This practice quiz focuses on the Management Engineering Program (MEP) in the Air Force, assessing knowledge in manpower standards, methodologies, and study efforts. It's essential for understanding effective manpower management and operational efficiency in military settings.
The functional manpower standard
The management advisory study (MAS)
The manpower or man-hour assessment
The Air Force manpower standard (AFMS)
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Need a justification of manpower changes
Need a short-term analysis to resolve an issue
May discredit another organization or individual
Need to approve or lend scientific credence to a preconceived solution
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You need a short-term analysis to resolve an issue
The client has tried but cannot identify or solve the problem
The specialized knowledge and skills are not available within the client's own resources
You need a method to quantify manpower or man-hours for the purpose of programming future requirements
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Stability
External mandates
Availability of Resources
Degree of Standardization
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Develop a variances
Exclude the site from the report
Establish a man-hour assessment
Build a local capability-based manpower standard
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Stability
External mandates
Availability of resources
Degree of standardization
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Updating
Freezing
Tagging
Pulling
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Headquarters Air Force/Manpower, Organization, and Resources Requirements Division
Air Force Manpower Analysis Agency/Management Engineering requirements Division
Headquarters Air Force/Manpower, Organization, and Resources Integration Division
Air Force MAnpower Analysis Agency/Management Engineering Division
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Standards application letter
Study announcement message
Memorandum of agreement (MOA)
Memorandum of understanding (MOU)
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Standard application letter
Study announcement message
Memorandum of agreement (MOA)
Memorandum of understanding (MOU)
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Oberservations
Benchmarking
Personal Interview
Documenting review
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Manpower Standards
Functional publications
Occupational survey reports
Commercial activities studies
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Functional publications
Occupational survey reports
Specialty Training material
Organization of functional websites
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Functional publications
Occupational survey reports
Specialty training materials
Organizational or functional Websites
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Personnel section personnel
Workcenter supervisor
Input team analyst
Lead team analyst
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Questionaires
Group interviews
Feedback surveys
Personal interviews
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3
5
7
9
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Rely on general impressions for findings
Visit a representative cross-section
Dress as the work center dresses
Avoid prolonged observation
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Input team member
Base manpower chief
Functional Community
Management engineering analyst
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Higher travel cost
Increased study time
Decreased input locations
Less efficient requirement methodologies
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Reduce operating and maintenance funding
Cut number of manpower authorizations
Develop a process oriented description (POD)
Exercise work sampling
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An officer-only group may cause the measurement workshop's end results to be biased
Participants from each group bring a different set of values to the workshop
Participants from each group are critical to fill a quota requirement
An enlisted-only group may lack experience and knowledge
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Man-hour availability factor
Field measurement
Workshop method
Work sampling
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The assessment of the work center's activities is often too detailed
Scheduling is an issue when there are multiple measurement input sites
Data errors (corrections and adjustments) and variations in the data increase
Work center functional representatives' access to work force can bias the measurement data
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Measurement report instructions
Process improvement initiatives
Measurement instructions
General information
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Flying hours
Number of students
Mission design series
Number of tires changed
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Developing a ratio unit equation
Calculating aircrew requirements
Building a correlation and regression model
Flow charting a process oriented description
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During study design and measurement activities
During correlation and regression analysis
During the selection of the manpower equation
After approval of the developed Air Force manpower standard
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Identifying factors that are not work units
Identifying factors that are not easily counted
Identifying work units not controlled by the function under study
Associating work units with major manpower consuming processes
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Tire changed
Entry pass printed
Flying hours logged
Identification processed
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Narrative process oriented descriptions
Standard indirect descriptions
Functional statements
Process flowcharts
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Engine repair
Repair engines
Repairs engine
Repairing engines
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Reduce key result areas
Exclude assumed workload
Enhance workload measurement
Increase the chance of error in the associated unit time values
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Assigned
Available
Productive
Nonavailable
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Direct
Indirect
Ancillary
Expended
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Time study
Work sampling
Operational audit
Simulation modeling
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Queuing
Work sampling
Technical estimate
Simulation modeling
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One good operator
An average individual
A valid reporting system
A sufficient number of observations
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Average
Time study
Work sampling
Weighted average
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Directed
Standard data
Good operator
Technical estimate
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Core modeling
Activity costing
Simulation modeling
Functional modeling
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Work unit
Fequency
Workload factor
Per accomplishment time
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Air Staff
The using major commands (MAJCOM)
The Air force Manpower Analysis Agency (AFMAA)
The wing-level manpower and organization office where the model is implemented
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Intangible
Tangible
Standby
Waiting
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Position related time
Position requirement time
Per accomplishment time`
Position qualification time
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Position related time
Position requirement time
Per Accomplishment time
Position qualification time
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Manpower variances
Minimum standby time
Directed requirement factors
Minimum manpower factors
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Whole manpower
Functional modeling
Minimum manpower
Overhead requirement
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