NPW Handbook presentation 2015
Preface to the handbook
Organization
The organization of the Handbook of Industrial Organization reflects our perspectives on the principal topics in the field that have recently received intensive research attention or that otherwise are most needful of a new integrative survey. Each of the chapters in the Handbook can be read independently, though they are organized into Parts with some logic, and many pairs are close complements. Part 1 begins the Handbook with four chapters on the firm. In much of economics, the firm has been viewed as just a black box that maximizes profits subject to an exogenous production or cost function. Because firm behavior is so important in industrial organization, scholars in this field have been productively working to open that box. John Panzar (Chapter 1) focuses on the impact of costs and technology on the organization of production among firms in an industry. He surveys the body of theoretical results on the connections between detailed properties of multiproduct cost functions and details of firm and market structure, and discusses methods of applying these results in empirical analyses of such industries as electric power and telecommunications. Bengt Holmstrom and Jean Tirole (Chapter 2) consider the implications of imperfect information for the behavior of firms viewed as organizations of self-interested owners, managers, and employees. They summarize the burgeoning body of research that formally analyzes from this perspective the existence, scope, financing, internal structure, control, and objectives of firms. In a complementary chapter, Oliver Williamson (Chapter 3) analyzes the consequences of the minimization of transactions costs for the structures of firms and for the locations of boundaries between firms and markets. Martin Perry (Chapter 4) focuses on vertical integration as an important dimension of firm structure. His presentation surveys the long line of research on the incentives for and effects of
Easy5 2020 Reference Manual
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If you have any technical problems, issues, or queries, please contact TechnicalSupport.C o n t e n t sReference ManualPrefaceConventions Used in This Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xviii1 Reference Manual TopicsOverview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Accelerator Keys . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Adding Components. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Add Components Window. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Adding Components to the Schematic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9Add Components by Name Reference. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Analyses. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Nonlinear Analyses. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Linear Analyses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Analysis Data Form. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Analysis Data Form Header. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Analysis Data Form. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Auxiliary Input File . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Analysis Title . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Time of the Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Initial Operating Point. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Model Explorer “Pickable” Fields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17Auxiliary Input File . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Creating an Auxiliary Input File. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Using an “auxfile” To Enter Blocks of Data. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19Specifying a Label in an Auxiliary Input File . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Auxiliary Input File Data Format . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 PARAMETER VALUES Command. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Scalar Parameter Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Array Parameter Data. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23Tabular Data. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25“Analysis Only” Mode. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Operations Allowed. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29viReference ManualDisabled Functionality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29Creating a “Locked Configuration” Model for Distribution Purposes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30Using a Locked Configuration Easy5 Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Background Processes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31C Component. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33Adding C Code. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34Example C Code Component . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35Adding C Declarations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37C Code Files and Structure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37Code Components . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38Command Line Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Option Examples . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Compiling External Code . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Default Compiler Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Obtaining Current Compiler Options. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Setting Debug Compiler Options. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44User Specified Compiler Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44Examples of Compiling External Code. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44Compiling and Linking Mixed Code. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 Components. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 Component Basics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50Blocks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53Standard Components . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53Code Components . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54User-defined Library Components . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55Extension Components. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56Dimensioned Components . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 Component Data Table. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 Documentation/Configuration Tab . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59States Tab . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64Variables Tab. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65Version Tab . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66User-Comments Tab . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 Connecting Components . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 Rules for Connecting Components . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67Default Connections. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67Port Connections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69Default Port Connection Points. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70Custom Connections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71Making a Branch Connection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73Connecting Incompatibly Vectorized Components. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74 Connection Lines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75 Moving Connection Line Endpoints. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75viiContentsMoving Connection Line Segments. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76 Changing an Anchored Connection Back to an Autoroute Connection . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77 Customized Line Routing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77 Defining Connection Line Labels and Attributes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79 Connection Line Navigation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82 Submodel Connection Labels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83 Connection Label Options. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83 Moving Submodel Connection Nodes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84 Connection Line Color Dots. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85 Copying Components and Models. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86 Copying Components within a Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86 Copying Components From or To Another Model. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87 Copying Components With User-defined Names. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..87 Data Display. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87 Data Types. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91 States. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92 Variables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92 Parameters. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92 Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92 Debugging the Model and Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93 Example of Using the Symbolic Debugger on Windows. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93 Example of Using the Symbolic Debugger on a Linux Platform . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96 Deleting Components and Connections. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99 Deleting Components. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99 Deleting Connections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100 Discrete (Digital) System Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101 Operating Point Considerations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101 Linear Analysis Considerations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101 Integration Method Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102 Discrete (Digital) System Modeling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102 Digital Models. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102 Hybrid Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103 Discrete System Modeling Using Fortran, C and LIbrary Components . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104 Matching TAU Method (obsolete). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105 Documenting and Printing the Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108 Generating a Model Document File. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108 Exporting an Easy5 Model as a MAT EMX Function. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110 MAT function “ezmodel”. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110 Easy5 Window . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110 Description Lines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111 Model Info . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112viiiReference ManualMenu Bar. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112Tool Bar. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112Dockable Add Component WIndow. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112Scroll Bars. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112Message Line. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113Schematic Window . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113Working with Easy5 Windows. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113 Eigenvalue Sensitivity Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115 Setting up an Eigenvalue Sensitivity Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115 Eigenvalue Sensitivity Analysis Method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116Executable Model. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117 Create Executable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118Link External Object. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119Solve Implicit Loops. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119Force Explicit Typing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119Check for Duplicate Names . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119Debug Mode . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119Stop Create Executable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120 Executable Output Files . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120 Create Executable Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120Model Generation Listing File. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121Executable Source File. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121Executable Error File . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123 External (Environment) Variables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123Fortran Component . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128 Forced Explicit Typing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128Using Integer or Logical Variables in Fortran Code . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129Adding Nonexecutable Fortran Statements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130Reserved Fortran Unit Numbers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131Adding Comments to Fortran Code. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131Easy5 Reserved Words. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131Calculating Initial Condition Values in a User-Code Component. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133Easy5 Matrix Operations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133Sorting Fortran Component Code . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134 Function Scan Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134 Setting up a Function Scan Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135Function Scan with Two Independent Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137 Function Scan Analysis Method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138Graphic Files, EMFs, and PostScript. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138 Generating the Schematic Block Diagram EMF Graphics File . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138Generating Plotter EMF Graphics File . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140Using EMF Graphics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140Overriding Hard copy and EMF Plot Curve and Grid Widths. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141ixContentsExporting Plot Files. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141 Importing a PostScript File Into a Document . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143 Icon Editor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143 Implicit Model. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144 Definition of an Implicit Model. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145 Example of an Implicit Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145 How to Break Implicit Loops. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148 Initial Condition Calculation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150 Initialization Statement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151 Integration Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152 The Integration Method. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152 Integration Methods Available. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153 Definition of Terms. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154 The BCS Gear Method. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156 The Runge-Kutta Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156 The Huen Method. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156 The Euler Method. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156 The Adams Method. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157 The User-defined Method. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157 Integration Method Selection Guidelines. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159 Guidelines for Setting Error Controls. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160 Interactive Simulation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162 Linear Model Generation Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162 Types of Linear Model Generation Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162 Setting up a Linear Model Generation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 164 Controlling the Calculation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167 Saving the Linear Model System Matrices. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167 Linear Model Generation Method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167 Continuous Systems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167 Stability Analysis for Sampled-Data Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174 Linking External Code. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174 Linking Routines Using the Build Menu. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 175 Linking Routines Using the EASY5_OBJECT Variable. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176 Linking Routines Using an Object Library . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 177 Linking Library Component Routines. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178 Library Component Code . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179 Using Variable Dimensions in Library Component Code. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179 Using Integer or Logical Variables in Library Component Code . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 180 Configurations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181 Component Libraries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181 Matrix Operations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 182。
npi导入流程的五个阶段
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亨格瑞管理会计英文第15版答案 11
亨格瑞管理会计英文第15版答案11CHAPTER11CapitalBudgetin； 1.；Thepresentvalueis$480,00；(a)$480,000=annualpaymen；annualpayment=$480,000÷1；annualpayment=$480,000÷9；annualpayment=$480,000÷8；annualpayment=$480,000÷8；anCHAPTER 11 Capital Budgeting1.The present value is $480,000 and the annual payments are an annuity, requiring use of Table 2:(a)$480,000 = annual payment × 11.2578annual payment = $480,000 ÷ 11.2578 = $42,637 (b)$480,000 = annual payment × 9.4269annual payment = $480,000 ÷ 9.4269 = $50,918 (c)$480,000 = annual payment × 8.0552annual payment = $480,000 ÷ 8.0552 =$59,589 (a)$480,000 = annual payment × 8.5595annual payment = $480,000 ÷ 8.5595 = $56,078 (b)$480,000 = annual payment × 7.6061annual payment = $480,000 ÷ 7.6061 = $63,107 (c)$480,000 = annual payment × 6.8109annual payment = $480,000 ÷ 6.8109 =$70,475 (a) Total payments= 30 × $50,918 = $1,527,540Total interest paid= $1,527,540- $480,000 = $1,047,5402.3.(b) Total payments= 15 × $63,107= $946,605 Total interest paid = $946,605 - $480,000 = $466,605min.) Buy. The net present value is positive.Initial outlay *Present value of cash operating savings, from12-year, 12% column of Table 2, 6.1944 × $5,000 Net present value$(21,000) * The trade-in allowance really consists of a $5,000 adjustment of the selling price and a bona fide $10,000 cash allowance for the old equipment. The relevant amount is the incremental cash outlay, $21,000. The book value is irrelevant.min.)Copyright ?2011 Pearson Education11.NPV @ 10% = 10,000 × 3.7908 = $37,908 - $36,048 = $1,860 NPV @ 12% = 10,000 × 3.6048 = $36,048 - $36,048 = $0NPV @ 14% = 10,000 × 3.4331 = $34,331 - $36,048 = $(1,717)The IRR is the interest rate at which NPV = $0; therefore, from requirement 1 we know that IRR = 12%.The NPV at the company’s cost of capital, 10%, is positive, so the project should be accepted.The IRR (12%) is greater than the company’s cost of capital (10%), so the project should be accepted. Note that the IRR and NPV models give the same decision.2.3.4.min.)1.Annual addition to profit = 40% × $25,000 = $10,000.Payback period is $36,000 ÷ $10,000 = 3.6 years. It is not a good measure of profitability because it ignores returns beyond the payback period and it does not account for the time value of money.NPV = $5,114. Accept the proposal because NPV is positive. Computation: NPV = ($10,000 × 4.1114) - $36,000= $41,114 - $36,000 = $ 5,1142.3. ARR = (Increase in average cash flow – Increase in depreciation) ÷ Initialinvestment= ($10,000 - $6,000) ÷ $36,000 = 11.1%min.)Salaries $49,920(a) $41,600(b) $ 8,320 Overtime 1,728(c) -- 1,728 Repairs and maintenance 1,800 1,050 750Toner, supplies, etc. Total annual cash outflows(a) ($ 8 × 40 hrs.) × 52 weeks × 3 employees = $320 × 52 × 3 = $49,920 (b) ($10 × 40 hrs.) × 52 weeks × 2 employees = $400 × 52 × 2 = $41,600 (c) ($12 × 4 hrs.) × 12 months × 3 machines = $ 48 × 12 × 3 = $ 1,728Purchase of Cannon machines $ -- $50,000 $50,000Copyright ?2011 Pearson Education21.Sale of Xerox machines Training and remodeling Total -- -3,000 -3,000 Copyright ?2011 Pearson Education 3All numbers are expressed in Mexican pesos. 2. 18% Total Sketch of Relevant Cash Flows (in thousands) Cash operating savings:* .847583,902 99,000 108,900 119,790 131,769 .4371 144,946 Income tax savings from depreciation not changed by inflation, see 1 3.1272 33,600 33,600 33,600 33,600 33,600 Required outlay at time zero 1.0000 Net present value*Amounts are computed by multiplying (150,000 × .6) = 90,000 by 1.10, 1.10 2, 1.10 3, etc.Copyright ?2011 Pearson Education 461PV Present of $1.00 Value ofTOTAL PROJECT APPROACH: Cannon:Init. cash outflow 1.0000 $ (51,000) Oper. cash flows (45,950) (45,950) (45,950) (45,950) (45,950) Total $(216,641)Xerox:Oper. cash flows 3.6048 (57,048) (57,048) (57,048) (57,048) (57,048) Difference in favor of retaining XeroxINCREMENTAL APPROACH: Initial investment 1.0000 $(51,000) Annual operating cash savings 3.6048 11,098 11,098 11,098 11,098 11,098 Net present value of purchase 2. The Xerox machines should not be replaced by the Cannon equipment. Net savings = (Present value of expenditures to retain Xerox machines) less (Present value of expenditures toconvert to Cannon machines)= $205,647 - $216,641 = $(10,994) 3. a. How flexible is the new machinery? Will it be useful only for the presently intended functions, or can it be easilyadapted for other tasks that may arise over the next 5 years?b. What psychological effects will it have on various interested parties?Copyright ?2011 Pearson Education462。
IMDS Presentation 2015(2015版的IMDS英文教程)
123456 Drawing Revision and date A / 23 Oct 2014
Customer Preh IMDS customer code / location 853 / Print / GD&T (as available) Kick off Sheet (as available)
Select the contact person drop down box and select the appropriate contact person
At this time only my name (James LeMere) is available, additional contact person(s) may be added at a later date. Also, only Certus Automotive is available in the Organization Unit drop down, which is automatically loaded.
