Kindly show how to do in Excel: Suppose that the weight of a typical American female follows a normal distribution with μ = 140 lb. and σ = 20 lb. Also, suppose 80.15% of all American females weigh more than I weigh. What fractions of American females weigh more than 165 pounds? How much do I weigh? If I weighed 20 pounds more than I do, what percentile would I be in? A production process manufactures items with weights that are normally distributed with mean 10 pounds and standard deviation 0.1. An item is considered to be defective if its weight is less than 9.8 pounds or greater than 10.2 pounds. Suppose that these items are currently produced in batches of 1000 units. Find the probability that at most 5% of the items in a given batch will be defective Find the probability that at least 85% of these items in a given batch will be acceptable.

The Metropolitan Bus Company (MBC) purchases diesel fuel from American Petroleum Supply. In addition to the fuel cost, American Petroleum Supply charges MBC $300 per order to cover the expenses of delivering and transferring the fuel to MBC's storage tanks. The lead time for a new shipment from American Petroleum is 10 days; the cost of holding a gallon of fuel in the storage tanks is $0.06 per month, or $0.72 per year; and annual fuel usage is 120,000 gallons. MBC buses operate 300 days a year.

1. What is the optimal order quantity for MBC?
   
   Q* =
   
2. How frequently should MBC order to replenish the gasoline supply?
   
   __________ orders per year
   
3. The MBC storage tanks have a capacity of 15,000 gallons. Should MBC consider expending the capacity of its storage tanks?
   
   Metropolitan Bus Company (Needs to expand / does not need to expand) the capacity of its storage tanks.
   
4. What is the reorder point?
   
   r = ______ gallons

QUESTION 1

Read the two cases of Barbican Bank and Intermarket of Zimbabwe and answer the questions below:

Barbican Bank (BB)

Barbican Bank was formed in the late 1990s at the height of a rush into the financial services sector by domestic investors. It was born out of an asset management company. The founder
was a flamboyant businessman who was a public figure in the financial services sector. At formation the bank declared its focus would be the elite market. Its products were therefore
targeted specifically at the top market. The bank also declared an intention to operate a very small branch network, no more than five branches. Barbican started experiencing liquidity
problems in early 2003 and was placed under the curator in March 2003. Before being placed under the curator Barbican had been reporting fabulous profits most of them having come
from non interest transactions. According to the Central Bank, Barbican ‘‘was experiencing serious liquidity problems as a result of imprudent banking behaviours. There was no clear separation between various related entities within the group which led to cross funding of operations and excessive risk taking among other shortcomings.’’ The Central Bank also noted
that the bank was involved in ‘‘questionable cross-border foreign exchange activities.’’ The bank had shifted funds to South Africa from local operations with the object of establishing a
new company in South Africa. During its operation the bank introduced the derivatives (junk bonds) market, which had been non-existent in the country’s financial sector. When liquidity
problems besieged Barbican the Central Bank placed the banking division under the curator and the asset management company under liquidation. At the time of taking these measures
the Central Bank had injected money into the bank as liquidity support but the bank appeared to be on a serious slide. The bank has since failed to repay on time the loan from the Central
bank’s Troubled Bank Fund. On seeing his financial companies in difficulties, the Chief Executive (the founder) skipped the country. Despite problems in the home operations, the
founding chief executive was trying to set up another financial services company in South Africa. During his tenure the Chief Executive is said to have been so dominant the board
appeared clueless and powerless to restrain him. The bank has now been placed into liquidation by the Central Bank. It will be amalgamated into a merger of liquidated banks to form a new bank.

Intermarket (IM)

The founder established Intermarket Holdings during the late 1990s through acquisitions. At the time of inset of financial distress, the founder owned 72 percent of Intermarket Holdings
through an investment company called Transnational Holdings. Transnational Holdings comprised companies in banking and insurance among others. Its influence in the financial
services sector was in every sphere. Intermarket Banking Corporation one of the subsidiaries of the holding company started showing signs of liquidity problems in early 2004. This was
during the period of a cash crisis in the country. Much as all banking institutions were affected by the cash crisis, Intermarket appeared completely outstretched by the crisis. In March 2004
the bank was placed under the management of a curator by the Central Bank when it appeared it could not pay its creditors and depositors on demand. On investigation, the Central Bank
discovered that the Executive Chairman had loaned himself Z$90 billion of depositors’ money and the insider loans were not being serviced. The Executive Chairman was said to have been so dominant he had the veto power on everything that took place in the corporation. Investigations by the appointed curator have led to a rise in the figure for insider loans to
Z$174 billion. The Executive chairman fled the country when authorities appeared to point at him as the main contributor to financial distress in the institution. Intermarket has been trying
to enter into partnership with other banking institutions, in order to shore up its capital, without much success. Instead Finhold, another Zimbabwean financial institution whose banking
subsidiary is owed Z$100 billion is positioning itself to take over major shareholding in Intermarket Bank through a combination of cash and debt swap. Finhold’s strategy is an
attempt to protect possible collapse of Intermarket since it is a major creditor. Intermarket has to raise its capital base to Z$10 billion before 30 September 2004 as per regulatory authority
requirements. Fraud by some IM employees taking advantage of weak management systems has exacerbated financial distress in Intermarket. The curator has however opened the banking division for limited services to depositors.

Questions:

a) The liquidity problems experience by Barbican Bank and Intermarket bank were as a result of poor risk management. Discuss?

b) Identify the speculative risk that was taken by Barbican Bank?

c) Lack of board independence inadvertently creates an epicentre for corporate governance failures. Discuss using the two cases and outline the ideal role of a board in corporate governance and risk management

Larry Co is selling clothing to retailers. What type of market would Larry Co be a part of?

The equilibrium constant, K, for binding of haemoglobin for carbon monoxide, CO, is about 200-300 times greater than for O2. Explain using chemical equilibrium principles why this makes breathing CO hazardous.

The equilibrium constant, K, for binding of haemoglobin for carbon monoxide, CO, is about 200-300 times greater than for O2. Explain using chemical equilibrium principles why this makes breathing CO hazardous.

1. What is the Fick equation?

2. How do CO and a-vDO2 (arteriovenous oxygen difference)relate to the Fick equation?

3. How CO and a-vDO2 (arteriovenous oxygen difference) relate to oxygen uptake?

Vitamins serve as co-enzymes in many biochemical reactions. What vitamins (co-enzymes) would you supply bacteria and which you would remove from the medium to prevent accumulation of fat by bacteria.

Accoring to the equation: As_sO₃ + 3C = 3CO +2As

the reaction of 1gmol of As_sO_{3 with carbon will result in the formation of:}

_{A. 1 gmol of CO}

_{B. 1 gmol of As}

_{C. 28 g of CO}

D. 150 g of As