3) If outside customers demand 170,000 units per year, what is the number of “lost units”?

4) If outside customers demand 170,000 units per year, what is the lowest acceptable transfer price from the viewpoint of the selling division (the floor)?

Neve Commercial Bank is the only bank in the town of​ York, Pennsylvania. On a typical​ Friday, an average of 8 customers per hour arrive at the bank to transact business. There is one teller at the​ bank, and the average time required to transact business is 3 minutes. It is assumed that service times may be described by the negative exponential distribution. A single line would be​ used, and the customer at the front of the line would go to the first available bank teller. If a single teller is​ used:

f) CEO Benjamin Neve is considering adding a second teller? (who would work at the same rate as the? first) to reduce the waiting time for customers. He assumes that this will cut the waiting time in half.

g) If a second teller is? added, the average time a customer spends in the queue? = ____ minutes?

h) If a second teller is? added, the average number of customers in the queue? =??____ customers.

I) If a second teller is? added, the average time a customer spends in the system? = _____minutes

j) If a second teller is? added, the average number of customers in the system? =?? customers?

Globo opened its first store in 1992 and it is Canada's largest family shoe store with the widest selection of fashion-right footwear. The company has recently launched an online store. Sales via the internet have been sluggish compared to their brick and mortar stores, and management suspects that its regular customers have concerns regarding the security of online transactions. To determine if this is the case, they plan to survey a random sample of their regular customers. Under consideration are several plans for selecting the sample. Name the sampling strategy for each of the following.

a.Regular customers belong to a rewards program and have a customer rewards ID number. Randomly select 100 numbers.

b. Globo has stores in five different cities in Ontario, Canada. Randomly select one of the stores and survey all regular customers that belong to its rewards program.

c. Globo has an alphabetized list of regular customers who belong to their rewards program. After randomly selecting a customer on the list, every 25th customer from that point on is chosen to be in the sample.

d. Customers are grounded into four age categories ( under 21, 21 to 35, 36 to 50, and older than 50). Randomly select 10 regular customers in each age category.

As part of an educational experiment a sample of sixteen Year 3 children was randomly divided into two groups, each of size eight.
The first group of eight children was taught arithmetic by the use of traditional procedures, whilst the second group of eight was taught arithmetic by newer modern methods.
At the end of the year all 16 children sat for an arithmetic achievement test, and also an arithmetic understanding test.
The marks(out of 100) obtained by the children are shown in the following tables.

In answering the following questions you may assume that both achievement marks and understanding marks are normally distributed.

1. To test whether there is a significant difference between the mean Achievement mark and the mean Understanding mark of children taught by the Modern method we would carry out ( A. A paired t test B. A two sample t test)

2. To test whether there is a significant difference between the mean Achievement marks of children taught by the Traditional method and of children taught by the Modern method.  (A. A paired t test B. A two sample t test)

3. To test whether there is a significant difference between the mean Achievement mark and the mean Understanding mark of children taught by the Traditional method we would carry out . (A. A paired t test B. A two sample t test)

4. To test whether there is a significant difference between the mean Understanding marks of children taught by the Traditional method and of children taught by the Modern method. (A. A paired t test B. A two sample t test)

1. Please Analyze the following case study on the subject of Procurement that involved significant and costly mistakes?

Mini case study – Scottish Parliament: the £431m question

Scotland’s new parliament building cost more than 10 times the original estimate and opened three years behind schedule.                

Official cost estimates changed 10 times and ballooned from the initial £40 million estimate to a final £431 million.

The procurement model chosen for Holyrood in early 1998 has emerged as the root of the problem. A fast-track contracting method known as construction management was used to build the parliament. It works by splitting a large building job into numerous smaller packages that are designed, tendered and let independently of one another.

Its main advantage is to speed up construction, because the overall design does not have to be complete before basic building work can begin.

It does not allow a client to know the total cost of a project until well after work has begun. It is considered risky for the client, which is responsible for running each individual package – in this case more than 60.

The project cost escalated from about £40 million in 1997 to £109 million in 1999, £241 million in 2001 and £294 million in 2002, and finally £431 million in February 2004. There were 18,000 design change orders over the five years of construction, combining

to form a three-year delay. Requests for design freezes on three occasions were ignored. The reality is that construction management was the only contract option for a client

wanting to make an early start on a project that was still at the design concept stage.
It is also clear that this was a classic case of procurement expertise being bypassed. The procurement department at the Scottish Office was not involved in the project. It was

not consulted over the procurement model.
There is nothing wrong with construction management as a procurement route. It is

best suited to high-quality, potentially high-cost projects, where the client is fully engaged, has a clear goal and works closely with the supply side team.

