1.

What is the
3. What under TQM
difference
2. What makes up is the percentage
between ability
TQM? tolerated?
and competence?

4. What is the cost

5. 3 components of
of poor service in
effective time 6. Key performance
a production
management? indicators are?
situation?

7. 4 Key steps to
8. What is 9. What is cost
handling
motivation? control?
grievances?

11. Difference 12. What are the

10. What is the 4
between outputs from a
step safety
accountability and Job Design
check?
responsibility? activity?

13. How do you

14. How do you 15. What does
deal with conflict
deal with trivial riveting in the
between two
grievances? workplace cause?
workers?

17. When carrying out

16. What is the 18. What is the
a zonal, how long
result of the worker best way to decide on
does it take to see
trying to work two allocating jobs to 6
and recognise and
eight hour shifts? workers?
identify a defect?

20. What is the

difference
19. What are 21. What is at the
between a team
your accurate centre of the
leader and a
vision limits? SHEL model?
appointed charge
hand?
 Ability = training /skill
Quality assurance, quality
/knowledge
100% improvement, statistical
Competence = application
process control
of ability ‘

Results that measure the Establish priorities,

Lost production , rework,
effectiveness of an Scheduling,
poor use of manpower.
organisation Decision making.

Internal drive towards the

Ensures that costs within
dominant thought of the Listen, facts, act prompt
the managers control, are
moment (use other and fair, follow up‘
in fact in control
definition)

Accountability means
Job analysis, Job liable for results
Spot hazard, act to correct,
description, Personal Responsibility means you
follow up, encourage care
Specifications have a requirement to take
action

Same as any other Get them together to work

Physiological stress
grievance out problems

Capability chart At least 1 ½ seconds Fatigue

Charge hand is appointed, 10 degrees each side of the

Liveware
leader is chosen by team centre
22. Continuous noise
at 70-78dB eg 23. Safety 24. What level of
cockpit noise consideration when Human Factors
requires what level working in a fuel training is needed by
of hearing tank? a supervisor?
protection?

25. Consideration if a
26. 4 recognised facts 27. What is increased
worker flies 12 hours
of Staff motivation? productivity?
to a point of work?

30. Who do you

28. How do you deal 29. What best
consult if your
with staff that have describes Human
section is
repetitive jobs? Factors?
unproductive?

32. In time
management, what is 33. What cost should
31. What is the best
the main thing to be remembered
stock management
remember when besides direct labour
policy?
assessing and materials cost?
productivity?

35. If you suspect a

34. How do you know 36. How do you deal
worker is under the
if an alcoholic is with absenteeism?
influence of alcohol,
drinking again?
what do you do?

37. A worker is
stealing, previous
39. How do you know
incidences resulted in 38. What action if an
if the apprentice has
oral and written apprentice drills a
understood
warnings. What panel incorrectly?
instructions?
discipline should be
exercised?

41. What government

40. Define significant 42. Biggest handicap of
department does
hazard? team problem solving?
OSH belong to?
 Safety man outside and in
Level 2 Grade 2 or earplugs‘
contact

Expectancy,
Results increased over reward,
Jet lag
resources used job satisfaction
(different words used)

The workers Ergonomics Swap people between jobs

Indirect labour, indirect 20% effort results in 80%

Just in time
materials and overheads production (80-20 Rule)

Remove him from the

Hyperactive, erratic
Counsel then discipline workplace and report it to
behaviour
the manager

Repeats back what he has Personal counsel then

Negative
to do retraining

Hazard that has actual or

OSH division of the potential to cause serious
Fear of making a mistake
Labour Dept. harm of latent harm or
accumulating harm ???
 43. After a team 44. What is the
meeting, how do you benefit of exit 45. What is SWOT
know if your points interviews when an analysis technique?
have been effective? employee quits?

46. What ensures new 47. After an accident,

48. A supervisors role
team members by law, what must
with empowered teams?
quickly perform? you do?

50. A worker is being

51. If a shift comes
considered for
off days and onto
promotion, what criteria
49. Listening means? night shift, why
should the supervisors
would it reduce
performance appraisal
productivity?
be carried out on?
52. A power cart is 54. An engine
reported U/S and 53. As a supervisor, overhaul was
then used on an the most important required to be costed
aircraft and causes two qualities of in stages of
damage, what type of leadership are? completion, what type
failure is this? of costing is this?
55. A worker 56. Worker is bored
complains in public with the production
57. Span of control
of unfair allocation of line activity, what
is?
jobs, what is your SHEL interface is
action? this?
59. A worker is
58. What is the most continuously late,
common waste in a after counselling he 60. Describe force
company’s dramatically field analysis?
production? improves, what kind
of discipline is this?
61. If a hazard in a 63. Defects notified to
62. The team goes
paint shop cant be CAA on CAR12 form.
running at lunchtime,
eliminated, what CAA assign a casual
what does this do to
action is to be factor. This
productivity?
taken? indicates?
 Strength, weakness,
Reason for leaving Feedback
opportunities and threats

