SITHKOP005 【手书】

2a. Planning Food Production Requirements The menu is the key planning tool for the chef. It is the plan or roadmap that provides the framework for the key planning decisions. Select the images below for information on overall philosophy of the enterprise, target market and customer expectations as well as timeframes and deadlines, then click or tap the ‘Back’ button to return to the menu: Overall Philosophy of the Enterprise Well run establishments have a clear direction and purpose. They have a defined approach to the types of food and service they provide, which reflect the desired standards. The menu items are based on the key target market with allowances for special needs and requests. This philosophy must be apparent to the customer throughout their interaction with the business - photos on the website, menu format and descriptions, menu choices, service staff behaviour, ambience of the restaurant, products on the plate and so on. Having a clear purpose will sharpen the focus of the business and its staff. Most businesses will define a vision statement that focuses on the future goals, strategies and directions of the business. They may also have mission statements that outline the present day operational performance goals of the business.

2b. Food Production Processes Careful planning of the food production processes will allow the chef to use the best options for the various menu items. A key starting point is the available equipment and space. It is important to plan the menu so that the use of equipment is spread over all of the menu items. If everything is deep-fried and you only have one fryer in the kitchen you will get into trouble quickly during service! The style and types of food also have impact on the processes chosen. Pressure cooking is suitable for tough items like lamb shanks, whilst large scale production for a hospital may require cook-freeze or cook-chill processes. Whichever process is chosen it must ensure that the quality, structure and above all nutritional value, is not diminished. Choosing the right product, storing it appropriately, preparing it correctly with minimum waste, cooking it correctly to maximise yield and then presenting it in an appealing manner must be the ultimate aim.

Cook-Chill - Long Shelf Life This process is very similar to a normal cook-chill process, but uses very strict HACCP processes. The key differences are that the food is normally cooked in specialised equipment, the chilling process is much more rapid and handling is minimised at all stages. How does it work?  Food Preparation and Cooking - Food is prepared onsite or at a central location such as a commissary kitchen using strict quality control standards. It is then cooked in large volume.  Bag Fill - Once the food has reached the correct degree of doneness, but above 70°C, the food is filled directly into special cook-chill bags.  Bag Seal - The bag is securely closed with a clip or heat seal closure.  Rapid Chilling - The sealed bag is immediately chilled either in a specially designed tumble chiller or by submerging the bag into iced water. This stops the cooking process immediately and reduces. The aim is to reduce the core temperature of the food to below 5°C within 1 hour. The chilled foods then follow the same process as for the shorter shelf-life. They must be stored immediately in appropriate conditions, then HACCP procedures must be followed during distribution, reheating and service. Cook-Freeze This process is very similar to a cook-chill long shelf life process, but the food is cooked and then packed in shallow covered trays and frozen quickly to reach -20°C within 90 minutes of cooking. The food can be stored for months and is reheated following the same steps outlined in the cook-chill long shelf life process. The cook-freeze process is used for large scale catering such as in hospitals. Many domestic meals that can be purchased in supermarkets are made using the same principle. There are a number of advantages of cook- freeze:  Improved food safety over cook-chill process  Food is less temperature sensitive  Easy to handle and transport  Longer product shelf-life  Requires fewer deliveries of finished product to other outlets  Reduced wastage  Provides consistent quality

5. Portioning Once the food is cooked it must be chilled down immediately. If the food needs to be portioned first this cannot take longer than 30 minutes. Correct food handling processes must be used. Portioning can also be done after chilling. Containers used for chilling food must be food grade, allow rapid chilling, and should not be too deep (~7.5cm maximum). All containers that are used must have been stored under hygienic conditions. 6. Blast Chilling The blast chiller must chill the food to below 5°C within 2 to 4 hours of commencing the blast chill cycle. This ensures safety, appearance, texture, flavour and nutritional value of the food. Your blast chiller should be equipped with a food probe for monitoring the core temperature of the food. The chilling time will be affected by the shape, size and density of the food, its moisture content, heat capacity and original cooking temperature. Covering food can slow this process, but it also protects against contamination, so it should be done as long as chilling can be achieved within the prescribed time. 7. Storage of chilled foods Chilled food immediately must be stored below 5°C to control growth of microorganisms. It is recommended to have separate fridges or coolrooms for cook/chill products to ensure that the temperature control is constant. Alarms should be fitted to alert you if the temperature rises. Chilled food can be kept safely for up to five days – ensure correct stock rotation using the FIFO principle. All food should be identified using colour-coded labels carrying information on the use-by-date, production date and a clear product description. Any food that has reached a temperature in excess of 5°C must be destroyed. 8. Distribution Food being transferred or transported must remain within the defined temperature guidelines while it is being moved. Refrigerated vehicles are best, but insulated containers may be used. Temperature probes and dataloggers should be used to ensure the correct temperature is maintained throughout transportation. The food must be placed into correct storage immediately upon arrival. Any food items that reach the danger zone must be destroyed.

Step 3Cook–freeze Applications Canteens, Institutions (Hospitals, Prisons, Aged Care, Childcare facilities) Advantage  Central kitchen, reduced need for infrastructure and staff  Reduced time pressure during service  Nutritional value  Minimal waste  Consistent quality  Longer storage timeframes, ideal for large scale operations  Ideal to produce food in advance provided storage capacity is sufficient Disadvantage  Initial investment can be an issue depending on size of operation  Staff training to ensure optimal use of equipment features and processes  Some limitations for particular cookery methods, e.g. steaks, some seafood preparations, etc. Step 4 ： Cook fresh Applications À la carte, Table d’hôte, set menu, Functions, buffet service Advantage  Ideal for canteens and Institutions where customers have menu options;  Flexibility in terms of special requests as these arise  Optimum use of fresh produce  Best presentation Disadvantage  Requires more staff  Time pressure during production and service  Depending on cookery methods used for some dishes can be restrictive in terms of flexibility, e.g. increased number of customers will mean that food quantity available is limited or alternatives need to be produced  Limited to an immediate outlet in terms of infrastructure other than smaller scale catering  Equipment required to ensure temperatures are maintained during delivery  Increased food safety risks where distribution is required 2d. Managing Food Production Processes The key management approaches for food production are:  Determining production requirements for the period  Using standard recipes  Developing workflow schedules  Creating specific mise en place lists

