CBM2015-00091
`CBM2015—00091
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`EXHIBIT 2040
`EXHIBIT 2040
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`PART 4
`PART 4
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`Food and Beverage
`Faci ities
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`After reading and studying this chapter, you should be able to:
`
`1 Define the term concept and describe its significance in food and
`beverage layout and design.
`—
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`2 Discuss the need for owners and managers of food and beverage
`facilities to have some knowledge of the laws and regulations
`affecting their operations.
`
`3 Define the term product line and identify the elements in the service
`product line offered by food and beverage operations.
`
`4 List and discuss six principal considerations in the layout and design
`of food and beverage facilities.
`
`5 List and discuss the major activities that commonly take place in the
`food area of a food and beverage facility.
`
`6 List and discuss the major activities that commonly take place in the
`beverage area of a food and beverage facility.
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`7 Identify the three types of bars.
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`8 List and describe the three principal parts of a front bar.
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`Part Three > Food and Beverage Perspectives
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`
`
`The previous chapter was devoted to examining the size and scope of
`the food and beverage industry and to imparting some sense of its
`great importance in American life. With that objective accomplished,
`we will now turn to a discussion of food and beverage facilities, a sub-
`ject that will introduce the remaining chapter in this section. The pur-
`pose of this chapter is to identify and describe the work areas that tend
`to be common to all food and beverage facilities and to explain the
`interrelationships between them. The following chapter will discuss
`operational aspects of food and beverage facilities.
`Prior to discussing food and beverage facilities, it is necessary to
`address three key topics that are fundamental to the layout and design
`of food and beverage facilities.
`
`1. Concept
`2. Legal requirements (local, state, and national)
`3. Product line
`
`
`Every food and beverage operation is—or should be—established
`around a concept—an imaginative and unifying idea of the operation
`that serves to focus the type of operation, its potential customers, and
`its location. This concept originates with the owner or with some other
`individual or firm commissioned to create it.
`
`Type of operation
`
`A number of possible types of operations were discussed in chapter 4,
`including fast-service operations, fine—dining establishments, family
`restaurants, cafeterias, ethnic restaurants, specialty restaurants, bars,
`taverns, and cocktail lounges, among many others. Determining the
`type of operation is a key element in developing the concept of an
`establishment.
`
`Potential Customers
`
`Each type of operation can attract specific customers. Ethnic restau-
`rants, for example, attract those who seek the particular foods charac-
`teristic of a given ethnic group, such as Chinese, Italian, Greek, 01”
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`chapter Five a Food and Beverage Facilities
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`1 69
`
`nOrlando, Florida, there isan entertainment center that com-
`, bines restaurants andsentertainment in one interesting com-
`plex. Several food, beverage, and entertainment options, each
`aidifferent theme, are located within the same complex.
`;lC_ustomers come to enjoy the food, atmosphere, and entertain-
`Inent and havejtheir choice of several different environments.
`
`A
`
`o
`
`tOneiiof these is awestern ientertainmentrestaurant known as
`WildfBill’s WildiWest‘,Dinner Extravaganza. It features a nightly
`Show that includes cowboys, Lsialoonihalldancing girls, and Native
`Americans, alldemio istrating knife throwing, arrow shooting, and
`skills thro
`A
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`if
`ifour-courlse, twoehour dinner show.
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`, Another is KingHelnry,’sp Feast,ewhich recreates an English castle,
`com L letewithLagmoat7andl a tower. The customers are entertained
`nightlyshowl,featuring4King VIII's quest for a newwife.
