A STUDY OF WORK ACTIVITIES FOR RANGE PREPARATION AREA PERSONNEL IN TWO UNIVERSITY RESIDENCE HALLS By Mary R. Preston A PROBLEM Submitted to the Dean of the College of Home Economics Michigan State University in partial fulfillment of the requirements for the degree of MASTER OF SCIENCE Department of Institution Administration 1965 ACKNOWLEDGMENTS The author wishes to express her sincere appreciation to Professor Katherine M. Hart for her guidance, encouragement, understanding and counsel throughout this study; to Professor Charles Pesterfield for his constructive criticism and for knowledge imparted through his classes in work measurement; to Professor Grace A. Miller for her guidance and advice in the pre-planning stages of this study. Acknowledgment is also made to the food service staff and personnel of the Brody and Wilson Residence Halls for their complete cooperation, interest and help in obtaining the data which made the findings of this study possible. A special thanks is due to the author' 5 colleague, Marian Emerson, for her moral support and assistance throughout this year of graduate work. The author also wishes to express her gratitude to the United States Army for providing the opportunity for graduate study. 3:: >:< >:< 3k ::< >{< :1: >:< ::< >§< >:: 2k >:< 3:: 2:: ii TABLE OF CONTENTS LIST OF TABLES . . .................... LIST OF EXHIBITS . . . . . . . . . ............ INTRODUCTION ......... . . . ............ WORK SAMPLING--A REVIEW. . . . . . . . . ..... METHOD. ................. Definition of Objectives . . ............... Area for Study. ...... . . . . . ........ Subjects for Study. . . . . ........... Classification of Work Activities ............ Design of Study ..... . . . . . . .......... Sampling Size ................... Period for Study .................. Selection of Randomized Times Design of Observation Record Form . . Description of Technique. Preliminary Observations . RESULTS AND DISCUSSION. . . . . . . . . . . ...... Sampling Error Determination . . . . . . ...... Discussion of Findings . . . . . ........... OBSERVATIONS. . . . . ...... iii vi ll 13 16 16 19 20 21 21 22 24 24 26 31 32 34 TABLE LIST OF TABLES Percentage distribution of time by activity categories for range preparation area personnel based on 200 observations. . . . . . . . . . ............. Sampling error for the number of observations in the major activity categories for Brody Group and Wilson Hall range preparation area personnel at the 95 per cent confidence level . . ............. . . . Percentage distribution of observations of work activities for Brody Group and Wilson Hall range area personnel in the work sampling study . ........ iv Page 18 25 2.7 LIST OF EXHIBITS EXHIBIT Page 1. Organization of residence hall department, dormi- tories and food services division, Michigan State University........................10 2. Percentage of total time spent by Brody Group and Wilson Hall range area personnel in nine categories ofactivities....................... Z8 3. Michigan State University job descriptions . . . . . . 35 4. Work sampling observation record and tally sheet . . 40 INTRODUCTION The rising cost of labor in relation to other costs has been a primary concern of food service management in the moderately inflationary post World War II economy. Formerly, raw food costs represented the largest single cost in food service operations but expenditures for labor in recent years have been demanding an in- creasing proportion of the total budget. At a 1962 conference, Radigan, an economist with the National Restaurant Association, reported that a comparison of 1958 and 1954 Census statistics indicated that payroll in the restaurant industry has increased on an average of 5 per cent a year with 3.4 per cent rise in the number of employees (13). The continued increase in cost of labor has been attributed to the enactment of the minimum wage law by federal and state legislation, the incremental increases in social security taxes, and the increase in wage rates which are mounting yearly in all industries. In commenting on the fact that rising labor cost is perhaps the most fiercely controversial subject in the food service industry today, Radigan also emphasized the need for further research and the