Tag: Computer Science

  • [Solved] CO Data 3

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    – ## COdata3.docx – credit_Dataset.arff.txt **## COdata3.docx** **DECISION TREES for Risk Assessment** One of the great advantages of decision trees is their _interpretability_. The rules learnt for classification are easy for a person to follow, unlike the opaque "black box" of many other methods,…

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    Assignment Prompt & Instructions

    – ## COdata3.docx

    – credit_Dataset.arff.txt

    **## COdata3.docx**

    **DECISION TREES for Risk Assessment**

    One of the great advantages of decision trees is their
    _interpretability_. The rules learnt for classification are easy for a person to follow, unlike the opaque "black box" of many other methods, such as neural networks. We demonstrate the utility of this using a
    [German credit](http://archive.ics.uci.edu/ml/datasets/Statlog+%28German+Credit+Data%29) data set. You can read
    [a description](http://archive.ics.uci.edu/ml/datasets/Statlog+%28German+Credit+Data%29) of this dataset at the UCI site. The task is to predict whether a loan approval is good or bad credit risk based on 20 attributes. We've simplified the data set somewhat, particularly making attribute names and values more meaningful.

    1. Download the credit_Dataset.arff dataset and load it to Weka.

    2. (5 Points) When presented with a dataset, it is usually a good idea to visualise it first. Go to the
    _Visualise_ tab. Click on any of the scatter plots to open a new window which shows the scatter plot for two selected attributes. Try visualising a scatter plot of
    _age_ and
    _duration_. Do you notice anything unusual? You can click on any data point to display all it's values.

    3. (5 Points) In the previous point you should have found a data point, which seems to be corrupted, as some of its values are nonsensical. Even a single point like this can significantly affect the performance of a classifier. How do you think it would affect Decision trees? A good way to check this is to test the performance of each classifier before and after removing this datapoint.

    4. (10 Points) To remove this instance from the dataset we will use a filter. We want to remove all instances, where the age of an applicant is lower than 0 years, as this suggests that the instance is corrupted. In the
    _Preprocess_ tab click on
    _Choose_ in the Filter pane. Select
    _filters > unsupervised > instance > RemoveWithValues_. Click on the text of this filter to change the parameters. Set the attribute index to 13 (Age) and set the split point at 0. Click
    _Ok_ to set the parameters and
    _Apply_ to apply the filter to the data. Visualise the data again to verify that the invalid data point was removed.

    5. (20 Points) On the
    _Classify_ tab, select the
    _Percentage split_ test option and change its value to 90%. This way, we will train the classifiers using 90% of the training data and evaluate their performance on the remaining 10%. First, train a decision tree classifier with default options. Select
    _classifiers > trees > J48_ and click
    _Start_.
    _J48_ is the Weka implementation of the
    _C4.5_ algorithm, which uses the normalized information gain criterion to build a decision tree for classification.

    6. (20 Points) After training the classifier, the full decision tree is output for your perusal; you may need to scroll up for this. The tree may also be viewed in graphical form by right-clicking in the
    _Result list_ and selecting
    _Visualize tree_; unfortunately this format is very cluttered for large trees. Such a tree accentuates one of the strengths of decision tree algorithms: they produce classifiers which are understandable to humans. This can be an important asset in real life applications (people are seldom prepared to do what a computer program tells them if there is no clear explanation). Observe the output of the classifier and try to answer the following questions:

    · How would you assess the performance of the classifier? Is the Percentage of
    _Correctly Classified Instances_ a sufficient measure in this case? Why?
    _Hint:_ check the number of good and bad cases in the test sample, using the confusion matrix. Each column of the matrix represents the instances in a predicted class, while each row represents the instances in an actual class. For example let us define an experiment from P positive instances and N negative instances. The four outcomes can be formulated in a 2 by 2 contingency table or confusion matrix. One benefit of a confusion matrix is that it is easy to see if the system is confusing two classes (i.e. commonly mislabeling one as another).

    · Looking at the decision tree itself, are the rules it applies sensible? Are there any branches which appear absurd? At what depth of the tree? What does this suggest?

