Dinex Perfect Temp User manual

WWW.DINEX.COM 800-523-9752
Perfect•Temp
Implementation Manual
Revised July, 2007
INTERNATIONAL, INC. 628-2 HEBRON AVE, GLASTONBURY, CT 06033

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Table of Contents
Introduction
Purpose of the Implementation Manual................................................................. 3
Responsibilities and Tools
Dinex Representative’s Responsibilities ............................................................... 4
Customer’s Responsibilities.................................................................................. 4
Perfect•Temp Implementation Tools..................................................................... 5
System Implementation
Basic Overview of Process and Managing Change................................................ 7
Pre-implementation .............................................................................................. 8
1. Overview of System by Dinex Staff....................................................... 8
2. Schedules, Policies and Procedures........................................................ 9
3. Patient Tray Service Schedules ............................................................ 10
4. Food Service Staff In-service Training................................................. 12
Implementation................................................................................................... 14
Post-implementation........................................................................................... 15
Forms...................................................................................................................... 16
Listing on Pages 5 & 6

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Introduction
Purpose of the Implementation Manual
This manual was written to serve as a guide to the sales representative and the customer
before, during and after the implementation of a Perfect•Temp System. The basic intent is to
provide a ready reference for both sales representative and customer.
The process of system implementation is divided into three general areas: pre-
implementation, implementation and post-implementation. The majority of the material is
devoted to pre-implementation planning, including schedules, policies and procedures, and
work analyses. In-service training is also covered in some detail. Forms are provided at the
back of the manual to assist in the process of planning for implementation.
The manual also includes a section on the responsibilities of the sales representative,
Perfect•Temp staff and customer; tools that are available from Dinex to assist in the process
of implementing a system; a basic overview of the system; and information on managing the
change process.
We trust that you will find this manual to be extremely helpful as you proceed toward
system start-up.
Please direct any questions to your Dinex sales representative.

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Responsibilities and Tools
The Dinex representative will:
•Review implementation procedures with customer at least 4 – 6 weeks prior to start-
up.
•Act as liaison between customer, Dinex staff, and corporate office.
•Complete Perfect•Temp Start-up Checklist and review as implementation approaches,
updating as necessary
•Train food service and other hospital staff on use of Perfect•Temp carts and other
components.
•Be on-site for the start-up.
•Visit the account to follow up as necessary, to critique operation, assess problem
areas and note progress. (Use Food Service Audit Summary Report Form and
Account Service Report.)
Customer’s Responsibilities (Food Service Management Department):
•Submit purchase order for system.
•Make alterations to the facility as required.
•Identify supervisors and personnel to uncrate, set up, and install equipment.
•Provide Dinex with current:
--blueprints and facility drawings for equipment installation
--menus
--schedules for employees, patient feeding, diet changes
--job descriptions
•Serve as liaison between Dinex and hospital administration
•Organize staff training and reinforce initial training conducted by Dinex
•Develop new work analyses, work schedules, and job descriptions as required with
the assistance of Dinex
•Organize the change process within the food service department and coordinate with
affected services
•Arrange for temporary electrical requirements for roll-in refrigerator to be used in
recipe testing

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•Provide floor/unit patient census information and desired sequencing of carts to
patient floors
•Review tray component and trayline stations required
•Coordinate installation schedule with maintenance department and be sure that all
prep work is completed, including utility modifications
•Arrange for the removal of existing equipment and movement of any existing
plumbing fixtures
•Be on site for start-up of system
•Evaluate system functioning following start-up and review with Dinex sales
representative
Perfect•Temp Implementation Tools
System Information (Included in one binder)
•Perfect•Temp Implementation Manual
•Perfect•Temp User’s Guide
•Perfect•Temp Equipment Operation and Maintenance Manual
Forms:
Pre-implementation/Implementation
•Perfect•Temp Schedule for In-service Training (Form 1)
•Perfect•Temp Start-up Checklist (Form 2)
•Patient Tray Service Schedules (Form 3)
•Perfect•Temp Central Rethermalization Schedule (Form 4)
•Meal Service Master Rethermalization Schedule (Form 5)
•Unit Meal Rethermalization Schedule (Form 5a)
•This page intentionally left blank (Form 6)
•Perfect•Temp System Operation (Form 7)
•Perfect•Temp Switch Positions (Forms 8 & 8A)
•Hot Beverage/Frozen Dessert Tally (Form 9)

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•Food Service News (Form 10)
•Perfect•Temp Menu Distribution/Collection (Form 11)
•Cart Delivery to Units (Form 12)
•Cart Retrieval from Units (Form 13)
•Labor Schedule (Form 14)
Post-implementation
•Perfect•Temp Food Service Audit Summary Report (Form 15)
•Account Inventory Report (Form 16)
System Implementation
Basic Overview of Process and Managing Change