formulation of acceptable standards to measure labor productivity in that industry. To know how man power is being utilized and if it is being used effectively is becoming increasingly important to management of food seijviog activities. Management has recognized that techniques must be developed and utilized to control labor costs and improve operations in food service establishments if the objectives of the organization are to be realized; i. e. , performing work in the most efficient and effective manner with the greatest possible value at minimum cost. Prior to 1950, industrial engineers developed and refined standard time and motion study techniques to measure direct labor which in this context may be defined as a repetitive activity; i. e. , each individual performs work on a piece that advances the piece toward ultimate specifications (12). The lack of established labor standards in food service operations has been due primarily to non-repetitive and irregularly occurring work assignments, described by industrial engi- neers as indirect labor, which characterize this particular industry. Since-{1950 a technique known as work sampling has gained acceptance by,ihdustry for the measurement and analysis of non-repetitive and irregularly occurring activities where there is no established method or frequency description available. From a review of literature and reported research, work sampling appears to be a reliable technique for the quantitative analysis, in terms of time, of labor productivity in the food service industry (5, 7, 8,14,15,18, 22, 23). Close has suggested that efforts to reduce labor costs should be directed toward the area of the largest dollar sign, and the golden rule of thumb is to consider those items that show the highest percentage of the total cost of the operation (4). Since cooks usually constitute the greatest total labor cost of non-supervisory personnel in the food service organization, a study of the productive time of the range preparation area personnel in two university residence halls may provide information valuable to persons concerned with food service management. The purpose of this study was to employ the work sampling tech- nique to classify and analyze work activities of range preparation area personnel in two university residence halls that differed in respect to a) number of meals served per day; (b) organization of range staff; and c) layout and design of food service facilities. WORK SAMPLING— -A REVIEW The theory of the work sampling technique is that in accord with the fundamental laws of probability, the percentage distribution of the various elements of an operation or task performed or observed during a sampling period, will tend to equal the percentage distribution of the performed tasks which would have been revealed through continuous observation. The degree of accuracy contained in the results of a sampling study lies in the number of observations made; the larger the number made, the greater is the degree of accuracy. As the number of observations increases, the sample more closely approximates the entire activity under study and the possibility of the unobserved portion of the activity exerting a distorting influence on the sample findings is thereby minimized (6). An essential condition of work sampling is that observations are to be taken at random. Randomness in the statistical sense means the condition that any given instant of time has an equal chance of selection at the time for observation with any other instant, that there is no apparent order to the times of observation, and thus that one time of observation is independent of all other times of observation. Another condition to ascertain inferences of known reliability from work sampling is that the entire period from which samples are taken must be subject to selection as the random times of observation are drawn (1, 2). Tippett (17) of the Shirley Institute of the British Cotton Industry Research Association is generally credited with the origination of the work sampling technique. In 1935 he reported a "snap-reading'l method as a statistical approach to determine running time and idle time on large numbers of machines and workers spread over an extensive floor area in an English