Once all materials (and components) have been entered and the Measured weight per item is within 5% The Parts Marking drop down box should be selected, the 3 choices shown will appear and the appropriate selection should be made (Certus products should fall under Yes or Not applicable, if the part is too small)
亨格瑞管理会计英文第15版练习答案解析
CHAPTER 4 COVERAGE OF LEARNING OBJECTIVESCHAPTER 4Cost Management Systems and Activity-Based Costing4-A1 (20-30 min.)See Table 4-A1 on the following page.4-A2 (25-30 min.)1. Merchandise Inventories, 1,000 devices @ $97 $97,0002. Direct materials inventory $ 40,000Work-in-process inventory 0 Finished goods inventory 97,000 Total inventories $137,000 3.NILE ELECTRONICS PRODUCTSStatement of Operating IncomeFor the Year Ended December 31, 20X9Sales (9,000 units at $170) $1,530,000 Cost of goods sold:Beginning inventory $ 0Purchases 970,000Cost of goods available for sale $ 970,000Less ending inventory 97,000Cost of goods sold (an expense) 873,000 Gross margin or gross profit $ 657,000 Less other expenses: selling & administrative costs 185,000 Operating income (also income before taxesin this example) $ 472,000TABLE 4-A1STATEMENT OF OPERATING INCOME OPERATING INCOME BY PRODUCT LINEEXTERNAL REPORTING PURPOSE INTERNAL STRATEGIC DECISION MAKING PURPOSECustom Large SmallDetailed Std. Std. Cost Type, Assignment Method Sales $155,000 $30,000 $45,000 $80,000Cost of goods sold:Direct material 40,000 5,000 15,000 20,000 Direct, Direct TraceIndirect manufacturing 41,000 28,0001 5,000 8,000 Indirect, Alloc. – Mach. Hours81,000 33,000 20,000 28,000Gross profit 74,000 (3,000) 25,000 52,000Selling and administrative expenses:Commissions 15,000 1,500 3,500 10,000 Direct, Direct Trace Distribution to warehouses 10,400 1,0002 3,000 6,400 Indirect, Allocation - Weight Total selling and admin. expenses 25,400 2,500 6,500 16,400Contribution to corporate expensesand profit 48,600 $(5,500) $18,500 $35,600Unallocated expenses:Administrative salaries 8,000Other administrative expenses 4,000Total unallocated expenses 12,000Operating income before tax $ 36,6001 Total machine hours is 1,400 + 250 + 400 = 2,050. Indirect manufacturing cost per machine hour is then $41,000 ÷ 2,050 = $20. The al location to custom detailed is $20 × 1,400 machine hours = $28,000.2 Total weight shipped is 25,000 kg + 75,000 kg + 160,000 kg = 260,000 kg. Indirect distribution costs per kilogram is then $10,400 ÷ 260,000 kg = $0.04. The allocation to custom detailed is $0.04 × 25,000 kg = $1,000.技术资料专业整理4. ORINOCO, INC.Statement of Operating IncomeFor the Year Ended December 31, 20X9Sales (9,000 units at $170)$1,530,000Cost of goods manufactured and sold:Beginning finished goods inventory $ 0Cost of goods manufactured:Beginning WIP inventory $ 0Direct materials used 530,000Direct labor 290,000Indirect manufacturing 150,000Total mfg. costs to account for $970,000Less ending work-in-process inventory 0 970,000Cost of goods available for sale $970,000Less ending finished goods inventory 97,000Cost of goods sold (an expense) 873,000Gross margin or gross profit $ 657,000 Less other expenses: selling and administrative costs 185,000Operating income (also income before taxesin this example) $ 472,0005. The balance sheet for the merchandiser (Nile) has just one line forinventories, the ending inventory of the items purchased for resale.The balance sheet for the manufacturer (Orinoco) has three items:direct materials inventory, work-in-process inventory, and finishedgoods inventory.The income statements are similar except for the computation of cost of goods available for sale. The merchandiser (Nile) simply showspurchases for the year plus beginning inventory. In contrast, themanufacturer (Orinoco) shows beginning work-in-process inventory plusthe three categories of cost that comprise manufacturing cost (directmaterials used, direct labor, and factory (or manufacturing) overhead)and then deducts the ending work-in-process inventory. The manufacturer then adds the beginning finished goods inventory to this cost of goodsmanufactured to get the cost of goods available for sale.6. The purpose is providing aggregate measures of inventory value and costof goods manufactured for external reporting to investors, creditors,and other external stakeholders.4-A3 (10-15 min.)There can be many justifiable answers for each item other than thelisted cost driver and behavior. The purpose of this exercise is togenerate an active discussion regarding those chosen by First Bank’smanagers. One point that should be emphasized is that many timesmanagers choose cost drivers that are not the most plausible or reliable because of lack of data availability. Cost drivers are also used as abasis to allocate activity and resource costs and so the availability of data is often an important consideration.ActivityOr CostResource Cost Driver Behaviora.* R Number of square feet Fb.** R Number of person hours Fc. R Number of computer transactions Vd. A Number of schedulese. R Number of person hours Ff. R Number of loan inquiries Vg.*** A Number of investmentsh. A Number of applicationsi. R Number of person hours Vj. R Number of minutes Vk. R Number of person hours Fl. A Number of loans* An argument can be made that maintenance of the building is an activity.If this was the case, resources such as supplies and labor would be resources consumed, and several resource cost drivers would be needed. In addition, a separate resource and associated cost driver would be needed for insurance costs. However, the company had a contract for maintenance (fixed price), so this was a fixed-cost resource that was added to other occupancy costs such as insurance. The cost driver chosen for all these occupancy costs was square feet occupied by the various departments.** Normally, the cost driver used for any labor resource is person hours.It is assumed that the staff person hours used are regular hours rather than overtime or temporary labor hours. Thus, the cost is fixed with respect to changes in hours used. As the hours used increases (decreases) theutilization of the resources increases (decreases) and eventually, management will need to make a decision whether to expand capacity (or whether to cutback on labor). This is an example of a step cost that is fixed over wideranges of cost-driver level.*** Students may try to determine the cost behavior of activities even thoughthe problem requirements do not ask for it. Point out that activities almostalways have mixed cost behavior because they consume various resources. Someof these are fixed-cost and others variable-cost resources. For example, theactivity “research to evaluate a loan application” consumes such fixed-costresources as manager labor time and computers (assumed owned by the bank).This activity also consumes variable-cost resources such as telecommunicationstime and external computing services.4-A4 (20-30 min.)1. The first step is to determine the cost per cost-driver unit for eachactivity:Monthly Cost- Cost perManufacturing Driver DriverActivity [Cost driver] Overhead Activity UnitMaterial Handling [Direct materials cost] $12,000 $200,000$ 0.06Engineering [Engineering change notices] 20,000 20 1,000.00Power [Kilowatt hours] 16,000 400,000 0.04Total Manufacturing Overhead $48,000Next, the costs of each activity can be allocated to each of the threeproducts:PHYSICAL FLOW / ALLOCATED COSTCost Senior Basic DeluxeMaterial Handling$.06 × 25,000 = $1,500$.06 × 50,000 = $ 3,000$.06 × 125,000 = $ 7,5 Engineering $1,000 × 13 = 13,000$1,000 × 5 = 5,000$1,000 × 2 = 2,000Power $.04 × 50,000 = 2,000$.04 × 200,000 = 8,000$.04 × 150,000 = 6,000 Total $16,500 $16,000 $15,5002. Overhead rate based on direct labor costs:Rate = Total manufacturing overhead ÷ Total direct labor cost= $48,000 ÷ $8,000 = $6.00/DL$Overhead allocated to each product is:Senior: $6.00 × 4,000 = $24,000Basic: $6.00 × 1,000 = 6,000Deluxe: $6.00 × 3,000 = 18,000Total $48,000Notice that much less manufacturing overhead cost is allocated to Basic using direct labor as a cost driver. Why? Because Basic uses only asmall amount of labor but large amounts of other resources, especially power.3. The product costs in requirement 1 are more accurate if the costdrivers are good indicators of the causes of the costs -- they are both plausible and reliable. For example, kilowatt hours is certainly abetter measure of the cost of power costs than is direct labor hours.Therefore, the allocation of power costs in requirement 1 is certainly better than in requirement 2. Materials handling and engineering arelikewise more plausible. A manager would be much more confident in the manufacturing overhead allocated to products in requirement 1.Remember, however, that there are incremental costs of data collection associated with the more accurate ABC system. The benefit/costcriteria must be applied in deciding which costing system is “best.”4-B1 (20-30 min.)See Table 4-B1 on the following page.4-B2 (25-30 min.)1. $1,080,000 ÷ 45,000 hours = $24 per direct-labor hour2. (a) $585,000 ÷ 15,000 hours = $39 per direct-labor hour(b) $495,000 ÷ 30,000 hours = $16.50 per direct-labor hour3. (a) $585,000 ÷ 97,500 hours = $6 per machine hour(b) $495,000 ÷ 30,000 hours = $16.50 per direct-labor hour4. (a) $24 × (1.0 + 14.0) = $360.00$24 × (1.5 + 3.0) = $108.00$24 × (1.3 + 8.0) = $223.20(b) ($39 × 1.0) + ($16.50 × 14.0) = $39.00 + $231.00 = $270.00($39 × 1.5) + ($16.50 × 3.0) = $58.50 + $ 49.50 = $108.00($39 × 1.3) + ($16.50 × 8.0) = $50.70 + $132.00 = $182.70(c) ($6 × 12.0) + ($16.50 × 14.0) = $ 72.00 + $231.00 = $303.00($6 × 17.0) + ($16.50 × 3.0) = $102.00 + $ 49.50 = $151.50($6 × 14.0) + ($16.50 × 8.0) = $ 84.00 + $132.00 = $216.00(d) First consider using departmental instead of firm-wide rates (partb vs. part a). Departmental rates that use direct-labor hours asthe base decrease the cost applied to units of A and C and leave B unaffected. Other products that use relatively less assembly time will increase in cost. Now examine changing to a base of machine hours in machining (part c vs. part a). Product B is the only one with an increase in cost in (c) compared to (a). Why? Because B's uses only 16% of the direct labor hours used for A, B, and C, so it is is allocated only 16% of the costs allocated on the basis ofdirect labor hours. But it uses 40% of the machine hours, andthere is allocated 40% of costs that are allocated on the basis on machine hours. Therefore, it receives relatively more costs with a base of machine hours than with a base of direct-labor hours.TABLE 4-B1STATEMENT OF OPERATING INCOME OPERATING INCOME BY PRODUCT LINEThousands of Dollars Lawn HandScooter Mower Tool Cost Type,Parts Parts Parts Assignment Method Sales $990 $350 $380 $260Cost of goods sold:Direct material 400 175 125 100 Direct, Direct Trace Indirect manufacturing 94 68 1 14 12 Indirect – Mach.Hrs494 243 139 112Gross profit 496 107 241 148Selling and administrative expenses:Commissions 55 25 20 10 Direct, Direct Trace Distribution to warehouses 150 20 2 80 50 Indirect - Weight Total selling and administrative expenses 205 45 100 60Contribution to corporate expenses and profit 291 $ 62 $141 $ 88Unallocated expenses:Corporate salaries 11Other general expenses 17Total unallocated expenses 28Operating income before tax $2631 Total machine hours is 8,500 + 1,750 + 1,500 = 11,750. Indirect manufacturing cost per machine hour isthen $94,000 ÷ 11,750 = $8. The allocation to scooter parts is $8 × 8,500 machine hours = $68,000.2 Total weight shipped is 100,000 kg + 400,000 kg + 250,000 kg = 750,000 kg. Indirect distribution costs perkilogram is then $150,000 ÷ 750,000 kg = $0.20. The allocation to scooter parts is $0.20 × 100,000 kg = $20,000.技术资料专业整理4-B3 (30-35 min.)1.The existing system allocates all costs based on direct labor cost. The rate for allocating indirect production costs is:Estimated indirect production cost ÷ Estimated direct labor cost= ¥24,500,000 ÷ ¥35,000,000 = 70%That is, each time ¥1 is spent on direct labor, Watanabe adds ¥0.7 of indirect production cost to the cost of the product.2. Under an ABC system, Watanabe would allocate indirect production costs separately for each activity. This would result in the following four allocation rates:Receiving: Receiving co sts ÷ Direct material cost=¥4,800,000 ÷ 60,000,000 = ¥0.08 per ¥1of dir. mat. Assembly: Assembly costs ÷ Number of control units=¥13,800,000 ÷ 92,000 = ¥150 per control unitQual. Control: Quality control cost ÷ QC hours=¥1,800,000 ÷ 600 = ¥3,000 per QC hourShipping: Shipping cost ÷ # of boxes shipped=¥4,100,000 ÷ 8,200 = ¥500 per box shipped3. (a) The cost will contain 3 components (in thousands of yen):Direct material ¥ 8,000Direct labor 2,000Indirect production cost (¥2,000 × .7 = 1,400) 1,400Total cost ¥11,400Price (¥11,400 × 1.3)¥14,820(b) The cost will have 7 components, 4 of them allocating indirect production costs (totals in thousands of yen):Direct materials ¥ 8,000Direct labor 2,000Receiving (¥0.08 × 8,000)¥640Assembly (¥150 × 5,000)750Quality control (¥3,000 × 50)150Shipping (¥500 × 600) 300Total indirect production cost 1,840Total cost ¥11,840 Price (11 ,840 × 1.3)¥15,3924. The order from Nissan requires a relatively large amount of receiving, quality control, and shipping resources compared to the relative amount of labor required. This makes its indirect production costs are relatively expensive relative to the labor required. The following illustrates why an allocation on the basis of labor cost results in less costs than allocations based on the four activities:Budgeted Cost- Nissan Cost- NissanActivity Allocation Base Allocation Base Percentage Direct materials 60,000,000 8,000,000 13.3%Direct labor 35,000,000 2,000,000 5.7 Receiving 60,000,000 8,000,000 13.3 Assembly 92,000 5,000 5.4 Quality control 600 50 8.3 Shipping 8,200 600 7.3Using the single direct-labor cost-allocation base, this order would receive 5.7% of all indirect production costs. The main reason that indirect production costs for this order under the ABC system are relatively high is the large relative cost of materials that drives a large allocation (13.3%) of receiving costs to this order. The allocations of both quality control and shipping costs are slightly larger that they would be using a direct-labor cost-allocation base, while the allocation of assembly costs is slightly smaller.4-B4 (50-60 min.)1. A summary of the analyses follows.Pen Cell-PhoneCasings Casings CompanyBase Gross Profit Percentage* 1.25% 38.75% 8.07% Plan Gross Profit Percentage** 10.80% 37.20% 17.40% Support of Product Manager? Strong NoneSupport of President? Moderate* See Exhibit 4-6 on p. 136 of the text.