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Manpower 3F351 Career Development Courses > Manpower Journeyman Volume 2. Management Engineering > Flashcards

Manpower Journeyman Volume 2. Management Engineering Flashcards

1
Q

Why has the Air Force provided the MEP as a framework for developing AF manpower standards
and using analysis tools and techniques?

[201. Management engineering program overview | 7/124]

A

To systematically identify the minimum manpower required to accomplish approved missions.

[201. Management engineering program overview | 7/124]

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2
Q

What are the primary tenants inherent in standards development to ensure peak efficiency and
effectiveness?

[201. Management engineering program overview | 8/124]

A

Accuracy and a strong emphasis on process analysis and process improvement.

[201. Management engineering program overview | 8/124]

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3
Q

What is the purpose of the MEP objective of obtaining the greatest possible manpower standards
coverage through a cost-effective development program?

[201. Management engineering program overview | 8/124]

A

To provide the capability to project aggregate manpower requirements for use in the USAF PPBE process.

[201. Management engineering program overview | 8/124]

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4
Q

What are the three types of MEP outputs?

[202. Management engineering program tools]

A

(1) AF manpower standards.
(2) Assessments.
(3) management advisory services (MAS(s).

[202. Management engineering program tools]

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5
Q

During maintenance of a capability-based manpower standard, depending on the type of change, you may need to do what to keep it current?

[202. Management engineering program tools | 8/124]

A

Re-measuring part or all of the function to keep it current.

[202. Management engineering program tools | 8/124]

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6
Q

What are the two types of assessments in the MEP?

[202. Management engineering program tools | 8/124]

A

(1) Man-hour.
(2) Manpower.

[202. Management engineering program tools | 8/124]

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7
Q

In the MEP, you do not use management advisory services (MAS(s) for what reasons?

[202. Management engineering program tools | 9/124]

A

(1) As a method to quantify manpower or man-hours for the purpose of programming future
requirements.
(2) To justify manpower changes.
(3) To approve or lend scientific credence to a preconceived solution.
(4) To discredit another organization or individual.
(5) When the client expects the manpower to assume the decision-making role of line management.

[202. Management engineering program tools | 9/124]

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8
Q

Who has the final authority to reject, accept, or implement proposed initiatives in an MAS?

[202. Management engineering program tools | 9/124]

A

The client.

[202. Management engineering program tools | 9/124]

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9
Q

What are the six phases of the manpower standard development process?

[202. Management engineering program tools | 10/124]

A

(1) Feasibility.
(2) Familiarization.
(3) Design.
(4) Measurement.
(5) Analysis.
(6) Reporting.

[202. Management engineering program tools | 10/124]

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10
Q

What is the ultimate objective of the feasibility phase?

[203. Determining stability and the degree of standardization | 11/124]

A

To determine if we should proceed, cancel, or delay a study effort.

[203. Determining stability and the degree of standardization | 11/124]

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11
Q

During feasibility, you check the MPES and find an organization structure according to an approved program action directive (PAD). What does this mean for the organization, and how can this affect the study?

[203. Determining stability and the degree of standardization | 12/124]

A

The organization has some degree of standardization, and the structure will not complicate the study.

[203. Determining stability and the degree of standardization | 12/124]

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12
Q

During feasibility, you determine the input locations all share detailed directives, comparable
equipment, and similar facilities. How does this affect your decision to use an AFMS?

[203. Determining stability and the degree of standardization | 12/124]

A

It indicates an AF-wide AFMS may be feasible because of standardization.

[203. Determining stability and the degree of standardization | 12/124]

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13
Q

During feasibility, you determine a study effort will be undergoing a significant increase in workload. This affects which feasibility consideration, and what should you consider doing until the surge is completed?

[203. Determining stability and the degree of standardization | 12/124]

A

Stability; it could result in a delay until the function is back in a stable pattern.

[203. Determining stability and the degree of standardization | 12/124]

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14
Q

When evaluating availability of resources, other than cost, what other items must be considered?

[203. Determining stability and the degree of standardization | 13/124]

A

(1) Time.
(2) Commitment.
(3) Required representatives of study team.
(4) Information availability.

[203. Determining stability and the degree of standardization | 13/124]

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15
Q

If a study effort is determined a “no-go,” what are some of the reasons for refusal the feasibility report will specify?

