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Q1787504 Inglês
(Title)

Production bottlenecks are generally considered to be temporary blockades to increased output; they can be thrown up anywhere along the course of a production process. Some are easy to identify and to remedy, while others are devilish.

The bottleneck that is easy to cope................................. is stationary. Work-in-process inventory piles..................... quickly behind it; clearly, little is getting through. Its cause is usually also clear – a machine has broken........................ or key workers are absent or demand has simply outstripped the clear, rated capacity of a machine – and the remedy follows easily. Such bottlenecks often occur........................ service operations, causing customer waits.

More subtle are bottlenecks that shift from one part of the process to another or that have no clear cause. Inventories build up in different places and at different times. Such bottlenecks creep up on management and demand more thorough investigation. Perhaps they were detected as flaws in a product’s quality caused inadvertently by one or more workers trying to keep pace with production demands that should not have been placed on them. Or, they may be caused by missing parts. They may be caused by new product startup or changes in the mix of products through the factory. In such cases the remedies are less clear-cut, and some analysis is called for.
Study the following sentence:
“… with production demands that should not have been placed on them.”
The underlined words are being used to express:
Alternativas
Q1787499 Inglês
(Title)

Production bottlenecks are generally considered to be temporary blockades to increased output; they can be thrown up anywhere along the course of a production process. Some are easy to identify and to remedy, while others are devilish.

The bottleneck that is easy to cope................................. is stationary. Work-in-process inventory piles..................... quickly behind it; clearly, little is getting through. Its cause is usually also clear – a machine has broken........................ or key workers are absent or demand has simply outstripped the clear, rated capacity of a machine – and the remedy follows easily. Such bottlenecks often occur........................ service operations, causing customer waits.

More subtle are bottlenecks that shift from one part of the process to another or that have no clear cause. Inventories build up in different places and at different times. Such bottlenecks creep up on management and demand more thorough investigation. Perhaps they were detected as flaws in a product’s quality caused inadvertently by one or more workers trying to keep pace with production demands that should not have been placed on them. Or, they may be caused by missing parts. They may be caused by new product startup or changes in the mix of products through the factory. In such cases the remedies are less clear-cut, and some analysis is called for.
The infinitive form for thrown, is:
Alternativas
Q1785439 Inglês
Read the text below and answer the question.

Employees on its Employee Experience

Big Blue is actively involving its employees in retooling its processes.

By: Andrew R. McIlvaine | March 1, 2018 • 4 min read

Topics: Uncategorized

Earlier this year I posted about how more employers are planning to use HR tech tools to boost their employee experience. Now, in the March/April issue of Harvard Business Review, IBM CHRO Diane Gherson explains in a Q&A how Big Blue is “co-creating the employee experience” with its employees, with the understanding that positive rates of employee engagement translate directly to the company’s bottom line.

“We’ve found that employee engagement explains two-thirds of our client experience scores,” she said. “And if we’re able to increase client satisfaction by five points on an account, we see an extra 20 percent in revenue, on average.”

Gherson and her team have done a lot of work in collaborating with employees to redesign and enhance HR processes, particularly learning and development and performance management. With the former, Gherson said IBM has taken a “Netflix” approach to learning and development, bringing in employees to help create an individually personalized learning platform with different channels, tailored by role, with “intelligent recommendations that are continually updated.” 

Employees are guided in their course selections by a live-chat advisor as well as ratings by coworkers who’ve taken the courses, said Gherson. HR also measures the offerings’ effectiveness via Net Promoter Scores, which she said are more accurate than a previously used five-point satisfaction scale.

As for improving the performance management process, Gherson said IBM disregarded what she said would be a typical approach – conduct some benchmarking, convene a group of experts, come up with a design and pilot it – in favor of working with employees “in a sort of extended hackathon.”

“We used design thinking and came up with something you might describe as a ‘concept car’— something for people to test drive and kick the tires on, instead of just dealing with concepts,” she said.

Gherson said she initially encountered some skepticism from employees after inviting them to participate in the process.

“Some people said ‘This is such a sham—you already know what you want to do,'” she said. “But then we explained that we really wanted to hear from them, and we got them into various discussion forums.”

Ultimately, about 100,000 IBMers participated in the redesign process, Gherson said. Employees even selected a name for the redesigned PM process: Checkpoint. Even now, the company continues to solicit input from employees on how the process can be improved, she said.

