In regards to the daily work preparation process, that is the focus of this study brief, the bottleneck can be identified as the snooze. The wake-up time is set at 03:00 daily, however, the snooze can vary anywhere from 0 to 25mins, which impacts the rest of the work preparation process and further sets back the ultimate time the residence is vacated and the arrival time at work. Moving on to apply Goldratt’s theory of constraints, which is discussed in chapter 18; Synchronous Manufacturing and Theory of Constraints, ( Chase, Jacobs & Aquilano, 2006), to identify and overcome the bottleneck within the daily work preparation process, it can be genuinely concluded that the constraint can be identified as the time spent snoozing after the initial wake up time of 03:00. One way to exploit this constraint within the process would be to set the wake up time back to compensate for longer snoozing time.
True False The job cost sheet is used in both job-order and process costing. True False Byklea Corporation uses the weighted-average method in its process costing system. This month, the beginning inventory in the first processing department consisted of 200 units. The costs and percentage completion of these units in beginning inventory were: A total of 7,000 units were started and 6,700 units were transferred to the second processing department during the month. The following costs were incurred in the first processing department during the month: The ending inventory was 90% complete with respect to materials and 45% complete with respect to conversion costs.
One month after the billing period if there's any outstanding balances the medical workplace will monitor the overdue invoice by utilizing the aging statement. A computerized notice notification will probably be released and another billing report will probably be dispatched to the patient by mail. When these methods are ineffective in determining the substantial invoice the following is for the collection expert to phone the patient in regards to the delinquent bill. The collection expert should phone the patient a minimum of once each day and leave at least 3 messages to the patient weekly. The collection expert shouldn't phone a patient regarding a balance before 8a.m.
Answer | | | | | Selected Answer: | True | Correct Answer: | True | | | | | Question 7 2 out of 2 points | | | A continuous random variable may assume only integer values within a given interval.Answer | | | | | Selected Answer: | False | Correct Answer: | False | | | | | Question 8 2 out of 2 points | | | A bed and breakfast breaks even every month if they book 30 rooms over the course of a month. Their fixed cost is $4200 per month and the revenue they receive from each booked room is $180. What their variable cost per occupied room?Answer | | | | | Selected Answer: | $40 | Correct Answer: | $40 | | | | | Question 9 2 out of 2 points | | | If fixed costs increase, but
Calculates different amounts by entering the weekly amount using System; using System.Collections.Generic; using System.Linq; using System.Text; namespace LAB1C { class Program { static void Main(string[] args) { Console.WriteLine("What are your weekly sales? "); // Asking the amount of sales during week try { Int32 weeklySales = Int32.Parse(Console.ReadLine()); Double grossPay = weeklySales * .07; // Multiply weeklysales by 0.7 to get the grosspay amount Double fedTax = grossPay * .18; // Multiply grosspay by 0.18 to get the fedtax amount Double retirement = grossPay * .1; // Multiply grosspay by 0.1 to get retirement amount Double socSecurity = grossPay * .06; // Multiply gorsspay by .06 to get the Social security amount Double totDeductions = socSecurity + retirement + fedTax; // you add SS plus Retirement plus fedtax to get total deductions Double takeHomePay = grossPay - totDeductions; // you subtract grosspay and total deductions to get the take home
Math 540 Luevirta Hammonds Strayer University October 26, 2011 Days to Repair The days to repair is explained in the table below as follow: P(y) represent the days that is needed to repair the copier after it breaks down. Cumulative represent the increase in value of the probability distribution. Repair Time y represents the days it takes to repair the copier. P(y) Cumulative Repair Time (y) 0.2 .20 1 0.45 .65 2 0.25 0.90 3 0.1 1.00 4 1 2.75 The simulation in column one on the excel spreadsheet with the list of 100 breakdowns in 52 week which represent one year. In column C, RN1 (random numbers) generate numbers between zero and one and represent random numbers
Assume that patient demand, revenue per patient day, cost per patient day, cost per bed, and salary rates for the year ending June 30, 20x6, remain the same as for the year ended June 30, 20x5. Prepare a schedule of Pediatrics’ increase in revenue and increase in costs for the year ending June 30, 20x6. Determine the net increase or decrease in Pediatrics’ earnings from the additional 20 beds if Pediatrics rents this extra capacity from Susquehanna Medical Center. Assumptions: Variable cost per patient day: $120 Fixed cost per bed capacity(annual): $58,000 Demanded Patient days: 21,800 (20,000 +20 beds per day*90 days) Salaries: $576,000 Revenue per patient day: $360,000 Fixed costs, 20x6: Janitorial: $ 112,000 Repairs and Maintenance: $ 48,000 General and Administrative: $2,080,000 Rent: $2,400,000 Total: $4,640,000 Variable costs: Dietary: $ 784,800 Laundry: $
Our regression equation equals – y=847.4293 +889.7494x1+8.2620x2+04499x3. DAYS – For one day added to patient stay, CHARGES went up $889 dollars. For one change to PHYS code, the charges went up $8.26, and for one change in PAYOR, the charges go up $0.44. In rationalizing this data, I can understand the change in CHARGES due to an added stay in the hospital. The p-value of 3.66E-64 proves that there is strong significance between those two.
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VALUATING DATA ENTRY RELATED MEDICAL CONDITIONS Amanda Rasmussen TABLE OF CONTENTS I: Introduction A: Problem Statement and Introduction B: Risk Factors C: Warning Signs II: Findings A: Causes B: Options for Relief C: Medical Treatments III: Summary, Conclusions, and Recommendations A: Work Site Assessment B: Employee Benefit Programs C: Conclusion Bibliography INTRODUCTION If a person types 40 words per minute, which is less than the average data entry professional, that employee is pressing 12,000 keys per hour or 96,000 keys in an 8 hour work day. Approximately 8 ounces of force is needed to depress a single key therefore 16 tons of force will be exercised by an employee per day. For typists that type