[203. Determining stability and the degree of standardization | 13/124]

A

The lack of stability or standardization, unavailability of resources (personnel and/or funds), undetermined level-of-service (effort), and external mandates (legislative, safety, security, etc.) which may limit or restrict process changes.

[203. Determining stability and the degree of standardization | 13/124]

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16
Q

It was determined to delay a study effort in civil engineering after pulling an initial baseline. What potential problems could exist in the initial baseline?

[204. Identify manpower baselines | 14/124]

A

Duplications or inconsistencies.

[204. Identify manpower baselines | 14/124]

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17
Q

To prevent and eliminate the possibility a position will be studied under two or more AFMS study efforts, to whom do you submit initial study baselines?

[204. Identify manpower baselines | 14/124]

A

AFMAA/MAOQ in the AFMAA/MAO Division.

[204. Identify manpower baselines | 14/124]

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18
Q

While pulling an initial baseline for civil engineering, you find the AFSC normally associated with aircraft maintenance being used within civil engineering. What actions should be noted in the MOA?

[204. Identify manpower baselines | 14/124]

A

Who will accomplish clean-up actions and the get-well dates?

[204. Identify manpower baselines | 14/124]

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19
Q

Once established, suspense dates must be met unless there are extenuating circumstances. What
determines times allowed to accomplish study contract actions?

[205. Study contract | 15/124]

A

They are based on study scope and complexity.

[205. Study contract | 15/124]

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20
Q

Technical sergeant (TSgt) Heinz initiated and drafted a MOA for an AFMS. Whom does he represent in this agreement?

[205. Study contract | 15/124]

A

The lead team.

[205. Study contract | 15/124]

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21
Q

In the beginning of an AFMS effort for civil engineering, the first MRS wants to secure senior leadership approval and support. Which study contract would they use?

[205. Study contract | 15/124]

A

An MOA.

[205. Study contract | 15/124]

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22
Q

What message is released via e-mail to the field and requests POCs for upcoming AFMS efforts?

[205. Study contract | 17/124]

A

The study announcement message.

[205. Study contract | 17/124]

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23
Q

What is the only type of management engineering program service that uses the MOU?

[205. Study contract | 17/124]

A

An MAS.

[205. Study contract | 17/124]

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24
Q

What is one of the goals of the MOU?

[205. Study contract | 18/124]

A

It forces the client and consultant to define the problem.

[205. Study contract | 18/124]

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25
Q

Describe how the feasibility phase of the manpower standard development process is different
from the familiarization phase?

[206. Documentation review | 21/124]

A

Familiarization includes looking at workload data, while feasibility is determining if a work center even has the capability to capture workload data.

[206. Documentation review | 21/124]

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26
Q

During a documentation review, even if you’re familiar with the function, what do you check regardless?

[206. Documentation review | 21/124]

A

Current organization, mission statements, assigned manpower, current operating directives, and reports of recent studies completed within the function.

[206. Documentation review [21/124]

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27
Q

Who can provide a bibliography of documents to review during the familiarization phase?

[206. Documentation review | 21/124]

A

The functional manager associated with the function under study.

[206. Documentation review | 21/124]

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28
Q

Data collected for the function or work center under study should be limited to what?

[206. Documentation review | 21/124]

A

The scope of the study.

[206. Documentation review | 21/124]

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29
Q

Provides tasks requiring training and technical references.

[206. Documentation review | 22/124]

A

Specialty training material.

[206. Documentation review | 22/124]

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30
Q

Contains the process oriented description (POD), variances, and workload drivers.

[206. Documentation review | 21/124]

A

Manpower standard.

[206. Documentation review | 21/124]

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31
Q

Provides clues concerning manpower utilization, process bottlenecks, and presents recommendations for improvement

[206. Documentation review | 23/124]

A

Management inspection.

[206. Documentation review | 23/124]

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32
Q

Obtain information regarding documented, uncompensated or lost overtime or compensatory time.

[206. Documentation review | 23/124]

A

Assigned strength.

[206. Documentation review | 23/124]

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33
Q

Provides the policy and responsibility statements that may be viewed as major taskings or work processes for the function.

