Chee Burger Operations Manual

OPERATIONS 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

This is the Cheeburger Cheeburger Restaurants Operations Manual. The information contained in this manual is confidential and is a trade secret of the Cheeburger Cheeburger Restaurants Franchise Company. Accordingly, no person having access to this Manual may disclose the contents of this Manual to the public or any person not authorized by the Cheeburger Cheeburger Restaurants Franchise Company to use this Manual. This Manual may not be copied, reproduced or distributed in any manner. At all times, Franchisee must keep this Manual in a. secure area within the premises where its franchised business is located Franchisee must limit access to this Manual 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 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 this Manual or begin their relationship in such capacity with Franchisee. No other persons may have access to this Manual.

© 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.


ii

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OPERATIONS MANUAL - TABLE OF CONTENTS Letter from CEO Company Mission

i ii Section Heading/Pages

Section I: Food and Food Safety Food Safety HACCP HACCP Operations Documents Weekly Line Check Thermometer Calibration Guide Ground Beef Safety

8 9-38 39-93 94-110 111 112 113

Section II: Safety Accidents OSHA’s and Safety and Emergency Cheeburger Cheeburger’s Safety

114 115-122 123-144 145-149

Section III: Management General Management Front of the House Evaluation Carry-Out/Dine In Surveys Timeline for Success Guide to Interviewing Sexual Harrassment

150 151-156 157-163 164 165-169 170-176 177-194 195-196

Section IV: Employee Training Trainer’s Manual Employee Handbook

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

Section VII: Equipment Equipment Specifications Equipment & Furniture Specification List Gift Card Account Manager Gift Card Agreement Gift Card Order Form Gift Card Terminal Instruction

353 354-360 361-362 363 364-370 371 372-373

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Section I. Food and Food Safety

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Topic The Importance of Food Safety

Safe food service is important for health and financial reasons. Food safety affects everyone: Your co-workers, customers, and the food service operation itself.

Contamination

Contamination is the presence of something harmful in food such as bacteria, a virus, a piece of glass, metal or hair or any foreign body. Contamination can be bacteria or microscopic organisms living in food. Food rich in protein, such as meat and poultry, is most susceptible to bacterial 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

“Borne” means carried. Food-borne illness is an illness that is illness carried in the food to those who eat it. • Food-borne illnesses may be caused by microorganisms. These are microscopic, one-celled organisms such as bacteria. • Bacteria are smaller than the eye can see and exist almost everywhere. • Bacteria multiply rapidly in food that is high in protein such as meat and poultry. • A single bacterium can grow, divide, and multiply in food so quickly it can make people who eat it sick. This means the food is contaminated. • Food-borne diseases are caused by bacteria or infections resulting from many factors: Infected meats, improper refrigeration, poor sanitation habits by food service workers, holding food improperly, food in punctured cans, or food contaminated by rodents. • All food contains bacteria. The best way to control bacteria is through good sanitation. • Bacteria cannot move about freely. It is transmitted by some form of “vehicle.” The most common vehicle that transports bacteria is the hands.

© 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida SECTION: FOOD AND FOOD SAFETY 1

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Topic Causes of Food- borne Illness

Diseases caused by contaminated food

There are eight (8) frequent causes of food-borne illness: 1. Failure to cook food properly. 2. Failure to cook food at a high enough temperature. 3. An infected employee with poor hygiene. 4. Food prepared a day or more in advance and handled carelessly. 5. Raw food mixed with cooked food. 6. Food left in the temperature danger zone too long. 7. Left over food which is not reheated to the proper temperature. 8. Cross contamination. An example is a cutting board that is used for raw food and not cleaned or sanitized properly.

The following are examples of commonly recognized food-borne illnesses as a result of contaminated food. Botulism Caused from improper canning techniques. Canned goods that show signs of ruptured seals, crack, or contents should be discarded. Salmonella Usually found in contaminated poultry but can also be found in red meats. Is often cross-contaminated with other food products through food service workers. Hepatitis Generally caused by contaminated shellfish. Usually caused by infected food service workers who fail to wash their hands after using the bathroom. Staphylococcus Commonly known as staph infection. Generally caused by food service workers who fail to wash their hands after using the bathroom. Also occurs when open wound or non sterilized bandage comes in contact with food. Clostridium Perfringens This is a bacteria often found in meats and specifically in the intestinal tract. Can also be found in water. soil, and dust. Transmitted by improper washing, heating, and cooling.


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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

Potentially hazardous food is the type that is most in danger of being contaminated. This is where bacteria grow most rapidly. There are four categories of potentially hazardous food: Fresh meat like beef or pork; poultry such as chicken and turkey; seafood and fish; and dairy products such as milk and cheese. Bacteria will grow if it remains in the temperature danger zone for more than four hours. This is between 39° degrees and 141° degrees Fahrenheit.

Bacteria Control Temperatures

Bacteria divide once every 20 minutes. In 16 hours one bacterium can multiply into over 70 trillion. This is why controlling bacteria is a constant job. It requires temperature control, sanitary practices, and germicides such as iodine or chlorine. Bacteria grow very slowly at temperatures below 32º degrees Fahrenheit. Bacteria stops growing completely at 0º degrees Fahrenheit and below. Bacteria grow slowly at 141º degrees Fahrenheit and above. Bacteria stops growing completely at 180º degrees Fahrenheit or more.


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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.

These toxins kill humans. Therefore, when in doubt, throw it out. If the food product looks, or smells, bad, throw it away. Bacteria Control Temperatures Water boils 212º degrees F Starches cool and bind 205º Water simmers 195º Most harmful bacteria destroyed 180º Hold hot foods after cooked over 141º Highest temperature hand can endure 120º-130º Dangerous temperature for most foods. Bacteria grows. Body temperature 98.6º degrees F Room temperature 72º per FL Health Care Preferred refrigerator temperature 34º to 39º Water freezes 32º Store frozen foods 0º Preferred Freezer Temperature -5º to - 10º

How to Measure and Monitor Food Temperature

To measure food temperatures, use either a metal stemmed, numerical scaled thermometer, or a digital read-out thermocouple. Wash and sanitize instruments before use. The sensing area of the thermocouple is at the end of the probe.


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Topic How to Use Thermometer to Take Food Temperature

Calibrate the thermometer by placing it in a 50/50 ice to water slush for five (5) minutes. Turn the calibration nut until the needle reads 32º degrees Fahrenheit or 0º degrees Centigrade. Insert the probe into the food and wait for the dial or needle to stop moving. This takes at least 15 seconds. Take the internal temperature of food at its thickest part. The internal temperature of food is always taken using either a numerically scaled thermometer or a thermocouple. Limit the time food is in the danger zone. This is between 39º and 141ºdegrees Fahrenheit.

The Flow of Food

Food starts at the loading dock and moves through stages of preparation, cooking and service.

At the loading dock

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.


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Topic Cooking

Food must be cooked at the minimum recommended temperature to kill harmful bacteria Poultry and stuffed meat should be cooked to a minimum of 165º degrees Fahrenheit. Ground beef must be cooked to a minimum of 155º degrees Fahrenheit.

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.


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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

Leftover food may be reused if re-heated to 165° degrees Fahrenheit one time only. Discard food if it is not used or eaten. Never re-use leftovers more than once.

Food Shipments

Only authorized personnel can accept or sign for food deliveries.

The Decision to Accept or Reject

Accept food only if it is: 1. Fresh or properly frozen. 2. Free of infestation or contamination. 3. The appropriate temperature and condition for each food type. 4. The delivery truck is clean and pest-free. 5. The other products in the truck are free of contaminates. 6. There are no chemicals in the truck that may have spilled on your food.

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.


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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

cans that are swollen, rusty, dented or leaking.

Storage

First in. FIRST OUT. This is a storage rotation method that ensures that food received first is used first. Dated food. New food is placed behind food with earlier dates.

Dry storage

Keep in original containers or in other clean and labeled containers. Keep at least six (6) inches off the floor and away from walls. Store away from pipes, condensation lines, and refrigerator units.

Refrigerated food

Monitor temperature of refrigerator and food by checking the unit gauge and measuring the temperature of the stored food. Store raw food under ready-to-eat food. This prevents any dripping from contaminating food that will not receive additional cooking. Keep at product temperature no higher than 39º degrees Fahrenheit. Note: Refrigerator must be kept colder.


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Topic Freezer

Food stored in the freezer should be kept at 0º degrees Fahrenheit or below. Follow the same procedures for checking temperatures that are used for Refrigerators. Never refreeze food that has been thawed.

Chemicals

Keep chemicals, detergents and sanitizers in their original labeled containers.

Keep chemicals and detergents in a cabinet or on shelves away from food storage areas. Keep material safety data sheets in a place that is easy for employees to see. Post emergency measures in case of accidental poisoning.

Cleaning and Sanitizing

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.

Cleaning and Sanitizing Using a Dishwashing Machine

Check the cleanliness of the machine before use. Check that the wash and rinse tank contains clear water and the sprayers are clear. Check that the detergent level is full. Scrape and soak items to be washed. Separate flatware from utensils. Load dishes into tray. Check that the surfaces are exposed to the spray.

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.


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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.

Cleaning & Sanitizing Fixed Equipment

Prepare two solutions : 1. For food-contact surfaces. 2. For non-food contact surfaces. Unplug electrical equipment. Wash and rinse all non-food contact surfaces first. Air dry. Wash, rinse, and sanitize food contact surfaces. Use a sanitizing solution prepared according to manufacturer’s instructions. Air dry. Dry hands and plug in machine cord. Check that machine is working properly. After item has been sanitized, do not touch food-contact surfaces.


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Topic Chemical Contamination

Chemical contamination usually comes from sources such as pesticides, food additives, and toxic metals

Pestcidres

Pesticides used by fruit and vegetable growers to control insect damage are also toxic or poisonous to humans. Often food shipments coming into a store may have unsafe levels of pesticide residue. If these toxins are not thoroughly washed off, pesticide poisoning may occur.

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

Toxic metals can be a source of chemical contamination. Zinc used in galvanized food containers can make acidic foods poisonous. Fruit juices, pickle and other acidic foods must never be placed in galvanized containers. Some refrigerator shelves contain cadmium that can make meats poisonous. Meats should never contact shelving material. Meats must always be protected. Copper, brass, and lead are other metals that can react with food.

Preventing the Spread of Disease

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.


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Topic Hand Washing

Fingernails must be clean and trimmed. No nail polish or false fingernails are allowed on the job. Germs caught under fingernails can get into food that is being prepared. Most food-borne illness is transmitted to foods by the hands of food service workers. Most types of contamination are picked up by hands; this includes soil from unclean surfaces, chemicals from cleaning products or viruses and bacteria. Human skin is never free of bacteria. Skin has the right conditions for bacterial growth. This is the same for the mouth, nose, eyes, throat, and ears. A person with a skin infection is a threat to the workplace unless personal hygienic is practiced. Basic hand washing is the most important measure of preventing the spread of disease. Hand washing facilities must be conveniently located so that workers can wash their hands frequently. Sinks must have hot and cold water and there must be a supply of hand cleansing soap or detergent and a sanitary way to dry hands. Hand washing in a food preparation sink is never allowed. Gloves can cross contaminate just like hands, so must be changed frequently. When gloves are used, all workers must wash hands thoroughly before beginning work and before handling food. Hand washing is required after any action that might cause contamination. This includes after using the toilet, smoking, eating, coughing, and sneezing, touching the hair or face, handling raw poultry or meat, picking up objects from the floor, and handling dirty dishes.


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Topic Other precautions

In addition to hand washing, there are other precautions to take. Be careful about touching oiled or infected objects including clothing. Perspiration is a common source of contamination. Food handlers may not drip sweat into equipment or food products. Do not wipe seat with your hand and then touch food. Do not use wiping cloths used on food contact surfaces to wipe sweat. Do use a disposable towel or napkin to wipe seat and then dispose of it properly. Smoking, eating, and gum chewing are sources of droplet contamination. Blowing bubbles and touching gum with the fingers are sources of contamination. Exhaled smoke contains droplets of contamination. Employees may only eat, drink and smoke in designated areas away from food preparation and service. Employees must wash their hands after smoking or eating.

Clothing

Clothing is exposed to contamination before and during work hours. Every effort must be made to reduce the risk of passing the contamination to others through food handling. Soil contains contaminates. Soil can enter the food establishment on employee shoes and clothing. All employees must arrive in clean clothes and stay clean by wearing protecting clothing. Caps, nets and other hair restraints must be worn to prevent contamination from loose hair. Jewelry and decorations must be left at home. Employees changing into uniforms and protective clothing must do so in a clothes -changing area. No one may change clothes in a food preparation, storage or washing area.


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Topic

Preparing Foods

Food-borne illness outbreaks tend to occur during the preparation of food.

Cross contamination

Cross contamination occurs when bacteria are passed from a contaminated food or food-contact surface area to safe food.

Conditions for cross contamination

There are many different ways cross contamination occurs. Fruits and vegetables are processed on unclean cutting board previously used for cutting raw animal products. Raw or cooked foods are placed on work tables or slicing machines that have not been cleaned or sanitized.

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 stem-type thermometers are used to check food temperature.

Methods to prevent cross Contamination

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.


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Topic

Handling food safely

Foods should be handled as little as possible. This is because whenever food is handled, cooked, reheated or cooled, dangerous microorganisms have the opportunity to grow. When equipment and utensils are not properly cleaned and sanitized, there is the likelihood of chemical and physical contamination. Do not leave potentially hazardous foods in the temperature danger zone: between 39º degrees F and 141º degrees F. Always clean and sanitize the workspace and utensils and have them ready for use.

Safe food handling procedures

Store ingredients properly at the right temperatures until cooking begins.

Process raw ingredients as quickly as possible. Wash fresh produce thoroughly with drinkable water before cutting, slicing, cooking, or serving. This prevents possible contamination by soil-borne bacteria or chemical residue. Use chilled food products for salads made with potentially hazardous foods. This will help the salad reach the proper temperature in less time. This process should be completed in two (2) hours or less.

Hot and cold handling

Hot food must reach a minimum of 141º degrees F, Cold food must reach a minimum of 39º degrees F.

Cooling potentially hazardous foods

Hot foods: 141 degrees to 70º degrees F within two (2)hours 68º degrees F to 39º degrees F within four (4) hours.

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.


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Topic Thawing

There are several ways to thaw properly: In the refrigerator less than or equal to 39º degrees F. As part of an uninterrupted cooking process. Any procedure for thawing a ready-to-eat food for immediate service. Submerged under running water at 70º degrees F as long as no portion of the ready-to-eat rises about 39º degrees F. Any food that will be properly cooked and does not rise about 41ºdegrees for more than four (4) hours. This includes time needed to prepare and cool to 39º degrees F.

Time in lieu of temperature controls

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.

Date marking foods

Refrigerated ready-to-eat potentially hazardous foods that are prepared in the store and held over 24 hours must be marked with the “Preparation Date” and a ten-day “Consume by Date.” Similar foods received from a processing plant must be marked with the same “Consume by Date”. All foods that are ordered must have a date prepared. Each item has a holding time limit. If product is older, then discard.

Temperature measuring devices TMDs

TMD Scale Accuracy for thermometers is: Food + / -2º degrees F Ambient Air and Water + /- 3º degrees F

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

Food is always to be cooked using the proper equipment. Recipes specify cooking temperatures and time. To be sure that harmful bacteria are killed, foods must be brought to the required temperatures both inside and outside. Internal cooking and serving temperatures of the foods must be checked. Food must be stirred frequently while cooking in order to uniformly distribute heat.


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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.

Beverages and Ice

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.


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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

All tableware and serving utensils must be handled in a careful sanitary way before, during and after serving food. This minimizes the incidence of contamination. It is important to avoid touching the surfaces of tableware when setting tables, handling, and storing. The following practices should be used by all food service personnel to ensure proper handling: • Never touch the food contact surfaces. • Hold plates by the bottom of the edge. • Hold cups by the handle or bottom. • Hold silverware by the handle. • Never carry glasses by putting your fingers inside. • Store silverware so they can be picked up by the handles. • Store dishes and linens neatly in clean and accessible places. • To avoid unnecessary hand contact with food, provide serving utensils for employees. • Use the right utensils for each type of food. Use each utensil for only one food. Utensils include clean tongs, scoops, forks, spoons, spatulas and similar items. • Use long-handed utensils to keep the server’s hands away from food. Cups, bowls, and utensils with short handles should NOT be used for serving. These handles can easily contact the food. • When a serving or mixing spoon falls into food, use another spoon or utensil to retrieve it. • Do NOT touch the food with your fingers. • Always protect utensils used in food service from contamination. Keep utensils under potable running water. Utensils can also be kept in the serving dish with the handle extending out of the food.


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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.

Reusing Prepared Foods

Foods that have been exposed to contamination should never be reused. Individual portions of food that have been served to customers may not be used again.

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.

Lack of Quality Control Means Loss

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

Because of the limited space available for deliveries, it is often easier to have orders split into multiple deliveries rather than one each week. Delivery schedules and minimum order limits may hamper this strategy, however. Whenever possible, do not have two vendors deliver within the amount of time it takes to process either order. NEVER, allow packages to be “dropped” in the hallway or entrance to your restaurant since it increases the potential for theft. Vendors and suppliers pay attention only when you do. If you appear unconcerned about the quantities and quality of your deliveries, your vendors will be unconcerned as well.

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

If a manager suspects a problem, he or she encouraged to vary their arrival times and to take inventory more often than usual. When employees know the manager is watching quantity usage and maintaining a close check on inventory, they will realize that proper controls will detect any deviations. The following are methods to help minimize loss and increase control over your inventory:


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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.

Check in all Deliveries

Check in all deliveries 1. If it can be avoided do not accept deliveries during rush hours or other times when the manager is not available. Insist that orders not be delivered between 11:00 a.m. and 1:00 p.m. 2. If you have a problem with the time of delivery, quality or quantity of product contact your vendor or supplier representative IMMEDIATELY! Any hesitation could result in your getting a less than satisfactory response.

Other Basic Rules

Additional basic rules: 1. Do not allow delivery persons to put away anything before it is inspected. a. Distinguishing between what has already been delivered and what was just delivered is often very difficult. b. Temporarily place the delivery in a convenient spot if you cannot immediately inspect it. You may have to put the product away yourself, but it is preferable to being unable to verify the quantity and/or quality of what has been delivered. 2. Inspect the delivery as soon as possible. 3. Check the delivery receipt against your internal ordering system. a. Check that the quantities, quality and price represent what was originally ordered. If not, note any discrepancies directly on the delivery receipt and then have the delivery person sign the receipt. © 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida SECTION: FOOD AND FOOD SAFETY 21

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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

Even if you have done an outstanding job of inspecting your in-coming product, improper storage can create unnecessary problems. such as: 1. Food spoilage and contamination. 2. Inventory and ordering problems.

Proper Temperature

Stored at incorrect temperatures, all foods and many other goods will deteriorate rapidly and/or present a severe health hazard. The cost of discarded food items is small compared to the damage that could result from consumer litigation and negative media and press coverage. Frozen foods should be stored at 0º-10º degrees F. Refrigerated foods should be stored between 34º-39º degrees F. unless otherwise requested by local health departments, Room temperature foods should be stored between 50º-75º degrees F. To assure these temperatures are correctly maintained, observe the following procedures. 1. Place removable thermometers within each freezer, refrigerator, and dry storage area and check them frequently. Built-in thermometers are either usually ill placed or inaccurate. The removable thermometers should be placed in both coolers and freezers by hanging attachments on the racks. 2. Institute a program of preventative maintenance which assures that all condensers, evaporators and filters remain clean for efficient refrigeration, freezing and air-conditioning. Do not forget to replace broken or worn door gaskets. It is important to have the compressor head temperatures checked by a professional to extend its life span.


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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

Paper products are a very important factor in effective cost control, particularly in light of continuing price increases. The manager should check quantities being used on a regular basis and be certain correct volumes are always used.

Freezer, Cooler, and stock room Control

Exercise careful control of the freezers. coolers and stockroom through frequent inventory checks by the manager. These checks will also ensure that certain high use items are maintained in sufficient stock.

Discarding Containers and Merchandise

Waste Control

Containers and merchandise being discarded must be checked:

1. All merchandise to be discarded is to be shown to the manager before actually being discarded and recorded on Waste Tracking Form. 2. When possible, all jars and bottles are to be thoroughly emptied and scrapped clean. 3. Empty boxes are to be broken down before being discarded to save space in the dumpster and also to discourage theft and pilferage. Waste control is very important for two reasons: 1. Sanitary reasons. a. Waste from cleaning of meats and vegetables must be removed from the stores premises immediately after processing. All byproducts must be bagged in acceptable plastic garbage bags prior to disposal. These waste products must then be deposited inside the area and in a container supplied by the mall management. Do not wait until the garbage is overwhelming, empty your containers three or more times a day if necessary. All health departments have minimum waste handling and disposal standards. You will learn these in detail when you study to take your required Health Department licensing. b. Used frying or vegetable oil must be deposited in a location and containerized for recycling and pick up. Never pour these or other oils down any “in-store” drain. If in a mall, use the special grease traps provided by the mall management. © 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida SECTION: FOOD AND FOOD SAFETY 23

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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

All suppliers must be pre-approved by Cheeburger Cheeburger Restaurants, Inc. Your suppliers are your lifeline, but they will pull you under if you aren’t careful. Some of the specific problems encountered

are:

Short Weighing

Short weighing is usually associated with meat purveyors, but it is also common with vegetable and produce suppliers. The only way to combat this problem is to have constant vigilance in weighing and counting and be ready to change suppliers at any time. If you find a problem with shortages of any type, contact the supplier immediately! Often he will be willing to adjust your order over the telephone without confirmation of your problem.

Overage and Underage

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 SECTION: FOOD AND FOOD SAFETY 24

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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

Inconsistent product is usually the biggest problem with produce suppliers, but can also be associated with vendors. This is the reason you must carefully examine all incoming produce, especially checking vegetables below the top layers. Return the entire container unless you can’t get more until the next delivery. Often associated with poor quality products are cheap prices or unique buying opportunities. Cheap does not mean inferior, but it usually means something is lacking. Likewise, expensive does not mean the best quality available.

Food and Beverage Standards

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!


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Topic Ordering

Ordering from various suppliers is important for these reasons:

Order from Various Suppliers Every supplier of meat, or vegetables and dry goods is a source of additional profit or loss for the manager. The manager can reduce or eliminate food loss by spoilage or nonuse by anticipating sales and ordering correctly from the supplier offering the best deal. Maximum use should be made of storage areas.

Overview of the entire ordering process

The Need for Back-up Suppliers Even with national pricing, not all orders will be placed from your

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.

Pre-opening and Selection of supplier

Suppliers for Products Not Carried by Vendor Prior to a store opening it is suggested that suppliers be contacted to set up an interview and on site inspection of their premises. The condition of their premises could be an indication of service. In addition, contact the suppliers of other stores near you. There are benefits if several stores in your area use one supplier. The supplier may agree to make multiple deliveries instead of just once a week. Submit a list of non-proprietary items you intend to purchase. Proprietary items are those that have to be ordered from our national vendor. Ask these suppliers to provide specific prices and quantity discounts. If any substitutions must be made, have them give you a sample. In this way you can compare the sample to the item you generally use. If it does not meet Cheeburger Cheeburger Specifications, the item cannot be used.

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.


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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.

Sample Supplier Form Supplier Items Phone #’s Addresses Order/ Deliver Days A. B. C. D. E. F.

A. B. C. D. E. F.

The suppliers to use. The items they supply. Toll- free numbers. Addresses for emergency pickups. The day’s suppliers will take orders. DELIVERY Days

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

The company has minimum product specifications. These must be reviewed before purchasing any supplies. When substitutions are necessary, ask the supplier to see and try the product before ordering. If the supplier refuses or it is not practical to see the product, ask for a referral from someone who is currently using the proposed substitute.


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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

Supplies are delivered on regularly scheduled weekdays and sometimes Saturdays. It is important to establish the delivery cycles of your supplier. It is also important to know what the “EMERGENCY” delivery policies are. When there is an emergency the supplies can also be picked up. Contingent delivery arrangements should be made to be prepared for any problem. AVOID 11:30 A.M. TO 1:00 P.M. DELIVERIES! Supplies are delivered through the back or delivery door. Deliveries seem to always arrive at the most inappropriate time.

How Supplies are Delivered

It is your responsibility to be sure the delivery is:

Delivery Checklist

• Stacked correctly and sorted by dry goods, maintenance items, groceries, and frozen foods. • Stacked in an accessible place before moving to inside storage. • Checked for inventory accuracy. A recent national survey showed 30% of all deliveries were over or under invoiced amounts. A shortage in delivery results in lost sales and subsequent consequences and guest dissatisfaction! • Checked for the condition of package and contents. Do not sign for any item that is unacceptable. When items are not accepted, it is necessary to get a CLEARLY written credit on the invoice signed by the delivery person. © 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida SECTION: FOOD AND FOOD SAFETY 28

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Topic • Signed with a signature on the invoice, not merely initialed. Only Manager or Key Employee should process deliveries. • Stored away and in the correct place as soon as possible. Frozen foods must be stored first, refrigerator next, and dry last.

Accepting or Rejecting Rejecting a Shipment

Accept only food that is fresh or properly frozen, free of infestation or or contamination. Food must be checked for the appropriate temperature and condition for each food type. For more detailed information on accepting or rejecting as order, please see food safety section regarding contamination.

Storage and Rotating Stock Dry goods inventory

Stores are designed with minimum storage space. It is critically important to learn to stock dry goods and perishables efficiently. Some rules to observe: ◊ Do not stock above recommended heights listed on cartons, boxes, or pails. ◊ Stack lightest items on top. ◊ Do not store harmful liquids above food, food preparation areas, or dry goods. ◊ Do not stack glass containers above the reach of the shortest worker. ◊ Do not attempt to move liquid damaged boxes. Unpack them first. ◊ Do not stack any cardboard containers or food products on the floor. ◊ Assume any accident that can happen, will happen and take measures to prevent it. ◊ Keep shelving as neat as possible and organize the shelves as often as necessary. ◊ Check all boxes that contain liquid, powder or granulated materials for leaks or liquid intrusion. ◊ Label, date and record remaining amounts in any boxes that are opened but not entirely used. ◊ Discard used cardboard as soon as possible to avoid insect intrusion from outside sources. ◊ Immediately return dented containers or containers that have “bloated” lids because the contents have been contaminated. Stores are designed with the largest possible cold storage area that can feasibly be contained in its limited area. It is critically important to stock refrigerated and frozen items as efficiently as possible. Some rules to observe are:


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Topic Storing refrigerated and frozen inventory

◊ Store all refrigerated items at 34º-36º degrees F. ◊ Store all frozen items at 0º to -10º degrees F. or less. ◊ Organize food in the cooler and freezer so that the oldest food can easily be reached and used first. This is known as FIFO, which is first in - first out. ◊ Keep produce items as far away from the cooler fan as possible to reduce frost damage. ◊ Most refrigerated and frozen items will pick up the odors of other products. Find the problem causing the odor and discard it immediately. ◊ Cover all processed items in covered containers to reduce dehydration and odor transfer. ◊ Sloppy handling and storage will result in increased waste, lost profits and possible contamination. ◊ Label all processed items with date, name of product and the name or initial of handler.

Rotating Stock

Preserving the quality of dry goods and refrigerated supplies can be prolonged by stock rotation. Here are some tips you should follow: ◊ Use a permanent marker to date all incoming items that are to be used the same or the next day. ◊ Use a FIFO inventory system which means- FIRST IN-FIRST OUT. ◊ Designate responsibility for rotation. ◊ Keep all shelving uncluttered and orderly. ◊ Know and enforce stacking limits. ◊ Use clear wrap to cover vegetables in order to maintain freshness. ◊ Date all containers of product. Just stacking containers in some special order will not be sufficient. ◊ Provide sufficient information to locate it. ◊ Tray pack cans, bottled drinks, and beer that is stored vertically. Avoid over purchasing cold storage inventory because of limited shelf life


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Managing Food Safety: A HACCP Principles Guide for Operators of Food Establishments at the Retail Level DRAFT Table of Contents NOTICE Chapter 1 Introduction • •

• •

Purpose and Scope Background o Risks Associated with Foods o Figure 1: Risk Factors o Defining Retail o Using HACCP Principles at Retail to o Manage and Enhance Food Safety Overview of the Process Approach Summary

Chapter 2 The Process Approach • • • •

The Flow of Food Process 1 - No Cook Step Process 2 - Same Day Service Process 3 - Complex Food Preparation

Chapter 3 Developing Your Food Safety System • • • •

Getting Started - Using a Team How to Use This Guide Procedural Step 1: Group Menu Items o Chart 1: Process-Specific Lists Procedural Step 2: Conduct Hazard Analysis o Food Safety Management Worksheets and o Summaries for Operational Steps o Operational Step 1: Receiving o Operational Step 2: Storage o Operational Step 3: Preparation o Operational Step 4: Cooking o Chart 2: Food Code Temperatures/Times o Operational Step 5: Cooling o Operational Step 6: Reheating o Operational Step 7: Holding SECTION: HACCP 1

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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 4 Prerequisite Programs • •

Food Code Interventions HACCP Prerequisites o SOPs o Control Contamination of Food o Control Microbiological Growth o Maintain Equipment

Chapter 5 Glossary Chapter 6 Resources and References •

Fact Sheet - USDA/FDA Foodborne Illness o Education Information Center

Annex 2 Special Considerations Reference

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Managing Food Safety: A HACCP Principles Guide for Operators of Food Establishments at the Retail Level Chapter 1 Introduction • •

• •

Purpose and Scope Background o Risks Associated with Foods o Figure 1: Risk Factors o Defining Retail o Using HACCP Principles at Retail to o Manage and Enhance Food Safety Overview of the Process Approach Summary

PURPOSE AND SCOPE This Guide has been prepared by the United States Food and Drug Administration (FDA) based on input from state and local regulators, industry, academia, and consumers for the purpose of assisting operators and employees of food establishments at the retail level in their efforts to produce safe food. The portion of this Chapter "Defining Retail" is included to further describe the Scope of this Guide. Within this document, facilities that are considered in its scope are referred to either as "food establishments" or "retail food establishments." This document is intended to serve as a guide in the writing of a simple plan based on HACCP principles that can be used to manage food safety. It is very important to understand that this Guide is intended to assist industry's voluntary implementation of HACCP principles. It is not meant to stand alone, but instead should be used together with advice from and in consultation with your federal, state, local, or tribal food safety regulatory authority. Your regulatory authority is an important resource for reviewing your food safety management system. Regulatory food safety professionals can provide important information for the public health rationale for controlling a particular hazard. Users of this document also need to consult and use the latest edition of the FDA Food Code since many of its requirements are not reproduced here but constitute a fundamental program that is prerequisite to implementing a HACCP program. If you do not have a copy of the Food Code, refer to Chapter 6, FDA Publications & Federal Regulations, p. 62, for information on how to obtain a copy.

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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).

Risks Associated with Foods As stated in the Food Code: "Foodborne illness in the United States is a major cause of personal distress, preventable death, and avoidable economic burden. In 1994, the Council for Agricultural Science and Technology estimated 6.5 to 33 million people become ill from microorganisms in food, resulting in as many as 9,000 needless deaths every year.... The Centers for Disease Control and Prevention (CDC) have consistently stated that where reported foodborne outbreaks were caused by mishandling of food, most of the time the mishandling occurred within the retail segment of the food industry . . . where ready-to-eat food is prepared and provided to the public for consumption." Because many foods are agricultural products and have started their journey to your door as animals and plants, raised in the environment, they may contain microscopic organisms. Many foods contain nutrients that make them a place where microorganisms can live and even grow. Some of these organisms are pathogens, which means that under the right conditions and in the right numbers, they can make someone who eats them ill. Raw animal foods such as meat, poultry, fish, and eggs often carry bacteria, viruses, or parasites that can be harmful to humans.

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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

In a report from CDC titled, Surveillance for Foodborne-Disease Outbreaks - United States, 1988-1992, it is clear that bacterial agents are the leading cause of laboratory-confirmed outbreaks and that the main reasons for the outbreaks are: • improper holding temperatures, • poor personal hygiene, • improper cooking temperatures, • foods from unsafe sources, and • contaminated equipment.

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Figure 1:

Risk Factors

Causes of Outbreaks – 1988-1992

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

health care facilities interstate conveyances mail order foods markets meal services for home-bound persons mobile food carts penal institutions restaurants chains ethnic specialties fast food full service independent operations road-side stands schools snack bars temporary outdoor events vending machines revised 1.1.07

Consider also the following characteristics that retail food establishments share. 1. The industry has a wide range of employee resources, from highly trained executive chefs to entry level front line employees. Employees may have a broad range of educational levels and communication skills. It may be difficult to conduct in-house training and to maintain a trained staff because employees may speak different languages or there may be high employee turnover. 2. Many establishments are start-up businesses operating without benefit of a large corporate support structure and having a relatively low profit margin and perhaps less capital to work with than other segments of the food industry. 3. There is an almost endless number of production techniques, products, menu items, and ingredients used. Suppliers, ingredients, menu items, or specifications may change frequently.

Using HACCP Principles at Retail to Manage and Enhance Food Safety The goal in applying the HACCP principles at retail is to have MANAGERS AND OWNERS of establishments voluntarily take purposeful actions to ensure a safe outcome. Managing for food safety must be as fully integrated into your operations as those actions that you might take to open in the morning, ensure a profit and manage cash flow, oversee personnel, or any other aspect of your business. Only by putting in place an active, ongoing system, made up of actions intended to create the desired outcome, can you improve food safety. Application of the HACCP principles provides one system that can meet that criterion. The HACCP principles, combined with a good set of Standard Operating Procedures (SOPs) and a sound training program, can be the most important part of a food safety management system. The HACCP plan that you are going to develop is YOUR PLAN. You may seek assistance from others such as your regulatory authority or an outside consultant, but the design, implementation, and success of the plan rests with you. You will notice in various parts of this Guide, e.g., in Procedural Step 3, and in the Operational Steps: Preparation and Set Up and Packaging, that the Guide speaks inconclusively to the method of controlling personal hygiene and bare hand contact with ready-to-eat food. The distinction focuses on whether such hazards should be considered part of a prerequisite program and managed through SOPs or as critical control points. The HACCP system is defined by seven principles. 1. Perform a Hazard Analysis. This first principle is about understanding your operation and determining what hazards are likely to occur. This usually involves defining the operational steps that you take as food enters and moves through your business. At this point, you will also try to understand how the people, equipment, methods, and foods all affect each other. 2. Decide on the Critical Control Points (CCPs). Which of the operational steps identified in principle #1 are critical to a safe outcome? Where can a hazard be prevented, eliminated, or reduced to an acceptable level? Which actions positively, absolutely, have to happen right? Is there a later step that will prevent, reduce, or eliminate the hazard? It is important to know that not all steps are CCPs. Generally, there are only a few CCPs in each process. 3. Determine the Critical Limits. Each CCP must have boundaries that define safety. How will you know when the CCPs are under control? What are the regulatory standards? What will you measure against? Critical limits are the measurements that define safety and can usually be found in the Food Code. For example, for cooking hamburgers, the Food Code sets the critical limits at 155°F for 15 seconds. When critical limits are not met, it could mean that the food is not safe.

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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

Applications Specific to Retail Level Food Establishments

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.

Define Critical Control Points

No change.

Establish Critical Limits

No change. Use of Food Code provisions.

Monitor

Simplify monitoring by standardizing procedures to a level of confidence that ensures safety, detects problems, and reduces the monitoring frequency.

Corrective Actions

No change.

Verification

No change.

Record Keeping

Simplify by using records already in existence, such as invoices, work schedules, and recipes.

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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.

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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.

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Managing Food Safety: A HACCP Principles Guide for Operators of Food Establishments at the Retail Level Chapter 2 The Process Approach • • • •

The Flow of Food Process 1 - No Cook Step Process 2 - Same Day Service Process 3 - Complex Food Preparation

THE FLOW OF FOOD The flow of food, which is the path that food follows from receiving through serving, is important for determining where potentially significant food safety hazards may occur. At each operational step in the flow, active management of food preparation and processes is an essential part of business operations. With a HACCP system, you set up control measures to protect food at each stage in the process. The illustrations of food processes listed below are not intended to be all inclusive. For instance, quickservice, full-service, and institutional providers are major types of food service operations. Each of these has its own individual food safety processes. These processes are likely to be different from a deli in a retail food store. Some operations may have all three types of processes or variations of the three. Identifying the food process flows specific to your operation is an important part of providing a framework for developing a food safety management system. FOOD PROCESS WITH NO COOK STEP RECEIVE--STORE--PREPARE--HOLD--SERVE As mentioned in the Introduction, the important feature of this type of process is the absence of a cooking step. Heating foods destroys bacteria, parasites, and viruses, and is often a CCP. But since this particular food flow does not include cooking, there is no step that will eliminate or kill bacteria, parasites, or viruses. An example is tuna salad that is prepared and served cold. Control in this process will focus on preventing: •

bacterial growth (e.g., storage under refrigeration),

•

contamination from employees (e.g., restriction of employees ill with diarrhea, proper hand washing,

•

preventing bare hand contact with ready-to-eat foods, etc.), SECTION: HACCP 11

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•

cross-contamination from other foods (e.g., raw to ready-to-eat),

•

cross-contamination from soiled equipment (e.g., cleaning and sanitizing), and

•

obtaining foods from approved sources (e.g., a supplier of raw fish for sushi who adequately freezes fish to control parasites).

You should also think about some other factors. •

Are there any ingredients or menu items of special concern, such as those listed in Annex 2?

•

Is this a potentially hazardous food requiring specific temperature controls?

•

How will it be served? Immediately? On a buffet?

•

Does this food have a history of being associated with illnesses?

•

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?

•

Are you serving food to a population that is known to be highly susceptible to foodborne illness (e.g., residents of health care facilities, persons in child or adult day care facilities, etc.)?

FOOD PREPARATION FOR SAME DAY SERVICE RECEIVE--STORE--PREPARE--COOK--HOLD--SERVE In this process, a food is prepared and served the same day. The food will be cooked and held hot until service, such as chili. Generally, the food will pass through the temperature danger zone only once before it is served to the customer, thus minimizing the opportunity for bacterial growth. The preparation step may involve several processes, including thawing a frozen food, mixing in other ingredients, or cutting or chopping. It is important to remember that added ingredients may introduce additional contaminants to the food. Cutting or chopping must be done carefully so that cross contamination from cutting boards, utensils, aprons, or hands does not occur. Control points at this operational step include good sanitation and hand washing. During cooking, food will be subjected to hot temperatures that will kill most harmful bacteria, parasites, and viruses that might be introduced before cooking, making cooking a CCP. It is the operational step where raw animal foods are made safe to eat, and therefore, time and temperature measurement is very important. Temperature of foods during hot holding must be maintained until service so that harmful bacteria do not survive and grow.

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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.

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Managing Food Safety: A HACCP Principles Guide for Operators of Food Establishments at the Retail Level Chapter 3 Developing Your Food Safety System • • • •

• • • •

• •

Getting Started - Using a Team How to Use This Guide Procedural Step 1: Group Menu Items o Chart 1: Process-Specific Lists Procedural Step 2: Conduct Hazard Analysis o Food Safety Management Worksheets and o Summaries for Operational Steps o Operational Step 1: Receiving o Operational Step 2: Storage o Operational Step 3: Preparation o Operational Step 4: Cooking o Chart 2: Food Code Temperatures/Times o Operational Step 5: Cooling o Operational Step 6: Reheating o Operational Step 7: Holding o Operational Step 8: Set Up and Packing o 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

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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.

HOW TO USE THIS GUIDE This Guide contains a model for assessing significant food safety hazards at each operational step in the flow of food. A short introduction to each step highlights important food safety concerns. For each operational step there is a worksheet and a worksheet summary page which discuss the CCPs and critical limits. These critical food safety limits are included in the Food Code. In addition, Annex 3 of the Food Code provides the public health reasons behind each control measure. This Guide addresses the significant food safety concerns for each operational step in the flow of food. For each step, a summary sheet and accompanying worksheet are provided to assist you in focusing on the controls that need to be in place in order to manage food safety 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.

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CHART 1: PROCESS-SPECIFIC LISTS List your menu items that belong to one of the three processes. PROCESS #1

PROCESS #2

PROCESS #3

List menu foods:

List menu foods:

List menu foods:

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.

•

pathogens or toxins that survive heating, and

•

contaminants, (i.e., pathogens, chemicals, physical objects), that are introduced to food by food workers or equipment.

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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.

Food Safety Management Worksheets and Summaries for Operational Steps Worksheets and summaries are provided to enable you to: •

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,

•

take corrective actions when critical limits are not met, SECTION: HACCP 17

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•

establish a verification procedure, and

•

establish a record keeping system.

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.

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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

PROCESS Examples: * Microbial yes _____ #2 contamination Hamburgers * Bacterial or growth Mahi-mahi * no _____ Scombrotoxin * Ciguatera or other toxin contamination * Chemical contamination

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,

•

the SOPs that support monitoring this process, and

•

shift changes and other operational considerations.

•

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.

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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

yes _____ Store at 41°F or below or Separate raw no _____ from ready-toeat food Freeze fish to be consumed raw @ -4°F for 7 days or -31°F for 15 hours Proper chemical storage/use

PROCESS #2

PROCESS #3

* Bacterial growth Hamburgers * Scombrotoxin Mahi-mahi * Cross contamination * Chemical contamination

yes _____ Store at 41°F or below or Separate raw no _____ from ready-toeat food

Example:

yes _____ Store at 41°F or below or Separate raw no _____ from ready-toeat food

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

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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.

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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

CRITICAL MONITORING CORRECTIVE VERIFICATION LIMITS ACTIONS

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.