Workflow and Mise en Place The head chef will communicate with the section leaders to assess workload and any crossovers. For example the vegetable section may produce white stock for the whole kitchen, the cold section provides the fresh herbs for the team, etc. Each production unit or section will then prepare a daily preparation list for the required mise en place and associated workflow. The preparation list is used to verify all tasks for the team members. The workflow will prioritise the various tasks for the team and individual members. Most businesses have multiple menus running throughout the day that need to be covered. The restaurant may have a full à la carte menu for dinner, offer a special table d'hôte choice during lunch, have an afternoon tea buffet featuring specialised patisserie items and to top it off may also need to prepare for functions. If a commissary kitchen is used for bulk cooking it has to communicate with the satellite kitchens to establish their needs. Any special events or celebrations such as weddings are also considered in the weekly workflow based on the amount of food that must be produced. Processes are quite complex and must be managed appropriately. Most enterprises have specific systems that suit the operation. The key focus must be on sharing the knowledge with all layers within the organisation so that the duties and standards required are clearly understood. If we use a simple menu example as shown below, we can provide some context. How will this example impact on the sharing of information with relevant staff? Prawns with pesto wontons and soy dipping sauce ***** Rack of lamb with mint crust and rosemary jus, sweet potato puree, seasonal vegetables ***** Kahlua ice cream with tamarillo and kiwifruit The generic mise en place list would look like the following but may be combined if there are fewer sections, e.g. if 1 section does all of the preparation. In that case the chef has to think about cooking or freezing times as well to get the preparation into the right order. Mouse over or tap the plus icon to view more information.

Logical workflow Creating and maintaining a logical workflow will assist in the efficiency of your operations. What would you do if you walked into a kitchen for the first time and were told to prepare a three-course meal in two hours? Where would you begin? Would you think to turn the oven on right away? When would you put the water on to boil? Would you start with the dessert first to give the cold items enough time to set? Having a logical workflow will assist in organising your time so that your processes are carried out efficiently and in the correct order. If there is no workflow then you will probably waste your time wondering what to do first and then, having made your decision, discover that potatoes take a lot longer to cook than you thought. Select the icons to reveal an example of a kitchen workflow, sourced from an existing industry kitchen. Breakfast  Light stoves, grills and fryer  1 x pot water and basket  1 x pot for poached eggs  Pot of tablespoons, egg lifter  Damp cloths to clean plates  Make hollandaise sauce  Pull out breakfast tray  Bacon, eggs, sausage, tomato, mushrooms, spinach, sliced ham, cream  Any breakfast order should not take longer than 15 minutes from docket to table  Check to make sure you have everything on menu  Look at run sheet to see what is booked Functions  Look at functions board to see any upcoming functions Every Monday 35-45 pax Rotary lunch  Every Thursday 30 pax breakfast B and I  Once a month Bridge Club ladies 40-50 pax scones, morning tea. Sandwiches and sliced lunch  Prep started 2 days in advance for functions ready day before function  Put all stores away tidily and properly when delivered  Entrée / main / dessert sections set up by 11.30am, before your break time 11.30am - 12.00pm Lunch  Check lunch menu, make sure we have everything  Have kitchen clean, tidy and free from dishes at all times possible After Lunch Service  After lunch check cool rooms are tidy, kitchen clean, floor swept, bins emptied and all washing up done, bread ordered  This is to be done by 2.30pm - 3.00pm as this is the end of your shift

Organising Availability of Supplies To calculate the items required for the production period, the chef must start from the menu items and then consider the number of services that need to be catered for. The first step is to determine how much of each ingredient is needed. This will depend on the menu, the production processes and the number of services you are preparing for. For example, if you are preparing for a dinner service, then you will only need enough supplies to get you through that service period. If you are preparing for multiple service periods, e.g. for the 3 eals in a boarding house or for the weekly cyclical menu in a hospital, then you will need to factor in all of the service periods that will be included. The logistical aspect of organising supplies is particularly crucial when you are planning for long-term production. For example a cruise ship may need to plan for 3 weeks of production. If stopping in various ports, then the chef will need to plan which fresh ingredients will be available in each port and which items will need to be prepared well in advance. In this case there would likely be a mix of different production methods used in order to maximise the use of fresh produce, but minimise the amount of wastage. If we use the previous menu example that was specific to a function then the commodities needed would only apply for this one service period. If we assume that the function is for 60 people then each recipe should be entered into a Banquet Analysis Sheet or a database to arrive at the total requirements. Here is an example of a food order for a function.

Sourcing Stock The food items are sorted by supplier so that you can group the items when requisitioning stock or placing an order. The next step is to identify whether there is any existing stock that can be used. The stock may be in coolrooms, dry stores, or central stores and kitchens. To identify what is available you should liaise with central store to ensure the required ingredients have been delivered and are available. If you deal directly with suppliers then you should ensure that they alert you to any potential shortfalls in their deliveries. Once you have identified existing stock , you can take it off the list. For example, if you have 2 bunches of coriander already, there is no sense in ordering more. Cross it off the list and only order what is remaining. If you identify that there are shortfalls you will need to order the required ingredients. When stock is in short supply you will have a number of options, depending on your circumstance:  Identify other potential sources of the ingredient within the establishment. You may be able to requisition the supplies or arrange a transfer from another production area or department  Identify and source potential substitute ingredients, e.g. dried herbs for fresh, alternate cuts of meat or vegetables  Order replacement stock directly from suppliers, including alternate suppliers if the regular supplier is out of stock  Making an emergency run to the closest providore or retail shop that is likely to stock the required items Once the existing stock is taken off the requirements and you have identified shortfalls and the most appropriate method for sourcing the ingredients, the food order must then be processed based on the enterprise process. The following table shows the most common approaches: Direct orders Direct purchases Centralised ordering system Requisition system Process The head chef or owner orders items directly from the various suppliers. At the end of each service period or trading day orders will be place via phone or email. The head chef or owner will go directly to markets or suppliers to purchase goods. This ensures that the correct quality and amounts are bought. Many large companies and wholesalers provide a supply chain management system that allows their customers to order online. Used in large establishments where the food items are ordered from central stores via requisition forms. These provide a track of goods moving within the organisation for correct accounting. Production impacts If good relationships exist the suppliers will know what standards are required and forward necessary goods as soon as possible. This can be time consuming as supplies may not be available at the one location and travel may add considerable time. It allows for pricing and product information to be at the fingertips of the chef or storesperson. Repeat orders and templates can be set up. Stores manages all orders and balances demands in consultation with department heads. All goods must be transferred and stored in the food production area according to food safety procedures. Business considerations Invoiced goods are checked in regards to quantity and quality as goods are received. HACCP principles surrounding transport need to be considered. Past invoices and history are accessible and can be used as a management tool. The controlled environment protects the business from unauthorised usage of products and possible theft.

