Friday, November 4, 2016

TECH SPECIAL Evaluation of 3D Printing and Its Potential Impact on Biotechnology and the Chemical Sciences PART 1

Evaluation of 3D Printing and Its Potential Impact on Biotechnology and the Chemical Sciences
PART 1

Nearing 30 years since its introduction, 3D printing technology is set to revolutionize research and teaching laboratories. This feature encompasses the history of 3D printing, reviews various printing methods, and presents current applications. The authors offer an appraisal of the future direction and impact this technology will have on laboratory settings as 3D printers become more accessible.


Historical Perspective

The conception of 3D printing, also referred to as additive manufacturing (AM), rapid prototyping (RP), or solid-freeform technology (SFF), was developed by Charles Hull. With a B.S. in engineering physics from the University of Colorado, Hull started work on fabricating plastic devices from photopolymers in the early 1980s at Ultra Violet Products in California. The lengthy fabrication process (1–2 months) coupled with the high probability of design imperfections, thereby, requiring several iterations to perfect, provided Hull with the motivation to improve current methods in prototype development. In 1986, Hull obtained the patent for stereolithography and would go on to acquire countless more patents on the technology, including, but not limited to, those cited in this article. In 1986, he established 3D Systems and developed the .STL file format, which would “complete the electronic ‘handshake’ from computer aided design (CAD) software and transmit files for the printing of 3D objects.” Hull and 3D Systems continued to develop the first 3D printer termed the “Stereolithography Apparatus” as well as the first commercial 3D printer available to the general public, the SLA-250. With Hull’s work, in addition to the development and subsequent patenting of fused deposition modeling (FDM) by Scott Crump at Stratasys in 1990, 3D printing was poised to revolutionize manufacturing and research.
MIT professors Michael Cima and Emanuel Sachs patented the first apparatus termed “3D printer” in 1993 to print plastic, metal, and ceramic parts. Many other companies have developed 3D printers for commercial applications, such as DTM Corporation and Z Corporation (which merged with 3D Systems), and Solidscape and Objet Geometries (which merged with Stratasys). Others include Helisys, Organovo, a company that prints objects from living human tissue, and Ultimaker. Open source options such as RepRap, a desktop 3D printer capable of replicating the majority of its own parts, have been available since 2008.
3D printing technology has found industrial applications in the automotive and aerospace industries for printing prototypes of car and airplane parts, in the architectural world for printing structural models, and in the consumer goods industry for prototype development for companies like Trek and Black and Decker. The applications of 3D printing in private and government defense have been rapidly recognized. For example, applications in gun prototyping and manufacturing processes for the military have already been established. Medical applications of 3D printing date back to the early 2000s, with the production of dental implants and prosthetics. Applications in the food industry, as well as in fashion, have also emerged.
With regard to research settings, 3D printing has been limited to biomedical applications and engineering, although it shows tremendous potential in the chemical sciences. This feature aims to present and compare the basic printing methods available and discuss some of the current work in chemistry as well as in other research and teaching efforts that utilize 3D printing technology.

3D Printing Methods

Overview and .STL Format
3D printing is utilized for the rapid prototyping of 3D models originally generated by a computer aided design (CAD) program, e.g., AutoDesk, AutoCAD, SolidWorks, or Creo Parametric. The original design is drafted in a CAD program, where it is then converted to an .STL (Standard Tessellation Language or STereoLithography) file. The .STL file format, developed by Hull at 3D systems, has been accepted as the gold standard for data transfer between the CAD software and a 3D printer. The .STL file stores the information for each surface of the 3D model in the form of triangulated sections, where the coordinates of the vertices are defined in a text file. By increasing the number of triangles that define a surface, more data points exist in the text file to spatially define the part surface. This increase in vertices results in an increased resolution of the printed device.
The 3D printer interprets the digitally supplied coordinates derived from the .STL file by converting the file into a G-file via slicer software present in the 3D printer. The G-file divides the 3D .STL file into a sequence of two-dimensional (2D) horizontal cross sections (25–100 μm, depending on the fabrication technique), which allows the 3D object to be printed, starting at the base, in consecutive layers of the desired material, essentially constructing the model from a series of 2D layers derived from the original CAD file. Development of better slicing algorithms to improve the finished product characteristics is an active area in engineering research.
In the medical field, several other methods are utilized to generate 3D object renderings, e.g., computerized tomography (CT), laser scanning, and magnetic resonance imaging (MRI), which generate data that can all be converted to the .STL format. When merging this digital scanning technology with 3D printing, physicians are able to model the digital images obtained through CTs or MRIs by utilizing CAD software to create an .STL file and subsequently an exact replica of the original scan is printed.
There is an assortment of 3D printing techniques ranging from well-established methods, which have been employed in industrial settings for years, to more recent techniques under development in research laboratories that are used for more specific applications. In the next section, we will expand on five of the more pertinent systems: stereolithography (3D systems), inkjet printing (Z Corporation), selective laser sintering (EOS GmbH), fused deposition modeling (Stratasys), and laminate object manufacturing (Cubic Technologies).

