Methods of waste management South Ayrshire

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Materials that are no longer useful or wanted by their owners can end up in many ways, depending on the decision made by their holders. Some can be used as a fuel source for heating, others as fertilisers for agriculture, some can be offered as gifts to the poor, if they can still be used, others can be recycled and transformed into new products.

The process of collecting, transporting and managing useless or unwanted materials throughout the South Ayrshire territory is named waste management South Ayrshire and is practiced because of three main reasons: to keep the hygiene at a high level, thus the health of all those living and visiting South Ayrshire, to protect the environment, and to give an appealing aspect to the area.

Waste management South Ayrshire is undertaken to reduce the effects waste could have on humans, animals, and plants. This is not a fad, but a necessity. Some waste materials are radioactive, others can spread deadly diseases, some destroy the soil, others have a negative effect on the aesthetics of a town or city, so keeping them under control is imperative.

One of the first methods of using waste is to transform it into energy. Lots of waste are used for producing organic fuels that are used, in their turn, to power turbines, factories, or other industrial facilities. At a smaller scale, they can be used to power your stove or fireplace; instead of consuming wood, residential users could place their old clothes or furniture into the flames.

But organic fuel is just one of the many possible uses of a waste material. People can use waste as another type of organic product as well, this time as organic food for soil. Recoverable materials can be easily decomposed and then used as fertilisers for agriculture. The best example in this case is represented by food scraps; yes, what is good for humans, is good for the soil too.

However, not all the waste materials can be burned and transformed into energy, or left to decompose in order to form a proper food for soil. In fact, some owners may not even want to use their waste products this way. In this situation, they can offer their waste to some of the most unfortunate ones, who live on the streets. Of course, in this category, we can include only waste materials that can be reused, not total nullities.

The last common method of waste management in South Ayrshire is represented by recycling South Ayrshire, which is the process of transforming old materials into new ones. The new products can be included in the same category of products as the old ones, such as plastic bottles, paper, polystyrene, or in totally different categories; as an example, the lead taken from car batteries can be used for creating bullets.

These methods of waste management used in South Ayrshire, from energy production and compost formation to giveaways and recycling South Ayrshire are all meant to protect the environment, everybody and everything living on Earth, as well as reducing the rate of consuming natural resources. Get involved in protecting the planet, and manage your waste properly. Want to give Earth a hand and protect it against remaining without natural resources? Consider contacting a waste management South Ayrshire company that can provide you with numerous ways of recycling South Ayrshire, from wood and aggregate recycling to clothing and metal recovering.

time management in the Kitchen

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The key to better cooking at home is efficiency at your kitchen. Planning, preparation and organization are all part of any successful chef’s arsenal in creating the top-most meals whether at home or at a busy hotel restaurant.

Better, hotter and fresher dishes will be easier when you put an effort to manage your time at the kitchen. Preparing even the most extravagant dishes can be easy as long as you have made a plan from start to finish. Lower stress and more confidence is the results of a time managed kitchen.

Managing my Kitchen time?

Having a plan will make any master chef or cook at home wannabe more confident the dishes they prepare. Memorizing the meals in your head can be easy if you are just preparing one meal. But if you are simultaneously cooking two, three or more dishes using just your head might produce a kitchen disaster.

The plan starts out hours before the cooking time. If you can spend 5 minutes to skin and chop up onions that you will be using for the week, you can save tons of time when it’s actually time to cook them. You can prepare several items this way. Eggs, vegetables, garlic, onions, garnishing can all be sliced or cooked beforehand. In fact some hotels pre-cook their poached eggs the night before breakfast buffet. That is the only way they can keep up with hundreds of guests for breakfast.

Pre-cooking meat is an open secret in many a posh restaurant. You may think that your steak has been freshly grilled but in fact it was half cooked hours before your order. Fresh lobster? Think again, that crustacean was sitting on the pot long before you sat down on your reserved seat.

It is absolutely essential to save as much time as you can in doing the things that aren’t related to the act of cooking itself. You can measure your sugar, salt, pepper, paprika or any spice and put them in little plastic containers ready to be used instantly when they are needed. Gourmet dishes can be prepared at lightning speed with this method.

