The chemicals which are used to reduce the body temperature are called : ?->(Show Answer!)

1. The chemicals which are used to reduce the body temperature are called :

Write Comment

Comments

Tags

Show Similar Question And Answers

QA->_______ are the chemicals used to bring down body temperature....

QA->_______ are the chemicals used to bring down body temperature.....

QA->Which are the most commonly used chemicals in the artificial rain making or cloud seeding?....

QA->_______ are chemicals used as medicine for mental disorderness....

QA->Chemicals used for fumigation of eggs:....

MCQ->Choose the best way of writing the sentence.A. Any action of government to reduce the systemic risk inherent in financial markets will also reduce the risks that private operators perceive and thereby encourage excessive hedging.B. Any action by government to reduce the systemic risk inherent in financial markets will also reduce the risks that private operators perceive and thereby encourage excessive gambling.C. Any action by government to reduce the systemic risk inherent in financial markets will also reduce the risks that private operators perceive and thereby encourages excessive gambling.D. Any action of government to reduce the systemic risk inherent in financial markets will also reduce the risks that private operators perceive and thereby encourages excessive gambling.....

MCQ-> In the following questions, you have a brief passage with 5 questions. Read the passage carefully and choose the best answer to each question out of the four alternatives.The problem of water pollution by pesticides can be understood only in context, as part of the whole to which it belongs – the pollution of the total environment of mankind. The pollution entering our waterways comes from many sources, radioactive wastes from reactors, laboratories, and hospitals; fallout from nuclear explosions; doemstic wastes from cities and towns; chemical wastes from factories. To these is added a new kid of fallout – the chemcial sprays applied to crop lands and gardens, forests and fields. Many of the chemical agents in this alarming melange initiate and augment the harmful effects of radiation, and within the groups of chemicals themselves there are sinister and little – understood interactions, transformations, and summations of effect. Ever since the chemists began to manufacture substances that nature never invented, the problem of water purification have become complex and the danger to users of water has increased. As we have seen, the production of these synthetic chemicals in large volume began in the 1940’s. It has now reached such proportion that an appalling deluge of chemical pollution is daily poured into the nation’s waterways. When inextricably mixed with domestic and other wastes discharged into the same water, these chemicals sometiems defy detection by the methods in ordinary use by purification plants. Most of them are so complex that they cannot be identified. In rivers, a really incredible variety of pollutants combine to produce deposits that sanitary engineers can only despairingly refer to as “gunk”.All the following words mean ‘chemicals’ except
....

MCQ->A Pharmaceutical company produces two chemicals X and Y, such that X consists of 5% salt A and 10% salt B and Y consists of 10% salt A and 6% salt b: For producing the chemicals X and Y, the company requires at least 7 gm of Salt A and at least 7 gm of Salt b:If chemical X costs Rs. 10.50 per gm and chemical Y costs Rs. 7.80 per gm, what is the minimum cost at which the company can meet the requirement by using a combination of both types of chemicals?....

MCQ->The chemicals which are used to reduce the body temperature are called :....

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:
....