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It may be concluded that the use of grade labels for canned fruits and vegetables has become a distinctive part of the marketing structure. The sales test referred to above makes it apparent that there is a paucity of data concerning the degree of consumer "preference" for either federal or private grades. Hence, conclusions which are posited must be of a very tentative sort, awaiting more detailed and positive proof. It is also seen that the opposition to federal grades is conditioned, perhaps, by other than pure objective considerations. [ABSTRACT FROM AUTHOR]

Flow-shop scheduling is one of the major problems in many manufacturing systems. Canned fruit is one of the industries in which the flow-shop scheduling has already been used. In this paper, an aggregated artificial neural network and simulation modeling approach are proposed to find optimal solution for such cases. Therefore, artificial neural network and simulation (ANNS) approach is introduced and used as a new approach to solve a certain flow-shop scheduling problem with the objective of minimizing total cost. In this research, flow-shop scheduling problem with parallel identical machines is investigated. The proposed approach is compared with the previous works, and the performance of the proposed approached is studied on a test problem. Experimental results show the superiority of the presented approach over conventional simulation approaches. [ABSTRACT FROM AUTHOR]

The objectives of this work were to characterize the energy consumption and the heat transfer process by the determination of the convective heat transfer coefficient ( h) of passion fruit pulp contained in high-density polyethylene (HDPE) boxes and frozen in two conditions: without and with airflow induction, which was achieved through the installation of obstacles. To determine the convective heat transfer coefficients, HDPE boxes containing passion fruit pulp (contained in polyethylene bags) were interspersed with boxes containing metal tanks filled with low freezing point solutions. Three types of solutions were used: ethylene glycol, propylene glycol, and ethanol. The airflow induction under the stacks of passion fruit pulp provided higher h values than without airflow induction. The calculated average values and standard deviation were 6.340 ± 0.87 W/m °C, respectively, without airflow induction and 8.419 ± 1.39 W/m °C with airflow induction. The average reduction of the freezing time was 25 % for the boxes located at the top and 20 % in the base of the stack. This proved that directing the airflow under the stacked product promoted more uniform and efficient heat transfer. The analysis of the electrical parameter measurements revealed an approximate decrease of 16.7 % in energy consumption due to the reduction of the freezing time, without compromising the quality and operation of the electrical system. This practice was shown to be viable for small producers and agribusinesses that desire reductions in processing time and energy consumption and, consequently, the overall cost of the final product. [ABSTRACT FROM AUTHOR]

The date pineapple (Ananas comosus var. comosus) was introduced to Hawaii is not known, but its presence was first recorded in 1813. When American missionaries first arrived in Hawaii in 1820, pineapple was found growing wild and in gardens and small plots. The pineapple canning industry began in Baltimore in the mid-1860s and used fruit imported from the Caribbean. The export-based Hawaii pineapple industry was developed by an entrepreneurial group of California migrants who arrived in Hawaii in 1898 and the well-connected James D. Dole who arrived in 1899. The first profitable lot of canned pineapples was produced by Dole's Hawaiian Pineapple Company in 1903 and the industry grew rapidly from there. Difficulties encountered in production and processing as the industry grew included low yields resulting from severe iron chlorosis and the use of low plant populations, mealybug wilt that devastated whole fields, inadequate machinery that limited cannery capacity, and lack of or poorly developed markets for the industry's canned fruit. The major production problems were solved by public- and industry-funded research and innovation in the field and in the cannery. An industry association and industry-funded cooperative marketing efforts, initially led by James Dole, helped to expand the market for canned pineapple. Industry innovations were many and included: selection of 'Smooth Cayenne' pineapple as the most productive cultivar with the best quality fruit for canning; identification of the cause of manganese-induced iron chlorosis and its control with biweekly iron sulphate sprays; the use of mulch paper and the mechanization of its application, which increased yields by more than 20 t-ha-1; and the invention of the Ginaca peeler-corer machine, which greatly sped cannery throughput. Nematodes were also a serious problem for the industry, which resulted in the discovery and development of nematicides in the 1930s. As a result, by 1930 Hawaii led the world in the production of canned pineapple and had the world's largest canneries. Production and sale of canned pineapple fell sharply during the world depression that began in 1929. However, the formation of an industry cartel to control output and marketing of canned pineapple, aggressive industry-funded marketing programs, and rapid growth in the volume of canned juice after 1933 restored industry profitability. Although the industry supported the world's largest pineapple breeding program from 1914 until 1986, no cultivars emerged that replaced 'Smooth Cayenne' for canning. The lack of success was attributed in part to the superiority of 'Smooth Cayenne' in the field and the cannery, but also to the difficulty in producing defect-free progeny from crosses between highly heterozygous parents that were self-incompatible. Production of canned pineapple peaked in 1957, but the stage was set for the decline of the Hawaii industry when Del Monte, one of Hawaii's largest canners, established the Philippine Packing Corporation (PPC) in the Philippines in the 1930s. The expansion of the PPC after World War II, followed by the establishment of plantations and canneries by Castle and Cooke's Dole division in the Philippines in 1964 and in Thailand in 1972, sped the decline. The decline occurred mainly because foreign-based canneries had labor costs approximately one-tenth those in Hawaii. As the Hawaii canneries closed, the industry gradually shifted to the production of fresh pineapples. During that transition, the pineapple breeding program of the Pineapple Research Institute of Hawaii produced the MD-2 pineapple cultivar, now the world's pre-eminent fresh fruit cultivar. However, the first and major beneficiary of that cultivar was Costa Rica where Del Monte had established a fresh fruit plantation in the late 1970s. Dole Food Co. and Maui Gold Pineapple Co. continue to produce fresh pineapples in Hawaii, mostly for the local market. All of the canneries eventually closed, the last one on Maui in 2007. [ABSTRACT FROM AUTHOR]

