Question:
The factory is highly automated and designed to shift flexibly to produce many different kinds of chips to suit demand. "The diversity is the big difference with this plant," said Richard Doherty, president of Envisioneering, a research firm. "It gives IBM the capability to make so many different kinds of custom chips, and the world is going to custom chips." The 140,000-square-foot plant is a testament to advanced manufacturing technology. The 300-millimeter silicon wafers -- about the size of a standard pizza -- are shuttled around the facility in enclosed plastic pods, which ride on overhead tracks. They drop down from wires automatically into machines, sheathed in stainless steel and glass, for each stage of processing and fabrication. Throughout the 500 processing steps, which typically last 20 days, the wafers are not touched by human hands. The circuits etched into the chips are less than one thousandth the width of a human hair. Human operators are there to monitor the systems, catch errors and fine-tune the production process for maximum efficiency. Because each of the hundreds of processing machines is self-enclosed, and essentially airtight, the uniforms operators wear are less constricting than in the previous generation of chip plants, which looked like space suits. The operators at the East Fishkill factory wear light nylon uniforms, light blue shoe coverings and translucent hair nets made of paper. They look more like workers in a bakery. Yes, said Richard Brilla, director of the new facility, "but the donuts are a lot more costly here." Each wafer, holding hundreds of chips, is worth $6,000 to $10,000 apiece, depending on what insulation, circuitry and materials are used. After reading the above, is "Diversity" the correct answer to the question "What enables IBM to make different kinds of custom chips?"?

Answer:
yes

Question:
William C. Walbrecher Jr., an executive at San Francisco-based 1st Nationwide Bank, was named president and chief executive officer of Citadel Holding Corp. and its principal operating unit, Fidelity Federal Bank. The appointment takes effect Nov. 13. He succeeds James A. Taylor, who stepped down as chairman, president and chief executive in March for health reasons. Edward L. Kane succeeded Mr. Taylor as chairman. Separately, Citadel posted a third-quarter net loss of $2.3 million, or 68 cents a share, versus net income of $5.3 million, or $1.61 a share, a year earlier. The latest results include some unusual write-downs, which had an after-tax impact of $4.9 million. Those included costs associated with the potential Valley Federal Savings and Loan Association acquisition, which was terminated on Sept. 27, 1989. In addition, operating results were hit by an increase in loan and real estate loss reserves. In American Stock Exchange composite trading, Citadel shares closed yesterday at $45.75, down 25 cents. After reading the above, is "45.75 and $2.30" the correct answer to the question "What did the stock price close at yesterday and what was the earnings per share last year Q3?"?

Answer:
no

Question:
According to the radar reconstruction, American 77 reemerged as a primary target on Indianapolis Center radar scopes at 9:05, east of its last known position. The target remained in Indianapolis Center's airspace for another six minutes, then crossed into the western portion of Washington Center's airspace at 9:10. As Indianapolis Center continued searching for the aircraft, two managers and the controller responsible for American 77 looked to the west and southwest along the flight's projected path, not east-where the aircraft was now heading. Managers did not instruct other controllers at Indianapolis Center to turn on their primary radar coverage to join in the search for American 77. In sum, Indianapolis Center never saw Flight 77 turn around. By the time it reappeared in primary radar coverage, controllers had either stopped looking for the aircraft because they thought it had crashed or were looking toward the west. Although the Command Center learned Flight 77 was missing, neither it nor FAA headquarters issued an all points bulletin to surrounding centers to search for primary radar targets. American 77 traveled undetected for 36 minutes on a course heading due east for Washington, D.C. By 9:25, FAA's Herndon Command Center and FAA headquarters knew two aircraft had crashed into the World Trade Center. They knew American 77 was lost. At least some FAA officials in Boston Center and the New England Region knew that a hijacker on board American 11 had said "we have some planes." Concerns over the safety of other aircraft began to mount. A manager at the Herndon Command Center asked FAA headquarters if they wanted to order a "nationwide ground stop." While this was being discussed by executives at FAA headquarters, the Command Center ordered one at 9:25. The Command Center kept looking for American 77. At 9:21, it advised the Dulles terminal control facility, and Dulles urged its controllers to look for primary targets. At 9:32, they found one. Several of the Dulles controllers "observed a primary radar target tracking eastbound at a high rate of speed" and notified Reagan National Airport. FAA personnel at both Reagan National and Dulles airports notified the Secret Service. After reading the above, is "Wrong airline" the correct answer to the question "What was one of the mistakes besides the air traffic control search that lead to America 77 flying for 36 min. undetected?"?

Answer:
no

Question:
Iwasaki's careful respect for the Long Beach program and its lawyers earned him the political capital he needed to complete his takeover in a matter of weeks. "The Long Beach program had strong support in the community so in a situation like that, one has to recognize that it's not like a takeover where I have all the answers and I know best," Iwasaki said. "The people in the community who are working there have the contacts and the knowledge that will allow service to continue." Things have gone less smoothly across town. There, Dudovitz, a longtime poverty lawyer and executive director of the San Fernando Valley's 36-year-old legal aid program, continues to struggle with his hostile takeover of the neighboring San Gabriel-Pomona Valleys service area one year after it was accomplished. On the bright side, Dudovitz has extended his respected program to clients in the San Gabriel-Pomona Valley, and he now operates on a much larger budget, $6.5 million last year. However, his clash with the old San Gabriel program resulted in litigation, bitter feelings and a mission that some say is not clearly focused on serving poor people. "It was a difficult situation that was probably mishandled by everyone," a longtime observer of the public interest community said of the San Fernando Valley-San Gabriel-Pomona Valley merger. "There are very few people who come out as the heroes. Personalities got involved when they shouldn't have. Things were said that caused bad feelings and couldn't be unsaid." Iwasaki's merger with the smaller, 48-year-old Long Beach program was friendly and fast, and no one - not even Long Beach board members - lost a job. When it was over, Iwasaki had $1 million more in federal dollars and two new offices. Long Beach clients regained services they had lost years ago when federal budget cuts and dwindling grants reduced the staff of 15 lawyers to five and cut immigration and consumer law programs. Iwasaki said, "[I judged the transition] better than I could have hoped for." After reading the above, is "5" the correct answer to the question "During federal budget cuts, the number of lawyers were reduced from 15 to how many?"?

Answer:
yes