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Dividing output by input used shows how efficiently those resources generate output."},{"text":"selling price","correct":false,"explanation":"Selling price is used to calculate revenue, not productivity. The correct denominator is input used because productivity measures output generated per unit of resource consumed."},{"text":"profit earned","correct":false,"explanation":"Profit earned measures financial performance rather than operational efficiency. Productivity is calculated by dividing output by input used, showing how effectively resources are converted into output."},{"text":"output produced","correct":false,"explanation":"Output produced is the numerator in the productivity calculation, so using it as the denominator reverses the relationship. The correct denominator is input used."}]},{"id":"63e843c7-00c9-42c8-902a-9d35aebc2db9","cardType":"basic","points":2,"front":"How can total production increase while productivity falls?","back":"Inputs rise proportionately more than output, so output per input falls.","mcqOptions":[{"text":"Inputs rise proportionately more than output, so output per input falls.","correct":true,"explanation":"Productivity measures output per unit of input. If inputs grow faster proportionately than output, each unit of input produces less output even though total production has increased."},{"text":"Output rises proportionately more than inputs, so output per input falls.","correct":false,"explanation":"If output rises proportionately more than inputs, output per input increases rather than falls. Productivity falls when inputs rise proportionately more than output."},{"text":"Inputs fall while output stays unchanged, so output per input falls.","correct":false,"explanation":"Reducing inputs while maintaining output would raise output per input, not lower it. Productivity falls when inputs increase proportionately more than the increase in output."},{"text":"Inputs and output rise proportionately equally, so output per input falls.","correct":false,"explanation":"When inputs and output rise in the same proportion, output per input remains constant. Productivity falls only when inputs rise proportionately more than output."}]},{"id":"e3dbdc28-bfe3-4556-8ef2-1ee56a250021","cardType":"basic","points":1,"front":"A bakery makes 2,400 loaves per week using 6 bakers. What is labour productivity?","back":"2,400 ÷ 6 = 400 loaves per baker per week.","mcqOptions":[{"text":"2,400 ÷ 6 = 400 loaves per baker per week.","correct":true,"explanation":"Labour productivity equals total output divided by the number of workers. Dividing 2,400 loaves by 6 bakers gives 400 loaves per baker each week."},{"text":"2,400 ÷ 6 = 600 loaves per baker per week.","correct":false,"explanation":"This results from dividing by 4 rather than the stated 6 bakers. Using all 6 workers gives 2,400 ÷ 6 = 400 loaves per baker per week."},{"text":"2,400 ÷ 6 = 40 loaves per baker per week.","correct":false,"explanation":"This divides the number of bakers by output and then scales incorrectly. Labour productivity requires output divided by workers, giving 400 loaves per baker per week."},{"text":"2,400 ÷ 6 = 800 loaves per baker per week.","correct":false,"explanation":"This doubles the correct result, as though only 3 bakers produced the output. Dividing 2,400 by all 6 bakers gives 400 loaves per baker per week."}]},{"id":"2469fc0f-1c05-4e6c-8d41-cda1c57e3e6b","cardType":"cloze","points":null,"front":"Labour productivity = output ÷ [ ] or output ÷ [ ].","back":"Labour productivity = output ÷ number of employees or output ÷ labour hours worked.","mcqOptions":[{"text":"Labour productivity = output ÷ number of employees or output ÷ labour hours worked.","correct":true,"explanation":"Labour productivity relates output to labour input. Labour can be measured either by the workforce employed or, more precisely, by the total hours employees work."},{"text":"Labour productivity = output ÷ number of machines or output ÷ machine hours worked.","correct":false,"explanation":"Machines and machine hours measure capital or machine productivity rather than labour productivity. Labour productivity divides output by the number of employees or labour hours worked."},{"text":"Labour productivity = output ÷ number of employees or output ÷ number of shifts worked.","correct":false,"explanation":"The employee measure is valid, but shifts can differ in length and staffing, so the second denominator is unsuitable. The alternative precise measure is labour hours worked."},{"text":"Labour productivity = output ÷ number of customers or output ÷ labour hours worked.","correct":false,"explanation":"Customer numbers do not represent labour input, although labour hours do. The two accepted denominators are the number of employees and labour hours worked."