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MANUAL
revised 1.1.07
To:
Date:
Subject: Manual Receipt Form
This letter verifies receipt of the following Cheeburger Cheeburger Restaurants,
Inc. Manuals
and the conditions associated with the acceptance of these Manuals.
Date Received
Site Selection Manual ……………… _____________________
Operations Manual ………………… _____________________
Employee Manual …………………. _____________________
Policy & Procedure Manual ………. _____________________
Training Manual …………………... _____________________
These are the Cheeburger Cheeburger Restaurants, Inc. Manuals. The information
contained in these manuals is
confidential and is a trade secret of the Cheeburger Cheeburger Restaurants, Inc.
Franchise Company.
Accordingly, no person having access to these Manuals may disclose the contents of
these Manuals to the public
or any person not authorized by the Cheeburger Cheeburger Restaurants, Inc.
Franchise Company to use these
Manuals. These Manuals may not be copied, reproduced or distributed in any manner.
At all times, Franchisee
must keep these Manuals in a secure area within the premises where its franchised
business is located. Franchisee
must limit access to these Manuals to such of its employees that have a “need to
know” in order to perform their
jobs. Such employees – including Franchisee‘s manager and assistant manager and any
other personnel receiving
training from the Cheeburger Cheeburger Restaurants, Inc. Franchise Company - and
all Franchisee‘s owners,
officers, and directors must sign Cheeburger Cheeburger Restaurants, Inc. standard
form of confidentiality
agreement before such persons are granted access to these Manuals or begin their
relationship in such capacity
with Franchisee. No other persons may have access to these Manuals.
___________________________
Franchisee
______________________
Restaurant Location
_______________________________
Cheeburger Cheeburger Restaurants, Inc.
Copy # ______
#1 Cheeburger Cheeburger - #2 Franchisee
revised 1.1.07
CHEEBURGER CHEEBURGER RESTAURANTS, INC.
OPERATIONS MANUAL
September 2003
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
revised 1.1.07
Letter from Cheeburger Cheeburger Restaurants, Inc. Chairman & CEO
Welcome to the family of Cheeburger Cheeburger Restaurants, Inc. We know that you
will
find every day in your store, a challenging and stimulating experience.
You can work effectively and productively, knowing that you have the backup of
Cheeburger
Cheeburger Restaurants, comprehensive Operations Manual and thorough training in
how to
operate your store. In addition, our staff of experienced and dedicated people at
the corporate
office are always ready to answer your questions.
Sincerely,
Bruce Zicari
Mr. Bruce Zicari, Chairman & CEO, and the
Cheeburger Cheeburger Restaurants, Inc Family
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
i
revised 1.1.07
COMPANY MISSION
The mission of Cheeburger Cheeburger Restaurants, Inc. is to provide a system of
high
standards, superior customer service and effective cost controls in order to
maximize franchise
owner profitability.
Cheeburger Cheeburger Restaurants, Inc. strives to be the “Mom and Pop” of
hamburger
chains with a wide appeal to diverse cultural groups of varied incomes.
The goal of Cheeburger Cheeburger Restaurants, Inc. is to provide a casual dining
experience
that exemplifies quality, value, service, and excellence in all aspects of the
operation. This is
our company theme at Cheeburger Cheeburger Restaurants, Inc. This is the philosophy
we live
by. The importance of attention to detail cannot be overemphasized. It is a way of
life.
You must be a perfectionist!
The degree of success the operation has depends on your ability to seek excellence.
Accept
nothing less than perfect. This is a challenging business. It takes people who are
vigilant to
ensure that the best product is the only product on the table.
We live by the motto “IF IT IS NOT RIGHT - DON’T SERVE IT.”
With this in mind, we developed these manuals to use in your store.
Because we know mistakes will be made, this Operations Manual was
designed to minimize errors. It will help you to DO IT RIGHT THE
FIRST TIME and EVERYTIME.
Our goal at Cheeburger Cheeburger Restaurants, Inc. is to do two things: Serve the
guests and
make a fair profit. If the first task is not done perfectly, the second goal cannot
be achieved.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
ii
revised 1.1.07
OPERATIONS MANUAL - TABLE OF CONTENTS
Letter from CEO
Company Mission
i
ii
Section Heading/Pages
8
9-38
39-93
94-110
111
112
113
114
115-122
123-144
145-149
150
151-156
157-163
164
165-169
170-176
177-194
195-196
197
198
245
Section V: Production
269
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OPERATIONS MANUAL - TABLE OF CONTENTS (continued)
Section Heading/Pages
Section VI: Financial
Sales Report
Income Statement
Chart of Accounts
Inventory
Daily Prep
Ordering & Receiving
Product Variances
Inventory Items Sheets
317
318-320
321-326
327-329
330-334
335-336
337-340
341-344
345-352
353
354-360
361-362
363
364-370
371
372-373
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Section I. Food and
Food Safety
revised 1.1.07
Topic
The Importance of Food Safety
Contamination
Cross Contamination
Food can become contaminated when bacteria from one food passes to
another food through a knife, cutting board, or a person. This is
known as cross-contamination.
Food-borne Illness
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
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Topic
Causes of Food- borne Illness
Diseases caused by
contaminated food
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: FOOD AND FOOD SAFETY 2
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Topic
Diseases (continued)
Trichinosis.
Usually caused by under-cooked pork.
Dysentery
Usually comes from broken plumbing. Water is contaminated at its
source. Also caused by flies and unwashed hands.
Typhoid Fever
Comes from milk, water, or shellfish contaminated at their source.
Also caused by contaminated flies.
Diphtheria
Usually comes from improperly washed silverware or dishes.
Bacteria Growth
Bacteria Control
Temperatures
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: FOOD AND FOOD SAFETY 3
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Topic
Danger Zone / Danger Window There is a danger zone or danger window when heating
and
cooling food products. This danger zone is between 39º degrees and
141º degrees. This is the zone when bacteria multiply the fastest
and create toxins and poisons harmful to people and animals. out.
When in doubt throw it out.
Careful sanitation practices and safe temperature control insure complete
customer satisfaction and prevent food-borne illnesses from becoming a
problem.
Heat is the best way to kill harmful bacteria. However, some toxins
Bacteria Control
Thermometer
are so strong that even the highest temperature will not kill them.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
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Topic
How to Use Thermometer to
Take Food Temperature
Food starts at the loading dock and moves through stages of preparation,
cooking and service.
At the loading dock: After food is received it must be stored outside the
danger zone. The danger zone is between 39º and 141ºdegrees Fahrenheit.
Thaw food in the refrigerator at 39º degrees Fahrenheit or colder.
Thawing
Food can also be thawed in clean, running water at 70º degrees
Fahrenheit or below.
Preparation
Preparation: The preparation stage must be limited to four (4) hours. This
is because food may be contaminated if it remains in the temperature
danger zone too long.
Divide food into small batches during preparation. This minimizes the
time food spends in the temperature danger zone.
Use clean and sanitized utensils and cutting board when preparing food.
Clean and sanitize after use. Clean and sanitize all utensils when
changing to another food.
Never use the same knife, utensil, or cutting board to prepare different
kinds of food.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: FOOD AND FOOD SAFETY 5
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Topic
Cooking
Food service
Food service: Food must be kept at 141º degrees Fahrenheit or above.
Food must not be touched. Any surface that touches food must not be
touched.
Do not touch any part of a glass, dish, plate or utensil that may also touch
a person’s mouth.
Hold plates by the bottom or edge.
Hold glasses near the bottom or by the stem.
Hold flatware by the stem.
Hold cups by the handle, on saucers or use a tray. Never stack cups.
Remove ice from an ice machine using tongs or a scoop.
Provide new plates for guests who return to self-serve buffets.
Leftover food
Leftover food: Food may be reused if cooled to 39º degrees Fahrenheit
within four (4) hours.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: FOOD AND FOOD SAFETY 6
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Topic
Use an ice water bath or a blast chiller to cool food rapidly.
Cover, date, label and refrigerate food immediately after cooking.
Place all cooked food above raw food in the refrigerator.
Re-heating
leftover food
Food Shipments
The Decision to
Accept or Reject
Meat
Meat is firm, moist, elastic, and is at 39 ºdegrees Fahrenheit or below
Raw beef is bright cherry colored
Poultry
Poultry is firm, no discoloration, and at a temperature of 39º degrees
Fahrenheit or below.
Milk
Milk is below 39º degrees Fahrenheit. Take milk temperature in large
containers by pouring a sample and inserting the thermometer. Or, wrap
the bulk package around the temperature probe.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: FOOD AND FOOD SAFETY 7
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Topic
Check that milk expiration date has not passed.
Frozen foods
Frozen food is minus five (-5º) degrees Fahrenheit or colder. Frozen food
is not thawed or refrozen.
Note: Do not accept if there is frozen liquid on the outside of the package,
if the package is distorted or there are large ice crystals on the food. Take
temperature by placing the sensing area of the thermometer between two
portions. For vacuum packaged food, take the temperature by placing the
sensing area of the thermometer between two packages.
Canned goods must be sealed, unbroken, free of rust, and flaws. Do not accept
Canned goods
Storage
Dry storage
Refrigerated food
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: FOOD AND FOOD SAFETY 8
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Topic
Freezer
Chemicals
Cleaning is the removal of dirt and stains that can be seen on a surface.
Cleaning requires use of hot water, detergent and clean drinkable rinse
water.
Sanitizing means reducing the number of harmful microorganisms using
very hot water or a chemical sanitizing solution.
Check the temperature gauge on the machine. Hot water must be at least
180º degrees Fahrenheit at the manifold for the final rinse for high
temperature machines.
For machines with chemical sanitizers: Check the manufacture’s
instructions for proper concentration of chemicals. Water temperature
should be 140º degrees or above.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: FOOD AND FOOD SAFETY 9
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Topic
After dishes have completed the machine cycle, let them air dry. Check for
soiled items. Run them through the wash cycle again.
Check the machine.
Scrape and soak items.
Using a Three –
compartment Sink:
Compartment 1.
Detergent solutions and hot water, Wash items in this sink.
Compartment 2.
Hot clear water. Rinse items.
Compartment 3.
Chemical sanitation solution mixed according to manufacturer’s
instructions very hot water. Sanitize in solution.
Allow items to air dry.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: FOOD AND FOOD SAFETY 10
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Topic
Chemical Contamination
Pestcidres
Food Additives
. Additive and preservatives are agents that enhance the flavor of food
products and keep them fresh longer. Some additives can make people
extremely ill, especially those with asthma. These additives include
monosodium glutamate (MSG), nitrites, and sulfating agents. Many states
laws prohibit restaurant personnel from adding sulfites to food. Food
deals are required to label products clearly when any type of additive is
present. By limiting the use of products with additives, the danger to
guests can be reduced
Toxic Metals
Most diseases transmitted through foods come from infected food service
workers. Workers who fail to observe proper sanitary procedures when
handling food are endangering the health of the public.
Every food service worker must become health conscious. When all
employees are trained in basic hygiene, there is a reduction of illness in
the workplace.
No one should be at work with any kind of illness or disease that can be
transmitted to another.
Cuts, burns and abrasions should be bandaged and covered with
disposable gloves, whether working with food or not.
A daily bath or shower and shampoos are a must.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
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Topic
Hand Washing
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
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Topic
Other precautions
Clothing
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: FOOD AND FOOD SAFETY 13
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Topic
Preparing Foods
Cross contamination
Raw animal products are stored above raw vegetable or other foods that
do not require further cooking and drippings get into the food.
A food worker handles raw meat or chicken and then prepares noncooked food such as
salad without washing his or her hands.
Utensils such as forks or tongs are not properly cleaned and sanitize
before use.
Clean and sanitize cutting boards, slicing machines and work tables
between each use
Clean and sanitize all food utensils between each use.
Clean and sanitize thermometers between each use. Store raw meat and
chicken below cooked foods or foods that do not require cooking.
Rinse wiping cloths in sanitizing solution before use.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: FOOD AND FOOD SAFETY 14
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Topic
Hot food must reach a minimum of 141º degrees F, Cold food must reach a
minimum of 39º degrees F.
Cooling potentially
hazardous foods
Frozen foods
The temperature necessary to maintain the product frozen solid varies with
the product. Generally this is minus five (- 5º) to minus ten (-10º) degrees F
minimum.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
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Topic
Thawing
The operation must have written procedures on site and available to the
inspector.
The potentially hazardous food is marked or identified with the maximum
four (4) hour time period in which the product will be cooked or served.
After four (4) hours or if the product is unmarked per time, the food must
be discarded.
Temperature measuring
devices TMDs
Preventing contamination
from hands
Employees may not contact exposed, ready-to-eat food with their bare
hands. The exception is when washing produce. Instead of hands,
employees must use suitable utensils, deli tissue, gloves, or dispensing
equipment.
Cooking foods
revised 1.1.07
Topic
The internal temperatures must be checked in more than one place when
cooking foods. An acceptable temperature in one spot does not mean that
every part of the food is properly cooked.
Serving Foods
During the time between cooking and serving, hot foods should be stored
in equipment that keeps them at the required temperature at all times.
Holding equipment includes heat lamps and insulated transport carriers.
All holding equipment must be able to maintain a temperature of about
141º degrees F.
Avoid holding heated food for long periods of time. Food may lose its
freshness and flavor. The longer the food is held, the greater the chance of
it becoming contaminated.
When proper holding temperatures are not maintained, food-borne
bacteria can rapidly increase to dangerous levels.
Milk products
Milk and milk products must be kept fresh and sanitary and served in a
way that reduces contamination.
Only pasteurized milk and milk products may be used.
Dairy products must be kept at 39º degrees F or below for serving. The
exception is the UHT creamers, which can be served at room temperature.
Milk for drinking purposes must be served from the original container in
which it was packaged at the milk plant.
Cream, half-and-half and non dairv creaming and whitening products
should be provided in individual, unopened containers or covered pitchers.
They can also be drawn from a refrigerated dispenser.
Ice cream dispensed from a bulk pack should have a dipper well with
running water at each station or location.
Always handle ice as you would handle food. The following specific
guidelines apply:
• Ice must be supplied from approved sources and be protected from
contamination.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: FOOD AND FOOD SAFETY 17
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Topic
• Ice used to cool stored food containers, or food utensils cannot be
served to guests.
• Ice and containers must be covered between uses and cleaned
periodically.
• Ice storage bins must be well drained through an air gap.
• Ice may only be dispensed with scoops, tongs or other suitable
equipment. Do not use hands, cups or glasses to scoop ice.
• Ice-dispensing utensils that are not in use must be stored on a clean
surface. Utensils may be stored in the ice with the handle extending out of
the ice.
• The handle should never touch the ice. Hands should never touch the
parts of the utensil that touches the ice.
Handling tableware
and utensils
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: FOOD AND FOOD SAFETY 18
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Topic
• Do NOT leave any serving utensils exposed to room temperature. This
is the Danger Zone and will cause growth of bacteria.
Quality Control
Total “quality control” must be continuous over all levels of food handling
and preparation.
Steps
1. Purchasing
Begin by purchasing quality raw materials, to ensure high quality of
your end products. Quality does not mean the most expensive! Learn
to recognize the telltale signs of inferior quality products, such as:
a. Wilted, bruised or rotten produce.
b. Improperly processed or refrigerated meats.
c. Damage from handling that requires immediate use or loss.
2. Handling
One of the worst offenses in food handling is not adhering to proper
sanitary conditions in food preparation and serving. Detailed
information in the Section I. Another problem is lack of enthusiasm
due to employees becoming fatigued, uncaring or sloppy. The result is
a decline in general appearance of the store and resultant lack of an
appealing attitude. Should this happen, take corrective action
immediately.
3. Food Prepping
The proper preparation of food for cooking is extremely important to
ensure the recipe is reproducible. Training of the kitchen help should
focus on the importance of preparing standard sized cut vegetables,
and all other preparatory procedures.
4. Stock Rotation
Stock rotation is part of the quality control needed prior to food
preparation. It is extremely important for eliminating problems of
spoilage and inferior ingredients in your recipe preparation.
5. Cooking Procedures
Cooking procedures must be carefully observed, especially since
individual cooks tend to do things a bit different.
All food must be checked before allowing it to be served! If it doesn’t
look good, DO NOT SERVE IT! Re-cook it after correcting the
problem.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: FOOD AND FOOD SAFETY 19
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Topic
Quality control /Never Ending. Quality control is a never- ending vigil that your
employees and you, the
manager/owner, must continuously oversee. Successful quality control is
the key to the ability of a unit to increase profits and maintain a growth
pattern. Every time a guest orders,the restaurant, its staff and the
Company’s reputation is being tested. It is always the manager/owner’s
responsibility to ensure that the restaurant passes this test.
The lack of quality control will result in eventual loss of guests who
may make negative referrals to others. Remember that it may be less
expensive to refund a meal then refuse to listen to the guest’s complaint.
Always attempt to replace the questionable meal with another item or a
free meal at a future date rather than a refund if at all possible.
Split Orders
Count Orders
Your vendors and suppliers may be diligent in their counts and quality
assurance. However, delivery personnel may get sloppy if you do not
properly inspect deliveries. The product that is supposed to be delivered to
you can easily be sold for cash elsewhere by unscrupulous delivery
personnel. Most people are basically honest, but even honest people
become tempted when there is an opportunity.
If your staff determine you are not concerned with deliveries, they are
likely as a delivery person to take what they feel they need, want or are
even owed. They may assume that you will never miss what you never
had!
Minimize Loss
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: FOOD AND FOOD SAFETY 20
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Topic
Organize your Stock
The more organized your stock, the easier it is to take inventory and
rotate items. Organize your stock in the same sequence as your physical
inventory form. This helps to reduce errors in the dry storage area, the
freezer, and the refrigerator.
Before any deliveries arrive, make certain that:
1. FIFO (First In - First Out) is observed. This inventory method
reduces the possibility of spoilage by using the oldest products
first. The delivery can be put away when it arrives without moving
existing stock around.
2. Arrange inventors’ items in the same sequence as the physical
inventory form. This will reduce the amount of time required to
take a physical inventory, minimize counting errors, give early
indications of a particularly low inventory item and reduce
excessive inventory.
Other Basic
Rules
revised 1.1.07
Topic
b. Note any shortages not listed as back orders. Do not accept
overages.
4. Open a representative sample of each products containers to
inspect for quantity and quality. Inspect every container of a product
if any problem is uncovered. Be certain to check dates, especially on
Bag-in-a-box deliveries of beverage syrup. These syrups have a
shelf life of only forty- live (45) days.
5. Place the delivery into proper storage as quickly as possible. Not
even the best refrigerator, freezer. or air-conditioner can reverse
damage to your food supplies because the temperature or humidity
was too high or too low.
6. Notify the manager of each discrepancy and the manner in which it
was handled. The corporation should be notified if there is any
consistent pattern of vendor error with any national accounts.
Proper Storage
Proper Temperature
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
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Topic
3. Repair immediately all refrigerator, freezer, and air-Conditioning
equipment breakdowns and inefficiencies. A sound preventive
maintenance and repair program is a small investment compared to losses
resulting from consumer litigation or bad publicity.
4.Recycling is highly encouraged for both economic and humanitarian
reasons.
Cleaning Items
All cleaning items should be stored in one locked area. They should be
stored in bulk containers for easy usage. Small containers tend to
disappear easily. Whenever possible, cleaning items should be issued by
the manager on request for safety reasons and so that usage can be
controlled.
Paper Products
Discarding
Containers and
Merchandise
Waste Control
revised 1.1.07
Topic
c. Regular garbage must be stored in plastic garbage bags until
disposal. Disposal must be in a place and manner consistent with local
regulatory authorities.
2. Maximizing profit.
a. The avoidance of unnecessary waste is very important in the
cleaning process of vegetables and meat. Teach the kitchen
employees how to properly clean and prepare all products. It is
important to avoid waste of all products that will be used.
This is the purpose of the Ops manual and the training you receive
from it.
b. Proper rotation of inventory becomes very important in avoiding
waste before contamination and spoilage result.
c. Employee serving portion control or lack of it, can turn a normally
profitable store into a non-profitable one.
These requirements and the others you will receive while licensing,
training and managing your unit are imperative to your store’s smooth
operation. Overlook any of them and you may find your store is in an
unsanitary condition very quickly.
Suppliers
are:
Short Weighing
Overage and underage are usually associated with dry goods. A vendor will
deliver too many or not enough of a specific item. This is why it is so
important to count the incoming orders EVERY TIME! Report errors as
soon as they are found.
If you are delivered too many of an item or never ordered at all, don’t keep
it. This is theft. You don’t want it to happen to you, so don’t do it to
someone else.
Compare
If you cannot find two vendors who supply the same item, keep looking!
This vendor can cripple your profit margin and possibly close your store if he runs
out of your item or if he gives your badly needed supplies to another customer.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
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Topic
Find an additional vendor before you have a problem. Make certain that
you keep a list of your vendors at the store and at home. You can
usually call the vendors late at night and still get delivery the next day.
You may wish to give some vendors your home telephone number for
emergency purposes. Occasionally, someone you requested to place an
order for you will forget an item or forget to order altogether. If the vendor
knows you order for every delivery he makes he will probably call you to
see if there is a problem. Often these calls come very early in the
morning, but they are lifesavers.
Inconsistent products
All of the products you will be cooking are made from “scratch’t using
fresh ingredients. While this is an advertising advantage, the actual
quality control requires more diligence than most food establishments.
Cheeburger Cheeburger Restaurants, Inc. does not directly or indirectly
supply any raw ingredients for your operation. Many operators find it to
be enticing to substitute less expensive raw ingredients for the
companyrequired/prescribed ingredients. Do not allow your standards to be
compromised. The quality and taste of your food is what will keep you in
business or lose guests for you. It is difficult to overcome mistakes made
by purchasing inferior grade ingredients.
It is extremely important to have consistent food quality and courteous
service throughout the entire company as the reputation of each restaurant
follows the others.
It is worth the effort to have more than one supplier for potential shortage
problems and to be assured of paying reasonable prices. Should you find a
product or supplier that you believe would be beneficial to other
manager/owners, please allow corporate to speak with the supplier’s
representative.
Remember that it can take weeks or months to find a guest, but only
SECONDS to lose one!
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: FOOD AND FOOD SAFETY 25
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Topic
Ordering
national
distributor. Some items will come from outside. Situations can occur when
it will be impossible to get a product from your national distributor. It is
therefore necessary to have back-up suppliers.
Credit Terms
Credit Terms
After deciding on the various suppliers to use, ask about credit terms.
Generally, most suppliers will extend credit, with the exception of beer
and wine. This credit is EXTREMELY important to smooth operation of
your store. With credit, the store can sign for the product and send the
invoice for payment.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
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Topic
Delivery Days
Delivery Days
If possible, determine the best delivery days for your needs. Request these
days and be ready to make changes, as the situation requires.
Create a Supplier or Vendor Form. Laminate this information and place it next to
the telephone. Include alternate suppliers, marked accordingly.
A.
B.
C.
D.
E.
F.
Use the master order guide and identify items needed before placing a call
to order. This is done by taking an on-hand, inventory and comparing it to
the par for that item. Record the order to be sure everything is delivered
properly.
It is extremely important to estimate the requirements for the supplies
and regular inventory for the Grand Opening. Refer to the Opening
Store Packet. Aslo, consult field supervisor. If the store is in
operation, refer to the Order Par Column Sheet or the Order Guide
for par amount to be ordered.
1. Minimize lost interest dollars on excessive inventory.
2. Minimize food loss due to spoilage.
3. Avoid embarrassment and lost revenues from food shortages.
4. Correctly use critical storage areas.
5. Control employee pilferage.
The Manager Training Program includes various techniques to determine
inventory requirements. A corporate representative can help to estimate
requirements for the Grand Opening needs.
Minimum Product
Specifications
revised 1.1.07
Topic
Call the referral first and see the product if at all possible. Pay particular
attention to vegetable and meat suppliers as the quality of these products
can change with every delivery.
Ordering Guidelines
See Food Item Description and Specifications in the Food and Food
Safety section There are certain ordering guide lines that are based on the
experience of the company. These are included in the training
sessions. It is also imperative to establish guidelines specific to your store
based on the product mix of the store. It is therefore extremely important
to analyze usage versus gross sales for all supplies that must be renewed
daily or weekly.
Usage
There are many factors that affect usage. These include serving portion
size, delivery days, spoilage, product mix and other factors. Calculate
these ratios and use them for consistency when ordering. The same type of
evaluation can be extrapolated for all food items and paper goods used.
Start with the beginning and ending inventory and gross sales for a
specific time period. This method also pinpoints possible pilferage of
specific supplies that are not obvious from accounting statements.
Deliveries
How Supplies
are Delivered
Delivery
Checklist
Accepting or Rejecting
Rejecting a Shipment
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: FOOD AND FOOD SAFETY 29
revised 1.1.07
Topic
Storing refrigerated and
frozen inventory
Rotating Stock
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: FOOD AND FOOD SAFETY 30
revised 1.1.07
Managing Food Safety:
A HACCP Principles Guide for
Operators of Food
Establishments at the
Retail Level DRAFT
Table of Contents
NOTICE
Chapter 1 Introduction
•
•
•
•
revised 1.1.07
Operational Step 8: Set Up and Packing
Operational Step 9: Serving
Procedural Step 3: Identify Critical Control Points and
o Critical Limits
Procedural Step 4: Monitor Critical Control Points
Procedural Step 5: Develop Corrective Actions
Procedural Step 6: Conduct On-Going Verification
o Description
o Procedures
o Frequency
o Observations, Documentation - Examples
Procedural Step 7: Keep Records
Procedural Step 8: Conduct Long-Term Verification
o
o
•
•
•
•
•
•
Chapter 5 Glossary
Chapter 6 Resources and References
•
SECTION: HACCP 2
revised 1.1.07
Managing Food Safety:
A HACCP Principles Guide for
Operators of Food
Establishments at the
Retail Level
Chapter 1
Introduction
•
•
•
•
SECTION: HACCP 3
revised 1.1.07
BACKGROUND
Hazard Analysis Critical Control Point (HACCP) is a common sense technique to
control food safety hazards. It
is a preventive system of hazard control rather than a reactive one. Food
establishments can use it to ensure safer
food products for consumers. It is not a zero risk system, but is designed to
minimize the risk of food safety
hazards. HACCP is not a stand alone program but is one part of a larger system of
control procedures that must
be in place in order for HACCP to function effectively. These control procedures
are prerequisite programs and
are discussed more in Chapter 4.
The success of a HACCP program is dependent upon both people and facilities.
Management and employees
must be properly motivated and trained if a HACCP program is to successfully reduce
the risk of foodborne
illness. Education and training in the principles of food safety and management
commitment to the
implementation of a HACCP system are critical and must be continuously reinforced.
Instilling food worker
commitment and dealing with problems such as high employee turnover and
communication barriers must be
considered when designing a HACCP plan.
Successful implementation of a HACCP plan is also dependent upon the design and
performance of facilities
and equipment. The likelihood of the occurrence of a hazard in a finished product
is definitely influenced by
facility and equipment design, construction, and installation which play a key role
in any preventive strategy.
"Both parts of HACCP - the hazard analysis and the critical control points - are
influenced by the design of
equipment and structures in retail food establishments.... Facility and process
designs can help a HACCP system
be more effective by preventing cross contamination and meeting Standard Operating
Procedures (SOPs),
therefore allowing the hazard analysis to focus on significant hazards associated
with the food itself."
(Comments made by FDA HACCP Policy Strategic Manager, Dr. John Kvenberg, on June
24, 1996 to the
Institute of Food Technologists' seminar on Legal Constraints in Facility/Process
Design).
SECTION: HACCP 4
revised 1.1.07
Also because foods are from the environment, they can contain objects such as
stones that could cause injury.
Food may be contaminated naturally, for example from the soil in which it is grown
or because of harvest,
storage, or transportation practices. Some foods undergo further processing and at
times, despite best efforts,
become contaminated. These inherent hazards, along with the hazards that may occur
in your establishment,
such as metal fragments from grinding, can lead to injury, illness, or death.
Hazards include:
• Biological concerns, such as:
o
bacterial, parasitic, or viral contamination
o
bacterial growth
o
bacterial, parasitic, or viral survival
o
bacterial toxin production
o
bacterial, parasitic, or viral cross-contamination
• Physical objects
o
stones
o
glass
o
metal fragments
o
packaging materials
• Chemical contamination
o
nonfood-grade lubricants
o
cleaning compounds
o
food additives
o
insecticides
SECTION: HACCP 5
revised 1.1.07
Figure 1:
Risk Factors
Defining Retail
As stated in Chapter 1, Introduction, this document uses the terms "food
establishments" and "retail food
establishments" interchangeably. For a definition of a "food establishment" refer
to Chapter 5 - Glossary.
Unlike industries such as canning, other food processing, and dairy plants, the
"retail" industry is not easily
defined by specific commodities or conditions. The following is a partial listing
of the types of businesses that
are usually considered part of the retail food industry. There are many situations
which may include more than
one type of operation.
back-country guided trips for groups
bakeries
bars and taverns
bed and breakfast operations
cafeterias
camps - recreational, children's, etc.
casinos
child and adult day care
church kitchens
commissaries
community fund raisers
convenience stores
fairs
food banks
grocery stores with specialized departments
deli
in-store prepared foods
produce
SECTION: HACCP 7
revised 1.1.07
4.
Establish Procedures to Monitor CCPs. Once you have decided which operational steps
are critical
and have set the critical limits, someone needs to keep track of the CCPs in the
flow of foods through your
operation. Monitoring involves finding a way to see that the CCPs are kept under
control and within the
critical limits.
5.
Establish Corrective Actions. What will you do when things go wrong? When
monitoring your CCPs
you will occasionally find an operational step that is outside of your critical
limits. You need to plan ahead and
decide what your actions will be, communicate those to your employees, and train
them in those decisions.
This preventive approach is at the heart of HACCP. Problems will arise. You need to
find them and correct
them before they can cause someone to become ill or injured.
6.
Establish Verification Procedures. This principle is all about making sure that the
whole system is in
place and working. You will want to periodically make observations, calibrate
equipment and temperature
measuring devices, review records / actions, and discuss procedures with your
employees. All of these
activities will be for the purpose of ensuring that your system is real and
checking to see if it needs to be
modified or improved. Verification may also be conducted from the outside, such as
by the regulatory
authority or a third party.
7.
Establish a Record Keeping System. There are certain written records or kinds of
documentation that
will be needed in order to verify that the system is working. Refer to the
following table for examples of
simplified "records." These records will normally involve the HACCP plan, itself,
and your monitoring
activities and serve to document that you really do have an on-going system in
place. Record keeping should
be as simple as possible in order to make it more likely that employees will have
the time to keep them.
For more than 20 years industry and regulators have been exploring use of the HACCP
principles in
restaurants, grocery stores, and other retail food establishments. During that
time, much has been learned
about how these principles can be used in the varied operations, collectively
referred to as retail food
establishments. Most of this exploration has centered around the focal question of
how to stay true to the
definitions of HACCP and still make the principles useful to an industry that
encompasses the broadest range
of conditions.
Despite this diversity and range of conditions, those involved have discovered that
the HACCP principles are
useful tools for managing food safety. Over time, ways have been discovered to
slightly modify the applications
of HACCP to better fit retail food establishments. The following chart suggests
some adaptations of applying the
HACCP principles to retail food establishments.
HACCP Principle
Hazard Analysis
Analyze and organize by process rather than commodity because food items are
intertwined in
retail operations. Simplify by combining like operations into categories.
No change.
Monitor
Corrective Actions
No change.
Verification
No change.
Record Keeping
SECTION: HACCP 8
revised 1.1.07
Overview of the Process Approach
When conducting the hazard analysis, food manufacturers usually use food
commodities as an organizational
tool and follow the flow of one product. This is a very useful approach for
producers or processors, since they
are usually handling one product at a time. But at retail, foods of all types are
worked together to produce the
final product or menu item. This makes a different approach to the hazard analysis
necessary. Conducting the
hazard analysis by using the methods or processes common to a specific operation
seems to work quite well.
This is called the "Process Approach."
The process approach to the use of HACCP principles can best be described as
dividing the many flows in an
establishment into broad categories, analyzing the risks, and placing managerial
controls on each grouping.
The food that flows through retail food establishment operations can be placed into
the three following
processes:
Receive - Prepare - Serve
(other processes may occur, but there is NO cooking step)
Receive - Prepare - Cook - Hold - Serve
(other processes may occur, including thawing)
Receive - Prepare - Cook - Cool - Reheat - Hot Hold - Serve
(other processes may occur, but the key is repeated trips through the temperature
danger zone)
Your HACCP system must provide food safety controls for all hazards within each of
these processes. Some
operational steps, such as cooking, require procedures to control various hazards
related to several different
products. Therefore, a single operational step may have multiple control limits for
multiple, product-specific
hazards. For example, at the cooking step, poultry requires a final internal
cooking temperature of 165°F for
15 seconds to control for Salmonellae. Ground beef, however, requires a final
cooking temperature of 155°F
for 15 seconds to control for E. coli 0157:H7.
At the same time, some process steps, such as refrigerated storage, may encompass
food safety procedures and
critical limits that apply to all foods at that point in the flow of food.
Based on this understanding, you can blend a product-specific or menu-item HACCP
approach into a processoriented approach. Controlling the hazard within each of
these processes is equivalent to preparing a HACCP
plan for each individual product, often a time- and labor-intensive job.
SECTION: HACCP 9
revised 1.1.07
SUMMARY
HACCP is endorsed by the Food and Drug Administration. Combined with basic
sanitation and a solid
employee training program (prerequisite to the implementation of the HACCP
principles), HACCP can
provide the operator and employees a complete food safety management system.
The rest of this Guide will provide enough detail about how to organize your menu
items so that you can
voluntarily develop your own food safety system by applying the HACCP principles.
It is important to
remember that there are many resources that you can draw on during your efforts and
some of these are listed
at the end of this Guide. As mentioned in the Purpose and Scope portion of this
Chapter, while setting up your
food safety system using the HACCP principles, you are encouraged to contact your
regulatory authority
for advice and assistance.
SECTION: HACCP 10
revised 1.1.07
Managing Food Safety:
A HACCP Principles Guide for
Operators of Food
Establishments at the
Retail Level
Chapter 2
The Process Approach
•
•
•
•
revised 1.1.07
•
obtaining foods from approved sources (e.g., a supplier of raw fish for sushi who
adequately freezes fish
to control parasites).
Are there any ingredients or menu items of special concern, such as those listed in
Annex 2?
Will this require a great deal of preparation, making preparation time, employee
health, and bare hand
contact with ready-to-eat food a special concern?
How will an employee ill with diarrhea be restricted from working with food?