Stereolithography (SLA)
Developed by Chuck Hull at 3D Systems,( SLA was the first commercialized rapid prototyping method. There are several different approaches to SLA, including direct/laser writing  and mask-based writing  digital light projection). The various approaches can be broken up into a free surface or constrained surface technique  depending on the orientation of the laser source. The direct/laser writing technique contains the common components of a movable base, a tank of liquid resin, a UV light beam, and a computer interface. The mask-based writing also contains the movable platform, resin vat, computer, and UV beam as well as a “mask” in the form of a digital mirror device (DMD) that allows for the curing of a single layer at once.
In the bath configuration, the UV beam traces a 2D cross section onto a base submerged in a tank of liquid photoactive resin that polymerizes upon illumination. The thickness of the cured resin is dependent upon such factors as duration of exposure, scan speed, and intensity of the power source, all of which depend on the energy of the UV light. After completion of the 2D cross section, the base lowers further into the resin by a predefined distance, and the UV beam begins the addition of the next layer, which is polymerized on top of the previous layer. In between layers, a blade loaded with resin levels the surface of the resin to ensure a uniform layer of liquid prior to another round of UV light exposure. This process is repeated, slice by slice, until the 3D object is completed. The bath configuration is the oldest technique for SLA, and drawbacks include the size of the vat restricting the height of the desired object, resin waste, and extensive cleaning procedures, making the layer configuration an attractive alternative. The layer configuration requires the same components as the bath configuration. However, the movable platform is suspended above the resin reservoir, in contrast to the bath configuration where it is submerged. The light source is located beneath the vat, which has an optically clear bottom. The change in setup requires lower volumes of resin, and the height of the printed part is unrestricted. A thin layer of resin fills a reservoir where it comes in contact with the movable platform. After the initial layer cures, the platform raises, with uncured resin filling the gaps left from the cured layer. If the resin has a high viscosity, the filling step can become quite tedious. The previous steps are repeated until the device is completed (with minimal cleaning stages in comparison to those of the bath configuration).
In both configurations, a post fabrication step, using a UV light to guarantee all reactive groups of the resin are polymerized, is required to strengthen the bonding in the final 3D object. The direct laser writing method, while able to generate detailed 3D objects, is time-consuming. The mask-based approach uses the same fundamentals as the aforementioned direct/laser writing, but in a high throughput application where a DMD employs millions of mirrors that can be simultaneously controlled. The specific control of the mirrors allows an entire layer to be cured at once, greatly reducing layer production time. It is important to optimize the layer thickness to increase the curing efficiency, and this information can also be utilized to guide resin choice based on critical energies. The vertical resolution, which is dependent on the cured layer thickness, has been reported at submicrometer to single-digit micrometer resolution, and the lateral resolution depends directly upon the diameter of the UV beam (80–250 μm).
The choice of UV light source varies depending on the resin, but common sources include the HeCd laser (325 nm) and the xenon lamp. Two photon polymerization has also been used in SLA fabrication to reach higher resolutions of final printed objects. Resins are one of the main limitations of SLA, not only due to the cost associated with the resin but also due to the fact that only one resin can be used in the printing process at a time, thus limiting overall device design. Resins are limited to either epoxy or acrylic bases, and the majority of these materials are brittle and can shrink upon polymerization.  SLA 3D printers are traditionally expensive, but high resolution (25 μm layers) and efficient (1.5 cm/h building speed) desktop models are becoming more accessible to laboratories and even personal homes.)
Bethany C. Gross, Jayda L. Erkal, Sarah Y. Lockwood, Chengpeng Chen, and Dana M. Spence*
Department of Chemistry, Michigan State University, 578 South Shaw Lane, East Lansing, Michigan 48824, United States
Anal. Chem., 2014, 86 (7), pp 3240–3253

CONTINUES

Thursday, November 3, 2016

PERSONAL SPECIAL.... Four Steps to Feeling Better about Yourself

Four Steps to Feeling Better about Yourself

Self-criticism and low self-worth can hold us back. Here’s how to start banishing those negative beliefs.

What gives you a sense of self-worth?
Data from my well-being survey recently revealed that positive self-views (or feeling good about oneself, a general belief that we are good, worthwhile human beings) were the best predictor of happiness—even more so than 19 other emotional processes including gratitude and strong personal relationships. Positive self-views emerge from self-esteem, self-acceptance, and self-worth, among other things.

Why are positive self-views so essential to well-being? Because these views not only affect how we feel; they also affect our thoughts and behaviors. When we feel bad about ourselves, we unconsciously act in ways that end up confirming our beliefs. For example, if we feel like we are not good enough for a good relationship, a good job, or financial stability, we stop pursuing these goals with the intensity required to reach them, or we sabotage ourselves along the way.

