Organic produce Value Chain Analysis (OF0344)

Growth in the Organic food market has been rapid in recent years. According to the soil association, retail sales of organic food are now worth £1.2 billion – an 11% increase on the previous year. Organic Supply Chains have developed to serve different routes to the consumer. Some chains are simple and involve direct supply to the consumer through, for example, box schemes and farmer’s markets. However in the main greater complexity is involved. Some 75% of organic food is sold through the multiple retailers. Generally speaking, this introduces more stages into the supply chain and as a result there is more complexity. All organic businesses have to be profitable and this requires them to operate efficiently. The Food Chain Centre has undertaken three projects dealing with organic producers supplying through multiple retailers. The projects applied the concept of ‘lean thinking’ and ‘value chain analysis’. The projects were led by the Food Process Innovation Unit, which is part of Cardiff University’s Lean Enterprise Research Centre. The Lean Enterprise Research Centre enjoys a global reputation in the application of lean thinking and their work demonstrates that businesses can use the concept to secure long term competitive advantage. Lean thinking provides a way to do more and more with less and less – less human effort, less equipment, less time, and less space – while coming closer and closer to providing consumers with exactly what they want. In other words, the project focused on removing waste from supply chains and focusing on customer value. This is an established approach based on practices first developed in the Japanese motor industry. Lean thinking has become widespread in UK manufacturing and according to a recent survey by McKinsey it is what sets apart the best performing manufacturers. Many companies that have embraced lean thinking have delivered dramatic improvements over a three year period including: • 90% reduction in defects • 90& reduction in response time to customer orders • 75% reduction in inventory • 50% reduction in space • 50% reduction in variable costs Organic production has some unique features that challenge the lean approach. These include: • The ethical underpinning for many businesses involved in organic production • The highly regulated nature of production that prohibits many practices prevalent in conventional food production • The small scale nature of a substantial part of organic production • The environmental factor – in that organic farming also makes a major contribution to higher levels of bio-diversity and lower levels of pollution The Cardiff team are not typical consultants, neither are they experts in organic production. They are expert facilitators, guiding teams drawn from businesses and helping them to see their supply chains in new light. Each project starts from a recognisable product that consumers purchase. The three projects deal with organic carrots, potatoes and lamb. In each case more than one business is involved in getting the product to market. The project constructed a team with members drawn from each business within the supply chain and support from Cardiff University facilitators to draw a ‘process map’ of the current state of affairs, making sure to capture what is actually happening (‘warts and all’) and not what is supposed to happen. The Cardiff team then helped each project team to investigate issues such as: • Do products flow through the chain as quickly as possible or are there unnecessary hold-ups? • Do some activities add more costs than value? In which case what can be done about it? In particular, are there activities that add absolutely no value to the consumer that can just be eliminated? • Have people learned to live with errors, treating them as inevitable or are they constantly striving to eliminate them? • Are the right quality tests in the right place in the chain and are they working effectively? • Are the right performance measures in place? • When problems are identified, are they traced to their source and dealt with? • Is the right information shared along the chain? • Are there effective ordering and stock holding policies that impose heavy costs on suppliers? The team then created a second map of how they would like the chain to operate in the future. Finally, they draw up an action plan of how to work in partnership to get there. The projects discovered that there were substantial opportunities to transform the profitability of business within the supply chain, whilst maintaining or improving customer value. These improvement opportunities include: • Re-designing the layout of factory and farm • Creating supply chain teams to focus on reducing faults at particular stages of the supply chain • Forums for customers and suppliers to work jointly on improvement projects • Agreeing to exchange information that is currently unavailable in a practical format • Collecting new performance measures and sharing these more widely • Making better use of Information Technology to share information • Working in partnership, to increase long term commitment to supply chain objective

Performance Improvements through Implementation of Lean Practices: A Study of the U.K. Red Meat Industry