SECTION: HACCP 12
revised 1.1.07
COMPLEX PROCESSES
RECEIVE--STORE--PREPARE--COOK--COOL--REHEAT--HOT HOLD--SERVE
Failure to adequately control food product temperature is the one factor most
commonly associated with
foodborne illness. Foods prepared in large volumes or in advance for next day
service usually follow an
extended process flow. These foods are likely to pass through the temperature
danger zone several times. The
key in managing the operational steps within the process is to minimize the time
foods are at unsafe
temperatures.
In some cases, a variety of foods and ingredients that require extensive employee
product preparation may be
part of the process. A sound food safety management system will incorporate SOPs
for personal hygiene and
cross contamination prevention throughout the flow of the food.
Before you set up a management system for your operational steps, there are several
factors you should
consider. Multiple step processes require proper equipment and facilities. Your
equipment needs to be
designed to handle the volume of food you plan to prepare. For example, if you use
a process that requires the
cooling of hot food, you must provide equipment that will adequately and
efficiently lower the food
temperature as quickly as possible. If you find that a recipe is too hard to safely
prepare, you may want to
consider purchasing pre-prepared items from a reputable source.
SECTION: HACCP 13
revised 1.1.07
Managing Food Safety:
A HACCP Principles Guide for
Operators of Food
Establishments at the
Retail Level
Chapter 3
Developing Your Food Safety System
•
•
•
•
•
•
•
•
•
•
SECTION: HACCP 14
revised 1.1.07
GETTING STARTED
Using a Team
Use of this Guide is most effective when a team approach is used for designing and
implementing a plan based
on the HACCP principles. A team could be comprised of the owner and the chef or
cook. Although managers
are responsible for designing the system, implementation involves the efforts and
commitment of every
employee. Education and training of both management and employees are important in
their respective roles
of producing safe foods. You may consider working with outside consultants,
university extension services,
and regulatory authorities to ensure your HACCP system is based on the best
available science and will
control identified hazards.
PROCEDURAL STEP 1
Group Menu Items
To get started, review how your menu items flow through your operation, note
whether they undergo a cook
step for same day serving, receive additional cooling and reheating following a
cook step, or have no cook
step involved. Refer to Chapter 2 for organizing your menu items by Process 1, 2,
and 3.
Looking at your menu, place each menu item or similar menu items (like "hot soups"
or "cold salads") into the
appropriate group. You may discover that more than one food process is conducted
within your operation.
You will also need to consult the Annexes to identify menu items that need very
careful and special attention
throughout the use of this Guide. These menu items may pose special hazards that
are not always readily
apparent. If your operation serves any of the menu items listed in the Annexes,
consult with your regulatory
authority for additional information. To accomplish the first procedural step in
developing your food safety
management system, identify the food processes specific to your menu items.
SECTION: HACCP 15
revised 1.1.07
CHART 1: PROCESS-SPECIFIC LISTS
List your menu items that belong to one of the three processes.
PROCESS #1
PROCESS #2
PROCESS #3
Examples:
Examples:
Examples:
salad greens
fish for sushi
fresh vegetables
oysters or clams served raw
tuna salad
Caesar salad dressing
coleslaw
sliced sandwich meats
sliced cheese
hamburgers
soup du jour
hot vegetables
entrees for "special of the day"
cooked eggs
soups
gravies
sauces
large roasts
chili
taco filling
egg rolls
Process number 1: Food preparation with no cook step - ready-to-eat food that is
stored, prepared, and served.
Process number 2: Food preparation for same day service - food that is stored,
prepared, cooked, and served.
Process number 3: Complex food preparation - food that is stored, prepared, cooked,
cooled, reheated, hot
held, and served.
PROCEDURAL STEP 2
Conduct Hazard Analysis
In developing a food safety system, you need to identify the hazards that exist in
the flow of foods in your
operation from receiving to serving. Hazards include:
•
pathogens or toxins present in food when you receive them,
•
•
pathogens that may be introduced during preparation (example: using a raw animal
food as one
ingredient),
pathogen growth or toxin production during storage, preparation, or holding.
SECTION: HACCP 16
revised 1.1.07
Since you have grouped your menu items, including ingredients, into the three
processes on Chart 1, you can
identify hazards that are associated with each process. You will see that the more
complex the process is, the
greater are the opportunities for hazards to occur.
In consultation with your regulatory authority, you need to identify the hazards
associated with various foods
and ingredients, such as:
• Salmonella and Campylobacter jejuni in raw poultry,
• E. coli O157:H7 in raw ground beef,
• Staphylococcus aureus toxin formation in cooked ham,
• Bacillus cereus spore survival and toxin formation in cooked rice,
• Clostridium perfringens spore survival and subsequent growth in cooked foods, and
• Hazards specific to seafood, (see Annex 1).
This list is only a brief sample of hazards associated with specific foods. By
identifying the hazards, you will
be able to determine CCPs and critical limits on the worksheet. Another way of
fulfilling the hazard analysis
step is to understand the hazards associated with your specific menu items (Annex 3
of the Food Code is a
resource for this purpose) and to adhere to the critical limits established in the
Food Code. Those critical limits
are based on the anticipated hazards.
identify those operational steps in the food flow that are specific to your
operation,
write in your SOPs which are the general procedures that cross all flows and
products (refer to Chapter
4, Prerequisite Programs, for further discussion),
•
•
reference the CCPs and critical limits pertaining to those process steps,
develop monitoring procedures and corrective actions which are customized to fit
your operation, and
consider the type of record keeping you need to document you are controlling
significant food safety
hazards.
HACCP allows the flexibility for you to customize a food safety management system
specific to your
operations. The worksheets are provided to assist you in developing procedures to:
•
monitor CCPs,
revised 1.1.07
•
Review the following worksheets and the summary page for each operational step.
Determine the ones that are
applicable to your operation and make copies of them so you can fill in your
groupings of menu items (which
you did preliminarily in Procedural Step 1). Then continue to use the forms and
complete the information as
you work through Procedural Steps 3 through 9.
RECEIVING
At receiving, your main concern is contamination from pathogens and the formation
of harmful toxins.
Obtaining food from approved sources and at proper temperatures are important
purchase specifications for
preventing growth and contamination during receiving. Approved sources are
suppliers who are regulated and
inspected by appropriate regulatory authorities.
Ready-to-eat, potentially hazardous food is a special concern at receiving. Because
this food will not be
cooked before service, microbial growth could be considered a significant hazard
for receiving refrigerated,
ready-to-eat-foods. Having SOPs in place to control product temperature is
generally adequate to control the
hazards present at receiving of these products. Besides checking the product
temperature, you will want to check
the appearance, odor, color, and condition of the packaging.
Federal regulations require that processors of seafood and seafood products for
interstate distribution have a
HACCP plan. These establishments are approved sources for seafood, and you may ask
your interstate seafood
supplier for documentation that the firm has a HACCP plan in place. Processors of
seafood and seafood
products that are sold or distributed only within a state may or may not be
required to have a HACCP plan,
depending on the state, local, or tribal regulations.
Special consideration should be given to certain species of finfish and raw
molluscan shellfish. Molluscan
shellfish (oysters, clams, mussels, and scallops) that are received raw in the
shell or shucked must be purchased
from suppliers who are listed on the FDA Interstate Certified Shellfish Shippers'
List or on a list maintained by
your state shellfish control authority. Shellfish received in the shell must bear a
tag (or a label for shucked
shellfish) which states the date and location of harvest, in addition to other
specific information.
Finfish harvested from certain areas may naturally contain a certain toxin that is
not readily apparent. This toxin
is called ciguatera. Other finfish may develop toxins after harvest if strict
temperature control is not maintained.
This toxin is called scombrotoxin. Temperature control is important at receiving
because this toxin can not be
eliminated by cooking. For more information on toxins in reef finfish, histamine
formation in certain species,
and parasites in raw finfish requiring control, refer to Annex 1.
SECTION: HACCP 18
revised 1.1.07
Operational Step 1: RECEIVING
PROCESS
MENU
ITEM
PROCESS Examples:
#1
Salads
HAZARD
CCP
CRITICAL MONITORING
LIMITS
* Microbial
yes _____
contamination
* Bacterial
or
growth
* Parasites
no _____
*
Scombrotoxin
* Ciguatera or
other toxin
contamination
* Chemical
contamination
Receive at
41°F or
below
Receive at
41°F or
below
Sushi
CORRECTIVE
ACTIONS
VERIFICATION RECO
RDS
Approved
source
Seafood
HACCP
plan
Proper
chemical
storage/use
Approved
source
Seafood
HACCP
plan
Proper
chemical
storage/use
PROCESS Example:
#3
Soups
* Microbial
yes _____
contamination
* Bacterial
or
growth
* Ciguatera or no _____
other toxin
contamination
*
Scombrotoxin
* Chemical
contamination
Receive at
41°F or
below
Approved
source
Seafood
HACCP
plan
Proper
chemical
storage/use
SOPs
Process number one: Food preparation with no cook step - ready- to-eat food that is
stored, prepared, and served.
Process number two: Food preparation for same day service - food that is stored,
prepared, cooked , and served.
Process number three: Complex food preparation - food that is stored, prepared,
cooked, cooled, reheated, hot held, and served.
revised 1.1.07
STORAGE
When food is in refrigerated storage, your management system should focus on
preventing the growth of
bacteria that may be present in the product. This is primarily achieved through
temperature control. Special
attention needs to be given to controlling and monitoring the temperatures of
potentially hazardous ready-to-eat
foods.
When determining the monitoring frequency of product storage temperature, it is
important to make sure that
the interval between temperature checks is established to ensure that the hazard is
being controlled and time is
allowed for an appropriate corrective action. For example, If you are storing
potentially hazardous ready-to-eat
foods under refrigeration, you may decide to set a critical limit for the
refrigeration units to operate at 41°F or
below. You may also want to set a target, or operating limit, of 40°F for example,
in order to provide a safety
cushion that allows you the opportunity to see a trend toward exceeding 41°F and to
intervene with appropriate
corrective actions.
Monitoring procedures for ready-to-eat food ideally include internal product
temperature checks. You need to
assess whether it is realistic and practical for you to do this, depending on the
volume of food you are storing.
You may choose to base your monitoring system on the air temperature of the
refrigerated equipment as an SOP.
How often you need to monitor the air temperature depends on:
whether the air temperature of the refrigerator accurately reflects the internal
product temperature (remember, your food safety refrigeration temperature must be
based on the internal product
temperature of the food stored within a refrigeration unit, not the air
temperature),
the capacity and use of your refrigeration equipment,
the volume and type of food products stored in your cold storage units,
Standard operating procedures can be developed to control some hazards and assist
in implementing a food
safety system that minimizes the potential for bacterial growth and contamination.
The control of cross
contamination can be done by separating raw foods from ready-to-eat products within
your operation's
refrigeration and storage facilities.
Special consideration should be given to the storage of scombroid fish due to the
potential formation of
histamine, a chemical hazard. To control histamine formation in scombroid toxin-
forming fish, it is
recommended that storage be a CCP with the critical limit not to exceed 41°F, as
stated in the Food Code,
unless you can show through scientific data that the food safety hazard will not
result.
SECTION: HACCP 20
revised 1.1.07
Operational Step 2: STORING
Article
ROC
ESS
PROCESS
#1
MENU
ITEM
Example:
Salads
Sushi
HAZARD
* Bacterial
growth
* Cross
contamination
* Parasites
* Chemical
contamination
CCP
CRITICAL
LIMITS
MONITORING CORRECTIVE
ACTIONS
VERIFICATION
Article II
ECOR
D
PROCESS
#2
PROCESS
#3
* Bacterial
growth
Hamburgers *
Scombrotoxin
Mahi-mahi * Cross
contamination
* Chemical
contamination
Example:
Example:
Soups
* Bacterial
growth
*
Scombrotoxin
* Cross
contamination
* Chemical
contamination
Proper
chemical
storage/use
Proper
chemical
storage/use
SOPs
Process number one: Food preparation with no cook step - ready-to-eat food that is
stored, prepared, and served.
Process number two: Food preparation for same day service - food that is stored,
prepared, cooked , and served.
Process number three: Complex food preparation - food that is stored, prepared,
cooked, cooled, reheated, hot held, and served.
SECTION: HACCP 21
revised 1.1.07
PREPARATION
Of all the operational steps in food processes, preparation has the greatest
variety of activities that must be
controlled, monitored, and in some cases documented. It is impossible to include in
this model a summary guide
that covers the diversity in menus, employee skills, and facility design that
impact the preparation of food. The
preparation step may involve several processes, including thawing a frozen food,
mixing together several
ingredients, cutting, chopping, slicing, or breading.
At the preparation step, SOPs can be developed to control some hazards and assist
in implementation of a food
safety system that minimizes the potential for bacterial growth and contamination
from employees and
equipment.
Front-line employees will most likely have the greatest need to work with the food.
A well designed personal
hygiene program that has been communicated to all employees will minimize the
potential for bacterial,
parasitic, and viral contamination. Your program must include instructions to your
employees as to when and
how to wash their hands. Procedures need to be in place that either eliminate
employees' hand contact with
ready-to-eat foods, or implement an alternative personal hygiene program that
provides an equivalent level of
control of bacterial, parasitic, and viral hazards. It is also very important to
identify and restrict ill employees
from working with food, especially if they have diarrhea.
Procedures must be in place to prevent cross contamination from utensils and
equipment. Designated areas or
procedures that separate the preparation of raw foods from ready-to-eat foods
minimize the potential for
bacterial contamination. Proper cleaning and sanitizing of equipment and work
surfaces are an integral SOP to
this operational step.
Batch preparation is an important tool for controlling bacterial growth because
limiting the amount of food
prepared minimizes the time the food is kept at a temperature that allows growth.
Planning your preparation
ahead assists in minimizing the time food must be out of temperature at this
operational step. Batch preparation
also breaks the growth cycle of bacteria before they can reach dangerous levels.
When thawing frozen foods, maintaining proper product temperature and managing time
are the primary
controls for minimizing bacterial growth. Procedures need to be in place to
minimize the potential for microbial,
chemical, and physical contamination during thawing.
Use of prechilled ingredients to prepare a cold product, such as tuna salad, will
assist you in maintaining
temperature control for this process.
Special consideration should be given to disallowing bare hand contact in the
preparation of ready-to-eat foods.
You need to control the introduction of hazards during preparation. How will you
accomplish controlling the
hazard presented by hand contact with ready-to-eat food? You should review your
operation to determine
whether this operational step will be controlled as a CCP or an SOP.
SECTION: HACCP 22
revised 1.1.07
Operational Step 3: PREPARATION
PROCESS
MENU
ITEM
PROCESS Example:
#1
Salads
HAZARD
CCP
* Bacterial
yes _____
growth
* Cross
or
contamination
*
no _____
Contamination
from employees
* Chemical
contamination
RECOR
DS
Store at
41°F or
below or
use time to
control
growth
Separate
raw from
ready-to-eat
food
Restrict ill
employees;
control bare
hand
contact
Proper
chemical
storage/use
* Bacterial
PROCESS Examples:
yes _____
growth
#2
Hamburgers * Cross
or
contamination
Mahi-mahi *
no _____
Contamination
from employees
* Chemical
contamination
Store at
41°F or
below or
use time to
control
growth
Separate
raw from
ready-to-eat
food
Restrict ill
employees;
control bare
hand
contact
Proper
chemical
storage/use
PROCESS Example:
#3
Soups
* Bacterial
yes _____
growth
* Cross
or
contamination
*
no _____
Contamination
from employees
Store at
41°F or
below or
use time to
control
growth
revised 1.1.07
* Chemical
contamination
Separate
raw from
ready-to-eat
food
Restrict ill
employees;
control bare
hand
contact
Proper
chemical
storage/use
SOPs
Process number one: Food preparation with no cook step - ready-to-eat food that is
stored, prepared, and served.
Process number two: Food preparation for same day service - food that is stored,
prepared, cooked , and served.
Process number three: Complex food preparation - food that is stored, prepared,
cooked, cooled, reheated, hot held, and served.
COOKING
This operational step only applies to those foods that you have listed in Processes
#2 and #3. Cooking foods of
animal origin is the most effective operational step in food processes for reducing
and eliminating
biological contamination. Hot temperatures will kill most harmful bacteria and with
relatively few exceptions,
such as cooking plant foods, this is a CCP. It is at this step that food will be
made safe to eat. Therefore, product
temperature and time measurements are very important. If the appropriate product
temperature for the required
amount of time is not achieved, bacteria, parasites, or viruses may survive in the
food.
Critical time and temperature limits vary according to the type of food. Employees
should view ensuring
proper cooking temperatures as an essential element in producing an acceptable
product. A final cooking time
and temperature chart for specific foods is included for your review. Simply
reference the foods specific to your
food establishment and incorporate the appropriate critical time and temperature
limits into your management
system.
You will need to determine the best system for you to use that will ensure that the
proper cooking temperature
and time are reached. Checking the internal product temperature is the most
desirable monitoring method.
However, when large volumes of food are cooked, a temperature check of each
individual item may not be
practical. For instance, a quick service food service operation may cook several
hundred hamburgers during
lunch. If checking the temperature of each hamburger is not reasonable for you to
do, then you need to routinely
verify that the specific process and cooking equipment are capable of attaining a
final internal product
temperature at all locations in or on the cooking equipment.
Once a specific process has been shown to work for you, the frequency of record
keeping may be reduced. In
these instances, a record keeping system should be established to provide scheduled
product temperature checks
to ensure that the process is working.
SECTION: HACCP 24
revised 1.1.07
Special consideration should be given to time and temperature in the cooking of
fish and other raw animal
foods. To control the pathogens, it is recommended that cooking be a CCP, based
upon the critical limits
established by the Food Code, unless you can show through scientific data that the
food safety hazard will not
result.
PROCESS
PROCESS
#1
Example:
HAZARD
CCP
Does not
apply
Does not
apply
Does not
apply
* Bacterial,
parasitic,
RECORD
Does not
apply
Salads
Sushi
PROCESS
#2
Examples:
Hamburgers
or
Mahi-mahi
or viral
survival or
growth
Example:
* Bacterial,
Soups
parasitic, or
viral survival
or growth
no _____
no _____
Product
Internal
Temp Time
See Chart 2
PROCESS
#3
SOPs
Process number one: Food preparation with no cook step - ready-to-eat food that is
stored, prepared, and served.
Process number two: Food preparation for same day service - food that is stored,
prepared, cooked , and served.
Process number three: Complex food preparation - food that is stored, prepared,
cooked, cooled, reheated, hot held, and served.
FINAL INTERNAL
TEMPERATURE
TIME
1a.
1a. 165°F
1a. 15 seconds
Poultry
Wild Game Animals
Stuffed Fish
Stuffed Meat
Stuffed Pasta
Stuffed Poultry
Stuffed Ratites
or
Stuffing containing
Fish
revised 1.1.07
Meat
Poultry or
Ratites
1b. Animal foods cooked in a microwave oven
2a. 155°F
2a. 15 seconds
2b. 155°F
2b. 15 seconds
2c. 155°F
2c. 15 seconds
2d. Raw shell eggs that are NOT prepared for immediate service
2d. 155°F
2d. 15 seconds
3a. 145°F
3a. 15 seconds
3b. 145°F
3b. 15 seconds
4a. Instantaneous
4b. Ready-to-eat food from a commercially sealed container for hot 4b. 140°F or
above
holding
4b. Instantaneous
4c. Instantaneous
SECTION: HACCP 26
revised 1.1.07
COOLING
This operational step is only used for those foods that you have listed in Process
#3. One of the most labor
intensive operational steps is rapidly cooling hot foods to control microbial
growth. Excessive time for the
cooling of potentially hazardous foods has been consistently identified as one of
the factors contributing to
foodborne illness. Foods that have been cooked and held at improper temperatures
provide an excellent
environment for the growth of disease causing microorganisms that may have survived
the cooking process
(spore-formers). Recontamination of a cooked food item by poor employee practices
or cross contamination
from other food products, utensils and equipment is a concern at this operational
step.
Special consideration should be given to large food items, such as roasts, turkeys,
thick soups, stews, chili, and
large containers of rice or refried beans. These foods take a long time to cool
because of their mass and volume.
If the hot food container is tightly covered, the cooling rate will be further
slowed down. By reducing the
volume of the food in an individual container and leaving an opening for heat to
escape by keeping the cover
loose, the rate of cooling is dramatically increased.
Commercial refrigeration equipment is designed to hold cold food temperatures, not
cool large masses of food.
Some alternatives for cooling foods include:
• Using rapid chill refrigeration equipment designed to cool the food to acceptable
temperatures quickly by
cold water or ice to make up the volume that you need. This may work for some
water-based soups, for
example.
Whatever the cooling method you choose, you need to verify that the process works.
Once again if a specific
process has been shown to work for you, the frequency of record keeping may be
reduced. A record keeping
system should be established to provide scheduled product temperatures checks to
ensure the process is
working.
SECTION: HACCP 27
revised 1.1.07
Operational Step 5: COOLING
PROCES
S
PROCESS
#1
MENU
ITEM
Examples:
HAZARD
CCP
Does not
apply
Does
not
apply
Does not
apply
Does
not
apply
* Bacterial
yes _____
growth
* Cross
or
contamination
*
no _____
Contamination
from employees
or equipment
Cool food
from 140°F
to 70°F
within 2
hours and
from 70°F to
41°F within
4 hours
Salads
Sushi
PROCESS
#2
Examples:
Hamburgers
Mahi-mahi
PROCESS
#3
Example:
Soups
Separate raw
from readyto-eat food
Restrict ill
employees;
control bare
hand contact
SOPs
Process number one: Food preparation with no cook step - ready to eat food that is
stored, prepared, and served.
Process number two: Food preparation for same day service - food that is stored,
prepared, cooked , and served.
Process number three: Complex food preparation - food that is stored, prepared,
cooked, cooled, reheated, hot held, and served.
SECTION: HACCP 28
revised 1.1.07
REHEATING
This operational step applies only to those foods that you listed in Process #3. If
food is held at improper
temperatures for enough time, pathogens have the opportunity to multiply to
dangerous numbers. Proper
reheating provides an important control for eliminating these organisms. It is
especially effective in reducing
contamination from bacterial spore-formers which survived the cooking process and
may have multiplied
because foods were held at improper temperatures.
Although proper reheating will kill most organisms of concern, it will not
eliminate toxins, such as that
produced by Staphylococcus aureus. If microbial controls and SOPs at previous
operational steps have not been
followed correctly and Staph toxin has been formed in the food, reheating will not
make the food safe.
Incorporating a comprehensive personal hygiene program throughout the process will
minimize the risk from
Staph toxin. Along with personal hygiene, preventing cross contamination through
the use of cleaned and
sanitized equipment and utensils is an important control measure.
Special consideration should be given to the time and temperature in the reheating
of cooked foods. To control
the pathogens, it is recommended that reheating be a CCP, based upon the critical
limits established by
the Food Code, unless you can show through scientific data that the food safety
hazard will not result.
MENU ITEM
PROCESS
#1
Examples:
HAZARD
CCP
RECORD
Does not
apply
Does not
apply
Does not
apply
Does not
apply
Does not
apply
Does not
apply
Does
not
apply
Salads
Sushi
PROCESS
Examples:
#2
Hamburgers
Mahi-mahi
PROCESS
#3
Example:
Soups
SOPs
Process number one Food preparation with no cook step - ready-to-eat food that is
stored, prepared, and served.
Process number two: Food preparation for same day service - food that is stored,
prepared, cooked , and served.
Process number three: Complex food preparation - food that is stored, prepared,
cooked, cooled, reheated, hot held, and served.
SECTION: HACCP 29
revised 1.1.07
HOLDING
All three processes may involve holding. Proper temperature of the food while being
held is essential in
controlling the growth of harmful bacteria. Cold temperature holding may occur in
Processes 1, 2, or 3. Hot
temperature holding occurs primarily only in Processes 2 and 3. Where there is a
cooking step as a CCP to
eliminate pathogens, all but the spore-forming organisms should be killed or
inactivated. If cooked food is not
held at the proper temperature, the rapid growth of these spore-forming bacteria is
a major food safety
concern.
When food is held, cooled, and reheated in a food establishment there is an
increased risk from contamination
caused by personnel, equipment, procedures, or other factors. Harmful bacteria that
are introduced into a product
that is not held at proper temperature have the opportunity to multiply to large
numbers in a short period of time.
Once again management of personal hygiene and the prevention of cross contamination
impact the safety of the
food at this operational step.
Keeping food products at 140°F or above during hot holding and keeping food
products at or below 41°F
is effective in preventing microbial growth. As an alternative to temperature
control, the Food Code details
actions when time alone is used as a control, including a comprehensive monitoring
and food marking system to
ensure food safety.
How often you monitor the temperature of foods during hot holding determines what
type of corrective action
you are able to take when 140°F is not met. If the critical limit is not met, your
options for corrective action may
include evaluating the time the food is out of temperature to determine the
severity of the hazard and based on
that information, reheating the food, if appropriate, or discarding it. Monitoring
frequency may mean the
difference between reheating the food to 165°F or discarding it.
When determining the monitoring frequency of cold product temperatures, it is
important to make sure that the
interval between temperature checks is established to ensure that the hazard is
being controlled and time is
allowed for an appropriate corrective action. For example, If you are holding
potentially hazardous ready-to-eat
foods under refrigeration, such as potato salad at a salad bar, you may decide to
set a critical limit at 41° F or
below. You may also want to set a target, or operating limit, of 40° F for example,
in order to provide a safety
cushion that allows you the opportunity to see a trend toward exceeding 41°F and to
intervene with appropriate
corrective actions.
Special consideration should be given to the time and temperature in the hot or
cold holding of potentially
hazardous foods to control pathogens. It is recommended that hot or cold holding be
a CCP, based upon the
critical limits established by the Food Code, unless you can show through
scientific data that the food safety
hazard will not result.
SECTION: HACCP 30
revised 1.1.07
Operational Step 7: HOLDING
MENU
ITEM
HAZARD
PROCESS
Examples:
#1
Salads
* Bacterial,
parasitic, or
viral
introduction,
survival, or
growth
PROCESS
Sushi
PROCESS
#2
PROCESS #
3
Examples:
CCP
* Bacterial,
parasitic, or
Hamburgers viral
introduction,
Mahi-mahi survival, or
growth
Example:
Soups
* Bacterial,
parasitic, or
viral
introduction,
survival, or
growth
RECORD
or
or
no ______ 41°F
or
or
no ______ 41°F
SOPs
Process number one: Food preparation with no cook step - ready-to-eat food that is
stored, prepared, and served.
Process number two: Food preparation for same day service - food that is stored,
prepared, cooked, and served.
Process number three: Complex food preparation - food that is stored, prepared,
cooked, cooled, reheated, hot held, and served.
SECTION: HACCP 31
revised 1.1.07
Following final assembly into either individual trays or into bulk containers, the
food may be held for immediate
service or for transportation to another site for service. This hot holding or cold
holding operational step needs to
be evaluated in the same manner as other holding operational steps on the
worksheet. Temperature control or
using time as a control measure during transportation, and holding and serving at a
remote site must be
evaluated and managed as part of your food safety system.
Special consideration should be given to time/temperature controls and the
prevention of cross
contamination from equipment and utensils and contamination from employees' hands.
This process may be
adequately controlled through an SOP; however, holding and transportation should be
considered CCPs.
Operational Step 8: SET UP AND PACKING
PROCESS
PROCESS
#1
MENU
ITEM
Examples:
Salads
Sushi
PROCESS
#2
HAZARD
CCP
* Bacterial
yes _____
Growth
* Microbial
or
contamination
from employees no ______
RECORD
41°F
No bare hand
contact or
equivalent
alternative
Examples:
* Bacterial
yes _____ 140°F
Growth
Hamburgers * Microbial
or
or
contamination
Mahi-mahi from employees no ______ 41°F
No bare hand
contact or
equivalent
alternative
PROCESS
#3
Example:
Soups
* Bacterial
yes _____ 140°F
Growth
* Microbial
or
or
contamination
from employees no ______ 41°F
No bare hand
contact or
equivalent
alternative
SOPs
Process number one: Food preparation with no cook step - ready-to-eat food that is
stored, prepared, and served.
Process number two: Food preparation for same day service - food that is stored,
prepared, cooked, and served.
Process number three: Complex food preparation - food that is stored, prepared,
cooked, cooled, reheated, hot held, and served.
SECTION: HACCP 32
revised 1.1.07
SERVING
This is the final operational step before the food reaches the customer. When
employees work with food and
food-contact surfaces, they can easily spread bacteria, parasites, and viruses and
contaminate these items.
Managing employees' personal hygienic practices is important to controlling these
hazards. A management
program for employee personal hygiene includes proper hand washing, the appropriate
use of gloves and
dispensing utensils, and controlling bare hand contact with ready-to-eat foods.
Minimizing the growth of bacteria is also a concern at hot and cold holding
customer display areas. Maintaining
food products at proper temperature within these display units will control the
growth of microorganisms. Refer
to the HOLDING worksheet for additional information.
Special consideration needs to be given to minimizing contamination from the
customer. Customer selfservice displays, such as salad bars, require specific
procedures to protect the food from contamination. Some
suggestions for protecting food on display include:
•
Display cases,
Preventing cross contamination from soiled utensils and equipment will minimize the
potential for bacterial
contamination of ready-to-eat foods.
SECTION: HACCP 33
revised 1.1.07
Operational Step 9: SERVING
PROCESS
MENU
ITEM
HAZARD
CCP
PROCESS #
1
yes ___
Example: * Bacterial,
parasitic,
__
viral, or
Salads
physical
or
contamination
Sushi
no ___
__
PROCESS #
2
Example * Bacterial,
yes ___
s:
parasitic,
__
viral, or
Hamburg physical
or
contamination
ers
no ___
Mahi__
mahi
PROCESS #
3
Example: * Bacterial,
yes ___
parasitic,
__
viral, or
Soups
physical
or
contamination
no ___
__
CRITICAL
LIMITS
MONITORING
CORRECTIVE
ACTIONS
VERIFICATION
RECORDS
SOPs
Process number one: Food preparation with no cook step - ready-to-eat food that is
stored, prepared, and served.
Process number two: Food preparation for same day service - food that is stored,
prepared, cooked , and served.
Process number three: Complex food preparation - food that is stored, prepared,
cooked, cooled, reheated, hot held, and
served.
PROCEDURAL STEP 3
Identify CCPs and Critical Limits
The CCPs column identifies places in the flow of food where you can have a
significant impact in controlling
food safety hazards. A measurable critical limit has been identified for each of
these CCPs. These critical limits
provide the baseline for measuring the effectiveness of your food safety
procedures.
For each of your operational steps, within your operation, review the CCPs and
critical limits needed to
minimize or eliminate significant food safety hazards. Does your operation
currently have control measures in
place that are at least equivalent to these critical limits?
On the worksheet, you will need to decide whether the operational step is a CCP or
whether the hazard is
controlled by your SOPs that address the prerequisite program elements discussed in
Chapter 4.
SECTION: HACCP 34
revised 1.1.07
In some operational step worksheets, such as the Cooking step, the Guide recommends
that the step be
considered a CCP, because there is no practical alternative to ensure control of
the hazard. In other operational
steps, you may have a choice as to how you will control the hazard. For example, in
the preparation step for
ready-to-eat foods, you will identify contamination from employees' hands as a
hazard. When controlling that
hazard as a CCP, you must also identify the critical limits, establish monitoring
and corrective actions,
verification procedures, and records. Alternatively, you may choose to control that
hazard by instituting an SOP
that disallows bare hand contact with ready-to-eat food. You will need to decide
the most effective method of
controlling the hazard, i.e., as a CCP or through use of an SOP.
PROCEDURAL STEP 4
Monitor Critical Control Points
Use the worksheet to develop procedures, customized to your operation, for
monitoring your CCPs.
Consideration should be given to determining answers to the following questions.
•
How is it monitored?
revised 1.1.07
PROCEDURAL STEP 5
Develop Corrective Actions
Decide what type of corrective action you need to take if a critical limit is not
met.
• What measures do you expect employees to take to correct the problem?
• Is the corrective action understood by your employees?
• Can the corrective action be easily implemented?
• Are different options needed for the appropriate corrective actions, depending on
the process and monitoring
frequency?
•
• How will these corrective actions be documented and communicated to management so
the system can be
SECTION: HACCP 36
revised 1.1.07
Verification is an oversight auditing process to ensure that the HACCP plan and
SOPs continue to:
•
observing the person doing the monitoring: is monitoring being done as planned?
Verification Procedures
Procedures may include the following activities:
•
observe the person conducting the activities at the CCPs and recording information,
review recording thermometer accuracy (large operations and some processes such as
large quantity
cook and chill operations or smokers, etc.)
Verification Frequency
Verification should occur at a frequency that can ensure the HACCP plan is being
followed continuously to:
•
ensure personnel have the tools for proper personal hygiene and sanitary practices
(e.g., handwashing
facilities, sanitizing equipment, cleaning supplies, temperature measuring devices,
and sufficient gloves,
etc.),
follow/comply with the control procedures established, and
•
•
conduct calibrations as needed depending upon the type of equipment (some may be
verified daily and
others annually).
SECTION: HACCP 37
revised 1.1.07
Verification Observations/Documentation - Examples
System verification:
Receiving: The manager reviews temperature logs of refrigerated products at various
intervals such as daily or
weekly. An operation may want its HACCP Plan to specify that the manager checks the
monitoring records
daily if:
•
products include particular items such as fresh tuna, mahi-mahi, mackerel, etc.
(scombrotoxin-forming
species).
Chill step: Weekly, the production manager checks the "chilling log'' that is
maintained for foods that are
either left over or planned for later service. Recorded on the log sheet are the
time the food is placed into the
cooler, its temperature, the type of container used (depth per SOP), and
measurements of the time and
temperature involved in cooling the food.
Hand washing facilities and practices:
Daily, the manager checks the log maintained at the handwashing facilities and
corrections made in areas
where ready-to-eat food is prepared. Less frequent checks are made in other areas
of the operation.
Process verification:
The manager checks daily or weekly, the time/temperature monitoring records at all
CCPs (receiving, holding,
preparation before cooking for scombrotoxin-forming seafood; cooking time/temp for
hamburgers, etc.)
PROCEDURAL STEP 7
Keep Records
In order to develop the most effective record keeping system for your operation,
determine what documented
information will assist you in managing the control of food safety hazards. Some
recorded information should
already be part of your food safety system, like shellfish tags, and an additional
record may not be needed.
Your record keeping system can use existing paperwork, such as delivery invoices,
for documenting product
temperature. Another method could be maintaining a log to record the temperatures.
A record keeping system
can be simple and needs to be designed to meet the needs of the individual
establishment. It can be
accomplished many different ways that are customized to your operation as long as
it provides a system to
determine that activities are performed according to the HACCP plan.
