Let X denote the time in minutes (rounded to the nearest ½ minute) for blood samples to be taken from patients in UrgentCare clinic near Mountainside, NJ. A random survey of 200 patients revealed the following frequency distribution in minutes.
X = x (mins)
0 0.5 1.0 1.5 2.0 2.5
Freq (# of patients)
20 38 62 44 14 22
Determine the following:
a) P (X < 2.0)
b) P (0.75 < X ≤ 1.5)
c) P (X ≥ 2.0)
d) P (X = 1.5)
e) Mean and standard deviation of the random variable X
f) Interpretation of mean of random variable X.
g) Draw a probability histogram (pdf) for the random variable X and locate the mean (draw a vertical dash line to indicate the mean) in a graph. Mark the x-axis and y-axis and indicate the variables and the scales appropriately.
h) Construct the c.d.f. for the random variable X in a graph formats. Mark the x-axis and y-axis and indicate the variable and the scale appropriately.

Algonquin Outfitters

Background

You are an Analyst for the professional service firm, BUSI 1043 LLP. Your firm specializes in providing a wide variety of internal business solutions for different clients. Since you enjoyed your time in Muskoka compiling the Financial Statements for Henrietta’s Pine Bakery, the Senior Manager from your previous engagement gave you another northern Ontario client, Algonquin Outfitters.

Additional Information

Since 1961, Algonquin Outfitters (AO) has been providing outdoor fun and gear for everyone from families to back-country adventurers. The family of stores in Algonquin Park and Muskoka has a range of equipment including outerwear and casual wear, mountain and road bikes, canoes, kayaks, wakeboards and waterskis, snowboards, alpine and nordic skis, and snowshoes. More than just canoe trips, day hiking trips, and gear outfitting rentals they have grown in the 50 + years to be Muskoka’s destination for great outdoor gear, ski and snowboard service shop, bike shop, and all your other Algonquin & Muskoka adventure service and rental needs.

Algonquin Outfitters follows the Accounting Standards for Private Enterprises. Despite its revenues, AO operates with few administrative staff currently employing 12 individuals in addition to the owner who is there every day.

The owner is considering expanding his operations into the Haliburton Highlands. In order to do so he will have to look into financing options. He is contemplating two debt options: traditional bank financing or bonds. He is also considering selling some of his common shares to five of his friends and relatives. He is unsure of how these options would impact him and the current organization of his company.

In December of this year, one of AO’s trucks carrying bike and ski lubrication was in an accident. The substance spilled into a local river contaminating the water supply. AO’s layers have stated that the local residents have filed a lawsuit for $2 million. They expect that AO will be found guilty but the settlement will be between $1.0 million and $1.8 million. AO has let its insurance policy expire and therefore does not have any coverage.

On December 31, four of AO’s trucks were loaded with customer freight and sitting at AO’s loading docks. The goods were delivered to the customers on January 5th and 6th respectively. The revenue of $80,000 was recorded in the books on December 31st.

The owner knows about the importance of internal controls but believes he needs a refresher. He had an individual from purchasing leave earlier this year and is now using the accounts payable person who also prepares the cheques to take care of all purchases. He is beginning to think that this is a good idea as it would save one salary. On the other hand, he does want to maintain controls and is interested in eliminating all potential problems. He would like your recommendations about how he should deal with this.

AO purchased equipment on January 1 five years ago for $80,000 and estimated an $8,000 salvage value at the end of the equipment’s 10-year useful life. On March 31st of this year, the equipment was sold for $21,000. The last entry to record depreciation was at December 21st of the prior year. No entries for the sale have been made yet.

The year end for AO is December 31st. It is now April 20th and you have been asked to provide a memo to your Senior Manager that can be used as the basis for discussion with the owner that addresses the issues that concern you and the owner. You must address all of the issues in depth and provide recommendations on how to account for them.

Prepare the memo.