** See Panel B of Exhibit 4-B4 that follows.Exhibit 4-B4, Panels A and B on the following pages can be used to explain the impact of the controller’s idea using the process map of the traditional costing system and the related financial reports. Notice that the $80,000 annual decrease in the cost of engineers needs to be converted to a $20,000 quarterly savings. The controller’s idea will result in an increase of 9.55%in the gross profit of the pen-casings line but a decrease of 1.55% in thecell-phone line. The product manager of pen casings would probably give strong support to the idea but the cell-phone casings manager would most likely not support the idea.Although the company-level gross profit margin improves, the president’s support may not be strong. Why? There is not a strong consensus among product-line managers. Top management is normally hesitant to support actions that do not have the unanimous support among product-line managers unless there is solid evidence of material improvement in profitability. While the current loss would be reversed, the return on sales is still nominal at 3,500 ÷ $480,000 = .73%.Exhibit 4-B4: Panel AProcess Map of Traditional Cost System[Direct Labor Hours = 4,500 +Exhibit 4-B4: Panel BPRO-FORMA FINANCIAL REPORTS:TRADITIONAL COST ALLOCATION SYSTEMSTATEMENT OF OPERTING INCOME CONTRIBUTION TO CORPORATE COSTSAND PROFIT [EXTERNAL REPORTING PURPOSE] [INTERNAL STRATEGIC DECISION MAKINGAND OPERATIONAL-CONTROL PURPOSE]Pen Casings Cell Phone CasingsSales $480,000 $360,000 $120,000 1 Cost of goods sold:Direct material 46,500 22,500 24,000 2 Direct labor 150,000 135,000 15,000Indirect manufacturing 200,000 163,636 3 36,364 4 Cost of goods sold 396,500 321,136 75,364 Gross profit 83,500 $ 38,864 $ 44,636 Corporate expenses (unallocated) 80,000Operating income $ 3,500Gross profit margin 17.40% 10.80% 37.20%1. $80,000 × .75 × 22. $12,000 × 23. $200,000 × [4,500/(4,500 + 1,000)]4. $200,000 × [1,000/(4,500 + 1,000)]5. $83,500/$480,000技术资料专业整理Perhaps the most important factor bearing on the president’s support is lack of confidence in the accuracy of the cost and hence gross margin figures. She probably will inquire whether the shift in the consumption percentages by the two activities is captured by the traditional costing system. Does the change in allocation rates from 90:10 to 82:18 based on direct labor hour changes accurately capture the impact of the operational changes? An informal analysis of the controller’s idea might look like the following table.Based on the informal analysis, the President probably would expect the profitability of cell-phone casings to improve and the profitability of pen casings to be unaffected. This disagrees with the numerical analysis. Given the propensity of managers to embrace numerical results, less weight will likely be given this analysis compared to the “objective” numbers. As a result, she may question the validity of the numerical analysis as well as the value of the traditional costing system!Finally, the focus of improvement efforts should be directly on the pen-casing product line. This initiative deals mostly with the cell-phone line. What can be done to improve profitability of the pen casings? Can prices be raised without losing too much volume? Can operational improvements be made to lower the indirect manufacturing costs? The controller’s idea is worthy of some support but it does not address the profitability issue head on.2. Exhibit 4-B4, Panel C on the following page is a process map that can be used to explain the impact of the controller’s idea. Panel D at the end of the solution provides a detailed evaluation of the controller’s idea.Pen Cell-PhoneCasings Casings Company Base Gross Profit Percentage* 16.22% (28.63%) 8.07% Plan Gross Profit Percentage** 17.26% 17.81% 17.40% Support of Product Manager? Neutral StrongSupport of President? Strong* See the table on p. 139 of the text.** See panel D of Exhibit 4-B4 that follows.The controller’s idea will result in a slight increase in the gross profit of the pen-casings line but a dramatic turnaround in the profitability of thecell-phone line. The product manager of pen casings would probably be neutral or slightly positive about the idea because the idea does not focus on operational improvements that directly affect the pen-casings line. The cell-phone casings manager would give strong support to the idea – this may save his/her job! The president would strongly support this idea while encouraging all managers involved to keep up the good work. Also, note that the numbers agree with the informal analysis – generating confidence in the integrity of the cost accounting system.Exhibit 4-B4, Panel CProcess Map for ABC SystemExhibit 4-B4: Panel DPRO-FORMA FINANCIAL REPORTS FOR LOPEZ PLASTICS COMPANY:ACTIVITY-BASED COST ALLOCATION SYSTEMSTATEMENT OF OPERTING INCOME CONTRIBUTION TO CORPORATE COSTSAND PROFIT [EXTERNAL REPORTING PURPOSE] [INTERNAL STRATEGIC DECISION MAKINGAND OPERATIONAL-CONTROL PURPOSE]Pen Casings Cell Phone Casings Sales $480,000 $360,000 $120,000 Cost of goods sold:Direct material 46,500 22,500 24,000 Direct labor 150,000 135,000 15,000Processing activity 154,000 126,000 128,000 2Production support activity 46,000 14,375 3 31,625 4 Cost of goods sold 396,500 297,875 98,625 Gross profit 83,500 $ 62,125 $ 21,375 Corporate expenses (unallocated) 80,000Operating loss $ 3,500Gross profit margin 17.26% 17.81%1. $154,000 × [4,500 labor hours/(4,500 labor hours + 1,000 labor hours)]2. $154,000 × [1,000 labor hours/(4,500 labor hours + 1,000 labor hours)]3. $46,000 × [5 distinct parts/(5 distinct parts + 11 distinct parts)]4. $46,000 × [11 distinct parts/(5 distinct parts + 11 distinct parts)]技术资料专业整理3. As vice president, you probably are pleased with the new ABC system. The cost drivers that are used to allocate activity costs appear to be plausible and reliable and thus probably represent a sound cause-effect model of operations. This will improve both the accuracy of product costing and operating managers’ control over costs. Operating managers will be pleased with the ABC system because it helps them understand how their day-to-day work impacts costs and profits. From a behavioral perspective, this should behighly motivational.This problem emphasizes the importance of the cost-accounting system to managers. Different systems can result in significantly different management decisions. In this case, the product-line managers’ support for the controller’s idea changes when an ABC system is used to evaluate the idea. Although the company-level gross margins do not change, it is possible thatthe president would strongly support the idea based on ABC data. Why? Neither of the product-line managers is against the idea, and one strongly supports it. In addition, the president may have more confidence in the accuracy of the ABC analysis. The substantial losses of the current quarter have been completely eliminated and the serious profitability problem of the cell-phone casing product line has been reversed.4-1 A cost management system is a collection of tools and techniques that identifies how management’s decisions affect costs. The three purposesof a CMS are to provide1.cost information for operational control,2.cost information for strategic decisions, and3.measures of inventory value and cost of goods manufactured (orpurchased) for external reporting to investors, creditors, and otherexternal stakeholders.4-2 a. The production manager needs operational control information.b. Setting the product mix is a strategic decision.c. The cost of inventory that appears on the balance sheet is information that is used by external investors, creditors, and other stakeholders.4-3 Cost objects are any items for which decision makers desire a separate measurement of costs. They include departments, products, services, territories, and customers.4-4 No. Products are one of the main cost objects for most companies, but departments are also important cost objects because they represent a logical grouping of activities for which managers desire a separate determination of costs.4-5 The major purpose of a detailed cost-accounting system is to measure costs for decision making and financial reporting. Cost accounting systems become more detailed as management seeks more accurate data for decision making.4-6 The two major processes performed by a cost accounting system are cost accumulation and cost assignment. Cost accumulation is collecting costs by some “natural” classification, such as materials or labor, or by activities performed such as order processing or machine processing. Cost assignment is attaching costs to one or more cost objects, such as activities, processes, departments, customers, or products.4-7 Managers make important decisions on a daily basis. They base these decisions in large part on financial data provided by the cost accounting system. So it is critically important that the cost accounting system provide accurate and reliable financial information.4-8 Managers can specifically and exclusively identify direct costs with a given cost object (that is, directly trace them) in an economically feasible way. Indirect costs cannot be so identified. However, managers can usually identify a plausible and reliable cost driver to use to allocate resourcecosts to cost objects that consume the resources. When direct tracing is not economically feasible and a plausible and reliable cost driver cannot be found, costs should remain unallocated.4-9 Yes, the same cost (for example, the department supervisor's salary)can be direct with respect to a department but indirect with respect to the variety of products flowing through a department (e.g., tables, chairs, and cabinets).4-10 Some costs can be physically linked with a department (or a product), but not in an economically feasible way. An example is the use of departmental meters for measuring power usage. Such devices could measure power costs as direct costs of a department. The alternative is to regard factory power costs as indirect costs of individual departments. Managers often decide whether the resulting increased accuracy provided by individual power meters is worth their additional cost; thus, the test of economic feasibility will decide whether a particular cost is regarded as direct or indirect.4-11 The four purposes of cost allocation are (1) to predict the economic effects of strategic and operational control decisions, (2) to obtain desired motivation, (3) to compute income and asset valuations, and (4) to justify costs or obtain reimbursement.4-12 Generally Accepted Accounting Principles (GAAP) require publically-held companies to allocate all production-related costs and only production-related costs to its products for financial reporting to the public.4-13 No. The costs in a cost pool are not physically traced to cost objects. Only direct costs are traced to cost objects. A cost pool contains indirect costs that are allocated to cost objects using a single cost-allocation base.4-14 Some possible terms are reallocate, assign, distribute, redistribute, load, apportion, reapportion, and burden.4-15 For financial statement purposes, the typical accounting system does not allocate costs associated with value-chain functions other than production to the physical units produced. However, for guiding decisions regarding product-pricing and product-mix decisions, many companies allocate all costs, including R&D, design, marketing, distribution, and customer service costs. However, the allocations of these costs may not be embedded in the system that generates financial statements.4-16 Yes. The two criteria that should be met before using any measure as a cost-allocation base are economic plausibility and reliability. A measure should be plausible – make common sense. If managers cannot easily understand the logical relationship between a cost allocation-base and the costs of an activity or resource, managers will perceive the resulting allocations as arbitrary.4-17 Production maintenance costs are normally indirect. Sales commissions normally can be directly traced to specific products. The costs associated with process design are normally unallocated because it is too difficult to identify plausible and reliable cost-allocation bases, although some companies elect to allocate them.4-18 Generally not. They are direct as far as the physical product is concerned, but in accounting for their cost it would usually be impractical (too costly) to keep records of the amount of glue or tacks used in each unit of product. A more feasible method would be to consider these as supplies (indirect materials).4-19 Depreciation related to production activities is a product cost, not a period cost. Hence, it will become an expense as a part of manufacturing cost of goods sold. Thus, depreciation is not always an immediate expense.。
2015美赛H奖论文
D
2015 Mathematical Contest in Modeling (MCM) Summary Sheet (Attach a copy of this page to your solution paper.) Type a summary of your results on this page. Do not include the name of your school, advisor, or team members on this page. Sustainable development refers to the development that not only meets the needs of the present, but also brings no harm to the ability of future generation in meeting their own needs. How to determine the degree of a country’s sustainability, how to forecast the developing tendency and how to create the most effective sustainable development plan that based on the current situation of a certain country is one of the most far-reaching research issues in the world. This paper discusses the above problems and analyzes deeply to obtain the result with great value. First of all, in order to determine the degree of sustainability of a country, we propose two models to measure the sustainable level. In the first model, we use PCA and AHP to divide sustainability into three levels. On this basis, we introduce the concept of coordination degree to help the analysis of the degree of the coordination among each indicator. In addition, in order to further define the degree of sustainability of a country, we establish coupling model. It introduces the variable of time, making the judgment of a country’s sustainability far more accurate in degree and in time. Then, we choose a LCD country. In order to raise its level of sustainable development, through the establishment of grey model, we form a sustainable development plan for the country which based on the forecast of its development situation in the future 20 years. After that, we use the first model to evaluate the effect of the 20-year sustainability plan. Proceed from the LDC country’s actual conditions, we also consider other factors that may affect the sustainable degree, and accordingly improve the first model. By using the new model, we evaluate the effect of the 20year plan again and find out the increase of the sustainable degree of this country becomes lower, which is in accord with the fact. So it verifies the reasonability of the new model. Finally, in order to achieve our final goal to create a more sustainable world, we find out the most effective program or policy of sustainable development for this LDC country. We solve the problem in two ways. One is to consider the influence of policies on the sustainability measure. Another is taking cost into account. We introduce the concept of the actual benefit, and establish the cost-benefit model. In this model, we calculate each strategy’s ratio of benefit and cost, so as to determine the optimal strategy. Key words: analytic hierarchy process, coupling model, cost-benefit model, sustainability measure
综合英语教程第五册 课后答案 课件Unit-09 Kids and Computers
综合教程5(第2版)电子教案
Detailed Reading
KIDS AND COMPUTERS: DIGITAL DANGER Alison Sperry
1. There's a familiar saying, "Play is children's work." Through play, people who study child development tell us, children develop the skills and outlooks that determine the adults they will become. Playing house or school, for example, helps them "try on" the roles of Mom or Dad or teacher. Athletic activities help kids develop coordination, learn to work as part of a group, and gain confidence and a sense of fair play. Even solitary activities like reading connect children with the wider world, encouraging a sense of empathy with the greater human family.