[206. Documentation review | 22/124]

A

Functional publication.

[206. Documentation review | 22/124]

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34
Q

Shows the percentage of members performing specific jobs or tasks and the relative percentage of time spent performing tasks.

[206. Documentation review | 23/124]

A

Occupational survey
report.

[206. Documentation review | 23/124]

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35
Q

Defines, by base, inherently governmental positions.

[206. Documentation review | 21/124]

A

Commercial activity
study.

[206. Documentation review | 21/124]

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36
Q

List two excellent tools you can use to obtain information directly from workers on training, qualifications, and ideas for improvement, assigned tasks, and tasks not covered by normal procedures.

[207. Questionnaires and interviews | 23/124]

A

Questionnaires and interviews.

[207. Questionnaires and interviews | 23/124]

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37
Q

Lead team members determined they needed answers to the questions that arise from the familiarization phase answered quickly and without travel costs. They should choose which tool
to accomplish this?

[207. Questionnaires and interviews | 23/124]

A

A questionnaire.

[207. Questionnaires and interviews | 23/124]

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38
Q

List seven sample questions collected through the questionnaire method.

[207. Questionnaires and interviews | 24/124]

A

(1) What are your work center’s inputs and outputs?
(2) Do the processes performed and outputs produced by your work center support the overall unit mission?
(3) What processes could be eliminated and have no or limited impact on the unit’s mission?
(4) Could any part of your function be performed at a lower level?
(5) Is your work center performing tasks that are the responsibility of another work center?
(6) What can be done to eliminate or reduce time spent waiting or standing by?
(7) Are there work centers that could be combined or eliminated?

[207. Questionnaires and interviews | 24/124]

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39
Q

In the familiarization phase, you can easily collect data privately and confidentially from workers such as, what they feel is wrong with their organization through which tool?

[207. Questionnaires and interviews | 24/124]

A

A questionnaire.

[207. Questionnaires and interviews | 24/124]

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40
Q

When conducting interviews, why do we look to the additional reference found in PME courses?

[207. Questionnaires and interviews | 24/124]

A

Because the PME courses provide a detailed explanation of the interview process of planning, opening, controlling, and closing the interview.

[207. Questionnaires and interviews | 24/124]

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41
Q

What is the primary objective of personal interviews?

[207. Questionnaires and interviews | 24/124]

A

To collect information on what and how work is done, operating procedures, and workload volume.

[207. Questionnaires and interviews | 24/124]

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42
Q

When using the personal interview method, what ground rules should you provide the interviewee?

[207. Questionnaires and interviews | 24/124]

A

An agenda (time, subject, and material) and assurance that you will not reveal sources of information given in confidence.

[207. Questionnaires and interviews | 24/124]

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43
Q

During a personal interview, the interviewee seems to be divulging inaccuracies and information that sounds too good. What steps should study team members take when the information they
received is in doubt?

[207. Questionnaires and interviews | 24/124]

A

Verify the information with the source or a supervisor.

[207. Questionnaires and interviews | 24/124]

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44
Q

During a personal interview, you want to seek the best information about processes done within the work center. Whom will you seek as interview candidates?

[207. Questionnaires and interviews | 25/124]

A

The 5-skill level Airmen and NCOs.

[207. Questionnaires and interviews | 25/124]

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45
Q

Which interview method will the study team employ when time is limited and disagreement among group members is strong?

[207. Questionnaires and interviews | 25/124]

A

The group interview.

[207. Questionnaires and interviews | 25/124]

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46
Q

What is the disadvantage of the group interview?

[207. Questionnaires and interviews | 25/124]

A

Groupthink versus individual expertise.

[207. Questionnaires and interviews | 25/124]

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47
Q

During the familiarization phase, where is a prime source for initial information and a place to ask for work demonstration(s)?

[208. Observations | 25/124]

A

The local work center during an onsite observation.

[208. Observations | 25/124]

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48
Q

During the familiarization phase, what information about the workers does onsite observations
provide you, the ME, the ability to recognize?

[208. Observations | 25/124]

A

Their duty schedule, lunch period, and the work accomplished.

[208. Observations | 25/124]

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49
Q

In observing the work center for three days, you notice they are providing an output far greater than noted in documentation review. What should we understand about onsite observations?