Operational Step 4: COOKING MENU ITEM

PROCESS PROCESS #1

Example:

HAZARD

CCP


Does not apply

Does not apply

Does not apply

* Bacterial, parasitic,

yes _____ Cook to

Does not apply Does not apply

RECORD

Does not apply

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

yes _____ Same as Process #2 or


CHART 2: FOOD CODE COOKING TEMPERATURES AND TIMES PRODUCT

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

1b. 165°F; food rotated, stirred, covered

1b. Cover and allow to stand for 2 minutes

2a. Pork, ratites, or injected meats

2a. 155°F

2a. 15 seconds

2b. Ground meat, fish, or game animals commercially raised for food

2b. 155°F

2b. 15 seconds

2c. Game Animals under a voluntary inspection program

2c. 155°F

2c. 15 seconds

2d. Raw shell eggs that are NOT prepared for immediate service

2d. 155°F

2d. 15 seconds

3a. Raw shell eggs broken and prepared in response to consumer order and for immediate service

3a. 145°F

3a. 15 seconds

3b. Fish and Meat including Game Animals except as specifically referenced on this chart

3b. 145°F

3b. 15 seconds

4a. Fruit and vegetables cooked for hot holding

4a. 140°F or above

4a. Instantaneous

4b. Ready-to-eat food from a commercially sealed container for hot 4b. 140°F or above holding

4b. Instantaneous

4c. Ready-to-eat food from an intact package (from a food processing plant inspected by the regulatory authority with jurisdiction over the plant) for hot holding

4c. 140°F or above

4c. Instantaneous

5a. Beef Roast/Corned Beef Roasts

5a. LESS THAN 10 lbs.

Preheated Oven Temperatures

(i) Still Dry: 350 F or more (ii) Convection: 325°F or more (iii) High Humidity: 250°F or less MORE THAN 10 lbs (I) Still dry: 250°F or more (ii) Convection: 250°F or more (iii) High Humidity: 250°F or less

5b. Beef Roast/Corned Beef Roasts

5b. ACHIEVE ONE OF THE FOLLOWING:

Internal Food Temperature for Specified Amount of Time (I). 130°F for 121 Minutes (ii). 132°F for 77 Minutes (iii). 134°F for 47 Minutes (iv). 136°F for 32 Minutes (v). 138°F for 19 Minutes (vi). 140°F for 12 Minutes (vii). 142°F for 8 Minutes (viii). 144°F for 5 Minutes (ix). 145°F for 3 Minutes

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

using increased compressor capacity and high rates of air circulation; • • Avoiding the need to cool large masses by preparing smaller batches closer to periods of service; • Stirring hot food while the food container is within an ice water bath; or • Redesigning your recipe so that you prepare and cook a smaller or concentrated base and then add enough

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

CRITICAL MONITORING CORRECTIVE VERIFICATION RECOR LIMITS ACTIONS DS


Does not apply

Does not apply Does not apply 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.

Operational Step 6: REHEATING PROCESS

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


Does not apply

Salads Sushi PROCESS

Examples:

#2

Hamburgers Mahi-mahi

PROCESS #3

Example: Soups

* Bacterial, yes _____ Reheat to parasitic or 165°F within viral survival or 2 hours or growth no _____

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


yes _____ 41°F or no ______

* Bacterial, parasitic, or Hamburgers viral introduction, Mahi-mahi survival, or growth

yes _____ 140°F

Example:

yes _____ 140°F

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.

SET UP AND PACKING Set up and packing is an operational step used by some retail food establishments including caterers (e.g., restaurant/caterer or interstate conveyance caterer), commissaries, grocery stores (for display cases), schools, nursing homes, hospitals, or services such as delivery of meals to home-bound persons. Set up and packing can be controlled through an SOP and may involve wrapping food items, assembling these items onto trays, and packing them into a transportation carrier or placing them in a display case. An example would be an airline flight kitchen where food entrees are wrapped, assembled, and placed into portable food carts which are taken to a final holding cooler. Hospital kitchens would be another example where patient trays are assembled and placed into carriers for transportation to nursing stations. Food may be placed into bulk containers for transportation to another site where it is served. This operational step might not be considered a CCP, but it is a special consideration when setting up your program. This process can be controlled by strict adherence to SOPs to minimize the potential for bacterial contamination and growth, to eliminate bare hand contact with ready-to-eat foods, to ensure proper handwashing, and to ensure food comes into contact with cleaned and sanitized surfaces.

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: •

The use of packaging,

•

Counter, service line, or salad bar food guards,

•

Display cases,

•

Suitable utensils or effective dispensing methods,

•

Not mixing an old product with fresh, and

•

Having employees monitor self-serve stations.

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


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. •

What critical limit at the CCP are you measuring?

•

How is it monitored?

•

When and how often will the CCP be monitored?

•

Who will be responsible for monitoring it?

Monitoring is observing or measuring specific operational steps in the food process to determine if your critical limits are being met. This activity is essential in making sure your critical food processes are under control. It will identify where a loss of control occurs or if there is a trend toward a loss of control of a critical food process. Needed adjustments will then become obvious. In your food safety management system, certain processes have been identified as CCPs. What you are going to monitor depends on the critical limits you have established at each CCP. Minimum critical limits for many CCPs have been established by the Food Code. For example, cooking hamburger (which is the CCP) to 155°F for 15 seconds (which is the critical limit) will kill most harmful bacteria. Therefore, final temperature and time measurements are very important and you need to determine how you will effectively monitor the critical limits for each CCP. Is monitoring equipment needed to measure a critical limit? The equipment you choose for monitoring must be accurate and routinely calibrated to ensure critical limits are met. For example, a thermocouple with a thin probe might be the most appropriate tool for measuring the final product temperature of hamburger patties. When deciding how often you need to monitor, make sure that the monitoring interval will be reliable enough to ensure the hazard is being controlled. Your procedure for monitoring should be simple and easy to follow. Individuals chosen to be responsible for a monitoring activity may be a manager, line-supervisor, or a designated employee. Your monitoring system will only be effective if employees are given the knowledge, skills, and responsibility for serving safe food. Train your employees to carefully follow your procedures, monitor CCPs, and take corrective action if critical limits are not met. SECTION: HACCP 35

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

modified to prevent the problem from occurring again? Whenever a critical limit is not met, a corrective action must be carried out immediately. Corrective actions may be simply continuing to heat food to the required temperature. Other corrective actions may be more complicated, such as rejecting a shipment of raw oysters that does not have the required tags or segregating and holding a product until an evaluation is done. In the event that a corrective action is taken, you should reassess and modify if necessary your food safety system based upon the HACCP principles. Despite the best system, errors occur during food storage and preparation. A food safety system based upon the HACCP principles is designed to detect errors and correct them before a food safety hazard occurs. It is a benefit to industry and regulators to be able to show that immediate action is taken to ensure that no food product that may be injurious to health is served to or purchased by a customer. It is important to document all corrective actions in written records. PROCEDURAL STEP 6 Conduct On-Going Verification Description Because HACCP is a system to maintain continuous control of food safety practices, implementation of the plan needs to be audited or verified. Verification is usually performed by someone other than the person who is responsible for performing the activities specified in the plan. That person might be a manager, supervisor, designated person, or the regulatory authority. There is on-going verification, which is conducted frequently, such as daily, weekly, monthly, etc., by designated employees of the establishment. It is important to note that routine monitoring should not be confused with audit or verification methods or procedures. There is long-term verification, which is done less frequently. This will be discussed in Procedural Step 8.

SECTION: HACCP 36

revised 1.1.07

Verification is an oversight auditing process to ensure that the HACCP plan and SOPs continue to: •

be adequate to control the hazards identified as likely to occur, and

•

be consistently followed (i.e., a comparison is made regarding observed, actual practices and procedures with what is written in the plan).

On-going Verification activities include: •

observing the person doing the monitoring: is monitoring being done as planned?

•

reviewing the monitoring records: o are records completed accurately? o do records show that the predetermined frequency of the monitoring is followed? o was the planned corrective action taken when the person monitoring found and recorded that the critical

limit was not met? o do records of the calibration of monitoring equipment indicate that the equipment was operating properly?

Verification Procedures Procedures may include the following activities: •

observe the person conducting the activities at the CCPs and recording information,

•

check monitoring records,

•

check corrective action records,

•

periodically review the total plan,

•

test product in process or finished product,

•

review equipment calibration records, and

•

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: •

avoid adulterated/unsafe product getting to the consumer,

•

be able to take corrective action without loss of product,

•

ensure prescribed personnel practices are consistently followed,

•

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: •

receiving constitutes a high volume, or

•

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: •

writing the product temperature on delivery invoices,

•

keeping a log of internal product temperatures of cooked foods, and

•

holding shellstock tags for 90 days.

Some retail establishments have implemented comprehensive HACCP systems where records are maintained for each CCP. These records may be quality control logs; but, they can also constitute CCP records if they are designed to monitor activities that are, in fact, CCPs. The level of sophistication of record keeping is dependent upon the complexity of the food operation. For example, a cook-chill operation for a large institution would require more record keeping than a limited menu, cook-serve operation. Once a specific process has been shown to work for you, such as an ice bath method for cooling certain foods, the frequency of record keeping may be reduced. In these instances, a record keeping system provides a scheduled check (verification) of the process to ensure that it effectively controls the risk factor. This approach is extremely effective for labor-intensive processes related to: •

cooking large volumes of food where a temperature check of each individual item is impractical,

implementing a verified process will allow employees to complete the procedure within the course of a scheduled work day, • cooling foods or leftovers at the end of the business day, or

•

•

maintaining cold holding temperatures of ready-to-eat potentially hazardous foods in walk-in refrigeration units.

PROCEDURAL STEP 8

Conduct Long-Term Verification Once your food safety system is implemented, you will need to confirm that it is effective over time, an activity referred to in this document as long-term verification. You may benefit from both internal (quality control) verifications and external verifications that may involve assistance from the regulatory authority or consultants.

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.

Long-term verification helps the operator: • ensure the food safety management system is implemented and the HACCP plan is being followed, • improve the system and HACCP plan by identifying weaknesses, • eliminate unnecessary or ineffective controls, and • determine if the HACCP plan needs to be modified or updated.

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 ___

(b) Has the supplier, customer, equipment, or facility changed since the last verification?

Yes ___ No ___ Go to Question #2

2. Do the existing worksheets contain accurate and current information?

No ___ -->

3. Are the existing CCPs correctly identified?

No ___ -->

4. Are the existing critical limits appropriate to control each hazard?

No ___ -->

5. Do the existing monitoring procedures

No ___ -->

Yes ___ Go to Question #2

Does this change necessitate a change on the worksheet? No ____ Yes ____

Worksheet information updated:

Date: _______

Name: __________________

CCP's updated:

Date: _______

Name: __________________

CL's updated:

Date: _______

Name: __________________

Monitoring procedures updated:

Date: _______

Name: __________________




revised 1.1.07

ensure that the critical limits are met?


6. Do existing No ___ corrective actions ensure that no injurious Yes ___ food is served or Go to purchased? Question #7

Corrective Actions updated:

Date: _______

Name: __________________

7. Do the existing ongoing verification procedures ensure that the food safety system is adequate to control hazards and is consistently followed?

No ___

On-going verification procedures updated:

Date: _______

Name: __________________

8. Does the existing record keeping system provide adequate documentation that the critical limits are met and corrective actions are taken when needed?

No ___

Record keeping procedures updated:

Date: _______

Name: __________________

9. Are the existing SOPs current and implemented?

No ___



Does this necessitate a change in your plan? If so, start again with number 1.

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

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Managing Food Safety: A HACCP Principles Guide for Operators of Food Establishments at the Retail Level

Chapter 4 Prerequisite Programs • •

Food Code Interventions HACCP Prerequisites o SOPs o Control Contamination of Food o Control Microbiological Growth o Maintain Equipment

FOOD CODE INTERVENTIONS The provisions of the Food Code provide a foundation on which to develop a food safety system based upon the principles of HACCP. Major interventions in the Food Code are demonstration of knowledge by the person-in-charge, employee health, no bare hand contact with ready-to-eat food, time and temperature control, and the use of a consumer advisory regarding the consumption of raw or undercooked animal foods. These interventions need to be addressed within the overall food safety program which may entail inclusion in SOPs. Refer to Chapters 2 and 3 of the Food Code for specific controls that need to be in place.

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.

STANDARD OPERATING PROCEDURES (SOPs) SOPs specific to your operation describe the activities necessary to complete tasks that accomplish compliance with the Food Code, are documented as a written reference, and are used to train the staff who are responsible for the tasks.

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: •

product is purchased from approved suppliers/sources,

•

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,

•

•

toilet facilities are accessible and maintained,

•

handwashing facilities are located in food preparation, food dispensing, warewashing areas, and immediately adjacent to toilet rooms and are equipped with hand cleaning preparations and singleservice towels or acceptable hand drying devices,

• •

an effective pest control system is in place,

•

toxic compounds are properly labeled, stored, and safely used ,

•

contaminants such as condensate, lubricants, pesticides, cleaning compounds, sanitizing agents, and additional toxic materials do not contact food, food packaging material, and food-contact surfaces, and

• •

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.

SOPs to Control Contamination of Food Procedures must be in place to ensure that proper personnel health and hygienic practices are implemented including: • restricting or excluding workers with certain symptoms such as, vomiting or diarrhea (see Food Code

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.

SOPs to Control Microbial Growth These procedures ensure that all potentially hazardous food is received and stored at a refrigerated temperature of 41°F or below. SECTION: HACCP 44

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.

SOPs to Maintain Equipment These procedures ensure that: • temperature measuring devices (e.g., thermometer or temperature recording device) are calibrated

regularly, • • cooking and hot holding equipment (grills, ovens, steam tables, conveyor cookers, etc.) are routinely

checked, calibrated if necessary and are operating to ensure correct product temperature, • • cooling equipment (refrigerators, rapid chill units, freezers, salad bars, etc.) are routinely checked,

calibrated if necessary and are operating to ensure correct product temperature, and • • warewashing equipment is operating according to manufacturer's specifications.

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 •

Fact Sheet - USDA/FDA Foodborne Illness Education Information Center

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: [email protected] Section 2.01

Illness Education Information Center

The USDA/FDA Foodborne Illness Education Information Center provides information about foodborne illness prevention to educators, trainers, and organizations developing education and training materials for food workers and consumers. The center is part of an interagency agreement between the Food Safety and Inspection Service (FSIS) of the United States Department of Agriculture (USDA) and the Food and Drug Administration (FDA) of the United States Department of Health and Human Services. It is housed at the Food and Nutrition Information Center (FNIC) of the National Agricultural Library (NAL), USDA in Beltsville, Maryland. USDA and FDA established the center as part of a national compaign to reduce the risk of foodborne illness and to increase knowledge of food-related risks from through production consumption. The center's primary function is the development and maintenance of two databases. The Foodborne Illness Educational Materials Database is a compilation of consumer and food worker educational materials developed by universities; private industry; and local, state, and federal agencies. This includes computer software, audiovisuals, posters, games, and teaching guides for elementary and secondary school education; training materials for the management and workers of retail food markets, food service establishments, and institutions; educational research and more.

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: [email protected]

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

(i) Menu Items

Beef

Steak Tartare Carpaccio

Salmonellae Escherichia coli O157:H7

Poultry

Duck

Salmonellae Campylobacter jejuni

Finfish

Lightly cooked fish, sushi, raw-marinated, cold-smoked fish

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

Quiche, hollandaise sauce Eggs Benedict, mayonnaise, mousse, tiramisu, chicken croquettes, rice balls, stuffing, lasagna, french toast, chicken franchaise, crab cakes, egg nog, fish stuffing, Caesar salad, ice cream

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

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. 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 food borne 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. To adhere to governmental HACCP standards, we have changed our current cooking parameters for all products. Beef can now be cooked only medium (155ºF, pink, moist center), medium well (160ºF, light brown, moist center) and well done (greater than 160ºF, brown, moist center).

revised 1.1.07

B. HACCP Program HACCP Plan Form Facility: Cheeburger Cheeburger

Prepared By: S. Lundy

Date: 2/1/03

Food item: Ground Beef Flow diagram or descriptive narrative of the food preparation steps for the food item: Receive CCP 1

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

1.Condition at Delivery (Receive) Refrigerated/ Product temp. at 41˚ F or below. Store in refrigerated Walk-In Cooler, Temp. set 35˚F- 40˚F.

Check temp., packaging integrity & coded shelf life of delivered product. Check 1-10lb log per case. Check Walk-In every 4 hours, maintain 35˚F- 40˚F.

Reject product if temp. is greater than 41˚F, or packaging is compromised or shelf life exceeded. Discard product if product temp. exceeds 45˚F for 4 hours or shelf life is exceeded.

2. Prepare ground beef patty portions using hygienic practices (GMP’s). Sanitize all prep materials. Immediately cover & refrigerate portions after prep. 3. Cook ground beef patty portions to an internal temp. of minimum 155˚F for 15 seconds.

Check for properly sanitized prep materials. Check Walk-In Cooler or under counter refrigerator every 4 hours, maintain 35˚F- 40˚F.

Re-clean & sanitize any improperly cleaned prep materials. Discard any ground beef portions that exceed 50˚F or 45˚F for 4 hours. Continue to cook product until internal temp. reaches 155˚F for 15 seconds.

Check products internal temp. using a calibrated stem thermometer.

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

Food item: Chicken Breast Filets Flow diagram or descriptive narrative of the food preparation steps for the food item: Receive CCP 1

Frozen Storage CCP 1


Cold Storage CCP 2


Cook CCP 3

Serve

Article IV. orrective Actions

1.Condition at Delivery (Receive) Frozen/ Product temp. at 10˚ F or below. Store in frozen case Temp. set 0˚F.

Check temp., packaging integrity & coded shelf life of delivered product. Check frozen case every 4 hours.

Reject product if temp. is greater than 10˚F, or packaging is compromised or shelf life exceeded. Discard product if product temp. exceeds 45˚F for 4 hours .Do not refreeze.

2. Thaw Chicken portions in Walk-In cooler. Temp. set 35˚F to 40˚F. Label and date product. Insure proper product rotation. 3.Cook chicken breast to internal temp. of 165˚F for 15 seconds.

Check Walk-In Cooler every 4 hours, maintain 35˚F to 40˚F. Check product dates and proper shelf life rotation.

Discard any chicken that exceeds 4 days thawed shelf life or chicken that exceeds 45˚F for 4 hours.

Check product internal temp. using a calibrated stem thermometer.

Continue to cook until internal temp has reached 165˚F for a minimum of 15 seconds.

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



Date: 2/1/03

Food item: Chicken Fingers Flow diagram or descriptive narrative of the food preparation steps for the food item: Receive CCP 1

Frozen Storage CCP 1


Cook CCP 2


Serve

Article V. orrective Actions

1.Condition at Delivery (Receive) Frozen/ Product temp. at 10˚ F or below Store in frozen case Temp. set 0˚F.



2. .Cook chicken fingers to internal temp. of 165˚F for 15 seconds.

Check product internal temp. using a calibrated stem thermometer..

Continue to cook until internal temp has reached 165˚F for a minimum of 15 seconds

3.

.

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



Date: 2//1/03

Food item: Sautéed Mushrooms and Onions Flow diagram or descriptive narrative of the food preparation steps for the food item: Receive CCP 1

Cold Storage CCP 1

Prepare CCP 1


Cook CCP 2

Monitoring Procedures .

Hold CCP3

Serve

a.

Corrective Actions Discard product if product temp. exceeds 45˚F for 4 hours.

1.Condition at Delivery (Receive) Refrigerated/ Product temp. at 41˚ F or below. Store in refrigerated Walk-In Cooler, Temp. set 35˚F- 40˚F. 2. Prepare product using hygienic practices (GMP’s). Sanitize all prep materials (slicer, knives, prep table).

Check Walk-In every 4 hours, maintain 35˚F- 40˚F.

3. Cook product to 140˚F.

Check product internal temp. using a calibrated stem thermometer.


4. Hold (hot) in heated food warmer at 140˚F or above. Hold (hot) for a maximum 3 hrs.

Check product internal temp. using a calibrated stem thermometer, hourly

Discard product if product temp. is below 140˚F. Discard all product after 3 hrs. at minimum temp. of 140˚F.

Check for properly sanitized prep Re-clean & sanitize any materials. improperly cleaned prep materials.

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



Date: 2/1/03

Food item: Salad/Produce Flow diagram or descriptive narrative of the food preparation steps for the food item: Receive CCP 1

Cold Storage CCP 1


Prepare CCP 2

Cold Storage CCP 2


Serve

Article VI. orrective Actions

1.Condition at Delivery (Receive) Refrigerated/ Product temp. at 50˚ F or below. Store in refrigerated Walk-In . Cooler/Temp. set 35˚F- 40˚F.

Check temp., packaging integrity & coded shelf life of delivered product. Check Walk-In every 4 hours, maintain 35˚F- 40˚F.

Reject product if temp. is greater than 50˚F, or packaging is compromised or shelf life exceeded. Discard product if product temp. exceeds 50˚F for 4 hours.

2. Prepare produce using hygienic practices (GMP’s). Sanitize all prep materials. Immediately cover & refrigerate after prep.

Check for properly sanitized prep materials. Check Walk-In Cooler every 4 hours, maintain 35˚F- 40˚F.

Re-clean & sanitize any improperly cleaned prep materials. Discard any produce that exceeds 55˚F or 45˚F for 4 hours.

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



Date: 2/1/03

Food item: Ground Beef (Holding Cabinet) Flow diagram or descriptive narrative of the food preparation steps for the food item: Receive Cold Storage Prepare Cold Storage CCP 1 CCP 1 CCP 2 CCP 2 Hold Reheat CCP4 CCP 5 HACCP Chart Critical Control Points (CCPs)


Cook CCP3 Serve

Article VII. orrective Actions

Reject product if temp. is greater than 41˚F, or packaging is compromised or shelf life exceeded. Discard product if product temp. exceeds 45˚F for 4 hours or shelf life is exceeded. Check for properly sanitized prep Re-clean & sanitize any 2. Prepare ground beef patty improperly cleaned prep portions using hygienic practices materials. Check Walk-In Cooler or under materials. (GMP’s). Sanitize all prep Discard any ground beef portions counter refrigerator every 4 materials. that exceed 50˚F or 45˚F for 4 hours, maintain 35˚F- 40˚F. Immediately cover & refrigerate hours. portions after prep. 3. Cook ground beef patty portions Check products internal temp. Continue to cook product until to an internal temp. of minimum using a calibrated stem internal temp. reaches 155˚F for 155˚F for 15 seconds. thermometer. 15 seconds. 1.Condition at Delivery (Receive) Refrigerated/ Product temp. at 41˚ F or below. Store in refrigerated Walk-In Cooler, Temp. set 35˚F- 40˚F.

Check temp., packaging integrity & coded shelf life of delivered product. Check 1-10lb log per case. Check Walk-In every 4 hours, maintain 35˚F- 40˚F.

4.After cooking ground beef patties to 155˚F for 15 seconds, store in holding cabinet. Holding cabinet set at 155˚F.

Maintain holding cabinet temp. at 155˚F.Check every 25 minutes. Check product temp. using a calibrated stem thermometer. Maintain 150˚F for no more than 25 minutes. Check products internal temp. using a calibrated stem thermometer.

3. Reheat ground beef patty portions to an internal temp. of minimum 155˚F for 15 seconds before serving.

Discard held product if temp. falls below 155˚F after 25 minutes. Discard all product held over 25 minutes Continue to cook product until internal temp. reaches 155˚F for 15 seconds.

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



Date: 2/1/03

Food item: Chicken Breast Filets (Holding Cabinet) Flow diagram or descriptive narrative of the food preparation steps for the food item: Receive Frozen Storage CCP 1 CCP 1 Reheat Serve CCP 5 HACCP Chart Critical Control Points (CCPs)

Cold Storage CCP 2


Cook CCP 3

Hold CCP4

Article VIII. orrective Actions

1.Condition at Delivery (Receive) Frozen/ Product temp. at 10˚ F or below. Store in frozen case Temp. set 0˚F.



2. Thaw Chicken portions in Walk-In cooler. Temp set 35˚F to 40˚F. Label and date product. Insure proper product rotation.

Check Walk-In Cooler every 4 hours, maintain 35˚F to 40˚F. Check product dates and proper shelf life rotation.

Discard any chicken that exceeds 4 days thawed shelf life or chicken that exceeds 45˚F for 4 hours.

3.Cook chicken breast to internal temp. of 165˚F for 15 seconds.

Check product internal temp. using a calibrated stem thermometer. 4. After cooking Chicken breast to Maintain holding cabinet temp. at 155˚F.Check every 30 minutes. 165˚F for 15 seconds store in Check product temp. using a holding cabinet. calibrated stem thermometer, Holding cabinet set at 155˚F. maintain minimum product temp. of 145˚F for no more than 30 minutes. 5. Reheat chicken breast to internal Check product internal temp. temp. of 165˚F for 15 seconds using a calibrated stem before serving. thermometer.

Continue to cook until internal temp has reached 165˚F for a minimum of 15 seconds. Discard held product if temp. falls below 145˚F. Discard all product held after 30 minutes.


Equipment Utilized at each Critical Control Point (include type and quantity of each unit) CCP 1: Freezer

CCP 4: Holding cabinet

CCP 2: Walk-In Cooler

CCP 5: Flat top, solid surface grill

CCP 3: Flat top, solid surface grill revised 1.1.07

HACCP Log Book revised 1.1.07

CHEEBURGER GROUND BEEF INFORMATION AND GUIDELINES REVISED JUNE 1, 2009 Product Information: > SUPC# TBD 6/10#avg Fresh Ground Beef Chuck Angus Fine > SUVC#- 24776 Reid Swanson- (816) 713-8505 National Beef Packing > >

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 [email protected] with a cc: to Tony Agresta at [email protected] 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 Receiving Temperature- Product delivered to SYSCO must be between 28 and 41 degrees Fahrenheit. • If product is being received below this temperature range, we must notify Jeff Jablow at [email protected] with a cc to Tony Agresta at [email protected] while the truck is still at the OPCO so a decision can be made whether to receive or not. Product received above this temperature MAY NOT BE RECEIVED. • Cheeburger Cheeburger recommends the use of a bitherm to take the internal temperature of the case and its product by simply inserting the probe between the top chubs, not disrupting the packaging. We do not recommend the use of infrared temperature devices as they only record surface temperatures.

> >

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.

>

NEVER SHIP FROZEN PRODUCT TO CHEEBURGER CHEEBURGER RESTAURANTS

>

SUBSTITUTIONS HAVE TO BE AUTHORIZED BY CHEEBURGER CHEEBURGER CORPORATE

• 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.

Cooper Cooking Thermometers (digital) – quantity - 3 Pocket Test Thermometers (dial) Model # 805631 – quantity - 4 Plastic clip boards – quantity – 4 HACCP Program Manual Deviation Log Book

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

Walk In Cooler Temp Freezer Temp Set up Line Temp Sanitation Buckets Gloves in use Chicken Breast Temp Burger Temp

Y or N Y or N 165 deg 155 plus revised 1.1.07

Thermometer Calibration Guide NIST Reference Thermometer

Calibration for cold process use ice water method

Dial Bimental Coil Thermometer

Calibration for hot process use boiling water method

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

Keep all storage temperatures °

below 40

F

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

Cheeburger Cheeburger Allergen Listing is available at www.cheeburger.com

S

cientists estimate that 4 percent of the population, or about 12

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?

A food allergy is an immune system response to a food that the body mistakenly believes is harmful. Once the immune system decides that a particular food is harmful, it creates specific antibodies to fight it. The next time the individual eats that food, the immune system releases massive amounts of chemicals, including histamine, in order to protect the body. These chemicals trigger a cascade of allergic symptoms that can affect the respiratory system, gastrointestinal tract, skin, and/or cardiovascular system. Reactions can be deadly.

What is celiac disease? Celiac disease is an autoimmune disease that results in damage to the small intestine and interferes with the body’s ability to absorb nutrients from food. People who have celiac disease cannot tolerate gluten, a protein found in wheat, rye, barley (commonly found in malt), and oats. Eliminating gluten from a diet of a person with celiac disease is critical to their health and well‐being. Individuals with celiac disease who do not maintain a gluten‐free diet or inadvertently ingest even small amounts of gluten, can develop severe gastrointestinal symptoms and are at increased risk of developing nutritional problems, such as anemia and osteoporosis, other autoimmune disease, such as diabetes and thyroid disease, and certain kinds of cancer. In the celiac community, there is occasionally other language used by people with the disease when dining out. It is possible that patrons with celiac disease will tell their server that they have gluten intolerance, celiac sprue or a gluten allergy, instead of referring to celiac disease. All these terms should be treated as celiac disease and the same cautions should be taken. What is food intolerance, and how is it different from food allergy? Food intolerance is a reaction that, unlike food allergy, does not involve the immune system. Instead, it involves the digestive system, and the body simply lacks the mechanism or enzyme needed to digest and process a particular food properly. Lactose intolerance is the most common food intolerance. In this case, the individual lacks an enzyme that is needed to digest milk sugar.

When the lactose‐intolerant person eats milk products, symptoms such as gas, bloating, and abdominal pain may occur; however, if the individual consumes only a small amount of dairy products, he or she may not experience these symptons. 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 and 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.

What are the symptoms of an allergic reaction? Typical symptoms of an allergic reaction can include the following: Skin: Hives, eczema, swelling of the lips and face, itching Respiratory tract: Swelling of the throat or mouth, difficulty breathing, stuffy and/or runny nose, itchy and/or watery eyes, wheezing, repetitive cough Gastrointestinal tract: Abdominal cramps, vomiting, diarrhea symptoms. Additionally, there are pills or drops that can be taken before eating dairy products that will replace the missing enzyme, thereby enabling the individual to consume dairy products without side effects.

What foods cause food allergies? Although an individual could be allergic to any food, the following eight foods account for 90 percent of all food‐allergic reactions: • Peanuts • Fish (for example, salmon, cod, tuna) • Shellfish (for example, crab, lobster, shrimp) • Milk • Tree nuts (for example, walnuts, pecans, almonds, cashews, pistachio nuts) • Soy • Eggs • Wheat 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 allergies – and teens are the highest‐risk group for fatal food‐allergic reactions.

How can an allergic reaction be avoided? Strict avoidance of the allergy‐causing food is the only way to avoid a reaction. Reading ingredient labels for all foods is the key to maintaining control over the allergy. What is cross-contact? 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, mixing various fried products in deep fryers) or indirect via hands or utensils. The protein is the component of the food that causes the food allergy. A tiny amount of an allergenic food is enough to cause an allergic reaction in some people. Therefore, precautions must be taken to avoid cross‐contact with foods a guest is allergic to. What do individuals with food allergies need from restaurant staff? Individuals with food allergies need restaurants to provide them with accurate information about ingredients so they can make informed decisions about what to order from the menu. Incorrect or incomplete information puts these guests at risk for an allergic reaction. Foods made from a variety of ingredients may contain allergens. For example, mayonnaise and meringue contain eggs, yogurt and many brands of products that carry “nondairy” labels contain milk, and marzipan is a paste made with almonds. Common foods are often described in scientific or technical terms. For example, “albumin” is derived from egg, and “whey” is derived from milk. Individuals with egg and milk allergies must avoid these ingredients. See the “How to Read a Label” sheet in the Appendix for a list of other scientific and technical names for common allergy‐causing foods. “If I am attending a catered event, I contact the caterer to discuss the

Is our Peanut Oil safe for guests who have a food allergy? Studies have shown that highly refined peanut oil has been safely ingested by individuals who are allergic to those foods. However, if the oil has previously been used to fry an allergen‐containing food (e.g., mac & cheese wedge, chicken tenders), it may cause an allergic reaction in someone who is allergic to peanut or shellfish. This occurs because during cooking, protein is released into the oil and can then be transferred to other foods. Cold‐pressed, expelled, or extruded oils (sometimes referred to as “gourmet” oils) contain protein and are thus not safe for someone with an allergy to those foods. We exclusively use highly refined, heat processed, peanut oil in our restaurants. Some physicians instruct patients who are allergic to peanuts and soy to avoid all oils made with these ingredients as an extra precaution. It is important that restaurants know what oil or oil blends they use in their operations and to provide this information to individuals upon request. If the oil or oil blend is changed, be sure the information you provide to the guest is updated. What is the difference between an allergic reaction and food poisoning? Consuming certain foods that have been mishandled can cause adverse reactions that mimic food‐allergic reactions. Examples of mishandled foods include those that are thawed and then refrozen or kept at refrigerator temperature for a long time before cooking. Typical symptoms of food poisoning include vomiting or diarrhea. These symptoms usually manifest themselves several hours after an individual consumes the food but also can occur days later. Individuals who contract food poisoning after eating fish or shellfish may mistakenly consider themselves allergic. Federal Allergen Labeling Law 1 Effective January 1, 2006, the Food Allergen Labeling and Consumer Protection Act (FALCPA) requires that the 8 major food allergens be listed in simple language (e.g. “milk” instead of “casein”) on all packaged food. The 8 major food allergens identified by FALCPA are: 1. Milk 2. Eggs 3. Fish (e.g. bass, flounder, cod)

4. Crustacean shellfish (e.g. crab, lobster, shrimp) 5. Tree nuts (e.g. almonds, walnuts, pecans) 6. Peanuts 7. Wheat 8. Soybeans According to FALCPA, if the common or usual name is not identified in the ingredient list, it must be included in one of two ways: 1. in parentheses following the name of the ingredient. Examples: “lecithin (soy)”, “flour (wheat)”, and “whey (milk)” OR 2. Immediately after or nest to the list of ingredients in a “contains” statement. Example: “Contains Wheat, Milk, and Soy.” Items that are not identified as a major allergen (e.g., sesame, mulluscan shellfish) along with gluten‐containing grains like barley, rye, and oat can be components of nonspecific wording like “spices”, “natural flavors”, and “colorings”. FALCPA does not regulate the use of precautionary allergen warnings, such as “may contain”, “processed in a facility”, or “made on shared equipment”. Many people with food allergies avoid foods with precautionary labels specific to the foods to which they are allergic. For more information on FALCPA and food allergies, visit: http://www.fda.gov/Food/FoodSafety/FoodAllergens/default.htm

Food Allergy and Anaphylaxis Quiz

1. Food‐allergic reactions occur within what time period after ingestion? (a) within seconds (b) from two minutes to 12 hours (c) from within minutes to two hours (d) within two days 2. Food allergies are estimated to be responsible for how many ambulatory care visits in the U.S. each year? (a) 300,000 (b) 100,000 (c) 50,000 (d) 10,000 3. What body systems can be affected by a food‐allergic reaction? (a) gastrointestinal tract (b) respiratory system (c) cardiovascular system (d) skin (e) all of the above 4. Eight foods – peanuts, tree nuts, fish, shellfish, milk, eggs, soy, and wheat – are responsible for what percentage of food‐allergic reactions? (a) 50 percent (b) 75 percent (c) 100 percent (d) 90 percent 5. What component of a food is responsible for an allergic reaction? (a) fat (b) protein (c) carbohydrate (d) trans fatty acids 6. What medication is used to control a severe allergic reaction? (a) antihistamine (b) pseudoephedrine (c) Sudafed™ (d) epinephrine 7. People with food allergies can safely consume the foods that cause allergies if (a) they only eat a small amount

(b) they take an antihistamine first (c) never – they cannot safely consume these foods (d) they eat the food with a large meal to dilute it 8. Fried foods can be dangerous for those with food allergies because (a) high fat content makes allergic reactions worse (b) frying changes the chemical structure of foods (c) cross‐contact with other food proteins can occur 9. Circle all the foods that could be hidden in “natural flavors” when reading a food label. (a) sesame (b) wheat (c) barley (d) shrimp True or False? 10. Food‐allergic reactions are a response of the immune system. 11. Close to 3.3 million Americans suffer from a peanut or tree nut allergy. 12. If a food label says wheat‐free then the product is also gluten‐free.

Answer Key for Food Allergy and Anaphylaxis Quiz 1. C – from within minutes to two hours 2. A – 300,000 3. E – all of the above 4. D – 90 percent 5. B – protein 6. D – epinephrine 7. C – never 8. C – cross‐contact with other foods can occur 9. A, C – sesame and barley 10. True 11. True 12. False

Risk Management Points to Remember

• Understanding the basics of food allergies is key to reducing liability. • Restaurants should be able to supply, upon request, a list of ingredients for a menu item. • During hours of operation, a restaurant should have at least one person on duty, ideally the manager, who can handle questions and special requests from guests with food allergies. Other staff members should know who that individual is and should direct questions about food allergies to that person. • When a guest informs restaurant staff that he or she has a food allergy, staff should activate the restaurant’s plan for handling the special order. That may mean providing the individual with a list of ingredients use or, in some cases, informing the guest that you cannot provide a safe meal because the foods are not prepared on‐site and no ingredient information is available. • If a guest is having an allergic reaction, call emergency medical services and get medical help immediately! 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.

Get Organized in Advance • Post emergency number (i.e., 911) at all telephones as a reminder in the event emergency services are needed. Also post the street address and telephone number of your restaurant by the phone. • Schedule times throughout the day to ensure that kitchen and prep areas are properly cleaned and organized. • Review the day‐to‐day operations of your restaurant, and pinpoint ways to reduce the risk of a mistake when preparing a special meal. For example, how can you improve communication between the servers who take the order and the kitchen staff who prepare the food?

Reducing Liability Allergens are a liability risk. Understanding the basics of food allergies and how reaction can be avoided is key to reducing liability. Provide complete information about the ingredients in the menu selections. Upon request, staff should reveal ingredients that contain allergens, even if the ingredients are considered part of a “secret recipe.” Failing to disclose this information would expose the restaurant to potential liability if a guest who has a food allergy eats the food and has a reaction. In fact, lawsuits have been filed against restaurants when guests were given misinformation or incomplete information about ingredients used in a dish. Ensure that correct food handling procedures are followed. Restaurants have been held responsible for allergic reactions resulting from cross‐contact between foods after a server was notified of a food allergy. In one example, a family explained that their child had an allergy to shellfish. The restaurant served the child French fries that had been prepared in the same oil used to fry shellfish. The child had an allergic reaction, and the family sued the restaurant. In addition to compensatory damages (which typically cover the cost of medical expenses plus compensation for pain and suffering), a restaurant could be held liable for punitive damages if a court finds that a restaurant’s actions showed reckless disregard for the customer’s safety. Punitive damages, when awarded, often exceed the amount of compensatory damages.

Suggested Procedures for Food Allergy Orders

In order to provide top‐notch service to customers and avoid potential liability, it is important to designate staff members to handle questions and requests from guests who have food allergies. The staff should know who these individuals are and direct questions to them. Doing so will minimize risks for both the restaurant and the guest, creating a win‐win situation. When a guest identifies himself or herself as having a food allergy, the manager, who should be hosting at the front door should take responsibility, by answering any questions the guest may have about the menu items and ensure that the proper procedures are followed for this special meal. The manager should be responsible for discussing ingredient information with the guest and for letting the guest know if ingredient information is not available. Information about label reading can be found in the “How to Read a Label” sheet in the Appendix.

Although staff can supply information on ingredients and preparation methods, the guest has the final say in what his or her menu selection will be.

Summary of How a Food Allergy Order May Travel Through the Restaurant If a Reaction Occurs How the staff reacts in the event of an allergic emergency is equally important. If a customer notifies the staff that he or she is having an allergic reaction, the 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.

Peanut and Tree Nut Allergic Reactions in Restaurants and Food Service Establishments

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.

Written Procedures and Staff Training

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 must 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

Advise against high-risk menu choices 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 fried 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

It’s OK to say “I don’t know” If you are not 100 percent sure about the ingredients in a menu item, say so. The guest will appreciate your honesty. Guide them to other choices on the menu. Managers should work closely with your Corporate team, consulting about ingredients or asking questions about safe menu selections.

Handling Inquiries via Telephone

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 guest notifies you of a food‐allergy‐related incident, listen carefully and gather all the facts from the customer and any staff members who were involved. Effectively resolving customer complaints is an integral part of providing topnotch service, so staff should be trained to not react defensively or dismiss the guest’s concerns. View any reported allergic reaction as an opportunity to reevaluate your food allergy management plan and pinpoint areas that need improvement.

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 Points to Remember

• 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.

Hosts and Hostesses

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 issues. 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 simply 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.

Serving the Order

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.

Avoiding Cross-Contact While Serving the Meal There are a number of ways allergens may enter a meal through cross‐contact during the serving process. The following are the most common examples. Unclean hands or gloves. Something as simple as picking up a shake containing nuts, setting it down, and then picking up a roll may be enough to cause 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.

Splashed or spilled food. It is possible for cross‐contact to occur if a guest’s food, drinks, or utensils are carried on a tray with other items. Ingredients from other foods can splash or spill onto something that is otherwise allergen free. For example, milk or cream can spill, or butter can brush against something that is otherwise milk‐free. Use a small plate or saucer when carrying cream or butter to catch any spills. Ideally, the allergen‐free meal should be carried by itself directly from the kitchen. Trays. As an extra precaution, trays used to carry allergen‐free meals should first be cleaned thoroughly with hot, soapy water or other appropriate cleaning compounds and procedures. Just wiping a tray down is not enough. Toppings. To minimize the chance for mistakes, only the manager, or other designated staff member should top the sandwich. Ingredients on the line can easily spill into containers of other ingredients. For example, it’s easy for shredded cheese, croutons, or nuts to become mixed with prepped vegetables, herbs, and other ingredients. To avoid cross‐contact, always use the backup supply of fresh ingredients. Diners may question or request specific ingredients for a number of

Correcting a Mistake in Meal Preparation

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 first thing you should do is find out how it could have happened.

Answer Key for Front of the House Quiz

1. C – thoroughly clean the table and chairs 2. A – manager 3. E – all of the above 4. D – “I don’t know. Let me get the manager to be sure.” 5. C – have the kitchen staff discard the order and remake the order from scratch 6. False – It is important to flag the ticket with a notice of the allergy so that the kitchen staff can properly prepare the dish. 7. True. 8. False – Cross‐contact can occur on the serving tray. Take extra precautions when serving the dish to a diner with food allergies. 9. False – If a guest tells you that he or she is experiencing an allergic reaction, the first thing you should do is get medical help immediately by calling emergency medical services (i.e., 911). Activate your restaurant’s food allergy emergency plan. Keep the person where he or she is and do not rise them to an upright position.

Back of the House Points to Remember • Food allergies are allergic disorders. Customers aren’t just stating their food preferences. Your cooperation is needed to help them avoid an allergic reaction. • Guests who have food allergies depend on back‐of‐the‐house staff to provide complete and accurate information about the ingredients used in menu items. • Ingredients found in unexpected places can place guests at risk for an allergic reaction. • Avoiding cross‐contact between a safe food and an allergen‐containing food is essential to preparing safe meals for guests with food allergies. • If a mistake occurs with a special order, the only acceptable way to correct the situation is to discard the incorrect order and remake it.

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.

Avoiding Cross-Contact in the Kitchen

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 is 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 type 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 onto a sundae for a guest allergic to tree nuts, or just a couple of croutons onto a salad 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.

