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

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Food Service Manual for Health Care Institutions 568 Figure 17.2. Procurement Process 1. Complete needs assessment • Evaluate menu • Standardize recipe • Gather input from product evaluation team • Gather input from management staff • Forecast production demand 2. Select purchasing method(s) • Consider size and philosophy of operation • Determine purchase volume • Determine frequency of delivery • Consider distributor location • Evaluate department storage facilities • Determine available personnel 3. Develop approved vendor or distributor list • Decide whether to use a prime vendor 4. Establish and maintain inventory system • Just-in-time purchasing • Perpetual inventory • Physical inventory • Consider value of inventory • Determine frequency of delivery 5. Determine order quantity • Forecast menu portions • Determine standard portions • Determine serving supplies • Assess food on hand 6. Obtain bid or price quotes • Develop specifications for each item • Obtain best prices and terms 7. Place order • Specify price • Specify quantity • Specify payment method • Distribute copies of order 8. Receive order • Request minimum number of shipments 9. Store order • Consider type of food 10. Issue items
communication skills are essential because he or she must meet the needs of several individuals in the food service department and communicate these needs to DSRs, members of GPOs, and all other parties with whom the buyer interacts. Not only must the buyer demonstrate initiative in continuously assessing opportunities to increase or maintain food quality, but he or she must do so while decreasing cost whenever feasible. Attention to detail is critical because accuracy in purchase orders and inventory affects operating costs and service delivery. The buyer must maintain high ethical standards at all times—avoiding conflict of interest and kickbacks, for example. No matter who has ultimate authority for the procurement function, a procurement specialist or the food service manager, the individual must maintain high standards in product quality. The buyer must continuously assess how to obtain products, equipment, and services to meet the needs of various components of the food service department while remaining within the financial constraints imposed on the operation. Steps in the Food Service Procurement Process As illustrated in Figure 17.2, the procurement process in a food service department is a ten-step sequence of activities. This process may be adjusted as needed to accommodate a particular facility or organizational structure. The following sections discuss the procurement-process steps, and more information on receiving and storing is provided in Chapter 18. Needs Assessment The purpose of a needs assessment is to determine the operation’s requirements for food, supplies, equipment, and services, including quality, quantity, and required time frame. Information sources the buyer should rely on in completing the needs assessment include menu(s), standardized recipes, production demand forecasts, input from the product evaluation team and management staff, and the image the operation wants to project. Current and projected needs should be determined. Maintaining a master calendar of catered functions and other special activities that would influence the procurement process is strongly recommended. Food Budget By estimating the cost of food items as each menu is planned, the overall cost can be kept within the limitations of the budget. Before food is purchased, the estimated costs should be checked against current food prices. The foods purchased should make the best possible contribution to the consumers’ nutrition for the money spent. Availability of Food Items Food items appearing on the menu should be available to the department in the desired form and quality. The seasonal availability of various fresh foods affects their quality and price. The choice among fresh, canned, and frozen items varies, depending on the season. Weather conditions can affect the movement of food supplies, especially fresh fruits and vegetables, through market channels and sometimes may necessitate changes in the menu. Adverse weather can also cause shortages and increased prices. Labor Budget The number and skill levels of production workers and the cost of their labor should be considered in relation to the cost of purchasing certain food items in a partially or fully prepared state. If the number of labor hours will not be reduced, the higher cost of convenience foods may not fit within the total budget. Purchasing 569
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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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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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Page 549 and 550: Table 16.1. (continued) Meat Descri
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Page 617 and 618: Chapter 18 Receiving, Storage, and
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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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