}]},{"id":"bce1c8d5-17c4-4187-8ab5-0f4570c83123","cardType":"basic","points":2,"front":"Labour productivity rises from 300 to 380 transactions per employee per day. What is the percentage improvement?","back":"$$\\frac{380 - 300}{300} \\times 100$ = 26.7%.","mcqOptions":[{"text":"$$\\frac{380 - 300}{300} \\times 100$ = 26.7%.","correct":true,"explanation":"The increase is 80 transactions, and the original 300 is the comparison base. Dividing 80 by 300 and multiplying by 100 gives approximately 26.7%."},{"text":"$$\\frac{380 - 300}{380} \\times 100$ = 21.1%.","correct":false,"explanation":"This uses the new productivity figure, 380, as the denominator. Percentage improvement must use the original 300 as its base, producing approximately 26.7%."},{"text":"$$\\frac{380}{300} \\times 100$ = 126.7%.","correct":false,"explanation":"This treats the new figure as a percentage of the original, measuring the final level rather than the improvement. The increase itself is 26.7%."},{"text":"$$\\frac{300 - 380}{300} \\times 100$ = -26.7%.","correct":false,"explanation":"This reverses the subtraction, creating a negative change despite productivity rising. The increase is 380 - 300, divided by the original 300, giving 26.7%."}]},{"id":"8a9a7d17-ec4a-4ce9-b506-a88e5877f2af","cardType":"cloze","points":null,"front":"A precise productivity measure should state the [ ] and the [ ].","back":"A precise productivity measure should state the unit and the time period.","mcqOptions":[{"text":"A precise productivity measure should state the unit and the time period.","correct":true,"explanation":"A productivity figure needs a unit to identify what is being measured and a time period to show the duration over which output and input are compared."},{"text":"A precise productivity measure should state the price and the profit margin.","correct":false,"explanation":"Price and profit relate to financial performance, not the precision of a productivity measure. A useful productivity figure must specify its unit and time period."},{"text":"A precise productivity measure should state the unit and the department.","correct":false,"explanation":"The unit is necessary, but a department does not specify when the measurement applies. A precise figure should pair the unit with a defined time period."},{"text":"A precise productivity measure should state the target and the time period.","correct":false,"explanation":"A target is a benchmark rather than a measurement unit, although the time period is relevant. Precision requires both the unit and the time period."}]},{"id":"bac59fd2-7300-48ef-a357-e8524a7049e7","cardType":"basic","points":2,"front":"Why can cross-training workers on several machines raise productivity when someone is absent?","back":"It reduces downtime, keeping output per labour hour higher.","mcqOptions":[{"text":"It reduces downtime, keeping output per labour hour higher.","correct":true,"explanation":"Cross-trained employees can operate an absent colleague’s machine, preventing equipment from sitting idle. More working time is therefore converted into output, raising output per labour hour."},{"text":"It reduces labour costs, keeping output per labour hour higher.","correct":false,"explanation":"Cross-training does not automatically reduce employees’ contracted pay. Its productivity benefit comes from reducing downtime because available workers can cover absent colleagues’ machines."},{"text":"It reduces material usage, keeping output per labour hour higher.","correct":false,"explanation":"Cross-training may improve flexibility, but it does not necessarily reduce the materials required per product. It raises labour productivity during absence by reducing machine downtime."},{"text":"It reduces customer demand, keeping output per labour hour higher.","correct":false,"explanation":"An absent worker does not cause demand to fall, and demand is not the mechanism raising output per hour. Cross-training reduces downtime by allowing other workers to provide cover."}]},{"id":"7cb864eb-d333-4cf8-9655-7484c927fa62","cardType":"basic","points":2,"front":"Why might automation be harder to justify after interest-rate rises?","back":"It needs high upfront investment, and borrowing becomes more expensive.","mcqOptions":[{"text":"It needs high upfront investment, and borrowing becomes more expensive.","correct":true,"explanation":"Automation commonly requires substantial machinery and installation spending before benefits arise. Higher interest rates increase loan repayments and the opportunity cost of financing that investment."},{"text":"It needs high ongoing recruitment, and borrowing becomes more expensive.","correct":false,"explanation":"Automation usually substitutes machinery for some labour rather than requiring permanently higher staffing. Interest-rate rises matter because its high upfront investment becomes more expensive to finance."},{"text":"It needs low upfront investment, and borrowing becomes more expensive.","correct":false,"explanation":"Lower upfront investment would make automation easier, not harder, to justify after rates rise. The difficulty is that automation generally requires high upfront investment financed at greater cost."