So how do we break out of the negative cycle? Below I highlight four ways that you can start to promote positive self-views and begin to change the patterns of your life.
1. Figure out your needs
When we don’t feel good about ourselves, it’s easy to think that there’s something fundamentally wrong with us; it feels deeply rooted and unchangeable. In reality, though, we may have failed to clarify (and then pursue) exactly what would make us feel like a person that we could love.
People tend to feel badly about themselves when they feel powerless to get their needs met—so you can start this process by figuring out what your needs are. But be careful: It’s important that we don’t start demanding that the people in our lives fulfill our every want. Rather, clarify for yourself what you need. What people, places, or experiences are must-haves to live a fulfilling life? What aspects of your life—if removed—would leave you without a sense of purpose? Really think carefully about this and try not to consider others’ needs right now.
Now, every person has different needs. For example, many people feel that they need to have children; this is one of those things that they need to do in this life to feel whole. Other people need to travel. I personally need to love what I do for a living. Without this, my life would feel meaningless to me. But everyone is different.
If you’re having a hard time figuring out your needs, just reflect on times in your life when you weren’t thriving. What was missing?
2. Live authentically
You figured out your needs already, right? If your needs are being met, this step is easy. Just keep them in mind, and don’t stray too far from living a life that is authentically yours.
But what if your needs aren’t being met? You have to start thinking about how you will communicate your needs, how you will start creating a life that meets your needs, and what you will do if people in your life can’t meet those needs. 
This step was really hard for me. I discovered that some of my core needs were not being met. It was easier in many ways to just go with the flow than to be more direct about exactly what I needed and exactly what would happen in the future if those needs weren’t met. I drew some scary lines in the sand and clarified for myself exactly what my deal breakers were—deal breakers for my friendships, my marriage, and my work life. At the same time, I discovered that I had been pushing to get my wants met, even though they were not so important. I prioritized, focused, and communicated my needs with brutal honesty, and I let everything else go.
It’s funny how standing up for yourself and living a life that is authentically yours generates positive self-views. I now have more positive views of myself because I pushed for what matters to me. It was terrifying to put myself first, but it was worth it.
3. Forgive yourself
Now that you understand your needs and have a plan for getting them met, you are on your way to feeling that sense of self-assuredness that comes from having control over your own life. You’re moving in the right direction. But what about those past mistakes? You know, those things you’re not so proud of? Almost everyone has said something hurtful, forgotten an important event, or betrayed someone they love.
We have to remember that our mistakes do not define us. They do not make us good people or bad people. If we learn and grow from them, then they make us better people. To develop positive self-views, you must keep in mind that everyone makes mistakes. Forgive yourself, and give yourself credit for trying not to make the same mistakes again.
4. Celebrate your quirks
Each of us is one of a kind. When we cherish our eccentricities and celebrate our flaws, we begin to develop a deep love for ourselves just as we are. Instead of focusing on all the things wrong with us, self-celebration enables us to derive deep satisfaction from being uniquely us. Practice self-celebration by enjoying your awkward laugh or poking fun at your inability to remember people’s names. Or you can do as I do, and smile big for pictures to show off your buck tooth.
While celebrating your quirks, don’t forget to keep growing. Keep your eyes and ears open to the people you trust. Listen when they tell you that you have work to do on yourself. It doesn’t make you bad, just human. People you care about will be the ones that help you distinguish between flaws that need acceptance and flaws that need fixing. (Remember, you want others to get their needs met, too.) This part is crucial, and it keeps us from sliding out of self-love and into complacency.
In sum, feeling positively about ourselves takes effort. But by changing our views, we can change our lives.

By Tchiki Davis 

http://greatergood.berkeley.edu/article/item/four_steps_to_feeling_better_about_yourself?utm_source=GG+Newsletter+Oct+19%2C+2016&utm_campaign=GG+Newsletter+Oct+19+2016&utm_medium=email

BOOK SUMMARY 264 Transformation

BOOK SUMMARY 264
Transformation

·         Summary written by: Carol-Ann Hamilton
"You owe the world your gifts. You just have to find out how to use them."
- The Amazing Spiderman2, quoted in Transformation, page 3
Right from her opening encouragement (“Emerge into Your Greatness!”), we recognize the power and passion we’re in for with Transformation: Discover Your Own Flight Pattern. Shannon Tobin’s purpose is clear. Her vision is to inspire, motivate and move us realize our greatest strengths lie in who we already are. This volume is all about the freedom to be, to do, have, live, give and receive.