Exam case study Foreign direct investment in China: A case study from the Yangtze Delta Basin The metropolis of Shanghai dominates the rich, fertile and low-lying plain south of the Yangtze River in China. Within a 150 kilometre radius are also located the major urban centres of Suzhou, Nanjing, Hangzhou and Ningbo. Suzhou is approximately one hour by road from Shanghai and is one of the oldest cities in the Yangtze Delta Basin, with an identifiable history stretching back 2500 years. There is a traditional Chinese saying: ‘There’s paradise in heaven, but Suzhou and Hangzhou on earth’—a reference to Suzhou’s beautiful gardens and canals. In the 1980s Deng Xiaoping’s ‘open door policy’ was adopted in China and provided preferential treatment for coastal regions to develop special economic zones. These themed reforms nurtured economic change and were in line with Deng’s wishes, enabling ‘some people to get rich’ (Isaak 2000). To persuade foreign direct investment to come to Suzhou, policies for the effective leadership of development were enacted. For example, in 1998 L Government, the Jurong Township Corporation (JTC), was appointed to manage the establishment process for what was initially called the Singapore Industrial Park (SIP). Located between Shanghai and Suzhou, SIP became a flagship project for the new generation of ETDZs. The initial investment and control was 65 per cent Singaporean and 35 per cent Chinese, and a specially set up authority managed the ETDZ. It had its own customs house, and was notable for its superior infrastructure and strict environmental controls. However, the success of the Singaporean model became awkward for the Chinese and the local Suzhou municipality. They witnessed the success of the SIP, but had limited share in the wealth being generated. This prompted a flurry of activity for the emergence of another ETDZ on the other side of Suzhou, which created direct competition with the SIP. The Suzhou new district The Suzhou New District (SND) was thus built by the local municipality. SND was first established in 1992, and was considered a ‘high-tech’ ETDZ with a science and technology theme. It promoted a ‘garden-like’ atmosphere with ‘liveable surroundings’. The infrastructure in SND was developed through establishing a banking sector and a mediumrise expatriate living area. The growth of this ETDZ was credited to the development of its infrastructure services. SND established a theme park and invested in recruiting, employment and training industries. The land quality and position of SND was superior to that of the SIP and it was located right beside the city centre of Suzhou, whereas the SIP was, at this time, somewhat more remote. Despite fierce initial rivalry, both ETDZs are now successfully established and are attracting substantial FDI; the local TVEs are booming and local private business is encouraged. Considerations for FDI in the ETDZs While Jiangsu province now boasts a number of development zones, the Suzhou New District and the Suzhou Industrial Park are the main economic and technological development zones in this region. Specific regulations vary within each zone, which provide incentives for foreign direct investment. Important considerations for the ETDZs are the infrastructure (such as water plants, sewage and gas, power supply and ISDN telecommunications) and a preferential tax policy offering favourable terms to foreign investment companies. Furthermore, housing for both expatriates and workers, along with sporting, cultural, dining and shopping precincts, enhances the quality of life for residents living in the region. For example, SND provides incentives for housing local workers and SIP has a waste management plan. The administrative authorities within the zones play an integral role in the operations of the ETDZs and in the activities of enterprises within those zones. To help the facilitation of business by making it easier to obtain the permits and licences required for registration as a foreign enterprise in China, the SIP and SND both promote their ‘one-stop set-up shops’ for foreign enterprises. Promotion portraying the convenience of the residential and recreation facilities is clearly visible. When faced with the depth of regulation, language and cultural differences, and bureaucratic delays in obtaining approvals and registrations, facilities within the ETDZs assist foreign enterprises to start up their operations in China. There are also facilities to conduct major recruitment fairs on behalf of enterprises. Each year these fairs attract graduates from all over China. As part of the process, administration checks, qualification and reference checks, along with additional training, are provided, which streamlines employment for both candidates and enterprises. Cultural differences between the international and local culture prevail. SND is located close to the old city of Suzhou, whereas there is a distinctly more international flavour in the SIP, which hosts a ‘Singapore Square’ along with a tax policy favouring foreign investment. The rapid expansion in the ETDZs also has its drawbacks for foreign direct investors. The infrastructure development has not always kept up with expansion in the zones. Access to essential services, long waiting times for operational components and minimal or reduced social and cultural activities are the consequences of rapid progress. This, in turn, has produced diverse opportunities for local entrepreneurs to seize the chance to capitalise on gaps in economic development. The ETDZs are notable for their ability to assimilate supply chains quickly. Because of the large geographical area of the ETDZs, many small townships are located within them. Township enterprises have begun producing components required by the foreign direct investors. Most of these townships were communes during the Maoist area, meaning that production is still organised along these lines. In many instances, these TVEs were single-product-based and supplied Suzhou and Shanghai with farmed fish, fresh vegetables and craft items. Now, many have changed their production to manufacturing items required further along the supply chain. For example a ‘Technology Township’ in SND designs and provides research and development, then component manufacture, to supply the larger assembly plants located in the ETDZ. Therefore, a distinct logistical chain operates between the ETDZs and Shanghai, with components being manufactured in one location and assembled in another, while sales and marketing offices are situated in Shanghai. Perry and Yeoh (2000) provide a history of the China-Singapore- Suzhou Industrial Park. The authors describe the ETDZ’s success in attracting high-technology firms in the electronics, software, mobile telecommunications and pharmaceuticals sectors, although they also highlight the absence of R&D activities in some cases.