MNHPHandbook2007
Professional Masters InNursing & HealthcarePracticeSTUDENTHANDBOOKJanuary 2007Students are responsible for knowing and adhering to the policiesand procedures contained in this handbook.TABLE OF CONTENTSORGANIZATION OF THE COLLEGE OF NURSING – 3 INTRODUCTION – 4 PHILOSOPHY STATEMENT – 5SECTION I – EARNING YOUR PROFESSIONAL MASTERS IN NURSING & HEALTHCARE PRACTICEDegree Requirements – 6 Residency Requirements – 6 Scholarship Requirements – 6 Curricular Plan of Study – 7 Computerized Testing Program - 7SECTION II –REGISTRATIONEarly Registration – 8Changes in Registration – 8SECTION III – GRADING AND RELATED MATTERSGrading System – 9 Grade Point Average – 9 Withdraw – 9 Incompletes – 9Satisfactory/Fail – 10 Audit – 10Second Grade Only Option – 10 Duplication – 10 Regression – 10Transfer Credit from Other Institutions – 11 Mid Semester Reports – 11 Scholastic Requirements – 11 Probation – 12Dismissal for Poor Scholarship – 12 Re-Admission Policies – 13 Re-Entry Policies – 13Classroom Misconduct – 13 Professional Misconduct – 14Recognizing and Avoiding Plagiarism – 14 Misconduct – 17Grievance Procedure – 21SECTION IV – CLINICAL COURSE AND HEALTH SCIENCE STUDENT REQUIREMENTSCore Performance Standards – 22 Health Screening Requirements – 23 Mandatory Reporter Training – 25 Past Felony Conviction – 26 Professional Conduct – 26 Uniform Policy – 27 Photo Identification Badges – 28 Standard Precautions – 29 Clinical Orientation Items - 35SECTION V – SPECIAL OPPORTUNITIES FOR NURSING STUDENTS Honors Program – 37Sigma Theta Tau – 37Tutoring – 37Advising – 37Scholarships and Awards – 37The University of Iowa Association of Nursing Students – 38National Student Nurse Association – 38Learning Resource Services – 38SECTION VI – PREPARING FOR COMMENCEMENTApplication for Degree – 39Transcripts – 39Graduation with Honors – 39Nursing Commencement – 39NCLEX® Examination and Licensure Information – 39MNHP Graduation Profile – 39SECTION VII – COLLEGE OF NURSING POLICIES AND COMPETENCIES Guidelines for Taking Exams for ESL Students – 41College of Nursing Policy on Academic Accommodations – 41Electronic Mail – 41Smoking Policy – 42Technology and Information Management Literacy – 43Minimum Writing Competencies for Nursing Students – 48SECTION VIII – UNIVERSITY POLICIESStudent Disability Services – 52Nondiscrimination Statement – 54Fair Information Practices Act – 54Policies and Regulations Affecting Students – 54Policy on Sexual Harassment and Consenual Relationships – 54Research Policies on Human Subjects - 54Reporting of Plagiarism and Cheating – 55SECTION IX – COLLEGE OF NURSING STUDENT RESOURCES Office of Student Services – 5656–OmbudsServicesComputing Resources – 56–56HealthStudentServicesUniversity Counseling Service – 5657Student–ServicesDisabilityOffice of International Programs – 57Veterans' Services – 57Cultural Centers – 57Office of Support Services Programs – 58Tutorial Labs - 58–59DevelopmentCareerServicesOffice of Student Financial Aid – 59Office of the Registrar – 60Women's Resource and Action Center – 6060–SafewalkRape Victim Advocacy Program (RVAP) – 61The University of Iowa Libraries – 61ORGANIZATION OF THE COLLEGE OF NURSINGThe College is organized into three areas of study: Adult and Gerontology; Systems and Practice; and Parent, Child and Family. Each of the areas of study is guided by a chairperson. All courses are assigned to a faculty member responsible for the course. The director and faculty are responsible for the professional Masters in Nursing & Healthcare Practice curriculum.College of Nursing AdministrationInterim DeanMartha Craft-RosenbergInterim Associate DeanKathleen HansonMNHP Program DirectorToni Clow (335-7052)Adult & Gerontology Area ChairKeela HerrSystems & Practice ChairRita FrantzParent, Child, & Family Area ChairAnn Marie McCarthyMNHP Program AssociateLinda Myers (335-7015)MNHP Program AssistantTBD (335-8929)MNHP Program SecretaryJan Zinkula (335-7016)IntroductionThis handbook has been developed to provide College of Nursing faculty and professional Masters in Nursing & Healthcare Practice students with information and answers to questions concerning the nursing major and the College of Nursing. Included in this reference guide is information about:1.Earning your professional Masters in Nursing and Healthcare Practice2.Registration3.Grading and related matters4.Clinical course and health science student requirements5.Special opportunities for nursing students6.Preparing for commencement7.College of Nursing policies and competencies8.University policies9.College of Nursing student resourcesWe urge you to read through this material carefully, and refer to it throughout your time at the College of Nursing for answers to your program and academic questions. Feel free to contact the Office of Student Services, 37 Nursing Building, if you have questions about topics not covered in this handbook, or suggestions for additions.The University of Iowa prohibits discrimination in employment or in its educational programs and activities on the basis of race, national origin, color, creed, religion, sex, age, disability, veteran status, sexual preference, gender identity, or associational preference. The University also affirms its commitment to providing equal opportunities and equal access to University facilities. For additional information on nondiscrimination policies, contact the Coordinator of Title IX, Section 504, and the ADA in the Office of Affirmative Action, (319) 335-0705 (voice) or (319) 335-0697 (text) 202 Jessup Hall, The University of Iowa, Iowa City, Iowa 52242-1316.The University of Iowa requests personally identifiable information for the purpose of maintaining records. No persons outside the University are routinely provided this information, except for items of directory information, such as name and local address. If you fail to provide required information, the University may not be able to advise you appropriately.THE UNIVERSITY OF IOWACOLLEGE OF NURSINGPHILOSOPHY STATEMENTProfessional nursing recognizes and addresses the health care needs of society and its individuals. It encompasses a humanistic orientation and a dedication to basic ethical principles. Professional nursing practice is operationalized through diagnosis, intervention, and outcome evaluation with the goal of promoting the health of individuals, families, and communities. The faculty at the College of Nursing prepares nurses to practice professionally through fulfilling the mission of the College.We believe that an expert faculty with varied areas of clinical and scholarly expertise is required to carry out the educational mission of the College. The faculty is committed to designing and implementing curricula in which students develop critical thinking, clinical decision-making and professional nursing values in an increasingly complex health care system. Professional nursing practice requires the application of knowledge from the humanities, the natural and social sciences and nursing science. The undergraduate curriculum prepares graduates for entry level professional practice in a broad range of health care settings. Education at the master’s level prepares graduates to function in multiple roles including advanced practice and nurse management, as well as preparation for doctoral study. Doctoral education prepares nurse scientists to conduct research relevant to nursing practice and health care delivery. We are committed to preparing our graduates to function in leadership roles and to address the political, ethical, economic, and policy issues that affect the design and delivery of health care in the state and the nation.In addition, we believe faculty members work in partnership with students to facilitate achievement of each student’s educational goals. The faculty is accountable to the students served and is responsible for creating an environment that promotes free inquiry and sensitivity to diversity. Students have a responsibility to be actively involved in the educational process; to identify their learning goals, needs, and styles; to become knowledgeable and skilled; to question and propose new ideas; and to use peer, faculty, College, and University resources to further their own learning.We believe that learning is a continuous process. The formal and continuing nursing education programs encourage life-long learning, enable the assimilation of new knowledge and new technologies to create and maintain required skills, and promote understanding of the changing environments in which nursing services are delivered. We are committed to providing accessible and affordable education to both students and practicing nurses. Advances in information technology are incorporated into all educational programs to enhance learning and program accessibility.In order to fulfill the scholarship mission of the College, we are committed to the development of nursing as an academic discipline through scholarly activities that advance the science of nursing. The dual aims of nursing research are to further the health of the public and improve the care of individuals across the life span. Nursing research focuses (1) on the role of nursing care in the promotion of health and well-being, (2) the prevention of disease, (3) the care of the sick at the level of the individual, family, and community, (4) the effectiveness of specific interventions targeted health outcomes, and (5) the organizational and setting factors that affect the effectiveness of health care delivery. In our commitment to the science of nursing, we acknowledge the reciprocal relationship between theory and research in knowledge development, value both naturalistic and controlled approaches to inquiry, support both basic and clinical research, encourage interdisciplinary and collaborative research efforts, and promote the translation and dissemination of research findings into practice.SECTION IEarning your professional Masters in Nursing & Healthcare PracticeA. Degree RequirementsA minimum of 61 semester hours must be satisfactorily completed for the awarding of the professional Masters inNursing and Healthcare Practice degree. These courses include:Prerequisite RequirementsA baccalaureate or higher degree from an accredited institution of higher education and the following courses (orequivalents):1. Statistics (within five years) 22S:025 3 s.h.s.h.002:00232.Biology3004:007s.h.Chemistry3.4s.h.061:164Microbiology2.s.h.33.060:001Anatomy3s.h.Psychology 031:0014.5. Pathophysiology 096:114 and 096:115 6 s.h.Nursing Major Requirements (71 s.h.)096:1711s.h.SocietyNursing&Pathophysiology I & II 096:114 & 115 6 s.h.Pharmacotherapeutics in Nursing 096:124 3 s.h.s.h.4ClinicalInquiry 096:173096:176s.h.4ReasoningClinicalTherapeutic Nursing Interventions I 096:177 4 s.h.Therapeutic Nursing Interventions II 096:178 4 s.h.4s.h.096:180IPracticumIntensive2s.h.096:188LeadershipIClinical3s.h.096:139Nsg.Parent-Child096:155s.h.3Nsg.Psych-MentalHealths.h.3Nsg.Gerontological096:1413096:153s.h.Nsg.PublicHealthIntensive Practicum II 096:183 4 s.h.096:189s.h.2ClinicalLeadershipIIInternship in Care Management 096:185 14 s.h.B. Residency RequirementsBecause of the uniqueness of this program; once admitted to the professional Masters in Nursing and Healthcare Practice all courses must be completed at The University of Iowa.C. Scholarship RequirementsTo remain in good scholastic standing in the College of Nursing, the student must maintain a grade-point average of2.00 (on a 4-point scale) each semester in all Nursing courses.D. Curricular Plan of StudyThis is a sophisticated and fast moving plan of study for motivated learners, designed to build on the prior education of the applicant. It combines coursework with practical experience and is followed by a comprehensive internship in an arranged health care setting.Due to the lock step nature of this program, a student will be unable to progress in the curriculum for a period of at least one year, if there is any interruption in the sequence of courses by dropping, withdrawing, unsuccessful completion of a course, etc.1st Semester Spring2nd Semester Summer096:171 Nursing & Society (1 wk. courseprior to start of semester)1 s.h. 096:178Therapeutic Nursing Interventions II4 s.h. 096:173 Clinical Inquiry4 s.h.096:180Intensive Practicum I (First Clinical course)4 s.h. 096:176 Clinical Reasoning 4 s.h. 096:124Pharmacotherapeutics 3 s.h. 096:177 Therapeutic Nursing Interventions I4 s.h.096:114/115 Pathophysiology or equivalent* 3-4 s.h. TOTAL 16-17 s.h. TOTAL11 s.h.3rd Semester Fall 4th Semester Spring096:139 Parent-Child Nursing 3 s.h. 096:185 Internship in Care Management++14 s.h. 096:141 Gerontological Nursing 3 s.h. 096:189 Clinical Leadership II 2 s.h. 096:153 Public Health Nursing3 s.h. 096:155 Psych/Mental Health Nursing 3 s.h. 096:188 Clinical Leadership I 2 s.h. 096:183 Intensive Practicum II4 s.h.TOTAL18 s.h.TOTAL16 s.h.*What the individual student needs will be dependent upon evaluation of prior course work.++ There may be opportunities for students to receive a tuition loan from an agency for this internship by agreeing to work for a period of time for the agency upon graduation.**Curricular Plan of Study is subject to change based upon available resources.E. Computerized Testing ProgramThe College of Nursing has contracted with Assessment Technologies Incorporated (ATI) to administer computerized testing throughout the curriculum to ascertain student knowledge and enhance preparation for the National Council Licensure Exam for Registered Nurses (NCLEX®). Computerized exams are directly associated with specific content areas in the curriculum. Course fees will be charged and directly appear on the student’s U-Bill to cover the cost of these exams. In addition to the computerized testing, students will receive review materials for each content area where computerized testing is administered.RegistrationA. Early RegistrationRegistration will take place through the web based ISIS program at The University of Iowa. This can be accessed from any computer which has internet access in any location. You may not register before the time designated. Early registration for takes place in April for the summer and fall sessions and in November for the spring session.B. Changes in RegistrationDue to the lock step nature of the this program, a student will be unable to progress in the curriculum for a period of at least one year, if there is any interruption in the sequence of courses.1. Procedures for Adding, Dropping and Withdrawing from CoursesA dean’s approval (College of Nursing) is needed for all courses added after the second week of the semester (first fourdays of summer session) and for all courses dropped after the tenth week (fifth week of the summer session). Students will be assigned a mark of W (Withdrawn) for any course in the college dropped after the second week. Students may not drop the same course with a mark of W more than twice. Special courses, which may be repeated are exempt from this rule.2.Dropping of Courses for NonattendanceInstructors are permitted to drop the names of any students from their classes who have not attended any class session during the first eight calendar days of the semester (four calendar days of the summer session) unless the student has offered acceptable reasons to the instructor prior to the eighth calendar day of the course. These drop actions will be made without the assignment of a W. Students whose names are not dropped automatically from course registrations and who do not attend class remain registered in the course and receive a grade of F unless the student initiates a drop.Note: Students who have not attended class during the first eight calendar days of the semester may have their names dropped, but should not assume that this has occurred.te RegistrationStudents are not permitted to register after the second week of classes during the regular semesters and after the first one and one-half weeks of the summer session.4. Withdrawal of RegistrationA student who withdraws registration will be unable to continue in the program due to the “lock-step” sequence ofcourses in the program. Should a student choose or have a need to withdraw, the student can choose to apply for re-entry as outlined in the Re-Entry Policy section. Withdrawal of Registration cards can be obtained from the Office of Student Services and all must have the Associate Dean’s signature. Students may withdraw their registrations at any time prior to the end of the twelfth week of the semester or the sixth week of the summer session. Withdrawal after the above deadline will result in the automatic assignment of an F in each course. Students who self-withdraw may not be reinstated after the deadline for withdrawal for the