Abstract: Changes of ascorbic acid (AA), flavanone glycosides (FGs), phenolic acids and antioxidant capacity which was expressed as ascorbic acid equivalent capacity (AEAC) of total antioxidant capacity (TAC) determined by ferric reducing antioxidant power (FRAP) assay and radical scavenging capacity (RSC) determined by 2, 2-diphenyl-1- picrylhydrazyl (DPPH) assay, of mandarin orange segments during can processing were investigated. The effects of four key processing procedures were studied, namely blanching, HCl, alkaline and canning treatment. As a result, after canning, the total FGs content of mandarin segments decreased from 502.39mg/kg to 254.27mg/kg, and the total phenolic acids from 57.51mg/kg to 44.20mg/kg. The similar decreasing tendency was also true to the AA content of mandarin segments (from 251.87mg/kg to 186.98mg/kg), TAC (from 664.48mg/kg to 391.95mg/kg), and inhibition of DPPH radical (from 34.85% to 27.31%). To be concluded, small proportions of phenolic acids and AA were lost, and the loss of FGs and TAC was about fifty percent. However, in view of the considerable part of phenolic compounds and AA existing in the syrup portion; the loss was not as large as that. Therefore, we suggested that the majority of AA, phenolic compounds (FGs and phenolic acids) and antioxidant capacity of mandarin segments were retained after can processing, and mandarin cans could serve as a substitute when fresh mandarin fruits are not available. [Copyright &y& Elsevier]

The Spanish canned fruit and vegetable industry has had a strong export orientation since its beginnings at the end of the nineteenth century. A growing foreign demand, the constraints of the domestic market and the need to find outlets for large quantities of fruit and vegetables resulting from the modernisation of farming were behind this intense move towards an international focus. In this paper we seek to show what constituted the bases of the competitive advantage of the Spanish canning industry. Three main conclusions can be drawn from applying the theory of industrial clusters: the absolute advantage of costs (in salaries and in raw materials) obtained from the geographical concentration of the sector, which allowed businesses to offer highly competitive prices; knowledge sharing throughout the history of the industry; and the importance of state help. [ABSTRACT FROM AUTHOR]

Abstract: This paper considers a production scheduling problem frequently found in many industries whose raw materials are agricultural products. The study focuses on a production system in processed canned fruit industry as a case study. Common characteristics of the system include: (1) high uncertainties of agricultural raw materials (fresh fruits), both in terms of quality and quantity, which significantly affect the production schedule that is usually planned in advance, (2) multiple types of finished products (can sizes and fruit types), sharing the same resources, thus makes their scheduling interdependent, and (3) the shared resources (retorts) are non-identical which exist to provide services to the bottleneck operation (sterilization) in parallel. The paper has two interrelated objectives: to propose the use of real-time scheduling methods based on dispatching rules for such systems, and to demonstrate the use of computer simulation modeling to imitate the actual production system and how to conduct computational experiment on the simulation model to determine a set of appropriate dispatching rules for the case study industry. Nine real-time, setup dependent, dispatching rules are compared using two types of performance measures: flow time and tardiness. The results show the effectiveness of this approach to supporting the decision-making process in production scheduling of canned fruit products. [Copyright &y& Elsevier]

Presents information on a study which estimated the strategic price response in a domestic canned fruit industry using national-level, weekly point-of-purchase scanner data. Approach used to obtain univariate time series properties of Del Monte and Dole's canned pineapple prices; Development of econometric model; Implication of strategic price reaction management.

Presents information on a study that examined the problems experienced by the deciduous fruit canning industry (DFCI) of South Africa in relation to its trade and industrial policy. Contributions made by DFCI to South Africa's economy; Data showing South Africa's advantage in trade; Factors that contributed to this situation; Strategies to counteract the trend; Conclusions.

The article discusses various issues related to the pineapple canning industry during the world depression of the 1930's. The pineapple canning industry provides a good illustration of the types of business strategies adopted around the world to combat the effects of the Great Depression of the 1930's. The pineapple canning industry was founded in Baltimore, Maryland, in the early 1870's. However, it did not become a significant industry in the United States until the early twentieth century when an American entrepreneur, James D. Dole, founded the Hawaiian Pineapple Co. Ltd. in the newly acquired American Territory of Hawaii. The Hawaiian pineapple industry became highly successful through the innovative use of advertising to create a market for its product on the United States' mainland. By the 1920's there were two major world markets for canned pineapples, the United States and Great Britain. These markets were segmented. American consumers of canned pineapples were predominately middle and upper class whereas the British consumers were predominately working classes. The British consumer considered price to be the most important product characteristic, whereas the American consumer considered quality to be the most important characteristic. This explains why the Hawaiian product managed to capture the American market against the competition of cheaper foreign and domestic varieties. It also explains why the Hawaiians failed to capture a major sham of the British market.

MALAYA is the third largest producer of canned pineapple in the world. Its canned pineapple is sold in more than 80 countries, of which four, namely, the United Kingdom, United States, West Germany and Canada, account for about 80% of the total exports. About 40% of the canned pineapple imports into the United Kingdom come from Malaya, thus giving her the largest share of the market. In 1938 Malaya had an almost complete monopoly of the United Kingdom market for canned pineapple, but in 1957 its share was reduced to about 50% and finally in 1970, this was further reduced by 38%. This phenomenon can be attributed to two factors: 1) the general decline in the share of the canned pineapple in the canned fruit market; 2) the lack of aggressive sales policy by Malaya. This study will attempt to explain the factors mentioned above. [ABSTRACT FROM AUTHOR]