The information in the shows company sizes and sector.

                                                                                                               Company Size

b. From the contingency table, state any two non-mutually and two mutually exclusive events.

c. Calculate the following probabilities:
i. That the company selected randomly is in the mining sector.
ii. That the company selected is in warehousing and medium in size.
iii. That the company is in the agriculture or mining sector.
iv. That the company in in the mining sector or large in size.
d. Given that a company falls in the mining sector, calculate the probability that the company is
large.

Q1. A clinical trial is run to assess the effects of different forms of regular exercise on HDL levels in persons between the ages of 18 and 29. Participants in the study are randomly assigned to one of three exercise groups - Weight training, Aerobic exercise, or Stretching/Yoga – and instructed to follow the program for 8 weeks. Their HDL levels are measured after 8 weeks and are summarized below.

Weight Training

Aerobic Exercise

Stretching/Yoga

Is there a significant difference in mean HDL levels among the exercise groups? Run the test at a 5% level of significance. (10 points)  

REMEMBER: SHOW ALL WORK. NO WORK=NO CREDIT

a) Hypotheses (1 point) HO: vs. HA

b) Summary statstics (2 points)

c) MSB (1 point) MSB=

d) MSW (1 point) MSW=

e) Compute F-stat (3 points) F-stat=

f) P-value (1 point)

g) Conclusion (1 point)(circle one ) Accept H0 Reject H0 REMEMBER: SHOW ALL WORK. NO WORK=NO CREDIT

A clinical trial is run to assess the effects of different forms of regular exercise on HDL levels in persons between the ages of 18 and 29. Participants in the study are randomly assigned to one of three exercise groups - Weight training, Aerobic exercise, or Stretching/Yoga – and instructed to follow the program for 8 weeks. Their HDL levels are measured after 8 weeks and are summarized below. Weight Training Aerobic Exercise Stretching/Yoga 48 38 56 49 41 57 51 42 60 53 37 55 45 39 58 47 44 64 54 43 61 49 42 62 50 36 60 47 34 56 48 33 55 45 35 59 44 38 61 55 40 62 52 34 63 55 32 67 50 35 64 Is there a significant difference in mean HDL levels among the exercise groups? Run the test at a 5% level of significance. (10 points) a) Hypotheses (1 point) HO: 1= 2= 3 vs. HA : At least 1 is different b) Summary statstics (2 points) Group Exercise Group N Mean Std Dev 1 Weight Training 17 49.5294 3.4481 2 Aerobic Exercise 17 37.8235 3.7289 3 Stretching/Yoga 17 60 3.5 c) MSB (1 point) MSB= d) MSW (1 point) MSW= e) Compute F-stat (3 points) F-stat= f) P-value (1 point) g) Conclusion (1 point)(circle one ) Accept H0 Reject H0

Table Course:    Column    dataType Constraint

ccode char(8) primary key,

meetingTime char(4),

room char(6),

fid    decimal(3) NOT NULL,

cTitle    varchar(24) NOT NULL,

fee    decimal(4,2),   

prereq char(8)

1. Select all Course table data and display in primary key order. Show this query result.

2. By default MySQL runs in autocommit mode. Issue a START TRANSACTION command before a series of update commands that may need to be rolled back or to be committed. ROLLBACK will "undo" commands given in the transaction. [Note: COMMIT is not needed here, but makes work final and completes the transaction.]

Wilkerson Case

Prepare a table ( per unit and in total) showing sales, direct labor expenses, material expenses, machine expenses overhead, setup labor overhead, receiving/ production control overhead, engineering overhead, packaging/ ship overhead, margin, and margin % for valves, pumps, flow controllers, unused capacity (difference between capacity units and actual driver unit usage x driver rate figured at capacity levels), and in total using driver rates based on capacity usage levels (machine hours, production runs, engineering hours and shipments.)

Wilkerson Company

The decline in our profits has become intolerable. The severe price cutting in pumps has dropped our pre-tax margin to less than 3%, far below our historical 10% margins. Fortunately, our competitors are overlooking the opportunities for profit in flow controllers. Our recent 10% price increase in that line has been implemented without losing any business.

