107.

Emergency action plans require all of the following except:

1. escape procedures and escape route assignments
2. procedures for employees required to remain and operate critical equipment
3. procedures to account for all employees
fault tree analysis

108. A basic emergency preparedness plan will usually include all of the following
components: a chain of command, an alarm system, medical treatment plans, a
communication system, shutdown and evacuation procedures, and:
(J^) auxiliarypower systems ~>wi^ ^f
2. contingency funds
3. coordination with local authorities - c&n'l r<*li-\ CT| cov-1- '10 Pl&p\/ (C'<:c><:-
J 0
4. maps of flammable materials

109. Emergency management is the process of preparing for, mitigating, responding to

and recovering from an emergency. Planning, though critical, is not the only
component. Training, conducting drills, testing equipment and coordinating
activities with the community are other important functions. The Incident
Commander (1C) is responsible for front-line management of the incident, for
tactical planning and execution, for determining whether outside assistance is
needed and for relaying requests for internal resources or outside assistance
through the Emergency Operations Center (EOC). The 1C can be any employee,
but a member of management with the authority to make decisions is usually the
best choice. The 1C must have the capability and authority to: assume command,
assess the situation, implement the emergency management plan, determine
response strategies, activate resources, order an evacuation, oversee all incident
response activities, and declare that the incident is "over. " The above comes from:
CP
Cp FEMApublication - Emergency Management GuideforBusiness and
Industry. -? on 1"^ "''<c^^>s . OtoU caxsiu
2. FEMA course- IS-100 Introduction to Incident Command System.
3. Wikipedia- Incident Commander.
4. USCG - Incident Command System.

Sample Questions 98 Langlois, Weigand & Associates, Inc.

 110. Which of the following would not be a suggested activity after an
emergency is considered "over" by an incident commander?
1. Demobilization - disengaging response resources as the incident
objectives are met, transitioning remaining incident responsibilities to
ongoing assets, and promoting rapid return of demobilized response
resources to their normal function.
2. Recovery - longer-term activities that extend beyond demobilization
and other response activities. It includes the rehabilitation ofpersonnel
and equipment, resupply, and actions related to physical and financial
restoration. Returning the overall system to its pre-incident state-the
goal ofthe recovery stage-is addressedby developing and implementing
strategic plans for full restoration and system improvement.
3. Post-incident "organizational learning" - achieved through a timely and
objective after-action report process that is designed to capture the
positive aspects and the shortcomings of the response system. Findings
should be documented in an outline format that can be organized on a
spreadsheet and tracked. Improvements should focus on the EOP
organization, processes, and training or equipment/supply issues, rather
than on individual personnel actions.
V Declare, "It's Miller time."

-»
<9
^ 111. In preparing to respond to an emergency, a facility should establish an Emergency
Management Group (EMG). This team is responsible for the big picture. It
controls all incident-related activities. The Incident Commander (1C) oversees the
- technical aspects ofthe emergency response. The EMG supports the 1Cby
- allocating resources andby interfacing withthe community, the media, outside
-I response organizations and regulatory agencies. The EMG is headed by the
Emergency Director (ED). The ED is in command and control of all aspects of the
emergency. Other EMG members should be senior managers who have the
authority to:
.4
. Determine the short and long-term effects of an emergency
-
. Order the evacuation or shutdown ofthe facility
- . Interface with outside organizations and the media

I:
^
. Issue press releases
TheEDshouldbethe: c~Prc^cq?moAId'&syav<nda»^I akAA10(^15
-fl) Facilitymanager (^^ wwyc , ^^^ ^^ ^t^^w^Qcf ^
r SH&E professional
- 3. Incident Commander ' ^ vnw^_ o^ t,ieid ce^cr^se-
4. Local fire department chief
b»
^
St Sample Questions 99 Langlois, Weigand & Associates, Inc.
.4
 112. You live in Podunk, Arkansas because your beach cottage on Maui washed away
after being stmck by a huge wave. What caused the wave?
Earthquake
2. Explosion
3. Tsunami
4. Typhoon

^
-y 113. You recently retained the services of a physician to conduct medical evaluations of
^. employees after spending the last year identifying the specific physical
requirements that employees must possess to perform their jobs properly and
y^
'</ safely. This action was taken to:
1. identify employees with impairments so they can be excluded from the
potential pool of new hires.
2. comply with EEOC guidelines.
3. establish a baseline of the medical condition of the new hire (hearing,
pulmonary function, spine mobility) to defend against future lawsuits.
determine the suitability of the new hire for the position to which they are
being considered.

114. Which of the following is not a suggested guideline to reduce workplace violence
(violent acts including physical assaults and threats of assaults) directed toward
persons at work or on duty?
1 Establish a zero-tolerance policy toward workplace violence against or by their
employees.
Provide safety education for employees so they know what conduct is not
acceptable, what to do if they witness or are subjected to workplace violence,
and how to protect themselves.
Secure the workplace - where appropriate to the business: install video
surveillance, extra lighting, and alarm systems and minimize access by
outsiders through identification badges, electronic keys, and guards.
Terminate employees with a menacing appearance.

Sample Questions 100 Langlois, Weigand & Associates, Inc.

p 115. With respect to workplace violence, management should:
. encourage employees to report and log all incidents andthreats ofworkplace
violence.
. report violent incidents to the local police promptly.
. inform victims oftheir legal right to prosecute perpetrators.
. offer stress debriefing sessions andpost-traumatic counseling services
^ to help workers recover from a violent incident.
!» . ensure that no employee who reports or experiences workplace violence
faces reprisals.
s and:
conduct psychological evaluations of all employees.
-» investigate all violent incidents and threats, monitor trends in violent incidents
-» by type or circumstance, and institute corrective actions.
.* 3. retain files ofterminated employee for a minimum ofthree years.
A 4. monitor locations ofall employees using GPStechnology.
k

.»
ft
ft 116. The five main components of any effective safety and health
.d
program also apply to theprevention ofworkplace violence. They are:
.
. management commitment and employee involvement
. worksite analysis
. hazardprevention and control
. safety andhealth training
and:
\) recordkeeping and program evaluation.
^ 2. computer analysis of employee complaints
3. consistent enforcement efforts
f»
A
4. government involvement

^
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t
9
9
9

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^ Sample Questions 101 Langlois, Weigand & Associates, Inc.

?
9
 117. When conducting a workplace security analysis, the team or coordinator should
periodically inspect the workplace and evaluate employee tasks to identify hazards,
conditions, operations and situations that could lead to violence. To find areas
requiring further evaluation, the team or coordinator should:
. Analyze incidents, including the characteristics of assailants and victims,
for an account ofwhathappenedbefore and during the incident, andthe
relevant details ofthe situation and its outcome. Whenpossible, obtain
police reports and recommendations.
. Identifyjobs or locations with the greatest risk of violence as well as
processes and procedures that put employees at risk of assault,
including how often and when.
. Note high-risk factors such as: types of clients; physical risk factors
related to building layout or design ; isolated locations andjob activities;
lighting problems; lack of phones and other communication devices;
areas ofeasy, unsecured access and areaswith previous security
problems, and:
Interview family members of all employees to identify adverse behavioral
change.
Conduct undercover surveillance of suspected problem employees.
Evaluate the effectiveness of existing security measures and determine if risk
factors have beenreduced or eliminated andtake appropriate action.
Interview senior managers about their spousal relationships.

