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  • Nose Injuries – When There Is No Doctor

    Nose Injuries – When There Is No Doctor

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    Injuries to the nose are not uncommon; yet, when they happen, people tend to panic. Instead of letting the situations "lead you by the nose", follow these simple first-aid measures, and stay in control:

    Your nose is not merely an organ of smell. It's a filter, a temperature controller, a passageway and sometimes even an alarm system. It is closely connected with your eyes, mouth, ears and head, both cosmetically and physically. So, when it is injured, to treat it you've got to look beyond your nose.

    "In order to treat any injury to the nose, you must first understand the nature and extent of the injury," say ENT surgeons. "Basically, there are three kinds of injuries: those that involve the nose and the head; those that affect the nose and the face; those that pertain only to the nose. Only after the kind of injury has been ascertained can proper treatment or first aid follow. "

    The first two kinds of injuries are usually the result of a violent, perilous impact, like a fall from a great height, or a road accident. When the nose and the head are injured – and such cases are obvious even to a layman – the damage is serious and can occasionally be fatal. In all probability the victim will be unconscious and to render first aid would be impossible. Your only course of action is to rush the victim to a hospital and leave him in the hands of the doctors.

    If the head is not hurt, that is, if the injury is only to the front of the face, then check the extent of the damage. Any injury to the eye directly, or even to the area around the eye, will need a doctor's attention. You can try to control the bleeding of the nose, if there is any, but the person should be taken quickly to the hospital. Probably he will need the attention of the ENT surgeon and the ophthalmologist.

    Injury to the nose and to the area around it, that is, the sides and below, could mean damage to the sinuses and upper jaw. Ask the victim to make as if he is biting on something. Difficulty and pain in moving his mouth indicate probable fracture of the upper jaw. In this case, too, though you could try to control the bleeding from the nose, the victim needs medical attention. An ENT surgeon and a dental surgeon may have to work together to repair the damage. Therefore, such a case should be quickly taken to the hospital.

    The third type of injury is more commonplace. In this kind of injury, first aid can be given, but again, it will depend upon the cause and nature of the injury. Injuries to the nose can be broadly grouped as: external wounds; fractures; obstruction by foreign objects; bleeding from the nostrils.

    EXTERNAL INJURIES

    External injuries like abrasions, bruises, cuts and punctures can be treated as you do wounds. Clean the affected area, apply an antiseptic and bandage. Slight abrasions or cuts will heal with adequate care. Deep and extensive wounds should be shown to a doctor.

    Fractures of the nose are easily detectable from the distorted shape of the nose, the constant pain and swelling. Fractures have to be splinted and set right, which can only be done by an ENT specialist.

    Those with children will b familiar with the third type of nasal injury – that is, blockage of the passage due to insertion of foreign objects into the nose. "" Often, the child may not be aware that he has done something he shouldn't have, says ENT surgeon. "" So the object remains in the nose for days and is discovered only when infection sets in. then, either the parents notice that the child's nose is swelling, or the child complains of pain in the nose. "

    However, even if you know that the child has pushed something up his nose, don't try to extricate it yourself. You could push it in even further. Sometimes, lightly blowing the nose helps to dislodge the object. But if the object is edged, it may scrape or bruise the nose and bleeding may result. So it's safest to take the child to a doctor, preferably an ENT specialist, as he is better equipped to deal with the problem.

    NOSE BLEEDS

    Nosebleeds or epistaxis can occur due to a number of reasons: Sudden climatic changes; a rise in blood pressure; a traumatic injury; high fever.

    The air we breathe in has to be homogenised to the body temperature of 34 ° C before it reaches the lungs. The nose acts as a temperature controller. If the air is cold, the nose warms it; if the air is too warm, the nose cools it. In order to help it carry out its function, the nose is heavily lined with blood vessels. The supply of blood depends upon the difference in the body and atmospheric temperatures. When the temperature outside changes suddenly, as when we move from a warm climate to a cold place, or vice versa, the demands on the blood vessels can be extensive and, consequently, they are likely to rupture, resulting in a nosebleed.

    A rise in blood pressure forces the blood vessels to enlarge and sometimes even burst. Since the capillaries in the nose are fine, they rupture more easily. Thus a nosebleed could be a symptom of hypertension. Also, during plane flights, if cabin depressurisation takes place, the difference in air pressure outside the body and within affects the blood vessels and some passengers could experience bleeding from the nose.

    Any trauma inflicted on the nose – say, when you fall while running and hit your nose on the ground, or when a child is hit on the nose by a ball while playing – ruptures the blood vessels inside the nose. Often, in these cases, the bleeding may seem heavy, but if there is no fracture, it may not be grave. However, once you've stopped the bleeding, you should get the patient checked by the doctor.

    Sometimes the trauma can be light, as when a person digs in too hard to clean the nostrils. In that case, the bleeding stops spontaneously after a few minutes.

    A high fever may sometimes be accompanied by a nosebleed. Again, this is because of the nose having to adapt to the difference in temperatures of the body and the air outside. ENT surgeon says, "This is occasionally seen in typhoid cases where the temperature rises very high."