    _Hint:_ Check the rules applied after following the paths: (a)
    _CheckingAccount = <0, Foreign = yes, Duration >11, Job = skilled, OtherDebtors = none, Duration <= 30_ and (b)
    _CheckingAccount = <0, Foreign = yes, Duration >11, Job = unskilled._

    · How does the decision tree deal with classification in the case where there are zero instances in the training set corresponding to that particular path in the tree (e.g. those leaf nodes that have (0:0))?

    7. (20 Points) Now, explore the effect of the
    _confidenceFactor_ option. You can find this by clicking on the Classifer name (to the right of the
    _Choose_ button on the Classify tab). On the
    _Classifier options_ window, click on the
    _More_ button to find out what the confidence factor controls. Try the values 0.1, 0.2, 0.3 and 0.5. What is the performance of the classifier at each case? Did you expect this given your observations in the previous questions? Why do you think this happens?

    8. (20 Points) Suppose that it is worse to classify a customer as good when they are bad, than it is to classify a customer as bad when they are good. Which value would you pick for the confidence factor? Which performance measure would you base your decision on?

    9. (Bonus: 20 Points)Finally we will create a
    _random decision forest_ and compare the performance of this classifier to that of the decision tree and the decision stump. The random decision forest is an ensemble classifier that consists of many decision trees and outputs the class that is the mode of the class's output by individual trees. Again set the test option
    _Percentage split_ to 90%. Select
    _classifiers > trees > RandomForest_ and hit
    _Start_. Again, observe the output. How high can you get the performance of the classifier by changing the number of trees (numTrees) parameter? How does the random decision forest compare performance wise to the decision tree and decision stump?

    Deliverable:

    · Your report including the screenshots of your implementation for each section and the results.

    **credit_Dataset.arff.txt**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/credit-dataset-arff-txt)

    **credit_Dataset.arff.txt**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/credit-dataset-arff-txt)

    **## COdata3.docx**

    **DECISION TREES for Risk Assessment**

    One of the great advantages of decision trees is their
    _interpretability_. The rules learnt for classification are easy for a person to follow, unlike the opaque "black box" of many other methods, such as neural networks. We demonstrate the utility of this using a
    [German credit](http://archive.ics.uci.edu/ml/datasets/Statlog+%28German+Credit+Data%29) data set. You can read
    [a description](http://archive.ics.uci.edu/ml/datasets/Statlog+%28German+Credit+Data%29) of this dataset at the UCI site. The task is to predict whether a loan approval is good or bad credit risk based on 20 attributes. We've simplified the data set somewhat, particularly making attribute names and values more meaningful.

    1. Download the credit_Dataset.arff dataset and load it to Weka.

    2. (5 Points) When presented with a dataset, it is usually a good idea to visualise it first. Go to the
    _Visualise_ tab. Click on any of the scatter plots to open a new window which shows the scatter plot for two selected attributes. Try visualising a scatter plot of
    _age_ and
    _duration_. Do you notice anything unusual? You can click on any data point to display all it's values.

    3. (5 Points) In the previous point you should have found a data point, which seems to be corrupted, as some of its values are nonsensical. Even a single point like this can significantly affect the performance of a classifier. How do you think it would affect Decision trees? A good way to check this is to test the performance of each classifier before and after removing this datapoint.

    4. (10 Points) To remove this instance from the dataset we will use a filter. We want to remove all instances, where the age of an applicant is lower than 0 years, as this suggests that the instance is corrupted. In the
    _Preprocess_ tab click on
    _Choose_ in the Filter pane. Select
    _filters > unsupervised > instance > RemoveWithValues_. Click on the text of this filter to change the parameters. Set the attribute index to 13 (Age) and set the split point at 0. Click
    _Ok_ to set the parameters and
    _Apply_ to apply the filter to the data. Visualise the data again to verify that the invalid data point was removed.

    5. (20 Points) On the
    _Classify_ tab, select the
    _Percentage split_ test option and change its value to 90%. This way, we will train the classifiers using 90% of the training data and evaluate their performance on the remaining 10%. First, train a decision tree classifier with default options. Select
    _classifiers > trees > J48_ and click
    _Start_.
    _J48_ is the Weka implementation of the
    _C4.5_ algorithm, which uses the normalized information gain criterion to build a decision tree for classification.

