Free PE Industrial and Systems Exam Flashcards

The categories contributing the most to a measured problem. Bars are ordered from largest to smallest, often with a cumulative-percentage line. Choose the metric deliberately: ranking by defect frequency can differ from ranking by cost or severity.

The voice of the customer: prioritized customer needs and expectations. QFD connects those needs to measurable technical characteristics and responsible functions, helping the design team decide where improvements will have the greatest customer value.

Unused resource capacity at that solution. For 2x + y ≤ 12, the slack is 12 − (2x + y). Zero slack means the constraint is binding; positive slack means some capacity remains.

20 minutes. Wq = λ/[μ(μ − λ)] = 4/[6(6 − 4)] = 1/3 hour. This steady-state formula assumes Poisson arrivals, independent exponential service, one server, and λ < μ. Wq excludes service time.

3 orders. Little’s law gives L = λW = (12 orders/hour)(0.25 hour). Use throughput and time for the same system boundary, and include all time within that boundary. The result is an average inventory, not a maximum.

Given the present state, the probability distribution of the next state does not depend on the earlier history. Define states carefully enough to capture the information needed for prediction. It does not mean that successive states are independent.

Verification checks whether the system meets its specified requirements. Validation checks whether it satisfies stakeholder needs in its intended use and environment. A system can pass verification yet fail validation if the requirements do not describe the real need.

The required functions and acceptable performance and quality. Function analysis asks what the system must accomplish, then explores alternatives that deliver those functions with fewer resources. Removing an essential function merely to reduce purchase cost does not improve value.

The 45-unit/hour station is the bottleneck, so ideal line throughput cannot exceed 45 units/hour. This assumes every unit visits every station, sufficient demand and buffers, and no other losses. Faster nonbottleneck stations do not raise this limit.

12 days. The longest precedence path determines the earliest finish when resources are unlimited and there are no extra date constraints. The 9-day path can slip by 3 days before it delays that finish; resource constraints can change the schedule.

A process, or functional, layout. Similar machines or activities are grouped together, and different products can follow different routes. It offers routing flexibility, but movement, scheduling, and work-in-process control can be more complex than in a dedicated product-flow line.

When the product is too large, heavy, or difficult to move economically. People, tools, and materials move to the product instead. The planning problem becomes coordinating access, space, and deliveries around the stationary work rather than routing the product between departments.

50 m²: 20 × 2 + 10. The 40 m² occupied by pallet positions is not the whole storage footprint. Real space analysis must also account for the specified access, handling clearances, equipment, and any other required zones; the given aisle allowance is a scenario assumption.

(6, 3). Compute each coordinate separately: x = (100×0 + 300×8)/400 and y = (100×0 + 300×4)/400. This is a location heuristic; road distances, feasible sites, and actual transport costs still require evaluation.

2 machines. Required load is 1,000 × 0.5 = 500 machine-minutes per shift. Divide by 400 usable minutes per machine, then round 1.25 upward. This calculation assumes the stated usable time already accounts for losses and excludes additional setup requirements.

Moving the load’s center farther forward increases its overturning moment. Rated capacity applies at the load center on the data plate; weight alone is insufficient. Check the load’s size, position, and distribution against manufacturer instructions rather than assuming every load can use the nameplate weight.

Sufficient safe clearance for the equipment and loads, with aisles and passageways kept clear and in good repair. Permanent aisles and passageways must be appropriately marked. This provision does not specify one universal aisle width for every facility and vehicle.

68 on that scoring scale: 0.6×80 + 0.4×50. Apply consistent scales and directions before adding criteria. The weighted score compares preferences; a high score does not excuse failure of a mandatory safety, legal, or physical feasibility constraint.

Approximately $11,652.89: 10,000 + 2,000/(1.10)². Discount future costs to the same base date before adding them. This scenario excludes all other life-cycle costs; a real comparison must also include relevant operation, maintenance, replacement, and disposal amounts.

The load’s weight, shape, and size; the route and workplace layout; and the handling task and operating conditions. Match equipment capacity and clearance to the actual load and route. A device suitable for one material or floor condition may be unsuitable for another.

105 units: 0.25×120 + 0.75×100. Simple exponential smoothing updates the level by weighting the latest observation and prior forecast. It is suitable for a series without systematic trend or seasonality; those patterns need an appropriate extended model.

4 units: (|−4| + |6| + |−2|)/3 = 12/3. MAD measures average error magnitude. Keeping the signs would measure mean error, a bias measure, and allow positive and negative errors to cancel.

300 units. Q* = √(2DS/H) = √(2×3,600×50/4). The basic model assumes constant demand, instantaneous replenishment, no stockouts, and no quantity discounts. D and H must use the same time basis.

140 units of inventory position: 40×3 + 20. In the basic model, inventory position is on hand + on order − backorders; deduct separately committed stock if applicable. Lead-time demand and safety stock set the trigger; the reorder point is not the quantity ordered.

A master production schedule, bills of material, and inventory records, including scheduled receipts and planning data such as lead times. MRP explodes end-item requirements into dependent component demand, nets available supply, and offsets planned orders by lead time.

For independent jobs all available initially on one machine, with known processing times, equal job weights, and no preemption. Process the shortest job first. The result does not automatically extend to different release times, precedence constraints, or a due-date objective.