There are three main points to consider in discussion of the ETDZs located near Suzhou in Jiangsu province, China:

1 The area has been selected by China’s central government as region for major growth.

2 Multinational/international companies are established in, and are directly investing in, the region.

3 SMEs and TVEs have established supply chains to help facilitate supply and provide logistical channel support to FDI enterprises.

1. Download the EXCEL file: Access Exercise Tables 2. Open a new blank database in ACCESS and name it “Exercise-Your Name” where you replace Your Name with your name. 3. Import each worksheet in the EXCEL file into ACCESS as a separate table as follows: a. External Data Tab -> Import Excel icon b. In the dialog box browse for the destination of the excel file you saved in step 1, it should default to “import the source data in to a new table in the current database”. Click OK. c. A wizard will start, so step through the screens for each worksheet i. Select the specific worksheet to import, click Next. ii. Check the box “First row contains headings”, click Next. iii. Do not modify field in the wizard, click Next. iv. Choose No Primary Key (we will do this later), click Next. v. Save the table as the name of the tab of worksheet, click Finish. d. Repeat for all four worksheets 4. Open each table in design view a. Select the appropriate key field and create a primary key (highlight the correct field name and then click on the little key icon on the toolbar) b. For the tblSales-Inventory, be sure to select both the Invoice Number and Item Number as the primary key (click on one, then hold down the CTRL key while clicking on the second to highlight both. Then, click the key icon. 5. On the Database Tools tab go to the RELATIONSHIPS screen (click on the icon that looks like a little REA diagram) a. In the Show Table dialog box, click on each table to highlight them all, then click Add, the Close. b. Move the tables around to reflect an REA diagram. c. Link the tables by dragging a primary key from one table to the corresponding foreign key in the other table. A line should appear between the two tables. d. Close the table tabs by right clicking on them across the top, leave the relationship screen open. e. Double-click on the line and when the dialog box appears, click on Enforce Referential Integrity f. Save the Relationships after you have all four tables linked like you would with an REA diagram (if you turned the relationship Sales-Inventory into an entity). tblCustomer links to tblSales links to tblSales-Inventory links to tblInventory. g. Print the Relationship Report. 6. Click on the Create Tab. Click the Query Wizard icon. a. In the wizard’s first screen, first select simple query wizard, click OK. b. Select tblSales from the drop down menu and select all the attributes for tblSales using the >> button; then, select tblSales-Inventory and select all the attributes except the Invoice Number, using the > button, click Next. c. Select Detail query on the next wizard screen d. Continue through the wizard to display the query. e. Print the results.

The relationship between CO₂ gas produced to sugar consumed is shown below.

m = n / 2s

where m is the number of moles of sugar consumed, n is the number of moles of CO₂ produced, and s is the number of simple sugars in that sugar.

This means that for:

a monosaccharide, 2 CO₂ molecules are produced per molecule of sugar

a disaccharide, 4 CO₂ molecules are produced per molecule of sugar

a trisaccharide, 6 CO₂ molecules are produced per molecule of sugar

Calculating the Rate of Respiration

First, use the Ideal Gas Law to convert the volume of gas to molecules. This is measured in moles, not the number of individual molecules. The Ideal Gas Law relates the moles of CO₂ gas molecules to its volume as shown in the equation below.

PV = nRT

where P is the atmospheric pressure in the lab, V is the volume in liters, n is the number of moles of CO₂, R is the gas constant 0.082 L-atm/mole-Kelvin, and T is the temperature in Kelvin.

Next, convert the moles of CO₂ molecules produced to the moles of sugar consumed using the equation shown below.

m = n / 2s

Finally, combine several calculations to convert the results to milligrams of sugar fermented per minute:

convert from moles to grams

convert from grams to milligrams

divide by the length of respiration

The formula is below.

f = 1000mw / t

where f is the mg of sugar fermented per minute, m is the number of moles of sugar consumed, w is the molecular weight of the sugar in g/mole, and t is the respiration time in minutes.

