2. Content
I. Description
II. Learning Outcomes
III. Syllabus
IV. Assessment
V. Chapters 1 - 8
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3. Description
Description
The aim of the Food & Beverage Operations module is to provide students with an understanding of the
operational & supervisory aspects of running a food & beverage operation for an international clientele
in a range of establishments.
To encourage an appreciation of the origins of such systems & to understand the various factors
involved in meeting customer needs. Students will gain an understanding of food & beverage & its
service in a variety of styles of restaurant & establishments & they will have sufficient knowledge to
produce a broad plan for specified food & beverage operations.
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4. Content
I. Description
II. Learning Outcomes
III. Syllabus
IV. Assessment
V. Chapters 1 - 8
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5. Learning Outcomes
Summary of Learning Outcomes
On completion of this module, students will be able to:
Demonstrate knowledge of the key functional areas of the food & beverage operation
Describe the kitchen operation including food production systems, methods of cookery,
kitchen layout & commodities
Demonstrate the different methods of purchasing & food storage
Examine the appropriateness of the different methods of food & beverage service to manage
customer expectations
Develop & plan menus according to customer requirements
Describe the different types & requirements of banqueting functions
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6. Content
I. Description
II. Learning Outcomes
III. Syllabus
IV. Assessment
V. Chapters 1 - 8
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7. Syllabus – Part 1 of 3
Syllabus
● Restaurant concepts & types of outlets; banqueting, fast food, hotel,
Introduction to food & industrial, outside catering, institutional, in-flight, restaurant, public
beverage operations house & transport catering
● Typical organization structures & job titles in kitchen, restaurant &
banqueting departments
● Food production systems including traditional, centralised, cook-chill,
Food production cook-freeze & sous vide
operations ● The suitability of these systems to the operation. Methods of cookery.
Kitchen layout & equipment. Commodities: food & non-food
● The policies & procedures for purchasing of food & non-food items for a
hospitality operation
Purchasing & storage of ● The use of standard purchasing specifications & other recognised
goods standards/brand names when ordering both food & non-food items.
● The correct storage of commodities. The security aspects of storing high
value items
● Procedures for the issuing of stock items, including all records kept, &
checks on the use of commodities
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8. Syllabus – Part 2 of 3
Syllabus
● Methods of food service, silver service, plate service, buffet, counter
Food service systems service, room service, self service, assisted service. Suitability & cost of
service styles
● Meeting managing customer expectations. Staff skill levels. Preparation
& layout of food & service operations
Production & sale of ● Preparation & layout of beverage service, service of alcoholic & non-
non-alcoholic & alcoholic beverages & hot beverages
alcoholic beverages ● Beverage menu & wine list
● Menu structure & trends
Menu planning ● Factors affecting the compilation of menus, menu development
● Catering for customer requirements & trends in modern diets.
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9. Syllabus – Part 3 of 3
Syllabus
Providing excellent
● Employee attitude, personal appearance, hygiene practices
customer service in
food & beverage ● Attentiveness, body language, effective communication, team work,
operations attention to detail
● Types of events, planning, organising & costing of an event. Menu &
Banqueting & functions service styles
● Health, safety & hygiene considerations. Staffing the event. Evaluation
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10. Content
I. Description
II. Learning Outcomes
III. Syllabus
IV. Assessment
V. Chapters 1 - 8
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11. Assessment
Assessment
This module will be assessed via a 2 ½ hour examination, set & marked by CTH.
The examination will cover the whole of the assessment criteria in this unit & will take the form of 10 x 2
mark questions & 5 x 4 mark questions in section A (40 marks). Section B will comprise of 5 x 20 mark
questions of which candidates must select & answer three (60 marks).
CTH is a London based awarding body & the syllabus content will in general reflect this. Any legislation
& codes of practice will reflect the international nature of the industry & will not be country specific.
International centres may find it advantageous to add local legislation or practice to their teaching but
they should be aware that the CTH examination will not assess this local knowledge.
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12. Content
I. Description
II. Learning Outcomes
III. Syllabus
IV. Assessment
V. Chapters 1 - 8
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13. Chapters
1. Introduction to food & beverage
2. Food production
3. Purchasing food & beverage
4. Food service delivery
5. Beverages
6. Menu planning
7. Service quality in food & beverage
8. Conference & banqueting
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14. Chapter 1 – Introduction to food & beverage
Objectives
In this chapter you will learn to :-
● Present the key characteristics, objectives & challenges of the sector
● Detail the diverse structure & scope of the sector
● Explain the complexity of the classifying the sector
● Describe & evaluate the characteristics & aims of a range of different types
of food & beverage operations
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15. Chapter 1 – Introduction to food & beverage
Introduction to the food & beverage sector
1. Introduction to the food & beverage sector
1.1 Food & beverage: main objectives & expectations
1.2 Characteristics of the food & beverage sector
1.3 Trends in food & beverage
1.4 Size & structure of the food & beverage industry
1.5 Classification & organisation of the sector: the challenge
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16. Chapter 1 – Introduction to food & beverage
Introduction to the food & beverage sector
Fig 1.1 The food & beverage cycle
Most food & beverage businesses operate within the cycle & the different stages of the cycle
present both challenges & opportunities for operators .
