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Differences in endpoint cooking temperature have been shown to affect texture, avor, and juiciness. Since bacon is often thinly sliced, there are problems with controlling its nal temperature. In a study (Taylor et al. 1982) on hot curing Wiltshire bacon, where the aim was to produce an acceptable product in 5 days, a combination of expert judges and a sensory panel was used to assess the eating quality of both bacon and gammon joints. Vacuum-packed samples of collar bacon, both hot and cold cured, stored for either 20 days at 5 C or up to 15 days at 15 C and back bacon that had been stored at 5 C for 35 days were assessed for odor upon opening the packs by a small panel of expert assessors. They concluded that all packs of back bacon were acceptable. However, two packs of hot cured bacon and two packs of cold-cured bacon were judged unacceptable after 20 days at 15 C. A trained panel was used to assess the cooked bacon for raw appearance of the fat and lean, cooked color, saltiness, avor, and overall liking. The method used for cooking the bacon consisted of threading the bacon slices on a wire frame contained within a casserole, such that the bacon was suspended. The casserole dish was then placed in an oven set at 175 C for 35 minutes. Assessors did not nd any signi cant difference in eating quality attributes. This same study also investigated consumer responses to cooked gammons from hot- and coldcured treatments. The consumer test used

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Summary

(7) X (m x n), A, C (p x n), B, D (m x q) :

Figure 6.1 Common Pathway Model. Note: The figure shows the model for only one twin and only some paths are marked in this figure for clarity; = 1.0 for MZ/.50 for DZ twin; A, E = Common additive genetic and nonshared environmental factors; A , E = Variable specific additive genetic and nonshared environmental factors; N1 = Anxiety; N2 = Hostility; N3 = Depression; N4 = Self-consciousness; N5 = Impulsivity; N6 = Vulnerability. (Source: From Genetic and Environmental Inf luences on the Covariance of Facets Defining the Domains of the Five-Factor Model of Personality, by K. L. Jang, W. J. Livesley, A. Angleitner, R. Riemann, and P. A. Vernon, 2002, Personality and Individual Differences, 33, pp. 83 101. Reprinted with permission.

One of the basic laws of physics, the second law of thermodynamics, states that the entropy of an isolated system is nondecreasing. We now explore the relationship between the second law and the entropy function that we de ned earlier in this chapter. In statistical thermodynamics, entropy is often de ned as the log of the number of microstates in the system. This corresponds exactly to our notion of entropy if all the states are equally likely. But why does entropy increase We model the isolated system as a Markov chain with transitions obeying the physical laws governing the system. Implicit in this assumption is the notion of an overall state of the system and the fact that knowing the present state, the future of the system is independent of the past. In such a system we can nd four different interpretations of the second law. It may come as a shock to nd that the entropy does not always increase. However, relative entropy always decreases. 1. Relative entropy D( n || n ) decreases with n. Let n and n be two probability distributions on the state space of a Markov chain at time n, and let n+1 and n+1 be the corresponding distributions at time n + 1. Let the corresponding joint mass functions be denoted by p and q. Thus, p(xn , xn+1 ) = p(xn )r(xn+1 |xn ) and q(xn , xn+1 ) = q(xn )r(xn+1 |xn ), where r( | ) is the probability transition function for the Markov chain. Then by the chain rule for relative entropy, we have two expansions: D(p(xn , xn+1 )||q(xn , xn+1 )) = D(p(xn )||q(xn )) + D(p(xn+1 |xn )||q(xn+1 |xn ))

Do you share a common vision for customer experience Will they make your life easier Do you believe they can be successful in your business Can they customize their solution to meet your unique needs Does their work ow integrate well with your existing business processes What tools and capabilities do they bring to the table The decision to use a managed service is not an all-or-nothing decision, nor is it about giving up control of your risk operations. Companies have choices in today s market to of oad as much or as little functionality and control as they would desire. The idea of managed services can be scary to risk personnel in terms of job security, so based on your company s reason for looking at managed services, make sure you keep your team informed. There are many reasons other than reducing headcount for making the decision to evaluate MSPs. Regardless of the category of MSP a company chooses to work with, companies will need to have an internal resource to provide direction, liaise, and supervise the MSP. Managed services are not necessarily more expensive than existing fraud-prevention tools and, in many cases, can be purchased for less than merchants would pay to set up and run them on their own.