1. © 2006 Thomson-Wadsworth

2. Learning Objectives Describe how work should move through the workplace. Discuss how to design work processes. State the interrelationship between facilities design and process design. List factors to be considered when planning a master schedule. Plan a master schedule for the implementation of a project.

3. © 2006 Thomson-Wadsworth Learning Objectives Define task analysis, work simplification, job rotation, job enlargement, and job enrichment. List factors to be considered when writing a work schedule for employees. Prepare an employee schedule. Define production. Describe each of the steps in production planning. Discuss what types of tools are used to control production.

4. © 2006 Thomson-Wadsworth The Flow of Work Workflow –The way in which people and products move through a workplace.

5. © 2006 Thomson-Wadsworth The Flow of Work Facilities Design –The layout of a workplace (including traffic patterns), which affects the flow of people, goods, and services within a designated space. –"Straight-line" traffic flow Often impractical because of great distances between ends Compartmentalizes workers

6. © 2006 Thomson-Wadsworth Kitchen with a "straight-line" traffic flow

7. © 2006 Thomson-Wadsworth "Straight-line" traffic pattern may be modified to eliminate cross-traffic

8. © 2006 Thomson-Wadsworth The Flow of Work Facilities Design –Avoiding multiple intersections Space is often too limited for a linear traffic flow Traffic patterns should be designed to eliminate or reduce intersections

9. © 2006 Thomson-Wadsworth Kitchen with multiple intersections Kitchen with a "no-intersection" traffic flow

10. © 2006 Thomson-Wadsworth The Flow of Work Facilities Design –Traffic patterns for service products Clinical practices Event planning

11. © 2006 Thomson-Wadsworth The Flow of Work Process Design –The methods and procedures used to facilitate the movement of people, work, and materials through space and time. –Storage in storerooms or at point of service –Form in which materials arrive –Economy of Scale - A concept that it is more efficient to complete a task once on a large scale versus repeating the same task on a smaller scale to reach the same output level.

12. © 2006 Thomson-Wadsworth The Flow of Work The movement of work through time –Master Schedule - A time-based written outline, usually for complex or non-routine jobs, that plans the movement of work across time and is used to follow progress and keep work on time.

13. © 2006 Thomson-Wadsworth The Flow of Work

14. © 2006 Thomson-Wadsworth The Flow of Work The movement of work through time –Gantt Chart - A two dimensional diagram of a master schedule on which activities are listed on the left side of the figure and times are represented across the top. –It depicts the movement of work through time.

15. © 2006 Thomson-Wadsworth The Flow of Work

16. © 2006 Thomson-Wadsworth The Flow of Work

17. © 2006 Thomson-Wadsworth Job Design Job Reengineering –The process of restructuring jobs to fit the needs of employees and to respond to the continuously changing environment, technology, and needs of society. Older techniques: task analysis and work simplification More recent innovations: job rotation, job enlargement, and job enrichment

18. © 2006 Thomson-Wadsworth Job Design Task Analysis –The process of observing, in detail, each aspect of a job to determine whether increases in efficiency or safety can be achieved. –Done for 2 reasons: To identify inefficiencies that can be minimized or eliminated To identify and eliminate those activities that could lead to worker injury

19. © 2006 Thomson-Wadsworth Job Design Work Simplification –The process of changing how a job is performed to decrease the energy expenditure and increase the output of a worker. –Original emphasis was to reduce number of motions in a task –Useful for improving efficiency of manual tasks in foodservice

20. © 2006 Thomson-Wadsworth Job Design

21. © 2006 Thomson-Wadsworth Job Design Work Simplification –Ergonomics - The physical aspects of work and movement; how movement relates to the performance of a task. –Important for reducing risk of work-related injury, such as repetitive stress injury Repetitive Stress Injury - Physical harm resulting from the strain of repeatedly doing the same task in the same way. –ex: meal plating assembly line arrangements...

22. © 2006 Thomson-Wadsworth Job Design

23. © 2006 Thomson-Wadsworth Job Design Work Simplification –The Occuaptional Safety and Health Administration has an ergonomics page at http://www.osha.gov/SLTC/ergonomi cs/index.html http://www.osha.gov/SLTC/ergonomi cs/index.html

24. © 2006 Thomson-Wadsworth Job Design Job Rotation –The practice of having workers do different jobs at different times to improve job satisfaction and minimize the potential for repetitive stress injury. –Cross-Training - Preparing employees to perform various jobs within a work setting.

25. © 2006 Thomson-Wadsworth Job Design Job Enlargement –The practice of increasing the tasks done within a specific job; increasing the number and types of skills workers use in their jobs. –Multi-Skilling - The process whereby workers learn to perform new tasks and to develop techniques that, in turn, enlarge their jobs.

26. © 2006 Thomson-Wadsworth Job Design Job Enrichment –The practice of adding variety and, simultaneously, increasing the knowledge required to do a job. –Job enrichment activities should be designed to respond to each employee’s unique characteristics.

27. © 2006 Thomson-Wadsworth Labor Schedules Labor Schedule –A management tool used to designate the hours and days each employee is to work. The schedule is a management tool Manager's and then workers' needs should be considered Adjustments can be made at workers' request when possible Using scheduling to punish or reward can undermine credibility

28. © 2006 Thomson-Wadsworth Labor Schedules Schedule writing begins with a grid –ex: Figure 12.7...

