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ANALYTECAL PR‘JBLEM SOLVING
A.?PROACH T0 LAYOUT DES!GN OF
AN WGREDEENT ROOM

Thesis for the Degree 9? M, S.
MicHEGAN SKATE UNWERSIYY
PATRICQA J. SAYED
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ABSTRACT

ANALYTICAL PROBLEM SOLVING APPROACH TO
LAYOUT DESIGN OF AN INGREDIENT ROOM

BY

Patricia J. Sayed

The purpose of this study was to develop an ingredient room
layout in the form of a construction algorithm for the Dietetics
Department of University Hospital, Ann Arbor, Michigan. The systematic,
logical plan for analyses of functions and elements of the systems as
well as subsystems was completed through the develOpment of a form
of a PERT network diagram, The network diagram included identification
of materials (ingredients) and detailed analyses of their volume, routing,
environment and processing time to determine equipment and space re-
quirements.

Industrial engineering principles were applied to eliminate un-
necessary activities, combine like activities and develop simplified
processes. Other analytical techniques included time study and travel
charting as a quantitative measure for minimization of'materials flow.
To maintain food quality, hourly deliveries were scheduled from the
ingredient room to production areas as materials were needed for pro—
duction; also, principles of food science and sanitation were incor—

porated into developed procedures. Flexibility was incorporated by

Patricia J. Sayed

selection of portable equipment whenever possible as well as equip-
ment to perform.diversified processes. Integration of all facets
of the Dietetics Department was considered. Samples of all forms

developed for the study are included along with examples of the

analyses.

ANALYTICAL PROBLEM SOLVING APPROACH TO
LAYOUT DESIGN OF AN INGREDIENT ROOM

BY

Patricia J. Sayed

A PROBLEM

Submitted to
Michigan State University
in partial fulfillment of the requirements
for the degree of

MASTER OF SCIENCE

Department of Institution Administration

1970

Copyright by
Patricia Jean (Sayed) Isaia

1970

To my parents, family and the world

ii

ACKNOWLEDGMENTS

The author wishtas.to express her appreciation to Dr. Kaye Funk,
Associate Professor of Institution Administration for her patience and
efforts throughout this study; to Professor Hart, Institution Adminis-
tration, for her encouragement throughout the graduate program; to Dr.
Kazarian, Associate Professor of Hotel, Restaurant and Institutional
Management for his direction and encouragement; to Miss Grace Stumpf,
Director and Mrs. Margaret Pattullo, Training Director, Dietetics
Department at University Hospital whose regard for personal needs pro-
vided the initial direction to attend graduate school and continued
support and guidance throughout the study; to Mrs. Jan Kramer Tuthill,
Director Dietary Department, W.A. Foote Memorial Hospital and her staff
who provided the opportunity to perform time studies; to Dr. Amy Moore,
Mrs. Byrdine H. Tuthill, Dr. Marie Knickrehm, Dr. Grace L. Ostenso and
Maj. Jane Sager for affording their time, suggestions and encourage—
ment to pursue the development of the methodology; to the U.S. Depart-
ment of Health, Education and Welfare for the financial means to attend
graduate school through an Allied Health Professions, Advanced Trainee-
ship grant.

*fiififl-fi

iii

TABLE OF CONTENTS

LIST OF TEES O O O O 0 O O O O O O I O O O O O O O 0

LIST OF FIGURES . . . . . . . . . . . . . . . .

INTRODUCTION 0 O O O O O O O O O O O O O O O O O O O 0

REVIEW OF LITERATURE. . . . . . . . . . . . . . . . .

Ingredient Room Concept . . . . . .
Industrial Engineering Principles . . . . . . .
Industrial Engineering Techniques . . . . . . .

Network Analysis. . . . . . . . .
Analysis of a Work System . . . . . .
Flow of Materials . . . . . . . . . . . .
Product Process Chart . . . . . . .
Operation Process Chart . . . . .
Form Process Chart. . . . . . . . .
Flow Diagrams . . . . . . . . .
Travel or Cross Charting. . . .
Time Study. . . . . . . . . . . . . . . .

METHODOLOGY AND/OR RESULTS. . . . . . . . . . . . . .

 

Project Started . . . . . . . . . . . . . .
Menus and Production Sheets Obtained. . . .
Historical Production Data Obtained . . . .
Number of Servings per Menu Item Determined
Products Determined . . . . . . . . . . . .
Projected Number of Servings for Devised

Menu Pattern Determined . . . . . . . . . .
Recipes Obtained. . . . . . . . . . . . . .
Materials Determined. . . . . . . . . . . .
Quantity of Materials Determined. . . . . .
Material Dimensions Obtained. . . . . . .
Functions within Ingredient Room Specified.

Related Functions Outside Ingredient Room Specified

Procedures Developed. . . . . . . . . . . .
Materials and Paper Flow between

Functions Developed . . . . . . . . . . .
Arrangement of Functions Determined . .
Equipment Needs Determined. . . . . .

iv

Page
vi

vii

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l3
l6
17
17
17

18
2O
2O
22
22
2A

2A

28
33
37

Equipment Dimensions Obtained. . . . . . . . . .
Time for Performing Procedure Tasks Completed. .

Peak Production Load within Ingredient Room Selected

Space Requirements Determined. . . . . . . . . .
Templates of Work Centers Developed. . . . . . .
Arrangement of Work Centers within Functions
Determined . . . . . . . . . . . . . . . . .

QBT Layout Drawn to Scale. . . . . . . . . . .

SWY MD CONCLUSIONS 0 C O O O O O O O O O O O O O O O 0

LITERATURE CITED . . . . . . . . . . . . . . . . . . . . .
APPENDIX
University Hospital Menu . . . . . . . . . . .

University Hospital Production Sheet . . . . . . . .
Distance Factor Travel Chart for Two Parallel Rows
Of Equipment 0 O O O O O O O O O O I O O O O O O O

Tasks for Performing Activities of Defined Procedures.

Equipment Layout Data Form . . . . . . . . . . . . .
Aisle Space Recommendations. . . . . . . . . . .

89
9o

91
95
97
98

LIST OF TABLES

Frequency of Material Movements between Functions.

Ranked total movement between functions. . . .

Affects upon pairs resulting with elimination

of Function 9 and combination of Functions h-S and

Calculations to determine space requirements
for total trash accumulation . . . . . . . . .

Frequency of movement between pairs of equipment .

Results of multiplying distance—factor and
frequency charts to determine an index factor.

vi

Page
33
3h

35

6h

93

9h

10.

ll.

l2.

13.

1h.

15.

LIST OF FIGURES

A simplified network diagram . . . . . . . . . . . .

PERT network diagram for development of
ingredient room layout . . . . . . . . . . . . . . .

Devised.Menu.Battern used for development of
an ingredient room . . . . . . . . . . . . . . . . .

Example of analysis of multiple-material products to
determine types and quantities of materials needed .

Example of comprehensive listing of devised
menu pattern per day . . . . . . . . . . . . . . . .

Ingredient room functions concerned with
material processing. . . . . . . . . . . . . . . . .

Ingredient room functions concerned with
materials distribution . . . . . . . . . . . . . . .

Functions related to the ingredient room . . . . . .

Example of a procedure diagram in which fruits
and vegetables are washed. . . . . . . . . . . .

Flow diagram of cucumbers through Cleaning
Materials Function . . . . . . . . . . . . . . . .

Comprehensive materials flow for the Cleaning
Materials Function . . . . . . . . . . . . . . . .

Examples of sequence of material movements
between functions. . . . . . . . . . . . . . .

Paper system flow diagram from clerical to
ingredient room. . . . . . . . . . . . . . . . . .

Diagram of ranked numerically coded functions
in Space 0 O O O O O O O O O O O O O O O O 0 O O 0

Diagram of two parallel rows of functions. . . . . .

vii

Page

1h

19

21

23

25

25

26

27

28

29

31

32

3h

35

16.

17.

18.

19.

20.

21.

22.

23.

2h.

25.

26.

27.

28.
29.
3o.
31.
32.
33.
3h.

35.
36.

viii

Final travel chart of least distance traveled

Flow diagram showing functional relationships
as a result of travel charting. . . . . . . .

Time data collection form showing an example
of recording and partially analyzing data . .

Example of form used to summarize time data .

Example of charting procedures per function
per task in reference to time . . . . . . . .

Example of form used to tabulate delivery
times to production areas . . . . . . . .

Example of materials categorized by time
needed within production areas. . . . . . . .

Example of quantities of materials required
within production areas per hour. . . . . . .

Priority listing for processes in Portioning Function

Space Requirements Analysis Form showing an
example of the material, whole milk powder.

Time schedule and work distribution of peak
preparation within ingredient room. . . . . .

Mobile cart analysis for storeroom delivery
during peak ingredient room preparation . . .

Example of mobile cart analysis between functions

Summary of Function 1, Opening Cans . .

Summary of Function 3, Cleaning Materials . .

Summary of Function pair h-S, Portioning—Packaging.

Summary of Function 6, Changing Shape . . .

Summary of Function pair 7-8, Panning-Breeding.

Summary of re-usable container space to be
provided for Functions 3 and A-5. . . . .

Layout of ingredient room drawn to scale. . .

Schedule of major equipment . . . . . . . . .

36

38

A2
hh

A6

A?

A8

A8

50

52

58

59
61

66
67
69
72
73

7h
77
79

37.

38.

39-

ho.

hl.

Distance—factor travel chart for arrangement

ix

of two parallel rows of equipment .

Hypothetical arrangement of two parallel rows
of equipment used to calculate distance—factor

for travel charting .

Rearranged equipment based on frequency of

movement between pairs of equipment .

Frequency chart used for determining the

index factor.

Equipment Layout Data form with a mobile cart

illustrated

91

92

93

93

97

INTRODUCTION

Mass production in industry has been accomplished through sci-
entifically designed plant layouts and equipment thereby permitting
effective use of men, materials and machines. However, application
of similar scientific industrial engineering principles, techniques
and/or analytical tools has penetrated food service systems layout
planning only to a limited extent (32, 35, A2, 56). Scarcity of
skilled personnel and high labor costs emphasize the urgent need
for investigating different organizational methods and systems and
hence, application to layouts for food service (1h, 20, 22, 35, 53).
The ingredient room concept has been suggested as a means of "fighting
spiraling costs" (1h, 15, 16, 17, 21, 22, 3h).

The ingredient room concept involves a separate room or area
for pre-preparative procedures such as weighing, measuring, cleaning,
chopping, slicing, and peeling of ingredients for all recipes. The
ingredients are then issued to the production area(s) by recipe and
preparation time. Such centralization of pre-preparative procedures
decreases the amount of time a cook must spend in performing tasks
such as transporting food items and utensils to and from the work
area thereby freeing his time for tasks commensurate with his skills.
Along with increased efficiency in the utilization of skilled per-
sonnel and equipment, the ingredient room concept could improve
product quality by controlling ingredient amounts and preparation

times (22).

Basic to plant layout and design is the utilization of a sys-
tematic logical plan for analysis of functions and elements of a
work system. Suggested guides developed by industrial engineers (AA,
A6) and adaptations of these guides to food service (22, 30, 33, 35,

36, A2, 53) are numerous. Through analysis of systems, digital computer
simulation has been used as a technique for effective study of cafe-
teria serving lines (32), dining room seating capacity (31), and

other aspects of cafeterias (A7). A mathematical technique has been
developed for quantitatively determining seating requirements for the
dining area of a cafeteria (28). Working with a part of a more com-
plex system, computer programs have been developed for quantitatively
determining and evaluating maximum effectiveness of layouts (2, 6, 8,
38). To provide needed information for study of complex systems, time
study techniques have also been utilized (A, ll, 19, 25, 26, Al, A6, 50,
51). Collectively or individually, these techniques have not been
utilized in planning ingredient room layouts according to available
literature.

It was the purpose of this study to demonstrate the application
of selected industrial engineering principles and analytical techniques
to the development of an ingredient room in the form of a construction
algorithm for the Dietetics Department of University Hospital, Ann Arbor,
Michigan. A systematic outline of the essential steps in planning an
ingredient room was developed following analytical techniques and then,
utilizing engineering principles for determining the required equipment

and space, a layout was planned.

Because management involvement in the development of a layout is
critical to the effectiveness in actual operation, specific objectives
were obtained by interviewing management. These were

. minimize storage and trash within production areas,

. minimize materials flow and handling within and beyond the

ingredient room,

. maximize efficiency within work areas,

. maintain and/or improve food quality,

. build flexibility within work areas,

. integrate all facets of the facility,

. reduce labor <:osts by minimizing routine tasks of skilled

employees, and

. plan for eventual use of computer time within the Dietetics

Department.

REVIEW OF LITERATURE
Ingredient Room Concept

The application of a centralized materials handling concept to
issuing and handling of raw materials from storeroom to preparation
area is a current trend in food service systems analysis (I, 20, 3A).
However, only limited reports appear in the literature concerning
this concept (1A, 15, l6, 17, 21, 22). According to reports in the
literature and personal communications (7, 37, 39), most operators
indicated improved efficiency with centralized distribution of ing-
redients to production areas.

Heinemeyer §£_§l. (22) compared, in terms of labor time and
cost, centralized and conventional methods of food production materials
handling in a hospital setting. From their study, they concluded a
central ingredient unit could lead to more effective use of manpower

resources on the management level as well as for employees.
Industrial Engineering Principles

The systematic approach to layout of industrial facilities
developed by Muther (AA) has been supported by Montag gt_§l, (A2)
for application to planning and design of kitchen layouts. This
approach begins with a detailed analysis identifying two basic

elements, materials (products) to be processed and quantities

(volume). Routing sequence of materials is explored within their
environment and related or supporting services are investigated. These
elements are considered in the realm of time. Although accumulation of
this information is laborious, the final layout represents a design for
those materials being processed rather then non-existing materials as-
sumed to be processed. Furthermore, an analytical definition of pro-
cedures, in lieu of established guidelines, enables provision of space
for specified products and volume; hence, only equipment required to
change or modify known materials is needed. Finally, the equipment
requirements are subsequently arranged in an optimized sequence of
materials flow.

For realization of an optimal design, certain principles and
techniques have been developed and successfully utilized in industry. A
compilation of the principles of work analysis and design have been speci-
fied by Kazarian (30). These include listings of the principles of work
analysis, systems design, layout, materials handling and motion economy.

Also considered are principles of human engineering and safety.

Industrial Engineering Analysis Techniques

Network Analysis

Network analysis is a management tool developed in industrial
engineering for defining and coordinating a complex set of events,
activities, and relationships to successfully accomplish objectives of
a project.. By using a network diagram, a series of operations which

must follow in logical sequence are clearly displayed to management.

Events, or significant points in a project, are represented by geometric
figures such as circles or squares, while activities, or performance of

the tasks, are indicated by arrows as illustrated in Figure l.

