operations and project management used to plan, schedule, and control complex, multi-activity projects. It emphasizes activity sequencing, durations, floats, and the identification of the longest path that dictates the minimum project completion time. Given Data / Assumptions: A project is decomposed into activities with estimated durations. Activity precedence relationships are known or can be determined. Managers wish to communicate schedules and monitor time–cost performance. Concept / Approach: CPM builds a network, performs forward and backward passes to compute Early Start/Finish and Late Start/Finish, and determines total and free floats. The critical path contains zero total float activities and sets the overall project duration. This structure also supports cost–time trade-off analysis (crashing) and performance tracking. Step-by-Step Solution: List activities, durations, and dependencies.Draw the network and do a forward pass to find earliest times.Do a backward pass to find latest times and floats.Identify the critical path and set the baseline schedule.Use the network to communicate plans and compare planned vs. actual time/cost. Verification / Alternative check: Comparing Gantt charts to network calculations shows how CPM clarifies constraints and identifies where acceleration yields schedule benefit. Why Other Options Are Wrong: Stating CPM is useful only for certain industries is incorrect; CPM is industry-agnostic. Each of the first three options is a genuine CPM advantage; hence “All of the above” is correct. Common Pitfalls: Inaccurate duration estimates, ignoring resource constraints, and misinterpreting float can undermine CPM benefits. Final Answer: All of the above

Question 3

Wage incentive plans “The bonus increases in proportion to the increase in efficiency.” This statement applies to which plan?

Accepted Answer

Introduction / Context: Wage incentive systems link worker earnings to performance. Understanding how popular plans compute bonus is essential for fair compensation and productivity improvement. The Emerson efficiency plan ties bonus directly and proportionally to the measured efficiency level. Given Data / Assumptions: Efficiency is measured as (standard time / actual time) or similar index. Plans differ in how they calculate bonus from efficiency. The question asks which plan makes bonus proportional to efficiency. Concept / Approach: Emerson’s plan pays a guaranteed day rate up to a threshold efficiency, then adds a bonus that increases proportionally with efficiency improvements. By contrast, Halsey and Rowan plans compute bonus from time saved; Gantt often gives a high bonus if standard is met or exceeded but not strictly proportional across the entire range. Step-by-Step Solution: Identify proportionality requirement: bonus ∝ efficiency.Emerson: bonus rate rises with efficiency beyond a base level → matches condition.Halsey/Rowan: bonus depends on time saved, not directly proportional to efficiency across the whole range.Gantt: premium/bonus once standard met, not proportional across the spectrum. Verification / Alternative check: Review formulae: Emerson bonus = k * (efficiency − threshold) for efficiency above threshold, illustrating proportionality. Why Other Options Are Wrong: Halsey and Rowan rely on time saved mechanics; Gantt uses a task and bonus approach with a step at standard performance. Common Pitfalls: Confusing proportional bonuses with threshold or stepwise bonuses; mixing “time saved” formulas with “efficiency index” formulas. Final Answer: Emerson's efficiency plan

Question 4

A–B–C analysis in inventory control Which statements correctly describe A–B–C analysis used in materials management?

Accepted Answer

Introduction / Context: A–B–C analysis is a selective control technique that classifies inventory items into three categories (A, B, and C) based on their annual consumption value to prioritize control efforts and optimize working capital. Given Data / Assumptions: A-items: few in number, high annual consumption value. B-items: moderate in number and value. C-items: many in number, low annual consumption value. Concept / Approach: The key metric is annual consumption value = unit cost * annual usage. Items are ranked by this value, not by cost or quantity alone. The technique is central to materials management and provides relative inventory control focus: tighter control for A, moderate for B, and simpler procedures for C. Step-by-Step Solution: Compute annual consumption value for each item.Sort items in descending order of consumption value.Divide into A, B, C groups based on cumulative percentage (e.g., A ≈ top 10–20% of items contributing ≈ 70–80% value).Apply differentiated control policies (e.g., review frequencies, safety stocks, approval levels). Verification / Alternative check: Comparing stockouts and carrying costs before and after A–B–C implementation shows improved service levels and reduced capital tied in inventory. Why Other Options Are Wrong: Classifying only by physical size is irrelevant to value-based control. Each of the first three statements accurately reflects A–B–C analysis, so “All of the above” is correct. Common Pitfalls: Using unit cost alone, ignoring usage rate, or failing to review classifications periodically as demand changes. Final Answer: All of the above

Question 5

Rowan plan vs. 50–50 Halsey plan For which relationship between actual time and standard time do both plans yield the same worker earnings?