The Golden Egg
Clarity is Power
"Our lives are the sum total of the choices we’ve made. Embrace the challenges and struggles. They are a necessary ingredient for victory!"- Author Unknown, Transformation, page 4
No matter their age, did you know 68% of people believe they’ve already lived their best years? Far too often we drift along on auto-pilot, going through the motions and accepting what is. Contrary to these stale beliefs, the author vocally asserts it’s never too late to embrace an audacious vision for your life.
To step out of this conformity-driven mindset, though, the pain of remaining the same must become greater than the pain of change. Only then will the decisions plus choices we make also alter.

Gem #1
Success Is an Inside Job
"When you make up your mind that ‘the best’ is the only thing you will accept everything else that is less than the best will be eliminated."- Author Unknown, Transformation, page 43
Following your dream no matter what others say, is vitally important if we’re to move from settling or surviving to thriving. One way to do this is to run your own race and never compare yourself to others. When you do, you’re comparing your worst to their best.
Here are some other tips Tobin offers to step into your personal power:
·         Make a list of 30 reasons why you want what you want. Look at that list every day. Revisiting and visualizing it keeps you committed and moving forward.
·         Have a bounce-back mentality. If something doesn’t go according to plan, get back up again. You’re never down; you’re either up or getting back up.
·         When you come to a roadblock, take a detour. There is always one; you just have to find it.
·         Don’t let the actions and opinions of those who don’t matter hold you back or influence your decisions. Remember that we become like the five people we most surround ourselves with.

Gem #2
10 Things Winners Do Differently
"A person’s true character will always show up during times of question."- Transformation, page 83
From her list of success factors, the author then goes on to reinforce that the best is in store for you, so give yourself permission to be brilliant and excellent. On their road to championship, winners:
 Take 100% responsibility. Your life is your statement to the world.
 Focus on the controllable. What seems to be in your way is part of the way.
Eliminate the wrong things. There comes a point when you have to choose between turning the page and closing the book, so you can write a new one.
Shape their day. Either you run your day or your day will run you.
Keep good company. Some feed your spirit while others drain it. Give the gift of your absence to those who do not appreciate your presence.
Think constructively. Change your thoughts and you change your reality.
Conquer yourself. Knowing yourself is the foundation of wisdom (and it’s better than winning a hundred battles elsewhere in life.)
Practice self-love. Caring for you is not an act of self-indulgence; it’s an act of self-respect.
Work through the pain. Sometimes it takes the worst pain to bring about the best change.
Keep going. Don’t quit.
Borrowing on the latter point, Shannon adds that even when you think there’s no point to carry on (and even when people say you can’t do it), pick yourself back up. A few months from now you will be so much closer to your goal than you are now. Focus on the road ahead. Do something today for which your future self will thank you.
If I may say, I find it hard not to be ignited by the many thought-provoking insights Tobin offers from her own transformational experiences. As the back-cover testimonials state, she’s not just a savvy business woman with a track record that consistently places her in a number one position within her industry. With her commitment to life-long learning, she clearly possesses a mentor’s heart.
It is her fervent goal to develop and bring out others’ unique abilities so they can realize their dreams. As she extracts from Veronica A. Shoffstall’s poem: “Plant your own garden and decorate your own soul.  Instead of waiting for someone to bring you flowers… You really can endure. You are strong. And you really do have worth.”
Let’s now go out there and be bold with our actions! Have fun living out loud!


