A METHOD OF D'ETERMEHWG EQUIPMENT AND MENEMUM FLOOR SPACE FOR A BAKESHOP, AH INTEGRAL PART OF A KIFCHEN SERVING 500 PERSONS PER MEAL Them for $330 099990 of M. S. MICKEHN STHE UNWERSETY Agnes Lavinia Campbell 1962 ‘ . > ‘i ".V .L ~ I \ ‘ VLwJUL. Us 3; 353?. H i‘.\‘: m - x d ' §. \\ wt.‘ “2'A'1I‘7f' 9. a. 'k II“ . T" ‘ n l‘ ‘ .\ ..~.u,:u71.q Jh-gAn than! {LC EASE; L) :9 TL?" i: ”.- LL" ‘Uy nif‘v.‘ mm LIBRARY Michigan State University l IéiITHCJtIEB.1 J. , £x§JI"IEess |m.él\/ILI'IJ.£3 A Fmdfumj of DeternflrmrwafflmJipmwnt M _ 333 " .1"§:9(:'€.2§’. WEI} f-f!CF~T|G:“«.’é STATE UNW§RSITY ... -u -“-~.-'"" I‘:“"_""| hr, r‘ "or Ir‘ J _ y. ‘L. | ‘ PLACE IN RETURN BOX to remove this checkout from your record. TO AVOID FINES return on or before date due. MAY BE RECALLED with earlier due date if requested. DATE DUE DATE DUE DATE DUE 6/01 cJCIRC/DateDue.p65.p.15 — — ——.—.—_— A METHOD OF DETERMINING EQUIPMENT AND MINIMUM FLOOR SPACE FOR A BAKESHOP, AN INTEGRAL PART OF A KITCHEN SERVING 600 PERSONS PER MEAL BY Agnes Lavinia Campbell A PROBLEM Submitted to Michigan State University in partial fulfillment of the requirements for the degree of MASTER OF SCIENCE Department of Institution Administration 1962 ACKNOWLEDGMENTS The author expresses appreciation for the encourage- ment, advice and assistance in compiling and writing this study to her committee: Professors Katherine Hart, Chairman; Mildred Jones and Grace Miller. Appreciation is also expressed to the Canadian Royal Air Force for the appointment to the Air Force graduate program. I I I I I I I l I I I I I I ¥*¥¥mmmmx¥¥¥xmm ii TABLE OF CONTENTS Page INTRODUCTION ......................... 1 THE PROBLEM . ..................... . . . 2 THEPILOTSTUDY....................... 8 OBSERVATIONS AND LIMITATIONS OF THE STUDY ..... 18 BIBLIOGRAPHY . . ..... . ................. 22 APPENDIX . . ..................... . . . . 24 iii TABLE 10. ll. 12. 13. LIST OF TABLES _Page . Representative Menu Items and Variations ....... Equipment Guide A--Suggested Basic Equipment List for Bakeshop Serving 600 Persons per Meal ..... . . Equipment Guide B--Speciality Equipment List Accord- ing to Menu Items for Bakeshop Serving 600 Persons perMeal.. ...... ..... . Equipment List—-Equipment Used to Produce 28 Cocoa LayerCakes...................... . Equipment List--Equipment Used to Produce 50 doz. FanTanRolls ..... . Equipment List-—Equipment Used to Produce 240 CreamPuffs................ ...... . Equipment List--Equipment Used to Produce 25 Angel Cakes............. ..... . Equipment List--Equipment Used to Produce 300 Muffins...... ............. ..... . Equipment List--Equipment Used to Produce 50 BananaCreamPies............. ..... . Equipment List--Equipment Stored on Pot Rack Indi- cating Areas Occupied. . . . . . . . ........ . . Storage Details . . . . ........... . . . . . . Equipment List for Suggested Arrangement of Bakeshop Equipment (Figure 2) Equipment Standing on the Floor. Equipment List for Suggested Arrangement of Bakeshop Equipment (Figure 2) . . . . . ............ iv 9 ll 13 25 26 27 28 29 3O 31 32 33 34 LIST OF FIGURES FIGURE Page 1. Suggested Arrangement of Utensils on Shelves ..... 15 2. Suggested Arrangement of Bakeshop Equipment . . . . 17 INTRODUCTION Most industries have become so highly specialized that a manager of a department needs to develop expertise in a limited field only. When the president of a corporation makes decisions affecting the over-all operation of the plant, he depends on the advise and information supplied by his various section heads. The food service operator differs from most other general managers in that he carries out the full cycle in one establishment; he purchases raw material, manufactures it and sells the product all under one roof. Very few food service establishments are large enough to afford expert managers for each section; therefore, one operator makes all the major decisions without personal advice. There is a decided lack of information available as a guide for ordering food service equipment. Some text books list the major items but very little has been written about the amounts required, the purchase descriptions and the storage of the many utensils. A method for deter- mining major and minor equipment requirements is needed so information can be compiled to provide a realistic basis for estimating minimum required floor space. This paper presents a pilot study of a method for determining equipment and minimum floor space requirements for a bakeshop. THE PROBLEM Productivity in the United States has been rising at the rate of three per cent per year; the food service industry has been increasing its productivity at the rate of only one per cent per year (20). Donald . Greenway, Executive Vice President of the National Restaurant Associ- ation has stated that the restaurant industry has one of the lowest productivities per man-day of work of any industry in the country (19). It has been estimated that only 45% of hotel and restaurant employees' working hours are spent at productive tasks. The food service industry has been growing by leaps and bounds, being outranked only by housing, clothing and retailing. AAInericans are becoming more affluent; the number of family wage earners is increasing; more discretionary income is available; more families are eating out. However, in spite of the growing volume of business, each year