Question Physics: Electrostatic Force and Gravitational Force

A small piece of paper weighs 10ˆ-2 gm. The weight of earth is 10ˆ24 kg. The glass rod with a net charge of 10-6C is brought near the paper which gets stuck to the glass rod and one can lift the stuck paper against the gravitational pull of the earth. Compare the force due to gravity on piece of paper and electrostatic force between paper and glass rod.

After a dismal start to 2019, the U.S. economy seems to be speeding up in the spring. Growth has appeared to speed up towards the end of the 1st quarter, and after such signs, economists have been ratcheting up their estimates for 1st quarter GDP. Positive areas include a resurgence in consumer spending, a declining U.S. trade deficit, and a solid labor market.

Does the United States economy seem to be safe from a recession in the near future?

The ground temperature a few meters below the surface is fairly constant throughout the year, and is near the average value of the air temperature. In areas in which the air temperature drops very low in the winter, the exterior unit of a heat pump designed for heating is sometimes buried underground in order to use the earth as a thermal reservoir. Why is it worthwhile to bury the heat exchanger, even if the underground unit costs more to purchase and install than one above ground?

Quality Control and the Boeing 787

​Source: McCartney, Scott.​ "How to Inspect Every Piece of a Widebody​ Airplane." http://www.cetusnews.com/life/How-to-Inspect-Every-Piece-of-a-Widebody-Airplane.B1xPm2I4t-.html, posted

​8/30/2017.

Imagine​ you're buying a​ $270 million car.​ You'd want to kick the tires pretty hard.​ That's what airlines do with new airplanes. Delivering one widebody airplane is a big

deallong dash—each

plane has a list price roughly the cost of a​ high-rise hotel.

Carriers like American Airlines station their own engineers at Boeing factories to watch their flying machines get built and check parts as they arrive. Then they send flight​ attendants, mechanics and pilots for what are called shakedown inspections.

​"The rubber meets the road​ here," says an American​ manager, as he begins checking a brand new Boeing 787.​ "It's inspected and​ it's inspected and​ it's inspected. And yet we still find​ things." American is taking delivery of 57 new planes this year. Boeing does its own​ testing, but buyers do their own extra

inspectionlong dash—and

note an average of 140 items on a​ plane's punchlist.

Five flight​ attendants, a couple of mechanical experts and an American test pilot attack the​ 285-passenger plane. All the doors and panels are opened for inspection. Flight attendants shake each seat​ violently, grab the headrest and pull it up and jerk the cord on each entertainment controller. They test power​ ports, USB​ ports, audio jacks and the entertainment system. They open all tray​ tables, turn all lights on and off. They recline each seat with​ knee-knocking force. They flush all the​ toilets, blow fake smoke into smoke​ alarms, make sure all prerecorded emergency messages sound when required.

Inside the​ cockpit, an American test pilot flies the jet to its​ limits, making sure alarms sound when he increases air speed or slows the plane down to stall speed. He turns it sharply until​ "bank angle" warnings sound. Each engine gets shut down and restarted in the air. Every backup and emergency system is put into use to make sure it works.

Critical Thinking Questions

1. Why do airlines feel the need to make quality​ inspections?

A. The​ $270 million price tag.

B. Pilots like to check emergency systems.

C. Manufacturers sometimes miss errors.

D. All of the above.

2. Who participates in shakedown​ inspections?

A. Flight attendants only.

B. Boeing engineers.

C. Top management from the airline buying the plane.

D. Test pilots and other company representatives.

3. Flight attendants test the 787s

A. exterior paint.

B. ​seats, entertainment​ systems, and power parts.

C. air speed.

D. legroom.

4. Inspection on a commercial jet takes place

A. before delivery to the customer.

B. during the first scheduled flight.

C. before the contract is signed.

D. at the part​ supplier's shipping dock.

Many consumers pay careful attention to stated nutritional contents on packaged foods when making purchases. It is therefore important that the information on packages be accurate. A random sample of n = 12 frozen dinners of a certain type was selected from production during a particular period, and the calorie content of each one was determined. (This determination entails destroying the product, so a census would certainly not be desirable!) Here are the resulting observations, along with a boxplot and normal probability plot. (To obtain the dataset for your analysis software, go to the Book Companion Website.)

A vertical boxplot has a vertical axis labeled "Calories" with values from 223 to 267. The top whisker is approximately at 265.0, the top-most edge of the box is near 253.0, the line inside the box is approximately 244.5, the bottom-most edge of the box is near 236.0, and the bottom whisker is at approximately 225.0.

