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

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Food Service Manual for Health Care Institutions 582 Exhibit 17.5. A Quotation Sheet Quotation Sheet Type of product: Fresh produce Day: Monday Date: 2/10/88 Approved by: DL Amount Supplier and Quotations per Unit on Hand Quantity Unit Description and Specifications Smith Brown 21 23 50-lb. bag Carrots 11.40 13.85 0 1 40-lb. bag Bananas, #4 12.00 13.40 • Negotiate a fair price. • Receive consistent quality and quantity as specified. • Receive order on time. • Develop relationships with vendor based on trust. • Avoid internal conflicts over vendor relations. • Build relationship with local vendors to develop goodwill within the community. Achievement of these objectives is essential to the overall success of the procurement process. Selection Supplier selection involves a four-stage process, which is best remembered by the mnemonic SINE: • Survey: Explore all possible sources of supply. • Inquiry: Compare and evaluate prospective vendors to identify qualifications, such as size, capacity, or both; financial strengths; technological services; geographical locations; labor relations; and advantages and disadvantages. • Negotiation and selection: Enter into effective and clear dialogue with candidates to secure the best price, quality, and delivery commitment. • Experience: Monitor vendor service and product quality to ensure that what is promised is delivered, delivery is provided in emergency situations, prices do not suddenly change, the number of rejects is kept to a minimum, and the sanitary condition of the warehouse and the hygiene of personnel are appropriate. The survey stage is devoted to identifying the need for new products, investigating new suppliers, or reevaluating current suppliers. Questions in this regard include the following: • What is available on the market? • Who can supply the product(s) or service(s)? • Who can supply it (them) most (or more) economically within the required time period? • Who are the distributors that service this area?
This stage results in a list of potential suppliers. The goal is to use the management information system described in Chapter 10 to identify as many sources as possible. A buyer who is new to an area must also network with other food service directors or buyers to assemble the list. Additional sources of information include past experience, interviews with DSRs, trade journals and shows, yellow pages, and buyers’ guides. In the inquiry stage, after identifying all potential sources, the buyer must compare and analyze sources that appear capable of meeting the needs of the food service department. Criteria for evaluation include but are not limited to price, quality, service, delivery schedule, and available quantity. Also during this phase, the buyer should contact other buyers or managers for their feedback and experience with the suppliers from which they purchase. Sample questions that could be asked include the following: • Is the firm reliable? • Is quality consistently excellent? • Are deliveries accurate and on time? • How would they rate DSRs and other vendor employees with whom they have interacted? • What additional value-added services do they use? • How would they evaluate these services? • What do they like most about this distributor? • What problems, if any, have they experienced in conducting business with this vendor? Another factor that must be evaluated is whether to use local or national vendors, each of which offers advantages and limitations. Additional criteria for comparing distributors are financial stability of the firm, technical expertise of the distributor’s staff, and compatibility of business practices with regard to ethical standards. Business practices include strict adherence to delivery schedule, credit terms, minimum order requirement, lead time, return policy, and product-line variety. If possible, a visit to the vendor’s facility is recommended, especially if there has been no prior business relationship. After comparing all the potential distributors based on these criteria, the buyer narrows the options and prepares a second list called a qualified supplier list. During the negotiation and selection stage, the buyer uses information obtained during the inquiry stage to issue an initial purchase order. Before doing so, however, he or she should meet with the suppliers to discuss payment, delivery, and contract terms, if applicable. During the experience stage, the buyer follows up to ensure that the chosen vendor is providing the type of service and quality of products previously agreed on. If problems occur, the buyer should record them and provide immediate feedback to the distributor so that corrective action can be taken. Any problems (and their resolution) should be recorded for future reference and evaluation. The goal of the supplier selection process is to establish several product, supply, and equipment sources that can consistently provide the quantity and quality of products required at the right price and the right time. Communication and feedback are critical ingredients for a longterm and effective buyer–vendor relationship. Buyer–Supplier Relations Sound business practices and well-stated purchasing policies are the bases for good purchasing decisions. Careful planning and an accurate statement of food needs are the starting points in building good buyer–supplier relations. As always, fairness and honesty are essential. Product requirements should be specified, and complete information as to availability and prices should be obtained. The buyer or food service director should make visits to the warehouse to observe pest control, safe handling of food and supplies, and overall sanitation. The buyer should establish an appointment schedule with sales representatives and adhere to it. At no time Purchasing 583
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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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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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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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