A distribution transformer usually is ?->(Show Answer!)

1. A distribution transformer usually is

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MCQ-> In making decisions about important questions, it is desirable to be able to distinguish between 'strong' arguments and 'weak' arguments so far as they relate to the question. 'Strong' arguments are those which are both important and directly related to the questions. 'Weak' arguments are those which are of minor importance and also may not be directly related to the questions or may be related to a trivial aspect of the question. The question below is followed by two arguments numbered I and II. You have to decide which of the arguments is a 'strong' argument and which is a 'weak' argument.Give answer a: if only argument I is strong Give answer b: if only argument II is strong Give answer c: if either I or II is strong. Give answer d: if neither I nor II strong. Give answer e: if both I and II are strong.Should all the power generation and distribution units in the State Y be handed over to the private sector ? Arguments : I. Yes, the State Government are not equipped to handle generation and distribution of electricity efficiently and it is not bene cial too. II. Yes, The private companies handle generation and distribution of electricity efficiently.....

MCQ-> In the following questions, you have a brief passage with 5 questions following the passage. Read the passage carefully and choose the best answer to each question out of the four alternatives.The public distribution system, which provides food at low prices, is a subject of vital concern. There is a growing realization that though India has enough food to feed its masses two square meals a day, the monster of starvation and food insecurity continues to haunt the poor in our country. Increasing the purchasing power of the poor through providing productive employment leading to rising income, and thus good standard of living is the ultimate objective of public policy. However, till then, there is a need to provide assured supply of food through a restructured, more efficient and decentralized public distribution system (PDS). Although the PDS is extensive – it is one of the largest such systems in the world it hasn’t reached the rural poor and the remote places. It remains an urban phenomenon, with the majority of the rural poor still out of its reach due to lack of economic and physical access. The poorest in the cities and the migrants are left out, for they generally do not possess ration cards. The allocation of PDS supplies in big cities is larger than in rural areas. In view of such deficiencies in the system, the PDS urgently needs to be streamlined. Also, considering the large foodgrain production combined with food subsidy on one hand and the continuing slow starvation and dismal poverty of rural population on the other, there is a strong case for making PDS target-group oriented. By making PDS taiget-group oriented, not only the poorest and the neediest would be reached without additional cost but we can also reduce the overall costs incurred.Which of the following is true of public distribution system?
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MCQ->A Retail chain has seven branches in a city namely R1, R2, R3, R4, R5, R6, R7 and a central distribution center (DC). The nearest branch to the DC is R6 which is in the south of DC and is 9 Km away from DC. R2 is 17 Km away from DC in the west. The branch R1 is 11 Km away R2 further in the west. The branch R3 is 11 Km in the north east of R1. R4 is 13 Km from R3 in the east. R5 is 11 Km in the north east of the distribution center. In the north east of R6 is R7 and distance between them is 15 Km. The distance between R1 and R6, R2 and R6, R6 and R5 is 23 Km, 19 Km, 13 Km respectively. R3 is 14 Km away from the DC in the north west direction, while R2 is also 14 Km away from R4 in the north east direction of R2. A truck carrying some goods starts from the distribution center and has to cover at least four stores in a single trip. There is an essential good that has to be delivered in the store R7, but the delivery at R7 has to be done in the end, so what is the shortest distance the truck would travel?....