is marred by the failure of many establishments. During 1961 in the United States, 1, 383 food service operations closed their doors losing approximately $30, 000 each (21). Better guided planning of equipment purchases, and more efficient use of floor space could have saved some of these projects. , A clever salesman can play havoc with a carefully planned budget especially if the operator is not well armed with true facts and figures. An inexperienced manager may order too little; he may order too much or he may make poor selections. Any one of these errors or a combination of them usually brings disastrous results and increases unproductive time. If insufficient equipment is available to the staff members the continuity of their work will be disrupted by delays while they wait for machines to be free so they may continue with their assign— ments. The supervisor must prepare very detailed work plans often resulting in loss of flexibility and efficiency. Until recently it was cheaper to pay more wages than to buy new machines but this situation has changed. The wages for food service personnel, which in the past have ranked very low in comparison with other industries, have been rising during the last two decades and it is expected that they will continue to do so. Morehouse, Managing Editor of Restaurant Manage- _rr_1_e_rit, has said that managers who are not prepared to add twenty per cent to their payrolls in the next five years, plus ten per cent in fringe bene- fits, will be putting themselves into low gear for the long steep curve of rising labor costs that lies ahead (19). In the long run, if wisely selected, labor saving equipment will often prove more economical than extra wages. A lack of equipment limits the number of menu items and often the quality of the products. It is evident that without a waffle iron a restaurateur cannot serve waffles but insufficiencies may cause many less obvious limitations. For example, an operator may install only a single deck oven although he wishes to serve fresh apple pie and rare roast beef at the same meal. The roasts should be staggered so that one is removed from the oven every fifteen minutes during the serving period. .The manager is faced with the choice of hiring an extra chef to make the pies earlier, taking all the meat out of the oven at the same time or serving day old apple pies. A two deck oven would make the cook's routine more flexible, allow a higher standard of food service, reduce payrolls and increase sales and profits. Often the dealers have the only data concerning the economics of the addition of certain items of equipment. Unfortunately, their data are slanted towards increasing sales. A larger dishwashing machine may complete the dishwashing operation in a shorter time and reduce the labor hours per day, but unless these hours are used to advantage, the instal- lation is not economically sound. If the employees are idle during the hours between peak periods the expenses will be increased with no compensatory savings. To determine whether an investment is a wise one, the operator needs facts and figures other than the sales oriented data normally supplied by the salesmen. Food service establishments are scattered throughout urban and rural areas and some managers have no communication with other members in the same field. Although the hotel and restaurant trade magazines list and describe new products on the market, they usually repeat only the sales oriented information which the dealer published. Because of this and the lack of pooling ideas and information, many managers are not in a position to evaluate either new equipment trends or the improvements of past years. Kitchens still exist where garbage cans in the dishwashing area are not on dollies and the employees are carrying them to the garbage room. In order to be progressive and to keep up with the times, an establishment must maintain a climate receptive to change. Human beings normally resist change; however, if management makes it a practice to periodically introduce innovations, the staff come to accept the fact that these changes make their work easier instead of causing complications, and their resistance decreases or fades away completely. A publication listing recommended amounts of equipment would provide the manager with practical ideas for his organization. If it is amended as new items enter the market, it will assist him in keeping his establish- ment up to date. A reputation for progressiveness will attract and retain a better class of employee and will, therefore, be an aid to a high standard of service, food and sanitation. For many decades the public has regarded personnel employed in the food service trades as low class citizens; they are given the status of servants. It now appears that the public is becom- ing more aware of the magnitude of the skills required in the industry and the image is improving. Continued modernization will help maintain this impr ovenient. Another factor to be considered while discussing modernization is the cost of maintenance of old machines. Many hard-earned dollars go into repairs. It may be cheaper to buy a new machine and put those dollars into monthly payments for it. The new machine will no doubt be more efficient, less costly to operate, and a morale booster for the staff, but this can only be determined by the study