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25 Corrected Questions

The document contains a set of 25 corrected questions related to maintenance and reliability processes, focusing on topics such as performance agreements, preventive maintenance, and root cause analysis. Each question is followed by multiple-choice answers, and an answer key is provided at the end. The content is designed to assess knowledge and understanding of maintenance management principles.
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0% found this document useful (0 votes)
26 views6 pages

25 Corrected Questions

The document contains a set of 25 corrected questions related to maintenance and reliability processes, focusing on topics such as performance agreements, preventive maintenance, and root cause analysis. Each question is followed by multiple-choice answers, and an answer key is provided at the end. The content is designed to assess knowledge and understanding of maintenance management principles.
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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3/30/23, 11:56 AM 25 Corrected Questions

NAME :
CLASS :
25 Corrected Questions
25 Questions DATE :

1. Which the following is least likely to be linked to maintenance and reliability process
improvement?

A Better availability capability B Lower operating costs

C reduced rework D Improved product design

2. When deciding if you should keep a part in stock, which of the following should be your
primary concern?

A Is the store's inventory too high? B Would plant (facility) output be affected?

Does the manufacturer suggest stocking Is the equipment it fits on the critical
C D
it? equipment list?

3. Which of the following is not a typical element of a performance agreement between


maintenance and operations?

A Machine availability targets B Agreed upon staffing levels

C Repair response time targets D Call-out procedures and guidelines

4. Which list of elements below are the most important to be evaluated and coordinated
during the planning phase of a major shutdown of your operating area (i.e. annual
turnaround)?

Historical turnaround maintenance days,


Available turnaround budget, equipment
A operations desired work list, prior B
condition, budgeted down-days
turnaround work lists

Condition and remaining life of critical


Heavy lifting equipment availability, labor
equipment, value of production
C cost and availability, operations D
throughput, labor and materials
requested down- days
availability and cost

5. The primary use of a performance agreement between operations and maintenance is to:

Know who is responsible when a Clarify operating roles and


A B
problem occurs. responsibilities.

C Minimize unnecessary call-outs. D Deploy resources most effectively.

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6. What is the relationship between leading indicator metrics and lagging indicator metrics
in the field of Maintenance and Reliability?

Leading indicators are low level


Lagging indicators are measures that
measures that reflect accomplishment of
reflect accomplishment of goals, while
A B goals, while lagging indicators are
leading indicators are measures of what
measures of what must be done to
must be done to improve results.
improve results.

Leading indicators are measures that


Leading indicators are used by
reflect accomplishment of goals while
C D management, while lagging indicators
lagging indicators are measures of what
are used by personnel on the shop floor.
must be done to improve results.

7. What most strongly influences the development of people skills in a Maintenance and
Reliability organization?

Traditional plant (facility) asset


A B Existing labor force
performance requirements

Future plant (facility) asset performance Current plant (facility) asset performance
C D
requirements requirements

8. The planning function should focus primarily on:

A Material availability. B Future work.

C Accurate estimates. D Equipment records.

9. Preventive Maintenance is defined as: Maintenance tasks, including inspection, service


and or replacement, conducted at regular, scheduled intervals of calendar or operating
time established to avoid failure based on average statistical anticipated lifetime.
There are cautions regarding the application of PM: No more than "A" percent of total
failures are time based, wear out, in nature..................... thus. PM is an ineffective
avoidance action for about *'B" percent
of probable failures.

A A = 20; B = 80 B A = 80; B = 20

C A = 60; B = 40 D A = 40; B = 60

10. For a reliability engineer, identify the appropriate key performance indicator below that
he/she should receive (Le„ that they can best influence or control and are accountable
for):

Rework (perform the same work on a


A Shift stream factor and production rate. B
piece of equipment in a short interval).

C Equipment utilization rate. D Mean Time Between Failures (MTBF).

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11. Which of the following statements about reliability is true?

A reliable system can be designed from


Reliability of a system or equipment can
A unreliable components if enough B
be improved as a result of testing.
redundancy is used.

Increasing the amount of maintenance Reliability of a system or equipment can


C cannot improve reliability above the level D be improved as a result of administration
established by the design of a system. or legislation

12. The interval between condition-based maintenance (CBM) tasks should be determined
based on:

The criticality of the equipment and the The failure rate under different operating
A B
impact of the failure mode. conditions.

How quickly the failure mode progresses The failure rate under different operating
C D
and causes functional failure. conditions.

