Techniques of scientific management

A shorter route may improve efficiency, but it is not a good method if it increases injuries. The method should also be assessed for physical strain and safety before it is accepted.

The fastest worker may not represent the pace of an average worker. Basing the standard on that worker alone can make the target unrealistic for ordinary workers.

High output does not by itself show how much usable output is produced efficiently. Rework and rejection data reveal costs associated with defective output and should be considered in the analysis.

The improved method changes the time needed per unit. The time standard should therefore be reviewed so that it reflects the new method; the change is a reduction of 6 minutes per unit.

Functional foremanship assigns different duties to specialist supervisors. Clear coordination and priority rules help prevent conflicting instructions without removing the specialisation.

Under functional foremanship, the speed boss is responsible for ensuring the prescribed pace, while the inspector checks quality and workmanship. Reversing these duties creates role confusion.

Method study examines how a task is performed and how its steps can be arranged more efficiently. It is therefore relevant to investigating a queue caused by the work sequence at the loading point.

Internal standards are harder to meet consistently when the materials used in production vary. Uncontrolled variation in incoming supplies can therefore undermine consistent production quality.

Work instructions must match the tool actually in use. If the manual describes the old tool, workers may follow unsuitable directions and the new standard may not be implemented consistently.

When the policy does not define how rejected units are treated, the worker and employer may disagree about which units qualify for output-based pay. The policy should state this clearly.

Motion study examines the movements used to perform a task and seeks to eliminate unnecessary ones. It is therefore suited to addressing fatigue caused by needless elbow movement, even when rest periods are adequate.

The signs of pain and absenteeism may indicate excessive fatigue. Management should assess fatigue and suitable rest intervals to ensure the target is sustainable before increasing it.

A changed product mix can alter the work required and the achievable output. The old standard may no longer be appropriate, so management should review it before using it for appraisal.

Fayol’s unity of command principle says that a subordinate should receive orders from one superior. Conflicting orders from several foremen illustrate the problem this principle is intended to prevent; Taylor’s functional foremanship is often contrasted with it.

Specifying a common gauge is standardisation: it sets a uniform tool or specification. Determining appropriate rest pauses is part of fatigue study, which considers how work and rest affect worker fatigue.

Reducing the number of variants is simplification. Setting uniform rejection criteria establishes consistent quality requirements, which is standardisation.

The direct answer is option A: a method-study output and training-alignment gap. Method study improves the way work is performed by finding a better sequence or route. But a new process cannot succeed if workers are still taught the old method. The correct chain is: the process map changes, the standard method is updated, training and instructions are revised, workers practise the new route, and supervisors check implementation. Option A correctly identifies the gap between the improved method and outdated training. Option B is wrong because wage and bank matters do not explain why workers follow the old route. Option C is wrong because inspection and colour have no logical connection with this implementation problem. Option D is wrong because fatigue and rent are unrelated to the mismatch between a process map and training. The problem is not the discovery of the new method; it is failure to communicate and teach it. Memory cue: new method requires new instructions and training.

Training is more useful when workers have a chance to practise a task consistently. Very frequent rotation can prevent that practice from consolidating and may make it harder to match workers to suitable tasks.

A demanding output standard is not enough on its own. Workers need training in the prescribed method so they can work toward the standard effectively and safely.

At the high rate, wages are calculated on the accepted units produced. Therefore, the wage is \(152 \times 15 = ₹2280\). An amount such as ₹2220 does not result from multiplying 152 units by ₹15 per unit. Exam tip: multiply the accepted output by the applicable rate first.

Planning a better route will not help if workers are still given outdated route information. The route instructions need to be updated and communicated so the planned method is followed.

Method study examines the overall way a job or process is carried out to find a more efficient method. Here the issue is the sequence of process stages and repeated handling; motion study, by contrast, focuses on movements in performing work.

The correct answer is A, method study. It examines how a task is performed so that unnecessary steps or inefficient sequencing and workstation arrangements can be improved. That directly addresses a process bottleneck; simplification and standardisation instead concern reducing product variety and setting uniform standards.

Accepted output is found by subtracting rejected units from total output: 240 - 22 = 218 units. Therefore, 218 units is correct. 240 units represents total output, not accepted output. Exam tip: identify total output and rejected units first, then subtract.

The correct answer is option A, Inspector. First identify what is already known: the machine route and materials are correct, but the finished product is defective. The remaining issue is final-product quality, and checking the quality of completed work is the inspector’s responsibility. Option A is therefore correct. Option B, the gang boss, supervises workers and helps maintain discipline and performance, but is not the first specialist named for final quality inspection. Option C, the route clerk, plans or records the route and sequence through which work should pass; that route is already stated to be correct. Option D, the time and cost clerk, records time and cost information, not the physical quality of the finished article. Do not confuse finding a defect with correcting the production method: the inspector detects or reports the quality problem, while another manager or supervisor may later investigate and correct its cause. Exam cue: route means sequence, time and cost means records, gang means supervision, and inspector means quality checking.