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

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Food Service Manual for Health Care Institutions 696 Type of Production and Meal Service Systems The type of production system planned affects what equipment, space, and personnel are required in the central kitchen. (Food production systems—cook and serve, cook and chill, cook and freeze, and assembly and serve—were described in Chapter 19. The meal service systems described in Chapter 20 also must be considered.) The planning process must weigh the following factors: • Total quantity of each menu item needed to yield the required number of portions • Batch size preferred • Amount of time required vis-à-vis the amount of time available for production • Assembly, delivery, and service systems used Certainly this list is not all-inclusive, and similar information must be gathered for other subsystems (such as receiving, storage, and ware washing) of the operation. An operational plan that states organizational constraints and projected needs can then be developed and used as a basis for designing functional work areas. Purchasing Policies The department’s purchasing policies and practices determine the type of equipment and the amount of space needed for low-temperature and dry storage areas and production and meal service facilities. These considerations include the following: • What market form in which food supplies are purchased (the amount of processing that has taken place before purchase) • The state of food supplies at delivery time (canned, frozen, chilled, dehydrated, or freeze-dried) • Frequency of delivery for all categories of food • The volume purchased and the amount of inventory carryover from one purchase period to the next • The department’s issuing and inventory control procedures Planning Work Areas The location of each work space and the amount of space allocated to the area within the department must be determined for each individual food service facility. The relationship of one work area to another is equally important. A good layout should provide a smooth, orderly flow of employees and materials through all parts of the operation in as straight, short, and direct a route as possible. Backtracking and cross-traffic increase labor time and decrease efficiency. The same principle applies to the amount of space that should be allocated for each area. The trend has been to minimize the department’s overall dimensions, particularly in the production area, but also in other areas because of the rising costs of new construction. This trend has been made possible in many institutions by changes in the types and forms of food purchased and the availability of slim-line, modular, and mobile equipment. The efficient movement of food, supplies, and people requires consideration of the essential tasks to be performed in each stage of production, assembly, delivery, and service; the number of employees involved; and the equipment required for the activities. In an existing facility, improvements in space often can be made by identifying points of congestion and rearranging equipment or tasks to alleviate them. To ensure that the best arrangement of work areas has been planned, a chart that illustrates the flow of work can be developed (Figure 21.2). At this point, the actual amounts of space and equipment are not needed. The chart is merely a diagram showing what happens when food and people travel from the receiving area to the point of service and cleanup area. Once the ideal, or at least the best possible, space relationship has been determined, a scale drawing
can be made to show the approximate size of each work area and its location relative to other departments. The architect in conjunction would perform this task with the food service design consultant. The next step in the planning process is to draw a schematic plan, based on all the important data gathered earlier, that shows work areas, traffic aisles, and the location of specific pieces of equipment. At this point, it is important for the food service director to evaluate the proposed layout. Charting the work flow for typical menu items on the scale diagram is an excellent way to assess the plan’s feasibility. It is possible to pinpoint traffic problems that can result from misplaced or inadequate equipment, too little or too much space, and generally poor work-flow patterns. The food service director should suggest improvement before actual construction begins. Changes after construction has begun or after it is finished are costly and sometimes impossible to make. The food service director should also be aware of the department’s basic requirements for location, building materials for interior surfaces, lighting, utilities, and ventilation. Location The food service department should have ready access to receiving, storage, and dining areas and to elevators. The distance from the food service department to patient areas is a factor in determining the method of food delivery, but new technology in tray distribution systems has helped to reduce temperature control problems. An area located away from the primary traffic patterns of other departments is recommended. Figure 21.2. Flow of Work and Materials Garbage Receiving Refrigerator stores Dry stores Dish washing Vegetable preparation Salad preparation Serving patients Preparation Cooking Baking Facility Design and Equipment Selection Garbage Pot and pan washing Serving patrons Note: Foods should flow from receiving to service in as short and as straight lines as possible; the design should keep food flowing in the same direction to avoid as little cross-contamination and handling as possible. 697
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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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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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Page 674 and 675: Food Service Manual for Health Care
Page 693 and 694: Appendix 19.1 A Culinary Glossary
Page 695 and 696: Hors d’oeuvre Side dish or relish
Page 697 and 698: Chapter 20 Distribution and Service
Page 699 and 700: • What is the best type of servic
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Page 705 and 706: quality. In recent years, food serv
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Page 709 and 710: plate is not used. Place coffee or
Page 711 and 712: minimized. The type of meal service
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Page 717: Herz, M. L. Analysis of Alternative
Page 763 and 764: Index A ABC method, 603 Absenteeism
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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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