1. Purchasing
8. Consuming 2. Receiving
7. Serving 3. Storing
6. Cooking 4. Issuing
5. Preparing
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17. Chapter 1 – Introduction to food & beverage
Introduction to the food & beverage sector
1.1 Food & beverage: main objectives & expectations
Most food & beverage operations aim to provide: -
Quality food & beverages
A clean, hygienic & safe environment
Comfortable & well designed facilities
Professional, attentive & friendly service
Value for money
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18. Chapter 1 – Introduction to food & beverage
Introduction to the food & beverage sector
The main challenges of the hospitality industry & the food sector are:-
● Intangibility – such as ambiance
● Simultaneous production & consumption - where mass production is difficult for it requires large
amounts of customers & producers in one placer which would cause environmental, social, cultural &
economic problems
● Heterogeneity – where service experience may vary due to different producers & consumers with
different needs & requirements
● Consistency – is difficult to achieve due to the intangible element in food & beverage
● Perishability – where unused hospitality services cannot be stored, returned, claimed or resold
Ownership – where the consumer only owns a hospitality product only for a certain period of time
No guarantees – with little aftercare or service
Imitation is easy – with no patents on service processes & easily copied by competitors
Seasonality – where staffing & expenses are challenging to many restaurant operators
External variables – that impact the running of the business such as political, economic,
social, technological, legal & environmental change
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19. Chapter 1 – Introduction to food & beverage
Introduction to the food & beverage sector
1.2 Characteristics of the food & beverage sector
Following are the main characteristics:-
● A vital part of everyday life
● Major contributor to the national economy
● Highly fragmented & complex
● Creates employment
● Encourages entrepreneurship
● Promotes diversity through many different food concepts & cuisines
● Fuels innovation
● Local multiplier using many other peripheral services
● Consumer led
● Competitive
● An opportunity to enjoy the company of friends, family & colleagues
● Fulfils basic needs (see Fig 1.2)
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20. Chapter 1 – Introduction to food & beverage
Introduction to the food & beverage sector
Fig 1.2 Maslow’s Hierarchy of Needs
Food is a basic need for everyday life
Self -
actualization
Self Esteem
Love & belonging
Safety needs
Physiological needs
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21. Chapter 1 – Introduction to food & beverage
Introduction to the food & beverage sector
1.3 Trends in food & beverage
Following are some key trends in the UK:-
● Guests become more sophisticated
● More emphasis on food safety & sanitation
● More casual/less formal & theme restaurants
● Increase in ethnic restaurants & ethnic food
● Growth in chains –all cuisines
● Increase in convenience food
● Increase in coffee chains – coffee culture
● Increased take out meals & home meal replacement
● Outsourcing outlets in hotels – co-branding
● More focus on healthier eating
● Increase in organic food consumption, food sustainability & provenance
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22. Chapter 1 – Introduction to food & beverage
Introduction to the food & beverage sector
1.4 Size & structure of the food & beverage industry
Fig 1.3 The United Kingdom Food Service Industry (2006)
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23. Chapter 1 – Introduction to food & beverage
Introduction to the food & beverage sector
1.5 Classification & organisation of the sector: the challenge
The food & beverage sector is extremely diverse & fragmented that the size & scope of the industry
creates a challenge when attempting to organise & classify it. It has many subsectors.
Following are the classification approaches & options:-
● Commercial & non-commercial
● Size
● Ownership
● Star rating or quality
● Service method
● Food or beverage
● Concept or theme
● Revenue or turnover
● Location
● Meal time or meal period
● Customer type
● Cuisine
● Awards & schemes
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24. Chapter 1 – Introduction to food & beverage
Introduction to the food & beverage sector
Fig 1.4 Classification of food & beverage
Food &
Beverage
outlets
Non
Commercial Commercial
General Restricted Institutional Employee
market market catering catering
Travel In-house
Hotels Schools
catering catering
Restaurants University Contract
Clubs
& snack bars catering caterer
Institutional
Fast food & The military
& employee
take away services
catering
Function &
event Prisons
catering
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25. Chapter 1 – Introduction to food & beverage
Introduction to the food & beverage sector
Variety of food & beverage operations
Ethnic restaurants Ethnic chains
Educational Institutions
Shopping malls, (Chinese, Japanese, (Wagamama, Bombay Transport (rail, air &
(schools, colleges,
airports, food counters French, Malaysian, Bicycle Yo Sushi, marine)
universities)
Caribbean) Nandos)
Restaurants (bistros,
Welfare catering brasseries, coffee shops,
Supermarkets – food
hospitals, healthcare, cafeterias, wine bars, Employee dining Outside catering
retail ( food to go)
prisons, military public houses, roadside
restaurants)
Themed restaurants
Private clubs Street vendors Fine dining (Hard Rock Café, Planet Cafes & sandwich bars
Hollywood)
Fast food chains Accommodation (hotels, Leisure (museums,
Conference centres Takeaway (kiosks, fish &
(McDonalds, Subway motels, guest houses, theme parks, theatres,
chips, snack bars)
KFC, Wendy’s) hostels) cinemas)
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26. Chapter 1 – Introduction to food & beverage
Management options in food and beverage: main approaches
2. Management options in food & beverage: main approaches
2.1 Self – operated
2.2 Franchise agreement
2.3 Management contracting
2.4 Outsourcing
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27. Chapter 1 – Introduction to food & beverage
Management options in food and beverage: main approaches
2.1 Self-operated
The owner or organisation manages the operation themselves. It could be a small, large or a
franchised situation
2.2 Franchise agreement
Ninemeier (2000) explains: ‘ With a franchise, the franchisee (the owner of the facility) pays fees to the
franchisor (or franchise company) in exchange for the right to use the name, building design, and
business methods of the franchisor. Furthermore, the franchisee must agree to maintain the
franchisor’s business & quality standards’.
