Chartered Membership of the IET (CEng MIET) Design, Development and Problem Solving (UK-SPEC B) Flashcards

24 sample cards from the Design, Development and Problem Solving (UK-SPEC B) deck

Sampled from the end of the deck, so these are different cards from the ones shown on the syllabus page.

1. Differentiate a proof-of-concept from a prototype.

   A proof-of-concept demonstrates that a specific idea or principle is feasible (answers 'can it work at all?'), usually narrow and throwaway. A prototype is a more complete representative model used to evaluate design, form, fit, function and user interaction.

2. Distinguish iterative from incremental development.

   Iterative development repeatedly refines the whole through successive cycles (improving the same thing). Incremental development builds and delivers the system in progressively larger working pieces (adding new functionality each step). They are often combined.

3. What is a Technology Readiness Level (TRL)?

   A scale (typically 1–9) measuring the maturity of a technology, from TRL 1 (basic principles observed) through TRL 6 (prototype demonstrated in relevant environment) to TRL 9 (actual system proven in operational use).

4. What is configuration management?

   The discipline of identifying, controlling, recording and auditing the functional and physical characteristics of an item throughout its life — ensuring that the configuration of a product is known, consistent and traceable at any point in time.

5. List the four main activities/functions of configuration management.

   Configuration identification, configuration control (change control), configuration status accounting, and configuration audit (verification).

6. What is a baseline in configuration management?

   A formally reviewed and agreed reference configuration (set of documents/products) that serves as the basis for further work; changes from it are made only through formal change control.

7. What is the role of a Change Control Board (CCB)?

   A formal body that reviews proposed engineering changes, assesses their impact (cost, schedule, risk, interfaces), and approves or rejects them — ensuring changes are deliberate, traceable and properly authorised rather than ad hoc.

8. List the typical steps of an engineering change control process.

   Raise a change request, assess impact and feasibility, review/approve (or reject) via the CCB, implement the approved change, update affected documentation/baselines, and verify and close the change with full traceability.

9. Why are technical standards and codes of practice important in design?

   They embody distilled good practice and lessons learned, ensure safety, interoperability and quality, provide a benchmark for compliance and legal due diligence, and reduce risk by avoiding reinvention of proven solutions.

10. Differentiate a 'standard' from a 'code of practice' from a 'regulation'.

    A standard is an agreed specification of requirements/methods (e.g. BS, ISO, IEC); a code of practice is recommended guidance on how to achieve good practice; a regulation is a legally mandated requirement enforced by law. Standards/codes are often voluntary unless cited by regulation or contract.

11. Which standard governs requirements for electrical installations in the UK, and what is its common name?

    BS 7671, commonly known as the IET Wiring Regulations.

12. What does ISO 9001 specify?

    The requirements for a Quality Management System (QMS) — a process-based framework for consistently meeting customer and regulatory requirements and driving continual improvement.

13. What is innovation in an engineering/business context (per the standard definition)?

    The successful exploitation of new ideas — the implementation of a new or significantly improved product, process, service or method that creates value, distinguishing it from mere invention (the idea alone).

14. Distinguish incremental innovation from radical (disruptive) innovation.

    Incremental innovation makes small, continuous improvements to existing products/processes; radical/disruptive innovation introduces fundamentally new technologies or business models that can displace established ones and create new markets.

15. In the Technology Adoption Lifecycle, name the five adopter categories and the 'chasm'.

    Innovators, Early Adopters, Early Majority, Late Majority and Laggards. The 'chasm' (Moore) is the difficult gap between Early Adopters and the Early Majority that many innovations fail to cross.

16. What is the 'fuzzy front end' of innovation?

    The early, ill-defined phase before formal product development where opportunities are identified, ideas generated and concepts shaped — characterised by high uncertainty, low cost and high influence on eventual value.

17. What is commissioning in the implementation of an engineering solution?

    The systematic process of verifying, testing and bringing installed systems and equipment into operational service — confirming that the as-built system performs to its design intent and requirements before handover to the operator/client.

18. Distinguish commissioning from handover/acceptance.

    Commissioning is the technical process of proving the installed system works to specification; handover/acceptance is the formal transfer of the system (with documentation, training and as-built records) to the client/operator who accepts it against agreed acceptance criteria.

19. What is a post-implementation review (PIR) / lessons-learned review?

    A structured evaluation conducted after a project or solution is delivered to compare actual outcomes against objectives, identify what went well and what did not, and capture lessons to feed back into future projects and organisational knowledge.

20. What is the purpose of a feedback loop in continuous improvement?

    To channel information about outcomes and performance back into the process so that deviations are corrected and the process is progressively refined — a negative feedback loop drives the system toward its target/goal.

21. Describe the PDCA (Deming) cycle for continuous improvement.

    Plan (identify the problem and plan a change), Do (implement on a small scale/trial), Check (measure and evaluate results against expectations), Act (standardise the improvement or adjust and repeat) — an iterative loop for incremental improvement.

22. What is Kaizen?

    A Lean philosophy of continuous improvement through many small, ongoing changes contributed by everyone, focusing on eliminating waste (muda) and steadily optimising processes rather than relying on large one-off interventions.

23. Name the seven classic wastes ('muda') of Lean that operational optimisation seeks to eliminate.

    Transport, Inventory, Motion, Waiting, Overproduction, Over-processing and Defects (mnemonic TIM WOOD).

24. What is Overall Equipment Effectiveness (OEE) and how is it calculated?

    A key metric of operational/manufacturing performance combining three factors: $$\text{OEE} = \text{Availability} \times \text{Performance} \times \text{Quality}.$$ It expresses the proportion of planned production time that is truly productive.

What this deck covers

Design, Development and Problem Solving (UK-SPEC B) flashcards FAQ