Doing the dishes can be done in fast-forward mode. It just takes four fills of your sink. The first one being the pre-rinse stage to get rid of all the leftovers. The second stage will have the dishes pass through a soapy water fill and wipe briskly with a sponge. And the last two to rinse. Try it and save tons of time.

Preparing for any situation if the real key to time management in the kitchen. If you know that you may run out of hot water for your chop suey and you have a few quarts ready to pout you will definitely save time. Writing down all the ingredients and steps with the meal your currently doing will boost your confidence and productivity.

All great cooks have several arsenals in their kitchen. And the kitchen timer is the prime weapon. Not one cook in the world can cook several dishes together without a trusty kitchen timer. In fact a cook can use as many as 5 at a time. One for eggs, one for that chicken soup. One for baking and one for timing that icing mix. Several more high end kitchen timers can time all of those in one digital timer device.

A kitchen timer will mean no second guessing if you beef is already tender enough or if your toast has been down the oven long enough (French toasts need an oven to be done well, another secret from a chef).
Make sure you have a kitchen timer right on a convenient place on your kitchen. Free from anything that would obstruct its view and would cause it to fall. Along planning, preparation and the other techniques mentioned in this article, time management in the kitchen can be easy for anyone learn.

Mobile Application Lifecycle Management Post Launch

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A lot of people believe in the myth that once a mobile application is developed and launched (either on the public stores or for an enterprise), the job is complete. This cannot be farther from the truth. In fact, the quantum of work required to manage the lifecycle of a mobile product after its launch is way higher than what went into creating it. It is like having a baby. The real work of parenting starts after the delivery of the child. You don’t see the new parents coming out of the labor room and thinking, -That’s it, our job is done, and the baby will grow up on its own-. Similarly, the application development team cannot orphan their creation once it is launched. The need to invest time and effort in keeping it relevant to ensure growth.

Unlike the traditional client-server or web applications that go live as full – featured products, mobile software has a more iterative development cycle, with incremental improvements following in short cycles. Therefore, managing mobility product lifecycles is very different from the traditional software. Since the functionality is incrementally added to the core code, the support requirements post launch are much more intense compared to traditional products. There are a number of tasks that need to be performed for the post launch lifecycle support.

1. Adding features and functionality – The software will need to be kept relevant. In today’s world of fast paced technology evolution, what’s exotic today will become commodity tomorrow. The very features that your customers downloaded your application for, and that were your differentiator, will very soon be imitated and even enhanced by your competition. In order to stay relevant and continue to be valuable to your existing and potential customers, you need to keep innovating.

This means constantly improving the existing features of your app, and adding new ones. This will require on – going development effort, along with a core strategy team to guide and govern the development group. You need to constantly evaluate your competition, and their strategy, to create a counter – strategy.

2. Supporting new devices – there is a flood of new devices in the market, courtesy the myriad of device vendors. There are new devices with different form factors and specs getting added to the mix every now and then. It is very challenging to create code that will work on all the possible device and OS combinations that are available in one go. Therefore, you need to keep adding to the certified device list even after the launch. To do this, you need to test, modify, re – code (if required) and certify your app to work on additional hardware.

This is not just important for marketing. It gives you and your software access to a larger community of potential customers, which means a new and ever expanding revenue stream.

3. Updates and bug – fixes – It is not just about adding capabilities. Despite the most rigorous testing routines, any code can have unresolved issues, known and unknown. As your users report issues and concerns, you need to remedy them, and release updates to distribute the new code to the existing users. If your app is a paid app, you also need to set up a mechanism for the users to contact you for support. Depending on the volumes, this might mean an investment in a full time helpdesk.

The author holds a content writer positions with one of the top mobile apps development companies. The mobile application companies in Noida with its team of mobile banking app developers has created mobile apps to meet customized demands of clients.