Answer Key for Back of the House Quiz

1. C – discard the dish and remake the order from scratch 2. E – all of the above 3. A – substitute an ingredient you know is safe or suggest another menu selection 4. B – thoroughly clean equipment and utensils with hot, soapy water or other appropriate cleaning compounds and procedures, and then sanitize them 5. D – all of the above 6. True 7. True 8. False – Most commercial brands of egg substitutes contain egg white. 9. True 10. True 11. False

Preparing for an Allergy Emergency Accidents can happen at any time! Make sure your emergency plans include steps for handling an allergy emergency in your restaurant. • Prepare a Checklist for Handling an Allergy Emergency that outlines steps staff should follow if a guest should experience an allergic reaction. Copy the checklist onto brightly colored paper, and post it in a highly visible area. At the top of the checklist, consider adding a statement such as the following: If someone is having an allergic reaction, do not deny it, and do not argue with the customer or defend the restaurant. Take action – call emergency medical services and get medical help immediately! • If a patron is experiencing an allergic reaction, do not have them stand. Some cases of fatal anaphylaxis have occurred after raising to an upright position. If a patron is experiencing an allergic reaction, keep them where they are and do not raise them to an upright position. • Designate a key staff member, ideally the manager, to handle a situation involving an allergic reaction. Identify the designated individual on the checklist. • Post the number for emergency services near every phone, along with the restaurant’s address. Include a reminder to tell the operator that someone is having a severe allergic reaction. • Just as you would with a fire drill, have staff members practice the allergy emergency procedures. Afterward, discuss ways the plan could be improved, and adjust it as necessary.

Glossary of Allergy Terms Allergen Any substance that causes an allergic reaction. Allergic disorder A malfunction of the immune system that causes it to overreact to certain substances in the environment. Allergic reaction An immune system response to a substance – in the case of food allergies, the proteins from allergenic foods – that the body mistakenly interprets as harmful. Anaphylaxis A severe allergic reaction that is rapid in onset and may cause death. Antihistamine A medication – available via prescription and over the counter – that is used to block the effects of histamine, a chemical that is released during an allergic reaction. Celiac disease An autoimmune disease that results in damage to the small intestine and interferes with the body’s ability to absorb nutrients from food. People who have celiac disease cannot tolerate gluten, a protein found in wheat, rye, barley (commonly found in malt), and oats. 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. Sometimes referred to as “cross‐contamination.” Epinephrine Another name for adrenaline. It is the medicine of choice for controlling severe or anaphylactic reactions. It is available by prescription in a self‐ injectable form, called EpiPen® or Twinject®. People who are prescribed this medication should have it available at all times. Food allergy The immune system’s reaction to a certain food. The immune system mistakenly considers the food to be harmful and creates antibodies to that food. When the food is eaten again, the immune system releases histamine and other chemicals, causing the symptoms of an allergic reaction. Food poisoning Illness that results from eating food contaminated with organisms or toxins. Symptoms typically occur within two to six hours and may include nausea and vomiting, abdominal cramps, diarrhea, fever and chills, weakness, and headache. Histamine One of several chemicals released by the body during an allergic reaction. It is the cause of many of the symptoms of an allergic reaction. Hives Bumps that resemble mosquito bites. They are extremely itchy and can appear anywhere on the body. This is a common and visible symptom of food‐ allergic reactions. Also called “urticaria.”

Lactose intolerance A reaction to a food that does not involve the immune system. Lactose‐intolerant people lack an enzyme that is needed to digest milk sugar. When they eat milk products, symptoms such as gas, bloating, and abdominal pain may occur. Lactose intolerance is more common in adults than in young children.

Section II. Safety

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

Assisting injured or ill guests If a guest becomes injured or ill, follow these guidelines: 1. Contact emergency services, paramedics or an ambulance at once if there is any possibility that their assistance may be required. 2. Be caring and compassionate. but professional. 3. Minimize the disruption to other guests. 4. Assure other guests that the injured or ill guest is receiving attention and that the required actions are being taken. If assistance is needed, do not hesitate to ask if a Doctor or Nurse is available. 5. DO NOT move an injured guest. 6. DO NOT transport the guest to a hospital or medical facility in your car or a company vehicle, and do not ask an employee to do so. 7. DO NOT state the company is in any way responsible or liable. 8. Express sympathies that the guest is injured or ill, but do not apologize as if it were the restaurant’s fault in any possible way. 9. DO NOT discuss any condition or defect on the premises that may have caused an accident. 10.Complete an Incident/Accident Report (See Form # 1-4) while the details of the incident are still fresh and clear in your mind. This form must be completed any time a guest is involved in an accident or becomes ill in the restaurant or on the premises. Be sure and get the names and phone numbers of witnesses before they leave. Falls are another cause of injuries in the food service industry, resulting in bruises, sprains, fractures, and sometimes death. Slippery floors that employees failed to promptly clean after spills of water. grease. or food cause injuries and falls. The danger is increased by the fact that workers are hurrying with their jobs in response to the rush of business at meal times.

Types of Accidents Slips and Falls

They may also be carrying heavy, unbalanced loads on trays, or loads that obscure sight and limit their ability to maneuver. When spills occur during these times, people don’t want to stop their normal work and take a few minutes to clean up. If a fall occurs and a wrist, arm, or leg is broken, how much time will be lost? Is it cost effective to leave the spill? As slip and fall accidents account for the greatest volume of losses, walking and working surfaces deserve special attention. Falls occur primarily from the following: Wet or greasy floors; use signs when floors are wet, train employees to maintain floors with good work practices-”pickup, cleanup, and wipe up”.


SECTION: SAFETY 2 revised 1.1.07

Topic Walking and Working Surfaces

Tripping on objects, remove discard materials promptly, and replace curled floor mats. Falling from elevated platforms; use a ladder in good repair in good repair and of the right size to prevent over reaching. Do not substitute chairs, boxes, or shelving to make your reach. In locations where ice and snow are present: remove snow and ice at once to prevent accumulation that would cause a slip and fall. Floors must be kept in safe condition too. Such thing as broken tile, Defective floorboards, uncovered floor drains, holes and cracks can cause falls. Protective or non-skid materials should be used on floors as appropriate. Workers should wear slip resistant shoes that are non-skid. Good housekeeping “a place for everything and everything in its place” is a must. Boxes, fl1rniture, or equipment left in aisles creates tripping and stumbling hazards as well as inefficient and or dangerous traffic patterns. Articles in storage should be neatly arranged. Falls from elevating are more serious than falls on a level surface. To prevent elevated falls, appropriate ladders and stools should be provided and used properly. Never use boxes, chairs, or other shelves to reach high shelves. Bums and scalds result from contact with hot surfaces of ovens, stove burners. 2rills. steam tables. fryers. hot water, and steam pipes. Spilled hot water, food and splattering grease from deep fryers or other sources that also cause many burns.

Burns

Employee training and good supervision can prevent many of these Accidents. Such practices as filling pots, pans or kettles too full for safe handling can be eliminated by proper instruction- especially with new employees- and through supervision. Supervisors must make sure workers use protective equipment such as hot pads, gloves, spatulas and aprons when necessary. Instruct new employees about the hazard of placing wet food in flyers. Experienced workers may need to be reminded about this from time to time too. Cooking utensils should not be placed with handles protruding over the edge of cooking units, subjecting them to be knocked off by people walking by. Environmental hazards must also be addressed. Hot water and steam pipes should be protected. Traffic patterns should provide sufficient space for avoiding hot equipment. Hot equipment should be designed and placed for easy accessibility. Pots and pans with loose handles and loose connections on steam equipment are physical conditions that should be corrected promptly. Hot water temperatures in sinks and lavatories should be properly controlled, or mixing faucets should be provided to prevent scalding.



Topic Equipment Accidents Cooking and Handling Equipment

Use extreme care when filtering or changing shortening in fat fryers. Personal protective equipment such as gloves is recommended. Make all employees aware of the hot frames of cooking equipment such as ranges, broilers, ovens, etc. Prohibit horseplay or running which may bring employees in contact with such surfaces. Coffee urns and other hot beverage machines are potential sources of burns. Train in proper pouring techniques. Counter surfaces below heat lamps build up heat. Provide caution signs. Use only dry cloths, towels, mitts, or potholders when handling hot utensils. Remove pot covers so that steam may escape without scalding hands or face. Keep stovetop and hood free of grease. When possible, handles of cooking utensils should be turned away from edge of the stove so they will not be brushed off-but make sure the handle is not placed too close to a heat source. When removing heavy or hot containers, have adequate assistance and know where the containers are to be placed. Keep oven doors closed when not in use. Do not clean oven and stoves until cooled. Do not leave utensils on the floors. Frequent should be made for each of the following and corrected as soon as discovered.

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

All machines and equipment should have an ON-OFF switch on the machine, in addition to a power supply disconnect such as a plug or switched breaker box. The ON-OFF switch must be readily accessible by the operator while running the machine. Do not use unauthorized extension cords. Do not overload circuits. Use moisture proof cords and connectors. Portable equipment should be provided with three wire grounded cables and plugs and should only be plugged into a mating receptacle. Consult local code authorities for using adapters. Adapters may be used if properly attached to the receptacle with a screw. Check the code. If equipment is out of order it is required that you put an “Do Not Use” tag on it.

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

Compressed gases such as helium and carbon dioxide (C02) represent special hazards. Each full compressed gas cylinder contains a very large amount of energy. This energy, released improperly, can cause a serious injury. Should the cylinder fall so that the valve is caused to break off, the escaping gas can turn the cylinder into an unguided missile that won’t stop moving until it runs out of pressure. It will move very quickly at first, so get out of the area if the cylinder head breaks. Make certain both full and empty cylinders are capped properly and secured in the upright position with chain. Make sure caps are in place before moving a full or used cylinder.

Chemical Hazards

Chemicals used in food establishments to clean and sanitize equipment and facilities, and control insects and rodents, can be hazardous if they are not used safely. Used unsafely, they can make people ill, cause bums, or cause other injuries. Chemicals such as insecticides, rodenticides. detergents, sanitizers, related cleaning or drying agents, caustics, acids, and polishes, should be handled carefully. • Always read the label, instruction sheet, and the MSDS. • Always follow the manufacturer’s instruction of use. Do not use more chemicals than is recommended by the manufacturer. • Always observe safety precautions that apply to handling, storage and use as presented on the label. • Throw the empty container away as recommended on the container. • Never store any chemical around food or food preparation areas. • Never mix different chemicals unless specifically instructed to on the labels. • Never store chemicals in unmarked containers. • Never leave chemical containers uncovered. • Never store pressurized containers near open fire or heat as they may expand and explode. • Never dispose of pressurized containers in incinerators or trash that is to be burned. • Never spray aerosols near eyes or in the vicinity of open flame. Familiarize yourself with OSHA’S Hazard Communication Standard “Rig/it To Know” bulletins as the may apply.

Dining Room Accidents

Housekeeping is a must especially where the customer is our best critic. Keep chairs or stools out of the aisles. Use high chairs designed with safety in mind. Check chairs, tables, & stools for broken or loose parts and joints.



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.


revised 1.1.07

Incident/Accident Report

I-4

Name of involved person(s): ________________________________________________ (if a guest, please provide full name, address and phone #) ________________________________________________________________________ Date of Occurrence:___________________ Time of Occurrence:___________________ Reported to:_______________________________________________________________ Location on incident/accident:________________________________________________ Describe in detail what happened:_____________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ What type of injury? (i.e., puncture wound, cut, etc.)______________________________ _________________________________________________________________________ What part of the body was injured?____________________________________________ What machine, tool, substance was involved?____________________________________ _________________________________________________________________________ What can be done to prevent this type of accident from occurring again?______________ _________________________________________________________________________ _________________________________________________________________________ Name & phone # of witness(s)________________________________________________ _________________________________________________________________________ MEDICAL ATTENTION INFORMATION If customer, please provide full name, address and phone number.____________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________



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.

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. Your cooperation in detecting hazards, and in turn, controlling them, is a condition of your employment. Inform the manager on duty immediately of any situation beyond your ability to correct. 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 both 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 illness 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 will include: 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. 4. Developing and enforcing safety and health rules and requiring employees’ cooperation with these rules as a condition of employment. © 2003All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida


Topic The Employee’s Right to

Know:

OSHA’s Hazard Communication

Exposure to hazardous chemicals has become a serious concern for industry. Such exposure has been linked to heart ailments, kidney and lung damage, sterility, cancer, bums, and rashes. Some chemicals have the potential to cause fire and explosion as well. The seriousness of this threat and the widespread lack of knowledge among employers and employees about how chemicals affect safety and health prompted OSHA in 1984 to issue a Hazard Communications Standards The purpose of this standard is threefold: (I) to ensure that the chemicals produced or imported by chemical manufacturers are routinely evaluated to determine whether or not they are hazardous, (2) to ensure that employees who work with hazardous chemicals are aware of the dangers and (3) to establish uniform requirements for 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.



Topic Emergency Treatment of Burns

Extensive burns are if over 15% of the body is burned. • Waste no time. • Give appropriate first aid. • Get the patient to the hospital immediately. Burns involving eyes needs immediate first aid attention and medical assistance. If splashed by chemical or other substance: • Immediately flush eye with large quantities of cool running water for about 10 minutes. • Contact a physician or emergency department. Do not allow the victim to rub the eyes. Place sterile dressings over eyes to immobilize the lids. Take patient to a physician or hospital.

Chemical Burns

Chemical burns require the following actions: • Immediately wash away chemical with large quantities of running water for at least five minutes. • Continue to flush with water while removing clothing from burned area. • Cover bum with bandage. • Seek Medical attention. Do not apply ointments, sprays, antiseptics or home remedies.

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.



Topic Third Degree Burns

A third degree burn destroys all the layers of the skin. • • • • •

Maintain an open airway. Restore breathing and circulation if necessary. Protect burned area by covering with clean dry cloth. Treat for shock Get patient to hospital or physician immediately.

Do not apply ointments, sprays, antiseptics or home remedies. Do not put ice or ice water on the burn. This can intensify shock reaction. Do not remove clothes that are stuck to the bum.

Emergency Treatment of Wounds

• Apply direct pressure if possible to stop bleeding. • Raise limb above level of heart, if limb is bleeding severely and continue direct pressure. • Seek medical assistance for deep, large or facial wounds. • Clean cuts and abrasions. • Cover cuts and abrasions to prevent infection. Do not allow fingers, used handkerchiefs or other soiled material to touch the wound. Do not use an antiseptic on the wound.

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

Seek medical attention if: • There is spurting bleeding (this is an emergency). • Slow bleeding continues beyond 4 to 10 minutes. • There is foreign material in the wound that does not wash out easily. • The wound is a deep puncture. • The wound is long or wide arid may require stitches. • A nerve or tendon may be cut (particularly in hand wounds). • The wound is on the face or wherever a noticeable scar would be undesirable. • The wound is of a type that cannot be completely cleansed. • The wound has been in contact with unclean material. • The first signs of infection (pain, reddened area around wound, swelling). © 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida


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

See the Safety Evaluation Chart at the end of this Section.

Safety Procedures: Entering and Exiting the Restaurant Before Entering the Premises

Before entering the premises Check both the front counter area and the rear entrance for any signs of vandalism and the general condition of the store BEFORE entering. Be alert for anything suspicious or out of place. If you notice ANYTHING unusual. DO NOT ENTER - call the police or mall security (when applicable) immediately. It is always better to be safe than sorry. When you approach the front of the restaurant, look at it as if you were a guest. Look for: areas or spots that are not cleaned properly; any items in disarray or that don’t belong; the condition of the menu board and signage; and the general appearance of the entire storefront. If anything does not look appealing, take care of immediately or at least before opening. Do not let minor problems be a deterrent to opening. Not opening is subject to a loss of daily sales, a public image that has been compromised and a loss of revenues for wages that are paid to non-working personnel.

©2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida


Topic Entering the Restaurant

Entering the restaurant 1. Enter through the front door only and lock it behind you. Disarm the security system. If the alarm goes off, make certain you call the alarm company and give them your name and the correct cancellation code. A second code should be established with the alarm company in the event that you are a hostage. This code would alert them to call in a silent alarm to the police. This simple procedure could save lives. 2. After accessing the kitchen, turn on ALL electricity. 3. The gas appliances (grill and deep fryers) should be checked and turned on as soon as possible to determine if they are working. 4. Make notes of any problems that exist but are not critical to the opening and use this as a “to do” list as soon as time permits that day. Make these minor items “priority” so that they don’t get progressively out-of-hand before action is finally taken. If any problems exist - take immediate action to resolve the problem. If you are unable to fix it - call for professional servicing immediately.

Leaving the Restaurant

Fire Safety

Leaving the restaurant 1. Check all equipment to make sure it has been properly turned off. 2. When the last person is out, lock all doors and set the alarm. Fire Safety The following safety reminders do not deal with equipment directly, but rather with the specific situations that cause the most problems for restaurants when they are inspected by their local Fire Department: 1. Do not store any boxes or flammable items near or within three (3) feet of your electrical transformer or circuit breaker boxes. 2. Do not stack full or empty boxes within eighteen (18) inches of the ceiling or fire sprinklers. 3. Do not tape any circuit breakers in the “on” position for and reason. If you must, make sure they are not accidentally turned off nightly (i.e., refrigeration) for any reason. Use color markers to mark them appropriately. 4. Do not block (even temporarily) the means of egress from your workspace. Keep your back door area clean at all times. 5. Do not stack deliveries or empty boxes in the hallway outside your back door. 6. Verify that all fire extinguishers are accessible and charged. 7. Do not use or store any inflammable liquid in the restaurant for any reason whatsoever.


revised 1.1.07

Topic Company Safety Policy

See Safety Policy Form at the end of this Section.

Emergency Procedures

When an emergency arises, the manager’s first concern is to ensure the safety of guests and employees. Property damage, guest service and legal effects are of secondary importance. There may be events, which occur that will require the emergency closing of the restaurant. If there is ever a real danger to the guests and/or employees of the restaurant, it is imperative that the manager takes whatever action is necessary to protect life and limb. It is easy to write in a manual the importance of remaining calm and proceed in an orderly manner, but it is quite another thing to actually remain calm in the face of a crisis. The only thing that does make sense is to be prepared and to prepare your employees. Be sure you and they know where the exits are, where the fire extinguishers are, and that they are trained to know what to do in the event of an emergency. Once the immediate nature of the emergency is over, advise the corporate office. The corporate office will be anxious to help. The following precautions should be taken to prepare for possible emergency situations:

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.



Topic Emergency

Contacts

The below information should be posted by all restaurant telephones. Emergency Contacts Problem FIRE Burglary/Robbery Severe Public Disturbance Public Disturbance Bodily injury (severe) Alarm

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.

DO NOT try to be a hero! Never attempt to use kitchen tools, such as knives as items of defense. d. DO NOT try to disarm a robber. e. You may certainly defend yourself or others if the robber actually starts to hurt you or another person. This is a personal decision. Try not to endanger yourself or other people. Necessary defense actions should minimize danger. f. If a robber threatens violence try to talk to them in a slow, soft, deep, calm voice and manner. Ask them not to harm anyone and reassure them you will do whatever you are told to help them get what they want. It is your objective to get them to leave as quickly as possible. g. Note physical characteristics of the robber, i.e., hair color, eye color, height, weight, voice, clothing, tattoos, scars, and any other distinguishing characteristics. II.

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.


revised 1.1.07

Topic c. d. e. III.

Stay away from any windows. Avoid calling attention to the fact that the police have arrived if the robbers don’t know it! Use good judgment. Think long and carefully before doing anything! AFTER ROBBERS LEAVE THE RESTAURANT

a. b.

Call for medical attention if needed. Call the police. Provide them with the following information as soon as possible: 1. Indicate the name and address of the location robbed. 2. Provide the number of robbers and a brief description of them. 3. Give a description of any vehicle seen, including license plate if possible and the direction it headed away.

c.

Prevent witnesses from discussing the incident among themselves. This quite often distorts the facts and confuses people. d. Do not allow anyone but the police or needed medical personnel to enter the areas where the robbers were. Do not allow anyone there to leave the area. e. Do not touch any items the robbers touched. f. Do not touch any items the robbers may have left or dropped. g. Continue with business, if possible. h. Pull the cash drawer and count it when the police OK. i. Notify the corporate office. j. Notify the insurance company. k. Do not tell the police or any one else the amount of money you think might have been taken. Advise the police that you will let them know as soon as you audit the money. (This usually prevents the news media from picking up the information and promoting it). l. Cooperate fully with the police in every way possible except as outlined above. Answer questions completely and factually to the best of your knowledge. Assure the police you and your employees will be available when needed and that you will view a lineup if necessary. Schedule and pay your employees to get them to cooperate with the police and to go to a lineup, if necessary. m. Instruct your employees to say as little as possible about the robbery to help prevent additional robberies.

Firearms and Weapons

Cheeburger Cheeburger Restaurants, Inc.’s policy is that all firearms and other weapons are forbidden at the restaurant and adjacent premises. No exceptions are allowed to this policy.

©2003All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida


Topic Guest injury or illness

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.

Assisting injured or ill guests If a guest becomes injured or ill, follow these guidelines: •

• • • • •

• •

• •

•

Contact emergency services, paramedics or an ambulance at once if there is any possibility that their assistance may be required. Be caring and compassionate, but professional. Minimize the disruption to other guests. Assure other guests that the injured or ill guest is receiving attention and that the required actions are being taken. If assistance is needed, do not hesitate to ask if a Doctor or Nurse is available, DO NOT move an injured guest. DO NOT transport the guest to a hospital or medical facility in your car or a company vehicle, and do not ask an employee to do so. DO NOT state the company is in any way responsible or liable. Express sympathies that the guest is injured or ill, but do not apologize as if it were the restaurant’s fault in any possible way. DO NOT discuss any condition or defect on the premises that may have caused an accident. Complete an Incident/Accident Report (See Form # I- 4) while the details of the incident are still fresh and clear in your mind. This form must be completed any time a guest is involved in an accident or becomes ill in the restaurant or on the premises. Be sure and get the names and phone numbers of witnesses before they leave. Notify Corporate Office

Employee

injury or illness

..

If an employee is injured or becomes ill on the job, take the following action: • Determine the nature of the illness or injury. • Call 911 or Emergency Medical Services if the injury is serious or if you do not know the extent of the injury. • 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.


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

Disturbance outside the restaurant In the event of a fight or other disturbance outside the restaurant, DO NOT LEAVE THE RESTAURANT. Follow the procedures outlined above.

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.



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

II. 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.



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.

FIRE EXTINGUISHER CODES Fire extinguishers are labeled according to the type of fire they can be safely used to extinguish. The universal fire extinguishers codes are as follows: A. A/B/C - May be used to put out most types of fires, including wood, paper, cloth, many plastics, flammable liquids and gases, grease and electrical. B. B/C - May be used to put out only fires of flammable gases and liquids, grease and electrical. CAUTION DO NOT use water on grease fires!

Fire extinguishers must be recharged immediately after any use. even if only partially discharged. Fire extinguishers must be checked and the tag updated every 12 months. Fires are dangerous and costly. Ensuring the safety of guests and employees is one of management’s primary responsibilities. Therefore fire prevention should be a top priority in restaurant maintenance.

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:

• exact words used in the call (paying careful attention to location, type of bomb and the time the bomb is set to go off). • any identifying features of the caller (voice, accents, background noise, etc.). 4. Call the police immediately. 5. Notify the corporate office, the mall management (when applicable), or an authorized executive immediately. 6. Clear the restaurant! © 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida


Topic Natural Disasters

.

When a natural disaster, (such as a hurricane or tornado) occurs it is management’s responsibility to ensure the safety of the guests and employees above any other consideration. This can best be accomplished by taking certain precautions and being prepared beforehand: • Be aware of the type of potential natural disasters that may occur in your geographical area and be prepared to react as quickly as possible to watches and warnings issued. • Keep a heavy-duty flashlight, a pipe wrench, a screwdriver and a portable radio in the restaurant at all time

Hurricanes A.

Advisories and Bulletins

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.

Make sure the following supplies are available: 1. Materials to secure all windows. 2. Sandbags to place around all doors so water cannot enter. 3. Flashlights with extra batteries. 4. Ropes to tie down loose objects outside, on the roof, trash enclosure doors, etc. 5. Transistor radio with extra batteries. 6. Portable refrigeration, if possible. If not available, place a tentative order for dry ice to make certain your vendor has enough on hand to meet your needs; 7. Fire extinguishers that are fully charged. If not, arrange to have them charged.



Topic C.

Hurricane Warning

Hurricane warnings are issued when it is determined that the hurricane is expected to make landfall in a particular area and where the full or major effects of the hurricane (high winds and water) will be felt. Hurricane warnings are usually issued 24 hours beforehand, but this is not always possible. Management should remain calm and take the following safety measures: 1. Listen to the radio and track the movement of the hurricane. 2. Tie down everything possible on the outside, the roof and the trash enclosure, etc. 3. Secure all glass. 4. Place waste cans and other loose items inside. 5. Fill clean, sanitized large containers and sinks with water. 6. Place all perishable items and small items into the walk-in coolers or freezers as is appropriate. 7. Plan and advise everyone as to the best evacuation route. 8. Arrange with employees and other managers when, where, and how to get in touch with each other once the storm is over. If telephones are not working, be certain you know where the person is staying. 9. Before leaving, turn off the electricity to everything but the walkin coolers and freezers, secure the doors to the greatest extent possible, and turn off the gas at each appliance, if applicable. CAUTION While the corporate office does not recommend it, we are aware that some people will insist upon staying with their restaurant during a hurricane. We strongly recommend the restaurant be totally evacuated upon the issuance of a hurricane warning. However, if someone insists on staying at the restaurant and risking death the following safety measures must be taken: a. Stay indoors. DO NOT go out in the brief calm that is the eye of the hurricane passing over. This lull will end abruptly with strong, dangerous winds from the opposite direction. b. Stay away from windows and doors. c. Keep the radio on as long as the power stays on. If the power goes out, switch to listening to the radio on battery power every hour on the hour, only to preserve batteries. Tune the radio to the emergency broadcast band as directed. Make sure you have extra batteries.


revised 1.1.07

Topic

Outdoor and indoor hazards are usually present after a hurricane. It is management’s responsibility to inspect the restaurant and premises and to take the following precautions. A. Watch for loose or dangling electrical power lines and report these immediately to the power company or local authorities. B. Check all food and sanitary supplies to be sure they are in no way contaminated due to the lack of refrigeration, high water, wind damage, etc. Do not open any walk-in doors until the power is back on, unless you have portable refrigeration or dry ice to maintain low temperatures. If dry ice has been used, do not to go into a closed walk-in full of deadly carbon dioxide! C. DO NOT use any food or sanitary items that you are not 100% sure are safe. Throw away any questionable items after recording the amounts to be discarded for insurance and inventory purposes. D. DO NOT refreeze any food items that have been thawed. If still good, the food must be used within its remaining short lifetime or must be discarded. E. DO NOT use water from the taps on any food or sanitary items until the Health Department or the Environmental Agency has certified that the water supply is safe. Even then, it may be necessary to run off a large amount of water from the pipes to get to perfectly safe water. Listen carefully to public directions or speak to the authorities. Follow their instruction to the letter. F. Take extra precautions to prevent fire during the reopening process. The water pressure will probably be low and the fire department will probably be slow to respond because they are busy pumping out areas, road blockages, etc. A fire at this time could totally destroy the restaurant.

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.


revised 1.1.07

Topic •

Severe weather watch - Possibility of tornadoes, severe thunderstorms, frequent lightening, dangerous wind and hail. Take the same precautions as above.

CAUTION: While it is very dangerous to stay with the restaurant during a hurricane, it is suicide to stay if you know a tornado is coming. We strongly recommend the restaurant be totally evacuated upon a tornado warning. • Tornado watch - Tornadoes are expected to develop. Same precautions as above, plus follow the procedure below: Tornado Watch Procedures • Check your restaurant to be sure you have a flashlight with batteries, candles, matches, and a transistor radio with batteries. • Keep your radio on and listen for the latest weather service advisories. Continue to watch the sky. •

Tornado warning - A tornado has been sighted visually or on radar. Same precautions as above, plus follow the procedure below: Tornado Warning Procedures • Your best protection is to remain in the restaurant. However be aware of the shelter locations in your area. You may be advised to vacate your restaurant if it is in the expected direct path of a tornado. • If you are in the expected direct path of a tornado, and time permits, turn off the gas. electricity and water, in that order. DO NOT endanger yourself or anyone else in order to do this.

•

Tornado - A violent vortex characterized by a funnel shaped cloud extending from a thunderstorm to the ground. During a Tornado If you see or hear a tornado approaching, take cover under heavy equipment in doorways or in the center of the restaurant. Stay away from windows and the outside walls of the restaurant.

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


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.



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

In the event a power failure is expected to be of long duration, over 8 hours. it is recommended that backup refrigeration (such as a refrigerated truck) be utilized. Locating a source for this before the emergency occurs is the best procedure. Also, make arrangements for after hours procurement. III.

Dry Ice Procedure

If portable refrigeration is not available. dri ice may be used as a temporary alternative. However, dry ice can be dangerous if it is not handled properly. The following safety measures should be strictly enforced: a. Dry ice is solidified carbon dioxide. Because carbon dioxide can cause unconsciousness, use it only in well-ventilated areas. People entering a walk-in that contains dry ice must leave the door open. Never remain exposed to dry ice for long periods of time. b. Contain the dry ice in an open Styrofoam or cardboard container, or any open container except metal. c. Wear gloves or use oven mitts at all times when handling the container of dry ice. Temperatures are extremely cold (-l.1OF). Avoid any body contact at all! d. To dispose of dry ice, place it in a sink and evaporate it quickly under running cold water. DO NOT place dry ice outside or in a place where someone might get hurt.

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


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.

Following the preventive maintenance procedure below is one of the best ways to reduce drain blockage. A. Be sure floor drain covers are kept in place. Clean them each night. B. DO NOT pour grease down drains! C. After rinsing and/or washing greasy items, flush the drain thoroughly with cold water. This solidifies small grease particles that may still exist and sends them through the drainage system. If a drain becomes clogged, use a plunger. When clearing drains, limit the use of water as much as possible. If the problem cannot be resolved with a plunger, try a hand-operated snake. If that does not eliminate the problem, call a professional drain cleaning service or a plumber.

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:

1. Extinguish all open flames. This includes smoking materials, and gas operated equipment that is running, equipment fans and all pilot lights. 2. Open all exterior doors and operate all fans to move fresh air through the restaurant. 3. Call the gas company for emergency service. Again, the name and phone number should already be your Authorized Services and Vendor List.



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 reopening 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.



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”.

© 2003All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida


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.


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. • • • • • • •

Members of the Safety Committee include: Director of Operations Human Resources Manager Training Manager 2 Store Managers 2 Front of the House Employees (from different stores) 2 Back of the House Employees (from different stores)

© 2003All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida SECTION: SAFETY 32 page 2 of 2

revised 1.1.07

CHEEBURGER CHEEBURGER SAFETY Topic Cheeburger Cheeburger Restaurants, Inc Safety Program Accidents: Definition

See a copy of the Safety Policy at the end of this section. The objective of the safety program is to provide a safe environment for customers and employees.

“Accident” is defined as an event, which is not expected. The cause of which was unforeseen. The cause of an accident is unforeseen because someone made a mistake.

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.

Service disruption for the customers and our employees. Spoiled food and damaged equipment. Time spent on paperwork tied to a special event. Staff can be doing something more productive. Conclusion

Any way you look at it. “accident” as a special event, is defined as a loss to the entire operation. Prevent the losses and Cheeburger Cheeburger is a more profitable operation.

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

Report any work related injuries or injuries to a customer to your manager immediately. Failure to report a personal injury may disqualify you from Workers Compensation benefits.


revised 1.1.07

Topic Customer injuries or problems

Immediately report any customer injuries or customer safety problems to your manager.

Unsafe

equipment or

damaged facilities

Immediately report any unsafe conditions, equipment or damaged property and facilities to you manager.

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

clean and clear at all times.

Be very careful when working with chemicals and detergents. Read the MSDS, labels, and cautionary statements first. If any chemicals splash in your eyes, get help and rinse your open eyes with water for 15 minutes. You will need medical attention. If any part of your body comes in contact with unsafe chemicals or detergents, rinse with soap and water and seek medical attention if needed. Tell you manager and he or she


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.


revised 1.1.07

Section III. Management

revised 1.1.07

GENERAL MANAGEMENT PRINCIPLES Topic

Details

Basic Management Guidelines

A manager is responsible for the smooth operations of the store and productive and efficient employees. While many books have been written on effective management, there are some basic 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

Setting daily priorities can be a key to success. List jobs in order of importance. Delegate tasks that can be handled by others. Always attack the most important, and usually most difficult, tasks first.

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

Be sure to delegate tasks consistently and fairly, Employees will begin to expect to be called on. Even new employees will expect to be given some extra responsibilities. Be sure to share the good and bad tasks equitably.

Allow Participation

When you involve your employees in deciding what to delegate, and to whom, you will get motivation and commitment.

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

Ask employees to report periodically on progress and problems. You want to be able to give input in order to help them move the project along. Notice employee - initiated communication and manager - initiated communication.

Reward Good

Performance

Be sure to continually reward desired behavior. Find something positive about the work and comment on that first. Keep giving verbal rewards on work well done.

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.”


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

It is important to remember that the purpose for discipline of any kind is to turn the employee’s behavior around to retain the person and that it should be approached in a positive manner rather then negative. The employee is to be given the opportunity to be aware that a problem exists, what they need to do to come up to the standards, how long they have to accomplish the improvement, and what will happen if they continue to fail to meet the standards. Consistency and fairness in dealing with all your employees will avoid many problems and make your job much easier in the long run. Remember that consistent discipline is not only fair, it is the law. Inconsistent discipline may be construed as discrimination. Counsel BEHAVIOR not PERSONAL PROBLEMS! At times, an employee’s personal life may affect his or her job performance. You should not attempt to counsel personal problems.


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.


revised 1.1.07

Topic

Details

Documentation

Documentation is an important tool in the ongoing employee relations, process. Documentation takes only a few moments of your time and can save you hours, even days, of work at some future time. Documentation is a tool used to record and distinguish behavior, both positive and negative. Documentation must be used on a consistent basis, not to “pick on” an employee or group of employees. Documentation means committing an observation of behavior to writing

Procedure

1. When to document: You should write down your observation of an effort, performance or behavior. ◊ ◊ ◊ ◊ ◊ ◊

After a counseling session or evaluation After observing unacceptable behavior After a rules violation After a guest complains After other negative occurrences After termination

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: ◊ ◊ ◊ ◊ ◊ ◊ ◊ ◊

Write down the date and time of day Briefly describe the occurrence Briefly describe the behavior of the employee Briefly describe action taken by you Briefly describe communications between you and the employee Briefly describe any follow-up required Sign your name and have the employee sign as well Place the documentation in the employee’s file and retain

3. Why to document: Documentation is primarily a tool to help with making decisions on employment issues. Documentation is useful for determining promotional opportunities and improving ongoing performance. Documentation is also a must when it comes to the termination process. By ◊ ◊ ◊ ◊ ◊

Identify and improve poor performance Identify and reward superior performance Let employees know where they stand Develop the proper reasons for termination of marginal employees Provide reference material should a lawsuit or unemployment claim develop from a termination.


revised 1.1.07

SYSTEMS IN PLACE THE OFFICE •

Opening/Closing Checklist

• Schedules Maintained (Cost Out)

•

Security in Place

• Guest Service

•

Cash Balance & Wait Check Out

• New Hire Paperwork

• Operations Report

• Comment Cards

•

Inventor-v/Food Cost Analysis

• Quarterly Equipment Maintenance

•

Incoming Inventory Handling

• Gift Certificate Reconciliation

•

Invoice Vouchers

FRONT OF THE HOUSE •

Appearance Standards

• Telephone

•

Light and Music Levels

• Retail

• Steps of Service •

Table Visitation

•

Communication- Round up!

• Side

Answering

Sales

Work- Running/Daily/Weekly

• Bussing

and Pre-Bussing

BACK OF THE HOUSE • Yield Tracking • Waste Control • Ordering Pars • Cleaning Schedules • Small wares Inventory Management • Linen Control

Manage your PPeennnniieess… … Your Dollars will Come!


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

The music that is played should be kept at mid-level volume. The volume will need to be adjusted during the day, according to the noise. It must always be at a levels in the restaurant.

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.


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.


revised 1.1.07

Topic Table Visitation

Bussing/ Pre- bussing

In order to run a successful business, feedback from the guests is vital. A manager or key employee should be available to speak to every guest who enters the restaurant. The manager or key employee must visit every table when a problem occurs, regardless of the size of the problem. If a server suspects there may be a problem, he or she must contact a manager. The manager or key employee must approach the table and resolve the issue to the satisfaction of the guest. Refer to the Server Training Section of the Operations Manual.

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.


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Topic There are many daily situations that require managers to communicate with other managers and with employees. Examples are:

New hire who will start to train. New products. New or revised cooking techniques. And more. There are many opportunities to communicate frequently during the day. Communication involves information exchange and addressing problems.

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!

Examples: Thank you for calling Cheeburger Cheeburger of Fort Lauderdale. This is Betty. How can I help you? Thank you for calling Cheeburger Cheeburger. This is Betty. Can I help you? Always answer the phone by the third ring. Calls concerning employment should be referred to the Store Manager. Phone calls for employees should be handled by taking a message (unless it is an

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

SERVER SIDE WORK - AM Shift Shift Leader: The shift leader during a day shift will usually be the opening server. The shift leader or opening server is responsible for the following: 1. Cut Lemon Wedges: This should be enough for the afternoon and evening shifts. 2. Make Coffee: Regular and Decaf. 3. Check the Restaurant to be sure it is clean and the tables are cleaned off.

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

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Topic Coffee

Keep fresh tea and coffee available for entire shift.

Glasses & Ice

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

Glasses & Ice

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

Maintaining table and restaurant appearance • Pre-bus, check drink levels, remove clutter. etc. • If anything is spilled on the table, wipe it with a clean towel • Do whatever it takes to make the guests happy.


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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.

© 2003All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida SECTION: MANAGEMENT 12

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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

Order Lead Time- 7 days Shelf Life- 21 days from Date of Pack o Guarantee 14 days of shelf life upon delivery to SYSCO o 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 [email protected] with a cc: to Tony Agresta at [email protected] 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 Receiving Temperature- Product delivered to SYSCO must be between 30 and 41 degrees Fahrenheit. o If product is being received below this temperature range, we must notify Jeff Jablow at [email protected] with a cc to Tony Agresta at [email protected] while the truck is still at the OPCO so a decision can be made whether to receive or not. Product received above this temperature MAY NOT BE RECEIVED. o Cheeburger Cheeburger recommends the use of a bitherm to take the internal temperature of the case and its product by simply inserting the probe between the top chubs, not disrupting the packaging. We do not recommend the use of infrared temperature devices as they only record surface temperatures. Product Storage Temperature- Product must be stored at SYSCO between 32 - 38 degrees Fahrenheit. Store Delivery Temperature- Product must be delivered to the store between 32 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. NEVER SHIP FROZEN PRODUCT TO CHEEBURGER CHEEBURGER RESTAURANTS SUBSTITUTIONS HAVE TO BE AUTHORIZED BY CHEEBURGER CHEEBURGER CORPORATE © 2003All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida SECTION: MANAGEMENT 13

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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

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Dine In Store #: 001

Store Name: 001-Auburn

Address: Date 06/02/2011 Year:

160 North College Street Auburn AL 36830

Day Thursday Billing Prd: 06

Time In 01:00 PM

Time Out 02:00 PM

MinOnSite:

Shpr#

Facility was: Full Check Ttl: $1.01

Tip $1.01

Total:

Host: Service: Food Quality: Atmosphere: TOTAL SCORE

100.00% (203 of 203)

HOST

100.00% (30 of 30) Name or description of your host. _______________________________________________________________________ The name or a detailed description of the greeter/host is required.

1.

Did the host/hostess greet you promptly?

Yes

8/8

Within 30 sec of arriving in the lobby, or reaching the head of the line 2.

Please include the greeting used below: _________________________________________________________________________

3.

Did the host project a warm, friendly, and upbeat attitude?

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.

Did the host ask how many were in your party?

Yes

1/1

6.

Did the host ask if you had dined at Cheeburger before?

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.

Did the host give you a tour of the menu?

Yes

Overview ___________________________________________________________________________________________ ___________________________________________________________________________________________

5/5

SERVICE 1.

100.00% (88 of 88)

Was the server wearing a legible name tag?

Yes

1/1

Name or description of server: _________________________________________________________________________________ A detailed description of the server is required if a name is not available. (Female, long brown hair, approx 5'3") 2.

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.

Did the server introduce themselves and welcome you to Cheeburger Cheeburger?

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

(Platters, dipping sauces, extra cheese, sauteed onions, etc) 9.

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.

Was your entire order delivered within 15 minutes? From the point you finished placing your order, until it was delivered.

11.

Did the person delivering the meal place the food on the table correctly and without asking who ordered what?

Yes

2/2

12.

Did you receive your order exactly as you ordered it?

Yes

4/4

12a

If not, please describe in detail in the narrative below.

13.

Was your server attentive to your needs, consistently checking on you during your meal

Yes

8/8

- offering refills on drinks, etc.? 14.

Did someone other than your server check on your table during your meal?

Yes

5/5

15.

Was your table pre-bussed as you finished eating?

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.

Was your check cashed out in a timely manner?

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

100.00% (50 of 50)

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.

Were your sandwiches/entrees of high quality, properly prepared and tasting good?

Yes 12/12

3.

Was your burger cooked as ordered? (Med, Med-Well, Well Done)

Yes

4/4

4.

Was the hamburger bun soft, warm and toasted?

Yes

2/2

5.

Did your burger or salad come with the requested toppings?

Yes

2/2

Yes

8/8

Side Item Quality (Fries or Onion Rings) 6.

Was your side item (fries or onion rings) of high quality, properly prepared and tasting good? Overall

7.

Was the quality and flavor of the food satisfactory?

Yes

5/5

8.

Were items at the appropriate temperature? (Cold food served cold / hot food served hot)

Yes

5/5

9.

Were serving baskets clean and free of grease?

Yes

2/2

Overview ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ ___________________________________________________________________________________________ Cleanliness & Atmosphere

100.00% (35 of 35)

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.

Was the music volume at a comfortable level?

Yes

3/3

5.

Was the temperature comfortable in the dining room?

Yes

3/3

6.

Were the menus neat, clean and free of greasy smudges and food smears?

Yes

4/4

7.

Was your table clean?

Yes

5/5

Yes

2/2

No

2/2

Salt & pepper shakers, condiment bottles, and table top marketing materials 8.

