For this exercise, round all regression parameters to three decimal places.

Characteristics of traffic flow include density D, which is the number of cars per mile, and average speed s in miles per hour. Traffic system engineers have investigated several methods for relating density to average speed. One study† considered traffic flow in the north tube of the Lincoln Tunnel and fitted an exponential function to observed data. Those data are partially presented in the table below.

(a) Make an approximate exponential model of D as a function of s.
D(s) =

(b) Express using functional notation the density of traffic flow when the average speed is 24 miles per hour.
D

Calculate that density. (Round your answer to the nearest whole number.)
cars/mi

(c) If average speed increases by 1 mile per hour, what can be said about density? (Round your answer to one decimal places.)

The density D decreases by  %.

(Security-For-All Bhd (MFA) is a company specializing in installing and maintaining

security systems for businesses and residential customers. It has been operating for

10 years. The company buys supplies ranging from CCTV cameras, smart locks,

keypad locks, sensors, alarms, smoke detectors and other equipment from reputable

vendors in town for customers’ installations

/Purchase of supplies

-The purchasing process starts with filling up of purchase requisition forms by

the Inventory Department when the inventory level reaches the re-order point.

They then select appropriate vendors by searching them online. Next, they

phone the vendors, request one price quotation for each item and give the

vendors a verbal order

-The filled up purchase requisition forms are sent to Purchase Department. A

pre-numbered purchase order is processed by the department for each

requisition and filed together with the earlier purchase requisition form.)

-When the items have arrived, the Receiving Department takes charge and

informs the Inventory Department orally. The receiving clerk then stamps the

purchase order with the date received and noted any difference between the

quantity shown on purchase order and the quantity received. The receiving

clerk then forwards the stamped purchase order and items received back to

the Inventory Department for verification and correction. At the same time, the

receiving clerk informs the Accounts Department that the order has arrived.)

-The Accounts Department then waits for the vendors’ invoice to arrive. The

account clerk files together the vendors’ invoice and purchase order copy

received earlier from the Inventory Department. On a monthly basis, the

account clerk prepares cheque to be paid to each vendor and sent the

cheques to the Treasurer for signature. The treasurer then signs the

cheques.)

/Company’s policies and procedures

Although the company has expanded over the years with more than 100 active

vendor accounts currently in the accounts payable’s ledger, it continues to rely on a

manual system to process all purchase transactions. In addition, the company has

no specific policy on purchase returns. For many years, the defect inventories are

simply kept in store without any follow ups and actions by the storekeeper in the

Inventory Department.)

The company maintains its existing auditor for the current financial year ended 31

December 2020. The auditor is concern that the recent pandemic has resulted in

surge of inventory prices supplied by vendors due to inadequate supply and rising

demand from customers for tightened security measures.)

REQUIRED

1. Describe at least five (5) internal control deficiencies relating to purchasing of

and payments for inventory requisition of SFA Bhd and their possible

misstatements.

2. Describe three (3) substantive audit procedures for purchase and three (3)

substantive audit procedures for accounts payable accounts that must be

performed by auditors.)

3. Identify the assertion related to each of the substantive audit procedures in

(II) above.)

Scenario 2

Joe and Kim Khan have worked out their differences—sort of (see Case in Chapter 9). While Kim no longer takes pot shots at Joe for his lack of experience, Kim and Joe have clearly different perspectives on how to perform their jobs, serve customers, and treat employees. Jim Talent continues to encourage Joe to work with Kim to address their relationship issues. This will be particularly important because Joe and Kim will need to present a united front in an upcoming negotiation they’ll be having with representatives from Do or Dye Tools (see Case in Chapter 12).

Among the recent issues that have created concerns are the following:

1. Store policy regarding returns. The standard store policy is a 30-day “no questions asked” policy. After 30 days, store policy is generally to give store credit. Kim routinely promises customers who purchase tools full money-back guarantees, regardless of how much time has passed. Customers then refer to Kim’s representations when they come to the customer service desk that Joe manages, making claims for money back for tools returned beyond 30 days. Kim thinks that Joe and his team do not understand the need to work around company policy at times in the interest of “putting the customer first.” Joe and Kim must come to agreement on what “putting the customer first” and honoring store policy mean, and whether these two concepts are compatible or mutually exclusive.

2. Philosophical disagreement over “handshake” deals. Kim tends to make informal handshake deals with vendors. Kim did this with Do or Dye Tool’s former representative, Axel Rod, regarding the sale of its Super-Deluxe 15-90 Power-Matic Reversible Drill/Screwdriver set and accompanying package sets of drill bits and screwdriver heads (see Case in Chapter 12). This deal has angered Vic Vendor, Do or Dye’s current representative, and could result in Do or Dye severing its business relationship with More Power. Although Kim may have rational reasons for doing this, Joe believes that such actions reflect poor business practice. Before meeting with Do or Dye, Joe and Kim must agree on how they will represent More Power and the level of formality or informality that is appropriate when negotiating.

