HE-206
Evaluating Food Service Establishments ...Key Check Points
Food Preparation - 5
by Robert D. Buchanan, Restaurant,
Hotel and Institutional Management Specialist
The manager of a food service establishment and/or the manager and his superior need to take the time to make an overall analysis to determine the results that the organization is actually obtaining. This should be done several times a year. The evaluation should determine how well the food service operation is doing and where improvements should be made. Then some priorities, objectives, methods, and deadlines for improvements can be established.

This is one of a series of pamphlets describing how a person can fairly comprehensively, yet in less than a day, provide an overall evaluation of a food service operation. The key items, or food service conditions, to evaluate under each major category are described. Taken together, the key indicators of general conditions measure the degrees of efficiency (minimal costs) and effectiveness (optimal organizational satisfaction). A major category that has a deficient key indicator should be investigated further, and corrective adjustment should be considered and/or made where appropriate. A discussion of facts by management with the operating personnel is perhaps most needed to develop mutual understanding of the problems. Attainable performance objectives should be jointly established and reviewed at a later date.

If all key indicators are satisfactory in a major category, other aspects of that category are probably being handled with similar care. If all of the key indicators are high, but the profit is not adequate, then it will be necessary to examine the operation for inefficient purchasing and receiving practices, improper menu pricing, inaccurate records or financial statements, inventory method and method of computing the value, production waste, plate waste, security and pilferage, and so forth.

These operational analysis guidelines may be used by the manager of a single food service establishment for self-analysis, or by the unit manager’s supervisor.
1	Management—Planning, Organizing, Controlling (HE-202)
2	Personnel (HE-203)
3	Purchasing (HE-204)
4	Receiving, Storage, Issuing, Inventory (HE-205)
5	Food Preparation (this publication)
6	Food Presentation and Service (HE-207)
7	Maintenance of Building and Equipment (HE-208)
8	Sanitation and Housekeeping (HE-209)
9	Statistical and Ratio Analysis (HE-210)
10	Consumer Satisfaction (HE-211)

5. Food Preparation
Producing food in quantity is a highly specialized task. It requires accurate recipes, developing food specifications for raw ingredients of the right quality for the purpose, food quality (preparation) standards, good planning and training, and a skilled staff. The supervisor is the most important factor. The supervisor needs to know, think, talk, teach, and evaluate quality during preparation and before service, and improve the quality. It takes demonstrated knowledge and constant reinforcement —to see, to evaluate, and to correct. Preparing quality food must become a habit of the organization from top to bottom. Creating this emphasis begins with the job description statements and must be carried through from the job interview, job orientation, and training, to frequent job evaluations.

The food production principles and skills needed to produce foods in quantity unfortunately are not easily or quickly learned. It is really a lifetime job of learning. The references at the end of this publication will be helpful for those who want to learn more.
In a quality food production program, the general indicators are standardized recipes, clearly defined food quality standards, small batch cookery methods, controlling food preparation, the pre-meal evaluation, and other factors.
Cooperative Extension Service • Purdue University • West Lafayette, Indiana