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`entertainment complexes such as this are L,
`A restaurant
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`, oughout thejUnitedSltatesL.p Other locations
`L
`c ming popular
`r similar centerscan be found include,PhoeniX, Arizona; Sacra-
`* meats, a1jdsan,Jose, Calif nia, Cincinnati, Ohio; Norfolk, Virginia;
`and Bloiomington, a, Li
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`‘_LAda27f€dfi'df1i:iflT1Lct7‘fiCl§i.iI1 F_& B Business,iJzily/August I995, ‘Page.’ A
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`Indian foods, among many other possibilities. Fine—dining establish-
`ments typically attract those who have the financial means and the
`desire for high—quality foods and elegant service offered. Specialty
`restaurants attract customers looking for the specialties offered, such as
`steak, seafood, pasta, pancakes, or some other type of food. Some food-
`service operations, such as those in schools, colleges, nursing homes,
`and hospitals, typically serve those who have little or no choice of place
`to eat. Similarly, neighborhood taverns and bars tend to attract cus-
`tomers who live nearby, and airport bars typically attract transient
`customers who are waiting for planes to arrive or depart. Each estab-
`lishment attracts customers because of the food, beverages, service,
`atmosphere, location, or some combination of these and because cus-
`tomers are willing to pay the prices charged by the operator.
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`Part Three > Food and Beverage Perspectives
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`location
`
`In order for a food and beverage operation to be successful, there must
`be an adequate number of potential customers within reasonable dis-
`tance who will be willing to patronize it. Some locations would not
`provide sufficient numbers of potential customers to support particu-
`lar types of establishments. For example, fine—dining establishments
`are normally unsuccessful in working—class communities, principally
`because those living in the community cannot afford to pay the prices
`such establishments must charge to be profitable. In addition, resi-
`dents of the community sometimes dislike the food such restaurants
`offer and the service they provide. Similarly, some ethnic restaurants
`fail to succeed in certain locations because the type of food they offer
`does not appeal to a large enough segment of the population. By the
`same token, bars and taverns are typically unsuccessful in communi-
`ties where the consumption of alcoholic beverages is discouraged by
`social or religious custom.
`To assess the potential for successfully operating a particular type
`of food or beverage establishment in a specific location, it is advisable
`to obtain such relevant information as: the number of potential cus-
`tomers for the type of food, beverages, and service planned; the extent
`to which there are competitive establishments; the cost of constructing
`the necessary facility; the availability of a suitable labor pool; the dol-
`lar amounts potential customers would be likely to spend; and the
`potential for profitable operation at the projected level of revenue and
`expense. All the relevant considerations should be included in a feasi-
`bility study, the name given to an investigation of a given project’s
`likelihood for success. Location, then, is a key element in determining
`whether or not a given type of establishment will succeed and is an
`important part of the initial concept.
`
`
`A potential operator must become familiar with a number of laws and
`regulations affecting food and beverage operations. Any applicable
`laws and regulations—federal, state, or local—must be taken into
`account. Health codes, fire codes, building codes, zoning regulations,
`and licensing requirements are among the most common. Each of
`these provides specific direction for what an owner can and cannot do
`in creating and operating a food and beverage enterprise.
`Legal requirements vary considerably from one state to another
`and even from city to city within a given state. For example, health
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`chapter Five > Food and Beverage Facilities
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`1 71
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`codes in some states require that operators provide the staff with lava-
`tories other than those intended for customers. A facility built without
`staff lavatories would probably require costly reconstruction before it
`would be permitted to open. This is just one example of the many pos-
`sibilities. Before proceeding to open a facility, individuals lacking full
`knowledge of the laws and regulations that apply in given locales must
`seek professional advice from lawyers, architects, food and beverage
`consultants, and others with the necessary expertise. Failure to do so
`can lead to costly errors.
`For purposes of the present chapter, we will assume that the indi-
`vidual establishing a food and beverage operation has developed a con-
`cept that has the potential to be successful, has constructed or pur-
`chased a facility that works as a restaurant, and has become familiar
`with the various local, county, state, and national laws that will affect
`the enterprise. Having attended to all these necessary prerequisites,
`the next step is to direct attention to the products that will be offered
`to customers of the establishment.
`
` W422
`
`Product line is a term used in marketing and retailing to refer to a
`group of products having similar characteristics. Some common
`examples of product lines are shoes, luggage, and jewelry. Foodservice
`has borrowed the term from retailing and uses it to mean the group of
`service products that a hospitality enterprise offers, based on the con-
`cept developed for the establishment.
`The product line of a food and beverage operation is more than
`just the foods or beverages it offers for sale. It also includes the ser-
`vices and the ambiance of the facility. This is because most customers
`are attracted to a specific food or beverage establishment for more
`than one reason. For purposes of the following discussion, the product
`line of a food or beverage operation has three components:
`
`1. Food and beverages
`2. Services .
