methodology evaluating convenience foods for use in systems

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Page 1: METHODOLOGY EVALUATING CONVENIENCE FOODS FOR USE IN SYSTEMS

METHODOLOGY EVALUATING CONVENIENCE FOODS FOR

USE IN SYSTEMS

C . JEFFREY FRAME ARA Food Services Company

Philadelphia, Pennsylvania 19106

INTRODUCTION

Since the late 1950’s and early 1960’s, many strides have been made to improve the flow of food products within a foodservice facility. These changes in flow have simultaneously brought about changes in food purchasing requirements. With the continuing evolution of foodservice systems, the interdependence between the food processing and foodservice industries has become more apparent. Many highly processed foods are available for use in foodservice operations that are more convenient to use than the products which they replace and food distributors have thus become the interface between the two in- dustries.

How can one best define the term “convenience foods?” Many con- sumers, when asked to identify “convenience foods” might reply “TV dinners or pot pies.” In the absence of a formal definition the words “convenience foods” will continue to be relative and dependent upon the tastes, needs and circumstances of the individual defining them. For purposes of this discussion, convenience foods will be simply de- fined as: “any food product which has been processed in such a man- ner that the extent of subsequent processing required of the end user will be reduced.” The degree of convenience of any food product will clearly then increase with the number of customary tasks that it replaces.

BENEFITS OF USING CONVENIENCE FOODS

Benefits which accrue from the reduction of these customary tasks may include: (1) reduced labor cost through ease of preparation, speed of preparation, and ease of clean-up; (2) consistency of product quality; (3) reduced waste through avoidance of product degradation through preservation, packaging and portion control; and (4) menu expansion.

‘Presented at the Fourth Annual Foodservice Systems Seminar, Arlington, Virginia, April 4, 1979.

Journal of Foodservice Systems 1 (1980) 9-16.. All Rights Reserved. @Copyright 1980 by Food & Nutrition Press, Inc., Westport, Connecticut 9

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10 C. JEFFREY FRAME

In one survey foodservice operators reported that convenience foods are used for five main reasons:

Table 1. Reasons for use of convenience foods by foodservice operators

Percent Reason for Using

73 Reduce waste by control 69 Reduce labor cost 43 Reduce portion cost 41 Offer a broader menu 32 Evens out the work loads

CONVENIENCE FOODS IN FOODSERVICE SYSTEMS

The major types of food production systems fall into three main groups: (1) conventional, (2) ready prepared, and (3) total convenience.

A conventional system (Fig. 1) will utilize food products throughout the entire food processing scale. Some highly processed and prepared foods may be used (such as canned fruits and vegetables, and portion controlled meats) but the system relies primarily on the daily on- premise preparation, assembly and finishing of raw foods. Because of the amount of food preparation required, such a system generally tends to be very labor intensive although it will enjoy a lower food cost than the alternative systems.

The second type of system may be referred to as “ready prepared” or “ready foods” program (Fig. 2). Following food production, products are either stored frozen or refrigerated on individual plates or in bulk packs and heated prior to service. Most ready prepared systems utilize on-premise food production, although food products used to prepare the foods are purchased from both the high end and the low end of the food processing scale. If adequate skilled labor and supervision are available, there is a tendency to purchase more items a t the lower end of the scale i.e. less preprocessed items.

The third type of system is the “convenience” or “assembly service system” (Fig. 3) in which very little production is performed, and most food products are purchased in preprocessed form. This system has evolved for a number of reasons: chronic shortages of skilled labor, technological improvements in food process, (particularly in frozen

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EVALUATING CONVENIENCE FOODS FOR USE I N SYSTEMS 11

CONVENTIONAL SYSTEM

FIG. 1. FLOW DIAGRAM FOR A CONVENTIONAL FOODSERVICE SYSTEM

foods), and extensive efforts by food processors to develop new food markets.

EVALUATING CONVENIENCE FOODS

The question of whether or not to increase the utilization of conve- nience foods in a foodservice operation is one which necessitates in- depth study. If carefully studied and if a well-planned and controlled interface of convenience foods with a on-going system is accomplished, higher desirable results can be achieved.