},{"text":"It needs high inventory holdings, and borrowing becomes more expensive.","correct":false,"explanation":"Automation does not inherently require large inventories, so this misses the financing issue. Its high initial machinery and installation costs are harder to justify when borrowing becomes more expensive."}]},{"id":"c5c21110-fe15-4ec7-8009-9cf774c111b1","cardType":"cloze","points":null,"front":"In lean production, kaizen means [ ].","back":"In lean production, kaizen means continuous improvement.","mcqOptions":[{"text":"continuous improvement","correct":true,"explanation":"Kaizen is the lean production principle of making continuous, incremental improvements to processes, quality and efficiency, often involving suggestions from employees throughout the organisation."},{"text":"quality inspection","correct":false,"explanation":"Quality inspection identifies defects after or during production, whereas kaizen means continuous improvement through ongoing small changes to processes and working practices."},{"text":"inventory reduction","correct":false,"explanation":"Reducing inventory may result from lean production, particularly just-in-time methods, but kaizen specifically means continuous improvement through frequent incremental changes."},{"text":"workforce automation","correct":false,"explanation":"Automation replaces or supports labour with technology, whereas kaizen means continuous improvement and does not necessarily require new machinery or fewer employees."}]},{"id":"24f831da-a0a8-42f9-ab3c-27cb8d7527ed","cardType":"basic","points":2,"front":"Under Taylor’s scientific management, how may productivity be raised?","back":"Tasks are measured and standardised, then linked to financial rewards.","mcqOptions":[{"text":"Tasks are measured and standardised, then linked to financial rewards.","correct":true,"explanation":"Taylor argued that managers should scientifically measure tasks, identify the most efficient method and use financial incentives, such as piece-rate pay, to encourage higher output."},{"text":"Tasks are enriched and made more autonomous, then linked to personal growth.","correct":false,"explanation":"Job enrichment and autonomy reflect Herzberg’s motivational ideas, not Taylor’s scientific management. Taylor raised productivity by measuring and standardising tasks and linking performance to financial rewards."},{"text":"Workers are organised into supportive teams, then motivated through social recognition.","correct":false,"explanation":"Supportive groups and social recognition reflect Mayo’s human relations theory. Taylor instead emphasised measuring and standardising tasks, with financial rewards used to increase output."},{"text":"Decisions are devolved to autonomous groups, then linked to collective ownership.","correct":false,"explanation":"Autonomous decision-making conflicts with Taylor’s manager-led approach and is not a feature of scientific management. Taylor favoured standardised tasks and financial rewards based on performance."}]},{"id":"87ea0406-2a5b-4c13-aa1f-66781fad3800","cardType":"basic","points":2,"front":"Under Mayo’s human relations theory, how may productivity be raised?","back":"Teamwork, communication and social needs are supported.","mcqOptions":[{"text":"Teamwork, communication and social needs are supported.","correct":true,"explanation":"Mayo’s human relations theory argues that employees are motivated by belonging, attention and positive workplace relationships, so supporting teamwork, communication and social needs can raise productivity."},{"text":"Task measurement, standardisation and piece rates are supported.","correct":false,"explanation":"Measurement, standardisation and piece-rate pay belong to Taylor’s scientific management. Mayo instead emphasised teamwork, communication and employees’ social needs as sources of motivation."},{"text":"Job enrichment, autonomy and responsibility are supported.","correct":false,"explanation":"Job enrichment, autonomy and responsibility are associated with Herzberg’s motivators. Mayo’s theory focuses on teamwork, communication and meeting employees’ social needs."},{"text":"Automation, supervision and strict controls are supported.","correct":false,"explanation":"Strict controls and automation do not express Mayo’s human relations approach. Mayo argued that productivity could rise when teamwork, communication and social needs were supported."}]},{"id":"a16cf7b0-5fa9-4df4-95e5-df9a0a6d4c03","cardType":"basic","points":2,"front":"Under Herzberg’s two-factor theory, how may productivity be raised?","back":"Job enrichment and responsibility improve motivation, not just pay.","mcqOptions":[{"text":"Job enrichment and responsibility improve motivation, not just pay.","correct":true,"explanation":"Herzberg identified achievement, responsibility and meaningful work as motivators. Job enrichment provides these factors, while pay mainly prevents dissatisfaction rather than creating lasting motivation."