For example, if 1 L of CO₂ is collected when yeast is incubated with maltose for 5 minutes and the final temperature of the flask is 294.5 K, the milligrams of sugar fermented per minute are calculated as follows:

moles of CO₂ = (1 atm × 1 L CO₂) ÷ (0.082 L-atm/mole-Kelvin × 294.5 K)
moles of CO₂ = 0.041 moles

moles of maltose consumed = 0.04141 moles of CO₂produced ÷ (2 × 2 simple sugars in maltose)
moles of maltose consumed = 0.01035 moles

mg of maltose per minute = (0.01035 moles maltose) × (MW of maltose) × (1000 mg/g) ÷ (5 minutes)  
mg of maltose per minute = 708.6 mg/min

For each of the sugars fermented by yeast, fill in the chart below to determine the volume of CO2 production.

Results Table(my answers)

For each of the sugars fermented by yeast, fill in the chart below to determine the mg of sugar consumed per minute during fermentation.

Calculations Table

My answers

Glucose temp 299.0k after 1 minute and 4.3ml in syringe

fructose temp 296.0k after 1 minute 1.3ml of gas in the syringe

maltose temp 300.0k after 1 minute 5.1 ml

maltotriose temp 295.6k after 1 minute 1.0 ml

Gallatin Carpet Cleaning is a small, family-owned business operating out of Bozeman, Montana. For its services, the company has always charged a flat fee per hundred square feet of carpet cleaned. The current fee is $22.55 per hundred square feet. However, there is some question about whether the company is actually making any money on jobs for some customers—particularly those located on remote ranches that require considerable travel time. The owner’s daughter, home for the summer from college, has suggested investigating this question using activity-based costing. After some discussion, she designed a simple system consisting of four activity cost pools. The activity cost pools and their activity measures appear below:

The total cost of operating the company for the year is $351,000 which includes the following costs:

Resource consumption is distributed across the activities as follows:

Job suport consists of receiving calls from potential customers at the home office, scheduling jobs, billing, resolving issues, and so on.

Required:

1. Prepare the first-stage allocation of costs to the activity cost pools.

2. Compute the activity rates for the activity cost pools.

3. The company recently completed a 400 square foot carpet-cleaning job at the Flying N Ranch—a 60-mile round-trip journey from the company’s offices in Bozeman. Compute the cost of this job using the activity-based costing system.

4. The revenue from the Flying N Ranch was $90.20 (400 square feet @ $22.55 per hundred square feet). Calculate the customer margin earned on this job.

Here is an example of T-test down blow (it doesn't have to be exactly) I need to help with my data which it is about phone service survey. Please help and I really appreciate your time.

T-test looked at how far people travel to visit a healthcare clinic compared to how easy it was to understand the information that their physician was explaining to them (Table 2). The sample group was divided into two categories: people who travel less (?5 miles) and people who travel more (?6 miles). Table 2 shows that, on average, people who travel less understood more information that their physician was explaining to them than the people that traveled more (people who travel less = 4.63, people who travel more = 4.10, p = .026). The conclusion that could be drawn from this finding is that physicians who work in clinics close to dense populations are better at explaining information to their patients. This could be due to these physicians seeing more patients with similar conditions, making it easier for them to explain information to their patients with similar conditions.

Table 2. Distanced Normally Traveled vs. How Easy Information was Explained by Physician

Group Statistics

Independent Samples Test

Here is my data down blow and I need help with interpret or explain just like the exmpale. Thank you so much!

1. Nick’s dependent child lives with him. He pays the following expenses for her during 2019: (1) doctor bills. ($8,000); (2) hospital bill ($10,775) which included the doctor’s fee ($10,000), meals ($200), lodging ($400) and lab fees ($175); (3) prescription drugs ($600) and insulin ($925); (4) eyeglasses ($200); (5) aspirin and vitamins ($50); (6) medical insurance premiums ($1,000); (7) transportation to and from the doctor’s office by car (300 total miles); and (8) a face lift ($2,000). Nick’s adjusted gross income in 2019 was $200,000. Nick’s health insurance plan reimbursed him for $4,000 of the hospital bill and $300 of the prescription drugs. What is Nick’s net medical expense deduction in 2019?

2. John is single. He has the following tax information: wages $100,000, vitamins insurance premiums paid $8,000, state income tax $9,000, state sales tax $7,000, mortgage interest $16,000, credit card interest $3,000, $900, unreimbursed travel by car for the Red Cross (100 miles) and reimbursed expenses from his employer $4,100. Determine John’s net itemized deduction total.