The first step in the evaluation of convenience foods is manage-

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12 C. JEFFREY FRAME

READY PREPARED SYSTEM

FIG. 2. FLOW DIAGRAM FOR A READY PREPARED SYSTEM

ment's verification that maximum utilization is being made of existing resources of food products, labor and equipment in accomplishing the objectives of the operation (Fig. 4). I t is possible that the benefits sought through increased utilization of convenience foods can be ob- tained by simple improvements in work methods, equipment layout and product flow. Therefore the following five step process should first be applied to the various production areas in the operation: (1) Define the production tasks to be studied; (2) Apply basic work improvement methods to these tasks. Insure that work flow and work motions are studied to bring productivity to the highest possible level; (3) Complete

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EVALUATING CONVENIENCE FOODS FOR USE IN SYSTEMS 13

CONVENIENCE SYSTEMS

10

I I I

S T O R E FROZ. ..-

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FIG. 3. FLOW DIAGRAM FOR A CONVENIENCE FOODSERVICE SYSTEM

the tasks using the recommended work methods. The tasks should be repeated several times, making adjustments in work layouts, equip ment required, and so on, until management is satisfied with both work performance and finished products. Tasks should be completed using a “typical” employee from the work area; (4) Document all pro- cedures, work methods, layouts and estimated time requirements for tasks completed; (5) Inform the personnel in the work areas of the pro- per procedures and the time goals that have been established. Having applied these five steps, management may determine that efficiency, food quality, and costs are satisfactory in meeting the objectives set for the operation and that the procurement of additional pre- processed foods is unnecessary. However, where additional conve-

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14

M E N U E X P A N S I O N

C. JEFFREY FRAME

1

ME N U S U B S T I T U T I 0 N

J

CONVENIENCE FOODS EVALUATION

- I D E N T I IJY P R 0 1) U C TS

M A X Ih l 17.11: H E S O U R C E S

I D E N T I F Y I1 N F U L ].'I L L E D 0 1 3 J E C T I V E S

FIG. 4. FLOW DIAGRAM FOR EVALUATING CONVE- NIENCE FOODS FOR FOODSERVICE SYSTEMS

nience foods appear to be needed to meet the objectives, one would continue as follows:

Identify objectives that were not fulfilled through work improve- ment methods. There are two primary applications of convenience foods which may satisfy the objectives: foods for menu expansion or foods for menu substitution:

(1) In menu expansion, preprocessed foods can match the complexi-

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EVALUATING CONVENIENCE FOODS FOR USE IN SYSTEMS 15

ty or simplicity of current menu items. They can match the culinary expertise of one’s staff; they can assist in providing quality control, particularly in situations where employee turn- over is high and or additional supervision is not possible. But most importantly, convenience foods can provide customers with a broader menu and thereby increase consumer satisfac- tion. These objectives can generally be met through the use of convenience foods in menu expansion. In menu substitution, management aims to meet other objec- tives of the operation through the use of preprocessed pro- ducts. These may be to reduce labor through decreased time for preparation, clean-up, or to provide tighter controls on product waste. When these objectives are identified one would proceed to the next step.

Identify those prodicts which will serve as acceptable menu substitutions on the basis of questions such as: (1) What will be the reactions of the clientele to the use of preprocessed foods instead of on- premise prepared foods? (2) Will there be changes in product quality as a result of this product change? (3) Do the products under considera- tion lend themselves to the foods and services currently provided in the operation? The most important step in the evaluation of the pro- ducts is to ensure that the product meet the menu substitution objec- tives. These objectives include maintaining quality, for example. Will purchasing 4 oz breaded veal cutlets be the same product as breading 4 oz veal cutlets on premise? Almost without exception, the answer would be no. Many purveyors use a 2%-3% oz veal cutlet, which after breading will yield a 4 oz portion. However, the meat content might be less than that of the 4 oz veal cutlets breaded on premise. Close evaluation of the product in accord with the quality objective is ex- tremely important.

If the objectives include reduction of labor costs through conve- nience foods, the evaluation process should identify new, specific responsibilities to be completed by the production staff in light of the reduced processing time afforded by the convenience items. If this is not possible, then a reduction in total man hours worked will be necessary. If this is not accomplished, the reduced labor cost objective will, obviously, not be met either.

The fourth step is to define the plan for implementation of the con- venience products. The plan should include necessary modifications to present procedures to accommodate the products and interface with the current system. Procedures affected would include procurement, storage, special instructions for preparation, service and garnishing in-

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structions, any special clean-up and sanitation requirements, and pro- cedures for utilization of any unused food portions.

The fifth and final step, i.e. implementation of the plan, is normally the easiest. The plan should be followed to the letter. All staff members should be briefed on the purpose behind the change and what necessitated it. Control measures should be monitored closely to assure that the objectives are met over the long term. Product acceptability should be closely watched; customer feedback should be encouraged; turnover of the product should be tracked. And finally, adjustments to the program should be made where necessary.