of adequate data. It is just as important not to over invest as it is not to under invest in equipment. If an Operator knows exactly what equipment he needs for the production of each item he expects to include on his menu, he can plan his equipment purchases wisely. The use of labor saving prepared foods is eliminating the need for many pieces of equipment. If the plans call for pre-peeled, frozen or dehydrated potatoes, why not cross the potato peeler off the list? Unused or oversized equipment will not pay for itself. Brodner (3) stated that the expenses of running a food service department normally include 10% of the investment on furniture, fixtures and equipment. This may go to payment of mortgages, interest on loans or a satisfactory return on the owner's capital. Therefore, the larger the investment in equipment the greater will be the fixed expenses and the greater the volume of business must be to maintain a reasonable profit. Over investment in equipment will by no means ensure a large volume of business. The wise operator keeps his investment to a reasonable mini- mum while supplying the necessities for efficient operation. Too much equipment results in more floor space being allocated to food service areas than is necessary. General construction costs are high but the cost per unit of kitchen and dining room space is even higher; it runs 50 to 70% more than the cost per unit of housing or office area. The extra maintenance, in heat, and lighting expenses must also be considered. In many kitchens extra pots and pans are sitting on shelves gather- ing dust while those in daily use are stored on the floor. Employees occasionally have to move stacks of pans to find the one they require. Such confusion decreases efficiency. -Large unnecessary stocks of attractive items such as silverware encourage pilfering. If it is known that equipment will not be counted until inventory time an employee may systematically rob the establish- ment feeling safe, because the passage of time before the theft will be discovered will make it difficult to trace the crime to him. When equip- ment is in daily use its absence is noted almost immediately as it occurs, and there is less opportunity for the thief to cover his tracks before a search is begun. On the basis that extra equipment can be useful in cases of emerg- ency, high pressure salesmen have sold duplicates to purchasing agents. When the original machine reaches the stage where it can no longer be economically repaired, more efficient models are on the market. . But the unused, but now obsolete, machine is still in the storeroom. In the interest of immediate economy the misguided administrator may have this machine installed and the department will therefore be denied the advantages of new technology for several years. Operational efficiency in a food service department depends to a large extent on the availability of the right number of the right tools in the right place at the right time. The right number of the right tools allows for optimum utilization of floor space which reduces the area allotted to food service, results in lower construction costs and increases staff productivity. The original and replacement costs of equipment are minimized and the use and storage of obsolescent items are reduced. Operational efficiency cannot be attained without careful, guided planning of the equipment and the arrangement of the work areas. The purpose of this study was to develop a method of determining equipment and minimum floor space requirements for a bakeshop in a food service department serving 600 persons per meal. THE PILOT STUDY The writer observed the preparation of bakeshop products in a Michigan State University residence hall during the summer term, 1962. In the winter months this building houses 1000 to 1100 students; during the period of observation there were approximately 600 residents. The products selected for observation were considered to be representative of the majority of those currently being served in the dormitory. Table 1 lists the menu items selected and the products they represent. For example, the production of banana cream pie includes the same processes for pastry making as those for two crust pies; the preparation of the cream filling represents the preparation of milk puddings; the cooling of the pies requires the same equipment needed for gelatin desserts; the procedures for making the meringue are similar to those used for other toppings. Production fore—casts for each dessert were based on popularity. The residence hall served three desserts at luncheon and three at dinner and records were kept of the selections made by the students. The popu- larity of each dessert varied according to the combination of the dishes offered at one meal. The number of required servings was based on the largest amount consumed at one meal rather than an average so that there would be sufficient pans for any occasion. Appendix Tables 4-9, inclusive, list in order of use each tool, utensil, machine and attachment that was utilized in preparation of the representative bakeshop products. The equipment is divided into two categories, basic and specialty items. All food service departments preparing their own desserts and breads would require the items in the first group as they include bins, tables, refrigerators and mixing 8 Table 1. Representative