    6. (20 Points) After training the classifier, the full decision tree is output for your perusal; you may need to scroll up for this. The tree may also be viewed in graphical form by right-clicking in the
    _Result list_ and selecting
    _Visualize tree_; unfortunately this format is very cluttered for large trees. Such a tree accentuates one of the strengths of decision tree algorithms: they produce classifiers which are understandable to humans. This can be an important asset in real life applications (people are seldom prepared to do what a computer program tells them if there is no clear explanation). Observe the output of the classifier and try to answer the following questions:

    · How would you assess the performance of the classifier? Is the Percentage of
    _Correctly Classified Instances_ a sufficient measure in this case? Why?
    _Hint:_ check the number of good and bad cases in the test sample, using the confusion matrix. Each column of the matrix represents the instances in a predicted class, while each row represents the instances in an actual class. For example let us define an experiment from P positive instances and N negative instances. The four outcomes can be formulated in a 2 by 2 contingency table or confusion matrix. One benefit of a confusion matrix is that it is easy to see if the system is confusing two classes (i.e. commonly mislabeling one as another).

    · Looking at the decision tree itself, are the rules it applies sensible? Are there any branches which appear absurd? At what depth of the tree? What does this suggest?

    _Hint:_ Check the rules applied after following the paths: (a)
    _CheckingAccount = <0, Foreign = yes, Duration >11, Job = skilled, OtherDebtors = none, Duration <= 30_ and (b)
    _CheckingAccount = <0, Foreign = yes, Duration >11, Job = unskilled._

    · How does the decision tree deal with classification in the case where there are zero instances in the training set corresponding to that particular path in the tree (e.g. those leaf nodes that have (0:0))?

    7. (20 Points) Now, explore the effect of the
    _confidenceFactor_ option. You can find this by clicking on the Classifer name (to the right of the
    _Choose_ button on the Classify tab). On the
    _Classifier options_ window, click on the
    _More_ button to find out what the confidence factor controls. Try the values 0.1, 0.2, 0.3 and 0.5. What is the performance of the classifier at each case? Did you expect this given your observations in the previous questions? Why do you think this happens?

    8. (20 Points) Suppose that it is worse to classify a customer as good when they are bad, than it is to classify a customer as bad when they are good. Which value would you pick for the confidence factor? Which performance measure would you base your decision on?

    9. (Bonus: 20 Points)Finally we will create a
    _random decision forest_ and compare the performance of this classifier to that of the decision tree and the decision stump. The random decision forest is an ensemble classifier that consists of many decision trees and outputs the class that is the mode of the class's output by individual trees. Again set the test option
    _Percentage split_ to 90%. Select
    _classifiers > trees > RandomForest_ and hit
    _Start_. Again, observe the output. How high can you get the performance of the classifier by changing the number of trees (numTrees) parameter? How does the random decision forest compare performance wise to the decision tree and decision stump?

    Deliverable:

    · Your report including the screenshots of your implementation for each section and the results.

    **credit_Dataset.arff.txt**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/credit-dataset-arff-txt)

    **## COdata3.docx**

    **DECISION TREES for Risk Assessment**

    One of the great advantages of decision trees is their
    _interpretability_. The rules learnt for classification are easy for a person to follow, unlike the opaque "black box" of many other methods, such as neural networks. We demonstrate the utility of this using a
    [German credit](http://archive.ics.uci.edu/ml/datasets/Statlog+%28German+Credit+Data%29) data set. You can read
    [a description](http://archive.ics.uci.edu/ml/datasets/Statlog+%28German+Credit+Data%29) of this dataset at the UCI site. The task is to predict whether a loan approval is good or bad credit risk based on 20 attributes. We've simplified the data set somewhat, particularly making attribute names and values more meaningful.

    1. Download the credit_Dataset.arff dataset and load it to Weka.

    2. (5 Points) When presented with a dataset, it is usually a good idea to visualise it first. Go to the
    _Visualise_ tab. Click on any of the scatter plots to open a new window which shows the scatter plot for two selected attributes. Try visualising a scatter plot of
    _age_ and
    _duration_. Do you notice anything unusual? You can click on any data point to display all it's values.