    When bleeding from the nose occurs, you should first prop up the patient. Don't let him lie flat. If you do that, the blood will rush back and enter the throat making him choke or cough, thus increasing the pressure on his blood vessels and forcing out more blood. "Sometimes the blood that is thus forced back goes into the stomach and the patient then vomits it out through the mouth," says ENT surgeon. "At such times, everyone panics because the patient has vomited blood. They don't realize he's merely throwing out what he has swallowed."

    Ideally the patient should be made to sit up; head bent over a bowl so that the blood can drip down from the nose. Pinch closed the nostrils, letting the patient breathe through his mouth. Often, this stops the bleeding. Or you could put an ice pack on the nose. To make the pack, put some crushed ice in a clean kerchief or cloth and pack it closely over the nose. Use crushed ice, not chunks, because it can be molded around the nose, and even pressure applied. If ice is not at hand, give the patient a freshly-cut onion, or crushed garlic pods, or ammonium bicarbonate, to smell. The strong odor will repulse his sense of smell, forcing the nostrils to contract, and this stops the bleeding.

    NOT SERIOUS

    Nosebleeds are generally not serious. "In a normal person, the bleeding stops on its own after about five minutes," says ENT surgeon. "That it lasts for a long time and that the flow is heavy are only impressions. What happens is that, in the absence of muscles in the nose, the tightly-packed blood vessels cannot contract. So the bleeding continues till clotting sets in. and that normally occurs in about five minutes. But if the bleeding does continue longer, don't panic. Pinch the nostrils or use an ice pack to stanch the flow, which will happen after a while provided there is no serious damage. even if the bleeding stops you should get the injury examined by an ENT specialist to preclude complications later. "

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    Source by Andy G

    Views: 1

  • Stuffed Emotions Don't Die – They Multiply!

    Stuffed Emotions Don't Die – They Multiply!

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    As I work with clients on a daily basis, I am often amazed at how much fear is involved in showing emotion. Granted some people go the other way and completely out of control with their emotions. However, numerous others are entirely out of touch with how they feel. You can tell a person is in this situation because when you ask them the typical therapist question, "And how did that make you feel?" there will be a long pause. Uhhh …. ummmmm … truly the thought of putting emotion to an event is almost impossible for them.

    This process can be very frustrating when a person's spouse tends to be very in-tune with their emotions. They know exactly how they feel at all times. When an inquiry into what their partner is feeling brings a blank stare, there can be a complete break-down of communication. My common answer to help the aggravated partner understand what's happening inside their loved one's heart is, "when he / she tells you they don't know how they feel they are telling the truth. They truly don't know how they feel."

    Typically, a person who stuffs will respond to any situation requiring emotions in one or two ways. They will give you the one emotion that our culture allows us to show: anger. However, anger is not the real emotion they are feeling. It is just the emotion that we are allowed to express openly. Anger is really about hurt, unmet expectations or other pain. If a stuffer doesn't show you openly expressed anger, they will just push the anger down inside and do what they do so well … stuff it!

    The problem is that stuffing doesn't stop the emotion. Stuffed emotions don't get buried. Truly, stuffed emotions multiply. They become stronger and more powerful. Stuffing emotions over the long haul will eventually cause your body to break down. You can only carry so much emotion on the inside. Pretty soon your internal systems will start responding to the heavy load you are forcing them to carry.

    If you are a stuffer, please know that this information is coming your way via divine providence. It is time to step back and start finding new ways to identify and process your emotions. Emotions don't have to be scary when you learn better ways to get in touch with them. Emotions are just like the light on the dashboard of the car. They serve the purpose of letting you know that "something under the hood" needs looked at. You can take out the fuse so the light doesn't go on, but that doesn't stop the damage to the inside that could possibly happen if you drive on down the road ignoring the warning signal.

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    Source by Trudy Johnson

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  • Dealing With Customer Complaints – B.L.A.S.T

    Dealing With Customer Complaints – B.L.A.S.T

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    In a restaurant, not so far away, in the not so distant future, a telephone rings, a customer complains… and the battle begins!

    Handling customer complaints doesn’t have to always be a battle, with the right tools and responses you can use complaints to your advantage; to help you build your business. B.L.A.S.T is a great tool that is used by companies such as Yum! (Parent company of KFC, Taco Bell, Pizza Hut, A&W, and Long John Silvers). Training their employees in the basics of handling customer complaints. The acronym stands for:

    Believe

    Listen

    Apologize

    Satisfy

    Thank

    How does your company deal with customer complaints? The easiest way to find out is to pick up the phone and play the role of the complaining customer. What happened? If you were an irritated customer, would you return? Using the B.L.A.S.T guidelines, allows you to create a standardized method for dealing with your complainers and turning them into loyal customers.

    Believe

    This is the cornerstone of handling a customer complaint. Yes, the customer may be lying and be incorrect about their situation. It is important to understand that your customer believes that your establishment has wronged them.

