Experiment 4

Dr. Brown wanted to observe the effects of music genre on surgical recovery time. Dr. Brown set up an experiment in which participants were randomly assigned to listen to one of three different genres of music (rap, metal, or country). Participants were patients who had just received liposuction; they listened to their assigned music genre for 2 hours each day until discharged from the hospital. Dr. Brown recorded the number of days the patients remained in the hospital. His results are shown below.

Using the data shown below, conduct the appropriate statistical test in SPSS to determine whether there is a statistically significant difference between any of the pairs of musical genres.

1. What is the design of this experiment?

Three-way between-subjects factorial design

Three-way within-subjects factorial design

One-way between-subjects factorial design

One-way within-subjects factorial design

2. What kinds of samples are being used in this experiment?

Independent samples

Dependent samples

Matched samples

3. In the blank space in the conclusion below, write the statistical results of the experiment you analyzed above in APA style:

Based on the results of a one-way ANOVA, music genre does have an effect on number of days to recover from surgery,_________.

Descriptive Statistics:

In certain states, savings banks are permitted to sell life insurance. The approval process consists of underwriting, which includes a review of the application, a medical information bureau check, possible requests for additional medical information and medical exams, and a policy compilation stage, in which the policy pages are generated and sent to the bank for delivery. The ability to deliver approved policies to customers in a timely manner is critical to the profitability of this service to the bank. Let’s define the variable of interest as the total processing time in days. You collect the data by selecting a random sample of 27 approved policies during a period of one month:

73, 19, 16, 64, 28, 28, 31, 90, 60, 56, 31, 56, 22, 18, 45, 48, 17, 17, 17, 91, 92, 63, 50, 51, 69, 16, 17

1. Compute the mean, median and mode

2. Compute the range, interquartile range, variance, standard deviation ** for IQR would it be 61.5-18.5=43 OR 63-18=45??

3. Construct a frequency table and a histogram. Are the data skewed? If so, how?

4. What would you tell a customer who enters the bank to purchase this type of insurance policy and asks how long the approval process takes?

In New York State, savings banks are permitted to sell a form of life insurance called savings bank life insurance (SBLI). The approval process consists of underwriting, which includes a review of the application, a medical information bureau check, possible requests for additional medical information and medical exams, and a policy compilation stage in which the policy pages are generated and sent to the bank for delivery. The ability to deliver approved policies to customers in a timely manner is critical to the profitability of this service to the bank. During a period of one month, a random sample of 27 approved policies was selected, and the total processing time, in days, was as shown below and stored in the file INSURANCE:

73 19 16 64 28 28 31 90 60 56 31 56 22 18

45 48 17 17 17 91 92 63 50 51 69 16 17

a. Construct and interpret a 95% confidence interval estimate of the population mean processing time. Use Minitab. (Don't worry about this one.)

b. What assumption must you make about the population distribution in order to construct the confidence interval in (a)?

c. Do you think that the assumption needed in order to construct the confidence interval estimate in (a) is valid? Explain.

Santana Rey expects second-quarter 2020 sales of Business Solutions’s line of computer furniture to be the same as the first quarter’s sales (reported below) without any changes in strategy. Monthly sales averaged 42 desk units (sales price of $1,270) and 22 chairs (sales price of $520).

* Reflects revenue and expense activity only related to the computer furniture segment.
† Revenue: (126 desks × $1,270) + (66 chairs × $520) = $160,020 + $34,320 = $194,340
‡ Cost of goods sold: (126 desks × $770) + (66 chairs × $270) + $30,600 = $145,440

Santana Rey believes that sales will increase each month for the next three months (April, 50 desks, 34 chairs; May, 54 desks, 37 chairs; June, 58 desks, 40 chairs) if selling prices are reduced to $1,170 for desks and $470 for chairs and advertising expenses are increased by 10% and remain at that level for all three months. The products’ variable cost will remain at $770 for desks and $270 for chairs. The sales staff will continue to earn a 10% commission, the fixed manufacturing costs per month will remain at $10,200 and other fixed expenses will remain at $6,200 per month.
Required:
1. Prepare budgeted income statements for the computer furniture segment for each of the months of April, May, and June that show the expected results from implementing the proposed changes. Use a three-column format, with one column for each month.
2. Recommend whether Santana Rey should implement the proposed changes.