UK-Based Management Consulting opening doors to growth

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Management consulting synonyms enhanced efficiency and great results. It is now become a common practice for manufacturing units to hire specialized consulting services to improve overall productivity and delivering the most satisfying results to the ultimate clients. Evidently, the demand for UK-based management consulting has become the latest buzzword for growing companies. UK management consulting studies a company’s entire manufacturing processes and methodologies in order to provide the maximum satisfaction to end users.

Consultants: How they help an organization? With their specialized knowledge and in-depth knowledge of manufacturing practices, management consultants analyze present strategies of an organization. By doing so, these expert work hard on sorting out important issues including streamlining processes, checking duplication, restructuring of the on-going procedures, re-organization of the systems, opting latest technological and such others. They work towards providing futuristic cost-reduction programs that may fulfill the needs in longer-run. Besides these, management consultants do effective planning for making considerable financial saving that can be possible by giving enough opportunities to the under-utilized resources and paving the way for potential resources. Often, companies overlook this particular aspect of development and thus will not meet the development requirements in the best possible manner. Consultants work hard for achieving the targeted needs and ensure a manifold increase in the profitability and customer satisfaction.

By bringing changes in the internal as well as external strategies, management consultants tend to enhance operational efficiencies that are closely related with minimizing capital expenditure. Also, they provide their valued opinion for increasing the final outcome of the existing processes.

Where to look for? There are so many ways to look for result-oriented management consultancy. You can browse the internet to get relevant information about the serviceability of UK management consulting. Choose the most useful service in order to get improvised workflow to attain maximum satisfaction.

Need more information on UK management consulting and UK management consultants please visit http://www.newtonconsulting.co.uk/

Risk Management The Three Lines Of Defence

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The three lines of defence principle is a long and well established concept that has been deployed in a variety of industries and situations.
In the insurance industry the three lines have consisted of the following:
The business the day-day running of the operation and the front-office
Risk and compliance the continual monitoring of the business
Audit the periodic checking of risk and compliance.

In part this approach is the solid foundation upon which firms can protect themselves against a range of potential risks, both internal and external, and to a degree it is an approach that is forced upon them through regulators insistence on external audits as well as on an embedded risk management capability.

As reliable and well proven as the three lines of defence concept is throughout the insurance industry, it is in need of an update. In todays market there is a far greater number of risks and regulations and an ever-increasing level of complexity in business. Simply being sure that every major risk is in hand is a difficult task.

It is not so much the concept of the three lines of defence that needs to be overhauled but the way that these three lines communicate with each other and the relationship between them.

The complexity of todays market affects the risk and compliance function more than any other. In the majority of organisations management of the various different forms of risk operational risk, compliance risk, legal risk, IT risk are all carried out by different teams, creating a pattern of risk silos. This situation leads to a number of negative consequences. The first of these concerns efficiency.

These risk silos each gather their information by asking the business to provide various information relating to their daily tasks and any potential risks associated with them. Because of the silo structure, the business will find itself being asked for this same information on a multiple of occasions. This not only leads to inefficiency due to the duplication of effort, it can also lead to frustration from front office staff and subsequent disinclination to engage with risk management.

Such is this level of frustration that, according to one insurer which recently appointed a new chief executive, when the new head asked his staff what single change would make their life easier he was told to do something about the endless questionnaires and check sheets that they have to fill out to satisfy risk managers and compliance officers.

While frustration among staff is never a positive development, any companys risk management programme depends on getting buy-in from the staff so anything that threatens the success of this programme has to be addressed.

Perhaps more importantly there is also an inconsistency due to the different ways this same information will be interpreted by different risk teams. This disparate relationship between risk teams can also lead to a lack of recognition over potential correlations between various risks. For example, the recent sub-prime crisis that has affected so many banks may have been avoided if there had been more co-ordination and communication between the credit department and those selling mortgages to people with bad credit.
Similarly the 6.4 billion loss at Socit Gnrale was the result of several risk oversights, combining a lack of controls on individual traders as well as a failure to implement various checks on the trading systems themselves. There was also a negligence of market risk factors with risk management not highlighting a number of transactions having no clear purpose or economic value.

Major risk events rarely result from one risk and most commonly involve a number of potential exposures all combining. Consequently insurers need to be more joined up in their risk management and more consistent in the way that risk is reported across the organisation.

