Small and medium enterprises

Small and medium enterprises Abstract: Chapter 1: Introduction: Small and medium enterprises have different definitions in different countries. In India, it is known as the Micro, Small and Medium Enterprises (MSMEs) which is defined in terms of investment required. The MSMEs include all the enterprises in which the total investment does not exceed more than Rs. 50 million. The European Commission defines SMEs on the basis of the work force employed, total turnover of the business and the balance sheet total. In the US, the criteria for recognition is based on the work force employed. Small and medium sized enterprises (SMEs) are one of the principal driving forces in economic development. This sector has been recognised as growth engine around the globe. A healthy and vibrant SME sector contributes in a high and sustainable economic growth. They encourage private ownership and entrepreneurial skills, they are flexible and can adapt quickly to changing market demand and supply situations. They provide employment opportunities to the masses, help diversify economic activity and make a significant contribution to exports thereby increasing foreign trade. Many economies have acknowledged the need for growth and development of SMEs for industrial restructuring and have formulated national SME policies, programmes and enterprise development policies. Enterprise helps boost productivity, increased competition and innovation, thereby creating employment and prosperity, and revitalizing the communities. SMEs contribution to the foreign trade has been ever increasing. During the last decade, there has been a considerable increase in the foreign trade arising from the products of these SMEs. The open trade policy has been a great success. The policy makers in developing countries like India, Sri Lanka, Pakistan, and many other South Asian countries have been continuously reviewing their policies to help the functioning of these SME units. Finance is a subject of major concern to the SMEs. The financial institutions like banks and other money lending firms have come forward with plans of funding these units at very competitive rates. Subsequently, there has been an increase in the lending by such financial institutions to the SMEs. This has increased the efficiency of the SMEs to a great extent. Chapter 2: SMEs: An Overview Contribution of SMEs: SMEs are the backbone or the key drivers of the industrial economy. They can also be described as the engines of growth of the industrial sector. Although they are individually small, collectively they play a multiplayer role in the development of an economy. They have a multiplayer impact in developed as well as developing economies. The main USP of SMEs is low cost production i.e. the ability to manufacture low volumes profitably, meet niche requirements, capitalize on local skills and resources, provide outsourcing opportunities and most importantly create jobs. The below mentioned table indicates the contribution of SMEs across diverse economies. (Table-1) Table 1: Contribution of SMEs across diverse economies The sector has been consolidating over the years. What is new is the articulation and recognition of this process and its pump priming role. Therefore national SME policies, programmes and enterprise development policies have been formulated to support smooth working of SMEs and to overcome major obstacles such as lack of legislation, promotion and infrastructure. This can be done in the form of promotion programmes, positive discrimination hand holding and advocacy. Policy initiatives seek to highlight basic SME skills in low cost production. SMEs have an impressive presence in service industry ranging from the simple and traditional organisations to the most modern and hi-tech ones. SMEs contribute not only in terms of quantitative factors such as output, employment, income, investment or exports but also in terms of qualitative factors viz the synergies they promote with large industry, their contribution towards balanced regional growth, their contribution in nurturing entrepreneurial spirit, innovation and in providing a nationwide pool of skilled and trained manpower. While the comparative advantage of SMEs are well acknowledged, SMEs also have their share of pros and cons which prevent them from realising their full potential. They have to face some problems such as lack of proper guidance in the initial stages, lack of funds in the times of crisis, lack of proper marketing strategies, stiff competition from big players, lack of access to latest technology, no proper infrastructure etc. Therefore, although new SMEs are emerging very rapidly worldwide, the number of SMEs closing down every year is also very high. Also because of the twin forces of globalization and free trade policy of WTO, there is a serious threat to the SMEs sector. It will have to reorient and reinvent itself to overcome these challenges. This can be done by restructuring the small scale organisations, and if nothing works, they have to be closed down. Closures are undesirable but sometimes they are advisable from the resource allocation point of view. Thus the high rate of entries and exits reflect the dynamic nature of this sector and also explains why it is seen as an industrial incubator. As mentioned earlier, SMEs play a very important role in the development of an economy, especially from the employment point of view. They are very effective for the generation of employment for both skilled as well as unskilled workers. Therefore labour extensive countries should opt for SMEs. Even the underdeveloped or developing countries which are capital intensive and labour extensive, SMEs can be a great help. There has been increasing growth of SMEs worldwide in the recent past. The government of the developed and developing economies have been formulating policies which promote smooth working of the SMEs. SMEs have contributed significantly in the developed as well as developing countries. In the European Economic Area (EEA) and Switzerland there are more than 16 million enterprises; of which less than 1% comprise large companies while the rest are SMEs. Two thirds of the job opportunities are provided by SMEs in this region and the remaining one third of the job opportunities are by large companies. SMEs are considered the backbone of Asia Pacific region as they account for 90% of enterprises. They provide around 32% 48% of employment and their contribution to Gross Domestic Product is around 60% 80% in individual Asia Pacific economies. Even in the United States, SMEs contribute greatly. It contributed at around 43% of the net employment opportunities from 1990 1994.SMEs are considered the engine of economic growth in both developed and developing countries not only because of low cost production but also because of low unit cost of persons employed as compared to large scale enterprises. Thus they provide a significant share of overall employment. Also SMEs assist in local and regional development by regional dispersion of economic activities, thus helps achieving fair and equitable distribution of wealth. SMEs not only contribute towards the GDP but also towards the export revenues. Although SMEs are at a disadvantage in terms of finance, technology, human resource development and networking; SMEs involved in foreign trade are very dynamic. This may be due to its low-cost labour intensive nature of its products; and since these units generally use indigenous raw-materials; they have a positive effect on the trade balance. For example, SMEs in OECD member states produce about 26% of OECD countries exports, and about 35% of Asian exports. Also SMEs increase flexibility in the provision of services and the manufacture of a variety of consumer goods and competitiveness of the market place and thereby curb monopoly of large enterprises. All this leads to fostering of self-help and entrepreneurial culture by bringing together skills and capital through various lending and skill enhancement schemes. Thus SMEs not only enables an economy to maintain a reasonable growth rate but also imparts resilience to withstand economic upheavals. Chapter 3: Indias SME scenario: The Indian Small and Medium enterprises sector formally known as the Small Scale Industries (SSI) has had a notable importance since the period of Mahatma Gandhi. SSIs were set up in the rural parts of India with a view to inculcate the habit of self reliance amongst the people. Later on, after independence, the SSI units were an important source of income to the people of India. Indian policy makers had noticed the importance of this self reliant industry and had always been striving hard for their progress. After achieving independence in 1947, India drafted and adopted the Industrial Policy of 1948 which meant that the government would act as both an entrepreneur and also as a governing body. With the beginning of the planning of a free India in 1951, the role of SMEs has been earmarked specially. In its industrial policy, the government started announcing special schemes for the growth of the SMEs in India. It was in 1956, during the Second Five Year Plan that the government announced the Second Industrial Policy, clearly stating the importance of the SME sector. This gave an impetus to the development of SMEs in a manner that made it possible for them to achieve the objectives of: Ø High contribution to domestic production. Ø Significant export earnings. Ø Low investment requirements. Ø Operational flexibility. Ø Low intensive imports. Ø Capacity to develop appropriate indigenous technology. Ø Import substitution. Ø Technology-oriented industries. Ø Competitiveness in domestic and export markets Today, small and medium enterprises (SMEs) are the ladder of progress for a nations economy, especially in case of developing countries. They contribute handsomely to the exports, the industrial base, the Gross Domestic Product (GDP) and the Gross National Product (GNP) of the nation. Small and medium enterprises help provide employment and various facilities to the society. In 2006, the Government of India passed an Act known as the Micro, Small and Medium Enterprises Act (MSMEDA), 2006 to define SME sector of India. This Act defines micro, small and medium enterprises in India on the basis type of sector namely manufacturing and the service sector. In case of manufacturing sector, the size of the enterprise is decided on the basis of investment in plant and machinery. In case of service sector enterprise, the size is decided on the basis of investment in equipment required to set up the industry. Table 2: Definition of SME in India. Strategic Importance of Indian SMEs: In Indian economy, the SMEs occupy a place of strategic importance due to its contribution to the overall output, exports and employment. The total number of SMEs has been increasing rapidly. The total number of registered enterprises has been around 3million and has been increasing at an even faster speed. They contribute about 50% of the total industrial output and constitute 42% of total exports. These units produce approximately 8000 units which range from very basic to highly sophisticated products. By providing employment opportunities to nearly 29.4 million people, this sector takes the credit for employment to the largest number of workforce. Chart 1: Growth rate of SSI sector vis-à  -vis Total Industrial Sector. Chart 2: Growth Rate of Employment in the SSI sector. Link: http://www.smebank.org/SME%20Sector.htm#2 Role of Indian SMEs: The role of SMEs in the overall economic growth of the country has been fundamental and has been achieving steady progress over the last couple of years. With a view from the industrial development of India and the overall economic growth, SMEs have to play a vital role since their labour intensiveness helps to generate employment opportunities. In a developing country like India, the SME sector is of utmost importance in order to eradicate poverty and hence to drive sustainable growth. In case of countries where the capital resources are scarce, and an abundant supply of labour, SMEs help in the efficient allocation of resources by implantation of labour intensive production process. Performance of Indian SMEs: In the late 1940s, there were around 80,000 units. Today, the total number of units has increased tremendously and the total number of units is approximately 13 million units in 2006-07. Of the total 13million units, around 55% are in the rural India and the rest in cities and urban regions. Table 3: Number of Small and Medium Enterprises. The contribution of the SSI sector to the GDP was approximately 13% in 2000-01; this has grown to a 15.5% in 2007-08. The performance of the SSI sector in terms of economic parameters such as number of units, production, employment and export during the last decade is indicated in the table below: Table 4: Performance of Small Sector in India The SME has not only been successful in increasing its contribution to the GDP, but it has also outperformed the organized sector to a great extent in terms of production and also in employment creation. Table 5: Share of SME output to Indias GDP Employment: The employment opportunities created by the SMEs is considerable. It is evident from the table below that for every 10 million rupees invested by the SMEs, more than 4 times of employment opportunities are created; more than any other sector in India. It is clearly seen that in the year 2006, for every 10 million rupees invested in SMEs, generated employment opportunities for around 151.4 persons, whereas, the same amount invested in the other sectors would create employment opportunities for around 37.4 persons only. Table 6: Investment to employment ratio Exports: The SME sector is a major contributor to the total exports of India. Of the total exports by India, approximately 50% exports are contributed by this sector. SMEs are responsible for 35% of the total direct exports and 15% are contributed by its allied activities. The indirect exports may be in the form of export orders of other large units or in the form of production of various parts and components for the making of the finished product. The major trading houses, merchant exporters and the export houses play a vital role in the export development. The non traditional products account for more than 95% of the exports. The exports from the SME sector have increased tremendously during the last decade. The growth of the garments, leather, gems and jewellery units in the recent past is the reason for the increase in the exports by the SME sector. The SME sector dominates the sports goods, readymade garments, woollen garments and knitwear, plastic products, processed food and leather products industry. The table below indicates these segments and the corresponding SME contribution. (Table 7) Table 7: % of SSI in total Export SME exports growing in tandem with total exports: SMEs constitute an important segment of Indias industrial production with a contribution to 33% of its exports. During FY03-06, Indias total merchandise exports in US dollar terms witnessed a CAGR growth of 25%, while in the same period SME exports grew at a CAGR of 24%. The remarkable contribution of SMEs in generating employment in the country has been instrumental in addressing issues pertaining to poverty and inequality of income. As per the Third All India Census on Small Scale Industries-2001-02, highly populated states such as Madhya Pradesh, Uttar Pradesh, West Bengal, Maharashtra, Karnataka and Jharkhand together contributed to around 55.4% of the total exporting units in India. In terms of distribution of value of exports from the SME sector, states like Punjab, Haryana, Uttar Pradesh, Tamil Nadu and Maharashtra together contributed 64.75% of total exports. Chart 3: Share of SME export to total exports The composition of export basket of SMEs in India, it has both traditional and non-tradition commodities in nature. There are few commodity groups which are exclusively exported by SMEs such as sports goods, cashew, Lac etc. In the commodity group of engineering goods, SMEs constitute around 40% of the total exports of this commodity group. Similarly, SMEs in basic chemicals pharmaceuticals finished leather and leather products and marine products account for around 44%, 69% and 50% of the export share in their respective commodity groups. In view of the Government of Indias ambitious target of average GDP growth rate of 9% during the 11th Five Year Plan, SMEs have to play a vital role in achieving this target. It is imperative for the government to address the major issues plaguing the sector and take further inclusive growth oriented policy initiatives to boost the sector. This includes measures addressing concerns of credit, fiscal support, cluster-based development, infrastructu re, technology, and marketing among others. As mentioned earlier, SMEs constitute 34% of Indias merchandise exports and in order to increase Indias export share to the global trade, SMEs are expected to enlarge their scope manifold. Problems Faced by Indian SMEs: The SMEs in India have been facing lot of issues that hinder the performance and the survival of this sector. The government has been striving hard to provide with policies that would help the smooth functioning of the SMEs. The main problems that have been faced by the SMEs are: Finance: Micro, Small and Medium Enterprises, especially the micro enterprises have been facing the problem of inadequate access to finance. This is mainly due to the lack of information on financing activities and also due to the traditional business style. In India, there is also a lack of private equity, venture capitalists and business angels entering the MSME sector which would provide easy financing options to businesses which have unique ideas. The availability of finance has been a major problem for the SME sector. The SMEs have not been able to have easy access to the loan offered by the various commercial banks and other financial institutions. This is despite the Reserve Bank of India (RBI) and the Ministry of Finance having laid down instructions to the banks and financial institutions to encourage easy financing options to the SMEs. According to Morris et al., 2001:11; â€Å"there are strong structural underpinnings to the inadequate flow: the organisational structures of banks, and processes within them, have taken them far from task orientation and have created a specific bias against small loan portfolios.