 

Figure l. A simplified network diagram.

Listed and numbered in their logical sequence for completion of
the objective, events indicate the start or completion of a task. In
contrast, activities involve the actual performance of the task; hence,
activities require manpower, materials, space, facilities or other
resources. Together, events and activities in the network depict
definite sequential relationships between and among the basic tasks
involved in the program since no event can be reached before the acti-
vity immediately preceding it has been completed. Upon completion of
the network diagram, time as well as cost for performance of each acti-
vity can be calculated.

According to reports, network analysis provides management with
a means for specifying how planning is to be done as well as for follow—up
to see that it actually has been done and an approach for keeping planning
up to date as work is accomplished or as conditions change (l2, 13, A8).
Further, network analysis permits management to foresee the impact of
deviations from the plan and to take corrective actiOn in anticipation

rather than after the fact (12).

Network analysis technique is used by engineering managers in
construction, product manufacture, military and naval contracting, plant
engineering, product and plant design, and many other sequential-type

activities requiring careful planning, control, and review (23).

Analysis of a Work System

Within the complex set of events so developed through network
analysis, objectives or functions must be identified (30, A6). Functions
may be identified for a whole system, but because the whole system may
be comprised of many or few subsystems, subfunctions must also be
pin-pointed (A6). As illustrated by Nadler (A6), the highest system
level frequently has functions stated in terms of goals, purposes, and
objectives of the organization; while the next system level might require
fUnctional models related to available resources. Other system levels
require appropriate functional models.

As with network analysis, activities to accomplish functions are
identified (30, A6). By careful analysis unnecessary activities may be
eliminated, like activities combined, or simplified processes may be

developed.

Flow of Materials

As a part of the analysis of a work system, determination of
material flow patterns or routing is an important step. The value of
this step leading to successful completion of a floor plan or layout
has been recognized by industrial engineers (AA, A6) as well as in
guides developed for planning food service layouts (30, 33, 35, 36, A2,

53). Materials flow is determined by analyzing the sequential steps

of moving supplies through a process and determining the most effective
flow. For an effective flow, supplies or materials should advance
toward completion of the process with a minimum of detours and/or
backtracking (AA).

Industrial engineers have developed numerous techniques for
acquiring and/or analyzing the steps and their logical sequence in
completion of a process. Examples of the various techniques are pro-

duct and operation process charts, flow diagrams, and travel charts

(AA, A6).

Product Process Chart. The product process chart or flow process
chart is defined as the symbolic and systematic presentation of the
tasks used in modifying and/or developing a product. These charts may
be developed for a single product incorporating few or many materials.
A similar technique, referred to as multi-product process charting, may

be used for analysis of many products (30, AA).

Operation Process Chart. Symbolically shown on an operation process
chart, is the total view of a production process separated into the
component parts (A6). The method a person uses to accomplish a given
task at one work place is investigated by charting the fine breakdown
of motions used to perform an operation (30). In contrast to product
process charting which delineates what is being done, operation process
charting specifies how the task is to be done (30). Thus, this technique
can also be used to eliminate unnecessary motions, develop job break-

downs and plan procedures for new methods.

Form Process Chart. To facilitate the most effective use and
flow of forms necessary for communication within an organization, form
process charting can be used (A6). The form process chart is the
symbolic and systematic representation of a procedure used to develop,
modify or handle a form (A6). It differs from the product process

chart only in the symbols used in charting.

Flow Diagrams. Flow of materials can be schematically depicted

 

by use of a technique described by industrial engineers as flow
diagramming. Flow may be diagrammed on scale layout drawings or be-
tween functions with directional lines drawn to indicate the sequential

movement of materials (35, A5).

Travel or Cross Charting. Travel or cross charting is a quantita-
tive industrial engineering technique indicating backward and forward
flow of man or materials as well as distance traveled. According to
this technique, the movements essential to completion of a process are
listed in their logical sequence. All possible combinations of paired
activities for the process are summed and their frequencies are then
entered in a square matrix. From the display of backward and forward
movements within the matrix, the optimum flow of man or materials can
be calculated. This technique may be used to record and analyze costs,
quantities, specific distances, relative importance of materials as well
as flow, singly or combined (2, 18, 30). The various uses of this tech-
nique have been described by Gottlieb gt_al. (l8) and Muther (AA).

Muther (AA) has suggested a guide for selection of the appropriate

technique for analysis of flow. According to this guide, selection of

10

a technique for analysis of flow is based on the volume and variety of
items being produced. The guide follows.

. For one or a few standardized products or items, use operation
process chart.

. For several products or items, use multi-product process chart.

. For many products or items, combine them into logical groups
and analyze according to one of the above, or select sample
products or items and analyze according to one of the above.

. For very many diversified products or items, use the from-to
chart.

Muther (AA) also had suggestions for logically grouping items to
simplify development of materials flow.

By combining all or certain items which are alike
in design we may have a group which will have a common
or reasonably distinct routing sequence. Or items which
are alike in process equipment frequently follow the
same routing. We seek out these groups by classifying
like designs in the former case and, in the latter case,
by looking for items which begin or end at the same
operation or which pass through certain key operations.l

Time Study

 

Muther (AA) stated time is the underlying element affecting all
facets of layout development because time is a quantitative measure of
performance within the system (11, 30, A3). Thus, performance time
has been studied through continuous or randomly sampled observations.

Shaw defined time study as "...the analysis of a given operation

to determine the elements of work required to perform it, the order in

 

lRichard Muther, Systematic Layout Planning (Boston: Industrial
Education Institute, 1961), p. A-l2.

 

11

which these elements occur, and the times which are required to perform
them efficiently."2 Collection of time data requires a familiarity with
existing procedures (30, A5, 50). Forms, designated to provide the
information needed for stated objectives and tested in preliminary
investigations, are essential (25, 30, A5, 50). Application of indus-
trial engineering time study techniques to investigate food production
procedures within hospitals was demonstrated by Stumpf (51).

Time standards, or the time required to repeatedly complete a task
using standard materials, processes, methods, equipment, and environment,
can be used to provide time information needed for layout development
(11, 30). Standard times can be formulated through various techniques (2A).
In the methods-time-measurement (MTM) procedure developed by Maynard
§t_§l. (A0), tasks are broken down into small units and time as well
as performance conditions are determined. MTM is used for highly
repetitive tasks performed in short cycles. Universal standard data
(USD) is a modification of MTM, but applicable to any type of operation
or process (2A). Another modification of MTM utilizing a broader break-
down of motion is master standard data (MSD) developed by Crossen gt_§l.
(9). Montag §t_al. (A1) demonstrated the use of this procedure by deter-
mining times required for preparation of baked pudding and plain yeast
rolls.

Ivanicky gt_al, (26) reported studies involving preparation,

panning, and cooking time standards for selected recipes of varying

 

2A.E. Shaw, "Stop-watch Time Study," in Industrial Engineering
Handbook, ed. by H.B. Maynard (2nd ed.; New York: McGraw—Hill Book
Company, Inc., 1963), P. 3—23.

l2

quantities. In their study, the suggested application of the time data
was scheduling production by use of a computer.

Utilizing the concepts of MTM, USD, and MSD along with a less
broad division of tasks than those developed by Ivanicky gt_al, (26),
Brown (A, 5) developed some standard measurements of work to establish
time standards. Her study allocated time to "modules" which included
a breakdown of specific tasks and/or elements of tasks for a specific
step in a procedure. Two classifications of modules were defined by
Brown (A). Constant module time never varied because it was not
influenced by other factors such as volume changes and because it in-
cluded one task or groups of sequential or opposite tasks. Variable
module time increased as quantitative factors such as batch, size or
weight increased, and included one or groups of tasks having the same

variable unit.

METHODOLOGY AND/OR RESULTS

The application of selected industrial engineering principles
and analytical techniques will be illustrated through the development
of an ingredient room for the Dietetics Department of University
Hospital, Ann Arbor, Michigan. A systematic outline of the essential
steps was developed and through analysis of events, functions and/or
activities, a layout and the requisite equipment was determined.

The development of a PERT network diagram provided the method-
ology by which industrial engineering principles were utilized for
accomplishment of the objective. The complete network diagram is
shown in Figure 2. The PERT principles utilized in this study
include those involving the development and completion of events,
activities, and relationships; however, time for completion of
activities was not entered. To demonstrate the use of the meth-
odology, the activities which led to completion of each event for

the ingredient room layout will be discussed.

£:) Project Started

The function of the ingredient room.was defined as preparation
of "as purchased" food materials for issue to preparation areas in the
quantities, shape and/or state needed for production of menu items or
products. To facilitate planning the following assumptions and/or res-

trictions were made.

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A.s.paoov m unease

16

. The menu pattern used for the study was based on current
University Hospital menus. Only general selective diet
patient menu items were considered.

. Daily non-changing menu items, such as juices, dry cereals,
breakfast eggs (other than scrambled), bread, butter pats,
crackers, beverages, and ice cream, were not considered in
the study assuming these items would be issued under the
currently followed system, in which these items are delivered
to unit kitchens as requested to maintain a constant supply.

. Materials purchased in suitable containers for transporting to
production areas and having the content weight specified, will
not be re-weighed in the ingredient room.

. With the exception of liquids, materials will be weighed unless
only measure is stated in the recipe. Water, as specified in
the recipes, will be measured within the production areas.

. Materials will be available from the Dietetics Department
Storeroom as needed.

. Recipes will be issued to the ingredient room having all cal-
culations for specific quantities/production needs calculated.

. The ingredient room will be planned as a construction algorithm
or with no preconceived layouts or dimensions.

. The ingredient room will be planned to incorporate the existing
systems preceding and following the ingredient room.

(2) Menus and Production Sheets Obtained

To determine the materials or foods requiring preparation or pro-
cessing within the ingredient room, a complete set of the 21-day menu
cycle was obtained from the University Hospital Dietetics Department.
Corresponding production sheets which included items commonly selected
by patients in lieu of listed menu items were also obtained to facili-
tate analysis of the materials. The menu items listed on the produc—
tion sheets were printed with codes to correspond to recipes and grouped
alphabetically by production areas. A sample of a menu and a production

sheet can be seen in the Appendix, pages 89 and 90, respectively.

17

(SDHistorical Production Data Obtained and
<:) Number of Servings per Menu Item Determined

At University Hospital the number of servings prepared per menu
item is recorded daily on a form corresponding to the pre-printed
production sheets. These historical records were utilized to deter-
mine the average number of servings per day of each menu item which

had been prepared for the past five rotations of the menu cycle.

(3) Products Determined

Examination of the menus revealed no consistent daily pattern
in processes (activities) performed on ingredients. Thus, rather than
analyze the complete set of menus, the decision was made to develop a
menu pattern based on preparation processes to be performed in the
ingredient room as well as ingredients (materials) which were repre-
sentative in composition and purchase specifications of all 21 days
of the cycle.

Using the production sheets and the suggestions of Muther (AA),
menu items (products) were grouped according to the class of food
each menu item represented such as fruit, vegetable, entree, or soup.
Within each group, purchase form, denoted as fresh, frozen, or canned,
as well as number of ingredients required for preparation of the menu
item, denoted as single or multiple, were designated. Then, the number
of times a menu item was served within each of the designated groups
was tallied or recorded in the appropriate columns for each of the 21

days.

18

The data were then summarized. Referring back to the number of
servings per menu item, all items receiving less than two orders from
patients were omitted. Means of tallied menu items were then calculated.
If the average was less than 0.5, the class of food was omitted from
further consideration in the developing menu pattern. Products aver-
aging more than 0.5 servings were included in the menu pattern, Fig-
ure 3, to be used throughout the study.

Products containing multiple materials (MM) were further analyzed
and grouped according to similarity of materials. For example, fruit
pie-, cobbler-, and crisp-fillings were grouped and considered as one
product because all contained the same materials. Mixed entrees con—
taining similar materials were also grouped and considered as one

product, denoted in the menu pattern as "multiple material entree."

£5) Projected Number of Servings for Devised Menu Pattern Determined
As a step in determining the quantities of food needed for each
product listed on the devised menu pattern, specific menu items were
grouped under the appropriate product along with the average number of
servings of each item as calculated in Event <:>. Data obtained from
historical production records for the number of servings was then
averaged to determine a quantity for each product on the devised menu
pattern. These averages were then used to calculate amounts of

materials needed for the study.

l9

 

 

BREAKFAST
Canned & Frozen Fruit Bacon
Muffin, Doughnut or Fried Cake (MM)a Flavored Gelatin
Cooked Cereal Bouillon

Scrambled Eggs

4Lemon Wedge

 

 

LUNCH SUPPER
Soup: Soup:
Bouillon or Consomme Bouillon or Consomme
Cream (MM)a Stock (MM)a
Entrees: Entrees:

Roast Meat, Beef Gravy (MM)a
Frankfurter on Bun
Hamburger on Bun
Ground Round Steak
Multiple-material Entree (MM)a
Chops or Chicken
Vegetables:
Baked, French Fried &
Whipped (MM)a Potatoes
Frozen & Canned
Salads:
Lettuce Wedge
Sliced Tomatoes
Cottage Cheese
Combination (MM)a
Fruit (MM)3
Salad Dressings:b
Types A, B & C
Sandwiches:c
Bologna
American Cheese
Ham
Leaf Lettuce
Lemon Wedge
Desserts:
Fresh & Canned Fruit
Flavored Gelatin &
Whipped Cream (MM)a
Pie (MM)a
Frosted Cake or Cookies (MM)a

 

Roast Meat, Chicken Gravy (MM)a
Frankfurter on Bun

Hamburger on Bun

Ground Round Steak
Multiple-material Entree (MM)a

Vegetables:
Baked, French Fried, Whipped
& Multiple—material Potatoes
Frozen & Canned
Salads:
Lettuce Wedge
Sliced Tomatoes
Cottage Cheese
Vegetable (MM)a
Molded (MM)a
Salad Dressings:b
Types D, E & F
Sandwiches:c
Roast Beef
Ham

Lemon Wedge

Desserts:
Fresh & Canned Fruit
Flavored Gelatin
Fruit Filling (MM)a
Cream Filling (MM)a

Dinner Roll (MM)a

 

aMultiple-materials (MM): More than one ingredient or material
required to prepare the product, such as beef stew.

bPurchased, pre-portioned in assorted varieties or types.

cMaterials sent to unit kitchens in bulk, not made into sandwich.

Figure 3. Devised Menu Pattern used for development of an ingredient

room 0

20

G) Recipes Obtained
A complete set of recipes was obtained from University Hospital.
These were used to calculate the quantities of materials needed for

the established menu pattern.

.gg) Materials Determined

To facilitate the analysis of determining materials needed for
products prepared from multiple ingredients or materials, the form
shown in Figure A was developed. In addition to materials, the prepa-
ration activities to be performed on each material within the ingre-
dient room were identified and recorded on the form.