3. Treatment of employees. Kim’s actions create a “spillover” effect on Joe’s customer service desk team because they must manage the customer service issues that Kim’s actions generate. When Kim’s actions appear to run contrary to store service policy, some of Joe’s employees have attempted to address any misunderstandings with Kim directly. Kim’s response has been gruff, dismissive, and defensive. Kim makes clear that these actions will continue in the interest of serving customers without apology for the impacts on Joe’s team. Kim clearly has little tolerance for what appear to be arbitrary procedures that interfere with good customer service. Joe’s employees complain about Kim’s gruff manner and express concerns about being caught between a rock and a hard place: They will either get in trouble for running afoul of store policy by honoring Kim’s representations to customers or incur the wrath of Khan and customers by holding customers to store policy despite Kim’s representations to the contrary. Joe and Kim must come to agreement about how to work with Joe’s employees, how to avoid situations that put employees in this bind, and how to serve customers in a consistent manner.

Students will work in teams to prepare a collaborative case analysis on the Negotiations for Life case (text page 202). Each team will be assigned either Scenario 1 or Scenario 2 by the professor. Teams will discuss their assessments in their team Discussion areas and prepare an analysis and recommendation in a collaborative report in the form of a paper. See MGMT570: Guidelines for Case Analysis located in Files.

The length of paper should be three to four pages, not including the cover page and references. APA style is required for in-text citation and references.

ZZ, Inc. sells three products. Income statements for the three products for the most recent year appear below: Product A Product B Product C Sales revenue ............. $120,000 $180,000 $145,000 Costs: Variable costs ........ 84,000 54,000 87,000 Advertising ........... 12,000 7,000 8,000 Rent .................. 11,000 11,000 11,000 Supervisor's salary ... 30,000 30,000 25,000 Property taxes ........ 10,000 8,000 2,000 Net income/loss ............ <27,000> 70,000 12,000 The rent is allocated to the three products equally and the property taxes are allocated based on the square footage each product uses in the factory. Assume ZZ, Inc. eliminated the production and sale of Product A. The elimination of Product A resulted in a $50,000 increase in the sales of Product B. The sales of Product C were unchanged by the decision to eliminate Product A. Calculate the amount of net income ZZ, Inc. would expect to generate in the coming year.

ABC Corporation has three service departments with the following costs and activity base:

ABC has three operating divisions, Micro, Macro and Super. Their revenue, cost and activity information for December 31, 2017 are as follows:

Prepare departmental income statements AFTER allocating service department costs to the three operating divisions.

The Dubious Company operates in an industry where all sales are made on account. The company has experienced bad debt losses of 1.40% of credit sales in prior periods. Presented below is the company's forecast of sales and expenses over the next three years.

Required:

1. Calculate Bad Debt Expense and net income for each of the three years, assuming uncollectible accounts are estimated as 1.40% of sales.
2. Assume that the company changes its estimate of uncollectible credit sales to 1.40% in Year 1, 2.40% in Year 2 and 1.90% in Year 3. Calculate the Bad Debt Expense and net income for each of the three years under this alternative scenario.

I please need assistance with questions 6-7-8-9 of this question. I previously asked but another case was answered under my question

Following a strategy of product differentiation, Positive Charge Ltd. makes high quality electronic components. Positive Charge Ltd. presents the following data for the past two years relating to its AA01 product. Year 1 Year 2 Units of AA01 produced and sold 4,000 4,320 Selling price $800 $850 Direct materials (kilograms) 10,400 12,360 Direct materials costs per kilogram $60 $64 Manufacturing capacity for AA01 (units) 15,000 15,000 Conversion costs $1,350,000 $1,440,000 Conversion costs per unit of capacity $90 $96 Selling and customer-service capacity (customers) 80 78 Total selling and customer-service costs $760,000 $780,000 Selling and customer-service capacity cost per customer $9,500 $10,000 Positive Charge produces no defective units but it wants to reduce direct materials usage per unit in Year 2. Manufacturing conversion costs in each year depend on production capacity defined in terms of units that can be produced. Selling and customer-service costs depend on the number of customers that the customer and service functions are designed to support. Neither conversion costs nor customerservice costs are affected by changes in actual volume. Positive Charge has 60 customers in Year 1 and 66 customers in Year 2. The industry market size for the product increased 6% from Year 1 to Year 2. Of the $50 increase in unit selling price, $30 is attributable to a general price increase. Required: 6) What amount is the revenue effect of the price-recovery component? 7) What amount is the cost effect of the price-recovery component? 8) What is the net effect on operating income as a result of the price-recovery component? 9) What is the net effect on operating income as a result of the productivity component? (10

Urgent

Questions 1 - 5 I have had assistance on questions 1 - 5. I just need assistance with 6 - 9

Identify and explain five (5) principle techniques for obtaining evidence available to the auditor?

List and briefly explain three (3) objectives when testing transactions.

List and briefly explain three (3) objectives when testing balances.

Explain the differences between walk- through test, tracing and vouching.

1a. Describe the shape of squamous, custodial,and columnar epithelial tissue?

1b. List and describe the different types of connective tissue. What are the similarities and differences between them?

1c. What are three components of the extracellular matrix in connective tissue?

1d. What are the three types of cartilage? What are their similarities and differences?