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28. Chapter 1 – Introduction to food & beverage
Management options in food and beverage: main approaches
Figure 1.5 Evaluation of Franchise agreement: Franchiser & Franchisee (Mc Donalds)
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29. Chapter 1 – Introduction to food & beverage
Management options in food and beverage: main approaches
2.3 Management contracting
When an owner or operator of an establishment employs or contracts specialised hospitality or
food & beverage service company to manage the whole or part of the operation. This could b don
either in a hotel or in a non-commercial institution, for example a university
Figure 1.6: Management contracting analysis
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30. Chapter 1 – Introduction to food & beverage
Management options in food and beverage: main approaches
2.4 Outsourcing
Increasingly, hotels are realising that hotel-run restaurants are in some cases unprofitable due to
many residents opting to dine at known branded outlets. Therefore, a new & emerging trend is
where the hotel forms a partnership with a restaurant/coffee chain/bar brand that would operate
from a designated area within the hotel.
Fig 1.7 Food & beverage outsourcing in hotels (Starbucks)
http://www.litchfieldbeach.com
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31. Chapter 1 – Introduction to food & beverage
Commercial and non-commercial food & beverage operations
3. Commercial and non-commercial food & beverage operations
3.1 Food & beverage in accommodation
3.2 Food & beverage services in hotels
3.3 Independent restaurants (small/medium enterprise – SME)
3.4 Ethnic restaurants
3.5 Themed restaurants
3.6 Public houses or licensed premises
3.7 Chained restaurants & bars
3.8 Food & beverage in transportation
3.9 Non-commercial food & beverage
3.10 Characteristics of non-commercial operations
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32. Chapter 1 – Introduction to food & beverage
Commercial and non-commercial food & beverage operations
Main types of commercial & non-commercial food & beverage:-
Commercial
● Food & beverage in accommodation
● Independents operations
● Themed restaurants
● Public houses
● Fast food chains
● Transport services
Non-commercial
● Military
● Schools
● Universities
● Hospitals
● Employee catering
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33. Chapter 1 – Introduction to food & beverage
Commercial and non-commercial food & beverage operations
3.1 Food & beverage in accommodation
Can vary depending on location specific areas, size, ownership, location, goals, customer & quality.
Coffee shop, Fine dining restaurant/s, Specialty restaurant, Bar, Coffee
5-star hotels lounge/pastry counter, Conference & banqueting, Outside catering, 24-
hour full room service menu, Executive lounge food & beverage services,
In room guest amenities, Mini bar, Nightclub, karaoke, cigar room, pool
café, delicatessen, Employee dining
Coffee shop, Specialty restaurant, Bar & lounge, Room service (limited
4-star hotels throughout the night), Guest amenities, Conference & banqueting, Mini
bar, Employee dining
Budget hotels Breakfast buffet, Bar, Vending machines, Employee dining
Bed & breakfast Breakfast, Limited set menu available at set times on request
Hostel Snack bar, Vending, Food prepared on request to take away
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34. Chapter 1 – Introduction to food & beverage
Commercial and non-commercial food & beverage operations
Fig 1.8 The food & beverage structure within a 4-star hotel
Food & Beverage
Manager
Assistant food & Executive Chef
Beverage Manager
Food and
Beverage Sous Chef
coordinator
Conference and
Restaurant Coffee shop Chief Steward
Bar Manager Banqueting
Manager Manager
Manager
Conference and Room service
Restaurant Team Bar Team Banqueting and Mini Bar Kitchen team
Team Manager
Room Service
team
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35. Chapter 1 – Introduction to food & beverage
Commercial and non-commercial food & beverage operations
3.2 Food & beverage services in hotels
Most hotels operate multiple food & beverage outlets. Outlets, products and services offered are
subject to change from property to property. The outlets could be:-
● Coffee shop
● Restaurant
● Fine dining
● Bar
● Lounge
● Executive lounge
● Conferencing & banqueting
● Outside catering
● Room service
● Mini bar
● Guest amenities
● Employee dining
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36. Chapter 1 – Introduction to food & beverage
Commercial and non-commercial food & beverage operations
3.3 Independent restaurants
An independent restaurant is an individual trading entity, and in most cases the unit is managed
by the owner. The restaurants could be themed ethnic, have a variety of service methods such as
self-service, cafeteria, take-away, sit down or drive-through. They rely heavily on passing trade and
word of mouth advertising. Almost 70% are often dynamic & varied. As the team is much smaller,
many of the positions overlap.