[208. Observations | 25/124]

A

That people work harder when watched or unusual operating conditions exist.

[208. Observations | 25/124]

50
Q

In the familiarization phase, what would provide the lead team a means to evaluate and measure the facts in reports, interviews, questionnaires, and records?

[208. Observations]

A

Onsite observations.

[208. Observations]

51
Q

In the familiarization phase, what could cause lead team members to accumulate higher travel costs while not allowing them to observe all cyclical processes of the function?

[208. Observations | 26/124]

A

Onsite observations.

[208. Observations | 26/124]

52
Q

Making processes more effective and efficient should be our goal by always looking to do what?

[208. Observations | 26/124]

A

Eliminate, combine, and streamline processes.

[208. Observations | 26/124]

53
Q

What is benchmarking?

[208. Observations | 26/124]

A

The process of finding and adapting best practices to improve organizational performance.

[208. Observations | 26/124]

54
Q

During the familiarization phase, Master Sergeant (MSgt) Strong is spending time researching the
Internet to find like commercial organizations to improve the organizational performance of the
electrical function under a management engineering study. What technique is she practicing?

[208. Observations | 26/124]

A

Benchmarking.

[208. Observations | 26/124]

55
Q

During the study approach phase, the lead team selects to proceed with the MES effort using the directed requirement method over detailed work measurement. Why does the lead team select this non-measurement approach?

[209. Study approach | 29/124]

A

When the detailed work measurement is not deemed necessary.

[209. Study approach | 29/124]

56
Q

What must you establish before you can conduct or even plan a workshop?

[209. Study approach | 30/124]

A

The purpose or ultimate goal.

[209. Study approach | 30/124]

57
Q

When scheduling the workshop, what two needs must you must consider?

[209. Study approach | 31/124]

A

The needs of the study and attendees.

[209. Study approach | 31/124]

58
Q

Why is it necessary that you make sure that workshop time measurement estimates are kept confidential until all representatives have given their estimates?

[209. Study approach | 31/124]

A

To prevent attendees from influencing each other.

[209. Study approach | 31/124]

59
Q

What are the major drawbacks of workshop measurement?

[209. Study approach | 32/124]

A

TDY costs and scheduling difficulties.

[209. Study approach | 32/124]

60
Q

During field measurement, what approach ensures the “same eyes” collects data at all locations?

[209. Study approach | 32/124]

A

Lead team approach.

[209. Study approach | 32/124]

61
Q

What are the major benefits of the lead team approach to field measurement?

[209. Study approach | 33/124]

A

Decreases the amount of variation in the data and involves less effort than producing a detailed
measurement plan.

[209. Study approach | 33/124]

62
Q

What are the major drawbacks to using input teams during field measurement?

[209. Study approach | 33/124]

A

It increases the study measurement time, and because of the number of personnel involved, increases the probability for data errors (corrections and adjustments), further slowing the process and introducing more
variations into the data.

[209. Study approach | 33/124]

63
Q

If the lead team is not conducting the data collection in the measurement phase, what will lead team members do to translate their exact instructions to the input teams?

[209. Study approach | 33/124]

A

In this case, the lead team members will develop a comprehensive MEASPLAN and distributed to all input
locations.

[209. Study approach | 33/124]

64
Q

Who could comprise an input team?

[209. Study approach | 33/124]

A

Another MRS or base-level manpower function but a function will never be allowed to measure itself.

[209. Study approach | 33/124]

65
Q

What are the three parts of a measurement plan?

[209. Study approach | 34/124]

A

(1) General information.
(2) Measurement instructions.
(3) Measurement report instructions.

[209. Study approach | 34/124]

66
Q

In the measurement plan, how do the input teams communicate environmental conditions, facilities, non-automated tools and equipment, automation, travel distances, and standards of living situations to the lead team?

[209. Study approach | 35/124]

A

Statement of conditions (SOC).

[209. Study approach | 35/124]

67
Q

Which part of the measurement plan contains a copy of the POD?

[209. Study approach | 35/124]

A

Measurement reporting instructions.

[209. Study approach | 35/124]

68
Q

How is workload identified?

[210. Potential workload factor development | 36/124]

A

The number of work units (WUs) or volume of workload factors (WLFs).

