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Para analista de regulação - engenheiro de gás canalizado
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Para impedir sobrepressão na tubulação, são utilizados como dispositivos de proteção as válvulas
A Agência Nacional do Petróleo, Gás Natural e Biocombustíveis (ANP) é uma autarquia integrante da Administração Pública Federal, vinculada ao Ministério de Minas e Energia, e tem a finalidade de promover a regulação, a contratação e a fiscalização das atividades econômicas integrantes da indústria do petróleo. No cálculo das tarifas de transporte de gás natural, incluemse os custos fixos e os variáveis. Dos principais determinantes dos custos fixos e variáveis, respectivamente, estão
Em relação a um sistema de medição de gás, considere as afirmativas abaixo.
I. O retificador de vazão tem como finalidade aumentar o turbilhonamento e exigir o máximo comprimento de trecho reto a montante do medidor.
II. A estação de medição é destinada a medir e registrar volume, pressão e temperatura do gás da rede.
III. O trecho reto é um trecho do conduto onde a linha de centro é retilínea e a área e a forma da secção transversal são constantes, tem como finalidade corrigir a assimetria das velocidades.
Está correto o que se afirma APENAS em
Em relação a preparação de superfícies para pintura, a limpeza com
Na construção de derivações de serviço de tubulação de gás natural, a finalidade de apoiar adequadamente os tubos em solos firmes e bem compactados é
Em uma rede de gás, quando se trabalha em reparo de tubulações em carga, é necessário o bloqueio da rede. Deve-se instalar raquetes a montante e jusante do trecho bloqueado para garantir a inexistência de fluxo na área a ser trabalhada. Para instalar essas raquetes com segurança deve-se tomar alguns cuidados preliminares. É necessário verificar
As tubulações devem ser suportadas de forma a impedir a ocorrência de vibrações no sistema e de esforços elevados nos bocais dos equipamentos. Esses suportes devem ser construídos de forma que as tensões e as deflexões fiquem dentro dos limites admissíveis. Esses suportes devem ser projetados
De acordo com o procedimento de Ensaios e Inspeção de soldagem, na inspeção de soldas nos sistemas de tubulação operando com tensão circunferencial
Em redes de gás são utilizadas tubulações de aço para a montagem da infra-estrutura de distribuição, sendo a soldagem um dos métodos de união das tubulações. Na soldagem de tubulações e acessórios deve-se considerar as normas aplicáveis. De acordo com a Norma brasileira vigente, NBR 12712, as definições de soldagem obedecem a padrões estabelecidos nas normas
A tubulação sofre esforços durante os processos de montagem e desmontagem, tornando-se necessário padrões normalizados que levam em consideração a resistência mecânica dos tubos para a sua seleção. A espessura mínima normalizada de parede para um tubo de 14 polegadas é:
Nos sistemas de gás canalizado, são utilizados tubos de diversos diâmetros e de especificações diferentes. No processo de fabricação desses tubos são empregados quatro processos industriais denominados
O equipamento destinado a controlar a pressão para garantir a segura operação de uma estação de medição é
"Tensão na parede do tubo, atuando perpendicularmente a um plano contendo seu eixo longitudinal". Refere-se à tensão
Nas tubulações, após a execução da montagem, deve-se fazer a limpeza interna completa, para remover depósitos de ferrugens, pontas de eletrodos, salpicos de solda, poeiras, rebarbas e outros detritos antes da entrada em operação do sistema. Pode-se utilizar a limpeza mecânica e a limpeza química. Corresponde à limpeza química a que, conforme o material do tubo e o grau de limpeza desejado, faz circular nas tubulações
Instruções: Considere o texto a seguir para responder às questões de números 37 a 44.
After nearly a decade of trying, Wal-Mart never cracked the country – failing to become the all-in-one shopping destination for Germans that it is for so many millions of Americans. Wal-Mart's problems are not limited to Germany. The retail giant has struggled in countries like South Korea and Japan as it discovered that its formula for success – low prices, zealous inventory control and a large array of merchandise – did not translate to markets with their own discount chains and shoppers with different habits.
Some of Wal-Mart's problems stem from being a uniquely powerful American enterprise trying to impose its values around the world. At Wal-Mart's headquarters in Bentonville, Ark., however, the message from these missteps is now registering loud and clear.
Among other things, Wal-Mart now cares (37) whether its foreign stores carry the name derived from its founder, Sam Walton, as the German Wal-Marts do. Seventy percent of WalMart's international sales come from outlets with names like Asda in Britain, Seiyu in Japan or Bompreço in Brazil. Far from being chastened by its setbacks, Wal-Mart is forging ahead with an aggressive program of foreign acquisitions. In a single week last fall, Wal-Mart completed the purchase of the Sonae chain in Brazil, bought a controlling stake in Seiyu of Japan, and became a partner in the Carcho chain in Central America.