Coordinating Kitchen Operations As a frontline supervisor it is your responsibility to ensure the smooth running of the kitchen's operations. Your staff are central to this process, so it is important to coordinate their work in regard to the expected food service provisions. Providing consistent, high quality food service requires that the standards of the final products are monitored and maintained. Good quality products require high efficiency, a desire to please the customer and a commitment to personal professionalism. 4a. Food Safety All stages of food production and sale require close attention to food safety matters. Ordering, receiving, storage, production, display, selling and disposal processes must all be tightly controlled. Contamination from microbiological, physical and chemical sources must be avoided and cross-contamination between raw and cooked food and between food groups must also be prevented. Legislation and best practice models have been established so that businesses and employees can practise safe food handling. Food Standards, Food Acts, HACCP and food safety programs all contribute to ensuring food is safely delivered to the customer.

Critical Control Points and Monitoring Procedures Supervisors are challenged every day when trying to manage the various demands based upon the food production cycle. Establishing clear systems is only part of the challenge. Decisions that the head chef or partie chef needs to make should be based on risk assessment. The biggest risk in the production process would be possible contamination of food. The impacts are dangerous on a micro and macro level. On a micro level food contamination means that product will be affected and need to be discarded. This would affect the performance of the section and its KPI targets. Staff must be trained to ensure that they do not use any contaminated food! A much larger threat would be the closing down of the business if a serious incident like poisoning of customers occurs, thus food safety and its monitoring at each stage of the catering cycle is a must. This is normally managed by establishing the critical control points throughout each step. Any risk must be engineered out and records will alert all staff about the ongoing importance of vigilance For ordering, receiving, storage and processing of foods in particular, we need to ensure that the following processes are implemented and adhered to. Mouse over or tap the hotspots for more information. Disposing Separate and store appropriately:  Items for disposal or return must be segregated and clearly labelled  Food for disposal must not be resold to customers  Food for disposal must be stored under appropriate temperature conditions Ordering Ensure that you have clear product specifications and good standards for quality, as well as delivery and hygiene procedures. Only use suppliers with appropriate accreditation, who meet food safety requirements. Receiving Ensure that deliveries are systematically checked on arrival:  Use a datalogger in transit and check the temperature of refrigerated items  Check for any signs of deterioration, such as frozen food starting to thaw  Food items should have no obvious contamination  Packaging needs to be in its original condition with each food item separated from others  Canned foods must not have dents or protrusions  Milk products must be the normal shape, e.g. yoghurt containers are not bloated  Ensure separation of cooked and raw foods to prevent cross-contamination Storing Ensure food is stored according to relevant requirements:  Cold and frozen food must be stored in the appropriate storage facility at the correct temperature, e.g. frozen food in a sealed freezer below -18°C  Keep items separated and stored according to their potential for cross-contamination, e.g. cooked foods on the top shelf, raw foods below, all food to be covered  Keep main food groups separate in cool room, e.g. dairy, meat and vegetables on different shelves at the appropriate temperature, i.e. below 5°C  Store dry foods in a cool, dry location, on shelves with even temperature and good ventilation  Regularly check use-by dates and quality indicators such as freezer burn

Preparing Keep preparation of different food items separate wherever possible:  Keep raw and cooked ingredients apart and do not use the same tools or cutting boards for different tasks  Wash, peel and rewash (WPRW) items in clean water to prevent contamination from chemicals and bacteria. Do not store vegetables in water for extended time periods, as this affects their nutritional value  Wash all equipment and tools used for raw food prior to using them for cooked food  Clean and sanitise benches and cutting boards in between production steps  Do not leave food in the danger zone (between 5 and 60°C) for more than 1 hour Processing, Packaging and Holding Par-cooking, precooking and cook-chill:  When filleting fish or boning meat or poultry, only do small amounts at a time to minimise bacterial growth  Return prepared goods to the correct storage conditions immediately, e.g. seafood on drip trays covered with ice, meat separated on trays and covered, poultry trussed or cut and covered on trays  High risk items which are below 70°C, e.g. custard sauce and hollandaise, need to be used quickly  Most pathogens are destroyed during cooking when the internal temperature exceeds 70°C. Spores and viruses, as well as toxins, can withstand heat and will still lead to food poisoning  Packaged processed food must be in sealed sterile packaging with appropriate labelling, such as use-by date and nutritional information  Keep storage containers sealed and prevent any physical contamination prior to adding food  To maintain shelf life, cook-chill items have to be cooked at safe temperatures and then chilled within specific timeframes. The food safety standards require the internal temperature of food to be reduced from 60°C to 21°C in a maximum of 2 hours and from 21°C to 5°C within a further maximum period of 4 hours. Blast chillers or freezers are used for this process in commercial situations  You need a thermometer that can be inserted into food via a probe. The thermometer must be accurate to +/- 1°C of the actual temperature. Laser thermometers can also be used to take the surface temperature  Vacuum packaging extends the lifespan of food products, however if food items were affected prior to packaging they will still deteriorate, so you need to check for quality indicators  Use a spoon to taste food and never double-dip. Always use a fresh, clean spoon for each taste test. Do not dip your fingers in the sauce as this will cause contamination Transporting Minimise any adverse effects on food:  Prevent any cross-contamination and apply general food handling principles  Transport food at the correct temperature  Ensure that frozen food remains frozen while in transit  Use a datalogger to record food temperatures during transport  Do not cause any damage to packaging during transport  Check portable food storage equipment regularly for temperature compliance Selling and Displaying Minimise waste and contamination:  Prevent any cross-contamination and apply general food handling principles  Sell and display food at the correct temperature, i.e. internal temperature of cold food below 4°C and hot food above 65°C  High risk food items must not be held or displayed for long periods  Any damaged food cannot be sold  Wash your hands thoroughly prior to handling food that will not be reheated. Use gloves, palette knives, meat forks or tongs to minimise contamination  Separate serving utensils must be provided for each food item  Sneeze guards or other protective barriers must be placed on all display items  Food cannot be sold beyond the expiry date

Identifying Critical Control Points The following flow chart provides a guide for identifying CCPs. Let's look at how the diagram above can be applied to a meat delivery example: 1. Only chilled carton meat accepted below 4°C internal temperature 2. Has supplier got HACCP processes in place? 3. Is receival and storage process in order? 4. Is meat preparation process in order? 5. Is cooking process measured? 6. has staff got ownership of the process? 7. Is documentation in place? Once the CCPs have been defined it will be necessary to establish control measures which may be defined to an exact specification, or have an upper or lower critical limit. For example, a critical limit for temperature testing may allow for a slight variation, based on the accuracy of the thermometer used. Under the Code, an appropriately calibrated thermometer must be accurate to within +/- 1°C, meaning that if a temperature of 70°C is displayed, then the temperature is actually somewhere between 69°C and 71°C. Your critical limits may be modified to allow for this variance, e.g. requiring a minimum temperature display of 71°C according to the thermometer, to be sure that the temperature is at least 70°C.