† The government has been constantly seeking new ways to make access to loan funds an easy process for the SMEs. The small industries sector has been worst hit by the problem of financing. These units have not been able to understand their financial situation and also they havent been able to maintain transparency in their financials. The banks and financial institutions have been hesitant with regards to providing financing solutions by means of loans to these small units. This is because in the recent past, the loans that have been offered to some of these units have been transformed in to non-performing assets and hence, the banks have been trying to avoid this high level of risk. The banks and other financial institutions have been in fact extending more of their loans to the medium industries sectors in order to comply with the RBI regulation of financing for the ‘priority sector. Infrastructure: After finance, availing good infrastructural facilities has been a topic of concern for the MSME sector. The infrastructural facilities that are available in the rural parts of India differ substantially with those available in the cities and the urban parts of India. There has been growing concern towards the supply of power at affordable rates to these units. In the rural parts where the rates are comparatively lower than the urban parts, the adequate supply of electricity has been an issue. The lack of newer technological knowhow has been growing. There has been a huge difference in the technique used in the towns to those used in the villages. Those in the urban areas have now been able to make use of computers and other computer operated machines whereas in the villages, the traditional methods of production are still being used. The transport facilities have not been developed very well. In spite of so many highways being constructed, there has not been ease of transporting facilities for the SMEs at affordable rates. This hinders the rural and semi-urban markets to access new and larger markets in the other parts of India. Lack of skilled labourer: Lack of skilled labour hampers the productivity of the SME unit. The skilled labour can make better use of resourced and could also be able to handle computers. Skilled labourers can be of great help with means of management and marketing. Product Reservation: For the purpose of good productivity, there has been product reservation which means around 800 products are being reserved to be produced only by the SMEs. The list is being revised on a regular basis but under political influence. The main purpose of product reservation was to create local employment by means of using locally available resources. But due to increased political influence, the main purpose of the reservation has been lost. The SMEs are at times not informed that they produce the reserved product. Role of Government for SME development in India: The Government of India has recognised the role of MSMEs in the overall development of the countrys economic situation. The MSMEs are of utmost importance in terms of employment generation, share to the GDP, share to the industrial output, foreign exchange generation, etc. The Government of India has implemented various policies in conjunction with the state government, the RBI and various NGOs for the betterment of the MSMEs in India. As a stepping stone towards MSME development, the Ministry of Small Scale Industries (SSIs) was combined with the Ministry of Agro and Rural Industries to form the Ministry of Micro, Small and Medium Enterprises (MSMEs). This helped to formulate policies on a national basis bringing all the enterprises whether rural or urban under one cabinet. The main purpose of the Ministry of MSMEs was of drafting policies, programmes, development projects and schemes and also to keep a check on the implementation of these policies. The Government of Indias has launched a landmark initiative by the introduction of the MSEMD Act, on 2nd October, 2006. It is due to the enactment of this Act that there has been an increase in the SME competitive strength. The issues related to the growth of SMEs had been surfaced and thus, the SME had been able to accept challenges and reap the benefits of large scale economies. The co-ordination of policies at both the state and the national level has helped strengthen the role of SMEs not only at the lower but also at the higher level. A recent policy introduction by the Tamil Nadu government to encourage the agro-based industries by means of providing a wide range of incentives, support for infrastructure development, subsidies for investing in industrially backward areas, capital investment and technology development with an aim to sustain a growth rate of over 10% in the food and agro based sector. The Government of India has set up various institutions at both national and state level which are both a governing as well as a support body for the SMEs in India. The Ministry of Micro, Small and Medium Enterprises, Small Scale Industries Board, Small Industries Development Organisation (SIDO), National Small Industries Corporation (NSIC) Limited, The Khadi and Village Industries Commission (KVIC) and Coir Board work in co-ordination with the various institutes and assist the SMEs at both national and state level. Today, the working of the Ministry has lead to the existence of various SME governing bodies which help the smooth functioning of the SMEs. The Industrial Development Bank of India (IDBI), the Small Industries Development Bank of India (SIDBI), National Small Industries Corporation (NSIC), the SME Rating Agency of India (SMERA), etc. all play a convincing part in the development and smooth functioning of the SMEs in India. Policies implemented by the Government: The Government of India has been reviewing its policies for the SMEs. The various organisations set up in coordination with the Ministry of Micro, Small and Medium Enterprises look after the formulation and implementation of the various policies for the SMEs. Finance: The Government of India in co-ordination with the Reserve Bank of India (RBI), the countries apex bank has been striving hard in order to create policies for making available easy financing options to the SMEs. The RBI has been issuing directives for every bank and financial institution to maintain a quota of funds to be made available to the Micro, Small and Medium enterprises. The Government of India has set up special financing institutions that provide easy finance options to the SMEs at very nominal interest rates. The Government has taken many initiatives to make finance readily available to the SMEs: Industrial Development Bank of India: Industrial Development Bank of India (IDBI) was instituted in 1964 as a wholly owned subsidiary of the RBI as the top institution for providing finance to the SME sector. The Government of India in 1975 passed a law for de-linking IDBI from RBI and making it the principal financial institution for (i) co-ordination of the working of institutions engaged in financing, promoting or developing industry; (ii) assisting the development of such institutions; and (iii) Providing credit and other facilities for development of industry and for matters connected therewith. IDBI has brought about a revolution in industrial growth by means of providing finance for medium and long term projects in co-ordination with the national policies. The range of products offered by IDBI has been increasing in every field of industrial need be it manufacturing or services sector. IDBI has been empowered to provide financial assistance to all types of small enterprises. Small Industries Development Bank of India: The Government, in April 1990, established the Small Industries Development Bank of India (SIDBI) as a fully owned subsidiary of the Industrial Development Bank of India in order to promote financing activities for the Small and Medium Enterprises on a nationwide basis. In March 2000, the government amended the SIDBI Act and de-merged it from IDBI. The amendment led to the change in the capital structure, shareholding pattern, business and borrowing provisions. The SIBDI has two subsidiaries namely SIDBI Venture Capital Fund and SIDBI Trustee Company Limited. The Credit Guarantee Fund for the Small Industries and Technology Bureau for Small Enterprises are the two associate organizations that work in co-ordination with SIDBI. Since the foundation of SIDBI, it has been assisting the micro, small and medium sector (MSMEs) providing those with suitable schemes which are tailor made to suit the need of individual organizations. It assists in the setting up of new projects, expansion, diversification, modernization and rehabilitation of existing units. After the de-merger of SIDBI from IDBI, it has introduced several new schemes and products in order to meet the need of both new and existing SME units. It has been maintaining its policies and revising them from time to time keeping them in line with the policy plans of the Government and RBI. Competitiveness: The Government has been striving hard in order to provide a competitive edge to the units in the global environment. In order to increase the productivity of the MSME sector so as to overcome the competition that these units can face in the global markets and also to face the competition from the multi-national companies in the local Indian markets, the Government of India has introduced the National Manufacturing Competitiveness Programme (NMCP) in the year 2005-06. The NMCP programme was implemented to shift the focus of the SMEs from the production to the competitive side of business. There was a need for the SMEs to introduce some structural changes and therefore this programme was introduced. The programme was initiated to increase the competitiveness at the individual firm level and not at industry or sector level. The need of the hour was to address issues such as technology up gradation, cost reduction, in time delivery, total quality management (TQM) and to enhance the customer service. The NMCP worked in co-ordination with the SMEs and helped attain an environment for the accomplishment of these issues. National Commission for Enterprises in the Unorganised Sector: The National Commission for the Enterprise in the Unorganised Sector has been set up to improve the productivity of the unorganised sector. It acts as an advisory board and a supervisory body for the informal sector for generation of large scale employment opportunities on a sustainable basis, particularly in rural areas. Reservation: The policy of product reservation had been started in the year 1967 with the governments objective of attaining socio-economic development by reserving the manufacturing of products solely by the SME sector. The Government introduce this policy with a view to improve the productivity of the SMEs especially in the rural areas which would in turn help to increase employment opportunities and also initiate the people to take up self employing business opportunities. The Government of India had reserved some products to be manufactured only by the SSI sector. In 1984, the list contained as many as 843 products to be manufactured only by the SME sector. But in the recent years, due to the lack of technological up gradation and competitiveness on the part of SMEs, the has been reduced to as low as 21 products. The de- reserving of the products has been progressive for the re introduction of the SMEs in the main stream. Simple Process: The registration of the SMEs was earlier a very painful and lengthy process. This system has now been replaced with the much simpler Entrepreneurs Memorandum (EM). The introduction of the EM has been the most valuable achievements of the MSMED Act, 2006. The Need of Credit as a Lifeline of Business: Finance or credit is of crucial importance for any business to grow and survive. If adequate finance is not available, even the best plans need to be put to halt. In case of MSMEs, credit is needed at every stage be it start up, diversification, technological up gradation, survival and expansion. If finance is not readily available, there is every possibility that the best performing unit can fall sick thus leading to the closing down of the unit. Thus, the need for a focused credit policy for the MSMEs was recognised by the Government of India. Hence, a credit policy with the following terms was laid down: Priority Sector Lending: Providing of credit to the MSME sector has been made compulsory by the government under the Priority Sector Lending Scheme. The priority sector includes agriculture, small enterprises and businesses, retail trade, etc. Under this scheme,

Reducing Carbon Emissions Of The Construction Industry