For those individuals charged with the responsibility for enterprise-wide risk management, their task is made harder by the inconsistent formats that they receive their risk information. For example, interest rate risk may be reported as a single Value at Risk number, whereas regulatory compliance or operational risk may be expressed through a traffic light format. How is a chief risk officer, or indeed a CEO, expected to rank such disparately expressed exposures?

What organisations are now looking to do is to gather all of the various risk information in a consistent format for their chief risk officers to work from. So having a common framework for this process is crucial.
There are various initiatives in the insurance industry ICAS, Solvency II and, often, the Basel Accord all of which have contributed to the growth of risk and compliance teams. The chief requirement for all of these regulations is capital adequacy, meaning that insurers have to set aside a calculated reserve of capital to cover a number of potential risk scenarios.

However, regulators will say that they are not simply looking for firms to fulfil their most basic regulatory requirement and to set aside a defined sum of money to cover a list of risk scenarios. Instead they are looking for firms to concentrate on the methodology used to arrive at these numbers, and on ensuring that the risk management process is thoroughly embedded throughout the organisation and scenario analyses bring together risk information from all of the various risk silos.

Scenario analysis is one approach that firms are using to meet their regulatory requirements but effective scenario analysis is very much based on the ability to collate and correlate risk information from all over the organisation.

For the internal audit teams, their primary concern is to be more effective and to ensure that they are not simply repeating the work of the risk and compliance teams and are adding value by rigorously testing this work. Such a task requires access to this information and, ideally, to be using the same common framework as the risk and compliance teams so that information can be seen in the correct context.

We are seeing much greater independence and objectivity in the internal audit role, says Simon Rogerson, head of internal audit at Zurich Financial. In an increasing number of organisations the internal audit function is no longer confined to existing within a corner the finance department and has more direct communication with senior management.

The Role of Technology:
According to Rogerson, the use of technology to facilitate the evolution of the three lines of defence is a new development in the insurance industry. Because it has been hard to clarify the different lines of defence and their relationships, it has been difficult to build a business case for a new system and to build the necessary workflow around these different roles.
The situation is exacerbated by the presence of separate legacy systems in the business, risk and audit departments. Everyone is aware of the weaknesses in their own systems but this knowledge does not always translate across the three lines of defence. This leaves most insurers with two choices. The first is to go back to the start and design a new all-encompassing system from scratch. The second choice is a system that supports common processes and reporting while allowing each function to continue using specialist solutions that suit their own needs.

I think the successful firms will be those that recognise there are different functionalities in these different spaces but they are all able to communicate with each other in a common language and through common systems, says Rogerson. Observations can be shared and specific risk issues can then be discussed through an email exchange and summary reports can be automatically sent out to managers.

For internal auditors a lot of their work is manually-based, says Rogerson. But technology would enable us to do these things quicker and more accurately. The system would also enable us to make certain risk issues generic so that where a risk is identified in one office or department we can then alert all the relevant risk managers in other departments and offices to see if this risk has been recognised and if there are processes in place to manage this risk. By automating this identification of risk, it enables insurers to take a smarter, more efficient and more global approach to the internal audit function.

For risk managers it is about simplifying the process. They have a limited set of resources and want to make as much use of them as possible. In order to achieve this, it often means involving the business in carrying out much of the risk process controlled risk assessments through recording any losses or the breaches where these losses occur. By conscripting the services of their business colleagues, risk managers are able to concentrate on the value-added side of their work and their role.

There are also some wider benefits to the organisation from such a system and the principle behind it. The more that front-office staff is exposed to the mechanics of the risk management process, rather than being repeatedly petitioned for the same information from multiple parties, the more they are aware of its importance and their role in it.

Decades ago, total quality management was a fashionable concept in many organisations. The frailty of this concept was that in having a dedicated management team in this area, the rest of the business could assume that quality was no longer their problem but someone elses. This same misconception could be applied to risk and compliance, unless the business is kept well-informed of the risk management process and their own role within this process. Therefore it is important to make everyone realise that risk is their problem too.