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

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Food Service Manual for Health Care Institutions 168 Figure 6.12. Example of a Work Schedule for an Individual Employee (continued) 4. Make coffee 5. Set portioned cold foods on cold counter 11:00 to 11:15 A.M. Coffee break 11:30 A.M. to 1:30 P.M. 1. Open cafeteria doors for noon meal service 2. Replenish cold food items, dishes, and tableware as needed 3. Keep counters clean; wipe up spilled food 4. Make additional coffee as needed 1:30 to 2:00 P.M. 1. Turn off heating and cooling elements in serving counters 2. Help break down serving line 3. Return leftover foods to proper places 4. Clean equipment and serving counter as directed by supervisor 2:00 P.M. Off duty Computerized Scheduling Scheduling for the food service department is a complex task requiring a large amount of information. Because of the complexity and time involved in scheduling, some departments have turned to computer software for this activity. Scheduling software can track the number of fulland part-time employees, the number of hours worked, vacation or other days off, specific times requested off by employees, and when an employee goes into overtime. Computerized scheduling also consistently provides management with timely reports of hours worked, which is necessary to track department productivity. In addition, workload and peak times can be predicted, allowing flexible staffing; management time is freed for other duties; and computer objectivity ensures scheduling equity among employees. Unlike manual schedules, computer scheduling can accommodate last-minute changes with little effort and time. Scheduling software usually includes information about the job requirements for each position and information regarding employee capabilities. Based on this information, the manager can set features that allow the software to make the match of employees to days, times, and tasks to be performed. Scheduling software can offer many benefits to a department, as long as program users are adequately trained. Managing Time Effectively Although managers assume responsibility for developing work schedules for their employees, they often fail to schedule their own time to best advantage. One step toward effective time management is for managers to analyze the way they currently use their time. A detailed log of daily activities helps managers keep track of what they do, the amount of time spent on each activity, others involved in the activities, and how important each act is to the day’s objectives. Analysis of these logs helps managers determine how effectively they spent their time and some of the reasons they do not reach their objectives during a particular week. For example, unnecessary phone calls, avoidable interruptions, or lack of a good work plan all contribute to an inefficient use of time. Using this analysis allows the manager to do first things first. Maintaining a daily planner allows a manager to keep track of necessary activities and aids in the appropriate use of time (Figure 6.13).
Figure 6.13. Example of a Manager’s Daily Planner Time of Day Already Planned Must Do Comments/Carryovers 8:00 Staff meeting 1. Budget review :15 2. Write QA report :30 3. Procedure for use :45 9:00 of new dishwasher :15 :30 :45 10:00 :15 :30 :45 11:00 Start budget review :15 :30 :45 Break 12:00-1:00 Lunch 1:15 Write QA report Complete tomorrow :30 Complete QA report tomorrow :45 See DB about figures 2:00 Complete budget review Call engineer–dishmachine :15 Infection Control Committee :30 :45 3:00 :15 :30 :45 4:00 :15 :30 :45 5:00 on Wednesday Prioritizing Work Once managers have monitored their daily activities, they are in a better position to list the essential tasks of the coming week and assign each a priority: A for tasks that are critical, B for tasks that are important but not critical, and C for tasks that might be delegated (Figure 6.14). Organization and Time Management 169
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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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Before hiring a consultant, managem
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selected for the issue in question.
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Figure 4.6. Cause-and-Effect Diagra
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not identical. CMS standards vary i
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the concurrent stay using critical
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Garvin, D. A. Managing Quality: The
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Page 146 and 147: Food Service Manual for Health Care
Page 159 and 160: Chapter 6 Organization and Time Man
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Page 181 and 182: • What types of service does the
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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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