LOGISTICS SPECIAL .....How customer demands are reshaping last-mile delivery

How customer demands are reshaping last-mile delivery

The last mile is seeing disruption from new business models that address customer demand for ever-faster delivery, as well as new technologies such as drones and autonomous ground vehicles.
Last-mile delivery, especially of parcels, has recently received lots of attention in the media and from investors. The cost of global parcel delivery, excluding pickup, line-haul, and sorting, amounts to about €70 billion, with China, Germany, and the United States accounting for more than 40 percent of the market. And not only is the market large, but it’s also highly dynamic, with growth rates in 2015 of between 7 and 10 percent in mature markets (such as Germany and the United States) and more than 100 percent in developing markets. The biggest driver of this growth, not surprisingly, is e-commerce, which has shifted market share from the B2B to the B2C segment.
With the rise of e-commerce, consumer preferences have grown increasingly important in the formerly business-oriented parcel-delivery market. Large e-commerce players, as well as various start-ups, have identified last-mile services as a key differentiator. In fact, the variety of delivery options and the perceived quality of the delivery service are major decision-making criteria for online customers and hence directly affect e-commerce players’ success in the marketplace. With this in mind, vendors are working hard to offer the best customer experience possible, especially by improving delivery times. To gain a better understanding of what customers actually prefer, we conducted a survey of more than 4,700 respondents in China, Germany, and the United States. We used conjoint analysis to better understand consumers’ relative preferences for different delivery options, including their willingness to pay. Nearly 25 percent of consumers are willing to pay significant premiums for the privilege of same-day or instant delivery. This share is likely to increase, given that younger consumers are more inclined (just over 30 percent) to choose same-day and instant delivery over regular delivery.
But despite the large share of consumers willing to pay extra for same-day delivery, only 2 percent said they would pay sufficiently more to make instant delivery viable (assuming the consumer would have to bear the additional cost of this extremely fast service). In any event, same-day and instant delivery will likely reach a combined share of 20 to 25 percent of the market by 2025, and they are likely to grow significantly further, especially if the service is extended to cover rural areas to some extent.
Driven by consumer preferences and drop density (for example, longer distances in rural areas greatly increase last-mile costs), three consumer delivery models—also known as X2C, or some form of goods delivered to consumers—are likely to dominate the last mile in the future: autonomous ground vehicles with parcel lockers, drones, and bike couriers (Exhibit 2). Two of these will be characterized by a high degree of automation and asset intensity. Autonomous vehicles, including drones, will deliver close to 100 percent of X2C items and 80 percent of all items. Bike couriers will deliver only about 2 percent in the relatively small instant-delivery segment. Traditional delivery will account for the remaining items, approximately 20 percent. Big B2B customers with high drop factors— the number of parcels dropped per stop or recipient—and special delivery requirements, such as hanging goods, will favor mostly human delivery as we know it today. The same is true for e-grocery delivery, as people will still want crates to be carried up to their apartments and returns to be handled directly.
The speed at which the outlined last-mile-delivery scenarios can be reached will vary, depending on public sentiment, regulation, and labor costs. Early adoption of these new autonomous-delivery models will concentrate in developed countries, where labor costs are high enough to make the return on investment significant. In the developing world, however, labor costs will likely remain low enough to prevent any major technology change from affecting the last mile over the next five to ten years. Regulation will need to undergo substantial change (for example, regarding liability for damages caused by autonomous vehicles), but such challenges will be overcome in the next ten years, driven by the influence of the large automobile companies. At the same time, public opinion concerningautonomous vehicles, as well as drones, has already started to shift—with 60 percent of consumers indicating that they are in favor of, or at least indifferent to, drone delivery. Therefore, there is little to suggest that the transformation will not kick in over the next decade, at least in the developed world.
What does that mean for players in the market? If companies operate in a country with high labor costs, they must start thinking about the future of the last mile now, as they need to lay foundations in HR, IT, and the investment strategy. Those that fail to act soon will forfeit their chance to be among the contenders for the last mile in the long term.

By Martin Joerss, Florian Neuhaus, and Jürgen Schröder   

http://www.mckinsey.com/industries/travel-transport-and-logistics/our-insights/how-customer-demands-are-reshaping-last-mile-delivery?cid=other-eml-alt-mip-mck-oth-1610

GOOGLE SPECIAL.... A quick first impression of the phone that Google currently deems its greatest

A quick first impression of the phone that Google currently deems its greatest

Screen: 5.5-inches AMOLED, QHD (2560x1440) resolution (~534 ppi), Gorilla Glass 4 Key hardware: Quad-core 2.15/1.6GHz Qualcomm Snapdragon 821, Adreno 530 GPU, 4GB RAM, only 32/128GB internal storage Camera: 12.3MP rear with PDAF, laser AF, EIS, 1.55 um pixels, f/2.0, 8MP front f/2.4 OS: Android 7.1 Nougat Price: Rs57,000 (32GB) It's not often that Google outs their very own smartphone. And by very own, we're talking about one that bears their own stamp of approval, a device that they ascribe to embodying the current state of the art. Today, this phone is the Google Pixel. Unveiled to much fanfare during their October 4, ‘Made By Google' event, this phone marks a way point in Google's smartphones strategy. While they have in the past had their formidable Nexus line that came to be known as the company's interpretation of an ideal Android smartphone, the Pixel takes this up several notches. With this phone, the company has–for the first time–controlled the entire chain of events that go into the creation of a device. Google has brushed a line that has until now been stoically defined by their rival Apple–a line that links both the device hardware and the operating software; the two elements that embody a phone's experience.
Diving in The box itself is quite understated–a bookcase design comprising an outer shell from which an inside compartment slides out. Opening this reveals the phone, which at first glance is larger than your average 5.5-inch device owing to the noticeable space above and beneath the screen. It's comfortably narrow width does make it easy to hold though. The matt metal finish (specifically called ‘Very Silver,) the chamfers, and especially the glass that envelopes the camera module and fingerprint sensor at the back all exhibit pristine build quality.
Getting the phone up and running is quick–a few screens after first power on and you are prompted to connect the Pixel phone to your earlier device. That done, all data gets copied over seamlessly–it took me under two minutes to move about 2.2GB of local data from my existing device.
Once set up, I dived right into its key feature–to start, Google Assistant. Long-pressing the on-screen home button brings up Google's all-new AI assistant. Off the bat, I didn't perceive any big difference compared to the earlier Google Now but it did appear a lot quicker, with information and search results showing up on screen in neatly laid out tiles. Searching for ‘the nearest ice cream shop' and ‘upcoming flights to Goa' worked quite well.
I also fired off several shots on its all-new 12.3 MP main camera, and the results looked stellar. Besides shooting a couple of landscapes and still life shots, the ‘Lens blur' feature worked to especially great effect. Of course, I couldn't help but compare it with the shots I've been taking with the new iPhone 7 Plus. However with these cameras being as hugely capable as they are, I was hard pressed to pick a clear winner in such a short time. More will be revealed when I put it through a wider variety of lighting and photography situations.
Android Nougat, which powers this new phone, appeared lag-free even after firing up several apps and tossing in a few–albeit brief–bouts of gaming with the likes of Machinarium and Asphalt 8–clearly its fast Snapdragon 821 processor and 4GB of RAM held it in good stead here.
There's more to be revealed in this phone as we dig deeper and stack it up against its formidable Apple counterpart.