    3. (5 Points) In the previous point you should have found a data point, which seems to be corrupted, as some of its values are nonsensical. Even a single point like this can significantly affect the performance of a classifier. How do you think it would affect Decision trees? A good way to check this is to test the performance of each classifier before and after removing this datapoint.

    4. (10 Points) To remove this instance from the dataset we will use a filter. We want to remove all instances, where the age of an applicant is lower than 0 years, as this suggests that the instance is corrupted. In the
    _Preprocess_ tab click on
    _Choose_ in the Filter pane. Select
    _filters > unsupervised > instance > RemoveWithValues_. Click on the text of this filter to change the parameters. Set the attribute index to 13 (Age) and set the split point at 0. Click
    _Ok_ to set the parameters and
    _Apply_ to apply the filter to the data. Visualise the data again to verify that the invalid data point was removed.

    5. (20 Points) On the
    _Classify_ tab, select the
    _Percentage split_ test option and change its value to 90%. This way, we will train the classifiers using 90% of the training data and evaluate their performance on the remaining 10%. First, train a decision tree classifier with default options. Select
    _classifiers > trees > J48_ and click
    _Start_.
    _J48_ is the Weka implementation of the
    _C4.5_ algorithm, which uses the normalized information gain criterion to build a decision tree for classification.

    6. (20 Points) After training the classifier, the full decision tree is output for your perusal; you may need to scroll up for this. The tree may also be viewed in graphical form by right-clicking in the
    _Result list_ and selecting
    _Visualize tree_; unfortunately this format is very cluttered for large trees. Such a tree accentuates one of the strengths of decision tree algorithms: they produce classifiers which are understandable to humans. This can be an important asset in real life applications (people are seldom prepared to do what a computer program tells them if there is no clear explanation). Observe the output of the classifier and try to answer the following questions:

    · How would you assess the performance of the classifier? Is the Percentage of
    _Correctly Classified Instances_ a sufficient measure in this case? Why?
    _Hint:_ check the number of good and bad cases in the test sample, using the confusion matrix. Each column of the matrix represents the instances in a predicted class, while each row represents the instances in an actual class. For example let us define an experiment from P positive instances and N negative instances. The four outcomes can be formulated in a 2 by 2 contingency table or confusion matrix. One benefit of a confusion matrix is that it is easy to see if the system is confusing two classes (i.e. commonly mislabeling one as another).

    · Looking at the decision tree itself, are the rules it applies sensible? Are there any branches which appear absurd? At what depth of the tree? What does this suggest?

    _Hint:_ Check the rules applied after following the paths: (a)
    _CheckingAccount = <0, Foreign = yes, Duration >11, Job = skilled, OtherDebtors = none, Duration <= 30_ and (b)
    _CheckingAccount = <0, Foreign = yes, Duration >11, Job = unskilled._

    · How does the decision tree deal with classification in the case where there are zero instances in the training set corresponding to that particular path in the tree (e.g. those leaf nodes that have (0:0))?

    7. (20 Points) Now, explore the effect of the
    _confidenceFactor_ option. You can find this by clicking on the Classifer name (to the right of the
    _Choose_ button on the Classify tab). On the
    _Classifier options_ window, click on the
    _More_ button to find out what the confidence factor controls. Try the values 0.1, 0.2, 0.3 and 0.5. What is the performance of the classifier at each case? Did you expect this given your observations in the previous questions? Why do you think this happens?

    8. (20 Points) Suppose that it is worse to classify a customer as good when they are bad, than it is to classify a customer as bad when they are good. Which value would you pick for the confidence factor? Which performance measure would you base your decision on?

    9. (Bonus: 20 Points)Finally we will create a
    _random decision forest_ and compare the performance of this classifier to that of the decision tree and the decision stump. The random decision forest is an ensemble classifier that consists of many decision trees and outputs the class that is the mode of the class's output by individual trees. Again set the test option
    _Percentage split_ to 90%. Select
    _classifiers > trees > RandomForest_ and hit
    _Start_. Again, observe the output. How high can you get the performance of the classifier by changing the number of trees (numTrees) parameter? How does the random decision forest compare performance wise to the decision tree and decision stump?

