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PACKAGING MATERIALS
The following materials are used for the construction of containers and closures
1. Glass: -

(i) Type-I

Borosilicate glass

(ii)Type-II

Treated sodalime glass

(iii)Type-III

Regular soda-lime glass

(iv)Type-NP

General purpose soda lime glass

(v)Coloured glass
2. Metals
3. Plastics

(i) Tin

(ii) Iron

(a) Thermosetting resins :

(iii) Aluminium

(iv) Lead.

(i) Phenolics
(ii) Urea

(b) Thermoplastic resins:

(i)Polyethylene
(ii)Polypropylene
(iii)Polyvinylchloride (PVC)
(iv)Polystyrene
(v)Polycarbonate
(vi)Polyamide (Nylon)
(vii)Acrylic multipolymers
(viii)Polyethylene terephthalate (PET)

4. Rubber

(i) Natural rubber

(ii)Neoprene rubber
(iii)Butyl rubber.

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The lot number enables the manufacturer to identify exactly when it was made, and
how it might differ from those in a different production run, which is useful/essential
if a manufacturing fault comes to light.
Medicines have expiry dates so you know when to use them by. After the expiry
date medicines may:
not be safe
lose some or all of their effectiveness (ability to work)
You should not take medicines after their expiry date. If youve had a medicine for a
while, check the expiry date before using it. You should also make sure that youve
stored the medicine properly.
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2. Markups

Markup is the difference between what a product costs you, the retailer, and what
you sell it for to a customer. It is also known as gross margin, or gross profit in a
financial statement.
Markdowns
Those of you that love a good bargain will love this math. Markdowns are
reductions from the original selling price. There are many reasons that a retailer
would mark down a product. In our car example, it could be the change in model
year, and the dealer may need to sell all of last year's models to make room for the
new model year. In a butcher shop or bakery, the product is perishable, and the
retailer can either sell product that's nearing it's shelf life limitations at a discount or
throw it out.
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3. Your Costs
If your rate doesn't include enough just to break-even, you're heading for trouble.
The best thing to do is sum up all your costs and divide by the number of hours you
think you can bill a year. Whatever you do, DON'T think you can bill every hour. You
must account for sick days, holidays, hours working on the business, hours with no
work and so on.
Also make sure you factor in all the hidden costs of your business like insurance,
invoices that never get paid for one reason or another, and everyone's favourite taxes.
2. Your Profit
Somewhat related to your costs, you should always consider how much money you
are trying to make above breaking even. This is business after all.
3. Market Demand
If what you do is in high demand, then you should be aiming to make your services
more expensive. Conversely if there's hardly any work around, you'll need to
cheapen up if you hope to compete.
Signs that demand is high include too much work coming in, other freelancers being
overloaded and people telling you they've been struggling to find someone to do
the job. Signs that demand is low include finding yourself competing to win jobs, a
shortage of work and fellow freelancers reentering the workforce.
4. Industry Standards
It's hard to know what others are charging, but try asking around. Find out what
larger businesses charge as well as other freelancers. The more you know about
what others are charging and what services they provide for the money, the better
you'll know how you fit in to the market.
5. Skill level
Not every freelancer delivers the same goods and one would expect to pay
accordingly. When I was a freelancing newbie I charged a rate of $25 an hour for my
design, when I stopped freelancing recently my rate was $125 an hour. Same

person, but at different times I had a different skill level and hence was producing a
different result. Whatever your rate, expect it to be commensurate with your skill.
6. Experience
Although often bundled with skill, experience is a different factor altogether. You
may have two very talented photographers, but one with more experience might
have better client skills, be able to foresee problems (and thus save the client time
and money), intuitively know what's going to work for a certain audience and so on.
Experience should affect how much you charge.
7. Your Business Strategy
Your strategy or your angle will make a huge difference to how you price yourself.
Think about the difference between Revlon and Chanel, the two could make the
same perfume but you would never expect to pay the same for both. Figure out how
you are pitching yourself and use that to help determine if you are cheap'n'cheerful,
high end or somewhere in between.
8. Your Service
What you provide for your clients will also make a big difference to your price tag.
For example you might be a freelancer who will do whatever it takes to get a job
just right, or perhaps you are on call 24-7, or perhaps you provide the minimum
amount of communication to cut costs. Whatever the case, adjusting your pricing to
the type and level of service you provide is a must.
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9. Who is Your Client
Your price will often vary for different clients. This happens for a few reasons. Some
clients require more effort, some are riskier, some are repeat clients, some have
jobs you are dying to do, some you wouldn't want to go near with a stick. You should
vary your price to account for these sorts of factors.
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Erroneous Prescriptions (Click Here

for Samples)

Where the brand name precedes the generic name

Where the generic name is the one in parenthesis
Where the brand name is not in parentheses
Where more than one drug product is prescribed on one prescription form.
What to do with erroneous prescriptions
Erroneous prescriptions shall be filed. Such prescription shall also be kept and reported
by the pharmacist of the drug outlet or any other interested party to the nearest DOH
office for appropriate action.

For violative
Violative prescriptions shall not be filled. They shall be kept and reported by the
pharmacist of the drug outlet or any other interested party to the nearest DOH
Officer for appropriate action. The pharmacist shall advise the prescriber of the
problem and/or instruct the customer to get the proper prescription.
On the other hand, most pharmacies do their best in filling their customers' drug
orders. If they can decode the prescribers prescription then why not fill it? Most
customers need to take their medication immediately. They cannot afford to
undergo hassles as returning or searching for their doctors. Anyway, drugstore
outlets want to earn, too. As long as they can be sure that the patient will be taking
the right medicine, these pharmacies will serve the drug order.