4b. Managing Workflow Once workflows have been established it is important to monitor and review them. You will need to determine whether the workflows you have implemented are in line with achieving organisational goals. You will need to assess whether they help your staff meet their objectives and timelines. As usual, your operational staff will have the best idea of how well a workflow is being applied. They will be the first to understand the operational difficulties that you may not have foreseen. It is important that you ask your staff for feedback on their tasks. You should also always make yourself available to assist your staff with organising their own workflows. If they have a suggestion on how to improve a workflow then you should be open to it. If they are struggling to understand or implement a workflow then you must make yourself available to help them. Using a coordinated approach of all production processes can be useful to determine if any parts of the workflow cause delays or excessive stress levels. If there are tight spots, make sure that you converse with staff to ascertain the reasons e.g. insufficient equipment for certain processes which could cause a delay. It is then essential to adjust the process to support the desired outcomes. One of the most common causes of operational problems is workload. Having too much work to do in the timeframe provided means that staff will be stressed and overworked. Even if they get the job done, the quality of the work may be below standard. Consider the customer impacts of rushing:  Inferior products  Accidents and injuries  Long lines at the counter  Drinks spilled  Messy plates  Frazzled staff  Missed deadlines While it is a great skill to be able to plan effectively for predicted workloads, in service industries such as TH&E there really is no way of knowing exactly what will happen in every service or production period. What would be the impacts of: 3 of your staff get injured and cannot work? The whole lot of beans is mouldy? The blast chiller breaks down? Roadworks outside the loading dock of the venue? A whole table of diners with special requests? As a supervisor you have the responsibility to solve the problem. This requires quick thinking and a willingness to get involved. The worst thing you can do is stand by and watch as the problem unfolds. If a production issue is localised to 1 individual staff member or production area, then in the short term you might be able to source other workers from different parties or even kitchens to help with the workload. You might even need to step in and help!

Delays The most important thing is to get the job done and minimise the amount of disruption or delays that might occur. In an à la carte setting production delays can have a very direct negative effect on the customer's experience. In a production kitchen setting delays can have much greater impacts. For example, if the blast chiller is in nearly constant use, then a delay in production that causes one group of items to be delayed by half an hour might cause the rest of the items that were scheduled to go into the blast chiller afterwards to also be delayed by half an hour. This can then flow onto delays in delivery from the central kitchen to the various outlets, which can cause further problems. Another point of serious concern is food safety. If there are production delays that result in product being out of cold storage and in the danger zone for longer than usual then this can create food safety and quality problems. Delays of this type can have serious implications for the business if they are not handled swiftly and correctly. If it is not just a one-off problem then you will need to decide on how to improve the process for the longer term. Is the workload too much - do you need an extra chef on that station? Can different equipment be used to streamline the production? Can some of the tasks be distributed to other staff or modified to be less time consuming? When you are addressing these types of problems you must be aware of the relevant industrial relations requirements. It is not an option to chain staff to their desk for 10 hours straight! All staff must be given the allocated rest periods and it is a breach of the law to force staff members to work through their breaks. Staggering breaks and trying to pre-empt busy periods will help to reduce the amount of problems. When you consider that operational difficulties can be fluid and evolving, you will realise that it is important to review your decisions. A decision that you made last year may have been entirely appropriate at the time but may be outdated due to a change in organisational structure, a modification of procedures or the introduction of technology. The review of decisions should form a part of your regular operational review process. The review can be on a formal or informal basis, which often depends on the size of the operation. It is easier for a small business to organise an impromptu review and brainstorming session than it is for a larger business. Larger businesses tend to have formal review procedures, particularly for crucial aspects of their operations. It is important that you remain objective when you review decisions that you have made previously. It is very easy to 'hold on' to your previous thinking and decision making, rather than viewing the situation in a new light. Remember that problem solving and decision making is an iterative process which is never complete. Every day you will be faced with a new challenge due to some unforeseen circumstance. Resting on your laurels and assuming everything is OK is a certain route to failure.

4c. Workplace Design The layout and design of a catering facility is important. Food must be cooked, cooled, packaged, stored and transported and each of these processes must be tightly controlled. A well-planned layout assists in maintaining workflows and adhering to hygiene requirements. Workspaces must be organised so that cooked food can be chilled, packaged and stored quickly and safely. Additionally, cooling areas must be equipped with adequate shelving and space so that air can freely circulate, which helps to ensure quick cooling. Aggregates and compressors need to be serviced regularly and must adequately control the temperature in the refrigerator. Mouse over or tap the hotspots to reveal information on an example of a kitchen that is capable of providing both à la carte service and production operations. Click here for a pdf of the diagram 1. Ordering and Receipt Purchase from reputable suppliers who are accredited and undergo auditing of their quality assurance processes. In order to maintain food safety, all food commodities must be checked for temperature; signs of biological, physical and chemical contamination; use-by dates; problems with packaging; and that perishable foods are clearly labelled. The results need to be entered into a receiving log as part of the HACCP system 2. Storage Commodities must be stored in the appropriate area, under the correct conditions. Frozen items must go into the frozen storage area, perishable commodities into the cold storage area and dry goods into the dry storage area. 3. Preparation During preparation and processing of foods it is essential that raw and cooked foods are handled and stored separately in order to avoid cross-contamination. Similarly, the loose soils and bacteria on some vegetables will contaminate preparation areas and equipment if WPRW procedures are not adhered to. Strict hygiene principles must apply. 4. Cooking Processes If cooking temperatures and times are insufficient then pathogenic bacteria may not be destroyed. Although high risk foods must reach an internal temperature of at least 75??C, there are a number of risk factors which could affect the food safety at this point. It is strongly recommended to bring high risk foods to boiling point and then simmer them for a few minutes during reheating processes.

5. Cooling and Storing Prepared Items Food which has been cooked may be packaged while hot using appropriate packaging techniques. Alternatively it may be cooled and/or frozen before packaging. If cooked food is to be cooled it must be cooled to 21ºC within 2 hours and from 21ºC to 5ºC or below within a further 4 hours. Once food has reached this temperature it can be frozen. 6. Labelling General Requirements for labels include the following information:  The name of the food  Premises and lot identification  Name and business address (P.O. Boxes are not permitted)  Mandatory warning and advisory statements and declarations  Ingredient labelling as outlined in Standard 1.2.4  Date marks  Directions for use and storage  Nutrition information panel  Characterising ingredient declaration (percentage labelling)  Country of origin 7. Distribution, Display or Storage Chilled food must be kept at temperatures below 5ºC and hot food must be kept at temperatures above 60ºC. Frozen food must be kept at temperatures below -18ºC. Food on display exposed to temperatures within the danger zone must be discarded after a period of 4 hours. 8. Disposal If food must be disposed of then appropriate procedures must be followed. Items must be chilled in a secure area where they cannot contaminate other items, until they can be disposed of in the correct location and method.

