title: Bacteriological control food equipment by cleaning systems

authors: Dunsmore, David George

abstract: This study was undertaken to examine the performance of cleaning systems applied to food equipment. The contribution by the components of those systems to the performance of the total system was determined.
A cleaning simulator was constructed in which test pieces in 4 test cells were subjected to 25 to 35 cycles, each of 12h. Each cycle the test pieces were: soiled for 45 min. in pasteurised milk (at 30°c) dosed with 10⁶ bacteria/ml of Streptococcus faecalis, Escherichia coli or Enterobacter aerogenes; serially treated with the rinses, detergents and sanitizers of the experimental cleaning system; and left for 9.5h intercycle (rest) period. The changes in the soil mass with time on stainless steel, rubber and glass test pieces were determined gravimetrically. The changes in the numbers of the dosed and non-dosed organisms on the surfaces, after components of the cleaning system had been applied, were determined by a swab-recovery/ plate-counting system. The surfaces were also examined by scanning electron microscopy. Four experiments were performed using this technique.
A field experiment examined the performance of 5 cleaning systems over experimental periods of 5 weeks on 15 milking machines. 
The nature of the changes in the performance of the cleaning system over time were determined. Both detergents and sanitizers could, under varying conditions, contribute significantly to the bacteriological performance achieved by the system. A sanitizer applied for the complete intercycle period was more efficient than those applied for short contact-times. A post-wash sanitizer was slightly more efficient than a sanitizer applied before milking. 
The cycle of bacterial deposition onto the equipment surfaces, attachment, depletion by the cleaning system, growth during the intercycle period, and subsequent contamination of the milk at the next milking was studied. All three dose organisms attached actively, and were then largely removed by the cleaning system. Despite there being a large amount of soil on the surfaces of the test pieces, the intercycle conditions (30°c at up to 90% RH for 9.5h) were insufficient for growth. The effect of the amount of soil on the surface on the ability of bacteria to survive the application of a system or system component was examined. The minimum soil levels necessary for an organism to survive a treatment (Total Effect Maximum) and the minimum soil necessary for all organisms to survive a treatment (Zero Effect Minimum) were determined for systems and system components. 
The data was used to discuss the principles to be followed in designing a cleaning system. The principles were applied to the design of a system to clean a milking machine with cold solutions by soak techniques.

text: Bacteriological control food equipment by cleaning systems This study was undertaken to examine the performance of cleaning systems applied to food equipment. The contribution by the components of those systems to the performance of the total system was determined.
A cleaning simulator was constructed in which test pieces in 4 test cells were subjected to 25 to 35 cycles, each of 12h. Each cycle the test pieces were: soiled for 45 min. in pasteurised milk (at 30°c) dosed with 10⁶ bacteria/ml of Streptococcus faecalis, Escherichia coli or Enterobacter aerogenes; serially treated with the rinses, detergents and sanitizers of the experimental cleaning system; and left for 9.5h intercycle (rest) period. The changes in the soil mass with time on stainless steel, rubber and glass test pieces were determined gravimetrically. The changes in the numbers of the dosed and non-dosed organisms on the surfaces, after components of the cleaning system had been applied, were determined by a swab-recovery/ plate-counting system. The surfaces were also examined by scanning electron microscopy. Four experiments were performed using this technique.
A field experiment examined the performance of 5 cleaning systems over experimental periods of 5 weeks on 15 milking machines. 
The nature of the changes in the performance of the cleaning system over time were determined. Both detergents and sanitizers could, under varying conditions, contribute significantly to the bacteriological performance achieved by the system. A sanitizer applied for the complete intercycle period was more efficient than those applied for short contact-times. A post-wash sanitizer was slightly more efficient than a sanitizer applied before milking. 
The cycle of bacterial deposition onto the equipment surfaces, attachment, depletion by the cleaning system, growth during the intercycle period, and subsequent contamination of the milk at the next milking was studied. All three dose organisms attached actively, and were then largely removed by the cleaning system. Despite there being a large amount of soil on the surfaces of the test pieces, the intercycle conditions (30°c at up to 90% RH for 9.5h) were insufficient for growth. The effect of the amount of soil on the surface on the ability of bacteria to survive the application of a system or system component was examined. The minimum soil levels necessary for an organism to survive a treatment (Total Effect Maximum) and the minimum soil necessary for all organisms to survive a treatment (Zero Effect Minimum) were determined for systems and system components. 
The data was used to discuss the principles to be followed in designing a cleaning system. The principles were applied to the design of a system to clean a milking machine with cold solutions by soak techniques.