Accurate record keeping is an essential part of a successful HACCP program. Records
provide documentation
that the critical limits at each CCP were met or that appropriate corrective
actions were taken when the limits
were not met. Records also show that the actions performed were verified.
Involve your employees in the development of your management system. Ask them how
they are currently
monitoring CCPs. Discuss with them the types of corrective actions they take when a
critical limit is not met.
Employees are an important source for developing simple and effective record
keeping procedures. Managers
are responsible for designing the system, but effective day-to-day implementation
involves every employee.
SECTION: HACCP 38
revised 1.1.07
The simplest record keeping system that lends itself to integration into existing
operations is always best. A
simple yet effective system is easier to use and communicate to your employees.
Record keeping systems designed to document a process rather than product
information may be more
adaptable within a retail food establishment, especially if you frequently change
items on your menu.
Accurately documenting processes like cooking, cooling, and reheating, identified
as CCPs, provides active
managerial control of food safety hazards. Consistent process control by management
reduces the risk of
foodborne illness.
Simple logs for recording refrigeration equipment temperature are perhaps the most
common SOP records
currently maintained. However, product temperature records are commonly CCP
records.
Other records may include:
•
cooking large volumes of food where a temperature check of each individual item is
impractical,
•
maintaining cold holding temperatures of ready-to-eat potentially hazardous foods
in walk-in
refrigeration units.
PROCEDURAL STEP 8
SECTION: HACCP 39
revised 1.1.07
Long-term verification is conducted less frequently (e.g., yearly) than on-going
verification. It is a review or
audit of the plan to determine if:
• any new product/processes/menu items have been added to the menu,
• suppliers, customers, equipment, or facilities have changed,
• the SOPs are current and implemented,
• the worksheets are still current,
• the CCPs are still correct, or if new CCPs are needed,
• the critical limits:
are set realistically and are adequate to control the hazard (e.g., the time needed
to cook the turkey
to meet the Food Code internal temperature requirement), and
• monitoring equipment has been calibrated as planned.
SECTION: HACCP 40
revised 1.1.07
Procedural Step 8: Long-Term Verification
Name of person responsible for long-term verification:
_____________________________ Title: _______________________
Frequency at which the long-term verification is done:
_______________________________
Reason, other than frequency, for doing a long-term verification:
________________________________________________
___________________________________________________________________________________
__________________
Date of last long-term verification: _______________________
The length of time this record is kept on file: ______________
1.
(a) Has a new product,
process, or menu item
been added since the
last verification?
No ___
Yes ___
No ___
Go to
Question #2
2. Do the existing
worksheets contain
accurate and current
information?
No ___ -->
No ___ -->
No ___ -->
5. Do the existing
monitoring procedures
No ___ -->
Yes ___
Go to
Question #2
Does this change necessitate a change on the
worksheet?
No ____
Yes ____
Date:
_______
Name:
__________________
CCP's updated:
Date:
_______
Name:
__________________
CL's updated:
Date:
_______
Name:
__________________
Date:
_______
Name:
__________________
Yes ___
Go to
Question #3
Yes ___
Go to
Question #4
Yes ___
Go to
Question #5
revised 1.1.07
ensure that the critical
limits are met?
Yes ___
Go to
Question #6
6. Do existing
No ___
corrective actions
ensure that no injurious
Yes ___
food is served or
Go to
purchased?
Question #7
Date:
_______
Name:
__________________
No ___
Date:
_______
Name:
__________________
No ___
Date:
_______
Name:
__________________
No ___
Yes ___
Go to
Question #8
Yes ___
Go to
Question #9
Yes ___
The long-term verification procedure is now complete. The next long term
verification is due ___________________.
The changes made to the food safety management system were conveyed to the line
supervisor or front-line employees on
________________.
Completed by: Name _________________________________________________________
Title _________________________________________________________
Date ____________________________________
SECTION: HACCP 42
revised 1.1.07
Managing Food Safety:
A HACCP Principles Guide for
Operators of Food
Establishments at the
Retail Level
Chapter 4
Prerequisite Programs
•
•
HACCP PREREQUISITES
Many provisions of the Food Code address the design of food establishments and
equipment as well as
acceptable operational practices. Adherence to design criteria and development of
SOPs affect the food
preparation environment. Both are considered prerequisite to the development of
food safety systems based
upon the HACCP principles. SOPs specify practices to address general hygiene and
measures to prevent food
from becoming contaminated due to various aspects of the food environment. When
SOPs are in place,
HACCP can be more effective because it can concentrate on the hazards associated
with the food and its
preparation and not on the food preparation facility.
SECTION: HACCP 43
revised 1.1.07
Three purposes for establishing SOPs for your operation are to protect your
products from contamination
from microbial, chemical, and physical hazards; to control microbial growth that
can result from temperature
abuse; and to ensure procedures are in place for maintaining equipment.
SOP procedures ensure that:
•
the water in contact with food and food-contact surfaces and used in the
manufacture of ice is potable,
food-contact surfaces, including utensils are cleaned, saniti zed, and maintained
in good condition,
uncleaned and nonsanitized surfaces of equipment and utensils do not contact raw or
cooked ready-toeat food,
• raw animal foods do not contaminate raw or cooked ready-to-eat food,
•
•
•
•
food, food packaging materials, and food-contact surfaces do not come in contact
with, and are not
contaminated by physical hazards such as broken glass from light fixtures, jewelry,
etc.
Chapter 2),
•
• practicing effective hand washing,
• restricting eating, smoking, and drinking in food preparation areas,
• using hair restraints,
• wearing clean clothing, and
• restricting the wearing of jewelry.
revised 1.1.07
Note that the Food Code makes some allowances for specific foods that may be
received at higher
temperatures - refer to Chapter 3, Specifications for Receiving.
regularly,
•
• cooking and hot holding equipment (grills, ovens, steam tables, conveyor cookers,
etc.) are routinely
SECTION: HACCP 45
revised 1.1.07
Managing Food Safety:
A HACCP Principles Guide for
Operators of Food
Establishments at the
Retail Level
Chapter 5
Glossary
As stated in the Purpose and Scope portion of Chapter 1, the Food Code definitions
need to be used as a
supplement to this Glossary. In some cases, this Glossary condenses those
definitions for the purpose of this
particular document.
Approved source means acceptable to the regulatory authority based on a
determination of conformity with
principles, practices, and generally recognized standards that protect public
health.
Bacteria means living single-cell organisms. Bacteria can be carried by water,
wind, insects, plants, animals,
and people and survive well on skin and clothes and in human hair. They also thrive
in scabs, scars, the mouth,
nose, throat, intestines, and room-temperature foods.
CCP means Critical Control Point.
Contamination means the unintended presence in food of potentially harmful
substances, including
microorganisms, chemicals, and physical objects.
Cross contamination means the transfer of harmful substances or disease-causing
microorganisms to food by
hands, food-contact surfaces, sponges, cloth towels and utensils that touch raw
food, are not cleaned, and then
touch ready-to-eat foods. Cross contamination can also occur when raw food touches
or drips onto cooked or
ready-to-eat foods.
Corrective action means an activity that is taken by a person whenever a critical
limit is not met.
Critical Control Point (CCP) means an operational step or procedure in a process,
production method, or
recipe, at which control can be applied to prevent, reduce, or eliminate a food
safety hazard.
Critical Limit means a measurable limit at a CCP that can be monitored to control
the identified hazard to a
safe level in the food.
Fish.
a. means fresh or saltwater finfish, crustaceans and other forms of aquatic life
(including alligator, frog,
aquatic turtle, jellyfish, sea cucumber, and sea urchin and the roe of such
animals) other than birds or
mammals, and all mollusks, if such life is intended for human consumption.
SECTION: HACCP 46
revised 1.1.07
b. includes an edible human food product derived in whole or in part from fish,
including fish that have been
processed in any manner.
Food means raw, cooked, or processed edible substance, ice, beverage, chewing gum,
or ingredient used or
intended for use or for sale in whole or in part for human consumption.
Food establishment means an operation at the retail level, i.e., that serves or
offers food directly to the
consumer and that, in some cases, includes a production, storage, or distributing
operation that supplies the
direct-to-consumer operation. Refer to Chapter 1, Defining Retail, for examples.
Foodborne Illness means sickness resulting from acquiring a disease that is carried
or transmitted to humans
by food containing harmful substances.
Foodborne outbreak means the occurrence of two or more people experiencing the same
illness after eating
the same food.
HACCP means Hazard Analysis Critical Control Points.
HACCP plan means a written document which is based on the principles of HACCP and
which describes the
procedures to be followed to ensure the control of a specific process or procedure.
HACCP system means the result of implementing the HACCP principles in an operation
that has a
foundational, comprehensive, prerequisite program in place. A HACCP system includes
the HACCP plan and
all SOPs.
Hazard means a biological, physical, or chemical property that may cause a food to
be unsafe for human
consumption.
Internal temperature means the temperature of the internal portion of a food
product.
Meat means the flesh of animals used as food including the dressed flesh of cattle,
swine, sheep, or goats and
other edible animals, except fish, poultry, and wild game animals.
Microorganism means a form of life that can be seen only with a microscope;
including bacteria, viruses,
yeast, and single-celled animals.
Molluscan shellfish means any edible species of raw fresh or frozen oysters, clams,
mussels, and scallops or
edible portions thereof, except when the scallop product consists only of the
shucked adductor muscle.
Monitoring means the act of observing and making measurements to help determine if
critical limits are being
met and maintained.
National Shellfish Sanitation Program (NSSP) means the voluntary system by which
regulatory authorities
for shellfish harvesting waters and shellfish processing and transportation and the
shellfish industry implement
specified controls to ensure that raw and frozen shellfish are safe for human
consumption.
NSSP means National Shellfish Sanitation Program.
SECTION: HACCP 47
revised 1.1.07
Operational step means an activity in a food establishment, such as receiving,
storage, preparation, cooking,
etc.
Parasite means an organism that grows, feeds, and is sheltered on or in a different
organism and contributes to
its host.
Pathogen means a microorganism (bacteria, parasites, viruses, or fungi) that is
infectious and causes disease.
Personal hygiene means individual cleanliness and habits.
Potentially Hazardous Food.
Potentially hazardous food means a food that is natural or synthetic and that
requires temperature control
because it is capable of supporting:
a. the rapid and progressive growth of infectious or toxigenic microorganisms,
b. the growth and toxin production of Clostridium botulinum, or
c. in raw shell eggs, the growth of Salmonella Enteritidis.
Potentially hazardous food includes foods of animal origin that are raw or heat-
treated; foods of plant origin
that are heat-treated or consists of raw seed sprouts; cut melons; and garlic and
oil mixtures that are not
acidified or otherwise modified at a processing plant in a way that results in
mixtures that do not support
growth of pathogenic microorganisms as described above.
Procedural step means an individual activity in applying this Guide to a food
establishment's operations.
Process approach means a method of categorizing food operations into one of three
modes:
a. Process number one: Food preparation with no cook step wherein ready-to-eat food
is stored,
prepared, and served;
b. Process number two: Food preparation for same day service wherein food is
stored, prepared,
cooked, and served; or
c. Process number three: Complex food preparation wherein food is stored, prepared,
cooked, cooled,
reheated, hot held, and served.
Ready-to-Eat Food.
Ready-to-eat food means a food that is in a form that is edible without washing,
cooking, or
additional preparation by the food establishment or consumer and that is reasonably
expected to be
consumed in that form.
Ready-to-eat food includes potentially hazardous food that has been cooked; raw,
washed, cut fruits
and vegetables; whole, raw, fruits and vegetables that are presented for
consumption without the need
for further washing, such as at a buffet; and other food presented for consumption
for which further
washing or cooking is not required and from which rinds, peels, husks, or shells
have been removed.
SECTION: HACCP 48
revised 1.1.07
Record means a documentation of monitoring observation and verification activities.
Regulatory authority means a federal, state, local, or tribal enforcement body or
authorized representative
having jurisdiction over the food establishment.
Risk means an estimate of the likely occurrence of a hazard.
SOP means Standard Operating Procedure.
Shellfish means bi-valve molluscan shellfish.
Standard operating procedure (SOP) means a written method of controlling a practice
in accordance with
predetermined specifications to obtain a desired outcome.
Temperature measuring device means a thermometer, thermocouple, thermistor, or
other device for
measuring the temperature of food, air, or water.
Toxin means a poisonous substance that may be found in food.
Verification means the use of methods, procedures, or tests by supervisors,
designated personnel, or
regulators to determine if the food safety system based on the HACCP principles is
working to control
identified hazards or if modifications need to be made.
Virus means a protein-wrapped genetic material which is the smallest and simplest
life-form known, such as
hepatitis A.
SECTION: HACCP 49
revised 1.1.07
Food and Drug Administration
Center for Food Safety and Applied Nutrition
Managing Food Safety:
A HACCP Principles Guide for
Operators of Food
Establishments at the
Retail Level
Chapter 6
Resources and References
•
The following is a partial list of references and sources of information which may
be helpful in developing a
food safety management system in your establishment. Many other references that
address specific foods are
listed in the FDA Food Code, Annex 2. This list is not intended to be all-inclusive
or exclusive and the listing
of a material that is not published by the federal government does not imply or
convey FDA endorsement of
that material.
• Agencies
U.S. Food and Drug Administration, Center for Food Safety and Applied Nutrition,
Retail Food and
Interstate Travel Team
FDA, HFS-627
200 C Street, SW
Washington, DC 20204
(202) 205-8140 FAX (202) 205-5560
U.S. Food and Drug Administration, Center for Food Safety and Applied Nutrition,
Strategic Manager for
HACCP Programs
Dr. John E. Kvenberg
FDA, HFS-10
200 C Street, SW
Washington, DC 20204
(202) 205-4020
U.S. Food and Drug Administration, Regional Food Specialists
Northeast (Maine, New Hampshire, Massachusetts, Vermont, Rhode Island, Connecticut,
and New
York).
One Montvale Ave., HFR-NE26
Stoneham, MA 02180-3542
(781) 279-1675 ext 141 & 159
FAX (781) 279-1742
SECTION: HACCP 50
revised 1.1.07
850 3rd Ave., HFR-NE16
Brooklyn, NY 11232-1593
(718) 340-7000 ext. 5634 FAX (718) 340-7037
Mid-Atlantic (New Jersey, Delaware, District of Columbia, Maryland, Pennsylvania,
Virginia,
West Virginia, Kentucky, and Ohio).
1600 Water Mark Drive, Room 105
HFR-MA430
Columbus, OH 43215-2506
(614) 469-7359 FAX (614) 469-7359
Southeast (Alabama, Florida, Georgia, Louisiana, Mississippi, North Carolina,
Puerto Rico,
Tennessee, and Virgin Islands).
60 Eighth Street, N.E.
HFR-SE13
Atlanta, GA 30309-3959
(404) 347-2131 ext. 5232, 5251, 5252 FAX (404) 347-4349
Mid-West (Illinois, Indiana, Michigan, Minnesota, North Dakota, South Dakota, and
Wisconsin).
20 North Michigan Ave., Suite 50
HFR-MW15
Chicago, IL 60602-4811
(312) 353-9400 FAX (312) 886-1682
Southwest (Arkansas, Oklahoma, Texas, Colorado, New Mexico, Wyoming, Utah,
Missouri,
Kansas, Iowa, and Nebraska).
7920 Elmbrook Drive, Suite 102
HFR-SW16
Dallas, Texas 75247-4982
(214) 655-8100 ext. 119, 120, 121 FAX (214) 655-8130
11510 W. 8th Street, HFR-SW36
Lenexa, KS 66285-5905
(913) 752-2401 FAX (913) 752-2487
Pacific (Alaska, Arizona, American Samoa, California, Hawaii, Guam, Nevada, Idaho,
Oregon,
Washington, and Montana).
Office of Regional Director - Pacific Region
Oakland Federal Bldg., HFR-PA16
1301 Clay Street, Suite 1180N
Oakland, CA 94612-5217
(510) 637-3960 ext. 27 FAX (510) 637-3976
SECTION: HACCP 51
revised 1.1.07
U.S. Food and Drug Administration, Division of Human Resource Development, State
Training Branch.
5600 Fishers Lane, HFC-61
Rockville, MD 20857
(301) 443-5871 FAX (301) 594-1966
U.S. Department of Agriculture, Food Safety and Inspection Services.
Office of the Director
USDA FSIS PPID/HACCP
Room 6912, Suite 6900E
1099 14th Street, N.W.
Washington, DC 20250-3700
(202) 501-7319 FAX (202) 501-7639
U.S. Department of Agriculture/U.S. Food and Drug Administration, Foodborne Illness
Education Information
Center.
Cindy Roberts
USDA/FDA Foodborne Illness Education
Information Center (refer to the information sheet that is the last page of this
chapter)
National Agricultural Library, USDA
10301 Baltimore Blvd., Room 304
Beltsville, MD 20705-2351
(301) 504-6365 FAX (301) 504-6409
e-mail: croberts@nalusda.gov
Section 2.01
SECTION: HACCP 52
revised 1.1.07
The Hazard Analysis Critical Points (HACCP) Training Programs and Resources
Database provides up-todate listings of HACCP training programs and HACCP resource
materials. Its intended users are educators,
trainers, field staff in Extension, Food Safety and Inspection Service (FSIS)
personnel, FDA personnel,
private sector food processing plants and organizations, and others interested in
identifying HACCP training
resources.
You may access the databases or contribute materials through the Center's World
Wide Web site at
http://www.nal.usda.gov/foodborne/ online versions of the databases are searchable.
Nonsearchable disk
copies are available by writing to the address below. Resource lists of Food Safety
and Risk Assessment and
on Foodborne Pathogens are available on the web site under publications. The
Center's web site also has a
Food Safety Index with links to many other food safety materials.
For more information about the databases or to contribute materials and/or
information, contact Cindy
Roberts, Information Specialist, at:
USDA/FDA Foodborne Illness Education Information Center
National Agricultural Library/USDA
Beltsville, MD 20705-2351
(301) 504-6365
Fax (301) 504-6409
Internet address: foodborne@nal.usda.gov
SECTION: HACCP 53
revised 1.1.07
Managing Food Safety:
A HACCP Principles Guide for
Operators of Food
Establishments at the
Retail Level
Annex 2
Special Considerations Reference
I. Foods that might be served raw or not cooked according to the Food Code
(Refer also to last page of Annex 1 for parasitic considerations for fish.)
Raw
Animal
Food
Hazards
Beef
Steak Tartare
Carpaccio
Salmonellae
Escherichia coli
O157:H7
Poultry
Duck
Salmonellae
Campylobacter jejuni
Finfish
Anisakis simplex
Diphyllobothrium spp.
Pseudoterranova
decipiens
Reef fish:
(barracuda, amberjack, horse-eye jack, black/jack, other large species of jack,
king mackerel,
large groupers, large snappers)
Ciguatera toxin
Shellfish
Oysters
Clams
Vibrio vulnificus
Vibrio spp.
hepatitis A
Norwalk-like viruses
Eggs
Salmonella enteritidis
Enteritidis
SECTION: HACCP 54
revised 1.1.07
II. Foods that are a Concern Because of Emerging Issues
Produce Tomatoes, sprouts, lettuce
cantaloupe, raspberries, green salads, strawberries
Salmonellae,
E. coli O157:H7,
Shigellae, Cyclospora cayetanensis, hepatitis A, Norwalk-like
viruses
Juice
Salmonellae,
E. coli O157:H7,
Cryptosporidium parvum
Apple juice/cider,
other fruit or vegetable juices
SECTION: HACCP 55
revised 1.1.07
HACCP
PROGRAM
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
revised 1.1.07
HACCP PROGRAM MANUAL
TABLE OF CONTENTS
A. Introduction to HACCP
B. HACCP Program (with forms)
C. Equipment
D. Server & Manager Instructions
CONFIDENTIAL
revised 1.1.07
A.
Introduction to HACCP
revised 1.1.07
B. HACCP Program
HACCP Plan Form
Facility: Cheeburger Cheeburger
Date: 2/1/03
Cold Storage
CCP 1
Prepare
CCP 2
Cold Storage
CCP 2
Cook
CCP3
Serve
HACCP Chart
Critical Control Points
(CCPs)
Monitoring Procedures
Article III.
orrective Actions
Equipment Utilized at each Critical Control Point (include type and quantity of
each unit)
CCP 1. Walk-In Cooler.
CCP 2. Walk-In Cooler, under counter refrigerator, tubs & prep utensils.
CCP 3: Flat top, solid surface grill.
CCP 4:
revised 1.1.07
HACCP Plan Form
Facility: Cheeburger Cheeburger
Date: 2/1/03
Frozen Storage
CCP 1
HACCP Chart
Critical Control Points
(CCPs)
Cold Storage
CCP 2
Monitoring Procedures
Cook
CCP 3
Serve
Article IV.
orrective Actions
4.
Equipment Utilized at each Critical Control Point (include type and quantity of
each unit)
CCP 1: Freezer
CCP 2: Walk-In Cooler
CCP 3: Flat top, solid surface grill
CCP 4:
revised 1.1.07
HACCP Plan Form
Facility: Cheeburger Cheeburger
Date: 2/1/03
Frozen Storage
CCP 1
HACCP Chart
Critical Control Points
(CCPs)
Cook
CCP 2
Monitoring Procedures
Serve
Article V.
orrective Actions
4.
Equipment Utilized at each Critical Control Point (include type and quantity of
each unit)
CCP 1: Freezer.
CCP 2: Deep fryer.
CCP 3:
CCP 4 :
revised 1.1.07
HACCP Plan Form
Facility: Cheeburger Cheeburger
Date: 2//1/03
Cold Storage
CCP 1
Prepare
CCP 1
HACCP Chart
Critical Control Points
(CCPs)
Cook
CCP 2
Monitoring Procedures
.
Hold
CCP3
Serve
a.
Corrective
Actions
Discard product if product temp.
exceeds 45˚F for 4 hours.
Equipment Utilized at each Critical Control Point (include type and quantity of
each unit)
CCP 1:Walk-In Cooler.
CCP 2: Flat top, solid surface grill
CCP3: Heated food warmer
CCP 4:
revised 1.1.07
HACCP Plan Form
Facility: Cheeburger Cheeburger
Date: 2/1/03
Cold Storage
CCP 1
HACCP Chart
Critical Control Points
(CCPs)
Prepare
CCP 2
Cold Storage
CCP 2
Monitoring Procedures
Serve
Article VI.
orrective Actions
3.
4.
Equipment Utilized at each Critical Control Point (include type and quantity of
each unit)
CCP 1: Walk-In Cooler.
CCP 2: Walk-In Cooler.
CCP 3:
CCP 4:
revised 1.1.07
HACCP Plan Form
Facility: Cheeburger Cheeburger
Date: 2/1/03
Monitoring Procedures
Cook
CCP3
Serve
Article VII.
orrective Actions
Equipment Utilized at each Critical Control Point (include type and quantity of
each unit)
CCP 1: Walk-In Cooler.
CCP 2. Walk-In Cooler, under counter refrigerator, tubs & prep utensils
CCP3: Flat top, solid surface grill
CCP 4: Holding cabinet
CCP 5: Flat top, solid surface grill
revised 1.1.07
HACCP Plan Form
Facility: Cheeburger Cheeburger
Date: 2/1/03
Cold Storage
CCP 2
Monitoring Procedures
Cook
CCP 3
Hold
CCP4
Article VIII.
orrective Actions
Equipment Utilized at each Critical Control Point (include type and quantity of
each unit)
CCP 1: Freezer
>
Order Lead Time- Must order by Friday 3pm CST for delivery the second Tuesday
following.
Orders can be changed through midday on Tuesday the following week.
Shelf Life- 21 days from Date of Pack
• Guarantee 14 days of shelf life upon delivery to SYSCO
• Must Provide Restaurant with no less than 4 days shelf life
Before moving product into the freezer because of shelf life concerns, please
notify Jeff Jablow at
jjablow@cheeburger.com with a cc: to Tony Agresta at agresta.tony@corp.sysco.com of
the freeze by
date & cases on hand so he can review for a final determination. Situations arise
where we may need to
ship with 3 days left so to avoid a substitution.
>
>
>
Product Storage Temperature- Product must be stored at SYSCO between
28- 38 degrees Fahrenheit.
Store Delivery Temperature- Product must be delivered to the store between
28 and 41 degrees Fahrenheit. The stores are trained to refuse product below and
above these
temperatures. There is a +- 1 degree tolerance. Temperature must be taken and
logged
immediately upon delivery by a representative from the store. Cheeburger Corporate
must
be notified immediately of any deviations. Cheeburger Corporate will notify the
OPCO
of these deviations.
>
>
• Sysco Companies must communicate any ground beef out of stocks prior
to the delivery day to Jeff Jablow for resolution.
© 2011 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc.
Receiving Product Temperature Form
Sanitize Thermometer before & after probing product!
Date
Product
Time
Supplier
Prod. Temp.
Deviation
Corrective Actions
Initials
revised 1.1.07
HACCP Deviation Log
Date
Product
Deviation
Corrective Action
Initials
revised 1.1.07
THIS PAGE INTENTIONALLY LEFT BLANK
revised 1.1.07
C. Equipment
1.
2.
3.
4.
5.
revised 1.1.07
D. Server & Manager Instructions
1. Servers – Servers should be instructed to ask a customer ordering a hamburger if
the customer
would like their hamburger cooked medium, medium well or well done.
If the customer asks for a burger rare or medium rare the server should tell the
customer that they
are sorry, but our company policy is to offer our hamburgers only medium, medium
well and well
done. Our medium is pink on the inside and juicy.
If the customer is not satisfied with this answer, the server asks the customer if
they would like to
speak to a manager. The server is NOT to fight with the customer or give any other
information!!
2. Mangers – If it becomes necessary for a manager to deal with a customer, the
manager
should
nicely inform the customer that - We as a company, have implemented this policy to
ensure
customer satisfaction with their Cheeburger experience. We use only 100% USDA
ground chuck
beef. This beef ensures a juicy and tasty hamburger any way we serve it. The
manager should
encourage the customer to try the product this way. If they are not satisfied with
this answer the
manger should refer the customer to our corporate office by way of our toll free
number 1-800
487-6211. DO NOT argue with the customer. If you need to comp their burger do so! A
dissatisfied customer tells 10 other people, on average, about their poor
experience!!
revised 1.1.07
WEEKLY LINE CHECK
ITEM
MON
TUES
WED
THUR
FRI
SAT
SUN
American Cheese
Provolone Cheese
Swiss Cheese
Cheddar Cheese
Pepper Jack Cheese
Mozzarella Cheese
Feta Cheese
Bleu Cheese
BBQ Sauce
Salsa
Guacamole
Artichoke Hearts
Black Olives
Jalapeno Peppers
Banana Peppers
Sun Dried Tomatoes
Roasted Red Peppers
Pickle Slices
Mayonnaise
Queen Stuffed Olives Picked
Sliced Onion
Sliced Tomato
Shredded Lettuce
Salad Mix
Sliced Mushrooms Raw
Cherry Tomatoes
Cheese Mix
Chopped Garlic
Veggie Burgers
Chicken Breast 5 oz
Portabello Mushroom in Marinade
5.5 oz Meatballs
7 oz Meatballs
10 oz Meatballs
Chicken Tenders
Peanut Butter/Jelly Sands
Sauteed Onions
140 Deg.
Sauteed Mushrooms
140 Deg
Cooked Bacon
Seasoning Salt Mix
Rye Bread
White Bread
Medium Kaiser Rolls
Large Kaiser Rolls
Kid Buns
Biotherm Calibrated
Y or N
Y or N
Y or N
165 deg
155 plus
revised 1.1.07
Thermometer Calibration Guide
NIST Reference Thermometer
t Check operations manual for calibration procedure for other thermometer types.
'Boiling point temperature varies with altitude. Verity using an altitude
temperature chart,
revised 1.1.07
Get the Best Out of Your Ground Beef
Ground Beef Cold Chain Management
below 40
revised 1.1.07
Guide to Handling Guests
With Food Allergies
A comprehensive program for training staff to safely prepare
and serve food to guests who have food allergies
Welcoming Guests With Food
Allergies
Contents
Introduction
Overview of Food Allergy and Anaphylaxis
Risk Management
The Manager
Front of the House
Back of the House
Preparing for an Allergy Emergency
Glossary of Allergy Terms
million Americans, suffer from food allergies. At the present time, there is
no cure for a food allergy. Avoidance is the only way to prevent an allergic
reaction. When a person eats a food he or she is allergic to, a reaction may
move swiftly throughout the body, causing a range of symptoms that can
include swelling of the lips, tongue, and throat, difficulty breathing, hives,
abdominal cramps, vomiting, and diarrhea.
People with severe food allergies may experience anaphylaxis, a
potentially life-threatening allergic reaction that may result in a drop in
blood pressure, loss of consciousness, and even death.The Centers for
Disease Control and Prevention estimates that food allergies account for
approximately 300,000 ambulatory care visits in the U.S. for children under
the age of 18 each year.
When individuals with food allergies dine away from home, they must rely
on food service staff to provide them with accurate information about
ingredients so that they can make an informed decision about what to
order. Incorrect or incomplete information puts these individuals at risk for
an allergic reaction. Even a mild reaction will bring their dining experience
to an abrupt end; a serious reaction may require transport to the hospital in
an ambulance.
Education, cooperation, and teamwork are the keys to safely serving a
guest who has food allergies. All food service staff – including restaurant
managers, servers, and kitchen staff – must become familiar with the
issues surrounding food allergies and the proper way to answer guests’
questions. Further, they must know what to do if an allergic reaction occurs.
Surveys of members of the Food Allergy & Anaphylaxis Network (FAAN), a
national nonprofit organization, indicate that an individual’s restricted diet
influences the shopping and dining out habits of the entire family and many
of their close friends. When these families find a product or restaurant that
they like and trust, they become loyal customers and encourage others to
patronize these manufacturers and establishments. So although food
allergies affect as many as 12 million Americans, the impact on restaurant
patronage is much greater.
Three Dangerous Myths
In a 2006 survey of 100 dining establishments, researchers at the Elliot and Roslyn
Jaffe Food Allergy Institute at Mount Sinai School of Medicine identified a list of
commonly‐held misconceptions among restaurant operators that could prove
dangerous. Among them:
24% believed that consuming small amounts of an allergen is safe. It isn't. Even
minute quantities can cause a reaction in sensitive individuals.
35% believed that fryer heat destroys allergens. It doesn't. Allergic‐provoking
substances can remain behind in fryer oil to contaminate foods, for example.
25% believed it was safe to remove an allergen such as shellfish or nuts from a
finished meal. It's not. Trace amounts left behind when food or plates have made
contact with allergens can cause trouble
Introduction
How to Use This Guide
This guide provides general information about food allergies. Targeted
sections contain specific information for managers, front-of-the-house staff,
and back-of-the-house staff and strategies to help them successfully fulfill
their role in ensuring a safe dining experience for guests with food allergies.
This program was developed primarily for traditional style restaurants but
also may be useful for operators of quick-service restaurants. Take the
information presented here and adapt it to your establishment’s needs. Be
sure to provide staff with updated ingredient information as menu items
change, and make staff training and retraining a top priority.
Share appropriate sections, such as the Front of the House and Back of the
House sections, with your staff. Ask employees to complete the quizzes at
the end of each section to gauge their level of understanding about food
allergies and their ability to handle an order placed by a diner who has a
food allergy.
Remember that you and the guest who has food allergies are both working
toward the same goal: preventing an allergic reaction in your
establishment.
Managing food allergies in a food service establishment requires a
partnership between the guest and the restaurant staff. Working
together, you can prevent allergic reactions.
Overview of Food Allergy and
Anaphylaxis
Points to Remember
• About 4 percent of the U.S. population – 12 million Americans – have afood
allergy.
• Milk, eggs, peanuts, tree nuts, fish, shellfish, soy, and wheat account for
• 90 percent of all food allergy reactions.
• Seafood allergies affect 6.9 million Americans.
• Peanut and tree nut allergies affect 3.3 million Americans.
• There is no cure for a food allergy; strict avoidance of the allergy causing
food is the only way to prevent a reaction.
• A severe or life‐threatening allergic reaction is called anaphylaxis
(pronounced ana‐fil‐axis).
• The Centers for Disease Control and Prevention estimates that food
allergies account for approximately 300,000 ambulatory care visits in the
U.S. for children under the age of 18 each year.
• Even a trace amount of an allergy‐causing food is enough to trigger an
allergic reaction in some people.
Frequently Asked Questions About
Food Allergy and Anaphylaxis
What is a food allergy?
Peanuts are the leading cause of severe allergic reactions in the United States,
followed by shellfish, fish, tree nuts, and eggs. Some reports suggest that fish an
d
shellfish are likely to be the leading cause of food allergy in adults. For some
people, just a trace amount of the offending food can cause an allergic reaction.
A peanut is not a nut. It is a legume that grows underground.
Examples of nuts that grow on trees include walnuts, pecans, and almonds. Some
experts recommend that patients who are allergic to peanuts avoid tree nuts –
and that patients who are allergic to tree nuts avoid peanuts – as an extra
precaution.
Sesame seeds are not considered one of the major allergens in the United States,
but they have been known to cause severe allergic reactions. They are included
on the list of major allergens in other countries, including Canada. Poppy seeds
and sunflower seeds also have been known to cause allergic reactions in some
individuals. You may find that some consumers are avoiding seeds in addition to
peanuts or nuts. However, at this time, seeds are not among the major allergens.
Symptoms can range from mild to severe. Reactions can occur within a few
minutes to up to two hours after eating an offending food.
What is anaphylaxis?
Anaphylaxis is a severe reaction that is rapid in onset and may cause death.
Symptoms can include all of those previously noted, as well as cardiovascular
symptoms such as drop in blood pressure, loss of consciousness, or even death.
Many food‐allergic fatalities occur as the result of severe swelling of the airway.
How is a reaction treated?
Mild reactions are usually treated with an antihistamine such as Benadryl®. The
medication of choice for controlling a severe or anaphylactic reaction is
epinephrine, also called adrenaline. It is available by prescription in an auto‐
injector (i.e., EpiPen®, Twinject®, or Adrenaclick™), and should be administered
promptly in the event of a reaction.
If a guest in your restaurant is having an anaphylactic reaction, notify a manager
and get help immediately. Call the rescue squad (i.e., 911) and tell them that
someone is having a severe allergic reaction.
Who is at risk?
An estimated 12 million Americans, or 4 percent of the general population, have a
food allergy. Recent studies show that 6.9 million Americans (2.3 percent) report
having a fish or shellfish allergy, and close to 3.3 million Americans (1.1 percent
)
are believed to be allergic to peanuts or tree nuts (e.g., pecans, walnuts,
almonds).
Scientists report that food allergies are increasing – particularly peanut allergie
s
– and teens are the highest‐risk group for fatal food‐allergic reactions.
