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Production & Operations Management

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  1. 1.7 hrs • 3/27/2016 • Unabridged

    This qualitative research focuses on risk management in the supply chain of industrial entomology companies that are mass rearing insects for human food or for feed for farmed animals. This research presents answers to such questions as what are the risks related especially to the entomology industry, what are the reasons behind the risks and finally how the risks can be mitigated. The industry has started to bloom only recently in the 2010’s, meaning that the industry is still lacking knowledge based on historical data and scientific coverage of the field. This research is one of the first in the world that identifies the supply chain risks associated especially with the large scale insect farming for human food and animal feed, and determines how the risk profile is formed. The novel nature of the industry reflects to many parts of the supply chain risk management. By the time of writing this research the established networks and operators, together with standards and regulations are still in the making. Even the biggest companies in the market are still only planning their large farming facilities. Risks like fluctuations of feed raw material prices are in common with traditional farming, but the main risks that insect farms are facing are related to the health of the animals. The knowledge of pathogens and parasites of insects is very limited. As the nature of the health risks is unknown, the mitigation must be based on precautions and preventive actions. What is alarming for the companies operating in the field is that even a well managed risk control cannot give high level of security simply because of the lack of knowledge. The industry will continue growing globally. When the industry gets an established foothold and the production and supply chain functions get standardized the risk management can reach an acceptable level.

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  2. 10.3 hrs • 12/31/2010 • Unabridged

    The rough patch we have had for the past several years is only going to continue. Michael Hammer’s brilliance was especially acute during tough times when people in business had to hunker down and just be plain better than the competition. His focus was on the nuts-and-bolts of how work actually gets done, showing people how to transform a business by improving the way it is run—whether it’s a factory or a software company. While he worked with CEOs, much of his life was spent two and three levels down, with people who run refineries, develop new pharmaceuticals, make the packaging for food products, market financial services, deliver health care, or develop software. Hammer’s mantra was, “My job isn’t to tell people what business they should be in; that’s up to them. I simply tell them how to do it best—whether it’s something as complex as software or as simple as widgets, and that means doing it differently.” The central problem Hammer saw is that despite good intentions, companies don’t perform at the levels they need to because the way they do things is screwed up. This audiobook is a toolkit for how to do things right, providing its listeners with the skills to make deep and fundamental changes in how companies do their work. Given the range of people and the types of companies Hammer worked with, Faster Cheaper Better will benefit a wide range of people. It includes those at the top as well as middle managers and business professionals. Its focus on operations and process make it the ideal book not only for those who run a factory, refinery, or the customer service operation of a bank, but also people and companies engaged in creative activities—such as book publishers, software companies, and pharmaceutical firms.

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    Faster, Cheaper, Better

    10.3 hrs • 12/31/10 • Unabridged
  3. 5.0 hrs • 12/21/2009 • Unabridged

    George Cloutier, a leading advocate for small business, offers tough love for entrepreneurs and a controversial message that’s perfect for these tough economic times: profits aren’t everything, they’re the only thing. When small- and medium-sized business owners first hear George Cloutier’s rules for doing business, they often think he’s a madman. His controversial rules—rules that aren’t taught at Harvard Business School—includethe best family business has one member;weekends are for working, not playing golf or coaching;never pay your vendors on time;wear your control freak badge with pride; andquit denial: if your business is failing during a recession, it’s your fault. As the founder and CEO of American Management Services, Cloutier has spent over thirty years guiding business owners through the tough choices that line the road to profitability. He and his company have worked with more than six thousand companies, averting certain ruin for some and generating seemingly impossible growth and profitability for others. Cloutier graduated from Harvard College and Harvard Business School, but the lessons in this book aren’t from there. Unlike his classmates, most of whom headed straight to Wall Street, Cloutier has been on the docks at two in the morning counting heads of lettuce for food distributors to make sure nothing would disappear without a waybill. He’s spent long overnight hours in truck stops, making sure sticky fingers stayed out of the tills. Cloutier and his colleagues at American Management Services become personal pit bulls to the CEOs who hire them, doing whatever it takes to bring their clients’ businesses back into long-term profitability. Profits Aren’t Everything, They’re the Only Thing is the long-overdue wake-up call for 23 million small and midsize business owners across America. This book serves up the hard-boiled, unadulterated truth to aspiring and established entrepreneurs, without apologies. Cloutier’s no-nonsense advice may be hard to hear at times, but it works.

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    Profits Aren’t Everything, They’re the Only Thing

    By George Cloutier, with Samantha Marshall
    5.0 hrs • 12/21/09 • Unabridged
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