Some estimates put the money lost to delays and backtracking over design changes at as much as £100 million. If one trade contractor has a problem, it tends to ripple through all the others and cause delay and changes. The contracts are with the client, so the client picks up the cost of that.

However, between the extremes of fixed speedy construction management, a host of options exist under the heading of ‘conventional’ procurement. Their structures affect the risk and control over the final design that falls to the client.

The ‘design and build’ route would have seen the project management team drawing up a detailed design brief, which the main contractor then builds. It leaves the contractor footing the bill for cost overruns, but freezes the design as well.

A middle-of-the-road option, prime contracting, keeps design more open, but cuts the risk of costs going up if things go wrong. This is because a contractor joins the client’s project management team, and brings its entire supply chain of proven builders and suppliers along.

Then there is management contracting, where the client retains the design brief fully and splits up the project into small packages to be individually let, as in construction management. However, a professional intermediary runs all of the contractors on a daily basis, although they are still contracted to the client, which pays for design alterations.

Management contracting may, it seems, have given a more stable framework to the project by introducing an industry expert to run the many contractors.

Construction management was not the most suitable procurement vehicle. Sir Michael Latham, whose influential 1994 report, ‘Constructing the Team’, called on the construction industry to move towards partnering in the supply chain, says that full partnering should have been used to share the risk between client and contractor.

1.Through what angle in degrees does a 33rpm record turn in 0.16s?

A.46°

B.74°

C.31.6°

D.63°

2.What is the weight of a 1.0 kg peanut butter jar on the surface of a planet that has the same mass as the earth but twice the radius of the earth?

A.4.9 N

B.2.5 N

C.19.6 N

D.9.8 N

3.Suppose we want a satellite to revolve around the Earth 5 times a day. What should the radius of its orbit be? (Earth, M = 5.98 × 1024 kg, R = 6.37 × 106 m)

A.2.11 × 107 m

B.1.44 × 107 m

C.0.69 × 107 m

D.7.22 × 107 m

4. A force of 16.88N is applied tangentially to a wheel of radius 0.340m and gives rise to an angular acceleration of 1.20rad/s^2 Calculate the rotational inertia of the wheel.

A.4.78 kg ∙ m2

B.7.17 kg ∙ m2

C.5.98 kg ∙ m2

D.3.59 kg ∙ m2

Emily Jackson (Social Security number 765-12-4326) and James Stewart (Social Security number 466-74-9932) are partners in a partnership that owns and operates a barber shop. The partnership's first year of operation is 2017. Emily and James divide income and expenses equally. The partnership name is J&S Barbers, it is located at 1023 Broadway, New York, NY 10004, and its Federal ID number is 95-6767676. The 2017 financial statements for the partnership are presented below.

J&S Barbers

Income Statement for the Year Ending December 31, 2017

Gross income from operations ....................$372,300

Deductions:

Salaries to employees...................... 94,600

Payroll taxes..................................... 14,500

Supplies.............................................. 9,000

Rent.................................................. 41,000

Depreciation........................................ 5,100

Short-term capital loss .........................2,000

Charitable contributions............................500

Net income...................................................... $205,600

Partners' withdrawals (each partner)......................... $80,000

J&S Barbers

Balance Sheet as of December 31, 2017

Assets:

Cash ......................................................................$100,450

Accounts receivable .................................................10,000

Equipment.................................. $32,000

Accum. depreciation..................... (5,100)

.................................................................................26,900

..........................................................................................$137,350

Liabilities and Capital:

Accounts payable .................................................................$29,750

Notes payable ........................................................................22,000

Partners' capital ($20,000 contributed by each partner)........... 85,600

...............................................................................................$137,350

Emily lives at 456 E. 70th Street, New York, NY 10006, and James lives at 436 E. 63rd Street, New York, NY 10012.

Required:

Complete J&S Barbers' Form 1065 and Emily and James' Schedule K-1. Do not fill in Schedule D for the capital loss, Form 4562 for depreciation, or Schedule B-1 related to ownership of the partnership. Make realistic assumptions about any missing data.

