Applied Assessment — Time Management Part 2

4 of 5 needed to pass

1. 1. Three lines were loaded at 95% using a style SMV of 18.2, but the actual average in week one is 20.4 because one operation is slower than standard. What should you do?

   Choose one answer.

   Ignore the gap since it only appeared in week oneKeep the original loading plan since SMV standards should not be questionedRecalculate the loading and buffer around the slow operation, and consider adding recovery time before final inspectionPush the line harder for the remaining days without changing the plan
2. 2. You have five lines running different styles. One line's operation, back pocket setting, is consistently the slowest across all lines. What does this tell you about your floor's true capacity?

   Choose one answer.

   True floor capacity is set by the number of lines you have, regardless of this operationTrue floor capacity is set by how many good minutes the back pocket operation can produce, since it is the bottleneckThe bottleneck can be ignored as long as other operations are running fastCapacity should be measured only at the finishing stage
3. 3. A junior manager says buffers are 'wasted time' and wants to remove them to increase efficiency numbers. How should you respond?

   Choose one answer.

   Explain that a buffer is planned idle time before a commitment, not an excuse for poor discipline, and it absorbs normal variation without breaking the ship dateIgnore the suggestion without giving a reasonAgree only for the fastest line and keep buffers everywhere else without explanationAgree and remove all buffers immediately to raise reported efficiency
4. 4. You need to delegate the daily bottleneck check to a line supervisor. Which delegation is best structured?

   Choose one answer.

   Name the supervisor as owner, require a report by a fixed time each day, and agree what evidence counts as the check being doneDelegate the task to the entire line collectively with no single ownerJust tell the supervisor to 'keep an eye on things' with no further detailAssign the check to whichever supervisor happens to be free that day, without a fixed process
5. 5. Two lines are missing hourly targets after hour six, but the daily loading sheet still shows 95% planned utilisation. What is the most likely root cause the module would point to?

   Choose one answer.

   This is unrelated to planning and is purely a motivation issueThe loading plan was likely built on standard SMV rather than the real, measured SMV of the bottleneck operationThe workers are deliberately underperforming and need immediate disciplineThe daily loading sheet format itself is the problem and should be discarded entirely