• Food Industry And Nutrition
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• v.4 no.3
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• pp.27-29
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• 1999

• Journal of the Korean Dietetic Association
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• v.16 no.4
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• pp.299-317
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• 2010

The study was conducted in two phase. In phase I, workplace safety accidents were investigated that happened from 2004 to 2008 in 52 medium-sized contract managed foodservice companies located in Seoul. In phase II, a survey was conducted to examine the cuisine employees' awareness of workplace safety. The survey was administered to the same foodservice management companies from April 12 to April 20, 2009. The final response rate was 84% (N=336), and the data were analyzed using SPSS Windows (ver. 12.0). The analysis showed that more accidents occurred in the age groups of 51~60 and 41~50 and among women. Forty-four percents of the accidents were reported by the employees who had been engaged in foodservice for 1~4 years. The majority of the safety accidents occurred in May~June of the year and the injuries were related to the 'hands and arms'. Approximately 38.5% of the injuries happened during 'movement and transportation'. More than half of the accidents were not managed as 'industrial accidents'. By type of injuries, 28.6% of the accidents were 'fractures'. In terms of the companies' actions, 44% of the accidents were dealt by companies' paying medical bills. The results of this study could be useful to develop evaluation indicators for safety education programs, decrease cuisine employees' safety accidents, protect assets, and prevent various worker and industrial accidents to create a pleasant work environment.

• Korean Journal of Community Nutrition
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• v.9 no.2
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• pp.233-240
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• 2004

This study was design to grope the suggestions leading synergic effects by bridging the gap between headquarters and branch office, and so to identify the infra-system of contract foodservice management company (CFMC) necessary for operating any kind of branch office including school, hospital and business and industry (B＆I). Among 8 categories consisted of infra-system in CFMC, 'C8. Evaluation ＆ analysis for branch office's operation' was the most important category in the headquarter's viewpoint, while 'C3. Sanitation management system' was the most important category in branch office's viewpoint. In support and application, 'C3. Sanitation management system' was the highest category in both headquarters and branch offices including school, hospital and B＆I. As a result of analysis on gap between main and branch office in importance, support and application in 8 categories, the efforts of communication and community of perception for infrastructure were needed, because 'C4. Education ＆ training for human resource management (HRM) system' and 'C8. Evaluation ＆ analysis for branch office's operation' in importance, 'C2. Menu management system', 'C4. Education ＆ training for HRM system', 'C6. Facility ＆ utility support system' and 'C8. Evaluation ＆ analysis for branch office's operation' in support had a gap. Correlation analysis to grasp the relation between importance of infra-system and headquarters' support or branch office's application showed that headquarters's importance and support were correlated positively in 'C3. Sanitation management system', 'C6. Facility ＆ utility support system', 'C7. Customer satisfaction management system' and 'C8. Evaluation ＆ analysis for branch office's operation' and branch office's importance and application were correlated positively in 'C1. Procurement ＆ food processing system', 'C5. Management Information system', 'C7. Customer satisfaction management system' and 'C8. Evaluation ＆ analysis for branch office's operation'. Lastly, 'C6. Facility ＆ utility support system' in the branch office of school and hospital and 'C2. Menu management system' in the branch office of B＆I were high in importance, low in support and application, therefore Intensive support for these categories was needed. In conclusion, continuous check and improvement for categories, which were identified as an urgent problems to be solved in this study, among infra-structure qualifying for CFMC, would enable contract foodservice industry that has grown quantitatively till now to grow qualitatively.

• Journal of the Korean Dietetic Association
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• v.9 no.3
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• pp.248-258
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• 2003

This study was conducted to identify dietitians' position and role by assessing the present condition on management of human resources in contracted foodservice management company. Questionnaires were distributed to 79 contracted companies (eight large-size, 48 mid-size, 23 small-size companies) from March to May in 2002. Statistical analysis was performed with SPSSwin (version 8.0). The data were analyzed in group comparisons using frequencies and percentage for every item in the questionnaires, $x^2$-test, and oneway ANOVA. About eighty-five percent of contracted foodservice companies employed the new dietitians as full time employees, and seventy-five percent of them were promoted the dietitians by evaluation after a given period of time. As a starting payment for university graduates, large-size companies payed an average of 16,260,000 won/year, which was significantly higher (p<0.01) than those of mid-sized (11,320,000 won/year) and small-sized companies (11,620,000 won/year). The mean lengths of dietitians' service were 33.5 months in large-size companies, 26.5 months in mid-sized companies, 26.0 months in small-sized companies. It was less than 3 years in all companies (avg. 26.9 months). Fifty-four companies (68.4%) employed dietitians in each foodservice contract, whereas 25 companies didn't employ dietitians. The ratios of dietitians out of employees in each department of the companies were 42.6% in the department of contracted foodservice management, 19.9% in the department of menu development, 18.1% in the department of food safety, 8.7% in the department of distribution and purchase, 4.2% in the department of business, and 3.9% in the department of customer satisfaction. The dietitians' positions were directors in two companies (2.5%), general managers in two companies (2.5%), deputy managers in seven companies (8.9%), managers in twenty-nine companies (36.7%), assistant managers/chief clerks in twenty-four companies (30.4%), and chiefs in twenty-five companies (31.6%). The frequencies of training for dietitians were 6.2 times/year for the food safety training, 5.8 times/year for the cooking training, 4.8 times/year for nutrition-related training, and 4.7 times/year for service training.