Accepted Answer

Introduction / Context: Rowan and Halsey (50–50) are classic time-saved incentive plans. Comparing their earnings at different performance levels helps select a plan and set expectations for workers and management. Given Data / Assumptions: Standard time = S, actual time = T, rate = R. Halsey 50–50 bonus = 0.5 * (S − T) * R. Rowan bonus = (Time saved / Standard time) * T * R = ((S − T)/S) * T * R. Concept / Approach: We compare total earnings E under both plans and find when they are equal by substituting a specific T relative to S. Step-by-Step Solution: Let T = S/2.Halsey 50–50: Bonus = 0.5 * (S − S/2) * R = 0.25 S R; Earnings = T R + Bonus = 0.5 S R + 0.25 S R = 0.75 S R.Rowan: Bonus = ((S − S/2)/S) * (S/2) * R = (0.5) * (0.5 S) * R = 0.25 S R; Earnings = T R + Bonus = 0.5 S R + 0.25 S R = 0.75 S R.Thus, at T = S/2, both plans give identical earnings. Verification / Alternative check: Trying another T (e.g., T = 0.7 S) yields different bonuses, confirming equality occurs specifically at half the standard time. Why Other Options Are Wrong: At one-fourth, equal, twice, or three-fourths of S, the two formulas do not coincide; computed bonuses differ. Common Pitfalls: Confusing time-saved based bonuses with efficiency-based plans or forgetting the 50% share in Halsey. Final Answer: Actual time is one-half of standard time

Question 6

Work study techniques and tools Work study (method study and time study) is conducted using which of the following?

Accepted Answer

Introduction / Context: Work study combines method study (to improve how work is done) and time study (to establish standards). Different tools are applied depending on whether we analyze flow, schedule, or measure task durations. Given Data / Assumptions: Objective may be to simplify method, balance lines, or determine standard time. Available tools include process charts, planning charts, and stopwatch studies. Choice depends on the specific diagnostic need. Concept / Approach: Process charts (outline, flow, two-hand) document present methods and reveal non-value-adding steps. Planning charts (e.g., Gantt) assist in sequencing and visualization. Stopwatch time study measures task elements to set standard times. Any of these may be employed appropriately in a work study program. Step-by-Step Solution: Define the problem (method vs. timing).Select the tool: process chart for method, stopwatch for timing, planning chart for schedule and coordination.Apply and iterate improvements. Verification / Alternative check: Improved throughput and reduced cycle time after method changes validate correct tool choice. Why Other Options Are Wrong: Restricting to one tool ignores the dual nature of work study; PMTS is useful but not the only acceptable method. Common Pitfalls: Confusing scheduling charts with time standards; failing to validate new methods before timing. Final Answer: Any one of these, depending on the purpose

Question 7

Rowan plan (wage incentives) According to the Rowan plan, how is the bonus paid to a worker determined?

Accepted Answer

Introduction / Context: Incentive plans aim to reward productivity gains fairly. The Rowan plan links the worker’s bonus to the share of time saved compared with the standard, moderating extremes compared to pure time-saved sharing. Given Data / Assumptions: Standard time S, actual time T, time saved = S − T. Wage rate R per time unit. Rowan bonus formula uses the ratio (time saved / standard time). Concept / Approach: Rowan total earnings E are computed as E = T * R + Bonus, where Bonus = ( (S − T) / S ) * T * R. Thus, bonus is proportional to time saved as a fraction of standard time and scaled by actual time worked and rate. Step-by-Step Solution: Compute time saved: S − T.Form fraction of saving: (S − T) / S.Bonus = ((S − T) / S) * T * R; add to T * R to get total pay. Verification / Alternative check: At T = S, saving is zero → bonus zero; at T significantly less than S, bonus rises but at a moderated rate versus Halsey. Why Other Options Are Wrong: Option (a) misstates a threshold; (c) and (d) ignore the time-saved basis; (e) contradicts the definition of an incentive plan. Common Pitfalls: Applying Halsey’s 50–50 share when Rowan’s proportional formula should be used. Final Answer: Bonus is based on the percentage of time saved relative to standard time

Question 8

Cost accounting – indirect expenses Which of the following are classified as indirect expenses (overheads)?