year: 1978

title: Employee Perceptions of Fit, Intention to Quit, Organizational Commitment, Job Satisfaction and Work Engagement: Direct, Mediation and Moderation Effects

authors: Amerasinghe, Inakshie

subjects: Person-Environment Fit

abstract: This research examined important work related perceptions and attitudes of employees currently working across major industries in New Zealand to gain insight into factors, including person-environment fit and intention to quit, that could contribute to the overall success of an organization, and the well-being of individuals at work.
The research model consisted of three parts: part A examined employee fit perceptions, namely value congruence, demands-abilities fit and needs-supplies fit, in direct relation to intention to quit.  Part B proposed that the direct relationships predicted in part A would be mediated by organizational commitment, job satisfaction and work engagement.  Part C proposed that work-related attitudes (continuance commitment and job satisfaction) and employee perceptions (needs-supplies fit) would moderate the relationships between types of perceived fit and employee intention to quit.
Two hundred and two surveys were included in the data analyses which showed complete support for the relationships predicted in part A and B of the theoretical model.  Of the three fit types investigated in this study, it was found that needs-supplies fit had the strongest correlation with employee intention to quit.  A few other key findings were that affective commitment mediated the relationship between value congruence and intention to quit, and that both job satisfaction and work engagement mediated the relationship between demands-abilities fit and intention to quit.  No support was found for part C (moderated relationships).  Although no causal inferences should be drawn from these results, these findings highlight the importance of employee fit perceptions, by demonstrating how types of fit can impact upon an employee’s intention to quit both directly and indirectly through work-attitudes.
A major implication that can be drawn from this research is that business owners could benefit from focusing specifically on certain essential types of P-E fit during the recruitment and selection process by selecting future employees with personal values that align with the values of the organization, have abilities to match the demands of the job role and have needs that can be matched by the supplies an organization has to offer. Continually monitoring the fit perceptions and attitudes of current employees through the application of feedback systems is also encouraged.  Focusing on such factors provides employers with the opportunity to manage work-related perceptions and attitudes of employees in order to establish a healthy work-environment.

text: Employee Perceptions of Fit, Intention to Quit, Organizational Commitment, Job Satisfaction and Work Engagement: Direct, Mediation and Moderation Effects This research examined important work related perceptions and attitudes of employees currently working across major industries in New Zealand to gain insight into factors, including person-environment fit and intention to quit, that could contribute to the overall success of an organization, and the well-being of individuals at work.
The research model consisted of three parts: part A examined employee fit perceptions, namely value congruence, demands-abilities fit and needs-supplies fit, in direct relation to intention to quit.  Part B proposed that the direct relationships predicted in part A would be mediated by organizational commitment, job satisfaction and work engagement.  Part C proposed that work-related attitudes (continuance commitment and job satisfaction) and employee perceptions (needs-supplies fit) would moderate the relationships between types of perceived fit and employee intention to quit.
Two hundred and two surveys were included in the data analyses which showed complete support for the relationships predicted in part A and B of the theoretical model.  Of the three fit types investigated in this study, it was found that needs-supplies fit had the strongest correlation with employee intention to quit.  A few other key findings were that affective commitment mediated the relationship between value congruence and intention to quit, and that both job satisfaction and work engagement mediated the relationship between demands-abilities fit and intention to quit.  No support was found for part C (moderated relationships).  Although no causal inferences should be drawn from these results, these findings highlight the importance of employee fit perceptions, by demonstrating how types of fit can impact upon an employee’s intention to quit both directly and indirectly through work-attitudes.
A major implication that can be drawn from this research is that business owners could benefit from focusing specifically on certain essential types of P-E fit during the recruitment and selection process by selecting future employees with personal values that align with the values of the organization, have abilities to match the demands of the job role and have needs that can be matched by the supplies an organization has to offer. Continually monitoring the fit perceptions and attitudes of current employees through the application of feedback systems is also encouraged.  Focusing on such factors provides employers with the opportunity to manage work-related perceptions and attitudes of employees in order to establish a healthy work-environment.