},{"text":"Task standardisation and piece rates improve motivation, not just pay.","correct":false,"explanation":"Task standardisation and piece rates are features of Taylor’s scientific management, and piece rates are themselves financial rewards. Herzberg emphasised job enrichment and responsibility as motivators."},{"text":"Team membership and social attention improve motivation, not just pay.","correct":false,"explanation":"Team membership and social attention reflect Mayo’s human relations theory. Herzberg argued that job enrichment and responsibility provide intrinsic motivation beyond the limited effect of pay."},{"text":"Close supervision and tighter control improve motivation, not just pay.","correct":false,"explanation":"Close supervision and tighter control can reduce autonomy and therefore motivation. Herzberg proposed job enrichment and greater responsibility as ways to make work intrinsically motivating."}]},{"id":"3f9ff47e-b0dd-43db-8d73-35e6f81ba7c7","cardType":"basic","points":2,"front":"How does reducing defects raise effective productivity?","back":"Fewer defects, returns and rework mean more saleable output.","mcqOptions":[{"text":"Fewer defects, returns and rework mean more saleable output.","correct":true,"explanation":"Reducing defects means a larger proportion of total production can be sold, while fewer returns and less rework prevent labour and materials from being wasted."},{"text":"Fewer staff, machines and materials mean more saleable output.","correct":false,"explanation":"Simply reducing productive inputs may restrict output rather than increase it. Reducing defects raises effective productivity because fewer returns and less rework leave more saleable output."},{"text":"More inspection, returns and rework mean more saleable output.","correct":false,"explanation":"Returns and rework consume resources without creating additional saleable units, while inspection alone does not correct poor production. Fewer defects, returns and rework increase saleable output."},{"text":"Fewer discounts, promotions and adverts mean more saleable output.","correct":false,"explanation":"Discounts, promotions and advertising influence demand rather than the proportion of production that is usable. Fewer defects, returns and rework directly increase saleable output."}]},{"id":"b94c56bc-a51d-440d-abac-97a14bf7b55a","cardType":"basic","points":2,"front":"Why can higher productivity improve profit margins if prices stay the same?","back":"Unit costs fall because inputs are used more efficiently.","mcqOptions":[{"text":"Unit costs fall because inputs are used more efficiently.","correct":true,"explanation":"Higher productivity produces more output from a given quantity of inputs, reducing the cost per unit. With selling prices unchanged, the profit earned on each unit rises."},{"text":"Unit costs rise because inputs are used more efficiently.","correct":false,"explanation":"Using inputs more efficiently spreads their cost across more output, so unit costs fall rather than rise. If prices remain unchanged, this increases the profit margin."},{"text":"Selling prices rise because inputs are used more efficiently.","correct":false,"explanation":"The question assumes prices stay the same, so a price increase cannot explain the improved margin. Greater input efficiency lowers unit costs and widens the margin."},{"text":"Fixed costs increase because inputs are used more efficiently.","correct":false,"explanation":"Improved efficiency does not inherently increase fixed costs. Higher productivity usually spreads costs over more units, causing unit costs to fall while unchanged prices produce higher margins."}]},{"id":"e7c2aa2f-c0a5-4481-a22a-1a31976eb0c4","cardType":"basic","points":1,"front":"What customer risk arises if productivity targets are too aggressive?","back":"Service or quality may worsen, causing delays, complaints or refunds.","mcqOptions":[{"text":"Service or quality may worsen, causing delays, complaints or refunds.","correct":true,"explanation":"Overly demanding productivity targets can encourage rushed work, understaffing or shortcuts. Customers may consequently experience poorer service, lower quality, delays and the need to complain or seek refunds."},{"text":"Employee motivation may worsen, causing absenteeism, conflict or turnover.","correct":false,"explanation":"Absenteeism, conflict and turnover are primarily workforce risks, although they may later affect customers. The direct customer risk is worsening service or quality, leading to delays, complaints or refunds."},{"text":"Machinery may wear out faster, causing breakdowns, repairs or replacement.","correct":false,"explanation":"Machinery wear is an operational and financial risk rather than the customer risk requested. Customers are directly affected when aggressive targets worsen service or quality."