Accepted Answer

Introduction / Context: In cost accounting, correct classification of costs supports pricing, budgeting, and control. Indirect expenses (overheads) cannot be traced directly to a single cost unit and are accumulated into logical pools. Given Data / Assumptions: Overheads are grouped by function: factory, selling/distribution, and administration. Direct costs (materials, direct labor) are separately identified. Concept / Approach: Factory overheads include indirect materials, indirect labor, and factory expenses. Administrative overheads cover general management costs. Selling and distribution overheads relate to marketing, warehousing, and logistics. Together they comprise indirect expenses to be allocated or absorbed using rational bases. Step-by-Step Solution: Identify costs that cannot be directly traced to one product.Group them by function (factory, admin, selling/distribution).Apply absorption rates (e.g., machine hours, labor hours) to assign overheads to cost units. Verification / Alternative check: Reconciliation of total cost with financial accounts confirms overhead absorption and cost accuracy. Why Other Options Are Wrong: Direct labor is a direct cost, not an indirect expense. Hence, the comprehensive answer is “All of these.” Common Pitfalls: Misclassifying selling expenses as direct costs; using arbitrary bases that distort product costs. Final Answer: All of these

Question 9

Perpetual inventory control In a perpetual inventory system, stock levels are monitored continuously and action is triggered as the stock approaches which level?

Accepted Answer

Introduction / Context: Perpetual inventory control maintains up-to-date records of receipts, issues, and balances, enabling timely replenishment decisions and reducing stockouts or overstocking. Given Data / Assumptions: Transactions are recorded continuously (bin cards or computerized systems). Reorder point is based on lead time demand plus safety stock. Action levels (max, min, reorder) are defined. Concept / Approach: Perpetual systems compare the on-hand balance to the reorder point (a form of minimum level). When balance falls to or below this trigger, a purchase order is initiated so that replenishment arrives by the time stock would otherwise run out. Step-by-Step Solution: Compute reorder point = average demand during lead time + safety stock.Track perpetual balance after each issue/receipt.When balance ≤ reorder point (minimum action level), place an order for EOQ or planned lot size. Verification / Alternative check: Historical records should show reduced stockouts and balanced carrying costs after implementing reorder point control. Why Other Options Are Wrong: Maximum and average levels are reference bounds, not the primary trigger; EOQ is an order size, not a stock level; ordering at safety stock regardless of level is inefficient. Common Pitfalls: Failing to account for lead time variability; inaccurate transaction posting leading to phantom stock or shortages. Final Answer: Minimum level (reorder point trigger)

Question 10

Linear programming (LP) applicability Which conditions are necessary to apply linear programming to a decision problem?

Accepted Answer

Introduction / Context: Linear programming is a quantitative method to optimize an objective (maximize profit or minimize cost) subject to linear constraints. Recognizing when LP is appropriate prevents model misuse and erroneous recommendations. Given Data / Assumptions: Objective function is linear in decision variables. Constraints are linear equalities/inequalities reflecting limited resources. Non-negativity of decision variables is required. Concept / Approach: LP presumes proportionality, additivity, divisibility (unless using integer programming), and certainty within the modeling horizon. When these hold, the feasible region is a convex polytope and the optimum occurs at an extreme point, solvable by simplex or interior-point algorithms. Step-by-Step Solution: Define variables and linear objective (e.g., maximize Z = c1 x1 + c2 x2).Express resource limits as linear constraints (e.g., a11 x1 + a12 x2 ≤ b1).Include x ≥ 0 (non-negativity).Solve using LP methods to find optimal values. Verification / Alternative check: Sensitivity analysis on shadow prices and reduced costs verifies robustness and identifies bottleneck resources. Why Other Options Are Wrong: Requiring integer decisions is not necessary for LP (that is a separate class, integer programming). Each of the first three statements is essential, so “All of the above.” Common Pitfalls: Modeling non-linear realities as linear; ignoring uncertainty; omitting critical constraints leading to infeasible or misleading solutions. Final Answer: All of the above

Question 11

Break-even analysis – definition At the break-even point of an operation or business, which relationship holds true?

