Food-Service-Manual-for-Health-Care-Institutions

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Food Service Manual for Health Care Institutions 116 Business Plan Format A written plan should be made even if only for inside use. This will help solidify the importance of the planning process and provide documentation for coordination of efforts. The format for the business plan may vary by organization, but the fundamentals are similar across organizations. The first thing the manager needs to do is determine whether the organization has adopted a format. If not, guidelines built on the five components mentioned previously— market plan, production plan, research and development plan, organization and management plan, and financial plan—may be used. Another approach, used by Rotanz Associates and specific to health care, is represented in Figure 5.3. Not used in the Rotanz model but added by the author is a table of contents and an executive summary briefly highlighting each major section. The executive summary is the most important component of a business plan and must be written in a positive tone. It must be short and concise. If it is too long, the executive may put it aside, throw it out, or read it at a later date. The summary should avoid threats—implied by words such as “shall” and “will”—but choose words that show action as if the project was in existence. Use short sentences and paragraphs, and do not use boldface type or highlighted text except as absolutely necessary. Do not be trite or whine. Be sure all pertinent and essential information is included. Scheduling Techniques Managers often find that a visual representation of work over time is helpful in scheduling routine activities. The Gantt chart, a nonmathematical graphic method of coordinating and organizing multiple tasks to complete a project on time, is one such device. It can help a manager plan a variety of related tasks or schedule the work of a group of employees who perform the same task. The chart in Exhibit 5.3 is an example of a schedule for a catering service. The Gantt technique is useful for relatively simple planning tasks. More sophisticated methods must be applied as a project grows more complex. A planning technique used for short-term projects is the planning grid, shown in Exhibit 5.4, which provides the planning team with an organized format for reaching a goal. The first step in completing a planning grid is to identify the objective or outcome of the planning effort. The achievement of the outcome with the final action step is the measurement that determines when the planning is complete. The first action step might simply be to schedule the first planning session with the relevant team. The rest of the planning grid is completed by the team using various techniques of teamwork participation (see chapters 4 and 6). Another tool, the program evaluation and review technique (PERT), can be used for planning as well as for controlling more complex departmental activities. Much more quantitative than the Gantt chart, PERT is best used by managers who are skilled in using mathematical methods for planning complex projects. Briefly, PERT helps to define a network of relationships among activities and events that occur in the course of a project and then to calculate the time needed for each event and the time lapse between one event and another. PERT is often used to reduce the total time needed to complete a project and to keep the project on schedule by making adjustments in the network of relationships. A similar quantitative planning tool for sophisticated, nonrepetitive technical projects is the critical plan method. Both the critical plan method and PERT are used by industrial and management engineers to plan and schedule activities for a one-time project (such as a major renovation of a department) and can, therefore, be considered methods for single-use planning.
Figure 5.3. Sample Business Plan Outline for the Food Service Department I. Title page A. Name of the institution B. Name of department or functional areas C. Date of preparation and time period covered by the plan D. Name(s) of person(s) preparing the report II. Table of contents A. Major headings with page numbers B. Appendix of figures, charts, graphs, tables, or other supporting documentation III. Executive summary A. Brief description of the department (business definition) B. Current position or changes, or how plan is consistent with current status C. Significant strengths, weaknesses, opportunities, and threats that directly affect goals D. Financial and other resource requirements E. Main objectives, strategies, or plans IV. Development process A. Details how the information was gathered B. Identifies sources used to develop the plan V. Business definition A. Overview of current department status B. Resources 1. Technologies that affect services 2. Facilities that affect services 3. Human resources a. Department-based employees b. Common interfaces with other departments 4. Current budget a. Capital b. Operating C. Principal customers 1. Identify various groups (patients, physicians, employees, and so on) 2. Identify characteristics (age, needs, changing environment, and so on) D. Sustainable competitive advantage 1. Strengths that have long-term effects Source: Adapted from Rotanz, 1990. VI. Strategic focus of the department A. Brief statement of major emphasis for department VII. Key results areas (identify those areas important to department—may come from strategic plan or department environmental analysis). Examples: A. Human resources (attraction, retention, or training) B. New products or business opportunities C. Financial performance D. Facilities development E. Quality and customer satisfaction VIII. Environmental assessment A. Business or health care environment B. Market segmentation 1. Specific breakdown of groups served 2. Brief details that identify differences C. Market needs assessment 1. How were needs of the specific markets determined? 2. Do these needs vary? D. Customer concentration 1. Location of customer groups 2. Demographics 3. Common disease entity 4. Age category 5. Professional category E. Competitive (SWOT) analysis 1. Strengths 2. Weaknesses 3. Opportunities 4. Threats IX. Business objectives A. Action steps B. Person(s) responsible D. Completion dates E. Measurement of success X. Appendix Planning and Decision Making 117
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Food Service Manual for Health Care
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Contents Figures, Tables, and Exhib
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Figures Figures, Tables, and Exhibi
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8.3. Excerpt from a Performance Eva
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19.1. Flow of Products in Food Serv
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6.2. Sample Job Description and Job
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Foreword It is truly an honor for m
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Preface The health care environment
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Acknowledgments The following indiv
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Introduction This edition of Food S
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Chapter 14 explains safety, securit
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Part One Management of the Food Ser
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Chapter 2 Leadership: Managing for
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oriented or people oriented and tha
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in an orderly manner, to manage the
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so as to anticipate and plan for fu
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Planning Through planning, the futu
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Reward or punitive power is the str
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• Building a team mind-set • Co
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of these three factors jeopardizes
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McClelland claims that “in some b
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• Define limits of what situation
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who have seen programs, processes,
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Leebov, W., and Scott, G. Health Ca
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Page 97 and 98: Chapter 4 Quality Management A prim
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Page 125 and 126: the concurrent stay using critical
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Page 181 and 182: • What types of service does the
Page 183 and 184: Exhibit 6.1. (continued) Why? Which