textile mill. Five years later, Murrow (10) intro- duced this approach to work analysis in the United States under the term "ratio-delay" to study the activities and delays of men and machines in three different industries. In 1952 Brisley (3) discussed the merits of ratio-delay and reported example jobs on which this technique had been used: analysis of clerical operations, work load and duties; studying work methods for possible improvement; and determining time study allowances. The expanded application of the ratio-delay method prompted H. L. Waddell (20), editor of Factory Management and Maintenance, to propose the term work sampling for the broader concept of ratio-delay. Barnes (2) believed that the name, work sampling, was a more descriptive tech- nique because the method was no longer restricted to delay allowances but included measurement of human activity and production operations. MacN'iece (9) tested the reliability and validity of the ratio-delay technique for obtaining information concerning inactivity time for maintenance crews and reported in 1953 that it was a usable method. To validate performance standards by the work sampling technique, Barnes (1, 2) compared and tested its results with the accepted time study method for measuring work in a large refining industry. One conclusion drawn from the study was that work sampling combined with performance rating gives final results substantially the same as those determined from time studies. With the recognition of the reliability of results from work sampling and the successful application of this method for measuring indirect factory labor, the ratio-delay method was adapted to the measurement of indirect or non-repetitive types of work in other industries. One of the largest department stores in the United States employed the work sampling technique to check utilization of floor managers (16). Using a random sampling method, over 2, 000 observations were made for 1‘) floor managers during a twenty-one day period. The findings indicated that, in a work day, floor managers were spending only one-third of their time with their essential task of assisting customers and the remaining two-thirds of their time in supervisory and detailed tasks. As a result of the study, the number of floor walkers was doubled to accomplish the necessary functions of that position. Jaske (7) used work sampling to improve the maintenance per- formance of employees in a large manufacturing company which con- sisted of some 80 operating units. Two three-men teams made over 15, 500. random observations during a thirty-day period. By establishing a performance rating using the point-hour system, the observations were converted to show the monthly average performance of the main- tenance workers. Tabulations of the work sampling data provided management knowledge of relative performance of the operating units and indicated areas of low productivity. As a part of an extensive study to improve operations within a hospital, Wright (23) employed the work sampling technique to measure the patient-care time spent by hospital personnel in the Harper Hospital in Detroit. Three hospital ward units were selected for study and all professional nursing and ancillary personnel involved in the direct care of the patient in each ward were sampled to determine time spent per- forming various activities. Observations were recorded in 29 cate- gories of activity during thirty-minute periods of the three eight-hour shifts for a period of seven days. The report provided information for developing a staffing guide for improvement in patient care. Although widely used in business and industry to measure indirect labor, relatively few studies of work sampling as a technique in measur- ing work activities in food service operations have been reported. Wilson (21) conducted a work sampling study in two university residence halls over a four-week period of four days each during the two-hour evening meal to determine the explanation for dissimilarity in student payrolls in similar residence halls. A comparison of activity per- centages for the two groups indicated that difference in payrolls was due to difference in equipment and kitchen layout. Johnson (8) deveIOped and tested a work sampling