Monitoring Quality It is easy enough to produce quality products and services occasionally, but it is consistency of quality that is the true measure of the establishment. If staff perform extremely well one day but are mediocre the next, then you will not be able to provide good quality, all the time. If consistency is the key to quality, how can you achieve it? A good manager will use a quality control cycle, which incorporates all stages of the catering control cycle. For each stage of the catering control cycle, you will need to:  Set standards and requirements  Implement observation and control measures  Develop reporting, auditing and feedback mechanisms to identify problems  Create solutions based on reports, audits and feedback This tile showing the cycle used with cooking a Fish fillet with white wine sauce. Mouse over or tap the hotspots for more information. Service  Follow SRC, presentation requirements including use of an appropriate dish. Wait staff to be instructed about any particular requirements, e.g. direction of plate in front of customer  At partie level the partie chef controls final product. The head chef conducts final inspection of the plate at the pass. Wait staff are to inspect dishes prior to serving and the restaurant manager should observe wait staff, e.g. making sure correct plate-carrying technique is used  Obtain feedback from customers and conduct a debrief following service  Incorporate feedback and discussions into a continuous improvement cycle and implement training or practice where necessary Clean up  Ensure hygienic packaging and storage of leftover mise en place. Use correct cleaning techniques for all areas of the kitchen  Partie chefs are responsible for cleanup of their sections. Checklists for cleanup requirements should be used  Head chef to conduct a final check of cleanliness and correct labelling  Update any inferior processes Menu design and SRCs  Define type of fish, e.g. snapper (skinned) and preparation, e.g. whole or filleted. List all ingredients for main item plus the batter, garnish and sauce, e.g. vegetable julienne and velouté. Define method and requirements, e.g. crispness and colour of garnish. Also specify purchase specifications, correct amounts and costs  Include a picture of the finished dish and service utensils to be used  Incorporate staff feedback for continuous improvement, e.g. method is difficult to follow or recipe needs flavour adjustment  Revise the SRC, re-test the dish and update the menu according to changes. Implement version control Ordering  Use purchasing specifications and selected suppliers. Define when to order, e.g. fresh fish on the day or frozen fish weekly. Set minimum and maximum stock levels  Retain copies of orders and distribute to appropriate departments according to organisational policy  Undertake spot checks of record keeping, monitor commodity costs, monitor waste percentages and any over-ordering, based on stock reports  Revise order processes to optimise product and costs Receipt and Storage  Follow enterprise procedures for receipt and storage of goods, e.g. frozen fish to be placed into the freezer within 5 minutes  Undertake temperature checks, conduct quality inspections and record waste  Manual or automatic temperature recording, periodic reviews of processes  Update SOPs as required

Preparation  Follow SRC requirements, use mise en place checklists which include quality criteria  Conduct a pre-service brief to discuss tasks and organise workflows. Head chef to do spot checks of preparation, taste testing of velouté sauce  Record any quality problems with commodities, e.g. deterioration of frozen fish, aged vegetables. Observe and record yields and waste percentages  Review FIFO procedures, identify any skill gaps in staff and arrange appropriate training Storage  Chill prepared fish dish within set time limits, e.g. cook-chill: must reach below 5°C within 60 minutes. Portion, package and label according to enterprise procedures  Monitor temperature and cooling times  Record temperature s and time in a temperature log; monitor CCP limits  Review equipment faults, capacity and processes Transportation  State requirements for transportation medium – coolers, hotboxes, trolleys, refrigerated vehicles  Monitor temperatures at specified frequencies, monitor temperature of storage medium, e.g. truck  Record temperatures before and upon delivery, report discrepancies  Review processes, identify maintenance, check calibration processes

5a. Standards, Observations and Controls A good quality end product begins with the basic ingredients. Inferior commodities will not result in a high quality end product, so you must order and receive the correct standard of ingredients. You must also know how much stock you need, where to store it, how to prepare it and how the final presentation should look. Setting standards is a key step for the enterprise. If you do not have a set standard staff will simply make it up as they go along. This can be confusing to a customer. For example, if you run a bistro and you have not trained your front-of-house staff, they may not know whether customers should order at the counter, or whether you are offering table service. By defining what is expected at each stage, your staff will know what to do and your customers will know what to expect. This will improve quality and efficiency markedly. The same applies to the food, as you need to define the type of food that you want to serve, the value for money provided and the details of the dishes on offer. Once again customers need to know that the food quality is consistent and in keeping with the overall philosophy of the establishment. An astute manager will consider the following:  Standard recipes including preparation time, cooking requirements, food cost, portion size and desired presentation  Purchasing specifications for all raw products defining grade, size, quality and suitable alternatives  Correct storage and stocktake procedures to ensure correct stock rotation and quality control  Control mechanisms which comply with HACCP principles, such as logs for temperature control, receipt of goods and temperatures during cooking, holding and packaging processes  Checking mechanisms during preparation and service in regards to standard and presentation, including personal hygiene, proper food handling to prevent contamination and preparation procedures  Wait staff must use correct terminology when taking orders so that chefs understand what is required, e.g. MR means medium rare  Wait staff to be organised so that food arrives at the table in optimum condition, e.g. soufflés and foams must be served immediately, before they collapse  Standards are required for temperature of food, e.g. hot food must be served on pre-warmed plates, stored under heat lamps if required and delivered to customers quickly  All staff must be trained in appropriate standard operating procedures (SOPs) specific to the enterprise and must have knowledge of the menu and its components

