CHAPTER 13 FOODSERVICE  MANAGEMENT As  a  senior  MS,  you  may  be  charged  with  the responsibility  of  managing  a  general  mess  (GM).  This could be one of your most challenging and rewarding assignments. During the course of your career, you probably have gained a wealth of knowledge as your responsibilities have increased. At this point, you should understand  all  phases  of  foodservice  operations  for which you have been responsible. This chapter discusses procedures that are used in combination   with   your   acquired   experience   and rate-related  reference  guides  to  enable  you  to  efficiently manage a GM. GMs are established to provide Navy personnel with   wholesome,   nutritious,   well-balanced   meals through  the  proper  preparation  and  service  of  food items. At this point, you should know that you (the senior MS) are responsible for making sure the highest standards of foodservice are upheld. As the senior MS, you are responsible to the food service officer (FSO) for the efficient management of the GM. You must plan menus, order all food items, schedule  deliveries  of  food  items,  and  check  and  inspect receipts. You must supervise storage and issue of food items  and  determine  load  capacity.  You  also  must administer  work  schedules  for  foodservice  personnel, assign jobs to the rotational pool personnel, and initiate corrective  action  to  maintain  the  facilities  and equipment. With aid from the medical department, you must administer a training program for the foodservice division in food sanitation. Instruction should be based on the Bureau of Medicine and Surgery’s  Manual of Naval Preventive Medicine,  NAVMED  P-5010,  chapter 1, “Food Sanitation.” FOODSERVICE ORGANIZATIONAL AND PLANNING POLICIES Messes are operated according to the various laws, directives, regulations, and instructions. Some laws apply to all services while others apply only to the Navy. Some  regulations  and  instructions  are  Navywide  and some are local. As an MS first class or chief, you should be familiar with those that pertain to the operation of your particular GM. It is your job to see that they are enforced. The  procedures  contained  in  the  Food   Service Management, NAVSUP P-486, volume I, establishes policies to administrate, operate, and manage Navy GMs  afloat  and  ashore.  These  procedures  are  the minimum  that  is  essential  to  good  foodservice management and are mandatory unless specifically stated  as  optional.  However,  these  procedures  are  not limiting when conditions require additional controls. When  necessary,  heads  of  supply  departments, commanding officers (COs), or higher authority may supplement procedures that do not conflict with the NAVSUP P-486. The  Foodservice   Operations,   NAVSUP  P-421, complements the NAVSUP P-486. The NAVSUP P-486 is  directed  primarily  to  foodservice  administration.  The NAVSUP P-421 presents the other half of the picture by providing  basic  information  about  such  actual  food operations  as  inspection,  storage,  menu  planning, preparation, and presentation. The  NAVSUP  P-421  also  includes  suggestions  on how  to  organize  a  foodservice  division  training program. Additionally, it provides detailed information on  getting  the  maximum  use  of  foodservice  personnel and  resources. MESSING FACILITY ORGANIZATION To carry out the purpose of the foodservice division, GM organization requires the efficient arrangement of personnel  by  functions.  This  requires  dividing  the activities and assigning responsibilities and authority to specific  individuals  within  the  foodservice  division. GM  organization  varies  according  to  the  mission, physical  characteristics,  and  complement  of  each  ship or station. When prescribed by the type commander (TYCOM),  the  supply  department  head  prepares  a supply department organization manual. This manual contains a description of each component’s function within the division. It also assigns areas of responsibility and  authority,  including  tasks  of  key  personnel. The  supply  officer  prepares  an  organizational  chart for the department. This chart identifies the essential functions and a clearly defined channel of responsibility and  authority.  An  example  of  a  typical  organizational 13-1