Techniques of scientific management

Standard output is calculated by dividing the total available time by the standard time per unit: \(720 \div 12 = 60\). Therefore, the correct output is 60 units. An output of 55 units would take more than 12 minutes per unit on average, so it does not match the given standard. Exam tip: in time-study questions, keep the time units the same and use total time ÷ time per unit.

Standard output is calculated by dividing total available time by the time required per unit: \(450 \div 9 = 50\). Therefore, the standard output is 50 units. An answer of 45 units would apply if each unit took 10 minutes. Exam tip: in time-study questions, first ensure that both time values are expressed in the same unit, such as minutes.

The worker has produced 78 units, which is above the standard of 75 units. Under Taylor’s differential piece-rate system, the high rate of ₹8 applies to all 78 units. Therefore, wage \(78 \times 8 = ₹624\). ₹600 would result from applying the high rate only to the 75 standard units, so it is incorrect. Exam tip: first compare actual output with the standard, then multiply the applicable rate by total actual output.

This is based on the differential piece-rate system. The worker produces 80 units, which is below the standard of 85 units, so the low rate of ₹7 per unit applies. Therefore, the wage is \(80 \times 7 = ₹560\). ₹595 results from multiplying the standard output of 85 by ₹7, but the worker actually produced only 80 units. Exam tip: identify the actual output first and then multiply it by the applicable per-unit rate.

In Taylor’s differential piece-rate system, workers who meet or exceed the standard receive the higher piece rate; workers below the standard receive the lower rate. Exactly meeting the standard therefore qualifies for the higher rate.

Reducing the number of product varieties is simplification. Standardisation establishes uniform standards, such as consistent product sizes, so that part remains incomplete.

The direct answer is C: simplification. Simplification means reducing unnecessary variety in a product, such as too many colours, sizes or designs, while retaining the useful choices customers need. Here all products already have uniform quality, so quality improvement is not the issue; the problem is the excessive number of unnecessary colour options. Option C is correct because simplification removes needless variety and makes production, storage and selling easier. Option A, method study, examines the best way to perform a job; it does not mainly reduce product varieties. Option B, motion study, removes unnecessary worker movements, not unnecessary colours in the product. Option D, time study, measures the time required for an operation and helps set standard time; it does not decide product variety. The key distinction is between variety of the product and movements or time in the process. Memory cue: too many unnecessary designs, sizes or colours means simplification.

Standardisation establishes uniform tools and equipment. When workers use the same tools, they can be trained in a consistent way, so this is a benefit of standardisation.

Fatigue study examines how work conditions and rest periods affect workers’ tiredness. It can help identify improvements to seating and other conditions that reduce fatigue.

The pattern shows a connection between prolonged work, increasing errors, and recovery after rest. This is evidence that worker fatigue is affecting performance. Fatigue study examines when tiredness begins, how it influences efficiency and accuracy, and how rest pauses or improved working conditions can reduce its effects. Time study would measure the time needed for a task, but it would not by itself explain why errors rise after continuous work. Simplification and the route clerk are unrelated to the observed fatigue pattern. Therefore, option B is correct because fatigue study is the appropriate management response.

The direct answer is A: fatigue study. Fatigue study examines how tiredness affects workers and helps determine suitable rest pauses. Rest that is too short may leave workers tired and reduce efficiency, while rest that is too long wastes working time and can lower total output. Therefore a balanced interval must be based on the nature of the work, working conditions and the worker’s fatigue. Option A is correct because it directly studies fatigue and the amount or timing of rest required. Option B, method study, searches for the best way to perform a task, not the correct length of rest. Option C, motion study, removes unnecessary movements and effort, but it does not by itself determine rest intervals. Option D, standardisation, fixes uniform standards for tools, materials or conditions; it is not the specific study for balancing rest and fatigue. Exam cue: whenever the issue mentions tiredness, rest pauses or their effect on output, select fatigue study.

Method study examines how a task is carried out and seeks a more effective way to perform it. Reviewing the process can reveal and remove unnecessary waiting.

Motion study examines the movements used to do a task and seeks to eliminate unnecessary movements. Reducing the hand’s travel distance is a change to a specific movement, even if the overall process remains unchanged.

Functional foremanship divides supervision among several specialists, such as instruction, speed, repair, and discipline specialists. This arrangement gives workers specialised guidance, but a worker may receive different or even conflicting instructions from more than one supervisor. As a result, the worker may become unsure about which instruction should be followed first, causing confusion, delay, or difficulty in fixing responsibility. Therefore, option A is correct. Options B, C, and D are not limitations of this technique: costs do not become zero, quality is not guaranteed to rise in every situation, and simplification does not happen automatically. The issue is also related to the weakness of unity of command, because one worker may have several functional authorities.

In Taylor’s functional foremanship, the disciplinarian is responsible for maintaining discipline and ensuring workers follow workplace rules. The route clerk plans the route, so the issue described is not a routing error.

The repair boss is responsible for keeping machines and equipment in good working order. Poor machine maintenance therefore points to a weakness in the repair boss’s work.

The inspector checks the quality of work and identifies defects in finished goods. The machine and route being correct do not replace this inspection responsibility.

The instruction card clerk prepares and provides instruction cards describing how a job is to be done. Missing written job instructions therefore point to this role.

The gang boss arranges the tools and materials needed at the workplace. Since the route is correct, the delay in making materials available points to the gang boss’s arranging role.

The route clerk determines the sequence and path through which work should pass. A wrong production route is therefore a matter for the route clerk, not the speed boss, who deals with operating speed.

Simplification reduces unnecessary variety in products or components. Reducing the number of sizes from 20 to 6 is an example of reducing variety, which can also make storage easier.

Standardisation sets uniform specifications for products, including their measurements and quality. Applying the same specifications to every batch is therefore standardisation.

To find standard output, divide the total available time by the standard time required per unit: \(640 \div 16 = 40\). Therefore, the standard output in 640 minutes is 40 units. Producing 35 units would take only \(35 \times 16 = 560\) minutes, so it does not represent the output possible in the available time. Exam tip: in time-study questions, use standard output = available time ÷ time per unit.

The direct answer is option B, ₹600. In Taylor’s differential piece-rate system, the worker who reaches or exceeds the standard receives the high piece rate. The standard is 95 units, while actual production is 100 units, so the worker exceeds the standard. The wage is calculated on all units produced, not only on the extra units: wage = 100 × ₹6 = ₹600. Option A, ₹570, would result from wrongly multiplying the standard 95 by ₹6. Option B, ₹600, is correct because the high rate applies to the complete output of 100 units. Option C, ₹610, has no valid calculation basis. Option D, ₹620, also has no relation to the given output and rate. Remember: first compare actual output with the standard; after crossing the standard, multiply total output by the high rate.

The worker produces 84 units, which is below the standard of 90 units. Therefore, under Taylor’s differential piece-rate system, the low rate of ₹5 per unit applies. Wage = \(84 \times 5 = ₹420\). ₹450 would be earned only if the worker produced 90 units at this rate. Exam tip: compare output with the standard first, then multiply by the applicable rate per unit.