5b. Ordering, Receipt and Storage A good end product starts with good quality ingredients. The concept of GIGO is important - garbage in equals garbage out. Defining the purchasing specifications as part of your recipes will minimise any misunderstanding when ordering commodities. This will mean that they are aware of the types of product you buy, the quality needed and your price bracket. Tying the ordering of the raw product in with a HACCP program will also ensure good quality by addressing food safety concerns. Applying correct hygiene procedures means that the product will have an extended lifespan and will not be in breach of any critical control points along the food purchasing and production chain. You should purchase from reputable suppliers who are accredited and who undergo auditing of their quality assurance processes. Maintenance of quality during receipt and storage of goods can be incorporated into the HACCP process. Issues such as delivery temperature, time taken to store deliveries and appropriate storage temperatures must be addressed. These processes can be measured and monitored by using temperature dataloggers, visual observation and reporting at crucial steps. A food safety program (FSP) is an essential component of any food business' quality control procedures. Among other things, it will include guidelines for ordering supplies, procedures for receipt of goods and requirements for storage. For successful implementation the whole process must be documented and staff trained adequately. This is particularly important where food is produced for high risk customers such as the elderly, pregnant women and children. When receiving goods it is essential to inspect them properly. All deliveries must be inspected for quality and should be rejected if they do not meet the required standard. Once approved they must be placed into appropriate storage. Frozen items must be put into the freezer immediately and refrigerated items must be stored in the coolroom under correct conditions. Any mistakes or delays in the receipt and storage procedures can have dramatic effects on the quality of goods. It is important to incorporate the relevant state legislation and other legal compliance issues into a well documented process. Mouse over or tap the plus icons below for appropriate storage temperatures for the different food items. Frozen goods ： -18°C to -24°C Fresh seafood ： 0°C to 2°C Fresh poultry ： 1°C to 4°C Fresh meat ： 1°C to 4°C Fresh juices ： 1°C to 4°C Fresh dairy ： 2°C to 4°C Dry goods ： 14°C to 20°C Fresh fruit and vegetables ： 6°C to 8°C

Quality reports In order to report on stock, you may need to fill out quality reports. This will help you track the quality of the stock you have. If there is a problem, e.g. vegetables going limp quickly, then you can investigate what can be done. It could be that the storage temperature is incorrect, or that the supplier is delivering inferior quality products. Quality points you should check for include:  Best before/use by dates  Freshness, e.g. appearance of fish, limpness of vegetables  Size and weight, e.g. liquid components may have leached or evaporated There are many indicators you can use to identify whether stock is spoiled or contaminated, e.g.:  Degradation or deterioration of flavour, aroma, colour and texture, e.g. limp, discoloured herbs lacking their usual aroma  Enzymic browning, e.g. on the surface of cut apples  Drying and hardening, e.g. freezer burnt meat, poorly sealed containers  Crystallisation of sauces and other liquids  Evidence of pest activity  Surface mould  Damaged packaging and exposed surfaces  Odour A quality report may be compiled on a daily basis, periodically or as part of the ordering process. Here is an example of a quality checklist: Stock item Stock on hand Stock needed Quality concerns Pork Pork loin 5kg 4kg Too much fat cover Pork rack Pork topside Vegetables Broccoli 5kg 8kg Last delivery was yellow Peas 2kg 5kg Poultry Chicken breast 5kg 5kg Was slimy after 2 days Chicken wings 2kg 20kg At the end of each shift you need to inspect your stock to check whether you have enough for the next day and whether the quality is adequate. By recording the quality of stock as well as the stock levels, you will be able to order correctly and communicate issues with suppliers promptly. When things get busy it is easier for poor quality stock to slip through, so carrying out quality checks will help to prevent this.

5c. Preparation, Cooking and Presentation A well-organised chef will have SRCs and preparation lists on hand so that all mise en place is carried out correctly. Being organised at the start of the shift will mean that there are less pressures during service. Any excessive rushing during service will likely lead to a reduction in quality, so it is essential to be organised beforehand. The smoother the operation runs, the higher the quality can be. Food safety is a concern during preparation, cooking and presenting. During preparation, food must only be taken from storage for short periods to minimise the amount of time spent in the danger zone. Correct procedures such as wash, peel and rewash (WPRW) must be followed to prevent physical and chemical contamination. Frequently sterilising equipment and using colour-coded chopping boards can assist in preventing cross-contamination. Temperature control during cooking is important, especially if potentially dangerous techniques such as sous- vide are used. When pre-cooking food for functions, extreme care must be taken as the potential to poison large number s of people is enormous. The temperature of plated food must also be strictly controlled. Heat lamps and hotboxes can be used to keep food out of the danger zone, but using for extended periods of time can affect the quality of the menu items. Portion control is an important part of quality and consistency. Select each icon below to learn some solutions that can be used to address possible problem areas. Portion weights Cut meat into pre-determined portion sizes or order individual portion cuts from a butcher. Ladles Have various capacities and should be used to make sure that the same amount of soup or sauce is served for a specific dish. Measuring jugs Use for bulk service and during cooking to ensure that the recipe is cooked correctly or a sufficient amount of sauce or soup is served. Correct cookery methods Applying the correct principles is important as it ensures that the final product reflects the desired standard. If you boil a rabbit leg instead of braising it, it will be tough and not very palatable. Temperature control is important too, e.g. a pan-fried steak needs enough heat in the pan to seal it, as insufficient heat will “boil” the steak and make it tough. HACCP processes Must address all critical control points throughout the cycle from delivery to the plate and storage of cooked product.

Quality Using poor quality ingredients will result in a poor quality final dish. Fatty mince, prawns with melanosis and limp vegetables will all leave their mark on the finished dish and your customers will detect it on their palate. Sometimes it is better and cheaper to discard something, rather than trying to make something out of it and either disappointing the customer or throwing it out at the end. When plating a dish, chefs should remember that the visual impact of the dish can affect a customer's perception of quality. The way a dish is presented can impact on customer enjoyment. Many SRCs include pictures of the final product, so that all chefs know how to present the dish. One of the most important quality control procedures in the kitchen is the inspection of plated dishes at the pass. Many head chefs stand at the pass during service to organise workflow and check each meal as it comes up. Any problems or inconsistencies are addressed immediately and sub-standard menu items are sent back to the relevant chef or section. This final check ensures that the dish is at the desired standard and that the customer receives what they paid for. It is better to delay the dish slightly than to serve an inferior product. Using the main course item of the previous function menu, we can dissect key criteria that you could focus on. The following is an example: Quality indicators Rack of lamb Mint crust Rosemary jus Sweet potato puree Seasonal vegetables Appearance and eye appeal Well defined eye muscle Crisp look No fat, clear Smooth and well-shaped Good definition Colour consistency MR centre Golden Rich brown Orange Bright orange and green Moisture content Juicy Not too dry Rich viscous Creamy Carrots rich, beans young Mouth feel and eating properties Tender Crisp outside and herby Rich flavour with herb notes Creamy but not too much dairy Carrots luscious, beans crisp and fresh Plate presentation Nicely Frenched Not too thick Not too thick Nice quenelles Well turned, clean bundles Portion size Correct Correct Correct Correct Correct Shape Correct Correct Correct Correct Taste Correct Correct Correct Correct Correct Texture Correct Correct Correct Correct Correct Sauces Correct Decorations and garnishes Rosemary sprig – young Chopped parsley Whilst food is always subjective good enterprises have guidelines and expectations defined which allow for consistency of approach. This is important as customers would expect that a given standard is reached. This is tied in with the price being paid, however there is no excuse to not serve food that is good and shows attention to detail. Always consider the customer as the key target. If they order a simple sandwich they may base a decision on their next wedding reception based on the quality of the sandwich that was sold to them!