    Listen

    Stop and listen to your customer’s complaint. I’m not certain whether it’s natural instinct or just plain stubbornness. As soon as a customer starts to complain, we start to think of how we will respond to the accusation before we are done listening, and too often the case, already have the response ready to fight back. Take a second, relax, and listen. On occasion a complaining customer will be rude, angry, and use vulgar language, stay the course and remain calm and level headed.

    When the customer is done venting; in a calm, non-judgmental tone, repeat their problem. An example I used in my KFC for a mispacked order:

    “What I hear you saying is that, you came in ordered and paid for 10 Pieces of chicken and when you got home, you only received 8, is that correct?”

    By repeating the problem at hand, you’ve demonstrated your ability to the customer that you heard and understood their problem.

    Listen and clarify. Never defend or justify. The customer doesn’t care if you were shorthanded or if you’re having a bad day, they only care that they get taken care of. No excuses, just solutions.

    Apologize

    Always apologize even if you did nothing wrong. From your customers’ perspective, they have a legitimate complaint, and they expect an apology. It could be as simple as “I’m sorry we’ve inconvenienced you.” or “I’m sorry I know how frustrating it is to buy dinner for my family, only not to have everything there when I get home” A sincere apology will usually diffuse a lot of frustration that the customer has. There is an exception to this rule though, if a customer calls with a critical complaint, such as food poisoning, don’t apologize, it may be construed as an acceptance of guilt, instead refer to your company’s procedures for such events.

    Satisfy

    Make it right. Ask the customer “What can I do to make this right for you”? Be the judge of what is fair of course, but allow them the opportunity to feel empowered over the situation. Many times they may ask for the problem be taken care of on their next visit or maybe that you talk to the person who made the mistake and correct them. We used a great system of sending out a personalized postcard apologizing for the mistake, it was a couple of handwritten sentences (yes, many times with spelling mistakes from my team members), but it was personal and always well received. We always gave them the unexpected as well, maybe a free dessert or an extra side dish just to show that we cared about them.

    Thank

    At the beginning, at the end, in the middle; it doesn’t matter, thank the customer for calling and complaining.

    Why? With the simple act of complaining, your customer is telling you “I care about your business and your success”. They are giving you the opportunity to fix the problem and invite them back so they can give you more of their money. Puts a different spin on it doesn’t it? Thank them for giving you that second chance, for letting you know that something in your restaurant didn’t work like it normally does, for giving you the chance to make it right, and for the opportunity not to damage your reputation!

    Reputation? I had to throw that one in. You work hard, day in day out, trying the best to make your business the best, and yet one unhappy customer can take it away from you. A happy customer will tell two or three friends about a good experience, but an unhappy customer will tell at least ten friends about their experience and it always multiplies through word of mouth. Case in point, when I moved cross country to my new hometown, I was at a Chamber of Commerce event and being the new person in the group, I introduced myself and what we did. No sooner than five minutes passed did I get a list of 10 restaurants in my area that in their opinion were in “need of my services”. Only one person gave me a good restaurant. I didn’t ask, I was told. To this day I still haven’t been to those restaurants as a customer, why do I want to give them my hard earned money, when they made my new friends unhappy? It may not be a rational thought, but it is human nature.

    Will some people take advantage of your kindness? Of course, a rule of thumb I used in my restaurant was:

    First time shame on me,

    Second time shame on me, but I’m watching you,

    Third time… Shame on you and I will make the decision on how I will deal with you as a customer.

    Keep track of who calls to complain, names, phone numbers for follow up, addresses for your postcards. Using a binder and tracking your complaints, you will be able to detect and deter those that would take advantage of your new complaint procedures.

    Adding B.L.A.S.T to your expanding toolbox of customer service tools will help you in dealing with customer complaints and turn them around so they can tell their friends what great service you have!

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    Source by Albert Barneto

    Views: 0

  • Are You Letting Excuses Keep You From Becoming a Top Network Marketer?

    Are You Letting Excuses Keep You From Becoming a Top Network Marketer?

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    Things that are easy to do are easy not to do. In this article, I am going to talk to you about excuses and how they may be keeping you from becoming a top network marketer.

    We all have our moments when we don't feel like doing certain things. We are professionals at making excuses for why we don't do these things, but the thing we must remember is that being a professional at making excuses does not pay the bills.
    Two of the biggest excuses people have are the excuses that they do not have enough time or money. These are easy excuses to use because they are often true in our current state but do not have to remain true.

    I Don't Have the Time

    If you do not currently have the time to build your business, that is because you have not allocated the time to build your business. There are other things that are filling your time that you could choose not to do but instead, you choose to do them. Many times, these things are important things but if you say you want to build a business, but you do not schedule it into your week, you are not showing you believe it is that important.

    I Don't Have the Connections

    Our capital in our network marketing companies are our connections and oftentimes people think they do not have the right connections. Even if this is true, we all have the same access to everyone and if we are resourceful enough, we will be able to get in contact with that person.

