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In an assembly language,each（）corresponds roughly to one machine language instruction.
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更多“In an assembly language,each（）…”相关的问题
A.People’s Assembly
B.People’s Court
C.Council of citizens
D.Council of nobles
Which of the following can best express the main idea of the passage？ ()
A．Henry Ford changed American society with his invention of cars.
B．Henry Ford had a personality different from ordinary people.
C．Henry Ford was one of the greatest American industrialists.
D．Henry Ford built the first assembly line in the world.
A.wood—processing industry
B.shoe—making industry
C.news—print industry
D.mineral refining industry
CYCLES MOVE WITH THE TIMES
Times have been hard for the UK cycle industry. Poor weather and competition from abroad have had a serious effect on sales. Manufacturers have had to cut back and last month more than 40 job losses were announced at Cycle World, one of the country's main bicycle factories in Leicester. But the company says it is fighting to win back customers, using such strategies as improved after-sales and bikes built to specific customer requirements.
Two years ago, Cycle World sold off its bike-making machinery in an effort to cut costs and save money. The company's Leicester factory is now only an assembly plant as most of the parts are imported.
The company produces half a million bikes a year across the full Cycle World range, with nearly all of these being sold in the UK. Production is largely done by hand. Workers use the batch production method - everyone making up to 600 bikes of a particular model at any one time.
At the height of its success, Cycle World employed 7,000 people but, like many areas of manufacturing, it has since shrunk. Its 1950s purpose- built factory now employs just 470 permanent workers, with numbers rising to 700 as temporary staff are taken on to meet seasonal demands in sales.
The weather has encouraged more people to buy bikes.
A．Right
B．Wrong
C．Doesn't say
"Ah, yes," replied the manager, "but America has treasures that Japan can never hope to possess."
"You mean our mineral wealth and bountiful farms？
"Ah, no. I was referring to Caltech and MIT."
America's scientific institutions--its technological universities and government laboratories--are the en vy of the world , producing ideas, devices and medicines that have made the U.S. prosperous, improved the lives of people around the globe and profoundly affected their perception of the world and the universe. This tremendous creativity is reflected in tile technical reports that are published in scientific journals throughout the world. Fully 35 % of them come from scientists doing their research at American institutions.
Yet American dominance can no longer be taken for granted. Many recent U. S. achievements and a wards stem in large measure from generous research grants of the past, and any weakening of government and industry commitment to support of basic research could in the next few decades cost the nation its scientific leadership. Some slipping is already divalent. In high-energy physics, where Americans once reigned supreme, Western Europe now spends roughly twice as much money as the U. S. Result. the major high-energy physics discoveries of tile past few years have been made not by Americans but by Europeans.
Even so, money alone cannot guarantee scientific supremacy. Freedom of inquiry, an intellectually stimulating environment and continuous recruitment of the best minds must accompany it. That combination has been achieved in many U.S. institutions--educational, governmental and industrial--but perhaps no where more successfully than at the National Institutes of Health, Bell Laboratories and Caltech.
America's technological universities and government laboratories are generally ______.
A．loved by scientists in other parts of the world
B．disliked by scientists in other parts of the world
C．admired by scientists in other parts of the world
D．jealous of scientists in other parts of the world
Section B – TWO questions ONLY to be attempted
Cuthbert is based in Ceeland and manufactures jackets for use in very cold environments by mountaineers and skiers. It also supplies the armed forces in several countries with variants of existing products, customised by the use of different coloured fabrics, labels and special fastenings for carrying equipment. Cuthbert incurs high costs on design and advertising in order to maintain the reputation of the brand.
Each jacket is made up of different shaped pieces of fabric called ‘components’. These components are purchased by Cuthbert from an external supplier. The external supplier is responsible for ensuring the quality of the components and the number of purchased components found to be defective is negligible. The cost of the components forms 80% of the direct cost of each jacket, and the prices charged by Cuthbert’s supplier for the components are the lowest in the industry. There are three stages to the production process of each jacket, which are each located in different parts of the factory:
Stage 1 – Sewing
The fabric components are sewn together by a machinist. Any manufacturing defects occurring after sewing has begun cannot be rectified, and finished garments found to be defective are heavily discounted, or in the case of bespoke variants, destroyed.
Stage 2 – Assembly
The garments are filled with insulating material and sewn together for the final time.
Stage 3 – Finishing
Labels, fastenings and zips are sewn to the finished garments. Though the process for attaching each of these is similar, machinists prefer to work only on labels, fastenings or zips to maximise the quantity which they can sew each hour.
Jackets are produced in batches of a particular style. in a range of sizes. Throughout production, the components required for each batch of jackets are accompanied by a paper batch card which records the production processes which each batch has undergone. The batch cards are input into a production spreadsheet so that the stage of completion of each batch can be monitored and the position of each batch in the factory is recorded.
There are 60 machinists working in the sewing department, and 40 in each of the assembly and finishing departments. All the machinists are managed by 10 supervisors whose duties include updating the batch cards for work done and inputting this into a spreadsheet, as well as checking the quality of work done by machinists. The supervisors report to the factory manager, who has overall responsibility for the production process.
Machinists are paid an hourly wage and a bonus according to how many items they sew each week, which usually comprises 60% of their total weekly wages.
Supervisors receive an hourly wage and a bonus according to how many items their team sews each week. The factory manager receives the same monthly salary regardless of production output. All employees are awarded a 5% annual bonus if Cuthbert achieves its budgeted net profit for the year.
Recently, a large emergency order of jackets for the Ceeland army was cancelled by the customer as it was not delivered on time due to the following quality problems and other issues in the production process:
– A supervisor had forgotten to input several batch cards and as a result batches of fabric components were lost in the factory and replacements had to be purchased.
– There were machinists available to sew buttons onto the jackets, but there was only one machinist available who had been trained to sew zips. This caused further delay to production of the batch.
– When the quality of the jackets was checked prior to despatch, many of them were found to be sewn incorrectly as the work had been rushed. By this time the agreed delivery date had already passed, and it was too late to produce a replacement batch.
This was the latest in a series of problems in production at Cuthbert, and the directors have decided to use business process reengineering (BPR) in order to radically change the production process.
The proposal being considered as an application of BPR is the adoption of ‘team working’ in the factory, the three main elements of which are as follows:
1. Production lines would re-organise into teams, where all operations on a particular product type are performed in one place by a dedicated team of machinists.
2. Each team of machinists would be responsible for the quality of the finished jacket, and for the first time, machinists would be encouraged to bring about improvements in the production process. There would no longer be the need to employ supervisors and the existing supervisors would join the teams of machinists.
3. The number of batches in production would be automatically tracked by the use of radio frequency identification (RFID) tags attached to each jacket. This would eliminate the need for paper batch cards, which are currently input into a spreadsheet by the supervisors.
You have been asked as a performance management consultant to advise the board on whether business process reengineering could help Cuthbert overcome the problems in its production process.
Required:
(a) Advise how the proposed use of BPR would influence the operational performance of Cuthbert. (14 marks)
(b) Evaluate the effectiveness of the current reward systems at Cuthbert, and recommend and justify how these systems would need to change if the BPR project goes ahead. (11 marks)