Were all vacated tables cleared within five minutes?

9.

Were any employees observed using a cell phone at any time during your visit? Whether for texting or phone calls Restrooms

10.

Were both restrooms in working order and available to guests?

Yes

4/4

11.

Was the restroom clean, orderly, and properly supplied?

Yes

4/4

Overview ___________________________________________________________________________________________ ___________________________________________________________________________________________

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STAFFING YOUR RESTAURANT A Timeline for Success 100 Days Out Immediately upon signing your lease, place a NOW HIRING sign in the window of your restaurant. A brief description of the operation would be helpful as well. This sign will serve mainly as a teaser this far away from opening, but may introduce you to some potential key employees. Each new store opening will need approximately 60 - 78 new hires depending on the size of your store. Our minimum staffing requirements for opening are: • 1 host per shift • 1 server for every 12 seats per shift • 4 bartenders each shift • 7-8 kitchen employees per shift While this number may sound unreasonably high, keep in mind that many will quit, and others you may need to terminate. Having additional employees gives you the luxury of being able to keep the best and the sharpest employees without having to compromise to keep your doors open. 45 Days Out Begin to plot out how and where to spend your advertising dollars. Simply placing an ad in the local newspaper may not be the best venue for your recruiting. Talk to local restaurant employees. Check local weekly magazines that are geared to culture and music. Restaurant employees tend to read these periodicals more often than traditional newspapers. Seek out local college campuses, high school guidance offices, local culinary and vo-tech schools. Call your local town government to see if they provide job placement assistance for Senior Citizens, Veterans, or Women in Transition. Once you have decided where your ads will go, speak with Bob Wright to layout a marketing plan. The plan should include classified type ads, flyers and even business card sized handouts you can leave on a table in a restaurant you dine at to solicit new hires. © 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida SECTION: MANAGEMENT 1

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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

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revised 1.1.07

Candidate must be fluent in English and able to lift 15 lbs Kitchen Staff • Accurately read orders from a computer print out • Prep food and clean as required • Understand basic safety policies in kitchen • Have the ability to follow rules and procedures Candidate must be fluent in English and able to lift 80 lbs • • • • • • •

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.


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revised 1.1.07

• • • • • •

Wage guidelines for you to consider are: Host: $6.00 - $8.00 per hour Servers: $2.13 per hour or whatever is mandated by local laws • Plus tips Bartenders: $6.00 - $7.00 per hour • Plus a 1% tip out from servers split with all bar staff Kitchen: $8.00 - $10.00 per hour doe Dish: $6.00 - $7.00 per hour Busser $6.00 - $7.00 per hour • Plus a 1% tip out from servers Shift leaders should receive an additional $1.00 per hour to assist with scheduling and monitoring shift ending responsibilities. These wages will vary from locale to locale – use them only as a guideline when setting your salaries. We recommend that employees be offered complimentary meals when working their shift. This meal should be eaten only during a preapproved break and may not be ordered to go. Meals should be eaten in a designated area of the restaurant. Employees should not be encouraged to come early to eat or to remain after their shift to eat their meal. Soft drinks may be consumed free of charge anytime throughout the shift as long as local health codes are followed regarding open drink containers in food prep areas. Employees may be offered a 10% discount on meals when not working to encourage them to bring friends and family into the restaurant. As you begin to receive phone calls regarding interest in your restaurant, schedule interviews as quickly as possible. Be flexible – restaurant employees work on a variety of schedules and may not be free to meet you between 10 and 1 each day. You may need to set some evening interviews as well to accommodate your candidate’s needs. When a candidate comes in for an interview, ask them to complete an application. Please remember Federal Law prohibits you from asking for photo ID or other documents that will disclose race, color, age or sexual preference. You may only ask for these documents when you have hired the candidate. © 2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida SECTION: MANAGEMENT 4

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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.

How did you decide to get into the restaurant business? Where are you currently working now? Why are you considering leaving your current job? Tell me about an opportunity you had recently to soothe a disgruntled customer. 5. Tell me about a time a Manager upset you on the job? 6. What is your favorite restaurant to eat in socially and why?

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

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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

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revised 1.1.07

Section III – Management – Timeline for Success Hiring the right management and certifying them through our system is key to your success as well. CHEEBURGER CHEEBURGER provides two types of Basic Management Training programs that are tailored to your specific requirements and your staff’s previous experience in order to maintain the highest degree of product quality and customer service. Owner(s), a store manager and another designated individual such as a Kitchen Lead must attend a minimum 15-day training program. Depending on the franchisees level of involvement, a minimum of two operating managers and a kitchen lead must be certified by completing and successfully passing the 15 day training program prior to each new restaurant opening. The Operating Owner, Store manager and kitchen lead must be the initial Trainees. Following the 15 days of training, the participants must spend additional time at the discretion of the Director of Training in one of our existing stores to receive further hands on training. The duration of this training varies based on the individual’s experience and comprehension of our systems and procedures. The Director of Training may increase the length of training of any trainees based on performance or require past trainees to be re-certified if their location will open more than 6 months after their initial training. All stores operated by the franchisee must have a minimum of 2 certified Operating Managers prior to opening another location.


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revised 1.1.07

GUIDE TO INTERVIEWING

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revised 1.1.07

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

revised 1.1.07

revised 1.1.07

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. revised 1.1.07

revised 1.1.07

DO HIRE APPLICANTS THAT ARE FRIENDLY AND OUTGOING and will be able to deliver our high level of guest service. DO HIRE APPLICANTS THAT CAN HANDLE STRESSFUL SITUATIONS and are able to handle multiple tasks at one time. DO FOLLOW THE INTERVIEW QUESTION GUIDE. It has questions that will unveil details you will need to know in order to decide if the candidate has the appropriate qualifications to be an asset to your team. It also provides structure to the interview. DO ASK OPEN-ENDED QUESTIONS like: “Tell me about…”, “How did you...”, “Describe…”. This will provide more detail and examples from past performance. DO LISTEN Let the applicant talk 80% of the time. DO INTERVIEW MORE THAN ONE CANDIDATE. DO READ THEIR RESUME AND/OR APPLICATION thoroughly before the interview and jot down questions you would like to ask for clarification. DO KNOW THE JOB QUALIFICATIONS Have a good understanding of the target skill, knowledge and abilities needed for the position. DO KEEP ALL APPLICATIONS ON FILE FOR ONE YEAR. IT’S THE LAW.

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revised 1.1.07

4. The DO'S and DON’TS Of Interviewing continued… DON'Ts DON’T ASK ILLEGAL QUESTIONS. It is illegal to ask questions that could be perceived to be judging the candidate on anything other than his or her qualifications to do the job. Be sure all of your questions directly relate to the job requirements for that position. NEVER ASK CANDIDATES ABOUT: Race Marital Status Sex Sexual Orientation Age National Origin Disability Religion Arrests EXAMPLES OF QUESTIONS YOU SHOULD NEVER ASK: Are you married? Do you have any children? Do you plan to have children? How old are you? Do you go to church on Sunday? What religion are you? Where were you born? What nationality are you? DON'T OVERTALK. Let the candidate do 80% of the talking. DON’T WRITE ON AN APPLICATION. If you need to make notes do so on a POST IT note. If you want to attach a separate piece of paper, use a paper clip, not a stapler. DON’T “LEAD” THE APPLICANT. Don’t fill in gaps or answer questions for them. DON’T MAKE THE APPLICANT WAIT. DON’T ASK QUESTIONS THAT ARE ACCUSATORY OR STRESSFUL. Ask HOW they did something, rather than WHY. Asking “why” can make an applicant defensive.

DON’T ASK CLOSE-ENDED QUESTIONS That allows the candidate to answer in a “yes” or “no” answer, unless you are looking for a specific or definitive answer. revised 1.1.07

revised 1.1.07

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 revised 1.1.07

revised 1.1.07

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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revised 1.1.07

Applicant’s Name: ____________________ Interviewed by: ___________________ Date: _________ 1. Why do you want to leave your current position? (OR… Why did you leave your last job?) Y: Positive answers indicating that the applicant left on good terms. N: Left under adverse conditions or circumstances (fired, etc.). 2. What did you like about your last job? Y: People oriented statements; customer oriented; working with the public. N: Anything that indicates a lack of success in a fast-paced, customer-oriented environment. 3. What did you dislike about your last job? Y: Did not dislike anything. N: Anything that indicates a lack of success in a fast-paced, customer-oriented environment; disliked people-oriented atmosphere. 4. What you know about Cheeburger Cheeburger? Y: Knows something about Cheeburger Cheeburger; expresses positives about Cheeburger Cheeburger. N: No knowledge of Cheeburger Cheeburger; just another restaurant. 5. Tell me about your relationships with fellow employees. Y: Positive; team player. N: Didn’t get along. 6. If I asked your friends to describe you, what would they say? Y: Energetic, fun, friendly, crazy, cooperative. N: Introverted, lazy, disorganized, sloppy. 7. How many hours are you currently working? How many hours would you like to work? Y: Current hours are similar to the position available, hours wanted is the same as hours available. N: The applicant is not looking for more or less than the number of hours available with the current position. 8. 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. 9. Do you prefer days or nights? Why? Y: Able to fill the day or night slot available. N: Unable to work the slot available. 10. Do you have any QUESTIONS? 11. We will contact you by/ next interview will be: ___________________

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revised 1.1.07

Applicant’s Name: ____________________ Interviewed by: ___________________ Date: _________ EXPERIENCE 1. What kind of work did you do in your last job? Y: Specific responsibilities; customer/people oriented. N: No people-oriented experience. Can’t define job. 2. What are some of the reasons for leaving your last job? Y: Positive answers indicating that the applicant left on good terms. N: Left under adverse conditions or circumstances (fired, etc.). 3. What did you especially like about your last job? Y: People oriented statements; customer oriented; working with the public. N: Anything that indicates a lack of success in a fast-paced, customer-oriented environment. 4. What did you especially dislike about your last job? Y: Did not dislike anything. N: Anything that indicates a lack of success in a fast-paced, customer-oriented environment; disliked people-oriented atmosphere. 5. How did you and your manager get along in your last job? Y: Took supervision well; was a team player; liked manager. N: Sarcastic remarks about manager; did not like manager or company. 6. How fairly were you treated at your last job? Y: Positive answers; was treated well; liked it there. N: Things applicant did not like that would be similar to our company. 7. Tell me about an accomplishment that you are most proud of. Y: Has an example of something they are proud of. N: Did not have any accomplishments they are proud of; cannot think of any accomplishments. 8. What areas were you told you needed to work on in your last job? Y: Areas to work on were relatively minor. N: Areas to work on were major problems that are grounds for dismissal at Cheeburger Cheeburger, or involve negative character traits that are not easily changed: bad temper, sexual misconduct, insubordination, not following policy. 9. If I were to contact your former manager, what type of comments would I receive concerning your job performance? Whom would I contact? Name_____________ Number_____________ Y: Positives and strengths, i.e. dependable, cooperative, good performance, honest. N: Name of manager is different than that on application; would not want manager contacted.

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revised 1.1.07

VALUE SYSTEM/WORK ETHIC 1. Why do you think working at Cheeburger Cheeburger would be a good opportunity for you? Y: Like to work around or be with people; customer-oriented; love restaurants. N: Statements that indicate temporary employment, i.e. an in-between job. 2. What do you know about Cheeburger Cheeburger? Y: Knows something about Cheeburger Cheeburger; expresses positives about Cheeburger Cheeburger. N: No knowledge of Cheeburger; just another restaurant. 3. What are your 5-year goals? Y: Applicant has goals, is self-directed, responsible for success. N: No goals, appears to have no direction. 4. Who is the best/worst boss you ever worked for? What made them so? Y: Answers compatible with our style and standards. N: Answers not compatible with our style and standards. 5. What have you done that you are proud of? Y: Has accomplished things; takes pride in accomplishments. N: Cannot think of anything to be proud of. HOSPITALITY 1. What does it take to be successful in a restaurant position? Y: Understands the importance of customer service and teamwork. N: Has no idea. 2. In what situations is it appropriate to argue with a customer? Y: Never. N: Thinks there are circumstances. 3. Describe a customer problem you have had. How was it resolved? Y: Resolved appropriately; Positive about customer complaints. N: Did not resolve appropriately; negative about customer complaints. 4. Tell me about your relationships with your fellow employees? Y: Positive; team player. N: Didn’t get along. TEMPERAMENT/EMOTIONS 1. If I were to ask your friends to describe you, what would they say? Y: Energetic, fun, friendly, crazy, cooperative. N: Introverted, lazy, disorganized, sloppy. 2. What are some of the things that get on your nerves? Why? Y: Inferior work, rudeness. N: Answers that indicate they are hotheaded or overly emotional; working under pressure; happy people, customers

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revised 1.1.07

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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RATE THE INTERVIEW (1 – 10) RATE Poor Excellent 1 2 3 4 5 6 7 8 9 10 Availability 1. Is the applicant flexible in terms of the times he/she can work? 2. Does the applicant’s availability fit the position? Notes: Rate: Experience 1. Is the applicant’s past experience helpful? Good track record? 2. Does the applicant like to be around people in a fast-paced environment? 3. Is the applicant positive about past experiences? Notes: Rate: Value System 1. Does the applicant seem to have a good work ethic? 2. Does the applicant seem honest? 3. Does the applicant seem dependable? 4. Is the applicant self-directed? 5. Does the applicant take pride in a job well done? Notes: Rate: Hospitality 1. Does the applicant understand the basics of good service and satisfying people? 2. Does the applicant have people and social skills? 3. Does the applicant appear to be an extrovert? Notes: Rate: Emotional Stability – Temperament 1. Is the applicant levelheaded? Can the applicant work effectively under pressure? 2. Will the applicant respond effectively to direct supervision? Notes: Rate:

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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 ___________________

REFERENCE CHECKING GUIDE Hello, I’d like to speak to _____. My name is ______. I am with_____________. We are currently considering ______ for a position in one of our restaurants and I would like to ask you a few questions. 1. ______ tells us that he/she was employed by your company from ____ until _____. Is this correct? 2. What were his/her job title and primary responsibilities? 3. How did he/she interact with customers? 4. Would you say that he/she was considered a reliable and dependable employee? 5. How was he/she under stress? 6. How was his/her energy level compared to others? 7. How did he/she get along with co-workers and management? 8. Was he/she honest with a high level of integrity? 9. If the situation occurred, would you rehire him/her? revised 1.1.07

revised 1.1.07

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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revised 1.1.07

D. INTRODUCTION TO POSITION DESCRIPTIONS As a manager, one of your most important duties is to ensure that your employees are doing their work the right way. To achieve this goal, we have positions descriptions to provide guidance and direction to an employee and the manager about what tasks, behaviors and results are expected from the company. Position descriptions serve to provide the clarification of one’s major job responsibilities to help us communicate our expectations. E. WAGE GUIDELINES AND BENEFITS Cheeburger Cheeburger has wage guidelines for hourly employees. The majority of all new hires will be paid within these guidelines. There are times, however, that warrant offering hourly wages higher than those listed: i.e. difficulty to staff the store due limited bus access. In cases like this, it may be necessary to pay a highly hourly wage. Any job offer or increase outside of these guidelines must first be cleared with the GM. F. LEGAL BRIEFS 1. Understanding Employment Law Legislation There are a number of laws and regulations in place to ensure job applicants are treated fairly. The main forms of discrimination are categorized as follows: Races and Color Discrimination There are two types of discrimination. Blatant discrimination, such as implementing policies against particular people, has almost disappeared. Subtle forms of discrimination are much more prevalent. Subtle forms of discrimination include things like: unrealistic performance requirements biased testing, policies that indirectly prohibit certain applicants from applying for jobs (such as a college degree for a janitorial work, etc). To avoid liability, companies need to show comparable numbers of minority and non-minority workers, or show why numerical equality is not possible. Religious Discrimination Companies must, by law, try to accommodate the religious practices of their employees, as long as that accommodation does not create unnecessary hardship on the company itself. Companies are prohibited from making their employees choose between employment opportunities and their primary religious principles. Sex Discrimination Companies may not discriminate against men or women based on their gender unless they can show why it is necessary for them to do so. Companies may not make assumptions regarding what either sex may or may not be able to do. For example, an individual could not refuse to place a woman in a position because the work is physically demanding, dirty, or “improper”.

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revised 1.1.07

Sexual Orientation Discrimination Requirements of other equal employment regulations apply to individuals regardless of their sexual orientation. Homosexual workers cannot be evaluated or terminated due to anything other than sound business-related reasons. Age Discrimination Legislation protects applicants against age discrimination at all phases of the employment process. Discrimination of Disabled Persons The Americans With Disabilities Act (ADA) places restrictions on what kind of questions an interviewer may ask disabled candidates, but also requires prospective employers to try to accommodate a candidate whose only disqualification is the ability to perform the task the same way is has been traditionally been completed. 2. What you CANNOT ask during an interview Do you own or rent your own home? Where do you live? How long have you lived there? How old are you? What’s your date of birth? Are you between 18-24? How tall are you? How much do you weigh? Of what country are you a citizen? Where were you/ your parents born? What is your nationality? What is your marital status? Do you have any children? Have you ever been arrested? Is there anything in your religious belief that would prevent you from working on a Saturday or Sunday? Do you have disabilities? What is your native language? How did you learn a foreign language? What clubs or organizations do you belong to? Are you a high school/college graduate

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Positive (+) Response

Negative (-) Response

Must like people, work hard, do more than expected, etc. Points _____________

Be nice

2. What recent accomplishment do you take great pride in?

Specific advancement toward goal Points _____________

Doesn’t have any specific goals Points ______________

3. What would your previous employers say about your work?

Hard worker, dependable, ideal employee, etc. Points _____________

I did a good job.

4. What was the biggest mistake you’ve made at work? What did you learn from it?

Specific answer and positive that they learned Points _____________

Can’t think of answer or inadequate answer

5. Name your three favorite restaurants and describe why you like them.

Specifics mentioned along with answers such as great service, great food, etc. Points _____________

Can’t answer or silly answers

Make the customer happy, replace order and/or refund money, get manager involved, etc. Points _____________

Don’t know or belligerent answer

7. Why did you decide to apply for a job here?

I eat here a lot, seems like good place to work, etc. Points __________

I need a job, I couldn’t find anything else, etc. Points ______________

8. Do you work independently or as part of a team? Why?

Listen to answer and use own judgment Points ______________

Listen to answer and use own judgment Points ______________

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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revised 1.1.07

9. Describe the best boss you’ve worked for.

Fun, great to work with, treated employees well, great personality, etc. Points ______________

Has never worked for a good boss, describes problems he/she had, etc. Points ______________

10. Tell me a little bit about yourself.

Outgoing, fun, loves people, smiles a lot, involved in hobbies or activities, etc. Points ______________

I don’t know or doesn’t answer question with positives that fit those of a team player and person with great attitude. Points ______________

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♦ 2.13 Sexual Harassment Cheeburger Cheeburger Restaurants is committed to maintaining a work environment in which all individuals are treated with respect and dignity, and which promotes equal employment opportunities. The work environment must be free of unlawful discrimination and harassment. At Cheeburger Cheeburger Restaurants, sexual harassment, whether verbal, physical, or visual, is unacceptable and will not be tolerated. This is true whether the harassment is by a supervisor, co-worker, vendor, or customer. You as an employee will be required to acknowledge that you have received and read a copy of Cheeburger Cheeburger Restaurant’s Sexual Harassment Policy. Cheeburger Cheeburger Restaurant’s Sexual Harassment Policy has been developed to ensure that all of its employees work in an environment free from sexual harassment. Should you have any questions concerning the Policy, please direct them to the Human Resources Department.

♦ 2.14 Non-Dating Policy Cheeburger Cheeburger Restaurants does not permit employees to date other employees within the same supervisory chain of command.

Cheeburger Cheeburger Restaurants Policy Regarding Employee Behavior 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. revised 1.1.07

revised 1.1.07

• • • • • • • • • • • • •

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. • Conducting personal business on company time. • Failure to maintain appropriate professional standard of dress or personal hygiene. • Refusal to work with, or for, any individual suspected of or diagnosed with the HIV infection, including the AIDS virus.

Cheeburger Cheeburger Restaurants reserves the right to immediately discharge any employee for reasons that management believes to be appropriate with or without cause and without notice.

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revised 1.1.07

Section IV. Employee Training

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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

COPYRIGHT 2004 CHEEBURGER CHEEBURGER RESTAURANTS, INC. FORT MYERS, FL

TRAINING DAYS SCHEDULE DAY ONE: 11 AM TO 3 PM

AND

4 PM TO 8 PM

DAY TWO AND DAY THREE: 9:30 AM -1:00 PM 1:30 PM - 5:00 PM 5:30 PM - 9:00 PM DAY FOUR: FRIENDS AND FAMILY GUEST SERVED FROM 12 TO 3 PM AND 5 TO 8PM STAFF SCHEDULED FROM 11 TO 4 PM AND 4 TO 9PM


DAY ONE WELCOME Training will begin with all employees together for the initial period. Everyone should have name tags. This includes the training staff and ownership. The owner or manager will start by welcoming everyone and thanking them for being a part of the opening team. Explain the excitement involved with opening a restaurant for the first time and share the pride they will feel when they serve their first guest. The owner will introduce the manager, trainers and anyone else of any importance. Ownership should cover the schedule for the training days, the weekly schedule, sick days, paydays, request for days off, and employee meals. Explain the Cheeburger Cheeburger uniform for the front of the house and back of the house. Our uniforms consists of a Cheeburger t-shirt, black or khaki pants with belt, socks, and rubber soled shoes. Bartenders must wear Cheeburger ball caps and an apron. The kitchen uniform consists of a Cheeburger t-shirt and ball cap and dark pants (no shorts or frayed hems, baggy jeans or excessive zippers and pockets). Non-slip shoes are required. A member of the training team will then take over. First discuss the importance of teamwork. We work as a team in our restaurant. Everyone should be covering everyone else. While you each have a table assignment – it’s everyone’s responsibility to service our guests. Our concept is all about the experience.


We believe that to properly experience our restaurant, our guests should be served a great burger, a hot order of fries and rings basket and a frozen milkshake. The music, the ambiance, and the smiles round out the experience for our guests. Discuss the benefits of training, Consistency and accuracy. There is only one way to do things in our restaurant – the Cheeburger way. Explain this to them so that the message is clear – there are probably hundreds of ways to accomplish the same goal. We are only interested in the Cheeburger way. Discuss the history of the company. Our first restaurant opened in Sanibel Island, FL in December of 1986. Discuss our growth and the importance of being part of a chain concept. HACCP/Food Safety Training 30 minutes Training will be in the form of a classroom setting and will be taught by a certified Food Manager. The course is based on the ServSafe Certification Program and is available from the National Restaurant Association. The course will cover the following areas as they pertain to Cheeburger Cheeburger. What is a Foodbourne Illness? A foodbourne illness is an illness transmitted to people through food. Most foodbourne illnesses are caused by microorganisms. Micro-organisms are tiny forms of life that are so small you can’t see, taste or smell them. They include bacteria, viruses, parasites and fungi


How Foods Become Unsafe Time and Temperature Abuse (temperature danger zone is 41 degrees to 140 degrees for four hours) Cross Contamination Poor Personal Hygiene Improper Cleaning and Sanitizing Proper Hygiene Starts At Home Showering or Bathing daily BEFORE coming to work. Trimming and Cleaning Your Fingernails No Nail Polish or False Nails No Jewelry, including Watches Wearing clean Uniforms and Hair Restraints Reporting illnesses to your Manager immediately Proper Handwashing After you use the restroom Before and After you handle raw food After you touch your face, hair or body After you smoke, eat, drink or chew gum After you use chemicals After you take out the trash After you clear tables or bus dishes After you touch your clothes or apron After you touch anything that will contaminate you Steps for Proper Handwashing Wet your hands with running hot water Apply soap Scrub hands and arms for 20 seconds- clean nails Rinse under running water Dry with single use paper towel Keep towel in your hand and use it to turn off faucet, and open bathroom door.


Purchasing, Receiving & Storing Check product temperatures when accepting delivery Check packaging for leaks or cracks FIFO Store products six inches off the floor and away from walls Four Methods for Thawing Food Refrigerator Cold Running Water Microwave (if eating immediately) Cooking Proper Ways to Serve Food Glassware Straws Plates Baskets and Trays Cleaning vs Sanitizing Cleaning removes dirt – sanitizing removes bacteria 3 Compartment Sink Step 1: Scrape and Soak all items Step 2: Wash items in first sink with detergent and hot water Step 3: Rinse items in second sink with clean water Step 4: Immerse items in third sink with sanitizer Step 5: Air Dry Pest Control Inspect incoming shipments Inspect the premises Deny food and shelter Use approved extermination methods


Major Foodbourne Illnesses caused by Bacteria Botulism – canned foods E. COLI 0157:H7 EHEC - ground beef STAPH POISONING – unwashed produce SALMONELLA – undercooked chicken HEPATITIS A – improper handwashing – transmitting human fecal matter through raw food products such as fruit, salad and juices. BREAK 30 minutes Use this break time for completing employment paperwork, distributing uniforms, etc… MENU ORIENTATION Distribute a To Go Menu to each employee and ask them to use it as a tool as you review the menu. They should be asked to take the menu home as well in order to better familiarize themselves with it. Discuss each of our menu items and how they are prepared so the front of the house can explain them to customers. Discuss how our food is cooked to order and all of our food products are freshly prepared in our kitchens. Begin with our burgers. Our burgers are hand rolled in the store and made from fresh never frozen all natural ground chuck. “Natural” indicates that our beef contains no steroids, hormones and was fed only a diet of corn and grains. It’s the best quality beef for preparing hamburger. Its fat content makes our burgers juicy and tasty. We don’t season our burgers. We cook them on a flat top grill and serve them hot with a choice of cheese and toppings as indicated on the menu.


The weights of the burgers indicated in the menu are before cooking. Our “Famous Pounder” is actually 20 ounces before cooking as opposed to 16 ounces. It may cook down the 17 or 18 ounces, giving the customers more value for their dollar. “BIG IS BETTER” Go down the list of burgers discussing the names and weights of each burger. It’s very important the servers know the three different ways a customer can refer to each burger. List the cheeses available, stressing to the servers the need to know all of them. Then discuss our topping program. We have approximately 20 free toppings to choose from. The customer can have as many as they want!! Employees also need to know what consists of “The Works.” We also offer specialty toppings for an additional charge. List them and explain the benefit of up selling these items. Servers should offer these items to customers by listing them, not referring to them as “our specialty toppings.” All of our sandwiches can also be served on a kaiser roll, wheat bun, white bread, rye bread or white or wheat wrap. A burger takes 10 or more minutes to cook. This is important to know as we do not pre cook any of our menu items. We are a casual dining restaurant, not a fast service restaurant. Burgers are cooked to Medium (155 degrees), Medium Well (160 degrees) and Well (165 degrees). For the safety of our guests we do not serve Rare or Medium Rare burgers. This is a company policy and there will be NO EXCEPTIONS. We do not describe the color of the burger as it relates to temp – only the cook temps.


For those looking for an alternative to a burger, we offer the BUILD YOUR OWN SALAD. The customer begins with a 12” bowl filled with chopped romaine and mixed greens. The mixed greens are comprised of endive, radicchio and assorted greens. Guests can choose as many salad toppings as they want to create their own salad. In addition we offer a choice of proteins; grilled chicken, fried chicken, veggie burger, ground beef burger, turkey, salmon, Portobello mushroom to make the salad a complete meal. There’s a charge for each protein selected. A side salad is also offered. It comes standard with shredded jack and cheddar cheese, grape tomatoes, chopped black olives and croutons with their choice of dressing. Additional toppings may be added for a charge. In addition to our burgers, we serve a selection of specialty sandwiches and platters. Go through the list of sandwiches describing each recipe. It is very important the staff understands the differences between a “melt” and a “sandwich.” This often causes confusion at openings. The more it is repeated and reviewed the less the confusion. Also explain the Portobello mushroom sandwich and melt are veggie sandwiches. Servers must ask the customer if they would like mayo on their BLT. Our best value is a platter. Guests choose a protein, side of fries or rings, sautéed onions, and a side salad or cole slaw for a reduced price. Platters may be served with or without a bun. No meal at Cheeburger Cheeburger is complete without fries and rings. We hand cut our potatoes into our famous fries each day. The potatoes that are cut today are cured in water for several days to draw out the sugar and starch. After curing, they are blanched the morning they will be served and then cooked to order for a crispy fry.


Our onion rings are hand cut in the store and then dipped in batter when the customer orders them. They are served hot and crisp. We do not use heat lamps to hold our fries and rings. FRIES AND RINGS BASKET – a delicious combination of French fries and onion rings. Discuss the portions of our sides and how important this information is to share with our guests. Small Fries or Rings serves 1-2 Medium Fries or Rings serve 2-3 Large Fries or Rings serve 3-4 Small Best of Both serves 1-2 Medium Best of Both serves 2-3 Large Best of Both serves 4 or more Additional fried items include Sweet Potato Fries Fried Mushrooms Fried Pickles We also offer a hot melted cheese sauce and an assortment of signature sauces to complement the fries and rings. These provide a great opportunity for another up sell. Servers should ask each table if they would like to add sauces to enjoy with their side items. No one should leave our restaurant without tasting one of our delicious, hand dipped milk shakes. We exclusively use Dreyer’s/Edy’s Grand Gourmet ice cream. Discuss the concept of an “original” shake and a “half” shake and how the original shake is our standard size.


Each of our stores offers 100 or more flavors and we encourage our guests and our staff to be creative and concoct your own combination of flavors. With all of the flavors combined, we promote over one million different shake combinations. The menu also includes fountain favorites such as egg creams, floats, ice cream sodas, soft drinks, ice cream sundaes, banana splits and our specialty drink – the shake a soda. We also offer 4 signature desserts – the Oreo Mousse Mountain and the Waffle Sundae, a chocolate lava cake and NY CheeCake. Please review these items with the staff. Q&A

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.


As you approach the table, greet the guests by welcoming them to the restaurant and telling them your name. Ask if they are ready to order. If not, say, “Take your time and I will be right back.” Do not take their drink order at this time. By doing this, we avoid the typical question of, “what would you like to drink” – which opens the door for the guest to say, water, soda or anything else. If they are ready to order, begin by asking the first guest, “What size burger would you like?” Our concept is all about the experience. We believe that to properly experience our restaurant, our guests should be served a great burger, a hot order of fries and rings basket and a frozen milkshake. The music, the ambiance, and the smiles round out the experience for our guests. Use the pivot point system when taking the orders. This means that you stand facing the table and you begin with the guest to your immediate left. This is position one. You then work clockwise around the table using a different section of your order sheet for each guest. Set up a four top and physically demonstrate how we go around the table and how it correlates to the boxes on the order pad. To provide good customer service, always take the female guests orders first. But…..enter the order into the appropriate seat number rather than making her number one. If the order is taken correctly, it can be delivered correctly by anyone on the team. This is crucial, as we don’t like to “auction off” our food. As you take the guests order, ask them “would you like your burger cooked medium, medium well or well done.” Then read them the list of cheeses we offer, making note of their selection. Then ask which toppings they would like and point to our topping list. Be sure to echo back their requests as they are placing their order to prevent you from having to repeat the entire order at the end of the process.


Be sure to ask if they would like lettuce, tomato, pickle, onion and mayo on their burger. Suggest bacon, sautéed onions and mushrooms as well. As you’re taking each order, echo back what the guest has asked for. Offer them a side and suggest a cheese sauce and or a dipping sauce to compliment their choice. It’s now time to take the drink order. Do not ask, “What can I get you to drink?” Do ask, “What flavor shake would you like today?” Obviously, the guest is welcome to order whatever beverage they would like. It is important, however, to make the suggestion of a milkshake. Do not automatically offer water with a shake or specialty drink. After you have taken everyone’s order, review the sides they have requested to ensure the table receives the proper portion. If necessary, down-sell the side items to maintain the perceived value of our products. For example, if everyone at the table has ordered a side of fries, suggest that they may want to consider a full Best of Both basket thereby being able to sample our delicious onion rings and fries and saving a great deal of money. Once you have made the down sell, suggest the dipping sauces and cheese to complete their order. When you have taken everyone’s order, gather the menus, thank them and inform them you will be right back with their shakes and drinks. Encourage them to play with our trivia cards located on their table while they wait. Don’t forget to take the menus. IMMEDIATELY, go to the POS and enter your order. The longer it takes you to enter the order, the longer it takes for the kitchen to get the food to the table. When entering the information into the POS, enter your entrée’s first in the order it was taken. The way you place the order dictates how it comes out of the kitchen. Enter your sides next and then enter each beverage and milkshake.


Double check your order against your sheet and then hit print. Prepare your sodas. Then go to the bar to pick up your shakes, OR go to your next table to take their order. DINING ROOM ROLE PLAYING Allow the servers to wait on each other. Do the table speeches, up sells, order taking etc. Observe the employees correct mistakes immediately and point out when employees are doing an exceptional job.

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.


DAY ONE

BACK OF HOUSE TRAINING FOOD PREPARATION 2 hours Meatballs Discuss portions, labeling, dating and rotating Discuss food safety Gloves Clean/Sanitized Surfaces Meat kept on ice while working Potatoes Discuss product rotation and labeling containers 7-10 days in dry store 2-3 days cured in cold water Discuss Potato Witch Proper use Cleaning Onions Discuss slicer safety and cleaning procedures Discuss labeling, dating and rotating Discuss proper cuts for rings Queen Stuffed Olives Discuss proper procedures Tomatoes Discuss slicer safety and cleaning procedures Discuss labeling, dating and rotating Line Set Up Discuss proper set up of cold table Discuss product rotation and under counter storage Seasoning mix Discuss proper procedures for seasoning fries


Dish Machine/Chemical Program Where and how to store chemicals How to use chemical dispensers How to operate dish machine and 3 compartment sink Clean up. Wipe down equipment, sweep, mop and do all dishes. Send the crew home and get ready for the next session. Make sure the kitchen crew checks in with their manager before they leave. They must also know their schedule’s for the remainder of the training days. Note: Schedule a time for the managers to go through their POS training with the installer from POS. The managers must be trained in basic order entry and ready to train their staff before day two’s training session.


DAY TWO Sessions: 10:30 to 1:30, 2:00 to 5:00, and 5:30 to 8:30 FRONT OF HOUSE TRAINING Start with a quick review of the menu and order taking procedures. MILKSHAKES, DESSERTS AND SPECIALTY DRINK PREPARATION Bring the entire front of house group into the bar area and demonstrate how to make the following: Milkshakes, Shake a Sodas, Root Beer Floats, Ice Cream Sodas, Egg Creams, Cherry Soda, Vanilla Soda, Chocolate Soda. All desserts Discuss the following; Variety of flavors and recipes for all products Proper scooping, Weighing, Presentation and Prepping of Milkshakes Side of soft drink with the floats in plastic kids cup Two straws in every drink that comes from the bar except Egg creams. Allow each employee to make a shake. Keep the designated bartenders in the bar area. Allow them to make shakes for the remaining time in the session.

Kitchen Tour/ Dish machine operation As a group of servers completes making a milkshake bring them back into the kitchen and give them a general tour. Highlight where products are kept and the location of the walk in cooler/ freezer.


Finish the tour with a demonstration of how the dish machine operates. Direct the servers back to the dining room. Repeat for the bartenders at the end of the session. BANKS Each server should come to work with 20.00 in bills and change. Do not rely on the store to be able to make change first thing in the morning. Explain what a “break down” is. KIDS MEALS Served in a Classic Cruiser POS TRAINING The owners and/or manager go through training with the POS installer. Break the front of the house up into three groups and station each group at a POS terminal. Post a manager or trainer at each terminal. They will conduct the training. After the basic training is complete call out 10 prewritten orders. The servers enter them on their order pads and then into the POS. Check the kitchen tickets for accuracy and completion. Repetition is crucial in learning the POS system. A successful opening is based on how well the servers can manipulate the POS system. This portion of the training should be at least one hour of button pushing. FOOD DELIVERY Physically demonstrate this process to the staff. Food comes up from the kitchen in the order it was taken. The ticket will be placed in the first basket on the order. Place each basket on a tray going clockwise, starting with the first entrée on the order. The entrees will be in the same sequence in which the order was taken. If you properly set your tray and if the order was taken correctly, anyone should be able to deliver the food without question. COPYRIGHT 2004 CHEEBURGER CHEEBURGER RESTAURANTS, INC. FORT MYERS, FL

Make certain that each entrée is delivered with a fork and knife and that all the toppings are correct. We do not deliver fries and rings first. All food is delivered at the same time. When you approach the table, you should be able to drop the food properly without having to ask each guest what they ordered. In the event that the table is positioned so that you cannot figure out who ordered first, you are permitted to ask about the first entrée. However, it is important never to identify the burger by name. Select an obvious topping and announce it that way. Once you have figured out who gets the first burger, the other burgers should move in the proper sequence and you will not have to ask again. Physically demonstrate how to run the food. Note: Do not rest trays on tables when serving orders. The server can either have someone carry the tray for them or use a tray jack. After you drop the food, suggest sodas or iced tea if the guest had previously ordered shakes and refill the sodas for the guests drinking sodas or tea. CHECKING BACK It is important to visit the table within a minute or so of the food being delivered. Ask if everything is to their liking and is there anything else you can get for them. Continue to monitor the table and refill beverages as often as needed. PRE-BUSSING AND DROPPING THE CHECK As your guests finish eating, check back. Clear anything you can from the table. By the time you drop the check, the only thing left on the table should be barware. THANK YOU!!!! The most important transaction of the experience is thanking your guest for coming in. Invite them back. Remind them of your name and tell them that you look forward to serving them again. COPYRIGHT 2004 CHEEBURGER CHEEBURGER RESTAURANTS, INC. FORT MYERS, FL

BEER AND WINE In the event the store will be selling alcohol, it is important to review the local laws related to the products. CUSTOMER COMPLAINTS We can’t please all of the people all of the time. We want to train our staff to be empowered to handle the majority of complaints on the spot. While a manager should be aware of a problem, the staff should be comfortable doling out the appropriate compensation for the situation. This can be a valuable learning experience for the staff. They will never grow if they have to get a manager for every complaint. Large scale complaints will require a manager’s attention immediately.

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


DAY TWO Kitchen Training HACCP Discussion Perform a pre-shift line check. Burger cooking Take 3 or 4 employees down to the grill. Pick the employees you feel are the most capable. Print out an order with burgers cooked to each temperature. Show them how to put the burgers on the grill and how thin to press the patties. Cook these burgers. While the burgers are cooking tell the trainees the basic rules of cooking at Cheeburger. No weights on medium burgers. Weights are placed on all medium well and well done burgers. Everything goes on the grill, gets flipped once and comes off the grill at the same time. After the order is flipped, place the cheese on the burgers. When the cheese melts the burgers are done. After the burgers are done cut into each and show what the inside looks like and taste if they want. Each cook should then cook burgers to medium, medium well and well done. Observe each cook. See who knows their way around the grill, who was listening while you were giving instructions. Determine who is and who is not capable. After the first group has gone through the exercise rotate in another group. Fry and Ring Cooking First show the group how to blanch fries. Blanch about 6 baskets of fries. It’s important they know the blanching process takes 2 minutes. Point out what the surface of the fries look like when they are blanched properly. Place the blanched fries on the fry rack. While the blanched fries are cooling, show the group the baskets used for serving the fries and rings. Demonstrate the use of the scale to serve the correct amount for each size. COPYRIGHT 2004 CHEEBURGER CHEEBURGER RESTAURANTS, INC. FORT MYERS, FL

Ring Cooking Show the trainees how to “eyeball” a small ring Put the rings in quickly and safely We want individual rings, not clumps Cooking times What the finished product should look like Observe each trainee cooking an order of rings. Correct any mistakes immediately. When each trainee has cooked an order of rings, finish cooking the blanched fries. Fry Cooking It takes about 8 minutes to cook an order Cooking times vary Look for the bubbles to stop and the fries to float, not the color of the fry. Make each size order of fries, rings and fries and rings basket. Weigh each of these orders out, allowing the staff to see exactly what each finished product should look like. Show the front of the house staff what each looks like. Have the entire training group sample the finished product. Don’t forget the cheese sauce and dipping sauces. The employees need to know what they are selling. Set Ups Look for someone with similar experience. Employees that have worked in sub shops or dressing burgers in fast food restaurants usually are the best choice. Demonstrate the following: How to use the toaster How to read the tickets and the flow of the baskets Toppings; how much and where on the bun What are the “works”: Lettuce, Tomato, Onion, Pickle and Mayo


Order Cooking Pick a couple cooks, using one at a time. Enter an order through the POS. Put 3 or 4 burgers on the ticket and all three cooking temperatures plus a side order. When the first order is on the grill enter another order. Start slow and gradually increase the pace. After the orders are finished, check for the accuracy of cooking temperatures and toppings. Rotate the cooks. The fry station should have one trainee on both the fry station and onion ring station. The fry person should also “sell” the orders. When the grill person is switched, bring in another set to cook on the fryers. Stress the importance of timing the fry and ring orders with the grill. The fry station is NOT a race to the finish. Closing the Kitchen Cleaning the Grill Filtering the Fryers Cleaning Hood Filters Closing down the line Sweeping and Mopping


DAY THREE FRONT & BACK OF HOUSE TRAINING SERVER/HOST SKILLS Servers Menu Exam This test is administered orally and given to all front of house staff. Questions are listed in the back of the manual.


HOST DUTIES AND SPEECH GREETING YOUR GUESTS All front of the house employees must receive this training although we want the owner or manager to be the host. Guests must be greeted by someone within 10 seconds of walking into the restaurant. If you are not the host, you must still acknowledge them and inform them that someone will be with them shortly to seat them. Eye contact with incoming guests is very important along with a big welcoming smile. SEATING YOUR GUESTS It is the responsibility of the Host to seat our guests. NEVER let a guest seat themselves. When you seat the guest, take along the appropriate number of menus. After everyone is seated, pass out the menus and then welcome them once again to our restaurant. Ask them, “When was the last time you dined in one of our restaurants.” After they respond, give the appropriate answer – “really? Were you aware that we have added delicious new salad to our menu?” “Or, have you tried our Oreo milkshake?” Use this opportunity to review key items in the men with the guests. Open a menu in front of one of the guests and guide them through the menu items, highlighting some of our core menu items. Begin by showing them our selection of burgers. Explain to them that the burgers do not come topped with anything and that they are invited to select from a list of our cheeses and to choose as many of our toppings as they would like. Point out that we also offer specialty toppings for an additional charge. Show them our sandwich menu and then direct them to our fries and rings.