118. Organization dynamics consist ofvalues, rituals, jargon, norms, stories, and
.
symbols. Values are:
I), the principles that employees in an organizationuse to guidetheir
behavior
norms 2. mles ofthe game and often modeled after the behavior ofkey leaders in
the organization
3. the language of an organization
^ary-
4. ceremonial acts that convey organizational values as well as
^ua^5 information about the way you function

(
Sample Questions 102 Langlois, Weigand & Associates, Inc. <
<
<
 119. Color-coding is often used for safety purposes. The color yellow is used for:
1. fire protection equipment, danger, emergency stop, containers of flammable
equipment, fire exit signs, sprinkler piping (danger)
hazards that may result in slipping, falling, striking; flammable liquid
storage cabinets; material handling equipment; radiation, handrails,
unguarded edges, airways, refuse can (caution)
.
^pifio^W-ionizing radiation
4. dangerous parts of machines, inside ofmovable guards, exposed parts,
. safety starting buttons (warning)
reeo - -fot- ^d , SO.Fe nouscto'p'^
ioiua-
o-onceu^/- Oioloyco.v
120. The largest cause of injuries to children on playgrounds is falls from the
equipment to the ground. Falls account for _% of injuries?
1. 50
2. 60
^~'\1Q
74. Y 80
(- 3 c^ue^'h. ons, ori j){cu^you^-d^ , m&^ic-l be(y0 j
Note: CPSC 325 - Handbook for Public Playground Safety Equipment; ASTMF1487-11 -
Standard Consumer Safety Performance Specificationsfor Playground Equipment for
Public Use
tAareb CLoec^
GP51
Ooifed-pio^.^ckicL
^ i. nspedo^'

Sample Questions 103 Langlois, Weigand & Associates, Inc.

 L/
^t^^i
^. 9 o\ 'csP
ENGINEERING ECONOMY EQUATIONS from BCSP
-«S-3 \f toelo"-
se^\

a^do^
F=P(1+i)n [BCSP] P = F (1+i)-" [BCSP]
F = future value P = present value
P = present value F future value
i = interest rate (decimal) i = interest rate (decimal)
n = time/compounding periods n = time/compounding periods

F=Af(1+i)"-1 [BCSP] A=F| [BCSP]

F= future value
A = amount of periodic receipt/payment
i = interest rate (decimal)
n = time/compounding periods
l(Ui)"-lJ
A = amount of periodic receipVpayment
F = future sum
i = interest rate (decimal)
n = time/compounding periods

P=A|
(1+i)"-1' [BCSP] A=P i(1 + i)n [BCSP]
i(Ui)n (1+i)"-i
P = present value A = amount of periodic receipt/payment
A = amount of periodic receipt/payment P = present value
i = interest rate (decimal) i = interest rate (decimal)
n = time/compounding periods n = time/compounding periods

Sample Questions 104 Langlois, Weigand & Associates, tnc.

121 A wealthy relative recently died and left you her estate. You can choose to either
accept $6, 000, 000 today or wait andreceive $10, 000, 000 in five years. Assuming
the annual interest rate over this period is 10%, you decide:
1. to accept the $6 million
Q) to accept the $ 10 million
3. to give the inheritance to charity
4. to divorce your spouse before deciding -It.

P=F(1+i)-" [BCSP]
p^ rd+iV
P = present value
F future value
p. 10,000, 000(i+. i)
-&
i = interest rate (decimal) p : 10, 000, 000 ([, {)
n = time/compounding periods ^ G>,^-09, Z15
UCLddLp^ ra'JAffT ku»e- C;.m.\ o<-G .;
^fcd
c^-7.
(^, 2. -7t.OGjJ lC^vA
5amc cfctp' .foda^ C& u<- ^rs
122. Your company recently obtained a loan to hire an SH&E consultant from
Louisiana. Ifa balloon payment of$10, 000, 000 is due in 10 years, what amount
wouldmanagement haveto deposit monthly into a saving account (paying interest
@ 6%/year) toaccumulate adequate'fSHs topaythenote? rccd rrcrMhk-t'iot9ir4^
1. $37, 000 frwt»nlLM^kre^rc+>
frwtlhlb "^<si-rcye nr^/,, "'. 0,005
o,o(o//2--. c;)
2. $50, 000 onc<\^5 ' 10^12- - iao (..<.'>
6? $61,000
4. $68, 000 fl -- IC|OCO, OOO/O. OGS
I.C6£)'U
A=F| [BCSP]
j1+i)n-1. fl-GI. O^-j
A = amount of periodic receipt/payment
F = future sum
i = interest rate (decimal)
n = time/compounding periods

Note: Not all compounding occurs on an annual basis. To adjust for monthly
compounding: divide the annual interest rate by 12 and multiply the years by

Sample Questions 105 Langlois, Weigand & Associates, Inc.

123. A local SH&E consulting firm wants your company to hire them to reduce worker
compensation losses. Your company has averaged worker compensation losses of
$50, 000/year over the past 10 years. The consulting firm promises to reduce these f"
losses by 50% (to $25,000 per year) over the next decadeif you sign a contract. ."
The terms ofthe contract require an initial payment of $100,000 and an annual ..
retainer of $10,000 for each of the 10 years of the contract. Assume an annual ..
interest rate of 6%. After careful evaluation, you decide: n
\) to hire the consulting firm.
2. to not hire the consulting firm.
..
^
3. it doesn't matter since the cost of the contract equals the cost of the savings.
^
4. to hire Langlois, Weigand & Associates instead.
f9

p-<(%1) ^csp- ^'»'" '^s, s

df
P = present value y»:^ SIQ, C00^
A = amount of periodic receipt/payment
i = interest rate (decimal)
^>pe^U)IO^oO_ »-
f
n = time/compounding periods ^ , 15, 000 -*1

'->3D^W\- F
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ff
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Sample Questions 106 Langlois, Weigand & Associates, Inc.

Summary of engineering economy equations:

Note: Assume 5% annual compounding for all ofthe examples.

F = P What is the future value (F) of a present value (P)?

Example: Ifyou buy a CD today for $10, 000 that matures in five years, how
much will it be worth when it matures? $12,763

F = A What is thefuture value ofperiodic money transfer (A)?

Example: Ifyou save $10, 000 per year for five years, how much will you have
at the end? $55,256

P = F What is the present value of a future sum?

Example: What amount would someone have to offer you today in exchange for
receiving $10,000 in five years? $7,835

P = A What is thepresentvalue ofperiodic money transfer?

Example: If you were to receive annual checks of $10, 000 for the next five
years, how much would it be worth today? $43, 295

Sample Questions 107 Langlois, Weigand & Associates, Inc.

 *-
<-
*-
A = F Periodic transfer amount of a future sum?
fi
Example: What amount would you have to deposit annually for the next five
years to accumulate $10,000? $1,810
<1"
.s
*5
3
f*
A = P Periodictransfer amount ofa present sum ?

Example: What amount would you have to receive annually for the next five
years to equal an offer of $10, 000 today? $2, 310

3
^
Sample Questions 108 Langlois, Weigand & Associates, Inc. ^
M
p»
m
^
124. How many widgets must be manufactured to cover a loss of $100,000 due to an
employee injury if the widgets sell for $10 andthe profit is 10% on each widget?
1. 1,000 -'
^ 2. 10, 000 p(0^(- C^ c^ ^10 L-teO^ iL>;a- \OC/0 prc^troiog't.
is ^l
100, 000
4. 1, 000, 000

?9
f9
id
.d 125. The dollar amount of widget sales required to cover a loss of $100, 000 (based on
- previous problem) would be?
1. $10, 000 |oo, oooKio
..
2. $100, 000
-»
@ $1, 000, 000
4. $10, 000, 000

^
ft
ft
.9
»
126. The MARR (minimum attractive rate ofreturn) ofa safetyproject that cost
$130, 000 (based on the following) is:
®
$50, 000 will come from savings currently earning 2% per year
.* $80,000 will come from a loan with an interst rate of 10% per year.
-t 1. 5% 50i<sco y o. o's ; 1, 000
ri» 7% y>, ooo <Q,,p ~^y, cco
-» 3.
4.
9%
14%
~^000 -^
N»
^
^-0^-^-^^^
.»
Note: MARR is used by managers to determine whetherthe financial return on a
ft project Justifies its funding.
9
->

.9
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.» Sample Questions 109 Langlois, Weigand & Associates, Inc.

'^
'^
 127. Return on Investment (ROI) is a measure of cash generated by or lost due to the
investment. It measures the cash flow or income stream from the investment to the
investor, relative to the amount invested. The following table shows the ROI over a
four year period of a $ 1,000. 00 investment.