    Conclusion

    Whatever excuses are holding you back, you must give them up and get into action. Excuses don't help you get what you want so give them up and work consistently toward your goals.

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    Source by Jessica Lauren Vine

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  • Numerology’s Secret Strength – Your Habit Challenge

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    Where do you turn in times of crisis? How do you find the inner strength to face problems which are beyond your normal strength? Numerology can tell you where your hidden strength lies, ready to come forth in the face of problems beyond your normal resources. This hidden strength is known as your Habit Challenge. This ability is also known as the Submerged Characteristic or Habit number. Normally it lays dormant, hidden in everyday life until you truly need it; Then it blossoms becoming a useful tool to be called on.

    Finding your Habit Challenge

    This is one of the simplest calculations in Numerology. You simple count the number of letters in your use name and then reduce the value with fadic addition. Your use name is what your friends call you, or how you introduce yourself. Note that since this can change through out your lifetime, your Habit Challenge will change as well. As an example, actress Angelina Jolie has a Habit Challenge value of (4) as shown below.

    Angelina Jolie (Habit Challenge) = (8 + 5) = (13) = (4)

    Habit Challenge (1) – Originality

    People with this value respond to crisis by turning to their originality. They are best served by looking to themselves to find the answers they need, usually to the complete surprise of those around them.

    Habit Challenge (2) – Collaborator

    People with this value respond to crisis by teaming up with others. They are best served by being a good follower and trusting their partners to direct them in reaching their goal. If a need for diplomacy occurs, they are truly in their element and will bring good results.

    Habit Challenge (3) – Creativity

    People with this value respond to crisis by turning to their imagination. If there is an artistic solution to their problems, then they will solve them. These souls will also find an ability to put aside their fears and not take their problems seriously, letting them work with little pressure.

    Habit Challenge (4) – Analysis

    People with this value respond to crisis by turning to pure logic and their analytical skills. They will be able to turn off their emotions and work towards a practical and orthodox solution to their problems. They will never break down or lose their head until the crisis has passed.

    Habit Challenge (5) – Flexible

    People with this value respond to crisis by being flexible. They will accept change and take risk as necessary to reach their goals. If there is a New or unusual solution to the crisis, they will find it. These people will exhibit great versatility and quick thinking throughout the crisis.

    Habit Challenge (6) – Responsible

    People with this value respond to crisis by showing sympathy for others and taking on responsibility for the problem they face. These souls will work to shield their friends and family from the affects of the crisis and offer to sacrifice themselves to resolve the problem.

    Habit Challenge (7) – Meditation

    People with this value respond to crisis by using meditation or other techniques to seek knowledge from within themselves to resolve their problems. These souls will reject advice which they have not asked for, and instead look to their intuition for ways to solve their problems. They will always act with perfect timing while the crisis last.

    Habit Challenge (8) – Ruthless

    People with this value respond to crisis by being ruthless and efficient in their actions toward solving their problems. These souls are willing to set ambitious goals and work tirelessly until they are met. They will exhibit determination and infinite patience until the crisis has passed.

    Habit Challenge (9) – Idealist

    People with this value respond to crisis by being an idealist. They will be broad minded in their dealings with others, and generous with their time and resources while the crisis last. These souls will react dramatically with great flare towards those who oppose them until their problems are resolved.

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    Source by Keith Abbott

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  • Stopping Employee Theft in Your Coffee Business

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    Regardless to how good of an employer you are, and even if you treat your employees well, understand that employee theft is a reality, and you need to control it. While it may only be a very small percentage of your staff that might steal from you, it can have a significant financial impact on your coffee business. If it goes unnoticed, employees will usually become even more brazen in their activities.

    When it comes to theft, your employees are likely to fall into one of the following four categories:

    Mr./Ms. honest – these are people who would never think of taking anything if it doesn’t belong to them. If they happen to go home with one of your ballpoint pens, they’ll bring it back the next day, and feel guilty that they took it home, even though it was unintentional.

    Incidental theft – these are people that will take home your pen by accident, and will keep it. And, they may scarf a piece of cheesecake occasionally when you aren’t looking, even though they know they shouldn’t. Because these items have minimal value, they have no great sense of guilt related to their activities.

    Theft because of need and opportunity – this is when you have an employee who is perhaps living on the edge financially, and because they have the need, and because your security may be lax, they’ll take advantage of an opportune situation to take something.

    Compulsive theft – this is the person who is always looking for something to steal, and they have absolutely no conscience about it. They typically rationalize the theft in their own mind. They consider you to be the rich, fat cat, and feel that they are over worked and under paid, so stealing from you is justified.

    Employee theft probably exists to some extent within your operation, whether you are aware of it or not. You can most likely live with incidental theft, provided it doesn’t get out of control. Theft related to need and opportunity is, in reality, your fault. These people would probably not steal from you normally, but a lack of security procedures has created the temptation and means for them to do so. Compulsive theft must be discovered, stopped, and you must eliminate the person(s) responsible.

