This is A PYTHON Question.

Developing a machine learning system for a given dataset.

Dataset

Diabetes dataset - https://www.kaggle.com/uciml/pima-indians-diabetes-database

Algorithms

Either one of the following:

1. K-Nearest Neighbors

2. Support Vector Machines

3. Neural Networks

Notes:

Explain your choice of algorithms and analyze the models developed.

Show what patterns/insights can be extracted from your chosen dataset and the selected algorithms.

Cheryl Montoya picked up the phone and called her boss, Wes Chan, the vice president of marketing at Piedmont Fasteners Corporation: “Wes, I’m not sure how to go about answering the questions that came up at the meeting with the president yesterday.”

"What's the problem?"

“The president wanted to know the break-even point for each of the company’s products, but I am having trouble figuring them out.”

“I’m sure you can handle it, Cheryl. And, by the way, I need your analysis on my desk tomorrow morning at 8:00 sharp in time for the follow-up meeting at 9:00.”

Piedmont Fasteners Corporation makes three different clothing fasteners in its manufacturing facility in North Carolina. Data concerning these products appear below:

Total fixed expenses are $257,000 per year.

All three products are sold in highly competitive markets, so the company is unable to raise its prices without losing unacceptable numbers of customers.

The company has an extremely effective lean production system, so there are no beginning or ending work in process or finished goods inventories.

Required:  

1. What is the company’s overall break-even point in dollar sales? (Round CM ratio to 4 decimal places and final answer to the nearest whole dollar.)

2. Of the total fixed expenses of $257,000, $17,500 could be avoided if the Velcro product is dropped, $103,200 if the Metal product is dropped, and $77,600 if the Nylon product is dropped. The remaining fixed expenses of $58,700 consist of common fixed expenses such as administrative salaries and rent on the factory building that could be avoided only by going out of business entirely.

a. What is the break-even point in unit sales for each product? (Do not round intermediate calculations.)

b. If the company sells exactly the break-even quantity of each product, what will be the overall profit of the company? (Do not round intermediate calculations.)

What are possible reasons for the differences between the measured and calculated values of centripetal force?

CHAPTER 9 CASE STUDY

GOLD STAR SHOES LTD.

Developing a Training Program

Gold Star Shoes Ltd. is a medium-sized manufacturer of leather and vinyl shoes located in Wilmington, Ontario. It was started in 1973 and currently employs about 500 persons in its Ontario plant and some 200 more in offices and warehouses throughout Canada.

“How can we develop a training program that will have a significant impact on our manufacturing staff?”

Jane Reynolds, special assistant in the personnel department, faced that challenge from a vice president of the largest division of Gold Star Shoes, manufacturing. Training had never been a high priority at Gold Star Shoes, having always been viewed as an expense item, not an investment. If skilled workers were needed, Gold Star Shoes preferred to raid other companies to save training costs. If raiding was not successful, a quick on-the-job training was provided by more experienced employees—limited to essential skills, since there was little incentive for the employees to be more involved.

However, when the vice president attended a convention of shoe manufacturers, he was surprised to learn how cost-efficient some other shoe producers were, especially in Italy and France. Although wages there were similar to the wages paid in Canada, the productivity of the Italian and French workers was significantly higher. The VP found that the Italian and French companies invested heavily in training, allowing them to use cross-trained, flexible staff.

The VP asked Reynolds to develop a training plan, suitable to improve the overall skill level of Gold Star Shoes’ employees. Reynolds vaguely remembered something about training from her few courses in human resource management quite some time ago, but she felt that it was not sufficient to develop a training program on her own. Besides, she knew nothing about the skill requirements in the manufacturing division.

She decided to ask Russ Summers, manager of the cutting operation, to chair a committee of first-line supervisors to assist her in the program development.

DISCUSSION QUESTIONS

Can you draw out the mechanisms of 1-butanol, 2-butanol, and 2-methyl-2-propanol with the HCl ZnCl2 reagent? I need full structures.

write python code to Implement the find-k-end-value in AVL trees algorithm. use trees k least value algorithm, including adding the "size" property of each node in the tree.

1. Maintain the "size" property during insertions, including rotations
2. Create the find_k_end (k) method that finds the k-end minimum value

v

Write a program that calculates and displays different suggested tip amounts, much like you see at the bottom of restaurant bills. Here is a sample execution:

Sample Execution:

Enter the total bill amount: $50

Suggested Tip Amounts:
10%: $5.00(for okay service)
15%: $7.50(for good service)
20%: $10.00(for great service)
Total with tip: $57.50

Requirements:

• 2 pts - When you name your file use your last name – for example: LastNameHW04.py

• 3 pts - Place a comment at the top of your code with your name and the purpose of the program.