`3. Ambiance
`
`Food and Beverages
`
`Every foodservice operation has a group of potential menu items that
`includes all the food products the operator intends to offer at present
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`Part Three > Food and Beverage Perspectives
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`and into the future. Some, such as Kentucky Fried Chicken or Red
`Lobster, specialize in one type of
`food—chicken,
`fish, or some
`other——-and ‘offer additional items that serve as accompaniments to
`those featured. Any number of specialized food products are key ele-
`ments in food operations today. Sandwiches, pasta, pizza, hamburgers,
`crepes, ice cream, and hot dogs are all good examples. Other food-
`service operations have a more generalized list of potential menu
`items, such as a family restaurant.
`Bars and taverns specialize in beverage products. This is an
`entirely different product list, consisting of beverages rather than food.
`In some establishments, both food products and beverage products are
`available to customers. In a restaurant devoted to fine dining, for
`example, the operator typically offers both beverage products and food
`products. Similarly, some taverns offer meals to their customers.
`Whatever constitutes the food and beverage component of the
`product line to be offered by a particular operation, it is desirable that
`all elements be identified and defined in advance, because the equip-
`ment to be purchased and the layout of the facility will be based on it.
`The specific food products will be the basis for the menu that will be
`offered to customers, and detailed information about these items will
`determine the proper kitchen equipment and layout. The question of
`whether or not a given piece of equipment should be purchased can
`best be answered by referring to that list. If it is needed to prepare
`items appearing on the list of food products, it should be purchased; if
`there are no menu selections requiring its use, it should not be pur-
`chased unless a specific future need can be predicted. For example, an
`establishment that serves only pizza obviously needs kitchen equip-
`ment that is very different from that required in a luncheonette serving
`only soups and sandwiches, and an ethnic restaurant serving Chinese
`food prepared in woks needs very different kitchen equipment from
`that of a neighborhood restaurant offering an Italian menu. Similarly,
`a restaurant specializing in deep—fried and broiled menu items needs
`different equipment from that of one offering convenience foods
`heated in microwave ovens. Kitchen equipment, once purchased and
`installed, limits the possibilities for adding new items to the list of food
`products. Great care must be exercised in determining the selections
`that will be offered on both the original menu and future variations.
`Therefore, establishing the list of food products is clearly the first key
`component of a food and beverage facility. This list will be much larger
`than the menu offered to customers on any given day. Menus change,
`and the list of items that constitute the menu for a particular day
`should be drawn from the predetermined list.
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`chapter Five a Food and Beverage Facilities
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`1 73
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`It is important to recognize that the lists of items that constitute
`the food and beverage components of the product line never reach a
`state in which they can be considered final or complete. Change is con-
`stant and continuous in hospitality operations: dishes are added to and
`removed from the list of food products; new drinks and brands are
`added to the list of beverage products while others are eliminated; any
`number of changes may be made that will affect the service and the
`ambiance. It is critical, however, to develop preliminary lists of the
`particular items that will constitute the product
`line at opening
`because of their central role in the facility.
`In establishing the list of food products for a particular operation
`and the subsequent menu that will be offered, the operator should
`have knowledge of the following:
`
`1. Food and service preferences of customers
`2. Prices acceptable to customers
`3. Skills required to prepare selected items
`4. Availability of labor with the necessary skills at suitable wage
`rates
`
`The success of a foodservice operation is determined by the will-
`ingness of potential customers to patronize the establishment. If the
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`eer sales are strongest in summer, when baseball, the beach,
`
`and backyard barbecues call for six—packs of something
`light, refreshing, and cold. Increasingly, microbreweries and
`brew pubs that make specialty beers are tiying to capitalize on
`summers thirst by brewing specialty beers that are light in
`color, flavorful, and thirst quenching. For example, Steve
`Hindy, an owner of Brooklyn Brewery, made two thousand
`barrels of a new lemony East India Pale Ale. In an interview
`at his microbrewery, he stated, “Seasonal beers are real win-
`ners for the microbrewers because they satisfy the seemingly
`bottomless thirst of the microbrewers drinker for variety, for
`something new.” It’s an interesting example of changing prod-
`uct lines that are seasonal in nature.