From all recipes, quantities as well as purchase form and prepa-
ration activities of each ingredient were extended across the form.
Analysis of the compiled data involved calculating the mean of the
number of times each activity was used based on the total number of
multiple-material products recorded. Averages were rounded to the
nearest whole number. These figures were then used to select materials
which were representative of the mean number of activities. All activ-
ities performed on materials were included.

Materials having similiar characteristics such as storage place,
purchase unit, consistency, and/or quantity were then grouped (e.g.,
baking powder, cream of tartar, baking soda became "baking powder";
all spices became "spice"; tomato paste, puree, tomatoes became "#10
can, not drained"). Thus, this grouping included representative

samples of materials or ingredients which were similar in nature.

21

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moHpHpndsu can monk» oaHahmpmc op mposflosm HstopdstonHpHaa mo mHthdnd wo onadNH .: ohsta

 

0.0 OM 0.H 0.H .H 0.0 0.N 0.N 0.H 0.H 0.: 0.0 0.0 “cochom
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0H "m90300hm 00 .0a Hdpoa

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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and s e x and mono son a. Sons
.15 s s s. and medicaid a E38
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m m m 0H* m moasm.aoa
m m 0 pH H m aooanmdz
MmOH *mOH mono pH H H monso moom
H oom "noodo atom
comHmnm
.nno Hung and Hans con atom
ash wxm_ n .mo wOHHmooflofiono and HsfiHoom 9:500 undo: anos coon Mom H>hom ouHm zumm
.Ja 98¢ sopwm .oz shoe pHaD nmmH HanmHsz
hoanpaoo ammo madam swanso qano sothom upHpcdSG maoHpuOHmHom m
moHpH>Hpo< nonconm

 

 

 

 

 

 

 

22

g§2_Quantity of Materials Determined

Using the "Quantity" information from the form illustrated in
Figure A, averages were calculated for each of the materials. For
example, quantities of items which had been grouped as "baking powder"
were averaged.based on the number of items which had been grouped into
the "baking powder" category.

Products of both single and multiple-materials were then sum-
marized on a form as shown in Figure 5. Information on specifications,
quantity per number of servings, and activities for single-material
products was obtained from historical production records and corre-

sponding recipes.

Q Materials Dimensions Obtained

After determining the specific foods or materials which would
require processing, it was necessary to analyze the space requirements
of these materials. Therefore, the materials were grouped according
to packaging media (PM) in which they were received and the place of
storage after receipt. Packaging media were listed as case, crate,
box, carton, or sack while storage places were identified as refrig-
eration, freezer, or dry stores.

Using a standard steel tape measure, the height, width, and
depth dimensions of all PM were physically obtained at University
Hospital. For spices, baking powder, flavorings, and similar materials
packaged in containers of varying sizes, the length of shelving con—

taining the 29 items used in the production areas was measured. Two

23

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

.260 Mon opossum dams 0omH>oU mo wanmHH o>Hmso£ohmaoo mo mHmawNm .m mhdem
.1)1\J\(\\)I:J\\f\\|r\:JJ\\IJtl\aJ)\\\J(l\\l(\\)J\Jr\\\\J\\JWW
and .qpo :stn oz nHwam Moan sum Mango mafia mono
mam ammo ammo TN
aoaansoo ammo madam swanso 14
moHprHpo< imu
um .J\MMW4 0H* m .nm2.pmnH
no NH No NH *H m pHnm
szv hodaom
*0 *0 0H* m MHHE oHonz outpom
a a: m oom 3 H unaanwaez enemas:
opnpom
pfio m0\m ooHam
mam m *OH H o: .woa tam m .ah mucosa gunman
onso .psonm
no N: No mi 15m m nannpnwms
00H outpom woman
m m m H m I00 H onch .opdpom
"mozzq
mdz SHAH Hoom Assoc on: ammoz coon Haws uoam show ouHm scum deHsopds poscoam
NH Imwmz, .aa< Mom \>nom pHaD auhm
qmeo _ qupAnm nopnm .02 nth
f HE >33. 53er 3033:2QO

 

 

 

 

 

 

 

2A

average height restrictions of 5 and 9 in. were defined as well as two
average depth restrictions of 3.5 and 6 in. by measuring the containers

of maximum height and depth.

_§§> Functions within Ingredient Room Specified

To outline the sequence of operations in the processing of
materials within the ingredient room, it was necessary to delineate
specific functions. The over-all function of the whole system or
ingredient room was to provide materials as specified in the recipe
to production areas. Sub-functions were identified from the activities
specified in Figure 5. One sub-system.was designated as materials
processing. The identified functions for this sub-system are shown in
Figure 6.

A second sub-system within the ingredient room.concerned materials
distribution. Within this sub-system, certain functions were identified

as shown in Figure 7.

9 Related Functions Outside Ingredient Room Specified
Functions within the Dietetics Department which were related to
the ingredient room were identified. These are listed in Figure 8

with the relationship to the ingredient room specified.

9 Procedures Developed

As a preliminary step in the analysis of materials flow and use
of travel charting, the sequence of activities for processing materials
to accomplish the functions listed in Figure 6 were developed. All

materials included in the comprehensive menu pattern (Fig. 5) were

25

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an3_conhooqoo mqowpoqzm Soon pnoHvohwnH .N ohzmHm

 

amass cmpdea:ood pHmomon

muons nOHpodconm Op
mHmHnopwE uoHAEMmmm ao>HHo0

mHHnsops and:
aware hao>HHow mo mwdhopm

mamas soHp0500hm on coho
I>HHoo on Op human no\uqn
mchmooonm wthHddoa mHan
ropes mo ownhopm hhmhomame

meHampns
age so pa OOHIOm unseanpaoo
mch psoHcoawsH mm HHoa ms
maoanpsoo HdsHmHno sH nHan
loads wounds voaomo oUSHonH
30ng anHsopna use macaw

Amposuoamv mHmHnopda oHpaomm<

owwxodm omOHo no Hdom
ownxowm

maaeaom
amass UmdefiSfiood

mHnHaopdz moHno>HHon
mHHmsopD msHsmdz

thsomm< Mom wnHMOpm

omnpovm consummHsmom

owdnopm ham

mHsHsopnz wGHHanmm<

mnstxoom

.wnHmmmoonm HdHnopna ska coahoo
loco mGOHpoqdm Boon pnoHoonon .0 madem

 

annQ
undo demo
muHH ands

new

Anemanv man
opwhdmom

upmao
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Amwmmv Modao
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mono

nmdz
BHMB

Hmmm

pasoo
shaman:
nmfim3

mcno wnHGomo

wchwonm can wancmm

madam qumqnao

deHaopwz wqusoHu

maeeoflpaom

 

 

mmHBH>HBD¢

 

mZOHBOZDm

mHHBH>HBO<

 

mZOHBMHMMIIIIIII

i]

26

grouped according to the functions and activities within each function.
The groupings were further refined by combining materials requiring the

same activities of pre-preparation.

 

 

l.— L
FUNCTION RELATIONSHIP
Pot and Pan washing Wash soiled re-usable containers
and mobile carts
Storeroom Supply "as purchased" materials
Clerical Supply communication of material
needs
Cooks production area (C) Product preparation
Vegetable production area (V) Product preparation
Salad production area (S) Product preparation
Area portioning of salads Assembly of materials (products)
and desserts (A) for serving areas
Bakeshop production area (BS) Product preparation

 

 

Figure 8. Functions related to the ingredient room.

General procedures were developed for each activity within the
specific function. All procedures were based on volume of materials
processed as well as principles of food quality, sanitation, materials
handling, human engineering, and safety. An investigation of types of
containers and means of transporting materials was made by contacting
organizations maintaining ingredient rooms (7, 37, 39). Also, since
quality of food materials is maintained with minimal handling, con-
tainers in which materials would be placed during processing in the
production areas were selected as transportation containers (TC) when

possible (e.g., potatoes for the product, Baked Potato, were placed

27

in 18x26xl in. sheet pans). Mobile carts (MC) were planned for the
delivery of materials from the ingredient room.to the production
areas. After utilizing the materials, empty re-usable and disposable
TC were to be returned to the MC. The existing Pot and Pan Washing
Area within University Hospital Dietetics Department was planned for
washing carts and re-usable TC as well as dispensing with disposable
TC.

As an example of a procedure, the washing activity within the
Cleaning Materials Function, may be accomplished by using sinks of
varying depths (35). However, spray-washing is a more effective
method for washing fruits and vegetables (3). Therefore, the latter

method was selected. The procedure is graphically presented in Figure 9.

Spray Sink (containing wire basket)

Disposer Drain board

 

(X)

Employee

Store for
portioning or
further processing

A.P. Produce

Q /l\

—-) Basket Flow
Figure 9. Example of a procedure diagram in which fruits and
vegetables are washed.
The sequence of activities performed on each material within
each function was next diagramed indicating related equipment needed

and activities as shown for washing cucumbers in Figure 10. All

28

grouped material flows within each function were diagramed to provide
a comprehensive picture of the work being performed and show flow
between related functions within and outside of the ingredient room.

An example is given in Figure 11.

Wire Vegetable Plastic
basket peeler bIn
Open PM:::::W%sh-———————+Peel-——-————+Place in TC—————+Temporary

storage (for
Portioning

Function)
.0

5

Trash

Wire bas
Peelings'

 

V
Pot & Pan Disposer
Washing
Utensil
Washing
Figure 10. Flow diagram of cucumbers through Cleaning Materials
Function.
Q Materials and Pam Flow between Functions Developed
After establishing the sequence of activities for processing
materials within each function, the materials flow between functions
was developed. Specified functions as shown in Figures 6 and 7 were
classified into three categories: (1) those through which all materials
traveled, (2) those through which more than one, but not necessarily
all materials traveled, (3) those which evolved as a result of materials
flow. Functions within Category 2 were assigned a number. The

categories and functions, with the numerical identification where

applicable, were listed.

' Storeroom :

:(Count or Weigh:

~--A.P.-Broducali

 

 

29

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

SET RK
Refrigerate?
“1 1312 St ra e
Pi .
:1 2|
3 A Portioning ‘
00" 9.17 ,. ET ‘
c ' >5
s— \o . p
H . -;
N .:r H
Lf\ n r_‘ -H w-i
H N u +3
'1 c—i g 0)
.-:T \ $4
"LL TRIM fl, PEEL ,_, a) a,
O\ ~ g. .4
a at
s- .2 ,H
a H ..... ' m p
U: '8 DISEQSER! o '3
m 0 (Y‘ £10 a
H r ,..{ g
[‘1’ I ,Q ‘4
r-‘k (I) ‘ H O O
m. \o UTENSIL ’1 \\ ti
3: .:r .HASHINQ a g '5’:
\ O '
a 0] “3 6+ 8
L WASH J )0: p k ' P
1A ‘L ,2, | ac aging] g
----I-gr:—Soited————-‘ Shape
ot & an: IStoring :ofi
-Fssbiss-l Assembl

Numerical Code of Materials:

1 Bananas 9
2 Cabbage 10
3 Carrots 11
A Celery 12
5 Cucumbers l3
6 Escarole 1A
7 Fresh Fruit 15
8 Green Pepper l6

l7 Tomatoes

Figure 11. Comprehensive materials

Function.

Lemons

Lettuce, Head

Lettuce,
Onions
Parsley

Potatoes, Idaho

Radishes
Romaine

Leaf

Symbolic Code:

Activities within Cleaning
W323 Function

-Related Functions within
==- ingredient room

fikflériRelated Functions outside
i.9§§§:ingredient room

:DAFSIMajor Equipment required
Routing of specified

——-)materials &/or described
information

flow for the Cleaning Materials

30

Category 1:

Assembling Materials
Delivering Materials

Category 2:

Opening Cans

Dry Storage

Cleaning Materials
Portioning
Packaging

Changing Shape
Panning

Breading

Storing for Assembly
Refrigerated Storage

O\OCD~IO\U'I#‘UOI\)|-’

[.4

Category 3:

Utensil Washing
Accumulated Trash Holding

All materials were next listed in alphabetical order and the
number of times each material was to be portioned (or processed) per
product for the entire day's production was tabulated. Using a come
prehensive materials flow for each function as shown in Figure 11;
the sequence of material movements between each function was sum-
marized. An example of the tabulation can be seen in Figure 12.

After the procedures and materials flow between functions were
identified, a paper system was developed to communicate material
requirements from the related clerical function to the ingredient
room functions. Figure 13 presents the complete flow diagram of the
paper system for clerical, storeroom, and ingredient room functions.
Two forms of printed information were planned to be distributed to
the point of use, pre-printed labels and computer print-out of

processes and recipes in requisite volume as enumerated in Figure 13.

31

.mGOHpoqdm sookpop mvsoam>oa HwHampns mo oososwmm mo monadxm .NH madem

 

 

: mumIJIOH m
H 0H:0Hml:lm H nmosm "mGOHco
OH
H muml: H Qmmhm "MHHE
0H
m mumraua m sag “AHA:
\
0H
ntsoaeo
H 0HINI0 H no mmoso upmoz
0 mumr: 0 msHhmwamz
oax
m mImIJIOH m
odx
H 0Hrm H mama .oodppoq
mosozdom 0H QMdOHSP H hd0\p0500h9. HdHhmpdz
mo mGOHpoqdm qwotpop \manowphom

honoSUohh

mpooao>oa mo moqosdom

mo avocadoam

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

[S't'cirili Soar 1 Hiéiéiijéefl}
1 M23;
IEEIEE!!l%——l+i+1—————{Su erviso 4]
J 2
lCleaning
ale
9
Storing for
Assembly

Numerical Code of Paper: Symbolic Code:
1 List of total material needs per Functions within

delivery time ingredient room
2 Gummed labels for fresh fruit menu _____ “Related functions

items + vol L____Joutside ingredient

room

3 Gummed labels for panned &/or

breaded menu items + vol aRouting of specified

paper

A Pre-printed roll of labels with mate-

rial title for those materials not

readily identified by visual inspec-

tion (e.g., salt and sugar)
5 Recipes converted for no. of

servings required
6 Priority listing: Developed and

explained in sequence of its

creation, pp. A9-5o
7 Change shape labels of materials

requiring the same shape, but for
more than one product (e.g., chopped
green pepper for soup, salad, & MM Entree)

Figure 13. Paper system flow diagram from clerical to ingredient room.

33

Q Arrangement of Functions Determined

From the sequence of material movements between functions, a
portion of which is shown in Figure 12, all combinations of pairs were
tallied to isolate the movement of materials between functions or pairs.
The pairs where movement was found were listed, accompanied by the sum
of the tally to identify the frequency of movement between pairs as

shown in Table 1.

Table 1. Frequency of Material Movements between Functions.