Report it to OSH, determine

Coaching cause then rectify Peer pressure

Demonstrates
(HEIR)
Circadian dis-rhythmic potential/ability to do new
Hearing, evaluating
rhythms job (eg assess delegations
interpreting, responding
or deputised tasks)

Example
Process costing Latent and active
persusion

Max number of people

Maintain allocation but
reporting to you (or a Liveware – environment
counsel privately
person)

Negative forces opposing Material, manpower and

Positive reinforcement
(vs) positive forces rework

The underlying reasons Minimise the effect of the

Increases
behind defect hazard
 65. When
64. What activity
communicating
needs to be
information to a 66. What best
conducted prior to
group, what are the describes problem
meaningful
factors that affect solving?
performance
perception from the
appraisal?
information?
68. If an odour is 69. It is the employers
67. If someone uses a
detected in a responsibility to
fishbone diagram,
building and is provide safety gear,
what problem
making people whose responsibility
solving technique is
nauseous, what do is it to ensure that it
this a part of?
you do? is being used?
72. If an employer
puts a grinder in a
70. What are the 71. What are
noise controlled
biggest de- employees biggest
bay/area, what SHEL
motivators? motivators?
model interface is
this?
74. Direct costs of an
73. Why don’t you
accident are medical,
use a narrow beam 75. Definitions
insurance etc. What
light source for too Ability
are some indirect
long?
costs?

76. Definitions 77. Definitions 78. Definitions

Accident Accountability Action Planning

79. Definitions 80. Definitions 81. Definitions

Authority Benchmarking Brainstorming

82. Definitions 83. Definitions 84. Definitions

Communication Competency Contingency Planning
 Gender, age, education,
Measure employee
Reactive thinking attitude, Not qualifications
competency
Research this

Evacuate employees until

Employers and employees the odour has been declared Cause and effect
harmless

Think it is fear of mistake

Liveware-Environment and a word starting with A Uncertainty and insecurity
like respect

Skill or knowledge Loss of production, job

generated by learning or rework, damage to Brightness blind spot
training equipment

Unplanned event caused

Preparing for job Liability for results by an unsafe act or
condition

Unrestricted generation of The Process of exploring

Power assigned to take
ideas from a group the competitive market and
action
directed at an issue identifying the best practice

Application of ability in The transferring of

Prioritised planning in case
the workplace meaning from one mind to
of a crisis
environment another
 85. Definitions 86. Definitions 87. Definitions
Control by Exception Cost Control Culture

88. Definitions 89. Definitions 90. Definitions

Deadline control Delegation Empowerment

91. Definitions 92. Definitions 93. Definitions

Fatigue Fault Location Control Grievance?

96. Definitions
94. Definitions 95. Definitions
KPI or Key Performance
Hearing Job Costing
Indicators

97. Definitions 98. Definitions 99. Definitions

KRA or Key Results Areas Leadership Mind Map

100. Definitions 101. Definitions 102. Definitions

Mission Statement Motivation Planning

103. Definitions 104. Definitions 105. Definitions

Problem Power Process Costing
 The organisational values,
norms and beliefs which
will influence what
happens
Helping supervisors take
ownership of their own
jobs so that they take
personal interest
Any situation or act that is
unfair in the mind of the
complainant
Results that measure the
success of the individual
or group
A diagram to present ideas
and information on a
particular subject
The thinking that precedes
the doing
Job is costed by stage until
completion
Ensures all costs within the
managers control, are in
fact in control
To entrust part of one’s
authority to another whilst
retaining responsibility
Pinpoints error sources in
complex repetitive jobs
“one off” job where all
costs are charged to the job
The exercise of power
Internal drive towards the
dominant thought of the
moment, use other meaning
The ability or capacity to
do something. The ability
deviation or departure from
to control or influence
others
Identify specific
problems requiring
managers attention
To ensure work is finished
on-time or adequate
progress is made
Accumulation of stress.
Caused by insufficient
good quality sleep
Ability to detect sound
energy, measured in dB
Specific areas for
accountability for an
individual or group
Statement of intent which
describes the unit purpose
and direction for all to see
Situation which is a
what ought to be
 106. Definitions 107. Definitions 108. Definitions
Quality Quality Assurance (QA) Quality Improvement (QI)