DNA 20OCT16

FOOD ECO SPECIAL......Business Solutions That Help Cut Food Waste

Business Solutions That Help Cut Food Waste

Up to 40 percent of food grown in the United States for human consumption is wasted. But solutions are starting to come together from retailers, farmers, academics, policy makers, and social service organizations, according to José Alvarez.

After decades of wasteful food practices, where perfectly good food is discarded even as poverty keeps many families hungry, solutions are starting to come together from food retailers, farmers, academics, policy makers, and social service organizations.
“We’re seeing a movement to rethink what we are doing as a food industry and as consumers,” says José Alvarez, a senior lecturer at Harvard Business School who was once CEO for Stop & Shop markets. “We’re trying to find ways to take the food that supermarkets and manufacturers and farmers can’t sell, recover it, and give it to people who could use a donation or reduced price meal. We are also trying to reverse decades of misguided thinking about what constitutes safe, consumable food.”
Alvarez was a facilitator during a conference in June at Harvard Law School on the topic Reduce and Recover: Save Food for People. The conference included seminal figures in the movement, such as Dana Gunders of the Natural Resources Defense Council, author of the white paper Wasted; Emily Broad Leib of the Harvard Food Law and Policy Clinic, co-author with Gunders of The Dating Game; and Tristram Stuart, author of the book Waste.
The issue is more than just an academic subject for Alvarez. An immigrant to the United States, his mother passionately reinforced at her dinner table the message of not wasting food. It was clear that other family members in their mother country weren’t enjoying food abundance.
So, combatting the wasting of food has become something of a crusade for Alvarez. At the conference, leaders from a range of fields discussed how to remedy the fact that up to 40 percent of the food grown in the United States for human consumption is wasted, even as about 15 percent of US households are considered “food insecure,” meaning they lack reliable access to affordable, nutritious food.
As a produce buyer early in his career, Alvarez would visit farms after they had been picked over for the best fruits and vegetables to be sold in stores and was astounded at the amount of edible food that was rejected.
“If you could get consumers to go to a farm to see what the fields look like after the perfect product gets picked, they would be sick to their stomachs at all of the perfectly good food left behind,” he says. “There are millions of pounds of delicious, nutritious food that is just plowed under every year.”
In recent years, that has started to change.
Conference attendees discussed organized efforts to collect and put to good use food that would otherwise be discarded. For example, voluntary gleaners are visiting farms to gather produce that had been rejected as too imperfect to sell in regular stores, so the food can be donated. And tech experts are creating computer applications that allow farmers, retailers, manufacturers, and food wholesalers to connect with organizations that accept and distribute food that would otherwise get tossed.
Food waste solutions
Alvarez has written several case studies, including a 2012 piece about the former president of Trader Joe’s and a fellow at Harvard University’s Advanced Leadership Initiative: Doug Rauch: Solving the American Food Paradox. The case was co-authored by Ryan Johnson, research associate with the Global Research Group.
Rauch came up with one solution: In June 2015, he opened Daily Table, a not-for-profit grocery store in Dorchester, Massachusetts that works with growers, supermarkets, manufacturers, and other suppliers who donate or offer special buying opportunities for their excess food. The store then sells the food at significantly reduced prices from what is charged by grocery and convenience stores—in many cases, half the price—allowing families to eat healthier even on a tight budget.
Open for a little more than a year, the store is thriving—and it may be the first of many like it to come, says Alvarez, who joined the board of the organization after writing the case.
A key decision for Rauch was to sell the food at low cost rather than simply hand it out for free at food shelters.
For many people accepting handouts is embarrassing, Rauch says. “They want to provide for their family in a dignified manner. Retail, because the customer holds the power of the purse, gives the power to the shopper and builds a more dignified exchange into the relationship.”