`
`Adapted from an article in the New York Times.
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`Part Three > Food and Beverage Perspectives
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`foods on the product line are not those that the potential customers
`want, or if the prices of the menu items are too high, the establishment
`will not attract sufficient numbers of customers to be successful.
`Additionally, the product line must be prepared by employees with
`sufficient skill to meet the standards of the establishment, and thus the
`operator must know what skills are required to prepare each item. If
`the operator is unwilling or unable to pay sufficient wages to attract
`employees with the necessary skills, or if employees with necessary
`skills are not available, the quality of the products produced will not be
`acceptable to customers.
`Over the long term, many food and beverage operations elect to
`change the original product line, adding and deleting a few items or
`even making far more radical changes. This may be much harder to do
`than one might imagine. A change in the product line may make it nec-
`essary to teach the staff new skills so that they can prepare new menu
`items; major changes may make it necessary to purchase new equip-
`ment or even to redesign some parts of the facility.
`Once the productline has been established, it is possible to deter-
`mine which of the items in the product line will be listed on a menu for
`a given day or meal. There is no more important selling device in any
`foodservice operation than its menu. A good menu requires consider-
`able time and effort to produce but is well worth it. Menu development
`is an interesting combination of art and science, and it is clearly one of
`the keys to successful foodservice operation. Discussion of menu
`development will be deferred to the next chapter.
`
`Services
`
`Another important component of any food or beverage service product
`line is the range of services associated with the specific food and bever-
`age products. This second component includes all the services the
`operator intends to offer to customers, now and into the future. The
`more obvious services are the styles of service adopted for dining
`rooms—American, French, or some other, as well as variations on the
`basic styles, such as weekly buffets, possible use of dessert carts, or
`occasional use of table—side cooking. (Styles of service is a complex
`topic that is addressed in detail in the next chapter.) Other services
`include food preparation in the kitchen, friendliness on the part of the '
`staff, dishwashing, valet parking, attended coat rooms, background
`music, special attention to birthday celebrants, complimentary photo-
`graphs of customers, even entertainment, such as musicians, clowns,
`or magicians.
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`chapter Five 1» Food and Beverage Facilities
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`1 75
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`Ambiance
`
`The third component of the hospitality service product line in food and
`beverage operations is perhaps best identified as the ambiance of the
`establishment. This includes those essential details—some tangible,
`some intangible—that give a specific food and beverage operation its
`distinctive character. These essential details include theme, lighting,
`uniforms, furnishings, cleanliness, fixtures, decorations, table settings,
`and any other related features that customers see or sense and that
`contribute to the total atmosphere of the establishment.
`These components—food, beverages, services, and ambiance—are
`offered by any food and beverage operation. Some choose to add such
`other product lines as retail foods, gifts, or souvenirs. In this text, we
`will limit our discussion to the primary service product line cited
`above and treat all others as being outside the normal scope of food
`and beverage operations.
`To comprehend the discussion of food and beverage facilities that
`occupies the balance of this chapter, the student may find it useful to
`refer to particular food and beverage operations. To meet that need,
`case studies 5.1, 5.2, and 5.3 are provided below. These describe three
`food and beverage operations that, at first glance, differ markedly from
`one another. The three illustrations help make the point that these
`three seemingly different operations—'and any others the student may
`know from firsthand work experience—have much in common with
`one another. The first of these, The Steak Shack, is an independently
`owned specialty restaurant with a limited menu. The second is an
`employee foodservice facility operated for a bank by Marecki Foods,
`an independent—business foodservice company. The third, Frog’s Pub,
`is an English—style pub specializing in imported beers and ales, and
`offering very limited foodservice.
`
`xas
`55in
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`The Steak Shack is a family owned and operated restaurant located in
`a middle—class suburb twenty-three miles from a city of two hundred
`and fifty thousand. It is open six days for dinner only and closed all
`day Sunday. The goals of the Steak Shack include meeting the dining
`needs of those local residents seeking steaks and a limited number of
`related items, moderately priced, with efficient, friendly service.