Starting from scratch 14 years ago, Wal-Mart International [TO GROW] into a $63 billion business. It is the fastest-growing part of Wal-Mart, with nearly 30 percent sales growth in June, compared with the same month last year. Even subtracting one-time gains from acquisitions, it grew at nearly 12 percent, about double the rate of Wal-Mart's American stores.
Sustaining that pace is critical for Wal-Mart, because high fuel prices have helped sap the buying power of Americans. In June, store traffic in its home market declined. Wal-Mart estimated that its sales in the United States in stores open at least one year would increase only 1 percent to 3 percent in July.
Another problem that has afflicted Wal-Mart in several countries is its inability to compete with established discounters. The obvious lesson is to try to bulk up. In Brazil, Wal-Mart opened only 25 stores in its first decade there and struggled to compete against bigger local rivals. Then, in 2004, it bought Bompreço, giving it a presence in the country's poor, but fastgrowing, northeast.
Wal-Mart did not change the names of the stores, which range from neighborhood grocers to large American-style hypermarkets. But with 295 stores in Brazil, Wal-Mart now ranks third in the market, after Carrefour of France and the market leader, Companhia Brasileira de Distribução.
(Adapted from an article by Mark Landler and Michael Barbaro published in the New York Times, August 2, 2006)
The best title for the above text is
Instruções: Considere o texto a seguir para responder às questões de números 37 a 44.
After nearly a decade of trying, Wal-Mart never cracked the country – failing to become the all-in-one shopping destination for Germans that it is for so many millions of Americans. Wal-Mart's problems are not limited to Germany. The retail giant has struggled in countries like South Korea and Japan as it discovered that its formula for success – low prices, zealous inventory control and a large array of merchandise – did not translate to markets with their own discount chains and shoppers with different habits.
Some of Wal-Mart's problems stem from being a uniquely powerful American enterprise trying to impose its values around the world. At Wal-Mart's headquarters in Bentonville, Ark., however, the message from these missteps is now registering loud and clear.
Among other things, Wal-Mart now cares (37) whether its foreign stores carry the name derived from its founder, Sam Walton, as the German Wal-Marts do. Seventy percent of WalMart's international sales come from outlets with names like Asda in Britain, Seiyu in Japan or Bompreço in Brazil. Far from being chastened by its setbacks, Wal-Mart is forging ahead with an aggressive program of foreign acquisitions. In a single week last fall, Wal-Mart completed the purchase of the Sonae chain in Brazil, bought a controlling stake in Seiyu of Japan, and became a partner in the Carcho chain in Central America.
Starting from scratch 14 years ago, Wal-Mart International [TO GROW] into a $63 billion business. It is the fastest-growing part of Wal-Mart, with nearly 30 percent sales growth in June, compared with the same month last year. Even subtracting one-time gains from acquisitions, it grew at nearly 12 percent, about double the rate of Wal-Mart's American stores.
Sustaining that pace is critical for Wal-Mart, because high fuel prices have helped sap the buying power of Americans. In June, store traffic in its home market declined. Wal-Mart estimated that its sales in the United States in stores open at least one year would increase only 1 percent to 3 percent in July.
Another problem that has afflicted Wal-Mart in several countries is its inability to compete with established discounters. The obvious lesson is to try to bulk up. In Brazil, Wal-Mart opened only 25 stores in its first decade there and struggled to compete against bigger local rivals. Then, in 2004, it bought Bompreço, giving it a presence in the country's poor, but fastgrowing, northeast.
Wal-Mart did not change the names of the stores, which range from neighborhood grocers to large American-style hypermarkets. But with 295 stores in Brazil, Wal-Mart now ranks third in the market, after Carrefour of France and the market leader, Companhia Brasileira de Distribução.
(Adapted from an article by Mark Landler and Michael Barbaro published in the New York Times, August 2, 2006)
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Instruções: Considere o texto a seguir para responder às questões de números 37 a 44.
After nearly a decade of trying, Wal-Mart never cracked the country – failing to become the all-in-one shopping destination for Germans that it is for so many millions of Americans. Wal-Mart's problems are not limited to Germany. The retail giant has struggled in countries like South Korea and Japan as it discovered that its formula for success – low prices, zealous inventory control and a large array of merchandise – did not translate to markets with their own discount chains and shoppers with different habits.
Some of Wal-Mart's problems stem from being a uniquely powerful American enterprise trying to impose its values around the world. At Wal-Mart's headquarters in Bentonville, Ark., however, the message from these missteps is now registering loud and clear.