A study of allergic reactions to peanut and tree nut in restaurants and food
service establishments showed that half the reactions occurred because these
allergens were “hidden” in sauces, dressings, or egg rolls. Desserts accounted for
the highest percentage of reactions (43 percent), followed by entrées (35
percent), appetizers (13 percent), and other foods (9 percent).
In most of the cases, eating the food caused the allergic reaction. Only five cases
did not involve consumption of the food; two of the allergic reactions were
caused by nut shells on the floor, two involved customer contact with residual
food on a table, and in one case, the customer experienced an allergic reaction
after coming within two feet of the food being cooked (cooking releases airborne
proteins, which can cause a reaction). Reactions occurred in a variety of sit‐down
and quick‐service restaurants. However, there were a higher number of incidents
reported in Asian restaurants, ice cream shops, and bakeries or donut shops.
In most cases, customers had not mentioned their food allergy to the
establishment’s employees. Instead, they relied on the menu for ingredient
information. To help prevent food allergy incidents, we encourage guests with
food allergies to consult the manager for ingredient information.
The Manager
Points to Remember
• The manager should be the point person for food allergy questions.
• The manager should have standard operating procedures in writing that
describe best practices for preparing and serving foods to guests with food
allergies. These procedures should clearly describe how to guide guests in
making menu selections and define correct methods for meal preparation
and serving.
• The manager should have instructions in writing for handling an allergic
reaction.
• Food allergy training for all new employees must be provided before they
begin serving guests, and periodic updates should be provided for existing
staff.
The manager should take responsibility for seeing that written procedures are in
place for handling guests with food allergies and for educating front‐of‐the‐house
and back‐of‐the‐house staff about food allergies and correct procedures. Ideally,
the manager should be the point person for all food allergy questions from guests
and staff.
The procedures should clearly define how to handle communications from
customers about food allergies and how to guide them in making menu
selections. In addition, written instructions for handling an allergic reaction mus
t
be developed. Having these plans in place before they are needed will ensure that
staff appropriately handles any allergy emergency.
Managers also should conduct food allergy training periodically to be sure that
both new hires and existing employees are properly prepared. Food allergy
training can include a thorough review of the restaurant’s food allergy
management plan and discussion of the case reviews following the Front of the
House and Back of the House sections.
Communication With Guests
Fried foods are high‐risk foods because cooking oil often is used for many foods.
Unless there is a designated fryer, steer guests with food allergies away from frie
d
foods.
Shakes are another food to watch. Shakes may incorporate allergy‐causing
ingredients – nuts, for example – in unexpected ways and can pose a risk to a
guest with food allergies. Individuals who have food allergies generally are safest
avoiding shakes and selecting Shake A Soda or Floats instead.
Simply prepared dishes minimize
Some diners who have food allergies may call ahead to find out about menu
options. Designate one staff member to whom such calls should be referred.
Handling a Complaint
If a Reaction Occurs
How the staff reacts in the event of an allergic emergency is important. If a guest
notifies the staff that he or she is having an allergic reaction, staff should
immediately call emergency medical services and summon medical help.
Staff should not delay medical treatment by denying that the reaction is
occurring or waiting to see if it “passes.” If a guest is experiencing an allergic
reaction, do not have that person stand. Some cases of fatal anaphylaxis have
occurred after rising to an upright position. If a guest is experiencing an allergi
c
reaction, keep that person where they are and do not raise them to an upright
position.
• Food allergies are allergic disorders. Guests aren’t simply stating their food
preferences. Be understanding, listen carefully, and answer questions
thoughtfully.
• Guests who have food allergies depend on front‐of‐the‐house staff to notify
other key staff members, such as the manager and chef, of their dietary
restrictions.
• Improper garnishing or handling of a dish can contaminate an otherwise
safe meal.
• If a mistake occurs with the special order, the only acceptable way to
correct the situation is to have the kitchen staff discard the incorrect order
and remake it.
If a guest notifies the host or hostess about a food allergy, the host or hostess
should relay that information immediately to the designated staff member –
ideally, the manager. The designated person should answer the guest’s questions
and assist with menu selection.
Before seating a guest who has a food allergy, the host or hostess should make
sure the seating area has been thoroughly cleaned to ensure that the diner will
not come into contact with any leftover food from the previous party. Special care
should be taken to clean high chairs, too. In addition, the table should not be
close to the kitchen entrance; splattering food or steam may spread allergens to
the guest’s table.
Servers
Servers must keep in mind that food allergies are allergic disorders, not food
preferences. For some people, food allergies can be quite serious. Servers should
be understanding, listen carefully, and answer questions thoughtfully.
They should show concern but not be intrusive. Most diners who have food
allergies prefer not to draw unnecessary attention to their allergy.
The designated staff member – ideally, the manager – should inform the kitchen
staff of the special needs of the diner who has a food allergy and make a written
notation on the guest ticket. The ticket should then be flagged with something
very visible, such as a bold red line or “special instructions” written at the top
of
the ticket. This will alert the kitchen staff to be aware of any cross‐contact issu
es.
Cross‐contact occurs when one food comes into contact with another food and
their proteins mix. As a result, each food then contains small amounts of the
other food, often invisible to us. Such contact may be either direct (e.g., placing
cheese on a hamburger) or indirect via hands or utensils. It is not sufficient simp
ly
to modify the order – for example, writing “no cheese” or “no sour cream” on the
ticket for a guest who has a milk allergy. Kitchen staff must be aware that the
diner has a food allergy.
Special orders should not be removed from the service window by anyone but the
designated person – manager, chef, or server. This precaution will prevent such
problems as delivering the wrong food to the guest, adding inappropriate
toppings, or exposing the specially prepared meal to cross‐contact with a food
allergen.
Once the appropriate toppings are added, the food should be hand‐carried
directly to the guest. The server should ensure that nothing is inadvertently
spilled on or brushed against the special meal.
Mistakes are bound to occur. If a mistake is made on an order for a diner who has
food allergies, the only acceptable correction is to discard the order and remake
it. Removing the offending ingredient – for example, scraping nuts off the top of a
sundae or taking the cheese off a burger – is no solution. A trace amount of
protein remaining on the food could be enough to cause an allergic reaction.
If necessary, inform the diner that it will take a few extra minutes to ensure that
his or her meal is prepared properly. Afterward, review what went wrong and
determine what steps to take to avoid similar mistakes in the future. Be sure to
retrain staff to prevent this type of mistake from happening again.
If a Reaction Occurs
How the staff reacts in the event of an allergic emergency is important. If a guest
notifies the staff that he or she is having an allergic reaction, staff should
immediately call emergency medical services and summon medical help.
Staff should not delay medical treatment by denying that the reaction is
occurring or waiting to see if it “passes.” If a guest is experiencing an allergic
reaction, do not have that person stand. Some cases of fatal anaphylaxis have
occurred after rising to an upright position.
If a guest is experiencing an allergic reaction, keep that person where they are
and do not raise them to an upright position.
Front of the House Quiz
1. If, before being seated, a guest says that he or she has a food allergy, what
steps should be taken to ensure that the guest will not come into contact with
any leftover food from a previous party?
(a) Seat the guest at a table that is not often used.
(b) Be sure to use a clean placemat and/or other table settings.
(c) Thoroughly clean the table and chairs.
(d) Seat the guest at a table near the kitchen.
2. When a guest says he or she has a food allergy, which staff member should you
notify immediately?
(a) manager
(b) cook
(c) bartender
(d) food runner
3. Which of the following are possible sources of cross‐contact?
(a) not washing your hands or not using a fresh pair of gloves before serving the
special order
(b) carrying the special order on a tray with other food items
(c) topping other orders near the special‐order item
(d) using the same glove when preparing both meals that contain allergens and
allergen‐free meals
(e) all of the above
4. When a guest who has a food allergy asks about ingredients and preparation
methods, the appropriate answer is:
(a) “I’m almost positive that the item doesn’t contain the allergen.”
(b) “I’m sure we can leave it out of the dish if you’d like – I’ll just make a note
on
the ticket.”
(c) “I don’t think it’s in there.”
(d) “I don’t know. Let me get the manager to be sure.”
5. If a mistake occurs – for example, if the kitchen staff adds cheese to an order
for a guest who has a milk allergy, or if the server forgets to use a separate
serving tray and food from another order comes into contact with the special
order – what is the acceptable method for correcting the situation?
(a) Remove the top layer of food that the allergen came in contact with, and add a
little more of an acceptable food.
(b) If it’s just a little and it’s something that can be removed completely, remove
the allergen and carefully inspect the dish to be sure you’ve removed it all.
(c) Have the kitchen staff discard the order and remake the order from scratch.
True or False?
6. When placing an order, the server should note on the ticket the items that
must be left off the plate and let the kitchen staff take it from there.
7. Improper topping or handling of a dish can contaminate an otherwise safe
meal.
8. Once a food has been properly prepared, there is no longer any risk for the
guest who has a food allergy.
9. If a guest tells you that he or she is experiencing an allergic reaction, the fi
rst
thing you should do is find out how it could have happened.
Back-of-the-House Staff
Back‐of‐the‐house staff are among the most important members of the food
allergy team. Guests with food allergies depend on the chef for answers about a
meal’s ingredients and the cooking methods used, and they choose their menu
items based on this information. In addition, guests depend on back‐of‐the‐house
staff to prepare the meal safely.
Checking Ingredients
The only way for a guest with food allergies to avoid an allergic reaction is to
avoid the allergy‐causing foods. Such guests need to know what ingredients are
present in selected menu items. Cooks must read ingredient and allergen
information for the products they use every time they prepare a food allergy
order, because manufacturers may change ingredients without notice.
When preparing food for a guest who has a food allergy, cooks must take extra
precautions to avoid cross‐contact due to spilled or splattered food from other
dishes. Cross‐contact occurs when one food comes into contact with another food
and their proteins mix. As a result, each food then contains small amounts of the
other food, often invisible to us. Such contact may be either direct (e.g., placing
cheese on a hamburger) or indirect via hands or utensils.
The following are the most common culprits in cross‐contact:
Unclean hands or gloves. Picking up a chicken tender containing egg, setting it
down, and then picking up an egg‐free roll may result in cross‐contact. Wash
hands thoroughly and put on a fresh pair of gloves before preparing an allergen‐
free meal. Soap and warm water are effective in cleaning hands of allergens,
while hand sanitizers are not.
Shared equipment, utensils, grills, fryers, cooking areas, and counters. If a mixer
is used to prepare peanut‐containing shakes and then are wiped clean and reused
to prepare peanut‐free shakes, traces of peanut protein are likely to remain on
both the mixer and the spindle. A guest with a peanut allergy may have an allergic
reaction to these “peanut‐free” shakes.
Use clean utensils for each ingredient or food, or set aside a designated set of
utensils (e.g., knife, spatula, spoon) for handling meals for guests with food
allergies. These special utensils can be color‐coded for quick identification and
proper use.
Similarly, pots, pans, and woks used to prepare a dish that contains an allergen
(such as peanuts or shellfish) and then merely wiped clean before cooking
another meal may still contain enough protein to cause an allergic reaction to the
next meal that is prepared in it.
Therefore, all pans should be thoroughly washed with soap and water and then
sanitized.
A griddle that is used to cook a variety of foods (such as meat, or eggs) or that i
s
coated with butter may have enough protein on it to result in cross‐contact with
the other foods cooked on it. This is especially important if you allow your cooks
to prepare personal food on the grill or in the fryers.
All equipment or utensils should be cleaned with hot, soapy water or other
appropriate cleaning compounds and procedures and then sanitized before being
used to prepare a dish for a diner who has a food allergy. Use a fresh, disposable
towel or rag, or commercial cleansing wipe to prevent cross‐contact. Be sure to
keep all utensils that are used to prepare special orders (spatulas, knives, meat
thermometers, tongs, spoons, blenders, sizzle platters, pans) separate from
utensils being used for other orders.
Refilled serving containers. If a container that was originally filled with cashews
is
refilled with peanuts without being washed first, the peanuts could have enough
cashew protein on them to cause an allergic reaction in someone with a cashew
allergy. Wash and sanitize all containers carefully before refilling them with new
foods.
Toppings. Ingredients on the line may spill into open containers of topping
ingredients. For example, shredded cheese, croutons, or nuts could mix with
prepped vegetables, herbs, or other toppings.
As a precaution, do not add garnishes to orders prepared for guests who have
food allergies unless procedures are established and followed to prevent cross
contact.
To avoid a mistake, manager, or other designated staff member should be the
one to apply toppings, using ingredients from the backup supply.
Consider keeping toppings that contain common allergy‐causing foods, such as
milk, peanuts, and nuts, in covered containers. If a mistake is made and the
allergen accidentally gets into an allergen‐free dish being prepared, discard the
food and prepare a new dish.
Splatter or steam from cooking foods. The splatter or steam from one food may
spread its proteins to another. When preparing a meal for a diner who has a food
allergy, don’t cook the allergen‐free food near foods containing the allergen. Do
not pass other foods, plates, pans, or utensils over the pan containing the special
order as it cooks. Just a drop of the allergy‐causing food is enough to put the
guest at risk for an allergic reaction. Once the dish is made, clearly identify it
to be
sure the correct plate is served. Keep it away from all other food.
Deep fryers. Oil in deep fryers that has been used to cook many foods will contain
protein from the previously fried foods. If possible, designate a fryer for one typ
e
of food to prevent cross‐contact.
Correcting Mistakes
If a mistake is made on an order, discard the order and make a new one. Taking
shortcuts, such as removing the nuts mistakenly added to a nut‐free sundae, may
land someone in the hospital.
Back of the House Quiz
1. If a mistake occurs – for example, you accidentally sprinkle just a few nuts ont
o
a sundae for a guest allergic to tree nuts, or just a couple of croutons onto a sal
ad
for a guest with a wheat allergy – how should you correct the situation?
(a) Remove the top layer of food that the allergen came into contact with, and
add a little more of an acceptable food.
(b) If it’s just a little and it’s something that can be removed completely, remove
the allergen and carefully inspect the dish to be sure you’ve removed it all.
(c) Discard the dish, and remake the order from scratch.
2. Which of the following could cause cross‐contact?
(a) using the same utensils for other foods as well as for the special order
(b) preparing the special order on a countertop that has not been thoroughly
cleaned beforehand
(c)topping other orders near the special‐order item
(d) not washing your hands or not using a fresh pair of gloves before handling the
special order
(e) all of the above
3. If an ingredient statement is unavailable for an ingredient in a dish, what
should you do?
(a) Don’t serve that food, and suggest another menu selection.
(b) Look at the food closely, and if it looks safe, serve it.
(c) Ask the diner whether or not the ingredient is safe.
4. Before preparing a meal for a guest who has a food allergy, what method
should be used to clean all equipment and utensils?
(a) Wipe the equipment’s surfaces with hot, soapy water or other appropriate
cleaning compounds and procedures.
(b) Thoroughly clean equipment and utensils with hot, soapy water or other
appropriate cleaning compounds and procedures, and then sanitize them.
(c) Mist water onto equipment and utensils, and rub vigorously with a clean, dry
towel.
5. When cooking or preparing a meal for a diner who has a food allergy, it is
important
(a) not to cook an allergen‐containing food next to it
(b) not to pass other foods, plates, pans, or utensils over the pan containing
the special order as it cooks
(c) to clearly identify the dish once it is made
(d) all of the above
True or False?
6. When preparing a meal for a diner who has a food allergy, cooking an allergen‐
containing food next to it may result in cross‐contact with the special order.
7. Oil in deep fryers that are used to cook many foods contains protein from foods
previously fried in the oil.
8. Most commercial brands of egg substitutes are safe to use when preparing a
meal for a diner who has an egg allergy.
9. Thoroughly washing all utensils and equipment with hot, soapy water or other
appropriate cleaning compounds and procedures and then sanitizing them before
use will help eliminate the risk of cross‐contact.
10. Once a dish is made, it should be clearly identified to prevent the wrong plate
from being served to the customer.
11. If a food label says wheat free then the product is also gluten free.
revised 1.1.07
ACCIDENTS
Topic
Notify the general manager of all accidents and injuries not matter how
minor.
Accident
Accidents
involving
employees
Manager on duty:
•
Aid the employee.
•
Take immediate corrective action to prevent additional
accidents, if applicable.
•
Analyze the severity of the accident with the employee.
•
Make a decision to:
•
Follow recommended first aid procedures.
•
Take the injured person to a selected physician.
•
Take the injured person to the emergency room.
•
Call the paramedics.
•
Call an ambulance.
•
Notify parent or guardian.
•
Notify supervisor immediately.
•
Interview all available witnesses and injured employee.
•
Complete the First Report of Injury form.
•
Complete the Incident/Accident Report form.
Supervisor:
If an employee is injured or becomes ill on the job. take the following
action:
1. Determine the nature of the illness or injury.
2. Call 911 or Emergency Medical Services if the injury is serious or if
you do not know the extent of the injury.
3. See that the ill or injured employee is given the necessary attention as
quickly as possible. Use the first aid kit or get the employee to the
nearest appropriate medical facility as quickly as possible. If the
employee is unconscious, a manager or key employee should
accompany them to the medical facility to fill out and sign the medical
Referral Form.
4. An Employer’s First Report of Injury and an Incident/Accident Report
(See Form #1-1) must be completed for all employee accidents or
injuries involving an employee, no matter how minor the incident may
seem at the time.
5. Fill out the forms and in the employee’s personnel tile (they may be
needed later).
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 1
revised 1.1.07
Topic
It is important that the manager and employees be trained on what to do in
case of guest injury or illness. It is the responsibility of the manager to
make sure that this training occurs.
Accidents
involving guests
Types of
Accidents
Slips and Falls
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 2
revised 1.1.07
Topic
Walking and
Working
Surfaces
Burns
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 3
revised 1.1.07
Topic
Equipment
Accidents
Cooking and
Handling
Equipment
Gas-burning
Equipment
•
•
•
•
Slicers
•
•
•
•
•
Cutters and
Choppers
Check flex hose and gas lines for leakage by using a spray bottle
containing soapy water.
Spray on each connection or joint and look for bubbles being
created by leaks.
Check that pilot lights are properly lit, and that burners are
working properly.
Call for a service man from the gas company or equipment
vendor, if there are any gas leaks detected or it is found that the
pilot or burners are not in good working order.
Use gravity feed at all times and keep your hands away from the
blade.
Disconnect the power (unplug it), when cleaning a removable
blade slicer.
Remove the guard (wear gloves when handling the blade) and
blade.
Wash the blade at once.
Replace the blade and guard.
Check the manufacturer’s instruction for cleaning procedures.
Guards should be provided that will prevent employees from putting their
body parts at risk. Remember, “over, under, around and through. If you can,
don’t”. When removing food from the chopper/cutter, use a plastic spatula
or food rake. Turn the machine off and unplug it before cleaning or
adjusting it. Check the manufacturers instruction for cleaning procedures.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 4
revised 1.1.07
Topic
Mixers
Guards should be provided that will prevent employees from putting their
body parts at risk. With Vertical Bakery type mixers this is very
difficult to do. Good training must be provided and becomes particularly
important with Vertical Mixers.
Wear tight fitting clothes that have no loose straps, belts, sleeves, ties,
necklaces, etc. that can become entangled in the whip. Use bowls large
enough to prevent spilling. Take particular cares to avoid dropping anything
in the mixer that can be slung or thrown out and hurt someone. Spatulas.
spoons, measuring cups, ladles, etc. are examples. Remember, ‘over, under,
around and through, If you can, don’t”. Never try to scrape the sides of the
bowl while the mixer is operating. Turn the machine off and unplug it
before cleaning or adjusting it. Check the manufacturers instruction for
cleaning procedures.
Electrical
Equipment
Knife Accidents
Keep knives sharp and secure in drawers or holders away from other
utensils. All employees should never attempt to catch a dropped
knife. Step away quickly to avoid the knife striking legs or feet and let the
knife drop to the floor. Do not leave a knife in a sink of soapy water where
it cannot be seen.
Use the right knife for the job. Keep them sharp. A sharp knife is safer
because it does not require as much pressure to make it work. Slippage is
reduced.
When chopping food, bend fingers under and hold the food with your hand
closed. Cut away from your body. Keep the point of the chopping knife on
the chopping block. The point can cut and the edge can stab. Put the knife
down in the clear and away from the edge of the table or block it is on.
Point it away from you and anyone else. Do not use knives as screwdriver
or can openers. Use sharpening steel with their guards in place between the
handle and the steel, Use knives with built in guard shaped handles, which
help assure a good grip. Use gloves and arm cuffs when using knives
continuously. Look at what you are reaching for, especially where knives
are being used.
©2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 5
revised 1.1.07
Topic
Lifting
Use your head and save your back because lifting is a major cause of back
injuries, hernias, and pulled muscles & ligaments. Learn the proper lifting
techniques that help avoid the above injuries. Get help if the load is too
heavy or awkward for one person to handle.
Use a dolly or hand truck whenever possible. Reduce the load size (make a few
more trips), to cut down on strain.
Compressed
Gasses
Chemical
Hazards
Dining Room
Accidents
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 6
revised 1.1.07
Topic
Do not use chairs and stools for ladders. Keep drawers closed all the way.
Do not overload bus trays or tubs with dishes. Check bus rub or tray stands
for broken or loose parts and joints. Remove tables, chairs, stools and
stands from service if damaged to the point of being unsafe. Containers of
hot food or liquid should be placed on the tables for guests, do not hand them
to, or carry them above a guest’s body. Be extra careful around children. They
move unexpectedly. Do not take coffeepots to customer tables when handling hot
coffee order.
Receiving and
Storage
Accidents
When opening crates or boxes, remove nails rather than bending them
down. Keep food containers covered so as not to contaminate with splinters,
dirt, wire, or packing materials. Store heavier builder materials as low as
possible even if you need to re-arrange some things. Prevent fires by storing
boxes no closer to a light that keeps the radiant heat at a minimum, 18
inches or more depending on the bulb size and wattage. Use safe and
adequate ladders that keep you from over reaching. Do not stand on the top
2 steps. Use proper lifting techniques at all times. Be safe.
Ware Washing
Separate china, glassware and silverware. Use correct water temperature and
take care to avoid scalding yourself. Use special care in handling detergents
and drying agents-follow the manufacturers instructions.
In the event of breakage in sinks, remove the larger pieces carefully from
the sink and let the remaining pieces wash into the drain cup. Then remove,
empty, and replace the drain cup. After dish racks have been emptied, store
them carefully so that they will no topple over or become a trip hazard to
others. Promptly report broken refuse containers, mats or flooring in need
of repair.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 7
revised 1.1.07
Incident/Accident Report
I-4
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 8
revised 1.1.07
OSHA and SAFETY and EMERGENGY PROCEDURES
Topic
OSHA
The Occupational Safety and Health Act of 1970 clearly states our
common goal of safe and healthful working conditions. The safety and
health of our employees continues to be the first consideration in the
operation of this business.
SECTION: SAFETY 9
revised 1.1.07
Topic
The
Employee’s
Right to
Know:
OSHA’s Hazard
Communication
Material Safety
Data Sheets
The Material Safety Data Sheets, MSDS, lies at the heart of the new
Hazard Communication Standard. The standard says that chemical
manufacturers and importers must obtain or develop an MSDS for
every hazardous chemical they produce or import and that
employers must have a MSDS for each hazardous chemical they use
in the workplace. Every MSDS must contain the following items of
information:
• The identity of the hazardous chemical.
• The physical and chemical characteristics of the hazardous chemical (such
as vapor pressure and flash point).
• The physical and chemical, including signs and symptoms of exposure,
and any medical conditions that are generally recognized as being
aggravated by exposure to the chemical.
• The primary route for entry - through inhalation, ingestion, or skin
contact.
• The OSHA permissible exposure limit (PEL).
• Whether the chemical is considered to be a carcinogen.
• Precautions for safe handling and use, including hygienic practices,
protective measures during repair and maintenance of contaminated
equipment, and procedures for cleaning up spills and leaks.
• Control measures, including engineering controls, or practices, or
personal protective equipment.
• Emergency and first aid procedures.
• The date the MSDS was prepared or last changed.
• The name, address, and telephone number of the party preparing or
distributing the MSDS whom can provide additional information on
the hazardous chemical, if necessary.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 10
revised 1.1.07
Topic
Emergency
Treatment of
Burns
Chemical Burns
First Degree
Burns
A first-degree bum is when the injury affects only the outside layer of skin.
• Apply cold water applications to affected area, or submerge the burn area
in cold water. (A dry dressing may be applied)
Do not apply ointments, sprays, antiseptics or home remedies.
Second Degree
Burns
A second-degree burn is when the injury affects layers of the skin beneath
the surface. A second-degree burn will usually cause blisters.
• Maintain an open airway
• Restore breathing and circulation if necessary.
• Immerse burned area in cold water bath or under cold running water or
apply ice water soaked clean cloths until pain subsides.
• Blot dry.
• Apply clean dry cloth or dressing.
• Send to a physician.
Do not apply ointments sprays antiseptics or home remedies.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 11
revised 1.1.07
Topic
Third Degree
Burns
Emergency
Treatment of
Wounds
Shock
Shock will be present with many injuries. A person in shock will be cold.
pale. perspiring and may pass out.
• Maintain an open airway.
• Restore breathing and circulation if necessary.
• Call for emergency ambulance or physician on the telephone.
• Place the patient in prone position with feet elevated unless
contra indicated.
• Cover only enough to prevent loss of body heat.
Do not give any fluids. Do not administer any drugs.
Medical
Attention
SECTION: SAFETY 12
revised 1.1.07
Topic
Other Injuries
Bruises:
• Apply ice bag or cold compress for 25 minutes. If skin is broken, further
treatment is the same as for a cut.
Blisters:
• Keep clean with mild soap and water.
• Protect from further irritation.
If the blister is broken, treat it as an open wound. If the blister is Infected,
seek medical assistance.
• Do not rub the eye if particle is located in the eye.
• Gently touch with point of clean moist cloth.
• Flush the eye with water.
• Cover the eye and refer to a physician, if unsuccessful or if pain persists.
Do not attempt to remove foreign object with a match, toothpick, or any
other instrument. Do not use dry cloth around the eye.
Safety
Evaluation
Chart
Safety
Procedures:
Entering and
Exiting the
Restaurant
Before Entering
the Premises
©2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 13
revised 1.1.07
Topic
Entering the
Restaurant
Leaving the
Restaurant
Fire Safety
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 14
revised 1.1.07
Topic
Company
Safety Policy
Emergency
Procedures
Emergency
Exits
All restaurants must have emergency exits that are clearly marked
with lighted signs. These exits should be used only when evacuating
the restaurant in emergency situations. Emergency exits must be
clear of all obstructions at all times. Check exit lights once each
week and keep an extra light bulb on hand. Check the emergency lighting
system monthly, and make sure you have a working flashlight with strong
batteries. Check your flashlight monthly.
Testing the
Alarm
When an emergency exit door is opened. an alarm should sound. This alarm
needs to be tested monthly by the manager during non-operating hours.
Replace the battery annually whether it needs it or not.
Alarm Keys
One key to turn off the emergency exit alarm should be kept in the
manager’s key box or in the desk.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 15
revised 1.1.07
Topic
Emergency
Contacts
Robberies
Name
Fire Department
Police Department
Police Department
Mall Security (when applicable)
EMS Paramedics
Alarm Company
Robberies can occur at any time. The first responsibility of the manager is
to protect guests and employees from harm. The manager and employees
are not to do anything that might jeopardize an employee or guest by
adding to a potentially violent situation.
I.
ROBBERY
a. Try to stay calm. Quite often robbers are nervous or under the
influence of alcohol or drugs.
b. Be cooperative. Answer questions promptly and courteously, but
do not volunteer any information. Follow the robber’s directions, as
long as they do not harm any other person.
c.
DURING A ROBBERY
If the police arrive while the robbers are still in the restaurant, do the
following:
a. Remain calm.
b. Continue to cooperate with the robber.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 16
revised 1.1.07
Topic
c.
d.
e.
III.
a.
b.
c.
Firearms and
Weapons
SECTION: SAFETY 17
revised 1.1.07
Topic
Guest injury or
illness
•
•
•
•
•
•
•
•
•
Employee
injury or
illness
..
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 18
revised 1.1.07
Topic
•
An Employers First Report of Injury (See Form #E6) and an
Incident/Accident Report (See Form #1-4) must be completed for all
employee accidents or injuries involving an employee, no matter how
minor the incident may seem at the time. Even if it is inconsequential at
the time, fill the forms out and place it in the employee’s personnel file
(they may be needed later). If the employee requires medical attention
or misses work due to the incident at a later date, notify the corporate
office.
Disturbances
In the event of disturbance at your restaurant, follow these guidelines:
Disturbances inside the restaurant
In the event of a fight or other disturbance inside the restaurant, follow the
procedures below:
a. DO NOT get involved or try to breakup the fight or disturbance.
b. DO NOT come to anyone’s rescue.
c. Attempt to clear other guests from the immediate area and protect
them from harm in whatever other way is appropriate.
d. Note descriptive features of the participants, especially weight,
height, color of hair and eyes, identifying features such as scars,
tattoos, clothing, etc.
e. Note the type of vehicle involved, if any, and the make, model,
license plate. color, and number of people in or on the vehicle.
f. Call the police or 911, and give them the following information:
1. Your name and title.
2. Name and address of the restaurant.
3. The type of disturbance.
Disturbances
outside the
Restaurant
Fire Guidelines
If a fire breaks outs in the restaurant, management’s primary responsibility
is to ensure the safety of guests and employees. There is no time for error
during a fire. Employees must be made aware of the following procedures
so they can effectively handle a fire emergency. Employees must know
where all fire exits are located. They have a responsibility in the event of
fire to help the guests and any other employees who may need assistance to
safety.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 19
revised 1.1.07
Topic
Kitchen Fire
I. KITCHEN FIRE
a. Evacuate the hazard area of non-essential persons.
b. Call the fire department immediately.
c. Use a portable fire extinguisher if necessary and appropriate.
Be sure the fire extinguisher used is properly rated for the type of fire being
extinguished!
d. While trying to extinguish a fire, be careful that you and others do
not become endangered during the process.
e. If the fire is small and it is totally safe, attempts may be made to
put out the fire.
f.Borrow additional fire extinguishers from adjacent stores if
possible - it is in their best interest that you get the fire
extinguished.
Fires must be reported to the manager, the mall management (when
applicable) or an authorized executive immediately, as well as the corporate
office.
If a fire breaks out in any area other than the kitchen, immediately consider
the danger to guests and employees. If there is any possible danger to them,
evacuate the area immediately. If there is no immediate danger to anyone,
concentrate on putting out the fire. if possible. DO NOT endanger yourself
or anyone else in the process. If the fire is not extinguished immediately,
call the fire department. Take any precautions necessary to protect the
guests and employees.
Close any possible doors to slow the spread of the fire, and turn off the air
conditioning fans or any other fans that could feed air to the fire. Anyone
attempting to put out the fire or keeping an eye on it should stay between
the exit door and the fire to ensure a safe exit if it gets out of control.
Portable Fire
Extinguishers
Portable fire extinguishers are designed to put out small fires only.
To avoid facial injuries, do not release the chemical near large fires.
Keep fire extinguishers in areas that are free of obstructions for quick
access.
Make sure that portable fire extinguishers are strategically placed in
areas not covered by the automatic fire control system. Contact the
local Fire Department for recommendation and approval. Do not
move fire extinguishers once they have been placed by the Fire
Department without the Fire Department’s approval.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 20
revised 1.1.07
Topic
Inspect the gauges on fire extinguishers that have them every month
to be sure they are fully charged and safe. They must be recharged
immediately if not in the proper range. A professional must check
portable fire extinguishers every year. Services are available on a contract
basis to monitor and charge your extinguishers. They also loan equipment in
the event your extinguisher(s) must be removed for service.
Fire
Extinguisher
Codes
III.
Bomb Scare
In the event a call is received at the restaurant stating that a bomb has been
placed on the premises, follow the listed directions:
1.
2.
3.
Stay Calm.
Ask the caller to repeat the message and listen carefully.
Make a note of:
SECTION: SAFETY 21
revised 1.1.07
Topic
Natural
Disasters
Hurricanes
A.
The National Weather Service will issue warnings on radio and television if
there is any indication of an approaching hurricane. Advisories and
bulletins will be issued frequently telling where the storm is located, the
intensity of its winds, and the speed and direction of its movement. It is the
manager’s responsibility to be aware of local weather forecasts and to
prepare a contingency plan of action.
If a hurricane moves toward the mainland, “hurricane watch” notices are issued. A
hurricane watch does not constitute a warning that conditions are imminent.
Rather, it indicates that the area in the hurricane watch should begin necessary
preparations.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 22
revised 1.1.07
Topic
C.
Hurricane Warning
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 23
revised 1.1.07
Topic
Tornadoes
If there is any indication that a tornado might occur, the National Weather
Service will issue a tornado watch and/or warning on radio or television. It
is management’s responsibility to know the meanings of the different terms,
and to take whatever action is necessary to ensure the safety of guests and
employees.
I. Tornado “Terms’
• Severe thunderstorms - Danger to guests and employees outside the
restaurant from frequent lightening, damaging winds up to over 75 miles
per hour. hail up to 3/4” or more. and heavy rains and possible flash
flooding. Elderly guests should be warned about leaving the restaurant
until these have passed over. Loose items outside the restaurant should be
secured or brought inside to prevent their blowing through the windows.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 24
revised 1.1.07
Topic
•
After a Tornado
• Use extreme caution in leaving the restaurant as there may be
dangerous items that will fall upon opening the doors. Caution
everyone before allowing them to move that there may be dangling
electrical lines inside or outside the restaurant. Short circuits could
also make equipment dangerous to touch, so warn everyone about
this too.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 25
revised 1.1.07
Topic
•
•
•
•
Warn everyone that there may be gas leaks; so they should not do
anything that might cause a spark (do not light matches, candles, etc.).
Smell for gas and if it is present:
• Open all doors, carefully, but fully.
• Turn off the main gas valve.
• Get everyone out of the restaurant as quickly and as safely as
possible.
• Notify the gas company and the local authorities.
• Stay in the area in order to warn anyone approaching the
restaurant.
If any electrical appliances are wet, perform the following tasks in
sequence. Be sure you are not wet or standing in water while
performing these tasks:
• Turn off the main power switch.
• Pull the plug on the units.
• Dry the appliances.
• Reconnect the appliances.
• Turn on the main switch.
If circuit breakers trip when power is restored or turned back on at any
point, immediately turn off the main switch. Inspect wiring, appliances
and equipment visually for short circuits. If they are found and
repaired, return the power to the unit. If they are not, call an
electrician.
Check your food and water supplies before using them. Food that
requires refrigeration may spoil if the power is off too long.
Report broken water lines or sewers to the authorities.
Keep listening to your radio for advisories.