technique for classifying and analyzing management activities of dietitians as food production managers performing at the middle management level. Activities were classified in four management categories: planning and organizing, controlling, procurement and inventory, and conference and evaluation; and three non-management categories: direct labor, personal time and miscellaneous. Evaluation of the technique indicated that work sampling was a feasible method for analyzing managerial activities of dietitians. Sanford (14) applied work sampling to study time distribution of activities of college food service managers. Over 1, 000 stratified sample observations for each of the three food service managers were made and recorded during a forty-day working period. The study showed that the work sampling technique was suitable for measuring managerial activity and the information could be used as a basis for improved personnel utilization and cost control procedures. In conducting a study of hospital food service Wise (22) adapted the work sampling technique for observation of seven employees and analysis of time spent in each of nine work categories. The findings provided information for more effective employee classification and scheduling. Schell (15) utilized the work sampling technique to investigate the time spent in the preparation and service of food in six federal insti- tutions. A determination of those activities in the food service operation which would lend themselves to measurement showed that the tasks performed by cooks, bakers, meat cutters and food service workers could be measured in terms of minutes per ration served. The find- ings were evaluated to establish standards for staffing and provided management with a tool for analyzing a single operation or comparing productivity in similar institutions. METHOD Fundamental principles of work sampling have been established as defining categories of work activity, assuring randomness in making observations of activities, determining the number of observations for a given degree of accuracy, and recording instantaneous observations of activities (1, 2, 6). Hansen (5) has suggested ten rather definite steps to be taken in making a work sampling study for production and performance analysis. The procedure for the data gathering function of this study is an adaptation of Hansen' 5 basic plan for work sampling. * Define the objectives of the study. ' * Select the area(s) for study. * Orientate the subject(s) undergoing study. * Define the categories of work activity. * Determine the required number of observations for reliability. * Establish the time period of the study. * Select randomized times for making observations. * Design'the observation record. * Describe the technique for making observations. * Record observations . Definition of Objective 5 This study was concerned with the investigation of work activities of range preparation area personnel. The objectives were to classify types of range work activities and compute the amount of time spent by personnel in the performance of these activities in two university residence halls which differed in respect to 1) number of meals served per day; 2) range staff organization; and 3) layout and design of food service facilities. The data may provide residence hall managers with information pertinent to scheduling, controlling and forecasting man power and work load requirements . Area for Study The Residence Hall Department of the Dormitories and Food Services Division, Michigan State University, consisted of 16 residence halls in the spring quarter of 1964. Exhibit 1 shows the organizational framework for the Dormitories and Food Services Division. Supple- mentary information has been summarized below: Ope rational Info rmation Residence Hall Year Completed Normal Census Mayo 1931 240 Williams 1936 260 Campbell 1939 300 Mason-Abbot 1942 825 Snyder-Phillips 1942 875 Landon 1946 325 Yakeley 1947 325 Gilchrist 1948 200 Shaw 1950 l, 100 *Brody Group 1955 3,000 Van Hoosen 1957 140 Owen Graduate Center 1960 475 Case 1961 l, 040 *Wilson 1962 1,125 McDonel 1963 1,130 Wonders 1963 1,130 >1: Selected for study. lO .NooH J nongoO poump uumflo cofimnflcmwno 89C cognac/w Swfimu ofiCD madam :mmfifloflz .Goflmgflo moot/Mom U03 pad mowuofignop .ucoeunmmmp Sm: monopfimoh mo nofimficmmHOun .H HHMHEXH manoeunmmafl comoom cm> >ofimxm> HoGoQoz Hogpmm muopcog 05m: mGoEEH SOmHCS “ooh/quOmmE Ufiofluofidm mgmflfig Gopcmd Gdiwum mazzaméwvscm 3225 52mm Bram ome wGoHumEHAw HoficoO muddpmwu act/O impugn”; anon—U >Uoum . . . 