Menu Items and Variations Productions Observed Items Represented Banana Cream Pie All pies Cream puddings Jello desserts Custard sauces M e ringue topping s Cream Puffs Eclairs Cookies Muffins Cup c ake s Choc olate Layer Cake All butte r c ake s C obbl e r s Sho rtc ake s F ruit bar 5 Fan Tan Rolls Plain rolls and variations Sweet rolls Angel Cake C hiffon c ake s 10 machines; the manager would order only the equipment items in the second category which are required for the desserts and breads he plans to serve. This information was used to construct two guides. These master charts contain a list of equipment recommended for a bakeshop in a kitchen feeding 600 persons per meal and serving the menu items represented in Table 1 plus ice cream. Equipment Guide A, Table 2, includes basic pieces; Equipment Guide B, Table 3, denotes specialty pieces. Comments on the construction of these two equipment guides follow: 1. The measurements for the equipment were obtained from 1962 catalogues. See appendix Exhibit 1. The model numbers are not listed as each operator would select those best suited to his operation. 2. In certain cases the number of utensils has been increased over and above those utilized during the observations. For example, the pie plates were increased from 50 to 80. Left-over pies may be frozen and served at a later date. While these pans are still in service pies may appear on the menu again and a full complement of fifty pans would be required. A twelve quart trunion kettle was added as it was noted that the sixty gallon trunion was too large for the amount of custard filling prepared for eclairs; this would also be true for other fillings. The sixty gallon trunion kettle was replaced by a forty gallon kettle since this capacity is sufficient for any products cooked for 600 persons. This may not be true when the kitchen is feeding 1000 persons. The chef's knife was added for cutting fruit loaves. 3. There was considerable temptation to add equipment items which were not utilized during any of the observations. Measures are commonly available in four sizes and it seemed natural to include all four; however, the bakers used only two, therefore two only appear on the list. 11 Table 2. Equipment Guide A Suggested Basic Equipment List for Bakeshop Serving 600 Persons per Meal Description Am ou nt Bags, pastry, 16in. Bins, under counter storage, 22-}x20%-x29%—in. Brush, pastry, small Cans, garbage, 18 in. diameter Cabinet, recipe, 8%x4é-x52—in. Clock, wall electric Colander, 4 gal. Containers, food storage, 1 qt. Containers, food storage, 4 qt. Cutter, pastry Cupboard, food, 23x37x60 in. Dipper, 30 oz. Dollies Holders, pot Inserts, steam table, 26%;x13i-x4317in. Kettle, trunion, 40 gal. Kettle, trunion, 12 qt. Knives, paring Knives, chef's, 8 in. blade Measures, 1 pt. Measures, lgal. Mixing machine, 60 qt. Mixing machine, 12 qt. Attachments bowl, 60 qt. Attachments, mixing bowl, 40 qt. Attachments, mixing bowl, 12 qt. Attachments, wire whip, 60 qt. Attachments, wire whip, 40 qt. Attachments, wire whip, 12 qt. Attachments, flat beater, 60 qt. Attachments, flat beater, 40 qt. Attachments, flat beater, 12 qt. Attachments, adapter Opener, can Oven, reel-type, 120x84 in. Pans, sheet 25%x17i-x1 in Paddle, wooden Peel I-' vb r—ai—IOi—‘i—II—Ir—It—Ir-di—‘i—Ir—‘r—Ir—‘r—Ir—JHNNNyp-Hi—JOfiszHHNthi—IHNHO‘Q Continued 12 Table 2 - Continued Description Am ount Pin, rolling, small Pin, rolling, large Plate, hot, 2 burner Pots, 3 gal. Pots, 5 gal. Rack, pot, 20x48x54 in. Racks, pan, 41x21x67 in. Rack, paper towels Refrigerator, reach in, 4 compartments Refrigerator, frozen storage reach in, 4 compartments Scales, weighing 16 lbs. Scale bowl, 8 qt. Scales, weighing, 40 lbs. Scrapers, rubber Scoops, mechanical, No. 12 Scoops, mechanical, No. 16 Scoops, mechanical, No. 20 Scoops, mechanical, No. 24 Scoops, 18 oz. Scoops, 48 oz. Sink, single compartment Sieve, 16 in. diameter Skimmer Spatula, 10 in. blade Sponge, 6x3x1 in. Spoons, slotted Spoons, mixing Spoons, measuring (set) Table, wooden top, 96x60 in. Table, utility, 24x36 in. Table, portable, 21%x32 in. Tubes, pastry bag, assorted Wire whip, 14 in. Hpbr—tr—ar—INNNHHHHI-dmuP-HHHHNv—IHHHr—JHv—JHi—ar—JHHH 13 Table 3. Equipment Guide B Speciality Equipment List According to Menu Items for Bakeshop Serving 600 Persons Per Meal Menu Item Description of Equipment Amount Rolls, fan tan Cutter, dough, 19 in. diameter 1 Mixing machine dough arm, 60 qt. 1 Mixing machine dough arm, 40 qt. 1 Pans, muffin, 12 cups each 50 Proofer and retarder combination 1 Table, portable, mug-x32 in. 1 Cream puffs Eclair filler, 9 in. diameter 1 Angel cakes Pans, angel cake, 10 in. diameter 28 Muffins Pans, muffin, 12 cups each 25 Paper cups 1 .1 300 Banana cream pies Pans, pie, 9 in. diameter . 80 Cocoa layer cake Pans, cake, round, 9 in. diameter 60 Fruit pies Bowls, mixing, 30 gal. 1 Carrier 1 Eclairs Special end for pastry bag ‘ l Eclair filler, 9 in. diameter k .— "- p-‘rw ~— Ginger cake Pans, baking, ll-E-xlTR—xZi—in. 20 Fruit cobblers, etc. Fruit loaves Pans, loaf, 16x4%-x4-§-in. 20 14 4. -A two burner hot plate replaced the four burner range, as at no time did the observer see the bakers cooking on more than one burner. The addition of a twelve quart trunion may make it possible to dispense with the hot plate. 