 

 

 

 

_ ' T fictions 5"
From To Frequency
1 (Opening Cans) A 1h
1 9 (Storing for Assembly) 12
2 (Dry Storage) A 35
3 (Cleaning Materials) A 1A
3 7 2
3 lo 3
A (Portioning) 2 39
A 3 l
A 5 119
A 10 A7
5 (Packaging) 6 13
5 9 115
5 lo 28
6 (Changing Shape) IO 15
7 (Panning) 10 13
8 (Breading) 7 1
10 (Refrigerated Storage) A 2A
10 6 2

 

 

 

As suggested by Muther (AA) for travel charting, the forward and
backward movement or intensity of flow between two pairs of functions
was summed and ranked. By ranking, the order of most important rela-

tionships was indicated. These results appear in Table 2.

3A

Table 2. Ranked total movement between functions.

 

 

 

Movement Total

Rank Palr Forward Backward (Intensity of flow)

1 A,5 119 O 119

2 5,9 115 O 115

3 2.A 35 39 7A

A 10,A A7 2A 71

5 10,5 28 o 28

6 6,10 15 2 17

7 3,A 1A 1 15

8 1,A 1A 0 1A

9 5,6 13 O 13
10 7,10 13 0 13
11 1,9 12 O 12
12 3,10 3 0 3
13 3.7 2 0 2
1A 8,7 0 l l

 

 

 

 

 

The logic for diagramming relationships in space,3 described by

Muther (AA) was next employed to locate the ranked numerically coded

functions as illustrated in Figure 1A.

IEIE
IE

Figure 1A. Diagram.0f ranked numerically coded functions in space.

To utilize the distance factor travel chart for the arrangement
of two parallel rows described in the Appendix, pages 91 through 9A,

the spatial placement of the functions was further evaluated. Because

 

3The logic relates to Activities Relationship charting which
aided in selecting a beginning arrangement for travel charting. This
method resulted in an arrangement allied.with the travel charting
solution.

35

the Function pair of A (Portioning) and 5 (Packaging) obtained the
highest priority and because in reality they were considered to be
inseparable; they were combined. Since 7 (Panning) and 8 (Breading)
were also considered inseparable, they too were combined. Furthermore,
since Function 9 (Storing for Assembly), was a function critical to all
but refrigerated.materials, it was omitted for this part of the analy—

sis. This resulted in the following two parallel rows (Fig. 15).

."E
."lE

Figure 15. Diagram of two parallel rows of functions.

Formulating this configuration altered the movement between

pairs. The effects have been summarized in Table 3.

Table 3. Affects upon pairs resulting with elimination of Function 9
and combination of Functions A-5 and 7-8.

 

 

 

 

Total ’Results
Function intensity Movement Intensity
(Pair)gg of flow Change Pair Forward Backward ofgflow
A,5 119 Eliminate -- —- -- --
5,9 115 Eliminate -- —- -- —-
2,A 7A Function no. 2,A-5 35 39 7A
A,10 71 Sum: A,lO
5,10 28 & 10,5 A-5,1o 75 2A 99
10,6 17 No change 10,6 15 2 17
3,A 15 Function no. 3,A-5 1A 1 15
1,A 1A Function no. l,A-5 1A 0 1A
5,6 13 No change 5,6 13 0 13
7,10 13 Function no. 7-8,10 13 0 13
1,9 12 Eliminate -- —— -- --
3,10 3 No change 3,10 3 0 3
3,7 2 Function no. 3,7-8 2 0 2
7,8 1 Eliminate —— -- —— --

 

 

 

 

 

 

 

36

Using the distance factor travel chart in the Appendix, page 91,
the spatial arrangement of two parallel rows of functions (Fig. 15),
and the revised backward and forward movement figures (Table 3);
arrangements were constructed and compared to obtain the "good" solu-
tion for minimizing materials flow. The arrangement having the lowest

resulting index factor is shown in Figure 16.

 

 

 

 

To

3 2 1157-810 0 6

4T7 i i T
l ..------IlA----: ..... 4--.

3 : 11A 2:3 :

T I I I
2 35
A-S :1 39: :75 #113

From O : . a
-8 "f""'A'*" ng“€"‘
10 1 2A ; £15
O.-.L..---E ...... i--1--'--

5 i z i2 i

 

 

 

 

 

 

Figure 16. Final travel chart of least distance traveled.

It can be seen in Figure 16, for example, that the lateral move-
ment from Function pair A-5 (Portioning-Packaging) to Function 2 (Dry
Storage) as well as the backward movement from Function 10 (Refrig—
erated Storage) to Function pair A-5 was indicated because it resulted
from storing materials which had been opened and not totally utilized,
such as a 30 lb can of beef base from which 1 lb was weighed. Since
the greatest majority of materials traveled in a forward direction,
backtracking as well as material flow was minimized with the arrange-

ment shown in Figure 15 accompanying the travel chart solution (Fig. 16).

37

This numerically coded arrangement (Fig. 15) was then placed in
the traditional Function Flow Diagram illustrated in Figure 17. Func—
tion 9 (Storing for Assembly) was added as well as the related functions
outside the ingredient room. The directional arrows indicating inter-
relationships were drawn from the travel chart constructed from the
information in Table 1. Relationships shown between related functions
were drawn from the flow diagrams similiar to Figure 11, but specific

for the procedure developed for the function being illustrated.

Q Equipment Needs Determined and
Q Equipment Dimensions Obtained

Procedure development enabled the identification of minor and
major equipment required to change or modify materials. Examples
of minor equipment included utensils such as knives, measuring
spoons, cups, quarts, gallons as well as transportation containers
(TC) such as pans, bins, plastic bags. Major equipment included
machinery to change the shape of materials and mobile carts (MC)
to transport materials between functions. Catalogues for minor
equipment were obtained from institution kitchen equipment dis-
tributing companies. Major equipment was investigated by observation
and/or use of machinery in operation and through discussion with
manufacturing company representatives. All equipment was evaluated
in terms of composition, ease of operation and cleaning, National
Sanitation Foundation (NSF) approval, ability to perform one or many

material modifications, speed, and cost.

38

   

 

 

  
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Storeroom
4 ------------------------------ 4‘- ------------------- A
I I I
: < ------- < ---------- 5? ---------------- a :
I I I
i \‘1 : .z. . '
i l : 2 7-8
* ----- ) Opening Cans : Dry Storage Panning-
: : Breading
I . '
: L .
: r
. i
i 1
I : ’
i t . , _ ,7,
i 3 A-5 10 6
A" Cleaning Materials Portioning- Refrigerated iChanging
: Packaging Storage Shape
I . v
I I ' I:
i 1 : ‘ >
: V ............. .45--)'
I I
I I
i 9 i
: Storing for :
: Assembly :
i . i
I L 0
I .‘ I
I a U
I . I
3 V . 4/
Pot & Pan (& cart)< __________ Productlon Clerical
Washing Areas (Inventory)
, Directional flow of materials between functions within the

ingredient room.

Directional flow of materials and/or paper between related
a ------ > functions outside the ingredient room, but within the
Dietetics Department.

Figure 17. Flow diagram showing functional relationships as a result
of travel charting.

39

Major equipment which directly affected procedure time was
selected. Enough information was obtained to enable selection of
the type of equipment; however, capacity was determined during space
requirement investigation (Event). The list of equipment which

follows is accompanied with the reasons for selection.

 

E ui ent Reason for Selection
Vertical Cutter/Mixer (VCM) Quality of material produced.
Hobart Manufacturing Company Potential for future use:

Chop rather than shread cabbage.
Combine certain materials within
the ingredient room.
Ease of operation.
Ease of cleaning.
Speed and safety.
NSF approval.

Automatic Meat Slicer,

Hobart Manufacturing Company Large opening chute and fence
attachments, providing diver-
sification and material quality.

Ease of operation.
Ease of cleaning.
Speed and safety.
NSF approval.

Heat Sealer, Sentinal Heat- Complete seal, thus preventing
Sealer, Packaging Industries spillage potential.

Closure which prevented use of
tape or staples or any other
means of sealing the container
which potentially could become
extraneous foreign matter in the
product.

Ease of operation: Both hands of
employee free to hold package
since sealer was foot operated.

Electric Scale, Toledo Weight in decimal part of a lb.
Manufacturing Company Accuracy for quality control.
Reduction in calculations through-
out the paper system.
Ease of operation.
NSF approval.

 

 

 

 

 

 

MO

Using the material and equipment dimensions along with the portion
size specified in the recipes, capacity per pan was next determined. For
example, the number of heads of lettuce that would fit in the basket
during the washing activity and the number of lettuce wedges that would

fit in an 18x26xl in. sheet pan were calculated.

$i§l_Time for Performing Procedure Tasks Completed

Establishing the time required to perform each activity was nec-
essary to schedule processing of materials through functions to meet
production deadlines. From this information the peak preparation load
within the ingredient room as well as the amount of equipment needed
was determined. To obtain this information limited time studies were
performed in the Dietary Department at W.A. Foote Memorial Hospital in
Jackson, Michigan. The average bed capacity was 275 during the obser-
vation period from November 20 to December S, 1969. The existing menus
were concurrent with the 21-day menu cycle used at University Hospital;
hence, the times for the required activities were easily obtained. Man-
agement approval as well as employee cooperation and understanding were
obtained through scheduled meetings. It was established that no changes
would be made in the existing preparation procedures; also production
deadlines would not be interrupted during the collection of time data.

As the first step, tasks required for completion of the activi-
ties of the procedures described within each ingredient room function
were specified. Since work involves a general breakdown of get ready,
change or modify materials, and clean-up, this division was used to
categorically list the specified tasks as shown in the Appendix, 95 and

96.

hl

Having identified the tasks, pertinent information desired for
this study was isolated. Inspection as well as Operations at one
work place which did not add value to the material and/or operations
which directly modified the material were timed. Recalling the as-
sumption that the layout sought was a construction algorithm, move-
ment and temporary or controlled storage were omitted. These were
recognized as existing; however, they were considered variables
which changed as physical arrangement and storage systems changed.

Directly related to time was the quantity of materials handled
and the equipment and utensils used; therefore, this information was
desired. To determine the length of time required to perform each
task, a common denominator of quantity units was defined. For ex—
ample, the common unit of "1 lb" was established for the task of
weighing dry materials. The final time determined could then be
stated in time per unit or, in view of the cited example, minutes
per pound.

The beginning and ending points for timing each task were es-
tablished. For example, timing the task of opening cans began when
the can was placed at the opener and stopped when it was removed from
the work table. A stopwatch was used for collecting continuous time
to the nearest whole second. The form appearing in Figure 18 was
developed to record the desired information and for analysis of the
collected data. A sketch of the work area was included to define
limitations for data collection, thus avoiding recording time spent
in travel. Because only operations and inspections were observed,

the symbol for "inspections" was recorded while a blank space denoted

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h3

the "operations" symbol in the first column of the form. Specific
operations or inspections were noted as observed in col 2. Quantities
of materials (col 3 and h) were recorded as seen and confirmed verbally
with an employee. Time change of operations for the defined tasks

were recorded on the appropriate line of the form without stopping

the watch. Using the cumulative record, the elapsed time for each
operation was derived by subtraction during analysis. The size and
quantity of equipment, utensils, and/or containers used for material
modification were recorded during observation.

The task of peeling was used to show the method of analysis
following collection of data. The sequence of operations included
picking up one unit of material, peeling the unit, dropping the peel
into the disposer and placing the peeled unit in a sink filled with
water or in a storage container. The recorded data and analysis for
peeling of onions is shown in Figure 18.

To reduce human errors as well as differences among units of
materials, the time required for handling three units was averaged.
The average was then considered as one replication of the time re-
quired to perform the specific task on one unit of material. For
example, the total time required for peeling three onions, or 75 sec,
was entered in col 10 and the average time for each replication, or
25 sec, was entered in col 11 (Fig. 18). Time for each replication
or unit was then entered on a form as seen in Figure 19.

Because of the wide range of times required for peeling various
materials, two divisions of time were established. A "high" time was

needed to peel materials such as onions while a "low" time was

hh

required for materials such as carrots, bananas, and cucumbers. The
number of replications required for validity was determined using a
nomograph described by Nadler (hS). When feasible within the limita-

tions of this study, the minimum number of observations was made. Data

h

were averaged and the mean used in this study. Time factors were

established for all tasks listed in the Appendix, pages 95-and.96.
For selected equipment not used at W.A. Foote Memorial Hospital, time

factors were assumed based on the manufacturers' specifications.

Function: Cleaning Activity: Peeling,
Materials Hi time
te Re Material Unit Time sec
1 eac
2 35
9
25
25
25
2
28

Sum: 322
e: 25-38 .13
Mean: 28 84 29

 

Figure 19. Example of form used to summarize time data.

Established time factors for the specific tasks were then used
to determine relative times for performing the procedures defined in
Event ® . Relative times were used because no allowances were made

for distance traveled, storage, or performance delays. Each procedure

 

hTime factors derived for this study are based on limited obser-
vations; hence, they should not be considered as time standards.

AS

per function was then charted as illustrated on the form shown in
Figure 20 using a modification of multi—product process charting as
presented by Muther (Ah).

Based on the time modules described by Brown (A), time factors
were sorted into four categories. For the first, constant time was
defined as that which was not changed by the volume of material handled.
For example, placing a paring knife on a work table was a constant time.
Variable time, the second category, was considered as the time which
increased as volume increased. For example, 0.10 min was required to
measure 1 qt of dry material while 0.3 min was needed to measure 3 qt
of the same material. A third time was that which changed as the ratio
of material to equipment capacity changed. 0ne roasting pan, for
example, was needed for four 10 1b roasts while an 18x26x1 in. sheet
pan, was used for fifty hx2x2 in. baking potatoes. The sum of these
three times as charted provided the length of time required to perform
each procedure per unit. The fourth category of time noted included
the time involved in cleaning the work area and equipment. These times
were isolated since the tasks would not necessarily be performed after

processing each material, but rather after processing numerous materials.

_§EP Peak Production Load within Ingredient Room Selected

A decision to deliver materials to the production areas on an
hourly basis beginning at 8:00 A.M. was made to minimize storage of
processed materials within the ingredient room. Using the comprehen-
sive listing of the established menu pattern (Fig. 5), the food produc-

tion manager of the Dietetics Department at University Hospital was

h6

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h?

interviewed to obtain specific times necessary to deliver materials

per product per meal to each production area.

recorded on a form as shown in Figure 21.

This information was

 

Time materials/product

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Production Serv/ .needed in productiongarea
Meal Area Product Meal 5 .6 7 8 9 10 ll 12
Breakfast Salad (S) Fruit: .}
Canned 10 J 4)
Frozen 10 V 44?
Bakeshop Muffin or 200 J TS
(BS) Doughnut or I
Fried Cake )
s Gelatin 25 I
Cooks (C) Cooked cereal 300 I 411/
c Scrambled eggs 300 J )
C Bouillon ho '7 4)
Assembly Lemon wedge I40 1 7
(A) K
Lunch 0 Gravy 300 I D
Figure 21. Example of form used to tabulate delivery times to

production areas.