Reducing Carbon Emissions Of The Construction Industry It is ideal to mention that almost all things emerging around us are constructed out of carbon. However carbons in forms of solid are less damaging; such forms are tree tail or a layer of coal in the ground [1]. CO2 is produced from diverse sources, one of which is energy, i.e, the production of energy takes place from burning fossil fuels such as oil, gas, coal, used in power plants, transportation and other construction industrial conveniences and almost everything we do in our live is involved energy. All of the carbon emitters ranging from energy generation to transportation are found for the benefit of humans. So its essential for us to seriously consider and work on reducing CO2 emission. Subsequently, the future will force us to reduce our emission as we will see clearly what negative affect our emitters have had on the environment In addition, every facet of the UKs economy from construction to transportation to agriculture is dependent on fossil fuel imitative energy in fact the emissions of carbon dioxide were over 150 million tonnes in 2004[2] that comes from burning fossil fuels. As we search and try to discover different means of energy sources, we are still facing the certainty that CO2 emission from UK economy is still rising and actions must be come into view to equalise and cut the emissions that we cannot yet eradicate. Figure (2) [3] The UK is currently likely to reduce emissions of CO2 by 15-18% of 1990 levels by 2010 [4]as shown in the figure (2) above; In order from the government to meet these figures, variety of methods are implemented to reduce the CO2 emission, trees are one way to offset carbon emission. Planting tree is a probable process to deal with climate change and it is one of the few methods that in fact eradicate active CO2 from the environment by using a process called (carbon sequestration). Trees are known of absorbing CO2 of the atmosphere and provide it with O2 instead. This operation is referred to as Carbon Sequestration, in addition to the mentioned above, plants do also give back some CO2 but it is of such a small amount, that the effect of tree to nature and the atmosphere is seen totally positive. Other methods that can be used in reducing carbon footprint are factors such as Solar power, Recycling, Water saving and Thermal insulation. Solar power can be used to convert the suns power into other energy sources typically heat, electricity or hot water. This mean of energy generation was adopted due to its extremely low carbon print and hence having no negative effect on the environment during the power generation process. Recycling is significant in the process of reducing the amount of waste dispatched to land fill in comparison to new means of cutting the excessive use of natural sources and materials. Saving water is necessary because there is an increase in population and therefore the rate of water usage is greater than ever, but the water suppliers have a limited contribute obtainable for drinking. Those water suppliers need to use energy to run their treatment plants and pumping water; therefore reducing the usage will save energy considerably. Thermal insulation is used mostly in buildings to prevent having unnecessary heat driven in the structure; this will result in low running cost and less spending on central heating systems as well as reducing the power consumption from electricity. _________________________________________________________________________ Part 2: CO2 emission in construction: One of the major causes of CO2 emission in the UK is caused by construction. This is due to the fact that the construction industry uses untreated materials which are considered as major elements in generating noise, dust and considerable amount of waste. Furthermore, the production and use of concrete has an enormous environmental effect this is because Cement is an energy consumer and CO2 fabricated material. Other factors and causes of CO2 emission are things such as products that use high temperature processes to produce elements such as cement, bricks; these are considered as a main user of energy and emitter of greenhouse gases. Other material productions that can lead to CO2 emission are lead, iron and other chemical creation such as ammonia and titanium dioxide that can definitely cause negative impact to the environment. Part2: Changes have been made to meet targets of reducing CO2 emission Currently United Kingdom is working for changes toward producing and distributing a Greener and environmentally friendly energy. Simple example of those changes is pay-as-you-electrical supply, helping homes produce their own clean energy and boosting electricity production from low carbon sources, which in turn aid in the reduction of CO2 emission. At the moment 21 % of reduction has already been achieved from different sectors. This is equivalent to cutting all emissions from a city four times the size of London.[5] by making these necessary changes. So The UK government has already set targets to meet its goal of making reduction in the CO2 emission and construction is one of the areas that need to be considered in order to meet these targets. One of the actions the government has done to meet the targets is to reduce waste resulted from construction. Therefore, it has introduced the Site Waste Management Plans (SWMP) which came into force to make construction companies manage their waste generated on site, (more details of this scheme can be found in the recycling section). Other organisations supported by the government that help contractors to manage and reduce waste are (Norfolk Waste Recycling Assistance Project) (NORWRAP) and The National House Building Council (NHBC), these organisation are part of the commitment and changes the government has done to help reduce CO2 emission by launching an outline plan for these changes including waste collection and recycling. Accordingly, this will reduce the landfill and the removal tax as well as reducing the labour costs of transporting these waste materials. Other Ways in which the UK will meet its targets in further reduction of CO2 emissions are set out in the following areas: Transport organism Homes and society Power system Managing lands, Farms more sustainably Figures of CO2 consumption in the UK from 1990 to 2007 resulted from different sectors are shown below: Figure (4) [6] Transport organism: Most of the energy consumed in this sector is caused from different fuel types; few of which are petroleum, diesel and gasoline. As most types of transport means use these fuels, thus the emission of CO2 caused from the transportation sector continued to increase since (1990). Transportation is deemed as one of the major sectors that can be mortified to meet CO2 reduction targets due to different reasons: People can be greener in the present and future by choosing the most sustainable and lowest carbon ways of meeting their transport needs. The government can support companies that generate low carbon vehicles to reduce greenhouse gas emission. Homes and society (Residential): The main goal in this sector is to make residential homes more efficient and support small scale renewable energy projects. This intern will be enhancing green infrastructure and reduce the production of CO2 as it can be seen in Figure (4). Which can then improve the flexibility of our places to impacts of climate change such as flooding and over-heating, therefore it is vital that we acquire a long-term view to develop the functioning of our existing places. Different type of energy sources are consumed by housing some of which are related to lights, water heating and cooking space. New targets according to Governments resource [7] include: Pay as you save pilots helping people make their house greener by using the savings made on bills to repay the upfront costs. Encouragement on the new clean energy cash-back scheme, which means people will be paid for generating electricity from low carbon sources. The power system (energy supply): The most effective way in which CO2 reductions can be achieved is by enhancing the way electricity is generated. Biomass is one of the means the government aim to use in producing electricity; biomass can be converted into gas or liquid fuels by using chemicals or heat to convert that energy into a usable energy source such as electricity. However, CO2 that is released during the production of energy (electricity) from biomass is balanced by that which is absorbed during the production of the fuel itself [8] which make this method considerably energy efficient. Managing land, Farms more sustainably: We have reached an era where we can use technical and methodological ideas such as recycling usable materials, converting the organic material into usable fuel and digging up landfills for extracting solid waste are all logical and feasible ideas whose time has come. Reduction of emissions from agriculture, land use and waste can be achieved by sustaining the resources available for growing food and by well managing water and soil quality. Also allowing undeveloped land for development that greenly meet human needs, as well as supporting the anaerobic digestion, a process that turns organic materials such as food waste, slurries and manures into renewable energy in form of biogas [9] this can be used as an electricity production source thats why it widely spread across Europe. Part 3: Recycling Recycling is considered as a method of making the best use of the waste materials as well as, reducing the excessive use of the currently available natural materials. Recycling also plays a role in reducing pollution caused by dumping waste materials in the ground. Such strategy is very useful in these times where natural sources are of limited existences and need for those resources are gradually increasing day after another. This isnt only for the sake of the current generation but the upcoming generation will live their entire lives in a world we left for them, hence, we must take maximum care. From a technical point of view, recycling is a process that takes less energy to perform and complete than starting the creation of that certain material from scratch. A clear example of that is the use of steel in construction, where melting it and reforming it is by far, an easier process than making the mixing and forming process from the beginning. In figures, researches reached the fact that Aluminium makes use of 5% less energy when made through recycling [10], in comparison to making from the original composites. In this project, the main recycling sector to be discussed is recycling in construction. Construction is considered in many researches as a result of its major impact on the total recycling in the country. The value of construction industry works out to be  £100bn a year and is responsible for 8% of the domestic product in the United Kingdom [11]. Given this field has this crucial influence, it will of course, have a positive impact on the recycling process in total. The recycle process in the construction industry is a process that is involved in the sub-fields of public buildings, houses, roads, public access points, marine structures and major factories. Despite of all the current policies to reduce the emissions and increase the efficiency of recycling, the UK still doesnt meet the drawn targets. This only means, new methods and strategies must be taken. In addition to the local preferences, government policies and legislations; the government was pushed by the EU in 2007 to come up with the Waste Strategy for England 2007. As mentioned earlier, if recycling doesnt take place, the alternative method to get rid of waste materials will be dumping them in the ground. The negatives of this process are a minimum if the dumped materials are bio-degradable, but in case they arent, recycling will play a major role in solving this problem, prevent causing damage to the environment and make a positive use of those non-bio-degradable materials. Following those government legislation, the construction field has followed the following strategies: Improve after-life of constructions to increase the efficiency and cause less need for waste removal. Appropriate disposal of hazardous waste to avoid causing damage to the environment and categorise the waste accordingly. Treat some of the materials those could be treated without the need for recycling to avoid unnecessary waste of energy. In relation with government strategies; the Site Waste Management Plans (SWMP) regulation was released in 2008; targeting major construction projects in England with a cost over  £300,000 [12]. This scheme works on the basis of registering what materials will be used, how they will be demolished, when and how they will be dumped or recycled. This scheme stands on the following aims: Reduce the amount of waste produced from construction, demolition or refurbishing. Increase waste recycling and improve efficiency of the recycling process and the materials generated by it. Ensure appropriate disposal of waste materials and diagnose when they are reach the stage to be dumped in the ground (after how many stages of curing), alternatively make better and second use of them to minimize any waste generated, this is presented in the simple flow chart below: Process of minimising construction waste materials [13]

Free Essays On Shakespeares Sonnet 153 :: Sonnet essays

Analysis of Sonnet 153 Cupid laid by his brand and fell asleep. A maid of Dian's this advantage found, And his love-kindling fire did quickly steep In a cold valley-fountain of that ground; Which borrow'd from this holy fire of Love A dateless lively heat, still to endure, And grew a seething bath which men yet prove Against strange maladies a sovereign cure. But at my mistress' eye Love's brand new fir'd, The boy for trial needs would touch my breast. I, sick withal, the help of bath desir'd, And thither hied, a sad distemper'd guest; But found no cure: the bath for my help lies Where Cupid got new fire-my mistress' eyes. This and the next sonnet both share the theme of love through Cupid. The conceit is not new, for it has been found in many poems. One example is from an epigram of Marianus Scholasticus from Henri Estienne's edition to which the theme is shared: "Under these plane trees Eros was resting, held in gentle sleep, having given his torch to the nymphs to take care of. 'What are we waiting for?' said the nymphs to one another. 'If only we could quench together with this same fire in human hearts!' But as the torch set the water also on fire, since then the love-nymphs pur hot water into the bath." Speculation remains as to whether Shakespeare is the author of these two sonnets, but it has never been proven successfully. The source for these sonnets, whoever the autheor, still remains unknown, but I suppose the scholars who diespel Shakespeare's authorship do so on the grounds of it being fairly simple in context, that is, there is not too much ambiguity. Due to the simplicity, I will do a brief paraphrase of the three quatrains and the couplet. 1st: 'Cupid falls asleep and one of Diane's maids (known for her chastity) tried to extinquish Cupid's fire in a pool of water'; 2nd: 'The maid borrowed an endless, lusty fire, which still goes on to this day, and provided [to her dismay] a bath of healing properties'; 3rd: '(Cupid) would curiously touch my heart (leading me to stray towards lust), unless I am in the sight of my lover, because of the "Love's brand" being newly fired [started].

The Teaching-Learning Experience Essay -- Health Care, Nursing

There are many factors in society that have both a direct and indirect influence on the competencies that our student nurses and colleagues need to attain to provide competent evidenced based care. Nursing has a social duty to ensure positive patient care outcomes and contribute to society through knowledge based care. The first step that this author think that we must do as nurse educators in order to have a role in this duty is assess the society for changes that are occurring that we must prepare our students to effectively deal with from a knowledge based standpoint with fellow humans as the main focus (McCurry, Revell & Roy 2010). We as nurse educators and nurses must question existing care practices, try out innovative measures and participate in research for the common good of our society and patients (McCurry et al. 2010) After analyzing society for changes that have occurred in the last five years the following are the two changes that this author thinks should affect o ur profession’s educational experiences of nursing students as well as practicing registered nurses including: obesity and smoking cessation. If anyone in society was to read a newspaper, article or watch the television then they would be likely to hear or see someone talking about the epidemic of obesity whether directly or indirectly. There is a lot of focus on reducing obesity or preventing obesity through keeping weight under control to avoid chronic preventable diseases (Poon & Tarrant). Obesity is a medical condition where there is excess accumulation of body fat that has the potential to cause adverse health effects and diseases including: diabetes, renal insufficiency, osteoarthritis, sleep apnea and certain cancers (Poon & Tarrant 2009... ...ludes: stress reduction, breathing techniques, and nicotine replacement therapy (NRT) if needed by the patient. Nurses have a sworn duty and obligation to promote the good of society in practice and we as nurse educators have that same responsibility. We must fulfill this responsibility by assess for societal changes that are occurring and which we need to include in our content matter when educating student nurses or fellow colleagues to ensure positive patient care outcomes. After assess the societal changes that have occurred in the last five years it is in this authors opinion there has been a focus and refocus on reducing obesity and smoking. It is great to see that the organization for this author’s practical experience has included these changes on their agenda for providers of health care which will promote the greater good of society as a whole.