`The restaurant is the sole tenant in a purpose—built, stand-alone
`building surrounded by parking for up to fifty cars. The interior con-
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`Part Three > Food and Beverage Perspectives
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`sists of a dining room; a cocktail lounge and bar; a production area
`consisting of food preparation, dishwashing, and storage areas; offices;
`dressing rooms and lavatories for staff; and men’s and women’s rest-
`rooms for customers. The dining room seats one hundred at tables for
`two, four, or six people, and the tables can be combined when neces-
`sary for larger groups. The cocktail lounge, adjacent to the dining
`room, offers seating for thirty at tables for two or four and is used prin-
`cipally by customers having predinner drinks. In this cocktail lounge,
`there is a bar seating twelve. During busy periods, two bartenders at
`this bar prepare all drinks for the bar, the cocktail lounge, and dining
`room.
`
`The production area includes facilities for receiving, storing, and
`issuing foods and beverages. In addition, this area has facilities used to
`prepare food for cooking, such as ranges and other equipment for
`cooking, and counters for dispensing finished food products to servers.
`The production area also includes facilities and equipment for dish-
`washing, pot washing, and waste disposal.
`Office space is limited. The manager and bookkeeper share one
`office, where the computer is located. The other office is used by the
`chef, who manages kitchen operations and does all purchasing except
`for beverages, which are purchased by the manager.
`The menu consists of six appetizers, three soups, a salad bar, and
`ten entrees—five steak, two poultry, one roast beef, and two seafood. In
`addition, the chef prepares three special entrees each night. Customers
`are given a choice of french fried or baked potatoes and either of the
`two vegetables of the day. Desserts include three pies, one layer cake,
`cheesecake, and eight flavors of ice cream. Coffee, tea, and milk are
`available. The customary selection of beers, wines, and spirits and mix-
`ers is available at the bar.
`Figure 5.1 is a floor plan of the Steak Shack showing the food area,
`the dining area, and the beverage area.
`
`
`
`The Mountain Bank staff dining room is a foodservice facility located
`in the corporate headquarters of the Mountain Bank and Trust Com-
`pany in a large city in the West. In compliance with various laws,
`smoking is not permitted in the staff dining room. The facility is not
`open to the public; it is provided by the bank as a service for the staff.
`One of the bank’s goals is to provide staff members with good food at
`very reasonable prices during working hours so that they do not have
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`Chapter Five > Food and Beverage Facilities
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`177
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`Stairvvell
`to
`Receiving
`Manager’s
`area
`office
`employee
`lockers
`
`
`
`
`Computer server and -printers
`
`Dry storage
`
`Refrigerator
`
`Freezer
`
`Printer
`
`Dishwash
`area
`
`Terminal
`and printer
`
`
`
`Prep
`area
`
`Production equipment
`
`DINING ROOM
`
`COCKTAIL LOUNGE
`
`
`
`Printer
`
`
`Figure 5-1
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`Floor plan of the Steak Shack
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`I78
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`Part Three > Food and Beverage Perspectives
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`to leave the premises for meals. Another is to provide efficient service
`so that staff members can eat within the allotted time. The service is
`
`operated by Marecki Foods, a regional company specializing in busi-
`ness and industry foodservice. Marecki has a contract to provide the
`service for a set fee per month.
`The facility is located on the second floor of the bank’s new head-
`quarters building, constructed just four years ago. The dining, kitchen,
`and storage facilities are all attractive and modern, and the bank
`insists that they be properly cleaned and maintained by the foodservice
`contractor.
`
`The facility is open from 7 A.M. to 3 P.M. and limits service to break-
`fast and lunch. Menu selections are limited. Breakfast items include
`
`juices, cold cereals, muffins, pastries, eggs, bacon, sausage, and the
`usual breakfast beverages. Daily lunch items include a choice of three
`sandwiches, an extensive salad bar, two hot entrees, several desserts,
`and a choice of beverages.