session in which they withdrew. A student in good academicstanding who withdraws registration during the final four weeks of a regular semester, or during the final two weeks of an eight-week summer session, respectively, will only be permitted to re-enter the program as outlined in the Re-Entry Policy section. A student on scholastic probation who withdraws registration at any time without good cause will be considered as having been dismissed for poor scholarship. Students whose registrations have beem voided by the Registrar’s Office for nonpayment of account may not register again without paying their debts in full and being re-instated for all classes.Grading and Related MattersA. Grading System - The following grading system is used at The University of Iowa (please note that the use of +/-grading is not required of instructors):Grade Grade Point forEach Semester Hour+ 4.33AA = Superior 4.00- 3.67A+ 3.33BB = Above Average 3.00- 2.67B+ 2.33CC = Average 2.00C- 1.67+ 1.33DD = Below Average 1.00- 0.67DF = Failing 0I = Incomplete ___O = No Grade Reported ___R = Registered ___S = Satisfactory ___W = Withdrawn ___B. Grade-Point Average (GPA)The cumulative GPA is computed by (a) multiplying the number of semester hours in each course by the appropriate grade point; (b) totaling the grade points earned to date; and (c) dividing the sum in (b) by the number of hours taken, excluding courses in which grades of I, O, R, S, or W have been given. Grades of F are included in hours attempted and are used in computing the GPA. Although grades of A + have a value of 4.33 in calculating a student's grade-point average, the cumulative GPAs displayed at the bottom of the permanent record are truncated so as not to exceed 4.00.Professional Masters in Nursing & Healthcare Practice students have a new cumulative GPA effective with theassignment of grades after completion of the first semester of the program. This GPA will be utilized for all College of Nursing awards.C. Withdraw ( W )Students will receive the mark of W for any College of Nursing course dropped after the second week of the semester or first one and one-half weeks of the summer session. For further information, see 'Changes in Registration – Section II'.D. Incompletes ( I )A grade of I may be reported only if (a) the unfinished part of the student's work (other than in research, thesis, orindependent study) is small; (b) the work is unfinished for reasons acceptable to the instructor; and (c) the student's standing in the course is satisfactory. Courses may not be repeated to remove incompletes. Incomplete grades must be removed by completing the unfinished part of the work.Failure to remove the incomplete during the next session for which the student is enrolled will result in an F being assigned to replace the I. All special reports to the registrar removing incompletes must reach the registrar on or before the deadline for removing incompletes for the semester in which the student is registered. No extensions to prevent the assigning of an F will be made. Instructors may allow students to make up incompletes at any time subsequent to the deadline, even if the incomplete has been changed to an F. In such cases, a special report to the registrar form must be sent for approval to the dean for the college since the instructor would be changing a recorded grade.E. Satisfactory/Fail (S / F)Only one course in the professional Masters in Nursing & Healthcare Practice program will be graded on aSatisfactory/Fail system. Nursing & Society, the one week course to start the program will be graded in this manner.All other courses will have the graded option in place.F. Audit ( R )Auditing a course is not an option in the professional Masters in Nursing & Healthcare Practice program.G. Second Grade Only Option ( # )Students may repeat courses taken at The University of Iowa, unless obvious regression is involved, and have only the grade and credit of the second registration used in calculating total hours earned as well as The University of Iowa cumulative and total cumulative grade-point averages. Under the provisions of this option, the Office of the Registrar marks the permanent record (with the symbol #) to show that a particular course has been repeated. Both grades remain on the permanent record, but only the second one is used in calculating the grade-point averages and hours earned.A student who wishes to use this option registers in the usual manner for the course that is to be repeated or adds itduring the regular period for adding courses (the first three weeks of the semester or the first one-and-one-half weeks of the summer session). The student also must file for the option in the Office of Student Services for Pre-Licensure Programs, 37 Nursing Building. Unless this is done, both grades continue to be counted in the grade-point averages.Due to the lock step nature of this program, a student will be unable to progress in the curriculum for a period of at least one year, if there is any interruption in the sequence of courses by dropping, withdrawing, etc.Restrictions that apply to Second Grade Only Option are:1.The second-grade-only option is available only to students who are in the program following the Re-Entry Policiesand Procedures.2.The second-grade-only option may be used only once per course.3.The second-grade-only option may not be used if obvious regression has occurred.4.If the course was taken for a grade the first time, it must be taken for a grade the second time. If the course wastaken S/F the first time, it must be taken S/F for a grade the second time.5.The second-grade-only option may not be used if the first grade was assigned as a result of disciplinary action.H. DuplicationDuplication occurs when a student (a) takes the same course more than once or (b) takes a course that duplicates the content of a satisfactorily completed course. Duplication is assessed by the Office of the Registrar at the time of graduation analysis and affects the total number of hours required for graduation. Hours earned by duplication do not count toward the total number of hours required for graduation. Grades for both courses, however, are used incomputing the grade-point averages. A student may repeat a nursing course one time only.I. RegressionRegression occurs when a student takes a lower-level or prerequisite course after having satisfactorily completed a more advanced course in the same or related subject. Hours earned by regression do not count toward the total number of hours required for graduation.J. Transfer Credit from Other Institutions after Enrollment at The University of IowaDue to the short duration of the program and the importance of meeting regulations of the Iowa Board of Nursing, no transfer credit is accepted for degree requirements for the professional Masters in Nursing and Healthcare Practice.K. Mid Semester ReportsStudents enrolled in the professional Masters in Nursing and Healthcare practice program do not receive mid-semester reports. It is the responsibility of the student to communicate with each instructor regarding individual performance in a course. A professor may choose to notify the student of their grade at midterm; however, the professor is not required to do so.L. Scholastic Requirements1.The student must achieve a grade point of2.0 (C) or higher in each of the required courses in the nursing majornoted below to remain in good scholastic standing. These courses include:096:171 Nursing & Society096:114 & 096:115 Pathophysiology I & II096:124 Pharmacotherapeutics in NursingInquiry096:173 ClinicalReasoning096:176 Clinical096:177 Therapeutic Nursing Interventions I096:178 Therapeutic Nursing Interventions II096:180 Intensive Practicum I096:188 Clinical Leadership INsg.096:139 Parent-Child096:155 Psych-Mental Health Nsg.Nsg.096:141 Gerontological096:153 Public Health Nsg.096:183 Intensive Practicum II096:189 Clinical Leadership II096:185 Internship in Care Management2. A student may repeat Non-Clinical Nursing Coursees one time only. The following courses are considered Non-Clinical Nursing Courses:096:171 Nursing & Society096:114 & 096:115 Pathophysiology I & II096:124 Pharmacotherapeutics in NursingInquiry096:173 ClinicalReasoning096:176 Clinical096:177 Therapeutic Nursing Interventions I096:178 Therapeutic Nursing Interventions II096:188 Clinical Leadership INsg.096:139 Parent-Child096:155 Psych-Mental Health Nsg.Nsg.096:141 Gerontological096:153 Public Health Nsg.096:189 Clinical Leadership II3. One clinical nursing course may be repeated. If a student receives lower than a 2.0 (C) in a second clinicalcourse, he/she will be dismissed from the college. The following courses are considered Clinical NursingCourses:096:180 Intensive Practicum I096:183 Intensive Practicum II096:185 Internship in Care Management4. The student must maintain a 2.0 or higher cumulative gpa each semester to remain in good academic standing in theCollege of Nursing.M. Probation1. A student who fails to meet any of the previously stated requirements will be placed on probation.2. A student placed on probation will be notified of his/her probationary status prior to the first day of classes for thesession immediately following the semester in which the deficit in scholastic requirement occurred. The studentmay choose to use his/her academic advisor or other teaching faculty to assist him/her in exploring concerns,identifying problems and planning actions to meet his/her goals. A formal recommendation delineating appropriate activities may be specified for the student. The student will be informed in writing of the action which must besuccessfully completed to be returned to good scholastic standing.3. The student shall be returned to good academic standing and will be so notified in writing when he/she has:a. achieved a cumulative GPA of 2.0, orb. achieved a 2.0 or higher in the specified required nursing course as designated.4. The maximum probationary period is one calendar year with the following exceptions:a. Should the student need and not be able to re-enroll in a required nursing course within the calendar year, theearliest semester the student is allowed to re-enroll in the course will be considered the probationary period.b. Determination of when or whether a student is allowed to re-enroll in a required course sequence of theprogram is dependent upon the course faculty recommendation, projected course enrollment and approval ofthe Associate Dean.c. In the MNHP Program, if a student is placed on probation, the student must successfully complete the coursework that resulted in probationary status before progressing to the next semester course work in this lock stepprogram. This means that with the current MNHP Program structure, the student’s plan of study is interruptedfor a maximum probationary period of one year. The student is required to meet with MNHP ProgramAdvisor(s) to discuss potential available options.For further information, refer to Dismissal for Poor Scholarship, Section N in MNHP Program Student Handbook.。
Presentation Preference Oral Presentation or Poster Presentation
Paper Title3D Face Recognition based on Geodesic DistancesAuthorsShalini GuptaDepartment of Electrical and Computer EngineeringThe University of Texas at Austin1University Station C0800Austin,TX78712+1.512.471.8660+1.512.471.0616(fax)shalinig@Mia K.MarkeyDepartment of Biomedical EngineeringThe University of Texas at Austin1University Station C0800Austin,TX78712+1.512.471.8660+1.512.471.0616(fax)mia.markey@Jake AggarwalDepartment of Electrical and Computer EngineeringThe University of Texas at Austin1University Station C0803Austin,TX78712+1.512.471.1369+1.512.471.5532(fax)aggarwaljk@Alan C.BovikDepartment of Electrical and Computer EngineeringThe University of Texas at Austin1University Station C0803Austin,TX78712+1.512.471.5370+1.512.471.1225(fax)bovik@Presentation PreferenceOral Presentation or Poster PresentationPrincipal Author’s BiographyShalini Gupta received a BE degree in Electronics and Electrical Communication Engineering from Punjab Engineering College,India.She received a MS degree in Electrical and Computer Engi-neering from the University of Texas at Austin,where she is currently a PhD student.During her masters,she developed techniques for computer aided diagnosis of breast cancer.She is currently investigating techniques for3D human face recognition.KeywordsGeodesic distances,three-dimensional face recognition,range image,biometricsExtended AbstractProblem Statement:Automated human identification is required in applications such as access control,passenger screening,passport control,surveillance,criminal justice and human computer interaction.Face recognition is one of the most widely investigated biometric techniques for human identification. Face recognition systems require less user co-operation than systems based on other biometrics(e.g.fingerprints and iris).Although considerable progress has been made on face recognition systems based on two dimensional(2D)intensity images,they are inadequate for robust face recognition. Their performance is reported to decrease significantly with varying facial pose and illumination conditions[1].Three-dimensional face recognition systems are less sensitive to changes in ambient illumination conditions than2D systems[2].Three-dimensional face models can also be rigidly transformed to a canonical pose.Hence,considerable research attention is now being directed toward developing3D face recognition systems.Review of Previous Work:Techniques employed for3D face recognition include those based upon global appearance of face range images,surface matching,and local facial geometric features.Techniques based on global appearance of face range images are straight-forward extensions of statistical learning techniques that were successful to a degree with2D face images.They involve statistical learning of the3D face space through an ensemble of range images.A popular3D face recognition technique is based on principal component analysis(PCA)[3]and is often taken as the baseline for assessing the performance of other algorithms[4].While appearance based techniques have met with a degree of success,it is intuitively less obvious exactly what discriminatory information about faces they encode.Furthermore,since they employ information from large range image regions,their recog-nition performance is affected by changes in facial pose,expression,occlusions,and holes.Techniques based on surface matching use an iterative procedures to rigidly align two face surfaces as closely as possible[5].A metric quantifies the difference between the two face surfaces after alignment,and this is employed for recognition.The computational load of such techniques can be considerable,especially when searching large3D face databases.Their performance is also affected by changes in facial expression.For techniques based on local geometric facial features,characteristics of localized regions of the face surface,and their relationships to others,are quantified and employed as features.Some local geometric features that have been used previously for face recognition include surface curva-tures,Euclidean distances and angles betweenfiducial points on the face[6,7,8],point signatures [9],and shape variations of facial sub regions[10].Techniques based on local features require an additional step of localization and segmentation of specific regions of the face.A pragmatic issue affecting the success of these techniques is the choice of local regions andfiducial points.Ideally the choice of such regions should be based on an understanding of the variability of different parts of the face within and between individuals.Three dimensional face recognition techniques based on local feature have been shown to be robust to a degree to varying facial expression[9].Recently,methods for expression invariant3D face recognition have been proposed[11].They are based on the assumption that different facial expressions can be regarded as isometric deformations of the face surface.These deformations preserve intrinsic properties of the surface,one of which is the geodesic distance between a pair of points on the surface.Based on these ideas we present a preliminary study aimed at investigating the effectiveness of using geodesic distances between all pairs of25fiducial points on the face as features for face recognition.To the best of our knowledge,this is thefirst study of its kind.Another contribution of this study is that instead of choosing a random set of points on the face surface,we considered facial landmarks relevant to measuring anthropometric facial proportions employed widely in fa-cial plastic surgery and art[12].The performance of the proposed face recognition algorithm was compared against other established algorithms.Proposed Approach:Three dimensional face models for the study were acquired by an MU-2stereo imaging systemby3Q Technologies Ltd.