Irish Restaurant Concept

Beverage Management Concept Name: Irish Restaurant Table of Contents: Introduction3 * Concept Development3 * Restaurant Concept3 * Vision, Mission, and Goal4 * Target market4 * Location and Demand Analysis5 * Degree of Competition6 The Restaurant8 * Food and Beverage Selections8 * Theme and Decorations9 * Point of Differentiation9 * SWOT Analysis10 Team Members12 Restaurant Menu13 HACCP-Based Standard Operating Procedures33 * Personal Hygiene33 * Receiving and Storing34 * Preparing and Cooking36 * Serving38 Exhibit39 References46 Introduction:The entire restaurant concept of this project has evolved from the idea of Traditional Irish Food. In general, Ireland is located in Western Europe and the capital city is Dublin. The country is surrounded by sea, making seafood relatively common in the Irish cooking. Well-known Irish food usually includes of Irish stew, bacons, and potatoes (Food & Drink in Ireland, 2009). Furthermore, the Shamrock symbol, Guinness beer and St. Patrick†™s Day are what people can recall when talking about Ireland. Concept Development: Restaurant Concept: Casual dining restaurantConcept Name: The Restaurant name is Clonalis, la maison d'Irlande or Clonalis, the Irish House. The Clonalis House (Exhibit 1) is actually a one of the Ireland’s tourist attractions because it is an ancestral estate, which encompasses a long heritage. The House is located in the suburb of Castlerea. The property was owned by the O’Conors, the direct descendants of Irish Connacht’s dynasty in the 12th Century, since 1878 for more than 1500 years. The House was the first mass concrete house built in Ireland and was associated very much with the Irish politics.Today the House serves the dual purpose of being one of the most important tourist attractions in Ireland and an accommodation for visitors. Nonetheless, the unique heritage and history of the Clonalis still remains. It is a major repository of correspondence, heirlooms, 600 year-o ld portraits of the O’Conors, and 7,000 volumes of historical literatures. Influenced by Italian style, the architecture allows light to come in that creates bright and warm family atmosphere (Clonalis House).Inspired by the Clonalis House, the Restaurant ambience will communicate family atmosphere by blending both traditional and contemporary designs to offer warming and relaxing tone. Further details of the Restaurant will be explained later in this report. Vision, Mission, and Goal: Vision Statement: To be the destination Irish restaurant in Geneva and to obtain a place in customer’s mind when it comes to quality food and relaxation. Mission Statement: Deliver excellent customer service and bring about ustomer satisfaction by providing quality traditional Irish food and warming and inviting atmosphere with a blend of tradition and contemporary vibe where customers can just sit, relax and enjoy the best of what Ireland has to offer.Goal: Establish strong brand positi on and obtain loyal customers to help the Restaurant breakeven within the first 6 months. Target Market: The Restaurant targets both male and female customers either local or tourists who are 30 to 55 of age with an annual income between CHF 60,000 and CHF 120,000. The primary target ranges within 5 km. adius; the secondary ranges within 20 km. and; the tertiary ranges more than 20 km. radius. Location and Demand Analysis: The Restaurant will be located on Place du Molard, Geneva. Why Geneva? Geneva is known for its richness and complexity of culture and people. According to Geneva Economic Development Office, more than 40% of Genevans are immigrants from somewhere else. Number of multinational companies as well as 24 international organizations, 200 diplomatic consulates, and 300 international NGOs are based in the city. This makes it a center of businesses, meetings, and conventions.Moreover, the city is very compact and the transportation makes it very easy to travel around. Beca use of its diverse environment, Geneva is the most ideal place to open an international food restaurant such as Irish restaurant. Moreover, it is easier to operate an Irish restaurant in Geneva than other cities in Switzerland. Employees in the city are also used to working with people from distinct backgrounds. Another benefit is that people in Geneva tend to equally accept other national customs as the local’s. It will be less difficult to promote international food in such city than those which are hardly exposed to multi-cultures.In fact, more than 1,200 cuisines are from all over the world (Republic and State of Geneva: Department of Economy and Health, 2009). Not only does Geneva have high potential demand due to its high traffic, but also it consists of many groups of people whom the Restaurant can penetrate. The demand of the Restaurant can be categorized into two groups, the locals and the tourists. To clarify each group, the locals are people who reside in Switzerla nd and the tourists are those who travel from other countries. Among the locals are many Irish people.Number of Irish associations, for instance the Geneva Irish Association and the Irish Folk, indicates that there are specific or direct groups of demand for the Restaurant. According to the Embassy of Ireland, 4,000 Irish citizens reside in Switzerland in 2008 and the number seems to be increasing annually (Flights of the Earls, 2009). Beside the locals are the tourists. More than 1. 3 million tourists visit Geneva in 2008 (Exhibit 2) (Geneva Tourism, 2009). Among these are business delegates who came to attend international conferences, which are held throughout each year.The monthly average tourist arrivals in Geneva are shown in Exhibit 3. Based on the information collected, it is anticipated that the average demand of the Restaurant composes of 40% locals and 60% tourists. Why Place du Molard? Place du Molard is located between Rue du Rhone and Rue du Marche (Exhibit 4), which a re the famous shopping streets in Geneva. Rue du Rhone is full of exclusive shops and brand names that target high-income customers such as Catier, Patek Philippe, Bulgari, and Louise Vuitton just to name a few.On the other end of Place du Molard is Rue du Marche, which is a traffic-free shopping street full of fashion, electronics, and several department stores (Geneva Destination Guide). These streets are one of the attractions of the city. People come here to relax, socialize, and spend money! Thereby locating the Restaurant between these streets will attract the demand from both sides, which match the demographic of the Restaurant’s target market. Besides those shopping streets are Cathedral St. Pierre, Jet D’eau, the Flower Clock, and Mesee International de la Reforme.These tourist attractions definitely are beneficial to the Restaurant location because they draw more potential customers. Degree of Competition: To analyze the degree of competition of the location, Porter’s 5 Forces framework (Porter's 5 Forces, 2007) is applied. The framework takes into consideration of five basic factors of the business: threat of substitutes, barrier to entry, buyer power, supplier power, and degree of rivalry (Exhibit 5). Threat of substitutes: Substitutes of the Restaurant are those that take away the Restaurant’s share of the customers’ pocket.Based on Exhibit 4, there are many other substitutes ranging from takeaways to fine dining restaurants that customers can choose from. These substitutes are both direct and indirect competitors that are represented by green dots. Moreover, as indicated in Exhibit 6, the two direct competitors are Spring Brother and Flanagan’s Irish Pubs. Both of them locate about 500 meters away from Place du Molard. However, they are pubs whereas the Clonalis, la maison d'Irlande is more like a casual dining restaurant. Therefore, based on this information, the threat of substitutes for the Restaurant is high.Nonetheless, looking at it from another point of view, it can be argued that when restaurants concentrate within the same area, it usually creates a pull of demand. Also, since there are already two Irish pubs in the area, it implies that there is demand for Irish food. Barrier of entry: This is to analyze how easy it is to open a restaurant in the area. It seems that the location is already full of restaurants and shops. Also there are other requirements such as cost of capital and regulations that need to be fulfilled to open a restaurant. However, it does not mean that it is not possible to open one.Therefore, the barrier to entry is moderate. Buyer power: The buyer power is the impact that customers have on the Restaurant. Again, there are many substitutes that customers can choose from around the area. However, at the same time, the Restaurant is dependent on wide range of customers, not only specific ones. Therefore, buyer power in this case tends to be moderate. Suppl ier power: Suppliers are those whom the Restaurant buys its supplies in order to operate the business. These may include equipments, decorations, and ingredient suppliers. The supplier power is low because the Restaurant can choose its suppliers for many sources.Degree of rivalry: Taking all the factors together, it seems like the degree of rivalry is moderate. Opening a restaurant in the specific location is not easy because it will need to compete with all the existing others; but on the other hand, it is possible to start up one. To survive in the market, the Restaurant needs to differentiate themselves from the others. These differentiations include the food; service style, atmosphere, and experience that the Restaurant offers to create values, which will be perceived by the customers. The Restaurant Food and Beverage Selections:Starters, main courses, and deserts are offered in the Clonalis, la maison d'Irlande. To reflect Ireland’s geographic, surrounded by the sea, the Restaurant’s menus compose a variety of seafood dishes such as crab, salmon, shrimp, oyster and mussels. Alternatively, the Restaurant will also offer lamb, beef and vegetarian dishes, which are well-known selections from Ireland. Besides the starters and main dishes are delicious Irish desserts to finish off their meals. To complete their courses, customers can choose to have wine, soft drinks, or hot beverages (Exhibit 7) that are carefully selected to match the dishes.Six white wines, three red wines and two Rose wines are well-paired with seafood and other dishes in the menu (Exhibit 8). Moreover, the Restaurant will as well make available for seasonal menus for winter (December to February), spring (March to May), and summer (June to August) (The Swiss Association for Quality and Management Systems, 2009). These dynamic menus are selected to match with seasonal temperatures and ingredients. They also create more varieties for the customers; for instance, the customers c an have Beef and Cabbage Rolls in springtime and Iced Red Fruits Hot White Chocolate Sauce for summer desert.The overall menu prices range from CHF 6. 00 to CHF 25. 