Accepted Answer

Introduction / Context: Break-even analysis (cost–volume–profit) determines the volume at which a firm neither earns profit nor incurs loss. It is widely used for pricing, budgeting, and feasibility assessments. Given Data / Assumptions: Fixed cost (FC) is constant within the relevant range. Variable cost per unit (VC) and price per unit (P) are constant. Single-product or fixed sales mix scenario. Concept / Approach: Break-even occurs when total revenue (TR) equals total cost (TC). Using contribution margin, the breakeven quantity Q_BE is FC / (P − VC). At Q_BE, profit = 0 because TR − TC = 0. Step-by-Step Solution: Write TR = P * Q and TC = FC + VC * Q.Set TR = TC at break-even: P * Q = FC + VC * Q.Rearrange to get Q_BE = FC / (P − VC).At Q_BE, profit = TR − TC = 0 → Total cost equals sales revenue. Verification / Alternative check: Graphical break-even chart shows TR and TC lines intersecting at Q_BE, confirming equality. Why Other Options Are Wrong: Options (a) and (b) imply loss or profit, not break-even; (d) fixed cost rarely equals variable cost at break-even; (e) contribution per unit equals selling price only if VC = 0, which is not general. Common Pitfalls: Applying the formula outside the relevant range, ignoring stepped fixed costs or multi-product complexities. Final Answer: Total cost is equal to sales revenue

Question 12

Operations management: By which single action can the production cost per unit be most directly reduced, without increasing the quantity of inputs used?

Accepted Answer

Introduction / Context: In operations and industrial engineering, reducing unit cost is fundamentally about improving productivity. Productivity rises when an organisation obtains more useful output from the same level of input, thereby spreading fixed and variable components more efficiently across each unit produced. Given Data / Assumptions: Inputs (labour hours, machine time, materials, energy) are held constant for fair comparison. Output is measured as conforming units (good quality) shipped. Quality level and safety are maintained; no rework is hidden. Concept / Approach: Unit cost = Total cost / Units produced. If total inputs and their costs are unchanged, but output increases, the denominator grows while the numerator stays the same, so the cost per unit falls. This can result from better methods, higher overall equipment effectiveness, reduced changeover time, or yield improvement. Step-by-Step Solution: Express unit cost as UC = TC / Q.Hold TC constant by keeping inputs identical.Increase Q via method improvement, line balancing, or defect reduction.Compute UC' = TC / Q' where Q' > Q, giving UC' < UC. Verification / Alternative check: Check contribution margin. If selling price and variable costs per input are unchanged, more good units per input hour increase contribution per hour and lower cost per unit—verified in standard CVP analysis. Why Other Options Are Wrong: Producing more with increased inputs: total cost rises proportionally or more; unit cost may not fall. Eliminating all idle time regardless of cost: may require excessive investment; could raise cost per unit. Minimising waste even if throughput falls: extreme conservation can decrease output, raising unit cost. Common Pitfalls: Confusing total cost reduction with unit cost reduction; neglecting quality (scrap and rework lower effective output). Final Answer: Producing more with the same inputs

Question 13

Project scheduling (CPM/PERT): Which statements correctly describe a network diagram's basic notation for activities and events?

Accepted Answer

Introduction / Context: Network diagrams are the backbone of Critical Path Method (CPM) and PERT. They visualise project activities, their logical order, and interdependencies so planners can compute floats, detect the critical path, and manage time-risk trade-offs. Given Data / Assumptions: Activity-on-Arrow (AOA) convention is referenced in the statements. Each activity has a defined start and finish event. Dummy activities (zero duration) sometimes maintain logic only. Concept / Approach: In AOA networks, events (milestones) are nodes; activities are arrows connecting start and finish events. The arrow tail marks the activity's commencement, and the arrow head meets the event that signifies completion, enabling forward/backward passes to compute early and late times. Step-by-Step Solution: Map each real task to an activity (an arrow).Place a start event (node) at the arrow's tail and a finish event at the head.Use precedence to connect events and activities, adding dummies when logic requires.Perform time analysis using node times derived from arrow durations. Verification / Alternative check: Compare with Activity-on-Node (AON) notation where nodes are activities; despite visual differences, logical meaning for starts/finishes remains consistent. Why Other Options Are Wrong: Each of (a), (b), and (c) is correct in AOA; therefore “All of the above” is the only comprehensive answer. Common Pitfalls: Mixing AOA and AON conventions; misusing dummy activities; reversing arrow directions leading to logic errors. Final Answer: All of the above

Question 14

Production planning and control: In manufacturing, what does “routing” specifically determine?