5d. Service Service in Hospitality is always the most stressful time. Murphy's Law states "anything that can go wrong will go wrong" and when this happens there is an immediate effect on quality. The best idea is to reduce the possibility of things going wrong, which requires planning and systems. Strategies such as staggering booking times can reduce the amount of rush, which improves the quality of service. Simple systems such as keeping dockets in the order in which they come in means that all customers will be served in a reasonable timeframe and no customers are unnecessarily delayed. In the kitchen the dockets are read out and each partie concentrates on their part of the dish, e.g. the butcher cuts the steak, the grill chef puts it on the char grill, the vegetable section cooks the chips, the larder prepares the salad garnish and the saucier ensures there is enough sauce left. Once the dish is called away each partie finishes their task, e.g. dress the salad garnish and put it on the service plate, then all the subcomponents come together. The sauce chef mounts the sauce with butter, pours it over the steak and puts the plate on the pass. The head chef does a final inspection then the wait staff serve it along with the other meals for the table. Quality service requires all dishes for a table to be served together. Wait staff should have systems in place to remember who ordered what, such as associating numbers with positions at the table when taking the order. Large tables can pose quite a challenge, so wait staff and kitchen staff must work together to make sure that the food is hot when it is served. A common occurrence during service is a special request from a customer. While this can be quite a hassle in the middle of service, it is also an opportunity to show a high level of professionalism and to deliver a quality product. Customers with special diets are just as important as any other customer and expect the same level of treatment. It pays to have plans made in advance, e.g. a vegetarian option on the menu. When planning a menu always consider potential workarounds, such as substituting ingredients. Remember that these customers have friends and family too, so each service should be considered a moment of truth. Communication is very important during service and an organised head chef will have the kitchen running like a well-oiled machine. The head chef sets the standard and tone for the rest of the team, so a calm, organised leader will help to maintain a calm, organised workplace. Temper tantrums, abuse and hectic actions will only affect quality adversely and you may end up losing staff, which will disrupt the teamwork. Organising the kitchen and service staff requires a great deal of focus and the head chef is almost like the conductor of an orchestra. The head chef guides the kitchen staff, whilst the maitre d'hôtel or restaurant manager is in charge of the front of house. If things go well it is an incredible adrenalin rush and the satisfaction gained creates a positive vibe that is enjoyed by all staff.

5e. Storing and Transporting While correctly storing items maximises their shelf life, it is important to realise that all items deteriorate over time, regardless of what it is and how it is stored. Basic factors affecting shelf life of foods to be packaged which must be considered when packaging food include:  Currency of shelf life - for example if a product is made with sour cream and the sour cream is near the end of the use-by date, then the new product must have a use-by-date not exceeding that of the perishable ingredient used  Interaction with packaging - will the food react with the packaging, e.g. foil and an acidic food item? This may potentially affect the shelf life  Temperature - perishable products may have a maximum shelf life or use-by-date under storage at temperatures below 5°C. If an item is opened and later returned to refrigeration by a customer, this may affect the overall shelf life of the food item. This is a reason why many perishables bear a set of instructions for storage and use Other quality factors you should consider when storing food include:  Packaged processed food must be in sealed sterile packaging with appropriate labelling, such as use-by date and nutritional information  Keep storage containers sealed and prevent any physical contamination prior to adding food  Vacuum packaging extends the lifespan of food products, however if food items were affected prior to packaging they will still deteriorate, so you need to check for quality indicators In some cases food needs to be transported or distributed to other areas. When this happens, temperature control is of critical importance. Foods to be distributed either chilled or hot must be transported in vessels which are capable of maintaining temperatures outside the danger zone. Chilled food must be transported at temperatures below 5°C and hot food must be transported at temperatures above 60°C. Frozen food can be transported in special containers that use liquid nitrogen to maintain the low temperatures until reheating occurs. This process not only ensures consistency of quality, it also helps retain much more vitamins than other methods. Factors to consider when transporting food include:  Ensure delivery vehicles are in optimum condition and can store food at the appropriate temperatures  Use dataloggers to track storage conditions of food items while in transit  Organise deliveries to minimise the amount of travel necessary  Use efficient storage and outer packaging to prevent damage to packaging during transport  Check portable food storage equipment regularly for efficiency and include equipment in maintenance schedules

5f. Monitoring Processes To support quality outcomes, monitoring must occur at all stages of the catering cycle. Monitoring processes must be meaningful and doable. One of the simplest measures is to observe processes. Random checks such as assessing whether the delivery has been put away within the allocated timeframe, was at the correct temperature or aligned to the delivery docket, are used to ensure quality and send strong signals to staff. One of the key elements of quality control procedures is responsibility. If staff do not know who is ultimately responsible for each step then you may as well not bother! This is where job roles or SOPs are crucial. If it is clearly stated that the sous chef is responsible for the food orders and the section staff are responsible for deliveries within their section and the head chef will do final tasting of dishes before each service, it makes it clear and no confusion arises. One of the simplest control mechanisms is to taste the food during production. Surprisingly, many chefs cook food without tasting it. The correct use of seasoning is crucial. Season food at the beginning of the cooking process so that the inherent flavours are developed and come to the fore. As cooking continues, food can be tasted to ensure that the correct flavours are developing and seasoning can be adjusted accordingly. If you do not taste the food, how do you know it is at the desired standard? Note: Grilled items can be seasoned after the cooking process has finished, but any slow-cooked items will taste salty rather than their natural flavours. Controlling the production was one of the main reasons why Escoffier invented the partie system. It was much easier to produce the dishes consistently when the partie chefs or demi-chefs were closely supervising the commis and apprentices. The partie chefs would then report to the sous chef and head chef to ensure that the desired quality is reached.