Year 1 Year 2 Year 3 Year 4

4 __
Dollar Return $100 $55 I $60 $50

ROI 10% 5. 5% I 6% 5%

What is the annualized ROI over the four year period?

1. 2. 5%
\o0 +5R x-(cOt a0
2. 6. 6% - Co fc Iti
3. 7. 9% 000 yq
4. 26. 5% Q1i_

^ Income (jf^ (0% . &5%t(o%<Sl ^ ^,c,, ';,

= investment^ ^»
ROI = Return on Investment
Income = gain
Investment = cost

128. Which of the following describes the measurable component of goal setting?
C^ic- 1. Goals should be straightforward and emphasize what you want to happen.
Establish concrete criteria for evaluating progress toward the attatnmsnt of
each goal.
3. A goal needs to stretch you slightly so you feel you can do it and it will need a
real commitment.
4. The skills needed to do the work are available; the project fits with the overall
strategy and goals ofthe organization.

Note: SMART goal setting. Specific, Measurable, Attainable, Realistic, Timely (set a
timeframe for the goal)

Sample Questions 110 Langlois, Weigand & Associates, Inc.

 129. Which of the following is incorrect?
L HorizontalIntegrationoccurswhena businessexpandsits controloverother
similarorcloselyrelatedbusinesses, e.g. anoil refiningbusinesswouldbe
horizontally integrated if it owned or controlled other oil refineries.
2. VerticalIntegrationoccurswhena businessexpandsits controloverother
businessthatarepartofitsoverall manufacturing process, e.g.anoil refining
business wouldbevertically integrated ifit ownedorcontrolled pipeline
companies, railroads, barrel manufacturers, etc.
5pn 3. Administrative efficiencyisincreasedbylimiting thespanofcontrol
(_thenumber ofemployees reporting to oneindividual) tonomore than
five or six subordinates whose work interlocks.
4^) TheSH&EpersonispartoftheUneorganizationandresponsibilitiesinclude
monitoring employee activity for'discrepancies andadministrating corrective
action.
^^ , 3^ Cxyn. -g^OiSY (wr i, ^>

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Sample Questions 111 Langlois, Weigand & Associates, Inc.

 1

130. The name ofthe technique to manage projects andtheir associated employees
«
(employees may have two or more bosses) by gaining the benefit of resources ».
through shared governance (assignments to those projects appears in tables of rows 1
and columns where departments/employees are columns and projects are rows) is d
called: I
1. project management 1
2. unity of command
1
matrix management
conceptual management ».
^
«

A network of interfaces between teams and the s

functional elements of an organization. ».
GENERAL
MANAGER
(-
f
Functional Functional Functional
^
Manager Manager Manager
f
Project
Manager *"
Project
Manager
f.
Project ^
Manager
f.
Project
Manager <"
f
e"
Note: A key problem with matrix management is defining which manager has authority for ^
quality and quantity, nature of work, hiring, and performance reviews; agreeing on who ^
pays for training, equipment, and time spent outside a project; and handling stress and
conflicting loyalties.
^
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f
f
f
f

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Sample Questions 112 Langlois, Weigand & Associates, Inc. 9*
c
f
.^
0

131. A driver safetyprogram should include the following five basic collision
prevention procedures:
.^ 1) Initiate a driver training program
"^ 2) Develop standards to determine ways collisions can be prevented
I 3) Require immediate reporting of every collision
^ 4) Recommend performance goals to management; compute and publish the
fleet collision record
-»
5) Establish competency and skill levels, set objectives, and maintain a
collision record for each driver.
» Only a small percentage of motor vehicle collisions are caused by the mechanical
« failure of vehicles or improper maintenance. The majority of all motor vehicle
i» collisions are caused by driver error or poor operating practices. Companies can
A control driver error by:
.a requiring all employees to obtain a CDL, even if not required by DOT
.a implementing a program of driver selection, training, and supervision.
implementing a collision reporting procedure andhaving collisions reviewed
-* by an independent investigation board
.* retaining Langlois, Weigand& Associates, Inc. to develop a site-specific
-» driver training program
*»
^

132. One function ofthe safety engineer is ensuring safe design. This is best
accomplished by:
1. inspecting facilities after completion
reviewing design with the engineers from initial planning through completion
of construction
3. instmcting engineers as to requirements such as OSHA and the Life
ri> Safety Code
^ 4. instructing contractors on requirements
^
-»
d
.
.

.»
.*
<1 Sample Questions 113 Langlois, Weigand & Associates, Inc.

^
^
133. A cause and effect (fishbone) diagram is useful for sorting out the causes from
their symptoms. The label that goes in the box on the right is:
1. cost
2. priority
3) effect
4. management deficiency

Cfl. D-ie-
46cct"

Procedures People

fhkf-^

Environment Equipment

Sample Questions 114 Langlois, Weigand & Associates, Inc.

r joo ?ooo Qms fl^SI -?. t0 .-
N» oc ' nw^wc^ o^"^> /tf060 Sv MS
t'lOll flud^ WW5 IfOOO //-fd£
Qoaii +^orlnji^s
N» 45000 ZOI fc -

(4d
S'myu f &L 'w ~ ^J^
A./'alOTte
l9
134. The ISO 14000 family of standards:
.» 1. represents an international consensus on good quality management practices. It
-t consists of standards and guidelines relating to quality management systems
^ I.-30 and related supporting standards.
.» '<yco/'2-c&s| 2. provides a set of standardized requirements for a quality management system,
regardless of what the user organization does, its size, or whether it is in the
^
^- ^tr private, or public sector.
3. provides a tried andtested framework for taking a systematic approachto
i»
»
managing the organization's processes so that they consistently turn out product
that satisfies customers' expectations.
»
Q) provides a framework fora holistic, strategic approachtotheorganization's
.» environmental policy, plans and actions.
.>
.I
ISO 14001:2004 sets out the criteria for an environmental management system and
.» can be certified to. It does not state requirements for environmental performance, but
.I maps out a framework that a company or organization can follow to set up an
.* effective environmental management system. It can be used by any organization
regardless of its activity or sector. Using ISO 14001:2004can provide assurance to
!» company management and employees as well as external stakeholders that
^ environmental impact is being measured and improved.
.»

9
9 135. ISO 14000 is basedupon the methodology known as Plan-Do-Check-Act (PDCA).
» In which step are actions taken to continually improve performance ofthe
^ environmental management system?
1
1. Plan
2. Do
*
3. Check
< ^ Act
.»
9

Sample Questions 115 Langlois, Weigand & Associates, Inc.

 Figure 1 - Environmental management system model for this International Standard

Imptementation
and
operation

Plan: establish the objectives and processes necessary to

deliver results in accordance with the
organization's environmental policy.

Do: implement the processes

Check: monitor and measure processes against

environmental policy, objectives,
targets, legal and other requirements, and report
the results.

Act: take actions to continually improve performance of

the environmental management system.

Sample Questions 116 Langlois, Welganct & Associates, Inc.

 136. 1809001:2008
1. addresses environmental management systems (EMS). ISO 14001:2004
provides the requirements for an EMS and ISO 14004:2004 gives
general EMS guidelines.

\y l^o
2. enables an organization of any size or type to: identify and control the
environmental impact of its activities, products or services, and to improve its
environmental performance continually, and to implement a systematic
approach to setting environmental objectives and targets, to achieving these and
to demonstrating that they have been achieved.
3. can be used to meet internal objectives: provide assurance to management that
it is in control of the organizational processes and activities having an impact on
the environment.
requires the organization itselfto audit its quality system to verify that it is
managing its processes effectively.

137. ISO 9001:2008 is the standard that provides a set of standardizedrequirements for
a quality management system, regardless ofwhat the user organization does, its
size, or whether it is in the private, or public sector. It is the only standard in the
family againstwhich organizations can be certified - although certification is not a
compulsory requirement ofthe standard. The standard requires the organization
itselfto audit its ISO 9001:2008-basedquality system to verify that it is managing
its processes effectively. In addition, the organization may invite its clients to
audit the quality system in order to give them confidence that the organization is
capable of delivering products or services that will meet their requirements.
Lastly, the organization may engage the services of an independent quality system
certification body to obtain an ISO 9001:2008 certificate of conformity. The eight
quality management principles of ISO 9000 are:
1. Customer focus
2. Leadership
3. Involvement ofpeople
4. Process approach
5. System approach to management
6. Continual improvement
7. Factual approach to decision making
and:
Mutually beneficial supplier relationships
2. Employee involvement
3. Lowest cost production
4. Routine maintenance

Sample Questions 117 Langlois, Weigand & Associates, Inc.