5. With the exception of the large mixing bowl on a carrier, no mixing gowls were in evidence. The bakers chose either a three or five gallon pot for ingredients that were to be cooked or mixed separately. The large mixing bowl was added to the specialty list because it was noted that the frozen apples for pies were thawed in it. 6. The four sizes of mechanical scoops were added for the follow- ing serving purposes: Size No. 12 plain ice cream Size No. 16 ice cream for sundaes Size N0. 20 ice cream for meringues Size No. 24 ice cream for pie a' la mode One extra 18 oz. scoop and one extra 40 oz. scoop were added as the bakers were frequently searching for a scoop. 7. The four compartment reach-in freezer allows sufficient space for the storage of ice cream. In many food service departments the ice cream is stored at the serving line. If this is the case the freezer space could be reduced by one half. 8. The size of the pot rack was determined by stacking the pots and pans on shelves and measuring the surface occupied and the height of the piles. This information is included in Appendix Table 10 and illustrated in Figure 1. 9. The size of the cupboard was determined by observing the kinds and amounts of supplies stored there. Appendix Table 11 includes this information plus the lists of the commodities stored in the bins and refrigerators. An operator planning a food service department would consider the proximity of the main storage areas before deciding the size of these pieces of equipment. Bottom Shelf 18 inches Deep <- 20 inches —>- Second Shelf 15 inches Deep Third Shelf 15 inches Deep Top Shelve Figure 1. 15 «<— 48 inches —>—. fi\‘\ I ‘, Mixing ‘ \ /. Mixing and ( Machine \ Machine gal. '\ Bowl /, ' Bowl Pots \ 60 qt. . i\. 40 qt. .\ ,/ .\ V 5 5 5 5 Baking Baking Baking Baking Pans Pans Pans Pans F 40 Pie Plate s Ec lair iller 40 Sheet Pans 120 Loaf Pans 30 Cake 25 Muffin Pans 2 5 Muffin Pans Pans 30 Cake Pans Scale 1 inch = 4 feet Suggested Arrangement of Utensils on Shelves. 16 Floor space for a workable arrangement of the basic and specialty equipment listed in Equipment Guides A and B, for a bakeshop serving a selective menu to 600 persons per meal is suggested in Figure 2. An area 15 by 25 feet or 375 square feet will accommodate this equipment. Appendix Table 12 includes the description and size of all the items occupying floor space. The equipment stored in drawers of the baker's table is listed in Appendix Table 13. .Several writers (6,12, 14,15) recommend that 15 square feet per person served be allotted the dining area in residence halls. For 600 residents dining space allocation would be 9000 square feet. The average division of total food service area is 60% to the dining room and 40% to the kitchen (6, 12, 14, 15). Based on these recommendations, kitchen space for producing meals for 600 persons would consist of 6000 square feet. The bakeshop layout (Figure 2) designed from Equipment Guides A and B is 375 square feet or 6. 25% of the commonly accepted kitchen area space . 4+ 25 feet —————5 17 15 feet _———->. .‘____ z- \ I""'* Mixing\\ :Portu , I {Bowl onl :able| R 1 ' \Carriei'ITablt PrOOfer evo vmg \ / . , Oven :T/ I---- lour \j-n Scale I" I I :Pan 1 {Rackfl I i i.-- - -J Trunion Hot Plate Mixer [TraSh l A \ Can \./ Cupbbard Bakers Table wlth Overhang Rack and 3 Drawers Frozen Refrigerator Storage : W Reach In Reach In Scale 1 inch = 4 feet Figure 2. Suggested Arrangement of Bakeshop Equipment. OBSERVATIONS AND LIMITATIONS OF THE STUDY This study indicated very clearly the necessity of deciding the type of menu, the type of service and to what extent convenience foods will be used in a food service department before purchasing the equip- ment and planning the layout. With rising costs in all phases of business and increasing variation in general and specialized equipment long range planning becomes more and more important. Wherever practical, an Operator should consider individual preferences. Because of increased mechanism in the kitchens and dining rooms, the staff must accept the fact they have to learn to work with the large equipment that management has provided. However, the supervisor should consider each employee as an individual artist at work. There is no reason why small, relatively inexpensive tools, such as knives, spatulas, scrapers, cannot be purchased in accordance with the chef's wishes. A two dollar tube for a pastry bag may buy the manager $100 worth of good will and increase the baker's productivity in an unmeasurable amount (24). The manager can practice good public relations at other times than when actually supervising. When considering expensive items, he can let it be known that his decisions must stand, that he has made the selection and the equipment must be used. However, when the time comes to replace it, much valuable information can be obtained by inquiring from the staff members using the present machine what they like about it, what they do not like about it, and how it can be improved. Armed with this information and a manual listing recommended sizes, numbers, and materials for his size of operation, the manager will be in a position to make a wise, rational selection. 