    Losing product due to theft:

    Your employees may have no desire or need for a sleeve of 12oz. paper cups, Java Jackets, or a roll of toilet paper… but they might like a frozen cake, gallon of chocolate sauce, 6-pack of beer, or a bottle of wine.

    There are some simple things you can do to greatly reduce the chance of being ripped-off. First, don’t allow your employees to store their jackets, backpacks, and purses near where you store products. This makes it incredibly simple for someone to slide something into their bag or jacket pocket when no one is watching. I always had my employees store their personal belongings in the cabinet under the cash register (where someone would always be watching), or in my office, under lock & and key.

    Second, keep the back door of your store locked with a key at all times (you or your supervisor being the only ones having a key). If customers regularly enter through your back door, this may not be an option. If your back door is an emergency fire exit (and it probably is), you’ll need to install an alarmed breaker-bar. The whole point is that you don’t want your employees to be able to flow in and out of the back door without you knowing about it. Carrying product out the back door to their car, a hiding place for later pick-up, or an awaiting friend, is one of the most common ways products will exit your store.

    Once you have made it more difficult to stash things in their personal belongings, or carry them out the back door, employees may resort to hiding items in the trashcan. Of course you will unlock the back door to let them take out the trash. If they have hidden something in the trashcan, a dumpster-diving expedition will certainly be planned for after-hours to recover their treasure.

    Periodic trashcan checks should eliminate this problem, or make it a far less appealing option to anyone considering this method to smuggle things out of your store. Buy a long handle 3-prong garden rake. When employees ask to take out the trash, accompany them, and have them hold the can up on the edge of the dumpster while you rake out the trashcan contents. What you are looking for are things that might have been hidden in the trash, but you can tell your employees that you are merely making sure that small wares aren’t being accidentally thrown away. During the 15-years I owned and managed restaurants, I discovered everything from six-packs of beer, bottles of wine, and packages of steaks hidden in the trash!

    Another situation that will create an ideal opportunity for employees to steal from you is having only one person working in your store. If your baker comes in each morning a hour before you or the next employee, or if one person is left to clean and lock-up the place at the end of the day, opportunities for theft abound. As the old saying goes: when the cat’s away…

    Always try to have at least two people in your store at all times. If there is not justification for having a second employee on the clock, then you will need to be that second person. If this requires you going from a 60-hour workweek to 80-hours, then this may not be a tolerable option. If this is the case, then at least invest a couple of hours more each day for a week or two to do some detective work.

    During those times of day when only one employee is working, park at the far end of the parking lot, or across the street, so that you will reduce the chance of being noticed by your employee. If they are familiar with your vehicle, use your spouse’s or friend’s vehicle for a few days. Watch carefully (with binoculars if necessary). I know this all sounds a little CSI – like, but better to rest-easy, feeling fairly assured that your employee isn’t carrying away your store when you’re not watching. If I had the time, I could tell you countless stories of my experiences in catching employees red handed, loading the trunks of their cars.

    If you suspect that theft of product might be occurring, but you’ve seen no direct evidence of it, then conducting a daily key item inventory may shed some light on the situation. Write down a list of 15 to 20 products that you think would be most appealing for someone to steal. In your coffee business, this might include items such as coffee, syrups and sauces, smoothie puree, biscotti, cookies, and desserts, sandwich meats & cheeses, and of course beer & wine (if you serve those from your operation). Then take an inventory of these items every day. Your employees don’t need to know what you are doing, and if they ask, simply tell them you are taking an inventory for ordering purposes.

    What you are looking for are anomalies in usage. For example, let’s say that from your daily inventories you assess that you use about half a gallon of chocolate sauce per day. Then, one day you notice you used 1 1/2 gallons of chocolate the previous day. This should send up a red flag! Why did you go through an extra gallon of chocolate? Were you significantly busier yesterday, or did you featuring several drink specials which contained chocolate sauce? A quick review of individual item sales from yesterday’s cash register report should provide you with the answer. If you average one ounce of chocolate per beverage, then using 1 1/2 gallons means you should have sold approximately 192 beverages containing chocolate (128 oz. per gal. x 1.5 = 192). If this was the case, no problem. But, if you discover that you only sold 64 beverages containing chocolate, then 128 oz. (or 1 gallon) is unaccounted for and missing! A good indication that it probably walked out the door. If this happens, keep track of who was working on the day of the shortage. If this happens continually, eventually you will discover that the same person or persons were working every time.

    Theft of money by employees:

    Hopefully, none of your employees will have the desire to steal products from you, but some will be tempted by the lure of cold, hard, cash. Everyone could use an extra $20 a day. Employees who steal money from you will definitely hurt your bottom line, and must be eliminated.

    The first way to reduce cash theft is to have a cash handling policy in place that will discourage theft. If multiple employees are using the cash register, and no one person is responsible, then I can almost guarantee that your cash drawer will keep coming up short on a regular basis. The fact that no one person can be held responsible for the shortages, will make grabbing a bill or two easy and appealing.

