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managers a few months, if possible, to raise the cash. All for the purpose of minimizing transaction costs. How often should we rebalance There have been some good academic studies on rebalancing. Some suggest we might be ahead by adopting a quarterly discipline. Others seem to suggest that there is little difference between doing it once a quarter or once a year. Still others suggest not more than once a year. Yet others indicate that use of a target range is best. Differences in results of the studies depend on the particular time intervals of the studies. I favor doing it continuously with cash ow and then taking action once a year if we are still materially off our Policy Allocation. How about rebalancing managers within the same asset class If two managers are in two different subclasses, such as large-cap growth and large-cap value, I think rebalancing makes sense. If two managers are in the very same asset class, well, I haven t seen scholarly studies on that, and I think that s up to our qualitative judgment on a case-by-case basis, but rebalancing between them may make the best sense. The most important point is to have a rebalancing plan and stick to it, with exceptions rarely more frequent than once in 10 years.

6. Under Choose a Place, you can leave that setting unchanged to place all the pictures in a subfolder within your My Pictures folder.

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the number of the vehicles in the transfer system has a negligible influence on the performance. Maximum improvement can be achieved by increasing the number of milling machines, because that station is the bottleneck (p; = 0.84, see Table 13.21). Although we have used a very simple model to approximate the behavior of the production system, it does provide insight into the system behavior and enables us to identify bottlenecks. 13.1.5.2 A Closed Network Model Now we consider the example of a production system that can be modeled as a closed multiclass queueing network [SuHi84]. The production system consists of (see Fig. 13.27): a Two load/unload stations (LU).

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Max includes the following modeling types: Primitives: Basic parametric objects such as cubes, spheres, and pyramids. The primitives are divided into two groups consisting of Standard and Extended Primitives. The AEC Objects are also considered primitive objects. A complete list of primitives is covered in 6, Creating and Editing Primitive Objects. Shapes and splines: Simple vector shapes such as circles, stars, arcs, and text, and splines such as the Helix. These objects are fully renderable. The Create menu includes many parametric shapes and splines. These parametric objects can be converted to Editable Spline objects for more editing. These are covered in 14, Drawing and Editing 2D Splines and Shapes. Polys: Objects composed of polygon faces, similar to mesh objects, but with unique features. These objects are also available only as Editable Poly objects. Poly objects are covered together in 15, Using Editable Poly Objects. Meshes: Complex models created from many polygon faces that are smoothed together when the object is rendered. These objects are available only as Editable Mesh objects. Meshes are also covered in 15. Patches: Based on spline curves; patches can be modified using control points. The Create menu includes two parametric Patch objects, but most objects can also be converted to Editable Patch objects. 17, Surface Modeling with Patches and NURBS, covers patches in detail.

C Ef ciency 12 Fixed asset utilization Sales Fixed assets (net) Stock days Stock and work in progress 365 Purchases Measures the level of sales generated by each spent on xed assets, e.g. buildings, machinery and vehicles. Measures the number of days worth of purchases the company is holding as stock and work in progress. The more money is tied up in stock, the greater are short-term nancing needs. The average number of days taken by customers to pay their bills. A useful indicator of effective credit control. The average number of days the company takes to pay its trade suppliers. A balance has to be struck between slow payments and maintaining good relationships with suppliers. The amount of income generated on average by each member of the workforce. A useful measure of progress year to year and can be used as a measure of productivity in comparison with competitors. Measures the amount of net pro t generated on average per employee. Measures what each employee adds to cost of sales.

When typing your own document, don t worry about making, or leaving, space for margins. Don t even presume that the margins you see on the screen match how margins will look on the printed page. Most likely, they won t. To see how your document will look when you print it, choose File Print Preview from WordPad s menu bar. The margins outside the dotted lines surrounding your text are the margins that you ll see when you print the document. To return to your document for more editing, click the Close button at the top of the Print Preview window.

Time Reporting (input only) User Flow Relay (router or switch)

vax Ll p+(i-PI *d echo steady-stats Closeprobability of cells destined to echo node N3 going through nods Ni expr L1 bind k 3 * staxt the transient Loopt ,3, 90 V 3 analysis /

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