Suggest that they consider ordering a BEST OF BOTH so that everyone at the table may sample our delicious, hand cut French fries and our freshly batter dipped onion rings. Point out our Build Your Own Salad and then close the menu to the back page and let them know that they can’t leave today without tasting one of our world famous hand dipped milkshakes. Tell them your favorite is _______ and then show them the list of flavors to choose from. Inform them that we have a new dessert menu and that their server will explain it to them after their meal. Tell them to take a few minutes to review the menu and let them know that ____________, their server, will be with them when they are ready to place their order. As part of host training use a seating chart to demonstrate how we rotate seating servers. Include the proper way to perform the speech after a Pounder is completed. Demonstrate how the servers should have their books and aprons organized. At the end of the session discuss “table talk” with the group. Table Talk is a valuable tool that should be used by each of our servers to insure proper serving techniques. Take the Trainers Order Servers will spend this session continuously entering orders into the POS. As the servers are entering orders into the POS they should take the order of the trainers. The trainers should grill each server to evaluate what they know and don’t know. Grade each server with a check plus, check or check minus. This will let you know who to watch and who can assist in training.

Pick employees for Friends and Family. Break up the staff between night and day shifts. The servers will also help setting up the dining room. Remind servers to bring a bank the following day for Friends and Family. COPYRIGHT 2004 CHEEBURGER CHEEBURGER RESTAURANTS, INC. FORT MYERS, FL

Bartenders will make shakes. Use to 2 to 3 bartenders at a time and enter orders for them to make. Watch their production times. Choose your bar staff for Friends and Family. Kitchen staff will begin by reviewing the BYO Salad and Specialty sandwich procedures. The kitchen will prepare orders entered in by a kitchen trainer. Select your key employees for Friends and Family and assign them stations. While orders are being prepared, the remainder of the staff should do prep, making certain enough food is prepared for the following day. All employees should be given the evaluations found at the end of the manual and their results kept in their personnel files. After the session discuss the employee’s strengths and weaknesses with management.


DAY FOUR FRIENDS AND FAMILY We should invite 100 to 150 people per shift. If needed, allow walk up customers to enter and eat for free. The goal of the day is to provide the staff with live customers to practice on. Customers will be served from noon to 3 P.M. and from 5 P.M. to 8 P.M. Employees are scheduled from 11 to 4 and from 4 to 9. Each server should have a section of two to three tables. Three bartenders are scheduled. Seven to Eight kitchen employees per shift are scheduled. A limited menu is offered and take out is not. Complete all HACCP checklists before each shift. Schedules for the beginning of the week should be ready. All food should be ordered for a Monday delivery. If it is determined that the staff is not prepared for opening, a second friends and family will be scheduled for additional practice.

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 Training After you have reached day four it is imperative to continue the ongoing training of all staff including the Management / Owners. From day five till the end of your time in the restaurant, you should be working side by side with the management / owners. During this process you will continue to hone the skills needed to effectively operate a Cheeburger Cheeburger ® Restaurant. Remember that the new Management / Owners have had only a few weeks of training, therefore they will require additional guidance and support during our time with them. Below is a guideline that should help in smoothing the transition of leadership from Trainer to Management / Owner.

• Day Five- Begin by showing the Manager / Owner the opening of the restaurant. They should be taught the proper way to do the day-to-day operations. They need to know the right time management skills in order to properly set up and get ready for the days business. The staff has to be set, prepped, and ready to go. Use the manager checklists to help you guide them along. After your set up, appoint the Manager / Owner the position of Host. He or She should work this position through lunch and dinner. Show them the intricacies and flow of the dining area, the when, how, and where to seat our guests. At shift change show him or her the right way to facilitate the change out of day to night staff, as well as, the collection of money. After the day is done show them the proper way to shut down the restaurant. This will include closing out the cash / credit reports, and the basic shutting down of operations. Please use the manager checklist for they will help in walking through all the duties of the staff.


• Day Six- Start out again by reinforcing the managements training of opening the restaurant and getting ready for the days business. You should also show them how to properly place any vendor orders when needed. Use the order guides to help with different venders. This day should be reserved for the management to be in the Bar area throughout lunch and dinner hours. They should be shown how to properly and efficiently run the take-out business, as well as, the organization of milk shake production. After the close of the business day show them again the proper closing of the restaurant. • Day Seven-This day the management should be able to open the restaurant with little help. You should be there in a supportive manner. Continue the guidance of time management skills if needed. After opening this day should be devoted to the Kitchen area. Begin in the morning shift with Fry and Ring production; then move them over to the set-up station for a time. Do not forget to show the proper implementation of the HACCP program. Show the proper use of all kitchen equipment, as well as, the right way to take maintenance them. During the night shift place them on the set-ups then move them over to the grill so that they can fully understand how their Kitchen will flow and how important it is to follow our system fully. When the end of the business day is completed show them the proper way to close down the kitchen and the filtering of the fryers. • Day Eight- This day you should let the Management open fully with out aid. This will be a good indication if they have become more self-sufficient. This is a day to help in the general B.O.H. area of management. Scheduling, ordering of product, and general organization of the office. During Lunch and dinner hours the management should be based on the front door and greeting our guests. There they should be running their restaurant from this position. They should be critiqued based on their performance later that day so that they are aware of any changes that need to be made. COPYRIGHT 2004 CHEEBURGER CHEEBURGER RESTAURANTS, INC. FORT MYERS, FL

• After the close of the business day the management should be able to close the restaurant properly. • Days Nine- Eleven- By this time Management should be in full control of their restaurant. You should be there as support only. Most of the ordering should be done for the week, and the restaurant should be fully staffed for the weekend. This should allow him or her to stay by the front door during business hours, but still be able to finish the schedule and any other loose ends in the office. • Last Day- This is the day for the Training staff to get together and critique the performance of the staff and the Management. The Team must decide if the restaurant is up to Cheeburger Cheeburger® standards. By this time you should be able to get an idea if you have sharpened the Manager / Owner’s skills enough to leave knowing that they will run the day-to day operations up to our highest expectations. Remember if they can follow the system that is in place then they will be successful.


TRAINING MATERIALS


PREP REVIEW Ground Chuck Potato Tomato Green Olive Onions Portabella Mushrooms Chicken Breast Batter Mix FRYER REVIEW Raw Prep/Rotation Blanching Cooking Onion Rings/Fries Portion Control/Presentation GRILL REVIEW Bacon Sauteed Mushrooms/Onions Product Hot Holding Cold Table Product Review/Portion Control Product Rotation Menu Review/Recipes HACCP Uniform Standards

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 ____________________________________


KITCHEN PROCEDURE CHECKLIST Tomatoes Stuffed Olives Meatballs Onions (Sandwich, Sautee and Rings) Portobella Mushrooms Potatoes (Rotation, Cutting, Curing, Blanching) MakeUp Table (Products, Rotation, FIFO, Backup) Food In Process (Products, Rotation, Backup) Bacon Sauteed Mushrooms Sauteed Onions Blanching Batter Mix Onion Rings French Fries Seasoning Mix Bun Toasting


POS ORDER ENTRY PRACTICUM Enter each table’s order onto an order-taking sheet. When done, please go to the POS workstation and enter each of the following orders. Bring the printed receipts and the order sheets back to your trainer for review. Table 22 3 Guests Chocolate Egg Cream Pepsi no ice Classic with American cheese, Medium, lettuce, tomato, black olives, roasted red peppers Patty Melt Kids Meal with Chicken Fingers, Root Beer and Fries 2 waters with lemon Table 31 2 Guests Pounder to share cooked medium well with provolone, lettuce, tomato, pickles, mayo, onion, A1 and sautéed mushrooms Chocolate Oreo Milkshake Watermelon Shake A Soda Water Half Best of Both with onion ring sauce and cheese sauce To Go Jeff 3 classics Well done with American cheese, one with lettuce tomato and onion, one with bacon and the works and one with onion, artichoke hearts and garlic Best of Both Basket Onion Ring Sauce Pistachio Mint Milkshake Vanilla Cola Root Beer Float Table 27 4 guests Semi Serious cooked well, with mozzarella, mushrooms and onions, the works Chicken Melt with no onions Chicken Sandwich with American cheese, lettuce, tomato and onion ring sauce BLT with mayo cut in half on rye Best of Both Basket Cheese Sauce 2 pepsi Mousse Mountain Bottled Water


Table 14 2 guests Chicken Platter with bleu cheese on the salad. BYO Salad with ranch, cheese, tomato, black olives, garlic, croutons, onion and grilled chicken Small Fry Cheese Sauce Peppermint Shake A Soda Iced Tea no lemon Waffle Sundae Table 52 3 guests Semi Serious burger no bun with Swiss Cheese, roasted red pepper, guacamole, black olives Side Salad with Bleu Cheese, no tomato sub artichoke hearts Semi Serious Medium Well with pickles, mayo, ketchup cut in half Water with lemon Half Vanilla milkshake Table 11 2 guests Cheeburger Cheeburger Salad, Bleu Cheese, well done, croutons, sun dried tomato, crispy noodles and garlic roasted almonds Jr Classic with chocolate milkshake Water with lemon Iced Tea Small Onion Ring with dip sauce Classic cooked medium with American cheese, the works to go Table 36 2 guests Serious Platter medium well with sautéed onions and onion rings Patty Melt on white bread with mayo Small fry Oreo milkshake Water with lemon Table 17 2 guests Portabello Mushroom Sandwich with roasted red pepper and mayo Portabello Burger cooked medium with American cheese, lettuce and tomato Half Best of Both basket with onion ring sauce and cheese sauce Chocolate egg cream Cherry Ice Cream Soda


Manager Check List AM Shift ___ Kitchen set up and ready for business. ___ All sautéed’ items cooked and steaming. ___ HACCP weekly line check done by 11:00 AM. ___ All items in and under line coolers filled for lunch shift.(meat, toppings,sauces..ect.) ___ Fry rack full with blanched fries. O-ring station filled, and iced under each item. ___ All kitchen employees present and in uniform, that includes gloves and hats ___ Sanitation buckets in each station ___ Prep is being started, and is known by all what is to be done. (Look at prep par levels) ___ Bar is stocked up, ice cream, condiments, cups and lids, milk…ECT. ___ Pre-mades are done, at least 5 of vanilla + chocolate on weekdays 20 on weekends. ___ Dip well is on, as well as, a sanitation bucket w/ rags by sink. ___ Servers all present and in uniform w/ name tags (bartenders too) ___ Coffee and tea made, as well as, soda station put together. ___ All chairs and tables wiped and cleaned. ___ Check bathrooms for tissue and towels/ trash can empty with liner. ___ Shake of the day is named/ any contest that might be going on. ___ Seating chart is done, as well as, host stand loaded (crayons, kid menus full) ___ Mop in around outside front door and vacuum black carpets. ___ All ketchups are filled and sugar packets too, also make sure all tables have trivia. ___ Lemons are cut and dressings are full, as well as, cups and lids/ cheese machine. ___ Buss station is ready and buss tubs are in place/ sanitation bucket w/ rags. Make sure all received food items are checked and temped properly, as well as, stored and dated. FIFO COPYRIGHT 2004 CHEEBURGER CHEEBURGER RESTAURANTS, INC. FORT MYERS, FL

Manager Check List PM Shift ___ All dishes are done/ day prep ___ Fryers are filtered once at 4:00 PM and again at closing (Use Filter powder!!!!). ___ All sautéed’ items cooked and steaming. ___ HACCP weekly line check done by 5:00 PM ___ All items in and under line coolers filled for lunch shift.(meat, toppings,sauces..ect.) ___ Fry rack full with blanched fries. O-ring station filled, and iced under each item. ___ All kitchen employees present and in uniform, that includes gloves and hats ___ Sanitation buckets in each station ___ A line sweep and mop has to be done (This should be done at every opportunity) ___ Prep is being started, and is known by all what is to be done. (Look at prep par levels) ___ Bar is stocked up, ice cream, condiments, cups and lids, milk…ECT. ___ Pre-mades are done, at least 5 of vanilla + chocolate on weekdays 20 on weekends. ___ Dip well is on, as well as, a sanitation bucket w/ rags by sink. ___ Servers all present and in uniform w/ name tags (bartenders too) ___ Coffee and tea made, as well as, soda station put together. ___ All chairs and tables wiped and cleaned. ___ Check bathrooms for tissue and towels/ trash can empty with liner. ___ Shake of the day is named/ any contest that might be going on. ___ Seating chart is done, as well as, host stand loaded (crayons, kid menus full) ___ Mop outside front door and vacuum black carpets. ___ All ketchups are filled and sugar packets too, also make sure all tables have trivia. ___ Lemons are cut and dressings are full, as well as, cups and lids/ cheese machine. ___ Buss station is ready and buss tubs are in place/ sanitation bucket w/ rags. COPYRIGHT 2004 CHEEBURGER CHEEBURGER RESTAURANTS, INC. FORT MYERS, FL

Manager Walkthrough B. O. H. ___ Fryers have been filtered a second time. (Use Filter Powder!!!) ___ Grill has been cleaned properly, including the traps. ___ Bun toaster has been shut down and cleaned properly ___ All hood filters cleaned, sanitized and put back. ___ Make sure the areas around in and under hoods are cleaned and sanitized. ___ Line coolers have been stocked and closed air tight. (Meat, condiments, sauces, salads ect) ___ All equipment has been cleaned and sanitized properly.(Doors, gaskets, Shelves..Ect.) ___ All product has been properly stored away for night. ___ All dishes, small wares, and bus tubs have been cleaned and stored away for night. ___ All equipment has been shut off including Grill, fryers, heat lamps, bun toaster, and hoods. ___ Equipment has been pulled out and cleaned behind including walls. (Behind grill as well). ___ All sinks and prep areas must be cleaned and sanitized ___ All trash and boxes must be thrown out ___ All used potato barrels emptied cleaned, and sanitized. ___ All mats must be cleaned, sanitized, and rolled up for night ___ Entire kitchen must be moped and sanitized, including under shelves. ___ Spot check all walls for cleaning and sanitizing. ___ Clean and sanitize mop sink. Check Dishwasher trap.

Make sure all food is properly stored and under 41 degrees Fahrenheit.


Manager Walkthrough F. O. H. ___ All server side work has been completed. ___ All tables and chairs are wiped down, then chairs put up for night. ___ All bus areas cleaned, dishes washed, trash taken out, walls wiped down ___ All black carpets rolled up for the night. ___ All server areas cleaned and sanitized. Fold Cars if needed. ___ All server food and drink trays cleaned and sanitized. ___ Host stand and merchandise display area cleaned and sanitized. ___ Front entrance and or foyer areas, glass cleaned and seeped, carpets rolled. ___ All countertops and shelves behind and in front of bar cleaned and sanitized. ___ All trash and boxes must be thrown out ___ All condiments/ candies must be fully stocked behind bar. ___ All Freezers must be cleaned and sanitized outside and in. ___ Ice cream must be restocked and rotated properly. Cover the open Ice Cream. ___ Spot check all walls for cleaning and sanitizing. ___ All soda machines must be broken down, cleaned and sanitized. ___ All bar stools clean and flipped up for the night. ___ Turn off dip well for the night. ___ Turn off all wall neon’s for the night. Check Heat lamps. ___ Check bathrooms for trash, tissue, and towels. ___ Shut off Music

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.

NAME (LAST, FIRST, MI) ADDRESS

SOCIAL SECURITY NUMBER CITY

STATE

PHONE NUMBER

ZIP CODE

REFERED BY

EMPLOYMENT DESIRED POSITION

START DATE

ARE YOU EMPLOYED YES_______

NO_________

SALARY DESIRED MAY WE CONTACT YOUR PRESENT EMPLOYER? YES______ NO________

EVER APPLIED WITH THIS COMPANY BEFORE WHERE? BEFORE? 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

U.S. MILITARY SERVICE

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_____________________________________________________________________


LEAD TRAINER SUMMARY Name: Date Training Completed: Store: Owner: Manager(s): Food Safety Training Completion Date: Menu Review Completion Date: POS Practicum Completion Date: Dining Room Practicum Completion Date: Bar Skills Completion Date: Food Preparation Completion Date: Kitchen Skills Completion Date: HACCP Training and Implementation Completion Date: I certify that the employees of this store are fully trained and prepared to begin full operations in compliance with the Cheeburger Cheeburger Operations Manual.

Lead Trainer Signature and Date

Store Owner or Representative Signature and Date Additional Tasks/Goals

Completion Date

______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ _____________________________________________________________


CHEEBURGER CHEEBURGER NEW STORE OPENING SKILLS CHECKLIST BACK OF HOUSE EMPLOYEES PREP NAME

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

This Employee Handbook is confidential and proprietary. It is provided for internal purposes only. It may not be copied, reproduced or distributed without the consent of the Company.

Cheeburger Cheeburger Restaurants, Inc.

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…………………………...


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Employee Handbook

WELCOME to

Cheeburger Cheeburger Restaurants, Inc. Company Mission To provide a system of high operating standards, superior customer service and effective cost controls in order to maximize franchise owner profitability.

Good Guest Creed The Cheeburger Cheeburger Restaurants, Inc. guest is looking for a home-cooked meal that is convenient, inexpensive, and easy to carry home. The guest wants to be served in a casual and clean dining area by caring and friendly people. The Cheeburger Cheeburger Restaurants, Inc. guest knows that good food doesn’t have to be costly or fancy, it just needs to taste good. The Cheeburger Cheeburger Restaurants, Inc. guest is the most important person in the business. The guest is the lifeblood of the business and the purpose for being in operation.

Background of Cheeburger Cheeburger Restaurants, Inc. We at Cheeburger Cheeburger Restaurants, Inc. are committed to hiring the best employees in the industry. We believe in professionalism, a positive mental attitude, an aim-to-please approach, and teamwork. Our goal is to provide a casual dining experience that exemplifies quality, value, service and excellence in all aspects of our operation. That goal cannot be accomplished without a specific set of rules and guidelines by which to operate. This Employee Handbook is our way of sharing with you, the “rules of the road” for our operation. These rules and regulations are to insure safety, good working conditions, and the efficient operation of the business. The following will help you to understand how we operate and what is to be expected of you while you are employed at Cheeburger Cheeburger Restaurants, Inc. If you have any questions regarding any of the following policies and house rules, please ask your manager. You are expected to know and abide by the following policies and house rules as well as any other communicated to you by management. Failure to do so may result in disciplinary action, including termination.


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Employee Handbook

Standard Employee Policies 1.0 Food Safety

♦ 1.1 Why is Food Safety Important? • Serving safe food is important for health as well as financial reasons. • Food safety directly affects you, your co-workers, your customers, and the food service operation itself. • Although serving safe food takes a little extra time and effort, it is part of being professional.

♦ 1.2 Food borne Illness • “Borne” means “carried.” Food borne illness is an illness that is carried in the food to those who eat it. • Food borne illness may be caused by microorganisms, which are microscopic, one-celled organisms, such as bacteria. • Bacteria are smaller than the eye can see, and exist almost everywhere. • Bacteria multiply rapidly in food that is high in protein, such as meat and poultry. • A single bacterium can grow, divide, and multiply in food, enough to make people who eat it sick. This means that the food is contaminated.

♦ 1.3 Conditions Needed for Bacteria Growth • Potentially hazardous food is the type that is most in danger of being contaminated, and where bacteria grows most rapidly. • The four categories of potentially hazardous food are: Fresh meat, such as beef or pork; poultry, such as chicken or turkey; seafood or fish; and dairy products, such as milk and cheese. • Bacteria also need to remain in the temperature danger zone, a range between 39 and 140 degrees F for more than four hours to grow.

♦ 1.4 Understanding the Flow of Food •

Food moves through your operation, beginning at the loading dock, through all areas of preparation, cooking and service. • After it is received, food must be stored properly in the temperature to keep it safe. • Preparation is an important point in the flow of food because food is exposed to contamination. • Do not touch the food, or any surface that touches the food.

♦ 1.5 Eight Frequent Causes of Food borne Illness • Failure to cook food properly is the leading cause of food borne illness. • Failure to cook food properly, to a high enough temperature, allows bacteria to survive. Cheeburger Cheeburger Restaurants, Inc

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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.

♦ 1.6 How Does Food Become Contaminated? • Contamination is the presence of something harmful in food, such as bacteria, a virus, glass, metal, or hair. • Bacteria, or microscopic organisms living in food, is one form of contamination. Food rich in protein, such as meat and poultry, is most susceptible to bacteria contamination. • Food can become contaminated when bacteria from one food passes through to another through a knife, cutting board, or person. This is known as crossover contamination.

♦ 1.7 Serving Food Safely • Do not touch any part of a glass, dish, plate, utensil that may also touch a person’s mouth. • Hold plates by bottom or edge. • Hold glasses near the bottom or by the stem. • Hold flatware by the stem. • Never stack cups. Hold them by the handle, on saucers, or use a tray. • Remove ice from an ice machine using tongs or a scoop.

♦ 1.8 Why is Personal Hygiene Important? • Everything, including healthy people, carries harmful bacteria and viruses. • Personal hygiene is one important area of food safety that people can control.

♦ 1.81 Elements of Personal Hygiene • Be certain that you arrive to work feeling healthy. Call a manager if you become ill. • Cuts and abrasions should be bandaged and covered with gloves, whether or not you are working directly with food. • Keep hair clean. Always wear longer hair pulled back and/or up off your face. • Bathe or shower everyday. • Do not wipe your hands on your apron. • Fingernails should be trimmed and clean. Cheeburger Cheeburger Restaurants, Inc.

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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.

♦ 1.82 Proper Hand washing Techniques • Use a hand washing sink only, not a prep sink. • Always wash your hands after using the restroom. • Wash your hands if you touch anything that could cause contamination, such as your hair/face/mouth or raw food. • Wash your hands after you take a break, mop the floor, or take out the garbage. • It takes about twenty seconds to properly wash your hands. • Wash all areas of your arms and hands that are exposed to food, up to your elbows. • Always wash your hands in hot water. • Dry your hands using a single-service hand towel or hot air dryer. • Disposable gloves should be worn over thoroughly washed hands only. Wear them if you have a cut or abrasion. Change them if they become torn, dirty, or contaminated - or if you are changing food products.

♦ 1.83 Personal Habits and Food Safety • • • • •

Do not smoke or chew gum or tobacco around food. Bathe daily. Trim and clean your fingernails. Do not sneeze or cough near food. Do not touch or scratch any part of your body while handling food. • Save personal activities, such as eating, drinking, smoking, or grooming for break time or employee meal periods. Wash your hands before returning to work.

2.0 General Policies

♦ 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.

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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.

♦ 2.2 Check Cashing Policy The company does not accept any type of personal check from the guest or from employees.

♦ 2.3 Drug-free Workplace Policy Cheeburger Cheeburger Restaurants is committed to providing a safe and healthy environment for its employees and guests. This includes providing a drug-free workplace. You as an employee will be required to acknowledge that you have received and read a copy of Cheeburger Cheeburger Restaurant’s Drug-free Workplace Policy.

♦ 2.4 Dress Code Your appearance is very important in making a favorable impression to our customers. We therefore request that you exercise good judgment and dress in a manner fitting and proper for appearing before the public who enter our business. The required uniform is as follows: Servers – Bar: Tan pants, shorts or skirt. Cheeburger Cheeburger T-Shirt. White socks and clean sneakers. Cheeburger Cheeburger apron (tan or black), name tag. Cook/Prep: Rubber sole shoes or sneakers. Clean pants, shorts or skirt. Cheeburger T-Shirt and Cheeburger Hat. Cheeburger Cheeburger Restaurants, Inc.

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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.

♦ 2.5 Equal Opportunity Employer Cheeburger Cheeburger Restaurants, Inc. is an equal opportunity employer. You have an equal opportunity to succeed and progress to any level, including management, while in our employ. We do not discriminate on the basis of race, age, color, sex, religious beliefs, ethnic origin, marital status, pregnancy, physical or mental disability, or any other group protected by law, as an employee of Cheeburger Cheeburger Restaurants, Inc.

♦ 2.6 Accommodation of Individuals with Disabilities As an equal opportunity employer, it is the policy of Cheeburger Cheeburger Restaurants, Inc. to comply fully with all aspects of the Americans with Disabilities Act (ADA), which protects individuals with physical and/or mental disabilities from employment discrimination. In addition, the ADA provides for the physical accessibility of such individuals as guests in a place of public accommodation such as Cheeburger Cheeburger Restaurants, Inc. Since we want all of our guests to feel welcome and comfortable in our restaurant, we expect our employees to comply in every respect with the provisions of this law. You as an employee will be required to acknowledge that you have received and read a copy of Cheeburger Cheebugrer Restaurants, Inc. Americans with Disabilities Act Policy.

♦ 2.7 Compliance with Governmental Rules and Regulations It is the policy of this restaurant to comply with all rules and regulations of all local, state and federal agencies with jurisdiction. However, NO ONE IS TO VOLUNTEER ANY INFORMATION TO ANY GOVERNMENT AGENCY AND/OR THEIR REPRESENTATIVE EXCEPT THE CORPORATE OFFICE.


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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

♦ 2.8 Hours of Operation Ask manager for hours of operation for your store. Holidays for all stores are as follows: Thanksgiving - Closed Christmas Eve - 11:00 a.m. - 3:00 p.m. Christmas – Closed New Years Eve – 11:00 a.m. – 8:00 p.m.

♦ 2.9 Manager Comps (MC) Manager Comps (MC) are to be used to: 1. Treat a guest of Cheeburger Cheeburger Restaurants for the purpose of public relations/business activity. • Unauthorized MC is subject to discipline and can be charged to you as a dining room shortage. • Must be documented on House Guest Form (Form #H-1). • Must be authorized by manager on duty. 2. Compensate a guest of Cheeburger Cheeburger Restaurants for poor service for unacceptable food product. • Needs authorization of manager on duty.

♦ 2.10 House Rules The following is a list of rules that must be followed by all employees: 1. Sign in and be at your appointed work place in full and proper uniform, ready to perform your duties at the scheduled starting time. 2. Notify the manager two hours in advance if you are unable to work due to an illness or other causes. 3 Perform your work responsibilities during the shift and remain in your work place until your manager has given you permission to sign out. 4. Wear any and all safety articles (including uniforms); use all safety equipment as provided by the company; and abide by all safety rules as stated by the Health and Safety Policies. 5. Be responsible for all company equipment or property in your custody or care. 6. Use only the designated employee parking area while on duty. 7. Use only the employee entrance when reporting for and leaving your shift. 8. Notify the manager immediately, in writing, of any change in personnel information. 9. Maintain proper standards of conduct at all times. 10. There will be no loitering on the premises after your shift has ended unless with proper authorization. 11. All menu items will be prepared according to Cheeburger Cheeburger Restaurants, specifications at all times. 12. All food, beverages, dry goods and supplies are property of Cheeburger Cheeburger Restaurants and are to remain on premise. 13. Employees are not permitted to request free merchandise, gifts, or inducements of any kind from salesmen or vendors. 14. All tips are to be reported accurately and according to state and federal laws. Cheeburger Cheeburger Restaurants, Inc

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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

♦ 2.11 Disclosure of Confidential Information The company considers any information relating to the company’s business or strategy to be strictly confidential. Some examples of confidential information are: Personal employee information (including salaries, performance history, or reason for departure of employees), unadvertised product information and sales information. This kind of information should not be disclosed to anyone outside the company, and also should not be disclosed to any other employees, in writing or conversation unless that employee needs to know the information in order to perform his/her job. Should you wish to discuss a question with someone other than your manager, we suggest that you request a meeting with the next level manager. Unauthorized disclosures will result in corrective action. Employees should not be interviewed by or give quotes to the press. All media requests should be directed to the corporate offices.

♦ 2.12 Open Door Policy Cheeburger Cheeburger Restaurants has an Open Door Policy. Should an employee feel it is necessary to speak with a member of our staff for a specific purpose, it is the company’s policy for staff to respond immediately or in a most expedient manner. Although an appointment would be preferable, circumstances might require immediate attention. In those instances, we will respond to the best of our ability. In return, we hope our employees would exercise proper judgment in asking for immediate priority for their problem or issue.

♦ 2.13 Sexual Harassment Cheeburger Cheeburger Restaurants is committed to maintaining a work environment in which all individuals are treated with respect and dignity, and which promotes equal employment opportunities. The work environment must be free of unlawful discrimination and harassment. At Cheeburger Cheeburger Restaurants, sexual harassment, whether verbal, physical, or visual, is unacceptable and will not be tolerated. This is true whether the harassment is by a supervisor, co-worker, vendor, or customer. You as an employee will be required to acknowledge that you have received and read a copy of Cheeburger Cheeburger Restaurant’s Sexual Harassment Policy. Cheeburger Cheeburger Restaurant’s Sexual Harassment Policy has been developed to ensure that all of its employees work in an environment free from sexual harassment. Should you have any questions concerning the Policy, please direct them to the Human Resources Department. Cheeburger Cheeburger Restaurants, Inc

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♦ 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

♦ 2.15 Time Keeping Your store manager will show you the procedure for recording time worked. Any time you are working you must be “clocked in.” When you are not working you must be “clocked out.” Under no circumstances may you allow a fellow worker to clock in or out for you. If an employee is found clocking in for another employee or having a fellow employee clock in for them the company will consider it to be falsification of time records which may lead to termination. Employees may only work the hours that are scheduled, unless otherwise approved by management.

♦ 2.16 Work Hours and Schedules Store hours and employee work schedules may vary by store. Work schedules are determined by management and must be flexible to ensure adequate coverage at all times. Work schedules are normally posted three days before each workweek begins. Proposed schedule revisions are announced at least 24 hours in advance whenever possible, but all employees are expected to accommodate changes.

♦ 2.17 Admission to the Store All employees, including managers must enter and exit through the appropriate doors. This will vary by location of business. Your manager will provide you with the appropriate information.

♦ 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

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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

♦ 2.20 Employee Meals For every shift that an employee works, the company allows the employee to choose one item off each the sandwiches and side items for free. For every eight-hour shift that an employee works, the company allows one item off each the sandwiches and side items, free of charge. Employee meals must only be taken after first obtaining permission from the manager on duty. The order must then be placed by the manager or specified employee. If you need to take a break, ask a manager clock out, and place the order through the manager. Employee meals are available before or after the completion of the scheduled shift. They are never available for take-out. Employees may never eat anything that has not been entered into the register or paid for. This is considered theft and may result in immediate termination.

♦ 2.21 Smoke Breaks Smoke breaks are a privilege given to those employees who do smoke. An employee must always first ask permission from the manager on duty. It is the manager’s decision to allow or to deny the break. There will be no more than two smoke breaks every 5 hour shift. Smoking is never permitted in the restaurant or in the restroom.

♦ 2.22 Serving of Alcoholic Beverages It is Cheeburger Cheeburger Restaurants company policy that any guest who appears to be under the age of thirty (30) must be carded when purchasing alcohol. Under no circumstance will anyone under the age of twenty-one (21) be served alcoholic beverages. If an employee has any question regarding the authenticity of an ID, a manager should be notified. At no time should an intoxicated customer be served alcohol. If an employee is uncertain about the customer’s sobriety, again a manager should be notified.

♦ 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.

♦ 2.24 Cash Handling Failure to maintain accurate and proper accountability and control of cash banks and deposits may lead to disciplinary action up to and including discharge. This includes Cheeburger Cheeburger Restaurants, Inc

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excessive or repeated cash shortages or other errors, as well as, failure to follow proper procedures for handling checks/cash/credit cards.

SAMPLE DOCUMENT

♦ 2.25 Family and Medical leave Act Policy Cheeburger Cheeburger Restaurants has a detailed Family and Medical Leave Policy, which is set out in full in a handout which your manager will give you and for which you will sign a written acknowledgment of receipt. 3.0 Emergency Policies When an emergency arises, the manager’s first concern is to ensure the safety of guests and employees. Property damage, guest service and legal effects are of secondary importance. There may be events which happen that will require the emergency closing of the Cheeburger Cheeburger Restaurants restaurant. If there is ever real danger to the guests and/or employees of the restaurant, it is imperative that the manager take whatever action is necessary to protect life and limb. All new employees should study the emergency information found in the laminated Emergency Flip Chart near the “take-out” telephone.

♦ 3.1 Emergency Exits Emergency exits are clearly marked with lighted signs. These exits should be used only when evacuating the restaurant in emergency situations. Emergency exits should be kept clear of obstructions at all times

♦ 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.

♦ 3.3 Firearms and Weapons The Cheeburger Cheeburger Restaurants policy is that all firearms and other weapons are forbidden at the restaurant and adjacent premises. No exceptions are allowed to this policy.

♦ 3.4 Guest or Employee Injury or Illness If a guest or employee becomes injured or ill, contact the manager.

♦ 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

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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

♦ 3.6 Fire Guidelines If you discover a fire, call “911” and notify the manager on duty.

♦ 3.7 Bomb Scare In the event a call is received at the restaurant stipulating that a bomb has been placed on the premises, notify the manager on duty. The manager on duty will call the police and will follow any established procedures. ♦ 3.8 Natural Disasters The manager has specific guidelines as to what to do in emergency situations. It is the responsibility of the manager to ensure the safety of the guests and employees above any other considerations. The manager will decide whether to keep the restaurant open for business.

♦ 3.9 Power Failure, Water Service Interruption, or Drain Stoppage When a power failure occurs, the manager on duty will give instructions.

♦ 3.10 Gas Leaks If a noticeable smell of gas is detected, notify the manager immediately. ♦ 3.11 Restaurant Closing Before leaving the restaurant, the restaurant should be clean and ready to open. The manager will provide you with a closing procedure that will assist you in this process.

♦ 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

Health & Safety Policies

♦ 4.1 Accident Reporting Procedures In the event of any injury or accident, you will be required: • To report such injury or accident immediately to your manager. • To assist in filling out the Incident/Action Report and Employee First Report of Injury. • To qualify for Workers’ Compensation, every accident must be reported at time it occurs. Should any medical assistance/treatment be undertaken by you without the authorization of the manager and without the procedure outlined above, any medical expenses incurred will be at your own expense. Every accident must be reported at the time it occurs. Cheeburger Cheeburger Restaurants, Inc

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♦ 4.2 Blood-Borne Pathogen Exposure

SAMPLE DOCUMENT

Hepatitis A in a restaurant is the result of only one thing: Employees who do not thoroughly wash their hands with soap and water after using the restroom. Hepatitis A is spread through fecal matter and fecal matter will not be present if all employees wash their hands properly. It is your responsibility to ensure that your hands are thoroughly washed with soap and water after using the restroom. Any employee who does not follow this rule will be subject to disciplinary action and possible termination.

♦ 4.3 OSHA Reporting Requirements 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. You and Cheeburger Cheeburger Restaurants are in partnership to insure a safe and healthy work environment. You must inform your manager immediately of any hazardous conditions beyond your ability to correct. 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 will include: 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. 4. Developing and enforcing safety and health rules and requiring employees’ cooperation with these rules as a condition of employment.

♦ 4.4 Workers’ Compensation Benefits are available to employees through the state’s workers’ compensation system. Most workers are protected in the event of job-related injuries and illness. If you are injured or become ill as a result of your job, this insurance pays for medical care; necessary rehabilitation services; income in case you’re disabled and cannot work; or death benefits to your dependents. REPORT YOUR INJURY: Immediately notify your manager of any work-related injury or illness. Your employer will notify the insurance company. You may be eligible for workers’ compensation benefits. In all cases, the insurance company must be notified to insure your protection.

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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.

♦ 5.1 Probationary Period All new employees are employed subject to a 90 day introductory period. This period gives the employee the opportunity to find out if they want to remain in the restaurant industry and gives Cheeburger Cheeburger Restaurants, Inc., a chance to find out if the employee’s work performance, behavior and attendance is satisfactory and can meet our standards for a successful employee. The introductory period should be regarded in a positive sense as the time to correct potential problems before they have become habitual. It is the manager’s responsibility to provide training for new employees during this time. Following completion of the probationary period, the employment status remains “at will”, as set forth at the beginning of this handbook.

♦ 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

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♦ 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.

♦ 5.6 Evaluation Policy Performance Reviews Your manager will evaluate you in writing and discuss the evaluation with you. Your performance will be appraised on the following: • Attendance • Manager Evaluations • Performance • Appearance • Peer Evaluation • Test Scores The periodic appraisal of your achievements and performance may also help further define your career interests and goals. Candid discussion often yields information which can be useful in evaluating your current job position in relation to long and short term goals. You will discuss what growth is possible in your present position as well as your potential for assuming different and/or increased responsibilities, with the possibility of promotion. You will be reviewed on the basis of merit twice a year. Reviews do not imply or indicate that salary increases are pending automatically or granted on any basis other than meritorious performance. New employees may be eligible for a performance review after their introductory status period. In no instance will you provide continuous service of six months without a review. At the time of evaluation, you will have access to the comments (areas of improvement and areas in need of improvement) of your manager. You have a right to be informed of your present status as it relates to continued employment. You will also be given the opportunity to write your own comments on the appraisal form. Areas of outstanding or exemplary performance are to be acknowledged through Complimentary Notices, merit bonuses, promotions, rate increases, and priority scheduling. Job performance, attitude, appearance and attendance can warrant a Complimentary Notice.

♦ 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

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c. If you still do not meet expectations, you may be discharged. d. The discharge is normally effective immediately.

SAMPLE DOCUMENT

In the event of critical situations, the manager may immediately suspend an employee and then contact the corporate office. The corporate office will review the facts, determine a course of action and set a meeting date with the employee within five days of suspension. All decisions of the corporate office are final. Notice of Voluntary Resignation: You may choose to resign. If so, the resignation must: • Be in writing. • Include a date of your last day of work. • Include the reason for your resigning. • Give a two week notice of leaving. Upon receiving the resignation, the manager will date and sign the resignation. The written notice will be forwarded to the corporate office. The effective date of termination is the last day you work (does not include vacation pay, holidays or earned sick leave if applicable). The company, through its managers, retains the right to determine who shall be allowed to work a notice once it has been tendered. The company may chose to accept the resignation: 1. Allowing you to work the full notice period and paying you for all the time worked. 2. Or as of the date of the notice without further work performed. 3. Or allow you, the employee, to work a portion of the notice period as long as performance is satisfactory, paying for all the time worked. -

♦ 5.8 Exit Interview Upon termination of employment, you will have an exit interview with the Manager. The exit interview is mandatory. The purpose of the interview is: • To foster good relations with you by discussing your service with Cheeburger Cheeburger Restaurants. • To clarify the real reason for your termination/resignation. • To discover your attitude toward the job, management and Cheeburger Cheeburger Restaurants. • To discover any restaurant policies or practices which might be improved. • To discuss your future plans. Exit Interview Procedure. The manager will schedule an exit interview with you on the last day of your employment or to coincide with the final paycheck. Paperwork will be completed at that time. any indebtedness to Cheeburger Cheeburger Restaurants will be repaid, and all restaurant-owned property will be returned.

♦ 5.9 Personnel Files If you would like direct access to your personnel file, you must follow these procedures: 1. You must file a written request for access to the file with the manager. A memo is placed in your file. 2. You will then review your file while a manager is present.


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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

6.0 Compensation Policies

♦ 6.1 Pay Period See store manager for pay period. Pay periods may vary from store to store. POLICY: It is the policy of Cheeburger Cheeburger Restaurants to provide a fair compensation plan which is designed to attract, retain and motivate competent personnel and assure that employees are compensated on the basis of performance without regard to race, religion, national origin, sex, age, physical/mental handicap or other protected groups. Employee performance is reviewed at least twice a year and, if warranted, compensations are increased within the range to reflect the level of performance, not length of service. No increases are automatic.

♦ 6.2 Jury Duty The restaurant encourages participation in the judicial system and considers this as your responsibility toward good citizenship. When you receive a notice for jury duty or receives a subpoena as a trial witness, you should immediately notify your manager and provide the document of notification. Cheeburger Cheeburger Restaurants, Inc

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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.

♦ 6.3 Rate Increases The policy for salary increases at Cheeburger Cheeburger Restaurants is based on merit. Exceptional effort by you will be rewarded. Merit increases are based on job performance and responsibilities rather than on seniority or automatic increase systems. In considering merit increases, your manager evaluates the results you have achieved in relation to performance expectations at your grade level. This information is then related to your current salary. Policy on Rate Increases. All pay rate increase requests are to be made to the manager. We operate 100% on the merit system. Your manager will periodically evaluate your performance to determine if an increase is merited. The following will be considered important in the review process. • Attitude toward your manager, your work, other employees; • A check in the Incident Log for both good and bad activity; • A review of any disciplinary actions, you may have received and how you reacted to those warnings; • Your punctuality; • Reaction to schedule changes; • Presence of any written complimentary memos; • A review of your job performance overall Seniority is not considered in the evaluation and/or raise process. You will be rewarded for significant increases in performance. However, we also feel as an employee continues his/her term of employment with our company, the level of performance should naturally increase to a certain degree. It is not our intention to award this incremental increase due to time in service alone.

♦ 6.4 Tip Reporting All tips you receive are taxable income and are subject to federal income tax. You must include in gross income all tips you receive directly from the guests and tips from charge guests that are paid to you by your employer. In addition, cash tips of $20 or more that you receive in a month while working for any one employer are subject to withholding of income tax, Social Security, and Medicare tax. • YOU MUST REPORT THE TIPS YOU RECEIVE TO YOUR EMPLOYER so that the correct amount of taxes can be reported; Cheeburger Cheeburger Restaurants, Inc

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• 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

Helpful information on tip reporting: • You should keep your own daily records documenting what you have earned in tips. If you are audited, the IRS will ask to see these personal records. • The most important benefit to accurate reporting is reducing the probability of being audited by the IRS. • A second benefit is the ability to verify income when attempting to obtain credit for credit cards, car loans and home mortgages. Reporting total income will provide you with a larger verifiable income source when applying for credit. • Federal law requires all tipped employees to report to their employer all tips received. 7.0 Personal Conduct Policies

♦ 7.1 Attitude and Personal Conduct Policies On the job conduct of employees is a major factor affecting the health and growth of any organization. Safety, productivity and human relations are at stake. Poor disciplinary policies and procedures can undermine the morale of an entire work force. Harsh or lax discipline normally leads to the same disastrous result. Management and supervisory staff are given the responsibility to see that discipline is properly interpreted and applied. Yet, the written policies and procedures on conduct, discipline and appeals are established and administered for the good of all concerned. The overall goal is for every employee of Cheeburger Cheeburger Restaurants to be trained in the standards of behavior which are acceptable to others and to move Cheeburger Cheeburger Restaurants toward its objective. All disciplinary actions will be documented on an Employee Problem/Solution Notice. The Key for Disciplinary Actions V. Verbal Warning: A verbal warning usually given at the time of or shortly after a first infraction. Used when more drastic actions seems to be unjustified. W. Written Warning: A second offense or where more drastic action seems to be justified. Written documentation provides details of the infraction and the circumstances. S. Suspension: May be used in place of a written warning in cases where it is felt necessary. When the safety of any individual is involved or when it is felt that suspension with loss of pay would be more likely to relay the serious nature of an infraction. T. Termination: When other methods of disciplinary action have failed or when the infraction is of such a serious nature that no other disciplinary action will suffice.