ISO 9000 requirements:
1. Management Responsibility
The quality policy shall be defined,
documented, understood, implemented and
maintained.
Responsibilities and authorities for all
personnel specifying, achieving and
monitoring quality shall be defined.
In-house verification resources shall be
defined, trained and funded.
A designated management person sees that
the Q91 program is implemented and
maintained.
2. Quality System
Procedures shall be prepared.
Procedures shall be implemented.
5. Document Control
Generation of documents shall be controlled.
Distribution of documents shall be controlled.
Changes to documents shall be controlled.
6. Purchasing
Potential subcontractors and sub-suppliers
shall be evaluated for their ability to provide
stated requirements.
Requirements shall be clearly defined in
contracting data.
Effectiveness of the subcontractor's quality
assurance system shall be assessed.
7. Customer-Supplied Material
Any customer-supplied material shall be
protected against loss or damage.
Sample Questions 118
3. Contract Review
Incoming contracts (and purchase orders)
shall be reviewed to see whether the
requirements are adequately defined, agree
with the bid and can be supplied.
4. Design Control
The design project shall be planned.
Design input parameters shall be defined.
Design output, including crucial product
characteristics shall be documented.
Design output shall be verified to meet input
requirements.
Design changes shall be controlled.
8. Product Identification & Tracability
The products shall be identified and
traceable by item, batch or lot during all
stages of production, delivery and
installation.
9. Process Control
Production (and installation) processes shall
be defined and planned.
Production shall be carried out under
controlled conditions: documented
instructions, in-process controls, approval of
processesand equipment, and criteriafor
workmanship.
Special processesthat cannotbe verified
after the fact shall be monitored and
controlled throughout the processes.
Langlois, Weigand & Associates, Inc.
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5 10. Inspection and Testing

Incoming materials shall be inspected or
12. Inspection and Test Status
Status of inspections and tests shall be
- verified before use.
maintained for items as they progress
In-process inspection and testing shall be
-» performed.
through various processing steps.
Records shall show who released
-^ Final inspection and testing shall be
performed prior to release of finished
conforming product.

.I product.
13. Control of Nonconforming Product
Records of inspection and test shall be kept.
^ Nonconforming product shall be controlled to
prevent inadvertent use or installation.
^ 11. Inspection/Measuring/Test Equipment Review and disposition of nonconforming
Equipment used to demonstrate
1» conformance shall be controlled, calibrated
product shall be formalized.

r and maintained.
14. Corrective Action
Identify measurements to be made.
i» Identify affected instruments. Problem causes shall be identified.
Specific problems and their causes shall be
i» Calibrate instruments (procedures and status
indicators). corrected.
-» Periodically check calibration. Effectiveness of corrective actions shall be
assessed.
Assess measurement validity if found out of
.* calibration.
.4 Control environmental conditions in 15. Handling, Storage, Packaging & Delivery
metrology lab. Procedures for handling, storage, packaging
N> Measurement uncertainty and equipment and delivery shall be developed &
maintained.
.» capability shall be known.
Where test hardware or software is used. it Handling controls shall prevent damage and
.I shall be checked before use and rechecked deterioration.
during use. Secure storage shall be provided. Product in
1 stock shall be checked for deterioration.
-» Packing, preservation and marking
processes shall be controlled.
Quality of the product after final inspection
shall be maintained. This might include
delivery controls.

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.» 16. Quality Records 18. Training
^ Quality records shall be identified, collected, Training needs shall be identified.
indexed, filed, stored, maintained and Training shall be provided.
4 dispositioned. Some tasks may require qualified
1 individuals.
17. Internal Quality Audits Records of training shall be maintained.
1 Audits shall be planned and performed.
^ Results of audits shall be communicated to 19. Servicing
management. Servicing activities shall be performed to
# Any deficiencies found shall be corrected. written procedures.
Servicing activities shall meet requirements.
20. Statistical Techniques
Statistical techniques shall be identified.
Statistical techniques shall be used to verify
acceptability of process capability and
» product characteristics.

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< Sample Questions 119 Langlois, Weigand & Associates, Inc.
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138. ISO 19011 provides guidance on the principles of auditing, managing audit
<
programs, conducting quality management system audits and environmental
management system audits, aswell asguidance on the competence ofquality and <
environmental management system auditors; it is applicable to all organizations <
needing to conduct internal or external audits of quality and/or environmental <
management systems or to manage an audit program. Typical audit activities
include:
. initiate the audit
. conducting document review
. preparing for on-site audit activities
. conducting on-site audit activities
. preparing, approving and distributing the audit report
. completing the audit
Which of the above activities involves the development of work documents
that may include: checklists, audit sampling plans, and forms for recording
information (such as supporting evidence, audit findings and records of
meetings).
1. conducting document review
preparing for on-site audit activities
3. conducting on-site audit activities
4. completing the audit

139. Which of the following is not correct pertaining to Occupational Safety & Health
Management Systems (OSHMS):
1. OSHMS is a systematic approach to managing safety and health activities by
integrating organizational policies, procedures, and resources.
2. OSHMS looks at the way the organizationdoes business and ensures
that necessary safety and health policies andprocedures are inserted
and aligned with the business processes.
3\ OSHMS are currently more advancedthan Environmental Management
Systems (EMS) addressed in ISO 14001. i^e're bevuAd
4. OSHMS must be uniquely designed for organization and have a better
opportunity to gain full management concurrence andparticipation if they are
justified on the basis of tangible benefits that exceed incurred costs.

Sample Questions 120 Langlois, Weigand & Associates, Inc.

 140. Which of the following was originally created from the British Standard for
Occupational Health and Safety Management Systems BS 8800:1996?
1. ANSI/AIHA/ASSEZ10-oa-t.pdw.dMaaj'UL«2c5c^_., , <r, ,, ntoA AXOQ
d? oHsA^soor"^^;"^^^5^^
3. RC14001-?£2^cn£'^a^£-'b-"r"cal^ptf^'w ft<^Go$'
^^p-^
" 'v)fly^fd. » u
4: ISO 45000 . ^ ^ z&^ C^s(^&pK >^) ^, k^^o/fo
Note: The OHSAS 18001 specification was first published in 1999 to: provide
requirements for an occupational health and safety management system; to
-fftb
enable an organizationto control its OH&S risks; and imprQy&Jts-padorfflance^-^l-"
XCC&
It was developed to be compatible with both the ISO 9001" and ISO 14001
management systems standards. OHSAS 18000 is a series of two standards,
OHSAS 18001 and OHSAS 18002, which provide requirements and guidelines,
respectively, for implementing a safety and health management standard. In
2002, amendments were made to both standards to consider user demands
and better align these standards with IS014001 and ISO 9001.

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141. The goal of the ANSI Z 10 standard Occupational Health and Safety Management
^Systems is:
to use recognized management system principles, compatible with
quality and environmental management system standards such as the
ISO 9000 and ISO 14000 series.
a-6^ iscci 2. to provide guidelines for the certification of safety & health
organizations.
c^'^y. 3. for management, labor, and OSHA establish cooperative relationships at
workplaces that have implemented a comprehensive safety and health
management system.
C5^ v^ 4. promote components which include: management leadership and employee
involvement, worksite analysis, hazard prevention and control, safety and
health training.

Note: The seven topics contained in the ANSI Z10 (2012) standard are: Scope; Purpose
and Application; Definitions; Management Leadership and Employee
Participation; Planning; Implementation and Operation; Evaluation and Corrective
Actions; and Management Review.