Among other things, Wal-Mart now cares (37) whether its foreign stores carry the name derived from its founder, Sam Walton, as the German Wal-Marts do. Seventy percent of WalMart's international sales come from outlets with names like Asda in Britain, Seiyu in Japan or Bompreço in Brazil. Far from being chastened by its setbacks, Wal-Mart is forging ahead with an aggressive program of foreign acquisitions. In a single week last fall, Wal-Mart completed the purchase of the Sonae chain in Brazil, bought a controlling stake in Seiyu of Japan, and became a partner in the Carcho chain in Central America.
Starting from scratch 14 years ago, Wal-Mart International [TO GROW] into a $63 billion business. It is the fastest-growing part of Wal-Mart, with nearly 30 percent sales growth in June, compared with the same month last year. Even subtracting one-time gains from acquisitions, it grew at nearly 12 percent, about double the rate of Wal-Mart's American stores.
Sustaining that pace is critical for Wal-Mart, because high fuel prices have helped sap the buying power of Americans. In June, store traffic in its home market declined. Wal-Mart estimated that its sales in the United States in stores open at least one year would increase only 1 percent to 3 percent in July.
Another problem that has afflicted Wal-Mart in several countries is its inability to compete with established discounters. The obvious lesson is to try to bulk up. In Brazil, Wal-Mart opened only 25 stores in its first decade there and struggled to compete against bigger local rivals. Then, in 2004, it bought Bompreço, giving it a presence in the country's poor, but fastgrowing, northeast.
Wal-Mart did not change the names of the stores, which range from neighborhood grocers to large American-style hypermarkets. But with 295 stores in Brazil, Wal-Mart now ranks third in the market, after Carrefour of France and the market leader, Companhia Brasileira de Distribução.
(Adapted from an article by Mark Landler and Michael Barbaro published in the New York Times, August 2, 2006)
É INCORRETO afirmar que a Wal-Mart
Instruções: Considere o texto a seguir para responder às questões de números 37 a 44.
After nearly a decade of trying, Wal-Mart never cracked the country – failing to become the all-in-one shopping destination for Germans that it is for so many millions of Americans. Wal-Mart's problems are not limited to Germany. The retail giant has struggled in countries like South Korea and Japan as it discovered that its formula for success – low prices, zealous inventory control and a large array of merchandise – did not translate to markets with their own discount chains and shoppers with different habits.
Some of Wal-Mart's problems stem from being a uniquely powerful American enterprise trying to impose its values around the world. At Wal-Mart's headquarters in Bentonville, Ark., however, the message from these missteps is now registering loud and clear.
Among other things, Wal-Mart now cares (37) whether its foreign stores carry the name derived from its founder, Sam Walton, as the German Wal-Marts do. Seventy percent of WalMart's international sales come from outlets with names like Asda in Britain, Seiyu in Japan or Bompreço in Brazil. Far from being chastened by its setbacks, Wal-Mart is forging ahead with an aggressive program of foreign acquisitions. In a single week last fall, Wal-Mart completed the purchase of the Sonae chain in Brazil, bought a controlling stake in Seiyu of Japan, and became a partner in the Carcho chain in Central America.
Starting from scratch 14 years ago, Wal-Mart International [TO GROW] into a $63 billion business. It is the fastest-growing part of Wal-Mart, with nearly 30 percent sales growth in June, compared with the same month last year. Even subtracting one-time gains from acquisitions, it grew at nearly 12 percent, about double the rate of Wal-Mart's American stores.
Sustaining that pace is critical for Wal-Mart, because high fuel prices have helped sap the buying power of Americans. In June, store traffic in its home market declined. Wal-Mart estimated that its sales in the United States in stores open at least one year would increase only 1 percent to 3 percent in July.
Another problem that has afflicted Wal-Mart in several countries is its inability to compete with established discounters. The obvious lesson is to try to bulk up. In Brazil, Wal-Mart opened only 25 stores in its first decade there and struggled to compete against bigger local rivals. Then, in 2004, it bought Bompreço, giving it a presence in the country's poor, but fastgrowing, northeast.
Wal-Mart did not change the names of the stores, which range from neighborhood grocers to large American-style hypermarkets. But with 295 stores in Brazil, Wal-Mart now ranks third in the market, after Carrefour of France and the market leader, Companhia Brasileira de Distribução.
(Adapted from an article by Mark Landler and Michael Barbaro published in the New York Times, August 2, 2006)
A synonym for sap in the 5th paragraph of the text is
Instruções: Considere o texto a seguir para responder às questões de números 37 a 44.
After nearly a decade of trying, Wal-Mart never cracked the country – failing to become the all-in-one shopping destination for Germans that it is for so many millions of Americans. Wal-Mart's problems are not limited to Germany. The retail giant has struggled in countries like South Korea and Japan as it discovered that its formula for success – low prices, zealous inventory control and a large array of merchandise – did not translate to markets with their own discount chains and shoppers with different habits.