Fig 1.13 Typical organisational chart of a small independent food & beverage organisation
Restaurant
Manager/ Owner
Assistant food &
Restaurant
Beverage
Supervisors
Manager
Kitchen Team Restaurant Team Bar Supervisor
Kitchen Porters Cleaners
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37. Chapter 1 – Introduction to food & beverage
Commercial and non-commercial food & beverage operations
An independent restaurant is an individual trading entity, and in most cases the unit is managed
by the owner. The restaurants could be themed ethnic, have a variety of service methods such as
self-service, cafeteria, take-away, sit down or drive-through. They rely heavily on passing trade and
word of mouth advertising. Almost 70% are often dynamic & varied. As the team is much smaller,
many of the positions overlap.
Fig 1.13 Typical organisational chart of a small independent food & beverage organisation
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38. Chapter 1 – Introduction to food & beverage
Commercial and non-commercial food & beverage operations
3.4 Ethnic restraints
These type of restaurants can be part of a chain but also independent in nature. Manage by
owners and operated around a central theme such as Chinese, Japanese and Middle Eastern.
3.5 Themed restaurants
These type of restaurants are operations that have a central theme throughout such as music,
entertainment or sport for example. For a example the Hard Rock Cafe.
3.6 Public houses or licensed premises
Public houses (‘pubs’) offer comfortable, relaxing environments for groups or individuals can get
together to enjoy beverages. Beverages are the main products but they offer great verity of foods
due to declining beverage sales. They outsource their kitchen to chef entrepreneurs and the
growth in gastro pubs.
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39. Chapter 1 – Introduction to food & beverage
Commercial and non-commercial food & beverage operations
3.7 Chain restaurants and bars
Key characteristics of chain restaurants
● Several units operating in different locations.
● Can be national, regional or global
● Operations normally duplicated and featured the same design, menus and operations in each
unit.
● Good infrastructure and support networks – training and purchasing for example.
● Provide consistency and standardisation to customers.
● Centralised purchasing and distribution networks.
● Operations are normally themed around a central concept.
● Service systems can vary from take-away, drive thru, dine in, causal or fine dining.
● The operations can be owned by a parent company, a franchise or private owners.
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40. Chapter 1 – Introduction to food & beverage
Commercial and non-commercial food & beverage operations
3.8 Food and beverage in transportation
Range from cafeteria-style snacks on short routes to fine dining on cruise lines.
Sea
Normally transfer large quantities in short period of time.
Range from purchased snack on budget airlines or gourmet set menus for first-
class passengers. The food is mass produced and prepared off-site. The on-board
Air
catering is normally contracted out to a specialist cater. Beverage can be range
from trolley to full.
Range from fine dining to trolley service. Provide on-board kiosk where customers
can purchase a basic selection of hot and cold food and beverages. Another
Rail
common method is an on-board trolley service, move from carriage to carriage.
Fine dining is offered in first-class long journeys.
3.9 Non-commercial food and beverage
Main focus is on providing nutritious food and beverages but the primary mission is not to sell
food and beverages.
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41. Chapter 1 – Introduction to food & beverage
Commercial and non-commercial food & beverage operations
3.10 Characteristics of non-commercial operations
● Non-commercial institutions hire commercial food service management(contract) companies
from outside to manage food service in their institutions.
● Commercial food service management companies exist to make profit.
● They carry out fully the food and service responsibilities for the institutions under contract.
● The institution or workplace can free itself from the day-to-day concern of managing food
service operations.
● They are professional food service companies.
● These operations are planned to keep the expenses/ costs low; they are budget-oriented.
● They are part of properties that exist for reasons other than the service of food and beverages,
which is only supportive.
● Competition is limited as the service is provided in a private, closed environment.
● Normally large scale, delivered at particular times of day.
● Business levels are quite predictable making it easier for production and planning.
● Emphasis is not placed on nutrition.
