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Joseph Riccardelli-1 100%

Winkler Scoring Tendencies of the New Jersey Devils According to the Pareto Principle The Pareto Principle, developed by Italian economist Vilfredo Pareto, states that for any number of events, roughly 20% of the causes create 80% of the effects.

https://www.pdf-archive.com/2016/02/25/joseph-riccardelli-1/

25/02/2016 www.pdf-archive.com

4852HW1 83%

Alex Pomerenk  arp257    1)  providers either good or bad,   p(negative experience) given provider is bad=.95  p(negative experience) given provider is good=.01    a)  providers are good, eg .005 are bad  p(b) given negative experience  p(bad|neg)=p(neg|bad)p(bad)/(p(neg|bad)p(bad)+p(neg|good)p(good)  =.95*.005/(.95*.005+.01*.995)  =.323=32.3%  if there is a second review that is bad, then that is the same as the probability that it is  bad from the first review OR the probability that it is bad from the second review. This  equals   P(bad|neg) || p(bad||neg)=p(bad|neg)+p(bad|neg)=2*32.3%  =64.6%    b)  providers are good, .7 are bad  p(bad|neg)=.95*.7/(.95*.7+.01*.3)  =.955=95.5%    2)  a)  1) disagree that they must, converse is not always true (if a­>b then not necessarily  b­>a)  2) agree, contrapositive is always true, if a­>b then !b­>!a  3) disagree, inverse is not always true, if a­>b then not necessarily !a­>!b  b)  1) david active, jessica not active; kim good scores, ethan not;  a) if you ask david if he got a good grade, and if he did, then that will confirm  the study (a­>b)  b) if you ask ethan if he participated and he didn’t, then that would also  confirm the study (!b­>!a)  c) if you ask kim if she participated and she did, then that would also confirm  the story (a­>b)  d) jessica’s grades will neither confirm or deny the study (!a does not lead to  anything)  3)  a) neither dominates the other, as b is more likeable but g has more convenience so  neither is at least as good as the other on both counts  b) G dominates F because 3>2 and 4>=4, dominates A because 3>1 and 3>=1,however G  is not pareto­optimal because it is dominated by C (3<4 and 4<8)  c) no it is not pareto­optimal because it is dominated by C(4<=4 and 8>3), however it  pareto­dominates A (4>1 and 3>=2)  d) no because there is no restaurant that is at least as good as all the others in both  categories, and so there can be no optimal restaurant      4) talked to Mike Merrill and Emmett Kotlikoff about this problem  a)  proof by counterexample:  take the example graph below  a­>d  b­>d  c­>d    the set {a,b} and the set {b,c} are both constricted sets, however, the intersection is the  set {b}. |N({b})|=1 and |{b}|=1. 1 !>1 so the intersection of two constricted sets is not  always a constricted set    b)  1) An augmented path alternates between nodes that are in the matching  and not in the matching. Because we cannot end the path at a matched  node, there has to be an unmatched node after. And since the path  always starts with an unmatched node, the path must always be of the  form unmatched, (matched, unmatched), (unmatched,matched), which  has length 1+2(number of sets of matched and unmatched nodes), which  is always an even number  2) Neither is true because the path can start with an unmatched or a  matched node, which means that it could have an odd or even length. 

https://www.pdf-archive.com/2016/02/17/4852hw1/

17/02/2016 www.pdf-archive.com

ttt 78%

.............................27 3.6 Issues of ERP Implementation.................................................................28 3.6.1 The need for ERP implementation ..........................................................29 3.6.2 How long will an ERP implementation take?...............................................30 3.6.3 The Implantation Challenge .................................................................31 3.6.4 ERP Methodology..............................................................................33 3.7 Benefits of ERP systems ........................................................................35 3.8 Causes for ERP system failures ................................................................36 3.9 ERP as A Foundation............................................................................39 3.10 Previous Studies Used in Survey Development............................................43 4.1 Methods of Data Collection ....................................................................46 4.2 Data Collection (Survey Questionnaires) ...................................................46 4.2.1 Nature of the Circulated Questionnaires ...................................................47 4.2.2 Categories of respondents ...................................................................47 4.2.3 Respondents position ........................................................................48 4.2.4 Summarized Responses ................................................................49 5.1 Problem Analysis in the Production of Et-97/1 ..............................................50 5.2 Cause and Effect Diagram and Pareto Analysis ...........................................53 5.2.1 Interpretation of the Pareto curve ..........................................................58 6.1 Selection of Implementation Models........................................................59 6.2 Evaluation of the Problems Identified ........................................................62 6.2.1 Evaluation of the production planning and control.......................................63 6.2.2 Evaluation of the Maintenance Management System.....................................67 6.3 Cost and benefit of implementing ERP .....................................................70 7.1 Conceptual Components of ERP ...............................................................74 7.1.1 The software component ....................................................................75 iii 7.1.2 Process flow ...................................................................................75 7.1.3 Customer mindset ............................................................................79 7.1.4 Change management.........................................................................80 8.1 Software Packages ............................................................................82 8.2 Basic components of the software............................................................82 8.2.1 Production planning ..........................................................................82 8.2.2 Human resource management .............................................................83 8.3 The software.....................................................................................84 8.3.1 Consumable items ............................................................................84 8.3.2 The Fixed Asset...............................................................................96 8.3.3 The EOQ .......................................................................................96 8.3.4 Human resource management .............................................................99 9.1 Conclusion......................................................................................

