CONNECT F/OPERATIONS MGMT
14th Edition
ISBN: 9781264344963
Author: Stevenson
Publisher: INTER MCG
expand_more
expand_more
format_list_bulleted
Question
Chapter 7, Problem 16DRQ
a)
Summary Introduction
To determine: The reason of not having correct standard time for a many jobs.
Introduction: The amount of the dependency on human effort by an organization in terms of achieving its goals is given by the work design. It is directly linked to the productivity of an organization where good work design helps in achieving high productivity.
b)
Summary Introduction
To determine: Having no standard time for many jobs signify that there is no need for standards.
Introduction: The amount of the dependency on human effort by an organization in terms of achieving its goals is given by the work design. It is directly linked to the productivity of an organization where good work design helps in achieving high productivity.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solution
Students have asked these similar questions
Compare the mechanical-engineering approach and the application of algorithmic management to it with a more "humane" approach to the design of work by discussing the advantages of such a "humane" approach to job design. No references are required.
Comment on the following: “At any given instant, the standard times for many jobs will not be strictly correct.”
a. Why is this so?
b. Does this mean that those standards are useless? Explain.
After training, Mary Fernandez, a computer technician, had an average observed time for memory-chip tests of
15 seconds. Mary's performance rating is
105%. The firm has a personal fatigue and delay allowance of 12%.
a) The normal time for this process =
seconds (round your response to two decimal places).
b) The standard time for this process =seconds (round your response to two decimal places).
Chapter 7 Solutions
CONNECT F/OPERATIONS MGMT
Ch. 7.S - Prob. 1DRQCh. 7.S - Prob. 2DRQCh. 7.S - Prob. 3DRQCh. 7.S - Prob. 4DRQCh. 7.S - Prob. 5DRQCh. 7.S - Prob. 6DRQCh. 7.S - Prob. 7DRQCh. 7.S - Prob. 8DRQCh. 7.S - Prob. 9DRQCh. 7.S - Prob. 10DRQ
Ch. 7.S - Prob. 1PCh. 7.S - Prob. 2PCh. 7.S - Prob. 3PCh. 7.S - Prob. 4PCh. 7.S - Prob. 5PCh. 7.S - Prob. 6PCh. 7.S - Prob. 7PCh. 7.S - Prob. 8PCh. 7.S - Prob. 9PCh. 7.S - Prob. 10PCh. 7.S - Prob. 11PCh. 7.S - Prob. 12PCh. 7.S - Prob. 13PCh. 7.S - Prob. 14PCh. 7.S - Prob. 15PCh. 7.S - Prob. 16PCh. 7.S - Prob. 17PCh. 7.S - Prob. 18PCh. 7.S - Prob. 19PCh. 7.S - Prob. 1CQCh. 7.S - Prob. 2CQCh. 7.S - Prob. 3CQCh. 7 - Prob. 1DRQCh. 7 - What are some of the main advantage and...Ch. 7 - Prob. 3DRQCh. 7 - Prob. 4DRQCh. 7 - Prob. 5DRQCh. 7 - Prob. 6DRQCh. 7 - Prob. 7DRQCh. 7 - What are motion study principles? How are they...Ch. 7 - Prob. 9DRQCh. 7 - Prob. 10DRQCh. 7 - Prob. 11DRQCh. 7 - Prob. 12DRQCh. 7 - Prob. 13DRQCh. 7 - Prob. 14DRQCh. 7 - Prob. 15DRQCh. 7 - Prob. 16DRQCh. 7 - Prob. 17DRQCh. 7 - Prob. 18DRQCh. 7 - Prob. 19DRQCh. 7 - Prob. 1TSCh. 7 - Prob. 2TSCh. 7 - Prob. 3TSCh. 7 - Prob. 1CTECh. 7 - Prob. 2CTECh. 7 - Prob. 1PCh. 7 - Prob. 2PCh. 7 - Prob. 3PCh. 7 - Given these observed times (in minutes) for four...Ch. 7 - Prob. 5PCh. 7 - Prob. 6PCh. 7 - Prob. 7PCh. 7 - Prob. 8PCh. 7 - Prob. 9PCh. 7 - Prob. 10PCh. 7 - Prob. 11PCh. 7 - Prob. 12PCh. 7 - Prob. 13PCh. 7 - An analyst made the following observations about...Ch. 7 - Prob. 15PCh. 7 - Prob. 16PCh. 7 - Prob. 17PCh. 7 - Prob. 18PCh. 7 - Prob. 19P
Knowledge Booster
Similar questions
- Comment on the following: “At any given instant, the standard times for many jobs will not be strictly correct.” Why is this so?Does this mean that those standards are useless? Explain.arrow_forwardComment on the following: “At any given instant, the standard times for many jobs will not bestrictly correct.”a. Why is this so? bDoes this mean that those standards are useless? Explain.arrow_forwardIdentify to which category of “personal”, “fatigue”, or “delay” the following job elements belong to a) The hair-dresser takes the phone to confirm a booking, in the middle of a client haircut. b) The doctor takes a cup of coffee and a quick rest in a short time between visiting two patients. c) In a long-distance drive, the coach driver stops in a service area every two to three hours to have some food.arrow_forward