13. You are new to the job of maintenance manager. As you start reviewing the work done by
your five planners you find that, on average, they are dividing their time as follows:

· 5% Interviewing area personnel to scope out jobs


· 2% Creating pipe sketches and other small drawings
· 9% Ordering materials through the Computerized Maintenance Management System
(CMMS)
· 5% Creating work order estimates
· 15% Researching what spare parts are needed and where to find them
· 25% Expediting materials that have not come in yet
· 5% Creating material kits for future jobs and maintaining the kitting area
· 1% Creating formal job steps in the work order record in the CMMS
· 10% Checking on field progress of the larger jobs
· 15% Talking with mechanics to explain the details of work they are to perform
· 8% Closing work orders and other data clean up tasks in the CMMS

In which two areas should you concentrate onto make the planners more productive?

Eliminate the practice of job materials


Improve their communication skills
kitting or staging and purchase a
A through training and train all planners on B
different computerized maintenance and
proper estimation methods
materials system

Encourage the planners to create more Increase the planning horizon and
detailed job instructions in the work improve the quality of bills of material in
C D
order record and hire another designer the computerized maintenance and
draftsman materials system

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14. Who should be responsible for communicating and enforcing company policy from
management to the shop-floor?

The maintenance supervisor should be


Upper management is responsible for
the primary means of communicating
communicating and enforcing company
A and enforcing company policy directly to B
policy, in the presence of the
his subordinate maintenance personnel
maintenance manager.
with lace-to- lace communications.

Middle management is responsible for


Middle management should be
communicating and enforcing company
C responsible for communicating and D
policy, in the presence of the
enforcing company policy directly to staff
maintenance supervisor.

15. A reliability block diagram is used in the analysis of plant machinery:

A Productivity B Availability.

C OEE (Overall Equipment Effectiveness). D Downtime.

16. The primary purpose of operation’s involvement in the maintenance program is to:

Improve plant (facility) housekeeping and


A Increase the skill levels of operations. B
decrease contractors.

Increase stakeholder contributions to


C D Reduce
asset maintenance.

17. Shutdown Work Ratio is defined as the:

Amount of available work time key The amount of estimated labor hours
resource person(s) can work relative to that a maintenance team can devote to
A B
the actual calendar time of the an outage relative to the total downtime
shutdown. scheduled.

Amount of work in manhours that a


The amount of planned labor hours for
maintenance team actually achieved in a
C D key resource person(s) relative to actual
shutdown relative to the amount of work
labor hours worked during an outage.
it could achieve.

18. Which answer is not one of the steps in performing an RCA (Root Cause Analysis)?

Develop solutions and


A B Define the problem or the failure.
recommendations.

Track the recommended solutions to


C Identify possible mitigating factors. D
ensure effectiveness.

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19. Select the best measure of maintenance effectiveness from the following list.

A Maintenance cost per unit of production B Return on net assets

C Total maintenance cost D Percent planned maintenance

20. When developing and presenting a new strategic plan to stakeholders, which of the
following is the most important?

A Establishment of a common goal B Implementation timetable

C Craft (trade) flexibility D Gaining the trust of stakeholders

21. To be trusted by all members of a group, a facilitator must:

A Not prefer any potential solution. B Have decision making authority.

C Be acceptable to most of the group. D Be a member of the group.

22. Which one of the following work order characteristics add the most value to the business?

All parts ordered and received before


A Correct equipment number used B
work begins

Properly categorized - expense versus


C Accurate estimate of time and cost D
capital

23. Arrange the following cascading indicators in descending order:

1.Schedule compliance 2.Return on Invested Capital 3.Uptime


4.Equipment reliability 5.Plant (Facility) Profitability
6.Production volumes

A 2, 5, 6, 4, 3, 1 B 2, 1, 3, 4, 6, 5

C 3, 5, 6, 4, 1, 2 D 2, 5, 6, 3, 4, 1

24. Your plant (facility) is in a sold-out position You just told a visiting senior manager from
the head office that the reason you place so much emphasis and spend so much money
on maintenance planning is that it not only sales money, but it makes money for the
business. He asks: How can it make money for the business? Your most comprehensive
answer is:

It improves quality yield through reduced It enables effective maintenance thereby


A B
process disruptions. increasing production capability.

It ensures the mechanics are productive It reduces finished product inventory


C D
all day long. through increasing reliability.

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3/30/23, 11:56 AM 25 Corrected Questions

25. Why is change management essential to the implementation of a Maintenance and


Reliability Program?

Because management systems are slow


A To explain past mistakes and lost profits B
to react

To overcome the "program-of-the- To create an appropriate paradigm shift


C D
month" syndrome where required

Answer Key

1.d 2.d 3.b 4.c

5.b 6.a 7.d 8.b

9.a 10.d 11.b 12.c

13.d 14.a 15.b 16.a

17.c 18.d 19.d 20.a

21.a 22.a 23.d 24.b

25.d

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