Robert Parker, president of the Wilkerson Company, was discussing operating results in the latest month with Peggy Knight, his controller, and John Scott, his manufacturing manager. The meeting among the three was taking place in an atmosphere tinged with apprehension because competitors had been reducing prices on pumps, Wilkerson’s major product line. Since pumps were a commodity product, Parker had seen no alternative but to match the reduced prices to maintain volume. But the price cuts had led to declining company profits, especially in the pump line (summary operating results for the previous month, March 2000, are shown in Exhibits 1 and 2).

Wilkerson supplied products to manufacturers of water purification equipment. The company had started with a unique design for valves that it could produce to tolerances that were better than any in the industry. Parker quickly established a loyal customer base because of the high quality of its manufactured valves. He and Scott realized that Wilkerson’s existing labor skills and machining equipment could also be used to produce pumps and flow controllers, products that were also purchased by its customers. They soon established a major presence in the high-volume pump product line and the more customized flow controller line.

Wilkerson’s production process started with the purchase of semi-finished components from several suppliers. It machined these parts to the required tolerances and assembled them in the company's modern manufacturing facility. The same equipment and labor were used for all three product lines, and production runs were scheduled to match customer shipping requirements. Suppliers and customers had agreed to just-in-time deliveries, and products were packed and shipped as completed.

Valves were produced by assembling four different machined components. Scott had designed machines that held components in fixtures so that they could be machined automatically. The valves were standard products and could be produced and shipped in large lots. Although Scott felt several competitors could now match Parker's quality in valves, none had tried to gain market share by cutting price, and gross margins had been maintained at a standard 35%.

The manufacturing process for pumps was practically identical to that for valves. Five components were machined and then assembled into the final product. The pumps were shipped to industrial product distributors after assembly. Recently, it seemed as if each month brought new reports of reduced prices for pumps. Wilkerson had matched the lower prices so that it would not give up its place as a major pump supplier. Gross margins on pump sales in the latest month had fallen below 20%, well below the company's planned gross margin of 35%.

Flow controllers were devices that controlled the rate and direction of flow of chemicals. They required more components and more labor, than pumps or valves, for each finished unit. Also, there was much more variety in the types of flow controllers used in industry, so many more production runs and shipments were performed for this product line than for valves. Wilkerson had recently raised flow controller prices by more than 10% with no apparent effect on demand.

Wilkerson had always used a simple cost accounting system. Each unit of product was charged for direct material and labor cost. Material cost was based on the prices paid for components under annual purchasing agreements. Labor rates, including fringe benefits, were $25 per hour, and were charged to products based on the standard run times for each product (see Exhibit 3). The company had only one producing department, in which components were both machined and assembled into finished products. The overhead costs in this department were allocated to products as a percentage of production-run direct labor cost. Currently, the rate was 300%. Since direct labor cost had to be recorded anyway to prepare factory payroll, this was an inexpensive way to allocate overhead costs to products.

Knight noted that some companies didn’t allocate any overhead costs to products, treating them as period, not product, expenses. For these companies, product profitability was measured at the contribution margin level ! price less all variable costs. Wilkerson’s variable costs were only its direct material and direct labor costs. On that basis, all products, including pumps, would be generating substantial contribution to overhead and profits. She thought that perhaps some of Wilkerson’s competitors were following this procedure and pricing to cover variable costs.

Knight had recently led a small task force to study Wilkerson’s overhead costs since they had now become much larger than the direct labor expenses. The study had revealed the following information:

1. Workers often operated several of the machines simultaneously once they were set up. For other operations, however, workers could operate only one machine. Thus machine-related expenses might relate more to the machine hours of a product than to its production-run labor hours.

2. A set-up had to be performed each time a batch of components had to be machined in a production run. Each component in a product required a separate production run to machine the raw materials or purchased part to the specifications for the product.

3. People in the receiving and production control departments ordered, processed, inspected, and moved each batch of components for a production run. This work required about the same amount of time whether the components were for a long or a short production run, or whether the components were expensive or inexpensive.

4. The work in the packaging and shipping area had increased during the past couple of years as Wilkerson increased the number of customers it served. Each time products were packaged and shipped, about the same amount of work was required, regardless of the number of items in the shipment.