• Advise the corporate office.
Power Failure
When a power failure occurs, follow the guidelines listed below:
I.
Responsibilities
• Do not immediately close the restaurant, as power failures are
usually short in duration. The restaurant’s emergency lights
should come on right away.
• Continue to serve your guests using menu items and beverages
that do not require cooking or electricity, such as sandwiches,
salads, etc.
• Operate the cash drawer manually, using the special key to open
it.
• Instruct employees to open refrigerated areas as little as possible
to preserve the temperature as long as possible.
• Call the electric company to see how long they think the power
will be out.
• To avoid a power surge that will cause damage to equipment, the
building, etc., turn off all the electric circuit breakers, and then
turn them on one at a time.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 26
revised 1.1.07
Topic
In areas where power failures are a frequent occurrence, emergency candles
should be kept readily available and used during power outages. Emergency
candles should not create afire hazard.
II.
Portable refrigeration
Water Service
Interruption
Water service is seldom interrupted. If it is a planned interruption, you will
be notified by the supplier and told the expected length of time. Even in the
case of unplanned interruptions you will probably be advised if it is going
to be any significant length of time.
If at any time, the water is thought to be contaminated in any way,
immediately stop using it and call the supplier. The name and number of the
supplier of water, like everything else, should be on your Authorized
Services and Vendor List (See Form # A-4). After calling the supplier, call
the corporate office.
DO NOT start using the water again until you are sure it is safe. Let the
water run continuously from one place and keep monitoring it. It may clear
up in a matter of time.
When notified that the restaurant will be without water, management should
direct employees to:
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 27
revised 1.1.07
Topic
A.Wash all dirty items so they will be available for use.
B.Fill sanitized large containers with water.
C.Make a cleaning solution in one of the large sinks for wiping
down tables that have been cleared.
D.Lock and/or place signs on the restrooms to prevent use.
E.Check which pieces of equipment require water for refrigerant
cooling or other reasons, and shut down those pieces of
equipment as appropriate.
Resumption of Water Service
Upon restoration of the water service after interruption, it is quite likely that
the
water will be somewhat contaminated. Remove the flow control nozzle from one of
the faucets and continuously run water before restarting equipment using water or
using the water for guests or employees.
Gas leaks
1. Procedures
Whenever there is a noticeable smell of gas in the restaurant and the source is not
immediately found, take the following steps:
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 28
revised 1.1.07
Topic
4. If a strong odor of gas builds up or continues, evacuate the
restaurant. Use the emergency exits, if necessary. Encourage the
guests and employees to remain calm and direct everyone away
from the building at least several hundred feet.
5. Advise the corporate office.
2.
After Repair
When you are certain the gas leak has been repaired, be sure that all gas
valves are turned off and turn the main gas back on. Then turn each
individual gas valve on and re-light each individual piece of gas equipment
and each pilot light. Carefully smell the air to be sure no gas is still
leaking. If you detect no odor in the air, proceed. If you continue to detect
an odor, go back to the above procedure and repeat it.
Restaurant
Closing
Leave the restaurant clean and ready to open. if possible. The following
steps should be taken before leaving the restaurant, except in cases of the
most urgent danger.
1. Leave some lights on inside to prevent vandalism.
2. Remove all cash from the cash register drawer and take it with
you or put it in a secure place.
3. Lock all doors securely.
4. Notify suppliers as soon as possible of the closing and the
expected re- opening date.
5. Do not shut off the refrigeration.
6. If the electricity must be shut off, go to the main electrical panel
and pull the lever to the off position. Also turn off the circuit
breakers on the smaller panels. just to be safe when the power is
7. Turn off all equipment completely, including any gas valves and
electrical circuit breakers.
8. Turn off the gas at the main cutoff.
9. If the refrigeration will be off, try to obtain dry ice and place in
the coolers and freezers.
10. Notify the corporate office.
Evacuation
When the restaurant is ready to reopen, use extreme caution and care.
Check to make sure that circuit breakers are off before turning on the main
electric switch. Make sure all gas valves inside the restaurant are turned off
before turning on the main gas valve. Make sure the electricity is on and
the exhaust fans have run for several minutes before turning on individual
gas valves and lighting pilot lights on gas equipment.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 29
revised 1.1.07
Topic
Always be prepared to evacuate guests and employees! Become familiar
with the exits and crowd handling techniques to insure safe evacuation and
orderly crowd control. When a situation requires the evacuation of the
restaurant, use the following evacuation announcement to notify guests:
“Ladies and gentlemen, may I have your attention please.
A situation has arisen whereby we must ask that you evacuate the
restaurant immediately. There is no cause for alarm. Please walk to the exit
nearest you. Our staff can help anyone needing assistance. Again, there is
no need for alarm. Please walk to the exit nearest you. All exits are marked
with illuminated signs. Please walk to the exit nearest you”.
SECTION: SAFETY 30
revised 1.1.07
CHEEBURGER CHEEBURGER RESTAURANTS, INC.
SAFTEY POLICY
Safety and Health in our business must be a part of every operation. Without
question, it is every
employee’s responsibility at all levels.
It is the intent of the company to comply with all laws. To do this we must
constantly be aware of
conditions in each individual’s work area that can produce injuries. No employee is
required to
work at a job he or she knows is not safe or healthful. The employee’s cooperation
in detecting
hazards, and in turn, controlling them, is a condition of employment.
The personal safety and health of each employee of the company are of primary
importance. The
prevention of occupationally induced injuries and illness is of such consequence
that it will be
given precedence over operating productivity whenever necessary. To the greatest
degree possible,
management will provide all mechanical and physical facilities required for
personal safety and
health in keeping with the highest standards.
We will maintain a safety and health program conforming to the best practices of
organizations of
this type. To be successful, such a program must embody the proper attitudes toward
injury and
illness prevention on the part of the management and employees. It also requires
cooperation in all
safety and health matters, not only between management and employees, but also
between each
employee and his/her fellow workers. Only through such cooperative effort can a
safety program in
the best interest of all be established and preserved.
Our objective is a safety and health program that will reduce the number of
injuries and
illnesses to an absolute minimum, not merely in keeping with, but surpassing, the
best
experience of other operations similar to ours. Our goal is zero accidents and
injuries.
Our safety program includes:
1. Providing mechanical and physical safeguards to the maximum extent possible.
2. Conducting a program of safety and health inspections to find and eliminate
unsafe
working conditions or practices. to control health hazards and to comply with the
safety
and health standards for every job.
3. Training all employees in good safety and health practices on a quarterly basis.
Training
will cover first aid, accident prevention, and proper lifting procedures with back
belt
information. New employees will receive safety training during new hire
orientation.
4, Developing and enforcing safety and health rules and requiring employees’
cooperation
with these rules as a condition of employment.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 31
page 1 of 2
revised 1.1.07
SAFETY COMMITTEE
The Safety Committee is responsible for maintaining and implementing Cheeburger
Cheeburger Restaurants, Inc. Safety Policy. The committee is to convene on
quarterly
basis as well as conduct random safety inspections of each store inspections of
each
store should be performed at least 6 times per year. Store managers may or may not
be
informed prior to the inspections. A member of the committee will complete a
Managers Visitation Report (M.V.R.) during the inspection.
•
•
•
•
•
•
•
revised 1.1.07
CHEEBURGER CHEEBURGER SAFETY
Topic
Cheeburger
Cheeburger
Restaurants, Inc
Safety
Program
Accidents:
Definition
Accidents:
Casualty or
Mishap
Not all special events are covered by insurance. The costs, when
tied to the following, are expensive.
Lost time for injured employees
Hiring and training replacements
The effect on other employees and their attitude about Cheeburger Cheeburger
and its employee’s.
Cheebuger
Cheeburger
Safety Policies
Safety Gloves
Safety gloves are provided for slicing machine and knife work. It is
mandatory to wear a glove while cutting food.
Lifting 25 lbs.
& UP
Do not lift any object over 25 lbs., without a back brace. Do not lift any
object over 50 lbs., by yourself. Remember, lift with your legs and have
your back in a straight up position.
Injury reports
revised 1.1.07
Topic
Customer
injuries or
problems
Unsafe
equipment or
damaged
facilities
Job safety
Think safety 1st
Ask your manager for help before starting any job you are not sure
how to do. This includes the use of equipment you have not used in
the store before.
Circuit breakers
fire
extinguishers
and exits
Do not tape any circuit breakers in the on position. Verify that all
fire extinguishers are accessible and charged. Do not block, even
temporarily the walkways leading toward the doorways. Keep all exits
Machinery
equipment
operation
Do not use any equipment unless you not trained to use it. Learn & how to
use the equipment right the first time~ Ask you manager for help. You
must be 18 years of age or older to operate slicers, mixers and food
blenders.
Safety guards
Check that all safety guards are in place before you use any machinery or
equipment. Ask your manager.
Ladders
Stepladders should be set up on flat floors with all 4 legs firmly on the
floor. Step only on the steps that are safe. Never step on the top 2 steps.
Clean as you go
Clean-up, pick-up, and sweep-up your work areas as you go. Keep you
counter-top sanitized, and your kitchen clean. A clean kitchen is a safe
Cleanliness
Wash thoroughly before food or drink handling and eating. Wash
thoroughly after using chemicals, detergents, and entering
bathrooms for any purpose. Practice clean habits at work.
Clean is safe. Do not store personal items on or about food areas.
Using chemicals
& detergents
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 38
revised 1.1.07
Topic
Food handlers
& hair covering
Food handlers must have their hair restrained by the use of a cap
while at work. The hair must be tucked up inside the hat.
Knives
Do not carry knives or other sharp items upright. Walk with knives pointed
down and with the blade behind you.
Storage
Safely stack and store all items in such a manner that will be easy for
anyone to remove them. Store the heaviest items on the bottom of any
stack. Do not stack full or empty boxes within two feet of the ceiling or fire
sprinkler. Do not stack boxes or deliveries outside the back door. Do not
store or use any inflammable liquid in the restaurant.
Awareness
Be alert. Avoid colliding with other workers to prevent falls, cuts and burns.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: SAFETY 39
revised 1.1.07
Section III. Management
revised 1.1.07
GENERAL MANAGEMENT PRINCIPLES
Topic
Details
Basic
Management
Guidelines
Desire
The desire to have good working habits is important as a manager. Will power
and self-discipline help to assure the focus needed on the job. These traits help
to change habits that are counterproductive to your efforts.
Selection
Be sure to focus on the tasks only a manager should do. Be sure to do things
right and to the right things. Remember to delegate work to others as
appropriate.
The Team
Watch for efficient use of time and time wasters. Your team can be productive
or let minutes and hours slip by. Be sure your employees are on task and
pulling together.
Goals and
Objectives
The manager’s work is driven by the goals of the organization and the goals
of the store. It is important to schedule and prioritize based on the goals.
Changes must be made when goals change.
Prioritizing
Building
Blocks
Do it Now!
Most tasks require several steps to complete them. Long range goals are
reached by accomplishing short-range objectives. Create daily “Hit Lists”
and make goal setting a way of life.
Have a “do it now” attitude. Start controlling your time today. Identify the most
important task and just get started.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: MANAGEMENT 1
revised 1.1.07
Topic
Details
Fundamentals
in Delegating
When you learn to delegate to others, you will have time to handle tasks
that should only be done by a manager. You will also have time to deal with
the emergencies and surprises.
Know your
Personnel
Selecting the right person is a key to effective delegation. This means your
need to take the time to hire the right people, train them right and understand
their skills and capabilities.
Move Slowly
Learning what to delegate and to which employee takes time. Confidence and
a trusting attitude towards your employees takes time. Work on it every day.
Delegate
Consistently
Allow
Participation
Give Authority
When you delegate a job be sure that the necessary authority is also delegated.
Most jobs need the skills plus the authority to get them accomplished. This
also allows accountability from your personnel.
Communicate
Clearly
When delegating a task, be sure you are clear about results expected, the time
frame, the authority being given to perform the job, and the form and
frequency of reporting back that you expect.
Insist on
Feedback
Reward Good
Performance
De1egate and
Review for
Specific Results
It is important to know the results expected from the job. It is also important to
accept that the employee may have a better way of completing the task.
Don’t force people to do things “your way.”
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: MANAGEMENT 2
revised 1.1.07
Topic
Cross Training
Details
As a manager it is important to observe a trainee on their solo day to validate
job knowledge and performance. Be sure to “sign-off’ on the new hire before
letting them function on their own with the guests.
Training involves existing employees as well as new hires. Most employees
should be cross-trained. Cross training allows employees to advance. It also
allows flexibility in scheduled. Cross training should be handled the same way
as training new employees. Cross training allows more effective use of
employee talents.
Quality
Assurance
Quality should be on the mind of the manager at all times. Product and staff
quality must be checked before the guests detect any problems. Begin when
you first arrive at your store. Check the exterior of the building for cleanliness
and security. Follow the Management Checklists. Check the line carefully to
be sure food is up to standards. Check carefully since this is where most
problems occur. Look at the bar area for organization and cleanliness.
Efficient bar staff will help to run a profitable bar.
Schedule service staff with the flow of business in mind. Schedule no more
than three table stations per server for maximum efficiency. Round out the
staff by assigning the strongest servers through the floor. Give the serves who
need more help the chance to work with experienced personnel.
Check quality in all areas to ensure than guests always leave your restaurant
happy and anxious to return. According to an old restaurant saying, when a
guest has a great experience at a restaurant they tell three more people. When
the experience is bad they tell seven. This is why total dedication to customer
satisfaction on the part of every employee is vital to success. Ask yourself —
What impression will your guests leave with? The answer should be a Wow
impression that compels them to tell their friends what a great dining
experience they can have at Cheeburger Cheeburger.
Employee
Counseling and
Discipline
Employee
Counseling
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: MANAGEMENT 3
revised 1.1.07
Topic
Details
Often counseling involves not only good verbal communication skills but also
good listening skills. Often times, just being a good listener will allow
employees the opportunity to voice their concerns and solve their problems.
Tactful employee counseling should be utilized to get at the heart of the
problem and place the responsibility onto the employee for his or her own
conduct. The following steps should be utilized whenever possible:
1. Remove any hostility - never make it a personal issue.
2. Ask the employee what their understanding is of proper policies and
procedures relating to the situation at hand. If they say they don’t know,
remind them of when and how they should have been aware (i.e.,
Employee Handbook).
3. Discuss if what they are doing presently is in accordance with those
policies and procedures.
4. Ask the employee to make a plan to correct the behavior.
5. Summarize what the employee has stated - “ You state that you understand
the proper procedure, you stated you are not following it, and this is what
you plan to do in the future.”
6. Have the employee acknowledge everything you have discussed and make
sure the employee completely understands why the behavior has to be
changed. Insure all discussions are documented in writing.
7. Make sure the employee knows the consequences if the behavior does not
change.
Discipline
Be aware that disciplining an employee can be very uncomfortable and, at
times, embarrassing for both the employee and the manager. During
counseling sessions DO NOT:
1. Talk down to the employee. Instead, give the person the feeling you are
trying to help them and give them guidance.
2. Apologize to the employee for having to discipline them.
3. Downplay the seriousness of the situation.
4. Feel guilty…he employee must take personal responsibility for their
5. Confront or discipline an employee in front of guests or other employees.
Discuss problems in private.
6. Discuss the situation with other employees unless the situation required it.
At this point, inform the employee that you will be talking to others
involved.
Make sure that all counseling and discipline sessions are documented by using
the Employee Problem/Solution Notice. If the employee refuses to sign the
documentation, note it on the form and sign it. Another technique is to turn the
notice over and write, “I refuse to sign this documentation”
_______________________________ Employee Signature.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: MANAGEMENT 4
revised 1.1.07
Topic
Details
Documentation
Procedure
ALSO
◊ After extraordinary performances
◊ After observing positive guest relations
◊ After observing extra effort and strong teamwork
2. How to document: Proper documentation is not a difficult procedure. When
faced with a documentable situation, do the following:
◊
◊
◊
◊
◊
◊
◊
◊
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: MANAGEMENT 5
revised 1.1.07
SYSTEMS IN PLACE
THE OFFICE
•
Opening/Closing Checklist
Security in Place
• Guest Service
• Operations Report
• Comment Cards
Invoice Vouchers
Appearance Standards
• Telephone
• Retail
• Steps of Service
•
Table Visitation
•
Communication- Round up!
• Side
Answering
Sales
Work- Running/Daily/Weekly
• Bussing
and Pre-Bussing
Manage your
PPeennnniieess…
…
Your Dollars will
Come!
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: MANAGEMENT 6
revised 1.1.07
FRONT OF THE HOUSE
Topic
Appearance is an important part of the overall impression guests have of the
restaurant. This includes the appearance of both the store and employees.
Appearance
Standards
Dress Code
Refer to the Food & Food Safety Section of the Operations Manual.
Personal
Hygiene
Light &
Music Levels
Music
Lights
All lights are always on. The light level will need to be adjusted throughout
the day. The lights should be bright during the daytime. At dinner, lights
should be adjusted to a middle level.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: MANAGEMENT 7
revised 1.1.07
Topic
12 Steps of
Service
The steps must be administered in order for the guests to receive the best
possible service. There are twelve important steps of service.
1. Greet all new guests within 30 seconds.
2. Present yourself and Cheeburger Cheeburger to the guest. Example: “My
name is ... and I will be your server tonight.”
3. Answer any questions about the menu. Give the customer a chance to
review the menu. Return in 3 minutes.
4. Take entire order, including drinks at one time. Repeat the order to the
guest.
5. Ensure delivery of food in proper sequence.
6. Be sure that the order is complete and correct. Check to see if the guests
need anything else at that time (i.e.. Drink refills, etc.).
7. Check back after guest has taken two bites of entrée. This is about two
minutes.
8. Maintain table appearance by pre-bussing, checking drink levels, and
removing clutter.
9. Offer after meal items such as coffee or a milk shake.
10. Present check upon removal of last plate.
11. Return with change or voucher within two minutes of guest payment.
12. Thank the guests sincerely and give a warm farewell. Invite them back for
a return visit.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: MANAGEMENT 8
revised 1.1.07
Topic
Table
Visitation
Bussing/
Pre- bussing
Communication The most effective manager is one who has learned how to communicate.
effective
Communication tells employees that management knows they are important to
management
the success of the operation. Mutual respect through effective communication
provides the new manager with tools for success.
Roundups
Round-ups are short meetings with all employees on duty. They are to be held
at least two times each day by the manager. The best times are at 11:00 a.m.
and 5:00 p.m. The purpose of the meeting is to inform everyone about what is
happening in the restaurant. This includes features, specials, items to push,
items that are low in the kitchen, or any special news. This is a great time to
get feedback from employees.
Logbook
The logbook is a source of communication between the managers and the key
employees. It is to be kept in the office at all times. The logbook is used to
communicate information that pertains to the operation of the restaurant. This can
include scheduling, food items that are low, equipment that needs to be checked or
serviced or a large food order that is coming in. The logbook should be checked
every
morning when the opening manager enters the store. The manager must record in the
logbook before leaving.
Communication Good communication means everyone understands the message. The best
tools
managers are patient enough to ensure communication does not stop until
everyone understands and retains the message.
These tools help increase communications are:
The logbook.
Ten minute pre-shift and post-shift meetings.
Bulletin boards
Labor cards
One-on-one conversation.
Written one-on-one evaluations.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: MANAGEMENT 9
revised 1.1.07
Topic
There are many daily situations that require managers to communicate with other
managers and with employees. Examples are:
Telephone
Skills
When the phone is answered you have the opportunity to make a great
impression. Always remember to: Answer in a bright and friendly voice.
Thank the person for calling.
State the name of the restaurant.
Identify yourself.
Ask how you can help.
A smile can be
heard in your
voice!
Retail
Sales
In order to generate higher sales in the stores, it is important to push the retail
sales items. These include tee shirts, hats, and This will generate high dollar
volume at low labor costs. Remember, it is also a way to get free advertising
to promote your store and the franchise.
Side Work
Running
Daily/ Weekly
AM Server
Side Work
All of this is to be done before the first guest walks in the door.
Shift Leader
Before leaving your shift, you must have your section and side work signed
out by the designated “Shift Leader” for the day. Be sure that everyone is
maintaining side work during their shift. Check each server’s section and side
work before allowing him or her to leave their shift. Do all opening side work.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: MANAGEMENT 10
revised 1.1.07
Topic
Coffee
Keep the soda, milk shake, beer and wine glasses stocked. Keep the ice bin full
at all times. Stock all beer and wine.
Drink Station
Keep Pepsi machine clean. Keep lemons, teaspoons, and mugs stocked. Keep
milk shake machines clean.
Wait Station
Keep a clean liner in the trashcan throughout the day. Keep station organized
and sanitized at all times. Stock all paper products (paper towels, cups,
straws, etc).
PM Server
Side work
Before leaving their shift, servers must have their section and side work
signed out by the designated “Shift Leader” for the day.
Be sure that everyone is maintaining side work during his or her shift. Check
each server’s section and side work before allowing him or her to leave their
shift. The manager on duty must sign out the shift leader.
Shift Leader
Coffee
Keep coffee available for entire shift. At the end of the night, empty the
coffee and clean the coffeepots and
Keep the soda, milk shake, beer and wine glasses stocked. Keep the ice bin full at
all
times. Stock ice, glasses, beer and wine at the end of the night.
Drink Station
Keep Pepsi machine clean. Break down at the end of the night. Keep lemons,
teaspoons, and mugs stocked. Keep milk shake machines clean at all times.
Wait Station
Keep a clean liner in the trashcan throughout the night. Keep station organized
and sanitized at all times. Stock all paper products, which includes paper
towels, cups, straws, etc. Empty trashcans in the bathrooms and put in clean
liners.
Floor
The floor must be swept and mopped or vacuumed. Tables and chairs should
be moved and swept and mopped or vacuumed under.
ALL
SERVERS
All the tables should be wiped and sanitized. This includes the tabletops, under
the tables, sides of tables, booths and chairs.
Bussing and
Pre Bussing
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: MANAGEMENT 11
revised 1.1.07
Topic
Team Bussing
Expedient table bussing reduces the wait time for our guests and keeps the
entire restaurant flow running smoothly. Buss tables, regardless of where
they are. The cleanliness of the restaurant is everyone’s responsibility.
Tables may not sit unbussed for more than 45 seconds. Whether it is busy
or slow, if you pass by an unbussed table, grab what you can, even if it is
only one glass. Anticipate tables that are getting ready to turn.
When Bussing a Table
Move all glasses, silverware and condiments toward you on the table.
Place silverware into one glass.
Using a clean, damp napkin or towel:
• Wipe condiments down completely. Place in correct position.
• Completely wipe tabletop first. Insure any crumbs are not wiped onto
floor.
• After wiping table top, wipe chairs down next Never wipe chairs before
tabletop.
Replace ketchup, if used, salt and sugar when lower than ¾ full.
Check floor for trash.
Push chairs in.
Sanitation when bussing tables is critical. Never use a napkin on condiments
or a tabletop that has been used on, chairs or the floor. The last server to leave
the table when bussing is responsible for replacing condiments, and for the
final appearance check.
revised 1.1.07
CHEEBURGER GROUND BEEF
INFORMATION AND GUIDELINES
Product Information:
SUPC# 4854857 8/10#avg Fresh Ground Beef Chuck Angus Fine
SUVC#- 324999 Mike Pratt- VP of Sales 720-273-9731 cell
Creekstone Farms
604 Goff Industrial Park Road
PO Box 1007
Arkansas City, KS 67005
Phone: 620-741-3100
Fax: 620-741-3195
revised 1.1.07
EMPLOYEE EVALUATION
Employee___________________________
Position______________________
Reviewed By________________________
Date_________________________
RATING
Outstanding
Excellent
Good
Fair
Unsatisfactory
DEFINUTION
POINTS
Consistently Exceptional Performance, Role Model
5
Frequently Exceptional Performance
4
Satisfactory Performance
3
Needs Improvement
2
Not Acceptable Performance
FACTORS
RATING
COMMENTS
AVAILABILITY
The degree to which an employee is prompt,
follows rules concerning break and meal
periods and overall performance.
ADHERENCE TO POLICY
The degree to which an employee follows
safety rules and other regulations.
BEHAVIOR PAUERN
The stability, politeness, and judgment
shown on the job.
CREATIVITY
The degree to which an employee suggests
ideas, discovers new and better ways to
accomplish goals.
DEPENDABILTY
The degree to which an employee can be
relied upon to complete a job.
INDEPENDENCE
The degree of work accomplished with little
or no supervision.
INITIATIVE
The degree to which an employee searches
out new tasks and expands abilities
professionally and personally.
54321
54321
54321
54321
54321
54321
54321
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: MANAGEMENT 14
page 1 of 1
revised 1.1.07
Dine In
Store #: 001
Address:
Date 06/02/2011
Year:
Day Thursday
Billing Prd: 06
Time In 01:00 PM
MinOnSite:
Shpr#
Tip $1.01
Total:
Host:
Service:
Food Quality:
Atmosphere:
TOTAL SCORE
HOST
1.
Yes
8/8
Within 30 sec of arriving in the lobby, or reaching the head of the line
2.
Yes
6/6
4.
If you were informed of a wait for a table, was the estimated waiting time within
10
minutes of the time quoted?
Yes
4/4
5.
Yes
1/1
6.
Yes
6/6
You should answer "NO" allowing the host to move to the next step of explaining the
menu and suggesting
signature items.
7.
Yes
Overview
___________________________________________________________________________________
________
___________________________________________________________________________________
________
5/5
SERVICE
1.
Yes
1/1
Did the server arrive at your table promptly when you were ready to place your
order?
Yes
8/8
Once you have made your selections, close your menu and time how long it takes
before the server
approaches your table.
3.
Yes
4/4
4.
Did the server project a positive, friendly, and upbeat attitude, smiling and
making
eye contact?
Yes
5/5
5.
Did your server take your drink and food order at the same time?
Yes
4/4
6.
Was your server knowledgeable of the menu and helpful in taking your order?
Yes
3/3
Don't order toppings initially. Allow the server the opportunity to make a topping
suggestion.
7.
Did your server recommend a specific size for your fries/onion rings, based on the
number of people in your party?
Yes
4/4
8.
Did the server make any suggestions that would make the meal better?
Yes
8/8
Yes
4/4
Yes
5/5
Did your server talk-up your menu selection or otherwise validate your selection?
(Example: "That's my favorite", "That's a great choice", "I love that sandwich",
etc)
10.
11.
Did the person delivering the meal place the food on the table correctly and
without asking who ordered what?
Yes
2/2
12.
Yes
4/4
12a
13.
Was your server attentive to your needs, consistently checking on you during your
meal
Yes
8/8
Did someone other than your server check on your table during your meal?
Yes
5/5
15.
Yes
3/3
16.
Did the server drop off a dessert menu and suggest a dessert by name?
Yes
4/4
17.
Was your check presented in a timely manner, with instructions on how to make
your payment?
Yes
4/4
18.
Yes
4/4
19.
Were you thanked properly as you exited the restaurant by the host and/or any
member of the staff?
Yes
8/8
Overview
___________________________________________________________________________________
________
___________________________________________________________________________________
________
___________________________________________________________________________________
________
___________________________________________________________________________________
________
FOOD QUALITY
Your order:
________________________________________________________________________________
All Sandwiches, Entrees, Side Item's, drink's, etc...
Beverage Quality
1.
Were your drinks (or shakes) of high quality, properly filled and tasting good?
Yes 10/10
Sandwich/Entree Quality
2.
Yes 12/12
3.
Yes
4/4
4.
Yes
2/2
5.
Yes
2/2
Yes
8/8
Was your side item (fries or onion rings) of high quality, properly prepared and
tasting good?
Overall
7.
Yes
5/5
8.
Were items at the appropriate temperature? (Cold food served cold / hot food
served hot)
Yes
5/5
9.
Yes
2/2
Overview
___________________________________________________________________________________
________
___________________________________________________________________________________
________
___________________________________________________________________________________
________
___________________________________________________________________________________
________
Cleanliness & Atmosphere
1.
Was the entrance area well lit and were all signs illuminated? (after dark)
Yes
2/2
2.
Were entrance doors and glass clean and free of excess smudges?
Yes
2/2
3.
Were the lobby and dining room floors clean and free of litter?
Yes
4/4
4.
Yes
3/3
5.
Yes
3/3
6.
Were the menus neat, clean and free of greasy smudges and food smears?
Yes
4/4
7.
Yes
5/5
Yes
2/2
No
2/2
Salt & pepper shakers, condiment bottles, and table top marketing materials
8.
9.
Were any employees observed using a cell phone at any time during your visit?
Whether for texting or phone calls
Restrooms
10.
Yes
4/4
11.
Yes
4/4
Overview
___________________________________________________________________________________
________
___________________________________________________________________________________
________
revised 1.1.07
revised 1.1.07
revised 1.1.07
Begin placing your ads around town. Set up a phone number that
people can call for information. A recording should be made that
includes times that someone will be available to speak to live,
directions to the restaurant, including public transportation
information as well as positions available. It is really not important to
receive resumes from people in the restaurant field as they tend to be
very transient and asking for one may simply turn them off. Be
prepared to answer questions related to public transportation, hours of
operation and salary.
Create a job description for each position. Have this information
readily available when interviewing. If you think about the position
rather than the person sitting in front of you, you will find it easier to
find people to fit into your needs. Remember, you are the owner and
the boss – you are hiring employees that need to fit into your plans.
Compromising from the pre-hire scenario never works out well for
anyone.
Basic job descriptions are as follows:
•
•
•
•
•
•
Host/Hostess
Greet and seat customers with a pleasant personality.
Introduce the menu to the guest
Bus tables and maintain cleanliness in front of house as necessary
Provide accurate wait times when necessary
Answer phones if necessary
Strong customer service skills
Candidate must be fluent in English and able to lift 10 lbs
•
•
•
•
•
•
•
Server
Accurately take customer orders
Accurately input orders into the POS system
Be pleasant and courteous to our guests
Bus tables and maintain cleanliness in front of house
Carry food and drinks to tables
Using basic math skills to make correct change
Strong customer service skills
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: MANAGEMENT 2
revised 1.1.07
revised 1.1.07
Bar Staff
Accurately read orders from a computer print out
Understand basic food safety policies
Have the ability to follow rules and procedures
Have a good phone voice and be able to take phone orders and input
information accurately into the POS
Use basic math skills to make correct change
Maintain a clean work environment
Have strong customer service skills
Candidate must be fluent in English and able to lift 10 lbs
Now that you have created your job descriptions, the next step is to
determine what you will pay for these positions. To determine wages,
check with the local labor dept to request a salary survey. This will
give you an idea of what other restaurants are currently paying their
staff. Be certain you are aware of minimum wage and laws regarding
minors before you begin your search. In some instances, hiring
minors may be more costly in the long run. Check to see if you
receive any tax benefits for hiring Veterans as well.
Always set a range for your wages and be prepared to offer high for
people that spark your interest. Don’t simply go under the assumption
that you can start someone low and raise their salary down the road –
you may never get that opportunity. Traditionally, people in the
restaurant industry go where they believe the grass is
greener….spread the fertilizer thick in the beginning. You will thank
yourself later.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: MANAGEMENT 3
revised 1.1.07
revised 1.1.07
•
•
•
•
•
•
revised 1.1.07
revised 1.1.07
After the candidate has completed the application, sit them down in a
comfortable environment and begin the interview process. Here are
some suggested questions to ask….
1.
2.
3.
4.
These questions may not seem overly relevant but if you take the time
to listen their answers, you will be surprised just how much you can
learn from them. Every candidate that comes through the door will
begin to look the same to you. All of them will appear to be anxious
to work – tell you that they never miss a shift and that they all want to
be your best employee. By listening closely to how they answer these
questions, you can better determine whether they have the right
attitude for the job. Our concept requires people with a fun, casual
attitude but who are serious at the same time about their work.
Make notes about the candidate – but do not write on their
application. Keep a log of who you meet and what you like and don’t
like about them. Even note something about their clothes or their hair
– anything that will help you to remember them two weeks from now.
Most likely, these candidates are interviewing elsewhere and will
accept the first position that comes along. Once you choose to hire
someone, call and offer them the position. Give them the tentative
opening date and the date we anticipate training to begin. Keep them
posted if this changes. Many people who work in the restaurant
industry cannot survive without a weekly paycheck. Do not
intentionally mislead someone.
Now that you have hired a candidate – put them to work finding
additional employees. Offer a referral fee if they find someone you
hire who stays for thirty days. Make the fee reasonable but not
outrageous. Hopefully you will be paying out several of these referral
fees in order to build a strong staff.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: MANAGEMENT 5
revised 1.1.07
revised 1.1.07
15 Days Out
Interviewing should be a regular part of your daily activity at this
point. If the response is slow, now is the time to react. Does the ad
need to be refreshed or rewritten? Do you need to make additional
contacts with local agencies. Do not wait until the last minute to
evaluate the success of your advertising.
10 Days Out
By this time, you should have hired 50% of your staff and hopefully,
been able to identify some potential key employees. If your numbers
are short, contact Bill Connery or John Zicari immediately to discuss
your situation. Work with Bob Wright to further evaluate your
campaign.
7 Days Out
75% of your staff should be hired.
Begin to draft a schedule for each shift. This will give you an idea of
exactly how many people you need to operate your restaurant. Bill
Connery will work closely with you on this project. Maintain a card
file for easy reference including employee’s name, personal contact
information and availability. This will come in handy when you are
short staffed and need to find someone quickly.
4 Days Out
100% of your staff should be hired.
Training begins today. You will continue to interview and hire new
candidates. This process should never end, even when your doors
open to the public. Always be on the look out for talented new
employees.
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: MANAGEMENT 6
revised 1.1.07
revised 1.1.07
© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: MANAGEMENT 7
revised 1.1.07
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GUIDE TO
INTERVIEWING
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Contents
A. Interviewing Guidelines
1. Always Be Interviewing
2. How to Spot a Good Candidate
3. Preparing for the Interview
4. The DO’s and DON’Ts of Interviewing.
B. Interviewing Procedures
1. Interviewing Standards
2. Conducting the Interview
3. Six Characteristics Common to all Good Interview Questions
C. Interviewing Forms
1. Screening Form
2. Interview Questions
3. Interview Rating Form
4. Reference Checking Form
D. Position Descriptions
E. Hourly Wage Guidelines and Benefits
F. Legal Briefs
1. Understanding Employment Law Legislation
2. What You Can And Cannot Ask During An Interview.
H. Hiring
1. Making the offer
2. New Hire paperwork
3. Orientation
4. New Hire Forms
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A.
INTERVIEWING GUIDELINES
1. Always Be Interviewing
The key to a great staff is to always be interviewing. Keep a constant look out for
candidates to replace any employees that are not performing to our standards or
have a
poor attitude.
IMPORTANT!
You should ALWAYS make time for an interested applicant.