Monitoring Procedures and Corrective Actions Part of the business' food safety program involves identifying Critical Control Points (CCPs) of the packaging process. Monitoring involves careful measuring and observation of values at CCPs to ensure that critical limits are followed. In order to determine the measures for monitoring processes, it is vital to establish the method that is most suitable for each CCP. Monitoring procedures might include periodic measuring, sampling, weighing and/or reading temperatures. Regardless of which monitoring method is chosen, the selected method must allow any abnormalities to be identified promptly and reliably. In industry, monitoring procedures largely depend on the volume and application of production processes. Whilst a restaurant or hotel may use manual control processes and monitoring procedures, it is common for food processing plants to have automated monitoring processes established within the production line. These may include computerised programs at CCPs which measure levels of sanitisers, flow and consistency characteristics and compare them to pre-programmed allowable levels, or magnetic fields to safeguard against contamination by metal objects and temperature sensors. These systems are often linked to audio and/or visual warning systems which inform the operators of any breaches. For some breaches, the system will automatically shut down the production processes. Automated systems are also capable of highly detailed recording of values to assist with reporting requirements. If a monitoring procedure indicates that a critical limit has been reached, then it is important to implement corrective actions. Corrective actions should be decided upon in advance, so that staff can implement them as quickly and effectively as possible. It is important to note that there may be more than one acceptable, appropriate and/or necessary corrective action for a situation. Corrective actions could include, but are not limited to:  Keeping part of the batch for testing and analysis  Removing and discarding the item or product, or placing it on hold until testing has been carried out  Assessing and rectifying the cause of the hazard  Seeking professional advice If subsequent analysis, e.g. laboratory testing, deems the product batch as safe, then you might:  Release the product from hold  Document corrective actions and reviewed procedures If the test results deem the product unsafe, then you must destroy it. As biological monitoring is time consuming, it should not be used as a frontline test, but rather as a supporting procedure. Small businesses might include periodic biological testing as part of their food safety program, whereas large businesses and food processing businesses might systematically take samples of each batch for testing. As part of the food safety program, it is important to consider the management requirements for monitoring and correcting. Management must ensure that all food handling staff are adequately trained and aware of the consequences of their actions. The staff must also be supervised by an appropriately qualified person, who is able to ensure that the policies and procedures of the HACCP plan are implemented correctly. All procedures need to be clearly communicated to the parties involved in production processes. Extensive signage and instructions will further aid staff in remembering to follow the correct provisions. Each food premises requires a food safety supervisor with the authority to take corrective actions at any given time during the production and service procedures.

Involving Staff Giving quality monitoring responsibilities to staff means that any shortfalls can be addressed early and potential problems can be minimised. Communication is an important factor for quality assurance. Explaining the desired standard, verifying that staff understand the requirements and communicating during production to make sure the standards are achieved hinges on a clear communication process. Any new member of your staff should be able to easily determine what is required from them. Using the SMART principle (goals are Specific; Measurable; Achievable; Relevant and Timed ) will help you to define requirements. Writing goals into job descriptions will also help staff to maintain focus and be useful when conducting performance reviews. Your SOPs should also be created with the desired level of service in mind. The induction programs and training are essential in order to maintain a consistent level of service across all staff and all production and service areas. It is imperative that you monitor the amount of time spent by staff on preparation, cooking and service, as staff costs form a large part of your overheads. Therefore, it is important to purchase produce of superior quality or which is partly processed, e.g. portion cut meat, as it reduces the variance in product and time spent in preparation. Service standards should also be enforced fairly. If a staff member goes above and beyond what is expected, then they should be rewarded for doing so. Likewise, if a staff member is not doing what is required, then this needs to be dealt with.

Ensuring Standards are Met Maintaining and improving quality is an ongoing process. The way quality is implemented and monitored will depend on the establishment and the individual chef, but a useful process to follow is: 1. Define Standards In most well organised kitchens the standard of the meals is pre-determined. Put simply, the finished product must be of sufficient quality to be saleable. It must reflect the establishment, adhere to pre-set criteria and be palatable and well presented. If we use a simple fruit salad as an example then you would say that the fruit should be fresh, evenly cut according to the defined size in the recipe, using an even mixture of various fruit, possess good texture and meet palate expectations in regards to texture and flavour. 2. Define Checkpoints A variety of terms are used to describe suggested checking mechanisms. Using the fruit salad example the following example shows how this could be worked. In industry there would not be an actual tick or comment but the chef would check at key points and provide feedback accordingly. Self assessment can also work well, as staff can apply their own checks if they are aware of the necessary standard. Item Criteria Check Result Fruit Salad Commodities fresh and according to recipe Yes Washed and prepared correctly Yes Cut into correct size and shape Yes Used orange juice to prevent oxidation Yes Taste is appealing Yes Presented according to pictures in database Yes 3. Explain the Requirements The defined standards and criteria must be explained to staff. This can be done in a range of ways. Most common is the use of the finished recipe with the ingredients, the method of production and a final dish including correct garnish, sauce, accompaniments and presentation as a guideline. It is important to ensure that staff are aware of the information and how they can access it for confirmation. 4. Confirm Understanding of Standards Use questioning techniques to ascertain that staff knows what is expected. Simply asking them whether they understood is insufficient as most people will say yes, regardless of whether they understand. It is better to ask questions like: “Why is it important to cut the fruit into even dice? Why do you store the cut fruit in orange juice? Why do we add the strawberry as garnish and not cut it up and mix it through?” This will require more thorough understanding and the replies can help you judge whether they really understand the requirements. As the staff member is learning the dish you could ask the staff member to call you over at key points to confirm that they follow the correct process. 5. Get Staff to Self-check Allowing staff to apply the criteria themselves is a good way to delegate responsibility. A simple example is to ask them whether they would be happy to pay the price for the item, or if they would be happy to serve it to their partner or friend. This is important because you cannot watch every single staff member all the time! 6. Get Direct Supervisors to Check Because head chefs are busy compiling menus, attending budget meetings, ordering supplies and managing staff, they must delegate some of the supervisory tasks to the sous-chef, partie chefs or demi-chefs de partie. Passing on these responsibilities can be used to train up future staff leaders within the organisation. It also passes on the responsibility for getting things right and means that the owner or head chef doesn’t have to micro-manage every detail of the operation. 7. Confirm Quality Outcomes The easiest way to confirm a quality outcome is to observe the operations and sample dishes before and during service. If staff knows that the chef will check on their product just prior to service, they will be less likely to use sub-standard processes. It can be more difficult to assess quality if you are not directly in the kitchen. In this case other data can also be used to verify satisfaction with outcomes. From simple feedback forms to sales data the tools at the coalface are quite varied. Many chefs still monitor plate returns to see whether too much food is wasted.

Conclusion Coordinating other workers in the preparation and production of food can be quite stressful. Sound managerial skills need to be developed which need to include the clever use of technology and many software systems that can be used to streamline production processes and the monitoring of stock and sales revenue. Chefs in supervisor positions need to have sound menu planning skills, safe food handling knowledge and a keen eye to assess any shortfalls within the enterprise. Delegating effectively is a useful tool that assists for bedding down processes without an over reliance on certain staff.