• Journal of the Korean Society of Food Culture
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• v.21 no.4
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• pp.381-387
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• 2006

This study was conducted to evaluate sanitary managment practices of institutional foodservice employees in Daejeon and Chungnam areas, and to suggest a guideline for an effective safety & sanitary managment of the institutional foodservice. The subjects consist of 782 employees in 80 institutional foodservice, respectively. The collected data was processed using the SPSS V.10.0 package for descriptive analysis. The results of this study were summarized as follows. The employees were female(97.2%), over 41 age(68.1%), high school(51.0%), less than 1-5 years(52.8%) of total career in the institutional foodservice. Employment status was contract(64.2%) and cook's certification w3s not applicable(80.1%). The institutional foodservice was over 1,000 number(65.0%) of average serving per day and operations format was direct(69.6%) management and 11-20 number of employees for cooking were 58.2%. Employees(96.0%) were received sanitation training and 82.4% of them have been monthly educated. Sanitation training instructor was dietitian 91.6%. The rating of sanitary management practices was food handling 4.36/5.00, food products management 4.32/5.00, personal hygiene 4.31/5.00, equipments and tools handing 4.18/5.00. The employees, who were educated in the sanitation training, presented significantly higher rates of the sanitary management practices than of the uneducated employess. Therefore, the institutional foodservice operations will have to pay special attention to sanitation training program of the employees. The suitable methods of sanitation training must be developed to improve the practical use of sanitary management by employees and institutional foodservice. Also, to enhance these practices, it is necessary to establish the countermeasure to care for safety & sanitary management of the institutional foodservice.

• Journal of the Korean Dietetic Association
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• v.10 no.4
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• pp.467-475
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• 2004

The purposes of this exploratory study were to a) verify the first image remember percentage about foodservice and the desire to eat, b) identify detail attributes on the 'food taste' and 'menu variety', the most important problem of the foodservice, c) decide the ranking for improvement of the identified detail attributes, and d) applicate from customer feedback to foodservice operation in the B&I(business & industry) foodservice. For the more reliable result, customer opinion was collected by qualitative research methodology, such as open-ended questionnaire and in-depth interview. The result was followed as : the firstly, the operation circumstance was total 6,700 meal number a day through in-depth interview and 3 types of meal was served. The secondly, the average usage a week was the 7.4 times(B foodservice(B1F)) and the 1.8 times(A foodservice(3F)), respectively. Using reasons of foodservice were 'broad extent', 'menu type', 'shifting convenience' and etc on B foodservice(B1F) and 'menu type', 'clean space' and etc on A foodservice(3F), but the disadvantages of both foodservice were 'complication on peak time', 'the decline of food taste', and 'the absence of menu variety'. 'The decline of food taste' and 'the absence of menu variety' were pointed out the problem asked immediate improvement. The thirdly, it was examined that the first remember about foodservice were 'menu type' and 'foodservice environment' on A foodservice(3F) and 'foodservice environment(atmosphere)' on B foodservice(B1F). The last result, the detail attributes about food taste were ranked respectively 'a salt taste', 'balance of 5 taste at a meal', 'taste of food characteristic' and the unsatisfaction attributes about menu variety were ranked respectively 'serving frequently a same menu', 'the absence of various taste', 'using frequently a same cooking preparation'.

• Journal of the Korean Dietetic Association
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• v.6 no.2
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• pp.136-147
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• 2000

The aim of this research was to examine the management practices related to foodservice.clinical nutrition service provided by hospital foodservice operations. A survey of 30 hospital food nutrition service departments was undertaken and detailed information was collected from each, including surveys of 176 dietitians and 30 foodservice managers. Statistical data analysis was completed using the SAS/win 6.11 package for descriptive analysis and t-test. The results of this study can be summarized as follows : Out of 30 hospitals, 73.3%(22) were directly operated and 26.7%(8) were under contract foodservice management. Licensed number of beds were 768.7, with an average length of 11.4 days. The general characteristics of the dietitians were that 49.4% were aged between 25-29, and 60.8% were ordinary dietitians. 76.7% had bachelor's degree, 15.9% with master's degree and 7.4% were college graduates. Most hospital dietitians had internship training and 35.2% took a training course of 6 to 12 months. The average space of kitchen was 452.52 $m^2$, with 133.63$m^2$ for modified diet space and 18.13$m^2$ for nutrition counselling room space. The total number of normal meals was 1,255.47, with 502.93 of modified meals. The average calorie of normal meals was 2,145.04kcal, with 91.9g of protein contained in normal meal. The total food waste was 351.40kg. An average monthly cost for disposing food waste was 745,171.67 won. 83.3% of the kitchens were on the 1st basement and only 66.7%(20) of 30 hospitals had its own nutrition counselling room. 80% used dishwashers and 66.7% had an exclusive elevator for delivering meals. 80.0% of hospitals used centralized delivery service. 90% had established an area for hygiene division, 70% used dry zone within the dishwashers for sterilization, 66.7% provided spoon and chopstick, and 100% used dish cover. As means of food waste treatment, most hospitals(56.7%) used animal feed by contracters, followed by means of collection by contracters(30%) and in-house high speed fermentation machines(13.3%). It was found that only 33.3% hospitals regularly checked temperatures of the meals given to patients. Total productivity index was 3.72(meals/hour) in average, with an average productivity index for normal diet of 5.41. Average productivity index for modified diet was 4.62. Productivity indices for patient meals and clinical nutrition were 5.01(meals/hour) and 1.12(cases/hour) respectively and hospitals under self-operated foodservice management received higher points on clinical nutrition productivity index(P<0.01) than hospitals under contract foodservice management.