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42. Chapter 1 – Introduction to food & beverage
Summary
Introduction to food and
beverage
Objectives,
Challenges and
characteristics
Food and beverage
classifications and
types
Management
options
Commercial Non commercial
operations operations
Hotel food and
Military
beverage
Independent
Schools
operations
Ethnic, themed
and chain University
operations
Transport
Employee
catering
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43. Chapters
1. Introduction to food & beverage
2. Food production
3. Purchasing food & beverage
4. Food service delivery
5. Beverages
6. Menu planning
7. Service quality in food & beverage
8. Conference & banqueting
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44. Chapter 2 – Food production
Objectives
In this chapter you will learn to :-
● Explain kitchen organization and the responsibilities of key personnel
employed
● Describe and appraise the different food production methods
● Identify the main food groups and commodities
● Describe the main considerations in kitchen designs
● Discuss the importance of achieving food cost
● Explain the importance of food hygiene and control
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45. Chapter 2 – Food production
Kitchen introduction
1. Kitchen introduction
1.1 Communication
1.2 Kitchen chef characteristics
1.3 Staffing and responsibilities
1.4 Kitchen organization
1.5 Partie system analysis
1.6 The stewarding department
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46. Chapter 2 – Food production
Kitchen introduction
Fig 2.1 Main objectives of the kitchen department
To provide safe
meals for all
consumers
To prepare food
To provide
in the time
quality meals
expected, to
for all
avoid customer
consumers
waiting
To meet or
To prepare the exceed the food
right quantity of needs of
food organization’s
Kitchen target market
Objectives
To create
To utilize food
menus that will
stocks in the
both attract and
best way
retain
possible
customers
To achieve
monthly To minimize
financial food stock wastages
targets
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47. Chapter 2 – Food production
Kitchen introduction
Most kitchens will be managed by an Executive or Head Chef. Their responsibilities can be,
Fig 2.2 Executive Chef job description
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48. Chapter 2 – Food production
Kitchen introduction
1.1 Communication
Fig 2.3 Executive Chef communication
Purchasing &
Stores
Competitors Department Bar
Genaeral
Customers Manager's
office
External
Suppliers Room service
Housekeeping EXECUTIVE Accounts
CHEF department
Sales and
Marketing Human
Resources
Stewarding
Front office &
Reception
Conference &
Banqueting Restaurant
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49. Chapter 2 – Food production
Kitchen introduction
1.2 Kitchen chef characteristics
1.2.1Qualities of a good chef
Ability to work under pressure
Ability to multi task
Creative
Consistent
Good palate
Ability to work in a team
1.2.2 Challenges for a chef
Fast paced and hot work environment
Many stakeholders
Risk of food poisoning
In most cases a high level of competition
High perishability of stock items
Frequently changeable external environment (i.e. food trends or scares)
Unsociable work
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50. Chapter 2 – Food production
Kitchen introduction
1.2.3 Opportunities for a chef
Be creative and showcase skills
Satisfy customers
Acquire and pass on skills
Meet lots of interesting people
Learn and sample a wide variety of different food
Travel
Obtain awards for culinary expertise
1.2.4 Chef presentation
Appearance – trimmed hair, clean hair, hair tied back if long, neatly
shaven, no earrings on males, studded earrings only for women
Accessories – wristwatch, maximum two rings, body piercings or tattoos
should not be visible, no visible necklaces
Trousers – pin striped, clean, well pressed
Shoes – slip resistant, in good repair
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51. Chapter 2 – Food production
Kitchen introduction
1.3 Staffing and responsibilities
The organizational structure of a kitchen will depend on a number of factors
including : -
Size and kitchen space available
Quantity of food output (demand)
Number of food outlets to cater
Sophistication and type of menu
Equipment requirement
Location where production is taking place (in kitchen or outsourced)
Service methods (Buffets, plated)
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52. Chapter 2 – Food production
Kitchen introduction
1.4 Kitchen organization
“Partie system” is a method of kitchen organization which is formal, structured brigade and in most
cases, only found in high quality kitchens and restaurants.
Fig 2.4 The ‘Partie’ system
Executive Chef
Sous Chef
Chef Tournant
Chef de partie Chef de partie Chef de partie Chef de partie Chef de partie
Grade Manager Saucier Poissonier Patiser Entremetier
Demi Chef de Demi Chef de Demi Chef de
Demi Chef de Demi Chef de
Partie Grade Partie partie Partie
Partie Poissonier Partie Patiser
Manager Saucier Entremetier
Commis Grade Commis Commis
Commis Saucier Commis Patiser
Manager Poissonier Entremetier
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53. Chapter 2 – Food production
Kitchen introduction
Role Responsibilities
Sous Chef Assistant to the executive chef, deputies in his/her
absence
Chef Tournant Covers each section as and when required – has
the skills and knowledge to cover all sections
Chef Grade Manager Responsible for the preparation of all cold savoury
foods
Chef Saucier Responsible for all sauteed items
Chef Poissonnier Preparation and cooking of all fish dishes
Chef Patissier Preparation of desserts and pastries
Chef Entremetier Preparation of all vegetables, soups and hot
appetisers
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54. Chapter 2 – Food production
Kitchen introduction
1.5 Partie system analysis
Advantages Disadvantages
Chefs specialize in a particular section of a Although chefs specialize, they only focus on
kitchen one section of the kitchen as opposed to
learning a wide range of skills in more
conventional kitchen systems.