• 10 pts - The program should start by asking the user for input exactly in the form

  below. Their response (input) should be stored in a variable. The amount they enter should be converted to a float in order to allow for decimals to be entered and to do math using it.

            Enter the total bill amount: $
  

• 15 pts - Use three lines of code to store the 10%, 15% and 20% tip values into three different variables.

• 10 pts - Variables names must follow Python standard naming conventions.

• 5 pts – For output, the program should first display the statement below on one line:

            Suggested Tip Amounts:
  

• 30 pts – Next, use three lines of code to print the calculated tip amounts exactly as shown below. There should not be a space after the $, and to output the % symbol, enter %%. The values in red below will vary based on the user input:

  10%: $5.00(for okay service) 15%: $7.50(for good service) 20%: $10.00(for great service)

• 5 pts - Include additional comments throughout your code explaining what your code does. Remember comments start with #.

• 20 pts - Extend the program to output an addendum to the receipt that adds a mandatory 15% tip to the total bill amount. You will need an additional variable to store the final cost after adding the tip to the toal bill amount. Output the final total.

Prompt for input

Example of Input: 50

Total with tip: $57.50

CHAPTER 13 CASE STUDY        

GOLD STAR SHOES LTD.

Absenteeism at Gold Star Shoes

Another busy day for Jane Reynolds, special assistant to the human resource manager. Pat Lim, the general manager of marketing (who has also assumed responsibility for the human resource function), had sent yet another memo to Jane (see below).

Memorandum Gold Star Shoes

First things first. Jane decided that resolving the Feltham grievance was her first priority. While she recognized the importance of developing a good attendance policy, that would take some time. At 11 a.m., Jane met with the employee, Glenda Feltham, and her union steward, Shaun Robberman. The facts of the Feltham grievance are reported below.

THE FELTHAM GRIEVANCE

Ms. Glenda Feltham, 32 years of age, has worked at Gold Star Shoes for six years. During the past year, as a result of family and health problems, she was absent or late on a number of occasions. The collective agreement between Gold Star Shoes and the union does not specifically address the issue of absence from work; it merely states that “no employee may be given a written reprimand or written warning, or be suspended, demoted, or dismissed unless the employer has just cause.”

The absenteeism policy at Gold Star Shoes, which was developed several years ago as a joint effort between union and management, requires the application of progressive discipline for offences involving tardiness or absenteeism. The policy also provides for “wiping the slate clean” if an employee’s attendance is satisfactory for a one-year period. Both union and management acknowledge that, at times over the years, the policy has not been strictly enforced. However, four months ago, Gold Star management notified the union that it would strictly enforce the policy.

A review of Glenda Feltham’s file showed that she has received the following disciplinary penalties:

• Fourteen months ago—oral warning for being 22 minutes late.
• Nine months ago—written warning for being absent for two days. Glenda failed to call in sick or provide any explanation for her absence upon returning to work.
• Seven months ago—one-day suspension for being 1 hour and 14 minutes late.
• Six months ago—five-day suspension for being absent for one day. Again, Glenda failed to call in sick or explain the reason for her absence.

It appeared that the five-day suspension had alerted Glenda to the fact that unexplained absenteeism and lateness are not acceptable behaviours at Gold Star Shoes. After this suspension, Glenda was not late or absent for almost six months. However, one week ago, Glenda failed to show up at work or call in sick. When her supervisor called Glenda’s home, no one answered. The next day, Glenda called in sick, but was reportedly seen that afternoon entering a local fitness club. The following day, Glenda showed up for work, met with her supervisor, and explained that her absence was due to the fact that her boyfriend of six years had told her he was moving out of their apartment and ending their relationship. She said that she was so upset she couldn’t face coming to work or trying to explain her absence over the telephone.

Question 1

Assume the role of management representatives (Jane Reynolds’ perspective) or union representatives (Shaun Robberman’s perspective). Using the information given and researching findings, negotiate a resolution to the Glenda Feltham grievance.