In addition to produce, bread, and other grocery items, Daily Table operates a large commercial kitchen with executive chef Ismail Samad, whose team prepares healthy “grab-and-go” meals, including chicken, fish, beef, and vegetarian entrees, as well as a variety of soups, chili, smoothies, and salads. (Entrees typically cost $1.99 to $3.99; a large basic salad is $1.49, and a large salad with a cooked protein is $2.99.) Ready-to-eat meals have proven popular because many people in the community use public transportation as they juggle multiple jobs and have little time to cook.
Recently, the organization did a study to understand whether a family on the Supplemental Nutrition Assistance Program—formerly known as the Food Stamp Program—could make it through the month eating at Daily Table. The results showed that Daily Table is likely the only place in the United States where it is possible to do so.
“One of the key things Doug understood after meeting with community groups was that just providing the ingredients wasn’t enough,” says Alvarez, noting that Dorchester has one of the highest obesity rates in Massachusetts. “It’s helping the community find an easy and affordable way to feed themselves, and it’s having a huge impact.”
Alvarez, who spent 20 years in the retail food industry, looked for his own solutions to the food waste problem as chief executive of Stop & Shop from 2006 to 2008, where he oversaw $16 billion in sales. One thing that irked him: Store food displays were too big, which meant a lot of food was wasted, particularly perishables including seafood, meat, and produce.
“It was all about pile it high, make it look beautiful, and watch it fly out the door.”
But a day later, he would observe, 10 pounds of food had been sold, but another 20 pounds remained, touched by numerous shoppers and left wilting under the lights. “I looked at it and said, there’s a lot of waste here. What can we do?”
Staging with smaller amounts of food was a start. Alvarez and his team took a numbers-based approach, putting out for display only the approximate amount of food the store was likely to sell that day. This allowed managers to order what was needed for the day with any oversupply stored safely in boxes and refrigerated to keep it fresher longer.
“If you’re going to sell half a box, only show half a box,” was the idea, he says. “Within 18 months of implementing this new process, we were saving $100 million a year in wasted food and the costs associated with handling and disposing of it.”
The perfect is the enemy of the good
Part of the food waste problem also lies in our quest for marketing perfection, Alvarez says.
“We’ve created a really high bar for what’s acceptable to be marketed and eaten by humans,” he says. “The apple that you see in the store has to be the perfect apple.”
He puts it this way: If you start with the premise that grocery store displays always have to be full and always have to look perfect, employees eliminate a product that doesn’t look right, throwing it into the compost heap. That drives similar behavior in warehouse and packing house workers. It goes all the way to the person who picks the fruit and passes over many slightly imperfect pieces, concerned that compensation won’t come from fruit that’s on the edge.
“You wind up with a system that drives waste all the way through,” Alvarez says. “So we’re trying to get the industry to think about: Can we have ugly produce—carrots with an extra leg—when we’re used to the perfect carrot? In nature, carrots come out in different ways. Nature isn’t perfect.”
Another issue that contributes to food waste are “consume by” date labels on products. Alvarez says they were created in the 1970s, to find an easy way for workers in stores to rotate products, stacking the newly arrived items in the back.
We tend to think that food is no longer safe to eat after the dates on these labels, but Alvarez notes that the products generally say “best if used by” and says it’s a misperception that the food goes bad a day after the date on the product. “The date labels have nothing to do with the safety and expiration of the food,” he says.
He is encouraged by congressional efforts to standardize food date labels and do away with what is now a patchwork of state laws.
“A lot of manufacturers and retailers are listening,” he says. “Everyone has a grandmother who says, ‘Don’t waste food.’ This has a lot of momentum, because it’s common sense.”
by Dina Gerdeman

http://hbswk.hbs.edu/item/business-solutions-that-help-cut-food-waste?cid=spmailing-13631911-WK%20Newsletter%2010-19-2016%20(1)-October%2019,%202016

MANAGEMENT SPECIAL ......Where, how much, and how: Answering the hardest questions of resource allocation