00. Theme and Decorations: The overall Restaurant theme would be a mixture of traditional and contemporary designs while maintaining the sense of the Irish culture. As suggested by its name, the Irish Clonalis House will inspire the Restaurant design. The interior and exterior of the Restaurant will be decorated with warm pastel tones of green and yellow to give the sense of Irish sophistication and relaxation. The high ceiling and big windows will capture available light to aerate and brighten up the room.A medium-sized chandelier is hung in the middle of the room to moderately generate traditional and elegant ambience. Long curtains with pattern of lemon yellow and green of the Irish Elf flowers will make the atmosphere livelier. The wall will be decorated with oil canvases of the Clonalis House and its views, watercol or of Irish countryside, and replica portraits of the O’Conors, the property’s original owner, to blend the atmosphere with the history of the Clonalis House. In addition, shelves of books will be installed on one section of the wall to mimic the library in the Clonalis House.In addition, rattan tables and chairs with tables will be used to maintain wooden texture as the traditional Irish and at the same time soften the overall texture. Cushions and pillows will be placed on the chairs to make the atmosphere looks cozy. Also, every table will be embellished with soft-tone flowers to add colors, freshness and refreshing scent to the tables. Moreover, decorating plants will be added to modernize the overall atmosphere. (A reference picture is in Exhibit 9, which is similar to the Restaurant theme and decorations. Waiters and waitresses will be dressed in pastel light tuxedo-vest uniforms as to create a more sophisticated look (Exhibit 10). Point of Differentiation: Gener ally, traditional Irish restaurant settings are pub or bar with dark feature wooden furniture and dim or enclosed atmosphere. These Irish pubs usually concentrate on alcohol beverages and offer limited service level. As opposed to other existing Irish pubs in Geneva, the Clonalis, la maison d'Irlande offers customers a relaxing and warming atmosphere while enjoying quality traditional Irish food and elegant elements.Customers can expect a relatively high level of service at the Restaurant. All staff is trained to provide superior service in a friendly and professional manner. In addition, all traditional menus will be carefully decorated and served in white clean dishes. All of these will enhance the overall experience and impression that the customers will receive when dining at the Restaurant. In other words, the Restaurant is primarily selling relaxing and enjoyable experience SWOT Analysis: Strengths: * The Restaurant is situated in a very good location in Geneva, Place du Molar d.Thereby, the Restaurant is having a relatively high possibility to attract potential customers in this crowded area. * Focuses on providing Irish food with a different restaurant’s style, design and atmosphere. None of the existing Irish Pubs and Restaurants nearby does the same concept. * Offers relatively high service level that will meet or exceed customers’ expectation. * High quality of food and beverages. * The food price ranging from CHF 6. 00 to CHF 25. 00 appears to be of value in terms of food quality and services that customers can expect to receive from the Restaurant. Weaknesses: New to the market therefore, it requires a certain period of time to gain customers’ awareness and the Restaurant’s reputation. * Lack of restaurant experience in the Geneva’s market. It takes time for the Restaurant to learn about operating business in the location in order to survive. * High set-up costs. Vulnerable in terms of cash flows. * Need to work e xtremely hard in order to achieve the 6 months breakeven goal. * Since the Restaurant provides many seafood dishes, it might be difficult to keep the food costs low because seafood costs in Switzerland is considered to be high. Opportunities: Develop a new range of Irish food for seasonal menus to avoid customers’ boredom seeing the same old menus all the time. * If the Restaurant’s concept is proved to be successful, the Restaurant can consider imitating the business conduct to other big cities such as Bern or Lausanne in Switzerland. Threats: * If the competitors move towards new and better Unique Selling Points or concepts, it is possible that they will take the customers away from the Restaurant. * Economic recession may reduce customers’ spending on food in the Restaurant. * Possibly, higher taxes imposed by the government on Restaurant businesses.This will decrease in the overall performance in net profit/loss. Team Members: Concept Name: Irish Restaurant Project Part II III (Circle as required) I (one)| II (two)| III (three)| submission date:| submission date:| submission date:| 30 October 2009| | | Our Team consists of: Responsibility:| General Manager| Name:| Onoue| First Name:| Hiroko| Class| PGDHM| Email address:| [email  protected] ch| Responsibility:| Head Chef| Name:| Tran| First Name:| Thi Thao Nhi| Class| PGDOM2| Email address:| [email  protected] ch| Responsibility:| Assistant Chef| Name:| Liang Ju| First Name:| Lin| Class| PGDEM|Email address:| [email  protected] ch| Responsibility:| Restaurant Manager| Name:| Vanasin| First Name:| Samika| Class| PGDOM1| Email address:| [email  protected] ch | Responsibility:| Assistant Restaurant Manager| Name:| Tatiyapornsuk| First Name:| Jiraporn| Class| PGDHM| Email address:| [email  protected] ch | Restaurant Menu: Concept Name: Irish Restaurant Menu: Tian of Fresh Local Crab Meat and Wild Smoked Salmon Starter  ¦ Cold Starter  ¦ Warm Starter ? Main Course ? Dessert ? F or 10 Pax Ingredient| Unit| Amount| Trim Loss| Calculation| Order| Price (kg/ltr)| Food Cost (CHF)| Smoked salmon| Kg| 0. 00| 35%| (0. 500/65)x100| 0. 769| 32. 000| 24. 608| Coriander| Kg| 0. 040| 20%| (0. 040/80)x100| 0. 050| 17. 500| 0. 875| Crab meat| Kg| 0. 800| -| -| 0. 800| 21. 500| 17. 200| Potato (diced)| Kg| 0. 200| 25%| (0. 200/75)x100| 0. 267| 2. 400| 0. 641| Mayonnaise| Kg| 0. 100| -| -| 0. 100| 3. 700| 0. 370| Plain yoghurt| Kg| 0. 060| -| -| 0. 060| 1. 200| 0. 072| | | | | | | Total| 43. 766| | | | | | Selling Price (1 Pax)| 13. 30| Method: 1. Mix the fresh crab meat with the coriander, half of yoghurt ;amp; mayonnaise. 2. Dress the baby potato with the other half of mayonnaise ;amp; the yoghurt ;amp; scallion. 3.Take a ring and set 1 spoon of potato salad topped with the smoked salmon and then the fresh crab meat. 4. Use some baby rocket leaves and vegetable vinaigrette around the Tian. | Standard:| (Farineau, 2006) Concept Name: Irish Restaurant Menu: Angels on Horse back Starter  ¦ Cold Starter  ¦ Warm Starter ? Main Course ? Dessert ? For 10 Pax Ingredient| Unit| Amount| Trim Loss| Calculation| Order| Price (kg/ltr)| Food Cost (CHF)| Oysters in shells| Kg| 1. 000| -| -| 1. 000| 52. 000| 52. 000| Smoked bacon| Kg| 0. 500| 20%| (0. 5/80)x100| 0. 625| 4. 900| 3. 060| Lemon juice| Ltr| 0. 200| -| -| 0. 200| 24. 000| 4. 00| Ground pepper| -| x1| -| -| -| -| -| | | | | | | Total| 59. 860| | | | | | Selling Price (1 Pax)| 18. 10| Method: 1. Shuck oysters by inserting the blade of a blunt ended knife between the shells and working it in until you cut the muscle that holds the shells together. 2. Catch the oyster liquid in a bowl and discard shells. 3. Strain the oyster liquid and put it into a pan along with the oysters. 4. Bring to a boil over gentle heat; simmer very gently for two minutes, then drain. 5. Trim bacon and stretch the slices by pressing with the back of a spoon Sprinkle oysters with a little lemon juice and pepper. . Roll each oyst er up in a bacon slice and thread them onto skewers. 7. Broil until the bacon is crisp and sizzling, turning half way through so both sides are cooked. 8. Push off skewers and serve with cocktail picks. | Standard:| (Campbell, 2006) Concept Name: Irish Restaurant Menu: Cream of Broccoli Soup Irish-Style Starter  ¦ Cold Starter ? Warm Starter  ¦ Main Course ? Dessert ? For 10 Pax Ingredient| Unit| Amount| Trim loss| Calculation| Order| Price (kg/ltr)| Food Cost(CHF)| Chicken broth| Kg| 0. 575| -| -| 0. 575| 28. 500| 16. 388| Onion| Kg| 0. 002| 20%| (0. 002/80)x100| 0. 003| 4. 800| 0. 14| Broccoli| Kg| 0. 500| 30%| (0. 500/70)x100| 0. 714| 4. 900| 3. 499| Thyme| Kg| 0. 005| -| -| 0. 005| 16. 750| 0. 084| Garlic| Kg| 0. 002| 5%| (0. 002/95)x100| 0. 002| 5. 500| 0. 011| Butter| Kg| 0. 020| -| -| 0. 020| 9. 700| 0. 194| Salt| -| x1| -| -| -| -| -| Pepper| Kg| 0. 002| 15%| (0. 002/85)x100| 0. 002| 32. 750| 0. 066| | | | | | | Total| 20. 256| | | | | | Selling Price (1 Pax)| 6. 10| Met hod: 1. Combine chicken broth, onions, broccoli, thyme, bay leaf and garlic cloves. 2. Bring to a boil. Simmer, partially covered, for 10 minutes in a small saucepan, melt butter. Stir in flour, salt and pepper.Add milk gradually, stirring constantly until all milk is added; mixture will be lumpy at first, but will smooth out as you keep stirring. Cook, stirring occasionally, till mixture bubbles and thickens. 3. Remove and discard bay leaf from broccoli/broth mixture. Puree the soup, in batches, in blender or food processor for 30 seconds, or until very smooth. 4. Transfer to large bowl. Add milk mixture, stirring until well combined. Adjust seasoning. 5. Serve hot. | Standard:| (Dowd, Cream of Broccoli Soup, 2006) Concept Name: Irish Restaurant Menu: Malted Whiskey Pate Starter  ¦ Cold Starter ? Warm Starter  ¦ Main Course ?Dessert ? For 10 Pax Ingredient| Unit| Amount| Trim Loss| Calculation| Order| Price (kg/ltr)| Food Cost(CHF)| Butter| Kg| 0. 520| -| -| 0. 520| 9. 700| 5. 044| Onion| Kg| 0. 300| 10%| (0. 300/90)x100| 0. 333| 4. 800| 1. 598| Garlic| Kg| 0. 100| 5%| (0. 100/95)x100| 0. 105| 5. 500| 0. 577| Chicken livers| Kg| 0. 700| -| -| 0. 700| 6. 000| 4. 200| Heavy cream| Ltr| 0. 420| -| -| 0. 420| 8. 980| 3. 771| Tomato| Ltr| 0. 360| 5%| (0. 03/95)x100| 0. 360| 2. 900| 1. 044| Irish Whiskey| Ltr| 0. 445| -| -| 0. 445| 24. 950| 11. 102| Parsley| -| x1| -| -| -| -| -| Salt and freshly ground pepper| -| x1| -| -| -| -| -| | | | | | Total| 27. 336| | | | | | Selling Price (1 Pax)| 8. 30| Method: 1. Saute onions (finely chopped) and garlic (peeled and crushed) in melted butter without browning until soft and transparent. 2. Add chicken livers (well trimmed) and cook for 5 to 7 minutes. 3. Canters should still be pink. Remove from heat and add remaining ingredients. Put in blender and process until smooth. 4. Turn into a small mold or bowl. 5. Sprinkle with chopped parsley. 6. Serve with water biscuit, toast or crackers. | Standard:| (Johnson. , 2006) C oncept Name: Irish Restaurant Menu: Patrick's Irish Lamb Soup Starter  ¦ Cold Starter ?Warm Starter  ¦ Main Course ? Dessert ? For 10 Pax Ingredient| Unit| Amount| Trim Loss| Calculation| Order| Price (kg/ltr)| Food Cost(CHF)| Lamb (leg/shoulder)| Kg| 1. 000| -| -| 1. 000| 33. 800| 33. 800| Olive oil| Ltr| 0. 015| -| | 0. 015| 9. 900| 0. 149| Onion| Kg| 0. 200| 20%| (0. 200/80)x100| 0. 250| 4. 800| 1. 200| Beer| Ltr| 0. 360| -| -| 0. 360| 6. 000| 2. 160| Beef broth| Ltr| 0. 520| -| -| 0. 520| 40. 11| 20. 857| Brown gravy mix| Kg| 0. 034| -| -| 0. 034| 26. 08| 0. 886| Carrots| Kg| 0. 496| 20%| (0. 496/80)x100| 0. 620| 2. 300| 1. 426| Chinese cabbage| Kg| 0. 496| -| -| 0. 496| 1. 950| 0. 67| Pepper| Kg| 0. 005| 15%| (0. 005/85)x100| 0. 006| 32. 750| 0. 196| Parsley| Kg| 0. 120| -| -| 0. 120| 7. 800| 0. 936| | | | | | | Total| 62. 577| | | | | | Selling Price (1 Pax)| 19. 00| Method: 1. Heat oil over medium-high heat in a large saucepan. 2. Add lamb cubes and onion. Cook and stir i n the hot oil until lamb is brown; drain off fat. 3. Stir in beer (or water) and seasoned pepper. 4. Bring to boiling; reduce heat and cover and simmer for 45 minutes. 5. Stir in beef broth and gravy mix. 6. Add potatoes and carrots. Cover and simmer for 15 to so minutes or until vegetables are tender 7.Stir in cabbage and cook just until the cabbage turns bright green. 8. Ladle into soup bowls and sprinkle with parsley. | Standard:| (Patrick's Irish Lamb Soup, 2006) Concept Name: Irish Restaurant Menu: Mussels in Murphy's Irish Stout Starter ? Cold Starter ? Warm Starter ? Main Course  ¦ Dessert ? For 10 Pax Ingredient| Unit| Amount| Trim Loss| Calculation| Order| Price (kg/ltr)| Food Cost(CHF)| Mussels| Kg| 2. 700| -| -| 2. 700| 12. 500| 33. 750| Butter| Ltr| 0. 060| -| -| 0. 060| 9. 700| 0. 582| Onion| Kg| 0. 005| 10%| (0. 005/90)x100| 0. 006| 4. 800| 0. 028| Parsley| Kg| 0. 030| -| -| 0. 030| 7. 00| 0. 234| Seasoning | -| x1| -| -| -| -| -| | | | | | | Total| 34. 594| | | | | | Selling Price (1 Pax)| 10. 50| Method: 1. Clean the mussels. 2. Melt the butter in a large pan. 3. Add the onions and cook for 2 to 3 minutes. 4. Add the other ingredients, cover with lid and boil; shake the pan from time to time, until the mussels steam open. 5. Serve with more butter and parsley. Parsley 1 for cooking and 1 for garnish. 6. Offer plenty of bread for mopping up sauce. | Standard:| (Bantry Bay in May – World Cultures European, 2006) Concept Name: Irish Restaurant Menu: Potato Crusted Oysters Starter ?Cold Starter ? Warm Starter ? Main Course  ¦ Dessert ? For 10 Pax Ingredient| Unit| Amount| Trim Loss| Calculation| Order| Price(kg/ltr)| Food Cost(CHF)| Oysters| Kg| 1. 200| -| -| 1. 200| 31. 500| 37. 800| Eggs| pce| 5. 000| -| -| 5. 000| 0. 012| 0. 060| Water| x1| 0. 015| -| -| -| -| -| Flour| Kg| 0. 120| -| -| 0. 120| 1. 360| 0. 163| Potatoes| Kg| 0. 120| 25%| (0. 120/75)x100| 0. 160| 2. 400| 0. 384| Butter| Kg| 0. 060| -| -| 0. 060| 9. 700| 0. 582| | | | | | | Total| 38. 989| | | | | | Selling Price (1 Pax)| 11. 80| Method: 1. Carefully shuck the oysters, remove the meat, and discard the upper shells.Reserve the lower shells with their cup-shaped indentations. 2. Pat the oysters dry on paper towels. 3. Beat together the egg and the water. 