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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.

• Conducting personal business on company time. • Failure to maintain appropriate professional standard of dress or personal hygiene. • Refusal to work with, or for, any individual suspected of or diagnosed with the HIV infection, including the AIDS virus. Cheeburger Cheeburger Restaurants reserves the right to immediately discharge any employee for reasons that management believes to be appropriate with or without cause and without notice.


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♦ 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.

♦ 7.3 Interpersonal Conduct It is expected that all employees will be considerate of co-workers, our guests, our purveyors, our visitors and all others in the work place. Tactful treatment of everyone requires that respect and courtesy be exercised at all times. Further, employees should be sensitive to the kinds of interpersonal relationships and conduct that are considered offensive to others and to avoid actions which might contribute to anyone’s discomfort. The following are examples of offensive behavior toward others which WILL NOT BE TOLERATED at Cheeburger Cheeburger Restaurants: 1. Abusing the dignity of anyone through sexist or racial slurs, derogatory ethnic commentary or other objectionable statement or action. 2. Verbalizations or suggestive remarks, physical advances and/or intimidations relative to an individual’s employment status and which may be considered as a threat to employment by that person. 3. Denial of employment opportunity to one person because of affectionate preference for another. 4. Any other action which is unwanted, unwarranted and is repeated. Any violation of the expected standards of interpersonal conduct will be cause For equitable and consistent disciplinary action by Cheeburger Cheeburger Restaurants. False allegations made by anyone toward another shall be subject to disciplinary action as severe as that for a true infraction. Closing We hope that the information in this Employee Handbook will assist you throughout your employment with Cheeburger Cheeburger Restaurants. If there are questions or concerns regarding any of the policies and procedures noted in this Employee Handbook, please feel free to ask for clarification from your manager or Human Resources. If you have suggestions of other items that would help you in your work, please suggest that information be included in any future editions of this Employee Handbook. Keep in mind that this book has been created for you. It is one way that the Cheeburger Cheeburger Restaurants management hopes to make your work as comfortable and profitable as is possible. An informed, well trained, staff is essential for meeting the needs of the Cheeburger Cheeburger Restaurants guests.


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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


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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

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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:

Allow the bacon to fry until the fat turns translucent. Carefully turn each slice over with a pair of tongs.

STEP 3:

Cook the bacon several more minutes. Turn again.

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.

© 2012 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc.

Boil Out Instructions VULCAN FRYERS : BOIL OUT INSTRUCTIONS : MODEL GR65MF – KLEENSCREEN SYSTEM 1. 2. 3. 4. 5. 6.

Start with empty fry tank; Fryer is in OFF position. Fill fry tank with clean water. Add CLEANER FRYER BOIL OUT ( SYSCO 5372222, or similar product ) to fry tank. Turn fryer ON. Set thermostat to 200° F. As temperature rises, water in tank is moving. Use Fryer Brush to clean the sides, heat exchange tubes, foam zone ( front tank ledge ). BE CAREFUL NOT TO DAMAGE TEMP. & HIGH LIMIT PROBES INSIDE TANK. Process should take approximately 5 minutes per tank. Turn fryer to OFF position.

7.

A. FRYER BATTERIES WITH BOIL-OUT-BYPASS ON DRAIN MANIFOLD : (1) Turn plug in the drain manifold counter clockwise until open. (2) Insert Boil-Out-Bypass tube ( screw in clockwise ) (3) Place a container to hold water beneath B.O.B. tube. (4) Open drain valve emptying water from fry tank (5) OPTIONAL : operator may rinse tank with additional clean water, or vinegar & water mixture (6) Close drain valve (7) Unscrew B.O.B. tube, replace plug.

8. 9. 10.

B. FRYER BATTERIES WITHOUT BOIL-OUT-BYPASS (1) Remove filter pan assembly (2) Place a container to hold water beneath the drain manifold opening (3) Open drain valve emptying water from fry tank. (4) OPTIONAL: operator may rinse tank with additional clean water, or vinegar & water mixture. (5) Close drain valve (6) Replace filter pan assembly Wipe out fry tank with a clean cloth; remove all water and moisture from fry tank. Fill fry tank with fresh oil Turn fryer ON; ready to fry

Wednesday, April 12, 2006



Filtering Instructions VULCAN FRYERS : FILTERING INSTRUCTIONS : MODEL GR65MF – KLEENSCREEN SYSTEM 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.

Turn fryer to be filtered OFF. Remove fryer baskets, crumb rack from fryer an place away from fryer battery High temperature oil resistant and safety goggles recommended. Open doors to filter pan assembly; pull filter pan outward until it stops. Remove any debris, food particles remaining in the filter pan. Place clean / fresh filter screen into oil sump (align disc on bottom of screen with oil sump hole in the bottom of the filter pan). Push in and return filter pan assembly. Remove (dredge) food particles from the bottom of fryer using crumb scoop (supplied). Add FILTER POWDER ( SYSCO 7922263, or similar ) to fry tank. Mix with oil ( stir with large spoon, clean out rod, etc.) Open drain valve on fryer to be filtered. NOTE : filter only one fryer at a time. Drain oil into filter pan. Make sure that the power switch to the pump & motor is in ON position ( rocker switch located above filter pan). Pull RED “FILTER” lever outward toward the operator. This engages the motor and pump. As the oil is being returned to the fryer, drain valve still open, use cleaning brush in fryer to remove food particles and flush into filter pan. When fry tank appears clean, particles and sediment removed, oil appears clean, CLOSE the drain valve. Oil will continue to return to the fry tank. When the filter pan is empty, air bubbles coming through the oil, push the RED “FILTER” inward to turn off pump and motor. Filtration for that fryer is now complete. Fryer may now be turned ON for normal frying operation. Repeat above process for next fryer ( NOTE : Filter powder may last two or three filter cycles prior to adding more. Depending on the debris left on the screen and oil return flow).


Bun Toasting Procedures TOASTER OPERATION Place the Teflon release sheet over the top of the platen housing, making certain that there is 3 inches of overhang. Firmly place the holding bracket on top of the platen housing to securely hold the release sheet in place. The “FRONT” on the bracket goes over the front of the platen. Place the conveyor housing into the conveyor guide and lower into place, making sure that all four slides are inside the guide. Turn the heater switch ON. You will need to allow 30 minutes for the unit to properly heat to temperature. Proper toasting should take approximately 30 seconds before the bun drops on the crumb tray. You can adjust both the toasting time (to toast darker or lighter) and the necessary compression for the buns you will be toasting. The toaster should not crush the bun as it toasts, nor should it simply allow the bun to slide through to the bottom.

TOASTER & RELEASE SHEET CLEANING Turn off both the heater and the motor switches and unplug the unit. Allow platen to cool before proceeding. Remove the conveyor assembly and wipe with a damp cloth. The chain can be cleaned with a soft brush. Remove the Teflon sheet and lay it on a flat surface. Thoroughly clean both sides with a damp cloth, making sure that all carbon buildup is removed. Allow to air dry. It is recommended that you rotate two sheets daily for longer life. Sheets should last 4-6 weeks based on care and volume of product toasting. Never clean release sheets with a scouring pad, brush or other sharp object. Replacement Teflon sheets are available from Rees Design/Sales in individual sheet quantities.

BUN TOASTING PROCEDURE Using the butter wheel, insure that both insides (crown and heel) of the bun are run along the butter wheel. Only toast buns when an order is placed. Insure the bun toaster is set to the proper width (refer to owners manual – Prince Castle bun toaster – model number under equipment section). Place the heel to the left side and crown to the right side of the toaster with the insides of the bun toward the front of the toaster. Drop bun in toaster. When bun drops, it is toasted and ready to serve. © 2012 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc.

Burger Cooking Procedures BURGERS IN PROCESS ARE COOKED ON A FLAT TOP GRILL AS FOLLOWS: Grill must be pre-heated to 350 degrees. First burger on the ticket is placed in the middle/front to the left side of the flat top. The next burger is placed directly behind (towards the back of the grill) of the first burger. Each burger is placed in order (regardless of cook temp) making a straight line to the back and then to the right of the grill. This system allows for the grill cook to simply take the first burger off and place it on the first set up on the make up table. Steak weights are used only when cooking medium well and well-done burgers. To expedite the cooking process, you may use your spatula to press the burger into the grill in order to make it cook faster, but never smash the burger to make it flat. Note that when using weights the center of the burger cooks faster than the outside area. This may create the illusion that the burger is not fully cooked. This is not correct; the weight is simply forcing the juices from the center to the outside of the patty. Using a lid and a light steam will assist in cooking the outside area of the burger as a final step. Larger weight burgers should be pressed flatter when placed on the grill to speed up the cooking process. You may use a lid to expedite the cheese melting on the burger by placing the lid over the food and then lightly spraying a small amount of water next to the lid, never on top of the burger and cheese itself. This will steam the burger and help to melt the cheese quicker but does not affect the temperature of the meat or the quality of the product. Flip your burgers ONLY ONCE to prevent them from breaking apart.

CORRECT BURGER TEMPS ARE: MEDIUM – 155 DEGREES MEDIUM WELL – 160 DEGREES WELL AND HOTTER IS 165 PLUS DEGREES Use you biotherm to confirm proper cooking temperatures. NEVER cut into a burger to verify the temp. A medium burger will have a light pink juice flowing from the top and sides.


Build Your Own Salad BYO SALAD

SIDE SALAD

BASE: Each morning, prepare a base mix of greens using 2 parts chopped romaine and 1 part mesculin mix.

Always wear gloves when handling raw food products.

Always wear gloves when handling raw food products. The BYO Salad is prepped using a 12” white pasta bowl that has been chilled in the cooler. Place 6 oz of base mix into the bowl and then add additional toppings per the customer request. Salad dressings are served on the side in a black plastic 3 oz soufflé cup. All salads are topped with a Queen Stuffed Olive and frilled toothpick.

The Side Salad is prepped using a 9” white pasta bowl that has been chilled in the cooler. Place 4 oz of base salad mix into the bowl along with the following toppings: 1 oz Shredded Jack/Cheddar Cheese Mix 3 Grape Tomatoes 1 oz Sliced Black Olives 1 oz Garlic Homestyle Croutons Top with a Queen Stuffed Olive and frilled toothpick. Salad dressings are served on the side in a black plastic 3.5 oz soufflé cup.


CHEEBURGER GROUND BEEF INFORMATION AND GUIDELINES REVISED JUNE 1, 2009 Product Information: > SUPC# TBD 6/10#avg Fresh Ground Beef Chuck Angus Fine > SUVC#- 24776 Reid Swanson- (816) 713-8505 National Beef Packing > >

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 [email protected] with a cc: to Tony Agresta at [email protected] 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 Receiving Temperature- Product delivered to SYSCO must be between 28 and 41 degrees Fahrenheit. • If product is being received below this temperature range, we must notify Jeff Jablow at [email protected] with a cc to Tony Agresta at [email protected] while the truck is still at the OPCO so a decision can be made whether to receive or not. Product received above this temperature MAY NOT BE RECEIVED. • Cheeburger Cheeburger recommends the use of a bitherm to take the internal temperature of the case and its product by simply inserting the probe between the top chubs, not disrupting the packaging. We do not recommend the use of infrared temperature devices as they only record surface temperatures.

> >

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.

>

NEVER SHIP FROZEN PRODUCT TO CHEEBURGER CHEEBURGER RESTAURANTS

>

SUBSTITUTIONS HAVE TO BE AUTHORIZED BY CHEEBURGER CHEEBURGER CORPORATE

• 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:

Store the cases of chicken breasts in your freezer.

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:

Cover, Date and Label the container.

STEP 5:

Store in the walk in cooler for no more than 7 days.

STEP 6:

Product in production should be stored in the refrigerated 4 drawer undergrill unit.

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:

Cook the Tyson chicken breast under a dome, spraying water on the sides to keep moist.

STEP 9:

Flip the Tyson chicken only once and remove from grill when chicken reaches 165 degrees for 15 seconds.


Dessert Procedures CHEESECAKE PROCEDURE Squeeze syrup of guest’s choosing at bottom of small chilled salad bowl Place refrigerated cheesecake in center of bowl Top with fruit or candy of guest’s choice and whipped cream if requested Serve with teaspoon *cheesecake will last up to 5 days wrapped tightly in refrigerator. Remove 6 cakes from freezer at a time to refrigerate and wrap each one individually with plastic wrap.

CHOCOLATE LAVA CAKE & CHOCOLATE TRUFFLE CAKES PROCEDURES Lava Cakes and Truffle Cakes are to be kept frozen Remove one cake from freezer and place onto a sheet of wax paper Place in microwave and cook on high for 60 seconds Remove carefully from microwave and center in room temperature small bowl Top with whipped cream if requested Place scoop of ice cream, if requested, on side of cake – not on top of cake Serve with teaspoon

OREO ICE CREAM SANDWICH PROCEDURES Oreo Cookies are to be kept refrigerated Place Oreo Cookie upside down in chilled small salad bowl Place ½ oz of candy or fruit topping of guest’s choice on top of cookie Top with 3 oz scoop of ice cream Place ½ oz of candy or fruit topping of guest’s choice on top of ice cream Top with second Oreo cookie and press gently into a sandwich Serve with teaspoon


Fry Procedures PREPARATION STEP 1: Obtain a clean sanitized bucket and lid. Fill the bucket approximately 1/2 full of cold tap water and ice. Place the bucket underneath the potato cutter. STEP 2: Empty 1 case of potatoes (50 lbs) into the sink adjacent to the potato cutter. Remember to use the “first in, first out” rotation method. Let cold tap water run over the potatoes and vigorously scrub the potatoes. STEP 3: Lift the handle of the potato cutter and place a clean potato in place, standing on end. Firmly pull the handle down causing the potato to be pushed through the cutting grate and sliced into raw french fries. BE CAREFUL TO KEEP YOUR FREE HAND AWAY FROM THE MECHANISM, AS YOU COULD BE INJURED. Continue cutting potatoes in this manner until all potatoes have been cut. STEP 4: Repeat steps 2 and 3 over again with the second box of potatoes. STEP 5: After 2 boxes of potatoes have been cut, use both clean hands to push the potatoes down so they are firmly compacted and settled in the container. The water level should be over the top of the cut potatoes. NEVER let the cut potatoes stand without being covered with water as they will turn brown and become unusable. STEP 6: Place the clean sanitized lid on the bucket. Write the date on a piece of masking tape and place the tape on the lid. STEP 7: Allow the potatoes to remain at the cutting station for at least 2 hours after cutting so they can be monitored as they soak up water. Check the water level every 30 minutes. When checking the potatoes, push down on them. If more water is needed, add enough to bring the level of water to 2 inches over the top of the potatoes. Remember that because of osmosis, the potatoes will soak up water and swell, so it is important to keep checking. 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!

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

Portions should be weighed during training to demonstrate proper portioning. INVENT YOUR OWN FRIES Guests may top their fries with any of our burger toppings and sauces. Topping portions are 1 oz each for small fry, 2 oz each for medium fry and 3 oz for large fry. Sauces should be added using a FIFO bottle and squeezed on to the fries after dry toppings have been added. It’s important not to add too much sauce or the fries will become soggy. It is important that the kitchen be aware of timing and not prepare these fries with toppings until all of the order is prepared and in the window. Fries with toppings should not be held in the window under the heat lamps. Chili may be served as a topping but must be warmed in the microwave. Only warm product that is going to be served. Once product has been warmed, it must be served or discarded. Open product has a 3 day shelf life at 42 degrees.


Fried Pickle & Mushroom Cooking Procedures FRIED PICKLE COOKING PROCEDURES

FRIED MUSHROOM COOKING PROCEDURES

(using the existing pre-sliced pickles that are kept on our line (at 41 degrees or below) for sandwiches, wraps, and salads – it is recommended that you pre-portion the pickles into small baggies for better efficiency)

(Using the existing sliced MUSHROOMS that are kept on our line( at 41 degrees or below) for sandwiches, wraps, and salads – it is recommended that you pre-portion the mushrooms into small baggies for better efficiency)

1: Batter mix should be prepared to recipe and kept on ice 2: Peanut Oil should be at 350° degrees 3: 6.5 ounces of pre-sliced Pickles (with excess liquid shaken off) are dropped in batter until they are completely covered with batter 4: Remove pickles from batter and allow excess batter to drain off, and then drop into hot oil. 5: Allow pickles to free float until golden brown and remove. Cook time is approximately 2 minutes. 6: Place pickles into fry basket to drain 7: Serve immediately 8. Server will place customer selected Dipping Sauce into basket.

1: Batter mix should be prepared to recipe and kept on ice. 2: Peanut Oil should be at 350° degrees 3: Pre-sliced mushrooms (6 ounces) are dropped in batter until they are completely covered with batter 4: Remove mushrooms from batter and allow excess batter to drain off, and then drop into hot oil. 5: Allow mushrooms to free float until golden brown and remove. Cook time is approximately 2 minutes. 6: Place mushrooms into fry basket to drain 7: Serve immediately 8. Server will place customer selected Dipping Sauce into basket.

Serving size will be 8 ounces after battered and cooked.

Serving size will be 8 ounces after battered and cooked.

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.

Place MUSHROOMS 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

APPROXIMATE FOOD COSTS:

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.

6.0 ounces of Mushrooms Dipping Sauce with Cup Wax Paper Drakes Batter Total Cost


$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

KIDS’ MINI HOT DOG PREPARATION 2 Mini Hot Dogs are placed on flat top grill Warm for 3 minutes – roll once to insure even cooking Cheese slice is cut in half and then in half again and ¼ of the slice is used on each of the 2 mini buns Place cheese in bun and then lay hot dog on top Add toppings


Ice Cream Desserts Procedures ICE CREAM SCOOP A scoop portion is 3 – 3 oz scoops of ice cream Served in the Dessert Boat for the Dining Room Served in the Dibs Cup for To Go SUNDAES A sundae portion is 3 – 3 oz scoops of ice cream Guests will select toppings and syrups which are placed on top of the ice cream using 1 oz of each topping as a portion. Sundae is topped with Whipped Dairy Topping dolloped on each scoop Each Whipped Dairy Topping dollop is topped with a stemmed cherry BANANA SPLIT Cut a banana in half length wise Place each half along the sides of the dessert boat One 3 oz scoop each of Chocolate, Vanilla and Strawberry 1 oz Frozen Blueberries are placed on top of the Chocolate Ice Cream 1 oz Frozen Raspberries are placed on top of the Strawberry Ice Cream 2 oz of Hershey’s Chocolate Syrup is placed on top of the Vanilla Ice Cream Topped with Whipped Dairy Topping dolloped on each scoop Each Whipped Dairy Topping dollop is topped with a stemmed cherry *Note this is our signature Banana Split, however the guest may alter the ingredients as they desire.

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.


Ice Cream Drinks ICE CREAM SODA Add 1 oz of Club Soda to Parfait Glass Drizzle 2 oz of flavored syrup down sides of glass, slowly rotating glass Add 2 small scoops of ice cream Add additional Club Soda to fill glass Hang a small scoop of ice cream off side of glass Serve with 2 straws and spoon

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


Kids Dog Presentation KIDS’ MINI HOT DOG PREPARATION 2 Mini Hot Dogs are placed on flat top grill Warm for 3 minutes – roll once to insure even cooking Cheese slice is cut in half and then in half again, creating 4 small slices 1 of the small slices is used on each of the 2 mini buns Place cheese in bun and then lay hot dog on top Add toppings


Kids Meal Presentation & Procedures ENTRÉE OPTIONS & PORTION SIZES   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.


Kids Meal Presentation & Procedures SIDE ITEM OPTIONS FRENCH FRIES Portion is 2 oz cooked product CARROTS 5 Baby Carrots purchased locally. Served with FF Ranch Dressing in soufflé cup APPLE SAUCE Packaged product available through Sysco SUB ONION RINGS If a guest requests, onion rings may be subbed for fries. Portion is 4 rings. All Kid’s Meals are served in a Classic Cruiser (available through KidStuff), lined with one sheet of logoed wax paper. Every Kid’s Meal comes with a Fountain Drink served in a 12 oz logoed cup. DRINK OPTIONS SMALL SHAKE OR MALT SHAKE A SODA Served as a regular serving with the Shaker and Parfait Glass

 


Master Shake List CHEEBURGER CHEEBURGER MASTER SHAKE LIST Almond Almond Joy Amaretto Apple Apple Pie Apricot Banana Banana Oreo Banana Pineapple Banana Split Bananas Foster Birthday Cake Black & White Black and Blue Blackberry Blackberry Cobbler Blueberry Blueberry Cheesecake Blueberry Pie Brownie Batter Butter Pecan Butterfinger Butterscotch Candy Cane Cappuccino Caramel Caramel Apple Caribbean Rum Cheesecake Cherry Cherry Cheesecake Chocolate Chocolate Amaretto Chocolate Cheesecake Chocolate Cherry Chocolate Chip Chocolate Covered Banana Chocolate Covered Pretzel Chocolate Covered Strawberry Chocolate Marshmallow Chocolate Mint Chocolate Mint Oreo Chocolate Oreo Chocolate Peanut Butter Banana Chocolate Peppermint Chocolate Peppermint Oreo Chocolate Raspberry Chocolate Turtle Cinnamon Cinnamon Bun

Vanilla Ice Cream with almond Chocolate Ice Cream with almond and coconut Vanilla Ice Cream with amaretto Vanilla Ice Cream with apple Vanilla Ice Cream with apple, nutmeg, cinnamon and graham cracker Vanilla Ice Cream with apricot Vanilla Ice Cream with banana Vanilla Ice Cream with banana and oreo Vanilla Ice Cream with banana and pineapple Vanilla and Strawberry Ice Cream with chocolate, banana and cherry Vanilla Ice Cream with banana and caramel Vanilla Ice Cream with white cake mix, vanilla and sprinkles Vanilla Ice Cream with chocolate Vanilla Ice Cream with blackberry and blueberry Vanilla Ice Cream with blackberry Vanilla Ice Cream with blackberry and graham cracker Vanilla Ice Cream with blueberry Vanilla Ice Cream with blueberry and cheesecake and graham cracker Vanilla Ice Cream with blueberry and graham cracker Vanilla and Chocolate Ice Cream with chocolate syrup and brownie mix Vanilla Ice Cream with brown sugar, butter buds and pecans Vanilla Ice Cream with chopped butterfinger Vanilla Ice Cream with butterscotch Vanilla Ice Cream with raspberry and peppermint Vanilla Ice Cream with espresso and cinnamon Vanilla Ice Cream with caramel Vanilla Ice Cream with caramel and apple Vanilla Ice Cream with rum Vanilla Ice Cream with cheesecake mix, graham cracker Vanilla Ice Cream with cherry Vanilla Ice Cream with cherry, cheesecake mix and graham cracker Chocolate Ice Cream Chocolate Ice Cream with amaretto Chocolate Ice Cream with cheesecake and graham cracker Chocolate Ice Cream with cherry Vanilla Ice Cream with chocolate chips Chocolate Ice Cream with banana Vanilla Ice Cream with crushed pretzel sticks and chocolate Strawberry Ice Cream with chocolate syrup Chocolate Ice Cream with marshmallow Chocolate Ice Cream with mint Chocolate Ice Cream with mint and oreo Chocolate Ice Cream with oreo Chocolate Ice Cream with peanut butter and banana Chocolate Ice Cream with peppermint Chocolate Ice Cream with peppermint and oreo Chocolate Ice Cream with raspberry Chocolate Ice Cream with chocolate, caramel and pecans Vanilla Ice Cream with cinnamon Vanilla Ice Cream with cinnamon and maple syrup and walnuts or pecans


Master Shake List Coconut Coconut Cream Pie Coconut Custard Coffee Cookie Dough Cookies and Creame Creamsicle Crème de Menthe Dreamsicle Egg Nog Gingerbread Gingerbread Cookie Dough Grape Grapefruit Hazelnut Heath Bar Irish Cookie Irish Cream Key Lime Key Lime Pie Kiwi Kiwi Strawberry M&M Macademia Mango Mango Kiwi Maple Walnut Marshmallow Mint Chocolate Chip Mocha Mounds MudPie Neapolitan Nerds Nestle Crunch Orange Pineapple Oreo Oreo Green Mint Peach Peach Mango Peanut Butter Peanut Butter and Jelly Peanut Butter Cookie Pear Peppermint Peppermint Oreo Pepppermint Pattie Pina Colada Pineapple Pistachio Praline Pumpkin Pumpkin Cheesecake

Vanilla Ice Cream with coconut Vanilla Ice Cream with coconut, vanilla and graham cracker Vanilla Ice Cream with coconut and vanilla instant pudding Vanilla Ice Cream with espresso Vanilla Ice Cream with cookie dough Vanilla Ice Cream with oreo Vanilla Ice Cream with orange Vanilla Ice Cream with mint Vanilla Ice Cream with orange and vanilla Vanilla Ice Cream with egg nog Vanilla Ice Cream with gingerbread syrup Vanilla Ice Cream with gingerbread and cookie dough Vanilla Ice Cream with grape jelly Vanilla Ice Cream with grapefruit Vanilla Ice Cream with hazelnut Vanilla Ice Cream with heath bar Vanilla Ice Cream with cinnamon coconut Vanilla Ice Cream with irish cream Vanilla Ice Cream with key lime Vanillla Ice Cream with key lime and graham crackers Vanilla Ice Cream with kiwi Vanilla Ice Cream with kiwi and strawberry Vanilla Ice Cream with M&M Vanilla Ice Cream with macademia Vanilla Ice Cream with mango Vanilla Ice Cream with mango and kiwi Vanilla Ice Cream with wet walnuts Vanilla Ice Cream with Marshmallow Vanilla Ice Cream with green mint and chocolate chips Chocolate Ice Cream with espresso Chocolate Ice Cream with coconut Chocolate Ice Cream with espresso and oreo Vanilla and Strawberry Ice Cream with chocolate Vanilla Ice Cream and nerds Chocolate Ice Cream with puffed rice and chocolate Vanilla Ice Cream with pineapple and orange Vanilla Ice Cream with oreo Vanilla Ice Cream with oreo and mint Vanilla Ice Cream with peach Vanilla Ice Cream with peach and mango Vanilla Ice Cream with peanut butter Vanilla Ice Cream with peanut butter and grape jelly Vanilla with peanut butter, brown sugar and vanilla Vanilla Ice Cream with pear Vanilla Ice Cream with peppermint Vanilla Ice Cream with peppermint and oreo Vanilla Ice Cream with swiss chocolate and peppermint Vanilla Ice Cream with pineapple, coconut and rum Vanilla Ice Cream with pineapple Vanilla Ice Cream with pistachio Vanilla Ice Cream with praline and crushed pecans Vanilla Ice Cream with pumpkin Vanilla Ice Cream with pumpkin, cheesecake and graham cracker


Master Shake List Pumpkin Pie Raspberry Raspberry Cheesecake Reeses Peanut Butter Cup Reeses Pieces Root Beer Rum S'mores Snickers Snickers Cheesecake Spicy Berry Strawberry Strawberry Banana Strawberry Cheesecake Strawberry Orange Swiss Chocolate Swiss Mocha Three Musketeers Toffee Vanilla White Chocolate Raspberry

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


Meatball Procedures Cheeburger Cheeburger meatballs are prepared and stored in 3 different weights: 5.5 OZ. 7 OZ. 10 OZ. ALL MEATBALLS ARE PREPARED IN THE FOLLOWING MANNER: STEP 1: Obtain from the manager the size of meatballs to be prepared. Clean and disinfect the work area, the scale and hands. Make sure the scale is calibrated to “0”. Obtain a Camwear full size pan for storage. STEP 2: Remove 1 bag or tub of fresh meat from the cooler. ONLY work with 1 bag at a time to avoid warming the meat. Keep the chub on ice while working with it. STEP 3: Wear gloves when preparing meatballs. Place a handful of loose meat on the scale and add or subtract meat to get the desired weight. STEP 4: When you have the desired weight, pick up the meat and form it into a ball, using both hands. It is important not to compact the meatball too much. An overly compacted meatball will take too long to cook.

STEP 5: Continue making meatballs in this manner. Wash and disinfect hands frequently, along with glove changes. Place the finished meatballs into the Camwear full size pan making neat rows and columns. STEP 6: Label what size, date and who prepared the pan of meat. SIZE ROWS COLUMNS LAYERS 5.5 OZ 7 OZ. 10 OZ.

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.


Mushroom Procedures Mushrooms are used as an additional salad topping as well as sautéed for a charged burger topping. They are ordered from your local produce vendor in 10lb, pre-sliced boxes. TO SAUTEE MUSHROOMS: STEP 1:

Pour about 4oz of liquid margarine on the grill. Empty the mushrooms (about ½ case) to be sautéed on the margarine.

STEP 2:

Add 4oz. more margarine on the pile of mushrooms.

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:

SAUTÉED MUSHROOMS MUST BE HELD OVER 141°F TO COMPLY WITH HACCP STANDARDS.

NOTE: IT IS VERY IMPORTANT NOT TO OVERCOOK THE MUSHROOMS ON THE GRILL, AS THEY WILL CONTINUE TO COOK IN THE FOOD WARMER. MUSHROOMS ARE TO BE DISCARDED NIGHTLY. NEVER REFRIGERATED OR REHEATED FOR THE NEXT DAY.


Cheeburger Cheeburger New Beef Program Highlights

60 lb cases – each case contains 6 – 10 lb chubs. It is important that you adjust your par levels and ordering procedures accordingly. Each case of beef will provide enough product for an e stimated $1500.00 of business. Cooking procedures and handling procedures have not changed. It is important to remember to work with only 1 chub at a time and to keep the chub in an ice bath with a bitherm stuck inside to monitor temperature. Beef should never be held outside the cooler for more than 2 hours. Roll only enough meatballs to cover a 24 hour period. To keep beef at it‘s maximum potential, the product should be kept cold and tightly covered at all times, including in process held under the grill in the ref rigerated drawers. © 2012 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc.

NEVER

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.


The OREO Mousse Mountain Owners Manual

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!!


Platter Procedures THE PLATTER IS SERVED ON AN OVAL PLATTER. ENTRÉE OPTIONS INCLUDE A CHOICE OF THE FOLLOWING: 10 OUNCE BURGER COOKED TO TEMPERATURE CHICKEN BREAST PORTOBELLA MUSHROOM 5 CHICKEN TENDERS WITH CHOICE OF DIPPING SAUCE VEGGIE BURGER NOTE THAT A GUEST MAY ELECT TO HAVE THEIR PROTEIN SERVED ON A BUN. IF THEY DO NOT CHOOSE A BUN, THE PROTEIN IS SERVED ON A SMALL BED OF SHREDDED LETTUCE TOPPED WITH SAUTÉED ONIONS AND THE OLIVE. IF THEY SELECT A BUN, NO SHREDDED LETTUCE IS USED ON THE PLATE AND THE SANDWICH IS PREPARED FOLLOWING STANDARD PROCEDURES. ADDITIONAL TOPPINGS MAY BE ADDED AS REQUESTED BY THE GUEST. MUSHROOMS & BACON FOR AN ADDITIONAL COST AS INDICATED IN THE MENU. THE GUEST WILL SELECT ONE OF OUR SIGNATURE DIPPING SAUCES SERVED IN A SOUFFLÉ CUP POSITIONED ON THE PLATTER. 6OZ (COOKED WEIGHT) FRIES OR RINGS SERVED ON THE PLATTER. A SIDE SALAD WITH DRESSING CHOICE OR SOUFFLÉ CUP OF COLE SLAW WILL ACCOMPANY THE MEAL UNLESS REQUESTED OUT FIRST BY THE GUEST.


Portabello Mushroom Procedures STEP 1:

Obtain the box of portobello mushrooms from the cooler. Carefully separate the stems from the caps of the mushrooms.

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:

Pour 1 to 2 ounces of Italian marinade on top of each mushroom.

STEP 6:

Place the whole pan of prepped mushrooms in a drawer in the under the grill refrigeration unit.

NOTE: IF TOO MUCH MARINADE IS ADDED, OR THE MUSHROOMS SIT IN THE MARINADE TOO LONG THEY BECOME MUSHY AND UNUSABLE.


Ring Procedures ONION PREPARATION Cheeburger Cheeburger uses onions in several forms, however, all onions come from one source. We use only Spanish Colossal onions. “Colossal” onions are large, evenly shaped, sweet onions that are packed in 50 lb bags. There should be 30-40 onions per 50 lb bag, making each onion about 1 1/2 lb. Upon delivery, the onions should be stacked on open shelving in dry area. It is not necessary to refrigerate unpeeled onions providing they will be used in 2 - 3 days. CUTTING AND PEELING STEP 1: Obtain a clean, disinfected cutting board and sharp vegetable knife. Set up in an area designated by the manager on duty. STEP 2: Open the bag of onions by pulling on the tie strings. It’s best to untie the bag so that it can be reused for onions being returned to the produce vendor. STEP 3: Carefully cut off the bottom or root end of the onion, making a clean straight cut about ½ inch into the onion. Then cut off the top end of the onion in the same manner, making sure that both cuts are parallel. This will reduce waste when the onions are sliced. STEP 4: Peel the outer layer of skin from the onion. If the next layer is blemished or is discolored, peel that away also. The finished peeled onion should be totally white and unblemished. STEP 5: Place the peeled onion in a buss tub. Continue with STEPS 3 and 4 until all onions are peeled. SLICING STEP 1: Set the clean disinfected slicer at the 1/4 inch setting. STEP 2: Position the peeled onions and 2 empty buss tubs side by side. STEP 3: Start slicing the onions on the slicer being careful to use the slicer properly. To avoid injury, catch each slice with your left hand so that it does not break. Stack the slices into one of the buss tubs. Perfect slices that have concentric rings should be placed in the buss tub for sandwich onions. Notso-perfect slices should be set aside to use as onion rings. Continue slicing and sorting until all of the onions are used.

PREPARING RAW ONION RINGS Step 1: Obtain the buss tub of onion slices that is designated for use as onion rings. Also obtain 2 empty pickle buckets that have been cleaned and disinfected. STEP 2: Take a slice of onion and hold it over one of the empty buckets. Carefully push out the center of the onion and let the center fall into the bucket. Then gently separate the remaining rings and drop those into the other bucket to be used in onion ring baskets. Only rings that are 1 ½ inches or larger should be saved for onion rings. Smaller pieces and broken rings do not go into the bucket of onion rings. STEP 3: Continue separating onions in this manner until all onion slices are used. YIELD: One bag of onions should yield 4 buckets of onion rings STEP 4: Place covers on all buckets, label and date the contents and place in the proper refrigerated area. COOKING PROCEDURES 1: Batter mix should be prepared to recipe and kept on ice 2: Peanut Oil should be at 350° degrees 3: Rings are dropped in batter until they are completely covered with batter 4: Remove rings from batter and allow excess batter to drain off, and then drop into hot oil individually. 5: Allow rings to free float until golden brown and remove 6: Place rings into fry basket to drain 7: Serve immediately

COOKED PORTIONS SMALL RING MEDIUM RING LARGE RING

5.5 OZ 8 OZ 20 OZ

BEST OF BOTH PORTIONS REGULAR 14 OZ FRIES/13 OZ RINGS HALF ORDER 8 OZ FRIES/5.5 OZ RINGS SINGLE ORDER 4 OZ FRIES/2 OZ RINGS

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.


Salmon Burger Procedures Salmon Burger is to be kept frozen. Individual Salmon Burgers can be removed as needed with no thawing required. Place small amount of liquid butter on grill Place Salmon Burger on top of buttered area Cover with Dome Squirt small amount of water next to dome to create steam Cook for approximately 3 minutes Raise Dome and Flip Salmon Burger Cover and Cook an additional 2 minutes Top with cheese, if requested. For Salad Topping Cut Salmon Burger into Quarters and place on top of salad prepared as guest requested For Wrap Cut Salmon Burger into 4 strips and prepare wrap as requested For Platter without Bun Place Salmon Burger on ¼ ounce of shredded lettuce on platter


Sauteed Onion Procedures STEP 1: Obtain the bucket of chopped onions from the cooler. 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: Add 4oz. more of margarine on the pile of onions. 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 stainless steel 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.


Server Side Work HOST Clean Entrance Check Sanitizing Bucket - refresh if necessary Clean Rags in Sanitizing Bucket Wipe Down High Chairs and Boosters Clean Windows in Vestibule and Doors Clean Merchandising Cabinet Glass Stock Kids Menus, Crayons and To Go Menus Wipe Menus Check and Verify Floor Plan with Manager for Shift Complete Floor Staffing Sheet Sell Merchandise OPENING BAR Set Up Sanitizing Bucket and Rags Wipe Down and Align Bar Stools Prepare Coffee and Iced Tea Cut Lemons Set Up Bar Counter Condiments and Paper Towels Fill Ice Bin PreMake Shakes as Required Verify Cash Drawer with Manager Set Up Pepsi Machine MID SHIFT BAR Change Sanitizing Bucket and Rags Wipe Down Bar and Clean and Stock Condiments Empty Trash Stock To Go Supplies Clean Pepsi Machine Fill Ice Clean Shake Topping Containers and Refill Refresh Tea and Coffee Cut Lemons ReStock PreMade Shakes Sweep and Mop Bar Area Count and Verify Drawer with Manager All Work Must Be Checked By Manager Before Tips Paid Out


Server Side Work CLOSING BAR ReStock Shake Supplies ReStock To Go Supplies Empty Trash Clean Insides of Coolers and Freezers and Dip Well Clean Pepsi Machine Lids on Ice Cream Tubs and ReStock Clean All Counter Tops and Stainless Clean and Take Apart Mix and Chills Clean and Take Apart Tea and Coffee Urns Empty Sanitizing Buckets Sweep and Mop Count and Verify Drawer with Manager All Work Must Be Checked By Manager Before Tips Paid Out OPENING SERVERS Set Up Sanitizing Buckets and Rags Wipe Chairs and Tables and Align Stations Set Tables and Verify Condiments and Trivia Cards Check Bathrooms and Stock Supplies Prepare Tea and Coffee Cut Lemons Fill Ice Check Cheese Sauce Fill Dressings and Dip Sauce, Mayo and BBQ Set Up Buss Station Fold Cars Check Stock of Paper Goods Wipe Down Silverware Clean and Fill Mustard and Ketchup Clean Salt and Pepper Shakers Check Mesh Baskets for Trash


Server Side Work MID SHIFT SERVERS Set Up Sanitizing Buckets and Rags Wipe Chairs and Tables and Align Stations Set Tables and Verify Condiments and Trivia Cards Check Bathrooms and Stock Supplies Prepare Tea and Coffee Cut Lemons Fill Ice Check Cheese Sauce Fill Dressings and Dip Sauce, Mayo and BBQ Set Up Buss Station Fold Cars Check Stock of Paper Goods Wipe Down Silverware Empty Trash Cans Clean and Fill Mustard and Ketchup Clean Salt and Pepper Shakers Check Mesh Baskets for Trash All Work Must Be Checked By Manager Before Tips Paid Out CLOSING SERVER ReStock Paper Goods Clean Trays Clean Buss Station Clean Pass Shelf Clean Coffee and Tea Machines Empty Trash Wipe Down Wait Station Fold Cars Empty Sanitizing Buckets Sweep and Mop Put Up Chairs Clean Cheese Machine All Work Must Be Checked By Manager Before Tips Paid Out


Shake-A-Soda Procedures STEP 1: FILL THE ACRYLIC SHAKER ½ FULL OF ICE AND THEN FILL 3/4 FULL OF SODA WATER. THE SHAKER SHOULD ONLY BE 3/4 FULL OF LIQUID AND ICE. STEP 2: USING THE LID TO THE ACRYLIC SHAKER, MEASURE 2 OZ OF MONIN SYRUP FLAVOR. POUR INTO ACRYLIC SHAKER. STEP 3: REPLACE LID TO SHAKER TIGHTLY, AND THEN GENTLY ROCK BACK AND FORTH TO MIX LIQUIDS. AS THE SODA WATER IS CARBONATED, THE DANGER OF “COMBUSTION” EXISTS. DO NOT POINT THE LID TOWARD ANOTHER INDIVIDUAL. STEP 4: FILL A SHAKE GLASS WITH ICE. STEP 5: USING A BAR TRAY, CARRY THE SHAKER AND GLASS WITH STRAW TO THE GUEST TABLE. STEP 6: POUR MIXTURE OVER ICE AND LEAVE REMAINING DRINK IN SHAKER ON TABLE AS A REFILL.


Specialty Sandwich Procedures GRILLED CHEESE SANDWICH STEP 1: Select the type of bread to be toasted, rye or white. Remove 2 slices of bread from the package. Use only slices that are evenly shaped, and uniform in appearance. STEP 2: Squirt liquid margarine on the bread. When placing the bread on the grill, slide it around to spread the margarine across the bread surface. STEP 3: Select the cheese to be used and place 2 slices of cheese on each slice of bread so that most of the bread surface is covered with the cheese. STEP 4: Allow the bread to toast and the cheese to completely melt. Remove from the grill without putting the two sides together and place in basket. STEP 5: Add toppings to the bottom toast and then put the top bread and cheese on top. Add olive and center in basket. PATTY MELT STEP 1: Begin grilling a 1/2 lb. burger according to the placed order, medium or well done. STEP 2: Squirt liquid margarine on the bread. When placing the bread on the grill, slide it around to spread the margarine across the bread surface. STEP 3: When the burger is fully cooked place it on one of the slices of grilled RYE toast. STEP 4: Carefully, using the narrow serving spatula, pick up the grilled RYE toast with the burger and place it in a rectangular basket that has been lined with 2 sheets of 12” x 10 3/4” deli paper. STEP 5: Place a large spoonful of sautéed onions on top of the burger. STEP 6: Place the 2nd slice of grilled rye toast on top to complete the sandwich. STEP 7 :Secure the sandwich with a toothpick and olive and place the sandwich in the serving window under the heat lamp.

