HAT203 Lecture 4 – Chapter 2 Gregoire Hospitality & Tourism ManagementCOMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 WARNING This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (the Act). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Do not remove this notice.Managing Quality Chapter 2 Gregoire Foodservice Organizations2.1 2.2 2.3 2.4 Differentiate between quality assurance and process improvement programs. Describe process improvement terms such as Six Sigma, reengineering, benchmarking, cause and effect diagrams, control charts, failure mode and effect analysis, root cause analysis, and Pareto analysis. Discuss differences in Malcolm Baldrige Award criteria, ISO 9000 standards, and Joint Commission standards. Evaluate a foodservice operation using standards appropriate to that segment of the industry. Learning ObjectivesQuality in the Foodservice System Quality is not a program; it is an approach to business. Quality is defined by the customer through his or her satisfaction. Quality is aimed at performance excellence; anything less is an improvement opportunity. Quality increases customer satisfaction, reduces cycle times and costs, and eliminates errors and rework.Approaches to Quality Kaizen Reengineering Lean Constraints Theory of Six Sigma Total Quality Management Quality Assurance Continuous Quality ImprovementDefinitions for each term are more precise: • Quality assurance (QA). A procedure that defines and ensures maintenance of standards within prescribed tolerances for a product or service. • Total quality management (TQM). A management philosophy directed at improving customer satisfaction while promoting positive change and an effective cultural environment for continuous improvement of all organizational aspects. • Continuous quality improvement (CQI). A focused management philosophy for providing leadership, structure, training, and an environment in which to improve continuously all organizational processes. • Six Sigma. A disciplined, data-driven approach for improving quality by removing defects and their causes. • Kaizen. A Japanese philosophy emphasizing incremental and continuous improvement in every aspect of daily life. • Reengineering. Radical redesign of business processes for dramatic improvement. • Lean. Using less human effort, less space, less capital, and less time to make products exactly as the customer wants with fewer defects than occur in mass production. • Theory of constraints. Concentration on exploiting and elevating constraints that slow production or service.Components of TQM Intense focus on the customer. Concern for continual improvement Focus on process Improvement in quality of everything the company does Accurate Measurement Empowerment of EmployeesEssential Steps in Lean Empower Customers Perfect the Process Document Value Stream Identify Value Features Improve FlowTools Used in Process Management Process Analysis Data Collection & Analysis Project Planning & Implementation Benchmarking Cause Analysis Operating Practices• Benchmarking involves comparing one’s performance with those believed to be “best in class.” Such comparisons assist managers in identifying areas on which to focus improvement efforts. • Cause analysis determines why a certain outcome is occurring. • Process analysis includes tools such as flowcharts, failure mode and effects analysis, and value stream mapping. • Data collection and analysis tools include check sheets, control charts, histograms, and scatter diagrams. • Project planning and implementation occurs after the process has been identified and analyzed. The plan-do-check-act model and Gantt charts are used at this stage.Cause Analysis Cause & Effect Diagrams Pareto Analysis Scatter Diagrams Root Cause Analysis• Several tools are used to assist in cause analysis; these tools include cause and effect diagrams, Pareto analysis, scatter diagrams, and root cause analysis. • Cause and effect diagrams (also referred to as Ishikawa or fishbone diagrams) illustrate the factors that may influence or cause a given outcome. • The diagram provides a way to identify and categorize factors that might be the cause of such a problem. • Pareto analysis, often called the 80–20 rule because 80% of a given outcome typically results from 20% of an input, was named after nineteenth-century economist Vilfredo Pareto, who suggested that most effects come from relatively few causes. • Marketers, for example, have found that 80% of sales often come from 20% of customers. • Basically there are a vital few causes that if identified and corrected can have the greatest impact on improving quality. • Scatter diagrams provide a visual way to examine possible relationships between two variables. • Data from the two variables are plotted on a horizontal (X) and vertical (Y) axis. • The purpose is to display what happens to one variable when the other variable changes. • Root cause analysis focuses on identifying the root cause of a given problem. • A common technique used to get to the root cause is asking a series of “why” questions.Process Analysis Flowcharts Failure Mode & Effects Analysis Value Stream Mapping• Flowcharts are a graphical representation of the steps in a process. • A flowchart details all of the elements in a process and the sequence in which these elements occur. • Failure mode and effects analysis involves identification of potential failures that might occur in a process. • Failure modes are evaluated for the severity of the consequences if it does occur, probability of occurrence, and the probability of detection before it occurs. • The process helps teams identify potential failures before they occur, which allows for planning to focus on eliminating or minimizing the impact of the failure. • A value stream map is a complex flowchart documenting processes and flows to help a manager determine which processes