Japanese Ag Training Program Closing Ceremony

What a pleasure it is to be here with you tonight for this year’s closing ceremony for the Japanese Ag Training Program. We have been so delighted to have those of you enrolled in the program studying with us for the past three months. You join the nearly 1,400 Japanese Ag Training Program trainees who have received animal science production, management, and agribusiness training from our faculty since the program began here in 1966, and we are so pleased to have had this opportunity to know and to work with you.

CLOSING REMARKS - FOURTH VERTEBRATE PEST CONFERENCE

On behalf of the California Vertebrate Pest Committee, which sponsors these conferences, I wish to thank all of the speakers for their contribution to the program and the session chairmen who kept the meeting moving so smoothly. We would like to extend a special thanks to the speakers and participants who have come from other countries to share with us some of their knowledge concerning vertebrate pest problems and their solutions. Hopefully, the acquaintances made here and the exchange of information with our colleagues from distant places will be the beginning of long-lasting friendships and will foster better communications between those with mutual interests.

Deer Guards and Bump Gates for Excluding White-Tailed Deer From Fenced Resources

White-tailed deer (Odocoileus virginianus) causing damage is a reoccurring theme in the realm of wildlife damage management, especially regarding human safety, disease transmission, and agricultural losses. Fences often are the only reliable long-term nonlethal means of controlling deer damage. The efficacy of fences, however, relies on their weakest link: human-operated gates. Although not overly time-consuming, the act of closing a gate appears to be a burden to individuals, resulting in open-access to an otherwise protected resource. We examined the efficacy of 2 alternatives to traditional gates to evaluate their potential to be used for excluding or containing deer. We evaluated a commercially available kit for mechanically opening and closing gates and a modified deer guard that resembles a common cattle guard but incorporates bearing-mounted rollers as cross members. The gate kit proved effective in restricting deer access to bait throughout the study, but, in supplemental evaluations, we observed excessive rates of functional failure. Deer guards reduced deer entry into exclosures, but efficacy declined with time as deer walked and jumped across guards. With some refining, both guards and gates have potential to be useful components of an integrated biosecurity strategy.

A METHODOLOGY TO EVALUATE OBSOLETE INVENTORY IN HEALTH CARE

Many organizations are currently facing inventory management problems such as distributing inventory on-time and maintain the correct inventory levels to satisfy the customer or end users. Organizations understand the need for maintaining the accurate inventory levels but sometimes fall short leading a wide performance gap in maintaining inventory accurately. The inventory inaccuracy can consume much of the investment on purchasing inventory and many times leads to excessive inventory. The research objective of thesis is to provide a decision making criteria to the management for closing or maintaining the warehouse based on basic purchasing and holding cost information. The specific objectives provide information regarding the impact of inventory carrying cost, obsolete inventory, inventory turns. The methodology section explains about the carrying cost ratio that would help inventory managers to adopt best practices to avoid obsolete inventory and also reduce excessive inventory levels. The research model was helpful in providing a decision making criteria based on the performance metric developed. This research model and performance metric had been validated by analysis of warehouse data and results indicated a shift from two-echelon inventory supply chain to a one-echelon or Just In Time (JIT) based inventory supply chain. The recommendations from the case study were used by a health care organization to reorganize the supply chain resulting in the reduction of excessive inventory.

SELLING BIRD CONTROL

The remarks that I have prepared deal with direct contacts selling pest and bird control programs. I am going to limit my remarks to what I feel are the more important aspects of selling Bird Control. I think it is safe to say that one of the most difficult aspects of selling for most sales personnel is prospecting, that is, finding accounts to call on. Our sales personnel have to more or less come up with their own leads. They have to find out who to contact once they get there. I have found that the best prospect most of us have for selling Bird Control accounts are our present pest control accounts. Generally speaking, we try to main¬tain contact with our applicators in the field, who are in these accounts every day, asking them if there are any of their accounts that are having bird control problems. Another method of finding potential accounts, is driving around looking. It is more difficult to drive around and look for rat and/or roach problems, but generally speaking if a building or some type of business has a bird problem, it is fairly easy to locate. Another thing we can do is call on specific accounts. There are generally cer¬tain accounts that just by the manufacturing process do attract birds, for example: food plants, mills, beet plants, grain elevators, food processors, and so on. Other type operations which lend themselves to bird problems are industrial plants because of the super-structure (physical plant) that they have. Sub-stations and power plants are very attractive to birds. Some other situations that should be checked for bird problems are lumber yards and contractors' storage buildings. After deciding on a contact we get into what I call my basic four. There are four basic things that I try to impress upon our personnel to keep in mind when they go in to make a contact. The first one is the interview or actually making the contact so that you get an opportunity to have the interview, either calling for an appointment or making a "cold" call. The second one is closing for the survey. The third one is making the survey and preparing a proposal. The fourth and last one is the proposal presentation and closing of the sale. An additional item which would make a basic five is after you make the sale don't forget to follow up on the sale.