If an applicant happens to come in during a busy meal period, don’t send them
away without giving them a few minutes of your time. Take 2-3 minutes to thank
them for coming in, exchange phone numbers, and make plans for a later meeting.
2. How To Spot A Good Candidate
Attributes Candidate Should Possess:
Friendly, courteous and honest, with an outgoing and likable personality.
A team player who has initiative and works well without supervision.
Good organizational skills and able to handle more than one task at a time.
Believes in “working clean” and would follow our standards and procedures.
Clean appearance and appropriate dress.
3. Preparing For the Interview
Review the job description, job specifications, required knowledge, skills,
and abilities for the position.
Review wage rate guideline and benefits.
Review the candidate’s application/resume. You will want to ask questions
that confirm the information listed on the resume and also to fill in gaps for
information that is NOT listed.
APPLICATION/RESUME WARNING FLAGS:
Worked less than a year at several previous jobs.
Applicant continuously blames management for the reason they left previous jobs.
The application/resume is messy, incorrect or incomplete
Gaps in the job history
The employee doesn’t list previous supervisors as references.
Set up the meeting in a location where the interview will not be interrupted.
Request the staff to take messages if you receive any phone calls.
4. The DO'S and DON’TS Of Interviewing
DO's
DO CALL AT MINIMUM TWO REFERENCES.
This is to be done without exception.
Check their references even if they are not related to the restaurant field.
Use the reference-checking sheet as a guide (See the reference checking form
included in this manual).
Request employment references if only personal references are listed.
Note: AN EMPLOYEE’S PAST BEHAVIOR IS THE BEST PREDICTOR OF
FUTURE BEHAVIOR.
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B. INTERVIEWING PROCEDURES
1. Conducting the Interview
Thank the candidate for coming in and offer a beverage before you begin the
interview. Be sure to smile and make eye contact to make them feel comfortable
and sincerely welcome
Put the applicant “at ease” before you begin the interview by engaging in casual
small talk about the weather, finding parking, finding the location, etc. Limit it
to 3 or 4
minutes.
Let the applicant know how long the interview will take, what you will cover, and
that they will have the opportunity to ask questions at the end of the interview.
Follow the screening and interview question guides.
Allow the applicant to talk 80% of the time.
Ask questions that confirm the information listed on the application/ resume and
also to fill in gaps for information that is not listed. If you need to ask
additional
questions for clarification, be sure your questions are LEGAL to ask (see the DO's
and DON’TS of interviewing in the previous section).
Be sure to observe the applicant’s style of dress and personal hygiene. Do they
have a
clean appearance? Would he/she be a good representative for us?
At the end of the interview, ask the applicant if they have any questions. When all
questions are answered:
Thank them for coming in.
Let them know when you will make your hiring decision.
Let them know how and when you will get back to them.
If you decide not to hire an applicant after interviewing him/her, always let them
know with a short note in the mail or phone call. Never leave an applicant
hanging.
If you decide to hire an applicant, call to congratulate them on the position and
let
them know that you are excited to have them as part of your team! Give them a
brief rundown on the following:
First day schedule/ training schedule
Orientation and Training procedures
Uniform
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Employee parking
2. Six Characteristics Common to all Good Interview Questions
1. They are criteria-based, and ask for the specific information that is directly
related to the job at hand.
2. They ask for information about the candidate that can’t be read straight off
the resume or application.
3. They allow the candidate to talk about his/her opinions, ideas or work style.
4. They don’t provide candidates with the “right” answer.
5. They are simple and straightforward.
6. They are asked of all candidates.
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AVAILABILITY
1. Do you have a reliable means of transportation to get to work?
Y: Applicant’s own means of transportation; transportation is not a problem.
N: Must depend on someone else; unreliable transportation.
2. Why are you applying for a job at Cheeburger Cheeburger?
Y: A sense of financial responsibility i.e. desires to make his/her own money.
Thinks Cheeburger Cheeburger is a good place to work; likes working with people.
N: Looking for temporary, short-term employment, a bill to pay.
3. Tell me how you feel about working evenings, weekends and holidays.
Y: Able to work these days and evenings. Able to work at least one weekend per
month.
N: Cannot work weekends or holidays, or limited availability.
4. Are there particular days or nights you cannot work?
Y: None or occasional days or nights that applicant cannot work.
N: The days applicant cannot work conflict with the position available.
5. Do you prefer days or nights? Why?
Y: Able to fill the day or night slot available.
N: Unable to work the slot available.
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Speaking Skills
1. Can you understand the applicant thoroughly?
2. Does the applicant speak clearly?
Notes:
Rate:
Interpersonal Skills
1. Does the applicant have the ability to be a team player and get along with
others?
Notes:
Rate:
Enthusiasm
1. Does the applicant sound enthusiastic about the job?
2. Does the applicant smile often?
3. Did the applicant have a positive outlook?
4. Would you enjoy working with the applicant?
Notes:
Rate:
Image
1. Does the applicant present himself/herself well?
2. Does the applicant have a good image? Can you visualize this applicant
serving our customers or working at our restaurant?
3. Does the applicant look alert? Positive? Move briskly?
4. Does the applicant look at you when answering questions?
5. Does the applicant seem comfortable with his or her skills and abilities?
Notes:
Rate:
Total points divided by 10 = ___________________
RATE
Poor Excellent Recommended ___________________
1 2 3 4 5 6 7 8 9 10 Not Recommended ___________________
That is all the questions I have. Thank you very much for taking the time to talk
to me.
FIRST REFERENCE
Name and Title ____________________________________________________
Telephone number _____________________________________________________
RECOMMENDED _______________ NOT RECOMMENDED ______________
SECOND REFERENCE
Name and Title ____________________________________________________
Telephone number _____________________________________________________
RECOMMENDED _______________ NOT RECOMMENDED ______________
THIRD REFERENCE
Name and Title ____________________________________________________
Telephone number _____________________________________________________
RECOMMENDED _______________ NOT RECOMMENDED ______________
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Be nice
2. What recent
accomplishment do you
take great pride in?
Specific advancement
toward goal
Points _____________
Hard worker,
dependable, ideal
employee, etc.
Points _____________
Specifics mentioned
along with answers such
as great service, great
food, etc.
Points _____________
Can’t answer or silly
answers
Don’t know or
belligerent answer
8. Do you work
independently or as part
of a team? Why?
Question
1. What qualities do
you need to provide
great guest service?
6. If a customer became
very angry about an
incorrect order, how
would you handle the
situation?
Points ______________
Points ______________
Points ______________
Points ______________
Points ______________
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•
•
•
•
•
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•
•
•
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TRAINER’S
MANUAL
TABLE OF CONTENTS
TRAINING DAYS SCHEDULE
FRONT OF HOUSE DAY 1:
ORIENTATION
FOOD SAFETY
MENU CLASS WITH AND W/O BACK OF HOUSE
ORDER PAD INSTRUCTION
ORDER TAKING PROCEDURES
ORDER TAKING ROLE PLAY
FRONT OF HOUSE DAY 2:
SHAKES AND SPECIALTY DRINKS CLASS
KITCHEN TOUR DISHMACHINE OPERATION
MENU REVIEW/ SERVER BANKING
POS TRAINING
ORDER TAKING AND ORDER ENTRY
FOOD PICKUP AND RUNNING FOOD DEMONSTRATION
BUSSING TRAINING
ADDITIONAL POS BUTTON PUSHING
FRONT OF HOUSE DAY 3:
ORAL MENU EXAM AND REVIEW
HOST SPEECH AND DUTIES
POUNDER SPEECH
SERVER BOOK AND APRON SET UP
BARTENDERS PRODUCE SHAKE ORDERS
ORDER TAKING OF TRAINERS
POS ORDER ENTRY
CHOOSE FRIENDS AND FAMILY STAFF
FRONT OF HOUSE DAY 4:
FRIENDS AND FAMILY
GUESTS SERVED FROM 12 TO 3PM AND 5 TO 8PM
STAFF SCHEDULED FROM 11 TO 4PM AND 4 TO 9PM
COPYRIGHT 2004 CHEEBURGER CHEEBURGER RESTAURANTS, INC. FORT MYERS, FL
TABLE OF CONTENTS CONTINUED:
BACK OF HOUSE DAY 1:
ORIENTATION
FOOD SAFETY
MENU CLASS
PREP CLASS
PREP WORK
CLEAN UP
BACK OF HOUSE DAY 2:
HACCP INTRODUCTION
GRILL COOKING
FRYER COOKING
SET UP INTRODUCTION
COOKING ORDERS
BACK OF HOUSE DAY 3:
SPECIALTY SANDWICHES AND SALAD PRODUCTION
ORDER COOKING
PREP FOR FRIENDS AND FAMILY
CHOOSE FRIENDS AND FAMILY STAFF
CLEAN UP
BACK OF HOUSE DAY 4:
FRIENDS AND FAMILY
GUESTS SERVED FROM 12 TO 3PM AND 5 TO 8PM
STAFF SCHEDULED FROM 11 TO 4PM AND 4 TO 9PM
AND
4 PM TO 8 PM
15 minutes
BREAK
15 minutes
It is at this time, that we will break everyone up into their
appropriate positions – Front of House and Back of House
ORDER TAKING
Begin by distributing order pads to each employee. Explain
how to use the order pad. Go through line by line teaching
them what each initial stands for. Allow them to try and come
up with the answers, this will aid in recollection.
At Cheeburger Cheeburger we take the entire order at once.
To accomplish this without upsetting our guests, it’s important
to watch them closely, and approach the table when they
appear ready to place their order. Do NOT wait until the last
possible minute to approach the table. If a server is to error it
should be on the side of approaching the table too soon, not too
late.
The staff should reset the dining room for the next group. After
each session the dining room should look as though guests
could be served. Give the staff their schedule for the next two
days. Answer any questions they have.
BUSSING TABLES
Set up the bus station and show how each item is separated.
Shake glasses go in one bin, mason jars in another and like
sized black baskets are stacked together. Flatware is soaked
in pre soak cleaning solution.
Other items for review:
Retail
Gift Cards
Side Work
Bar Clean Up.
Mix and Chills
Dishes
Re-Stocking Ice Cream and toppings
Clean counter tops and equipment
Pepsi Machine and Ice
Cleaning/Closing Front of the house Procedures
Sweeping and Vacuuming
Table Tops & Chairs
Paper Towels, Condiments and Trivia Cards
Rest Rooms
Windows and doors
High Chairs
FINAL DAY
Sit with owner(s) and discuss sales reporting procedures,
royalties, etc….
Review forms and documents with them and make certain they
have the correct mailing address for all reporting docs.
Show them the website reporting form as well.
Manager Signature
Date Completed
Employee Name _________________________________
Date Hired ______________________________________
Training Manual Received _________________________
T-Shirt Received _________________________________
Final Review ____________________________________
BAR REVIEW
Shake Preparation
Cash Handling
Specialty Drink Recipes
To Go/Phone
Desserts
Manager Signature
Date Completed
HOST REVIEW
Speech
Menu Review
Station SetUp/Side Work
Manager Signature
Date Completed
SERVER REVIEW
Station Numbers
POS
Suggestive Sells/Menu Review
Side Work
Uniform Standards
HACCP/Food Handling
Cash Handling
Gift Cards
Birthday Cards
Retail Items
Bussing/Cleanliness
Complaint Handling
Shadow Server
Manager Signature
Date Completed
Employee Name _________________________________
Date Hired ______________________________________
Training Manual Received _________________________
T-Shirt/Apron Received ___________________________
Final Review ____________________________________
Make sure all food is properly stored and under 41 degrees Fahrenheit.
Remember to run a clock-in report, open check report, as well as, the total
sales.
COPYRIGHT 2004 CHEEBURGER CHEEBURGER RESTAURANTS, INC. FORT MYERS, FL
Prep Par Levels
Weekday
Weekend
5.5oz Meatballs
5.5oz Meatballs
7.0oz Meatballs
7.0oz Meatballs
10.oz Meatballs
10.oz Meatballs
Tomatoes
Tomatoes
Sandwich Onions
Sandwich Onions
Batter
Batter
Onion Rings
Onion Rings
Olives
Olives
Potatoes
All Barrels
Potatoes
Chicken
Chicken
Portabella
Portabella
Take-Out Foil
100 sheets
Take-Out Foil
Sliced onions
Sliced onions
Salad mix
Salad mix
All Barrels
200 sheets
WAITING LIST
NAME OF PARTY
TIME CAME IN
WAIT TIME
SIZE OF PARTY
Application For Employment
Date_____________
Cheeburger Cheeburger is an equal Opportunity employer.
STATE
PHONE NUMBER
ZIP CODE
REFERED BY
EMPLOYMENT DESIRED
POSITION
START DATE
NO_________
SALARY DESIRED
MAY WE CONTACT YOUR
PRESENT EMPLOYER?
YES______ NO________
WHEN?
EDUCATION HISTORY
NAME & LOCATION OF SCHOOL
YEARS
ATTENDED
DID YOU
GRADUATE?
SUBJECTS STUDIED
GRAMMAR SCHOOL
HIGH SCHOOL
COLLEGE
TRADE OR BUSINESS
SCHOOL
GENERAL INFORMATION
SUBJECTS OF SPECIAL STUDY
OR SPECIAL TRAINING
RANK
FORMER EMPLOYERS (LIST BELOW THE LAST FOUR EMPLOYERS, STARTING WITH THE LAST ONE
FIRST)
DATE: MONTH AND
YEAR
NAME &ADDRESS
OF EMPLOYER
SALARY
POSITION
FROM:
TO:
FROM:
TO:
FROM:
TO:
FROM:
TO:
REASON FOR
LEAVING
REFERENCES: GIVE BELOW THE NAMES OF THREE PERSONS NOT RELATED TO YOU.
NAME
PHONE NUMBER
BUSINESS
YEARS KNOWN
AUTHORIZATION
“I CERTIFY THAT THE FACTS CONTAINED IN THIS APPLICATIONARE TRUEAND COMPLETE TO THE
BEST OF MY KNOWLEDGE AND
UNDERSTAND THAT, IF EMPLOYED, FALSIFIED STATEMENTS ON THISA APPLICATIONSHALL BE
GROUNDS FOR IMMEDIATE DISMISSAL.
I AUTHORIZE INVESTIGATION OF ALL STATEMENTS CONTAINED HEREINAND THE REFERENCES AND
EMPLOYERS LISTED TO GIVE
YOU ANY AND ALL INFORMATION CONCERNING MY PREVIOUS EMPLOYMENT ANY PERTINATE
INFORMATION THEY MAY
HAVE,PERSONAL OR OTHERWISE, AND RELEASE THE COMPANY FROM ALL LIABILITY FOR ANY
DAMAGE THAT MAY RESULTFROM
UTILIZATION OF SUCH INFORMATION.
I ALSO UNDERSTAND AND AGREE THAT NO REPRISENTITIVE OF THIS COMPANY HAS ANY
AUTHORITY TO ENTER INTO ANY
AGREEMENT FOR EMPLOYMENT FOR ANT SPECIFIED PERIOD OF TIME, OR TO MAKE ANY
AGREEMENTCONTRARYTO THE FORGOING,
UNLESS IT IS IN WRITINGAND SIGNED BY AN AUTHORIZED COMPANY REPRISENTITIVE.
THIS WAIVER DOES NOT PERMIT THE RELAES OR USE OFDISABILITY-RELATED OR MEDICAL
INFORMATION IN A MANNER
PROHIBITED BY THE AMERICANS WITH DISABILITIES ACT (ADA) AND OTHER RELEVANT FEDERAL
AND STATE LAWS.”
DATE_________________________
SIGNITURE_____________________________________________________________________
Completion Date
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
_____________________________________________________________
Meatballs
Potatoes
Tomatoes
Onions
FRYER
Portobella
Chicken
Batter
Rotation
Blanching
Cooking
Portions
CHEEBURGER CHEEBURGER NEW STORE OPENING SKILLS CHECKLIST
BAR EMPLOYEES
CUSTOMER SERVICE
NAME
Cash
POS
To Go
PRODUCTION
Phone
Shakes
SAS
Egg
Cream/Floats
HACCP/CLEANING
Desserts
Cleaning
Storage
Equipment
CHEEBURGER CHEEBURGER NEW STORE OPENING SKILLS CHECKLIST
FRONT OF HOUSE EMPLOYEES
NAME
Speech
Menu
Stations
SideWork
POS
Upsells
Desserts
Gift
Cards/Retail
Cash
Bussing
Complaints
CHEEBURGER CHEEBURGER NEW STORE OPENING SKILLS CHECKLIST
BACK OF HOUSE EMPLOYEES
GRILL REVIEW
NAME
Bacon
Mushroom
Onions
Burgers
HACCP/CLEANING
Chicken
Rolls
Melts
HACCP
Temps
Grill/Hood
Fryer
Employee
Handbook
CONFIDENTIAL
Employee Handbook
Purpose of the Handbook
The handbook has been designed to share information with you about Cheeburger
Cheeburger Restaurants, Inc., the policies, which affect each of us, and the
commitment
that the company has to its customers and its employees. This Handbook was produced
to help you in knowing what is expected of you and what, in turn, you can expect
from
the company. This handbook is not a contract or legal document.
You will find information on company benefits both on and off the job, answers to
questions about the way we work, and a variety of other items. THIS HANDBOOK IS NOT
A CONTRACT OR A LEGAL DOCUMENT, and there is no intention to imply or
create a contractual relationship. All employment is “at will.” This means that you
are
free to terminate your employment at any time, with or without cause, and
Cheeburger
Cheeburger Restauarnts, Inc., has the right to terminate your employment at any
time,
with or without cause, in accordance with applicable law.
Table of Contents
Purpose of the Handbook ……………………………………….
Company Mission……………………………………………….
Good Customer Creed…………………………………………...
Background on Cheeburger Cheeburger Restaurants…………...
Standard Employee Policies………………………………….
1.0 Food Safety……………………………………...
2.0 General Policies………………………………….
3.0 Emergency Procedures…………………………..
4.0 Health & Safety Policies…………………………
5.0 Employment Policies…………………………….
6.0 Compensation Policies…………………………...
7.0 Personal Conduct Policies………………………..
Closing……………………………………………………………
Listing of Topics by Section Numbers…………………………...
2
3
3
3
4
4-6
6 - 13
13 - 14
14 - 15
15 - 19
19 - 21
21 - 23
23
24
CONFIDENTIAL
Employee Handbook
WELCOME
to
CONFIDENTIAL
Employee Handbook
Standard Employee Policies
1.0 Food Safety
CONFIDENTIAL
Employee Handbook
• An infected employee with poor hygiene contaminates food.
• Food prepared a day or more in advance is handled carelessly.
• Raw food is mixed with food that has already been cooked.
• Food is left in the temperature danger zone for too long.
• Leftover food is not reheated to the proper temperature.
• Crossover contamination occurs. For example: A cutting board is
used with raw food, then without cleaning and sanitizing, it is
used with cooked food. The bacteria crosses over from the cutting
board to the food.
CONFIDENTIAL
Employee Handbook
• No excessive jewelry, no neck chains that can be seen, no dangling
earrings; one stud earring allowed per ear and no nose rings.
• Use deodorant.
Refer to Section 2.4, Dress Code, of this Employee Handbook for
additional information.
♦ 2.1 Attendance
Absenteeism and tardiness cause a hardship to the entire staff and reduces the
possibility of offering high quality service to our guest. It is extremely
important that a
full working force be available for each shift. If for any reason you are unable to
report
for work, you are expected to notify your manager at least two hours prior to your
scheduled shift each day of absence. Absenteeism and tardiness may result in
disciplinary action. The terms below will help each of us to understand what is and
is
not acceptable.
Absence:
Not reporting in person for that shift within one hour of the
scheduled time.
Voluntary
Quit:
In the event of a “no-show”/absence as described above.
Cheeburger Cheeburger Restaurants, Inc.
CONFIDENTIAL
Employee Handbook
Tardiness:
Not reporting for your scheduled shift at the scheduled time. You
must be completely in uniform and ready to go to work at the
time you check in. This means:
• Hair neat and combed
• Hands washed
• Uniform on.
• Signed in at the appropriate station neatly pressed at/before the
scheduled time.
Excessive
Absenteeism: Our company does not distinguish between an excused or an
unexcused tardy or absence.
• Four (4) occurrences in three months
• Eight (8) occurrences in six months
Discipline
for excessive
tardiness:
1.Verbal warning 2.Written warning 3.Suspension 4.Termination
“Proof” of
unavoidable
delays or
absenteeism: At time of suspension, if absences are excessive and continued
employment is desired, proof may be provided to the supervisor for
his or her consideration with no guarantee the absence or tardiness
will be excused, e.g.:
• A traffic ticket.
• A dated receipt and work order for automobile
• A doctor’s note, towing and/or repairs, etc.
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CONFIDENTIAL
Employee Handbook
Your appearance is an important part of the impression guests have on our
restaurant. In
addition to Cheeburger Cheeburger Restaurants dress code, the following appearance
standards must be met:
1. Good personal hygiene should be maintained.
2. No smoking or chewing gum in the store.
3. Pagers are not to be worn, and personal telephones are not to be
carried while working.
4. A hat or hairnet must always be worn around food.
5. Uniforms must be clean and neatly pressed.
6. Hair should be clean and neatly trimmed.
7. Mustaches may be worn if they are fully grown and neatly trimmed.
8. Beards may be worn if they are fully grown and neatly trimmed.
Kitchen employees are required to wear a hair net covering the
beard.
9. Fingernails should be clean and neatly trimmed.
10. Jewelry is to be kept to a conservative minimum.
11. Necklaces are not to be worn with uniforms.
12. Ladies and gentlemen may wear only one stud earring per ear.
Keep in mind that our appearance standards are for health and safety consideration.
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CONFIDENTIAL
Employee Handbook
If the corporate office is unavailable for immediate attention to a request of
information,
you must REFER ALL INQUIRIES TO THE MANAGER ON DUTY. Under no
circumstances shall an employee answer questions on behalf of Cheeburger Cheeburger
Restaurants Inc..
SAMPLE DOCUMENT
CONFIDENTIAL
Employee Handbook
15. Employee’s personal business is to be conducted during off duty hours.
16. Employees are required to attend all scheduled employee meetings. Disciplinary
action will be taken for any unexcused absences. Employees will be paid for
meetings attended.
17. No visitors are allowed in the kitchen or dish area at any time.
18. Purses, coats, and other personal items are to be placed only in designated
areas.
Cheeburger Cheeburger Restaurants, will not be responsible for loss of personal
items.
19. You must strictly adhere to all policies concerning the serving of alcoholic
beverages.
SAMPLE DOCUMENT
10
CONFIDENTIAL
Employee Handbook
♦ 2.14 Non-Dating Policy
Cheeburger Cheeburger Restaurants does not permit employees to date other employees
within the same supervisory chain of command.
SAMPLE DOCUMENT
♦ 2.18 Parking
Please park your car in designated areas only. Be sure to lock your car at all
times. The
company cannot be responsible for damage or theft of automobiles or personal
property
therein.
♦ 2.19 Telephones
Store telephones must be kept open for business at all times. Outgoing local
personal
calls may be made only with the permission of your manager. Long distance outgoing
calls and any incoming calls are not permitted at any time. In the event of an
emergency,
your manager will contact you immediately.
Cheeburger Cheeburger Restaurants - Answering the Telephone:
1. Answer the phone by the third ring.
2. Always use a warm, friendly voice. Answer by saying, “Thank you
for calling Cheeburger Cheeburger Restaurants, this is _______,
may I help you?”
3. Try to answer all specific questions or refer them to someone who
can.
4. Whenever someone calls for a manager, always ask, “Who is calling
please?”
5. Calls concerning employment should be referred to a manager.
Cheeburger Cheeburger Restaurants, Inc
11
CONFIDENTIAL
Employee Handbook
6. Phone calls for employees will be handled by taking a message. If
they insist to speak to the person, give the phone to the manager.
7. Be prepared to answer questions about our menu: Prices, features,
portions.
8. NEVER give out personal information about any employee over the
telephone (phone number, work schedule, etc.) - refer the call to the
manager.
9. REMEMBER: Answer the phone with a smile on your face! They can
hear it in your voice.
SAMPLE DOCUMENT
♦ 2.23 Theft
Theft, attempted theft, or misappropriation of company, employee, or guest property
will
not be tolerated. Violations will result in immediate termination and prosecution
to the
fullest extent of the law.
12
CONFIDENTIAL
Employee Handbook
excessive or repeated cash shortages or other errors, as well as, failure to follow
proper
procedures for handling checks/cash/credit cards.
SAMPLE DOCUMENT
♦ 3.2 Robbery
During the robbery:
• Remain calm.
• Continue to cooperate with the robber.
• Stay away from any windows.
• Avoid calling attention to the fact that the police have arrived if the
robber doesn’t know it.
• Use good judgment. Think long and carefully before you do
anything.
♦ 3.5 Disturbances
Disturbances Inside the Restaurant
In the event of a fight or other disturbance inside the restaurant, contact the
manager on
duty.
Cheeburger Cheeburger Restaurants, Inc
13
CONFIDENTIAL
Employee Handbook
Disturbances Outside the Restaurant
In the event of a fight or other disturbance outside the restaurant, DO NOT LEAVE
THE
RESTAURANT. Contact the manager on duty.
SAMPLE DOCUMENT
♦ 3.12 Evacuation
In case of extreme situation you should be prepared to evacuate the restaurant.
Become
familiar with the exits and crowd handling procedures to ensure a safe evacuation
and
orderly crowd control. An EVACUATION ANNOUNCEMENT will be read by your
manager. Some evacuation information will be posted near the “take-out” telephone
or in
the operations office.
4.0
14
CONFIDENTIAL
Employee Handbook
♦ 4.2 Blood-Borne Pathogen Exposure
SAMPLE DOCUMENT
CONFIDENTIAL
Employee Handbook
5.0
Employment Policies
SAMPLE DOCUMENT
Employees are a key asset to the profitability and success of a business. Strong
employment policies are needed to ensure the best individual is hired for the right
job.
The employment procedures begin the first day you walk into Cheeburger Cheeburger
Restaurants and continues throughout your employment.
♦ 5.2 Scheduling
Scheduling employees can be a challenge for any operation. You as an employee must
be
aware that the number of hours you are scheduled will depend upon the business
forecasted. Keep in mind the following possibilities:
• You may be sent home early if there is no business,
• You may have to stay if business necessitates it, and
• You may be called to come to work unexpectedly if it is warranted.
♦ 5.3 Training
It is Cheeburger Cheeburger Restaurants policy that all employees, no matter the
skill
level, go through the same training procedures. This allows the new employees to
become familiar with Cheeburger Cheeburger Restaurants way of doing things. While
going through the training you are encouraged to ask questions and repeat
procedures.
This will help to insure that you understand the procedures and that you are
learning the
correct way to perform tasks.
♦ 5.4 Morale
Employee morale and motivation are two of the hardest problems encountered in the
restaurant industry. Some people are always willing to take it upon themselves to
resolve
problems and find extra duties to perform while others just do what is necessary,
and may
even create problems. What makes these people different is attitude, but keep in
mind
that attitudes can be changed and molded.
When you come to work, leave your personal problems at the door. Remember, how you
react to the guests will have an impact on how they treat you and may possibly have
an
impact on your tips. Your attitude will also be taken into consideration for
promotions
and pay increases.
BE A PART OF THE SOLUTION - NOT THE PROBLEM.
Cheeburger Cheeburger Restaurants, Inc
16
CONFIDENTIAL
Employee Handbook
♦ 5.5 Employee Counseling and Discipline
SAMPLE DOCUMENT
It is important to remember that the purpose for discipline of any kind is to turn
incorrect
or negative behavior around to correct and positive behavior. Keep in mind that it
should
be approached in a positive manner rather than negative.
During counseling sessions be aware that management is giving you the opportunity
to
understand that a problem exists, what you need to do to come up to the standards
set,
how long you have to accomplish the improvement, and what will happen if you
continue
to fail to meet the standards.
♦ 5.7 Separation
1. In the event of pending termination the manager will discuss the situation with
the field supervisor to determine the most appropriate course of action.
2. In the event of continued poor performance, the following is possible:
a. Your manager will identify what needs to be corrected.
b. If you do not correct the problem, then a conference is arranged
between you and the manager.
Cheeburger Cheeburger Restaurants, Inc
17
CONFIDENTIAL
Employee Handbook
c. If you still do not meet expectations, you may be discharged.
d. The discharge is normally effective immediately.
SAMPLE DOCUMENT
18
CONFIDENTIAL
Employee Handbook
3. You may not remove any material from the file for any reason. You may place an
item in your file with permission from the manager.
4. Access to your file will not be given to anyone other than you, your manager,
and the
corporate office, or pursuant to a lawful subpoena.
Disputed Material in Personnel Files.
1. If you object to material in the file, write a request for its removal to the
corporate
office.
2. The corporate office will review the request with the appropriate manager and
decide
whether to remove the disputed material and will notify you.
3. If the decision is favorable to you, the material will be removed and destroyed
by the
manager.
Policy on Personnel File Information
It is the intent of Cheeburger Cheeburger Restaurants to help employees obtain
credit
ratings and other related benefits. It is not the management’s intent, however to
provide
personal information by mail, telephone or personal interview without the specific
authorization of the employee. The exceptions to this policy is that personnel
records
shall be available to properly authorized law enforcement officers.
Information will be released as follows:
1. Dates of employment.
2. The following information will be verified only if provided by the caller:
Job title and department
If the information provided by the caller is incorrect, it will be so stated and no
additional
information will be provided by our company. No other information shall be issued
unless the employee requests such information in writing.
All inquiries should be referred to the Human Resources Department at (941)
437-1611.
Right to Privacy at the Work Station
Each desk or work station shall be considered personal and private property.
If it is not yours, don’t use it or take it.
SAMPLE DOCUMENT
19
CONFIDENTIAL
Employee Handbook
You will be given a list of responsibilities and instruction for keeping your
manager
informed of your status. If your presence is not required in court each day, you
may be
requested to return to work.
SAMPLE DOCUMENT
You will be informed of the compensation plan while serving on jury duty for your
level
of employment by your manager. Said period of service on jury duty is considered a
leave of absence and is therefore subject to all rules, regulations and
qualifications
concerning a leave of absence.
20
CONFIDENTIAL
Employee Handbook
• YOU MUST SIGN A TIP REPORTING SHEET to be placed in your
Employee File that indicates you have declared all your tips and that
you understand the reporting process.
SAMPLE DOCUMENT
21
CONFIDENTIAL
Employee Handbook
Cheeburger Cheeburger Restaurants Policy Regarding Employee Behavior
SAMPLE DOCUMENT
Common sense and basic values are usually a reliable guide as to what is
unacceptable
behavior in a service industry. The following are examples of prohibited actions
that can
be expected to result in disciplinary actions up to and including discharge. This
list is
intended to be representative of the type of activities which may result in
disciplinary
action. The list is not intended to be comprehensive and does not alter the
‘employmentat-will relationship’ between the employee and Cheeburger Cheeburger
Restaurants.
Cheeburger Cheeburger Restaurants reserves the right to immediately discharge any
employee for reasons it believes to be appropriate with, or without cause, and
without
notice.
Depending upon the severity of the action discipline may result in a verbal
reprimand, a
written reprimand, suspension without pay, or discharge.
• Sexual harassment or any other form of harassment towards an
employee, customer, vendor or any other individual associated with
Cheeburger Cheeburger Restaurants.
• Theft or willful destruction of property belonging to an employee,
customer or the company.
• Gross acts of insubordination or refusal to do assigned work.
• Falsifying time records (“milking the clock”), falsifying reports or
falsifying employee records.
• Alcohol or drug use resulting in reporting in an impaired state, or
conviction of sale or possession of a controlled substance.
• Failing to report to work without following proper procedure.
• Intentional violation of safety rules or standards.
• Unauthorized use of company equipment.
• Sleeping while on duty.
• Walking off the job (job abandonment).
• Fighting or attempting bodily injury to others.
• Being discourteous to a customer, employee or manager - using
profane or obscene gestures or language.
• Violating any company rules, regulations or policies and procedures.
• Improper cash handling, drawer shortage or soliciting of tips.
• Being disloyal to Cheeburger Cheeburger Restaurants in actions or
conversation.
• Smoking, eating, drinking in prohibited areas.
• Unsatisfactory job performance.
• Failure to report accidents or incidents immediately.
CONFIDENTIAL
Employee Handbook
♦ 7.2 Conflict of Interest Policy
SAMPLE DOCUMENT
The restaurant respects the rights of employees to do as they wish with their time
outside
working hours. However, activities outside working hours must not interfere with
performance on the job. As a condition of employment, Cheeburger Cheeburger
Restaurants reserves the right to review any jobs held by employees outside working
hours. If these activities interfere with performance, in any way endanger
restaurant
interests or compete with restaurant business, Cheeburger Cheeburger Restaurants
reserves the right to ask that those outside activities be terminated. If the
employee
refuses and performance continues to be affected, disciplinary action up to and
including
discharge may occur.
23
CONFIDENTIAL
Employee Handbook
SAMPLE DOCUMENT
Q&A
Accident Reporting
Attendance
Attitude
Check Cashing
Conflict of Interest
Dress Code
Drugs & Alcoholism
EEOC
Evaluation
Fire
Hepatitis
Hours
House Rules
Interpersonal Conduct
Jury Duty
Leave
Manager Comps
Media
Open Door Policy
OSHA
Pay
Personnel Files
Rate Increases
Robbery
Sexual Harassment
Tips
Weather
Workers’ Comp
24
4.1
2.1
7.1
2.2
7.2
2.4
2.3
2.5
5.6
3.6
4.2
2.8
2.10
7.3
6.2
2.25
2.9
2.11
2.12
4.3
6.1
5.9
6.3
3.2
2.13
6.4
3.8
4.4
CONFIDENTIAL
Employee Handbook
Section V. Production
revised 1.1.07
Bacon Procedures
Bacon should be cooked while the grill is warming up in the morning. It can be
cooked
on a hot grill but it will burn if not watched carefully.
STEP 1:
Place the bacon on the grill being careful to lay each slice flat.
STEP 2:
STEP 3:
STEP 4:
When the meat looks thoroughly cooked and the bacon has
considerably reduced in size, it’s done.
STEP 5:
Remove the bacon from the grill with the tongs and care fully lay cooked
bacon flat in 1/3 sized stainless steel pan and place in food warmer.
6.
7.
8.
9.
10.
7.
8.
9.
10.
11.
12.
13.
14.
15.
SIDE SALAD
>
Order Lead Time- Must order by Friday 3pm CST for delivery the second Tuesday
following.
Orders can be changed through midday on Tuesday the following week.