18 19 After selecting his basic items every operator must then decide for himself which labor saving devices are a good investment for him. If a manual on the subject is published, it must stress the fact that it is only a guide and cannot be comprehensive enough to cover all situ- ations. Vegetable cutters, pastry rollers, lowerators, reel-type ovens, pot washing machines, and conveyor belts may be an economical investment or they may result in over investment. The decisions cannot always be based on dollars and cents alone. The proposed bakeshop layout (Figure 2) which was based on Equipment Guides A and B has certain limitations. 1. Observations for construction of the Equipment Guides were made in one kitchen by a single observer. Another kitchen in a different area may produce the same desserts with an entirely different combination of equipment. If it had been chosen as a model, the result would probably have been a different recommended list. Each may be equally advantageous. 2. Alternate courses of action were not considered. If the bake- shop cited in this study did not make yeast rolls the following equipment could be eliminated: the dough cutter, the proofer, the retarder, and the portable table. A smaller oven could replace the one presently installed which occupies 70 square feet. The size of the baking area and the investment in equip- ment could be reduced. On the other hand, fresh homemade rolls are very pOpular in university residence hall food service and more than pay their way in minimizing student c omplaints . 3. Every list of equipment must be checked and double checked. While the observer's attention is diverted by someone entering 20 the room, the chef may pick up a tablespoon, fill it with baking powder and throw it into his batter. By the time the observer is again watching him, he is attaching the whip in the mixing machine and the spoon does not appear on the list. A baker was asked what equipment he had used to make custard filling for eclairs. He rhymed off five items, but while observing him it was noted that he had used twelve. He failed to remember the bins that the ingredients are stored in, the. scoops, the paddle, and the table. It appeared that the method of listing observations was more accurate than that of listing according to the baker's recall. 4. Work schedules are a controlling factor in the final layout determination. In this residence hall bakeshop two bakers worked simultaneously for the greater part of the seven A. M. to five P. M. day. If the manager planned to have one baker on night shift and one on days, certain changes could be made in equip- ment orders. For example, the recommended baker's table is double width to accommodate two bakers, one on either side at the same time; this could be reduced to a single width table under certain circumstances . 5. The proximity and arrangement of the main kitchen was not con- sidered when selecting and placing equipment for the suggested bakeshOp layout in Figure 2. However, one department should never be divorced from the total kitchen layout in blocking out an efficient master plan for food service Operation. In the opinion of the author, for this study to be conclusive, it would be necessary to observe food preparation in kitchens feeding dif- ferent numbers of persons and in others giving different types of service. 21 It would also require a team of observers and technicians. A kitchen where a test of the recommended equipment could be run would be invaluable. All other equipment except that recommended by the team would be removed and production Observed in a controlled situation to ensure that nothing had been omitted and no extras included. 1 Future studies which incorporated definite controls should pro- vide additional data for determining equipment and minimum floor space requirements for institution kitchen and bakeshop layouts. 10. 11. 12. 13. BIBLIOGRAPHY . Barnes, Ralph M. Work Methods Manual, New York, John Wiley and Sons, Inc. , 1944. . Barnes, Ralph M. Motion and Time Studl, New York, John Wiley and Sons, Inc., 1958. . Brodner, Joseph St aél. Profitable Food and Beverage Ojgeration, New York, Ahrens Publishing Company, 1951. .. Casper, Stephen J. , Jr. Getting the Most for Your Food Dollar, Restaurant Management, August, 1960. . Close, Guy C., Jr. Work Improvement, New York, John Wiley and Sons, Inc. , 1960. . Dana, Arthur. Kitchen Planning for Quantity Food Service, New York, Harper and Bros. , 1949. . Day, Thomas M. A Shopping Center Cafeteria, Whippany, New Jersey, Bell Telephone Laboratories . . Fleischman, Ernest M. Modern Luncheonette Management, New York, Ahrens Publishing Company, Inc. , 1947. . Food SerVice Information. ~Koch Refrigerator Inc. , Kansas City, 1959. George W.- L. and Heckler, - Ruth D. School Food Centers, New York, The Ronald Press Company, 1960. - Joint Committee of the American Hospital Association and the American Dietetic Association. Hospital Food Service Manual, Chicago, The American Hospital Association, 1948. Kotschevar, Lendal H. and Terrel, Margaret E. Food Service Planning Layout and Eqiipment, New York, John Wiley and Sons, 1961. Kotschevar, Lendal H. Work Simplification in Food Service Reprinted from Institutions Magazine. 