Page 147

FDA Pregnancy Categories

The FDA has established five categories to indicate the potential of a drug to cause birth
defects if used during pregnancy. The categories are determined by the reliability of
documentation and the risk to benefit ratio. They do not take into account any risks from
pharmaceutical agents or their metabolites in breast milk. The pregnancy categories
are:

Category A
Adequate and well-controlled studies have failed to demonstrate a risk to the fetus in the
first trimester of pregnancy (and there is no evidence of risk in later trimesters).
Example drugs or substances: levothyroxine, folic acid, magnesium
sulfate, liothyronine

Category B
Animal reproduction studies have failed to demonstrate a risk to the fetus and there are
no adequate and well-controlled studies in pregnant women.

Example
drugs: metformin, hydrochlorothiazide, cyclobenzaprine, amoxicillin, pantoprazole

Category C
Animal reproduction studies have shown an adverse effect on the fetus and there are no
adequate and well-controlled studies in humans, but potential benefits may warrant use
of the drug in pregnant women despite potential risks.
Example drugs: tramadol, gabapentin, amlodipine, trazodone, prednisone

Category D
There is positive evidence of human fetal risk based on adverse reaction data from
investigational or marketing experience or studies in humans, but potential benefits may
warrant use of the drug in pregnant women despite potential risks.
Example drugs: lisinopril, alprazolam, losartan, clonazepam, lorazepam

Category X
Studies in animals or humans have demonstrated fetal abnormalities and/or there is
positive evidence of human fetal risk based on adverse reaction data from
investigational or marketing experience, and the risks involved in use of the drug in
pregnant women clearly outweigh potential benefits.
Example drugs: atorvastatin, simvastatin, warfarin, methotrexate, finasteride

Category N
FDA has not classified the drug.
Example drugs: aspirin, oxycodone, hydroxyzine, acetaminophen, diazepam
C.
1) Get rid of high risk clients and troublemakers. Continuing to serve clients that
are risky, that require constant hand-holding, that are uncooperative or that argue
over fees limits productivity of CPA firm personnel and often creates a crisisoriented culture. It also builds a client portfolio of less-than-quality clients and
increases the likelihood of lawsuit!
2) Make sure in-charge accountants and engagement leaders know what they are
doing. Due to employee turnover, business growth or other reasons, staff personnel
are frequently promoted to these leadership positions without adequate experience
and training. The strongest defense against the likelihood of performing

substandard work is the knowledge and experience of in-charge accountants and

other engagement leaders. Training investments are the best malpractice
insurance!
3) Tailor engagement practice aids to meet the needs of clients. Professional
judgment is now required for both audits and reviews. Professional judgment
cannot be demonstrated by simply completing all forms and checklists from a
canned set of practice aids. Documentation of thinking and reasoning is required!
4) Preach professional skepticism. Familiarity with a client can enhance
professional judgment. Excessive familiarity can diminish professional skepticism.
Staff personnel must be taught how to develop a questioning attitude and to
maintain a high level of professional skepticism on all engagements.
5) Carefully manage cookie-cutter approaches to audits. Standard approaches to
attest engagements without carefully considering the facts and circumstances of
each can increase the possibility errors or fraud going undetected. Particularly for
engagements in certain industries such as HUD supported projects, small broker
dealers or other specialized entities, standard approaches can increase efficiencies.
On the other hand, auditors and accountants should continually be alert for unique
policies, procedures, risks and other issues that may require special attention.
6) Engagement leaders should never delegate their quality control responsibilities.
Even when staff personnel are highly qualified and experienced, engagement
leaders are responsible for managing engagement planning, performance and
completion. The continual involvement of the engagement leader ensures the work
is performed correctly and increases engagement profitability!
7) Engagement leaders should deliver and discuss engagement letters.
Engagement letters are contracts, the enforceability of which depends on both
parties understanding the contents. Engagement letters understood by both parties
can eliminate lawsuits against CPA firms due to misunderstandings. The
engagement leader can obtain information about possible fraud, negative economic
effects and changes in an entitys operations during discussions with client CEOs or
CFOs. Communicating this information to engagement personnel can help ensure
engagement quality, increase efficiency and reduce professional liability!
8) Restrict the use of reports in high risk circumstances. Normally, restrictions on
the use of reports are appropriate when the accountant or auditor has concern
about unqualified or unauthorized persons utilizing financial statements and
footnotes. For reports on financial information in specialized industries, and for
other high risk circumstances, professional liability can be reduced by restricting the
use of audit, review or compilation reports.
9) Offer the lowest level of assurance on supplementary information whenever
possible. Compiling supplementary information for reviews and disclaiming
assurance on supplementary information for audits reduces the amount of the
accountants or auditors work and also limits professional liability.
10) Quality control policies and procedures should be integrated into
engagements. These policies and procedures are intended to produce high-quality
engagements and to decrease exposure to legal liability. Engagement
documentation should contain evidence of how applicable quality control policies
and procedures were applied on the job. This documentation can reduce time spent
by peer reviews and ensure compliance with professional standards.
D.