Santana Rey expects second-quarter 2020 sales of Business Solutions’s line of computer furniture to be the same as the first quarter’s sales (reported below) without any changes in strategy. Monthly sales averaged 41 desk units (sales price of $1,260) and 21 chairs (sales price of $510).

* Reflects revenue and expense activity only related to the computer furniture segment.
† Revenue: (123 desks × $1,260) + (63 chairs × $510) = $154,980 + $32,130 = $187,110
‡ Cost of goods sold: (123 desks × $760) + (63 chairs × $260) + $30,300 = $140,160

Santana Rey believes that sales will increase each month for the next three months (April, 49 desks, 33 chairs; May, 53 desks, 36 chairs; June, 57 desks, 39 chairs) if selling prices are reduced to $1,160 for desks and $460 for chairs and advertising expenses are increased by 10% and remain at that level for all three months. The products’ variable cost will remain at $760 for desks and $260 for chairs. The sales staff will continue to earn a 10% commission, the fixed manufacturing costs per month will remain at $10,100 and other fixed expenses will remain at $6,100 per month.

Required:
1. Prepare budgeted income statements for the computer furniture segment for each of the months of April, May, and June that show the expected results from implementing the proposed changes. Use a three-column format, with one column for each month.
2. Recommend whether Santana Rey should implement the proposed changes.

Santana Rey expects second-quarter 2018 sales of her new line of computer furniture to be the same as the first quarter’s sales (reported below) without any changes in strategy. Monthly sales averaged 42 desk units (sales price of $1,270) and 22 chairs (sales price of $520).

* Reflects revenue and expense activity only related to the computer furniture segment.
† Revenue: (126 desks × $1,270) + (66 chairs × $520) = $160,020 + $34,320 = $194,340
‡ Cost of goods sold: (126 desks × $770) + (66 chairs × $270) + $30,600 = $145,440

Santana Rey believes that sales will increase each month for the next three months (April, 50 desks, 34 chairs; May, 54 desks, 37 chairs; June, 58 desks, 40 chairs) if selling prices are reduced to $1,170 for desks and $470 for chairs, and advertising expenses are increased by 10% and remain at that level for all three months. The products’ variable cost will remain at $770 for desks and $270 for chairs. The sales staff will continue to earn a 10% commission, the fixed manufacturing costs per month will remain at $10,200 and other fixed expenses will remain at $6,200 per month.

Required:
1. Prepare budgeted income statements for the computer furniture segment for each of the months of April, May, and June that show the expected results from implementing the proposed changes. Use a three-column format, with one column for each month.

                                                                BUDGETED income statements

                                                                 APRIL                                       MAY                                      JUNE

QUESTION 4

1. A group of potential customers were asked whether they preferred Coca-Cola products or Pepsi products. There gender was also noted on the form. The results are presented in the following table

   		Preference for Coke or Pepsi
   		Coke	Pepsi
   Gender	Female	121	92
   	Male	134	85

   What is P(Female) (Round your answer to three decimal places)?

QUESTION 5

1. Using the table from the previous problem, what is the probability of preferring Pepsi given the respondent is a male? (Round your answer to three decimal places)

QUESTION 6

1. For a normally distributed population with a mean of 40 and a standard deviation of 5 find P(38 < X < 41). Give your answer rounded to 3 decimal places.

QUESTION 7

1. A random sample of 100 employees at a company shows that 62 are female. Form a 90% confidence interval for the proportion of all employees who are female. The interval is 0.62  what margin of error? Round your answer to 3 decimal places.