3.3.x mormemmm GoSodpumcoO paw uGoEQoHost Mommamz l . >Hpcdmd HOW Howmcmz unwomfimmifl Romano: l occdcwufimz damn/w ooH mcfiodsm paw wcfimdom ooTwHom. pooh “Ow pom Mommas: 1 Hoqumz gamumflmmaos Hommcmg pcmumflmmaoq ECO mdQEmO 330m 7... . mqofimmooqou Howgdg powwow: Howmcmz _ nomad: Howmcmvj . mEESmMoED maamsomwtoztflz Hzmzem/wmmo 413.3 mozmemmm H380 mmozmx 28m woos pl _ . . coat/HQ mmofi/Hom pooh can $62038th mocmcfih paw mmocflmdm “Gopfimmnnm mofi> “Copfimmuna WBHmmmCZZD HHdNHm Z3o5pounmnsoz 130R. 0 Aw no 0 .h :4 math“. 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M>HHODQOMQ oath. mo mqofimcwuombo 68TH. mo mcoflmcfiomnflo owmpaoononm mo “032.32 ommucoouom mo HoQEDZ >Homoum0 >fi>fio< QSOHO Econm *rodum MCSQEmm v30? 9: E HoGCOmHoQ down mwcmh lllrl ’)l}1.l|lll\l 'l').- I’ )I‘)I.Il\lul)\l\l) I.) 1.1)‘v~alr\:n1t.1\o\n.lll \IDS)GG\I)4\I ‘ o‘- 1114*...1 28 EXHIBIT 2. --Percentage of total time spent by Brody Group and Wilson Hall range area personnel in nine categories of activities Activity Catego ry PRODUCTIVE Food Preparation Cleaning Equipment and Work Surfac e s Directing, Coo rdinating and Controlling Range Related Activities PRODUCTIVE SUPPORT Pre-prepa ration of Food PERSONAL NON-PRODUCTIVE Walking and T ransporting Idle and Search Janitorial Work 0 5 10 15 20 25 30 35 40 45 100 Brody Group N Per Cent of Total Scheduled Time Wilson Hall I I 29 recipes and cooks' worksheets and checking refrigerator or storeroom were considered range related activities and comprised approximately 6. 7 per cent of range personnel activity time for the Brody Group and 6 per cent for Wilson Hall. Activities considered non-producti ve consumed the second largest amount of time. For the Brody Group, range personnel spent 11.6 per cent of their time walking with or without a load or transporting materials on a wheeled vehicle. In Wilson Hall this percentage was 17 which appears high in view of the efficient layout and design of that residence hall kitchen. Search and idle time are always considered significant in a profile of work activities. For the range area personnel these non-productive elements constituted approximately 3. 5 per cent of the total time and were observed when unavoidable delays occurred and at the end of the eight-hour work period. The percentage of time spent in cleaning equipment and work surfaces was 10. 5 per cent for Brody Group and 6.4 per cent for Wilson Hall. This did not include maintenance of range floor area, refrigerators or storeroom which was considered janitorial work. For Brody Group the janitorial activity percentage was 2.4; for Wilson Hall 10. Directing, coordinating and controlling which included super- vision, conferences and processing records accounted for 8. 8 and 5.4 per cent of range activity time in the Brody Group and Wilson Hall, respectively. Range area personnel in both residence halls spent approximately 5 per cent of their time in conferences and discussion, 6. 3 per cent in the Brody Group and 4.1 per cent in Wilson Hall. Supervision involved 1. 7 per cent of the Brody Group range personnel activities each day and . 8 per cent at Wilson Hall. For both residence halls processing records accounted for less than 1 per cent of the time categorized as directing, coordinating, and controlling. 30 Personal activity included time spent by the subjects in taking care of personal needs and in two ten-minute coffee break allowances per day. This activity consumed 7 and 6 per cent of range personnel time for the Brody Group and Wilson residence halls respectively. Niebel ( 12) reported that detailed production checks in industry have demonstrated a 5 per cent allowance for personal time or approxi- mately 24 minutes in an eight-hour day is appropriate for male and female workers for typical working conditions. The productive and non-productive components of total activity time are considered indicators of personnel performance. For Brody Group range preparation area personnel, the productive time per- centage was 75. 