[210. Potential workload factor development | 36/124]

69
Q

What are the major attributes of a work unit?

[210. Potential workload factor development | 36/124]

A

(1) Directly related to the time and effort spent on the associated process.
(2) Economical and convenient to report and use.
(3) Mutually exclusive, so no item is counted under more than one WU.
(4) Open to audit, so the accuracy of a work count is readily verified by setting up a work count system or
through existing internal work measurement programs or management information systems.
(5) Readily understood by those who plan, schedule, and control the work.
(6) Individually standardized in terms of the procedures needed for production.

[210. Potential workload factor development | 36/124]

70
Q

What is the factor selected to predict a function’s manpower requirement for various workload
volumes?

[210. Potential workload factor development | 36/124]

A

A standard WLF.

[210. Potential workload factor development | 36/124]

71
Q

What are the two significant attributes of an ideal workload factor?

[210. Potential workload factor development 37/124]

A

(1) Relatability; it relates to manpower requirements.
(2) Predictability; the value of the factor can be predicted for future time periods.

[210. Potential workload factor development | 37/124]

72
Q

Which workload driver lead team members use is programmable (i.e., base population), describes
workload, and is not under the control of the function being studied?

[210. Potential workload factor development | 37/124]

A

Workload factor.

[210. Potential workload factor development | 37/124]

73
Q

When considering workload factors, when is the problem of identifying the relationships between
workload and man-hours lessened?

[210. Potential workload factor development | 37/124]

A

When there are existing resource management systems, output measurement programs, or management
information systems.

[210. Potential workload factor development | 37/124]

74
Q

Why is the best workload factors normally identified only after measurement and not early on in the study design phase?

[210. Potential workload factor development | 37/124]

A

Because relatability presents a more difficult problem since accurate data for correlation analysis is rarely available early in the study.

[210. Potential workload factor development | 37/124]

75
Q

Even though programming workload factors are preferred, lead team members should not
sacrifice what in lieu of programmability?

[210. Potential workload factor development | 37/124]

A

Accuracy.

[210. Potential workload factor development | 37/124]

76
Q

What is the first step in the procedures for identifying PWLFs for measurement?

[210. Potential workload factor development | 38/124]

A

Identify work units not controlled by the function under study.

[210. Potential workload factor development | 38/124]

77
Q

What information is required for documentation of a selected PWLF or WU?

[210. Potential workload factor development | 38/124]

A

(1) Title.
(2) Definition.
(3) Source and method of count.
(4) Rationale.

[210. Potential workload factor development | 38/124]

78
Q

Once a WU or WLF is selected, what will the lead team update to ensure accuracy and then place
in the manpower standard?

[210. Potential workload factor development | 38/124]

A

(1) Title.
(2) Definition.
(3) Source of Count.
(4) Method of Count.

[210. Potential workload factor development | 38/124]

79
Q

What processes are documented in the POD?

[211. Process oriented description | 39/124]

A

Direct work.

[211. Process oriented description | 39/124]

80
Q

What is accomplished during POD development to enhance mission capability and ensure manpower needs are based on the most efficient organization?

[211. Process oriented description | 39/124]

A

Process improvement ideas are incorporated during POD build.

[211. Process oriented description | 39/124]

81
Q

When developing a POD, what will the lead team include with the completed process flowcharts?

[211. Process oriented description | 39/124]

A

A narrative activity description.

[211. Process oriented description | 39/124]

82
Q

The study team is instructed to use what method to depict the step-by-step progression through actions or continuous operations to lead them to a particular and desirable result or ending?

[211. Process oriented description | 39/124]

A

Process flowcharting.

[211. Process oriented description | 39/124]

83
Q

When does the study team identify and evaluate opportunities to eliminate, combine, and streamline processes and/or process steps?

[211. Process oriented description | 39/124]

A

During POD creation.

[211. Process oriented description | 39/124]

84
Q

In process flowcharting, the study team will apply symbols consistently but must also provide what to identify the shapes used?

[211. Process oriented description | 40/124]

A

A symbol key.

[211. Process oriented description | 40/124]

85
Q

What is the standard practice used to develop PODs?

[211. Process oriented description | 40/124]

A

To provide graphical representations of the process work flow using a process flowchart format.