29. © 2006 Thomson-Wadsworth Labor Schedules

30. © 2006 Thomson-Wadsworth Labor Schedules How to write the schedule: –Enter days off for all employees –Enter hours for full-time employees –Add guaranteed hours for part-time and short-hour employees –Add casual employee hours as needed to complete schedule

31. © 2006 Thomson-Wadsworth Labor Schedules Evaluate cost-effectiveness If possible, schedule days off consecutively Employees may be able to schedule their own hours if requirements are established

32. © 2006 Thomson-Wadsworth Production and Productivity Production –The process of converting inputs into products such as goods, services, or ideas. Planning production –3 basic steps: Determine what will be produced and how much Create production schedule Communicate with the workforce

33. © 2006 Thomson-Wadsworth Production and Productivity – Planning Production Forecasting - A tool used to predict the quantities of product needed. Methods of forecasting: –Subjective Forecasting - A forecasting method that uses information, experience, and intuition to determine the amount of product needed. –Manual Tally - The physical counting of orders received to determine production needs. Often used in hospitals for patient trays

34. © 2006 Thomson-Wadsworth Production and Productivity – Planning Production Methods of forecasting: –Percentage Forecasting - Determining how much of a specific item is needed as a percentage of the total number of items needed. Padding - The practice of ordering and producing more product than is actually needed in order to avoid shortages.

35. © 2006 Thomson-Wadsworth Production and Productivity – Planning Production Methods of forecasting: –Computer Forecasting - Using computer-generated forecasts to determine production needs. Accuracy is dependent on reliable historical data. If data is faulty, computer forecasting will give equally faulty results.

36. © 2006 Thomson-Wadsworth Production and Productivity – Planning Production

37. © 2006 Thomson-Wadsworth Production and Productivity – Planning Production Production scheduling –Production Schedule - A document that specifies what is produced, how much, at what time, and by whom. Similar to master schedule, but is typically less formal and covers shorter period of time

38. © 2006 Thomson-Wadsworth Production and Productivity – Planning Production Production Meetings - Planned or scheduled times when employees and managers gather to discuss production issues. –Often used for information dissemination and for problem solving. –Major benefit = two-way communication

39. © 2006 Thomson-Wadsworth Production and Productivity Production Control –The process of monitoring production during and after it has occurred to determine if plans are being met and to make adjustments as required.

40. © 2006 Thomson-Wadsworth Production and Productivity – Production Control Production controls in foodservice –Resource: The “Virtual” Nutrition Center at http://www.martindalecenter.com/Nutrition.html http://www.martindalecenter.com/Nutrition.html –Recipes Standardized Recipe - A production control that gives a known quantity of known quality ingredients to establish amounts needed to continuously reproduce the same high-quality product.

41. © 2006 Thomson-Wadsworth Production and Productivity – Production Control

42. © 2006 Thomson-Wadsworth

43. Production and Productivity – Production Control Production controls in foodservice –Yield - The amount of a product available for consumption from a specified quantity of ingredients after adjusting for losses that occur during production and service. As Purchased (AP) - The amount of a product (food item) acquired before any production loss has occurred. Edible Portion (EP) - The amount of food that can be consumed after accounting for preparation and/or cooking losses.

44. © 2006 Thomson-Wadsworth Production and Productivity – Production Control Production controls in foodservice –Portion Control - A form of production control to regulate serving size. Pre-portioning food Scoring food –ex: Figure 12.9...

45. © 2006 Thomson-Wadsworth Production and Productivity – Production Control

46. © 2006 Thomson-Wadsworth Production and Productivity – Production Control Production controls in foodservice –Portion Control Weighing food Using standard serving utensils –Temperature control –Tasting food before service to customers

47. © 2006 Thomson-Wadsworth Conclusion How work moves through the workplace is dependent on both the physical layout of the workplace and on the processes delineating how the work is done. Facilities and process design are interdependent—that is, alterations in one will inevitably lead to changes in the other.

48. © 2006 Thomson-Wadsworth Conclusion For major projects, a master schedule is used for time management to assure that the work is proceeding according to plan. Individual jobs are designed using task analysis, work simplification, job rotation, job enlargement, and job enrichment techniques, all of which may make a positive contribution to the employees’ level of satisfaction with their jobs.

49. © 2006 Thomson-Wadsworth Conclusion Employee work schedules are a management tool that should be used to meet both the needs of management and those of employees. Production planning tools include a forecasting method, production schedules, and production meetings. Production controls are used to direct the conversions of inputs into products that are uniform and reproducible.

50. © 2006 Thomson-Wadsworth HACCP: A State-of-the-Art Approach to Food Safety What is HACCP? HACCP involves seven principles: –Analyze hazards. –Identify critical control points. –Establish preventive measures with critical limits for each control point. –Establish procedures to monitor the critical control points. –Establish corrective actions to be taken when monitoring shows that a critical limit has not been met.

51. © 2006 Thomson-Wadsworth HACCP: A State-of-the-Art Approach to Food Safety HACCP principles (cont.): –Establish procedures to verify that the system is working properly. –Establish effective recordkeeping to document the HACCP system. Need for HACCP

52. © 2006 Thomson-Wadsworth HACCP: A State-of-the-Art Approach to Food Safety Advantages: –focuses on identifying and preventing hazards from contaminating food –is based on sound science –permits more efficient and effective government oversight, primarily because the recordkeeping allows investigators to see how well a firm is complying with food safety laws over a period rather than how well it is doing on any given day

53. © 2006 Thomson-Wadsworth HACCP: A State-of-the-Art Approach to Food Safety Advantages: –places responsibility for ensuring food safety appropriately on the food manufacturer or distributor –helps food companies compete more effectively in the world market –reduces barriers to international trade