year: 2014

title: Te Tarata

authors: Maxwell, Te Kahautu

subjects: Haka

abstract: He whakamārama mō te haka 
Ko tēnei haka he whakamauharatanga ki te riri whenua i waenganui i Te Whakatōhea me te Karauna i te 23 o Poutūterangi 1865. Ko te ingoa o te pakanga nei ko Te Tarata. Hai tēnei marama kua eke ki te kotahi rau e rima tekau tau mai i tēnei pakanga. Ka kōrerotia te patunga i te mihinare a Te Wākana i te 2 o Poutūterangi i te tau kotahi mano e waru rau e ono tekau mā rima (1865). Nā Kereopa o Ngāti Rangiwewehi i patu a Te Wākana. I haramai a Te Kereopa i raro i te Paimārire (Hauhau) ki Ōpōtiki. Ko tā Te Paimārire kaupapa i tae atu ai ko te kauhau i te whakapono hou a Te Ua Haumēne o Taranaki. Ko ngā āpōtoro i tukuna atu e Te Ua Haumēne ko Pātara Rakataura me Te Kereopa, hoi anō ko te kauhau i te rongopai tā Te Ua Haumēne i whakahau ai. Hoi anō he take tā Te Kereopa, tā te mea i kōhurutia tana wahine me āna tamāhine tokorua ki te whare karakia i Rangiaowhia ki roto o Tainui. Nara i pau a Ngāti Apakura ki te mate ki roto i te ahi, i tahuna te whare karakia e ngā hoia me te iwi o Ngāti Apakura ki roto. Ā i patua anō tana tamāhine hoki ki te pakanga i Hairini. Koiarā tā Kereopa he rānaki i te mate o tana whānau i pau i te ahi nukarau a te Karauna. Nā tēnei patunga i a Te Wākana i riro ai te 250,000 eka o Te Whakatōhea. I tēnei rā tonu o Te Matatini i tēnei tau 2015 kua eke ki te kotahi rau e rima tekau (150) tau o te parekuranui o Te Whakatōhea mō te patunga i te tangata kotahi nā tētahi atu ko Te Kereopa o Ngāti Rangiwewehi. Ko te kōhuru i a Te Whakatōhea me āna tamariki, āna mokopuna, ko te tāwharona i ngā tāne, i ngā wāhine, ko te ekeeke kino te rarahu i ngā wāhine me ngā tamariki kōtiro, tāne hoki. Mutu ana te rarahu ko te kōhuru i a rātou ki te pū, ki te mata o te pēneti ko te tahu rānei. Ko te urupatu anō tērā ko te tahu i ngā pā, i ngā whare tīpuna, i ngā māra, i ngā mira mahi paura, i ngā kaipuke tauhokohoko ki Tāmaki, ki Poihākena, ki Ingarangi. Ko te parekura nui tēnei o Te Whakatōhea, ko te kōhuru i tō mātou katoa, tō mātou ao, tō mātou wairua, tō mātou hinengaro, tō mātou tinana o Te Whakatōhea mō te mate kotahi a te tangata kotahi. Ahakoa he mihingare, he pūrahorua hoki he kawe o kōrero nōna ki a Kāwana Kerei mō ngā nekeneke a Te Whakatōhea ki te tautoko i a Kīngi Tāwhiao me ngā pakanga whenua i Rangiriri, i Ōrakau i te tau kotahi mano e waru rau e ono tekau mā whā (1864). Ki te pakanga o Te Tarata, 14 ngā Māori i mate i tēnei pakanga me ngā hoia pākeha, ngā maemanerau 26. E 500 ngā manemanerau i roto i te ope taua a Kuini Wikitōria. I tēnei pakanga nā Hira Te Popo te rangatira o Ngāti Ira, hapū o Te Whakatōhea i herehangaia ngā tīkouka me ōna rau ki ngā pou o te tūwatawata. Nara i pupuhi ngā pūrepō ngā ki te pā o Te Tarata i hinga ngā tūwatawata me te tū anō. Koirā te mahi a te tīkouka he rākau māmā kāore i whati pēnei i te mānuka me ngā rākau mārō ehara ko tāna he tiaki i te tūwatawata ka tūohu ka tū anō me te maka anō i ngā kariri o te pūrepō ki ngā hōia a te Karauna. Ana nā te tīkouka i āhei a Te Whakatōhea me ōna haumi te rere whakauta ki te tuawhenua. I huihui rātou ki tētahi pā anō ki Kohipawa kīhai i tareka e te Karauna.