4, for Wilson Hall 63. 3; the non-productive time per- centages were 17. 6 and 30. 7 for Brody Group and Wilson Hall respectively. OBSERVATIONS The data from this study covered a one-week normal activity cycle for residence hall range area personnel at Michigan State University. The opening and closing of each term in a university food service presents many unique problems, problems that are meaningful in over-all labor analysis. For management decisions on residence hall layout and design, staffing, scheduling work loads and methods improvement, a work sampling study at Michigan State University should be programmed for a ten-week term. Interpretation of these data could be thrown into sharper focus by calculating the cost per day per student for the respective work activities of range area personnel at Brody Group and Wilson Halls. Range area work activity categories developed for this investi- gation could be modified for work sampling studies of range area personnel in other institutions. 31 10. 11. BI BLIO GRAPH Y . Barnes, Ralph M. Work Sampling. 2d ed. New York: John Wiley and Sons, Inc., 1957. . Barnes, Ralph M. Motion and Time Study. 5th ed. New York: John Wiley and Sons, Inc. , 1963. . Brisley, C. L. "How You Can Put Sampling to Work, " Factory Management and Maintenance, CX, No. 7 (July, 1952), pp. 84-89. . Close, Guy C., Jr. Work Improvement. New York: John Wiley and Sons, Inc., 1960. . Hansen, Bertrand L. Work Sampling for Modern Management. Englewood Cliffs, New Jersey: Prentice Hall, 1960. . Heiland, Robert E. and Richardson, Wallace J. Work Sampling. New York: McGraw-Hill Book Co., Inc., 1957. . Jaske, W. M. ”Work Measurement by Work Sampling, " Factory Management and Maintenance, CXIII, No. 1 (January, 1955), pp. 58-62. . Johnson, Virginia K. "Responsibilities of Food Production Managers Performing at the Middle Management Level. " Unpublished Ph. D. dissertation, University of Wisconsin, 1960. MacNiece, E. H. "Work Sampling: Newest Way to Check Mainte- nance Efficiency, ” Factory Management and Maintenance, 111, No. 7 (July, 1953), pp. 110-112. Murrow, Robert L. "Ratio-Delay Study, " American Society of Mechanical Engineers Transactions, XLIII, No. 4 (1940), pp. 302-303. Nadler, Gerald. Work Design. Homewood, Illinois: Richard D. Irwin, Inc., 1963. 32 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 33 Niebel, Benjamin W. Motion and Time Study. 3rd ed. Homewood, Illinois: Richard D. Irwin, Inc., 1962. Radigan, J. Terry. "The Changing Economics of the Food Service Industry: Its Past and Future, " Proceedings of the Seventh Conference of the Society for the Advancement of Food Service Research, New York City, November 15-16, 1962, pp. 91-94. Sanford, J. P. and Cutlar, K. ”Work Sampling of Activities of Food Service Managers, " Journal of The American Dietetic Association, XLIV, No. 3 (March, 1964), pp. 327-332. Schell, Margaret L. ”Work Sampling: An Approach to a Problem, " Journal of The American Dietetic Association, XLI, No. 5 (November, 1962), pp. 456-458. Studying a Job--By Work Sampling, " Business Week, No. 1267 (December 12, 1953), pp. 58-62. Tippett, L. H. C. "Statistical Methods in Textile Research. Uses of the Binomial and Poisson Distributions. A Snap- Reading Method of Making Time Studies of Machines and Operators in Factory Surveys, " Journal of the British Textile Institute Transactions, XXVI (February, 1935), pp. 51-55. Tuthill, B. H. and Donaldson, B. "Labor in the Dietary Depart- ment: A Study of Ten Hospitals, " Journal of The American Dietetic Association, XXXII (June, 1956), pp. 541-545. U. S. Department of Labor, Wage and Hour, Public Contract Division. Restaurants and Other Food Service Enterprises, Survey, February, 1962. Waddell, H. L. ”Work Sampling--A New Tool to Help Cut Costs, Boost Production, Make Decisions, " Factory Management and Maintenance, CX, No. 7 (July, 1953), p. 83. Wilson, Maxine. "Determinine Work Loads by Random Ratio- Delay Sampling, " Journal of The American Dietetic Associ- ation, XXXII, No. 8 (August, 1956), pp. 719-723. Wise, B. I. and Donaldson, B. "Work Sampling in the Dietary Department, " Journal of The American Dietetic Association, XXXIX, No. 4 (October, 1961), pp. 327-332. Wright, Marion