Accepted Answer

Introduction / Context: Production Planning and Control (PPC) comprises routing, scheduling, dispatching, and expediting. Each function plays a distinct role from deciding “how to make” to “when to start” and “how to keep work flowing.” Given Data / Assumptions: A multi-step manufacturing process exists. Machines and work centers have defined capabilities. Material, tooling, and methods are known. Concept / Approach: Routing answers “where and in what order?” It sets the route sheet: the list and sequence of operations, machines, jigs/fixtures, and sometimes standard times. Scheduling answers “when?” Dispatching issues orders to commence; expediting monitors progress and resolves delays. Step-by-Step Solution: Identify all operations required to transform input to output.Map operations to capable resources (machines, cells, or lines).Arrange the sequence to minimize movement, setups, and lead time.Document the route so scheduling and dispatching can act. Verification / Alternative check: Cross-check with process plans and value-stream maps; the route must respect precedence constraints. Why Other Options Are Wrong: Scheduling is timing; dispatching is releasing work; expediting is control during execution. They are different PPC functions from routing. Common Pitfalls: Confusing routing with line balancing; ignoring setup families that affect the optimal path. Final Answer: The prescribed sequence of operations to be followed

Question 15

Time study definitions: Is the normal time greater than the standard time for a task?

Accepted Answer

Introduction / Context: Industrial time study distinguishes among observed time, normal time, and standard time. Understanding their relationships is essential for fair work measurement and incentive planning. Given Data / Assumptions: Observed time is the raw stopwatch time for a worker at a particular performance rating. Normal time adjusts observed time to 100% performance. Standard time includes allowances for personal needs, fatigue, and unavoidable delays. Concept / Approach: By definition, Normal time = Observed time * Performance rating. Standard time = Normal time * (1 + Allowance fraction). Since allowance fraction is positive, Standard time >= Normal time, and typically standard time is strictly greater. Step-by-Step Solution: Compute normal time: Tn = To * R.Compute standard time: Ts = Tn * (1 + A).Because A > 0, Ts > Tn.Therefore the claim “normal time is more than standard time” is false. Verification / Alternative check: Check example: To = 1.00 min, R = 1.00, A = 15%. Tn = 1.00, Ts = 1.15 > 1.00. Why Other Options Are Wrong: Answer “Yes” contradicts the allowance structure embedded in standard time. Common Pitfalls: Forgetting to apply allowances; using inflated ratings to compensate for missing allowances; double-counting delays in both observed time and allowance. Final Answer: No

Question 16

Production types: Which statements are typically true for jobbing (job shop) production?

Accepted Answer

Introduction / Context: Jobbing production (job shop) deals with low volumes, high variety, and custom specifications. Each order may follow a different path, challenging planning and cost control. Given Data / Assumptions: Small lot sizes or one-off jobs. General-purpose machines arranged by process (functional layout). High setup frequency and complex routing. Concept / Approach: Because of variability and customization, job shops rely on skilled labour to set up, adjust, and problem-solve. Changeovers and indirect time raise unit costs. Labour content is significant compared to automated lines, making operations relatively labour-intensive. Step-by-Step Solution: Identify low-volume, high-variety demand pattern.Map to process layout with flexible equipment and skilled operators.Infer high setup and material handling effort, increasing unit costs.Conclude that all three statements apply. Verification / Alternative check: Benchmark against machine shop environments; costing shows higher unit cost than line production due to lost economies of scale. Why Other Options Are Wrong: Choosing any single statement understates the multidimensional nature of jobbing production. Common Pitfalls: Attempting line balancing in a job shop; underestimating setup and queue times in lead-time quotes. Final Answer: All of these

Question 17

Network analysis (CPM/PERT): Can activity slack (float) take positive, zero, or negative values?