In New York, which has the largest ride-for-hire fleet in the United States, licenses have been issued for 13,437 taxicabs. There are an estimated 42,000 drivers in the city, with a licensed vehicle being used by two or three drivers a day. In 2014, only 6% of cab drivers in New York were born in the United States, and 36% came from Bangladesh and Pakistan. The New York taxi fleet picks up 600,000 passengers per day. An estimated 25,000 livery cars provide for-hire service by prearrangement and carry 500,000 passengers per day. 10,000 “black cars” provide services mostly for corporate clients.

Regulators have long required that taxicabs available to be hailed on the street be licensed. The license is to ensure that the taxi service is safe and reliable, and that fares are fair. For-hire vehicles must be insured to cover drivers and passengers, meet safety standards, and (if taxicabs) have a sealed meter. Regulations also require that licensed cabs be quickly and easily identifiable. This is normally achieved by a distinctive color (e.g., yellow). Cabs must also display whether or not they are in service.

Taxicabs charge a regulated fare, set by a government agency, based on the time and distance of the trip, as measured by a meter. Some trips to and from established destinations, such as an airport, may have a fixed price and will displayed in the cab. Taxicabs are required to carry standardized meters that must be prominently displayed, are sealed and periodically checked to ensure that the proper fare is being charged. Limousine services are generally prohibited from charging fares based on time and distance, and they do not carry a meter. Typically, fees are based on time, often with a minimum billed time. The fee normally has to be agreed on in advance.

In many jurisdictions the licensing system limits the supply of taxicabs. One common variant of licensing is the medallion system that is used in cities such as New York, Boston, Chicago and San Francisco. Medallions are small metal plates attached to the hood of a taxi certifying it for passenger pickup throughout a defined area (normally metropolitan boundaries). When the medallion system was first introduced in New York in 1937, the idea was to make sure that taxi driver was not a criminal luring passengers into his vehicle. To get a medallion, the taxi service has to adhere to the regulatory requirements in that jurisdiction and be approved by the appropriate regulatory agency. Medallions may be given to individual taxi drivers who own their own cars, but more typically taxi companies that own fleets of cars acquire them. The taxi companies then lease cars and medallions to drivers on a daily or weekly basis. In some locations the driver may own the car, but lease or purchase the medallion from an agent who has acquired it. An example would be Medallion Financial, a publicly traded company that owns hundreds of medallions in New York, sells them to aspiring young cabbies, and arranges for loans to finance their purchase.

In cities that utilize a medallion system the supply of medallions has often been limited. The rationalizations for doing this include ensuring quality, guaranteeing a fair return to taxi companies, and helping to support demand for other forms of public transportation, such as buses, trains and the subway. It has also been argued that limiting the number of cabs helps to reduce congestion and pollution.

In practice, the supply of medallions has often not kept pace with growing population. In New York, Chicago and Boston for example, the number of medallions issued has barely budged since the 1930s. In New York, there were 11,787 medallions issued after World War II, a number that remained constant until 2004. By 2014 there were 13,437 medallions issued in New York.

Medallions can be traded. Thus, over time, a secondary market in medallions has developed. In this market, the price is not set by the agency issuing them, but by the laws of supply and demand. The effect of limited supply has been to drive up the price of medallions. In New York, taxi medallions were famously selling for over $1 million in 2012. In Boston the price was $625,000. In San Francisco the price was $300,000 and the city took a $100,000 commission on the sale of medallions. The average annual price of medallions surged during the 2000s. In New York, prices increased 260% between 2004 and 2012. The inflation adjusted annualized return for medallions over this time period in New York was 19.5%, compared to a 3.9% annual return for the S&P 500.