1,000 units. Contribution margin is 30 − 18 = $12/unit; break-even quantity is 12,000/12. This single-product model assumes constant price and unit variable cost within the relevant range and that produced units are sold.

Approximately $2,486.85. Sum 1,000/1.10 + 1,000/1.10² + 1,000/1.10³, or use the ordinary-annuity present-worth factor. The first payment occurs one year from now; an immediate first payment would require a different timing model.

$600. The cost-driver rate is $6,000/30 = $200 per setup, then multiply by 3. Activity-based costing assigns activity costs using the relevant cost driver; units produced would be a different driver and would change the allocation.

Inbound goods are sorted or consolidated for outbound movement with little or no storage dwell. The focus is coordinated transfer through a distribution point, rather than holding stock for later picking. Reliable timing and shipment information are important to keep the transfer flowing.

The coordinated timing of worker and machine activities, including concurrent work and idle periods. Parallel time columns reveal opportunities to change task sequence or machine assignment while preserving safe work and the required process.

4 stations: ceil(150/40) = ceil(3.75). This is a lower bound from total work content, not proof that a feasible four-station balance exists. Precedence, indivisible tasks, and workstation restrictions can require more stations.

5.5 minutes. Normal time is 4×1.10 = 4.4 minutes; standard time is 4.4/(1 − 0.20). The denominator matters because the allowance is a fraction of total standard time. An allowance expressed as a fraction of normal time uses a different formula.

256 hours. Each doubling of cumulative output multiplies the average hours per unit by 0.80: 100 → 80 → 64. Total hours for four units are 4×64. This is the cumulative-average model, not the individual-unit learning model.

385 observations. The normal-approximation planning formula is n = z²p(1−p)/e² = 384.16; round upward. It estimates a proportion with approximately 95% confidence. The 0.05 error is five percentage points, and p = 0.50 is the conservative planning value.

1.5: LI = load/RWL = 15/10. The index compares lifting demand with the task-specific recommended limit. It is a relative-stress assessment, not an OSHA legal lifting limit or a guarantee of an individual worker’s safety.

Reach must accommodate users with limited reach; clearance must accommodate users who need more space, including clothing and equipment. Use dimensions and postures for the intended population and task. Adjustable interfaces can accommodate a range; a single “average person” does not define everyone’s needs.

85 dBA, or a 50% dose, calculated without credit for hearing-protector attenuation. This action level is distinct from the 90-dBA, 8-hour exposure listed in Table G-16. Apply the provision’s scope and exposure-duration rules rather than treating either value as a universal safe-noise threshold.

2.5 cases per 100 full-time-equivalent workers: (3×200,000)/240,000. Count cases involving days away, restricted duty, or job transfer, not the number of lost days. The 200,000-hour factor represents 100 workers at 40 hours/week for 50 weeks/year.

Its physical design prevents an incorrect orientation or connection before the error can occur. Mistake proofing can prevent an error or make it immediately evident; a prevention device is stronger than a reminder that depends on the operator noticing and following it.

Control limits describe expected process variation and help detect statistical signals. Specification limits describe acceptable output requirements. A stable process can still produce unacceptable output, so being within control limits does not prove conformance or adequate capability.

0.19: p̄ + 3√[p̄(1−p̄)/n] = 0.10 + 3√0.0009. The chart monitors the proportion of nonconforming units under a binomial model with independent observations. Recalculate limits when subgroup sizes vary, and keep proportion limits within 0 to 1.

1.0. Cpk = min[(60−54)/(3×2), (54−40)/(3×2)] = min(1, 2.333…). The nearer specification limit governs. Cp would be 20/(6×2) ≈ 1.67, so the mean’s shift reduces actual capability relative to the centered potential.

Accepting a lot at the designated poor quality level, commonly the lot tolerance percent defective (LTPD). Producer’s risk α is rejecting a lot at the acceptable quality level (AQL). Read both risks from the operating-characteristic curve for the chosen sampling plan.

The effect of one factor depends on the level of another factor. A single main-effect summary can then hide important differences between combinations. Factorial designs evaluate combinations so that interactions can be estimated rather than assumed absent.

A quality management system. It addresses how an organization manages processes to consistently meet customer and applicable requirements and improve performance. It does not serve as a product specification or make every output automatically defect-free.

To anticipate possible failure modes, examine their effects and causes, and prioritize actions that reduce risk. It is proactive analysis of how a process or design could fail. Risk ratings support judgment; they do not justify ignoring a severe failure solely because a combined score is small.

Approximately 0.8187, or 81.87%. R(t) = e^(−λt) = e^(−0.002×100). This is the probability of surviving the stated interval under the constant-hazard model; it does not describe wear-out behavior with an increasing failure rate.

Predictive maintenance uses measured equipment condition and signs of degradation to determine the need for action. Schedule-based preventive maintenance uses calendar time or operating intervals. Select the approach using failure behavior, consequence, and whether a useful condition indicator exists.

Each proposed causal link still needs evidence. Test the explanation against process data and observations, then verify that the corrective action prevents recurrence. The purpose is a supported cause and an effective fix, not reaching a predetermined number of “why” questions.