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Sample Questions 121 Langlois, Weigand & Associates, Inc.
 142 ^Nhicb of the following describes the OSHA VPP Star program?
The program that recognizes the safety and health excellence ofworksites
SWi2_ where employees are successfully protected from fatality, injury, and illness by
the implementation of comprehensive and effective workplace safety and
health management systems. These worksites are self-sufficient in identifying
and controlling workplace hazards.
2. The program that recognizes worksites that have good safety and health
m£Ri-r
management systems and that show the willingness, commitment, and ability
(ofi?(^)i?pA('ns>
to achieve site-specific goals that will qualify them for Star participation. .
Q^ODGi\^^'K 3. The program that recognizes worksites that have Star quality safety and health
3(^2_T»vwsVc*iat management systems that differ in some significant fashion from the VPP
model and thus do not meet current Star requirements. A Star Demonstration
^<ev^ Program tests this alternative approach to protecting employees to determine if
^7&<& it is as protective as current Star requirements.
4. An OHSMSvoluntary consensus standardwhich provides critical management
ROS11>0 system requirements and guidelines for improvement of occupational health
and safety and provides the blueprint for widespread benefits in health and
safety, as well as in productivity, financial, performance, quality, and other
organizational and business objectives.

Note: VPP injury and illlness history requirements. Evaluate the applicant/participant's
injury and illness history by using a 3-year total case incidence rate (TCIR) and a
3-year days away, restricted, and/orjob transfer incidence rate (DART rate). The
3-year TCIR and DART rates must be below at least 1 of the 3 most recent years
of specific industry national averages for nonfatal injuries and illnesses at the
most precise level published by the Bureau of Labor Statistics (BLS). Compare
both rates to a single year.

Sample Questions 122 Langlois, Weigand & Associates, Inc.

 ftW. -'10^ . W^bdau: oyicep"*
^
143. Total Quality Management (TQM) refers to a management process and set of
disciplines that are coordinated to ensure that the organization consistently
meets and exceeds customer requirements. TQM engages all divisions,
departments and levels of the organization. Top management organizes all
of its strategy and operations around customer needs and develops a culture
with high employee participation. TQM companies are focused on the
systematic management of data of all processes and practices to eliminate
-> waste and pursue continuous improvement. Which of the following does
r
not reflect TQM philosophy?
1. Organizations base their decisions on datathey collect; on
I? customer needs, on waste, on costs, and on the sources ofproblems.
1» 2. Being customer-based means gathering information from
- customers/clients and modifying services and processes to meet those
-» needs as well as possible.
-» 3^1 Organizations tend to address problems with the way they do things;
only when there is a major problem or crisis.
-»
4. An organizationwould look at downsizingas having effects over a
.. decade.
F*
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144. Benchmarking is the process of comparing a company's performance with
others companies (often exemplary performers) in the same industry for
equipment/facility design, engineering and controls, andmanagement
systems. The five steps of benchmarking are: deciding what to benchmark,
.» ^analyzing where you are, selecting partners, working with your partner, and:
-» acting on the lessons learned.
a» 2. determining the next partnership.
.I 3. forming a financial plan.
.» 4. creating a management plan.
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145. Which of the following is not an element of a risk management?
1. the purchase ofinsurance to compensate the company for losses
2. implementing a comprehensive SH&E program to prevent or mitigate
losses
formulating a complete public relations program to represent the
company in the media.
4. contracting services/operations that are critical in nature and difficult to
perform properly ^
^
RISK MANAGEMENT ^
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INSURANCE

(*tm3^--S) (e»p;. ^ifc. oft ( r>i nSt^^u-^iht'A 'oeZ'-de nrt. pd'y ~Sc^ p^--^ ^''^
ic&sccnt<oi) CfrfV^T'CX^-O^ ^ -kp^ /. nuciffirreccfcou- l pl^ot|
nAct., ie laaAcl

Note: The risk management process involves several sequential steps. They are:
(1) identification, (2) assessment, (3) prioritization of risks, (4) taking steps to
reduce or eliminate the exposures to loss, (5) risk financing, and (6) risk
administration.

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146. Risk is often considered to be comprised ofthree elements: frequency (how often
the task occurs), probability (likelihood ofan event occurring), and:
J^. importance
<Q) severity (consequences)
I
^
3. economic damages ^
4. replacement cost

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Sample Questions 124 Langlois, Weigand & Associates, Inc.

t

147. Which ofthe following methods would be the least effective in garnering
Nt management attention to safety?
-
1. Develop graphs/tables showing injury/illness events compared to existing goals
- and historical performance.
- 2. Formulate a task force/committee ofsenior facility managers to review safety
.4 performance and resolve safety concerns.
-» 3. Publish a quarterly newsletter to review safety accomplishments, discuss
N» significant events, and promote upcoming efforts.
4.^)Develop an on-going incentive contest to improve employee safety attitudes. .
r

148. Whichofthe following would not be an appropriate role for a safety & health
.» committee?

.» 1. Investigate andactupon unusually hazardousconditions and serious

injuries
-> 2. Conduct inspections and audits
->
.

^ Perform annual employee performance appraisals

.» 4. Ensure compliance with safetyprocedures
».
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^ 149. ^Tiich ofthe following statements about committees is not correct?
d Tru^ Safety& health committees must be careful not to assume the employer's
ultimate responsibility for providing a safe andhealthful workplace.
'?rae 2. In some union workplaces, it may bebetter to form two safety & health
committees - onejoint committee for coordinating with management andone
^ limited to union members.
d
KL»^
3. When a joint safety & health committee is formed, the union and
.» management should have an equal number of members.
.* 4) In a joint committee, the role ofchairperson should only be rotated among
-> labor members. --, -(dWoa- aa^'4(X AADf^/lOLbcc- Gvv&>c- 'i-o'e-
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II
.
e

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. Sample Questions 125 Langlois, Weigand & Associates, Inc.
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150. Which statement about safety incentive contests is least correct? <
1. They are designed to generate involvement among participants and are <
especially effective when targeted to a special temporary issue.
2. They are limited to providing motivation and addressing attitude &
behavior.
^ They eliminate the need for planning, design/engineering considerations,
hazardrecognition and other management SHE controls.
4. They can encourage employees to not report incidents and injuries.
L? OSHIV a^in IO'T-

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151. Responsibility is defined as: ^SA
'^"^
&cct-
f^-pw^W
(rl) thedutytoundertakea task.
0:cou/'>tato^ 2. the obligation to accept the duties and consequences of a task.
Q^-vsftU.^ 3. the formal right to act.
4. those that do not contribute directly to production, but have a strong
At°-^)
influence on organizational effectiveness.

'
'. fufc'i" ccns^nx-l^
152. What is the major ofon-the-job fatalities? StOGd
cause

V-% (]J> transportation incidents -7 O-luXu^ -S-1

/((><?" 2. contact w/objects, equipment
i5% 3. falls ' - - ^ ^^^W^
n 4. assault/violence

153. The Texas City disaster involved fire on a ship in the harbor bearing a cargo of
ammonium nitrate (fertilizer) which ultimately lead to the death of over 500
)eople. This disaster occurred in:
$)
-2.
1947
1970 - o^Hfto^-
7
3. 1979 - Tvir&em.. lets^- 5o lOvsl
4. 1984- .BHOpflL- mo^ c. d
oryn T^^^°^
J hlTp cc&te^ cwm^k^
C6K1 (tem s;K-d nao-tod&.l
^
Epet^ i. i'i8fe~)

Sample Questions 126 Langlois, Weigand & Associates, Inc.

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p 154. A mutual aidplanbringsneighboringcompaniesandcommunityagenciestogether

to respondto emergencies/disasters. Thisplantypically includes: anorganizational
structure and communication system; standardizing an identification system,
procedures, and equipment; formulating a list ofavailable equipment; stockpiling
^-einergency supplies; sharing facilities and equipment in an emergency; and:
1^ cooperating in test exercises and training
2. agreeingto cost sharebasedon employees/hazards
3. obtaining worker compensation policies for affectedemployees
4. medical and psychological evaluations for municipal firefighters
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., ^£ufS^^
ICSI'^^u-^w
155, NFPA is an organization:
*'"
(y5<Tn ' u

1. whichhasdeveloped PPEstandards for eye, head, andfoot protection.