22 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 23 Laschober, Joseph. A Short Course in Kitchen Design . Reprinted from Institutions Magazine. Little, Keith R. .Kitchen Layout Logic, Toronto, Age Publications, Ltd. , 1959. May, E. M. The Economics of Hosp_ital Food Service, Wilmington, Delaware, Charitable Research Foundation, Inc. , 1955. Manual For Food Service Planning, Design Engineering. Reprinted from Institutions Magazine. Many Factors Determine Layout of Dining Areas, Institutions Magazine, May, 1959 . Morehouse, Richard. A Better Job with Fewer People, Restaurant Management. Sept. 8, 1960. Opinion, Institutions Magazine, March, 1962. Opinion, Institutions Magazine, July, 1962. Segler, George C. and Setchell, J. Stanford. Commercial Kitchens, -Arnerican Gas Association, 1948. Stokes, J. W. Food Service in Industry and Institutions, Ames, Iowa, William C. Brown, Inc., 1960. Straus and Sayles. Personnel, the Human Problems of Management Eagle Cliffs, New Jersey, Prentice Hall Inc. , 1960. United States Dept. of Agriculture. A Guide for Planning and Equipping, June, 1956. United States Dept. of Agriculture. Food Storage Guide for Schools and Institutions, Nov. , 1959. . West, B. and Wood, L. Food Service in Institutions, New York, John Wiley and Sons, Inc. , 1955. APPENDIX 24 25 Table 4. Equipment List Equipment Used to Produce 28 Cocoa Layer Cakes Description Basic Items Specialty Items Bins, under table storage, 22%x20g-x29-g-in. Scoops, 48 oz. Scoop, 16 oz. Scales, 16 lb. capacity Scale bowl, 8 qt. Table, 156x70%- in. Measuring spoons (set) Mixing machine, 60 qt. Adapter Mixing machine bowl, 40 qt. Mixing machine flat beater, 40 qt. bowl Bin, under table storage, 22%x20gnx29-g- in. Scoop, 48 oz. Dipper, 30 oz. Scoop, 16 oz. Measure, 4 qt. Measure, 1pt. Pans, cake round 9 in. diameter Oven, l32x84x68 in. Rack, pan, 41x21x67 in. Pans, sheet, 25%x17i-x1 in. Pot holders Clock, wall electric Hl—JI—‘I—‘I—‘I—‘I—‘I—‘I—‘I—‘I—‘h—‘I—‘I—‘HNW Hp—a 6O 26 Table 5. Equipment List Equipment Used to Produce 50 doz. Fan Tan Rolls Description Basic Items Specialty Items Muffin tins, 12 cups each, 14%x17i-Z' in. Sink, single compartment Measure, 1 gal. Mixing machine, 60 qt. Mixing machine bowl, 60 qt. Mixing machine dough arm, 60 qt. Bins, under table storage 22%x20'é-x29-E- in. Scoops, 48 oz. Scoops, 18 oz. Scales, 16 lbs. Scale bowl Garbage can on castors, 18 in. diameter Scoop, 48 oz. Bin, under table storage 22%x20-3-x293— in. Scraper, rubber Brush, pastry Dough cutter Portable table, Zlé—x32 in. Pot, 3 gal. Retarder, 34x58x70 in. Proofer, 75x73x68 in. Oven, 132x84 in. Pot holders Pans, sheet, 25%xl7i-xl in Rack, pan, 41x21x67 in. Table, 156x70;- in Inserts, steam table P—‘I—‘I—‘NI—‘I—‘I—‘I—‘I—‘WP—‘I—‘I—‘HI—J 50 27 Table 6. A Equipment List Equipment Used to Produce 240 Cream Puffs Description Basic Items Specialty Items Measure, 1 gal. Pot, 5 gal. Range, hot top 4 burner, 38%x34 in. Mixing machine, 60 qt. Adapter Mixing machine bowl, 40 qt. Mixing machine flat beater, 40 qt. Measure, 1pt. Bins, under table storage, 22%x20%—x29§-in. Scoop, 48 oz. SCOOp, 16 oz. Refrigerator, reach in, 332-x57i-x72 in. Table, 156x70%-x36 in. Sponge Pot, 3 gal. Scoop, mechanical No. 24 Rack, paper towels Rack, pan, 41x21x67 in. Oven, 132x84x68 in. Pot holders Mixing machine, 12 qt. Mixing machine bowl, 12 qt. Mixing machine wire whip, 12 qt. Eclair filler, 9 in. diameter Pans, sheet, 252-x17i-x1 in. Pans, baking, llg-xni-fi in. Clock, wall electric I—‘P—‘P‘NI—‘HI—‘I—‘HHF—‘I—‘I—‘Nwr—‘HHI—‘I—‘HHH 10 28 Table 7. Equipment List Equipment Used to Produce 25 Angel Cakes Basic Specialty Description Items Items Measure, 1 gal. 1 Mixing machine, 60 qt. 1 Mixing machine, bowl, 60 qt. 1 Mixing machine, wire whip, 60 qt. 1 Scale, 16 lbs. 1 Scale, bowl 1 Bins, under table storage, 22%x20-g-x29-g- in. 3 Scoops, 48 oz. 1 Sieve, 16 in. diameter 1 Pans, angel cake 10 in. diameter 25 Table, 156x70fi- in. 1 Oven, 132x84x68 in. 1 Pans, sheet, 253-x17~}-‘2 in. 8 Rack, pan, 41x21x67 in. 1 Cabinet, recipe, 8%x4i-x5i~ in. l Mixing machine, 12 qt. 1 lVlixing machine, bowl, 12 qt. 1 Mixing machine, flat beater, 12 qt. 1 Scales, 16 lb. 1 Scale, bowl 1 Pastry cutter 1 Measure, 1pt. l Spatula 1 Clock, wall electric 1 29 Table 8. Equipment List Equipment Used to Produce 300 Muffins Basic Specialty Description Items Items Tins, muffin, 12 cups per tin 25 Paper cups 300 Mixing machine, 60 qt. Adapter Mixing machine, bowl, 40 qt. Mixing machine, flat beater, 40 qt. Scale, 16 lbs. Scale, bowl Scoop, 48 oz. Bins, under stable storage, 22%x20—E—x29g- in. Scoops, 18 oz. Cutter, pastry Measure, 1pt. Cup, measuring Dipper, 30 oz. Scoop, mechanical, No. 24 Table, 156x704- in. Oven, 132x84x68 in. Pot holders Rack, pan, 41x21x67 in. Pans, sheet, 25%x17-2-x1 in. Clock, wall electric Inserts, steam table, 26-}x1332-x4i- in. I-‘ 30 Table 9. Equipment List Equipment Used to Produce 50 Banana Cream Pies Basic Specialty Description Items Items Scale, 50 lbs. 1 Spoon, slotted 1 Mixing machine, 60 qt. 1 Mixing machine, flat beater, 60 qt. 1 Mixing machine, bowl, 60 qt. 1 Bins, under table storage, zztg—xzog—ngg- in. 3 Scoop, 48 oz. 2 Scoop, 16 oz. 1 Scale, 16 lbs. 1 Scale, bowl 1 Dolly 1 Inserts, steam table, 122-x202- in. 2 Refrigerator, reach in, 332-x57i—x72 in. 1 Pin, rolling, 1%- in. diameter 1 Pans, pie, 9 in. diameter 50 Measure, 1 gal. Adapter Mixing machine bowl, 40 qt. Mixing machine wire whip, 40 qt. Kettle, trunion, 60 gals. Paddle, wooden Rack, pan, 41x21x67 in. Pans, sheet, 253-x17i-x1 in. Knife, paring Table, 156x7oi—in. Dipper, 30 oz. Scales, 16 lbs. Scale, bowl Refrigerator, reach in, 33%x57i-x72 in. lvlixing machine, 60 qt. Adapter IVIixing machine, bowl, 40 qt. Mixing machine, wire whip, 40 qt. Sink, one compartment