text: Te Tarata He whakamārama mō te haka 
Ko tēnei haka he whakamauharatanga ki te riri whenua i waenganui i Te Whakatōhea me te Karauna i te 23 o Poutūterangi 1865. Ko te ingoa o te pakanga nei ko Te Tarata. Hai tēnei marama kua eke ki te kotahi rau e rima tekau tau mai i tēnei pakanga. Ka kōrerotia te patunga i te mihinare a Te Wākana i te 2 o Poutūterangi i te tau kotahi mano e waru rau e ono tekau mā rima (1865). Nā Kereopa o Ngāti Rangiwewehi i patu a Te Wākana. I haramai a Te Kereopa i raro i te Paimārire (Hauhau) ki Ōpōtiki. Ko tā Te Paimārire kaupapa i tae atu ai ko te kauhau i te whakapono hou a Te Ua Haumēne o Taranaki. Ko ngā āpōtoro i tukuna atu e Te Ua Haumēne ko Pātara Rakataura me Te Kereopa, hoi anō ko te kauhau i te rongopai tā Te Ua Haumēne i whakahau ai. Hoi anō he take tā Te Kereopa, tā te mea i kōhurutia tana wahine me āna tamāhine tokorua ki te whare karakia i Rangiaowhia ki roto o Tainui. Nara i pau a Ngāti Apakura ki te mate ki roto i te ahi, i tahuna te whare karakia e ngā hoia me te iwi o Ngāti Apakura ki roto. Ā i patua anō tana tamāhine hoki ki te pakanga i Hairini. Koiarā tā Kereopa he rānaki i te mate o tana whānau i pau i te ahi nukarau a te Karauna. Nā tēnei patunga i a Te Wākana i riro ai te 250,000 eka o Te Whakatōhea. I tēnei rā tonu o Te Matatini i tēnei tau 2015 kua eke ki te kotahi rau e rima tekau (150) tau o te parekuranui o Te Whakatōhea mō te patunga i te tangata kotahi nā tētahi atu ko Te Kereopa o Ngāti Rangiwewehi. Ko te kōhuru i a Te Whakatōhea me āna tamariki, āna mokopuna, ko te tāwharona i ngā tāne, i ngā wāhine, ko te ekeeke kino te rarahu i ngā wāhine me ngā tamariki kōtiro, tāne hoki. Mutu ana te rarahu ko te kōhuru i a rātou ki te pū, ki te mata o te pēneti ko te tahu rānei. Ko te urupatu anō tērā ko te tahu i ngā pā, i ngā whare tīpuna, i ngā māra, i ngā mira mahi paura, i ngā kaipuke tauhokohoko ki Tāmaki, ki Poihākena, ki Ingarangi. Ko te parekura nui tēnei o Te Whakatōhea, ko te kōhuru i tō mātou katoa, tō mātou ao, tō mātou wairua, tō mātou hinengaro, tō mātou tinana o Te Whakatōhea mō te mate kotahi a te tangata kotahi. Ahakoa he mihingare, he pūrahorua hoki he kawe o kōrero nōna ki a Kāwana Kerei mō ngā nekeneke a Te Whakatōhea ki te tautoko i a Kīngi Tāwhiao me ngā pakanga whenua i Rangiriri, i Ōrakau i te tau kotahi mano e waru rau e ono tekau mā whā (1864). Ki te pakanga o Te Tarata, 14 ngā Māori i mate i tēnei pakanga me ngā hoia pākeha, ngā maemanerau 26. E 500 ngā manemanerau i roto i te ope taua a Kuini Wikitōria. I tēnei pakanga nā Hira Te Popo te rangatira o Ngāti Ira, hapū o Te Whakatōhea i herehangaia ngā tīkouka me ōna rau ki ngā pou o te tūwatawata. Nara i pupuhi ngā pūrepō ngā ki te pā o Te Tarata i hinga ngā tūwatawata me te tū anō. Koirā te mahi a te tīkouka he rākau māmā kāore i whati pēnei i te mānuka me ngā rākau mārō ehara ko tāna he tiaki i te tūwatawata ka tūohu ka tū anō me te maka anō i ngā kariri o te pūrepō ki ngā hōia a te Karauna. Ana nā te tīkouka i āhei a Te Whakatōhea me ōna haumi te rere whakauta ki te tuawhenua. I huihui rātou ki tētahi pā anō ki Kohipawa kīhai i tareka e te Karauna.

year: 2017