(Atlanta,GA).The system simultaneously acquires both shape and tex-ture information.The data set contained1128head models of105subjects.It was partitioned intoa gallery set containing one image each of the105subjects with a neutral expression.The probeset contained another663images of the gallery subjects with a neutral or an arbitrary expression.The probe set had a variable number of images per subject(1-55).Models were rigidly aligned to frontal orientation and range images were constructed.Theywere medianfiltered and interpolated to remove holes.Twenty-fivefiducial points,as depicted inFigure1were manually located on each face.Three face recognition algorithms were implemented.Thefirst employed300geodesic distances(between all pairs offiducial points)as features for recog-nition.The fast marching algorithm for front propagation was employed to calculate the geodesicdistance between pairs of points[13].The second algorithm employed300Euclidean distancesbetween all pairs offiducial points as features.The normalized L1norm where each dimensionwas divided by its variance,was used as the metric for matching faces with both the Euclideandistance and geodesic distance features.The third3D face recognition algorithm implemented was based on PCA.For this algorithm,a subsection of each face range image of size354pixels,enclosing the main facial features wasemployed.The gallery and probe sets employed to test the performance of this algorithm were thesame as those used in thefirst and second algorithms.Additionally a separate set of360rangeimages of12subjects(30images per subjects),was used to train the PCA classifier.Face rangeimages were projected on to42eigen vectors accounting for99%of the variance in the data.Again,the L1norm was employed for matching faces in the42dimensional PCA sub space.Verification performance of all algorithms was evaluated using the receiver operating charac-teristic(ROC)methodology,from which the equal error rates(EER)were noted.Identificationperformance was evaluated by means of the cumulative match characteristic curves(CMC)andthe rank1recognition rates(RR)were observed.The performance of each technique for the entireprobe set,for neutral probes only and for expressive probes only were evaluated separately. Experimental Results:Table1presents the equal error rates for verification performance and the rank1recognitionrates for identification performance of the three face recognition algorithms.Figure2(a)presentsROC curves of the three systems for neutral expression probes only.Figure2(b)presents the CMCcurves for the three systems for neutral expression probes only.It is evident that the two algorithmsbased on Euclidean or geodesic distances between anthropometric facial landmarks(EER∼5%, RR∼89%)performed substantially better than the baseline PCA algorithm(EER=16.5%, RR=69.7%).The algorithms based on geodesic distance features performed on a par with the algorithm based on Euclidean distance features.Both were effective,to a degree,at recognizing3D faces.In this study the performance of the proposed algorithm based on geodesic distancesbetween anthropometric facial landmarks decreased when probes with arbitrary facial expressionswere matched against a gallery of neutral expression3D faces.This suggests that geodesic distancesbetween pairs of landmarks on a face may not be preserved when the facial expression changes.This was contradictory to Bronstein et al.’s assumption regarding facial expressions being isometricdeformations of facial surfaces[11].In conclusion,geodesic distances between anthropometric landmarks were observed to be ef-fective features for recognizing3D faces,however they were not more effective than Euclideandistances between the same landmarks.The3D face recognition algorithm based on geodesic dis-tance features was affected by changes in facial expression.In the future,we plan to investigatemethods for reducing the dimensionality of the proposed algorithm and to identify the more dis-criminatory geodesic distance features.Acknowledgments:The authors would like to gratefully acknowledge Advanced Digital Imaging Research,LLC(Houston,TX)for providing support in terms of funding and3D face data for the study. Figures and Tables:Figure1:Thefigures show the25anthropometric landmarks that were considered on a color and range image of a human face.(a)ROC(b)CMCFigure2:Thisfigure presents the2(a)verification performance in terms of an ROC curve;2(b) the cumulative match characteristic curves for the identification performance of the three face recognition algorithms with the neutral expression probes only.Method EER(%)Rank1RR(%)N-N N-E N-All N-N N-E N-AllGEODESIC2.78.55.693.181.489.9EUCLIDEAN2.26.74.192.978.188.8PCA18.113.416.570.268.369.7Table1:Verification and identification performance statistics for the face recognition systems based on PCA,Euclidean distances and geodesic distances.N-N represents performance of a system for the neutral probes only,N-E for the expressive probes only and N-All for all probes. References[1]P.J.Phillips,P.Grother,R.J.Micheals,D.M.Blackburn,E.Tabassi,and J.M.Bone.Frvt2002:Overview and summary.available at ,March2003.[2]E.P.Kukula,S.J.Elliott,R.Waupotitsch,and B.Pesenti.Effects of illumination changes onthe performance of geometrix facevision/spl reg/3d frs.In Security Technology,2004.38th Annual2004International Carnahan Conference on,pages331–337,2004.[3]K.I.Chang,K.W.Bowyer,and P.J.Flynn.An evaluation of multimodal2d+3d facebiometrics.Pattern Analysis and Machine Intelligence,IEEE Transactions on,27(4):619–624,2005.[4]P.J.Phillips,P.J.Flynn,T.Scruggs,K.W.Bowyer,and W.Worek.Preliminary face recog-nition grand challenge results.In Automatic Face and Gesture Recognition,2006.FGR2006.7th International Conference on,pages15–24,2006.[5]Xiaoguang Lu,A.K.Jain,and D.Colbry.Matching2.5d face scans to3d models.PatternAnalysis and Machine Intelligence,IEEE Transactions on,28(1):31–43,2006.[6]G.G.Gordon.Face recognition based on depth and curvature features.In Computer Vi-sion and Pattern Recognition,1992.Proceedings CVPR’92.,1992IEEE Computer Society Conference on,pages808–810,1992.[7]A.B.Moreno,A.Sanchez,J.Fco,V.Fco,and J.Diaz.Face recognition using3d surface-extracted descriptors.In Irish Machine Vision and Image Processing Conference(IMVIP 2003),Sepetember2003.[8]Y.Lee,H.Song,U.Yang,H.Shin,and K.Sohn.Local feature based3d face recognition.InAudio-and Video-based Biometric Person Authentication,2005International Conference on, LNCS,volume3546,pages909–918,2005.[9]Yingjie Wang,Chin-Seng Chua,and Yeong-Khing Ho.Facial feature detection and facerecognition from2d and3d images.Pattern Recognition Letters,23(10):1191–1202,2002. [10]Chenghua Xu,Yunhong Wang,Tieniu Tan,and Long Quan.Automatic3d face recognitioncombining global geometric features with local shape variation information.In Automatic Face and Gesture Recognition,2004.Proceedings.Sixth IEEE International Conference on, pages308–313,2004.[11]A.M.Bronstein,M.M.Bronstein,and R.Kimmel.Three-dimensional face recognition.International Journal of Computer Vision,64(1):5–30,2005.[12]L.Farkas.Anthropometric Facial Proportions in Medicine.Thomas Books,1987.[13]R.Kimmel and puting geodesic paths on manifolds.Proceedings of theNational Academy of Sciences,USA,95:84318435,1998.。
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Cost Control Model Close Cycle Reduction Concept Communication Study Capital Expenditure Management Team Cash Flow Cash Flow Statement Cross function team Common Global Standard Cost Insurance and Freight Catalog Issue Plan Completely Knock Down Cash Management System Cost Monitoring System Chart of Account Company Investment Control Organization Process Corporate Planning Centralized Plastic Purchasing Chief Product Specialist Cost per Unit Credit Cost Reduction Cold Roll Customer Relation Management Customer Satisfaction Component Supply Chain Chart Customer Satisfaction Index Customer Satisfaction Officer Centralized Steel Purchasing C-Speed Customer Satisfaction-Vehicle Evaluation System Cycle Time Commercial Vehicle Chief Vehicle Engineer Continuous Valve Timing Control Delivered At Frontier Delivered Duty Paid Delivered Duty Unpaid Delivered Ex Quay Delivered Ex Ship Design Note Dealer Advice Board
Presentation_SGPPL_2015 EN 6.0
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香港会计准则
MEMBERS' HANDBOOKCONTENTS OF VOLUME II(Updated to May 2017)Issue/(Reviewdate) PREFACE AND FRAMEWORKPREFACE Preface to Hong Kong Financial Reporting Standards .....................................10/06(4/15)CONCEPTUALFRAMEWORKConceptual Framework for Financial Reporting ................................................10/10HONG KONG ACCOUNTING STANDARDS (HKAS)HKAS 1RevisedPresentation of Financial Statements................................................................12/07(1/17) HKAS 2 Inventories .........................................................................................................3/04(2/14) HKAS 7 Statement of Cash Flows ..................................................................................12/04(6/16) HKAS 8 Accounting Policies, Changes in Accounting Estimates and Errors .................9/04(2/14) HKAS 10 Events after the Reporting Period .....................................................................3/04(2/14) HKAS 11 Construction Contracts ......................................................................................12/04(3/10) HKAS 12 Income Taxes ....................................................................................................11/04(6/16) HKAS 16 Property, Plant and Equipment .........................................................................11/05(1/17) HKAS 17 Leases ...............................................................................................................12/04(1/17) HKAS 18 Revenue ............................................................................................................11/04(5/14) HKAS 19(2011)Employee Benefits.............................................................................................7/11(12/16)HKAS 20 Accounting for Government Grants and Disclosure of GovernmentAssistance ...................................................................................................12/04(2/14) HKAS 21 The Effects of Changes in Foreign Exchange Rates ........................................3/04(5/14) HKAS 23RevisedBorrowing Cost……………………………….......................................................6/07(1/17)HKAS 24RevisedRelated Party Disclosures .................................................................................11/09 (11/16) HKAS 26 Accounting and Reporting by Retirement Benefit Plans ...................................8/04HKAS 27(2011)Separate Financial Statements .........................................................................6/11(1/17)HKAS 28 (2011) Investments in Associates and Joint Ventures ..................................................6/11(1/17)HKAS 29 Financial Reporting in Hyperinflationary Economies .....................................3/04(4/10) HKAS 32 Financial Instruments: Presentation ...............................................................11/04(11/14) HKAS 33 Earnings per Share ........................................................................................3/04(5/14) HKAS 34 Interim Financial Reporting ............................................................................10/04(12/16) HKAS 36 Impairment of Assets .....................................................................................8/04(1/17) HKAS 37 Provisions, Contingent Liabilities and Contingent Assets ..............................11/04(11/16) HKAS 38 Intangible Assets ............................................................................................8/04(1/17) HKAS 39 Financial Instruments: Recognition and Measurement ..................................1/06(11/16) HKAS 40 Investment Property .......................................................................................11/05(4/17) HKAS 41 Agriculture ......................................................................................................12/04(1/17)HONG KONG FINANCIAL REPORTING STANDARDS (HKFRS)First-time Adoption of Hong Kong Financial Reporting Standards ...............12/08(1/17) HKFRS 1RevisedHKFRS 2 Share-based Payment ...................................................................................4/04(11/16) HKFRS 3Business Combinations ..................................................................................3/08(11/16) RevisedHKFRS 4 Insurance Contracts .......................................................................................3/06(01/17) HKFRS 5 Non-current Assets Held for Sale and Discontinued Operations ...................8/04(12/16) HKFRS 6 Exploration for and Evaluation of Mineral Resources ....................................2/05(2/10) HKFRS 7 Financial Instruments: Disclosures ................................................................9/05(12/16) HKFRS 8 Operating Segments .....................................................................................3/07(12/16) HKFRS 9 Financial Instruments .....................................................................................11/09 (09/14) HKFRS 9 Financial Instruments (Hedge Accounting) ...................................................12/13 Financial Instruments .....................................................................................09/14 HKFRS 9(2014)HKFRS 10 Consolidated Financial Statements ...............................................................6/11(1/17) HKFRS 11 Joint Arrangements ........................................................................................6/11(12/16) HKFRS 12 Disclosure of Interests in Other Entities .........................................................6/11(1/17) HKFRS 13 Fair Value Measurement ................................................................................6/11(11/16) HKFRS 14 Regulatory Deferral Accounts ........................................................................2/14(1/17) HKFRS 15 Revenue from Contracts with Customers ......................................................7/14(6/16) HKFRS 16 Leases ............................................................................................................5/16 Annual Improvements to HKFRSs 2014-2016 Cycle.....................................3/17 ANNUALIMPROVEMENTSHONG KONG (IFRIC) INTERPRETATIONS (HK(IFRIC)-Int)HK(IFRIC)-Int 1 Changes in Existing Decommissioning, Restoration and Similar Liabilities ......8/04(7/10) HK(IFRIC)-Int 2 Members’ Shares in Co-operative Entities and Similar Instruments .................2/05(2/14) HK(IFRIC)-Int 4 Determining whether an Arrangement contains a Lease ..................................2/05(2/14) HK(IFRIC)-Int 5 Rights to Interests arising from Decommissioning, Restoration andEnvironmental Rehabilitation Funds ............................................................2/05(2/14) HK(IFRIC)-Int 6 Liabilities arising from Participating in a Specific Market – WasteElectrical and Electronic Equipment .............................................................9/05 HK(IFRIC)-Int 7 Applying the Restatement Approach under HKAS 29 Financial Reportingin Hyperinflationary Economies...................................................................1/06(7/10) HK(IFRIC)-Int 9 Reassessment of Embedded Derivatives .........................................................5/06(2/14) HK(IFRIC)-Int 10 Interim Financial Reporting and Impairment ....................................................9/06(7/12) HK(IFRIC)-Int 12 Service Concession Arrangements ...................................................................3/07(1/17) HK(IFRIC)-Int 13 Customer Loyalty Programmes .........................................................................9/07(2/14) HK(IFRIC)-Int 14 HKAS 19 —The Limit on a Defined Benefit Asset, Minimum Funding9/07(11/16) Requirements and their Interaction ..............................................................HK(IFRIC)-Int 15 Agreements for the Construction of Real Estate ...............................................8/08(8/10) HK(IFRIC)-Int 16 Hedges of a Net Investment in a Foreign Operation .........................................8/08(5/14) HK(IFRIC)-Int 17 Distributions of Non-cash Assets to Owners .....................................................12/08(5/14) HK(IFRIC)-Int 18 Transfers of Assets from Customers .................................................................2/09(8/10) HK(IFRIC)-Int 19 Extinguishing Financial Liabilities with Equity Instruments ...............................12/09(5/14) HK(IFRIC)-Int 20 Stripping Costs in the Production Phase of a Surface Mine 11/11 HK(IFRIC)-Int 21 Levies 6/13 HONG KONG INTERPRETATIONS (HK-Int)*HK-Int 4 Leases – Determination of the Length of Lease Term in respect of HongKong Land Leases .......................................................................................6/06 (12/09) HK-Int 5 Presentation of Financial Statements – Classification by the Borrower ofa Term Loan that Contains a Repayment on Demand Clause ....................11/10Note: * With effect from 24 May 2005, all Interpretations that are developed locally by the Institute are named Hong Kong Interpretations.HONG KONG (SIC) INTERPRETATIONS (HK(SIC)-Int)HK(SIC)-Int 10 Government Assistance – No Specific Relation to Operating Activities ..........12/04(8/10) HK(SIC)-Int 15 Operating Leases – Incentives .........................................................................12/04(9/10) HK(SIC)-Int 25 Income Taxes – Changes in the Tax Status of an Enterprise or itsShareholders ................................................................................................12/04(8/10) HK(SIC)-Int 27 Evaluating the Substance of Transactions Involving the Legal Form of aLease ............................................................................................................12/04(9/10)HK(SIC)-Int 29 Service Concession Arrangements: Disclosures ..............................................12/04(8/10) HK(SIC)-Int 31 Revenue – Barter Transactions Involving Advertising Services .......................12/04(5/14) HK(SIC)-Int 32 Intangible Assets – Web Site Costs ..................................................................12/04(5/14)GLOSSARY Glossary of Terms Relating to Hong Kong Financial Reporting Standards ......... 