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

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Food Service Manual for Health Care Institutions 140 Figure 6.2. Making Coleslaw Using a Systems Approach Input Money: Minutes: Machine: Method: Material: Motivation: To buy cabbage To prepare To transform cabbage Recipe Dishes to serve coleslaw To prepare best product Control Specification for cabbage, etc. Purchase Prepare Feedback Communication from patient Plate waste Internal, external Federal, state, local, rules, regulations, standards menu, quality control Action system Coleslaw that meets standards of quality Memory records Output to goals or outcomes. Decisions can be made by management at any point to alter the action. Communication is vital and includes all types of information: oral, written, computer forms or data throughout the system. The system must be kept in balance by the manager’s ability to maintain organizational stability during changes in technology, economics, and political and social conditions. A food service department usually has at least the following major systems: management system, action system, control system, and output system. Each of these systems is made up of smaller systems with rules and regulations that must be followed. The input is made up of management systems and basically defines the resources available. The management system is made up of the seven Ms: man (personnel), machines (equipment and physical resources), money (budget), motivation, materials, methods, and minutes. The action or transformation system transforms the raw materials into finished products and services. This action must use the seven Ms of other functional subsystems and the linking processes. These systems work together to produce the output, which are the finished products and services of the department. Records are important and are used to forecast and to meet budget requirements and personnel needs. These records are used in the action or transformation systems. The control system refers to the plans, goals, and objectives of the organization and to outside influences (such as local, state, and federal laws and regulations). The control system is
necessary to assure that food service personnel use the management system in concert with the action system to have an efficient and effective output system. The menu is the most important aspect of the control system. The menu also relates to the management and action systems. The output system is the result of the other systems working together to produce a finished product that meets quality and quantity, customer satisfaction, and financial accountability. For example, a patient cannot be served whole raw cabbage, but coleslaw is an acceptable product. Coleslaw is served to a patient as a result of the output system. Feedback gives the manager the opportunity to make necessary changes at all steps of the system, to refine the action or transformation process. The system must know the environment in which it exists. It must comply with all local and state rules and regulations as well as internal policies and procedures. Organizing the Food Service Department The division of work and its efficient coordination are important in every health care institution, and the Joint Commission on Accreditation of Healthcare Organizations (JCAHO; http://www.jcaho.org) recognizes this importance in its standards. The JCAHO standards require that all departments or services be organized, directed and staffed, and integrated with other units and departments or services of the organization. For food service, the standards stress organization in a manner designed to ensure provision of optimal nutrition care and high-quality food services. All health care employees must be aware of their place in the organization—who their supervisor is and who their peers are. This is called organization structure because it divides labor into distinct tasks and coordinates them. This information must be posted in the food service department in the form of an organizational chart. An organizational chart is a visual representation of the division and coordination of work within an organization or department within an organization. It illustrates relationships among units and lines of authority through the use of boxes and connecting lines. The chart is an unbroken line of authority that extends from the top of the organization to the lowest subordinate and clarifies to whom and how information and discussions should flow. The food service department’s organizational chart should be reviewed and revised at least once a year or whenever changes are made in the department’s structure. An organizational chart is a useful tool because it shows the characteristics of the larger organization and its units. For example, the organizational chart in Figure 6.3 shows how the various positions in one type of food service department relate to each other and to the administration of the hospital. However, no chart can show the dynamic interconnections and interactions among members of the organization. The following items are depicted on an organizational chart: • Chain of command. The solid lines in Figure 6.3 demonstrate that the upper levels of the organization are linked to each of the lower levels through a defined set of relationships. Authority is the right to perform or command. Managers are given authority to direct the operation of the food service department, and with this authority the manager can give orders or directions and expect them to be obeyed or followed. • Unity of command. Each employee is linked by a vertical line to only one supervisor. This ensures that each employee reports to, and is accountable only to, his or her immediate superior, an unbroken line of authority. When the unity of command is broken, the employee usually has to cope with conflicting demands from several supervisors. • Departmentalization. The organizational chart also shows how jobs are grouped into those that have common tasks that can be coordinated by a supervisor. For example, Figure 6.3 shows that the food service department is split into three units: nutrition care services, food procurement and production, and nonpatient operations. Each unit is further divided into areas of specialization. Organization and Time Management 141
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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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Chapter 4 Quality Management A prim
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Figure 4.2. Deming’s PDCA Cycle A
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Move to CQI in Health Care The term
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care. Often these choices conflict.
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Supplier Partnerships A customer or
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analysis. Key benefits to having a
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Exhibit 4.1. Team Documentation For
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Figure 4.3. CQI Flowchart Quality c
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Exhibit 4.2. Inspection Criteria fo
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Once the departmental strategy is w
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Page 197 and 198: Figure 6.13. Example of a Manager
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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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