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

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Labor Cost Analysis 334 Figure 11.5. Labor Time and Cost Record Date:______________________________ Number of Working Days:____________ Total Hours Total Pay ($) Productive a Nonproductive b Productive Employee Classification Fringe and Number Regular Overtime Sick Vacation Holiday Regular Overtime Nonproductive Benefitsc Tray line employees (701) Smith 112 11 8 8 346.00 53.00 52.00 91.00 Johnson 104 — 4 8 338.00 — 39.00 84.50 . First cook (900) Jensen 160 — — 12 — 880.00 — 66.00 220.00 Monthly total Daily Average aProductive hours are those hours worked, including overtime. bNonproductive hours are hours paid (sick, vacation, holiday, and so on) but not worked. cFringe benefits vary from 10 to 34 percent of total pay and may include unemployment insurance, other insurance (such as health, life, dental), meals, uniforms, education and recreation pay, parking fees, and employer’s share of social security.
Control Function and Financial Management Analyzing labor costs is necessary to determine total cost per meal and total cost per patient day. In addition, analyzing labor costs identifies operational areas that need improvement. The efficiency of labor use can be evaluated more precisely by calculating productivity statistics each month and by comparing them with those for past months or with statistics from other institutions. Productivity can be defined as the relationship of the amount of resources used to the amount of products or services produced, or the relationship between inputs and outputs. Productivity can be simply calculated by dividing the amount of input by the amount of output. For example, dividing the number of labor hours worked (input) by the number of meals served (output) provides a meaningful indicator of productivity in the food service department. Overall, productivity is a valuable index of the department’s efficiency and performance. Productivity statistics include the following types of data: • The number of patient trays served per patient day • The number of labor minutes per patient meal • The number of labor minutes per nonpatient meal equivalent • The amount of revenue produced per full-time-equivalent employee assigned to nonpatient meal service • The number of customer transactions performed per each full-time-equivalent employee assigned to nonpatient meal service • The total number of food service employee work hours per patient day • The total number of food service employee work minutes per unit of service Changes in productivity statistics may indicate the need to change operating procedures or staffing levels. When such indicators are calculated on a regular monthly basis and analyzed promptly, the director can make appropriate changes before the department’s long-term financial goals are negatively affected. Monthly Supply Costs To some extent, expenses can be controlled for such nonfood supplies as dishware, glassware, service ware, kitchen utensils, disposable paper products, cleaning compounds and equipment, printed forms and other office supplies, and small equipment. Procedures for purchasing, requisitioning, maintaining inventory, and controlling stock for such supplies are the same as for food supplies. The costs involved and the quantities used are also determined by calculating beginning inventory, monthly purchases, and closing inventory. Records may also be kept and information reported by the type of commodity, such as paper and cleaning supplies. Monthly Performance Report and Other Control Reports The kinds of other control reports that need to be maintained in the food service department vary from institution to institution. Some examples include monthly performance reports, budget variance reports, quality control reports, productivity reports, and in-service education and orientation reports. Only the monthly performance report will be discussed in this chapter. After all the individual cost categories have been determined for the month, it is helpful for the food service director to prepare a summary form that includes all of the important operational data for the department. The food service performance report shown in Exhibit 11.6 is an example of a comprehensive and useful monthly summary. It provides a means for comparing current costs against budget targets from one month to the next. If cost allocations have been made properly, the true costs of patient and nonpatient meals will be indicated. Variances in month-to-month costs and revenues should be carefully analyzed by the food service director. Differences that cannot be explained by similar changes in patient census or nonpatient meal counts should be carefully reviewed. Some differences can be controlled, while others cannot be. For example, if fewer patient meals were served with no change in labor 335
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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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Chapter 6 Organization and Time Man
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Figure 6.1. Functional Organization
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Process departmentalization allows
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Characteristics of High-Performance
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outcome. Team building should conce
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necessary to assure that food servi
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Figure 6.4. Organization of a Small
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Figure 6.9. Organization of a Food
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skilled-nursing unit in the hospita
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service operations other than the c
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Distributing Authority Authority, t
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• What types of service does the
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Exhibit 6.1. (continued) Why? Which
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Exhibit 6.2. Sample Job Description
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equires, and the best means of moti
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Calculating FTE Needs Full-time equ
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Exhibit 6.3. Sample Productivity Fo
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Figure 6.10. Example of a Daily Sch
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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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Page 327: Bibliography Alexander, J. Selectin
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Page 350 and 351: Excerpt from Annual Food Service De
Page 354 and 355: Sample Monthly Operating Statement
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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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