3/08(11/14) HONG KONG FINANCIAL REPORTING STANDARD FOR PRIVATEENTITIES (HKFRS-PE)HKFRS-PE HONG KONG FINANCIAL REPORTING STANDARD FORPRIVATE ENTITIES ................................................................................. 4/10 (9/15)HKFRS-PE (Revised) HONG KONG FINANCIAL REPORTING STANDARD FORPRIVATE ENTITIES (REVISED) ........................................................... 5/17 SMALL AND MEDIUM-SIZED ENTITY FINANCIAL REPORTING FRAMEWORKAND FINANCIAL REPORTING STANDARD (SME-FRF & SME-FRS)SME-FRF &SME-FRSSME-FRF & SME-FRF .................................................................................... 8/05 (2/11)SME-FRF &SME-FRS(Revised)SME-FRF & SME-FRF (Revised)..................................................................... 3/14(12/15)ACCOUNTING GUIDELINES (AG)AG 1 Preparation and Presentation of Accounts from Incomplete Records ..............3/84AG 5 Merger Accounting for Common Control Combinations ...................................05/11 (11/13) AG 7 Preparation of Pro Forma Financial Information for Inclusion inInvestment Circulars.....................................................................................3/06ACCOUNTING BULLETINS (AB)AB 3 Guidance on Disclosure of Directors’ Remuneration ........................................1/00AB 4 Guidance on the Determination of Realised Profits and Losses in theContext of Distributions under the Hong Kong Companies Ordinance........5/10AB 5 Guidance for the Preparation of a Business Review under the Hong KongCompanies Ordinance Cap. 622..................................................................7/14AB 6 Guidance on the Requirements of Section 436 of the Hong KongCompanies Ordinance Cap. 622..................................................................6/15。
商务与经济统计方法英文版第十五版教学设计 (3)
商务与经济统计方法英文版第十五版教学设计IntroductionThe teaching design of the 15th edition of Business and Economic Statistics is mnly designed for undergraduate students of economics and business majors. This textbook provides a comprehensive introduction to the basic concepts, principles, and methods of statistics in business and economics. The purpose of this teaching design is to help students understand and apply statistical techniques to solve business problems.Course Objectives1.To understand the importance of statistics in business andeconomics.2.To understand the basic concepts and principles ofstatistical analysis.3.To understand the different types of data and theirappropriate statistical analysis.4.To use statistical software to conduct data analysis.5.To apply statistical techniques to solve business problems.Course OutlineWeek 1-2: Introduction to statistics in business and economics •Definition and scope of statistics•Importance of statistics in business and economics•Types of statistical data•Data sources and sampling techniques•Statistical inference and hypothesis testingWeek 3-4: Descriptive statistics•Introduction to descriptive statistics•Measures of central tendency•Measures of dispersion•Measures of skewness and kurtosis•Graphical displays of dataWeek 5-6: Probability concepts•Introduction to probability•Probability distributions•Discrete and continuous probability distributions•Expected value and varianceWeek 7-8: Statistical inference•Sampling distribution of a statistic•Point estimation and interval estimation•Hypothesis testing•Type I and Type II errors•Power of a testWeek 9-10: Simple regression analysis•Introduction to regression analysis•Simple linear regression model•Estimating the parameters of the linear regression model •Assumptions of the simple linear regression model•Hypothesis testing and confidence interval for the slope parameter•Multiple regression analysisWeek 11-12: Time series analysis•Introduction to time series analysis•Components of a time series•Time series models•ARIMA models•Forecasting techniquesLearning OutcomesUpon completion of this course, students should be able to:1.Apply appropriate statistical techniques to solve businessproblems.2.Interpret statistical results and draw conclusions based onempirical data.e statistical software to conduct data analysis.municate statistical findings to a non-technical audience.5.Understand the importance of statistics in business andeconomics.AssessmentThe assessment of this course consists of the following components:1.Homework assignments: 20%2.Mid-term exam: 30%3.Final exam: 50%ConclusionOverall, the teaching design of the 15th edition of Business and Economic Statistics provides a comprehensive understanding of the basic concepts and methods of statistics in business and economics. The course will also provide students with the necessary skills to applystatistical techniques to solve business problems.。
微软表面簇簇书 November 2015说明书
Surface BookFact SheetNovember 2015Meet Surface Book, Microsoft’s laptop redefined. Designed with the quality and workmanship that have characterized Surface from the beginning, Surface Book combines 6th Generation Intel®Core™ i5 and Core™ i7 processors and up to 1 TB of storage1 with Intel® HD graphics 520, optional discrete NVIDIA®GeForce® graphics, an integrated backlit keyboard, responsive glass trackpad, and detachable screen-turned-tablet featuring a 13.5-inch PixelSense™ Display. Starting at $2,2992, Surface Book is a high-performance laptop with exceptional power and unprecedented versatility that flexes to meet the demands of your work — from the art studio to the board room.Top Features and Benefits∙Creative powerhouse. Design, sketch and build without limits. Surface Book is designed to be your creative powerhouse, built for the most demanding creative tasks. Edit photos and videos in graphics-heavy programs with amazing fluidity and smoothness. With up to 12 hours of battery life for video playback3 to take you through your day, Surface Book is the ultimate laptop topower your ideas.∙Draw, write and create on the go. Quickly and easily detach the screen to use it like a clipboard, and take advantage of its advanced touch and precise inking experience, or rotate and reattach to continue using the hardware-accelerated graphics. Plus, the updated Surface pen offers theultimate modern writing experience, now with 1,024 levels of pressure sensitivity and reducedlatency. When attached to the base, Surface Book enables quiet typing and more words perminute with a keyboard built for comfort, accuracy and efficiency.∙Best-in-class screen. With 6 million pixels, 1700:1 contrast ratio and 100 percent sRGB color, Surface Book’s 13.5-inch PixelSense™ Display offers stunning clarity and incredible resolution.Surface Book is individually calibrated for true-to-life color, with extremely high contrast and low glare.∙Experience Windows 10. With full Windows 10 Pro, Surface Book is compatible with virtually all your favorite software, including apps, programs like Microsoft Office4, and professional-grade software such as Citrix4 and Visual Studio4.Technical SpecificationsOperatingSystem Windows 10 ProExterior Dimensions:Laptop: 9.14 x 12.3 x 0.51-0.90 inches (232.1 x 312.3 x 13.0-22.8 mm) Tablet only: 8.67 x 12.3 x 0.30 inches (220.2 x 312.3 x 7.7 mm)Weight:Laptop: Non-GPU: 3.34 lbs. (1515 g), GPU: 3.48 lbs. (1579 g)Tablet only: 1.6 lbs. (726 g)Mechanical features: Magnesium body, Dynamic Fulcrum Hinge, One-button Muscle Wire detach mechanismColor: SilverPhysical clipboard buttons: power, volumeStorage Solid-state drive (SSD) PCIe 3.0: 128 GB, 256 GB, 512 GB or 1 TB1Display Screen: 13.5-inch PixelSense™ Display Resolution: 3000x2000 (267 ppi)Contrast ratio: 1700:1Aspect ratio: 3:2100 percent sRGB color, individually calibrated Touch: 10-point multitouchPen supportCPU 6th Generation Intel®Core™ i5 or Core™ i7Graphics Intel® HD graphics 520 and optional NVIDIA® GeForce® Graphics Processor with dedicated 1GB GDDR5 high-speed memoryMemory 8 GB or 16 GB RAMKeyboard & Trackpad Full-size, integrated backlit keyboard with 1.6mm key travel Precision trackpad with glass laminated trackpad (7,350 sq. mm) Five-finger contact recognition with full Windows 10 supportSubpixel resolution SecurityTPM 2.0 chip for enterprise security Pen Surface Pen1,024 levels of pressure sensitivityMagnetic storageNetwork 802.11ac 2x2 MIMO Wi-Fi wireless networking; IEEE 802.11a/b/g/ncompatibleBluetooth 4.0 LE wireless technologyBattery Up to 12 hours battery life for video playback 3Cameras Windows Hello 5 face-authentication camera (front-facing)8.0MP rear-facing auto-focus camera, with 1080p HD camera5.0MP front-facing 1080p HD cameraAudio Dual microphones, front- and rear-facingFront-facing stereo speakers with Dolby ® audioPorts Two full-size USB 3.0Full-size SD™ card reader (UHS-II performance)Surface Connect for power and docking (base and clipboard)Stereo headphones/microphone jackMini DisplayPortSensorsAmbient light sensor AccelerometerGyroscopeMagnetometerPower supply 36W power supply with USB charging port65W power supply with USB charging port (discrete GPU SKU)In the box Surface BookSurface PenPower supplyQuick Start GuideSafety and warranty documentsWarranty Two year hardware warrantyPricing1 System software uses significant storage space. Available storage is subject to change based on system software updates and apps usage. See /surface/storage for more details.2 Estimated retail price. Actual retailer prices may vary.3 Testing conducted by Microsoft in September 2015 using preproduction Intel Core i5, 256GB, 8GB RAM device. Testing consisted of full battery discharge during video playback. All settings were default except Wi-Fi was associated with a network and Auto-Brightness disabled. Battery life varies significantly with settings, usage and other factors.4 Sold separately.5 Windows Hello requires specialized biometric hardware.Contact InformationFor more information, press only:Microsoft Surface Team, Ogilvy Public Relations, +612 8281 3839,********************************.auFor more product information and images:Visit the Surface Newsroom at /en-us/news/presskits/surface.For more information about Surface:Visit Surface at /surface.。
2015年全国职业院校技能大赛英语口语 半决赛下午场非英题目I(Presentation)
Part I Presentation (3 minutes)Task: You are required to talk about the following pie chart.First, present the information in the chart and then givesome suggestions about how to reduce or eliminate theemission of air pollutants.Emission Sources of Air PollutantsPart I Presentation (3 minutes) Task: You are required to talk about the following chart. First, present the information in the chart and then give somesuggestions about how to meet the challenges B2Bcontent marketers are facing.B2B (business-to-business): 企业对企业的电子商务SMEs (Small and Medium-sized Enterprises): 中小型企业Part I Presentation (3 minutes)Task: You are required to talk about the following chart. First, present the information in the chart and then explainwhy some people would say they couldn’t live without asmartphone.Despite Clear Benefits, 54% of Smartphone Owners Say Their Phone Is “Not Always Needed”—But 46% Say It Is Something They“Couldn’t Live Without”% of smartphone owners who say that the following items from each pair bestdescribe how they feel about their phoneLeash: 约束Part I Presentation (3 minutes)Task: You are required to talk about the following pie chart.First, present the information in the chart and thenexplain why some small businesses would prefer to useSEO and traditional media as marketing outlets.Small Business Marketing Channel of Choice3.7%SEO (search engine optimization): 搜索引擎优化。
PDP Handbook Programs说明书
When just learning to use the programs, beginners sometimes become confused about what they have actually commanded the programs to do, and are therefore at a loss when interpreting the hard-copy output at the end of a session. For that reason, I have modified and recompiled the programs so that they create a file containing an almost verbatim protocol of the console interchanges between the programs and user for reference after the end of a session. Also incorporated is the option of compiling with Borland Turbo C, rather than the Microsoft C or UNIX C under which the unmodified programs are compiled. Permission has been granted by the original authors for me to distribute my modifications to scientific and educational users, with the following provisos:
Bright Futures Student Handbook Chapter 3说明书
2023-24Bright FuturesStudent HandbookChapter 3: Renewing Your AwardOffice of Student Financial AssistanceChapter 3: Renewing Your AwardTable of ContentsRenewal Requirements (2)Grade Point Average (GPA) Requirement (2)Annual Credit Hour Requirement (3)Withdrawing from Courses (3)Renewal into a Different Scholarship Type (3)Reinstatement Requirements (4)Applying for Reinstatement (4)Students Who Enlist in the Military (5)Students Who Engage in a Full-time Religious or Service Obligation (5)Restoration Requirements (6)Applying for Restoration (7)Appeals Process (8)Website Addresses (9)OSFA Mailing Address (9)Renewal RequirementsA student who receives funding during the current academic year is automatically evaluated forrenewal at the end of the spring term and does not submit a renewal application. The student’s institution sends the Office of Student Financial Assistance (OSFA) each student’s GPA and hours earned. Eligibility notifications are then posted to each student’s online Financial Aid Recipient History (FARH). A spring/summer cohort student at the University of Florida who receives funding during the current academic year (spring and summer) is evaluated for renewal at the end of the summer term.Students who do not meet the annual minimum renewal GPA requirement in their first year of funding will be permitted a one-time restoration in a subsequent summer or academic year renewal period (end of spring term). Students who do not meet the minimum earned hours requirement or who fail to meet the minimum GPA requirement after their first year of funding will NOT be permitted a restoration opportunity.Summer grade and hours earned after spring evaluation may only be used to meet the scholarship renewal requirements if the student has a one-time restoration opportunity available. A student must ask a financial aid officer at the home postsecondary institution (that reported his/her spring renewal grade and hours) to submit a summer grade and hours update to the Bright Futures office indicating the adjusted cumulative GPA and hours.Grade Point Average (GPA) RequirementThe renewal cumulative GPA requirements are outlined in the table below.Florida Academic Scholars (FAS)1Florida MedallionScholars (FMS)Florida Gold SealVocational Scholars (GSV)Minimum Cumulative GPA(unrounded and unweighted)3.0 2.75 2.75 Academic Top Scholars (ATS) renewal eligibility is based on the FAS annual renewal requirement.Annual Credit Hour RequirementA student who receives funding during the current academic year (fall through spring) isautomatically evaluated for renewal at the end of the spring term. The annual credit hour renewal requirement for the Bright Futures Scholarship Program is the measure of the number of credit hours a student must earn based on the student’s enrollment type per term. The enrollment type ofa student is based on credit hours funded after the institution’s drop/add period and may be reducedfollowing any hours dropped or withdrawn after the drop add period ends.The table below shows standard scenarios for required credit hours that must be earned, after all dropped or withdrawn hours are reported, per a student’s enrollment type. This table does not represent all possible enrollment scenarios; therefore, OSFA encourages students to use the Bright Futures Credit Hour Interactive Tool, located on the Bright Futures Home Page. This tool allows students to customize the credit hour requirement to their individual enrollment scenario.Annual Credit Hour Renewal Requirement by Term Course Loadthree-quarter time in Term 2 is required to earn a minimum of 21 credit hours by the conclusion of the spring term.) Withdrawing from CoursesA student may withdraw from credit hours following a term award. Courses reported as droppedor withdrawn after the institutional drop/add period are not included in the number of hours required for renewal. Please review the chart above and the Bright Futures Credit Hour Interactive Tool for further assistance.Renewal into a Different Scholarship Type•Florida Academic Scholars (FAS) with 2.75-2.99 GPA at the end of the renewal period will renew as Florida Medallion Scholars (FMS). If the GPA is improved above a 3.0 in a subsequent renewal period, the student will restore as a FAS, using the one-time restoration opportunity.