`Employees pay as they enter. At breakfast, they pay $1.25 for cold
`selections with beverage and $2.50 for full breakfast. At lunch, they
`pay $4, regardless of their selections. At the end of each month, the
`foodservice contractor bills the bank for the difference between rev-
`
`enues and expenses, plus the monthly fee.
`Employees take trays, flatware, and napkins at the entrance to the
`facility. Foods are attractively displayed on several buffet
`islands.
`Employees make their selections and carry these to tables in the dining
`room, which seats 120 persons at tables for two and four. Employees
`bus their own trays, but there are two foodservice employees in the
`dining room to clean tables.
`Figure 5.2 is a floor plan of the facility operated by Marecki Foods
`for the Mountain Bank, showing the food area and the dining area.
`This operation has no beverage area.
`
`
`
`Frog’s Pub is an American version of an English pub, located in a pros-
`perous and growing city of two hundred and fifty thousand people in
`the Midwest. It is in the downtown area on a street known locally as
`"Restaurant Row;” and it attracts large numbers of customers at lunch,
`after work, and throughout the evening hours. The owners goals
`include providing an eating and drinking place for those seeking some-
`thing out of the ordinary. Another is to provide a casual atmosphere in
`which customers can relax and feel at home.
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`chapter Five > Food and Beverage Facilities
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`179
`
`Elevator
`
`Dry storage
`
`Freezer
`
`Refrigerator
`
`Preparation
`
`Production
`
`Men’s
`|ocker
`
`Ladies’
`locker
`
`Office
`
`Dishwasher
`
`Exit
`
`E
`3
`'3“
`
`E
`2
`'3“
`
`DINING AREA
`
`3
`m
`
`ad;
`
`3
`on
`
`’_
`.9
`.C
`(I)
`(6
`0
`
`Ladies’
`room
`
`Men’s
`room
`
`'_
`
`Figure 5-2
`
`Entrance
`
`Floor plan of the staff dining room at the Mountain Bank and Trust Company
`
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`I80
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`Part Three > Food and Beverage Perspectives
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`Frog’s Pub occupies rented premises in a four story brick building.
`Customers enter a large room that gives the appearance of an authen-
`tic English pub, with a long bar along one side of the room. The bar
`has stools to seat thirty customers. Seventy—five additional customers
`can be seated at tables.
`
`At the bar, two bartenders prepare drinks for customers at the bar
`as well as for those seated at tables. Table service is provided by three
`servers, aided by one individual who clears and cleans tables. Food is
`prepared in a small kitchen at the rear of the establishment by a chef
`who has one assistant. There is a small dishwashing machine operated
`by a third individual. All food and beverages are stored in the base-
`ment. Dressing rooms for the staff and a small office for the manager
`are also located in the basement.
`
`Frog’s Pub is different from any other establishment in the region:
`it offers thirty-six imported beers and ales, many of them English.
`While spirits and some wines are available, the vast majority of cus-
`tomers order the specialty beers and ales, in spite of relatively high
`prices per glass or bottle. Food accounts for a comparatively small per-
`centage of dollar sales, and the food menu is restricted: it includes
`eight items that serve as accompaniments to drinks or as appetizers.
`The remainder of the menu includes several sandwiches and three hot
`items that are changed daily. Limited desserts and both coffee and tea
`are available. All menu items have names that sound British.
`Figure 5.3 is a floor plan of Frog’s Pub showing the combined food
`and beverage area.
`
`
`
`Once the product line has been established, it becomes feasible to
`design an appropriate facility, to select the specific kinds of equipment
`required and the number of pieces of each, and to plan suitable equip-
`ment layout for each area of the facility.
`For the present discussion, we will assume that food and beverage
`facilities have three main areas. The first of these is a food area, where
`the food products are prepared. This includes the kitchen and such
`related facilities as food storerooms, refrigerators, and freezers. The
`second is a dining area where customers may consume food, or food
`and beverages. The third is a beverage area, where the beverage prod-
`ucts are prepared. This includes at least one bar and at least one stor-
`age facility for liquor,,beer, and wine.
