#rbi #assistant aise questions kya RBI mai askte hain hai toh please suggest how to do this question?
Ā A sum of money is lent at a certain rate of compound interest. If, instead the same amount was lent at the same rate under simple interest, the interest for first two years reduces by Rs 120 and that for the first three year is Rs 366.Find the sum. ?
Ob 5 marks??
In simplification do you guys use tricks, for instance digisum or unit place tricks, or you back your ability to solve in your mind without writing much?
Is equal to also a possibility here? As no sign of equal to b/w w to v
Delhi se kon kon hai?
0 voters
Kanpur- lukhnow se kisne apply Kia
0 voters
OB 2 and 3 marks?
Mine is 83 and 74
Adda isse tough hai kya?
Agra cantt se ion digital zone kuberpur kese jaayu ...someone told me tundla k liye bus lelo ??? Koi or hai Kya Jo bahar se aa Raha hai AGRA exam Dene ....my timing is 3:30.. 27 Nov
šš
#RBI #assistant is tarah ke passage askte hai ya pichle saal aye the ?? Ā bht bura score aya hai is RC mai mera please all RBI endeavours suggest kijye...??? Ā
Of the several features or the Toyota Production System that have been widely studied, most important is the mode of governance of the shop-floor at Toyota. Work and inter-relations between workers are highly scripted in extremely detailed āoperating proceduresā that have to be followed rigidly, without any deviation at Toyota. Despite such rule-bound rigidity, however, Toyota does not become a ācommand-control systemā. It is able to retain the character of a learning organization.
In fact, many observers characterize it as a community of scientists carrying out several small experiments simultaneously. The design of the operating procedure is the key. Every principle must find an expression in the operating procedure ā that is how it has an effect in the domain of action. Workers on the shop-floor, often in teams, design the āoperating procedureā jointly with the supervisor through a series of hypothesis that are proposed and validated or refuted through experiments in action. The rigid and detailed āoperating procedureā specification throws up problems of the very minute kind: while its resolution leads to a refraining of the procedure and specifications. This inter-temporal change (or flexibility) of the specification (or operating procedure) is done at the lowest level of the organization; i.e. closest to the site of action.One implication of this arrangement is that system design can no longer be rationally optimal and standardized across the organization.Ā
It is quite common to find different work norms in contiguous assembly lines, because each might have faced a different set of problems and devised different counter measures to tackle it. Design of the coordinating process that essentially imposes the discipline that is required in large-scale complex manufacturing systems is therefore customized to variations in man-machine context of the site of action. It evolves through numerous points of negotiation throughout the organization. It implies then that the higher levels of the hierarchy do not exercise the power of the fiat in setting work rules, for such work rules are no longer a standard set across the whole organization.
It might be interesting to go through the basic Toyota philosophy that underlies its system designing practices. The notion of the ideal production system in Toyota embraces the following ā āthe ability to deliver just-in-time (or on demand) a customer order in the exact specification demanded, in a batch size of one (and hence an infinite proliferation of variants, models and specifications), defect-free, without wastage of material, labour, energy or motion in a safe and (physically and emotionally) fulfilling production environmentā. It did not embrace the concept of a standardized product that can be cheap by giving up variations. Preserving consumption variety was seen, in fact, as one mode of serving society. It is interesting to note that the articulation of the Toyota philosophy was made around roughly the same time that the Fordist system was establishing itself in the US automotive industry.Ā
Ā
Based on the above passage, which of the following statements is best justified?
A)Workers have significant control lights over the design of work rules that allow worker skills and ingenuity to continuously search for novel micro-solutions using information that often sticks to the local micro-context of the work.
B) Managers have significant control rights over the design of work rules that allow worker skills and ingenuity to continuously search for novel micro-solutions around micro-information that often sticks to the local micro context of the work.
C) Work rules enable the workers to report problems faced at the shop-floor to specialized personnel who set up experiments lo replicate the conditions. This allows the specialists to come up with solutions that are rigorously tested in experimental conditions.
D) Toyota as an organization has extensive networks with different specialists who are subject matter experts in different fields. These networks allow problems to be resolved in the most advanced manner, enabling Toyota lo beat the competition.
E) Toyota's products are extensively tested by customers in simulated conditions before they are released to the market. This extensive testing is done by workers who double up as a community of scientists experimenting to develop the most advanced product.
Ā
What could be the best defence of the "different work norms in contiguous assembly lines"?
A) Without such variations allowed, rights of manager to design work-rules would have made very little sense, making the company similar to Ford.
B) Proscribing standardised work norms would prevent Toyota from benefiting from workers' problem solving ability in resolving different kinds of problems that emerge, thus making it difficult to attain the Toyota philosophy.
C) If similarities were imposed, rights of workers to experiment with work-rules would have made very little sense.
D) Standardisation of work rules is only justified when the investments in plants are huge and experimenting with the work rules would be detrimental to the efficiency of the plants. Since Toyota's plants typically involved low investments, it could tolerate non standards work rules.
E) With standardization of processes, right of the workers in design of work-rules made sense. Since Toyota's manufacturing processes were non-standardised, the different work norms did not make sense.
0B 6 marks?
Testbook test 7 ??anyone
Where can I get online practise sets for Para-Jumbling?
Rbi assistant pre n ibps clerk pre level ek hi hoti hai kya ??
0 voters
how can someone crack a puzzle in a mere 2 minute duration even if the puzzle is an exhaustive one? is it a hoax or I am not up to the mark?
someone please throw some gyaan
OB4 - 66.75. 99.5%ile
Share yours
Admit card par jo time likha hai ukse kitne time bad tak entry ho sakti hai
Gktoday October pdf please
Anybody have OLIVEBOARD promo CODE???
Easy one. Ob 15. But not satisfied.