GRILLED CHICKEN MELT STEP 1: While the chicken breast is cooking, prepare the rye bread (or white, if ordered). Squirt liquid margarine on the bread. When placing the bread on the grill, slide it around to spread the margarine across the bread surface. Place 2 slices of natural Swiss cheese on each slice of bread. STEP 2: When the chicken breast has been thoroughly cooked and while the bread is on the grill, place the cooked chicken breast on one of the slices of bread. STEP 3: Smother the chicken breast with a large scoop of drained sautéed onions. STEP 4: Cover the sandwich with the 2nd slice of toasted bread and cheese. Secure with a toothpick and olive. MY BLEU CHICKEN STEP 1: Place a spec chicken breast on the grill in the proper position. STEP 2: Squirt liquid margarine on the bread. When placing the bread on the grill, slide it around to spread the margarine across the bread surface. Place 2 slices of Swiss cheese on each slice of bread. STEP 3: When the chicken breast has finished cooking, place it on one of the slices of toasted white bread with Swiss cheese. STEP 4: Place one slice of sliced Bleu Cheese on top of the cooked chicken breast. Place the 2nd slice of toasted white bread with Swiss cheese on top of the bleu cheese. Garnish with a toothpick and olive and place in the serving window with the rest of the order.


Specialty Sandwich Build Sheet PATTY MELT 2 slices grilled rye bread 4 slices swiss cheese 3 oz sautéed onions 10 oz Burger CHICKEN MELT 2 slices grilled rye bread 4 slices swiss cheese sautéed onions Chicken breast MY BLEU CHICKEN 2 slices grilled white bread 4 slices swiss cheese 1 slice Bleu Cheese slice Chicken breast BLT (No Mayo unless specified) 6 slices of cooked bacon 2 slices grilled white bread lettuce and tomato GRILLED CHEESE 2 slices grilled bread of guest’s choosing 4 slices cheese Selection of Toppings


Table Top Presentation TABLE TOP PRESENTATION

Heinz Ketchup Bottle – label front

Cheeburger Seasoning bottle (available from Global Supply) Wire Mesh Basket 6x6 & Chrome Paper Towel holder (available from Gene Rees)

Heinz Mustard Bottle – label front

Chrome Sleeved Salt & Pepper Shakers (Sleeves available from Jeffrey Jablow

Black Sugar Caddy with 6 each Sugar & Sugar Subs & 12 laminated Trivia Cards

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.


GET THE BEST OUT OF YOUR GROUND BEEF GROUND BEEF COLD CHAIN MANAGEMENT

KEEP ALL STORAGE TEMPERATURES BELOW 40°F


To Go Procedures BACK OF HOUSE

FLAT BASKET LINED WITH FOIL & LOGO WRAP LAY OLIVE IN BASKET AND EXPEDITE TO WINDOW UNWRAPPED DOUBLE CHECK ORDER IS CORRECT BEFORE WRAPPING USING A SHARPIE, NUMBER EACH SANDWICH AND WRITE NUMBER ON TICKET BAG UP ORDER AND STAPLE TICKET TO BAG LEAVE UNDER HEAT LAMP UNTIL GUEST ARRIVES FRIES AND RINGS IN PAPER BOATS LINED WITH LOGO WRAP PLACE SIDES INTO A SEPARATE LOGO BAG– DO NOT STACK BOATS ON TOP OF EACH OTHER. IF FOOD IS NOT PICKED UP IN 20 MINUTES FROM TIME ORDER IS PLACED – CALL GUEST AND CONFIRM. PRODUCT MUST BE DISCARDED 30 MINUTES AFTER ORDER IS PREPARED.


To Go Procedures FRONT OF HOUSE

ANSWER THE PHONE AND USE THE TO GO SCRIPT WRITE DOWN THE ORDER USING THE ORDER PAD – THEN ENTER THE ORDER INTO THE POS SYSTEM REPEAT EVERYTHING BACK TO THE GUEST ON THE PHONE TO INSURE THE ORDER IS CORRECT WHEN THE ORDER IS READY TO PICK UP, ASK THE GUEST IF THEY WOULD LIKE MUSTARD, KETCHUP AND FRY SEASONING – TELLING THEM THAT THEY CAN SEASON THEIR FRIES TO THEIR OWN TASTE. ALWAYS PUT A BRIGHT PINK TO GO MENU IN EVERY BAG

DON’T FORGET DRINKS! THANK THEM FOR COMING IN AND INVITE THEM TO COME AGAIN – REMIND THEM ABOUT OUR ONLINE ORDERING AT WWW.CHEEBURGER.COM


Tomato Procedures When ordering tomatoes, ask for vine ripened tomatoes. The size should be a 4x5 or a 5x5. Vine ripened tomatoes have a much more red and natural appearance. At certain times of the year it is impossible to obtain vine ripened tomatoes, there-fore you will purchase gassed tomatoes. These are firm and tasty and have a more pink color. FOLLOW THIS PROCEDURE FOR SLICING TOMATOES: STEP 1:

Thoroughly wash with cold water all of the tomatoes to be sliced.

STEP 2:

Using a tomato coring tool, remove the stem core.

STEP 3:

Set the clean and disinfected slicer to a 1/4th inch setting.

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:

Setting the blade at “0,” clean and disinfect the slicer.


Uniform Standards FOH CHEEBURGER Cheeburger T-Shirt (Must be outermost garment and tucked in) Black or Khaki Pants or Shorts (No large pockets, frayed hem, excessive zippers) Belt Socks and Sneakers (No slip ons, Crocks, Clogs, etc…) Bartenders and Food Runners must wear Cheeburger Cheeburger Ball Cap BOH CHEEBURGER Cheeburger T-Shirt (Staff/Blueprint) Cheeburger Cheeburger Ball Cap (Cap must be worn even if hairnet is worn) Belt Dark Pants Black, Rubber Soled Shoes


Waffle Cone & Sundae Presentation 8 Waffle Cones should be displayed in the Lucite counter display. Each cone should be wrapped with Cheeburger Wax Paper by folding the paper in half on the diagonal and then wrapping the cone with the flat side up. This will allow you to handle the cone without having to use gloves. These cones will be for display only and can remain in the display unit for several weeks. When preparing a cone, select one from the box under the counter – not from the display as these cones will most likely be stale. Carefully place 2 scoops of ice cream into the cone, being careful not to press too firmly to prevent breaking the cone. Cones not on display should be kept tightly wrapped in the plastic bag they are packed in to prevent them from going stale. Cones should NOT be kept in the freezer or cooler. Waffle Sundae Cups should be stored as indicated above and are presented by gently placing them into an 8 oz white Styrofoam cup. A sundae has 2 scoops of ice cream, a selection of toppings and syrups (1 dry oz and 2 fl oz of each topping but proper judgment is recommended when multiple toppings are selected) and whipped topping with a cherry if requested.. The sundae is served with a white plastic teaspoon.


Waffle Sundae Presentation BATTER MIX PREPARATION Use 2 cups of Drakes Buttermilk Pancake and Waffle Mix, blend in 1 ½ cups of water and 2 tablespoons of vegetable oil. You should use a whisk to insure a consistent blend. Adjust recipe as needed but mixture should be thin and have no lumps. Fill Squeeze Bottle with Mix and Keep Refrigerated. For Chocolate Waffles, Add 4 oz of Cocoa Mix and 4 oz of Confectioner’s Sugar to Batter and Blend Thoroughly with Whisk. REFRIGERATED BATTER HAS A 48 HOUR SHELF LIFE WAFFLE PREPARATION Preheat Waffle Iron for 10 minutes. Light will indicate when ready. Spray with Pan Spray BEFORE each use, top and bottom. Squeeze batter mix onto bottom plate completely covering the plate. Close cover, turn unit over. When unit beeps, turn over. Unit will beep again when waffle is cooked. Use tongs to remove the waffle, being careful because unit is extremely hot. Place waffle on cutting board and cut into 1” squares using a sharp knife. Place pieces in large, chilled salad bowl. Top with 3 scoops of ice cream (guest chooses flavors). Top with candy toppings and syrup of guest’s choice. Top each scoop with whipped cream and cherry. NOTE…For smaller portion, pour batter into one quarter section of waffle iron and close lid. Cook and prep as indicated above. Top with each portion one scoop of ice cream and toppings.


Wrap Procedures STEP 1:

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:

Cook protein following standard procedures, remove from flattop and slice into 4 equal strips

STEP 3:

While protein is cooking, spread 1 fl oz of selected topping sauce (mayo, etc..) on tortilla shell, place 1 slice of selected cheese on top of sauce and then layer selected toppings, being careful not to overportion. Lettuce, if requested, should go down first. The tomato portion is 2 tomatoes, one towards the top and the other towards the bottom of the shell. Everything should be placed on the shell towards the left side so that it can be easily rolled.

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.


Pepsi Machine Cleaning Procedures MACHINE MUST BE CLEANED NIGHTLY USE KEY TO TURN OFF MACHINE EACH NIGHT SOAK ALL KNOBS IN COLD WATER ONLY DO NOT PUT ANYTHING ELSE IN THE WATER NO SOAP! NO BLEACH! NOTHING! REMOVE RACK & SILVER SPLASH PLATE AND WASH IN DISH MACHINE THESE PROCEDURES MUST BE FOLLOWED NIGHTLY.


Pepsi Fountain Cleaning


Pepsi Fountain Troubleshooting


Pepsi Fountain Cleaning Don’t neglect your fountain machine. Keep it clean! Clean Nozzles, Diffusers, and Valve Surfaces - daily Do not soak nozzles or diffusers! 2.

4.

Wipe the underside of the valve clean.

Separate the nozzle and diffuser. Push your thumb up inside the nozzle and push upward on the diffuser. Some pressure may be required to separate the pieces.

3.

Wash nozzles and diffusers in warm soapy water, rinse, and reassemble.

5. 1.

Twist nozzle 1/8th turn counter-clockwise and pull down to remove.

Wipe the lever and valve ID clean. Reinstall the nozzle and twist 1/8th turn clockwise to secure.

Clean panels, merchandiser, and drip tray - daily Glass cleaner works best: Wipe the merchandiser clean Caution: Excess pressure can damage merchandiser.

Wipe the side and front panels clean

Approved sanitizer works best: Clean the drip tray and grill Clean the drain. Pour the remaining sanitizer into the drip tray and allow to drain. This helps reduce algae growth which contributes to plugged drains.

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

SMALL RING 5.5 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

SM BOB 4 oz fries/2 oz rings

SM SWEET POTATO FRIES 8 oz cooked

HALF BOB 8 oz fries/4 oz rings

MED SWEET POTATO FRIES 14 oz cooked

REGULAR BOB 14 oz fries/13 oz rings

LARGE SWEET POTATO FRIES 26 oz cooked

HALF 7 OZ MEATBALL (3.5 OZ)

TWO 10 OZ MEATBALLS

TWO 7 OZ MEATBALLS

ONE 10 OZ MEATBALL

ONE 7 OZ MEATBALL

ONE 5.5 OZ MEATBALL


CLASSIC SEMI SERIOUS SERIOUS DELIRIOUS POUNDER KID BURGER

Burger Evolution Chart


$CHEESE - DOUBLE AMOUNT

CHICKEN SANDWICH - 2 SLICES VEGGIE BURGER - 2 SLICES PORTOBELLO SANDWICH - 2 SLICES KID BURGER - 1 SLICE FOLDED IN HALF AND CROSSED

CLASSIC - 1 SLICE SEMI SERIOUS - 1 SLICE SERIOUS - 2 SLICES DELIRIOUS - 3 SLICES POUNDER - 4 SLICES

Cheese Requirements


EVERYTHING ENTERING THE COOLER MUST BE DATED, LABELED & ROTATED


IF IT’S NOT EXCEPTIONAL… IT’S NOT ACCEPTABLE!

Clean values regularly to prevent sticking.


MAKE SURE THE REMOVABLE SPACER IS IN PLACE FOR ALL DISPENSERS IN YOUR LOCATION. The spacer provides support to the pan. If the spacer is not in place the nozzle will not fit securely in place. If you do not have a spacer on your dispenser call the 800 number provided to have one sent.

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.

Gehls Cheese Dispenser Tips


Employees must wash hands when returning from restroom, prepping raw food products and after taking a break

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


SERIOUS

2 slice 4 oz 4 oz


DELIRIOUS

2 slice 6 oz 6 oz


POUNDER



Side Salad is topped with 2 oz of shredded jack/cheddar cheese, 4 grape tomatoes, 4 oz garlic croutons and 2 oz of chopped black olives All other salads receive 2 oz of each topping and 4 grape tomatoes


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

CHEEBURGER CHEEBURGER PORTION CONTROL GUIDE

Portion Control Guide


• HALF SHAKE RECIPE 6 oz of ice cream (8 oz of chocolate) 3 oz of milk with no syrup -or 2 oz of milk with flavored syrup

• REGULAR SHAKE RECIPE 11 oz of ice cream (13 oz of chocolate) 7 oz of milk with no syrup -or 5.5 oz of milk with flavored syrup

• IDEAL TEMPERATURE FOR DIPPING IS 12°F

SHAKE SPECIFICATIONS

Cheeburger Cheeburger

EXPRESS PROCEDURES


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:

Allow the bacon to fry until the fat turns translucent. Carefully turn each slice over with a pair of tongs.

STEP 3:

Cook the bacon several more minutes. Turn again.

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 Procedures DAILY PREP Liquid Egg in deep metal pan stored on line in ice bath Pancake Batter prepped per instructions on bag – 4 gallons in plastic container stored online in ice bath Sautéed onions prepped per standard guidelines and stored in warming unit Bacon cooked per standard guidelines and stored in warming unit Liquid Butter ZTF in squirt bottles Toaster on and warmed Waffle Iron on and warmed Make up table open and fully stocked Sausage warmed on grill and then stored in warming unit


Breakfast Procedures SCRAMBLED EGGS (served in plastic hinged container) 1 tbsp liquid butter on grill 4 oz egg – ladled in circular pattern slowly Using spatula on its side, cut into egg until it hardens Toppings should be pre-prepped and placed into small metal bowl Add toppings Remove when fully cooked and place in to go container along with 6 oz fried diced potatoes and sides, if ordered If sides are ordered – 2 sausages patty or 2 slices bacon


Breakfast Procedures PANCAKES (served in plastic hinged container) 1 tbsp liquid butter on grill 2 oz pancake batter – ladled in circular pattern slowly Prepare 2 pancakes following the previous step Add any toppings if requested Flip when bubbles are consistent Cook an additional minute Stack and place into to go container along with any sides. Cashier should serve with syrup pc and butter chips if requested


Breakfast Procedures WAFFLE (served in plastic hinged container) Spray No Stick ZTF on Waffle Iron 4 oz pancake batter ladled onto waffle iron Close lid and flip over – when unit beeps 3 times flip back Carefully remove waffle with fork Place into to go container along with any sides. Cashier should serve with syrup pc and butter chips if requested


Breakfast Procedures BREAKFAST SANDWICH(served wrapped) Butter and toast Kaiser roll 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 bun with cheese selection on bottom bun Add 1 slices bacon cut in half or 1 sausage patty if ordered Wrap and stab with olive

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


Breakfast Procedures FRENCH TOAST (served in plastic hinged container) 1 tbsp liquid butter on grill Dip 2 pieces of Texas Toast into liquid egg (use a separate bowl for dipping) and drain Place on grill and flip when lightly browned Remove from grill when cooked and cut both pieces into a diagonal Place into to go container with any sides if requested Cashier should serve with syrup pc and butter chips if requested


Bun Toasting Procedures TOASTER OPERATION Place the Teflon release sheet over the top of the platen housing, making certain that there is 3 inches of overhang. Firmly place the holding bracket on top of the platen housing to securely hold the release sheet in place. The, FRONT, on the bracket goes over the front of the platen. Place the conveyor housing into the conveyor guide and lower into place, making sure that all four slides are inside the guide. Turn the heater switch ON. You will need to allow 30 minutes for the unit to properly heat to temperature. Proper toasting should take approximately 30 seconds before the bun drops on the crumb tray. You can adjust both the toasting time (to toast darker or lighter) and the necessary compression for the buns you will be toasting. The toaster should not crush the bun as it toasts, nor should it simply allow the bun to slide through to the bottom.

TOASTER & RELEASE SHEET CLEANING Turn off both the heater and the motor switches and unplug the unit. Allow platen to cool before proceeding. Remove the conveyor assembly and wipe with a damp cloth. The chain can be cleaned with a soft brush. Remove the Teflon sheet and lay it on a flat surface. Thoroughly clean both sides with a damp cloth, making sure that all carbon buildup is removed. Allow to air dry. It is recommended that you rotate two sheets daily for longer life. Sheets should last 4-6 months based on care and volume of product toasting. Never clean release sheets with a scouring pad, brush or other sharp object. Replacement Teflon sheets are available from Gene Rees or A&A Discount Services, Inc. 305-948-8200 packed 2 in a case.

BUN TOASTING PROCEDURE Using the butter wheel, insure that both insides (crown and heel) of the bun are run along the butter wheel. Only toast buns when an order is placed. Insure the bun toaster is set to the proper width (refer to owners manual – Prince Castle bun toaster – model number under equipment section). Place the heel to the left side and crown to the right side of the toaster with the insides of the bun toward the front of the toaster. Drop bun in toaster. When bun drops, it is toasted and ready to serve.


Burger Procedures CLAMSHELL COOKING PROCEDURES

Grill must be warmed to 350 degrees. Top Platens must be set to 350 degrees. Burgers should be placed on grill using the burger press, pressing gently to insure consistency.

BURGER PRESS PROCEDURES

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.

EXPRESS BURGER COOK TIMES ESTIMATED BURGER COOKING TIMES FOR HOLDING USING CLAMSHELL 10 OZ TO 145 DEGREES* 4.5 MINUTES 7 OZ TO 145 DEGREES* 3.5 MINUTES 5.5 OZ TO 145 DEGREES* 3.0 MINUTES *Product can be held for up to 20 minutes in the Prince Castle Warming Unit. Product must be discarded after 20 minutes. ESTIMATED BURGER COOKING TIMES WITHOUT HOLDING USING CLAMSHELL 10 OZ TO 155 DEGREES* 5.5 MINUTES 7 OZ TO 155 DEGREES* 4.5 MINUTES 5.5 OZ TO 155 DEGREES* 3.5 MINUTES *Always temp burgers to insure they have reached the minimum temperature allowed before placing into holding unit.


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:

Store the cases of chicken breasts in your freezer.

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:

Cover, Date and Label the container.

STEP 5:

Store in the walk in cooler for no more than 7 days.

STEP 6:

Product in production should be stored in the refrigerated 4 drawer undergrill unit.

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:

Cook the Tyson chicken breast under a dome, spraying water on the sides to keep moist.

STEP 9:

Flip the Tyson chicken only once and remove from grill when chicken reaches 165 degrees for 15 seconds.


Chicken Tender Basket And Sandwich Procedures CHICKEN TENDER BASKET 5 chicken tenders are fried by placing them into the fry basket. They fry until golden brown and they begin to float. Chicken Tender Basket is served in the fry scoop

CHICKEN TENDER SANDWICH 3 chicken tenders are fried by placing them into the fry basket. They fry until golden brown and they begin to float. Sandwich is prepared by placing lettuce on bottom bun and then topped with 3 tenders. Additional toppings as requested are placed on top bun. Garnished with an olive and toothpick.


Clamshell Cooking Procedures Grill must be warmed to 350 degrees. Top Platens must be set to 350 degrees. Burgers should be placed on grill using the burger press, pressing gently to insure consistency. Cooking Temperatures 10 oz to 145* - 4 min. 7 oz to 145* - 3 min. 5.5 oz to 145* - 2.5 min. Burgers being cooked to be held in the warming unit must be cooked to 145 degrees and then placed into the warming unit for no longer than 20 minutes. Burgers held longer than 20 minutes must be discarded. Burgers being cooked to be served immediately must temp at 155 degrees. 10oz to 155* - 5 min. 7oz to 155* - 4 min. 5.5oz to 155* - 3 min. Cook times are estimates – proper temping must be done to insure beef is cooked to the proper temperature.


Dipping Sauce Procedures Signature Sauces are purchased from Arcobasso using the online ordering page found on the Cheemail website. Sauces are held in dry store until opened and then they must be refrigerated. Date and label product upon delivery to insure proper rotation. Sauces are portioned out in 3.25 oz soufflé cups each day and dated again to insure proper rotation. The soufflé cups are stored in the cooler separated in plastic trays which are labeled to help identify the sauce. Be sure to fill the cups close to the top to provide the guest a proper portion.


Flavor Shots WHEN A GUEST ORDERS A FLAVOR SHOT FOR THEIR BEVERAGE, SIMPLY POUR 2 SHOTS (USING THE POSI-POUR SPOUTS) INTO THE BEVERAGE CUP AND THEN ADD BEVERAGE.


Fruit & Yogurt Parfait Ingredients IQF Blueberries IQF Strawberries IQF Raspberries Monin Frosted Mint Syrup Granulated Maple Sugar Ground Cinnamon Dannon Vanilla Yogurt Kashi Mountain Medley Toss berries together in large plastic container and add Monin Frosted Mint Syrup, Maple Sugar and Ground Cinnamon. Date container and allow mixture to marinate overnight in cooler. Spoon 2.5 oz of berry mixture into 14 oz plastic cup and add 6 oz Dannon Vanilla Yogurt. Fill inner cup with 1.5 0z of Kashi Mountain Medley and place inside 14 oz cup. Cover with lid. Date and refrigerate. Product will have a 48 hour shelf life.


Kids Meal Presentation

ENTRÉE OPTIONS & PORTION SIZES 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. CHICKEN TENDERS 3 chicken tenders SIDE ITEM OPTIONS FRENCH FRIES Portion is 2 oz cooked product SUB ONION RINGS If a guest requests, onion rings may be subbed for fries. Portion is 4 rings.


Meatball Procedures Cheeburger Cheeburger meatballs are prepared and stored in 3 different weights: 5.5 OZ. 7 OZ. 10 OZ. ALL MEATBALLS ARE PREPARED IN THE FOLLOWING MANNER: STEP 1: Obtain from the manager the size of meatballs to be prepared. Clean and disinfect the work area, the scale and hands. Make sure the scale is calibrated to “0”. Obtain a Camwear full size pan for storage. STEP 2: Remove 1 bag or tub of fresh meat from the cooler. ONLY work with 1 bag at a time to avoid warming the meat. Keep the chub on ice while working with it. STEP 3: Wear gloves when preparing meatballs. Place a handful of loose meat on the scale and add or subtract meat to get the desired weight. STEP 4: When you have the desired weight, pick up the meat and form it into a ball, using both hands. It is important not to compact the meatball too much. An overly compacted meatball will take too long to cook.

STEP 5: Continue making meatballs in this manner. Wash and disinfect hands frequently, along with glove changes. Place the finished meatballs into the Camwear full size pan making neat rows and columns. STEP 6: Label what size, date and who prepared the pan of meat. SIZE 5.5 OZ 7 OZ. 10 OZ.

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.


Mushroom Procedures Mushrooms are used as an additional salad topping as well as sautéed for a charged burger topping. They are ordered from your local produce vendor in 10lb, pre-sliced boxes. TO SAUTEE MUSHROOMS: STEP 1:

Pour about 4oz of liquid margarine on the grill. Empty the mushrooms (about ½ case) to be sautéed on the margarine.

STEP 2:

Add 4oz. more margarine on the pile of mushrooms.

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:

SAUTÉED MUSHROOMS MUST BE HELD OVER 141°F TO COMPLY WITH HACCP STANDARDS.

NOTE: IT IS VERY IMPORTANT NOT TO OVERCOOK THE MUSHROOMS ON THE GRILL, AS THEY WILL CONTINUE TO COOK IN THE FOOD WARMER. MUSHROOMS ARE TO BE DISCARDED NIGHTLY. NEVER REFRIGERATED OR REHEATED FOR THE NEXT DAY.


Cheeburger Cheeburger New Beef Program Highlights

60 lb cases – each case contains 6 – 10 lb chubs. It is important that you adjust your par levels and ordering procedures accordingly. Each case of beef will provide enough product for an e stimated $1500.00 of business. Cooking procedures and handling procedures have not changed. It is important to remember to work with only 1 chub at a time and to keep the chub in an ice bath with a bitherm stuck inside to monitor temperature. Beef should never be held outside the cooler for more than 2 hours. Roll only enough meatballs to cover a 24 hour period. To keep beef at it‘s maximum potential, the product should be kept cold and tightly covered at all times, including in process held under the grill in the ref rigerated drawers. © 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. 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.


The OREO Mousse Mountain Owners Manual

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.


Potato Procedures PREPARATION STEP 1: Obtain a clean sanitized bucket and lid. Fill the bucket approximately 1/2 full of cold tap water and ice. Place the bucket underneath the potato cutter. STEP 2: Empty 1 case of potatoes (50 lbs) into the sink adjacent to the potato cutter. Remember to use the “first in, first out” rotation method. Let cold tap water run over the potatoes and vigorously scrub the potatoes. STEP 3: Lift the handle of the potato cutter and place a clean potato in place, standing on end. Firmly pull the handle down causing the potato to be pushed through the cutting grate and sliced into raw french fries. BE CAREFUL TO KEEP YOUR FREE HAND AWAY FROM THE MECHANISM, AS YOU COULD BE INJURED. Continue cutting potatoes in this manner until all potatoes have been cut. STEP 4: Repeat steps 2 and 3 over again with the second box of potatoes. STEP 5: After 2 boxes of potatoes have been cut, use both clean hands to push the potatoes down so they are firmly compacted and settled in the container. The water level should be over the top of the cut potatoes. NEVER let the cut potatoes stand without being covered with water as they will turn brown and become unusable. STEP 6: Place the clean sanitized lid on the bucket. Write the date on a piece of masking tape and place the tape on the lid. STEP 7: Allow the potatoes to remain at the cutting station for at least 2 hours after cutting so they can be monitored as they soak up water. Check the water level every 30 minutes. When checking the potatoes, push down on them. If more water is needed, add enough tobring the level of water to 2 inches over the top of the potatoes. Remember that because of osmosis, the potatoes will soak up water and swell, so it is important to keep checking.

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

Portions should be weighed during training to demonstrate proper portioning.

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

PROGRAMMING THE PRODUCT NAMES

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.

USE THE FOLLOWING ABBREVIATIONS FOR CONSISTENCY CLAS SEMI SERI CHIK TURK VEGI BACN ONIO MUSH SAUS TEND Press the MENU/ENTER button to save the new name Repeat as necessary and Press the PRINCE CASTLE LOGO to return to RUN mode.


Prince Castle Product Holding Bin PROGRAMMING THE HOLD TIMES

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.

HOW TO OPERATE THE UNIT

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.


Onion Ring Procedures ONION PREPARATION Cheeburger Cheeburger uses onions in several forms, however, all onions come from one source. We use only Spanish Colossal onions. “Colossal” onions are large, evenly shaped, sweet onions that are packed in 50 lb bags. There should be 30-40 onions per 50 lb bag, making each onion about 1 1/2 lb. Upon delivery, the onions should be stacked on open shelving in dry area. It is not necessary to refrigerate unpeeled onions providing they will be used in 2 - 3 days. CUTTING AND PEELING STEP 1: Obtain a clean, disinfected cutting board and sharp vegetable knife. Set up in an area designated by the manager on duty. STEP 2: Open the bag of onions by pulling on the tie strings. It’s best to untie the bag so that it can be reused for onions being returned to the produce vendor. STEP 3: Carefully cut off the bottom or root end of the onion, making a clean straight cut about ½ inch into the onion. Then cut off the top end of the onion in the same manner, making sure that both cuts are parallel. This will reduce waste when the onions are sliced. STEP 4: Peel the outer layer of skin from the onion. If the next layer is blemished or is discolored, peel that away also. The finished peeled onion should be totally white and unblemished. STEP 5: Place the peeled onion in a buss tub. Continue with STEPS 3 and 4 until all onions are peeled. SLICING STEP 1: Set the clean disinfected slicer at the 1/4 inch setting. STEP 2: Position the peeled onions and 2 empty buss tubs side by side. STEP 3: Start slicing the onions on the slicer being careful to use the slicer properly. To avoid injury, catch each slice with your left hand so that it does not break. Stack the slices into one of the buss tubs. Perfect slices that have concentric rings should be placed in the buss tub for sandwich onions. Notso-perfect slices should be set aside to use as onion rings. Continue slicing and sorting until all of the onions are used. 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.

PREPARING RAW ONION RINGS Step 1: Obtain the buss tub of onion slices that is designated for use as onion rings. Also obtain 2 empty pickle buckets that have been cleaned and disinfected. STEP 2: Take a slice of onion and hold it over one of the empty buckets. Carefully push out the center of the onion and let the center fall into the bucket. Then gently separate the remaining rings and drop those into the other bucket to be used in onion ring baskets. Only rings that are 1 ½ inches or larger should be saved for onion rings. Smaller pieces and broken rings do not go into the bucket of onion rings. STEP 3: Continue separating onions in this manner until all onion slices are used. YIELD: One bag of onions should yield 4 buckets of onion rings STEP 4: Place covers on all buckets, label and date the contents and place in the proper refrigerated area. COOKING PROCEDURES 1: Batter mix should be prepared to recipe and kept on ice 2: Peanut Oil should be at 350° degrees 3: Rings are dropped in batter until they are completely covered with batter 4: Remove rings from batter and allow excess batter to drain off, and then drop into hot oil individually. 5: Allow rings to free float until golden brown- remove 6: Place rings into fry basket to drain 7: Serve immediately

PORTIONS

SMALL RING 5.5 OZ SERVED IN LARGE FRY SCOOP

FRY AND RING COMBO PORTIONS

GUEST RECEIVES ONE SEPARATE SCOOP OF FRIES AND ONE SEPARATE SCOOP OF RINGS. THEY ARE NOT SERVED TOGETHER.


Salad Procedures EACH MORNING, PREPARE A BASE MIX OF GREENS USING 2 PARTS CHOPPED ROMAINE AND 1 PART MESCULIN MIX ALWAYS WEAR GLOVES WHEN HANDLING RAW FOOD PRODUCTS. SALAD IS SERVED IN THE PLASTIC TO GO CONTAINER. PLACE 6 OZ OF BASE MIX INTO THE CONTAINER AND STORE IN COOLER. ADD ADDITIONAL TOPPINGS PER THE CUSTOMER REQUEST WHEN ORDERED. SALAD DRESSINGS ARE SERVED ON THE SIDE USING PC PACKAGES. ALL SALADS ARE TOPPED WITH A QUEEN STUFFED OLIVE AND FRILLED TOOTHPICK.


Sauteed Onion Procedures STEP 1:

Obtain the bucket of chopped onions from the cooler.

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:

Add 4oz. more of margarine on the pile of onions.

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.


Shake Specifications IDEAL TEMPERATURE FOR DIPPING IS 12 DEGREES F REGULAR SHAKE RECIPE BASE (SPUN IN PLASTIC 24 OZ CUP) 11 OZ OF ICE CREAM 5.5 OZ OF MILK STORE BASE SHAKE IN PLASTIC CUP IN FREEZER ADD FLAVORING OR 1.5 OZ OF ADDITIONAL MILK WHEN GUEST PLACES ORDER AND SPIN AGAIN FOR 10 SECONDS. COVER WITH LID AND SERVE


GET THE BEST OUT OF YOUR GROUND BEEF GROUND BEEF COLD CHAIN MANAGEMENT

KEEP ALL STORAGE TEMPERATURES BELOW 40°F


Tomato Procedures When ordering tomatoes, ask for vine ripened tomatoes. The size should be a 4x5 or a 5x5. Vine ripened tomatoes have a much more red and natural appearance. At certain times of the year it is impossible to obtain vine ripened tomatoes, there-fore you will purchase gassed tomatoes. These are firm and tasty and have a more pink color. FOLLOW THIS PROCEDURE FOR SLICING TOMATOES: STEP 1:

Thoroughly wash with cold water all of the tomatoes to be sliced.

STEP 2:

Using a tomato coring tool, remove the stem core.

STEP 3:

Set the clean and disinfected slicer to a 1/4th inch setting.

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:

Setting the blade at “0,” clean and disinfect the slicer.


Wrap Procedures STEP 1:

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:

Cook protein following standard procedures, remove from flattop and slice into 4 equal strips

STEP 3:

While protein is cooking, spread 1 fl oz of selected topping sauce (mayo, etc..) on tortilla shell, place 1 slice of selected cheese on top of sauce and then layer selected toppings, being careful not to overportion. Lettuce, if requested, should go down first. The tomato portion is 2 tomatoes, one towards the top and the other towards the bottom of the shell. Everything should be placed on the shell towards the left side so that it can be easily rolled.

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.


Veggie Burger Procedures The Veggie Burger is cooked from frozen in the fryer. The burger will fry for approximately 5 minutes until it has a nice golden color. Placed the fried burgers into the holding pan and store in the warming unit for up to 20 minutes.

Turkey Burger Procedures The Turkey Burger cooks on the flat top grill. Place a small amount of liquid butter on the grill and then place the burger on top. Cover with the dome and allow to cook for approximately 5 minutes and then flip once. Cook for an additional 2 minutes. The turkey burger should cook to 155 degrees. Remove the burger from the grill and place in the holding pan and store in the warming unit for up to 20 minutes.


Pepsi Fountain Cleaning DonÕ t neglect your fountain machine. Keep it clean! Clean Nozzles, Diffusers, and Valve Surfaces - daily Do not soak nozzles or diffusers! 2.

4.

Wipe the underside of the valve clean.

Separate the nozzle and diffuser. Push your thumb up inside the nozzle and push upward on the diffuser. Some pressure may be required to separate the pieces.

3.

Wash nozzles and diffusers in warm soapy water, rinse, and reassemble.

5. 1.

Twist nozzle 1/8th turn counter-clockwise and pull down to remove.

Wipe the lever and valve ID clean. Reinstall the nozzle and twist 1/8th turn clockwise to secure.

Clean panels, merchandiser, and drip tray - daily Glass cleaner works best: Wipe the merchandiser clean Caution: Excess pressure can damage merchandiser.

Wipe the side and front panels clean

Approved sanitizer works best: Clean the drip tray and grill Clean the drain. Pour the remaining sanitizer into the drip tray and allow to drain. This helps reduce algae growth which contributes to plugged drains.

Do not use coffee pot hot water to clean the drip tray! © 2012 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc.

Pepsi Fountain Cleaning


Pepsi Fountain Troubleshooting


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.


© 2009 2012 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc.

© 2009 2012 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc.

All Fried Products Cooked In cholesterol-free

Peanut Oil

ONE 10 OZ MEATBALL

ONE 7 OZ MEATBALL

ONE 5.5 OZ MEATBALL


CLASSIC SEMI SERIOUS SERIOUS

Burger Evolution Chart


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


EVERYTHING ENTERING THE COOLER MUST BE DATED, LABELED & ROTATED

Clean values regularly to prevent sticking.


MAKE SURE THE REMOVABLE SPACER IS IN PLACE FOR ALL DISPENSERS IN YOUR LOCATION. The spacer provides support to the pan. If the spacer is not in place the nozzle will not fit securely in place. If you do not have a spacer on your dispenser call the 800 number provided to have one sent.

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.

Gehls Cheese Dispenser Tips

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

SEMI


Salads receive 2 oz of each topping and 4 grape tomatoes


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


SERIOUS

CHEEBURGER CHEEBURGER PORTION CONTROL GUIDE

Portion Control Guide

Section VI. Financial

Copyright 2006 Cheeburger Cheeburger Cheeburger Restaurants, Inc. Fort Myers, FL

CHEEBURGER CHEEBURGER WEEKLY SALES REPORT

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. •

To determine the Royalty and Advertising fees due: 1. Multiply your ADJUSTED GROSS SALES BY .045. to obtain the amount of Royalty Fee due. Write a check for this amount to Cheeburger Cheeburger. 2. Multiply your ADJUSTED GROSS SALES BY .01 to obtain the amount of Advertising and Development fee due. Write a check for this amount to Cheeburger Cheeburger Advertising And Development (A&D) Fund. 3. Do not combine both fees in one check. They must be separate.

4. Fill in last years Adjusted Gross Sales if applicable. 5. Make any additional comments you feel appropriate. 6. Sign this form. Place it in an envelope with your checks and mail to:

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


CHEEBURGER CHEEBURGER ® WEEKLY SALES REPORT th

Week Ending (Monday — Sunday) October 5

th

— October 11 , 2004

Franchise Location: Sanibel Island, FL________________________________ Adjusted Gross Sales:___$22,000.00____

Royalty @ 4.5%__$990.00__

Prior Year Adjusted $20,800.00 Gross Sales: _________________

A&D Fund @ 1%__$220.00__

COMMENTS: ___________________________________________________ _______________________________________________________________ _______________________________________________________________ ____________________________________ SIGNATURE OFFICE USE ONLY: Received By: _____________________________________ Date: __________ Check No.: ____________ Amount: ________________ Deposit Date: ___________

ALWAYS FILL OUT FORM IN ITS ENTIRETY. Section 3.2 Payment Schedule. The Royalty Fee and Advertising Contributions must be paid to CCR, together with any required weekly reports, by Thursday of each week during the Term for the preceding week ending Sunday. All other amounts due to CCR will be paid as specified in this agreement. If no time is specified, these amounts will be due upon receipt of an invoice from CCR. Any payment or report not actually received by CCR on or before the due date is overdue. The Franchisee agrees that his or her obligations to make payments under this Agreement and any other agreement entered into with CCR or its affiliates for the Franchise and the rights of CCR and its affiliates, if any, to receive these payments are absolute and unconditional and are not subject to any abatement, reduction, setoff, defense, counterclaim or recoupment due or alleged to be due to, or by reason of, any past, present or future claims that the Franchisee has or may have against CCR, any of its affiliates, any of its Designees, or against any other person for any reason.

MAIL TO: CHEEBURGER CHEEBURGER 1595 .HOO\5RDG Fort Myers, Florida 33908-2568 © 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida SECTION: WEEKLY SALES REPORT 2


CHEEBURGER CHEEBURGER ® WEEKLY SALES REPORT Week Ending (Monday — Sunday) ___________________________________ Franchise Location: _______________________________________________ Adjusted Gross Sales: _____________________ Royalty @ 4.5% __________ Prior Year Adjusted A&D Fund @ 1% _________ Gross Sales: _______________________ COMMENTS: ____________________________________________________ ________________________________________________________________ __________________________________________ SIGNATURE OFFICE USE ONLY:

Received By: _____________________________________ Date: __________ Check No.: ____________ Amount: ________________ Deposit Date: ___________ CHEEBURGER CHEEBURGER ® WEEKLY SALES REPORT Week Ending (Monday — Sunday) ___________________________________ Franchise Location: _______________________________________________ Adjusted Gross Sales: _____________________ Royalty @ 4.5% __________ Prior Year Adjusted A&D Fund @ 1% _________ Gross Sales: _______________________ COMMENTS: ____________________________________________________ ________________________________________________________________ __________________________________________ SIGNATURE OFFICE USE ONLY: Received By: _____________________________________ Date: __________ Check No.: ____________ Amount: ________________ Deposit Date: ___________ © 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida SECTION: WEEKLY SALES REPORT 3 Copyright 2006 Cheeburger Cheeburger Cheeburger Restaurants, Inc. Fort Myers, FL

INCOME STATEMENT ALL FRANCHISEES OF CHEEBURGER CHEEBURGER ARE REQUIRED TO SUBMIT TO CHEEBURGER CHEEBURGER CORPORATE OFFICES A MONTHLY INCOME STATEMENT 30 DAYS AFTER THE PREVIOUS MONTH ENDING PERIOD. One of the main reasons you invested in Cheeburger Cheeburger was to make a profit. To determine the amount of profit (or loss) your restaurant generates, an income statement needs to be completed. An income statement is a summary of sales revenue (inflow of cash) and expenses (outflow of cash) that determines the profit (or loss) your business generated during a specific period of time. Think of it as a report card that recounts how your business is performing. The income statement may be called a statement of earnings or operating results, profit and loss statement, or simply the P&L. The Cheeburger Cheeburger Income statement is divided into 6 basic sections: •

SALES - The products you sold in your restaurant that produced an inflow of cash or revenue.

•

COST OF SALES - The cost of the products sold and the labor needed to sell these products.

•

EXPENSES - a broad, catchall category for all expenses except those reported on the other lines in the income statement. There are two types of expenses: 1. Fixed Expenses - are expenses that are not affected by an increase or decrease in sales. 2. Variable Expenses - are expenses, which move up and down, in direct proportion to changes in sales volume or revenue. The following expenses are what Cheeburger Cheeburger considers variable expenses: • Food Cost • Paper Cost • Labor (includes payroll taxes) • Royalty Payments • A&D Payments • Percentage Rent (if applicable to your location)

•

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.

Cheeburger Cheeburger does recommend that you enlist the services of a qualified accountant to prepare your quarterly and yearly income statements and tax returns. In addition, an accountant would be necessary if you do not feel comfortable in producing your own monthly income statement. It is not difficult to produce a monthly income statement on your own. You do not need a computer, although a computer would speed up and simplify the process.

GETTING STARTED In order to produce an Income Statement, you will need: 1. 2. 3. 4. 5. 6.

Total Sales for the month All expense invoices and list of paid-outs. File cabinet or box File folders Blank Income Statement (manual or computerized) Chart of Accounts (a list of accounts, their account number and contents description).

Defining the Period - A monthly income statement needs to be submitted to the Cheeburger Cheeburger corporate offices within 30 days of the previous month ending period. We follow the premise that a month ends on the last Sunday of the month. Therefore, four months during the year will have five weeks. EXAMPLE: In 1999, the last Sunday of the month in July is the 25th. The 25th of July would be the last day of the month for July’s income statement. July 26th would be the first day of the month for August’s income statement and August 29th would be the last day of the month. By following this system, it is easier to tie in sales, expenses and payroll. If an income statement reflected a true month of 30 or 31 days, a partial week’s sales, expenses and payroll would have to be calculated for each month.



File Folders - Set up a file folder for each item with a ** and printed in red on the Income Statement found in this section. When putting them into your file cabinet, keep them in the same order as they are listed on the income statement. As you pay each bill, file it in the appropriate file folder. Food Cost Expenses - You will have to decide if you are going to determine these costs by using: •

A cash accounting - Total dollar purchases of food product during the month, or

•

An accrued accounting - Total cost of food product actually used during the month. This method requires the taking of an inventory to determine this usage.

Pre-determined Expenses - Certain expenses on your Monthly Income Statement are relatively fixed for the entire year. These Items include: •

Rent - This amount will be adjusted on the last income statement if you exceed your break point and are required to pay percentage rent.