The materials were then grouped according to production areas

and the designated delivery times.

Using a form as shown in Figure 22,

material amounts were entered after pound weights had been converted

to decimal parts of a pound (52).

Place of storage, refrigerator,

freezer, or dry storage, immediately prior to delivery to the ingre—

dient room was also indicated.

Using the alphabetized listing of all materials and the informa-

tion recorded as shown in Figure 22, the quantities of each material

were recorded per hour as shown in Figure 23.

number of materials requiring portioning and packaging through the

The sum of the total

A8

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

1 Ref Order
Prod Serv/ 2 an of
Time Area Meal Batches Product Material Amta 3 Dryprepb
1:00 V 625 1 Baked Idaho potato 625 l 23
'P.M. potato Veg. shortening 3.125 3 5
300 2 Whipped Margarine h.000 l 25
potato Whole milk pwd. 9.000 3 h
Salt 0.750 3 7
Ins msh potato 21.000 3 6
1:00 C 250 1 Chicken Chicken base 0.563 1 27
P.M. gravy Cooked Roux 3.500 1 26
Egg shade 3/h t 3 10
3'Amount in decimal part of pound unless otherwise specified.
bSpecified order of preparation in Portioning Function.
Figure 22. Example of materials categorized by time needed within
production areas.
Numerically coded listing of Summary of
alphabetized.materials materials
Delivery Total Number
time 1 80 81 82 83 6 97 number of kinds
.063 1/20
9:00 AJM. f()
28 25
.375
10:00 A.M. .375
.563 25 18
.594 3.125 2T 100
1:00 P.M. .375 1/20
.375 42 35
2:00 P.M. 2L ?
Figure 23. Example of quantities of materials required within

production areas per hour.

1&9

ingredient room per hour were determined. Within this total, like
materials were combined and a total number of kinds of materials was
calculated. For example, three quantities of salt (material No. 80)
were required at 1:00 P.M. All three of these entries were considered
for the total number of materials; however, salt was counted only once
for the total number of kinds of materials.

The criteria for selecting the peak load of production within
the ingredient room was based on the time period having the largest
total number and kinds of materials. However, the period was examined
to insure that all activities within all functions would be performed.
Also, the highest volume to be processed per material was required for
the period. The time period of 1:00 P.M. met these requirements.
Therefore, the materials and quantity processed during this period

were used to determine space requirements of the ingredient room.

_@ Space Requirements Determined

To determine space requirements, the events: Material. and
equipment dimensions® peak production load., and arrangements of
functions©were summarized. Also, a priority listing for performing
the activities within the ingredient room function of Portioning was
developed in view of food quality, sanitation, and materials handling
principles. Because of possible microbial growth and quality deteri—
oration, processing of refrigerated foods was scheduled following
processing of non—refrigerated foods. The sequence of weighing,
measuring, and finally counting was determined for orderly processing

rather than, for example, measuring followed by weighing and then back

50

to measuring for a third material. The sequence of what to weigh or
measure was also established to avoid repetition of having to process
the same material within a small time span, for example, weigh flour
then weigh baking powder for the same product, followed by weighing
flour for the next product. The completed priority in decending order

of preparation can be seen in Figure 2h.

 

 

==—-=— =
Storage Place Process Preparation
Dry Weigh Large bulk containers
Small containers
Cans
Measure Teaspoons or tablespoons

Cups or quarts or gallons

Count As required
Refrigerated Weigh As required
Measure Teaspoons or tablespoons

Cups or quarts or gallons

Count As required

 

Figure 2h. Priority listing for processes in Portioning Function.

Using the data entered for materials categorized by time needed
within the production areas, the order for processing materials within
the Portioning Function during the 1:00 P.M. peak production period
was established. All products were assigned a number to facilitate
analysis. The priority information (Fig. 2h) was then used to record
the order of processing materials in numerical sequence. An example
in the "Order of prep" column is shown in Figure 22. Materials of the
same kind were given the same processing number, for example, every time

flour appeared it was given a "l".

51

The accumulated and/or calculated data on material and equipment

dimensions, time, and materials flow were entered on the Space Require-

ments Analysis Form, illustrated in Figure 25.

Material dimensions

(Event.) were used to calculate cubic and square inches occupied

by specified quantities of materials.

Time and procedure data, shown

in Figure 20 were also used as demonstrated in the example cited below.

For this example, the material, whole milk powder for the product,

Whipped Potatoes will be traced and the results summarized in Figure 25.

source indicated.

Column

l

10

11

Entry

Production area of main kitchen
denoted by a letter symbol.

Product number.

Product name.
Material number.
Material name.

Market specification of material
(i.e., fresh, frozen or canned)

Unit size.

Form required in production area.

Number of servings per product.
Batch(es) per meal.

Material amount needed.

Entries in columns one to 13 were directly transferred from the

Sourcegof Entry

 

Production sheets

Fig. 22, Materials
categorized by time
needed within the
production areas.

Alphabetical listing
of materials.

Fig. 22

Fig. 5, Comprehensive

‘ listing of devised.‘

menu.pattern per“
day.rw~

Fig. 5
Fig. 5
Fig. 5
Fig. 5

Fig. 22

52

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53

 

Column Entry Source of Entry
12 Time material needed in produc— Event. , Peak pro-
tion area. duction load within
ingredient room
selected.
13 Material flow between functions. Fig. 12, Sequence of

material movements
between functions.

Columns 1h to 3h are discussed for entries made adjacent to Function 1,
Opening Cans.

1h Discussed following columns 16,
17, 18, 19, & 2o.

15 Discussed following column Al.
16 Storeroom delivery to function. Fig. 25, col 7, 10, 11
Quantity: 3-#10 cans containing
lb each were delivered.

Thus, 3-#10 was entered.

Size: 1-#10 can measures 6x6x7 Fiz. 25, col 7 & Event
in. or 252 cu in. Cans were @ , Material (unit)
assumed to be square; thus, dimensions obtained.
756 cu in. (3 x 252) was
entered.

17 A plastic lid was required to Fig. 20, Charting
cover the #10 can enroute from procedures per function
Functions 1 to A. Thus, #10 per task in reference
w/plas lid was entered to time.

18 None.

19 The entry, 3/1 represented 3 cans Fig. 20 & Fig. 25,

& 1 plastic lid. Since 2 cans col 16.

would be emptied after portioning
& 1 can would be stored, only 1
plastic lid was required.

20 None.

1% The constant times for: "Confirm Fig. 20
the amt need", "Place material at
equip (can opener)", "Place TC
(plastic lid) at equip", & "Clear
trash" were summed & noted. The
variable times for: "Wash mate-
rial (lid of can): Low", "Open #10

Column

1h
(cont’d)

21

22

23

2h

25

26

27-32

33

3h

5h

m

can", "Cover TC", & "Place TC on
cart" were summed & multiplied by
three. The constant & variable
time sums were added. The result,
1.59 min was entered.

Time & space entries for specified
equipment were made where appli-
cable.

None.

Sink time: 0.lh min required to
wash lids of 3 cans.

None.

Can opener time: 1.35 min spent

opening 3 cans.

Can opener space: Each #10 can
occupied 6x6 in. with height of
7 in. Thus, 36-7 was entered.

None.
Trash time: 0.10 min was spent

disposing of the 3 lids removed
from the cans.

Trash space (calculated in cu in.):

The amount of trash accumulated by
3 lids was 108 cu in. Since depth
was minimal, only length & width
were considered.

Source of Entry

 

Time: Fig. 20;

Space: @ents 8:

Fig. 20

Fig. 20

Event ®

Fig. 20

Event

The next functions specified in col 13 for the material flow of

whole milk powder were A (Portioning) & 5 (Packaging).

Function 10

(Refrigerated Storage) was specified as the storage place for the

unused material.

17

TC Kind: A plastic bag was spe-
cified as the TC to be used from
Function 5 for delivery to the
production area. In Function 10

a #10 can with a plastic lid would
be stored.

Entries made in appropriate col 16 to 32 as well as
col hO & hl will be discussed for Functions h, 5, & 10.
done, col 1h will be discussed following col 20.

As previously

Fig. 20, FUNCTION:
Portioning-Packaging
MATERIAL GROUP which
contained dry milk
powder.

Column

l8

19

20

1h

21

55

 

Entry Source of Entry
TC Size: The amount of material Fig. 25, co 10, ll
needed for 2 batches was calculated and Event ; Minor
to be 180 cu in. each. A double equipment catalogue
entry was made of 180. The TC & weight-measure
(plastic bag) required to accommo- equivalents (10, 55).
date 180 cu in. was specified as

1hxll in.

TC Quantity: Since 2 batches were to
be delivered, 2 plastic bags were
required in Functions h & 5. Since

1 can would be stored with 1 plastic
lid, an entry of 1/1 was made adja-
cent to Function 10. It was noted
that the "1" representing the plastic
lid was the same obtained in Function
1.

Utensils: A frame to place a Fig. 20
plastic bag into during weighing

and a scoop with which to dip the

milk powder, were the utensils

required.

The constant times were summed & Fig. 20
noted (i.e., "Check amt needed",
"Place material on WT", "Place
utensil (frame) on equip (scale)",
"Place utensil (scoop) on WT",
"Place TC (plastic bag in frame)
on equip", "Set scale", "Close
lidded can", "Clear work area of
unused material, utensils, and
trash". The variable time of
weighing was next calculated and
noted for the specified weight
required (i.e., h.5 lb per batch).
The third time of "Closing TC
(Heat seal plastic bag)", "Attach
label", & "Place on cart" were
summed & multiplied by two. These
three times were added & the
results entered in column 1h.

It was noted that this time
represented Functions h, 5, & 10.

Work table time: The time spent Fig. 20
was 0.28 min.

Column

22

27

28

29-32

33

3h

35-37

38-39

hO

A1

56

m

Work table space: 36 sq in. of
space was required to accommodate
the TC of milk powder for labeling.

Scale time: The amount of time
calculated to weigh 9.0 lb of milk
powder in 2 batches of h.5 1b each,
was calculated to 2.03 min & this
time was entered.

Scale space: 3-#10 cans placed at
the scale required 108 sq in. of
space.

None.

Trash time: Disposing of 2 cans
required 0.10 min.

Trash space: 2 cans were emptied
& required 50h cu in. of space.

(6 x 6 x 7 = 252 x 2 = 50h)

Containers to be inserted in or on
mobile carts (MC) for material trans—
portation. The product number, P no.
associated with the material being
processed or material number, M no.
was entered adjacent to the function
from which transportation was re-
quired.

Type of cart suitable for the con-
tainer identified. Entries included:

Time, min
Product No.

Unused material shelving space
required was either refrigerated,
l or dry, 2. Unused whole milk
powder was to be stored under
refrigeration, thus the No. l was
entered adjacent to Function 10.

Unused material shelving space:

ggél-was entered where, 36-7 indi-
cated sq in. & the height restric-
tion;, 252 indicated cu in. of l

#10 can.

Source of Entry

Event

Fig. 20

EventIQI)

Fig 20

Event

Fig. 25, col 2 & 13

Fig. 25, col 35 to 37
& Fig. 20

Principles of quality
retention & sanita-
tion.

Event

57

 

Column Entry Source of Entry
15 Summarizing procedure time data in Fig. 25, col 1h

col 1h & scheduling of employee(s)
within the ingredient room was deter-
mined for the peak load period of
1:00 P.M. Because no deliveries to
the production areas were required
between 10:00 A.M. and 1:00 P.M.,

the approximate 6 hr work load of
peak ingredient room preparation was
divided between 2 employees. Functions
were then grouped for work distribu-
tion according to relativity and total
preparation time per function. The
scheduling results can be seen in
Figure 26.

Mbbile cart (MC) analysis was next performed for three types of
deliveries: (l) storeroom to the ingredient room, (2) function to
function within the ingredient room, (3) ingredient room to production
areas within the main kitchen. Cart requirements from the storeroom
to the ingredient room were calculated by summing the cubic inches of
space noted for each material per function (Fig. 25, col 16) according
to the material storage requirement; dry or refrigerated. The results
are summarized in Figure 27.

Height restrictions were entered based on the most common purchase
unit of materials delivered to each function. The cubic inches were
converted by dividing cubic inches by the height restriction. A
square root table was then used to convert the resulting figure to.
length and width requirements. Appropriate carts were selected from
equipment catalogues as indicated in Figure 27. A modified equipment
layout form shown by Muther (Ah) was then used to draw the selected

carts to scale and provide the needed equipment information as illus-

trated in the Appendix, page 97.

58

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m.»
m m
m
mad
mam.e <
H

 

me me om we me me 00 me me as om Ha waned 00 Ha me OH om OH
mafia

 

 

mQOHpocdm mmhoamam

 

59

.GOHpmhmmmnm soon pcofldmamafi Mama wowhdo ham>flao© aoopmMOpm Mom mfimhdmsm puma mawpoz

.em museum

madflhmpda womdnohsm m<d

 

.: soapondm 0p undo an“? mamfinopma

mafiaflmamh ym>fiamn

 

.e scavenge es

 

 

 

 

 

 

 

 

 

 

mamwnmpda..efi no mmm o>oamm .: soapossm
Mom mamfinmpda oopwaowfihmma spas wsflum "msoz mxwxh mmm N aonmnm
marge mop
deApfla macaw m
N\Hlmm mowhom ovm Hoomwso
00: H xm\HI:mx:\HIm: .Momm mamsm :mxowxom m:m.mm m
can
H o>ons .: Gproqdm cw ms osmm wxmmxmm ow~.m : Ishmmfinmmm
moqsnwmao
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00: a xm\auoexmm seeder: seasons wxmaxom mee.m e
mossswmao
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pH pqmaa .nfi «ouflm make .sw .swxmo mmdepm
.hpfiodmwo , .mxzwq .conHSUMm soaponsh sooyoAOpm
seeaasm oz assumes: m.m.< .mw aura

 

60

Transportation of materials between functions were found to be

from®—9®,e o 6 °,@—®,andfrom@to

the Assembly Production Area.

®

The same cart could be used for trans-

portation between Functions 1 (Opening Cans) and A (Portioning).

Analysis of the transportation of other materials was accomplished by

using information from the Space Requirements Analysis Form (Fig. 25)

and summarizing it on the Mobile Cart Analysis between Functions Form

(Fig. 28).
Column

1

2

5-8

10

11

The use of this form is described as follows.

Frau

Product identification number.

Material identification number
allowing one line per material.

Direct routing of materials
between functions. A »/ mark
indicated that the material
traveled the specified route

as opposed to any other routing
specified.

Number of containers required
per material.

Size of containers in which
materials were to be trans-
ported.

Container height.

Total height required for the
containers specified obtained
by multiplying the container
quantity by the container
height restriction.

