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1. Scale dough into 20-ounce (600-g) units. On a floured board, roll each piece of dough into a rectangle measuring 9 x 12 inches and about 1 4 inch thick (23 x 30 x 1 2 cm). Brush with butter and sprinkle with 2 ounces (60 g) cinnamon sugar. Roll up like a jelly roll 12 inches (30 cm) long, as shown in the illustration. Cut into 1-inch (21 2-cm) rolls. Place cut side down in greased muf n tins or on greased sheet pans. One full-size pan, 18 x 26 inches (46 x 66 cm), holds 48 rolls placed 6 by 8. For variations on the basic cinnamon roll shape, see Figure 30.16.

Therefore, the focus of this book was to examine risk management at the corporate level in the light of the sufficient condition, that is, as to establish whether and how risk management can be used as a device to increase the value of banks (and not for other purposes) However, we found that there is very little known from a theoretical point of view on where and how a bank can create value by practicing risk management Also, there is only anecdotal and only weak or inconclusive (because of limitations in available data) empirical evidence for a link between risk management and value creation.

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can be used to compute steady-state measures of this lower level queueing network. A CTMC is constructed as the outer model where the states are described just by a vector containing the numbers or each type of tasks currently in the system. To describe the generator matrix of the CTMC, we introduce the following notation. For simplicity, we assume that the parent task spawns exactly two children after arriving at node 0. The parent tasks are labeled 0, while the children tasks are labeled 1 and 2. Let ai denote the number of tasks of type i. Then a generic CTMC state is a = (a~, ar,az). The state space of the CTMC will then be:

x2(0 x3(0 n4(0

Hence, the intention of this book was to diminish the discrepancy between theory and practice by exploring whether there is also a normative theory for risk management that offers more detailed instructions of how to achieve value creation, and to examine how this compares to what is already done in practice We first examined financial theory to see whether it offers rationales for conducting risk management at the bank level to enhance value and, in order to derive the conditions under which risk management can do so (which was the first goal of this book) We found that the neoclassical finance theory offers no foundation for.

However, even when we do have a correct match (with 20, or 24, or however many points), its implications are not entirely obvious It is possible for fingerprints to be transferred using adhesive tape, or for molds to be made even without the knowledge of the target using techniques originally devised for police use So it is possible that the suspect whose print is found at the crime scene was framed by another criminal (or by the police most fingerprint fabrication cases involve law enforcement personnel rather than other suspects [110]) Of course, even if the villain wasn t framed, he can always claim that he was and the jury might believe him Moving now to automated identification, the better systems have an equal error rate which seems to be somewhat below 1%.

Inef cient production (including workshop assembly) could result in higher costs through e.g. unplanned overtime, inef cient layout and work ow, using the wrong resources, lack of quality control. Action 7 Review production ef ciency and management.

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