    Implement a policy that one, and only one person is responsible for the cash register for the entire shift. They should count the drawer at the beginning of their shift to verify that they are starting with the designated change bank. Then, they should be the only person to ring up sales and make change. Even you, the owner/manger, should keep your hands out of their cash drawer. Finally, at the end of their shift, they should set aside the amount they started with in the change drawer, and total all the remaining cash, checks, and charges, and balance against what was rung up on the register. If they started with the right amount of money in the cash drawer, rang everything up, took all the money, counted back all the change, and they end up short… who’s fault is it? It can only be theirs. By implementing this simple policy, I once took an operation that was coming up $100 a day ($3,000 a month) cash short, and reduced it to $3 a day, in just 30 days! That’s over a $2,900 bottom line improvement, (in case you didn’t do the math)!

    The other common method that a cashier might use to steal money from you is by using a method called, building a bank. This is the process of not ringing up items on the cash register, while still taking money from the customers, and then pocketing that money. Typically, they will obscure the view of the cash register display on the customer’s side with something like a flower, retail merchandise, or by turning the display so that it cannot be easily seen. Then, they will pretend to ring up an item, but will hit the no sale key instead, popping the drawer open so they can take the cash and make change, but in reality, they haven’t rung up anything. The other thing they might do when it is busy is to just not shut the drawer between transactions. They simply convey verbally the cost of items ordered by customers and take the cash, but once again, nothing has been rung up.

    A cash register that prints out the order on a remote receipt printer to the person who will be preparing the item, can eliminate this problem. Quite simply, if the item isn’t rung-up, it won’t print out. If your barista or cook won’t prepare anything without a receipt (and they shouldn’t!), it will force your cashier to ring everything up.

    If you observe that the cash register’s display has been blocked from the customer’s view, or there are an excessive number of no sale indications on your cash register’s detail tape, or notice that your cashier is not shutting the drawer between transactions, beware! While these may not be indisputable proof that your cashier is stealing from you, they should certainly heighten your vigilance to find out if something is going on.

    If your coffee business only warrants having one employee working at a time, perhaps because you own a cart, kiosk, or low volume drive-through operation, then how do you go about keeping your employee from building a bank and stealing from you? The best solution I’ve seen is to turn your customers in to watchdogs. Affix a sign to the front of your cash register, in plain sight of the customer, that reads: If you don’t receive a receipt with your order, it’s FREE! This will force your cashier to hand each customer a receipt for their purchase. If they are building a bank, this means they will have to hand the customer a receipt that says – NO SALE; something they probably won’t fell comfortable doing!

    The financial impact of theft of money can be extremely damaging, for example: Let’s say you have a cashier who is skimming off $20 a day by not ringing things up, and then pocketing the money. Not only did you loose the stolen $20, but the $7 of ingredients that were probably used to produce the ordered products; ($20 x 35% ingredient cost = $7.00). So in reality, you lost $27, and it will take an additional $41.54 in sales, to recover this loss; ($41.54 x 65% gross profit = $27). $27 a day lost to theft, X 21 days worked by the employee = $567 lost cash & product per month; $872 extra sales required to offset this loss. (Annual loss, $6,804; $10,468 in additional income required to offset loss.) You must stop theft of money!

    Theft of money management:

    If you have a manger running your operation for you, this can really create an opportunity for cash theft. Just about anyone who has ever run a food service operation (self included), probably felt that they were over-worked and under-paid. Some are tempted to grant themselves an unapproved raise. Your manger has the control key to the cash register, which means they have the ability to back off items that were sold. You would be wise to check your cash register detail tapes on a regular basis. If you see multiple items backed off in groups, or more worrisome yet, all backed off at the very end of the shift, beware!

    A good way to keep this from happening is to establish a policy that no over-rings are to be backed off of sales on the cash register with the management control key. Instead, when the cashier makes an over-ring, they should take the receipt, write over-ring on it, sign it, and put it in the cash drawer. At the end of the shift, the total of all over-rings should be manually backed off of the sales total indicated on the cash register report.

    Many years ago I had a manager that was stealing money from me in another creative way. This manager, who opened the store each day, would reset the cash register by Z-ing it out after the first half hour of business. He would then pocket the proceeds earned during that first half hour. Because additional sales were generated during the second half hour, the cash register hourly sales report would always show sales for the first hour of operation, thus eliminating any suspicion that something might be going on.

    It wasn’t until I was doing a routine audit of cash register Z tapes that I noticed something wasn’t right. When you run a Z report, which resets the cash register at the end of each day, a multi-digit number will usually be printed somewhere on that tape. The next time you Z the register, that number will advance by one digit. I noticed that even though the tapes were sequential in date, every other number was missing. This tipped me off that the register was being Z-ed twice a day! When I confronted my manager with the tapes, his look of panic spoke volumes.

    If you are doubting the honesty of any of your employees or managers, one way you can verify or eliminate your suspicion is by baiting the cash drawer. Slip an extra $20 bill in the drawer sometime during the day when they aren’t watching. If they don’t end up reporting at the end of their shift that they were $20 cash-over, I’ll do it a second time (just to make sure). If they don’t report it a second time, you should have no doubts that they are indeed, dishonest.