4. Dredge the oysters first in the flour, then in the egg mixture, and finally in the potato flakes. 5. In a nonstick saute pan, heat the butter until it is sizzling. 6. Quickly add the oysters and brown them first on one side, then the other. Remove them from the pan, and place them on a paper towel for a moment. Transfer the oysters to their shells and serve immediately. | Standard:| (Potato Crusted Oysters, 2006) Concept Name: Irish RestaurantMenu: Shrimp with Steel Cut Irish Oats and Saffron Beurre Blanc Starter ? Cold Starter ? Warm Starter ? Main Course  ¦ Dessert ? For 10 Pax Ingredient| Unit| Amount| Trim Loss| Calculation| Order| Price (kg/ltr)| Food Cost(CHF)| Shrimp| Kg| 1. 150| 15%| (1 . 150/85)x100| 1. 353| 24. 800| 33. 550| Vegetable oil| Ltr| 0. 015| -| -| 0. 015| 3. 100| 0. 047| Butter| Kg| 0. 015| -| -| 0. 015| 9. 700| 0. 146| Shallot| Kg| 0. 350| 10%| (0. 350/90)x100| 0. 389| 4. 900| 1. 906| Rice Vinegar| Ltr| 0. 100| -| -| 0. 100| 13. 99| 1. 399| Saffron| Kg| 0. 720| -| -| 0. 720| 12. 19| 8. 776| Olive Oil| Ltr| 0. 045| -| -| 0. 045| 9. 900| 0. 45| McCann’s Steel Irish Oats| Kg| 0. 240| -| -| 0. 240| 46. 330| 11. 119| Salt| x1| 0. 075| -| -| -| -| -| Pepper| Kg| 0. 005| 15%| (0. 005/85)x100| 0. 006| 32. 750| 0. 196| Greek Fage Yogurt| Ltr| 0. 120| -| -| 0. 120| 1. 200| 0. 144| Goat Cheese| Kg| 0. 120| -| -| 0. 120| 32. 800| 3. 936| | | | | | | Total| 61. 664| | | | | | Selling Price (1 Pax)| 18. 70| Method: 1. Oats: Bring 4 cups of water to a boil. Add Olive Oil and bay leaves. Pour in 1 cup of Steel Cut Oats. Continue at a rolling boil until the water begins to thicken. Once the water is viscous, adjust the flame and continue at a low simmer for 15- 20 minutes.While the oats are cooking add the pinch of saffron to warm water and let soak for 5 minutes. Dice up red peppers and slice the scallions. Once the oats are thickened and most of the water has reduced. Take the oats off the heat and add vinegar, Sriracha, yogurt, cheese, peppers, scallions and salt if needed. Taste and adjust. Set aside and keep warm. 2. Beurre Blanc: Add saffron to warm water and let soak. Place shallots, vinegar, bay leaf and wine into a skillet and reduce. Once the mixture has reduced to nearly syrup, take skillet off the heat and whisk in the cold butter a little at a time.Add saffron and continue to whisk until everything is incorporated. Strain through a fine mesh sieve. Keep warm. 3. Shrimp: Sub scallops for shrimp if the scallops are fresher. Devein and shell your shrimp. Keep the shells. Heat a skillet with 1 table of butter and 1 table of vegetable oil. Saute shrimp with the shells. Shrimp cook quickly so this should be no longer than 5 minutes or so depending on how thick your shrimp are. Remove shrimp and shells separately. 4. Reheat oats, plate shrimp and drizzle the Beurre Blanc around masterpiece. | Standard:| (Shrimp with Steel Cut Irish Oats, 2008) Concept Name: Irish RestaurantMenu: Grilled Atlantic Salmon Starter ? Cold Starter ? Warm Starter ? Main Course  ¦ Dessert ? For 10 Pax Ingredient| Unit| Amount| Trim Loss| Calculation| Order| Price (kg/ltr)| Food Cost(CHF)| Atlantic Salmon Steak| Kg| 0. 970| 35%| (0. 970/65)x100| 1. 492| 32. 000| 47. 744| Olive Oil| Ltr| 0. 015| -| -| 0. 015| 9. 900| 0. 149| Pepper| Kg| 0. 005| 15%| (0. 005/85)x100| 0. 006| 32. 750| 0. 196| Mint| Kg| 0. 130| -| -| 0. 130| 17. 500| 2. 275| Coriander| Kg| 0. 130| -| -| 0. 130| 17. 500| 2. 275| Shallot| Kg| 0. 350| 10%| (0. 350/90)x100| 0. 389| 4. 900| 1. 906| Cucumber| pcs| 5| 5%| (5. 000/95)x100| 5. 63| 1. 700| 8. 947| Red wine vinegar| Ltr| 0. 150| -| -| 0. 150| 31. 510| 4. 726| Sugar| Kg| 0. 070| -| -| 0. 070| 1. 200| 0. 084| | | | | | | Total| 68. 302| | | | | | Selling Price (1 Pax)| 20. 70| Method: 1. Splash a little olive oil on the skin of the salmon, season with salt and place it straight onto a hot grill, skin side down. 2. Cook about four to five minutes on the first side, turn and cook a further two minutes on the other side. 3. Rest a couple of minutes. 4. To make the dressing, place the mint, coriander, shallot, a pinch of salt and the cucumber in a mortar and pestle and crush lightly. . Add the red wine vinegar, two Tablespoons extra virgin olive oil, caster sugar, shallots and plenty of pepper. 6. Leave the dressing to develop in flavor for 10 minutes. | Standard:| (Perry, 2009) Concept Name: Irish Restaurant Menu: Beef Braised in Guinness Stout Starter ? Cold Starter ? Warm Starter ? Main Course  ¦ Dessert ? For 10 Pax Ingredient| Unit| Amount| Trim Loss| Calculation| Order| Price(kg/ltr)| Food Cost(CHF)| Braised Beef:| Beef (for stew)| Kg| 1. 700| -| -| 1. 700| 25. 200| 42. 840| Carrots| Kg| 0. 568| 20%| (0. 568/80)x100| 0. 709| 2. 300| 1. 630| Onions| Kg| 0. 500| 10%| -| 0. 56| 4. 800| 2. 670| All-purpose flour| Kg| 0. 075| -| -| 0. 075| 0. 450| 0. 030| Salt| | x1| -| -| -| -| -| Pepper| | x1| -| -| -| -| -| Olive oil| Ltr| 0. 113| -| -| 0. 113| 9. 900| 1. 119| Minced fresh basil| Kg| 0. 001| 20%| -| 0. 001| 17. 500| 0. 020| Guinness| Ltr| 0. 400| -| -| 0. 400| 4. 200| 1. 680| Honey| Ltr| 0. 013| -| -| 0. 013| 19. 99| 0. 259| Beef Stock:| Beef bone| Kg| 0. 907| -| -| 0. 907| 4. 700| 4. 260| Carrots| Kg| 0. 300| 20%| (0. 300/80)x100| 0. 375| 2. 300| 0. 860| Celery| Kg| 0. 100| 20%| (0. 100/80)x100| 0. 125| 3. 900| 0. 490| Garlic| Kg| 0. 005| 5%| (0. 005/95)x100| 0. 05| 5. 500| 0. 030| Salt| | x1| -| -| -| -| -| Parsley| Kg| 0. 096| 20%| (0. 096/80)x100| 0. 120| 7. 800| 0. 940| Thyme leaves| Kg| 0. 002| -| -| 0. 002| 16. 750| 0. 030| Onion| Kg| 0. 150| 10%| (0. 150/90)x100| 0. 167| 4. 800| 0. 800| Tomatoes| Kg| 0. 450| 5%| (0. 450/95)x100| 0. 474| 2. 900| 1. 370| Bay leave| Kg| 0. 001| -| -| 0. 001| 17. 500| 0. 020| Water| | x1| -| -| -| -| -| | | | | | | Total| 59. 048| | | | | | Selling Price (1 Pax)| 17. 90| Method: Braised Beef 1. Cut beef into chunks. 2. Peel and chop the onions; peel and slice carrots into pieces about the size of your little finger. . Heat the oil and cook the onions until they are soft. Transfer with a slotted spoon to a large, shallow, oven-proof dish. 4. Toss the beef in the flour and brown quickly in the hot fat. 5. Remove the beef and place on top of the onions. Arrange the carrots around the beef. 6. If necessary, add a little more fat to the pan and stir in the left-over seasoned flour. Cook for a minute or two, stirring constantly. 7. Add the basil and the Guinness. Allow to cook for another minute or two and then add the honey and the stock. Again, bring to a boil and then pour over the beef, carrots and onions. 8.Cover with a lid or foil and cook in a 325 degree oven for about 1 1/2 hours. 9. At serving time, sprinkle with chopped parsley. Beef Stock 1. Place all bones in a large roasting pan and roast at 450 degrees for 30 minutes. 2. Stir well, then add carrots, celery and onions and roast for 45-60 minutes longer, until bones are very deep brown, stirring mixture occasionally. 3. Place roasted ingredients into a 8-quart stockpot. Spoon off fat from liquid in the roasting pan, then add 2 cups water to the drippings in roasting pan and heat and scrape to loosen any browned drippings. 4. Add to pot along with remaining 8 cups water.Bring to a boil. Reduce heat and simmer partially covered for 1/2 hour. 5. Skim off any residue that rises to the surface. Add remaining ingredients and simmer partially covered for 5 hours. 6. Remove bones. 7. Strain broth and add more salt, if needed. 8. Cool uncovered in refrigerator. 9. Skim fat from broth before using. This stock will keep for 3 days in the refrigerator, or will freeze up to 6 months. You can freeze it in ice cube trays, then pop out of the trays and store in a zip lock freezer bag. | Standard: This stew reheats well. You may need to add more sugar to the recipe if you find it a little bitter. (Walter, 2007) Concept Name: Irish Restaurant Menu: Misty Irish Steak (Winter Menu: December to February) Starter ? Cold Starter ? Warm Starter ? Main Course  ¦ Dessert ? For 10 Pax Ingredient| Unit| Amount| Trim Loss| Calculation| Order| Price (kg/ltr)| Food Cost(CHF)| Sirloin steaks| Kg| 1. 800| -| -| 1. 800| 44. 000| 79. 200| Salt| -| x1| -| -| -| -| -| Coarse pepper| -| x1| -| -| | -| -| Butter| Kg| 0. 112| -| -| 0. 112| 9. 700| 1. 086| Heavy cream| Ltr| 0. 250| -| -| 0. 250| 2. 100| 0. 525| Irish Mist Liqueur| Ltr| 0. 063| -| -| 0. 063| 26. 200| 1. 651| | | | | | | Total| 82. 44| | | | | | Selling Price(1 Pax)| 25. 00| Method: 1. Season the steak with salt and pepper. 2. In a large skillet melt 1/4 c. of butter over medium heat. 3. Add 4 steaks and cook for 4 minutes or longer on each side. 4. Place on a warm platter. 5. Repeat with the remaining steaks. 6. Add the cream to the juice in the pan, and stir until blended. 7. Add the liqueur and stir until blended. 8. Pour the sauce over the steaks. | Standard:| (Beef Steak Recipes for Dinner or Lunch, 2009) Concept Name: Irish Restaurant Menu: Beef and Cabbage Rolls with Spicy Brown Mustard (Spring Menu: March to May)Starter ? Cold Starter ? Warm Starter ? Main Course  ¦ Dessert ? For 10 Pax Ingredient| Unit| Amount| TrimLoss| Calculation| Order| Price(kg/ltr)| Food Cost(CHF)| Cabbage| Kg| 0. 021| -| -| 0. 021| 1. 950| 0. 041| Beef| Kg| 0. 453| -| -| 0. 453| 44. 000| 19. 932| Onion| Kg| 0. 025| 10%| (0. 025/90)x100| 0. 027| 4. 800| 0. 130| Celery| Kg| 0. 015| 20%| (0. 015/80)x100| | 3. 900| 0. 070| Egg| pcs| 1. 000| -| -| 1. 000| 0. 012| 0. 012| Brown rice| Kg| 0. 146| -| -| 0. 146| 40. 400| 5. 898| Spicy Brown Mustard| Kg| 0. 030| -| -| 0. 030| 28. 250| 0. 848| Beef bouillon| Kg| 0. 013| -| -| 0. 13| 34. 060| 0. 443| Beer| Ltr| 0. 100| -| -| 0. 100| 6. 00 0| 0. 600| Vegetable oil| Ltr| 0. 013| -| -| 0. 013| 9. 900| 0. 129| Flour| Kg| 0. 006| -| -| 0. 006| 1. 360| 0. 008| | | | | | | Total| 28. 110| | | | | | Selling Price (1 Pax)| 8. 50| Method: 1. Remove 10 outside leaves of cabbage; cut and remove thick core of each leaf. Branch leaves in boiling water about 1 minute or until limp; drain. 2. Chop cooked corn beef in food processor. Remove meat and process onion and celery until finely chopped. 3. In bowl, combine eggs, cooked rice, mustard, corned beef, onion and celery.Spoon about one-half cup coned beef mixture on the rib end of each cabbage leaf. 4. Roll up the leaf and tuck in the ends. Arrange seam-side down in a 13 x 9-inch baking pan. 5. Preheat oven to 190 C. 6. Dissolve bouillon in boiling water and combine with the beer in a bowl. 7. Pour over stuffed cabbage and cover. Bake about 1 hour or until tender. 8. Heat oil in skillet, stir in flour; and then 1 cup of the broth from the baked cabbage rolls. Stir until thickened. 9. Arrange cabbage rolls on a platter, spoon sauce over all. Serve hot with Spicy Brown Mustard. Spicy Brown Mustard 1.In a blender, combine 2 tablespoons mustard seeds and one-quarter cup of red-wine vinegar. 2. Process until the seeds are partially crushed and form a paste. Let stand 5 minutes. 3. In a saucepan, combine one-quarter cup dry red wine, 2 tablespoons dry mustard, one-quarter cup of water, 1 teaspoon prepared horseradish, 1/8 teaspoon ground turmeric, 1/8 teaspoon ground cloves, 1 tablespoon brown sugar and the vinegar mixture. 4. Stirring constantly, cook over low heat 6 to 8 minutes or until thickened. Set aside to cool. Complete now or make ahead. | Standard: Cover cooked rolls and refrigerate for up to 24 hours.Reheat and serve as directed above. | (Kitchen Recipes Irish Culture and Customs – World Cultures European, 2006) Concept Name: Irish Restaurant Menu: Salad of Ardsallagh Goats Cheese with Rocket Leaves and Lisanley Honey (Vegetarian) – Side Di sh Starter ? Cold Starter? Warm Starter ? Main Course  ¦ Dessert? For 10 Pax Ingredient| Unit| Amount| Trim Loss| Calculation| Order| Price(kg/ltr)| Food Cost(CHF)| Rocket leaves| Kg| 0. 450| -| -| 0. 450| 1. 950| 0. 878| Ardsallagh goats cheeses| Kg| 0. 325| -| -| 0. 325| 24. 990| 8. 122| Honey| tbsp| 0. 025| -| -| 0. 025| 34. 990| 0. 875| Olive oil| tbsp| 0. 21| -| -| 0. 121| 9. 900| 1. 198| Salt| -| x1| -| -| -| -| -| Black pepper| -| x1| -| -| -| -| -| Lemon juice| Ltr| 0. 015| -| -| 0. 015| 24. 000| 0. 360| | | | | | | Total| 11. 432| | | | | | Selling Price (1 Pax)| 3. 50| Method: 1. Divide the rocket leaves between 10 plates or 1 large, flat serving dish. 2. This is a flat salad so do not pile the leaves up. 3. Just lay the in a single layer on the plates. 4. Dice the goat’s cheese into about 1/2 inch / 1 cm dice, and sprinkle over the rocket leaves. 