3. John purchased a home four years ago for $1,150,000. He paid $200,000 cash and incurred a $950,000 mortgage. On 5/10 of the current year, John took out a mortgage on the home for $125,000 when the fair market value of the home was $2,000,000. He used the proceeds of the loan to pay off credit card bills, medical bills, tuition expenses for his child and purchase a boat.

.

Determine the amount of John’s mortgage indebtedness that qualifies for an interest expense deduction in the current year.

4. Erin lives with her brother and supports him. She had wages of $100,000.

Erin paid the following medical expenses for her brother: insulin $2000, prescription drugs $4,000, doctor’s bills $8,000, hospital bills $18,000, aspirin $16, eyeglasses $200. Erin’s medical insurance reimbursed her $9,300 for the hospital bills and $700 for the prescription drugs.

During the year Erin paid $14,000 interest on her mortgage, $4,700 in real property taxes and state income tax of $3,300.

Erin contributed $5,200 to her church, $800 to St. John’s University and gave $300 to a needy family.

Erin had $2,300 of reimbursed expenses from her employer.

Determine Erin’s filing status, taxable income and tax liability.

Gallatin Carpet Cleaning is a small, family-owned business operating out of Bozeman, Montana. For its services, the company has always charged a flat fee per hundred square feet of carpet cleaned. The current fee is $22.85 per hundred square feet. However, there is some question about whether the company is actually making any money on jobs for some customers—particularly those located on remote ranches that require considerable travel time. The owner’s daughter, home for the summer from college, has suggested investigating this question using activity-based costing. After some discussion, she designed a simple system consisting of four activity cost pools. The activity cost pools and their activity measures appear below:

The total cost of operating the company for the year is $353,000 which includes the following costs:

Resource consumption is distributed across the activities as follows:

Job support consists of receiving calls from potential customers at the home office, scheduling jobs, billing, resolving issues, and so on.

Required:

1. Prepare the first-stage allocation of costs to the activity cost pools.

2. Compute the activity rates for the activity cost pools.

3. The company recently completed a 200 square foot carpet-cleaning job at the Flying N Ranch—a 53-mile round-trip journey from the company’s offices in Bozeman. Compute the cost of this job using the activity-based costing system.

4. The revenue from the Flying N Ranch was $45.70 (200 square feet @ $22.85 per hundred square feet). Calculate the customer margin earned on this job.

Gallatin Carpet Cleaning is a small, family-owned business operating out of, Montana. For its services, the company has always charged a flat fee per hundred square feet of carpet cleaned. The current fee is $22.70 per hundred square feet. However, there is some question about whether the company is actually making any money on jobs for some customers—particularly those located on remote ranches that require considerable travel time. The owner’s daughter, home for the summer from college, has suggested investigating this question using activity-based costing. After some discussion, she designed a simple system consisting of four activity cost pools. The activity cost pools and their activity measures appear below: Activity Cost Pool Activity Measure Activity for the Year Cleaning carpets Square feet cleaned (00s) 12,000 hundred square feet Travel to jobs Miles driven 199,500 miles Job support Number of jobs 1,900 jobs Other (organization-sustaining costs and idle capacity costs) None Not applicable The total cost of operating the company for the year is $351,000 which includes the following costs: Wages $ 136,000 Cleaning supplies 22,000 Cleaning equipment depreciation 8,000 Vehicle expenses 33,000 Office expenses 69,000 President’s compensation 83,000 Total cost $ 351,000 Resource consumption is distributed across the activities as follows: Distribution of Resource Consumption Across Activities Cleaning Carpets Travel to Jobs Job Support Other Total Wages 80 % 13 % 0 % 7 % 100 % Cleaning supplies 100 % 0 % 0 % 0 % 100 % Cleaning equipment depreciation 73 % 0 % 0 % 27 % 100 % Vehicle expenses 0 % 77 % 0 % 23 % 100 % Office expenses 0 % 0 % 58 % 42 % 100 % President’s compensation 0 % 0 % 30 % 70 % 100 % Job support consists of receiving calls from potential customers at the home office, scheduling jobs, billing, resolving issues, and so on. Required: 1. Prepare the first-stage allocation of costs to the activity cost pools. 2. Compute the activity rates for the activity cost pools. 3. The company recently completed a 800 square foot carpet-cleaning job at the Flying N Ranch—a 51-mile round-trip journey from the company’s offices in Bozeman. Compute the cost of this job using the activity-based costing system. 4. The revenue from the Flying N Ranch was $181.60 (800 square feet @ $22.70 per hundred square feet). Calculate the customer margin earned on this job.