Cassava starch in the Brazilian food industry

Cassava starch is a valued raw material for producing many kinds of modified starches for food applications. Its physicochemical properties, as well as its availability, have made it an interesting and challenging ingredient for the food industry. In the present work, food grade modified cassava starches were purchased from producers and analyzed for selected physicochemical characteristics. Samples of sour cassava starch were included, as well as one sample of native cassava starch. Results showed that almost all modified starches were resistant to syneresis, produced pastes more stable to stirred cooking, and some of them were difficult to cook. The sour cassava starches presented high acidity and resulted in clear and unstable pastes during stirred cooking, susceptible to syneresis.

Stability of the anthocyanins extracted from residues of the wine industry

Anthocyanins are highly important due to their antioxidant capacity. They are the most important among the phenolic compounds and one of the main natural dyes used in the food industry. In this research, residue of processed grapes was used to investigate the presence of anthocyanins, the possibility of their extraction from the residue, and their stability. The extraction solution consisted of 70 mL of ethanol 70% and 30 mL of HCl 0.1% at pH 2.0. The results found for the processed grapes residue was 26.20 mg.100 g-1. In order to evaluate stability, caffeic acid was added at 0.5:1 w/v; 0.8:1 w/v; and 1:1 w/v concentrations. Anthocyanins extract reached the greatest stability at 0.5:1 w/v concentration, with 82.47% color retention and a half-life period of 15 days. Therefore, the use of this organic acid as a stabilizer for anthocyanins is feasible.

Okara, a soymilk industry by-product, as a non-meat protein source in reduced fat beef burgers

Okara is a by-product generated during the manufacture of soymilk and tofu. Wet okara was added to beef burgers at 0%, 20%, and 25%. The effects of okara on certain physicochemical, textural, and sensory properties of reduced fat beef burgers were investigated. The beef burgers formulated with okara (104.0-106.0 kcal/100 g) had 60% less calories than commercial beef burgers (268.8 kcal/100 g). The texture profile analysis showed that the addition of wet okara led to a significant increase in hardness (p < 0.05) and a concomitant reduction in the values of chewiness, springiness, and cohesiveness. Lower sensory scores (p < 0.05) of flavour were observed in the beef burgers containing 25% wet okara. However, the sensory evaluation results showed that juiciness, appearance, tenderness, and overall acceptability of beef burgers formulated with okara did not differ statistically from that of the control (0% okara). Wet okara (20%) can be used as a non-meat protein source in the production of reduced-fat beef burgers without changing their sensory quality.

Project Charter, Scope, and Time Management In the Movie Industry

This thesis explores how the project charter development, project scope management, and project time management are executed in a Finnish movie production. The deviations and analogies between a case movie production and best practices suggested in PMBOK are presented. Empirical material from the case is gathered with two semi-structured interviews with a producer and a line producer. The interview data is categorized according to PMBOK knowledge areas. The analysis is complemented with movie industry specific norms found in popular movie production guides. The described and observed methods are linked together and the relationship between them is discussed. The project charter development, which is referred as a green light process in the movie industry, is mostly analogous between all areas. The deviations are in the level of formality. The green lighting in the case movie was accomplished without bureaucratic reports described in movie production guides. The empirical material shows that project management conventions and movie industry employ similar methods especially in scope management. Project management practices introduce a work breakdown structure (WBS) method, and movie production accomplishes the same task by developing a shooting script. Time management of the case movie deviates on most parts from the methods suggested in PMBOK. The major deviation is resource management. PMBOK suggests creating a resource breakdown structure. The case movie production accomplished this through budgeting process. Furthermore the popular movie production guides also disregard resource management as sovereign process. However the activity listing is quite analogous between the case movie and PMBOK. The final key observation is that although there is a broad set of effective and detailed movie industry specific methods, a comprehensive methodology that would cover the whole production process, such as Prince2 or Scrum, seems to be missing from the movie industry.