Page 185 and 186: Exhibit 6.2. Sample Job Description
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Figure 6.12. Example of a Work Sche
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Figure 6.13. Example of a Manager
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Figure 6.14. Example of a Food Serv
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Lane, B. Managing People. Sunnyvale
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Chapter 9 Clinical Nutrition Care M
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Planning As already shown, a manage
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• Room service for inpatients and
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Figure 9.2. Organizational Chart—
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among professional staff whose memb
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Designing a Nutrition Services Paym
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Nutrition service professionals can
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Figure 9.4. (continued) Food histor
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Figure 9.6. Goal of Nutrition Scree
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Table 9.3. Physical Signs Indicativ
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• A constant and valuable source
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earlier, the patient may need to be
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• Assessment: what the data mean
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• Gives patients greater protecti
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Chapter 10 Management Information S
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Elements of an MIS In addition to t
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automatically to report all vending
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Usually, systems investigation is t
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Function Function refers to the spe
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located in a relatively clean envir
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Figure 10.2. Sample Purchase Order
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Figure 10.3. (continued) Inventory
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Figure 10.5. Beef Barley Soup, Scra
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Patients’ tray cards can be print
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een entered into the menu, each ite
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Bibliography Alexander, J. Selectin
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Excerpt from Annual Food Service De
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Sample Monthly Operating Statement
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Labor Cost Analysis 334 Figure 11.5
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336 Exhibit 11.6. Example of a Mont
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Part Two Operation of the Food Serv
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352 Exhibit 12.2. Selection of Wast
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354 Exhibit 12.4. Selection of Wast
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Figure 13.6. HACCPs for Cook-and-Ch
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Restaurant-Style Health Care Menu f
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Chapter 16 Product Selection Produc
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Figure 16.2. Procurement Subsystem
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The USDA organic seal appears on fo
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Figure 16.5. Grade Stamps and Inspe
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A carcass of good grade is blocky a
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e accomplished by scalping, which p
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Table 16.1. (continued) Meat Descri
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harvesting and processing. This tas
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Poultry Poultry products or domesti
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Weight and Size of Shell Eggs Shell
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Table 16.3. Manufacturing and Inspe
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Eggnog Eggnog contains milk product
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Natural, Processed, and Imitation C
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Table 16.4. Common Cheeses Cheese D
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• Bamboo shoots • Bean sprouts
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Celery Celery, mainly the Pascal va
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Size is another factor that affects
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Fruit and Vegetable Specifications
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Corn, , sunflower, and safflower oi
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Organic Flour Organic flour is from
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Relatively small quantities of wild
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Herbal Tea Herbal teas do not come
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alloy, the result is stainless stee
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Summary Food service purchasers mus
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U.S. Department of Agriculture, Agr
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Chapter 18 Receiving, Storage, and
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Figure 18.1. Receiving System Items
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Merchandise Receipt Receiving, Stor
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Receiving, Storage, and Inventory C
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disposed of promptly. The storeroom
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Issuing of Food and Supplies Receiv
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A perpetual inventory record alone
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Inventory Turnover Slow inventory t
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Figure 18.2. Comparison of Par Stoc
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Receiving procedures must ensure th
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Appendix 19.1 A Culinary Glossary
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Hors d’oeuvre Side dish or relish
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Chapter 20 Distribution and Service
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• What is the best type of servic
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Figure 20.1. Typical Tray Makeup Li
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Tray Delivery Because the point of
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quality. In recent years, food serv
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carrying their filled trays to thei
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plate is not used. Place coffee or
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minimized. The type of meal service
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Standards that should be monitored
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Exhibit 20.2. Sensory Assessment fo
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Herz, M. L. Analysis of Alternative
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Index A ABC method, 603 Absenteeism
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CDC (Centers for Disease Control an
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Delivery of products, 575-576 Deman
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Exit interviews, 239, 240e Exotic v
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described, 461; developing, 461-463
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Horizontal communication tract, 194
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Main-dish salads, 652 Maintenance-m
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Nutrient analysis, 296 Nutrition aw
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PERT (program evaluation and review
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(1993), 4, 203; Federal Employee Po
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Standing operational planning. See
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Waste audit, 349 Waste-handling equ
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