},{"text":"Unit costs may increase, causing lower margins, cash flow or profit.","correct":false,"explanation":"Lower margins, cash flow and profit are financial risks to the business, not direct customer risks. Customers may instead face poorer service or quality, delays, complaints or refunds."}]},{"id":"64d9ed0f-94fc-48c2-83d7-08ed6069aaf1","cardType":"cloze","points":null,"front":"Capacity utilisation = actual output ÷ [ ] × 100.","back":"Capacity utilisation = actual output ÷ maximum possible output × 100.","mcqOptions":[{"text":"maximum possible output","correct":true,"explanation":"Capacity utilisation measures actual output as a percentage of the maximum output a business could produce with its existing productive capacity over the same period."},{"text":"budgeted output","correct":false,"explanation":"Budgeted output is a management target and may be below or above achievable production. Capacity utilisation divides actual output by maximum possible output, then multiplies by 100."},{"text":"average actual output","correct":false,"explanation":"Comparing current output with an average would measure relative performance over time, not capacity utilisation. The required denominator is maximum possible output."},{"text":"minimum viable output","correct":false,"explanation":"Minimum viable output concerns the lowest workable production level and is not used in this calculation. Capacity utilisation compares actual output with maximum possible output."}]},{"id":"67489cb7-7635-465c-9144-bc32a7332371","cardType":"basic","points":2,"front":"A site can produce 90,000 pastries but actually produces 72,000. What is capacity utilisation?","back":"$$\\frac{72{,}000}{90{,}000} \\times 100$ = 80%.","mcqOptions":[{"text":"$$\\frac{72{,}000}{90{,}000} \\times 100$ = 80%.","correct":true,"explanation":"Capacity utilisation is actual output divided by maximum output, multiplied by 100. Here, 72,000 divided by 90,000 equals 0.8, giving 80%."},{"text":"$$\\frac{90{,}000}{72{,}000} \\times 100$ = 125%.","correct":false,"explanation":"The fraction has been inverted by dividing maximum capacity by actual output. Capacity utilisation uses actual output over maximum output, so the correct result is 80%."},{"text":"$$\\frac{90{,}000 - 72{,}000}{90{,}000} \\times 100$ = 20%.","correct":false,"explanation":"Subtracting actual output from capacity calculates unused capacity rather than capacity utilisation. The site uses 72,000 out of 90,000 units, so utilisation is 80%."},{"text":"$$\\frac{90{,}000 - 72{,}000}{72{,}000} \\times 100$ = 25%.","correct":false,"explanation":"This divides spare capacity by actual output, using the wrong numerator and denominator. Capacity utilisation is actual output divided by maximum output, which gives 80%."}]},{"id":"3e13622b-5a0c-4a0d-bb98-5e29af08c755","cardType":"basic","points":2,"front":"If maximum capacity is 90,000 and actual output is 72,000, how much spare capacity exists?","back":"100% - 80% = 20%, or 18,000 pastries per month.","mcqOptions":[{"text":"100% - 80% = 20%, or 18,000 pastries per month.","correct":true,"explanation":"The business uses 80% of its maximum capacity, leaving 20% unused. Applying 20% to the 90,000-unit capacity gives 18,000 pastries per month."},{"text":"100% - 20% = 80%, or 72,000 pastries per month.","correct":false,"explanation":"This reports the capacity being used rather than the capacity remaining. Spare capacity is 100% minus 80%, equivalent to 18,000 pastries per month."},{"text":"100% - 72% = 28%, or 25,200 pastries per month.","correct":false,"explanation":"The 72,000 output figure has been mistaken for a percentage. Actual output is 80% of 90,000, so spare capacity is 20%, or 18,000 pastries."},{"text":"100% - 80% = 20%, or 14,400 pastries per month.","correct":false,"explanation":"The percentage is correct, but 20% has wrongly been applied to actual output of 72,000. It must be applied to maximum capacity, producing 18,000 pastries."}]},{"id":"4d2778e3-8774-4a34-b3c9-7d9913ce165c","cardType":"basic","points":2,"front":"Why might a business choose not to operate at 100% capacity utilisation?","back":"It keeps spare capacity for maintenance, training, demand peaks and service quality.","mcqOptions":[{"text":"It keeps spare capacity for maintenance, training, demand peaks and service quality.","correct":true,"explanation":"Operating below full capacity gives flexibility to stop equipment, train staff and respond to temporary demand increases without immediately compromising output or customer service."},{"text":"It ensures maximum efficiency because producing below capacity always lowers average costs.","correct":false,"explanation":"Producing below capacity does not automatically maximise efficiency and may increase average fixed costs. Businesses retain spare capacity mainly for maintenance, training, demand peaks and service quality."},{"text":"It removes all fixed costs because unused capacity does not need to be financed.","correct":false,"explanation":"Unused capacity does not eliminate rent, depreciation or other fixed costs. Operating below 100% instead provides flexibility for maintenance, training, demand peaks and service quality."