• A student who earns the FMS, Gold Seal CAPE Scholars (GSC) or Gold Seal Vocational Scholars (GSV) award in high school may not renew to the FAS award.• A GSC or GSV award may not renew to the FMS.Reinstatement RequirementsReinstatement / Restoration Online ApplicationAn eligible student who did not receive funding during the previous academic year and would now like to utilize their scholarship funding is a reinstating student. A student is eligible to apply for reinstatement for up to five years from high school graduation.Applying for Reinstatement• A student must complete a Reinstatement/Restoration Application after logging into their online OSFA account. Please note that the academic year for which a student is applying is at the top of the application. New applications are available in February each year.•For students who did not receive funding during the previous academic year, the deadline for submission of the Reinstatement/Restoration Application for both fall and spring (or equivalent) of the year in which the student is seeking funding is May 30. However, OSFA recommends that applications be submitted online by July 1 for a timely fall disbursement or by December 15 fora timely spring disbursement.If determined eligible for reinstatement, the student will receive the Bright Futures award (Florida Academic Scholars, Florida Medallion Scholars, Gold Seal CAPE Scholars or Gold Seal Vocational Scholars) for which he/she was last eligible prior to reinstatement.Students Who Enlist in the MilitaryAn initially eligible student who enlists as active duty in the United States Armed Forces after high school graduation and wishes to begin using the Bright Futures award must: •Complete and submit a Reinstatement/Restoration Application online prior to May 30 of theacademic year in which funding is sought;•Submit an official copy of the DD Form 214 to verify time served active duty; and•Commence the remainder of the renewal period upon the date of separation from active duty.A student who is receiving a Florida Bright Futures Scholarship and discontinues his/her educationto enlist in the United States Armed Forces must commence the remainder of the renewal period upon the date of separation from active duty. To reinstate the scholarship, the student must: •Complete and submit a Reinstatement/Restoration Application online prior to May 30 of the academic year in which funding is sought; and•Submit an official copy of the DD Form 214 to verify time served active duty.The DD Form 214 should be mailed or uploaded to OSFA securely using the hyperlink provided at the end of this chapter for completing a Secure Upload of Documentations to OSFA.Students Who Engage in a Full-time Religious or Service Obligation An initially eligible student who engages in at least 18 months of a full-time religious or service obligation within one year of high school graduation and wishes to begin using the Bright Futures award must:•Complete and submit a Reinstatement/Restoration Application online prior to May 30 of the academic year in which funding is sought;•Complete and submit the Religious or Service Obligation Reporting Form; and•Complete and submit the required documentation listed below.The religious or service obligation provision is only valid for initial funding and does NOT allow a student extension of time if the student has already received a disbursement.Additional DocumentationFor students returning from a Religious Service Obligation, submit to OSFA, on the organization’s signed letterhead, details of the duration and purpose of the service obligation.For Returning Peace Corps Volunteers, provide a copy of your Description of Service (DOS).For Returning AmeriCorps Volunteers, provide a copy of your completed AmeriCorps Future Plans or Early Termination Request (CNCS Form V-732).All required documents should be mailed or uploaded to OSFA securely using the hyperlink provided at the end of this chapter for completing a Secure Upload of Documentation to OSFA.Restoration RequirementsA one-time restoration opportunity is available under limited circumstances.• A scholar who did not meet at least the 2.75 GPA renewal requirement, but DID meet the credit hour renewal requirement during the first year of funding (end of spring term or end of summer term for spring/summer cohort students) has a one-time opportunity to restore the scholarship. If a student that has a restoration opportunity fails to restore the GPA, the attempt is still available after future academic years until a successful restoration is achieved, or until the 5-year limit has been reached.• A scholar who was initially eligible for an FAS award, but renewed to FMS award eligibility due to earning a GPA between 2.75 – 2.99, has a one-time opportunity to restore to FAS. If a student that has a restoration opportunity fails to restore to FAS, the attempt is still available after future academic years until a successful FAS restoration is achieved, or until the 5-year limit has been reached.• A scholar who was initially eligible for an FAS award and met the credit hour requirement, but lost award eligibility due to earning a GPA below a 2.75 during the first year of funding, may seek to restore their award in the following ways:• A scholar earning a GPA of 3.0 or higher will result in a successful restoration to FAS award eligibility. No further restoration opportunities will be allowed.• A scholar earning a GPA between 2.75 – 2.99 will result in a successful restoration to FMS award eligibility without an opportunity to restore as an FAS.If the one-time restoration opportunity has already been used for an FAS scholar, an earned GPA between 2.75 – 2.99 in a future year will result with the scholar renewing at the FMS award level without an opportunity to return to FAS award eligibility.Students seeking to use the one-time restoration opportunity should ensure they understand their home postsecondary institution’s policies concerning what courses are considered in thecumulative GPA and how cumulative GPAs are calculated. The cumulative GPA for BrightFutures is unrounded and unweighted to two decimal places.Restoration requirements can be satisfied by using one of the following options:•Take summer classes that your institution will apply towards your cumulative GPA based on their institutional policies (or fall term classes for spring/summer cohort students) and request that the financial aid office submit a summer grade and hours update to the Bright Futures office indicating the adjusted cumulative GPA and hours; or•Raise cumulative GPA above the renewal requirement before the fall term for which the student is seeking funding (or spring term for spring/summer cohort students) and submit a Reinstatement/Restoration Application.A student who fails to meet the minimum earned hours requirement in ANY academic yearrenewal period (end of spring term or end of summer term for spring/summer cohort students), will NOT be permitted a restoration opportunity. Restoration cumulative GPA requirements are outlined in the table below.Applying for RestorationIf a student’s last status was ineligible for not meeting renewal requirements and the student did not receive funding during the previous academic year, the student will need to submit a Reinstatement/Restoration Application.•New applications are available in February each year.•The financial aid office at the Florida postsecondary institution where the student last attended as degree- or certificate-seeking must certify online the postsecondary institutional cumulative GPA and/or earned hours that will determine his/her eligibility to restore.• A student who last attended an out-of-state postsecondary institution must request that his/her official transcript be submitted to OSFA at the address at the end of this chapter.•The deadline for submission of the Reinstatement/Restoration Application for both fall and spring (or equivalent) of the year in which the student is seeking funding is May 30. However, OSFA recommends that applications be submitted online by July 1 for a timely fall disbursement or by December 15 for a timely spring disbursement.Appeals ProcessA student may request a Postsecondary Institutional Appeal due to verifiable illness or circumstancebeyond student’s control if annual renewal requirements were not met.•For students graduating high school in 2010-11 and thereafter, if annual renewal requirements were not met due to a verifiable illness or other documented emergency (as reported by the postsecondary institution), an exception of one academic year to the renewal timeframe may be granted if a course of study is not completed after five academic years.•The student may request that the financial aid office at the home postsecondary institution he/she attended conduct a review of the courses included in the cumulative GPA.•In the case of illness or emergency beyond the student’s control, the student may provide pertinent documentation regarding the illness or emergency to the appropriate home postsecondary institution.•The home postsecondary institution will review the student’s request and send recommendation of approval/denial to OSFA. Appeal request guidelines may be obtained through the financial aid office of a student’s home postsecondary institution.•An institutional academic progress appeal is to be filed within 30 days of the date of the ineligibility notice sent to the student or by the date established by the institution’s financial aid office, whichever is later. Ineligibility notices are posted to the student’s Financial Aid Recipient History web screen during the summer following spring evaluation.Website AddressesReinstatement/Restoration Applicationhttps:///SAPHome/SAPHomeFinancial Aid RecipientHistoryhttps:///SAPHome/SAPHomeEligible Postsecondary Institutions https:///ReportPage.aspx?RData=RName=PSI Eligible List%26RFolderName=SSFAD/AdministrationBright Futures CreditHour Interactive Tool https:///PDF/BFCreditHourTool.xlsx Secure Upload ofDocumentation toOSFAhttps:///r-r8992dcdb99948c7aOSFA Mailing AddressFlorida Department of EducationOffice of Student Financial AssistanceFlorida Bright Futures Scholarship Program325 West Gaines StreetSuite 1344Tallahassee, FL 32399-0400。
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IHSA Mission
The IHSA governs the equitable participation in interscholastic athletics and activities that enrich the educational experience.
IHSA Handbook
• Hardcopies were distributed to member schools in the August all school mailing. • Available online through the IHSA website. • The Handbook is a valuable resource to preserve the eligibility of Coaches, StudentAthletes, Teams and Schools
IHSA Handbook
• • • • •
• Pages 3 – 11 Board of Directors Listing of Member Schools by Division and District Schools Entering IHSA State Series Yearly Officers of the Associations Association Administrators Pages 12 – 15 Definitions
1.000 Constitution
Pages 15 – 25
• • • • • • • • • •
1.000 Constitution 1.100 Name and Objectives 1.200 Membership 1.300 Board of Directors 1.400 Powers and Duties of Board 1.500 Officers 1.600 Dues and Assessments 1.700 Legislative Commission 1.800 Meetings of the Association 1.900 Amendments
5.000 Sport Season
• • • • • • • • • • • • • • • • • • 5.000 Sport Season By-laws 5.010 Boys Fall Baseball 5.020 Boys Spring Baseball 5.030 Boys Summer Baseball 5.040 Boys Basketball 5.050 Boys Bowling 5.060 Boys Cross Country 5.070 Boys Football 5.080 Boys Fall Golf 5.090 Boys Gymnastics 5.100 Boys Lacrosse 5.110 Boys Soccer 5.120 Boys Swimming 5.130 Boys Spring Tennis 5.140 Boys Track and Field 5.150 Boys Volleyball 5.160 Boys Water Polo 5.170 Boys Wrestling
• 3.100 Independent Team Participation • 3.110 Coaching School Participation • 3.120 All-Star Participation • 3.130 Use of Players • 3.140 Misbehavior during Contests • 3.150 Special Provisions for Summer Participation • 3.160 Open Gym Limitations • 3.170 Classification
4.000 Activity Eligibility
• • • • • • • • •
Pages 67 – 69 4.000 Activity Eligibility By-laws 4.010 Attendance 4.020 Scholastic Standing 4.030 Participation Limitations 4.040 Age 4.050 Use of Assumed Name 4.060 Misbehavior During Activities 4.070 Use of Participants 4.080 Spirit Limitations
•
• • • •
3.000 Athletic Eligibility
Pages 40 – 66
• 3.000 Athletic Eligibility Bylaws • 3.010 Attendance • 3.020 Scholastic Standing • 3.030 Residence • 3.040 Transfer • 3.050 Participation Limitations • 3.060 Age • 3.070 Recruiting of Athletes • 3.080 Amateurism • 3.090 Participating Under An Assumed Name
2.000 School By-Laws
Pages 26 – 39 • • • • 2.000 School By-laws 2.010 Compliance with Rules 2.020 y of Principal 2.030 Cooperative Team Sponsorship 2.040 Sportsmanship of School Representatives 2.050 Schools with which Contests May be Held 2.060 Multiple School Interscholastic Activities 2.070 Qualifications of Coaches 2.080 Selection and Use of Licensed Officials • 2.090 Season Limitation in Athletic Activities • 2.100 All-Star Teams and Games • 2.110 Officials’ Attendance at Rules Meeting • 2.120 Coaches’ Attendance at Rules Meeting • 2.130 Principals’ Attendance At Meetings • 2.140 Participation Limitations During Strike • 2.150 Physical Examination • 2.160 Classification • 2.170 Distribution of Steroids and Performance Enhancing Drug • 2.180 Travel Policy
Administrative Procedures, Guidelines and Policies
Pages 88 – 120 • 1. Philosophy Underlying Eligibility By-laws • 2. Eligibility Rulings from IHSA • 3. Eligibility of Emancipated • 4. Foreign Exchange Student Eligibility • 5. Approved Foreign Exchange Programs • 6. Strike Policy • 7. Making the Weekly Eligibility Check • 8. Sanction Policy • 9. Non-Faculty Coach Policy • 10. Accommodation Policy for Students With Disabilities • 11. College Auditions • 12. School Equipment Use Policy • 13. Football Policies • 14. Guidelines for Adding and Deleting State Series Programs • 15. Guidelines for Non-School Competition • 16. Emerging Sports • 17. Classification System • 18. Grouping and Seeding State Tournament Series
6.000 Protest and Penalty
Pages 83 – 86
• • • • • • 6.000 Protest and Penalty By-laws 6.010 Penalty for Violating Rules 6.020 Forfeiture of Contest 6.030 Protest Procedure 6.040 Breach of Contract Between Member Schools 6.050 Breach of Contract Between Member School and Official
Administrative Procedures, Guidelines and Policies
Pages 99 – 116 • 19. Criteria for Increasing Classes • 20. Approved School Policy • 21. Alcoholic Beverages and IHSA State Series Events • 22. Criteria for Selection of Sites for IHSA Meets and Tournaments • 23. IHSA Performance-Enhancing Drug Testing Policy • 24. Public Information Policies • 25. Code of Conduct • 26. Application for Approval of Cooperative Team • 27. Statement Regarding NonDiscrimination • 28. Entry Policy and Procedures • 29. Prayer at IHSA State Series Contests • 30. Affirmative Action Policy • 31. Trademark Use and Royalty Policy • 32. Corporate Sponsorship Policy • 33. IHSA Member School Publicity Policy • 34. Policy and School Recommendations for Transgender Participation