The employee response has been overwhelmingly positive, said Gherson. “Their overall message has been ‘This is what we wanted.’ It was cited as the top reason engagement improved.”

“People are getting much more feedback out of this system, in much richer ways,” she said. “And more important, they are not feeling like spectators in our transformation; they are active participants.”

Andrew R. McIlvaine is former senior editor with Human Resource Executive®.

https://hrexecutive.com/ibm-works-employees-employee-experience/ 
“We’ve found that employee engagement explains two-thirds of our client experience scores,” she said. “And if we’re able to increase client satisfaction by five points on an account, we see an extra 20 percent in revenue, on average.”
According to the sentence above is correct in relation to the verbs, EXCEPT:
Alternativas
Q1784416 Inglês

A Brief and Simplified Description of Papermaking


The paper we use today is created from individual wood fibers that are first suspended in water and then pressed and dried into sheets. The process of converting the wood to a suspension of wood fibers in water is known as pulp making, while the manufacture of the dried and pressed sheets of paper is formally termed papermaking. The process of making paper has undergone a steady evolution, and larger and more sophisticated equipment and better technology continue to improve it.


The Wood yard and Wood rooms


The process at Androscogging began with receiving wood in the form of chips or of logs 4 or 8 feet in length. From 6 AM to 10 PM a steady stream of trucks and railroad cars were weighted and unloaded. About 40 percent were suplied by independents who were paid by weight their logs. The mill also received wood chips from lumber mills in the area. The chips and logs were stored in mammoth piles with separate piles for wood of different species (such as pine, spruce, hemlock).


When needed, logs were floated in flumes......(1).....the wood yard.....(2).....one of the mill’s three wood rooms. There, bark was rubbed......(3)........in long, ribbed debarking drums by tumbling the logs against one another. The logs then fell into a chipper;......(4)......seconds a large log was reduced to a pile of chips approximately 1 inch by 1 inch by 1/4 inch.


The chips were stored in silos. There were separate silos for softwoods (spruce, fir, hemlock, and pine) and hardwoods (maple, oak, beech, and birch). This separate and temporary storage of chips permitted the controlled mixing of chips into the precise recipe for the grade of paper being produced.


The wood chips were then sorted through large, flat vibrating screens. Oversized chips were rechipped, and ones that were too small were collected for burning in the power house. (The mill provided approximately 20 percent of all its own steam and electricity needs from burning waste. An additional 50 percent of total electricity needs was produced by harnessing the river for hydroelectric power.)


Once drawn from the silo into the digesters, there was no stopping the flow of chips into paper. 


Pulpmaking


The pulp made at Androscoggin was of two types: Kraft pulp (produced chemically) and ground wood pulp (produced mechanically). Kraft pulp was far more important to the high quality white papers produced at Androscoggin, accounting for 80 percent of all the pulp used. Kraft pulp makes strong paper. (Kraft is German for strength. A German invented the Kraft pulp process in 1884.) A paper’s strength generally comes from the overlap and binding of long fibers of softwood; only chemically was it initially possible to separate long wood fibers for suspension in water. Hardwood fibers are generally smaller and thinner and help smooth the paper and make it less porous.


The ground wood pulping process was simpler and less expensive than the Kraft process. It took high quality spruce and fir logs and pressed them continuously against a revolving stone that broke apart the wood’s fibers. The fibers, however, were smaller than those produced by the Kraft process and, although used to make newsprint, were useful at Androscoggin in providing “fill” for the coated publication gloss papers of machines 2 and 3, as will be described later.


(A)The chemical Kraft process worked by dissolving the lignin that bonds wood fibers together. (B) It did this in a tall pressure cooker, called a digester, by “cooking” the chips in a solution of caustic soda (NaOH) and sodium sulfide (Na2S), which was termed the “white liquor.” (C)The two digesters at Androscoggin were continuous digesters; chips and liquor went into the top, were cooked together as they slowly settled down to the bottom, and were drawn off the bottom after about three hours. (D) By this time, the white liquor had changed chemically to “black liquor’’; the digested chips were then separated from this black liquor. (E)


In what was known as the “cold blow” process, the hot, pressurized chips were gradually cooled and depressurized. A “cold liquor’’ (170°F) was introduced to the bottom of the digester and served both to cool and to transport the digested chips to a diffusion washer that washed and depressurized the chips. Because so much of the lignin bonding the fibers together had been removed, the wood fiber in the chips literally fell apart at this stage.