THE POLICY ON ABSENTEEISM

Prior to meeting with the union to address the development of a new policy on absenteeism, Jane reviewed the absence records for the plant. She found that, on average, employees missed about 7.9 days a year. A recent consulting report for the industry indicated that the absence rate for the industry as a whole was 6.7 days a year. Jane realized that the number of absences varied among individuals, but still she was troubled by the high absenteeism rate at the Gold Star plant. A review of the absenteeism policy indicated that the policy was very short and had not been updated in several years. The policy read as follows:

1.         The need for managing absenteeism is recognized by both the employer and union. While some absence from work is unavoidable, management is concerned that an employee absence creates more work for other employees. Management also believes that it is important to acknowledge both healthy and sick employees.

2.         In instances of absenteeism or lateness, the employer will apply principles of progressive discipline. If an employee is able to maintain a satisfactory attendance record for one year, all previous disciplinary infractions relating to attendance issues will be removed from the employee’s file.

3.         Management has the right to discipline employees for “excessive absenteeism.” In the event that an employee will be late for work or absent from work, the employee is required to make a reasonable effort to contact the employer and indicate that he or she will be late or not present at work. Upon returning to work, the employee is required to provide an explanation for his or her lateness or absence. Depending on the circumstances, the employee may be asked to provide a doctor’s note in support of the explanation.

Question 2

Develop a new policy on absenteeism. Sources on the Internet may be extremely helpful in developing an absenteeism policy.

Can anyone please sort the differential evolution alogrithim for the sake of automatic time table generator?

When a restaurant employee slipped on spilled soup and fell, requiring the evening off to recover, the owner realized that workplace safety was an issue to which she had not devoted much time. A friend warned the owner that if she started creating a lot of safety rules and procedures, she would lose her focus on customers and might jeopardize the future of the restaurant. The safety problem is beginning to feel like an ethical dilemma. Suggest some ways the restaurant owner might address this dilemma. What aspects of human resource management are involved?

Financial data for Windsor, Inc. for last year appear below:

C. Windor's CFO has heard about EVA and is curious about whether it might be a better measure to use for evaluating division managers. Windsor's long term debt trades at book value, with interest rate of 10% while its equity has a market value of $1,200,000. The company's cost of equity is 12%. Windsor's income tax rate is 40%. Calculate each of the following components of EVA for the company, as well as the final EVA figure:

a. Weighted average cost of capital

b. Investment, as measured for EVA calculations

Two capacitors, C₁ = 15.0 µF and C₂ = 44.0 µF, are connected in series, and a 18.0-V battery is connected across them.

(a) Find the equivalent capacitance, and the energy contained in this equivalent capacitor.

equivalent capacitance ________uF

total energy stored ________J

(b) Find the energy stored in each individual capacitor.

energy stored in C1 ______J

energy stored in C2 ______J

Show that the sum of these two energies is the same as the energy found in part (a). Will this equality always be true, or does it depend on the number of capacitors and their capacitances?

(c) If the same capacitors were connected in parallel, what potential difference would be required across them so that the combination stores the same energy as in part (a)?

______V

Chapter 9, Page 171, Case 4

Linda and John, aged 17 and 18, respectively, entered into a partnership agreement to carry on business as a local parcel-delivery service. The business was to be operated under the name “L & J Parcel Delivery.” In order to conduct the business, the two partners purchased a small truck on credit from a local truck dealer. The purchase agreement for the truck was signed “L & J Parcel Delivery” by John, who negotiated the purchase. Linda purchased a motorcycle on credit from a local dealer for the twofold purpose of (1) delivering parcels, and (2) transportation to and from her home to the place of business of L & J Parcel Delivery, a distance of some eight kilometres. She had informed the seller that the motorcycle would be used by L & J Parcel Delivery and for personal transportation, but signed the purchase agreement in her own name only. A few days before Linda’s 18th birthday, John and Linda decided to cease their business operations. A substantial part of the purchase price remained owing to the sellers of both the truck and the motorcycle, and, with the intention of avoiding liability on the two purchase agreements, Linda repudiated the contracts and the partnership agreement. Over the next few months, John and Linda retained possession of the truck and motorcycle, while they argued between themselves and with the two sellers as to responsibility for the payment of the balance of the purchase price on each vehicle. Finally, after three months of fruitless discussion and argument, the sellers each brought an action against John and Linda for payment of the debts. Discuss the rights of the parties and the issues that might be raised in the case. Render a decision.

In a lawsuit between Cloud Computing Corporation and Digital Enterprises, Inc., the court applies the doctrine of stare decisis. What is this doctrine? What does this doctrine have to do with the American legal system?