[211. Process oriented description | 40/124]

86
Q

The study team has replaced the POD flowchart format with a functional statement. What type of positions was the study team most likely measuring?

[211. Process oriented description | 41/124]

A

Directed requirement.

[211. Process oriented description | 41/124]

87
Q

The study team has replaced the POD flowchart format with a position description of major duties and responsibilities. What type of positions was the study team most likely measuring?

[211. Process oriented description | 41/124]

A

Staff functions or minimum manpower.

[211. Process oriented description | 41/124]

88
Q

What is the result if the POD steps are written in a definitive sequence as they occur in the process?

[211. Process oriented description | 41/124]

A

It increases the chances of getting accurate unit times and frequencies at the time of measurement.

[211. Process oriented description | 41/124]

89
Q

Which items are kept current as an objective of the management engineering program (MEP)?

[201 | 8/124]

A

Manpower standards and models.

[201 | 8/124]

90
Q

Which management engineering program (MEP) tool is the Air Force’s approved methodology for developing manpower quantification models?

[202 | 8/124]

A

The Air Force manpower standard (AFMS).

[202 | 8/124]

91
Q

You should consider using the management advisory study (MAS) methodology of the management engineering program (MEP) when you

[202 | 9/124]

A

need a short-term analysis to resolve an issue.

[202 | 9/124]

92
Q

You should not consider using the management advisory study (MAS) methodology of the
management engineering program (MEP) when

[202 | 9/124]

A

you need a method to quantify manpower or man-hours for the purpose of programming future
requirements.

[202 | 9/124]

93
Q

When determining the feasibility of a manpower study effort based on the decision questions,
you, as the management engineer (ME) discover that the function will allow for ease of the follow-on phases such as measurement. Which consideration of the study effort are you assessing?

[203 | 12/124]

A

Degree of standardization.

[203 | 12/124]

94
Q

In the manpower engineering program (MEP), how can you capture manpower with an Air
Force manpower standard (AFMS) when you discover that only slight differences exist between input locations?

[203 | 12/124]

A

Develop a variance.

[203 | 12/124]

95
Q

Which consideration are you addressing during the feasibility phase of a manpower study effort, when you identify several unique Federal Aviation Administration directives that establish unique workload for your function under study?

[203 | 13/124]

A

External mandates.

[203 | 13/124]

96
Q

The practice that prevents and/or eliminates the possibility that one position will be studied under two or more Air Force manpower standard (AFMS) study efforts is baseline

[204 | 14/124]

A

tagging.

[204 | 14/124]

97
Q

During initial baseline review, inconsistencies are forwarded to which agency for resolution prior to workload measurement?

[204 | 14/124]

A

Headquarters Air Force/Manpower, Organization, and Resources Requirements Division.

[204 | 14/124]

98
Q

(205) The first manpower requirements squadron (MRS) is set to begin an Air Force manpower standard (AFMS) study effort on the civil engineering function. What document is used to define the study purpose, deliverables, scope, and application?

[205 | 15/124]

A

Memorandum of agreement (MOA).

[205 | 15/124]

99
Q

(205) Which document is released across the Air Force and solicits manpower and functional points of contact for a management engineering study effort?

[205 | 17/124]

A

Memorandum of understanding (MOU).

[205 | 17/124]

100
Q

Master Sergeant Tate is entering the familiarization phase of the Air Force manpower standard (AFMS) development process. Which comprehensive research method can he use to answer many initial questions before conducting an onsite visit?

[206 | 21/124]

A

Documentation review.

[206 | 21/124]

101
Q

During the documentation review of the familiarization phase of the Air Force manpower standard (AFMS) process, where do you check the defined workload drivers of the function under study?

[206 | 21/124]

A

Manpower standards.

[206 | 21/124]

102
Q

During documentation review in the familiarization phase of the Air Force manpower standard (AFMS) process, where do you look to uncover information regarding current and
projected events concerning a function or work center under study?

[206 | 22/124]

A

Organizational or functional websites.

[206 | 22/124]

103
Q

During documentation review in the familiarization phase of the Air Force manpower standard (AFMS) process, which documentation contains the career development courses (CDC) of the function under study?

[206 | 22/124]

A

Specialty training materials.