    Deliverable:

    · Your report including the screenshots of your implementation for each section and the results.

    **credit_Dataset.arff.txt**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/credit-dataset-arff-txt)

    – 1
    – 2

  • [Solved] Computer Science Homework 1

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – ## MMIS671_Homework1-11.docx **## MMIS671_Homework1-11.docx** **MMIS 671** **Homework 1. Constrained Optimization Problems** A company produces 3 types of cables: A, B, and C. In-house production costs per foot of cables A, B, and C are $6, $8, and $10, respectively. The production process requi…

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    Assignment Prompt & Instructions

    – ## MMIS671_Homework1-11.docx

    **## MMIS671_Homework1-11.docx**

    **MMIS 671**

    **Homework 1. Constrained Optimization Problems**

    A company produces 3 types of cables: A, B, and C. In-house production costs per foot of cables A, B, and C are $6, $8, and $10, respectively. The production process requires 5 resources: Drawing, Annealing, Stranding, Extrusion, and Assembly. For each resource, the table below specifies the number of minutes of the resource needed to produce a foot of each type of cable. For example, to produce each foot of Cable C, we need 0.1 minutes of Drawing, 0.2 minutes of Annealing, 0.3 minutes of Stranding, 0.1 minutes of Extrusion, and 0.4 minutes of Assembly. The column “Available hours”, specifies the number of hours of each resource available during a production period.

    For the next production period the firm is contractually obligated to produce 60,000 feet of A, 40,000 feet of B, and 120,000 feet of C. Due to limited resource availability, these demands cannot be met by in-house production alone. The company must procure cables from an outsourcing partner, at higher costs, to meet the demand. The costs per foot for purchasing cables A, B, and C from the outsourcing partner are $8, $10, and $15, respectively.

    The production manager must decide how much of each type of cable to produce in-house and how much to purchase from the outsourcing partner to meet the demands at minimum cost.

    Relevant data is summarized in the table below:

    | | | | | |
    | — | — | — | — | — |
    | **Cable Type** | **A** | **B** | **C** | **Available hours** |
    | **Demand (ft)** | 60,000 | 40,000 | 120,000 | |
    | **Production Cost/ft** | $6 | $8 | $10 | |
    | **Purchase Cost/ft** | $8 | $10 | $15 | |
    | **Drawing (mins/ft)** | 0.1 | 0.2 | 0.1 | 400 |
    | **Annealing (mins/ft)** | 0.1 | 0.2 | 0.2 | 600 |
    | **Stranding (mins/ft)** | 0.1 | 0.3 | 0.3 | 800 |
    | **Extrusion (mins/ft)** | 0.1 | 0.3 | 0.1 | 500 |
    | **Assembly (mins/ft)** | 0.2 | 0.1 | 0.4 | 1000 |

    **Task 1. Formulate the problem as a Linear Program.** (2 Points)

    Define the decision variables and specify the objective function and constraints.

    Decision Variables:

    Objective Function:

    Constraints:

    **Task 2. Solve the LP and report your optimal solutions**. (4 Points)

    **Minimum cost** attainable = $ ___________________

    **Decision variable values** under optimal solutions:

    | | | | |
    | — | — | — | — |
    | **Cable Type** | **A** | **B** | **C** |
    | **Produce (feet)** | | | |
    | **Procure (feet)** | | | |

    **Resource use**: Under the columns “Used” and “Not Used”, specify the number of minutes of each resource used, and left unused, under the optimal solution.

    | | | | |
    | — | — | — | — |
    | **Resource** | **Available (minutes)** | **Used (minutes)** | **Not Used (minutes)** |
    | **Drawing** | 24,000 | | |
    | **Annealing** | 36,000 | | |
    | **Stranding** | 48,000 | | |
    | **Extrusion** | 30,000 | | |
    | **Assembly** | 60,000 | | |