add value and which do not. • Commonly used in Lean projects, it details work processes, management decisions, and information support systems involved from receiving through service of a product.Data Collection and Analysis Check Sheets Control Charts Histograms Scatter Diagrams• Check sheets are a tool for collecting data about observations. The tool is designed by the user specific to the situation. • A check sheet might be used by an observer to record frequency of various reasons for why a patient tray assembly process might stop while trays are being assembled. The most frequent observation would help identify what a manager might want to work to correct. • Control charts are a graphical record of process performance over a period of time. • Values of upper and lower control limits (often set as two or three standard deviations from the mean) are drawn to help identify potential problems. • Histograms are bar graphs that are used to display graphically the frequency distribution of data. • Using histograms provides a visual way to examine patterns in data that might not be evident when just looking at the numbers themselves. • Scatter diagrams provide a visual way to examine possible relationships between two variables. • Data from the two variables are plotted on a horizontal (X) and vertical (Y) axis. • The purpose is to display what happens to one variable when the other variable changes.Planning and Implementation PDCA Model Gantt Charts Project Planning & Implementation• The plan-do-check-act (PDCA) cycle is a model for coordinating process improvement efforts. • The cycle is depicted as a circle with four equal quadrants: • Plan to improve operation • Do changes • Check results • Act to implement permanently • Gantt Charts are a type of bar chart used to show a project implementation schedule. • The columns designate weeks or months in the project. • The rows are used to identify tasks to be completed. • Horizontal bars designate the time period for completion of each task.Quality Standards Professional Practices in College & University Foodservice The Joint Commission ISO 9000 Keys to Excellence Quality StandardsISO 9000 Standards Systems Approach to Management Continual Improvement Mutually Beneficial Supplier Relations Factual Approach to Decision Making Process Customer Focus Leadership Involvement Of People Approach• The criteria consist of seven categories: • Leadership: The company’s leadership system, values, expectations, and public responsibilities • Strategic planning: The effectiveness of strategic and business planning and deployment of plans, with a strong focus on customer and operational performance requirements • Customer and market focus: How the company determines customer and market requirements and expectations, enhances relationships with customers, and determines their satisfaction • Measurement, analysis, and knowledge management: The effectiveness of information collection and analysis to support customer-driven performance excellence and marketplace success • Human resource focus: The success of efforts to realize the full potential of the workforce to create a high-performance organization • Process management: The effectiveness of systems and processes for assuring the quality of products and services • Business results: Performance results, trends, and comparison to competitors in key business areas, including customer satisfaction, financial, marketplace, human resources, suppliers and partners, operations, governance, and social responsibility Malcolm Baldrige National Quality AwardMalcolm Baldrige National Quality Award Measurement, Analysis & Knowledge Management Customer & Market Focus Human Resource Focus Process Management Business Results Strategic Leadership PlanningEmployee Safety Personal Protective Equipment Employee Safety Programs Workplace Violence Occupational Safety & Health Act Fire Safety Safety• The following major components should be included in a best-practices foodservice safety program: • Management commitment • Managers model safe behaviors, show concern and investigate employee injuries, modify work environment as needed to make it safer • Employee involvement • Employees attend safety meetings, view posted safety information, follow safe practices • Communication • Communication of required safety behaviors/practices and suggestion boxes and meetings as ways to share safety concerns • Education and training • Orientation to safety, on-the-job training for safe behaviors • Injury reporting and treatment • Forms and process for reporting injuries, mechanism for reviewing injury reports and implementing corrective action as needed • Return to work policies • Detailing process/procedures for clearance to return to work • Safety program • Employee involvement, policies/procedures detailed, training • Safety audits and inspection • Conduct routine, formal inspections of operation to assure safe working environment; audit corrective action completionFood Safety in Food PurchasingFood Safety in Food Purchasing (cont.)