The number of containers was
determined based on the maxi-
mum space allowance of a sheet
pan (shelf), 18x26 in.

 

Source of Entry
Fig. 25, col 2
Fig. 25, col h
Fig. 25, col 13
Fig. 25, col 17
Fig. 25, col 17 a 18
Fig. 28, col 5—8
Fig. 28, col h & 9
Fig. 28, col h-8

61

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62

 

Column Entry Source of Entry
12- Repetition of the information
end described for col 3-11, but
for different routings.
Row Col
a 10 Total height required by summing Fig. 28
col 10.
b 11 Total number of shelves required Fig. 28
by summing col ll.
b,c -- Kinds of carts required. Event. ,
Equipment catalogues
b 10 Cart specified to accommodate
or needs
c 11

Upon completion of the Analysis between Functions Form, the total
number and type of carts required within the ingredient room were
determined. As done for the storeroom delivery carts, an Equipment
Layout Data Form, including the plan view scale drawing, was completed
for each size and type of cart required.

A similar analysis of cart requirements to transport materials
from the ingredient room to production areas was made. Because one of
the objectives of the ingredient room was to deliver materials per
recipe to the production areas, all products from which materials had
been separated in processing were assembled. When no assembling was
necessary for such products as baked potatoes, materials moved directly
to production areas using carts which had accommodated the materials
as they moved between functions (i.e., Functions 3, Cleaning Materials

and 6, Changing Shape) in the ingredient room. Other materials were

63

assembled following processing within Functions 5 (Packaging) and 7
(Panning). Following analysis, types of carts were specified based on
needs and availability.

Utensils required for Functions h (Portioning) and 5 were sum-
marized using Figure 25, col 13 and 20. Measurements indicated in
equipment catalogues or obtained by physically measuring the items pro—
vided the necessary information for determining space requirements.
Since no drawers were desired within the ingredient room, a vertical
suspension storage arrangement was selected. Configurations of possible
arrangements were drawn. The arrangement requiring the least amount of
space or 28 in. in length and 18 in° in height with a maximum projec-
tion of 7 in. to accommodate the 1 gal measure, was selected.

The analysis of trash accumulation was next determined using the
data recorded on the Space Requirements Analysis Form (Fig. 25). Trash
was created in Functions 1 (Opening Cans), 3 (Cleaning Materials), h-S
(Portioning-Packaging), 7 (Panning), and 8 (Breading). According to an
engineering principle of materials handling (30), trash should be elimi-
nated at the point of creation; therefore, the cubic inches of trash
accummulated per function denoted in col 3h, Figure 25 were summed per
function. Equipment catalogues were then used to select the appropriate
trash container(s) based on the existing system of trash disposal at
University Hospital, Dietetics Department in which polyethylene-lined
paper bags are utilized. Each trash bin liner is 23x17xh8 in. or
18,768 cu in. in size. Hence, the sum of trash accumulated per function

was divided by 18,768 cu in. to determine the number of liners required

6h

per function. Knowing the dimensions of the trash bin liners, the
amount of floor space required per function was next calculated and
denoted in length, width, and height as well as square feet. These
results are shown in Table ’4.

Table A. Calculations to determine space requirements for total
trash accumulation.

 

 

 

 

 

Functions: 1 3 h-5 7
cu in. trash: 3,A25 8h,686 2,192.5 h,250
no. of liners: l h l l
(23x17xh8 in.)
Floor ft: 2xl.5 hx3 2x1.5 2xl.5
space
required sq ft: 3.0 12.0 3.0 3.0

 

A summary was made of re-usable transportation containers such
as plastic bins, sheet pans, and stainless steel pans, per function
from Figure 25, col 13, 17, 18, and 19. The totals provided the
dimensions of space required for all containers within each function.
To facilitate weighing, the suggestion was made that each container
be etched with its own weight.

Columns hO and Al of the Space Requirements Analysis Form (Fig.
25) were used to determine refrigerated and dry storage space. The
sum of the refrigerated material entries, 1h,206.5 cu in. or 9 cu ft,
indicated shelving requirements. From the MC analyses, three carts
(l.83x2.25 ft) needed refrigeration while the remaining carts were in
use or circulating between one or more functions. Thus, 2h.7 sq ft

of refrigerated cart space was required.

65

Dry storage within the ingredient room was of three types: (1)
shelving for spices, flavorings, and similar opened-unused materials,
(2) ingredient bins for flour, sugar, and starch, (3) a dolly for a
50 lb container of shortening. The sum of dry storage shelving require-
ments (col Al) for opened-unused materials was 181 sq in. with a height
restriction of 7 in. As determined in Event.a length of 105 in. was
required for the 29 items commonly used in processing with two height
restrictions of 5 and 9 in. Thus, 286 sq in. of dry storage shelving
was required with height restrictions of 5, 7, and 9 in. For dimensions
of ingredient bins the amount of material used per day and per week were
summed and calculated. Based on the volume and purchase unit, the appro-
priate bin sizes (half and full size) were selected from the equipment
catalogues.

The major equipment needs chosen at the completion of Event.
and dimensions from corresponding specification sheets (Event®) were
listed for each function (i.e., 3, h-5, 6, and 7-8). The maximum dimen—
sion of material and/or re-usable containers placed on or at the equip-
ment was selected from the appropriate function row and equipment
column on the Space Requirements Analysis Form (Fig. 25) to provide
sufficient work space. Sketches including dimensions were then drawn
per function in an arrangement employing the procedures developed at the
completion of Event® and the principles of motion economy, human
physical normality, layout, and materials handling as discussed by
Kazarian (30). Utensil, re-usable container, and dry storage summaries
of space requirements were used to arrange the items in the available

space above and below work surfaces as illustrated in the following

figures.

66

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Maximum dimension of
material &/or re-usable Equipment required Dimensions, Summary,
containers, in. per activity, in. in. ft
Wash top of cans:
Sink 9x1hx8
l-#10 can material Open cans:
space required at one Electric can opener
time, Fig. 25, col 22
SS pans (Fig. 25, col Drain cans:
l8 & 19): WOrk table
1—l2x20 perforated
2-l2x20 solid
Can
IIIHI-Ia—III- I!» -II
Summggy:
Work table-sink
*4-4
.. I,
l I
b———-Jfl-———q
Adjusted space required: 3.5x2.0
(template)
Other space required:
Re-usable container storage:
2hx20xl2 in. vertical storage Ample space
under WT
Trash accumulation summary:
3,h25 cu in. l liner 2xl.5xh ft 2.0x1.5
(template)

 

 

 

 

Figure 29. Summary of Function 1,

Opening Cans.

67

 

Maximum dimension of

 

material &/or re-usable Equipment required Dimensions, Summary,
container, in. ,per activity, in. in. ft
Trim & peel:
Disposer 5 hp, Table
opening: 19

12x18 chopping board

 

in. diameter
Drain outlet,
based on BA
in. height
table, 1h.5
in.

 

Work table
F—dg-fi

LOI— II

*___.37.___*

 

 

 

 

Adjusted space required: 3.5x2.5

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Wash:
18x26 basket construc- Sink 18x26x1h
ted with flexible hand— Basket:
les on sides to lower &
lift; 3 in. above “1.11%.
bottom of sink so as _%§%%i§§t
not to recontaminate gfifiagggg.
the clean produce; but
low enough to prevent Spray Wall attach—
employee from getting ment above
wet while spraying. sink
Drain board 1/8 minimum
slope toward
sink (NSF)
/
-——— n
\ i
*—46—*F45—i
Adjusted space required: 3.5x5.25
Summagy:
Work table-sink
_ flu A
Q} ‘ i L.
n I \I
I
I6 7.75 _:
7.75x2-5
(template)

 

Figure 30. Summary of Function 3, Cleaning Materials.

68

Figure 30 (cont'd.)

- —=
Maximum dimension of

_______.

 

 

material &/or re-usable Equipment required Dimensions, Summary,
container, in. ,per activity, in. in. ft
Other space required:
Re-usable container storage:
Pans: 33x26xl8 Space to be
provided
Baskets: 12x16 vertical or Ample space
18x26x29 horisontal under WT
section
Dishmachine (for utensil washing): 2Ax25x3A Ample space
under drain
board sec-
tion
Trash accumulation summary:
8A,686 cu in. A liners 2x1.5xA ft A.Ox3.0

 

 

 

(template)

 

69

 

 

 

 

 

 

 

Maximum dimension of
material &/or re-usable Equipment required Dimensions, Summary,
containers, in. ,per activity, in. in. ft
Open PM:
Prepeeled potatoes, Work table A3x20
l8.5xle5.5 in.
material space required
as well as a plastic
bin, 20x15x5 in., Fig.
25, col l6.
Portion:
A sizes of cylinder TC cup dispenser
cups were required, (closed cylinder
Fig. 25, col l7 & l8. sleeves required
Diameters, in.: by Public Health)
6.0
A.5
I... T I
3.0 I q 29
Maximum height: 3, 3‘5
6.0 in. I;
i; k——-m:-——I ‘L
l7.5x6x28.5
2 sizes of plastic TC plastic bag
bags were required, dispenser
Fig. 25, col 17:
lell &
8.25x7 21x8x8
15 1b celery maximum Scale, 0.01 lb 16x20.6x2A
material batch weight gradation, 15 1b
required, Fig. 25,
col ll.
Utensil storage 28x7x18

 

(determined in
utensil analysis)

 

 

 

Figure 31. Summary of Function pair A-5, Portioning-Packaging.

Figure 31 (cont'd.)

70

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Maximum.dimension of
material &/or re—usable Equipment required Dimensions, Summary,
containers, in. per activity, in. in. ft
Package:
Maximum plastic bag Heat sealer 15x10x9
opening: 11 in., Fig.
25, col 17
Aluminum foil
dispenser 20x8x8
Same diameters as T0 cup-lid
cylinder cups dispenser 17.5x6x12
(relatively).
Work table space
(to set down cups
to close) 6x6x6
Summagy:
Elevation View
(above WT surface)
outlet
(Tc Cups) I__II.:_..
AI “T
l I Cup lidslz
“cale
T. I? D 4 ‘l
2
n Peg board ,5 I ..... 1
IL of utensils TCPlas Ms foilP—II
a .n’ 4* aI———ab——u-—NIp——ut—4
I—ZO—i
k 85 :3
‘ Heat Sealer
Plan View
F—-—-2F-—flp—~Mn—aIe——ao-——u
20
:1]
w—-Mfi—4e6-u
Kr 9/ ~22»

7.5x2.0
(template)

Adjusted space required:

Figure 31 (cont'd.)

71

 

 

 

Maximum dimension of
material &/or re-usable Equipment required Dimensions, Summary,
containers, in. per activity, in. in. ft
Other required space:
Trash accumulation summary:

2,192.5 cu in. 2 liners 2x3 ft Since trash
containers
were to be
stored un-
der WT, 3A
in. high,2
containers
folded down
required.

Dry stroage summary:
PM of shortening, Dolly:
12x12x17.5 13xl3x6 l3x13x22.5
(under WT)
Shelving, 181 sq
in., 7 in. height
restriction,
5x6x7

29 items, Event ., Shelving:

/3.5x5 (6 shelves on sliding track
105x\ suspended beneath WT. Public
6.0x9 Health restriction: Non-por—

Re-usable container storage:

A2x26xl8

 

WT surface ——9

3

Floor -—9 (l

.T Short- Eil
0 Trash Trash ening"I

table storage of food should
be a minimum of 10 in. from

 

 

the floor.)
l8x2Ax2A
Space to be
provided
Summ :.
____E£X. Elevation View

(below WT surface)

 

 

II—t *‘dhz-I

 

IO

n—eab——12-——fl

 

 

 

 

K—-—"-—*h-”'——4IF—-A3-—4*

Is 9/

 

 

ck

2—9I

72

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Maximum dimension of
material &/or re—usable Equipment required Dimensions, Summary,
containers, in. per activity, in. in. ft
Manual chop & dice:
12x18 chopping board, 'T
26x17 plastic bin, 89 11, T H H
- a
:gxl8 shietacpig, Fig. 11 HHJHH
50x26
Adjusted space required: A.5x2.5
(template)
Machine chop:
27 qt onions maximum Vertical cutter/ 36.2AxA8.5
amt of material to be mixer, 30 qt (bowl turned
chopped, Fig. 25, col capacity, Hobart down)
30. model #: VCM+25
20x18 pan, Fig. 25, Cart beneath VCM 20xl8x8
col 30. spout to empty
content into TC
T I " ’ T
.w
* 4!
'1 '21-: ,L
b——3b—6I
Adjusted space required: 3.0xA.0
(template)
Machine slice:
37 1b cabbage maximum Automatic meat 29-3/16x2A
amt of material to be slicer; chute or 29—3/16x
sliced (shredded), attachment 17 (below
Fig. 25, col 3A. carriage)
72 1b prepeeled pota— 2 fence attach- *____24___g
toes maximum amt to ments ,7 -;
be sliced. 5‘" “‘1 ' , T
Meat I T
20x15x5 plastic bin Work table space Slicer : 20 3"
26x18x1 sheet pan, required, Summagy: e.m-* : .3
Fig. 25, col 22. T 20 . I
I ’3' :
II :_ __ I
i Ir—II—II
F————-—16---fl
Adjusted space required: A.5x3.0
(template)

 

Figure 32.

Summary of Function 6, Changing Shape.

Figure 32 (cont'd.)

73

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Maximum dimension of
material &/or re-usable Equipment required Dimensions, Summary,
containers, in. per activity, in. in. ft
Other required space:
Re-usable container storage:
Sheet pans: 9x26xl8 vertical Ample space
under WT
Maximum dimension of
material &/or re-usable Equipment required ‘ Dimensions Summary,
containers,fiin. per activity, in. in. ft
Pan &/or bread:
10x8 material space Work table
required, Fig. 25, .
col 22. r—n—a T
T Ia—u 2‘
26x18 sheet pan If 3° H" i
20x12 pan (breading i i
mix), Fig. 25, col 22. 6 3‘ =
Adjusted space required: 3.5x2.5
(template)
Other required space:
Re-usable container storage:
Sheet pans: 15x26x18 vertical Ample space
under WT
Trash accumulation summary:
A,250 cu in. l liner 2x1.5xA ft 2.0xl.5
(template)

 

 

 

 

Figure 33. Summary of Function pair 7-8, Panning-Breading.

7A

 

 

Function
Space Required, Dimensions, Summary,
in. Equipment in. ft
Function 3: Mobile cart: Cres-Cor A8—l/Ax2A-3/8x A.Ox2.0
33x26x18 model #: 270—A0—A823 69-1/2 (template)
3 corrugated shelves
Functions A-5: Same MC Same MC Same MC
A2x26xl8

 

 

 

 

Figure 3A. Summary of re-usable container space to be provided for
Functions 3 and A—5.
_@ Templates of Work Centers Developed
The necessary templates were determined from the mobile cart
analyses, refrigeration and ingredient bin space analyses, and sketches
with function summaries (Fig. 29, 30, 31, 32, 33, and 3A). The most
common scale used for layouts is l/A in. per ft. Thus, l/A in. scale,

color-coded templates were made from construction paper.

