Industrial Engineering

One-fourth One-half Equal to Twice To concentrate his attention on critical activities To divert the resources from noncritical advanced activities to critical activities To be cautious for avoiding any delay in the critical activities to avoid delay of the whole project All of the above Inventory problems Traffic congestion studies Job-shop scheduling All of the above Work sampling Time study Method study Work study Maximum slack Minimum slack Zero slack Average slack Sales revenue > total cost Sales revenue = total cost Sales revenue < total cost Variable cost < fixed cost Optimistic time Pessimistic time Most likely time All of these The maximum time which an activity might require The average time required for a job The most probable time considering all conditions The minimum time in which an activity can possibly be accomplished Management Labour court High court/supreme court Board of directors Improving a work method Improvising a work method Designing a work method Reducing inventory costs Event oriented technique Activity oriented technique Target oriented technique None of the above George John Smeaton Frederick Taylor Timoshenko Nicolas Léonard Sadi Carnot Stop watch Graph paper Process chart Planning chart Plant layout Process layout Product layout Fixed position layout Process Estimation and Review Technique Program Estimation and Reporting Technique Program Evaluation and Review Technique None of the above Enlarged view of motion study Minute and detailed motion study Analysis of one stage of motion study Subdivision of an operation into therbligs and their analysis Skills required by a worker Contribution of a job Contribution of a worker The relative worth of jobs Gantt plan Halsey plan Rowan plan Standard plan Quality loss Availability loss OEE Performance loss

Transport

Inspection

Delay temporary storage

Permanent storage