The black liquor from the digester entered a separate four-step recovery process. Over 95 percent of the black liquor could be reconstituted as white liquor, thereby saving on chemical costs and significantly lowering pollution. The four-step process involved (1) washing the black liquor from the cooked fiber to produce weak black liquor, (2) evaporating the weak black liquor to a thicker consistency, (3) combustion of this heavy black liquor with sodium sulfate (Na2SO4 ), and redissolving the smelt, yielding a “green liquor” (sodium carbonate + sodium sulfide), and (4) adding lime, which reacted with the green liquor to produce white liquor. The last step was known as causticization.


Meanwhile, the wood-fiber pulp was purged of impurities like bark and dirt by mechanical screening and by spinning the mixture in centrifugal cleaners. The pulp was then concentrated by removing water from it so that it could be stored and bleached more economically.


By this time, depending on the type of pulp being made, it had been between 3 1/2 and 5 hours since the chips had entered the pulp mill. 


All the Kraft pulp was then bleached. Bleaching took between 5 and 6 hours. It consisted of a three-step process in which (1) a mix of chlorine (Cl2 ) and chlorine dioxide (CIO2 ) was introduced to the pulp and the pulp was washed; (2) a patented mix of sodium hydroxide (NaOH), liquid oxygen, and hydrogen peroxide (H2 O2 ) was then added to the pulp and the pulp was again washed; and (3) chlorine dioxide (ClO2 ) was introduced and the pulp washed a final time. The result was like fluffy cream of wheat. By this time the pulp was nearly ready to be made into paper.


From the bleachery, the stock of pulp was held for a short time in storage (a maximum of 16 hours) and then proceeded through a series of blending operations that permitted a string of additives (for example, filler clay, resins, brighteners, alum, dyes) to be mixed into the pulp according to the recipe for the paper grade being produced. Here, too, “broke” (paper wastes from the mill itself) was recycled into the pulp. The pulp was then once again cleaned and blended into an even consistency before moving to the papermaking machine itself.


It made a difference whether the broke was of coated or uncoated paper, and whether it was white or colored. White, uncoated paper could be recycled immediately. Colored, uncoated paper had to be rebleached. Coated papers, because of the clays in them, could not be reclaimed.



The infinitive form of the following underlined verb “The process of making paper has undergone a steady evolution….”, is:
Alternativas
Q1784414 Inglês

A Brief and Simplified Description of Papermaking


The paper we use today is created from individual wood fibers that are first suspended in water and then pressed and dried into sheets. The process of converting the wood to a suspension of wood fibers in water is known as pulp making, while the manufacture of the dried and pressed sheets of paper is formally termed papermaking. The process of making paper has undergone a steady evolution, and larger and more sophisticated equipment and better technology continue to improve it.


The Wood yard and Wood rooms


The process at Androscogging began with receiving wood in the form of chips or of logs 4 or 8 feet in length. From 6 AM to 10 PM a steady stream of trucks and railroad cars were weighted and unloaded. About 40 percent were suplied by independents who were paid by weight their logs. The mill also received wood chips from lumber mills in the area. The chips and logs were stored in mammoth piles with separate piles for wood of different species (such as pine, spruce, hemlock).


When needed, logs were floated in flumes......(1).....the wood yard.....(2).....one of the mill’s three wood rooms. There, bark was rubbed......(3)........in long, ribbed debarking drums by tumbling the logs against one another. The logs then fell into a chipper;......(4)......seconds a large log was reduced to a pile of chips approximately 1 inch by 1 inch by 1/4 inch.


The chips were stored in silos. There were separate silos for softwoods (spruce, fir, hemlock, and pine) and hardwoods (maple, oak, beech, and birch). This separate and temporary storage of chips permitted the controlled mixing of chips into the precise recipe for the grade of paper being produced.


The wood chips were then sorted through large, flat vibrating screens. Oversized chips were rechipped, and ones that were too small were collected for burning in the power house. (The mill provided approximately 20 percent of all its own steam and electricity needs from burning waste. An additional 50 percent of total electricity needs was produced by harnessing the river for hydroelectric power.)