5. With the help of a teaspoon, drizzle the honey over the rocket and cheese in a grid pattern. . Follow this with a d rizzle of olive oil and a squeeze of lemon juice. 7. Finally, season with a pinch of Maldon sea salt and a grinding of black pepper. | Standard:| (Uhlemann, 2006) Concept Name: Irish Restaurant Menu: Guid Irish Cake Starter ? Cold Starter ? Warm Starter ? Main Course ? Dessert  ¦ For 10 Pax Ingredient| Unit| Amount| TrimLoss| Calculation| Order| Price(kg/ltr)| Food Cost(CHF)| Butter| Kg| 0. 232| -| -| 0. 232| 9. 700| 2. 250| Diced fruit| Kg| 0. 153| -| -| 0. 153| 18. 990| 2. 905| Eggs| Pcs| 4. 000| -| -| 4. 000| 0. 012| 0. 048| Baking soda| Ltr| 0. 004| -| -| 0. 004| 20. 80| 0. 081| Nuts| Kg| 0. 215| -| -| 0. 215| 6. 500| 1. 398| Lemon juice| Ltr| 0. 053| -| -| 0. 053| 24. 000| 1. 272| Sugar| Kg| 0. 012| -| -| 0. 012| 1. 200| 0. 014| Irish Whiskey| Ltr| 0. 240| -| -| 0. 240| 47. 950| 11. 508| | | | | | | Total| 19. 476| | | | | | Selling Price (1 Pax)| 5. 90| Method: 1. Sample whiskey to check for quality. Set out a large bowl. 2. Check the whiskey again to be sure it is of the hi ghest Irish quality. 3. Pour one level cupful and drink. Repeat. Turn on electric mixer, beat 1 cupful of butter in a large fluffy bowl, add one spoon tea of sugar and beat again. 4.Make sure the whiskey is still okay. Turn off the mixer. 5. Break two legs and add to the bowl and chuck in the cup of dried fruit. Mix on the turner. If the fruit gets stuck in the beaters, pry loose with a drewscriver. 6. Sift 2 cups of salt-or something. Check the whiskey. 7. Sift the lemon juice and strain the nuts. 8. Turn the cake pan to 175 C. | Standard:| (Guid Irish Cake, 2009) Concept Name: Irish Restaurant Menu: Irish Whiskey Cake Starter ? Cold Starter ? Warm Starter ? Main Course ? Dessert  ¦ For 10 Pax Ingredient| Unit| Amount| TrimLoss| Calculation| Order| Price(kg/ltr)| Food Cost(CHF)| Flour| Kg| 0. 40| -| -| 0. 540| 1. 360| 0. 734| Salt| -| x1| -| -| -| -| -| Butter| Kg| 0. 454| -| -| 0. 454| 9. 700| 4. 403| Sugar| Kg| 0. 397| -| -| 0. 397| 1. 200| 0. 476| Eggs| Pce| 5. 000| -| -| 5. 0 00| 0. 012| 0. 060| Instant coffee| Kg| 0. 137| -| -| 0. 137| 21. 54| 2. 950| Water| Ltr| 0. 215| -| -| -| -| -| Vanilla extract| Ltr| 0. 005| -| -| 0. 005| 18. 95| 0. 095| Irish whiskey | Ltr| 0. 260| -| -| 0. 260| 38. 99| 10. 137| Sour cream| Ltr| 0. 241| -| -| 0. 241| 2. 100| 0. 506| Sugar | Kg| 0. 314| -| -| 0. 014| 1. 200| 0. 376| | | | | | | Total| 19. 737| | | | | | Selling Price (1 Pax)| 6. 00| Method: . Position the rack in the lower third of the oven. Heat the oven to 165 C . Generously butter a 9-inch Bundt pan, dust with flour, then invert it over the kitchen sink and tap firmly to remove the excess flour. Set aside. 2. In a large bowl, thoroughly whisk together the cake flour, salt, and baking soda. Set aside. 3. Cut the butter into 1-inch pieces and place in the bowl of an electric mixer fitted with the paddle attachment. Mix the butter on medium speed until smooth and lightened in color, about 2 minutes. Add the sugar gradually, about 1-2 tablespoons at a time, taking 6 to 8 minutes.Add the eggs, one at a time, about 1 minute apart, scraping the side of the bowl as needed. Blend in the dissolved coffee and the vanilla extract. 4. Reduce the mixer speed to low. Stir the Scotch into the sour cream and add the mixture alternately with the dry ingredients, dividing the flour into 3 parts and the sour cream mixture into 2 parts, beginning and ending with the flour. Mix just until blended after each addition. Scrape the side of the bowl and mix for 10 seconds longer. 5. Spoon the batter into the prepared pan, smooth the top with the bottom of a large soupspoon, and bake for 1 hour and 15-20 minutes.The cake is done when the top is springy to the touch and a wooden skewer or toothpick inserted deeply into the canter comes out clean. 6. Remove the cake from the oven and let stand on a cooling rack for 20 minutes. Invert the cake onto the rack, gently lift off the pan, and cool the cake completely. When ready to serve, dust with powdered sugar. 7. Note: If using the Midnight Chocolate Glaze, while the cake is on the cooling rack, make the Glaze. Place the cake over a rimmed cookie sheet, and glaze while it is still warm. If desired, after glazing, sprinkle the top of the cake with shaved chocolate. Standard: Store the cake under a glass cake dome, or covered with aluminum foil for up to 5 days. This cake may be frozen. | (Irish Whiskey Cake, 2009) Concept Name: Irish Restaurant Menu: Irish Cream Cheese Cake Starter ? Cold Starter ? Warm Starter ? Main Course ? Dessert  ¦ For 10 Pax Ingredient| Unit| Amount| TrimLoss| Calculation| Order| Price (kg/ltr)| Food Cost(CHF)| Graham cracker crumbs| Kg| 0. 227| -| -| 0. 227| 36. 910| 8. 378| White sugar| Kg| 0. 127| -| -| 0. 127| 1. 200| 0. 152| Melted butter| Kg| 0. 043| -| -| 0. 043| 9. 700| 0. 417| Cream cheese| Kg| 0. 495| -| -| 0. 95| 19. 990| 9. 850| Vanilla | each| 0. 056| -| -| 0. 056| 0. 940| 0. 052| Sour cream| Ltr| 0. 553| -| -| 0. 553| 2. 100| 1. 161| Irish cream liqueur| Kg| 0. 143| -| -| 0. 143| 15. 950| 2. 281| Eggs| pcs| 5. 000| -| -| 5. 000| 0. 012| 0. 060| | | | | | | Total| 22. 351| | | | | | Selling Price (1 Pax)| 6. 80| Method: 1. Mix together cracker crumbs, 3 tablespoons sugar, and melted butter. Press this crumb mixture into bottom of 9 inch spring form pan with 2 3/4 inch high sides. Bake at 175 C until brown – about 8 minutes. Transfer crust to rack and cool. Maintain oven temperature. 2.Using electric mixer, beat cream cheese, 1 cup sugar and vanilla in large bowl until blended. Beat in 1 cup sour cream and liqueur. Add eggs one at a time, beating just until combined. Pour filling over crust in pan. Bake until edges are puffed, and center no longer moves when pan is shaken, about 1 to 1/2 hours. Transfer cheesecake to rack, and cool 10 minutes. Maintain oven temperature. 3. Mix 1 cup sour cream and 1/4 cup sugar in a small bowl until smooth. Press down edges of cheesecake, and spread mixture on top. Bake 10 minutes. Transfer cheesec ake to rack and cool. Cover and refrigerate overnight.Release pan from cheesecake. Cut and serve. | Standard:| (Monte, 2009) Concept Name: Irish Restaurant Menu: Festive Fruit Platter Starter ? Cold Starter ? Warm Starter ? Main Course ? Dessert  ¦ For 10 Pax Ingredient| Unit| Amount| Trim Loss| Calculation| Order| Price(kg/ltr)| Food Cost(CHF)| Grapes| Kg| 0. 450| 10%| (0. 450/90)x100| 0. 500| 4. 700| 2. 350| Strawberry| Kg| 0. 480| 5%| (0. 480/95)x100| 0. 505| 24. 800| 12. 524| Melons| Kg| 0. 500| 20%| (0. 500/80)x100| 0. 625| 4. 900| 3. 063| Cantaloupe| Kg| 0. 500| 20%| (0. 500/80)x100| 0. 625| 4. 200| 2. 625| Apricots| Kg| 0. 00| 10%| (0. 300/90)x100| 0. 333| 5. 900| 1. 965| Kiwifruit| pce| 7. 000| 10%| (7. 000/90)x100| 7. 777| 0. 400| 3. 111| Sour cream| Ltr| 0. 240| -| -| 0. 240| 2. 100| 0. 504| Sugar| Kg| 0. 060| -| -| 0. 060| 1. 200| 0. 072| Currants, red| Kg| 0. 060| 5%| (0. 060/95)x100| 0. 063| 4. 700| 0. 296| | | | | | | Total| 26. 510| | | | | | Selling Price (1 Pax)| 8. 00| Method: 1. Seedless green or red grapes need cut into small bunches. 2. Honeydew melon, peeled and sliced. 3. Cantaloupe peeled and sliced. 4. 3 medium apricots, pitted and cut in half. 5. 2 medium kiwifruit, peeled and sliced. 6.Prepare 1 pint (2 cup) strawberry, 1 cup sour cream, and 1/4 cup packed brown sugar. 7. 1/4cup Fresh white currants, desired. 8. Arrange fruits on large platter. 9. Mix sour cream and brown sugar. 10. Garnish dip with currants. | Standard:| (Fannie, 2008) Concept Name: Irish Restaurant Menu: Irish Cream Pudding Parfaits with Oatmeal-Walnut Crunch (for Crunch) Starter ? Cold Starter ? Warm Starter ? Main Course ? Dessert  ¦ For 10 Pax Ingredient| Unit| Amount| Trim Loss| Calculation| Order| Price(kg/ltr)| Food Cost(CHF)| Old-fashioned oats| Kg| 0. 950| -| -| 0. 950| 6. 440| 6. 118| Flour| Kg| 0. 750| -| -| 0. 750| 1. 60| 1. 020| Sugar| Kg| 0. 600| -| -| 0. 600| 1. 200| 0. 720| Instant coffee crystals| Kg| 0. 060| -| -| 0. 060| 69. 930| 4. 195| Groun d allspice| Kg| 0. 060| -| -| 0. 060| 11. 990| 0. 719| Salt| -| x1| -| -| -| -| -| Chilled unstated butter| Kg| 1. 100| -| -| 1. 100| 9. 700| 15. 73| Walnuts| Kg| 0. 563| -| -| 0. 563| 5. 990| 3. 372| | | | | | | Total| 31. 871| | | | | | Selling Price (1 Pax)| 9. 70| Method: 1. Preheat oven to 175 °C. 2. Combine first 6 ingredients in large bowl. 3. Add butter and rub in with fingertips until mixture forms moist clumps. 4. Mix in walnuts. Sprinkle mixture onto rimmed baking sheet. 5.Bake until golden brown and crisp, occasionally stirring gently and leaving mixture in clumps, about 35 minutes. Cool completely. (Can be made 2 days ahead. Store airtight). | Standard:| (Irish Cream Pudding Parfaits with Oatmeal-Walnut Crunch, 2009) Concept Name: Irish Restaurant Menu: Iced Red Fruits with Hot White Chocolate Sauce (Summer Menu: June to August) Starter ? Cold Starter ? Warm Starter ? Main Course ? Dessert  ¦ For 10 Pax Ingredient| Unit| Amount| TrimLoss| Calculation| Order| Price(k g/ltr)| Food Cost(CHF)| Berries| Kg| 0. 225| -| -| 0. 225| 68. 000| 15. 300| Rasberries| Kg| 0. 225| -| -| 0. 225| 44. 000| 9. 900|Strawberries| Kg| 0. 225| 5%| (0. 225/95)x100| 0. 236| 24. 800| 5. 852| Red Currant| Kg| 0. 225| 5%| (0. 225/95)x100| 0. 236| 21. 820| 5. 149| Cream| Ltr| 0. 300| -| -| 0. 300| 2. 100| 0. 630| White chocolate| Kg| 0. 225| -| | 0. 225| 38. 660| 8. 698| Mint leaf| -| x1| -| -| -| -| -| | | | | | | Total| 45. 529| | | | | | Selling Price (1 Pax)| 13. 80| Method: 1. Heat the cream gently in a small saucepan and watch carefully. 2. Break the chocolate into pieces and add to the cream, stirring, until the chocolate has melted. 3. Remove from the heat, seal the saucepan with cling film and cover it with a lid to keep the sauce warm. . Divide the frozen fruit between four bowls or glasses and allow it to defrost slightly. 5. Before serving, pour the hot sauce over the fruit and garnish with a sprig of mint. The fruit should be slightly thawed and the sauce hot. 6. This is made by putting the one bowl inside another bowl securing, filling the gap between the bowls with water and freezing. | Standard: Remove the fruit from the freeze no more than 10-12 minutes before serving. | (Campbell, G. & Uhlemann, R. , 2005) | | HACCP-Based Standard Operating Procedures Personal Hygiene PURPOSE: To prevent contamination of food by foodservice employees.RESPONSIBLITY: The procedure concerns handling, preparing, and serving food practice by foodservice employees INSTRUCTIONS: 1. Employee training based on local health department requirements, guidelines of this SOP and Employee Health Policy. 2. Hands washed and fingernails trimmed. 3. Do not use artificial fingernails and nail polish. 4. Bandage wounds/sores/lesion and wear gloves when hands are bandaged. 5. Report to work in good health, clean, and dressed in clean attire. 6. Avoid wearing any jewelry. 7. Wear hair restraint when in kitchen. 8. Do not eat, drink, or smoke in kitchen. 9. Correctly t aste food: Separate food for tasting * Taste food using a teaspoon * Wash hands MONITORING: Pick employee to observe other employees according to guidelines. CORRECTIVE ACTION: 1. Employee found breaching local and SOP guidelines must be retrained. 2. Dispense contaminated food. VERIFICATION AND RECORD KEEPING: 1. Manager must observe employees and record delivery details. 2. Keep recording log for at least 1 year. Receiving and Storing PURPOSE: To guarantee fresh and safe food when it enters the foodservice operation and is properly stored. RESPONSIBILITY: This procedure concerns receiving and storing for all foodservice employees.INSTRUCTIONS: 1. Employee training based on local health department requirements and guidelines of this SOP. 2. Schedule deliveries to arrive at designated times during operational hours. 3. Organize deliveries to arrive at operating hours and record details of delivery schedule. 4. Mark food receipt based on either the date of arrival or use by date. 5. Compare order specification and product delivered. 6. Ensure food rejection policy is accurate, timely, consistent, and effective. 7. Organize and clean refrigeration, loading, and storage areas before deliveries. Calibrate and record equipment specification. . Wash hands properly and transfer food quickly by not touching food with bare hands. 9. Separate raw animal foods such as seafood, meat and chicken livers, from ready-to-eat foods like melons, corianders, parsley during receiving and storage. 