Bag, pastry, 16 in. Tube, pastry bag, large star Clock, wall electric Whip, wire, 14 in. b—‘HHI—‘P—‘P—‘I—‘P—‘I—‘NI—‘h—‘HHHNP—‘I—‘I—flr—ih‘b—‘H Table 10. Equipment List 1 r Equipment Stored on Pot Rack Indicating Areas Occupied 31 r “_— Number in One Height Total Description Size Pile of Pile Number Filler, eclair 9 in. diameter 1 15 in. 1 Mixing machine, bowl, 60 qt. 19 in. diameter 1 l7%-in. 1 Mixing machine, bowl, 40 qt. 17 in. diameter 1 13 in. l Mixing machine, bowl, 12 qt. 13 in. diameter 1 1 in. l Pans, angel cake 10 in. diameter 13 14 in. 26 Pans, muffin l4i—x1 172 in. 25 16 in. 50 Pans, cake round 9 in. diameter 30 12 in. 60 Pans, baking llfi-xn‘rg in. 5 10 in. 20 Pans, sheet 251—x17fi in. 40 15 in. 40 Pans, pie 9 in. diameter 40 10 in. 80 Pans, loaf 16x4%-x4713-in. 20 11 in. 20 Pot, 5 gal. 11 in. diameter 1 121-2 in. 1 Pot, 3 gal. 9 in. diameter 1 10 in. l 32 Table 11. Storage Details Commodities Stored in Bins Under Table Velvet flour White sugar Pastry flour Brown sugar Bread flour (in garbage can on dolly) Commodities Stored in Grocery Cupboard 'Powdered sugar Icing sugar Baking powder Saran wrap Gelatine Baking soda Foil Tapioca Spices Wax paper Rice Flavorings Cornstarch Peanut butter Oatmeal Salt Cornflakes Dates Cornmeal Nuts Commodities Stored in Refrigerator Raisins Molasses Butter Yeast Almond paste Maragine Chocolate syrup Gelatine dessert powders Topping Crushed pineapple Cocoanut Defrosted eggs Commodities in Frozen Storage Ice cream Left overs Desserts 33 Table 12. Equipment List for Suggested Arrangement of Bakeshop Equipment (Figure 2) Equipment Standing on the Floor Description Spac e Occupied Bins, storage, 22%x20%-x29-;- in. Bowl, mixing, on carrier Cans, garbage, on dollies Cupboard, food .Kettle, trunion, 40 gal. Mixing machine, 60 qt. Oven, reel-type, No. 1 Peel, proofer Rack, pan, 21 in. Rack, pot Refrigerator, reach in Refrigerator, reach in frozen storage .Scale, 50 lbs. Sink, single with drainboard Table, bakers, scales 16 lbs. Table, utility, hot plate 12 qt. mixer 10 qt. trunion Table, portable, dough cutter can opener None 28 in. diameter 2-18 in. diameter each 23x27x60 in. 36 in. diameter 32x24 in. 120x72 in. 36x36 in. 41x21x67 in. 20x48 in. 33%x5731: 33%x57i— 28x20 in. 30x60 in. 60x96 in. 24x36 in. 21%).32 in. 34 Table 13. Equipment List for Suggested Arrangement of Bakeshop Equipment (Figure 2) Description Numbers Equipment Stored in Drawers of Bakers Table Bags, pastry 4 Brush, pastry small 1 Cabinet, recipe, 8%x4é-x5é- in. 1 Cutter, pastry 1 Knives, paring 4 Knives, chef, 8 in. blade 2 Pins, rolling, 1 in. diameter 1 Pins, rolling 2%in. diameter 1 Scrapers, rubber 2 Scoop, mechanical, No. 12 1 Scoop, mechanical, No. 16 1 Scoop, mechanical, No. 20 1 Scoop, mechanical, - NO. 24 1 Scoops, 18 oz. 2 Scoops, 16 oz. 2 Sponge, 6x3x1 in. 1 Spoons, mixing 2 Spoons, slotted 2 Spoons, measuring (set) 2 Tubes for pastry bags 4 Items Stored on Top of Bakers Table Scale, 16 lbs. Scale, bowl Items Attached to Wall Clock, electric Rack, paper towels Items Hanging by Oven Door Holders, pot 4 Continued Table 13 - Continued 35 Description Numbers List of Equijment Hangingon Rack Above Baker's Table Collander, 4 gal., 163-; in. diameter 1 Dipper, 30 oz. 1 Measures, 1pt. 2 Measures, 1 gal. 2 Mixing machine attachments, wire whip, 60 qt. 1 Mixing machine attachments, wire whip, 60 qt. 1 Mixing machine attachments, wire whip, 12 qt. 1 Mixing machine attachments, flat beater, 60 qt. 1 Mixing machine attachments, flat beater, 40 qt. 1 Mixing machine attachments, flat beater, 12 qt. 1 Mixing machine attachments, dough arm, 60 qt. 1 Mixing machine attachments, dough arm, 40 qt. 1 Skimmer, 16 in. handle 1 Whip, wire, 14in. l Sieve, 16 in. diameter 1 Items Stored with Main Cooking Area Eiuipment Inserts, steam table, 26%x13-i-x431- in. 10 36 EXHIBIT 1. EQUIPMENT CATALOGUES Blickrnan S. Inc., Weehawken, New Jersey Blodgett Ovens, Burlington, Vermont Bucksco County Enterprises, Inc. , Quakertown, . Pennsylvania Cres-Cor Crescent Metal Products, Inc. , Cleveland, Ohio Duke Manufacturing Company, St. Louis, Missouri Dura Ware Quality Products, New York, New York Eastern Steel Rack, Boston 25, Massachusetts Edlund Company, Inc., Burlington, Vermont Epco, Inc., Los Angeles, California Foster Refrigerator Corp. , Hudson, New Jersey Frick Mobile Food Service, Cleveland, Ohio Garland, a Division of Welbit Corp. , Maspeth, New York General Electric, Chicago Heights, Illinois Groen Manufacturing Company, Elk Grove Village, Illinois Hobart Manufacturing Company, Troy, Ohio Koch Refrigerators, Inc., Kansas City, Kansas Market Forge Company, Everett, Massachusetts Middleby Marshall Oven Company, Chicago, Illinois Molitor, Inc. , Englewood, California Polar Ware Company, Sheboygan, Wisconsin Southern Equipment Company, St. Louis, Missouri Toastmaster Division McGraw-Edison Company, Elgin, Illinois Toledo Scale, Toledo, Ohio Vulcan Hart Corp. , Baltimore, Maryland Wear Ever Aluminum, Inc. , New Kensington, Pennsylvania 1 1 rj-".'.",'_‘ l'lf“, r .‘ ’HIH'l‘i L‘Ii SCHOOL OF HOME ECONOISI CULLL L C': ‘ meow: 3m}; 0.2.1553 EAST LAIQLOO, I . H We WWI-WW 1962 M.S. Campbell. Agnes Lavinia A Method of Determining Equipment and Minimum Floor Space for a BakeshOp, an Integral Part of a Kitchen Serving 600 Persons per Meal 2") .20 llillliillillllillillllllll|||||i|Illllillll||||||||||l|i||l| 31293 02570 1719