MCQ-> Read the passage carefully and answer the questions given at the end of each passage:Turning the business involved more than segmenting and pulling out of retail. It also meant maximizing every strength we had in order to boost our profit margins. In re-examining the direct model, we realized that inventory management was not just core strength; it could be an incredible opportunity for us, and one that had not yet been discovered by any of our competitors. In Version 1.0 the direct model, we eliminated the reseller, thereby eliminating the mark-up and the cost of maintaining a store. In Version 1.1, we went one step further to reduce inventory inefficiencies. Traditionally, a long chain of partners was involved in getting a product to the customer. Let’s say you have a factory building a PC we’ll call model #4000. The system is then sent to the distributor, which sends it to the warehouse, which sends it to the dealer, who eventually pushes it on to the consumer by advertising, “I’ve got model #4000. Come and buy it.” If the consumer says, “But I want model #8000,” the dealer replies, “Sorry, I only have model #4000.” Meanwhile, the factory keeps building model #4000s and pushing the inventory into the channel. The result is a glut of model #4000s that nobody wants. Inevitably, someone ends up with too much inventory, and you see big price corrections. The retailer can’t sell it at the suggested retail price, so the manufacturer loses money on price protection (a practice common in our industry of compensating dealers for reductions in suggested selling price). Companies with long, multi-step distribution systems will often fill their distribution channels with products in an attempt to clear out older targets. This dangerous and inefficient practice is called “channel stuffing”. Worst of all, the customer ends up paying for it by purchasing systems that are already out of date Because we were building directly to fill our customers’ orders, we didn’t have finished goods inventory devaluing on a daily basis. Because we aligned our suppliers to deliver components as we used them, we were able to minimize raw material inventory. Reductions in component costs could be passed on to our customers quickly, which made them happier and improved our competitive advantage. It also allowed us to deliver the latest technology to our customers faster than our competitors. The direct model turns conventional manufacturing inside out. Conventional manufacturing, because your plant can’t keep going. But if you don’t know what you need to build because of dramatic changes in demand, you run the risk of ending up with terrific amounts of excess and obsolete inventory. That is not the goal. The concept behind the direct model has nothing to do with stockpiling and everything to do with information. The quality of your information is inversely proportional to the amount of assets required, in this case excess inventory. With less information about customer needs, you need massive amounts of inventory. So, if you have great information – that is, you know exactly what people want and how much - you need that much less inventory. Less inventory, of course, corresponds to less inventory depreciation. In the computer industry, component prices are always falling as suppliers introduce faster chips, bigger disk drives and modems with ever-greater bandwidth. Let’s say that Dell has six days of inventory. Compare that to an indirect competitor who has twenty-five days of inventory with another thirty in their distribution channel. That’s a difference of forty-nine days, and in forty-nine days, the cost of materials will decline about 6 percent. Then there’s the threat of getting stuck with obsolete inventory if you’re caught in a transition to a next- generation product, as we were with those memory chip in 1989. As the product approaches the end of its life, the manufacturer has to worry about whether it has too much in the channel and whether a competitor will dump products, destroying profit margins for everyone. This is a perpetual problem in the computer industry, but with the direct model, we have virtually eliminated it. We know when our customers are ready to move on technologically, and we can get out of the market before its most precarious time. We don’t have to subsidize our losses by charging higher prices for other products. And ultimately, our customer wins. Optimal inventory management really starts with the design process. You want to design the product so that the entire product supply chain, as well as the manufacturing process, is oriented not just for speed but for what we call velocity. Speed means being fast in the first place. Velocity means squeezing time out of every step in the process. Inventory velocity has become a passion for us. To achieve maximum velocity, you have to design your products in a way that covers the largest part of the market with the fewest number of parts. For example, you don’t need nine different disk drives when you can serve 98 percent of the market with only four. We also learned to take into account the variability of the lost cost and high cost components. Systems were reconfigured to allow for a greater variety of low-cost parts and a limited variety of expensive parts. The goal was to decrease the number of components to manage, which increased the velocity, which decreased the risk of inventory depreciation, which increased the overall health of our business system. We were also able to reduce inventory well below the levels anyone thought possible by constantly challenging and surprising ourselves with the result. We had our internal skeptics when we first started pushing for ever-lower levels of inventory. I remember the head of our procurement group telling me that this was like “flying low to the ground 300 knots.” He was worried that we wouldn’t see the trees.In 1993, we had $2.9 billion in sales and $220 million in inventory. Four years later, we posted $12.3 billion in sales and had inventory of $33 million. We’re now down to six days of inventory and we’re starting to measure it in hours instead of days. Once you reduce your inventory while maintaining your growth rate, a significant amount of risk comes from the transition from one generation of product to the next. Without traditional stockpiles of inventory, it is critical to precisely time the discontinuance of the older product line with the ramp-up in customer demand for the newer one. Since we were introducing new products all the time, it became imperative to avoid the huge drag effect from mistakes made during transitions. E&O; – short for “excess and obsolete” - became taboo at Dell. We would debate about whether our E&O; was 30 or 50 cent per PC. Since anything less than $20 per PC is not bad, when you’re down in the cents range, you’re approaching stellar performance.Find out the TRUE statement:
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MCQ->Assertion (A): A synchro control transformer has nearly constant impedance across its rotor terminals.Reason (R): Rotor of a synchro control transformer is cylindrical so as to give uniform flux distribution.

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