'Lean' is an established industrial paradigm with proven track record in various sectors of the industry (Womack & Jones, 1996). World-class Companies such as Toyota (second biggest global car manufacturer), Porsche (most profitable global OEM), Boeing (largest global aerospace business) and Tesco (third largest global retailer) have adopted Lean at the corporate level. This paper reports on the introduction of 'Lean Thinking' to a new sector - the 'Red Meat Industry' (Food Chain Centre, 2004). This contribution highlights the benefits of lean production techniques in different stages of the red meat value chain and reports 2- 3% potential cost savings at each stage of the chain.Lean process, red meat industry, Takt-time, work standardization, Livestock Production/Industries,

Fixed parameter tractability of crossing minimization of almost-trees

We investigate exact crossing minimization for graphs that differ from trees by a small number of additional edges, for several variants of the crossing minimization problem. In particular, we provide fixed parameter tractable algorithms for the 1-page book crossing number, the 2-page book crossing number, and the minimum number of crossed edges in 1-page and 2-page book drawings.Comment: Graph Drawing 201

The Ultraviolet View of the Magellanic Clouds from GALEX: A First Look at the LMC Source Catalog

The Galaxy Evolution Exporer (GALEX) has performed unprecedented imaging surveys of the Magellanic Clouds (MC) and their surrounding areas including the Magellanic Bridge (MB) in near-UV (NUV, 1771-2831\AA) and far-UV (FUV, 1344-1786\AA) bands at 5" resolution. Substantially more area was covered in the NUV than FUV, particularly in the bright central regions, because of the GALEX FUV detector failure. The 5$\sigma$ depth of the NUV imaging varies between 20.8 and 22.7 (ABmag). Such imaging provides the first sensitive view of the entire content of hot stars in the Magellanic System, revealing the presence of young populations even in sites with extremely low star-formation rate surface density like the MB, owing to high sensitivity of the UV data to hot stars and the dark sky at these wavelengths. The density of UV sources is quite high in many areas of the LMC and SMC. Crowding limits the quality of source detection and photometry from the standard mission pipeline processing. We performed custom-photometry of the GALEX data in the MC survey region ($<15^{\circ}$ from the LMC, $<10^{\circ}$ from the SMC). After merging multiple detections of sources in overlapping images, the resulting catalog we have produced for the LMC contains nearly 6 million unique NUV point sources within 15$^{\circ}$ and is briefly presented herein. This paper provides a first look at the GALEX MC survey and highlights some of the science investigations that the entire catalog and imaging dataset will make possible.Comment: 16 pages, 8 figures; J. Adv. Space Res. (2013

News Media as a Channel of Environmental Information Disclosure: Evidence from an EGARCH Approach

This paper incorporates EGARCH modeling in a financial event study relating firm value to negative environmental news. News media provide informal information channels unlike formal government disclosure programs. This paper improves on previous studies by using a larger sample than most studies, treating heteroskedasticity in the disturbance term with a hybrid method that allows EGARCH, and comparing stock market reactions across industries and event types. Both standard and hybrid methods reveal reductions in firms’ stock market valuations by on average 1.2% in response to negative environmental events. Significant negative market reactions to environmental news arise for all industry groups and event types analyzed. Accidents and complaints yield 2.0% mean reductions in stock market value, versus later lawsuits and court decisions with 1.5% and 0.8% reductions respectively. Firms in traditional polluting industries are most affected. These stock market impacts suggest that informal environmental information channels may financially incentivize firms’ self-regulation.

Sensor data to measure Hawthorne effects in cookstove evaluation.

This data in brief article includes estimated time cooking based on temperature sensor data taken every 30 min from three stone fires and introduced fuel-efficient Envirofit stoves in approximately 168 households in rural Uganda. These households were part of an impact evaluation study spanning about six months to understand the effects of fuel-efficient cookstoves on fuel use and pollution. Daily particulate matter (pollution) and fuelwood use data are also included. This data in brief file only includes the weeks prior to, during, and after an in-person measurement team visited each home. The data is used to analyze whether households change cooking patterns when in-person measurement teams are present versus when only the temperature sensor is in the home