(c) Carry out a formal test of the hypotheses suggested in part (b). (Use Table 4 in Appendix A. Use α = 0.05. Round your test statistic to two decimal places and your P-value to three decimal places.)

P=  

Consider the following situation as if you were Ian.

Ian was a senior analyst at a major hotel company. Although Ian worked mostly in corporate headquarters, he would occasionally travel to the field where he met with front-line employees and learned what was on their minds.

On a trip to Portland, Ian had the chance to speak with two people working at the front desk about what it was like to work at the hotel. Daniel, the younger of the two had joined the staff recently; Ellen, the other employee (and Daniel’s supervisor), had been with the company for almost 15 years. Both employees seemed particularly interested in talking with Ian because they rarely got a chance to talk directly to anyone from headquarters.

As the three discussed changes in the hospitality industry, Ellen and Daniel complained about their company’s aggressive cost control initiatives, spearheaded by the charismatic but frugal CEO, whose policies were occasionally unpopular. After a few more minutes of conversation, Ellen casually said, “The CEO is so tight with a buck, I wonder if he is Jewish.”

As a Jewish person, Ian did not know how to react. He had never actually experienced anything like this before, especially in a professional setting. Ian’s instinct was not to be combative or hostile, but he felt a bit like a deer caught in the headlights. Daniel looked a little surprised at his supervisor’s remark, but, laughing, he quickly changed the subject. Smiling, Ian made an excuse to end or discussion and walk away.

The next day Ian woke up still bothered by Ellen’s remark. While checking out, he saw Daniel at the front desk. Ian mentioned to him that he may want to tell his supervisor to watch her remarks about other peoples’ ethnicity, to which Daniel replied, “I know what you mean because I am Puerto Rican, but I think that she meant it as a joke.” Ian could see that Daniel just wanted to smooth the issue over.

On the ride to the airport, Ian kept thinking about what he might do. Should he report Ellen to Human Resources? The company had a process in place for such matters, but he was worried. Ian did not know who he was dealing with; maybe Ellen would retaliate if he said something, especially since she would know who filed the complaint. Plus, Ian was not sure what the consequences would be – he didn’t want to get her fired. Ian only wanted Ellen to know how offensive the comments were.

As a team, consider what steps Ian should take.

What are the concerns facing Ian?

Exercise 9-14 Prepare a Flexible Budget Performance Report [LO9-4]

Lavage Rapide is a Canadian company that owns and operates a large automatic car wash facility near Montreal. The following table provides data concerning the company’s costs:

For example, electricity costs are $1,200 per month plus $0.09 per car washed. The company expects to wash 8,400 cars in August and to collect an average of $6.30 per car washed.

The actual operating results for August appear below.

Required:

Prepare a flexible budget performance report that shows the company’s revenue and spending variances and activity variances for August. (Indicate the effect of each variance by selecting "F" for favorable, "U" for unfavorable, and "None" for no effect (i.e., zero variance). Input all amounts as positive values.)

Exercise 9-14 (Algo) Prepare a Flexible Budget Performance Report [LO9-4] Lavage Rapide is a Canadian company that owns and operates a large automatic car wash facility near Montreal. The following table provides data concerning the company’s costs: Fixed Cost per Month Cost per Car Washed Cleaning supplies $ 0.60 Electricity $ 1,100 $ 0.10 Maintenance $ 0.15 Wages and salaries $ 4,900 $ 0.30 Depreciation $ 8,100 Rent $ 2,200 Administrative expenses $ 1,800 $ 0.03 For example, electricity costs are $1,100 per month plus $0.10 per car washed. The company expects to wash 8,200 cars in August and to collect an average of $6.00 per car washed. The actual operating results for August are as follows: Lavage Rapide Income Statement For the Month Ended August 31 Actual cars washed 8,300 Revenue $ 51,300 Expenses: Cleaning supplies 5,420 Electricity 1,890 Maintenance 1,470 Wages and salaries 7,720 Depreciation 8,100 Rent 2,400 Administrative expenses 1,946 Total expense 28,946 Net operating income $ 22,354 Required: Prepare a flexible budget performance report that shows the company’s revenue and spending variances and activity variances for August. (Indicate the effect of each variance by selecting "F" for favorable, "U" for unfavorable, and "None" for no effect (i.e., zero variance). Input all amounts as positive values.)