CHAPTER 2 Page 28 4. |City |Frequency |Relative |Or Relative Frequency | | | |Frequency |(%) | |Indianapolis |100 |0. 050 |5. 0 | |St. Louis |450 |0. 225 |22. 5 | |Chicago |1300 |0. 650 |65. 0 | |Milwaukee |150 |0. 075 |7. 5 | |Total |2000 |1. 000 |100. | 5. a. A frequency table. b. [pic] c. | |Frequencies |Relative Frequencies (%) | |White |130 |10. 0 | |Black |104 |8. 0 | |Lime |325 |25. 0 | |Orange |455 |35. 0 | |Red |296 |22. 0 | |Total |1300 | 100. | [pic] d. 350,000 orange; 250,000 lime; 220,000 red; 100,000 white, and 80,000 black, found by multiplying relative frequency by 1,000,000 production. Page 35 10. a. 25 = 32, 26 = 64 > 53 suggests 6 classes. b. [pic]Use interval of 15 and start first class at 40. 12. a. 24 = 16, 25 = 32 > n = 20, suggest 5 classes b. [pic]Use interval of 10. c. 50 d. fRelative frequency 50 up to 6040. 20 60 up to 7050. 25 70 up to 8060. 30 80 up to 9020. 10 90 up to 10030. 15 Total201. 00 e. The fewest number is about 50, the highest about 100.
The greatest concentration is in classes 60 up to 70 and 70 up to 80. Page 41 15. The following table is for 7th edition part (b) only |Class |Mid Points x |Frequency |cum. Freq |Relative |fx | | | | | |Frequencies | | |0 – 5 |2. 5 |5 |5 |0. 05 |12. 5 | |5-10 |7. 5 |13 |18 |0. 13 |97. | |10-15 |12. 5 |28 |46 |0. 28 |350. 0 | |15-20 |17. 5 |23 |69 |0. 23 |402. 5 | | 20-25 |22. 5 |18 |87 |0. 18 |405. 0 | |25-30 |27. 5 |10 |97 |0. 1 |275. 0 | |30-35 |32. 5 |3 |100 |0. 3 |97. 5 | | |Total |100 | |1. 00 |1640. 0 | a. Histogram b. 100 (8th edition) c. 5 d. 28 e. 0. 28 f. 12. 5 g. 13 16. a. 3 b. about 26 or 27 c. 2 d. frequency polygon 17. a. 50 b. 1. 5 thousands of miles c. d. X = 1. 5, Y = 5 e. [pic] f. For the 50 employees about half earn between 6 and 9 thousand frequent flier miles. Five earn less than 3 thousand frequent flier miles, and two earn more than 12 thousand frequent flier miles. Page 45 20. a. 200 b. b. about 50 or $50,000 . c. about $180,000 d. about $240,000 e. about = 110 – 50 or 60 homes f. about 130 homes 22. a. Les than 10 days = 6 + 7 = 13 Less than 15 days = 6 + 7 + 12 = 25 b. Lead TimefCF 0 up to 566 5 up to 10713 10 up to 151225 15 up to 20833 20 up to 25740 c. d. 14 CHAPTER EXERCISES Page 46 26. a. The scale is ordinal and the variable is qualitative. b. |Performance |Frequency | |Early |22 | |On-time |67 | |Late |9 | |Lost |2 | . |Performance |Relative Frequency | |Early |. 22 | |On-time |. 67 | |Late |. 09 | |Lost |. 02 | d. [pic] e. [pic] f. 89% of the packages are either early or on-time and 2% of the packages are lost. So they are missing both of their objectives. They must eliminate all lost packages and reduce the late percentage to below 1%. ----------------------- [pic]