J. Improvement of Patient Care. New York: Putnam's Sons, 1954. APPENDIX 34 35 EXHIBIT 3. --Michigan State University job descriptions* 1. JOB TITLE: Head Cook II. CLASSIFICATION: Cook IV III. PRODUCTION CENTER: 05 IV. RESPONSIBLE TO: Production Supervisor V. HOURS OF WORK: Flexible; alternate weekends, or weekends as necessary. Normal hours, which may vary, are: Weekdays: 5:30 A.M. - 2:30 P.M. or 10:30 A.M. - 7:30 P.M. Weekends: 6:30 A.M. - 3:30 P.M. or 10:30 A.M. - 7:30 P.M. VI. REQUIREMENTS: A. One year's experience as Cook III or equivalent; good record. B. Outstanding leadership and organizational abilities. C. Educational qualifications to meet standards needed. D. Ability to work flexible schedule. E. Neat appearance; personal cleanliness; good general health. VII. DUTIES: A. Directs all kitchen activities, including: 1. Utilizing and completing work sheets. 2. Requisitioning, storing, freezing, labeling and main- taining kitchen supplies and products. 3. Organizing work situations. 4. Maintaining maximum standards of sanitation and safety. B. Directs all kitchen personnel supervision, including: 1. Training, guiding and organizing regular and student personnel. 2. Scheduling meal times of kitchen personnel. 3. Training students from University classes in Brody kitchen. C. Assists production supervisors in: 1. Reporting deficiencies in quantity or quality of supplies or kitchen products. 2. Utilizing left-overs. 3. Recommending equipment repairs and improvements. 4. Testing new or revised recipes. 5. Rating kitchen employees. D. Works in food preparation and production, including: 1. Preparing, helping to prepare, or being able to prepare all kitchen menu items, using standardized recipes. Checking recipes; recommending changes. 2. Testing all prepared kitchen products to maintain standards. , E, Performs related duties as assigned byproduction supervisor. “Source: Michigan State University Personnel Center I 36 EXHIBIT 3 . - - (Continued) II. III. IV. VI. VII. JOB TITLE: ‘ Second Cook CLASSIFICATION: Cook 111 PRODUCTION CENTER: 05 RESPONSIBLE TO: Head Cook HOURS OF WORK: Flexible; alternate weekends, or weekends as necessary. Normal hours, which may vary, are: Weekdays: 5:30 A.M. - 2:30 P.M. or 10:30 A.M. - 7:30 P.M. Weekends: 6:30 A.M. - 3:30 P.M. or 10:30 A.M. - 7:30 P.M. REQUIREMENTS: A. Two years‘ experience as Cook II or equivalent; good record. B. Leadership and organizational abilities. C. Educational qualifications to meet standards needed. D. Ability to work flexible schedule. E. Neat appearance; personal cleanliness; good general health. DUTIES: A. Works in food preparation and production, including: 1. Preparing, helping to prepare, or being able to prepare all kitchen menu items, using standardized recipes. Checking recipes. 2. Testing prepared kitchen products to maintain standards. 3. Reporting to head cook or production supervisor, deficiencies in quantity or quality of kitchen products. B. Performs duties of sanitation and safety, including: 1. Assisting in cleaning of kitchen and equipment. 2. Maintaining personal cleanliness. 3. Maintaining personal safety practices. C. Performs kitchen supervisory duties, including: 1. Assisting head cook in direction of activities and personnel. 2. Directing all kitchen activities and personnel in absence of head cook. D. Performs related duties as assigned by head cook or production supervisor. E. Works with custodial crew during vacation periods, if assigned. 37 EXHIBIT 3. --(Continued) II. III. IV. VI. VII. JOB TITLE: Cook CLASSIFICATION: Cook II PRODUCTION CENTER: 05 RESPONSIBLE TO: Head cook or second cook, or in their absences, production supervisor. HOURS OF WORK: Flexible, alternate weekends, or weekends as necessary. Normal hours, which may vary, are: Weekdays: 5:30 A.M. - 2:30 P.M. or 10:30 A.M. - 7:30 P.M. Weekends: 6:30 A.M. - 3:30 P.M. or 10:30 A.M. - 7:30 P.M. REQUIREMENTS: A. Food production experience; good record. B. Educational qualifications to meet standards needed. C. Ability to work flexible schedule. D. Neat appearance; personal cleanliness; good general health. DUTIES: A. Works in food preparation and production, including: 1. Preparing, helping to prepare, or being able to prepare all kitchen menu items, using standardized recipes. Checking recipes. 