    NEVER accuse an employee or manger of stealing unless you catch them red-handed (actually stuffing money into their pockets). Even though the circumstantial evidence may be overwhelming, unless you actually catch them in the act, they are likely to deny your accusations, and will probably file a complaint against you with the department of labor! The brief moment of satisfaction you will gain from letting them know you are aware of what they’ve been doing, will be quickly overwhelmed by the legal predicament you will find yourself in. You will be far better off to not make accusations. Simply terminate their employment. In many states, you do not need to provide a reason as to why you are letting them go. When they ask for an explanation as to why you are firing them, simply say: I don’t need to give you a reason, I’m just letting you go, goodbye!

    Finally, don’t over look technology to help you with security. Surveillance cameras linked to a DVR (digital video recorder) can provide you with peace of mind, or evidence of theft. These systems have become very affordable, and many are easy to install. The value of these cameras go beyond having a video record of operations. The mere fact that employees understand that their activities are being video recorded, will usually discourage them from doing things that they might not think twice about, if no one was watching.

    I think it’s important to not be paranoid about employee theft. Certainly, you don’t want to be constantly obsessed with the suspicion that everyone is stealing from you. In reality, the majority of your employees are probably honest people. But, you would be wise to establish some simple safeguards, and maintain a watchful eye.

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    Source by Ed Arvidson

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  • Terminal Wealth Dispersion, Life Expectancy and Individual Retirement Accounts

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    Terminal wealth dispersion is the technical term that describes the variability of the future value of investment portfolios. This inevitable variability means that no one knows what the value of their investment portfolio will be when they reach retirement age or at any time during their retirement. And the uncertainty of individual’s life expectancies compounds this problem.

    Hedging against the risks associated with these two factors places an onerous burden on individuals. Although this hedging could result in a very comfortable retirement, if one can afford the hedge and their timing is right, the potential downside risk is so great that it may be deemed unacceptable by many individuals. So one has to ask “Do individuals really prefer to forgo a sure but modest retirement income and play the odds with their retirement savings in hopes of being very well off in retirement?”

    With individual accounts, individuals lose the benefit of the pooling of risks. The two risks that force individuals to over-save are investment risk and the risk of living beyond the average life expectancy. In both cases the outcomes, terminal wealth and life span, are highly variable. When the risks are pooled for a large number of individuals over many overlapping life spans, the average outcomes are highly predictable, which is what makes traditional pension plans work so well.

    Traditional pension plans exist, for all intents and purposes, in perpetuity. This being the case, they can build reserves during good times in the financial markets and weather the bad times, thus enabling them to make consistent payouts to retirees regardless of the timing of their retirement. Unfortunately, individuals do not get to choose their holding periods or the years of their retirement and must take whatever comes along, and what comes along might be good or it might be bad. Thus individuals must set savings goals that are sufficiently high to hedge against the risk of the average return of an investment portfolio over its holding period falling well short of that which would be expected very long term.

    The relatively short duration of individual’s holding periods leave them very susceptible to the effects of market cycles, which are notoriously unpredictable in amplitude and frequency. Being broadly diversified mitigates this risk but does not eliminate it, as it’s entirely possible for a worldwide bear market to occur during one’s holding period. Then at the end of the holding period for wealth accumulation, a second holding period begins, which will be the term of retirement, and this second holding period carries the same risks as the first, but at a time in life when there is no source of income to make up for portfolio under-performance.

    The other component of risk that individuals must hedge is the risk represented by the uncertainty of one’s life span, which means that individuals must aim even higher when setting their savings goals. The managers of large pension plans can depend on retirees living on average for only the average life expectancy of employees who reach retirement age. The average life expectancy for someone who reaches the age of 66 is currently 82 years, and 66 is currently the age when workers are eligible for full Social Security benefits, which makes it a reasonable baseline. Based on those assumptions, the average term of retirement would be 18 years and pension plans should only have to be funded to the extent necessary to cover the cost of this average term of retirement.

    Individuals, however, don’t know how long they’re going to live, so they must over-save to ensure that they don’t run out of money before they run out of time. This need to over-save is independent of the first need, thus the need to over-save is compounded, i.e., an individual needs to save enough to cover the cost of living well beyond the average life expectancy and the targeted amount of savings at retirement age must be great enough to ensure with a reasonably high level of certainty that the actual amount on hand at retirement is at least the bare minimum necessary to get by on.

    A popular estimate of the term of retirement for which individuals must plan is 30 years. Saving enough to cover the cost of a 30-year retirement is a much greater burden than saving for an 18-year retirement, but planning on a shorter retirement exposes individuals to tremendous risk. It also exposes taxpayers to tremendous risk, as individuals who outlive their savings will undoubtedly require some form of public assistance to make ends meet and are likely to become wards of the state when they become physically incapable of caring for themselves.