    **Task 3. Sensitivity analysis**. (4 Points)

    (1) The column “Cost per hour” in the table below specifies the production costs per hour for available resources. For example, the first 400 hours of
    _Drawing_ costs $60 per hour. Under the column “Cost decrease per additional hour” specify the decrease in total cost if an additional hour of the resource is available; availability of all other resources remain unchanged. Under the column “Maximum amount for additional hour” specify the maximum amount that the company should be willing to pay for an additional hour of each resource (beyond its current availability). Briefly explain your reasoning. (2 Points)

    | | | | | |
    | — | — | — | — | — |
    | **Resource** | **Current availability (hours)** | **Cost per hour** | **Cost decrease per additional hour** | **Maximum amount for additional hour** |
    | **Drawing** | 400 | $60 | | |
    | **Annealing** | 600 | $240 | | |
    | **Stranding** | 800 | $180 | | |
    | **Extrusion** | 500 | $120 | | |
    | **Assembly** | 1000 | $300 | | |

    Explanation:

    (2) How would the minimum cost obtained in Task 2 be affected if the purchase cost per foot of Cable C was $20 (instead of $15). Briefly explain your reasoning. (1 Point)

    (3) The company has identified another potential supplier,
    _New-Partner_.
    _New-Partner_ can supply at most 1000 feet of Cable C, but the purchase price is subject to negotiations. What is the maximum price that the company should be willing to offer
    _New-Partner_ per foot of Cable C? Briefly explain your reasoning. (1 Point)

    **## MMIS671_Homework1-11.docx**

    **MMIS 671**

    **Homework 1. Constrained Optimization Problems**

    A company produces 3 types of cables: A, B, and C. In-house production costs per foot of cables A, B, and C are $6, $8, and $10, respectively. The production process requires 5 resources: Drawing, Annealing, Stranding, Extrusion, and Assembly. For each resource, the table below specifies the number of minutes of the resource needed to produce a foot of each type of cable. For example, to produce each foot of Cable C, we need 0.1 minutes of Drawing, 0.2 minutes of Annealing, 0.3 minutes of Stranding, 0.1 minutes of Extrusion, and 0.4 minutes of Assembly. The column “Available hours”, specifies the number of hours of each resource available during a production period.

    For the next production period the firm is contractually obligated to produce 60,000 feet of A, 40,000 feet of B, and 120,000 feet of C. Due to limited resource availability, these demands cannot be met by in-house production alone. The company must procure cables from an outsourcing partner, at higher costs, to meet the demand. The costs per foot for purchasing cables A, B, and C from the outsourcing partner are $8, $10, and $15, respectively.

    The production manager must decide how much of each type of cable to produce in-house and how much to purchase from the outsourcing partner to meet the demands at minimum cost.

    Relevant data is summarized in the table below:

    | | | | | |
    | — | — | — | — | — |
    | **Cable Type** | **A** | **B** | **C** | **Available hours** |
    | **Demand (ft)** | 60,000 | 40,000 | 120,000 | |
    | **Production Cost/ft** | $6 | $8 | $10 | |
    | **Purchase Cost/ft** | $8 | $10 | $15 | |
    | **Drawing (mins/ft)** | 0.1 | 0.2 | 0.1 | 400 |
    | **Annealing (mins/ft)** | 0.1 | 0.2 | 0.2 | 600 |
    | **Stranding (mins/ft)** | 0.1 | 0.3 | 0.3 | 800 |
    | **Extrusion (mins/ft)** | 0.1 | 0.3 | 0.1 | 500 |
    | **Assembly (mins/ft)** | 0.2 | 0.1 | 0.4 | 1000 |

    **Task 1. Formulate the problem as a Linear Program.** (2 Points)

    Define the decision variables and specify the objective function and constraints.

    Decision Variables:

    Objective Function:

    Constraints:

    **Task 2. Solve the LP and report your optimal solutions**. (4 Points)

    **Minimum cost** attainable = $ ___________________

    **Decision variable values** under optimal solutions:

    | | | | |
    | — | — | — | — |
    | **Cable Type** | **A** | **B** | **C** |
    | **Produce (feet)** | | | |
    | **Procure (feet)** | | | |

    **Resource use**: Under the columns “Used” and “Not Used”, specify the number of minutes of each resource used, and left unused, under the optimal solution.

    | | | | |
    | — | — | — | — |
    | **Resource** | **Available (minutes)** | **Used (minutes)** | **Not Used (minutes)** |
    | **Drawing** | 24,000 | | |
    | **Annealing** | 36,000 | | |
    | **Stranding** | 48,000 | | |
    | **Extrusion** | 30,000 | | |
    | **Assembly** | 60,000 | | |