- An analyst has timed a metal-cutting operation for 50 cycles. The average time per cycle was10.40 minutes, and the standard deviation was 1.20 minutes for a worker with a performance ratingof 125 percent. Assume an allowance of 16 percent of job time. Find the standard time for thisoperationarrow_forwardAfter training, Mary Fernandez, a computer technician, had an average observed time for memory-chip tests of 10 seconds. Mary's performance rating is 105%. The firm has a personal fatigue and delay allowance of 18%. a) The normal time for this process = ? seconds (round your response to two decimal places).arrow_forward12) Which of the following jobs could be analyzed effectively using direct observation? Design Engineer Forklift Operator Lawyer HR Consultantarrow_forward
- You want to know the standard time of a welding process. The analyst has obtained the followingi information: average timed time - 1.30 minutes rhythm assessment - 110 fixed supplements - 5% variable supplements - 2% Determine the standard time, in minutes, of the welding process: a) 143 min b) 145 min c) 150 min d) 153 minarrow_forwardHow would you classify the following job elements? Arethey personal, fatigue, or delay?a) The operator stops to talk to you.b) The operator lights up a cigarette.c) The operator opens his lunch pail (it is not lunch time),removes an apple, and takes an occasional bite.arrow_forwardFind out the standard time using the following data: Average time for machine elements = 6 min. Average time for manual elements = 3 min. Performance rating =110% Allowances = 11%arrow_forward
- Ergonomics problem A work measurement analyst in the Electrical Company took 10 observations (for each element) of an operation job. The operation consists of four elements of work. Result of observation was shown in a Table attached. a. Determine the standard time and standard output if the total allowance time is 12% b. Check whether number of observation is sufficient or not for a 95 percent confidence level and 5 percent significant level.arrow_forwardAfter training, Mary Fernandez, a computer tech-nician, had an average observed time for memory-chip tests of 12 seconds. Mary’s performance rating is 100%. The firm has apersonal fatigue and delay allowance of 15%.a) Find the normal time for this process.b) Find the standard time for this process.arrow_forwardWhat are the trade-offs in the following?A. Deciding how often to update standard times due to minor changes in work methods.B. Choosing between time study and work sampling for work measurementarrow_forward
arrow_back_ios
SEE MORE QUESTIONS
arrow_forward_ios
Recommended textbooks for you
Practical Management ScienceOperations ManagementISBN:9781337406659Author:WINSTON, Wayne L.Publisher:Cengage,
Operations ManagementOperations ManagementISBN:9781259667473Author:William J StevensonPublisher:McGraw-Hill Education
Operations and Supply Chain Management (Mcgraw-hi...Operations ManagementISBN:9781259666100Author:F. Robert Jacobs, Richard B ChasePublisher:McGraw-Hill Education
Purchasing and Supply Chain ManagementOperations ManagementISBN:9781285869681Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. PattersonPublisher:Cengage Learning
Production and Operations Analysis, Seventh Editi...Operations ManagementISBN:9781478623069Author:Steven Nahmias, Tava Lennon OlsenPublisher:Waveland Press, Inc.
Practical Management Science
Operations Management
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:Cengage,
Operations Management
Operations Management
ISBN:9781259667473
Author:William J Stevenson
Publisher:McGraw-Hill Education
Operations and Supply Chain Management (Mcgraw-hi...
Operations Management
ISBN:9781259666100
Author:F. Robert Jacobs, Richard B Chase
Publisher:McGraw-Hill Education
Purchasing and Supply Chain Management
Operations Management
ISBN:9781285869681
Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson
Publisher:Cengage Learning
Production and Operations Analysis, Seventh Editi...
Operations Management
ISBN:9781478623069
Author:Steven Nahmias, Tava Lennon Olsen
Publisher:Waveland Press, Inc.