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Implementation of a new system presents the challenge of facing a major change head
on, and as with any major change of policy or procedure, problems can be expected. Some
resistance to this type of change is natural and to be expected.
People resist change for several reasons: They are more comfortable with the way
things were; they feel more stable and in control with the way things were; or they resist
change in retaliation for things they don’t like. Still others resist change because they think
the change is a mistake and should be stopped before it is too late.
Ultimately, resisting change does more harm than good and takes a lot of energy that
could be channeled into helping the change take place.
Your challenge is to control the response to change by the manner in which you prepare
and proceed with implementing the change.
First Steps
1. Inform all those affected by the change. This is an imperative first step in
reorienting thinking and dispelling fear created by rumor. Besides food service
employees, nursing staff should be informed early on to enlist support.
2. Review the reasons for, and benefits to be derived from, the change. A review of
current problems and how the new system addresses them is worthwhile. A
review of the alternatives will help everyone understand why this particular
option was selected.
3. Reiterate the fact that problems are natural with any new system. Patience will
be required by all. Problems don’t indicate that the system was a bad idea but that
something significant is occurring. Remind all involved of the goals and benefits.
The new system is there to stay and needs to be made to work!
4. Complaining is not contributing. Solutions to problems need to be fostered as the
initial period of system implementation progresses. You may want to adopt an
approach that has worked successfully for several other accounts. They
established “change teams,” which included representatives of the various
hospital departments affected by the new system: medical, nursing, dietary, and
others. This group should be involved from the start with the decision to make
the change, which system is selected, and communication of the need and
importance of the change throughout the facility staff and community.
This approach can have powerful results in terms of a smoother change. It also allows
those most affected by the new system to “buy into” it. Remember, preparation, planning,
training, and communication are the key elements for successful implementation.
Pre-implementation
Overview of System by Dinex Staff

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Installation. An engineer will supervise and verify proper installation and hold
training sessions on operation and maintenance of the equipment including troubleshooting,
repair and calibration of all equipment.
Operations. Approximately six weeks prior to start-up, a cart, refrigerator and
necessary trays and dishware will be provided for use in testing recipes and training. A
Dinex specialist will assist with production, scheduling, job descriptions, use of equipment
and review of operations manuals.
It cannot be overemphasized that prior training is crucial to smooth system start-up.
Topics to Review
Food production: Menu review – compatible item plating
Standardized recipes
Ingredient control
Advanced production schedule
Blast chilling product time charts
Product storage – refrigerator temperatures review
Degree of final cooking
Portion thickness and height
Product moisture content
Toast and hot breads
Vegetables – uncooked, par cooked, and fully cooked
Preparation of starches and cereals
Assembly: Cold temperature maintenance
Use of food bank
Portioning and plating
Component placement
Double portions
Extra beverages
Isolation trays
Tray loading – use of switches
Rethermalization: Cart handling
Plugging and unplugging
Late trays
Diet changes
Hot Beverage preparation
Frozen dessert placement

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Tray Passing: Cart handling
Patient identification
Isolation procedures
Tray presentation
Proper cover handling
Tray retrieval and stacking
Sanitation: Scraping of tray and components
Loading and unloading dish machine
Proper storage and drying
Cart cleaning
Refrigerator cleaning
Dinex representatives will assist with the pre-implementation services as outlined above.
Schedules, Policies and Procedures
1. Employee Job Descriptions, Work analyses and Scheduled Hours. These need to be
carefully reviewed in light of the required production, tray assembly and other schedules
(e.g., delivery of carts, tray passing) necessary to ensure optimal system performance and
patient satisfaction.
2. Assessment of physical layout of assembly area, cart storage and sanitation areas.
Develop trayline assembly stations based on the menu to be used, personnel available and
motion economy.
List components to be stored at each station.
Identify outlets required for refrigerated equipment (cold food tables, air curtains,
milk refrigerators).
Organize starter station and select the best positioning for server storage rack.
Select storage areas and carts for disposables and miscellaneous items.
Check cart storage areas (refrigerated and unrefrigerated) for adequacy and access.
Examine dishwashing and scraping areas.
Develop disassembly procedures, schedules and work flow.
Identify areas for storage of covers, servers, domes and dishware that are not in use.
3. Policies and procedures for late trays, diet changes, isolation trays, kosher trays.
With a cook-chill rethermalization system, these issues must be addressed early on and
carefully considered.

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Late trays. Establish policies for hot meal cut-off times, cold meal service and
trayline assembly of back-up late trays for each meal. Give thought to who will
deliver or pick up late trays.
Diet changes. Establish where and when this will be done. This will depend
partially on whether you are rethermalizing centrally or in decentralized pantry
units. Assign employees to handle replacement trays and adjusting cart switches.
In addition, establish a policy that outlines to nursing and Food & Nutrition staff the
cut-off times by which diet changes will be accepted.
Isolation trays. Review the hospital’s policy for isolation trays and use it as the
basis for decisions when adapting the new tray system to required service.
Generally, the isolation menu is highlighted, then assembled on disposable
dishware and delivered to the appropriate unit on a system tray. A disposable tray
is then given to whoever will be serving the tray for the transfer of food items and
service to the patient. The disposable tray is placed on top of the Perfect•Temp cart
during tray assembly.
Kosher trays. If frozen kosher packs are used, establish their compatibility with
the new system. Generally speaking, since kosher packs need to be reheated in
their unopened packaging, you will need to establish a procedure for placing the
kosher pack on the tray in the entrée section and ensuring that the entrée pad is set
to remain cold. The kosher meal will then be heated by microwave, either in the
kitchen or on the unit pantry prior to service. Highlight menus in some fashion to
make them easily recognizable by tray passers. Alternatively, kosher meals that do
not fit in the entrée section will need to be placed on top of the tray (insulated,
covered trays only) or on top of the cart with a clear label to identify the tray upon
which it should be placed.
Your kosher meal manufacturer may be willing to pack your meals in the
Perfect•Temp dishware so they will be totally compatible with the Perfect•Temp
system.
Patient Tray Service Schedules
Complete Form 3 (Patient Tray Service Schedules) based upon each unit’s meal serving
times, assuming they are fixed or fairly inflexible. Keep in mind that most states regulate the
maximum number of hours that can elapse between dinner and the next day’s breakfast.
Once tray delivery times are established, pencil in all of the other time schedules listed
on Form 3. At the pre-implementation stage, estimate these based on your analysis of work
schedules, tasks to be performed, and discussions with key employees. During and after
implementation, fine-tune the schedules to meet actual demands and unforeseen
circumstances.