Ut-
2. which tests and evaluates (referred to as Listed) portable fire
extinguishers/sprinkler heads andrates them according to their effectiveness.
j) whichdeveloped andpublished standards suchastheLife SafetyCode.
ftSOlfc
4. which developed codes related to boilers andpressure vessels.

156. Aneffectivewrittenergonomicsprogramshouldincludethefollowingfour
components: work-site analysis, control measures to prevent hazards, medical
management, and:
management support
2^ training/education
cost-benefit analysis
4. lifting exercise program

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.s Sample Questions 127 Langlois, Weigand & Associates, Inc.
is
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 axrte^ Qysde^QO?cPrtK^ :b^no^'^
r', <v^~ 'LTCraa^Kl ^A'cn ic.c9y<°> %a^,
<"i^['%^<4J ]^^^^-?y3 '^Trc ^l(-s^-% s'
iSa^'^T^^bu. i'^A i?c-bpE 5ee. '^4(^^uyk_(a. ^l^3-s^( M
157. The studies conducted during the 1920's at the Hawthorne plant ofWestern
Electric showed a consistent increase in productivity in spite of changes in the
working conditions intended both to increase anddecrease efficiency. Explanations
for this effect point to all of the following factors except:
1. awareness that one is participating in an experiment
2. knowledge of results in the form of daily productivity figures and other
feedback, ordinarily not systematically available
'changes in the work culture toward manual labor due to the upcoming
depression
4. novelty

Light levels

Note: The Hawthorne experiments brought to light ideas concerning motivational

influences, job satisfaction, resistance to change, group norms, worker
participation, and effective leadership.

158. Behavioral-based approaches to safety focus on systematically studying the effects

ofvarious interventions on target behaviors, first by defining the target behavior in
a directly observable andrecordable way, and secondly by observing and recording
it in its natural setting. Interventions typically involve modifying or changing the
antecedents and/or consequences of specific (key) target behavior(s). To
determine intervention effectiveness, the frequency, duration, or rate ofthe target
^behavior is recorded during and/or after the intervention and compared to:
baseline measures of behavior
2. OSHA regulations
3. JSAs that relate to the task
4. standard performance measures

fi

Sample Questions 128 Langlois, Weigand & Associates, Inc.

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ft 159. Evaluating critical behaviors in the workplace can assist in changing safety-
related behaviors. The basic steps ofthis process are: identify critical
behaviors, conduct measurement through observation, and:
1. communicate to management
2. provide a positive reward
3^ give performance feedback
analyze data trends

160. The behavioral aspect ofsafety is a significant focus within our profession. When
the term "ABC" is used in this area, it refers to:
1. the first three letters ofthe alphabet
2. apathy, belligerence, condemnation
|l. antecedent, behavior, consequence
4. antisocial, bizarre, confrontational
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N» 161 . A famous psychologist discussed a motivation theory based on positive and

'^ negative reinforcement. The author believed: people experience needs that drive
ft them to a behavior that has consequences, a behavior will increase if it results in
j9 positive consequences or doesn't experience negative consequences, and a
behavior will decrease if it results in negative consequences or it doesn't result in
ft ^p^sitive consequences. This psychologist was:
Q^> Skinner - (&te>in o^mijS^
to 2. Maslow
3. Pavlov - StT^c<u5^<$&03E
.^ 4. Wooden
^
-I -.fO.dw^ofcV^e>
1
^
K,rOC Lli.^e-^'
,

I el C.ltdK\S^£-
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^ Sample Questions 129 Langlois, Weigand & Associates, Inc.
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 ^
^
162. Which of the following is incorrect?
The more your organization's dynamics (values, norms, jargon,
rituals, stories, symbols) emphasizes safety andhealth, the less likely
that safety and health will be part ofthe organization culture.
As an internal consultant, the safety and health professional needs to
I
^
f"
help managers identify situations in which their behavior contradicts
their stated wishes.
The safety and health professional wants to ensure that new cultural
dynamics are safety and health focused.
The key to integrating change in an organization is to start replacing the n"
old cultural dynamics with new ones. ft
n
^

163. H. W. Heinrich published the text, Industrial Accident Prevention, in 1931 which
°.fc<^
ey*^o!-'
concluded that accidents are causedby people, not things. Which ofthe following
is not attributed to Heinrich?
1(5^'
1. 88% of accidents are caused by unsafe acts, 10% unsafe conditions, and 2%
acts of God; the person who suffers 1 major injury caused by an unsafe act has
(on average) had 300 narrow escapes (no injury/near misses) and 29 minor
injuries from serious injury as a result of committing the same unsafe act (1- 0»'
29-300); there is a 4 to 1 relationship ofhidden to direct costs p.^^ip^-'S
2. TheDomino Theory (social, fault,^nsafe actorcondltiog^accident, injury)
with the most critical domino being in the middle; theE's ofsafety -
engineering, education, enforcement
3. The supervisor or foreman is the central individual to accident prevention;
supervisors should use a four step formula - identify the problem, identify the
reason for the problem, select the appropriate remedy, apply the remedy
4^ Management is responsible for organizing the elements ofproductive
enterprise - money, materials, people, equipment; the top management official
on-site is totally responsible for safety

Sample Questions 130 Langlois, Weigand & Associates, Inc. I

^
 164. ^n implied warranty is:
One which, not being expressly made, the law implies by the fact ofthe sale;
for example, the seller is, understood to warrant the title ofgoods he sells,
when they are in his possession at the time ofthe sale; but if they are not then
in hispossession, themle ofcaveat emptor applies, andthebuyerpurchases at
his risk.
Whenthewarrantor covenants orundertakes to insurethatthething whichis
^Kpfefiaj the subject ofthe contract, is or is not as there mentioned; as, that a horse is
Co-rcaA
-ei
.

cpku/ijzd. sound; that he is not five-years old.

When knowledge ofa technical subject matter might be helpful to a trier of
}Ap°i4 iui-\'^iS^ fact, a person having special training orexperience inthattechnical field, is
(ad^S^<a»«i-"$ Permittedtostatehisorheropinionconcerningthosetechnicalmatterseven
(jtMft^(ccp""-y thgygh heor shewasnotpresent attheevent.
4. A phraseusedin contract lawto signifya commitment by oneparty to make
1-told HannlASS good or repay another party in the event ofa specified loss.
^ cufat-l
indemrKficaSCA is aneaei^StOfv . -? ou<^ insuret ncc- pou. &j^ q &Uc*Jt L<S^A<^S
\(\&0'&d- 'J

165. The four parts of a contract are:

1. money, power, greed, and lust
^ 2^. attorneys, plaintiffs, defendants, andjudges
^ Ql agreement, parties, purpose, andconsideration
ft 4. agreement, money, people, and objectives
!®
Note: Agreement is reached when there is an after and acceptance ofthe offer. Acceptance
is accomplished by demonstrating intent to enter the agreement e. g. you can accept a
written contract offer by responding by fax or email.
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^ Sample Questions 131 Langlois, Weigand & Associates, Inc.
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 166. Which of the following describes negligence?
1. Any legal responsibility, duty or obligation. The state of one who is bound in
IUJ .<1 law andjustice to do something whichmay be enforcedby action. May arise
from contracts either express or implied or in consequence of torts committed.
2. A negligent or intentional civil wrong not arising out of a contract or statute.
May be "intentional", such as battery or defamation, and negligence. An act
.

[o^\- that injures someone in some way, andfor whichthe injured person may sue
the wrongdoer for damages. Legally referred to as civil wrongs.
3. An event sufficiently related to a legally recognizable injury to be held the
cause of that injury. There are two elements needed: the activity must produce
^c. u-u^'a. foreseeable risk, andthe injury must be caused directly by the defendant's
negligence.
The doing of something or the failure to do something that an ordinary
r-AiCYcnC'S' person would do under similar circumstances. There must be a "duty. " The
law determines who owes a duty to another. Usually, the duty owed is a duty
of reasonable care or ordinary care (or not to be careless).

p&ff'o^&ccAk'uJ'
167. Privity of contract (a contract cannot confer rights or impose obligations arising
under it on any person or agent except the parties to it) because of a court mling a
century ago does not prevent:
^ Qt aninjuredpartyfromdirectlysuingthemanufacturer
j 2. an injured party from directly suing the retailer
j3^. theproliferation oflawyers
.
4. judgments unless a written contract was in existence

Sample Questions 132 Langlois, Weigand & Associates, Inc.