109. Definitions 110. Definitions 111. Definitions

Span of Control Standard Costing Stress

113. Definitions
112. Definitions 114. Definitions
Total Quality Management
Team Workflow
(TQM)

115. Definitions 116. Definitions 117. Describe the term

Work Survey Control Work Scheduling Control Human Factors

120. Describe setting

118. Performance
119. Signs of alcohol and gaining
factors effecting shift
abuse objectives in the
workers
work place

121. setting objectives,

122. Tools for effective 123. Team leader vs.
what does SMART stand
leadership team appointments
for

124. What is the 125. What are the

difference between behaviour 126. Tools for cause
positive and negative modification and effect analysis
reinforcement techniques
 People focused concept
incorporating a range of
management techniques
covering all elements of
the operation
System for measuring Presence of value and
production set against fitness as perceived by
criteria the customer

When the environmental

demands overshadow the
individuals ability to cope
with them
Max number of people
Estimation of the cost of
reporting to one
the job
controlling officer

(QA)+ (QI) +(SPC) Group of people

The flow of work through Quality Assurance + committed to achieving
your unit Quality Improvement + agreed objectives
statistical process control (uses different words)

Medical, physiological, Ensure that people are not Ensure jobs are correctly
ergonomic, engineering overloaded and controls prioritised and no job is
aspects output in a repetitive job overlooked

Effects decision making,

Objective setting, planning Fatigue, tiredness,
judgement, balance, dis-
action, control techniques difficulty sleeping
inhibited behaviour

Specific
Measurable
Direction, control,
Charge hand is appointed, Achievable
empowerment, persuasion,
leader is chosen by team Realistic
facilitating,
Time set

People, procedure,
Positive uses reinforcement
equipment, other Positive and negative
negative uses threats
(Force field analysis)
127. Central blind spot
when working with
narrow light beam
light source
130. In the reason model
when the defences work
131.Components of
you get a incident, when
they do not work what
do you get
133. What is reflective
listening techniques
136. What are the 137.Dealing with staff
failure modes in a
reason Model
139.Signs of stress
142. the body adjusts to
shift work at what rate
145. 5 problem solving 146. Definition of decision
techniques
128.What are the
129. What are the
influences on
failure modes in the
perception when
reason model
giving instructions
132. Key points when
reporting a
the solving process Workplace
accident/incident
134.In the Reason 135. In the Reason
Model Model
What is a Active What is a Latent
failure failure
suffering personal 138.Types of stress
stress
140.Signs of alcohol 141. 5 factors effecting
abuse information processing
143. Good training 144. Definition of quality
consists of what management
147. Definition of decision
grid tree
 Gender
Age
Latent
Education
Active (not sure but in test)
Attitude
Not qualifications
Research this
Identify objective
Keep a record Define problem
What caused it Collect and analyse info
Accident
Action to prevent another Consider alternate solutions
Corrective action Take action
Follow up

result of a action/decision
Failure that has a Communicate then listen
made well before the
immediate adverse effect to verify understanding
accident

Latent
Direct - Environment Apply empathy but treat as
Active
Indirect- Home, social normal

Time since learnt Blood shot eyes

Short tempered
Accuracy/complete of info Bad temper
Load shedding
Distractions Mistakes
Mistakes
Stress /fatigue Boozy breath
Uncharacteristic behaviour
Illness/personel difficulties Erratic behaviour

(DEAI)
Planned actions to provide Demonstration
product or service of Explanation 1 hr per 24 hours
necessary quality Application
Imitation

Brainstorming
Allows outcome of
Mindmaping
consequences to be ser out
Matches criteria with option Decision grid
so complications scan be
Decision tree
studied
Force field analysis
 150. 3 classes of
148. How do you 149. 5 elements of
strategies to manage
identify a problem the reason model
human error

152. Three 153. Name 4

151. rolls of
methods of job recourses that need to
technical supervisor
costing be managed

156. Purpose of
154. What are eye 155. What are eye
flood lights during
cones rods
night servicing

159. Permanent
hearing loss can
157. Range of 158. time to acquire result from
Binocular vision night vision prolonged
exposure to what
level of sound
161. What is the
minimum
160. What’s hearing 162. What is
protection
threshold shift semantic memory
afforded by
earmuffs

163. what is
164. 165.
episodic memory

166. 167. 168.

 Decision makers
Error reduction Line managers
Error capturing Productive activities Ask why 5 times
Error tolerance Preconditions
defences

Achieving objectives set

Financial
Standard costing by management,
Information technology
Job costing Control of people,
Advisory services
Process costing Planning,
inventory
Stock management.

Light receptors located on Light receptors located in

Allow for central blind
retina- detect movement centre of retina- register
spot
not colour fine detail, require light

50% adapted in 10min

70-80db 10m
100% adapted in 30mim

Temporary hearing loss

Remembering codes and Grade 2 min
due to moderate hearing
symbols Grade 5 max
loss

Remembering events