Shelf Life- 21 days from Date of Pack
• Guarantee 14 days of shelf life upon delivery to SYSCO
• Must Provide Restaurant with no less than 4 days shelf life
Before moving product into the freezer because of shelf life concerns, please
notify Jeff Jablow at
jjablow@cheeburger.com with a cc: to Tony Agresta at agresta.tony@corp.sysco.com of
the freeze by
date & cases on hand so he can review for a final determination. Situations arise
where we may need to
ship with 3 days left so to avoid a substitution.
>
>
>
Product Storage Temperature- Product must be stored at SYSCO between
28- 38 degrees Fahrenheit.
Store Delivery Temperature- Product must be delivered to the store between
28 and 41 degrees Fahrenheit. The stores are trained to refuse product below and
above these
temperatures. There is a +- 1 degree tolerance. Temperature must be taken and
logged
immediately upon delivery by a representative from the store. Cheeburger Corporate
must
be notified immediately of any deviations. Cheeburger Corporate will notify the
OPCO
of these deviations.
>
>
• Sysco Companies must communicate any ground beef out of stocks prior
to the delivery day to Jeff Jablow for resolution.
© 2012 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc.
Chicken Pull-Thaw-Cook Procedures
Tyson Chicken breasts arrive to your store frozen, but should be stored in the
refrigerator.
Thawing product has only a 7 day shelf life, so it is important that you order
appropriately.
The thawing process takes 24 hours.
STEP 1:
STEP 2:
Keep 2 cases in the cooler at all times to allow time to thaw. It is important
to rotate product as you pull from the cooler, replace from the freezer.
STEP 3:
Open 1 case and place frozen breasts into a full metal hotel pan.
STEP 4:
STEP 5:
STEP 6:
STEP 7:
When preparing to cook, use a tong or freshly gloved hands and drop
the Tyson chicken breast onto the grill with an oz of liquid shortening.
STEP 8:
STEP 9:
Flip the Tyson chicken only once and remove from grill when
chicken reaches 165 degrees for 15 seconds.
CURING POTATOES
As potatoes cure in our buckets they get softer and begin
to get somewhat mushy on the sides. The straight edges
that the cutting grate makes on the potatoes begin to
soften also. A properly cured potato will bend almost in
half before breaking. An under cured potato will still be
firm with straight sharp edges. It will snap when you try to
bend it. An over cured potato will be too mushy and will
almost disintegrate in your hand when you bend it. There is
a very small window of opportunity to use properly cured
potatoes, about 24 - 48 hours, before they become over
cured. The best way to ensure a steady supply of properly
cured potatoes is to purchase and keep a large stockpile (1
weeks worth of boxes) of
potatoes on hand. Stack them in a warm dry section of the
kitchen. The potatoes will slowly start to cure in the boxes.
COOKING PROCEDURES
1: Fill fry basket with 32 oz of cured potatoes
2: Peanut Oil should be at 350 degrees
3. Drain potatoes thoroughly before blanching
4: Blanch fries for 2-3 minutes and remove from fryer
5: Allow blanched fries to drain and hold at room temp
6: Fry’s should be cooked again for approximately 5 minutes
and/or until crispy, floating in the oil, bubbles in the oil have
subsided.
7: Dump fries and portion into baskets
8: Serve immediately
COOKED PORTIONS
SMALL FRY
MEDIUM FRY
LARGE FRY
8 OZ
14 OZ
26 OZ
PRESENTATION:
PRESENTATION:
Place Pickles in medium black basket on one piece of
Cheeburger wax paper. Server will place dipping sauce of
guest’s choice in basket.
COMBO BASKET:
If requested, we can create a BOB basket consisting of 3.25 oz pre-cooked of
pickles and 3 oz pre-cooked of mushrooms.
Prepare as directed and serve with choice of one dipping sauce.
THE PICKLE AND MUSHROOM BATTER MUST BE KEPT IN A SEPARATE CHILLER PAN
FROM THE ONION RING BATTER!
SUGGESTED RETAIL PRICE: 5.99
FRIED PICKLES:
1. 6.5 ounces of Pickles
2. Dipping Sauce with cup
3. Wax Paper
4. Drakes Batter
Total Cost
FRIED MUSHROOMS:
$0.29
$0.40
$0.02
$0.07
$0.78
1.
2.
3.
4.
$0.60
$0.40
$0.02
$0.07
$1.09
Hot Dog Procedures
10” HOT DOG PREPARATION
Slice Hot Dog down center from end to end approximately half way deep
Flatten Hot Dog
Hot Dog can be either grilled on flat top place open side down with weight on top
Or
Cooked in Peanut Oil for 3 minutes
Butter and Toast Hoagie Roll in Prince Castle Toaster
2 slices of Cheese are placed on bun and hot dog is placed on top
Cheese Sauce, if requested, is served on top after all other toppings have been
placed
on top of hot dog
Add other toppings as requested
Stab Olive in Center of Hot Dog
Smuckers Plate Scapers Fudge and Caramel may be warmed throughout the day in a
warm water bath. Using a 1/6 clear lexan pan, fill half way with hot tap water.
Float the
squeeze bottles in the water, changing the water every 2 hours to maintain the
warmth.
Whipped Topping is only to be used on Desserts. It is not to be used as a garnish
for milkshakes. Servers should not offer this option to guests.
FLOAT
Add 1 oz of Soda to Shake Tin
Add 2 small scoops of ice cream
Add additional Soda to fill Tin
Hang a small scoop of ice cream off side of Tin
Serve with 2 straws and spoon and a 14 oz to go cup with additional soda, no ice
EGG CREAM
Add 1 oz of Milk to Parfait Glass
Add 1 oz of Flavored Syrup to Parfait Glass
Stir vigorously to froth milk and syrup
Add Club Soda to fill glass
Serve with 2 straws
JR. CLASSIC
3.5 oz raw product (7 oz meatball torn in half) with cheese selection (cut in half
and criss/
crossed on burger) served on a white hamburger bun. Burger MUST BE COOKED well
done.
PBJ
One slice of Round Bread cut in half and then covered with Jif Peanut Butter and
Smuckers Grape Jelly. Cut in half again.
THE WEDGE
5 fried Mac/Cheese wedges.
MINI HOT DOGS
2 mini dogs in mini buns with ¼ piece of cheese.
GRILLED CHICKEN SANDWICH
3 oz raw product (Full Breast cut in half)
FRIED CHICKEN TENDER SANDWICH
2 fried chicken tenders served on a white hamburger bun with a choice
of cheese and toppings.
CHICKEN TENDERS
3 chicken tenders.
CHEESER CHEESER
One Slice of Round White Bread, Toasted on Grill with 2 slices of Cheese Cut in
Half
and then in Half again.
Vanilla Ice Cream with pumpkin, nutmeg, cinnamon and graham cracker
Vanilla Ice Cream with raspberry
Vanilla Ice Cream with raspberry and cheesecake and graham crackers
Chocolate Ice Cream with peanut butter cup
Vanilla Ice Cream with Reeses Pieces
Vanilla Ice Cream with root beer (no milk)
Vanilla Ice Cream with rum
Vanilla Ice Cream with graham cracker, marshmallow and chocolate
Vanilla Ice Cream with snickers
Vanilla Ice Cream with snickers, cheesecake and graham cracker
Vanilla Ice Cream with spicy berry
Strawberry Ice Cream
Strawberry Ice Cream with banana
Strawberry Ice Cream with cheesecake and graham cracker
Strawberry Ice Cream with orange
Vanilla Ice Cream with swiss chocolate
Vanilla Ice Cream with swiss chocolate and espresso
Vanilla Ice Cream with three musketeers
Vanilla Ice Cream with espresso and caramel
Vanilla Ice Cream
Vanilla Ice Cream with white chocolate syrup and raspberry
4
3
3
7
6
5
2
2
2
STEP 6:
When the storage container is full according
to these requirements, cover the container
with plastic film wrap and a Camwear full size
pan cover. Place the covered container in the
cooler on the shelf designated
ONLY for ground beef.
DO NOT ALLOW THE GROUND BEEF TO SIT
OUT! IT MUST BE REFRIGERATED ASAP!
BEEF SHOULD BE RECEIVED AT
32 TO 41 DEGREES. GROUND BEEF
RECEIVED AT A WARMER TEMPERATURE
SHOULD NOT BE ACCEPTED.
Pour about 4oz of liquid margarine on the grill. Empty the mushrooms
(about ½ case) to be sautéed on the margarine.
STEP 2:
STEP 3:
Using 2 spatulas, slowly toss and mix the mushrooms and margarine
on the grill while they cook.
STEP 4:
Continue tossing and mixing the mushrooms until they begin to soften.
Do not allow them to sit on the grill unattended. They will easily burn.
STEP 5:
When they have softened, and slightly browned pick them up with both
spatulas and place them in a stainless steel holding pan.
STEP 6:
Place the holding pan in the food warmer and scrape the grill clean.
STEP 7:
SAY NO!
© 2012 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc.
Onion Ring Batter Mix Procedures
To insure the proper consistency, the following procedures should be implemented.
We use Drakes Batter Mix.
The ratio of batter to water is one bag of mix to approximately 6 quarts of cold
water.
The consistency should be that of a smooth, thin pancake batter. There should be no
lumps.
To test the consistency, dip an onion ring into the batter. The perfect mix will
cling lightly to
the onion without clumping. If the mix does not cling, add more batter to the mix.
If the mix
clumps, add more water to the mix.
Using a clean, food approved container such as a pickle bucket, mix the batter with
the cold
water. On average, this will provide enough batter mix to handle an entire day’s
business.
Half the batter mix is poured into a full size chiller pan. These pans are kept
cold in the freezer
overnight and will keep the product chilled properly for about 6 hours. The pan
should be
replaced with the backup pan from the freezer prior to the dinner shift. The
remaining batter
mix should be covered tightly, labeled and stored immediately in the cooler. A
drain rack
should be placed over a second half pan placed next to the first pan in the ice
bath.
Onions should be dry before placing into the batter mix. They should be removed
from
the cooler approximately 30 minutes prior to opening and allowed to temp up
uncovered.
Rotate the onions throughout the day to insure that they remain crisp.
To properly batter the onions, dip a handful into the batter mix and then, using a
gloved hand,
remove them and place them on the drain rack to allow excess batter to drip off.
The rings
should then immediately be placed into the hot oil (350 degrees) separately so as
not to allow
them to stick together.
Cook for approximately 2 minutes or until the rings float free. Drain the cooked
rings in a fryer
basket to remove excess oil and serve immediately.
WHAT IS IT?
So what is that under the Ice Cream, under the chocolate syrup and under the
caramel syrup?
At the bottom of this savory delight lies the foundation of our tremendous dessert.
So what is
it? Is it a cookie? Is it pie? Well, it’s both! We start with Kraft’s OREO Wafer.
OREO is recognized
around the world as the leader in the dessert category and what a great start it
is. Here is
what puts it over the top. Mike’s Pies is a dessert company out of Tampa that holds
13 National
Championships in the “Super” Gourmet Pie Category. Mike has packed his Peanut
Butter
Mousse and Chocolate Mousse between two Oreo wafers to create a dessert that would
stand
alone as an awesome dessert. Add the ice cream, chocolate & caramel syrup and you
are in for
a treat.
THE PACKAGING:
The OREO Mousse Mountains are packed 48 per case. They are packaged in a plastic
bag to
insure freshness. They are packed in three layers. The bottom two layers have 13
OMM and the
top layer has 9. On two corners of the box you will see a date. That is the “BEST
BUY” date. That
date doesn’t mean they will go bad, it just means the pies are starting to lose
their high quality.
STORAGE & HANDLING:
Keep the OREO Mousse Mountains in the freezer! Don’t “slack out” more product than
you
need. Because we don’t use additives we do give up some storage life in the
refrigerator so if
you do pull out more than you need for a 24 hour period put it back in the freezer
at the end of
the day. Back in the freezer? That’s right back in the freezer. Because of the fact
that we do not
add additives to the OREO Mousse Mountain they can go back into the freezer and not
affect
the flavor. The in & out of freezer process can be done numerous times so don’t
worry. By
doing this it will cut down on waste and will keep the OREO Mousse Mountains at its
highest
level of quality longer. But if it happens several times that means you are pulling
out too many,
so pull wisely. If left in the refrigerator for more than three days straight it
will affect the quality
of the OREO wafer. The wafer will become softer. So, what we give up in shelf life…
we more
than make up for in flavor and quality!!
STEP 2:
Thoroughly wash the caps by holding them under cold running water,
making sure all dirt and blemishes are washed away.
STEP 3:
Cut off the stems nearest to the cap as possible. Set aside the stems for use with
the sautéed mushrooms. The stems must be trimmed and washed
before they are sautéed.
STEP 4:
Fill a full sized pan with portobello mushrooms placing the top sided down.
Only add as many mushrooms to the pan as you will use in 1 day.
STEP 5:
STEP 6:
NOTE: IF TOO MUCH MARINADE IS ADDED, OR THE MUSHROOMS SIT IN THE MARINADE
TOO LONG THEY BECOME MUSHY AND UNUSABLE.
COOKED PORTIONS
SMALL RING
MEDIUM RING
LARGE RING
5.5 OZ
8 OZ
20 OZ
STEP 4:
Wrap the sandwich onions in plastic wrap and store in the
proper refrigerated area. Set aside the container of onion
slices for onion rings. Thoroughly wipe down and disinfect
the slicer. Remember to be careful when cleaning the slicer.
THE BLADE IS SHARP! Always set the blade at “0” when
cleaning the slicer.
© 2012 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc.
Proper Temping
of Received Products
BEEF
When receiving beef, it’s important to have the driver remove one case from the
truck.
Without damaging the box, use your biotherm and place it between the top flaps of
the
box or through the hand holds on the side. Be careful not to puncture the product
inside.
Temperature should be between 28 and 43 degrees. If the temperature is outside of
this range,
you must immediately call Jeffrey Jablow (239-628-5882). Jeffrey will discuss the
next steps
with you at that time. Do not let the driver leave or you will be responsible for
the product
you have accepted. Also note the condition of the packaging to insure there are no
leaks or
damage to the box. Product should have a minimum of 4 days shelf life
(note the freeze by date on the case)
PRODUCE
Produce should be received at temperatures between 41 and 45 degrees. Use your
biotherm
to temp the interior of the box without compromising the packaging or the product.
Check
use by dates on packaging and check for damaged packaging.
FROZEN PRODUCT
Frozen product should be received at 0 degrees or below. Check to insure the
packaging has
not been damaged and that there are no leaks. Use your biotherm to temp the
interior of the
box without compromising the packaging of the product.
Heinz Ketchup
Bottle – label front
Cheeburger
Seasoning bottle
(available from
Global Supply)
Wire Mesh Basket 6x6 & Chrome
Paper Towel holder
(available from Gene Rees)
kitchen
Basket should be placed a the end of the table or in the center of a square four
top. Paper towel holder
shouldshould
be to be
theplaced
right ofa the
basket.
Alltable
condiment
be checked
cleaned
each shift
and
Basket
the end
of the
or in thebottles
centershould
of a square
four top.and
Paper
towel holder
should
be no less
than _ fullbottles
and clean
at all
Condiment
baskets
must
bepaper
checked
for
bepaper
to thetowels
right ofmust
the basket.
All condiment
should
betimes.
checked
and cleaned
each shift
and
towels
trash
and
spills
and
cleaned
in
the
dish
machine
a
minimum
of
twice
per
week.
Server
should
approach
must be no less than _ full and clean at all times. Condiment baskets must be
checked for trash and spills andthe
table
at the opposite
end
the per
basket
or Server
with their
backapproach
facing the
cleaned in the dish
machine
a minimum
ofof
twice
week.
should
thekitchen.
table at the opposite
Copyright
2006 Cheeburger
Cheeburger
Restaurants,
Inc.
Fort Myers,
FL 33908
end of the basket or with their back facing the kitchen.
STEP 2:
STEP 3:
STEP 4:
Place a tomato in the slicer and begin slicing it. Use the slicer with caution.
Always play close attention to your work. The slicer is very dangerous
and can cut severely!
STEP 5:
Neatly pile the tomato slices and place them in a storage container.
STEP 6:
Repeat steps 4 and 5 until all the tomatoes have been sliced and
placed in the storage container.
STEP 7:
Tightly cover the storage container with plastic wrap and refrigerate.
STEP 8:
Place tortilla shell on clean area of flattop for 30 sec and flip for 30 seconds.
Remove with tongs and place on makeup table counter.
STEP 2:
STEP 3:
STEP 4:
Rest the protein in the center, of the toppings, placing 2 slices towards
the bottom of the tortilla and 2 towards the top.
STEP 5:
Fold the bottom of the tortilla upwards about 2 inches and then do the same
at the top. Fold the left side over, followed by the right side.
STEP 6:
Cut the wrap on an angle and then lay one half in the center of the basket with
the second half resting on top diagonally – place in center of wax lined basket.
Slide a frilled toothpick with olive through each of the 2 halves. Signature Sauce
is served in a soufflé cup on the side.
4.
3.
5.
1.
Do not use coffee pot hot water to clean the drip tray!
© 2012 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc.
PROPER SIDE PORTIONS
All Weights Indicated are COOKED WEIGHTS
SMALL FRY 8 oz
MEDIUM FRY 14 oz
MEDIUM RING 8 oz
LARGE FRY 26 oz
LARGE RING 20 oz
PROPER SIDE PORTIONS
All Weights Indicated are COOKED WEIGHTS
TWO 10 OZ MEATBALLS
TWO 7 OZ MEATBALLS
ONE 10 OZ MEATBALL
ONE 7 OZ MEATBALL
CLASSIC
SEMI SERIOUS
SERIOUS
DELIRIOUS
POUNDER
KID BURGER
CLASSIC - 1 SLICE
SEMI SERIOUS - 1 SLICE
SERIOUS - 2 SLICES
DELIRIOUS - 3 SLICES
POUNDER - 4 SLICES
Cheese Requirements
© 2012 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc.
EVERYTHING ENTERING
THE COOLER MUST BE DATED,
LABELED & ROTATED
© 2012 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc.
Always keep extra nozzles on hand. You can order extra nozzles
by calling 1-800-521-2873
When moving the dispenser do not pull forward from the top. Slide
forward by pulling from the bottom back of the dispenser until the
suction cups release from the counter. Pulling from the top will crack
the base of the dispenser.
When two bags of cheese sauce are in the dispenser ALWAYS PLACE
THE WEIGHT ON TOP OF THE SECOND BAG. NEVER PLACE THE
WEIGHT BETWEEN THE TWO BAGS. Placing the weight between the
two bags will lead to slow evacuation of the cheese as well as product
waste.
HANDWASHING SINK
2 slice
2 oz
2 oz
Bacon
Sauteed Onions
Sauteed
Mushrooms
2 slice
2 oz
2 oz
1 oz
1 slice
1 slice
4 slice
1 oz
2
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
SEMI
2 slice
3 oz
3 oz
2 oz
2 slice
1 slice
6 slice
1 oz
2
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
SERIOUS
2 slice
4 oz
4 oz
3 oz
3 slice
2 slice
8 slice
2 oz
2
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
DELIRIOUS
2 slice
6 oz
6 oz
4 oz
4 slice
2 slice
10 slice
2 oz
2
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
POUNDER
1 oz
1 slice
1 slice
4 slice
1 oz
2
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
Lettuce
Tomato
Onion
Pickle
Mayo
2 Onion Rings
Guacamole
Relish
Salsa
Roasted Pepper
Jalapeno
Banana Pepper
Black Olives
Garlic
Grey Poupon
Ranch
Horseradish
BBQ
A1
Heinz 57
Honey Mustard
Artichoke Hearts
SunDried
Tomatoes
CLASSIC
SHAKE SPECIFICATIONS
Cheeburger Cheeburger
EXPRESS
PROCEDURES
Place the bacon on the grill being careful to lay each slice flat.
STEP 2:
STEP 3:
STEP 4:
When the meat looks thoroughly cooked and the bacon has
considerably reduced in size, it’s done.
STEP 5:
Remove the bacon from the grill with the tongs and carefully lay
cooked bacon flat in plastic pans to be held in the holding unit.
Bacon can hold at 140 degrees for up to 4 hours and then must be discarded.
BREAKFAST WRAP
(served wrapped)
Warm tortilla shell on grill for approximately 30 seconds
Prepare egg as indicated under Scrambled Egg but DO NOT break up egg, simply
use the spatula to fold over itself until fully cooked.
During the cooking process, add any toppings if requested
Remove from grill and place on tortilla shell with cheese selection
Roll (do not cut) and Wrap and stab with olive
The burger press is used to insure consistency in the cooking process of our
burgers when
using the clam shell. To use the press properly, simply place the meatball
on the grill and use the press to lightly form the meatball into a patty.
Continue to press until the press touches the grill and rests flat.
Do not press on an angle – push down from the top gently.
Give a gentle turn and lift the press away from the burger.
The press must be washed every two hours to maintain our food safety guidelines.
When not in use, the press should be stored underneath the flattop
and not on top of the hot surface.
STEP 2:
Keep 2 cases in the cooler at all times to allow time to thaw. It is important
to rotate product as you pull from the cooler, replace from the freezer.
STEP 3:
Open 1 case and place frozen breasts into a full metal hotel pan.
STEP 4:
STEP 5:
STEP 6:
STEP 7:
When preparing to cook, use a tong or freshly gloved hands and drop
the Tyson chicken breast onto the grill with an oz of liquid shortening.
STEP 8:
STEP 9:
Flip the Tyson chicken only once and remove from grill when
chicken reaches 165 degrees for 15 seconds.
ROWS
COLUMNS
LAYERS
4
3
3
7
6
5
2
2
2
STEP 6:
When the storage container is full according
to these requirements, cover the container
with plastic film wrap and a Camwear full size
pan cover. Place the covered container in the
cooler on the shelf designated
ONLY for ground beef.
DO NOT ALLOW THE GROUND BEEF TO SIT
OUT! IT MUST BE REFRIGERATED ASAP!
BEEF SHOULD BE RECEIVED AT
32 TO 41 DEGREES. GROUND BEEF
RECEIVED AT A WARMER TEMPERATURE
SHOULD NOT BE ACCEPTED.
Pour about 4oz of liquid margarine on the grill. Empty the mushrooms
(about ½ case) to be sautéed on the margarine.
STEP 2:
STEP 3:
Using 2 spatulas, slowly toss and mix the mushrooms and margarine
on the grill while they cook.
STEP 4:
Continue tossing and mixing the mushrooms until they begin to soften.
Do not allow them to sit on the grill unattended. They will easily burn.
STEP 5:
When they have softened, and slightly browned pick them up with both
spatulas and place them in a stainless steel holding pan.
STEP 6:
Place the holding pan in the food warmer and scrape the grill clean.
STEP 7:
WHAT IS IT?
So what is that under the Ice Cream, under the chocolate syrup and under the
caramel syrup? At the
bottom of this savory delight lies the foundation of our tremendous dessert. So
what is it? Is it a cookie?
Is it pie? Well, it’s both! We start with Kraft’s OREO Wafer. OREO is recognized
around the world as the
leader in the dessert category and what a great start it is. Here is what puts it
over the top. Mike’s Pies
is a dessert company out of Tampa that holds 13 National Championships in the
“Super” Gourmet Pie
Category. Mike has packed his Peanut Butter Mousse and Chocolate Mousse between two
Oreo wafers
to create a dessert that would stand alone as an awesome dessert. Add the ice
cream, chocolate &
caramel syrup and you are in for a treat.
THE PACKAGING:
The OREO Mousse Mountains are packed 48 per case. They are packaged in a plastic
bag to insure
freshness. They are packed in three layers. The bottom two layers have 13 OMM and
the top layer has 9.
On two corners of the box you will see a date. That is the “BEST BUY” date. That
date doesn’t mean they
will go bad, it just means the pies are starting to lose their high quality.
STORAGE & HANDLING:
Keep the OREO Mousse Mountains in the freezer! Don’t “slack out” more product than
you need.
Because we don’t use additives we do give up some storage life in the refrigerator
so if you do pull out
more than you need for a 24 hour period put it back in the freezer at the end of
the day. Back in the
freezer? That’s right back in the freezer. Because of the fact that we do not add
additives to the OREO
Mousse Mountain they can go back into the freezer and not affect the flavor. The in
& out of freezer
process can be done numerous times so don’t worry. By doing this it will cut down
on waste and will
keep the OREO Mousse Mountains at its highest level of quality longer. But if it
happens several times
that means you are pulling out too many, so pull wisely. If left in the
refrigerator for more than three
days straight it will affect the quality of the OREO wafer. The wafer will become
softer. So, what we give
up in shelf life…we more than make up for in flavor and quality!!
PRESENTATION:
Served in a small to go container. Place the Oreo Mousse Mountain wafer in the
center of the
container, add 1 scoop of vanilla ice cream on the side and sprinkle oreo crumbles
on top of both.
Cover with 2 oz caramel syrup and 2 oz chocolate syrup and close lid to serve.
CURING POTATOES
As potatoes cure in our buckets they get softer and begin
to get somewhat mushy on the sides. The straight edges
that the cutting grate makes on the potatoes begin to
soften also. A properly cured potato will bend almost in
half before breaking. An under cured potato will still be
firm with straight sharp edges. It will snap when you try to
bend it. An over cured potato will be too mushy and will
almost disintegrate in your hand when you bend it. There is
a very small window of opportunity to use properly cured
potatoes, about 24 - 48 hours, before they become over
cured. The best way to ensure a steady supply of properly
cured potatoes is to purchase and keep a large stockpile (1
weeks worth of boxes) of
potatoes on hand. Stack them in a warm dry section of the
kitchen. The potatoes will slowly start to cure in the boxes.
COOKING PROCEDURES
1: Fill fry basket with 32 oz of cured potatoes
2: Peanut Oil should be at 350 degrees
3. Drain potatoes thoroughly before blanching
4: Blanch fries for 2-3 minutes and remove from fryer
5: Allow blanched fries to drain and hold at room temp
6: Fry’s should be cooked again for approximately 5 minutes
and/or until crispy, floating in the oil, bubbles in the oil have
subsided.
7: Dump fries and portion into baskets
8: Serve immediately
COOKED PORTIONS
SMALL FRY
MEDIUM FRY
LARGE FRY
8 OZ
14 OZ
26 OZ
STEP 8:
After 2 hours, PULL, NOT PUSH, the bucket into the walk-in
cooler. Place the bucket in its proper rotation place.
STEP 9:
Potato rotation is very important and must be monitored by
the manager at all times. THERE ARE NO EXCEPTIONS!
© 2012 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc.
Prince Castle Product Holding Bin
INSTRUCTIONS FOR PROGRAMMING AND USE
PROGRAMMING TEMPERATURES
1.
2.
3.
4.
5.
6.
Turn power on
On the Temperature Display panel to the right, press the UP or DOWN Arrow until
the desired shelf is selected.
Press and Hold the SETPOINT button and the PRINCE CASTLE LOGO button for 5 seconds.
The Program LED will light
Press the Up or Down Arrow until 160 is displayed
Press the PRINCE CASTLE LOGO button again to save the temperature
Repeat this process for both shelves
1.
2.
3.
4.
5.
6.
7.
Press and Hold the PRINCE CASTLE LOGO and the MENU/ENTER button at the same time.
Use the UP or DOWN Arrow to scroll to PROD NAME ENTR
Press and Release the MENU/ENTER button to enter EDIT PRODUCT MENU
Use the UP or DOWN Arrow to scroll through the product list and press MENU/ENTER to
select
the product to edit. (You will not use any existing names so you can select any
name you desire)
The first letter should be flashing. Use the UP or DOWN Arrow to scroll to the
desired letter
and then press PAN button to move to the next letter. Repeat for all letters.
1.
2.
3.
4.
5.
6.
7.
8.
Press and Hold the PRINCE CASTLE LOGO and the MENU/ENTER button at the same time.
Use the UP or DOWN Arrow to scroll to PROD TIME ENTR
Press and Release the MENU/ENTER button to enter EDIT PRODUCT TIME MENU
Use the UP or DOWN Arrow to scroll through the list of products.
When the desired product is displayed, press MENU/ENTER to select it.
All products will have the same hold time.
The current hold time is now displayed. Use the UP or DOWN Arrow to scroll to the
desired hold time. The time should be :20. Press the MENU/ENTER button to save the
time.
The display will now show the current COOK MORE TIME. This is a feature we will not
be using.
Set the time to :00 and then save using the MENU/ENTER button.
Repeat both procedures for all products.
Press and release the PRINCE CASTLE LOGO when done.
1.
2.
3.
4.
5.
Turn power on
Allow 30 minutes for unit to properly warm to temperature
Cook burgers to 150 degrees, chicken breast to 165 degrees and turkey burger
to 165 degrees before placing into holding unit.
Load product into the drawer (no liquid) and press PAN button
Timer will count down. When LED flashes RED, the product MUST BE DISCARDED.
PORTIONS
SMALL RING
5.5 OZ
SERVED IN LARGE FRY SCOOP
STEP 2:
Place 4 oz. of liquid margarine on the grill. Empty the onions, (about 1 gal.),
to be sautéed on the margarine.
STEP 3:
STEP 4:
Using 2 spatulas, slowly toss and mix the onions and margarine on the grill
while they cook.
STEP 5:
Continue tossing and mixing the onions until they begin to soften.
Do not allow them to sit on the grill unattended. They will easily burn.
STEP 6:
When the onions have softened and begun to slightly brown, pick them up with
both spatulas and place them in a holding pan.
STEP 7:
Place the holding pan in the warmer and scrape the grill clean.
STEP 8:
Sautéed onions must be held over 141°F to comply with HACCP standards
NOTE: IT IS VERY IMPORTANT NOT TO OVERCOOK THE ONIONS ON THE GRILL, AS THEY
WILL CONTINUE TO COOK IN THE FOOD WARMER. ONIONS ARE TO BE DISCARDED
NIGHTLY. NEVER REFRIGERATED OR REHEATED FOR THE NEXT DAY.
STEP 2:
STEP 3:
STEP 4:
Place a tomato in the slicer and begin slicing it. Use the slicer with caution.
Always play close attention to your work.
THE SLICER IS VERY DANGEROUS AND CAN CUT SEVERELY!
STEP 5:
Neatly pile the tomato slices and place them in a storage container.
STEP 6:
Repeat steps 4 and 5 until all the tomatoes have been sliced and
placed in the storage container.
STEP 7:
Tightly cover the storage container with plastic wrap and refrigerate.
STEP 8:
Place tortilla shell on clean area of flattop for 30 sec and flip for 30 seconds.
Remove with tongs and place on makeup table counter.
STEP 2:
STEP 3:
STEP 4:
Rest the protein in the center, of the toppings, placing 2 slices towards
the bottom of the tortilla and 2 towards the top.
STEP 5:
Fold the bottom of the tortilla upwards about 2 inches and then do the same
at the top. Fold the left side over, followed by the right side.
STEP 6:
Roll the wrap in the wax paper, uncut and stab with an olive in the center.
4.
3.
5.
1.
Do not use coffee pot hot water to clean the drip tray!
© 2012 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc.
Pepsi Fountain Cleaning
PRODUCE
Produce should be received at temperatures between 41 and 45 degrees. Use your
biotherm
to temp the interior of the box without compromising the packaging or the product.
Check
use by dates on packaging and check for damaged packaging.
FROZEN PRODUCT
Frozen product should be received at 0 degrees or below. Check to insure the
packaging has
not been damaged and that there are no leaks. Use your biotherm to temp the
interior of the
box without compromising the packaging of the product.
Peanut Oil
ONE 10 OZ MEATBALL
ONE 7 OZ MEATBALL
CLASSIC
SEMI SERIOUS
SERIOUS
CLASSIC - 1 SLICE
SEMI SERIOUS - 1 SLICE
SERIOUS - 2 SLICES
CHICKEN SANDWICH - 2 SLICES
VEGGIE BURGER - 2 SLICES
TURKEY BURGER – 2 SLICES
KID BURGER - 1 SLICE FOLDED IN HALF AND CROSSED
Cheese Requirements
© 2012 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc.
EVERYTHING ENTERING
THE COOLER MUST BE DATED,
LABELED & ROTATED
Clean values regularly to prevent sticking.
Always keep extra nozzles on hand. You can order extra nozzles
by calling 1-800-521-2873
When moving the dispenser do not pull forward from the top. Slide
forward by pulling from the bottom back of the dispenser until the
suction cups release from the counter. Pulling from the top will crack
the base of the dispenser.
When two bags of cheese sauce are in the dispenser ALWAYS PLACE
THE WEIGHT ON TOP OF THE SECOND BAG. NEVER PLACE THE
WEIGHT BETWEEN THE TWO BAGS. Placing the weight between the
two bags will lead to slow evacuation of the cheese as well as product
waste.
Bacon
Sauteed Onions
Sauteed Mushrooms
2 slice
2 oz
2 oz
1 oz
1 slice
1 slice
4 slice
1 oz
2
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
SEMI
1 oz
1 slice
1 slice
4 slice
1 oz
2
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
Lettuce
Tomato
Onion
Pickle
Mayo
2 Onion Rings
Salsa
Roasted Pepper
Jalapeno
Banana Pepper
Black Olives
Horseradish
BBQ
Honey Mustard
SunDried Tomatoes
CLASSIC
2 slice
3 oz
3 oz
2 oz
2 slice
1 slice
6 slice
1 oz
2
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
SERIOUS
When you signed your franchise agreement you agreed to provide Cheeburger
Cheeburger with a report of your weekly sales and remit Royalty and
Advertising Fees based on your adjusted gross sales.
This report and the Royalty and Advertising fees must be submitted on a
weekly basis. We must receive this form by THURSDAY for the previous week
PROCEDURE:
1. Fill in the week ending date. Your week begins on a Monday and ends on
Sunday.
2. Fill in your Store Location (Town) and address
3. Fill in your ADJUSTED GROSS SALES. This figure is your total sales less
sales tax.
•
Cheeburger Cheeburger
15951 McGregor Blvd.
Fort Myers, Florida 33908-2568
© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: WEEKLY SALES REPORT 1
th
— October 11 , 2004
Royalty @ 4.5%__$990.00__
COMMENTS: ___________________________________________________
_______________________________________________________________
_______________________________________________________________
____________________________________
SIGNATURE
OFFICE USE ONLY:
Received By: _____________________________________ Date: __________
Check No.: ____________ Amount: ________________ Deposit Date: ___________
MAIL TO:
CHEEBURGER CHEEBURGER
1#595 .HOO\#5RDG#####
Fort Myers, Florida 33908-2568
© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: WEEKLY SALES REPORT 2
COST OF SALES - The cost of the products sold and the labor
needed to sell these products.
PRE-TAX CASH FLOW - is the profit (or loss) generated after fixed
and variable expenses have been deducted from Sales (revenue).
© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: INCOME STATEMENT 1
CASH FLOW - is the profit (or loss) generated after taxes and debt
service have been deducted from Pre-Tax Cash Flow.