[206 | 22/124]

104
Q

During the documentation review in the familiarization phase of the Air Force manpower standard (AFMS) development process, who validates assigned military and civilian strength
information?

[206 | 23/124]

A

Workcenter supervisor.

[206 | 23/124]

105
Q

Encountering personnel that withhold valuable information is a disadvantage associated
with which method of obtaining information in the familiarization phase of the the Air Force manpower standard (AFMS) process?

[207 | 24/124]

A

Personal interviews.

[207 | 24/124]

106
Q

When gathering information during the familiarization phase of the Air Force manpower standard (AFMS) development process, which skill level provides the best information about the
processes and activities done inside the work center?

[207 | 25/124]

A

5.

[207 | 25/124]

107
Q

When conducting an onsite observation during the familiarization phase of the Air Force manpower standard (AFMS) development process, you must not

[208 | 25/124]

A

rely on general impressions for findings.

[208 | 25/124]

108
Q

During the study design phase of the Air Force manpower standard (AFMS) development process, who would you not allow, under any circumstance, to conduct the measurements needed to determine appropriate man-hours?

[209 | 29/124]

A

Functional community.

[209 | 29/124]

109
Q

In the study design phase of the Air Force manpower standard (AFMS) development process, non-measurement approaches tend to be more expensive due to

[209 | 29/124]

A

less efficient requirement methodologies.

[209 | 29/124]

110
Q

One of the ways the workshop measurement is used in the study design phase of the Air Force manpower standard (AFMS) development process is to

[209 | 30/124]

A

develop a process oriented description (POD).

[209 | 30/124]

111
Q

When preparing for a measurement workshop during the study design phase of the Air
Force manpower standard (AFMS) development process, when selecting workshop participants,
you must get a good mix of individuals from officer, enlisted, and civilian personnel because

[209 | 31/124]

A

participants from each group bring a different set of values to the workshop.

[209 | 31/124]

112
Q

During the study design phase of the Air Force manpower standard (AFMS) development process, participants’ consensus, fewer scheduling issues, and less temporary duty (TDY) travel are all benefits of

[209 | 33/124]

A

field measurement.

[209 | 33/124]

113
Q

During the study design phase of the Air Force manpower standard (AFMS) development process, what is a drawback when using the field measurement approach?

[209 | 33/124]

A

Data errors (corrections and adjustments) and variations in the data increase.

[209 | 33/124]

114
Q

When conducting field measurements during the study design phase of the Air Force manpower standard (AFMS) development process, which part of the measurement plan (MEASPLAN) outline contains a narrative description of conditions that affects the way work is performed at the input locations?

[209 | 35/124]

A

Measurement instructions.

[209 | 35/124]

115
Q

When developing potential workload factors during the study design phase of the Air Force manpower standard (AFMS) development process, which option is an example of a work unit?

[210 | 36/124]

A

Number of tires changed.

[210 | 36/124]

116
Q

When developing potential workload factors during the study design phase of the Air Force manpower standard (AFMS) development process, the work unit is not used when

[210 | 36/124]

A

building a correlation and regression model.

[210 | 36/124]

117
Q

When, during the Air Force manpower standard (AFMS) development process, does
potential workload factor identification begin?

[210 | 37/124]

A

During study design and measurement activities.

[210 | 37/124]

118
Q

During the study design phase of the Air Force manpower standard (AFMS) development process, what is the first step in the procedures for identifying potential workload factors (PWLF) for measurement?

[210 | 38/124]

A

Identifying work units not controlled by the function under study.

[210 | 38/124]

119
Q

Which option is an example of an Air Force-approved workload factor (WLF)?

[210 | 38/124]

A

Flying hours logged.

[210 | 38/124]

120
Q

What method is used to document processes and work activities for all production oriented
work centers?

[211 | 39/124]

A

Process flowcharts.

[211 | 39/124]

121
Q

When building a process oriented description (POD), which phrase is an acceptable activity
title for a process step?

[211 | 41/124]

A

Repairs engine.

[211 | 41/124]

122
Q

If you write steps in a process oriented description (POD) in the plural form to cover as much work as possible, you may

[211 | 41/124]

A

increase the chance of error in the associated unit time values.

[211 | 41/124]

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