Each section has a support infrastructure to Staff can be ideal when particular section of the
avoid any weaknesses kitchen are not busy
Chef have a clear route f or progression Can be expensive for the organization due to the
large numbers of staff required
Customers receives quality meals Chefs becomes bored
Kitchen managers are able to allocate
responsibility and accountability to the
various sections
Kitchen managers are able to detect and
monitor problems more easily
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55. Chapter 2 – Food production
Kitchen introduction
Many kitchens now provide chefs with opportunities to work and rotate in
other sections of the kitchen. The benefits of this for the organization: -
Chefs become multi skilled and therefore more flexible
Job satisfaction is more greater due to acquiring a more divers skill set
Labour cost are more streamlined due to better utilization of labour
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56. Chapter 2 – Food production
Kitchen introduction
1.6 The stewarding department
Stewarding is a sub department of the kitchen and it’s staffing requirements for a large
operation are detailed below: -
Fig 2.5 Basic Stewarding organization chart in a large kitchen
Chief
Steward
Assistant
Chief
Steward
Kitchen Kitchen Kitchen Kitchen Kitchen
Porter Porter Porter Porter Porter
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57. Chapter 2 – Food production
Kitchen introduction
Position Responsibilities
Chief Steward and assistant • Report to Executive Chef and Food and
Beverage Manager
• Supervise team of porters
• Schedule work of Porters
• Create cleaning standards
• manage and control equipment stores (in/out)
•Responsible for the maintenance of hygiene within
kitchen
• Control of kitchen chemicals (COSHH)
• Co-ordinate booking of any maintenance of kitchen cleaning
contractors or casual staff
• Responsible for inventory and maintenance of kitchen
cleaning equipments
Kitchen Porters • Carry out day-to-day cleaning of the kitchen
• Operate the dishwasher machine
• Clean kitchen equipment after use
• Empty dustbins
• Periodically sweep and mop floors
• Clean kitchen work tops
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58. Chapter 2 – Food production
Kitchen design and planning considerations
2. Kitchen design and planning considerations
When planning a kitchen there are many factors to consider. Each design
element must work together, to create smooth running kitchen operation,
and include control, safety, business yield and employee satisfaction. Poor
planning often lead to,
Wasted capacity
Poor stock rotation
Employee accidents
Low employee motivation
Slow production and output
Risk of food poisoning
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59. Chapter 2 – Food production
Kitchen design and planning considerations
Figure 2.6 Kitchen design considerations
Maximum Standards of Work flow of Production
POS Systems Space available
Output organisation employees efficiency
Heating, Service
Environmental Utilisation of Communication HACCP
ventilation and methods of
regulations space with services requirements
air conditioning restaurants
Legislation-
Efficient
Equ8ipment Supervision by Employees
Menu types communication Gas & Electricity
requirements managers working space
between chefs
ratios
Health and
Storage
Drainage & safety of Production
Control of stock Refuse disposal requirements
plumbing employees & methods
(bulk & section)
customers
Restaurant
Allocation of
preparation Ergonomics Task Lighting
cleaning space
area
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60. Chapter 2 – Food production
Production methods and organisation
3. Production methods and organisation
3.1 Production methods
3.2 The conventional food production method
3.3 The sous-vide method of food production (vacuum cooking)
3.4 Sous-vide - evaluation
3.5 Cook-chill method of food production
3.6 Cook-freeze method of food production
3.7 The central distribution method of food production
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61. Chapter 2 – Food production
Production methods and organisation
And efficient kitchen is where the chefs prepare
and cook food in minimal time whilst
maintaining a very high standard. This could be
achieved through a methodical and economical
method of working by,
Ensuring all kitchen equipment is up to
standard and ready to use. E.g.: A sharp
Source: http//www.luxuryhomedesign.blogspot.com knife over a blunt one at all times.
Using electrical equipment for appropriate and worth while purposes, for instances a
potato peeler for 4 portions of potatoes which is likely to take more time in putting the
machine to use than the time taken to peel potatoes it self is unworthy.
Working systematically as possible
The kitchen crew holding right postures in order to avoid fatigue and so forth. E.g. when
standing for ;long periods of times standing correctly with weight evenly on both legs.
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62. Chapter 2 – Food production
Production methods and organisation
Ensuring all necessary equipment is ready and usable at the start of each working session.
Positioning all work tops, sinks, stores, and refrigerators within easy reach to eliminate
unnecessary movements of chefs.
Storing all ingredients as close to the practical work area, starting from most frequently used
items close at hand.
Preparing the mise en place thoroughly to ensure the follow-on of a smooth and efficient
service.
Following a clear and continuous work plan, opposed to a haphazard one. E.g. preparing those
dishes first which demands more time to prepare.
Source: Caterer & Hotelkeeper
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63. Chapter 2 – Food production
Production methods and organisation
3.1 Production methods
Food production is differing methods of preparing, cooking and serving food to produce meals
to the customer.
Food Preparation Cooking Holding Regeneration Presentation
Fresh Weigh/Measure Blanch Chill Regithermic Bain-marie
Fresh cooked clear/open Warm Sous-vide Microwave Service flats
Fresh Chop/cut Simmer Freeze Convection Plates
Prepared Combine/mix Boil Tray Traditional Trays
Canned Blend Steam Hot Vending
Fresh Shape/coat Grill Cupboard Buffet
Chilled Form Sauté Cold Trolley
Vacuum Brown Cupboard Dishes
Dehydrated Bake
Smoked Roast
Salted Broil
Crystallised Fry
Acidified Microwave
Pasteurized
Bottled
UHT
Foods in Process Output
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64. Chapter 2 – Food production
Production methods and organisation
3.1.1 Key considerations in food production
Food hygiene
Quality raw materials
Foods should be stored properly
Appropriate preparation for each food item
Minimised wastage
Employees should comply with handling regulations
Foods should be cooked to proper temperatures
Methods differ in relation to:
Actual location where food is produced
Total time from preparation to service
Staff numbers required
Level of hygiene and control
Quantity of food produced
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65. Chapter 2 – Food production
Production methods and organisation
Figure 2.7 Food production methods
Conventional
Cook- chill Cook-freeze
Food
Production
Methods
Centralised
Sous-vide
distribution
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66. Chapter 2 – Food production
Production methods and organisation
3.2 The conventional food production method
The conventional method is used in most kitchen establishments and follows the process as shown in
figure 2.8.