• Food safety criteria to check in receiving include: • Meat: 41°F or below; bright red color; firm, nonslimy texture; no odor; intact and clean packaging • Poultry: 41°F or below; no discoloration; firm; no odor; frozen or packed in crushed, selfdraining ice • Fish: 41°F or below; bright red gills and bright shiny skin; firm flesh; mild ocean or seaweed smell; bright, clear full eyes; frozen or packed in crushed, self-draining ice • Shellfish: live on ice or at temperature of 45°F or below; shucked at internal temperature of 45°F or below; mild ocean or seaweed smell; unbroken shells; closed shells if alive; shellstock identification tags (packer’s name, address, and certification number) on container (manager must date when the last shellfish was served and then keep tags on file for 90 days from date) • Shell eggs: temperature of 45°F or below; no odor; clean and unbroken shells • Liquid, frozen, dried eggs: must be pasteurized and have a USDA inspection mark • Dairy: temperature of 41°F or below; milk must be pasteurized and comply with FDA Grade A standards; cheese with typical flavor, texture, and uniform color • Canned goods: can and seal in good condition (no swollen ends, leaks, dents) • Dry goods: intact packaging (no holes, tears, punctures, water stains) • Produce: temperature of 41°F or below for fresh cut greens, melons, tomatoes, or other processed produce• Relationship of Time and Temperature. Many of the foodborne illness outbreaks are caused by inadequate cooking and improper holding of food. • Minimum, maximum, and optimum temperatures vary for the various pathogenic microorganisms; in general, however, they flourish at temperatures between 41°F and 135°F (the temperature danger zone). • Cross-Contamination. Cross-contamination can occur in production and service when improper food-handling practices are used. • Employee Hygiene and Practices. Employee personal hygiene and good food-handling practices are basics of a food safety program in a foodservice facility. • One major risk is that unsanitary employees can contaminate, or infect by bacteria, food products in production and service • Customer Controls. Control of contamination from customers is more difficult, but various aspects of facility design or policies and procedures can assist in this arena. • For example, sneeze guards on a service counter or salad bar can help reduce the spread of bacteria as can isolation procedures for a patient hospitalized with a highly communicable disease. • Facilities and Equipment. Proper cleaning of food production and service surfaces and equipment is an important component of any food safety program. Food Safety in Production & ServiceHACCP Plan Principles Conduct a hazard analysis Determine the critical control points Establish critical limits Establish monitoring procedures Establish corrective actions Establish verification procedures Establish recordkeeping and documentation procedures• The Dietary Manager’s Association offers the following suggestions for food protection: • Awareness—be alert to unusual activity in and around your operation • Procurement—use reputable suppliers and inspect deliveries carefully • Access—control access to foodservice operation • Personnel Management—screen applicants carefully and document, post, and enforce employee schedules • Monitoring—observe employees and customers and check less used areas • Planning—have detailed response plans in place that include call lists • Education—educate employees on the role they need to play in helping monitor and report unusual occurrencesSanitation Clean vs. Sanitary• A properly designed foodservice facility is basic to maintain a high standard of sanitation. • The first requirement for a sanitary design is cleanability, which means the facility has been arranged so that it can be cleaned easily. • Equipment and fixtures should be arranged and designed to comply with sanitation standards, and trash and garbage isolated to avoid contaminating food and attracting pests. • For a facility to be clean is not enough; it must also be sanitary. • Although the two words are often used synonymously, they are different: • Clean means free of physical soil and organic matter. • Objects may look clean on the surface but may harbor disease agents or harmful chemicals. • Sanitary means “the application of cumulative heat or chemicals on cleaned food contact surfaces that, when evaluated for efficacy, is sufficient to yield…a 99.999% reduction of representative disease microorganisms of public health importance” • In other words – sanitary is free of disease-causing organisms and other contaminants.• Cleaners are chemicals that are used remove food, dirt, and other deposits. Four types of cleaners are commonly found in foodservice operations: • Detergents • Used to remove dirt from surfaces (floors, walls, counters, equipment) • Abrasive Cleaners • Contain abrasive agent to help more difficult to remove dirt • Degreasers • Used to remove grease from surfaces (ovens, grills, hoods) • Delimers • Used to remove mineral deposits (dishmachines, steam wells) Types of CleanersManaging Solid Waste Recycling Combustion Composting• Generally about 60 to 70% of the solid waste discarded from a foodservice operation is service-related. • Service waste includes food, napkins, straws, and condiment packaging. • The remaining 30 to 40% is from the food production and preparation areas. • Foodservice managers are encouraged to develop integrated waste management systems that include source reduction, recycling, and waste combustion to reduce the amount of waste going to landfills. • Recycling is the act of removing materials from the solid waste stream for reprocessing into valuable new materials and useful products. • Many of the traditional packaging materials, including paper, metals, plastic, and glass, can be recycled. • Composting is the controlled application of the natural process of organic degradation. • Any organic material, including food waste and paper or cardboard that has been contaminated with food, can be composted. • A commercial composting plant accelerates natural biodegradation, converting mixed organic waste to a nutrient-rich soil conditioner in great demand in agriculture and horticulture. • Combustion, or incineration, is a form of solid waste recycling in which the energy value of combustible waste materials is recovered. • Modern waste-to-energy plants reduce the volume of waste going to landfills by 80 to 90% while generating electricity and revenue for users.Governmental Sanitation Regulations and Standards External Audits Sanitation Internal Audits AuditsRisk Management What Will We Do? What Can Go Wrong? How Will We Pay For It?