FSM Final Flashcards

1
Q

design vs layout

A
 Design refers to broad function of 
developing the facility, including site 
selection, menu, equipment requirements, 
and other planning functions that guide 
the project into reality. 
 Layout refers to the process of arranging 
the physical facilities, including 
equipment, such that operational 
efficiency is achieved.
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2
Q

layout planning

A

Refers to the process of arranging the physical facilities, including equip- ment, such that operational efficiency is achieved. This involves a design drawn on paper to show walls, windows, doors, and other structural components. After this out- line drawing is complete, required work areas are designated on the plan. The equip- ment and other facilities are then arranged and drawn onto the plan.

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3
Q

Special considerations for various types of food services

A
commercial-—Location is very important, 
with parking available. Space is often 
costly so effective use of space is 
important. Shopping centers are often 
desirable locations.
school-—Location is very important, 
with parking available. Space is often 
costly so effective use of space is 
important. Shopping centers are often 
desirable locations.
college&universities - often 
provide a large variety of services, 
including board plans, cash 
operations, vending, catering.
in plant facilites - focus on employee feeding. This may be in a 
central location or in mobile service 
for remote locations.
home for children - focus on 
employee feeding. This may be in a 
central location or in mobile service 
for remote locations
hospitals - must provide for 
employees, guests, and patients. 
Cafeteria, snack shop, tray service 
will likely all be used. Decisions 
regarding centralized vs. 
decentralized service are needed and 
the type of temperature maintenance 
or rethermalization method chosen. 
Existing facilities will limit choices. 
 prisons - present a 
special set of problems with security, 
personnel safety, protection from 
sabotage, prevention from 
confrontation and riots.
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4
Q

Steps in planning facility design

A
  1. Prepare a prospectus (planning guide)
  2. Organize a planning team.
  3. Conduct a feasibility study.
  4. Make a menu analysis.
  5. Identify desired architectural features.
  6. Identify costs and adjust plans to
    budget.
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5
Q

Types of flooring and uses

A
Quarry tile is the preferred flooring 
material for kitchens and dishrooms. 
 Epoxy resin flooring is also a popular 
choice for kitchens, dishrooms, hallways, 
and restrooms. 
Unglazed ceramic tile is an excellent 
floor finish for public restrooms, corridors, 
dining room traffic areas, and service 
areas.
Vinyl tile is not recommended in 
dining rooms or public areas because 
of its high maintenance.
Sealed concrete is an inexpensive 
flooring for receiving areas and 
stockrooms. 
Carpeting is popular in dining rooms-it is 
sound absorbent, and provides warmth to 
the room.
 Hardwood floors can also add 
beauty to dining rooms and other 
public areas, but it is not appropriate 
for food preparation or service areas 
or wet areas, because of its 
absorbency of water and grease.
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6
Q

Types of wall coverings

A

Ceramic tile is attractive, durable, and
easy to clean. It is available in many
designs and colors. It is often used in
combination with wallboard (dry wall) by
installing ceramic tile to a height of 5-8
feet and above that painted surface.

Structural glazed tile is installed 
as the supporting wall and is durable 
and easily cleaned. It is highly 
resistant to impact when struck by a 
cart or other portable equipment. 

Painted cement blocks are an
economical, durable wall material for
receiving and storage areas, and in
cold areas of the kitchen.

Painted drywall is the most economical
wall material.

 Stainless steel can be used to
cover kitchen walls. It is durable,
easy to clean, and does not stain or
discolor.

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7
Q

Americans with Disabilities Act

A

Reasonable accommodation to make the workplace
or dining area accessible to persons with disabilities.
Such accommodations include installing ramps,
widening doors, lowering shelves and counters. An
extensive list is found in Figures 10.20 and 10.21.
You will not be required to memorize these
requirements, but it is good to know the areas
covered.

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8
Q

NSF

A

the NSF, for example, establishes standards for sanitary design and certifies equipment which is evident by its seal of approval

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9
Q

factors for selecting equipment

A
The menu—detailed analysis of several menus provides the best basis for estimating equipment needs and capacity.
Number and type of patrons will affect the amount and kind of equipment.
Form of food purchased
Type of service
Labor hours and worker abilities
Utilities 
Budget
The floor plan
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10
Q

Pros/Cons of different metals

A

Aluminum is used for cooking and baking utensils, steam-jacketed kettles, cabinets, service carts, racks, and other mobile equipment.
Features-light weight, high thermal and electrical conductivity, does not corrode readily, relatively hard and durable, withstands high temperatures, discolors from acids and alkalis, pitted by strong alkali

Anodized aluminum has been subjected to electrolytic action to coat and harden the surface and increase its resistance to oxidation, discoloration, marring, and scratching. This type of aluminum is used for cabinets, service carts, and trays

Cast iron is used as bracing and castings for equipment stands, for pipes, and for framework for large equipment such as ranges. Cast iron skillets are sometimes used and griddles may be made from cast iron.

Galvanized steel and iron is coated with a layer of zinc to protect the base metal from corrosion. Not commonly used any more, but one use is for undershelves of work tables and for inexpensive storage shelving
Non-corrosive metals, an alloy of two or more of iron, nickel, and chromium metals, are used extensively in food service equipment and utensils
Stainless steel is a low-carbon steel which contains the alloy chromium at 10 percent or more by weight. The low carbon content gives resistance to corrosive agents

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11
Q

18.8 Stainless Steel

A

ratio chromium to nickel

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12
Q

Gauge

A

The gauge or thickness of metals is an important consideration in selection of equipment.
U.S. standard gauge is used by most manufacturers of sheet steel. This system is a measure of weight, not thickness.