Figure 2.8 Conventional food production process
Refrigeration Preparation Ordered
Goods in to Freezing (Mise en from Cooking Serving
kitchen
Dry Store place) customer
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67. Chapter 2 – Food production
Production methods and organisation
Food as given in the table below can be cooked in variety of methods during the food production process.
Method Explanation
Baking Cooked in dry heat, in the oven
Blanching Dipping the food in to boiling water or oil for a short time
Boiling Cooked in a boiling or rapidly simmering liquid
Braising Browned in small amount of fat, then cooked slowly in a small amount of liquid
Boiling Cooked by direct heat from above or below
Fried Cooked in fat or oil
Deep fried Cooked in enough fat to cover the food
Grilled Cooked on a grill, over direct heat
Poaching Cooked in a liquid , just below boiling point (simmering)
Roasting Cooked uncovered, usually by in oven by dry heat
Sautéing Browned or cooked in a small amount hot fat or oil
Steaming Cooked in steam with or without pressure
Stewing Simmering slowly in enough liquid to cover the food
Adapted from cichy & wise (1999)
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68. Chapter 2 – Food production
Production methods and organisation
3.3 The sous-vide method of food production (vacuum cooking)
Figure2.9 Sous vide process
Portioned
in to
plastic
pouches
and Food is
Sealed arranged
vacuum Customer pouches
Re- Pouch is on plate
Goods in Prepared Cooked packed orders placed in
heated cut open and
meals boiling served
water
Chilled and
refrigerated
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69. Chapter 2 – Food production
Production methods and organisation
3.4 Sous – vide - evaluation
Advantages Disadvantages
Pouches retain freshness Capital investment in equipment
During re-heating juices are retained in and storage
pouch and not lost Not as fresh as conventional
Individual pouches are labeled for easy method
stock rotation Not able to adjust to customer
There is less risk of cross contamination requirements
during storage due to sealed pouches Not all foods suitable for sous-
and labeling vide method
Less wastage as foods is used only when Negative stigma attached(Boil in
ordered the bag!)
Food can be produced and accurately
portioned
Chef does not need to be present for
reheating and finishing stage
Pouched can be frozen to extend life
Inexpensive regeneration
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70. Chapter 2 – Food production
Production methods and organisation
3.5 Cook-chill method of food production
Cook chill is a catering system based on normal preparation and cooking of food followed by rapid
chilling and storage. In controlled low temperature conditions above freezing point, subsequently
reheating prior to consumption. The chilled food is regenerated in finishing kitchens which require
low capital investment and minimum staff. All most any food can be cook chilled provided that the
correct methods are used.
Foskett et al. ( 2004)
Figure 2.11 The cook- chill process
Goods in to Preparing and
Portioning Packaging Blast chilling Re-heating Consumption
kitchen store cooking
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71. Chapter 2 – Food production
Production methods and organisation
3.6 Cook freeze method of food production
The method is similar to cook-chill apart from refrigeration temperatures .
Figure 2.12 The cook- freeze process
Preparing Blast Blast
Goods in Re-heating Serving
and cooking freezing thawing
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72. Chapter 2 – Food production
Production methods and organisation
3.7 The central distribution method of food production
Centralised food production is when food is produced in bulk-off site.
The method is frequently adopted by large chains who are looking to outsource all or part of their
food production.
source;:http//www.stangard-online.net
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73. Chapter 2 – Food production
Production methods and organisation
Advantages Disadvantages
CPU is specialised in food production Pass control to another company
Due to bulk production costs, prices are Potential delays in delivery to operation
cheaper for buyers
High levels of hygiene during production
Figure 2.11 The cook- freeze process
Central CPU delivers
Hotel or Operation
production food to hotel Food is Food is
restaurant stores food in Consumers
unit (CPU) Blast chilling or other thawed and reheated and
creates dish refrigeration order food
produces hospitality en place served
specification or freezers
food off site operation
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74. Chapter 2 – Food production
Food classifications
4. Food classifications
There are many different types and varieties of food. One way of organising
ingredients is to categorise them into particular groups of families. Few of
food are detailed below.
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77. Chapter 2 – Food production
Food classifications
4.5 Seafood
Crustaceans Mollusc
Lobster Octopus
Shrimp Oyster
Crab Mussel
4.6 Poultry and game
Poultry Feathered game Furred game
Chicken Woodcock Rabbit
Capon Quail Hare
Goose Partridge
Turkey
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78. Chapter 2 – Food production
Food cost and control
5. Food cost and control
5.1 Food cost
5.2 Benefits of food cost for an organisation
5.3 How to achieve food cost targets?
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79. Chapter 2 – Food production
Food cost and control
To ensure food is prepared to ‘optimum condition’, the following factors must
be implemented to ensure a quality product.