10. Separate raw animal foods between themselves as well, except when combining them in the recipe. 11. Store raw animal foods on the shelves inside the refrigerator as per cooking temperatures with the highest cooking temperature being on the lowest shelf. 12. Certain temperature is required for storing each type of foods. Details are as follow: a.Ensure vegetables and fruits are stored between 10 ? C and 12 ? C. b. Freezer foods should be kept between -18 ? C and – 20 ? C. c. Fis h should be stored between -1 ? C and 1 ? C. d. Other meats will be stored between 2 ? C and 4 ? C. e. Dairy products such as goat cheese or cream cheese should be stored between 0 ? C and 5 ? C. 13. Separate unwashed fruits and vegetables such as grapes, strawberry and celery from the ones that have been washed and other ready-to-eat foods. 14. Only dry, cleaned and sanitized equipment and utensils are to be used. 15. Avoid touching certain oints of equipment and utensils such as the middle of the pan that will be in direct contact with food. 16. Locate food in covered containers or packages and store it in the refrigerator. 17. Allow the upper shelf of the refrigerator to be the cooling shelf for putting uncovered food containers during the initial quick cool-down process to help cooling effectively. 18. Clean the outer surfaces of all food containers such as cans or jars before opening. 19. Damaged goods will be located in a separate location. MONITORING: 1. Ensure clean, odor-fr ee, organized delivery truck to prevent cross-contamination. . Check the interior temperature of refrigerated trucks and ensure that there is no sign of refreezing a. For fish and meat, and packaged products ensure temperature of 5 ? C or below. b. For eggs, ensure temperature of 7 ? C or below. 3. Check product details such as dates of perishable goods, integrity of packaging. Ensure shipping containers are clean. 4. Check details of delivery. 5. Regularly monitor food storage to prevent cross-contamination. CORRECTIVE ACTION: 1. Employee found breaching local and SOP guidelines must be retrained. 2. Separate the foods that are stored inappropriately. 3.Throw away ready-to-eat foods that are contaminated by raw eggs, raw meat and raw fish. 4. Food rejection criteria: * Signs of refreezing. * Conditions of containers. * Expired or food that is not refrigerating at appropriate temperature. VERIFICATION AND RECORD KEEPING: Manager must observe employees and record delivery details. Re garding storing issue, the assigned manager will observe if the employees follow the procedures and take corrective actions where necessary during the operation. Food Safety Checklist and shall be completed daily and will be kept for at least 1 year. Preparing and CookingPURPOSE: To prevent food-borne illness by setting a limit on the time allowed for potentially hazardous foods to be held in the temperature danger zone during preparation and ensuring that they are cooked in the right temperature. RESPONSIBILITY: Foodservice employees who deal with food preparation and cooking process. INSTRUCTIONS: 1. Foodservice employees shall be trained on using the procedures in this SOP. 2. Follow the Swiss local health department requirements. 3. Hands must be washed before cooking foods. 4. Use clean and sanitized utensils and equipments throughout the preparation and cooking process. . Separate raw foods from ready-to-eat foods in separate containers and use different utensils when taking t he foods out of the containers. 6. Pre-chill required ingredients for cold foods, for instance sandwiches and salads to 5 °C  or below prior to combining with other ingredients. 7. Foods shall be prepared in small batches and close to serving times as much as possible. 8. Preparation time will be limited for any batches of food to avoid leaving the ingredients at room temperature for longer than 30 minutes prior to cooking, serving, or being returned to the refrigerator. 9.Immediately chill potentially hazardous foods which are not being cooked or served after preparation. 10. Cook the combination of meat products at the highest required temperature. MONITORING: 1. Use a clean, sanitized, and calibrated thermocouple to take food temperature. 2. Take a minimum of two internal temperatures from each pan of foods at different stages of preparation by putting the thermocouple into the thickest part typically at the center (Avoid putting the thermocouple into fat or close to bones). 3. Check the time foods is in the temperature danger zone and make sure it is not over 4 hours.CORRECTIVE ACTION: 1. Retrain foodservice employees that do not follow the procedures stated in this SOP. 2. Start the cooking process immediately once the preparation of foods (which need to be served hot) is complete and continue cooking until it reaches the required temperature. 3. Cool ready-to-eat foods or foods that can be cooked later quickly. 4. Return all ingredients to the refrigerator if the expected preparation completion time is to be more than 30 minutes. 5. Throw away any foods held more than 4 hours in the temperature danger zone.VERIFICATION AND RECORD KEEPING: All foodservice staff must record the date, product name, commencing and ending times of production, the two temperatures/times/measurements taken, amount of foods prepared, any corrective actions taken on either Production Log or Cooking and Reheating Temperature Log where necessary. The foodservice manager will vi sually monitor foodservice employees during the shift to ensure that they follow the steps in the SOPs. Production and Temperature Log must be reviewed and dated daily at the end of the day.Food Safety Checklist shall be completed by the foodservice manager daily and the checklist, cooking and reheating temperature log are to be kept on file for a minimum of 1 year. Serving PURPOSE: Ensure that all food is served in a sanitary practice to prevent food-borne illness. RESPONSIBILITY: Foodservice employees who deal with serving foods. INSTRUCTIONS: 1. Foodservice employees shall be trained on using the procedures in this SOP. 2. Follow the Swiss local health department requirements. 3. Hands must be washed before putting on gloves and every time the gloves are changed.This applies to both during tasks changing and before serving foods with utensils. 4. Do not touch ready-to-eat foods by using hands without gloves. 5. Plates must be handled by the edge or bottom. Cups and utensils must be hold by using handles. 6. Store utensils with handles up to prevent contamination. 7. Potentially hazardous foods must be stored at proper temperature. 8. Utensils must be cleaned and sanitized before being served with the foods. 9. Utensils must be stored properly in a clean and safe area. 10. Put clear date marks and cool potentially hazardous foods.

Oedipus’s transition from the beginning to the end Essay

Sophocles’ Greek tragedy, â€Å"Oedipus† displays how fate and destiny, rather than chance, determine the events within human life. It is this fate that turns Oedipus’ seemingly perfect existence full circle, leaving him with less than nothing in the end. During the course of this story, Oedipus undergoes a complete conversion because of his personal quest to find out his true identity. He eventually learns the truth, but at a great cost. He finds that he isn’t who he believed himself to be, and he loses everything in the process. Oedipus therefore undergoes an absolute transition from a kingship to exile, from wisdom to confusedness, from admirability to utter shame. When Oedipus is first seen, he is clearly noted as the ruler of Thebes. The priest in fact regards him as, â€Å"Great King of Thebes and sovereign Oedipus†¦ † (Line 14). At the moment, Thebes is afflicted with a terrible and mysterious plague, which can only be eliminated when the murderer of Laius, the former King of Thebes, is exiled or killed. It is apparent that the people trust and admire their King, and so they look to him for help and guidance. This is why Oedipus acts so swiftly to find Laius’ murderer no matter what the cost may be. Oedipus once again exercises his kingship and power against Creon, upon hearing from Teiresias (a prophet) that he himself killed Laius. He accuses Creon of treason and sentences him to death. Even though the whole chorus and his wife, Iocasta, are against him, his will is still carried out until he himself decides otherwise. Such makes Oedipus the most powerful man at this point. However, as the events progress, Oedipus finds out that he indeed killed Laius. Upon hearing this, Oedipus’ whole world shatters, and he can no longer bear the truth. He blinds and willingly sends himself to exile. Oedipus loses his title and all the power that it stands for. He is left with nothing but his life in the end. Oedipus gained his Kingship by defeating the mythical man eating Sphinx and solving its riddle. The riddle was, â€Å"What has four legs in the morning, two at noon, and three at night? † Oedipus was the only one who answered, â€Å"Man†, causing the Sphinx to finally kill herself. Man crawled as a baby in its youth, walked with both feet during mid life, and walked with a cane when old. Answering this riddle saved the kingdom of Thebes from the feared Sphinx, and so Oedipus was forever recognized for this. Oedipus’ wit, however, was also the cause of his downfall. This is shown during Oedipus’ debate with Teiresias. As Oedipus exclaims, â€Å"†¦ my skill has brought me glory†, Teiresias replies, â€Å"And this success brought you to ruin too† (lines 441-443). In other words, Oedipus fulfilled the dark prophecy placed upon him by defeating the Sphinx and thus, marrying Iocasta. In this tragedy, Oedipus is faced with the riddle of his identity. However, despite his wit, he is never able to solve the riddle on his own. In fact, he is confused practically throughout the course of the story. Iocasta even solves this riddle before he does, explaining her sheer reluctance of him trying to find out. It takes a whole cluster of clues for Oedipus to finally see that he was his father’s murderer, and his mother’s husband. Finally, Oedipus begins the tragedy with all the qualities of an admirable King. Oedipus genuinely loves his subjects, as can be seen in lines 58-60 â€Å"My children, what you long for, that I know indeed, and pity you. † He calls his citizens his children, signifying his seniority, but also his devotion to them. He is proud of his citizens and of himself. He wants to prove that he is a good king to his people, and so he allows Creon to speak his news from Apollo in front of all Thebans. He tells Creon, â€Å"Let them all hear! Their sufferings distress me more than if my own life were at stake† (93-94). Also, he sincerely wants to save his citizens by finding Laius’ murderer as soon as possible. Therefore, he cares about his people even more than he does himself. Towards the end of the story, however, Oedipus becomes the epitome of shame throughout the kingdom of Thebes. In ancient Greece, family and heritage was one of the most important virtues practiced. And thus, killing one’s own father was the most dishonorable action, next to marrying one’s own mother. Oedipus, sadly, performed both of these shameful crimes which were considered worse, even, than mass murder. So Oedipus went from being the pride of Thebes to its worst shame. Oedipus is indeed so ashamed of his actions that he tells his advisor, â€Å"†¦ Quick as you can, I beg, banish me, hide me, slay me! Throw me forth into the sea, where I may sink from view†¦ There is no man alive can bear this load of evil but myself†. Oedipus’ transition is evident in how he is now pleading and begging his own advisor to banish him from Thebes. Thus, Oedipus loses everything, including his own dignity. In conclusion, Oedipus makes a tragic transition from having everything to having nothing. Because of his quest for the truth, he finally found it and suffered the most in the end. However, despite the shame in what Oedipus did, one must still admire his spirit to continue looking for truth. It is admirable how he chose blindness rather than death, and in a way, punished himself for his past sins. Such a trait still makes him a hero, at in that sense. Sources: 1. http://www. users. globalnet. co. uk/~loxias/myth. htm#interpretation 2. http://cgi. sparknotes. com/hlite. rmpl? words=oedipus&pd=0&page=section5. rhtml&guide=%2fdrama%2foedipus.