Knight’s team had collected the data shown in Exhibit 4 based on operations in March 2000. The team felt that this month was typical of ongoing operations. Some people recalled, however, that when demand was really heavy last year, the machines had worked 12,000 hours in a month and the factory handled up to 180 production runs and 400 shipments without experiencing any production delays or use of overtime.

Exhibit 1 Wilkerson Company: Operating Results (March 2000)

Sales $2,152,500 100%

Direct Labor Expense 271,250

Direct Materials Expense 458,000

Manufacturing overhead

Machine-related expenses $336,000

Setup labor 40,000

Receiving and production control 180,000

Engineering 100,000

Packaging and shipping 150,000

Total Manufacturing Overhead 806,000

Gross Margin $617,250 29%

General, Selling & Admin. Expense 559,650

Operating Income (pre-tax) $ 57,600 3%

Exhibit 2 Product Profitability Analysis (March 2000)

Valves Pumps Flow Controllers

Direct labor cost $10.00 $12.50 $10.00

Direct material cost $16.00 $20.00 $22.00

Manufacturing overhead (@300%) $30.00 $37.50 $30.00

TOTAL $56.00 $70.00 $62.00

Target Selling Price $86.15 $107.69 $95.38

Planned Gross Margin 35% 35% 35%

Actual Selling Price $86.00 $87.00 $105.00

Actual Gross Margin 34.9% 19.5% 41.0%

Exhibit 4 Monthly Production and Operating Statistics (March 2000)

Periodic Inventory Using FIFO, LIFO, and Weighted Average Cost Methods The units of an item available for sale during the year were as follows: Jan. 1 Inventory 13 units at $41 $533 Aug. 7 Purchase 19 units at $44 836 Dec. 11 Purchase 13 units at $46 598 45 units $1,967 There are 16 units of the item in the physical inventory at December 31. The periodic inventory system is used. Determine the inventory cost using (a) the first-in, first-out (FIFO) method; (b) the last-in, first-out (LIFO) method; and (c) the weighted average cost method (round per unit cost to two decimal places and your final answer to the nearest whole dollar). a. First-in, first-out (FIFO) $ b. Last-in, first-out (LIFO) $ c. Weighted average cost $

Periodic Inventory Using FIFO, LIFO, and Weighted Average Cost Methods

The units of an item available for sale during the year were as follows:

There are 20 units of the item in the physical inventory at December 31. The periodic inventory system is used. Determine the inventory cost using (a) the first-in, first-out (FIFO) method; (b) the last-in, first-out (LIFO) method; and (c) the weighted average cost method (round per unit cost to two decimal places and your final answer to the nearest whole dollar).

Periodic Inventory Using FIFO, LIFO, and Weighted Average Cost Methods

The units of an item available for sale during the year were as follows:

There are 16 units of the item in the physical inventory at December 31. The periodic inventory system is used. Determine the inventory cost using (a) the first-in, first-out (FIFO) method; (b) the last-in, first-out (LIFO) method; and (c) the weighted average cost method (round per unit cost to two decimal places and your final answer to the nearest whole dollar).

Answers are in bold under questions. I just need to know how to get them, so Please show work!!

A) If 25% of all vehicles at a certain emissions inspection failed the inspection. Assuming that successive vehicles pass or fail independently of one another. Calculate the following probabilities:

At least seven of the last 40 vehicles inspected failed.

0.9038

B) If 25% of all vehicles at a certain emissions inspection failed the inspection. Assuming that successive vehicles pass or fail independently of one another. Calculate the following probabilities:

In between 15 and 18 of the last 20 inspected passed

0.5929

C) If 25% of all vehicles at a certain emissions inspection failed the inspection. Assuming that successive vehicles pass or fail independently of one another. Calculate the following probabilities:

Given that less than 5 of the last 25 vehicles inspected failed, what is the probability that less than 3 of the 25 vehicles inspected failed?

0.1502

Topten is a leading source on energy-efficient products. Their list of the top seven vehicles in terms of fuel efficiency for 2014 includes three Hondas.

1. Determine the probability distribution for the number of Hondas in a sample of two cars chosen from the top seven. (Round your answers to 4 decimal places.)

2. 	X P(X) 0 1 2 3

2. What is the likelihood that in the sample of two at least one Honda is included? (Round your answer to 4 decimal places.)