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`chapter Five > Food and Beverage Facilities
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`18]
`
`DINING AREA
`
`Figure 5-3
`
`Floor plan of Frog’s Pub
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`Part Three > Food and Beverage Perspectives
`
`The layout and design of an efficient food and beverage facility,
`one that contributes to smooth day-to—day operation, is critical. Effi-
`cient layout and design takes into account six considerations, although
`some of these are of less significance in the dining and beverage areas.
`
`.°‘.U‘:"S*’!"!‘
`
`Space
`Equipment
`Lighting
`Ventilation
`Materials flow
`Traffic flow
`
`In the following pages, we will focus on each of the three main
`areas—food, dining, and beverage—and discuss applying the most sig-
`nificant of these six considerations to each area.
`
`F The FOOII Area
`
`The food area is that part of the facility where food products are pre-
`pared. In most foodservice operations, the following activities take
`place within the food area.
`
`Purchasing
`
`This normally takes place in an office with a desk for working, a file
`cabinet for keeping records, a computer workstation, and space for
`meeting quietly with the sales representatives of vendors.
`
`Receiving
`
`This activity is conducted in an area that contains equipment used to
`verify that the goods received conform to the orders placed. Quantity,
`quality, and price must all be checked. To do this properly, it is neces-
`sary to plan an area that is easily accessible to delivery drivers and
`large enough to hold an entire normal delivery.
`
`Storing and Issuing
`
`These activities require three types of facilities for storing foods: dry,
`refrigerated, and frozen. A dry storage facility, typically called a store-
`room, is maintained at normal room temperature. It is used to keep a
`
`

`
`Chapter Five 9 Food and Beverage Facilities
`
`183
`
`Some foods are stored at room
`temperature, while others require
`refrigeration or freezing. Pictured here
`is a walk-in refrigerator of the type used
`for fruits, vegetables, and dairy
`products. (Photo courtesy of |nterMetro
`industries Corporation.)
`
`reasonable supply of bags, bottles, boxes, and jars of food that need
`not be refrigerated or frozen. This storeroorn must be large enough so
`that shelves can be constructed and foods can be stored in an orderly
`
`manner. Refrigerated facilities———reach—in or walk—in refrigerators—are
`used to store meats, fish, vegetables, dairy products, and any other
`foods that will spoil if not kept cold. Freezers—reach—in or wa1k—in
`types——are required to store those items that are purchased in a frozen
`state.
`
`Chefs preparing the raw ingredients and
`basic preparations for the day’s service.
`The challenge is to prepare only as much
`as is needed for the day or meal period,
`based on sales histories and production
`
`sheets. (Photo courtesy of Cryovac.)
`
`

`
`I84
`
`Part Three > Food and Beverage Perspectives
`
`Producing
`
`In a foodservice operation, food production takes place in the kitchen.
`Most kitchens require two production areas: one for advance prepara-
`tion and another for the final preparation of foods immediately before
`they are ready to be served. The advance preparation area is for basic
`preparation of foods that will later be transferred to another area for
`final preparation. The final preparation, or finishing area, is for mak-
`ing foods ready for service.
`
`Serving
`
`This activity is defined as the transfer of finished products from prepa-
`ration staff to servers. This even occurs in self-service operations—
`cafeterias and buffets among them—where the customers are also the
`servers.
`
`P layout and DESTQII Considerations ill a F00d Area
`
`If the facility is to run efficiently, .adequate space should be provided
`for the activities associated with the food area of the facility. The
`amount of space allocated for the food area will vary from one estab-
`lishment to another, depending on such considerations as products,
`type of service, type and amount of equipment, and number of person-
`nel required to work in the area. For example, the Steak Shack is a full-
`service restaurant with relatively greater space devoted to food prepa-
`ration than is the case in Frog’s Pub, which offers a very limited menu.
`While it may be possible to plan sufficient space for every kitchen need
`in a new facility, older facilities being converted to foodservice use may
`lack the ideal amount of space for a specific activity. In such circum-
`stances, compromise may be necessary.
`
`ECIIITDIIIEIII
`
`There are many considerations that determine the equipment required
`in a food area. The two most important are product line and prepara-
`tion methods.
`
`Product line. Product line is a key determinant in equip