•

Common Area Maintenance (Cam) Estimate - This is the estimated rent amount that you pay for the expenses needed to operate the Shopping Center where you are located. At the end of the year (the shopping center’s year), you will be sent a final bill, which might be more or less than the estimate. This adjustment would have to be reflected on the income statement for the month you received the adjustment.

•

All Insurance’s except Workman’s Compensation.

•

Auto Lease or Payment (if auto charged to business).

•

Debt Service - The amount you will pay monthly for funds borrowed to pay for your Cheeburger Cheeburger.

•

Depreciation (determined by your accountant) - This will change during the year if you make any capital expenditures. This figure will be used for the “Depreciation” and “Add Back Depreciation” categories on your Income Statement. It is best to have a qualified accountant determine the dollar amount for this category.



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

Chart of Accounts - The Chart of Accounts contained in this section defines what items are represented by each classification on the Income Statement.. By using the Chart of Accounts as a guide, you will be able to determine in what Income Statement account you will need to file each invoice for proper classification.

PREPARING THE INCOME STATEMENT 1. On the last day of the month, perform a Monthly Close on your register system. This will give you the Total Sales (revenue) for the month by category. Enter these totals in the appropriate Sales categories of your Income Statement. Total sales will exclude sales tax, over rings and voids. 2. Within a week after the month has ended, total the invoices that are in each of your expense folders. To obtain the food costs, using: • •

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


4. Determine your Variable Expenses (Fixed Percent) by multiplying your total sales by the percentage you are required to pay for Franchise Royalty and A&D Fee. Enter these amounts on the income statement. These amounts may also be obtained by totaling the fees paid on your Weekly Sales Reporting Forms that you have sent to Cheeburger Cheeburger during the month. 5. Perform the following calculations to obtain your Profit (Loss). • • • •

Add all Sales (Revenue) items = Total Sales Add all Cost of Sales items = Total Cost of Sales Total Sales less Total Cost of Sales = Gross Profit Add all Operating Expenses = Total Operating Expenses • Gross Profit less Total Operating Expenses = Pre-Tax Cash Flow • Pre-Tax Cash Flow less Taxes and Debt Service = Cash Flow • Cash Flow plus Add Back Depreciation = Profit (Loss)

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

The common denominator to determine the percent of sales each of the expense above represents is Total Sales (Revenue). By dividing the Total Sales Dollars into any of the expense dollars you will get a percentage of sales Example:

Total Food Cost = $5040 = 28% Total Sales $18,000

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


•

Monthly Manual - All calculations will need to be done with a calculator. This can also be used as a weekly flash Income Statement.

•

Monthly Income Statement (Computerized) - All you do is enter the dollar amounts for each category and all calculations will be done for you. Percentage of sales will be automatically calculated for all line items. This can also be used as a weekly flash Income Statement.

•

Twelve Month Income Statement - Calculates twelve months of Income Statements while keeping tract of your year-to-date totals. Percentage of sales will be automatically calculated for all line items.



CHEEBURGER CHEEBURGER CHART OF ACCOUNTS Account Number

ACCOUNT TYPE

DESCRIPTION SALES

101

FOOD & DRINK

102 103 104

BEER & WINE GIFT CERTIFICATES SOUVENIRS

Sales of all food and non-alcoholic drink items that produce revenue. Sales of all alcoholic beverages that produce revenue Sales of all Gift certificates Sales of all clothing and other logo items that produce revenue COST OF SALES

201

FOOD AND DRINK

202

BEER AND WINE

203 501

SOUVENIRS PAYROLL TAX

206

TOTAL PAYROLL

Cost of all food and non-alcoholic beverage products used in producing menu items for sale. These items include: Meat products, produce, spices, dairy products, bakery items, etc. Cost of all alcoholic beverage products (beer & Wine) used in producing menu items for sale Cost of all Clothing and logo items offered for sale Employer payroll taxes paid. Total payroll expense which includes store labor, store management and payroll taxes. OPERATING EXPENSES

402

ADVERTISING: LOCAL

301

ADVERTISING FEE (A&D)

404

AUTO EXPENSE

405

BANK CHARGES

406

CASH SHORT/OVER

407

CLEANING PRODUCTS

408

CREDIT CARD CHARGES

409

DELIVERY EXPENSE

410

DEPRECIATION

All advertising expenditures excluding A&D Fund. This could include sports or civic sponsorship, radio, TV or print advertising. Percentage of sales dollars paid to Cheeburger Cheeburger. This amount is defined in your franchise agree,emt. All auto expenses including lease or loan payment, maintenance and insurance. Cost of maintaining your account including charges for processing checks. The difference between the actual total deposit and what should have been deposited. All products used for cleaning your facility. These items include detergent, bleach, sanitizer, mops, brooms, etc. Fee charged by credit card companies to process your charge transactions. The cost to deliver our menu product to to customers outside the store. This includes gas, tolls and parking charges. It could be for delivery charges from an outside delivery company An allowance made for a loss in value of property because of age and wear by your accountant.



ACCOUNT TYPE

411

DONATIONS

412

DUES & SUBSCRIPTIONS

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.



ACCOUNT TYPE

424

REPAIRS: EQUIPMENT

425

REPAIRS: FACILITY

426

RUBBISH REMOVAL

304

SUPPLIES: PAPER

427

SUPPLIES: SMALLWARES

428

TELEPHONE

429

TRAVEL & ENTERTAINMENT

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

Local, state or federal taxes paid Your loan payment for borrowing capital to purchase or operate your Cheeburger Cheeburger.


INVENTORY In the restaurant business, there are only two items that you can directly control that will greatly influence your profitability and cash flow; inventory and payroll. Taking and analyzing your inventory is one of the most important responsibilities you will have as an owner/operator of a Cheeburger Cheeburger restaurant. The taking of an accurate weekly inventory will serve several purposes: 1. Ordering products and supplies - You will need to know: • How much of a product you “have on hand” or in stock. • What quantity of product you have used within a specific period of time. • What amount of that product you will have to buy in order to service the business you anticipate doing over a weeks period of time. 2. Determining waste or possible pilferage that will greatly influence your profitability. 3. Control the dollar amount of inventory you carry on a week to week basis. Carrying excessive inventory will reduce your cash flow and lessen the amount of money you have to pay other bills. An excess in perishable items will lead to spoilage and increase your food cost.

WHAT IS FOOD COST? Proper food control procedures can make the difference between profit and loss for a restaurant. Food costs will account for 28% to 30% of sales. Food cost is the total cost of all food used, wasted and/or stolen. The factors for calculating food cost are: Item Price X Item usage = Item Cost. The sum of all item costs equals Total Food Cost Dollars or Cost of Goods Sold. Food cost is often described as a percent of sales. To calculate Food Cost Percent: Total Food Cost Dollars = Food Cost Percent Total Gross Sales In order to know all the Total Item Costs to determine Food Cost Percent, we need to take an inventory © 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida SECTION: INVENTORY 1


Counting Inventory - Counting inventory accurately has a tremendous effect on food cost numbers. Accuracy, or lack of it, can influence food preparation, ordering decisions and customer satisfaction. When was the last time you were in a restaurant, decided on an item to order and were told “Sorry, we ran out.” How did you feel? Counting inventory accurately takes some organization and preparation on your part. You need to: 1. Decide what day and what time of day you will always take your inventory. 2. Set up your stock room and walk-in to correspond with your inventory form. Keep paper goods together, condiments together, all meats together, etc. You will generally have an item in two places; the storage area and restaurant/cook area. We have allowed for this on the inventory form by having two areas where you record your counts; Location 1 and Location 2. 3. Update your costs of an item on your inventory regularly. You will find that produce will have the most volatile pricing fluctuations. 4. Know how an item is packaged. Are there ten pounds of an item in a box, 20 sleeves containing 100 cup lids in a carton, etc.? Beginning Inventory - Your beginning inventory is the amount of an item that you started with at the beginning of the week. Your first inventory count will establish your beginning inventory. If you start taking inventory the first week you are open for business, your total purchases will be your beginning inventory. Purchases - Every time you purchase an item, record it in the purchase column on your inventory form. Location 1 & =Location 2 - Your inventory counts will be recorded in these columns. Develop a routine. Most operators start in the front of the restaurant and work their way into the kitchen and then count the storage areas. Usage - Your usage of a product is determined by the following calculation: Beginning Inventory + Purchases - Ending Inventory = Item Usage Item usage will tell you what amount of an item you used to do a specific amount of business. After a few months, your restaurant will develop a history of usage. This will tell you how much of an item or items within a category you will use for each $1000.00 of business you do. This is commonly known as dollar/yields. © 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida SECTION: INVENTORY 2


Dollar/Yields - Dollar yields provide a scientific method for determining how much product will be needed. They help owners: 1. 2. 3. 4.

Reduce food waste. Reduce chances of running out of a product. Reduce unnecessary labor cost for food preparation. Ensure fresh quality products are served to guests.

What are DOLLAR/YIELDS? • • • • •

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.

How to figure DOLLAR/Yields. • •

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)

•

To arrive at a $Yield for any product: 1. Add the Total Adjusted Sales for a four week period 2. Add the total Product usage (from the Weekly Inventory sheet) for the same four-week period. 3. Divide the Total Adjusted Sales by the total product usage. This figure is your $Yield.

© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida SECTION: INVENTORY 3


EXAMPLE

Week 1 Week 2 Week 3 Week 4

Total Adjusted Sales $18,000 $19,000 $21,000 $22,000 $80,000

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)

$ 80,000 = $1000 per 1 (one) 50 lb. Bag 80 Bags $1,000 OF SALES FOR 1 (one) 50 lb. Bag of Onions. If this restaurant’s total sales projection for next week is $25,000, you can expect to use 25 Bags of Onions (50 lb./Bag) $Yields should be recalculated: • • • •

After a price change. After a new product introduction After seasonal changes At least once a month

Ending Inventory - Your ending inventory is the amount of product on hand at the end of the inventory period. Your ending inventory will become your beginning inventory for the next inventory period. COGS - This is the cost of goods sold during the inventory period. This dollar figure is calculated be multiplying your units of usage for a product during the inventory period times the cost of the product unit. Product Units Used X Cost of Unit Used = Cost of Goods Sold (COGS) Value on Hand - This is the dollar value of all of the stock you have on hand at the end of an inventory period. It is very important that you keep this dollar amount as low as possible. Excess inventory will: • •

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.

List all items to prepare for the day. Determine $Yields for all products listed. Verify the projected total sales for the day. Inventory those items that may have product carry over. Evaluate product quality and discard any product not meeting quality standards before you count. 5. Determine Build to Amounts The formula for calculating Build To Amounts is: Projected Total Sales = Build to Amount $Yield 6. Subtract the product on hand amount from the build to amount. The result is the Prep Amount. For products that you want to prepare twice a day, split the prep amount between lunch and dinner. Prepping twice a day will reduce waste and improve freshness. The formula for calculating Prep Amount is: Build to Amount - Carry Over Product = Prep Amount EXAMPLE: Onions (Spanish Colossal 50 lb. Bag) $3000.00 Projected Sales = $1000 $Yield/Bag

3 Cases = Build To Amount

3 Cases (Build To Amount) - 0 Cases (Product On Hand) 3 Cases (Prep Amount)

© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida SECTION: DAILY PREP 1


If your lunch sales are 67% of your total days sales and dinner accounts for 33% of your total day’s sales, the following formula needs to be used to split your total prep amount 67% X 3 = 2 Cases 33% X 3 = 1 Case Lunch Prep Morning Dinner Prep Afternoon Amount Amount Prep Amount Amount Prep 7. At the end of the day, note any carry over or wasted product amounts so adjustments to Build To Amounts or $Yields can be made.

Key Point - An indication of an effective prep and production system is when there is little, if any carry over. If shortages or too much product are on hand at the end of the day, re-evaluate the projected total sales and $Yield. Non-recorded sales, waste or theft may also be factors contributing to a fluctuation of $Yields and build to amounts.

© 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.

Deliveries must never arrive during peak periods. All merchandise must be of the highest quality. No major out of stock situations. Fair competitive pricing.

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 •

A current list of $Yields…or…this information to calculate them: 1. Previous four weeks total adjusted sales history. 2. Previous four weeks usage of items to be ordered.

•

Previous two weeks daily sales history -------------------For Sales Projections

•

Knowledge of store sales patterns or Promotions----------Special Adjustments

•

The last order placed (if it has not arrived yet)------------Product considered as On-Hand

FIRST….

Determine the average daily sales volume for each day. Use the most recent 2-week average. Mon. 1400 1300 1350

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

Determine the days the product will need to last.

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.

The order must get us through…. 5 days. Monday, Tuesday, Wednesday, Thursday and Friday. © 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida SECTION: ORDERING & RECEIVING 2


THEN….

Add the average sales volume for the days in question

Average

Mon. Tue. Wed. Thu. Fri. Total 1350 1650 1750 1900 2350 9000---------This is the volume for which you will be ordering.

FINALLY…. Calculate how many bags of onions you will need to do $9000 in sales and have a little extra in case your sales are higher. $9000 Projected Sales $1000 $Yield (50 lb. of Onions)

= 9 (50 lb. Bags of Onions)

8 X 1.1 (Cushion) = 8.8 or 9 (Bag of Onions) = Build To 9 (50 lb. Bags of Onions) = Build To - 1 (50 lb. Bag of Onions) = On Hand - 0 (Ordered But Not Received On Last Delivery) = 8 (50 lb. Bags of Onions) Need to Be Ordered TIP: With some products you need to round up. The extra .2 of a bag of onions is a small amount and could be used up over the 5-day period. If you round down, there is a possibility of not having enough product. Other products make sense to round down. If you round 1.1 cases of bulk mustard or mayonnaise up to 2 cases, the extra .9 of a case would represent several days of sales. Rounding down would not significantly cut into the cushion built into the order.

© 2002 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc. Ft. Myers, Florida SECTION: ORDERING & RECEIVING 3


RECEIVING PROCEDURES 1. It is management’s responsibility to determine who is authorized to accept deliveries. 2. Deliveries should only be accepted between the hours of 9:30 a.m. - 11:30 p.m. and 2:30 P.M. - 4:30 P.M. 3. Procedures for accepting deliveries. •

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.

•

Confirm that all items on the supplied invoice: 1. Have been delivered to you. 2. The quantity ordered is what is being delivered and that the quantity received is what was ordered. 3. The price of an item is what you expected to pay. 4. There is no damaged merchandise. 5. Inspect for quality and freshness of perishable products.

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


PRODUCT VARIANCES A product variance shows if food was lost or gained in some way. It is the difference of what should have been used and what was actually used. Calculating variances can help you identify food-handling problems such as product rotation, mistakes on orders and theft. Ideal Usage The formula for calculating a product variance is: - Actual usage = Product Variance IDEAL USAGE To calculate Ideal Usage’s you will need… • • • •

Monthly or Weekly Menu Item Sales Report Current recipe amounts for major products Inventory usage Employee Meal Log

The formula for calculating the Ideal Usage is: The number of related menu items sold X Recipe Amount . = Ideal Usage All related Ideal usages are added together to determine an Ideal Usage for a food product. Example: RECIPE AMOUNTS

MENU ITEM SALES REPORT

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


Above left are the recipe amounts for the burgers offered at this location. The above right represents a section of the Menu Item Sales Report. It totals the amount, by category, of burgers sold over a month’s period of time. Ideal Usage for burgers sold is determined by multiplying the recipe amounts for each type burger by their total units sold. In this example, 44,113 oz. or (44,113/16) 2757 lbs. of ground chuck should have been used to produce the burgers sold at this location.

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.

The formula for calculating Actual Usage is: Formula Beginning Inventory 262 lbs. + Product Received 3000 lbs. - Lbs. Consumed By Employees 53 lbs. - Ending Inventory 423 lbs. = Actual Usage 2786 lbs. Our inventory calculations, if accurate, tell us that 2786 lbs. of ground chuck were actually used.

PRODUCT VARIANCES A product variance is the difference of what should have been used and what was actually used.



The formula for calculating product variance is: Formula Ideal Usage - Actual Usage = Product Variance -

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: • • • • • • •

Inventory was not accurately done Meatball weights were excessive Employees forgot to write down what they consumed Spoilage You did not receive what you thought was delivered Order mistakes. Thrown away product due to mistakes. Employee Pilferage

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 • • • • • • • •

Take accurate inventories Stress to you staff the importance of writing down EVERY burger consumed. Check incoming inventory thoroughly. Open all meat boxes to ensure that no packages have been taken Rotate product. First In, First Out (FIFO) to avoid spoilage. Weigh each meatball made. Your eye is not a scale. Keep a list of spoiled & wasted (Mistake Orders) product. Keep the back door locked. Check garbage being taken out of the restaurant. Do more frequent inventories of meat product.



You can not calculate the product variance of every product used in your restaurant. You should calculate the product variances for: • • • • •

Meats – Beef, Chicken and bacon Cheeses Beer Wine Any item whose dollar yield is significantly out of line for the inventory period.



INVENTORY ITEM Bacon Chicken Breast Hamburger

PACK Lb. Lb. Lb. 3.5 OZ. 5.5 OZ 7 OZ 10 OZ

Hamburger Total

Beg. Inv. Purchases Location 1 Location 2 End Inv. Beginning Inventory + Purchases - Ending Inventory = COGS

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:


INVENTORY ITEM A-1 Sauce 12/10oz. BBQ Sauce Black Pepper Pepper Packets Croutons Garlic Salt Ketchup Bottle Ketchup Pouch Ketchup Packets Mayonnaise Mayonnaise Packets Mustard Mustard Packets Olives Olive Oil Pickles Relish Salad Dressing - French Salad Dressing - Itallian Salad Dressing - Ranch Salad Dressing - T. Island Salad Dressing - Fat Free Salt Salt Packets Sweet n Low Tobasco Sauce Vinegar

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.

Half & Half Ice Cream - Chocolate Ice Cream - Strawberry Ice Cream - Vanilla Ice Cream - Vanilla Diet Ice Cream - Other Ice Cream - Other Margarine - Liquid Margarine - Solids Milk - Whole

Carton Tub Tub Tub Tub Tub Tub Container Lb. Gallon


Usage

Unit Cost

COGS-$$$

Value on Hd

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

#REF!

0

$0.00

#REF!

TOTAL DAIRY PRODUCTS: Batter Mix Malted Powder Oreo Cookie Crumb Peanut Butter Peanut Cooking Oil

Container Can Box Jar Container

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

TOTAL OTHER PRODUCTS:


$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

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

$0.00

$0.00

TOTAL BAKED GOODS: Barg's Root Beer Pepsi Cola Diet Pepsi Mountain Dew Orange Pink Lemonade Root Beer Coffee Ground Regular Coffee Decafinated Ice Tea Hot Tea Perrier Water Naya Water Fruit Intergration Strawberry Passion Orange Juice Beer Beer Beer Beer

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:



INVENTORY ITEM 18" Aluminum Foil 18" Cello Wrap Bag - #10 White Paper Bag - Logoed Bag - T Shirt Bleach Boil Out Compound - Fryer Boxes 10" X 6" X 3" Boxes 6" X 6" X 2 1/2" Boxes 6" X 6" X 4" Can Liners 12 -16 Gallon Can Liners 45 Gallon Classic Cruisers 10 Types Coffee Stirrers Cup - Foam - 12 oz. Cup - Foam - 24 oz. Cup - Lid - 12 oz. Cup - Lid - 24 oz. Degreaser Frill Toothpicks Glass Cleaner Gloves - Disposable Grill Bricks Guest Checks Paper - Deli 12" X 10 3/4" Paper - Patty 5 1/2" X 5 1/2 Paper Towel - Brown Paper Towels - Kitchen Plastic Forks Plastic Ice Tea Spoons Plastic Knives Plastic Spoons Register Rolls Sanitizer Souffle cup 2 oz. Souffle Cup 4 oz. Souffle Lid 2 oz. Souffle Lid 4 oz. Straws - Unwrapped Toilet Tissue Toilet Tissue Towel - Hosehold Roll Towel - Hosehold Roll Towel - Brown Paper

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

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

$0.00

0

$0.00

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0

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0

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0

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0

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0

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0

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0

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0

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0

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0

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0

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0

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INVENTORY ITEM

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Usage

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$0.00

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TOTAL PAPER & SUPPLIES: Aprons Crayons First Aid Kit Film - Polaroid 600 Magic Markers Mason Jars Menus - Kid's Coloring Mat Menus - Store Menus - Take Out Menus Fax Metal Forks Metal Ice Tea Spoons Metal Knives Metal Spoons Mugs - Coffee Pens Thumb Tacks - Push Pins Tool Box Towels - Cloth

Each Pack Inventory Pack Each Each Bundle Each Bundle Bundle Bundle Bundle Bundle Bundle Bundle Each Box Each Each

0

TOTAL OTHER SUPPLIES: Souffle Cup 4 oz. Souffle Lid 2 oz. Souffle Lid 4 oz. Straws - Unwrapped Toilet Tissue Toilet Tissue Towel - Hosehold Roll Towel - Hosehold Roll Towel - Brown Paper

Sleave Sleave Sleave Box Roll Roll Each Each Each

$0.00

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0

$0.00

$0.00

0

$0.00

$0.00


INVENTORY ITEM Recap Total Meats: Total Produce: Total Condiments: Total Dairy: Total Other Products: Total Baked Goods: Total Beverages: Total Paper & Supplies: Total Miscellaneous: Grand Total: Gross Sales: Food Cost %: Paper Cost %

PACK COGS-$$$ $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Beg. Inv. Purchases Location 1 Location 2 End Inv. Usage Beginning Inventory + Purchases - Ending Inventory = COGS Value-Hd In order to reset Inventory for next week please press $0.00 [Control] N $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

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#DIV/0! #DIV/0!


COGS-$$$

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Section VII: Equipment



Store Design and Construction Process - Revised 3/23/12 This document is being provided to help you understand the Cheeburger Cheeburger store design process. The information needed to assess your store site, your store’s construction and the opening of your new Cheeburger Cheeburger Restaurant will be detailed in our “New Store Opening” binder. The binder will be provided and explained by the Development Department upon signing of your agreement. THIS IS YOUR GUIDE TO OPENING A NEW STORE. REVIEW IT IN DETAIL. We require that all the following steps be followed. You will not be authorized to begin construction until the process is complete and you have received written approval from the Director of Design and Construction. This “Process” will be used in conjunction with the following documents which will be contained in your “New Store Opening Binder”: 1. Store Design Process Spreadsheet. 2. New Store Budget Spreadsheet. 3. The Cheeburger required “Furniture, Fixtures & Equipment Specs.”. Please note the word “required,” as there are no substitutions allowed without WRITTEN authorization. 4. A list of any optional equipment available. 5. The Cheeburger required “Interior Finish Materials Specs.”. Please note the word “required,” as there are no substitutions allowed without WRITTEN authorization. 6. Construction Bid Spreadsheet Step One: After you have received an “agreed to” Letter of Intent from the landlord, and the Development Department believes the “Deal” will happen, you will need to submit a site verified CAD plan of your proposed space to the Director of Design & Construction. We will take into account the date of your site submission, possession date of your space and when your rent commences as to when your initial plan will be done. Step Two: From this preliminary plan a restaurant layout will be developed and sent to the Cheeburger store design group for review. The group will provide any suggested plan modifications within a 10 day time period. During this preliminary layout process you should be looking for a local architect and several local contractors to bid on your project. The Director of Design & Construction will provide an Architect’s scope of work guidelines if necessary and help you in reviewing the Architect’s bids. Steps Three, Four & Five: When the initial plan has been reviewed by the Cheeburger store design group and finalized it will be sent to you. Please have your local architect, engineer/s or other “Responsible Party” review the plan with regard to any and all local code issues that may have a bearing on the floor plan (restroom size, preliminary health dept. issues, traffic

aisle widths, egress requirements, etc.). All parties will have 10 days to review the layout and send their comments back to the Director of Design & Construction for possible revisions. Final layout and the approval thereof is the responsibility of the Director of Design & Construction. Please review this layout carefully as this plan will be the basis for Step Six. Revisions to the floor plan after Step Six will likely result in staff design and drafting fees being charged. Steps Six, Seven & Eight: The Director of Design & Construction will provide you and your architect with a CAD plan of your store layout, a CAD plan of Cheeburger’s Typical Interior Details, a CAD plan of a typical Cheeburger Reflected Ceiling/Lighting layout, CAD plans of typical Cheeburger interior elevations and an equipment specific listing of typical equipment rough-in/points of connection. Once your CAD plan is finished, a “Cut Sheet” Zip File detailing the standard Cheeburger equipment items and a list of typical rough-in connection requirements will be forwarded to you for disbursal to your local architect, for your own use and for your General Contractor. From these materials, your architect will prepare a full set of construction plans (as necessary to suit local building code review and permits) and submit one electronic set of these plans to the Director of Design & Construction. The Director of Design & Construction will review these plans with regard to adherence to Cheeburger specs., note any required changes, and notify you via a Plan Review Memo as to revisions or corrections that may be necessary. THE ARCHITECT THAT YOU HAVE SELECTED WILL BE RESPONSIBLE FOR INSURING THAT THESE PLANS MEET ALL LOCAL CODES AND/OR REQUIREMENTS, MOST ESPECIALLY, THOSE ITEMS RELATED TO THE MOST CURRENT ADA COMPLIANCE GUIDELINES. Step Nine: You or your architect will be required to resubmit the revised/corrected plan pages to the Director of Design & Construction. When approved, Director of Design & Construction will issue a Plan Approval Memo to you and the Cheeburger store design staff via email. Once your plans are approved by Cheeburger please you or your architect must submit one complete paper set of plans to the Director of Design & Construction for use during construction to record any changes that may impact item selections, sizing, etc. Step Ten: Submit your plans to the local authorities (building department, health department, etc.) for necessary approvals. Since the governmental approval process can take anywhere from two to eight weeks this submittal can be done concurrently with the Cheeburger plan review process. In some instances, it could take longer than eight weeks for local government approvals – please factor this into your store opening time line. Any material changes to the plans by the governing authority after approval by Cheeburger Cheeburger must be sent as paper copies to the Director of Design & Construction. Step Eleven: Submit your plans to at least three local contractors to obtain construction bids – including the receiving, inspection, handling, assembly and setting/mounting in place of all furniture and equipment items (unless specified otherwise in your project quote for same. Allow a minimum of two to three weeks for the contractors to respond. Use the

example Bid Breakdown provided to summarize the bids received. Once you have received bids and completed the summary you must send all bid information to the Director of Design & Construction for review. During this process the Director of Design & Construction will analyze the information and help you make an informed decision as to which contractor to select. Ultimately, however, the selection of a general contractor is yours. You will receive a quote from Rees Design/Sales for the equipment, furniture and specialized interior finish materials, lighting and décor items called for on your specific restaurant layout. If you choose to purchase the equipment, furniture or materials elsewhere, remember, there are NO SUBSTITUTIONS ARE PERMITTED. The purchased items and materials must be of the same brand and model number as specified on the “Required Equipment” list & the “Required Interior Finish Materials” list. A copy of your quotation (with all equipment & materials details and line item pricing) must be submitted to the Director of Design & Construction and approved by Cheeburger Cheeburger before it is ordered. Any deviation from the specified equipment and/or materials will hold up the final approval of your restaurant and therefore it’s opening date. Please allow six to ten weeks (depending upon seasonal demands) from the time you order your equipment and/or materials until delivery to the restaurant. Your G/C MUST review and verify finish materials quantities and any site specific sizes of items such as wall benches, pass-thru window openings & related wall thicknesses, etc. with your selected supplier prior to ordering to insure that appropriate and adequate quantities are provided on the initial order. Failure to do so will most likely result in increasing your investment and/or delaying your restaurant’s opening. Steps Twelve, Thirteen & Fourteen: Once you have hired a contractor, have received all local permits and approvals and selected your equipment supplier, a completed Construction Budget including equipment, materials and "Decor" package are to be submitted to the Director of Design & Construction. Once approved, the Director of Design & Construction will inform you that construction can begin. Please provide your selected G/C with a copy of the Cheeburger Equipment Cut Sheet Zip File for job site use as may be necessary. By this time you will have been contacted by the Director of New Store Openings who will provide an updated version of the "Cheeburger Cheeburger New Store Opening Manual" in binder form. This manual will help guide you through all the necessary remaining steps you'll need to take to get your restaurant open. It will be reviewed with you by the Director of Training during your formal franchise training. The initial review will outline the timetable for all tasks which you'll need to complete. The Director of New Store Openings will contact you at least once per week 30 days prior to opening to review your progress. Once construction has started it will be your responsibility to provide the Director of Design & Construction with an update as to any and all construction cost revisions (additions or deducts) every two weeks as your store build out continues. This is critical & necessary to insure that your construction costs end up within the Construction Budget as set forth above.

This process and all related documents are intended to help you through the construction of your restaurant. It is both a guideline AND the Cheeburger Cheeburger procedure that you are required to follow. Any deviations from this policy will most likely result in unreasonably increasing your investment and/or delaying your restaurant's opening. If at any time you have any questions please don't hesitate to contact the Director of Design & Construction and/or the Director of New Store Openings.

CHEEBURGER CHEEBURGER SPECIFICATION LIST EQUIPMENT & FURNITURE ITEM # 1 2 3 4 5 6 7a 7b 8

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

Soda & ice dispenser – outside vendor item Coffee maker – outside vendor item Hamilton Beach #94950 milk shake mixer – 2 ea., plus 12 ea. additional agitators Nelson #DW hang-on dipper well w/T&S #CW-4A-60 quick disc. water line kit FCS custom 24”x30” stainless steel glass rack storage unit w/work top & back splash (stores three ea. Standard cup/glass racks) FCS custom 24”x96” 16 ga. stainless steel pass-thru shelf Victory #VPT-199S refrigerated prep. table w/casters & ext. warranty Victory #UF-48-SBS work top freezer w/casters & ext. warranty Prince Castle #297-T20 bun toaster w/#511 butter wheel Aero #HSF series hand sink w/faucet & drain (local codes may call for optional #2S side splashes) Potato barrel – smallwares package item Vulcan fryer battery; 3 ea. #GR65F fryers w/integral Kleenscreen filter system, gas manifold, casters & T&S quick disc. kit (NOTE: some locations, with prior approval, may use a fryer battery w/2 ea. #GR65F fryers and 1 ea. #GRF45 fryer) Victory #GRS-2-S7 griddle stand w/drawers, casters & 16 ga. stainless steel marine edge top & ext. warranty Vulcan #972-A griddle w/rear grease trough, T&S quick disc. kit & extended warranty (NOTE: some locations, with prior approval, may use various combinations of other sizes of Vulcan heavy duty gas griddles (#9**-A) with a rear grease trough – the size of Item #30 must vary accordingly, and/or the appropriate Vulcan heavy duty griddle stand must be added Captive-Air #5124ND-PSP exhaust hood w/MUA plenum & stainless steel hood to clg. closure panel - #304 stainless steel on exposed surfaces & stainless steel wall panels extending 1’-6” beyond hood dimension. Exhaust hood is 16’-0” overall length, supplied in 2 ea. 8’-0” sections, plus a 1’-0” end housing for the fire suppression tank/control package. Captive-Air cold climate roof top package consisting of 1 ea. #NRTP-BDHMUA2-12-G15--NCA18FA combo unit, w/#NCA 18FA exh. fan, #NSAU1-G15 heated make-up air furnace, #CRB21”x106” roof curb, back draft MUA fan damper, #31111002 electric control panel Captive-Air warm climate roof top package consisting of 1 ea. #NRTP-BNSAU-2G12-NCA18FA combo unit, w/#NCA18FA exh. fan, #A1-G12 supply fan, #CRB32 5”x75”X14/20 roof curb, back draft MUA fan damper, #31111002 electric control panel NOTE: For Captive-Air start-up assistance contact – 800-334-9256 (Service Department)

21 22 23 24 25 26 27 28 29 & 35

30 31a

32

33

33 Alt.


Cheeburger Cheeburger Furniture, Equipment & Specialty Materials Specs. Page Three ITEM #

DESCRIPTION

34

Pre-piped Ansul fire suppression system (part of Captive-Air exhaust hood package) New Age #1215 mobile fry basket rack Penn Refrigeration 6’-9”x14’-3”x8’-6” high walk-in cooler/freezer combination (floorless cooler w/4’-0” freezer compartment w/floor, std. doors & self-contained Pro-3 ref. unit (size and refrig. Pkg. may vary with site plan) I.R.S.G. E-Poxy epoxy coated cooler shelving, (size and quan. per site plan) – “Silver” epoxy finish Aero #3TSS-3696 work table w/double undershelf (length may vary with site plan) Bag-in-box soda system – outside vendor item I.R.S.G. E-Poxy epoxy coated dry storage shelving – 86” posts, 18” deep shelves, (quan. per site plan) – 5 tiers high – “Silver” epoxy finish I.R.S.G. E-Poxy #HDR-2448FE dunnage rack for potato & onion storage (size and quan. may vary per site plan) – “Silver” epoxy finish Victory #UR-27-SBS work top refrigerator w/casters & ext. war. Aero #3MP-2124-8L stainless steel mop stall w/mop rack and H.D. faucet (local code may require unit with legs – Aero #3MP_2124-BL) Aero #3TSS-3096 work table w/undershelf & #T-119 drawer (table length may vary with site plan) Berkel #827-A medium duty 12” slicer (not recommended for slicing cheese). Optional Berkel #919-A heavy duty slicer is approved Aero #3FS-2116-18RL three bowl sink w/two drainboards & T&S #B0231 faucet. Optional Aero #3FS-2116-18 R or L two bowl sink w/one drainboard & T&S #B-0231 faucet (may be used if accepted by local codes) I.R.S.G. E-Poxy wall mtd. epoxy coated wire shelves consisting of wall mounting standards & mounting brackets as necessary for 14” deep lower shelves & 18” deep upper shelves, (size & quan. per site plan) – “Silver” epoxy finish Aero #3CD-L or R-24 clean dish table w/stainless steel legs Aero #3SD-L or R -48 soiled dish table w/pre-rinse skin w/scrap basket, T&S #B-0166 spray unit & #Aero #3SW-2122 wall mtd. glass rack shelf Low-temp. dishwasher – outside vendor item FMP #188/1003 wall mounted fry cutter w/mtg. bracket Cornelius #XAC-630 ice maker w/#B-530-AP bin & water filter Hatco #GRAH-84D-3 tandem heat lamps w/rheostat control, remote switch housing & 3” tandem unit spacers (unit to have 4 ea. individually controlled 42” heat lamps) I.R.S.G. E-Poxy wall mtd. epoxy coated wire shelves consisting of wall mounting standards & mounting brackets as necessary for 14” deep lower

35 36

37 38 39 40a 40b 41 42 43 44 45

46

47 48 49 50 51 52 53


Cheeburger Cheeburger Furniture, Equipment & Specialty Materials Specs. ITEM #

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

Koala Vertical wall mount baby changing station – 2 ea.

-

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

Crossville 8”x8” porcelain floor tile w/Cross-Slate texture, colors #A-660, A-880 & A-900, (quan. & pattern per site plan & Typical Details plan sheet) Metro #57X Gray 8”x8” floor tile w/grit, (quan. per site plan) Metro 6”x8” matching quarry tile cove base (w/o grit), (quan. per site plan) Richmond “Custom Style” #L7009 carpet (quan. per site plan) Kemlite Optimax HPL high impact panel w/Wilson Art #7908-60 “Sanibel Maple” surface (quan. per site) RDS polished aluminum wainscot divider & edge trim molding (quan. per site) RDS custom Chair rail per Typical Details plan sheet, including LaminArt #9151-5 “Oceania” laminate insert (quan. per site plan) Upper Wall Paint – Sherwin Williams Duration Home #SW-1582 “Strawberry Fields” w/satin finish – by G/C Interior Door & Trim Paint – Sherwin Williams Duration Home #SW1754 “Tide Pool” w/satin finish – by G/C 15.0 MM pink neon trim strip (std. “Blue” glass pumped w/neon gas) – locally supplied & installed item RDS Trim Maker #T443/T201BC 1-1/2” chrome molding (quan. per site plan) RDS custom “Burgers” border wall covering (quan. per site plan) Rigidized #QLT-3/BA quilted stainless steel panels w/RDS edge & divider molding (quan. per site plan)

F2 F3 2 3 4 5 8 9 10 11 14


Cheeburger Cheeburger Furniture, Equipment & Specialty Materials Specs. -

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)

-

All finish material item numbers shown correspond to Cheeburger Cheeburger Standard Finish Schedule. Requested deviations from this list must be submitted to CCR, Inc. for review and may not be implemented without written approval. OPTIONAL DÉCOR & FINISH MATERIAL ITEM #

DESCRIPTION

13

Eliason #LWP-3 Easy-Swing interior door w/Black laminate surface & 12” stainless steel base plates – size per floor plan


CHEEBURGER CHEEBURGER INTERIOR FINISH SCHEDULE Rev.11/10 NO. F1

DESCRIPTION

SUPP. BY

Crossville 8”x8” porcelain floor tile w/Cross-Slate texture, colors A-880, OWNER & A-900, w/unpol. finish color A-660 (pattern per Typical Details page) Crossville color #A-880 6”x8” cove base to be used in rest rooms F2 American Olean #ON46 Gray 8”x8” floor tile w/grit surface OWNER A.O. 5”x8” matching quarry tile cove base in kitchen & rest rooms (w/o grit) Unless required by local code cove base in Soda Bar to be 4” black vinyl F3 Richmond “Custom Style” #L70010 carpet – inst. to be direct cement down, all OWNER carpet to tile edge to be Johnsonite #CE-XX-C snap down divider – Black 1 4” black vinyl cove base – satin black finish G/C 2 Wainscot paneling – Marlite “Cheeburger” high impact panel w/”Cheeburger Maple” surface - all grain to run vertically 3 RDS polished alum. wainscot divider & edge trim molding RDS #550 & 551 OWNER 4 McCue Chair rail per Typical Details plan sheet, inset area to be per Item #6 OWNER 5 Upper wall paint – Scuffmaster “Scrubtough” #LE437 “Sanibel Pink” G/G w/satin finish 6 1”x1” mosaic tile insert – American Olean “Cheeburger Mix” with dark OWNER charcoal grout 7 Interior door trim – painted per #8 8 Interior door & trim paint – Scuffmaster “Scrubtough” #LE438 “Ft. Myers G/C Aqua” w/satin finish 9 15.0 MM pink (std. blue glass pumped w/neon gas) neon trim strip – locally OWNER supplied item 10 RDS Trim Maker #T443/T201BC 1-1/2” chrome molding OWNER 11 RDS custom “Burgers” border wall covering OWNER 12 Rest room and kitchen walls – Kemlite white FRP w/matching moldings & trims G/C - to be Fire-X rated if required by local code (or equal) 13 Eliason #LWP-3 Easy-Swing interior door w/Black laminate surface & 12” G/C stainless steel base plates – size per floor plan 14 Rigidized #QLT-3/BA quilted stainless steel panels w/ divider & edge molding OWNER - RDS # 250 & 251 15 Service Counter tops – all tops to be Wilson Art #4578-07 “Mesa Blanca” w/ G/C 1-1/4” polished ribbed aluminum edge on customer side, self edge on server side – bottom and back edges to be white vinyl 16 Misc. wood trim –Plastic Lumber Yard LLC, black premium grade recycled G/C Lumber – 2x8 - used as divider wall caps, 5/4x4 to 5/4x8 used as vertical trim at rest room corridor, etc. 17a Hanging light above seating areas – Hudson Valley #7620-SN – bottom to hang OWNER at approx. 84” AFF 17b Hanging light above Soda Bar – Hudson Valley #7630-SN – bottom to hang OWNER at approx. 72” AFF 18 Glass block – Pittsburgh Corning “Décor” 8”x8” w/white grout – divider walls G/C to utilize finished edge top, end and outside corner blocks 19 Neon behind Soda Bar glass block – per #9 OWNER

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

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OWNER G/C N/A

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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

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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.

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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 ([email protected])

6.

Marketing Bob Wright Wright & Company 305-304-4166 fax 305-289-0548 [email protected] 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 [email protected] 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 [email protected] 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 [email protected] 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.

Dishwasher and Sanitation Chemical System EcoLab The ES-2000 monthly rate is $72.95 with a monthly minimum purchase of chemicals through Sysco of $100.00. The initial term of the lease is one year and renewed on a month-to-month basis thereafter. The first two months of year one are “no charge” for the lease. All parts and maintenance on the machine are repaired “at no charge” as part of this lease program

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.

Paper Goods/Logo Glassware Dade Paper Andrew Paton [email protected] Dade Paper is our exclusive paper goods vendor. They will create an account for your store and deliver direct. You must purchase all logo products and glassware through Dade, however you may purchase additional paper products locally, if you choose. We encourage you to shop pricing and quality before making a decision.

Revised 06.2013

19.

Credit Card Processing & Gift Cards Mercury Payment Systems You will need to use the registration link on our corporate intranet site to set up your account. You must have phone service installed when making the application and they will require a minimum of four weeks. You must also provide your Merchant information to PAR through David Cooperman so that they can program your POS system accordingly.

20.

Kids Meals Classic Cruisers/Crayons Kid Stuff Marketing Carol Roush 800-677-4712 You are required to serve your kids’ meals in this logoed classic cruiser and the children’s menus are accompanied by a logoed 4 pack crayon. These products are available exclusively through Kid Stuff Marketing.

21.

Garbage Removal/Waste Oil Removal Consult local Yellow Pages for Garbage removal. The suggested dumpster size is 4 yards with collections 2 to 3 times per week. Prices vary. Darling International is our preferred vendor for waste oil removal as they convert the used product into bio-diesel fuel. Use the online link to request a quote.

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.

Wait Staff Books/Check Presenters/Tip Trays American Express 877-692-6373 Complimentary and may be ordered by calling the number above.

24.

Linen Supplier/Logo Mats You are welcome to consider any company to provide linens and aprons. You are required to purchase logo mats for your front door. If your vendor does not already have our mats in inventory, they must contact Jeffrey Jablow for licensing approval for our logo and image.

Revised 06.2013

25.

Telephone/High Speed Internet You will be required to have 2 voice lines with rollover and a dedicated additional line for fax and credit card back up. Additionally you will need a dynamic IP address and high speed internet for credit card and gift card processing. You must have a fax machine located at your bar next to the POS system to accommodate our online ordering system.

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

Refer to Daily Server’s Report For Gift Certificate Sales and Redemptions

Refer to Daily “Z” Report for Gift Certificate Sales or Redemptions

-- revised 1.1.07

Chee Burger Operations Manual

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