Where, how much, and how: Answering the hardest questions of resource allocation
The challenge of resource allocation is determining where the resources will bring the most value, how much money and talent to redistribute, and how to put those shifts effectively into action.
I recently listened to a CEO client lament his company’s low growth and the difficulty in shifting resources from a mature business to new fast-growing ones. The challenge he faced is all too common: unit presidents protective of legacy businesses, strenuously arguing that reducing resources would endanger the company’s biggest cash cows. Would the returns from investing in the new businesses justify this risk? And how much is really needed to get those businesses onto the growth fast track?
These are essential questions when trying to ensure that the organization’s money is working as hard as it possibly can. As I pointed out in my last post, the problem with resource allocation isn’t ignorance of its importance—83 percent of executives we polled named it as the most critical management lever for spurring growth. The challenge lies in determining where the resources will bring the most value, how much money and talent to redistribute, and how to put those shifts effectively into action.
Those overarching questions represent the three major phases of the reallocation process. Only by answering them with empirical rigor will you be able to get your team on board and embed the process into the organization.
1. Where to reallocate resources
The first step is to create an analytical foundation on which you can build a strong case for resource shifts. This is essential to overcome resistance from losing parties and counter individual biases rooted in self-interest or mistaken assumptions. To identify and prioritize areas where boosting investment would generate the greatest impact for the whole organization, start by assessing the profitability and resource projections for every meaningful business cell.
Managers tend to easily identify the opportunities with the biggest growth upside, but as I explained in an earlier LinkedIn post, growth doesn’t guarantee value creation. To have a comprehensive view, you need to understand projected economic profit (the difference between ROIC and the company’s weighted average cost of capital) for each business cell or, in some cases, build a full investment plan and calculate the net present value (NPV) of future cash flows. Then compare that to the resources needed to deliver the projected ROI.
This analysis will indicate that some cells with high projected ROI are obvious candidates for acceleration. Others may be actually destroying value, suggesting it’s time to reduce their resource share or even exit the business entirely. In between are businesses with positive but modest economic profit. A large organization may not need to closely analyze every one of these mid-range performers but it should at least look at ones that absorb a lot of resources. Are there better ways to optimize their return on investment?
Now managers will realize this process will influence their budgets, so they will be tempted to inflate their projections or forecast stabilization after a period of decline. Accordingly, any discussions of their proposed strategic plans should start with the question: Why do you believe this improvement will happen?
The best way we overcome the “hockey stick” pitfall is to create a baseline scenario based on objective data, looking at a business’s performance track record and carrying that forward for several years to develop a “momentum” case. Factoring in management assumptions (where valid) and additional market and competitive insights can further refine the scenario—which often ends up looking very different than the manager’s initial view.
2. How much resources to reallocate
Determining the right magnitude of action is often harder than identifying the targets for it. The relationship between investment and return is not linear, as capturing some opportunities requires a major investment (in new IT systems, for example, or establishing a direct sales force). Conversely, if you want to lower your capital investment, you may still be stuck with some “maintenance” costs.
Managers want to know the return on the marginal dollar but this non-linearity makes that impossible. In my experience, a pragmatic alternative is to approach resource shifts differently depending on whether they are candidates for increase or decrease.
For underresourced cells, ask yourself: Is there additional market upside we’re not capturing? It may be that ROI is high because you have a strong leadership position and to grow more you would have to increase the overall market demand—which may be possible in some areas but not in others. If there is upside, how much money and talent would you need to apply to tap it? Is the business case still attractive when you’ve factored in all the risks, such as a change in competitive dynamics or regulations? Would it be better to boost resources dramatically to drive a higher level of return or to be incremental? In some cases, gradual increases may suffice while other opportunities require big bets to gain meaningful market share.
For overresourced cells, start by analyzing what’s behind the low performance—is it an industry-wide issue or your company’s problem? If your business is performing a lot worse than its peers, you need to understand what is holding it back. In rare cases, you may discover that the issue can be addressed by injecting more resources, with potentially high rewards. More often, it’s a market problem or the company is facing a structural competitive disadvantage. If so, it’s time to ask whether lower investment levels would bring the unit to an acceptable ROI—and if not, consider divestiture.
3. How to execute resource reallocation
The fundamental goal of resource reallocation is to embed agility in the organization so it can move as opportunities shift. Many companies, however, face internal barriers, ranging from business leaders seeking to protect their turf to resources being embedded in ways that makes them hard to free up. For example, if you need to shift R&D investment, the existing people may not be the right fit or the facility may require an expensive relocation.
Here are some steps you can take to overcome internal resistance and fear of change.
·         Clearly communicate to your team that dynamic reallocation is a priority and that decisions are final unless there is a material external change.
·         Create a common language around resource reallocation that integrates it into the culture of “how we do things” and stresses its importance in realizing growth aspirations.
·         Establish clear accountability between corporate-center and business-unit levels, and determine which resource decisions need whose approval, what gets monitored and reported, and what escalation mechanism will be used in case of delays.
·         Regularly review the assumptions behind allocation decisions to make sure they still hold, both around new investment requests and previously allotted resources yet to be deployed. If managers are protesting decisions on resource allocation, is there a reason to update the assumptions?
·         Consider organizational changes to improve resource flexibility,such as creating shared resource pools or enabling talent to be more easily redeployed.
·         Embed dynamic resource reallocation into the planning process and management incentives. You want to make it necessary and beneficial for management to continuously seek ways to apply resources for the benefit of the overall company rather than their own fiefdoms. For example, ask every business cell to start next year’s budget with 10 percent less in operating expenses; the combined amount becomes a central investment pool for which the cells compete.

By Yuval Atsmon

http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/where-how-much-and-how-answering-the-hardest-questions-of-resource-allocation?cid=other-eml-alt-mip-mck-oth-1610