When steering by autopilot, how often should manual steering be checked？

第1题

When steering by autopilot, how often should_______steering be checked?

A.every day

B.when time allows

C.At least once a watch

D.No checking is necessary

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第2题

When the steering gear is in operation, you should ______.

A.check hydraulic oil levels every hour

B.check the rams for overheating

C.check for excessive oil leakage from rams

D.drain water from tele-motor cylinders each watch

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第3题

A．He should be careful when using his credit cards.

B．He should cook by himself.

C．He should stop spending money on entertainment.

D．He ought to get rid of his car to save money.

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第4题

When sailing in cold zones, the____ should be heated.

A.the steering gear room

B.the fire fighting pipe line

C.the fuel oil tank

D.the bath room

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第5题

The following information should be used when answering question 1.

1 Introduction

The island of Oceania attracts thousands of tourists every year. They come to enjoy the beaches, the climate and to

explore the architecture and history of this ancient island. Oceania is also an important trading nation in the region

and it enjoys close economic links with neighbouring countries. Oceania has four main airports and until 1997 had

two airlines, one based in the west (OceaniaAir) and one based in the east (Transport Oceania) of the island. However,

in 1997 these two airlines merged into one airline – Oceania National Airlines (ONA) with the intention of exploiting

the booming growth in business and leisure travel to and from Oceania.

Market sectors

ONA serves two main sectors. The first sector is a network of routes to the major cities of neighbouring countries.

ONA management refer to this as the regional sector. The average flight time in this sector is one and a half hours

and most flights are timed to allow business people to arrive in time to attend a meeting and then to return to their

homes in the evening. Twenty five major cities are served in the regional sector with, on average, three return flights

per day. There is also significant leisure travel, with many families visiting relatives in the region. The second sector

is what ONA management refer to as the international sector. This is a network of flights to continental capitals. The

average flight time in this sector is four hours. These flights attract both business and leisure travellers. The leisure

travellers are primarily holiday-makers from the continent. Twenty cities are served in this sector with, on average, one

return flight per day to each city.

Image, service and employment

ONA is the airline of choice for most of the citizens of Oceania. A recent survey suggested that 90% of people preferred

to travel ONA for regional flights and 70% preferred to travel with ONA for international flights. 85% of the

respondents were proud of their airline and felt that it projected a positive image of Oceania. The company also has

an excellent safety record, with no fatal accident recorded since the merging of the airlines in 1997. The customer

service of ONA has also been recognised by the airline industry itself. In 2005 it was voted Regional Airline of the

Year by the International Passenger Group (IPG) and one year later the IPG awarded the ONA catering department

the prestigious Golden Bowl as provider of the best airline food in the world. The courtesy and motivation of its

employees (mainly Oceanic residents) is recognised throughout the region. 95% of ONA employees belong to

recognised trade unions. ONA is perceived as an excellent employer. It pays above industry average salaries, offers

excellent benefits (such as free health care) and has a generous non-contributory pension scheme. In 2004 ONA

employed 5400 people, rising to 5600 in 2005 and 5800 in 2006.

Fleet

Fleet details are given in Table 1. Nineteen of the Boeing 737s were originally in the fleet of OceaniaAir. Boeing 737s

are primarily used in the international sector. Twenty-three of the Airbus A320s were originally part of the Transport

Oceania fleet. Airbuses are primarily used in the regional sector. ONA also used three Embraer RJ145 jets in the

regional sector.

Performance

Since 2004 ONA has begun to experience significant competition from ‘no frills’ low-cost budget airlines, particularly

in the international sector. Established continental operators now each offer, on average, three low fares flights to

Oceania every day. ‘No frills’ low-cost budget airlines are also having some impact on the regional sector. A number

of very small airlines (some with only one aircraft) have been established in some regional capitals and a few of these

are offering low-cost flights to Oceania. A recent survey for ONA showed that its average international fare was double

that of its low-cost competitors. Some of the key operational statistics for 2006 are summarised in Table 2.

ONA have made a number of operational changes in the last few years. Their website, for example, now allows

passengers to book over the internet and to either have their tickets posted to them or to pick them up at the airport

prior to travelling. Special promotional fares are also available for customers who book on-line. However, the website

does not currently allow passengers to check-in on-line, a facility provided by some competitors. Furthermore, as

Table 2 shows, a large percentage of sales are still commission sales made through travel agents. Direct sales are

those sales made over the telephone or at the airport itself. Most leisure travellers pay standard or economy fares and

travel in the standard class section of the plane. Although many business travellers also travel in standard class, some

of them choose to travel business class for which they pay a price premium.

In the last three years, the financial performance of ONA has not matched its operational success. The main financial

indicators have been extracted and are presented in Table 3. In a period (2004–2006) when world-wide passenger

air travel revenue increased by 12% (and revenue from air travel to Oceania by 15%) and cargo revenue by 10%,

ONA only recorded a 4·6% increase in passenger revenue.

Future Strategy

The management team at ONA are keen to develop a strategy to address the airline’s financial and operational

weaknesses. One suggestion has been to re-position ONA itself as a ‘no frills’ low-cost budget airline. However, this

has been angrily dismissed by the CEO as likely to lead ‘to an unnecessary and bloody revolution that could cause

the death of the airline itself ’.

Required:

(a) Using the information provided in the scenario, evaluate the strengths and weaknesses of ONA and their

impact on its performance. Please note that opportunities and threats are NOT required in your evaluation.

(20 marks)

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第6题

To obtain better steering control when you are towing alongside，your vessel should be positioned with its ().

A.Bow extending forward of the tow

B.Stern amidships of the tow

C.Stern extending aft of the tow

D.Bow even with the bow of the tow

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第7题

When doing spell and grammar check, you should be careful with the space that should not be used directly after punctuation.()

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第8题

To ensure proper seating when closing a valve on a tank，the valve should be ______．

A.Set up as tight as possible by hand

B.Set up tight using a valve wrench

C.Closed，opened a half turn，and then closed

D.Closed against the stop and the locking pin inserted

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