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m
s» 168. Which ofthe following legal concepts has replaced the doctrine of contributory
jiegligence? ^arecO ^i-l
Ill QSt nurt-
Comparative negligence RSOs -/ podocl ^n&i- ^iu- w^ y-
-» 2. Privity ccur'i Lcmca i-<-p -? manj%uA-ft'r W 7£'
- 3. Disclaimer L^bte * ^ l^ e(p1 M:rtt^
-^ -(f1-7
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4. Hold harmless . "PL^ t-(5U. ct T-i ~^
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ft
ft 169. The type of insurance which protects the manufacturer, wholesaler, retailer, service
representative against claims for bodily injury or property damage which might
^aiise from the use of the product is called:
^L^product liability
2. negligence
3. tort
.»
4. performance bond
..
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170. Which of the following describes stnfit liability?
.4
^
p. Concept whereby one need not prove a breach of an express warranty or prove
.9 negligence on the part of the manufacturer but only that an injury was
.a attributed to a defect or unreasonably dangerous condition.
1. All persons who are not parties to the contract, agreement or instrument of
^ 3rd fct t-i-\
writing, by which their interest in the thing conveyed is sought to be affected.
»
3. The concept ofgetting something of value in return for giving something of
» value.
^ 4. To abandon, to renounce; also the act by which the renunciation is made. For
0 ~OlSClCu(W^ example, a disclaimer is the actbywhicha patentee renounces a partofhis
-» title of invention.

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Sample Questions 133 Langlois, Weigand & Associates, Inc.
171. Waste reduction (solid & hazardous) is achievedby implementing a plan. The
steps ofa wastereduction are: (a) first, to reducetheamount ofsolidwaste
generated; (b) second, to reusematerial forthepurpose forwhichit wasoriginally
intended or to recycle material that cannotbe reused; (c) third, to recover, in an
environmentally acceptable manner, energy from solid waste that cannot be
economically andtechnically reused or recycled; and (d) fourth, to:
1. transport to Mississippi in unlabeled containers. ^
2. store on-site until a beneficial application is identified.
^
3. hire a research laboratory to create a use for the waste.
«
;'4). dispose of solid waste that is not being reused, recycled or from which energy
is not beingrecovered, by landburial or other methods. <?
^
w
WasteManagement Hierarchy ft
w
w

ftecydmg s Composting
fl
c
Srreegy Recwery
^
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e
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e
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Sample Questions 134 Langlois, Weigand & Associates, Inc.

 172. The budgeting cycle involves many sequential steps. The first is creating an
operating plan followed by: determine resources, determine cost of
resources, determine where costs will be allocated, conduct approval
yrocess, and implement the budget. The final step is to:
l) generatemonthlyvariancereports - t-o^we/d&u^QcoorAu^t. ous~ buA:^.^ -
t. obtain management approval
3. generate economic analysis reports
4. initiate the next year's operating plan

173. ^ fixed budget item is:

J^ the same amount regardless ofhowmuch business an organizationdoes
\j&n&joi£- 2. an item that changes as the amount of work changes
Go^toA 3. one in which organizations plan their large expenses
4. describes all the expenses required to operate the organization during the
budgeting period

^
.^ 174. A confidence value of 95% means the researcher:

ft 1. is willing to accept a 95% chance thatthefindings are erroneous

.8 Q) iswillingtoaccepta 5%chancethatthefindingsareerroneousCra"don s. '^&^°^
'3.
3. is 95% confident that the project will be completed on time
? 4. has a representative sample where every item in the population has an equal
i®
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and independent chance of selection

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Sample Questions 135 Langlois, Weigand & Associates, Inc.

 175. A Chi Square test:
1. studies the relationship between two variables (independent and dependent)
and is used to determine the strength and the direction between the two
variables.
is a goodness-of-fit testwhichcompares observednumbers withexpected
numbers (typically a frequency table).
3. comparessamplemeandatawithpopulationmeandatafora significant
difference (when the sample size is 3.0 or less).
4. provides a goodapproximation ofthebinomialprobability distribution
where the probability ofan event is small andthe number oftrials is large.

STATISTICS/PROBABILITYEQUATIONSfrom BCSP
^^^ ^(o. -e. Y- I-Z.quc^ons co; f^o^
^^ r=t(OL^- Ot^ejp^ Qooc&pt^
J=l ej csP
CHISQUARE WCnt <3° ,

X-//
-^3-^r {
"t"TEST

N£(XY) - (SX)(SY)
r =
^1 -^ i- ^[NS(X2)-(SX)2][NS(Y 2)- (XY)2]
<^
^ Sta^ (Ate. ^)
COEFFICIENTOF CORRELATION avar --/'a^y
T)0dr^ . i-\ ^, ')
civ . ±t~
r ^-/.t cWxv^ (:^'s)
P(r)= we eiJe^aX v/^u^
^^ -JR? r!
POISSON PROBABILITY StoA^ G^^tc^e?
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Sample Questions 136 Langlois, Weigand & Associates, Inc.
176. The coefficient ofcorrelation from the following table would be classified
as:

x Y

1. low positive correlation

2. low negative correlation
3^ high negative correlation
^ highpositive correlation -7 Qs/qoes
II
ap/4^P& u^>

HIGH = ±. 9 to 1.0
1.0
c^- 0
CCi^-T.
|^e 6ute>d-e-
LOW= ± .4 to .9 -1.0 c^/

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NO = between ± .4

AGE

yv-^y
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+1.0
0 y-T-tccjcu^
2;) <.
2.

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Sample Questions 137 Langlois, Weigand & Associates, Inc.

 177. System safety is defined as:
1 the analysis technique where individuals are interviewed about accidents
CiT-Cnhc&\ ln[>d<A.+ and near misses involving fellow workers and about hazardous conditions
Te(3nni<?A?£-' that could result in accidents. t''>F<°fc>aUa.1ftYxd,'t)a-sco towvvj^ -fp<
SfrucK. 'fe^ itAiy ^ -^ ^^. ^ ^
optimum degree ofsafetywithintheapplication ofsystem safety ^^
management andengineeringprinciples through all phases(concept -^
design, definition, development, production, deployment) ofa system's
life cycle.
JSfl /JHCc a form oftask analysis which breaks an operation down into activities and
identifiesthehazardsassociatedwitheachactivity(howto dothe job
safely/correctly and canbeusedto identify required PPE).
a failureofa componentwhichresultsinthefailureoftheentiresystem
Sny-'tfci <^y
LV (e. g. battery in a car).
^jSiiXC^

178. The inductive (specific to general) system analysis technique which identifies
themannerin whichfailures occurandinvestigates theirimpact (catastrophic,
critical, marginal, negligible) upon one anotheraswell asotherparts ofthe
system is known as:
.
1. Fault Hazard Analysis (FHA)
Q FailureModeandEffectAnalysis(FMEA)
,, -3. Fault Tree Analysis (FTA)
4. Preliminary Hazard Analysis (PHA)

Note: FMEAis an excellent technique for evaluating reliabilityrequirements^

Cv&mple CaC VTi£> 3iOCopc..rtS c^ (JT
<y>9a.rt 0<j p&.(-+
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Sample Questions 138 Langlois, Weigand & Associates, Inc.