Some of Wal-Mart's problems stem from being a uniquely powerful American enterprise trying to impose its values around the world. At Wal-Mart's headquarters in Bentonville, Ark., however, the message from these missteps is now registering loud and clear.
Among other things, Wal-Mart now cares (37) whether its foreign stores carry the name derived from its founder, Sam Walton, as the German Wal-Marts do. Seventy percent of WalMart's international sales come from outlets with names like Asda in Britain, Seiyu in Japan or Bompreço in Brazil. Far from being chastened by its setbacks, Wal-Mart is forging ahead with an aggressive program of foreign acquisitions. In a single week last fall, Wal-Mart completed the purchase of the Sonae chain in Brazil, bought a controlling stake in Seiyu of Japan, and became a partner in the Carcho chain in Central America.
Starting from scratch 14 years ago, Wal-Mart International [TO GROW] into a $63 billion business. It is the fastest-growing part of Wal-Mart, with nearly 30 percent sales growth in June, compared with the same month last year. Even subtracting one-time gains from acquisitions, it grew at nearly 12 percent, about double the rate of Wal-Mart's American stores.
Sustaining that pace is critical for Wal-Mart, because high fuel prices have helped sap the buying power of Americans. In June, store traffic in its home market declined. Wal-Mart estimated that its sales in the United States in stores open at least one year would increase only 1 percent to 3 percent in July.
Another problem that has afflicted Wal-Mart in several countries is its inability to compete with established discounters. The obvious lesson is to try to bulk up. In Brazil, Wal-Mart opened only 25 stores in its first decade there and struggled to compete against bigger local rivals. Then, in 2004, it bought Bompreço, giving it a presence in the country's poor, but fastgrowing, northeast.
Wal-Mart did not change the names of the stores, which range from neighborhood grocers to large American-style hypermarkets. But with 295 stores in Brazil, Wal-Mart now ranks third in the market, after Carrefour of France and the market leader, Companhia Brasileira de Distribução.
(Adapted from an article by Mark Landler and Michael Barbaro published in the New York Times, August 2, 2006)
Do trecho the message from these missteps is now registering loud and clear, no 2º parágrafo, infere-se que a Wal-Mart
Instruções: Considere o texto a seguir para responder às questões de números 37 a 44.
After nearly a decade of trying, Wal-Mart never cracked the country – failing to become the all-in-one shopping destination for Germans that it is for so many millions of Americans. Wal-Mart's problems are not limited to Germany. The retail giant has struggled in countries like South Korea and Japan as it discovered that its formula for success – low prices, zealous inventory control and a large array of merchandise – did not translate to markets with their own discount chains and shoppers with different habits.
Some of Wal-Mart's problems stem from being a uniquely powerful American enterprise trying to impose its values around the world. At Wal-Mart's headquarters in Bentonville, Ark., however, the message from these missteps is now registering loud and clear.
Among other things, Wal-Mart now cares (37) whether its foreign stores carry the name derived from its founder, Sam Walton, as the German Wal-Marts do. Seventy percent of WalMart's international sales come from outlets with names like Asda in Britain, Seiyu in Japan or Bompreço in Brazil. Far from being chastened by its setbacks, Wal-Mart is forging ahead with an aggressive program of foreign acquisitions. In a single week last fall, Wal-Mart completed the purchase of the Sonae chain in Brazil, bought a controlling stake in Seiyu of Japan, and became a partner in the Carcho chain in Central America.
Starting from scratch 14 years ago, Wal-Mart International [TO GROW] into a $63 billion business. It is the fastest-growing part of Wal-Mart, with nearly 30 percent sales growth in June, compared with the same month last year. Even subtracting one-time gains from acquisitions, it grew at nearly 12 percent, about double the rate of Wal-Mart's American stores.
Sustaining that pace is critical for Wal-Mart, because high fuel prices have helped sap the buying power of Americans. In June, store traffic in its home market declined. Wal-Mart estimated that its sales in the United States in stores open at least one year would increase only 1 percent to 3 percent in July.
Another problem that has afflicted Wal-Mart in several countries is its inability to compete with established discounters. The obvious lesson is to try to bulk up. In Brazil, Wal-Mart opened only 25 stores in its first decade there and struggled to compete against bigger local rivals. Then, in 2004, it bought Bompreço, giving it a presence in the country's poor, but fastgrowing, northeast.
Wal-Mart did not change the names of the stores, which range from neighborhood grocers to large American-style hypermarkets. But with 295 stores in Brazil, Wal-Mart now ranks third in the market, after Carrefour of France and the market leader, Companhia Brasileira de Distribução.
(Adapted from an article by Mark Landler and Michael Barbaro published in the New York Times, August 2, 2006)
No 1º parágrafo, a palavra country, sublinhada no texto, refere-se
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