Perioperative Care

Patient Profile

E.G., a 74-year-old, African American, retired college professor, has just undergone surgery for a fractured hip. He fell off a ladder while painting his house. E.G.'s medical history includes type 2 diabetes and COPD. The surgery, performed while the patient was under general anesthesia, lasted 3 hours.

Subjective Data

• Active walker in his home community
• Smokes 1 pack of cigarettes per day × 58 years
• Always had problems sleeping
• Difficulty hearing, wears hearing aid
• Upset with injury and its impact on life
• Is a widower and has no relatives nearby or friends to assist with care
• Reports pain is 8 on a 0 to 10 scale on arrival to PACU

Objective Data

• Admitted to PACU with abduction pillow between his legs, one peripheral IV catheter, a self-suction drain from the hip dressing, an indwelling urinary catheter
• O₂ saturation 91% on 40% O₂ face mask

Interprofessional Care

Postoperative Orders

• Vital signs per PACU routine
• Capillary blood glucose level on arrival and every 4 hours. Call for blood glucose level <70 mg/dL or >250 mg/dL. Follow agency guidelines for management of hypoglycemia.
• 0.45 normal saline at 100 mL/hr
• Morphine via patient-controlled analgesia 1 mg q10min (20 mg max in 4 hr) for pain
• Advance diet as tolerated
• Incentive spirometry q1hr × 10 while awake
• O₂ therapy to keep O₂ saturation >90%
• Respiratory: Albuterol 2.5 mg via nebulizer every 4 hours PRN for wheezing
• Neurovascular checks q1hr × 4 hr
• Empty and measure self-suction drain every shift
• Strict intake and output

Discussion Questions

1. How can you determine when E.G. is sufficiently recovered from general anesthesia to be discharged to the clinical unit?
2. What potential postoperative problems on the clinical unit might you expect?
3. What are risk factors for this patient developing postoperative delirium? What are the signs and symptoms of delirium?
4. Why is drug toxicity a potential problem for E.G.?

Perioperative Care

Patient Profile

E.G., a 74-year-old, African American, retired college professor, has just undergone surgery for a fractured hip. He fell off a ladder while painting his house. E.G.'s medical history includes type 2 diabetes and COPD. The surgery, performed while the patient was under general anesthesia, lasted 3 hours.

Subjective Data

• Active walker in his home community
• Smokes 1 pack of cigarettes per day × 58 years
• Always had problems sleeping
• Difficulty hearing, wears hearing aid
• Upset with injury and its impact on life
• Is a widower and has no relatives nearby or friends to assist with care
• Reports pain is 8 on a 0 to 10 scale on arrival to PACU

Objective Data

• Admitted to PACU with abduction pillow between his legs, one peripheral IV catheter, a self-suction drain from the hip dressing, an indwelling urinary catheter
• O₂ saturation 91% on 40% O₂ face mask

Interprofessional Care

Postoperative Orders

• Vital signs per PACU routine
• Capillary blood glucose level on arrival and every 4 hours. Call for blood glucose level <70 mg/dL or >250 mg/dL. Follow agency guidelines for management of hypoglycemia.
• 0.45 normal saline at 100 mL/hr
• Morphine via patient-controlled analgesia 1 mg q10min (20 mg max in 4 hr) for pain
• Advance diet as tolerated
• Incentive spirometry q1hr × 10 while awake
• O₂ therapy to keep O₂ saturation >90%
• Respiratory: Albuterol 2.5 mg via nebulizer every 4 hours PRN for wheezing
• Neurovascular checks q1hr × 4 hr
• Empty and measure self-suction drain every shift
• Strict intake and output

Discussion Questions

1. What are the potential postanesthesia problems that you may expect with E.G.?
2. Priority Decision: What priority nursing interventions would be appropriate to prevent these problems from occurring?
3. Teamwork and Collaboration: Which of these interventions could you delegate to unlicensed assistive personnel (UAP)?
4. What factors may predispose E.G. to the following problems: atelectasis, infection, pulmonary embolism, nausea and vomiting?

Date/Time BPM
May 4, 10am 75
May 4, 7pm 67
May 5, 10am   74
May 5, 2pm   58
May 5, 10pm     71
May 6, 5pm 77
May 7, 12pm 65
May 7, 4pm   62
May 8, 3pm   80
May 8, 8pm 63

Based on the chart above what is the frequency, midpoint, real limits, cumulative frequency, relative frequency, and cumulative percent of each of the BPM