Labor time spent in foodservice activities in one hospital: a 12-year profile.

Labor minutes per meal equivalent and percentage of time spent in direct work, indirect work, delay time, and total time were determined in an annual study of foodservice workers in a community hospital. Twelve activity sampling studies (from 1973 through 1984) were conducted for 7 days (Monday through Sunday), usually during the second week of February. The conventional foodservice, with the cook/hot-hold method of food production and service, averaged about 10 minutes for direct work, 1 minute for indirect work, 2 minutes for delay time, and 13 total labor minutes per meal equivalent for the 12 years. The data were similar to those of the study in the 1960s, of conventional hospital foodservices, with high productivity, which averaged about 11 minutes for direct work, 1 minute for indirect work, 2 minutes for delay time, and 14 total labor minutes per meal equivalent. Data averaged from the 1973 through 1984 studies compared with the data from the 1960s study showed that transportation, cleaning, and service required the most labor time (total of 58% in this study and total of 62% in the 1960s study). Methods reported in this article may be applied in other foodservices to identify labor time spent in work and delay activities to establish productivity guidelines for a foodservice department.

Master standard data quantity food production code. Macro elements for synthesizing production labor time.

Preparation procedures of standardized quantity formulas were analyzed for similarities and differences in production activities, and three entrée classifications were developed, based on these activities. Two formulas from each classification were selected, preparation procedures were divided into elements of production, and the MSD Quantity Food Production Code was applied. Macro elements not included in the existing Code were simulated, coded, assigned associated Time Measurement Units, and added to the MSD Quantity Food Production Code. Repeated occurrence of similar elements within production methods indicated that macro elements could be synthesized for use within one or more entrée classifications. Basic elements were grouped, simulated, and macro elements were derived. Macro elements were applied in the simulated production of 100 portions of each entrée formula. Total production time for each formula and average production time for each entrée classification were calculated. Application of macro elements indicated that this method of predetermining production time was feasible and could be adapted by quantity foodservice managers as a decision technique used to evaluate menu mix, production personnel schedules, and allocation of equipment usage. These macro elements could serve as a basis for further development and refinement of other macro elements which could be applied to a variety of menu item formulas.

Food production relationships between entrée combinations and forecasted demand.

Macro elements and values for associated Time Measurement Units were applied to three classifications of entrées to synthesize production time for 100, 300, and 500 portions. Average handling and process time for each classification and time per portion were calculated. Data revealed that roast and single-item entrées required greater average handling time than combination entrées, because more individual handling of portions was required as forecasted demand increased. Process time for combination and single-item entrées increased as forecasted demand increased. The time for the single-item classification doubled for 300 and 500 portions, because oven capacity was exceeded. Production time data were applied to six combinations (menu mixes) and quantity levels of entrée classifications to determine production feasibility in a simulated foodservice system. Production problems were encountered in five of the six menu mixes because of system constraints. This study indicated that total production time estimates would be useful to foodservice managers when planning a menu mix, scheduling production personnel, and forecasting labor costs.