Q Arrangement of Work Centers within Functions Determined

The templates were arranged on 1/A in. graph paper according to
the functional flow diagram (Fig. 17) which resulted from travel
charting (Event (:) ). Because all work centers were not equal in
dimension and because aisle space requirements were not yet determined;
arrangement modifications were performed by manipulating the templates
directly on the graph paper.

Function 2 (Dry Storage of the ingredient bins) was exchanged
with Function 1 (Opening Cans work center) for the following reasons.
The recorded frequency of material flow between Function 2 and A

(Portioning) included shelving as well as ingredient bins. The greater

75

frequency of movement was due to shelving whereas the ingredient bin
movement was relatively restricted to one delivery time per day. Since
shelving was included in the work center of Function pair A-5 (Portion-
ing-Packaging), obviously the distance for the more frequent movement
was minimized. Another advantage to the change was that ingredient
bins were more accessible to the storeroom for refilling. On the other
hand Function 1 (Opening Cans) resulted in a straight line to Function
A (Portioning). Furthermore, as a result of this change, trash space
was decreased and became centrally located for Functions 1 (Opening
Cans) and 7-8 (Panning—Breading). Since the total space for Functions
1, 2 (Dry Storage), and 7-8 was less than Functions 3 (Cleaning Mate-
rials) and A—5, enough space was available to place Function 6
(Changing Shape) opposite Function 10 (Refrigerated Storage) and adja-
cent to Function 7-8. The change provided better access to Function

10 as well as totally, a rectangular configuration of the ingredient
room and a reduction in distance to travel.

One cart was eliminated by simulating the material movement and
performance of activities between Functions 3 and A-5. Rather than
having two independent carts from Function A-5 for Function 6, it was
assumed that when one of the two carts from Function 3 was emptied, it
could be filled with portioned materials for Function 6 routing.

Having developed a relative arrangement of the work center tem-
plates in space, aisle space requirements were next determined. Recom-
mendations for aisle space have been provided as described in the

Appendix, pages 98 and.99- These recommendations as well as

76

maneuvering MC templates through their routing sequence in relation to
time, determined aisle space dimensions. Adjustments were made in the
placement of work center templates to allow for the necessary aisle

space.

629 layout Drawn to Scale

Having established the arrangement to accommodate all necessary
space requirements, the layout (Fig. 35) was drawn to scale from the
template layout. As a construction algorithm the presentation of the
layout for this study was done as a sketch to scale rather than a final
blueprint for bidding purposes. It is drawn on a l/A in. scale and is
accompanied by a schedule of major equipment (Fig. 36). Minimal speci—
fications were identified in accord with the request of University

Hospital, Dietetics Department management.

77

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

em N u .ce ANN "mNnem
w 5N Nm
. I H Smwhfi
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m 02 m @
.. IIIIII . m
_ w . J
0 oz 1 N m m m o:
_ ...... L oz 02 02 oz mmWw
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79

 

Function

Equipment (all NSF approved)

 

Layout
’ code

Title

Layout
cOde Quantity Description

 

Q)

 

Opening Cans

(on work
table)

Dry Storage

Cleaning
Materials

(under work
table-sink)

(installed
in work
table)

Portioning-
Packaging

 

1.1 1 Work table-sink: A2x2Ax3A
in. including a single com-
partment sink, 9x1Ax8 in.;
SS top, solid construction.
Removable SS corrugated
shelving, 10 in. from floor.

-- 1 Can opener: Electric,
heavy duty.

2.1 3 Ingredient bin: 18x29x28
in. w/sliding lid; S or E8‘
to: Rubbermaid, model #
363A.

2.2 3 Ingredient bin: l2x29x28
in. w/sliding lid; S or E to:
Rubbermaid, model # 3627.

3.1 1 Work table-sink: 93x30x36
in. including 19 in. diame-
ter opening for disposer,
18x26xlA in. sink, and 26x
18 in. drain board w/1/8 in.
minimum slope toward sink;
removable corrugated SS
shelving between disposer
and sink, 10 in. from floor.

-- l Dishwasher: 2Ax25x3A in.
S or E to: Hobart, model #
UMP-AD, minus top.

-- l Disposer:' 5 hp, cone
adapter.

A.l 1 Work table: 93x2Ax3A in.
SS top; 2 vertical shelf
assemblies suspended beneath
surface on sliding track,
10 in. from floor; portable.

 

 

 

gas or E:

Figure 36. Schedule of major equipment.

Similar or Equivalent

Figure 36 (cont'd.)

8O

 

 

 

 

 

 

 

 

~Function Equipment (all NSF approved)
Layout Layout
code Title code Quantity Description
(on work -~ 1 Scale: 0.01 lb gradations;
cont'd. table) 15 lb minimum capacity; S or
E to: Toledo, model # 1070.
(on work -- 1 Heat sealer: 15x10x9 in.;
table) 8 or E to: Sentinal
Heat-Sealer, model # l2TP.
(under -- l Dolly: 13xl3x6 in., 5 in.
work wheels.
table)

(:) Changing Shape 6.1 1 Work table: 5Ax36x3A in.;
SS top; removable SS corru-
gated shelving, 10 in. from
floor; portable.

(on work -— 1 Automatic meat slicer:
table) 29-3/16x2A in., w/one 7-1/2
in. diameter chute and 2
fence attachments; S or E
to: Hobart, model # 1712.
6.2 1 Work table: 5Ax30x3A in.;
SS top.
6.3 1 "Vertical cutter/mixer:
36-l/Ax18-l/2xA6-1/2 in.;
S or E to: Hobart, model
# VCM-25.
(E39 Panning— 7.1 1 Work table: A2x30x3A in.;
Breading SS top; removable SS corru-
gated shelving, 10 in. from
floor; portable.
MC Storeroom
Delivery carts:
(Produce) l 1 Shelf rack mobile cart:

A8-l/Ax2A-3/8x69-1/2 in.;
wire rod shelving w/handle;
S or E to: Ores-Cor, model
# 270-A3-3623 minus top
Shelf.

 

Figure 36 (cont'd.)

81

 

Function

Equipment (all NSF approved)

 

Layout
code

Title

Layout
code

Quantity

Description

 

MC
cont'd.

MC

MC

MC

MC

MC

 

Storeroom.De1ivery

(Dry & Refrig-
erated materials)

(Canned mate—
rials)

Re-usable con—
tainer storage

Mobile Cart

Mobile Cart

Mobile Cart

Mobile Cart

Mobile Cart

 

 

 

Tubular utility cart:
AO-l/Ax22x37-l/2 in.;

A00 lb capacity; 3 shelf,
11 in. clearance; S or E to:
Lakeside, model # A93.

All-purpose cart: 39x22-3/Ax
37—l/A in.; 1000 lb capacity;
2 shelf, 21 in. clearance;

S or E to: Delux Imperial
Carts, model # 152K9A3.

Shelf rack: A8-1/Ax2A—3/8x
69-1/2 in.; 3 corrugated
shelves; S or E to: Ores-Cor,
model # 270-A0—A823.

Corrugated rack mobil cart:
21-9/16x26-3/Ax69-9/16 in.;
39 corrugations, 1-1/2 in.
centers; S or E to: Cres-Cor,
model # 200—l8A1.

Angle ledge rack mobile cart:
22-1/8x26-3/AxA2 in.; 6
ledges, 5-1/8 in. centers;
18x26 in. pan capacity; S or E
to: Cres-Cor, model # 201-186.

Angle ledge rack mobile cart:
22-1/8x26-3/Ax57—9/l6 in.;

9 ledges, 5-1/8 in. centers;
18x26 in. pan capacity; S or E
to: Cres-Cor, model # 201-1810.

Corrugated rack mobile cart:
21-9/l6x26-3/AxA2 in.; 22
corrugations, 1-1/2 in. centers;
18x26 in. pan capacity; S or E
to: Cres-Cor, model #
200-1822.

Utility truck: 27-1/Ax15-1/2x
31-1/2 in.; 3 shelves, 13 in.

clearance, 2Ax15-1/2 in.; 300

lb capacity; S or E to: Star,
model # SPl88.

 

SUMMARY AND CONCLUSIONS

The purpose of this study was to develop an ingredient room layout
in the form of a construction algorithm for the Dietetics Department of
University Hospital, Ann Arbor, Michigan. The systematic, logical plan
for analyses of functions and elements of the systems as well as subsys—
tems was completed through the development of a form of a PERT network
diagram. The network diagram included identification of materials
(ingredients) and detailed analyses of their volume, routing, environ-
ment, and processing time to determine equipment and space requirements.

Industrial engineering principles were applied to eliminate
unnecessary activities, combine like activities such as the Portioning
and Packaging functions as well as the Panning and Breading functions,
and develop simplified processes such as spray-washing for fruits and
vegetables. Other analytical techniques included time study and travel
charting as a quantitative measure for minimization of materials flow
and backtracking.

To maintain food quality, hourly deliveries were scheduled from
the ingredient room to production areas as materials were needed for
production; also, principles of food science and sanitation were incor-
porated into developed procedures. To minimize trash within production
areas, disposal of packaging media was accomplished within the ingre-

dient room and disposable transportation containers were collected in

82

83

the Pot and Pan Washing Area from the mobile carts used for delivery of
materials. Flexibility was incorporated by selection of portable equip-
ment whenever possible as well as equipment to perform diversified
processes. Integration of all facets of the Dietetics Department was
considered. The paper system developed for communication of material
requirements to the ingredient room was planned for eventual use of
computer time within University Hospital Dietetics Department.

The author recommends computer programming of the methodology
developed for the following reasons: (1) a great deal of time was
involved in analysis of the data, (2) the data required was in numerical
terms or could be reduced to numerical terms. Thus, computer programming
would aid in the analyses and accommodate the total material and volume
needs of University Hospital. Another recommendation is that time stand-
ards be developed and used in the proposed computer program. These time
standards would be used for allocation of the time required for pro-
cessing materials throughout food production, scheduling the processing

times, and determining the peak load of production.

lo.

11.

LITERATURE CITED

Blaker, Gertrude and Donaldson, Beatrice. "System Analysis--
A Tool for Management." Journal of the American Dietetic

Association, 55 (August,1969), 121-126.

Bloetjes, M.K. and Gottlieb, R. "Determining Layout Efficiency
in the Kitchen." Journal of the American Dietetic
Association, 3A (August, 1958), 829-35.

Borgstrom, Georg. Principles of Food Science. Vol. I. New York:
The Macmillan Company, 1968.

Brown, Robin M. "Estimating Dietary Labor by Use of Work-
Modules." Hospitals, Journal of the American Hospital
Association, A3 (October 16, 1969),103-06.

 

Brown, Robin M. .Personal communication, December A, 1969.
(Assistant Director, Dietary Service, Shands Teaching
Hospital and Clinics, University of Florida, Gainesville,
Fla.)

Buffa, Elwood S.; Armour, Gordon C.; and Vollmann, Thomas E.
"Allocating Facilities with CRAFT," Harvard Business
Review, A2 (March, April, 1961+), 136-58.

 

Caccese, Esther K. Personal communication, November 25, 1969.
(Director-Department of Dietetics, Community General
Hospital, Reading, Pa.)

Conrad, George R. "Program Layout." Handout of travel charting
program for Facilities Programming course at Michigan State
University, East Lansing, Michigan, 1969.

Crossan, R.M. and Nance, H.W. Master Standard Data. New York:
McGraw—Hill Book Co., Inc., 1962.

Dahl, J.O. and Breland, J.H. Food Standards Handbook for Quantity
Cookery. Stamford, Conn.: Dahl Publishing Co., 19A5.

Deegan, Wayne J. "Uses of Time Standards." Industrial

EngineeringfiHandbook. Edited by H.B. Maynard. 2nd ed.
New York: McGraw-Hill Book Company, Inc., 1963.

8A

12.

13.

1A.

15.

l6.

l7.

18.

19.

20.

21.

22.

23.

2A.

85

Dooley, Arch R.; McGarrah, Robert E.; MCKenney, James L.;
Rosenbloom, Richard S.; Skinner, C. Wickham; and
Thurston, Philip H. Operations Planning and Control.
New York: John Wiley & Sons, Inc., 196A.

Federal Electric Corporation. A Programmed Introduction to
PERT. New York: John Wiley & Sons, Inc., 1963.

Flack, Katherine E. "A Realistic Approach to Kitchen Production
Methods." The Cornell Hotel and Restaurant Administration

Quarterly, 3 (November, 1962), 95-98.

Flack, Katherine E. "Central Ingredient Room." Hospitals,
Journal of the American Hospital Association. 33 (Sep-
tember l, 1959), I25, l28, 132.

Flack, Katherine E. "Ingredient Room: Labor Savor." Volume
Feeding Management, 23 (September, 196A), 38-Al.

Flack, Katherine E. "Model Food Program." Institutions
Magazine, Part 1, May, 1959, pp. 186-88; Part 2,
August, 1959, pp. 136-38; Part 3, September, 1959,
pp. 10, 38—A0.

Gottlieb, Regina and Couch, Mary A. "Using the Cross Chart in
Planning Kitchen Layouts." Journal of the American
Dietetic Association, 36 (June, 1960), 585-92.

Green, Howard C. "A Method for Labor Time Analyses of a Specific
Work Task." Unpublished M.S. Problem, Michigan State
University, 196A.

Gue, Ronald L. "An Introduction to the Systems Approach in the
Dietary Department." Hospitals, Journal of the American
Hospital Association, A3 (September 1, 1969), 100-01.

Hartman, Jane. "Central Ingredient Room Improves Food Production.’

Mbdern Hospital, 110 (March, 1968), 100.

Heinemeyer, Jane M. and Ostenso, Grace L. "Food Production
Materials Handling." Journal of the American Dietetic
Association, 52 (June, 1968), A9o-97.

Hicks, Tyler G. Successful Engineering Management. New York:
McGraw-Hill Book Company, 1966.

Hodson, William K. and Mattern, William J. "Universal Standard
Data." Industrial Engineering Hapdbook. Edited by H.B.
Maynard. 2nd ed. New York: McGraw-Hill Book Company,
Inc., 1963.

I

25.

26.

27.

28.

29.

30.

31.

32.

33.

3A.

35.

36.

86

Institution Management Personnel. Methodology Manual for Work
Sampling Productivity of Dietary Personnel. Unpublished
manual, University of Wisconsin, 1967.

Ivanicky, Mary C.; Mason, Helmi A.; and Vierow, Susan C. "Food
Preparation: Labor Time Versus Production Quantity."
Hospitals, Journal of the American Hospital Association,
A3 (October 16, 1969), 99-103.

