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

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Food Service Manual for Health Care Institutions 340 feedback processes, to further scrutinize costs for month-to-month fluctuations that may require corrective action. Posting At the end of the accounting period, the transactions recorded in the journals must be summarized, a process usually accomplished by totaling the transactions for each journal maintained by the operation. For manual financial management systems, this involves adding up all transactions to determine the total for a journal. If the journal has been maintained on an electronic spreadsheet, the total is available as soon as the last entry has been completed. Each revenue, expense, and statistical journal must be summarized as described above. For instance, the cash revenue generated by the operation during the accounting period is determined by adding up all the cash revenue–producing transactions that have been recorded in the cash receipts journal. The total cost of food purchases for the month can be calculated by adding up all food-purchasing transactions, based on invoices from suppliers, during the accounting period. The two journals for operating statistics (labor hours and volume of services) also must be summarized similarly. At the end of this process, the transaction journal totals are transferred to the general ledger, which contains a separate section for each type of transaction monitored by the operation. Summary Under the current health care environment, informed financial management is critical to the viability of health care organizations. The current health care financial management focus is on predicting costs before they are incurred. This proactive management approach requires departmental information, including food service information. In the midst of changes that will continue to occur in the health care industry, the food service manager has emerged as the controller of significant and valuable resources, accountable for their efficient allocation. Thus, financial management has become one of the primary responsibilities of the food service manager. To meet the departmental and organizational needs for financial information, food service managers may find it necessary to develop and implement comprehensive financial management systems, such as the model described in this chapter. Bibliography American Dietetic Association Task Force for Topics in Practice, Puckett, R. P., chair. Productivity in food systems management. Journal of the American Dietetic Association [in press]. Certo, S. C. Modern Management. 8th ed. Upper Saddle River, N.J.: Prentice Hall, 2000. Coltman, M. M. Cost Control for the Hospitality Industry. 2nd ed. New York: Van Nostrand Reinhold, 1989. Coltman, M. M. Hospitality Management Accounting. 5th ed. New York: Van Nostrand Reinhold, 1993. Elerding, W. T. Auditing food and nutrition services. Internal Auditing 5(4):86–91, 1990. Hoover, L. C. A comprehensive financial management systems model for the health care foodservice industry. Unpublished doctoral dissertation, Texas Woman’s University, Denton, 1990. Kaud, F. A. Budgeting: A comparative analysis of techniques and systems. Chap. 13. In J. C. Rose (ed.), Handbook for Health Care Food Service Management. Rockville, Md.: Aspen, 1984. Keiser, J., DeMicco, F. J., with Grimes, R. N. Contemporary Management Theory: Controlling and Analyzing Cost in Foodservice Operations. Upper Saddle River, N.J.: Prentice Hall, 2000.
Control Function and Financial Management Moncarz, E. S., and O’Brien, W. G. The powerful and versatile spreadsheet. Bottom Line 5(4):16–21, 1990. Nyp, R. G., and Angermeier, I. Financial plan charts a hospital’s course for success. Healthcare Financial Management 44(5):30–36, 1990. Payne-Palacio, J., and Theis, M. West and Wood’s Introduction to Foodservice. 9th ed. Upper Saddle River, N.J.: Prentice Hall, 2001. Puckett, R. P., and Miller, B. Foodservice Manual for Health Care Institutions. Chicago: American Hospital Association, 1988. Schmidgall, R. S., and Andrew, W. P. Financial Management in the Hospitality Industry. East Lansing, Mich.: Educational Institute of the American Hotel & Motel Association, 1993. Sneed, J., and Kresse, K. H. Understanding Foodservice Financial Management. Rockville, Md.: Aspen, 1989. Spears, M. C. Foodservice Organizations: A Managerial and Systems Approach. 4th ed. Upper Saddle River, N.J.: Prentice Hall, 2000. 341
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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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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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Page 350 and 351: Excerpt from Annual Food Service De
Page 354 and 355: Sample Monthly Operating Statement
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Page 364 and 365: 336 Exhibit 11.6. Example of a Mont
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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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