The nuclear power plant of 220 MWe which was recommissioned on December 2, 2007 after ‘en-ass coolant channel replacement (emccr) is ?->(Show Answer!)

1. The nuclear power plant of 220 MWe which was recommissioned on December 2, 2007 after ‘en-ass coolant channel replacement (emccr) is

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MCQ->The nuclear power plant of 220 MWe which was recommissioned on December 2, 2007 after ‘en-ass coolant channel replacement (emccr) is....

MCQ-> The membrane-bound nucleus is the most prominent feature of the eukaryotic cell. Schleiden and Schwann, when setting forth the cell doctrine in the 1830s, considered that it had a central role in growth and development. Their belief has been fully supported even though they had only vague notions as to what that role might be, and how the role was to be expressed in some cellular action. The membraneless nuclear area of the prokaryotic cell, with its tangle of fine threads, is now known to play a similar role.Some cells, like the sieve tubes of vascular plants and the red blood cells of mammals, do not possess nuclei during the greater part of their existence, although they had nuclei when in a less differentiated state. Such cells can no longer divide and their life span is limited Other cells are regularly multinucleate. Some, like the cells of striated muscles or the latex vessels of higher plants, become so through cell fusion. Some, like the unicellular protozoan paramecium, are normally binucleate, one of the nuclei serving as a source of hereditary information for the next generation, the other governing the day-to-day metabolic activities of the cell. Still other organisms, such as some fungi, are multinucleate because cross walls, dividing the mycelium into specific cells, are absent or irregularly present. The uninucleate situation, however, is typical for the vast majority of cells, and it would appear that this is the most efficient and most economical manner of partitioning living substance into manageable units. This point of view is given credence not only by the prevalence of uninucleate cells, but because for each kind of cell there is a ratio maintained between the volume of the nucleus and that of the cytoplasm. If we think of the nucleus as the control centre of the cell, this would suggest that for a given kind of cell performing a given kind of work, one nucleus can ‘take care of’ a specific volume of cytoplasm and keep it in functioning order. In terms of material and energy, this must mean providing the kind of information needed to keep flow of materials and energy moving at the correct rate and in the proper channels. With the multitude of enzymes in the cell, materials and energy can of course be channelled in a multitude of ways; it is the function of some information molecules to make channels of use more preferred than others at any given time. How this regulatory control is exercised is not entirely clear.The nucleus is generally a rounded body. In plant cells, however, where the centre of the cell is often occupied by a large vacuole, the nucleus may be pushed against the cell wall, causing it to assume a lens shape. In some white blood cells, such as polymorphonucleated leukocytes, and in cells of the spinning gland of some insects and spiders, the nucleus is very much lobed The reason for this is not clear, but it may relate to the fact that for a given volume of nucleus, a lobate form provides a much greater surface area for nuclear-cytoplasmic exchanges, possibly affecting both the rate and the amount of metabolic reactions. The nucleus, whatever its shape, is segregated from the cytoplasm by a double membrane, the nuclear envelope, with the two membranes separated from each other by a perinuclear space of varying width. The envelope is absent only during the time of cell division, and then just for a brief period The outer membrane is often continuous with the membranes of the endoplasmic reticulum, a possible retention of an earlier relationship, since the envelope, at least in part, is formed at the end cell division by coalescing fragments of the endoplasmic reticulum. The cytoplasmic side of the nucleus is frequently coated with ribosomes, another fact that stresses the similarity and relation of the nuclear envelope to the endoplasmic reticulum. The inner membrane seems to posses a crystalline layer where it abuts the nucleoplasm, but its function remains to be determined.Everything that passes between the cytoplasm and the nucleus in the eukaryotic cell must transverse the nuclear envelope. This includes some fairly large molecules as well as bodies such as ribosomes, which measure about 25 mm in diameter. Some passageway is, therefore, obviously necessary since there is no indication of dissolution of the nuclear envelope in order to make such movement possible. The nuclear pores appear to be reasonable candidates for such passageways. In plant cells these are irregularly, rather sparsely distributed over the surface of the nucleus, but in the amphibian oocyte, for example, the pores are numerous, regularly arranged, and octagonal and are formed by the fusion of the outer and inner membrane.Which of the following kinds of cells never have a nuclei?
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MCQ-> Study the following information and answer the questions. Seven people, namely J, K, L, M, N, O and P watch seven different channels.on seven different days of the same week starting from Monday and ending on Sunday, not necessarily in the same order. K watches a channel on Saturday. More than two people watch a channel between K and N. Only one person watches a channel between N and L. J watches a channel on one of the days before L but not on Wednesday. As many people watch a channel between L and P as between J and L. 0 watches a channel immediately after P.On which of the following days does M watch a channel?
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MCQ-> Rearrange the following six sentence (1), (2), (3), (4), (5) and (6) in the proper sequence to form a meaningful paragraph ; then answer the questions given below them. A. There are a number of items in the atomic energy programme which are being made indigenously. B. Given the overall energy situation in India, the use of nuclear power in some measure is inescapable even while thermal and hydrogen power continue to be the dominant elements. C. However. commercial aspects of exploiting nuclear capabilities, especially for power-generation programmes, have been recently given high priority. D. Atomic energy programmes have been subject to serve restrictions for very obvious reasons as the Department of Atomic Energy is becoming self-reliant in areas in which only a few countries have such capability. E. Even to meet these nuclear power requirements, India critically requires a commercial level power-generation capability with its commensurate safety and nuclear waste management arrangements F. Thus, in the Indian context energy security is also crucial, perhaps much more than it is for the U.S.A. because India imports a good part of its crude oil requirements, paying for it with precious foreign exchange.Which of the following will be the FIFTH sentence after rearrangement ?
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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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