    **Task 3. Sensitivity analysis**. (4 Points)

    (1) The column “Cost per hour” in the table below specifies the production costs per hour for available resources. For example, the first 400 hours of
    _Drawing_ costs $60 per hour. Under the column “Cost decrease per additional hour” specify the decrease in total cost if an additional hour of the resource is available; availability of all other resources remain unchanged. Under the column “Maximum amount for additional hour” specify the maximum amount that the company should be willing to pay for an additional hour of each resource (beyond its current availability). Briefly explain your reasoning. (2 Points)

    | | | | | |
    | — | — | — | — | — |
    | **Resource** | **Current availability (hours)** | **Cost per hour** | **Cost decrease per additional hour** | **Maximum amount for additional hour** |
    | **Drawing** | 400 | $60 | | |
    | **Annealing** | 600 | $240 | | |
    | **Stranding** | 800 | $180 | | |
    | **Extrusion** | 500 | $120 | | |
    | **Assembly** | 1000 | $300 | | |

    Explanation:

    (2) How would the minimum cost obtained in Task 2 be affected if the purchase cost per foot of Cable C was $20 (instead of $15). Briefly explain your reasoning. (1 Point)

    (3) The company has identified another potential supplier,
    _New-Partner_.
    _New-Partner_ can supply at most 1000 feet of Cable C, but the purchase price is subject to negotiations. What is the maximum price that the company should be willing to offer
    _New-Partner_ per foot of Cable C? Briefly explain your reasoning. (1 Point)

  • [Solved] discussions

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  • [Solved] discussions

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  • [Solved] CO Data 2

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    In this homework, we explore both linear and logistic regression models. Linear Regression 1) (20 points) Apply linear regression on both “diabetes” and “advertising” datasets and write a short paragraph about your findings. 2) (20 points) What is the linear regression model for each case? Logistic …

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    In this homework, we explore both linear and logistic regression models.
    Linear Regression
    1)  (20 points) Apply linear regression on both “diabetes” and “advertising” datasets and write a short paragraph about your findings.
    2) (20 points) What is the linear regression model for each case?
    Logistic Regression
    1) (30 points) Use “bank” dataset and apply the logistic regression technique using the WEKA tool in 3 different settings, including:
    a. 5 fold-cross validation.
    b. 10 fold-cross validation.
    c. 80% training.
    Write a short paragraph about your findings and compare the results.
    2) (30 points) Remove 3 features randomly from the dataset and repeat the same procedure (part 1) again.
    • Your report including the screenshots of your implementation and the result.
    \
    bank-2.arff.txt](https://www.sweetstudy.com/files/bank-2-arff-txt "bank-2.arff.txt")
    \
    advertising.arff.txt](https://www.sweetstudy.com/files/advertising-arff-txt "advertising.arff.txt")
    \
    diabetes.arff.txt](https://www.sweetstudy.com/files/diabetes-arff-txt "diabetes.arff.txt")

  • [Solved] MIMT

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    ### **Task 2.4 — Executing the Payload** – After decrypting and executing the transferred file, it generates a **unique hash tied to your GTID**. What’s the hash?

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    ### **Task 2.4 — Executing the Payload**
    – After decrypting and executing the transferred file, it generates a **unique hash tied to your GTID**. What’s the hash?

  • [Solved] MM556 db 2

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  • [Solved] 510 WORK

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  • [Solved] Computer Science assignment

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    Write a comprehensive 2-paragraph (200 to 400 words) progress report detailing your experiences and achievements in your current internship, externship, training, volunteer work, or job position. Your report should offer a concise yet descriptive overview, including self-reflection on areas of succe…

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    Write a comprehensive 2-paragraph (200 to 400 words) progress report detailing your experiences and achievements in your current internship, externship, training, volunteer work, or job position. Your report should offer a concise yet descriptive overview, including self-reflection on areas of success and potential improvement. Additionally, format your report following the guidelines of the American Psychological Association (APA) for a student paper, complete with a properly formatted cover page.