• Journal of Nutrition and Health
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• v.36 no.9
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• pp.966-973
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• 2003

The purpose of this study was to investigate the utilization level of forecasting methods in contract foodservice management companies. Questionnaires were distributed and collected from 30 foodservice management companies contracted with universities and 49 university foodservices in Seoul and Kyungki area. Statistical data analysis was performed using SPSS/WIN 10.0 based on the production records of Yonsei University foodservices and the weather reports from a meteorological observatory. The results of this study were as follows: 1) The objectives of the fore-casting systems were identified as saving costs through eliminating the leftover, meeting the customer demands, and improving efficiency in food preparation.2) All of the university foodservices were already performing the forecasting methods but in foodservice management companies as a whole,89.7 percents were applying the method and only 55.2 percents had the separate forecasting department. 3) A large number of foodservice staffs in the head office (65.5％) answered that they often utilized intuitive estimates based on the past experiences and records for forecasting while 65.3% managing staffs in the university foodservices answered the same.4) Both in the head office and university foodservices, actual number of meals served were recorded. In the head office, mostly estimated numbers and actual numbers of meals were recorded while estimated, prepared, and actual numbers of meals served were recorded for most of the cases in university foodservices. 5) The primary factors considered for forecasting were the actual production records for the last month, the customer preference for the selected menu items, and the specific day of the week.

• Journal of the Korean Dietetic Association
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• v.18 no.4
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• pp.326-343
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• 2012

This study has attempted to collect actual spot's opinions and analyze importance-performance of indicators for the evaluation of hospital nutrition department. The results of this research were as follows: first, the average score of self-estimated performance was 3.75 based on a 5-point scale. The degrees of importance of hospital foodservice and nutrition department management were in the range of 3.71~4.85 out of 5.0 and the mean importance degree score was 4.37. Second, the average score of self-estimated performance in each category was significantly higher in the case of general special hospital compared to general hospital. Especially average performance score of nutrition management in the general special hospital was higher than that of general hospital (P<0.001). The average performance score of the hospital with more beds was significantly higher than that with less beds. Contract managed hospital's score was significantly higher than that of self-operated hospital in two categories, "facilities management" and "nutrition management" (P<0.05, P<0.01). In foodservice and nutrition management of task-separated hospitals, the average performance scores were significantly higher than those of not-separated hospitals (P<0.01, P<0.001). Third, according to the importance-performance analysis of recognition about indicators for the hospital nutrition department's operations evaluation, 'foodservice facilities management' and 'foodservice sanitation management' were in 'doing great', 'nutritional management' and 'operational management' were in 'low priority', and 'other foodservice management' was in 'overdone'. In conclusion, there's a need for institutional specific standards of sanitation for Korean hospital foodservice.

• Journal of the Korean Dietetic Association
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• v.8 no.3
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• pp.318-327
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• 2002

The purposes of this study were to: a) examine charateristics of foodservice manaegment practices; b) investigate characteristics of recipients; c) analyze foodservice systems; and d) provide feedback for the efficient and effective foodservice management of welfare institutions for the homeless in Korea. A total of 27 sites was analyzed by questionnaire survey. Satatistical data analysis was completed using the SPSS package program for descriptive analysis. As results of site recipients' characteristics, 69% of total sites were males and 31% were female recipients. Average 60% of recipients were from 30 to 50 years old. Major diseases of recipients were high pressure, and obesity. According to the result of foodservice system analysis, the average meal cost per day was about 2,943 won and average food cost percentage was 29%. Average number of meals per day was about 600 meals. Mostl sites had one dietitian and 48.1% of sites had one cook as a full-time employee. In the part of procurement, dietitians were major chargers of sites for purchasing foods. Major purchasing method was the order and delivery contract. About a half of sites used cycle menu system and standardized recipies. Most of sites had recipients' survey systems for evaluating meal satisfaction. Dietitians at sites had problems on lack of cooking professionals and low meal cost budget for providing higher quality of foods to cure recipients. The results suggested that financial and systematical supports by the government would be very necessary to meet the goal of nutritional balanced meal services.