As noted above, drivers often do not own the medallions. There are three players in many taxi markets: the medallion holders (often taxi companies) who have acquired the right to operate a taxi from the regulatory agency, the taxi driver, and taxi dispatch companies. A taxi dispatch company is a middleman or broker, who typically matches available cabs with customers and takes a fee for its scheduling services. While an individual taxi driver may own a medallion, most often taxi companies own them. Tax companies own a fleet of cabs, which they lease out to drivers (with a medallion). A minority of drivers may own their own cab. In New York, about 18% of cabs were owner operated in 2014, putting most medallions in the hands of taxi companies.

In New York, regulations allow medallion owners to lease them out to drivers for 12-hour shifts. The critical problem facing a driver is that they must get access to a medallion in order to make a living. Due to this, companies that own medallions can extract high fees from drivers. There are also reports that some taxi dispatch companies use their position as schedulers to extract payment in the form of bribes from drivers in return for good shifts.

Drivers, who legally are viewed as “independent contractors”, can begin a 12-hour shift owing as much as $130 to their medallion leasing company. They may not break even until half way through their shift. One consulting company report found that in 2006 a driver’s take home pay in New York for a 12-hour shift averaged $158. In 2011, the New York transportation authority calculated that it was $96. A study of taxi drivers in Los Angeles found that drivers worked on average 72 hours a week for a median take home wage of $8.39 an hour. The LA drivers were paying $2000 in leasing fees per month to taxi companies. None of the drivers in the LA study had health insurance provided by their companies, and 61% were completely without health insurance. Given the compensation, it is perhaps not surprising that some drivers can be rude, impatient, and prone to drive fast and take poor care of their cabs.

The LA study noted that because city officials heavily regulate the taxi business, taxi companies are active politically, paying lobbyist to advocate their interests and contributing to the campaign funds of local politicians. The same is true in New York, where the medallion owners trade association, the Metropolitan Taxi Board of Trade, lobbies hard to influence public policy. In 2011, for example, medallion owners were initially able to block plans to create a fleet of green “Boro” cabs to serve New York’s outer boroughs. They argued that doing so would drive down the price of their medallions. In June 2013, however, the New York Supreme Court overruled lower court rulings and allowed the licensing of Boro cabs to go ahead. The intention now is to issue 18,000 new licenses to green cabs. These cabs, however, will not be able to pick up passengers in lower Manhattan, which remains the territory of yellow cabs.

Analyze the competitive structure of the taxi market such as New York prior to the introduction of Uber?

Case 2-22 Plantwide versus Departmental Overhead Rates; Pricing [LO2-1, LO2-2, LO2-3, LO2-4]

“Blast it!” said David Wilson, president of Teledex Company. “We’ve just lost the bid on the Koopers job by $2,000. It seems we’re either too high to get the job or too low to make any money on half the jobs we bid.”

Teledex Company manufactures products to customers’ specifications and uses a job-order costing system. The company uses a plantwide predetermined overhead rate based on direct labor cost to apply its manufacturing overhead (assumed to be all fixed) to jobs. The following estimates were made at the beginning of the year:

Jobs require varying amounts of work in the three departments. The Koopers job, for example,
would have required manufacturing costs in the three departments as follows:

Required:

1. Using the company's plantwide approach:

a.Compute the plantwide predetermined rate for the current year.

b.Determine the amount of manufacturing overhead cost that would have been applied to the Koopers job.

2. Suppose that instead of using a plantwide predetermined overhead rate, the company had used departmental predetermined overhead rates based on direct labor cost. Under these conditions:

a.Compute the predetermined overhead rate for each department for the current year.

b.Determine the amount of manufacturing overhead cost that would have been applied to the Koopers job.

4. Assume that it is customary in the industry to bid jobs at 150% of total manufacturing cost (direct materials, direct labor, and applied overhead).

a.What was the company’s bid price on the Koopers job using a plantwide predetermined overhead rate?

b.What would the bid price have been if departmental predetermined overhead rates had been used to apply overhead cost?

Garrison 16e Rechecks 2017-08-08, 2018-08-21, 2018-08-31, 2018-09-04, 2018-09-27

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