Once drawn from the silo into the digesters, there was no stopping the flow of chips into paper. 


Pulpmaking


The pulp made at Androscoggin was of two types: Kraft pulp (produced chemically) and ground wood pulp (produced mechanically). Kraft pulp was far more important to the high quality white papers produced at Androscoggin, accounting for 80 percent of all the pulp used. Kraft pulp makes strong paper. (Kraft is German for strength. A German invented the Kraft pulp process in 1884.) A paper’s strength generally comes from the overlap and binding of long fibers of softwood; only chemically was it initially possible to separate long wood fibers for suspension in water. Hardwood fibers are generally smaller and thinner and help smooth the paper and make it less porous.


The ground wood pulping process was simpler and less expensive than the Kraft process. It took high quality spruce and fir logs and pressed them continuously against a revolving stone that broke apart the wood’s fibers. The fibers, however, were smaller than those produced by the Kraft process and, although used to make newsprint, were useful at Androscoggin in providing “fill” for the coated publication gloss papers of machines 2 and 3, as will be described later.


(A)The chemical Kraft process worked by dissolving the lignin that bonds wood fibers together. (B) It did this in a tall pressure cooker, called a digester, by “cooking” the chips in a solution of caustic soda (NaOH) and sodium sulfide (Na2S), which was termed the “white liquor.” (C)The two digesters at Androscoggin were continuous digesters; chips and liquor went into the top, were cooked together as they slowly settled down to the bottom, and were drawn off the bottom after about three hours. (D) By this time, the white liquor had changed chemically to “black liquor’’; the digested chips were then separated from this black liquor. (E)


In what was known as the “cold blow” process, the hot, pressurized chips were gradually cooled and depressurized. A “cold liquor’’ (170°F) was introduced to the bottom of the digester and served both to cool and to transport the digested chips to a diffusion washer that washed and depressurized the chips. Because so much of the lignin bonding the fibers together had been removed, the wood fiber in the chips literally fell apart at this stage.


The black liquor from the digester entered a separate four-step recovery process. Over 95 percent of the black liquor could be reconstituted as white liquor, thereby saving on chemical costs and significantly lowering pollution. The four-step process involved (1) washing the black liquor from the cooked fiber to produce weak black liquor, (2) evaporating the weak black liquor to a thicker consistency, (3) combustion of this heavy black liquor with sodium sulfate (Na2SO4 ), and redissolving the smelt, yielding a “green liquor” (sodium carbonate + sodium sulfide), and (4) adding lime, which reacted with the green liquor to produce white liquor. The last step was known as causticization.


Meanwhile, the wood-fiber pulp was purged of impurities like bark and dirt by mechanical screening and by spinning the mixture in centrifugal cleaners. The pulp was then concentrated by removing water from it so that it could be stored and bleached more economically.


By this time, depending on the type of pulp being made, it had been between 3 1/2 and 5 hours since the chips had entered the pulp mill. 


All the Kraft pulp was then bleached. Bleaching took between 5 and 6 hours. It consisted of a three-step process in which (1) a mix of chlorine (Cl2 ) and chlorine dioxide (CIO2 ) was introduced to the pulp and the pulp was washed; (2) a patented mix of sodium hydroxide (NaOH), liquid oxygen, and hydrogen peroxide (H2 O2 ) was then added to the pulp and the pulp was again washed; and (3) chlorine dioxide (ClO2 ) was introduced and the pulp washed a final time. The result was like fluffy cream of wheat. By this time the pulp was nearly ready to be made into paper.


From the bleachery, the stock of pulp was held for a short time in storage (a maximum of 16 hours) and then proceeded through a series of blending operations that permitted a string of additives (for example, filler clay, resins, brighteners, alum, dyes) to be mixed into the pulp according to the recipe for the paper grade being produced. Here, too, “broke” (paper wastes from the mill itself) was recycled into the pulp. The pulp was then once again cleaned and blended into an even consistency before moving to the papermaking machine itself.


It made a difference whether the broke was of coated or uncoated paper, and whether it was white or colored. White, uncoated paper could be recycled immediately. Colored, uncoated paper had to be rebleached. Coated papers, because of the clays in them, could not be reclaimed.



In the sentence “The process of making paper has undergone a steady evolution…”, the word “making” is being used in the:
Alternativas
Respostas
436: C
437: B
438: E
439: C
440: B