https://www.pdf-archive.com/2015/09/08/ttt/

08/09/2015 www.pdf-archive.com

Six Sigma Green Belt Training Courses Malaysia 71%

Pareto Chart  Project Charter Development  Teams &

https://www.pdf-archive.com/2017/10/30/six-sigma-green-belt-training-courses-malaysia/

30/10/2017 www.pdf-archive.com

combined document 68%

Pareto front comparing ACX to competition .

https://www.pdf-archive.com/2016/05/14/combined-document/

14/05/2016 www.pdf-archive.com

Statistical Analysis Tools Training Courses Malaysia 62%

(Over 3 Days)  Hypothesis Testing  Sigma Value / Z-Bench  Graphical Tools for Statistics  Pareto Charts  Box Plots  Run Charts  Dot Plots  Scatter Plots  Matrix Plots  Histograms  Time Series Plots  General Liner Model (GLM)  Binary Logistics Regression  Ordinal Logistics Regression  Nominal Logistics Regression DAY 3:

https://www.pdf-archive.com/2017/10/29/statistical-analysis-tools-training-courses-malaysia/

29/10/2017 www.pdf-archive.com

Root Cause Analysis Training Courses Malaysia 62%

How Many Basic Value Stream Mapping Pareto Charts &

https://www.pdf-archive.com/2017/11/01/root-cause-analysis-training-courses-malaysia/

01/11/2017 www.pdf-archive.com

hb 57%

Diagramme de Pareto, le QQOQCP, PDCA, Méthode Kaizen, HACCP    2014 (janvier 2014 / décembre 2014) :

https://www.pdf-archive.com/2017/02/22/hb/

22/02/2017 www.pdf-archive.com

Navaneet Ramabadran Resume 54%

Chemical Vapor Deposition, Electrophoretic Deposition, Sputtering, Electrospinning, Dip/Spin/Spray Coating Raman, Photoluminescence (PL), X-Ray Diffraction (XRD), Energy Dispersive X-Ray (EDX), Thermogravimetric (TGA) Scanning Electron Microscopy (SEM), Hydrogen Analyzer, Viscometer, Tensiometer, Conductivity/Dielectric Probe Design of Experiment (DOE), Statistical Process Control, Pareto Analysis C++, MATLAB, Mathematica, Java, Python, HTML5, CSS3 Project, Word, Excel, PowerPoint, Visio, Pages, Numbers, Keynote, iBooks Author, HYSYS, Origin, ImageJ Laser cutting, milling, turning, grinding, wire and sinker EDM, CNC, lathes, band saws, drill presses Publication Shuvo, M.

https://www.pdf-archive.com/2017/10/25/navaneet-ramabadran-resume/

25/10/2017 www.pdf-archive.com

Statistical Methods - Review Notes - Ch1 to 3.4 48%

   Bar graph Pareto Diagram Pie chart Measures of central tendency:

https://www.pdf-archive.com/2016/01/30/statistical-methods-review-notes-ch1-to-3-4/

30/01/2016 www.pdf-archive.com

m140007 45%

An optimum solution called Pareto optimum is the one which is not dominated by any other solution in the search spaces.

https://www.pdf-archive.com/2015/07/27/m140007/

27/07/2015 www.pdf-archive.com

CV détaillé (Florian Barbé) 42%

o o Gerbage et rangement des palettes pour optimisation de l’espace Réimplantation suivant analyse PARETO selon volumétrie et saison afin de réduire les déplacements - Préparation de commandes.

https://www.pdf-archive.com/2016/05/26/cv-detaille-florian-barbe/

26/05/2016 www.pdf-archive.com

ez a fontos campus 42%

- adatgyűjtés - gyenge pontok elemzése (PARETO) - probléma okainak meghatározás (ISHIKAWA) - intézkedések végrehajtása folyamatos ellenőrzéssel  Tervszerű karbantartás:

https://www.pdf-archive.com/2018/04/24/ez-a-fontos-campus/

24/04/2018 www.pdf-archive.com

A JOURNEY INTO MEMORY (PUBLIC SHARE VERSION) 40%

The ratio of the effort you put in to the results you get could be well explained by Pareto’s principle “The 80/20 rule” which states that only 20 percent of your input produces 80 percent of the results.

https://www.pdf-archive.com/2015/12/28/a-journey-into-memory-public-share-version/

28/12/2015 www.pdf-archive.com

A JOURNEY INTO MEMORY (PUBLIC SHARE VERSION 2) 40%

The ratio of the effort you put in to the results you get could be well explained by Pareto’s principle “The 80/20 rule” which states that only 20 percent of your input produces 80 percent of the results.

https://www.pdf-archive.com/2015/12/28/a-journey-into-memory-public-share-version-2/

28/12/2015 www.pdf-archive.com

Excerpts from Consumer Behavior Only Listens to WiiFM 37%

As far as the reality of business consumer behavior – the 80/20 Pareto Principal is very much time tested.

https://www.pdf-archive.com/2012/05/19/excerpts-from-consumer-behavior-only-listens-to-wiifm/

18/05/2012 www.pdf-archive.com

whitepaper 33%

It is a classical example of the Pareto principle where 20% of a system’s participants control more than 80% of the votes.

https://www.pdf-archive.com/2016/09/14/whitepaper/

14/09/2016 www.pdf-archive.com

Existing-OWL-Ontologies 27%

About the sizes of the ontologies Sizes of the ontologies follow a long tail distribution (also known as Zipf distribution or Pareto distribution).

https://www.pdf-archive.com/2018/05/28/existing-owl-ontologies/

28/05/2018 www.pdf-archive.com