    An individual who bases their retirement saving on living to the age of 96 but only lives to be 82 will have forgone a lot of pleasures in life, such as travel, fine dining and better vehicles, that they could otherwise have enjoyed. But many individuals just don’t have the level of income required to support the saving rate necessary to amass the wealth required to hedge against the downside of terminal wealth dispersion and the possibility of living well past the average life expectancy. For them it’s not a matter of forgone consumption, it’s a matter of going through life with the knowledge that they are likely to spend their golden years living in abject poverty and that that will be their reward for 40 or 50 years of hard work. And it gets worse!

    Some economists now believe that within 15 years or so, given the current rate of health care inflation, 100% of Social Security benefits will be spent on medical expenses: Medicare Parts B and D premiums, copayments, uncovered expenses and medigap insurance premiums. If that becomes the case, anyone without substantial savings or a defined benefit pension will be looking for public assistance the day after they retire. Although this is probably a worse case scenario, there is a general consensus that individuals retiring today will need to set aside approximately $180,000 for medical expenses not covered by basic Medicare.

    With the situation already at this state, adding private Social Security accounts to the mix would be like throwing gas on a fire, as individual Social Security accounts carry the same risks as other individual retirement accounts. Those who have tried to kill Social Security since its inception find private accounts very appealing. But, not so coincidentally, most of them seem to be in the enviable position of not needing Social Security to support their retirement. More recently, younger workers, too, have come to oppose Social Security, but not for the same reason as the traditional opponents. Young workers may be crushed by the growing burden of Social Security and may never receive any benefits from the system. Those who oppose Social Security simply because it’s a social program should be expending their efforts on reforming it rather than killing it.

    If Social Security had been managed like a pension plan rather than the ilconceived system it is, with today’s workers paying for yesterday’s workers’ retirement, its current situation wouldn’t be so dire. Indeed, it might very well be a fully funded, functional system. CalPERS and other large public employee retirement plans have operated successfully for decades, with success being defined as being able to meet their obligations, not having an adverse effect on the financial markets, no scandalous events attributable to malfeasance by the plans’ sponsors and being free of influence from elected officials. There’s no reason that Social Security can’t also be managed in such a manner. It would literally take an act of Congress to do this, but the hardest part for Congress would be letting the system run without their interfering with its operation.

    Passing off the burden of retirement to individuals was a great deal for corporations but it’s a very poor deal for most individuals, and extending individual accounts to include the Social Security system would only make a bad situation worse. It’s not a poor deal for all individuals because there will be some who can afford to save a substantial portion of their income and whose holding periods will coincide with bull markets, thus putting their wealth in the upper range of their terminal wealth dispersion, and who also live a long, healthy life. They will be the ones who benefit from over-saving and living beyond the average life expectancy, but they may end up forfeiting a portion of their wealth in the form of taxes to support the less fortunate. I don’t believe that is what the public expects from a well-conceived system.

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    Source by Mike Kennedy

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  • Minimalist Cooking – Kick the Marketer Out of the Kitchen

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    Minimalist cooking is about simplicity. It is about reducing everything from ingredient lists, shopping trips, anxiety, social fears and more.It is about not letting these tyrannies and the greatest overarching tyrant of all, the marketer, from sucking the lifeblood out of something that should be life affirming, a source of great fulfillment and above all else fun. Remember that it is the marketer who tells you that you have to be the provider of perfection at the dinner table otherwise you are a bad parent, a failure, someone who should be shunned by strangers and disowned by your children. Haven’t got that expensive spice in the rack? Well, you’ll just have to lose a couple of hours driving to the store, guzzling gas, polluting the planet, raising your blood pressure and exhausting yourself to the point where you will enjoy neither the cooking, the eating or the socializing that should all be the highlights of a day. Alright, that was a little over the top but the point is important. We really do need to get out from under the Marketer, he is not our friend.

    Banishing the marketer leaves room for all sorts of other stuff, exciting stuff like your own thoughts and decisions. The marketer would have told you that you had to have a rice cooker because that is the only way to cook rice and, more importantly, that your social group would have regarded you as an abject failure if you didn’t have one. Now you can make a decision firmly based in logic. Marketers hate logic. Are you going to be cooking rice more than once a week? If so a rice cooker would be a good purchase, once a year and it would be best to muddle through with a saucepan. It is not complicated. Incidentally, if some in your social group does regard you as an abject failure for sticking with the saucepan it is probably time to subject them to the process described.

    Now, try this process with the stuff that currently takes up shelf and cabinet space in your kitchen. Do you really use that pasta strainer often enough to justify the space it takes up? Do you need fifteen saucepans and five frying pans? or a tool for every single kitchen related task that you may or may not do in your lifetime? Throw the excess out. On second thoughts don’t throw it out, give the rice cooker to your friend who does cook rice everyday and take the rest to the local thrift store. 

    Now, extend this process to your cooking ingredients and you are well on the way to having a minimalist kitchen. Kick out the marketer and the rest will follow. Space will appear in your kitchen as if by magic but perhaps more importantly a space will be created inside your head for you to fill as you please. 

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    Source by Steve A Wolfe

    Views: 0