croaker is created in statement 2 and the variable of Kermit is changed to hoppy in statement 5. B) Kermit = Purple Statement 3 initially changes the colour of Kermit to blue but when the variable is renamed in statement 5 it changes the colour to purple. Croaker = Yellow Statement 4 sets the colour of the object to yellow. Hoppy = Purple Statement 6 sets the object colour to purple. C) Constructor = new frog Variable = Kermit Type = Frog Operator = equals sign ii) Statement
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contracted to purchase 202 aircraft brakes from B. F. Goodrich for the A7D‚ a new plane that Ling-Temco-Vought was constructing for the Air Force. B. F. Goodrich‚ a tire manufacturer‚ agreed to supply the brakes for less than $70‚000. According to Mr. Vandivier‚ a Goodrich employee who worked on this project‚ Goodrich had submitted this "absurdly low" bid to LTV because it badly wanted the contract.1 Even if Goodrich lost money on this initial contract‚ the Air Force afterwards would be committed to buying
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chaired by Proxmire in August 1969. | After six months of testing Lawson could not find any materials for brake-lining that would work adequately and became convinced that the design is insufficient. Lawson spoke with Warren about these problems. Kermit Vandivier (a technical writer) raised his concerns about the report‚
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well-aware that the breaks were hazardous. Kermit Vandivier was hired by Goodrich to issue a formal qualification report‚ which was an accumulation of data and test results to prove the break had met all military requirements. In the beginning‚ Vandivier became known of the faulty break and mentioned it to multiple superiors. When he found out that everyone was told to report the false data‚ he eventually decided to look the other way and cooperate. Eventually‚ Vandivier decided to blow the whistle on the
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The A7D Affair From a business perspective‚ working under government contracts can be a very good proposition. In general‚ a stream of orders keep coming in‚ revenue increases and a company can realize tremendous profits. The obvious downfalls when working in this manner are high quality expectations‚ as well as the extensive research and documentation required for government contracts. If a part fails to perform correctly‚ it can cause problems that can carry serious repercussions‚ such as in
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Lawson had brought data to Mr. Sink‚ clearly showing evidence of a design better than Warren’s‚ but was brushed off. Sink decided to side with Warren even though he knew that Lawson was correct. As Vandivier says‚ “to concede’ that Lawson’s calculations were correct would also mean conceding that Warren’s calculations were incorrect.” This means that Sink would be held responsible for trusting the judgment of someone unfit for the job. So‚ instead of
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Goodrich employee Kermit Vandivier was told to issue the report. However a significant error of the design threw him into an ethical dilemma: taking part in the A7D fraud to write a good report or walking away from the game which meant he would lose his job. Vandivier finally decided to write the report although his conscience was bothering him all the time. At the end‚ the brake failed without surprise. Vandivier told the whole story to the public as we read from the case. In the Vandivier case‚ Goodrich
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In my opinion‚ Mr. Vandivier would be morally responsible for any "accidents" that resulted when pilots tested the brake. I believe that because he knew of the serious problems that could result in this product being released to the Air Force. When Mr. Lawson approached Mr. Vandivier with the issue in the very beginning‚ it was Mr. Vandivier’s choice to tell the Goodrich members of the error that he had made in creating the brakes. It was also Goodrich’s responsibility to not take part in shutting
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The result cost him his job‚ plunged him into debt‚ and left emotional scars on his family. Kermit Vandivier lost his job after he blew the whistle on B. F. Goodrich Aircraft Brakes scandal. Since then‚ he began a new career as a journalist. James Pope claimed that the Federal Aviation Agency (FAA) found in 1975 an effective device known as the airborne
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it was compartmentalized with the team and individuals on the team. The individual aspect of the case study is a large part of the moral issues at hand. The fact that Richard Gloor‚ Mr. Vandivier’s supervisor‚ allowed the cover up‚ placed Mr. Vandivier in a moral dilemma. (3rd issue page 14) The decisions and directives that were handed down to the employees were contradictory to any moral standards we use today. The individuals involved had to remorse for those who would be hurt in the future
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