II
ft
ft -el. 4+i^do lo^on-
ft 179.
fjuTy+tiThc^ 00 p0lp<
Which ofthe following describes a Preliminary HazardAnalysis (PHA)? '(pr oe2»-4i
tt 1. A procedure for identifying potential failure modes in a system and cb 3"ntSii^
N» classifying them according
* classifying accordingto their severity values. This method isis usually
1» mato, £^c+sd in two parts. The first part identifies failure
1» Cf-haLit^nm^ The secondpart ranks failure modes accordingto
m the combination of severity andthe probability ofthat failure mode
II occurring. ^ ^ rtmft cpu c-io G.cislLGXT&JL^S ,ctoin^ rmecr^ ; (-^Act- f'Qnft
II Kc^oP- A procedure involving taking a full description ofa process and
t-tot S^
systematically questioning every part of it to establish how deviations from
M
the design intent can arise. Once identified, an assessment is made as to
'3h^ whether such deviations and their consequences can have a negative effect
upon the safe and efficient operation ofthe plant. If considered necessary,
a action is then taken to remedy the situation.
» The initial effort in hazardanalysis during the designphase with the
» purpose-ofrecognizing the state ofsafetywith all ofthe accompanying
r
system implications.
4. A broadly based hazard assessment technique that combines the creative
1»
(s^V^- (1 / CS^rf-USt' thinking of a selected team of specialists with the methodical focus of a
0
prepared checklist. The result is a comprehensive hazardanalysis that is
r extremely useful in training operation personnel on the hazards of the
» particular operation.
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I Sample Questions 139 Langlois, Weigand & Associates, Inc.

I
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180. The deductive (general to specific) system safetytechnique that starts with an
undesired event andanalyzes the waythe undesired event can occur is known
IS:
\) fault tree analysis (FTA)
2. preliminary hazard analysis (PHA)
3. fault hazard analysis (FHA)
4. failure mode and effect analysis (FMEA)
fniniTaJi £u-l--'xt'-
anortey pd*n -toap+_w
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181. Which ofthe below fault tree symbols is an undeveloped event?

1. 1 - ^{-W^~ (-top)
2. 2 -
fco-siL cvje. u- <-Pctrt bctu c<-*^-s&:->
soinc+hni^-lo 'nct^P3v
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Sample Questions 140 Langlois, Weigand & Associates, Inc.
"»
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182. What is the probability of "Y" in the diagram?
K> (7) AxB
.I 2. A+B
^ 3. A/B
"» 4. A-B
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.
.
'And. '^mol

P. aAL
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183. When considering fault tree, what type ofthe logic gate would lead to a single-
t
^goint of failure?
.
^'. C^OAC 1) An "or" gate where a basic failure leads to a top event.
2. An "and" gate where two or more events (basic and/or secondary)
"Giui cy*-l£ must take place for a top event to occur.
3. The smallest list of events that is necessary to causethe top
(Yvn>mai C<A-'*'SCV-
event to happen.
1 . 4. AA phrase where only one event has to occur for the top event to take
Sino^c-poi^^4- lace.
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 ~3
u^d to^S^ ^ ^ e ^ ^ ^
BOOLEAN POSTULATESfrom BCSP
(\££^cc, ^ ^6 mninn&itGuW ^
A+B=B+A A+0=A 9^
A- B=B -A A- 1 =A
A(B . C)= (A . B)C A + A' = 1
A . A'= 0
'' =. ' (^ '^^'-Aip"
A + (B + C) = (A + B) + C
A(B + C) = (A . B) + (A . C) A-A=A ..
A + (B . C)= (A + B) (A + C) A+A=A f
^

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184. lich ofthe following does not represent a Booleanpostulate? *.
-
!-AA=A
2. A+A=A c
3. A(A+B)=A f
^) A(A+B)= C tl
sTt, A + A; ^
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Sample Questions 142 Langlois, Weigand & Associates, Inc.

^
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m

E 185. Given the equation P = X3(Xi+X2) for a valve failure, and the following Xi,
X;, & Xs values, whatis the probability ofthe valve working? Xi=.0025
X2=.0015 X3=.0050
-» 1. 2. 5 X10-3
2. 4. 0 X 10-3 PF'YSC^^)
1/2. 0X10-5 7f = . GC>5(. C025't. CC)lS.)
R) 0. 99998
Pp.. 00002-
Ps+Pf=1
Ps = probability of success Ps. Pf'l
Pr = probability of failure
p . I - . C)GOO'Z-
?s -~ o. cnm

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 TA
186. A computer system has four fully parallel redundant power supply
es
sources. What must happen for the computer system to lose power? w
w
Cp allofthepowersourcesmustfail
2. one or more ofthe power sources must fail w
3. three or more ofthe power sources must fail
4. any of the power sources must fail a
1st power supply

2nd

3rd

4th

^
187. Whichone ofthe following will not allow equipment to continue to operate? ^
©fail safe passive (IK C^ Wc^r /bu-^ , ^^s w, /^ OTef^^^
-
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w

2. fail safe active-

on|o^ , efncTiync^U^-. snctLc-dete'c-tcC ^(eucE ^'g)

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operational - .
>>ncir|" --i htuiophure (i»-^ opco f e-tafd to&Md or>
imoutor sqste.-1
acmpt '^" e;
4. fail safe - redundant --/ ^ rcc^ e;
e.
e

c
188. Which ofthe following approaches to hazard avoidance is in the preferred
c
sequence?
cuf Cfcy'yw i. design (eUminate, reduce), incorporate safety devices, develop procedures
& training^rovide warning devices & signals
d 2. engineer, apply, clean-up, re-engineer, clean-up, hire consultant
<,ypi
3eWei£e'3- administrative, PPE, engineering
.

0'*
f^) engineering, administrative, PPE

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Sample Questions 144 Langlois, Weigand & Associates, Inc.

189. The common types ofredundant systems are:
1. series redundant, single/double parallel, and standby
2. timed replacement, standby, derating
3. derating, standby, parallel
4. timed replacement, derating, single/double parallel

SINGLE PARALLEL REDUNDANCY

A^)" Pr'rnortj

B
ecyjal o&^up
DOUBLE PARALLEL REDUNDANCY

a e<jjjcJi- o&£l<_LLp5>

STANDBY SYSTEM

B ^_ ^, ^dax£^
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SERIES REDUNDANCY Cpoue-cuA,^e..\-erofcT ^

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Sample Questions 145 Langlois, Weigand & Associates, Inc.

 1
Cf
9
190. JTie bathtub curve explains:
<(l) typicalfailureratesforproductsplotted overtime ®"
2. why refrigerators only last 10 years ff
3. how safety factors are plotted ff
4. why standby systems are required ^
w
w

,^ ^
Ill p

s ^ yc^
^
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u.
UJ
Q
ft
^ AVERAGE
WEAROUT e
e
BURN-IN USEFUL LIFE WEAROUT
es
AGE/TIME
c
^ ^ eiL^ended.uy^TuJTu^ ;.) noi uyr*-i t° ^ fl
t4i'^"V\ ySCLfrCAA f\
ffi
-<

^
191. \im diagrams depict relationships that exist among: -<1

^
sets of events andprobabilities of events
2. MORTandFMEA ^
3. simulated timed events c
4. a cumulative group of events (sequence of events from the bottom of a <.
branch to a top event) leading to an undesired event c
^LL+UG-LU-\ COWC»&- .

n&l mcxuallt-'i c^cs>v!('^

<"
c
(no cve<-l&p-> fcl lCS'lijtp )
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toss Ck-&c>dc<' , ^
pUUTCL .. ^ e(^te '*'n5u^.
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Sample Questions 146 Langlois, Weigand & Associates, Inc.

.^ (W-lpli-S vXOQabill-ie^ ujj UGJ"^
" ' J ()Ac.l\50 tt')^tl£l^tDlte%
-» UOT'^ Of[lytn^l^ (j'mut^Ui-^ '
N» 192. An airplane hastwo engines, eachwitha Pfof0. 1 perflight. Ifthe .. ^.. " ,, ^.)-<f^
?» airplanecanoperatesafelywithonlyoneengine,whatisthePsona ^^t^^cl^Le-
!ivy ^^^ ^'^^
1. 0-90 p^/_0^ _ oO^ e<
f9
x» ®?:^ '^t P. -M^^O
aisuw iu2c<feto o^ ICtrtyr^T^ ^ ? __
0, q bu-t LtA&'+hoj ^ 1. ° ^91

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