},{"text":"It prevents changes in demand by keeping output below the market’s requirements.","correct":false,"explanation":"A business cannot prevent market demand from changing by restricting its output. Spare capacity instead helps it respond when demand peaks or operational interruptions occur."}]},{"id":"2be269d9-20b7-4bc9-8586-d64597bf2521","cardType":"basic","points":2,"front":"If a business adds a new machine but actual output stays the same, what happens to capacity utilisation?","back":"Capacity utilisation may fall because maximum possible output rises.","mcqOptions":[{"text":"Capacity utilisation may fall because maximum possible output rises.","correct":true,"explanation":"Capacity utilisation equals actual output divided by maximum possible output. Adding a machine increases the denominator while actual output is unchanged, so the percentage may fall."},{"text":"Capacity utilisation may rise because maximum possible output rises.","correct":false,"explanation":"A rise in maximum possible output increases the denominator of the capacity-utilisation calculation. With actual output unchanged, capacity utilisation falls rather than rises."},{"text":"Capacity utilisation stays unchanged because actual output stays the same.","correct":false,"explanation":"Focusing only on unchanged actual output overlooks the increased maximum capacity. Because the proportion of available capacity being used becomes smaller, capacity utilisation falls."},{"text":"Capacity utilisation becomes 100% because the new machine expands output potential.","correct":false,"explanation":"Buying machinery expands potential output but does not ensure that all capacity is used. With unchanged actual output and higher maximum output, utilisation falls below its previous level."}]},{"id":"a1d73f1a-81af-4497-b107-5c4dce46dc3a","cardType":"cloze","points":null,"front":"A business can be highly productive but have low capacity utilisation if [ ].","back":"A business can be highly productive but have low capacity utilisation if demand is weak.","mcqOptions":[{"text":"demand is weak","correct":true,"explanation":"Productivity measures output relative to inputs, whereas capacity utilisation measures actual output relative to maximum output. Weak demand can restrict output despite highly efficient production."},{"text":"demand is strong","correct":false,"explanation":"Strong demand would normally encourage greater output and therefore higher capacity utilisation. Low utilisation alongside high productivity is better explained when demand is weak."},{"text":"maximum capacity is reduced","correct":false,"explanation":"Reducing maximum capacity while actual output remains similar tends to raise capacity utilisation, not lower it. Weak demand can instead leave efficient resources underused."},{"text":"actual output is at capacity","correct":false,"explanation":"Output equal to maximum capacity means capacity utilisation is 100%, so it cannot be low. Weak demand can keep actual output well below capacity despite high productivity."}]},{"id":"216ec05b-6bfa-4f4d-a2e6-2f12817e54db","cardType":"basic","points":2,"front":"How can a business have high capacity utilisation but poor productivity?","back":"It may use too many inputs per unit, such as excess labour or wasted materials.","mcqOptions":[{"text":"It may use too many inputs per unit, such as excess labour or wasted materials.","correct":true,"explanation":"Capacity utilisation can be high simply because output is close to the maximum. Productivity may still be poor if excessive labour or materials are required for each unit."},{"text":"It may use very few inputs per unit, such as less labour and minimal material waste.","correct":false,"explanation":"Using few inputs per unit indicates high productivity because resources generate more output efficiently. Poor productivity instead involves excessive labour, material or other inputs per unit."},{"text":"It may achieve maximum output per worker, through efficient training and modern machinery.","correct":false,"explanation":"High output per worker is evidence of strong labour productivity, not poor productivity. A business can use most of its capacity while still wasting inputs per unit."},{"text":"It may keep substantial spare capacity, with machinery idle and output below its maximum.","correct":false,"explanation":"Substantial spare capacity indicates low rather than high capacity utilisation. High utilisation with poor productivity occurs when near-capacity output requires excessive inputs per unit."}]}]}],"examCountdown":{"examDate":"2027-05-13","paperLabel":"Component 1"},"heading":"Productivity","title":"Productivity Flashcards","topbar":{"backHref":"/a-level/business/eduqas/flashcards"},"topicSidebar":"$L38"}]}],"topicId":"1b87f3f9-1f35-5cfc-90d6-e77b874a4e21","walled":"$L39"}],"$L3a","$L3b"]