PROFIT (LOSS) - is the profit (or loss) your restaurant generated after
depreciation has been added back to cash flow.
GETTING STARTED
In order to produce an Income Statement, you will need:
1.
2.
3.
4.
5.
6.
© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: INCOME STATEMENT 2
Rent - This amount will be adjusted on the last income statement if you
exceed your break point and are required to pay percentage rent.
Debt Service - The amount you will pay monthly for funds borrowed to
pay for your Cheeburger Cheeburger.
© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: INCOME STATEMENT 3
Copyright 2006 Cheeburger Cheeburger Cheeburger Restaurants, Inc. Fort Myers, FL
You will need to determine the monthly amount if these expenses are expressed
as a yearly amount.
Example: Your yearly rent is $48,000.00 per year. Your monthly
charge to your Income Statement will be $4.000.00.
$48,000.00 Divided By 12 Months = $4000.00/Month
Variable Expenses (Fixed Percent) - These are the fees that you are obligated
to pay to Cheeburger Cheeburger as a percent of sales. They have been
determined by your franchise agreement. These expenses are:
•
•
Franchise Royalty
A&D Fund Fee
A cash accounting for food costs - Total the dollar purchases, during
the month, of food product in the food cost folders.
An accrued accounting for food costs - Total cost of food product
actually used on all inventories completed during the month.
Some folders will be empty because there was no activity for that
particular category. Enter all of these totals on the monthly Income
Statement.
3. Enter your pre-determined expenses on the Monthly Income
statement..
© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: INCOME STATEMENT 4
6. Now that you have completed the Dollar section of the Income
Statement, you will want to know the Percent of Total Sales for
certain key expenses. These expenses include:
Food and Drink
Beer and Wine
Total Food Cost
Total Payroll
Advertising: Local
Total Rent
Credit Card Charges
Supplies; Paper
Total Utilities
Total Operating Exp.
Pre-Tax Cash Flow Cash Flow
Profit
If you have a computer, the disk that you have been supplied, contains three
types of Income Statements which can be accessed through Microsoft Excel.
© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: INCOME STATEMENT 5
Copyright 2006 Cheeburger Cheeburger Cheeburger Restaurants, Inc. Fort Myers, FL
•
© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: INCOME STATEMENT 6
ACCOUNT TYPE
DESCRIPTION
SALES
101
102
103
104
201
202
203
501
SOUVENIRS
PAYROLL TAX
206
TOTAL PAYROLL
402
ADVERTISING: LOCAL
301
404
AUTO EXPENSE
405
BANK CHARGES
406
CASH SHORT/OVER
407
CLEANING PRODUCTS
408
409
DELIVERY EXPENSE
410
DEPRECIATION
ACCOUNT TYPE
411
DONATIONS
412
413
EQUIPMENT LEASE
414
LINEN SERVICE
415
INSURANCE
416
LICENCES/PERMITS
417
MAINTENANCE CONTRACTS
418
MISCELLANEOUS
419
MUSIC
420
OFFICE
421
PAYROLL SERVICE
422
423
PEST CONTROL
PROFESSIONAL FEES
441
BASE RENT
442
C.A.M.
302
PERCENTAGE RENT
440
TOTAL RENT
303
ROYLATY: FRANCHISE
DESCRIPTION
OPERATING EXPENSES
A gift or grant; a contribution given to a fund or cause. This could
be in the form of product, cash, gift certificates or services. be sure
to get a receipt for your contribution.
Expenses for dues to industry or restaurant related clubs or
organizations and/or trade periodicals magazines or newspapers..
Lease expenses (a contract to rent a piece or equipment for a
specific period of time) for ice machine, dishwasher, etc.
Cost of renting towels and aprons.
Expenses for all liability, building and equipment, health and
Workman's Compensation Insurance. Some accountants will break
out these costs into individual categories.
Cost of all the licences and permist required for doing business as a
Cheeburger Cheeburger. Costs will depend on local and state
requirements.
Any contracts for maintaining facility or equipment. This could
include contracts to maintain HVAC system, hood system, etc.
Any business related expense that does not fit the description of any
other Chart of Account items.
The cost for Muzac and juke box.
these expenses include business machines, paper, stamps, office
furniture, etc.
The cost a payroll company charges you for producing your payroll
checks.
Cost of exterminator
Cost of accountant and/or lawyer.
The flat rate you are being charged for rent. This could include
charges for merchant's assocoation dues and center advertising.
These costs are usually stated as a ddollar amount per square foot
of leased space.
Your fair share of the cost of maintaining the shopping center where
you are located. These charges could include maintenance, waste or
snow removal, utilities, office and office personnel staff, taxes and
insurances for maintaining your shopping center.
Additional rental charged if your sales exceed a predetermined
amount of sales. For example: 6% of sales over $750,000 per year.
The total costs of base rent, C.A.M (Common Area Maintenance) and
percentage rent
Percentage of sales dollars paid to Cheeburger Cheeburger. This
amount is defined in your franchise agree,emt.
Copyright 2006 Cheeburger Cheeburger Cheeburger Restaurants, Inc. Fort Myers, FL
CHEEBURGER CHEEBURGER CHART OF ACCOUNTS
Account
Number
ACCOUNT TYPE
424
REPAIRS: EQUIPMENT
425
REPAIRS: FACILITY
426
RUBBISH REMOVAL
304
SUPPLIES: PAPER
427
SUPPLIES: SMALLWARES
428
TELEPHONE
429
430
431
432
433
UNIFORMS
ELECTRIC
GAS
WATER
DESCRIPTION
OPERATING EXPENSES
Costs to repair equipment which are not covered by maintenance
contracts.
Costs to repair your facility. These could include painting, electrical,
carpentry or plumbing expenses relating to your facility but NOT to
equipment.
Cost of trash removal if not covered in your C.A.M. charges.
Paper costs related to the sale of product. This includes take-out
bags,boxes and cups/lids, kitchen paper towels, deli paper, foil, etc.
Cost of all utensils, knives forks spoons, kitchen smallwares, etc.
The cost of all telephone equipment, service lines and business call
charges.
Cost of business related travel. This could include air fare, hotel,
meals and ground transportation.
The cost of uniforms purchased
Cost of electricity
Cost of natural or propane gas
Cost of water
OTHER EXPENSES
502
TAXES: CORPORATE
601
DEBT SERVICE
The dollar yield of a product is the ratio of the amount of total sales you can
expect to do with a given quantity of the product.
Dollar yield ratios are expressed as dollars per standard unit of measure.
Units of measure vary from product to product. For example, meat is
inventoried by pounds, while ice cream is inventoried by the gallon.
The unit of measure you should use for a products dollar/yield ratio is the unit
used on the Weekly Food Inventory form.
Let’s look at an example. The dollar/yield for 1 bag (50 pounds) of Colossal
Spanish onions is $1000. This means one can expect to use 50 lbs. of
onions for every $1000 in total adjusted sales.
Use your total adjusted sales figure (Total Sales - Over Rings - Voids - Sales
Tax = Adjusted Sales) to figure $Yield.
The Formula for figuring $Yield is:
Total Adjusted Sales (For 4 Weeks) = $Yield
Product Usage (For 4 Weeks)
© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: INVENTORY 3
Week 1
Week 2
Week 3
Week 4
Product Usage
18 (50 lb. Bags of Onions)
19 (50 lb. Bags of Onions)
21 (50 lb. Bags of Onions)
22 (50 lb. Bags of Onions)
80 (50 lb. Bags of Onions)
lead to spoiled product which will increase your food cost and
adversely effect your profitability
Reduce your cash flow thus tying up dollars that could be used to pay
bills.
© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: INVENTORY 4
Copyright 2006 Cheeburger Cheeburger Cheeburger Restaurants, Inc. Fort Myers, FL
Taking an inventory takes TIME if properly done. A properly taken inventory will
assist you in:
•
•
•
•
•
Determining $Yields.
Setting your Daily Prep Schedule.
Ordering product.
Analyzing your food usage versus Ideal Food cost.
Maximizing your profitability.
None of the above items will be able to be determined accurately if you do not
take an inventory.
© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: INVENTORY 5
Copyright 2006 Cheeburger Cheeburger Cheeburger Restaurants, Inc. Fort Myers, FL
CALCULATING DAILY PREP AMOUNTS
Calculating accurate prep amounts helps ensure an adequate supply of the
freshest possible product is on hand to meet the needs of your guests. Properly
calculated prep amounts will keep product wasted at a minimum.
Calculating Accurate Prep Amounts
1.
2.
3.
4.
© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: DAILY PREP 1
© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: DAILY PREP 2
Copyright 2006 Cheeburger Cheeburger Cheeburger Restaurants, Inc. Fort Myers, FL
ORDERING AND RECEIVING PRODUCT
Contact an approved supplier to:
1. Arrange for terms of payment
2. Establish days and times of delivery that will not conflict with your rush
periods.
An important part of your responsibilities as a Cheeburger Cheeburger
owner/operator is to establish and maintain a good rapport with your suppliers. It
is essential that you maintain control of the relationship. Suppliers may give you
shoddy service or poor quality merchandise unless you insist on constantly
superior service and top quality products.
Suppliers need to provide you with four essential services:
1.
2.
3.
4.
If a supplier knows that these are the services that you value from his business,
you will have a better chance of having superior service.
Accurate ordering ensures an adequate supply of quality product to meet your
guests needs while keeping a minimum amount of dollars tied up in inventory.
Ordering is similar to calculating daily prep amounts. Calculating accurate orders
requires up-to-date $Yields and sales projections.
The formula for ordering is:
Projected Sales = Base Order X 1.2 (cushion) = Build To
$Yield
The Cushion increases the amount of your order to allow for a safety factor
when ordering. For produce which has a short shelf life (the time a product lasts
before it becomes unusable), a factor of 1.1 can be used.
Build To
- On Hand
- Ordered But Not Received
= Order
© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: ORDERING & RECEIVING 1
Copyright 2006 Cheeburger Cheeburger Cheeburger Restaurants, Inc. Fort Myers, FL
Key Data You Will Need
•
FIRST….
2 Weeks ago
Last Week
Average
NEXT….
Tue.
1550
1450
1650
Wed.
1700
1800
1750
Thu.
1850
1950
1900
Fri.
2300
2400
2350
Sat.
3200
3400
3300
Sun.
2600
2500
2550
Total
14600
14800
14850
Example:
• We are placing an ORDER Sunday night after closing for
ONIONS.
• This order will be DELIVERED MONDAY MORNING before
opening.
• The order must LAST THROUGH FRIDAY, the next delivery day.
Even though the next delivery is on Friday, we must order enough to last through
Friday in case the delivery comes at the end of the day.
Place
Order
Sun.
Night
Must Last
Order
Next
Delivered
Delivery
Mon.
Friday
Morning
Tue. Wed. Thu. Daytime
}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}}
Sat.
Sun.
Average
© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: ORDERING & RECEIVING 3
Stay with the delivery person as they bring product into the restaurant.
Even though a delivery driver may seem and act friendly, be cautious.
If left unattended, the delivery person may take product delivered and
checked by you, back to the truck. Never let new merchandise be
mixed with old merchandise. This may become confusing and lead to
you being shorted on a product.
4. Date all items received using a magic marker and masking tape. This
will ensure a “First In, First Out” rotation of your product.
5. Sign the invoice only after you have noted any quantity or price
discrepancies and any items that you returned to the delivery person.
6. Immediately put the delivered product where it belongs. Make sure
that you rotate this product so that older product is used first.
7. If anything that you needed was not delivered, make
arrangements to get the missing product.
© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: ORDERING & RECEIVING 4
Classic.
Third lb.
Half lb.
Three Quarter lb.
Pounder
Patty Melt
Kids Cheeburger
Kids Burger
¼ POUND COMBO
¼ CLASSIC
1/3 LB. SEMI
½ LB. SERIOUS
¾ LB. DELERIOUS
1 LB. GROUP
PATTY MELT
KIDS CHEEBURGER
KIDS BURGER
= 5.5 oz.
= 7.0 oz.
= 10.0 oz.
= 14.0 oz.
= 20.0 oz.
= 10.0 oz.
= 3.5 oz.
= 3.5 oz.
48
2422
1430
1158
180
135
164
433
124
© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: PRODUCT VARIANCES 1
ACTUAL USAGE
The second component of a product variance is Actual Usage. This product
came into the store at some point and is no longer in the store. It may have
served customers… it may have been wasted… it may have been eaten by the
staff… it may have been stolen.
PRODUCT VARIANCES
A product variance is the difference of what should have been used and what
was actually used.
© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: PRODUCT VARIANCES 2
Example: Hamburger
2757 lbs. ground chuck
- 2786 lbs. ground chuck
29 Lbs. ground chuck
This example shows that we used 29 lbs. more ground chuck than we should
have used.
Why?
There are several reasons why there was a 29 lb. negative variance. Some of
these reasons could be:
•
•
•
•
•
•
•
Whatever the reason, you lost 29 lbs. of ground chuck , which could have made
84 classic burgers totaling ($3.95 X 84) $331.80 in retail sales.
In order to help reduce this variance, the following steps should be taken
•
•
•
•
•
•
•
•
© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: PRODUCT VARIANCES 3
Copyright 2006 Cheeburger Cheeburger Cheeburger Restaurants, Inc. Fort Myers, FL
You can not calculate the product variance of every product used in your
restaurant. You should calculate the product variances for:
•
•
•
•
•
© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers,
Florida
SECTION: PRODUCT VARIANCES 4
PACK
Lb.
Lb.
Lb.
3.5 OZ.
5.5 OZ
7 OZ
10 OZ
Hamburger Total
Usage
Unit Cost
COGS-$$$
Value on Hd
0
0
$0.00
$0.00
0.0
0
0
0
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
TOTAL MEATS:
Bananas
Carrots
ColeSlaw
Iceberg Lettuce
Lemons
Mushrooms
Onions
Portabella Mush.
Potatoes
Red Cabbage
Romaine Lettuce
Salad Mix
Strawberry
Tomatoes
Lb.
Lb.
Lb.
Head
Each
Lb.
Lb.
Lb.
Lb.
Head
Head
Lb.
Lb.
Lb.
TOTAL PRODUCE:
PACK
Bottle
Box
Lb.
Box
Box
Bottle
Bottle
POUCH
Box
Gallon
Box
Bottle
Box
Jar
Can
Pouch
Bottle
Box
Gallon
Box
Gallon
Box
Gallon
Box
Gallon
Box
Gallon
Container
Box
Box
Bottle
Bottle
Usage
Unit Cost
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
TOTAL CONDIMENTS:
COGS-$$$
Value on Hd
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
INVENTORY ITEM
PACK
American Cheese
Blue Cheese
Cheddar Cheese
Cheddar Cheese Sauce
Pepper Jack Cheese
Provolone Cheese
Swiss Natural Cheese
Lb.
Lb.
Lb.
Lb.
Lb.
Lb.
Lb.
Carton
Tub
Tub
Tub
Tub
Tub
Tub
Container
Lb.
Gallon
Usage
Unit Cost
COGS-$$$
Value on Hd
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
#REF!
0
$0.00
#REF!
Container
Can
Box
Jar
Container
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
0
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
INVENTORY ITEM
White Bread - ^'
Rye Seeded Bread - 6"
Kiaser Roll - 3"
Kiaser Roll - 4"
Kiaser Roll - 6"
PACK
Loaf
Loaf
Package
Package
Package
Usage
Unit Cost
COGS-$$$
Value on Hd
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
0
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
0
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
0
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
Wine
Wine
Wine
Wine
Wine
Box
Box
Box
Box
Box
Box
Box
Packs
Packs
Packs
Box
Bottle
Bottle
Container
Container
Container
Bottle
Bottle
Bottle
Bottle
Bottle
Bottle
Bottle
Bottle
Bottle
Bottle
Bottle
Bottle
Bottle
TOTAL BEVERAGES:
PACK
Roll
Roll
Bundle
Case
Case
Bottle
Bag
Bundle
Bundle
Bundle
Case
Case
Case
Box
Sleeve
Sleeve
Sleeve
Sleeve
Bottle
Box
Bottle
Box
Each
Box
Bundle
Bundle
Each
Roll
Case
Case
Case
Case
Case
Gallon
Sleave
Sleave
Sleave
Sleave
Box
Roll
Roll
Each
Each
Each
Usage
Unit Cost
COGS-$$$
Value on Hd
$0.00
$0.00
$0.00
$0.00
0
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
0
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
0
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
PACK
Usage
Unit Cost
COGS-$$$
Value on Hd
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
0
$0.00
$0.00
Each
Pack
Inventory
Pack
Each
Each
Bundle
Each
Bundle
Bundle
Bundle
Bundle
Bundle
Bundle
Bundle
Each
Box
Each
Each
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
0
$0.00
$0.00
$0.00
$0.00
PACK
COGS-$$$
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
Unit Cost
#DIV/0!
#DIV/0!
COGS-$$$
Value on Hd
Section VII: Equipment
9
10a
10b
11
12
13
14
15
16
17
DESCRIPTION
Vitro #BGA-125 30”x42” table w/B-Series black & chrome cast iron base
– lam. to be Wilson Art #1747-01 “Beige Illusion,” (quan. per site plan)
Vitro #BGA-125 36”x36” table w/B-Series black & chrome case iron base
– l am. to be Wilson Art #1747-01 “Beige Illusion,” (quan. per site plan)
Vitro #BGA-125 24”x30” table w/B-Series black & chrome case iron base
– lam. to be Wilson Art #1747-01 “Beige Illusion,” (quan. per site plan)
Vitro #934 chair w/chrome frame w/Grade 1 uph. – uph. to be Grade 1
Naugahyde Stratford “Teal,” (quan. per site plan). Optional Grade 3
Naugahyde Spirit II “Turquoise” uph. is also acceptable.
Vitro #BGA-125 42” round bar hgt. table w/C-Series black & chrome cast
iron base – lam. to be Wilson Art #1747-01 “Beige Illusion,” (quan. per
site plan)
Spartan #CFCS host/hostess stand – lam. To be Wilson Art #1747-01
“Beige Illusion”
Laminate construction work counter top w/self edge – lam. per fin. sched.,
(size and shape per plan)
I.R.S.G. E-Poxy epoxy coated counter support shelving – 34” posts, 24”
deep shelves, (shelf length and quan. per site plan)
Vitro #264-782 free standing bar stool w/chrome frame, chrome seat ring
w/black trim stripes, Grade 1 uph. – uph. to be Grade 1 Naugahyde
Stratford “Teal,” (quan. per site plan). Optional Grade 3 Naugahyde Spirit
II “Turquoise” uph. is also acceptable.
Laminate construction serving counter top w/ribbed polished 1-1/4”
aluminum edge – lam. to be Wilson Art #1747-01 “Beige Illusion,” (size
and shape per plan)
Laminate construction service area counter top w/ribbed polished 1-1/4”
aluminum edge – lam. to be Wilson Art #1747-01 “Beige Illusion,” (size
and shape per plan)
I.R.S.G. E-Poxy epoxy coated counter support shelving – 34” posts, 24”
deep shelves, (shelf length and quan. per site plan)
P.O.S. unit, (quan. per site plan) – outside vendor item
Remote order printer – outside vendor item
Victory #UR-48-SBS work top refrigerator
FCS custom 18”x48” 16 ga. stainless steel pass-thru shelf (length may
vary per site plan)
Nelson #BD-8 dipping cabinet w/digital temp. control & stainless steel
collar gaskets – white enamel finish
FCS custom 18”x30” 16 ga. stainless steel pass-thru self (length may vary
per site plan)
Supremetal #CR-HS-15 hand sink w/4 legs, faucet & drain fitting
Copyright 2006 Cheeburger Cheeburger Cheeburger Restaurants, Inc. Fort Myers, FL
Cheeburger Cheeburger Furniture, Equipment & Specialty Materials Specs.
Page Two
ITEM #
DESCRIPTION
18
19
20
21
22
23
24
25
26
27
28
29 & 35
30
31a
32
33
33 Alt.
DESCRIPTION
34
35
36
37
38
39
40a
40b
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
68
69a
69b
70
71
72
73
74
75
76
77
78
79
80
Page Four
DESCRIPTION
shelves & 18” deep upper shelves, (size & quan. per site plan) – “Silver”
epoxy finish
APW #W-3V counter top hot food well (cooker/warmer)
Hatco #GRAH-42 heat lamp w/toggle switch & remote switch housing
(length may vary with site plan)
Spare Number
Water heater – 80 gal. capacity - general contractor item (capacity may
vary per local code)
Portable bread/bun rack – outside vendor item
Grease trap or recovery unit (if required - size and location as dictated by
local code)
Millberg #300 service divider rail – 2 ea.
FCS custom 16 ga. 18” high stainless steel pass-thru window side opng.
wall caps & top opng. wall caps (length per plan) – quan. per plan
Spare Number
Desk – locally supplied item
Office chair – locally supplied item
Office file cabinet – locally supplied item
Spare Number
Eagle #501885-MOD double row stepped 48” bottle rack w/dropped front
edge
Cecilware #444M-mod four toppings unit w/4 ea. #A-2004 jars w/4 ea.
#A-9000 hinged lids – 2 sets of each
FCS custom 16 ga. stainless steel dry toppings dispenser step/riser
Aero #3TSS-2448 stainless steel glass rack storage unit w/work top, back
splash & double undershelf
Spare Number
Dispense-Rite #ADJ-NW-81 wall mount cup dispenser – 1 ea. 12 oz., 1
ea. 24 oz.
Aero #3W-12120 wall mount shelf (length may vary with site plan)
Trash receptacle – smallwares package item
Aero #3TSS-3636 work table/back splash & double under shelf (if
optional #31b 36” Vulcan griddle is used this item is not needed)
Aero #3TSS-3648 work table w/back splash & double under shelf (length
may vary with site plan)
FCS custom 6-1/2” wide x 14” deep16 ga. stainless steel printer shelf
Kelmex #EL-515-15 employee locker set – beige
Waiting bench – to be purchased locally – length will vary with floor plan
(or Vitro #S-ST settee, uph. in Grade 1 “Teal”)
Spartan #F-904-A giftware display case w/mirrored inside doors, interior
light w/lamp & door locks (length may vary per floor plan)
Copyright 2006 Cheeburger Cheeburger Cheeburger Restaurants, Inc. Fort Myers, FL
Cheeburger Cheeburger Furniture, Equipment & Specialty Materials Specs.
Page Five
82
FCS Custom stainless steel pass-thru window opening side caps – 18”
high – typically three pairs per job
FCS Custom stainless steel pass-thru window opening top caps – size
and quan. per plan
FMP #225-1061 one third size fry basket for #61 fry blanching rack –
12 each
All equipment and furniture item numbers shown correspond to Cheeburger Cheeburger
site specific floor plan. All gas fired items shall include casters, T&S quick
disconnect
fittings & AGA required restrainer kits. All cooler & dry storage shelving units to
be 4
post/stand alone shelving sections as shown on the floor plan to allow maximum site
arrangement flexibility.
REQUIRED INTERIOR FINISH MATERIALS & DÉCOR
ITEM #
DESCRIPTION
F1
F2
F3
2
3
4
5
8
9
10
11
14
Page Six
Standard décor package – 10 pc. RDS custom slogan sign grouping &
1 ea. Jantec custom neon Cheeburger sign
Hudson Valley #7620-SN 15” hanging fixture (quan. per site plan)
Hudson Valley #7630-SN 10” hanging fixture (quan. per site plan)
Quorum #420525-18 neon ceiling fan, (quan. per site plan)
RDS custom Cheeburger Cheeburger 20” dia. neon clock w/slotted
spinner
RDS #765 1-1/4” wide edge trim molding for soda counter units (quan.
per site plan)
Lifesize Stand-Ups cardboard figures – James Dean , Marilyn Monroe,
Elvis, Humphrey Bogart Betty Boop & The Three Stooges
Misc. tin signs – 15 total
Neon signs – package of 3 (Jukebox Sat. Nite, Fab. 50’s, 5 Cents a Dance)
RDS custom giant soft sculpture stuffed Cheeburger
Design Ideas #3511619 silver mesh paper towel holder (quan. per site
plan)
Design Ideas #120939 silver mesh table top organizer (quan. per site plan)
DESCRIPTION
13
DESCRIPTION
SUPP. BY
INST. BY
G/C
G/C
G/C
G/C
G/C
G/C
G/C
G/C
G/C
OWNER
G/C
G/C
G/C
G/C
G/C
G/C
G/C
G/C
G/C
G/C
OWNER
Cheeburger Cheeburger Interior Finish Schedule – Revised 11/10
NO.
20
21
22
23
24
25
26
27
28
29
30
31
-
DESCRIPTION
Tables – see Furniture & Equipment Specs.
Chairs - see Furniture & Equipment Specs.
Bar stool - see Furniture & Equipment Specs.
Booths/wall benches - see Furniture & Equipment Specs.
Waiting bench – locally supplied item
Non-public corridors, walls above border trim & exposed trussed, roof
Deck, exposed duct work to be painted – color to be white or black
Painted wainscot (for older store remods. only) – Scuffmaster “Scrubtough”
#LE249 “Naples Beige” w/satin finish – requires approval on a store by
store basis
Menu board (if applicable) – requires approval on a store by store basis
Exterior awnings (if applicable) – Astrup “Cooley-Brite” awning fabric color #0219
“Pink” w/black lettering to match Cheeburger Cheeburger
type face
Ceilings – all public areas to be Armstrong “Second Look” – white w/
matching grid, kitchen, service and soda bar areas to be Capul “Vinyl Rock”
w/matching grid (or equal)
Decorative ceiling fans – Craftmade #CXL52BN/B55S-WP w/4” med. base
fitter. Glass to match Hudson Valley light fixture #17b.
Solar shades (if required) – MechoShade Thermoveil #1304 Black/Brown
- manual roller shade configuration
Standard décor package – 10 pc. RDS custom slogan sign grouping & 1 ea.
Jantec custom neon Cheeburger sign
RDS custom Cheeburger Cheeburger 20” dia. neon clock w/slotted spinner
RDS #765 1-1/4” wide edge trim molding for soda counter units
Lifesize Stand-up cardboard figures – James Dean , Marilyn Monroe, Elvis,
Humphrey Bogart, Betty Boop & The Three Stooges
Misc. tin signs – 15 total
Neon signs – package of 3 (Jukebox Sat. Nite, Fab. 50’s, 5 Cents a Dance)
RDS custom giant soft sculpture stuffed Cheeburger
Spectrum Diversified #411 “Orbit” chrome paper towel holder
Design Ideas #120939 silver mesh table top organizer
Page Two
SUPP. BY
INST. BY
OWNER
OWNER
OWNER
OWNER
OWNER
OWNER
G/C
OWNER
OWNER
G/C
G/C
G/C
OWNER
OWNER
G/C
OWNER
G/C
G/C
OWNER
G/C
OWNER
OWNER
OWNER
OWNER
OWNER
OWNER
OWNER
OWNER
G/C
N/A
OWNER
OWNER
OWNER
OWNER
OWNER
OWNER
OWNER
N/A
N/A
N/A
GENERAL NOTES
-
All installation adhesives and/or fasteners to be by G/C and to be site
appropriate. All floor tile grout to be
by G/C, to have silicone grout additive and to be dark charcoal in color.
All custom laminate construction cabinetry to have exterior grade plywood or “MR”
rated substrate. All
painted areas to be primered and to have two finish coats.
All new construction to be 3-5/8” structural metal studs w/a minimum of 5/8” Type-X
rated gypsum board
(green label gyp. bd. OR cement board to be used in all moisture prone areas)
All areas designated as having wall mtd. Shelving to have ¾” plywood or 16 ga.
stainless steel backing
behind gyp. bd., FRP or quilted stainless – bottom @ 48” AFF, top @ 96” AFF.
Cheeburger Cheeburger Interior Finish Schedule – Revised 11/10
Page Three
Tile & carpet are supplied by owner. All thresholds, transitions, trim, adhesives,
floor patch, leveling
compound and related items for a complete floor covering installation are to be
furnished and installed
by G/C.
Any and all requested deviations from this list must be submitted in writing to
CCR, Inc. for review and
may not be implemented without written approval.
SUPPLEMENTS TO CONSTRUCTION TIMETABLE
1.
Original Layout
Gene Rees
Rees Design Sales
301 East Main Street
Carnegie, PA 15106
412-278-1991 fax 412-278-1090
Original layout provided by franchisor. Rees Design is available to
provide the balance of interior design work on a contract basis.
2.
Signage
Recommendations for sign companies are available upon request.
You are encouraged to get other quotes from several vendors. All
signage must meet local codes. Red LED signs cost less than red
neon signs but white LED signs cost more. LED signs cost
considerably less to run than neon. You may purchase your sign for a
local vendor, but all signage designs and layout must be submitted to
Bob Wright for approval before placing final order. You are
encouraged to get quotes from our recommended vendors as they
have provided reasonable pricing in the past.
3.
Equipment Package
Gene Rees
Rees Design Sales
301 East Main Street
Carnegie, PA 15106
412-278-1992 fax 412-278-1090
Gene will provide a list of equipment, their specifications and a price
quote. Equipment may be purchased from Rees Design or any
reputable supplier provided the equipment meets specifications
provided by Cheeburger Cheeburger Restaurants, Inc.
4.
Interior Design
Gene Rees
Rees Design Sales
301 East Main Street
Carnegie, PA 15106
412-278-1993 fax 412-278-1090
Rees Design is the only approved supplier for certain interior décor
items, including interior sign package, border paper and chair rail.
Revised 06.2013
5.
Insurance
Suggested amounts of coverage are located in the franchise
agreement. Obtain a local vendor. If you have any questions, please
contact Jul Friez (jfriez@cheeburger.com)
6.
Marketing
Bob Wright
Wright & Company
305-304-4166 fax 305-289-0548
bobwright@cheeburger.com
Bob will you develop a grand opening plan and an ongoing marketing
program tailored to your location. Wright & Company is on a fixed
monthly retainer paid by the A&D fund. You not be charged for Bob’s
time, but you will be charged for any outside services. Bob will create
materials and send them to your printer for local production. Any
commission earned by Wright & Company for placement of your
advertising will be taken off your bill to reduce the total. You pay a net
fee, not a gross fee,
7.
Menus
Bob Wright
Wright & Company
305-304-4167 fax 305-289-0548
bobwright@cheeburger.com
In store and take out menus will be created by Wright & Company with
your input and franchisor final approval. The prices you charge are
entirely up to you. CCR will make suggestions to you on how to
determine a competitive pricing strategy. The ultimate decision on
pricing is yours. Bob will send a template for order pads, fax menus
and childrens’ menus to your local printer.
8.
POS System
ParTech, Inc.
David Cooperman
800-781-0458
dcooperman@touchpos.com
National pricing has been established by Cheeburger Cheeburger
Restaurants, Inc. for the ParTech POS4XP System with Pixel Point
Software. This is the only approved POS System.
Revised 06.2013
9.
In Store Music
Cheeburger Radio
Ron Hynning
PCM Technologies, Inc.
630-495-8863
Ron.hynning@pcmusic.com
Cheeburger Cheeburger Radio is a customized, in store radio program
built exclusively for Cheeburger Cheeburger Restaurants, Inc. It brings
the nostalgic soda fountain diner restaurant to life with wonderful retro
music. The very best music of the 50’s, 60’s and 70’s. To establish
your account, please use the Cheeburger Radio link on the vendor
section of the intranet.
10.
Sysco
Sysco is the purveyor for most of our food and paper products.
Locally, you will have to set up vendors for produce with the exception
of potatoes which come from Sysco. Bread will be delivered by Sysco.
CCR will assist you in this process. Product specifications will need to
be strictly adhered to. Sysco, through our vendor partners, will provide
free equipment for you to use with their products. This equipment
program is handled through Jeffrey Jablow. Do not contact Sysco
directly regarding these items. They include a Gehl Cheese
Dispenser, Milk Dispenser (if applicable by local law), Restroom and
Kitchen towel dispensers, Toilet Tissue dispensers and tea dispensers
from Maxwell House.
11.
Coffee/Tea
Coffee is an optional beverage in your restaurant. Tea, however, is
mandatory. We recommend a program through Royal Cup Coffee,
however, you are welcome to contract with a local coffee/tea provider if
you choose to do so. Speak with Jeffrey Jablow for more details on
what is expected and what you should be looking for.
12.
Revised 06.2013
13.
Smallwares
Carnegie Equipment
George Ferris II
(814) 942-0691 ext 204
Carnegie Equipment is our preferred vendor for smallwares. You may
purchase smallwares from any reputable vendor as long as everything
you purchase meets our specifications. You can access the
Cheeburger online catalogue through our intranet system.
14.
CO2 Supplier
NuCO2
John-Paul Venanzi
(772) 781-3515
NuCO2 supplies exterior CO2 tanks which are serviced on a regular
basis.
15.
Inspections
Consult local authorities for appropriate health, building and fire
inspections. A CO is required before we can begin training in your
restaurant.
16.
T-Shirts/Aprons/Embroidered Uniforms
Retail is a very important part of our concept and an excellent source
of alternate revenue. You will be provided with a list of preferred
vendors from which you will select a company to provide you with staff
uniforms, aprons, logoed wear and promotional items. This list is
available online.
17.
Neon
Neon must be ordered locally because it is too fragile to be transported
safely. You can ask your contractor for a bid or use the Yellow Pages
to obtain other bids.
18.
Revised 06.2013
19.
20.
21.
22.
Trivia Cards
Each table must have 20 cards and they must be laminated. Take
them to Kinkos and ask for a roll laminate and you do the cutting. This
will save you a great deal of money. You will find card refill packages
at local toy or hobby stores.
23.
24.
Revised 06.2013
25.
Revised 06.2013
Gift Card Terminal
Issue A Card
Press #2
Swipe Card
Follow Prompts
Re-Load A Card
Press # 4
Swipe Card
Follow Prompts
Redeem A Card
Press #1
Swipe Card
Follow Prompts
Tip Adjustment
Press # 5
Swipe Card OR
Enter Card Number
Sales Amount? Enter TIP
Enter
Balance Inquiry
Press # 3
Swipe Card
Follow Prompts
Server Reports
Press Enter
Press #2
Password
Enter Serer #
1= Server Totals
OR
2= Detailed Server Report
Batch Reports
Press Enter
Press # 1
Password
1= Batch Totals
OR
2= Detailed Report
Then Press #1 “Clear Report”
-- revised 1.1.07
Micros
Issue A Card
Merchandise
Gift Certificate Sale
Pay Cash or Credit Card
Re-Load A Card
Merchandise
Gift Certificate Sale
Pay Cash or Credit Card
Redeem A Card
Close out check to Gift Certificate
Redemption. Include Total, Plus Tip Amount
Tip is subtracted from final cash the same as a credit card
-- revised 1.1.07