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which is again an Exp( 1 + 2 ) distribution. The waiting time from 1 2, W3 , is assumed to be independent of W1 and W2 and has an Exp( 3 ) distribution. This owgraph has two paths, 0 1 2 and 0 2. To solve this owgraph, we consider the upper path rst. Note that the path 0 1 2 is a series owgraph. Thus, the transmittance of the upper path is p01 M01 (s)p12 M12 (s) = 1 1 + 2 1 + 2 1 + 2 s 3 3 s
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Amount of Loan. Many traditional lenders will extend a loan to a house buyer only up to a specif ied percentage of the appraised value of the house. Seller f inancing can f ill this gap.
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We expanded use of existing systems and installed new software applications to streamline flow of information. Sporting goods, 110 employees, Massachusetts. We implemented a fast close. This reduced our typical close period from 30+ days to six. Legal, 55 employees, Oregon. We reduced the length of our monthly close by one third. We did it with the heavy involvement of the accounting department staff and coordination among its members. A critical element in shortening the close was a review of process flow and identifying the bottlenecks that were preventing a shorter closing. Hydrogen generators, 120 employees, Connecticut. Our corporate office is pushing the plants to have financial information to them sooner. As a result, we modified our closing procedures and now provide information to corporate within three days of month-end. For us, a key change was to push deadlines forward for month-end journal entries and their posting to the ledger. Automobile jacks, 320 employees, Indiana. We started to use more estimates, which saved us valuable time. Instead of waiting for actual invoices, we estimated costs and our monthly close is now completed in five business days versus 10 in the past. Certifying body, 70 employees, Colorado. We reengineered the close process. Now, the monthly close averages five to six days. This compares to over 15 days the year before. Pharmaceuticals, 3,300 employees, Connecticut. We modified, or even eliminated, closing procedures based on materiality. This had a big effect. Retail, 4,000 employees, New Jersey. We shortened time deadlines for departmental reporting, shortened month-end cutoffs, and increased our use of accruals. Electrical, 300 employees, California. We reengineered our month-end procedures, combining some reports and eliminating duplicate data entry. Manufacturing, 375 employees, Michigan. We tried to develop a continuous close mindset, while making better use of the reporting capabilities in Great Plains e-Enterprise. Performance incentive program, 150 employees, Ohio. We established a schedule of due dates for entries, external information, and chargebacks. Art museum, 300 employees, Minnesota. We changed our schedule for sequencing and running reports across several computers so that reports for the month-end close became a priority. Manufacturing, 60 employees, Texas. We have implemented a more structured closing process. This has saved us a week. Corporate controller, cotton seed, 500 employees, Missouri. We modified all supporting schedules and processes. A key part of process was delegating down procedures. We moved from a 25-day close to a 5-day close. Subcontractor to advertising agencies, 140 employees, California. We made a series of small improvements. Most moved work earlier/before the close. Fresh produce distribution, 500 employees, Pennsylvania.
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The changes just made to your NIC settings are good for the current session. When you reboot, however, those setting will be lost. To make these settings stick at the next reboot or network restart, add the options you want to the ETHTOOL_OPTS line in the /etc/ sysconfig/network-scripts/ifcfg-eth0 file. For example:
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As implied by a Mertonstyle asset volatility model. Implied by proprietary asset volatility model. Yes: Asset values are conditioned on equity index factors. Default risk is a function of asset value. Changes correlation and/or default rates. Beta User de ned KMV de ned Asset values linked to a global factor model of equity indices.
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r Anorexia nervosa has a high mortality and safety must not be compromised. r High-quality outpatient and day care may make expensive inpatient care unnecessary. r A team costing 1m ( 1.63m) with a whole time consultant psychiatrist can treat eating r Key quality issues for an effective multidisciplinary team for eating disorders are a broad
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I m no longer with my firm. Would you be interested in selling me a RE/MAX franchise Liniger said, Sure, then cupped his hand over the phone, and yelled out, Hey, does anybody here know what a franchise is Curtin flew back to Denver. He brought his checkbook. By noon that day, he bought the first RE/MAX franchise. For the rest of the afternoon, he went through training with Liniger and a couple of other new people. That evening, Liniger invited Curtin to Gail Main s house for dinner. It was a nice meal. Curtin felt at home with the easygoing group. But before he went back to his hotel, Liniger pulled him aside in the driveway. Here s your check back, he said to Curtin. I m not going to be able to take it. Curtin was shocked. What are you talking about he asked, certain that something about him had failed to meet Liniger s standards. No, it s nothing like that, Liniger said. I ve had some bad news today. The creditors are all over us. They re going to put us into 11 tomorrow. It s going to hit the front page of the Denver Business Journal. Curtin couldn t believe it. What are you going to do he asked. Liniger shrugged. I ve got a sales meeting for all my people tomorrow, and I m basically going to tell them it s over. I m going to do what I can to protect their commissions, but even that s going to be tough. You re welcome to come if you want. Curtin, who just didn t feel right about giving up on this enterprise when he d come so close to it, insisted that he wanted to attend. Liniger told him he d pick him up the next morning at six o clock. Liniger, worn out and beat, figured the jig was finally up. Curtin drove with him in the morning. Sure enough, when they arrived at the restaurant where the meeting was to take place, they saw the devastating headlines on the front of the Denver Business Journal, the words RE/MAX and Bankruptcy blaring from the page. Liniger put a quarter in the newspaper box and hauled all the papers out so those who hadn t seen the edition yet wouldn t. Curtin followed Liniger into the meeting where almost 50 agents soon showed up. What happened next, Curtin would never forget. Liniger stood up before the people in the room and told them what had happened. His story was outrageous and crazy the strangest thing any of them had ever heard. The newspapers, Liniger said, are trying to put us out
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Table B-1: Shell Special Characters (continued)
As we mentioned in 1, The Random House unabridged dictionary gives a de nition of learning as the act or process of acquiring knowledge or skill . In this chapter, we will see how expert systems can learn in two very simple ways. The rst way will add new facts to the programs knowledge base; the second way will add new rules. The eld of machine learning has received much attention for many years; see for example, Mitchell (1997) and Kecman (2001). We will restrict ourselves in this chapter to two basic and fundamentally different ways in which a rule-based system can learn. In one technique, we write our rules to interpret a database, and add facts to the database as the program learns from experience; in the other technique the program creates new rules from its experience. The programs to illustrate these two techniques are different ways of solving the same problem: pavlov1.par and pavlov2.par, which emulate learning by Pavlovian classical conditioning. Pavlov1 learns by adding rules to deal with important external stimuli; Pavlov2 learns by adding stimulus data to a database. Each technique has its own programming advantages and disadvantages. The learning techniques are so simple that they might seem trivial, but the importance of Pavlovian learning is exceedingly well known. The combination of simplicity and power is sometimes called elegance, and these simple and elegant techniques have a lot of power. The idea of Pavlovian learning, often called classical conditioning and more recently behavior modi cation, came originally from Pavlov s experiment on ringing a bell, then offering food to a dog. The dog soon learned to associate the sound of the bell with food, so that as soon as the bell was rung he began to salivate. The great American psychologist Skinner generalized this to nearly all animal species from worms to humans, and learning theorists have intensively examined the connection between conditioning and learning. Most would agree that conditioning is a simple and basic form of learning. The two FLOPS programs for learning from experience resemble each other quite a bit. The reason is because the conditions under which one learns are identical in both cases. We have a body of stimuli to which we have already associated a response, at birth wired-in and mostly learned after birth, called unconditioned
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