Kazarian, Edward A. "Aisle Space Guidelines." Lecture notes
presented in Layout and Design course, College of Hotel,
Restaurant, and Institutional Management at Michigan
State University, East Lansing, Michigan, January 2A, 1968.

Kazarian, Edward A. "Graphic Method Analyzes Cafeteria Operation."
College and University Business, 37 (December, 196A), 55-57.

Kazarian, Edward A. "Travel Charting." Lecture notes presented
in Work Methods in Volume Feeding and Housing course,
College of Hotel, Restaurant, and Institutional Management
at Michigan State University, East Lansing, Michigan,
October 30, 1968.

Kazarian, Edward A. Work Analysis and Design for Hotels, Restaurants
and Institutions. Westport: The AVI Publishing Company, Inc.,
1969.

Knickrehm, Marie E. "Digital Computer Simulation in Determining
Dining Room Seating Capacity." Journal of the American
Dietetic Association, 38 (March, 1966), 199-203.

Knickrehm, Marie E.; Hoffmann, Thomas R.; and Donaldson, Beatrice.
"Digital Computer Simulation of a Cafeteria Service Line."
Journal of the American Dietetic Association, A3 (September,
1963), 203-08.

Knight, Gladys. "Food Service Facilities Planning Seminar,"
Michigan State University, East Lansing, 1968.
(Mimeographed).

Konnersman, Paul M. "The Dietary Department as a Logistics
System." Hospitals, Journal of the American Hospital
Association, A3 (September 1, 1969), lOA-O9.

 

Kotschevar, Lendal H. and Terrell, Margaret E. Food Service
Layout and Equipment Planning. New York: John Wiley
and Sons, Inc., 1961.

Liberty, Jean B. "A System Approach to Redesigning a Canadian
Military Food Service Facility." Unpublished M.S. Problem,
Michigan State University, 1969.

37.

38.

39-

A0.

A1.

A2.

A3.

AA.

A5.

A6.

A7.

A8.

A9.

87

Ludwig, Charlotte E. Personal communication, June 23, 1969.
(Director-Nutrition Service Internship, State of New York,
Department of Mental Hygiene, Poughkeepsie, N.Y.)

Maas, Albert. "Mathematical Programming in the Fruit and
Vegetable Processing Industry." Food Technology, 19 (March,
1965). 61-65.

Manchester, Katherine E. Personal communication, September 12
and November 18, 1969. (Col. AMSC, Chief, Food Service
Division, Walter Reed Army Medical Center, Washington, D.C.)

Maynard, H.B.; Stegemerten, G.J.; and Schwab, J.L. Methods-Time
Measurement. New York: McGraw-Hill Book Company, Inc.,

19A8.

 

Montag, Geraldine M; McKinley, Marjorie M.; and Klinschmidt,
Arthur C. "Predetermined Metion Times--A Tool in Food
Production Management." Journal of the American Dietetic
Association, A5 (September, 196A), 206-11.

Montag, Geraldine M. and Tamashunas, Victor M. "Engineered
Kitchen Layout Planning and Design." Journal of the
American Dietetic Association, 55 (August, 1969), 127-32.

Muther, Richard. "Production-Line Techniques." Industrial
Engineering Handbook. Edited by H.B. Maynard. 2nd
ed. New York: McGraw-Hill Book Company, Inc., 1963.

Muther, Richard. Systematic Layout Planning. Boston: Industrial
Education Institute, 1961.

Nadler, Gerald. Motion and Time Study. New York: McGraw—Hill
Company, Inc., 1955.

Nadler, Gerald. Work Design. Chicago: Richard D. Irwin, Inc.,
1963.

 

Ostenso, Grace Laudon; Moy, William A.; and Donaldson, Beatrice.
"Developing a Generalized Cafeteria Simulator." Journal
of the American Dietetic Association, A6 (May, 1965), 379-83.

Pilcher, Roy. Principles of Construction Management. London:
McGraw—Hill Publishing Company Limited, 1966.

Schwab, John L. "Methods-Time Measurement." Industrial
Engineering Handbook. Edited by H.B. Maynard. 2nd
ed. New York: McGraw-Hill Book Company, Inc., 1963.

50.

51.

52.

53.

5A.

55-

56.

88

Shaw, A. E. "Stop-Watch Time Study." Industrial Engineering
Handbook. Edited by H.B. Maynard. 2nd ed. New York:
McGraw-Hill Book Company, Inc., 1963.

 

Stumpf, Grace L. "Adapting Some Time Study Techniques and Cost
Control Methods of Industry to Food Production in Hospital."
Unpublished M.S. Thesis, University of Wisconsin, 1956.

The American Dietetic Association. Bulletin of the Association.
Standardizing Recipes for Institutional Use. Chicago,
111.: The American Dietetic Aesociation, 1967.

Thomas, Orpha Mae Huffman. "A Scientific Basis of the Design of
Institution Kitchens." Columbia University, New York, 19A7.
(Printed privately by author. Out of print.)

University of Michigan. Bulletin of Food Service, Food
Service Bulletin. University of Michigan Food Service,

1969 .

U.S. Department of Agriculture. Agricultural Research
Service. Food Yields Summarized by Different Stages of
Preparation. Agriculture Handbook No. 102. Washington,
D.C.: Government Printing Office, 1956.

West, Bessie Brooks; Wood, Levelle; and Harger, Virginia F.
Food Service in Institutions. New York: John Wiley
& Sons, Inc., 1966.

APPENDIX

89

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.55 . NI.
3 a D.
8:5 . m e
a... :2 5223. D
8.80:0 r.. IIIII 2
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as! 0 U 2
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1'5 IIIII :
if :25 D was; 3.58 U
I... 3...... m ..
ensue“. U :53 new 338 2.5. D
=
56sz a. as: 5.333. D
E85 3. IIIII a.
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lUNCH, FRIDAY—3
GRAVIES I SOUPS

ten

rn ream O

lUNCH, FRIDAY—3
ENTREES

lUNCH, FRIDAY—3
VEGETABLES I POTATO SUBSTTT‘UTES
Green Pur
C

tench Fr ed U
G TH
1 US
i

90

SUPPER, FRIDAY—3
GRAVIES I SOUPS

ren

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oma 0 C3

SUPPER, FRIDAY—3
ENTIEES

SUPPER, FRIDAY—3
VEGETABLES I POTATO SUISTITUTES

 

91

Distance Factor Travel Chart for Two Parallel Rows of Equipment

 

A travel chart containing inherent distance factors for an arrange-
ment of two parallel rows of equipment as described by Kazarian (29) is

shown in Figure 37.

 

 

 

 

 

 

To
.--=.1--.1-E.J?'--e3!5--5£@
1: {2'11 5:2M'1'd3
$511525
From 2 El 1 I 2E1 5 :2
_2;I5' if '1 1:15
--.--.-..--.-.. -J--‘1--..
1512.53 1: {5:1
51": _2-' 515/51
[133 Sign/El :

 

 

 

 

Figure 37. Distance-factor travel chart for arrangement of two
parallel rows of equipment.

 

{

x

X

Considering one block, - the upper right and lower left quadrants

 

 

--'-'

\

 

indicate movements across the aisle (J) whereas upper left and lower
right quadrants indicate movements along one row (x). The distance
factors contained in the matrix were calculated from the formula for the
hypotenuse of a right-angled triangle, c = a2 + b2 where a = base,

b = side, and c = hypotenuse. To illustrate, consider the hypothetical
arrangement of two parallel rows of equipment coded A through H as shown
in Figure 38. A triangle is depicted by the connecting lines between the
pieces of equipment coded F, H, and D. To apply the above formula, a =
the travel distance between 2 non-adjacent pieces of equipment coded

F and H while b = the travel distance directly across the aisle to a

piece of equipment coded D; therefore, c = 22 + l2 or V 5 .

92

Two Parallel Row Travel Chart (cont'd.)

 

 

 

 

 

 

 

 

 

 

 

Figure 38. Hypothetical arrangement of two parallel rows of equipment
used to calculate distance-factor for travel charting.

With the distance-factor travel chart remaining constant, the
pieces of equipment become the variables of a frequency chart. Looking
at the hypothetical arrangement of equipment (Fig. 38) and a table of
the frequency of material movement between pairs of equipment (Table 5),
the equipment is then arranged to enable the greatest frequencies to be
entered in the quadrants of the matrix closest to the diagonal line
(Fig. 39). In construction of the frequency chart, opposite pieces of
equipment are considered one unit (i.e., CA, EB, DH, and PG) and sur-
round the matrix as specified in Figure ho. The frequency of movement
is then entered in the appropriate quadrants of the matrix.

In a travel chart containing data for a single, continuous-line
arrangement of equipment; the entries above the diagonal line indicate
forward movement whereas those below the diagonal line indicate back-
ward movement. This is also true of a travel chart containing data for
a two, parallel-row configuration, but with one exception. The entries
in the upper right and lower left quadrants along the diagonal line
indicate lateral movements rather than either backward or forward move-

ment.

93

Two Parallel Row Travel Chart (cont'd.)

Tflflefi.

Figure 39.

Frequency of movement between pairs of equipment.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Frequency of Movement
From To Frequency
A B S
A C 2
A D l
B C 2
B D 2
C D l
D E T
D F 6
D H l
E F 2
F G 3
G H 7
To
C A, E VB D H F- G
C E DIF] C___ 1. %4
A :5 i: g
A B H G E I : 21
r--r---‘--- -----'°'---fi-'-
B 2 : 2; :-
Rearranged equipment From , : ; :
based on frequency D .--}--:l-}----‘-l--§l--.
of movement between H 2 : 1 :
pairs of equipment. 2 . j .
F .--3.-----: ...... ;-----'3-.
G E :7 3

 

 

 

 

 

 

Figure ho. Frequency chart used
for determining the
index factor.

9h

Two Parallel Row Travel Chart (cont'd.)

Using the distance chart (Fig. 37) and the frequency chart (Fig. MO)
corresponding quadrants of each matrix were multiplied to obtain a total
factor of distance traveled or index factor. The computation follows in
Table 6 .

Table 6. Results of multiplying distance-factor and frequency charts
to determine an index factor.

 

 

Equipment Distance Frequency_ Distance

Pair Chart x Chart - Traveled
CD 2 l 2.00
AC 1 2 2.00
AB 1 5 5.00
AD 6 1 2.2h
EF 2 2 1+.oo
BC V2" 2 2.82
BD (2 2 2.82
DE 1 7 7.00
DH 1 l 1.00
DF 1 6 6.00
FG l 3 3.00
GH 1 7 1,00

 

 

Index factor: hh.88

The optimum solution to the problem can be obtained by selecting
the lowest index factor after repeating the above procedure h0,320
times (i.e., 8! possible arrangements existing for 8 pieces of equip-
ment). However, the closer the highest frequency data is placed to the
diagonal line, the lower the distance traveled is inherent in the dis-
tance chart. Therefore, a "good", but not necessarily the "best" or
optimal solution can be obtained by repeating the process with other
arrangements of equipment allowing the high frequency data to be entered
as close to the diagonal line as possible. The arrangement resulting
with the lowest total distance factor is then selected as a "good"

solution.

95

Tasks for Performing Activities of Defined Procedures

GET READY:
Check/confirm amount needed
Open PM: Case/Sack

Bin

Package/Carton

Cans: #10/h8 oz/h lb/32 oz
#303/#2-1/2
Lidded

Jars: gal
qt/pt

Place material on/at WT/Equipment
Place utensil on/at WT/Equipment
Place TC on/at WT/Equipment
Set/Adjust: Scale

Meat Slicer

Food Cutter--add H20

CHANGE OR MODIFY MATERIAL:
Weigh dry
Weigh liquid
Weigh solid
Measure t/T dry
Measure c/qt/gal dry
Measure t/T liquid
Measure c/qt/gal solid

Count

Peel

Trim

Wash

Cut: One cut

Wedges

Chop: Manual

Machine

Slice: Machine
Feed into slicing machine attachment:
Chute
Fence
Dice
Crack (fresh eggs)
Separate (frozen/sliced meat)
Dip (i.e., breading meats and dipping peeled bananas in anti-oxidant)
Drain: #10 can/gal/Jars
#303 can
Produce (in basket after washing)
Pour/Transfer into TC/Equipment
Empty material with utensil to TC
Arrange in TC (i.e., panning)
Close/Cover TC
Attach label to TC
Place TC on MC

96

Activity tasks (cont'd.)

CLEAN-UP:
Close PM of un-used material:
Case/Sack
Bin
Package/Carton
"Tin" Can
Lidded Can
Jars: gal
qt/pt
Clear work area of:
Material in TC/on MC
Un-used material
Used utensils
Used re-usable containers
Trash
Trim to disposer
Water in food cutter
Clean:
Work table
Sink
Equipment: Food Cutter
Meat Slicer
Scale
Can Opener
Wash utensils

97

Equipment Layout Data Form

 

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98

Aisle Space Recommendations

Kotschevar and Terrell (35) make the following general recommenda-
tions. Less than 30% of the total space in a satisfactory layout is
utilized by equipment while 70% or more may be allocated to work aisles,
traffic lanes, and space around the equipment. This is done for easy

operation and cleaning purposes. Specific recommendations are as follows:

 

 

Type of Aisle Space Space Required
Between equipment, 1 person working 36 in.
Between equipment, 2 persons working h2 in.
Mobile equipment h8 to 5h in.
Mobile equipment, main traffic lane 60 in.
Workers or equipment standing in lane appropriate amount

while working

Doors opening into an aisle appropriate amount
Handling large pieces of equipment appropriate amount

(e.g., roasting pans, baking sheets)
Additional specific recommendations are: (1) main thoroughfares should
not pass through work centers, (2) compactness is essential for step
saving, (3) work centers at right angles to traffic lanes are efficient.
Kazarian (27) made the following recommendations concerning aisle

space allowances. Work aisles and traffic aisles are considered separ-

 

 

 

ately.
Type of Aisle Space Space Required
Work Aisle:
One person 36 in. D®U
Two persons, back to back M2 in., if
little or no U®®D
traffic

Traffic Aisle:

Two persons passing, without 30 in.
equipment or carts

l cart passing 1 person 2h in. plus cart width

99

Aisle Space Recommendations (cont'd.)
Type of Aisle Space Space Required

Combined Aisles:

1 person passing 1 person M2 in.
at work
1 person passing 2 persons AB in.
back to back g)

Cart passing 2 persons 60 in. plus cart width
working back to back

In addition, two general statements were made concerning traffic aisles.

First, traffic aisles should be perpendicular to work aisles.

 

 

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Second, no aisle should be adjacent to a building wall. It usually

maximizes rather than minimizes space.

 

 

 

 

 

 

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. NO Aisle
Equipment W k t
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Aisle

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1293 02570 18