Techniques of scientific management

The direct answer is B: route clerk. In functional foremanship, the route clerk decides the route, order and sequence through which a job should move during production. If the production route is wrong, the work may visit machines in the wrong order even when materials and tools arrive on time. Option A, gang boss, is wrong because the gang boss arranges workers and materials and starts the work, but does not primarily decide the production route. Option B is correct because route planning is the route clerk’s special responsibility. Option C, repair boss, is wrong because that specialist repairs or maintains machines; the problem says the route is wrong, not that a machine is broken. Option D, inspector, is wrong because the inspector checks quality after or during production rather than deciding the route. The key distinction is simple: route means where and in what order the job travels; setup means preparing the workplace and equipment.

Gang boss looks after preparation before work starts. Exam tip: connect setup before work with gang boss.

Reducing unnecessary variants may reduce setup and storage cost. Exam tip: connect high variety cost with simplification.

Setting material quality standard is standardisation. Exam tip: connect supplier material standard with standardisation.

For output equal to standard the rate policy must be clear. Exam tip: read policy in equal to standard cases.

Standard output is calculated by dividing total available time by the time required per unit: \(360 \div 6 = 60\). Therefore, the standard output in 360 minutes is 60 units. Producing 55 units would take only 330 minutes, so it does not represent the output for the full available time. Exam tip: in time-study questions, use \(\text{total available time} \div \text{time per unit}\).

Fatigue study fixes proper rest and causes of fatigue. Exam tip: connect error due to fatigue with fatigue study.

Motion study examines the movements made by a worker while completing a task. Its purpose is to identify unnecessary, tiring, or wasteful motions and remove or reduce them. The key clue here is the reduction of an unnecessary bending movement, which is a particular body movement rather than a redesign of the entire production procedure.

Therefore option A, Motion study, is correct. Method study examines the complete method or process of doing a job, time study determines the standard time, and simplification reduces unnecessary variety in products or tasks. Since the question specifically focuses on bending movement while leaving the whole process unchanged, motion study is the best match. The supplied explanation is correct.

Removing waiting time in a process is related to method study. Exam tip: connect process delay with method study.

Standardisation brings uniformity in production. Exam tip: treat uniformity as a benefit of standardisation.

Reducing unnecessary sizes is simplification. Exam tip: connect fewer necessary sizes with simplification.

The direct answer is A: quality inspection and standards. A high output count alone does not prove efficient production. If rejected units are increasing, the organisation must check whether products meet the required quality standard. Option A is correct because quality inspection identifies defective units and standards show what acceptable output should be. Option B, only a higher rate, is wrong because paying more may encourage quantity but cannot by itself prevent defects. Option C, only a route change, is wrong because a changed production route may not solve poor quality and is relevant only when routing is the actual problem. Option D, only a bank loan, is irrelevant: finance does not directly control whether units are correctly made. The correct management response considers both quantity and quality. A worker producing many defective units is not necessarily performing well. Exam cue: output must be judged by useful, acceptable units, not by the number produced alone.

Output below standard gets low rate so wage is (82 \times 5 = 410). Exam tip: apply low rate below standard.

Standard output is calculated by dividing the total available time by the standard time per unit: \(600 \div 15 = 40\). Therefore, the standard output is 40 units. 45 units is incorrect because it would require \(45 \times 15 = 675\) minutes, which exceeds the available time. Exam tip: use \(\text{total time} \div \text{time per unit}\) in such questions.

Fatigue study fixes proper rest intervals. Exam tip: connect both too little and too much rest with fatigue study.

Deliberately not following rules is a discipline matter. Exam tip: separate planning error from discipline issue.

The time and cost clerk is responsible for recording and maintaining information about the time spent and cost incurred in production. Therefore, when actual cost has to be compared with standard cost, this clerk’s records become directly relevant. The comparison helps management identify whether production is taking more time or costing more than the planned standard. Option A concerns written instructions, not cost records. Option C is mainly related to the repair boss, who deals with machine breakdowns. Option D points to motion study, which examines unnecessary worker movements. Hence, option B correctly reflects the central role of the time and cost clerk in scientific management.

Slow worker speed is related to speed boss. Exam tip: distinguish repair problem from speed problem.

Removing machine defect is the work of repair boss. Exam tip: connect machine condition with repair boss.

Instructions from many specialists may create confusion. Exam tip: compare it with unity of command.

Product variety reduction is related to simplification. Exam tip: keep the key focus of every technique separate.

Reducing too many options is simplification. Exam tip: identify quality standard and options reduction separately.

Uniformity of measurement is part of standardisation. Exam tip: choose standardisation when measurement differs.

Output above standard gets high rate on total output so wage is (98 \times 4 = 392). Exam tip: multiply 98 by the rate.

Taylor’s functional foremanship divides supervision among specialists, and each specialist is assigned a clearly defined responsibility. The speed boss focuses on maintaining the required pace or speed of work, whereas the inspector checks the quality of the finished or ongoing work. If these duties are exchanged, employees may receive confusing or conflicting directions, accountability becomes unclear, and supervision loses its specialised character. Option B does not necessarily follow from a change in duties. Options C and D are unrelated to this organisational problem. Therefore, option A is correct because the main consequence is reduced role clarity.