Accepted Answer

Introduction / Context: Slack (float) indicates scheduling flexibility for an activity. Understanding its sign and magnitude helps managers decide where acceleration is needed and where delays are tolerable. Given Data / Assumptions: Total float TF = LF - EF = LS - ES. Critical activities have zero total float. External deadline constraints can create negative float. Concept / Approach: In a baseline network without external constraints, floats are non-negative; zero float defines the critical path. When due-date constraints are tighter than the network's natural completion time, some activities exhibit negative float, signalling that the plan is infeasible without crashing or resequencing. Step-by-Step Solution: Compute earliest times by forward pass.Compute latest times by backward pass with project deadline.Evaluate TF = LS - ES (or LF - EF): positive = schedulable slack; zero = critical; negative = acceleration required.Use negative float to target crashing or fast-tracking decisions. Verification / Alternative check: Run a what-if with a deadline earlier than critical path duration; backward pass produces LS < ES for some activities, giving negative float. Why Other Options Are Wrong: “Disagree” ignores practical cases where contractual dates impose negative float. Common Pitfalls: Assuming negative float is an error; it is a diagnostic indicating the schedule must be revised or resources added. Final Answer: Agree

Question 18

CPM time definitions: Earliest finish time (EF) of an activity equals which time relationship?

Accepted Answer

Introduction / Context: Forward and backward passes in CPM compute start/finish times to identify project duration and floats. Correct formulas are key to accurate networks. Given Data / Assumptions: Each activity has a deterministic duration, d. Earliest start (ES) is known from predecessors. Finish times consider end-of-activity events. Concept / Approach: The forward pass determines the earliest times. For any activity, the earliest time it can finish is simply its earliest start plus its own duration: EF = ES + d. Backward pass analogously uses latest finish and duration to compute latest start: LS = LF - d. Step-by-Step Solution: Find ES from the maximum EF of all immediate predecessors.Compute EF = ES + d.Propagate EF values to successors to determine their ES.Later, compute LS = LF - d during the backward pass for floats. Verification / Alternative check: Test with d = 5, ES = 3: EF = 8. Any other relation gives a wrong value, confirming option (a). Why Other Options Are Wrong: Subtracting duration from ES or adding duration to LF mixes forward and backward pass logic. Common Pitfalls: Ignoring calendar constraints; misinterpreting start-to-start or finish-to-finish relationships that modify simple ES/EF logic. Final Answer: Earliest start time + duration of activity

Question 19

Manufacturing management terminology: In PPC, what does “Dispatching” mean?

Accepted Answer

Introduction / Context: Within Production Planning and Control (PPC), dispatching is the bridge between plans and action. It releases work to the shop with concrete instructions, enabling execution to begin at the right place, time, and sequence. Given Data / Assumptions: Routing and scheduling have been completed. Material, tooling, and capacity are available or reserved. Work orders carry specifications, drawings, and priorities. Concept / Approach: Dispatching issues manufacturing orders, move tickets, tool lists, and setup sheets to specific work centers, aligned with the production schedule. It authorises operators to start work and coordinates with stores and maintenance to ensure readiness. Step-by-Step Solution: Validate prerequisites: materials received, tools ready, machine available.Release the work order packet to the designated station.Record start times and queue status for tracking.Feed back progress to PPC for expediting and control. Verification / Alternative check: Kanban or electronic dispatch lists serve the same function—authorising production at the point of use. Why Other Options Are Wrong: Sales order, factory mail, and finished goods logistics are external to PPC dispatching; they are handled by sales and distribution functions. Common Pitfalls: Dispatching without verifying constraints; releasing too many jobs causes WIP inflation and longer lead times. Final Answer: Dispatch of work orders and instructions to the shop floor

Question 20

Work measurement: Time study aims to determine the job time required by which level of worker performance?

Accepted Answer

Introduction / Context: Classical time study seeks a fair and attainable standard time. It removes individual pace bias by rating performance and applying allowances so the standard reflects an average qualified worker under normal conditions. Given Data / Assumptions: Observer records cycle times for a qualified worker. A performance rating system (e.g., 100% = normal) is used. Allowances account for personal needs, fatigue, and delays. Concept / Approach: Standard time = Normal time * (1 + Allowance). Normal time = Observed time * Rating factor. The target is the time an average trained worker would need at normal pace, not the extremes of speed or slowness. Step-by-Step Solution: Observe several cycles to stabilise the mean time.Apply performance rating to convert observed to normal time.Add appropriate allowances to arrive at standard time.Document method to ensure repeatability of the standard. Verification / Alternative check: Compare with predetermined motion time systems (e.g., MTM); both target average capable performance rather than best or worst cases. Why Other Options Are Wrong: Slow or fast workers distort fairness; apprentices may lack competence, so their times are not representative. Common Pitfalls: Over- or under-rating performance; neglecting allowances; setting standards on unstable methods. Final Answer: An average (qualified) worker at a defined performance rating

Industrial Engineering and Production Management Questions