Dish
Purchase specifications
Qualified chefs
specifications
(standard recipes)
HACCP Functioning Batch
implementation equipment cooking
Good
supervision
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80. Chapter 2 – Food production
Food cost and control
5.1 Food cost
Food cost is the percentage of total restaurant sales spent on the food product, It is normally around 28·30%
as an industry guideline and can be considered as a performance measure for kitchen managers.
Food cost can be calculated as:
Total cost of food consumption / total food sales x100%
When there are more than one outlet (such as in a large hotel), the internal requisitioning system assists in
keeping track of food consumption for each outlet.
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81. Chapter 2 – Food production
Food cost and control
5.2 Benefits of food cost for an organisation
Fig 2.14 Benefits of food cost
Target for the
Executive Chef
Measurement of An industry
Food cost
performance benchmark
Overall
assessments of
food
management
cycle
Some organisations with food operations provide incentives for Executive Chefs if food coast targets
are achieved.
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82. Chapter 2 – Food production
Food cost and control
5.3 How to achieve food cost targets?
Fig 2.15 Key considerations for achievement of food cost target
No meals leave the kitchen
Qualified employees avoid Monitor food prices for Monitor refrigerator Demonstrate first in first out
unless posted through POS
errors fluctuations temperatures (FIFO) roattion system
system
All management meals Discourage employees Monthly and mid monthly
Slow moving items utilised Lockable fridges
through POS system picking food in kitchen food stock takes
Remove poor selling items
Good security procedures in Minimise food wastage, Only prepare what is Have and adhere to dish
from menu monitor ‘Sales
place utilise food fully needed specifications for each dish
Mix’
Cook and serve foods
Employees eat employee
correctly – avoid customer Store goods correctly DO not let foods spoil! Incorrect costing and pricing
food
returns and complaints
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83. Chapter 2 – Food production
Food poisoning
6. Food poisoning
6.1 Main types of food poisoning
6.2 Hazard Analysis Critical Control Point (HACCP)
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84. Chapter 2 – Food production
Food poisoning
6.1 Main types of food poisoning
Salmonella
Staphylococcus
Clostridium
Listeria
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85. Chapter 2 – Food production
Food poisoning
Figure 2.16: Impacts of food poisoning for a food & beverage operation
Loss of
business
Employee
turnover
Illness to
and loss of
customer
employme
nt
Food
Poisoning
Fines and impact Poor
penalties
‘unclean’
from
image
authorities
Possible
Bad
closure by
publicity
authorities
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86. Chapter 2 – Food production
Food poisoning
Figure 2.17: Ways in which to minimize a food positioning outbreak
Implement Food hygiene Risk assessment Correct thawing Frequent hand
HACCP training washing
Pay particular Keep foods Clean equipment Always cover and Do not leave food
attention when outside the between use label foods hanging around
dealing with danger zone- in kitchen
eggs, pork and between 40F
poultry (4.4C) and 140 F
(60C)
Food should be Discard old food No pets or vermin Uncooked, raw Leftover food to
cooked (pest control) meats should be thoroughly
thoroughly always be stored cooked
on lower shelves
Wash vegetables After preparation Serve hot food Serve cold food Sick employees
and food of food, keep hot cold should be sent
thoroughly refrigerated until home
cooking or
serving
Do not cross Keep buns covered Food should be Clean kitchen surface
contaminate thoroughly destroyed frequently
before cooking
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87. Chapter 2 – Food production
Food poisoning
6.2 Hazard analysis Critical Control Point (HACCP)
The HACCP system entails identifying potential risks during the food cycle and production stage and
implementing controls to reduce those risks. This includes implementing regular checking systems and
maintaining good records.
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88. Chapter 2 – Food production
Food poisoning
Figure 2.18: The HACCP food control process
Analyse Hazards
Identification of CCPs (Critical Control Points)
CCP prevention measures
Monitoring of CCP Prevention Measures
CCP not met
HACCP and CCP Log
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89. Chapter 2 – Food production
Kitchen equipment
7. Kitchen equipment
Large commercial kitchens have a wide selection of equipment to assist staff
in their varying roles.
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90. Chapter 2 – Food production
Food poisoning
Considerations when purchasing equipment
Can we afford it?
Can we get spare parts?
Who requires training?
Will it be easy to use?
Guarantees
Warrantees
Will it add value?
What is the company support if it breaks down?
Where is the best location for this equipment?
What training is required?
What is the procedure for cleaning?
Instructions for use?
How long will it last?
Who else has purchased one- testimonials?
What are the safety risks (risk assessments)?
Has it been safety approved?
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91. Chapter 2 – Food production
Summary
Kitchen introduction
Organisation and Production methods
Kitchen design Kitchen equipment Food cost and control Food classifications
structure and organisation
Cheese, vegetables,
Objectives Food cost fruit, poultry, game, Cooking methods
fish & seafood
Conventional, cook –
chill, cook – freeze,
Staffing Standard recipes
sous – vide
¢ralised
Communication Food poisoning
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