2. Testing prepared kitchen products to maintain standards. 3. Reporting to head cook, second cook or production supervisor, deficiencies in quantity or quality of kitchen products. B. Performs duties of sanitation and safety, including: 1. Assisting in cleaning of kitchen and equipment. 2. Maintaining personal cleanliness. 3. Maintaining personal safety practices. C. Performs kitchen supervisory duties, including: 1. Assisting head cook and second cook in direction of kitchen assistants, kitchen porter and student kitchen personnel. 2. Directing necessary activities in absence of head cook and second cook, as assigned by production supervisor. D. Performs related duties or assists in other departments as assigned by head cook, second cook or production supervisor. E. Works with custodial crew during vacation periods, if assigned. 38 EXHIBIT 3. -- (Continued) II. III. IV. VI. VII. JOB TITLE: Kitchen assistant CLASSIFICATION: F.S.H. II PRODUCTION CENTER: 05 RESPONSIBLE TO: Senior cook HOURS OF WORK: Flexible; weekends as necessary. Normal hours, which may vary, are: Weekdays: 7:00 A.M. - 3:30 P.M. or 8:00 A.M. - 4:30 P.M. REQUIREMENTS: A. Previous work experience, preferably in food industry; good record. B. Ability to work flexible schedule. C. Neat appearance; personal cleanliness; good general health; ability to stand for long periods. DUTIES: A. Assists in food preparation and production, including: 1. 01 Slicing, chopping, cutting, grating, dicing, panning, flaking and mixing food items, cracking, cooking and peeling eggs and opening cans and cases to be used in the kitchen. . Assisting in less heavy production work of breakfast and lunch items, and preparation of dinner items, using standardized recipes and procedures; testing of prepared products to maintain standards. . Panning finished products, portioning meats, making sandwiches. . Working on pre-preparation of kitchen items as designated on pre-preparation sheet; labeling and storing items. . Preparing and labeling goods for freezer. . Reporting to senior cook, deficiencies in quantity or quality of kitchen products. B. Assists in duties of sanitation and safety, including: 1. Less heavy cleaning of kitchen and equipment. 2. Maintaining personal cleanliness. 3. Maintaining personal safety practices. C. Performs related duties or assists in other departments as assigned by senior cook. 39 EXHIBIT 3. --(Continued) II. III. IV. VI. JOB TITLE: Student Cook PRODUCTION CENTER: 05 RESPONSIBLE TO: Senior cook HOURS OF WORK: As scheduled REQUIREMENTS: A. Previous work experience and good record, preferably food service experience. B. Ability to work flexible schedule. C. Neat appearance; personal cleanliness; good general health. DUTIES: A. Punch in at scheduled time, in uniform. B. Do general cooking duties as assigned by senior cook: 1. Work on pre-preparation of kitchen items. 2. Work on preparation and production of kitchen items. 3. Assume responsibility for counts of items, portions, pans, dishes, weights and measurements. 4. Use standardized procedures and maintain accepted standards. C. Assist other cooks in cleaning of kitchen and equipment. D. Do other duties or assist in other departments as assigned by senior cook. E. Eat in employees' dining room, punched out and in uniform, at time specified by senior cook. F. Punch out at scheduled time or when directed to do so by senior cook. 40 EXHIBIT 4. --Work sampling observation record and tally sheet Residenc e Hall Date Tally Work Activity Cooks Students Shift Staff Member Observed 1 Food Preparation 2 Cleaning Equipment Random and Work Surfaces Time Supe rvi 5 ion Processing Papers and Records Conferences and Discussions Operation of Equipment Reading Recipes and Cooks' Worksheets Checking Refrigerator or Storeroom Watching Food Cook 10 Pre-preparation of Food 11 Personal Time 12 Idle 13 Search 14 Transporting 15 Walking With a Load 16 Walking Without a Load Comm ent s 17 Janitorial Work Totals IAHNNGAN STATE UAHVERSHY COLLEGE CFIiOME ECCROMNCS EAST LANSING, MICHIGAN 1965 M.S. Problem Preston, hary h, A Study of Work activities for flange freparation area rersonnel ir m... [ I v o 1 o _ ‘I 1 LHO UHlVeFSlty ne51dence dalis 1293 02533 4727 __.____ * m