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13
Q

Fair Employment Practice Laws

A

The Fair Employment Practice laws adopted by many states make it illegal to ask questions that would be discriminatory because of race, religion, sex, age, marital status, or national origin. After the employee has been hired, such information can be obtained for the individual’s personnel records. The manager should check with the personnel department or other authoritative source regarding restrictions in the application form and the interview. References from former employment are usually requested and should be checked.

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14
Q

• Benefits of good employee orientation/training programs

A

Generally, advantages of a good training program include reduction in labor turnover, absenteeism, accidents, and production costs, and an increase in the maintenance of morale, job satisfaction, and efficient production at high levels.

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15
Q

Interviewing

A

The purposes of the selection interview are (1) to get information—not only all the facts, but also attitudes, feelings, and personality traits that determine “will-do” qualifications; (2) to give information—just as it is essential that the interviewer know all about the applicant, it is also essential that the applicant know all about the establishment and the job; and (3) to make a friend—treat an applicant with the same courtesy that you would give to a customer, because every applicant is a potential customer.

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16
Q

Benchmarking

A

, comparing company performance with best performance in the field provides a perspective on how the organization is performing

17
Q

TQM

A

The total quality management approach to operating a business is one of continuous quality improvement. It must be embraced by the entire staff from the President or CEO to every employee in every department. It is a long-term, continuous process of teamwork to improve. Continuous learning will result in continuous improvement.

18
Q

TQM – reducing variation

A

Reducing variation in transformational activities within the organization is seen as the key to improving productivity and quality. Management moves from a policing role to that of coach, mentor, facilitator, and sponsor. This allows the management team to empower employees to work on quality improvement. Quality must first be assured within the system before it can be provided in the products or outputs.

19
Q

Job improvement

A

One of the first steps in a job improvement plan is to try to eliminate unnecessary op- erations, delays, and moves without producing deleterious effects on the product or worker. Habit plays an important part in people’s work routines, and it is easy for them to continue in the old pattern; for example, even though most employees know that working with two hands is more efficient, they will continue to use one hand to hold something while the other hand does all the work

20
Q

Work simplification

A

Philosophy that there is always a better way
Elimination of uneconomical use of time, equipment, materials, space or human effort.
Estimated that foodservice workers productivity can be increased 20 – 50%
Encourage employee input in coming up with a better way to do stuff.
Work simplification is more than a technique or set of how-to-do-its. It is a way of thinking or a philosophy that there is always a better way. The emphasis is on the elimina- tion of any uneconomical use of time, equipment, materials, space, or human effort. Conservative estimates show that through an effective work simplification program, food- service worker productivity can be increased by 20 percent to 50 percen

21
Q

\Productivity

A

Productivity is a measure of the output of goods or services in relation to the input of resources.
Since it is not always possible to raise prices to cover increased costs of operation, if the profit margin is to be maintained or increased, productivity must be improved

22
Q

Work design

A

The overall objectives of work design are to increase productivity and employee satisfaction.
Employee involvement in decisions about their jobs will have considerable impact on the success of the organization in improving productivity.

23
Q

Measuring productivity

A

Productivity is measured by comparing certain inputs to certain outputs.
Examples:
Meals per worked hour (covers per person-hour)
Meal equivalents per worked hour
Sales per worked hour
Sales per cover served
Productivity ratio: pg: 446 = Output (ex: products, services, financial data)/ Input (raw materials, money, time, people)

24
Q

• Quality Assurance

A

The process of checking for adherence to quality standards or specifications after the product has been produced
A involves checking for adherence to qual- ity standards or specifications after the product has been produced. QA measurements include food temperatures, portion sizes, nutrient content, and so on.

25
Q

Types of budgets

A

the master budget coordinates every aspect of the operation. The master budget in practice is actually a compilation of several small budgets

The operating budget is a plan that minimally includes revenues and expenses. It is a forecast of revenue (sales), expenses, and profit for a specified period of time or fiscal year.

A cash budget is developed to project the receipt of revenue and the expenditure of funds.

A capital budget is a long-term plan prepared to estimate or predict the costs of capital outlays or expenditures and their financing.
The zero-based budget (ZBB) is newly developed each fiscal year start- ing with a “blank piece of paper.”

26
Q

Depreciation

A

the decrease in value of assets (fair value depreciation), and
the allocation of the cost of assets to periods in which the assets are used (depreciation with the matching principle).

cost- salvage/lifespan

27
Q

Calculating total revenue

A

sales - cost or multipy shit

28
Q

Calculating % labor cost of revenue

A

Total department labor expenses, plus benefits and taxes, plus workers’ compensation costs divided by total revenue

29
Q

Calculating Pay-back period

A

Cash outlay/annual net income or savings before depreciation, but after taxes

30
Q

Calculate percent variance between budget and actual spending

A

old - new / old

31
Q

Volume indicators

A

rememba

32
Q

Capital budgeting

A

Capital budgeting is used to plan for major expenditures for fixed assets.