applying expert systems technology to the implementation of a forecasting model in foodservice

THURSDAY, OCTOBER 20

POSTER SESSION: FOOD AND NUTRITION MANAGEMENTAPPLYING EXPERT SYSTEMS TECHNOLOGY TO THEIMPLEMENTATION OF A FORECASTING MODEL INFOODSERVICE. N.C. Sanchez, J.L. Miller, PhD, RD, B.L. Brooks,MS, RD, and L.A. Snchez, Department of Hotel, Restaurant,Institution Management and Dietetics, Kansas State University,Manhattan, KS.

The objective of the study was to develop a naive expertsystem model to replicate the knowledge, experience, creativity,judgment, and intuition of the forecast knowledge expert infoodservice. The knowledge-based system (expert system) iscomputer technology that guides the completion of tasks thatusually require specialized knowledge and experience. Onebenefit of the technology is that an expert system makes itpossible for non-experts to gain specialized assistance withoutdealing with the time and location limitations that often restricthuman experts. These specialized systems gather and examinedata to assist managers in making better decisions. The expertsystem model developed in this study served as a tool for thefoodservice manager/dietitian in the forecasting process. Aseries of interviews with the knowledge expert (foodservicemanager/dietitian) were made from August through December,1993. Data for 110 menu items were collected and groupedaccording to student preference and food type. The collectionsite was a university dining center which utilized a food courtconcept. Three of the four service lines were forecast. Theseservice lines included mexican, italian, classic, and deli menuoptions. A total of over 240,000 potential combinations of menuitems exist based on the variety of offerings available tostudents. An expert system software shell and spreadsheetsoftware were used to develop the system. A naive expertsystem for forecasting menu items was developed. It was thentested by the forecast knowledge expert/dietitian, the researcherand other users, to evaluate the user friendliness and accuracy.Evaluation included a six-week test period where the model wascompared to the knowledge expert/dietitian forecast. Error wasreduced, using Mean Absolute Deviation (MAD) and MeanSquared Error (MSE) from MAD of 22 and MSE of 718 to MADof 0 and MSE of 1.

USE OF FOCUS GROUPS TO IMPROVE NUTRITIONSERVICES IN A WORKSITE CAFETERIA. C.A.Perlmutter, PhD, RD, M.B. Gregoire, PhD, RD,and D.D. Canter, PhD, RD, Department of HealthServices, Lehman College of the City Universityof New York, Bronx, NYThe purpose of this study was to gather

baseline data regarding employee attitudesabout healthful foods and their opinionsregarding foods served at the Kansas FarmBureau and Affiliated Services (KFB) employeecafeteria. Focus groups were chosen for thisstudy because they allowed discussion withrespondents about their ideas and concerns.Six focus groups were conducted, yielding theopinions of 52 KFB employees. To help promotediscussion, the researcher conducted the focusgroups and assured participants that theiranswers were confidential. Informationsupplied by focus group participants includedbeliefs about healthful foods served in thecafeteria, suggestions for ways to increasecafeteria customer counts, marketing ofcafeteria menu items, and presentation ofnutrition information. Nutrition informationrequested by focus group participants includedgrams of fat and calories. Participantssuggested labeling healthful food in the KFBcafeteria with a symbol identifier. Theybelieved that employees want general nutritioninformation without too much detail. Focusgroups were an effective format for the presentstudy. They provided valuable information tothe foodservice director in a non-threateningenvironment and gave KFB employees anopportunity to interact with each other.Information from such focus groups also couldbe used to provide baseline data for developingmarketing surveys to assess customerperceptions of the foodservice operation.

REGISTERED DIETITIAN AND DIETETIC TECHNICIANSTAFFING AND SALARY PATTERNS: A COMPARISON BYLOCATION AND HOSPITAL TYPE. P. Nickola, MS, RD and B.J.Visocan, MS, RD, University of Illinois Hospital and Clinics, Chicago,IL and Loyola University Medical Center, Maywood, IL

The Nutrition Administrators of Chicagoland (NAC), a professionalgroup composed of clinical nutrition managers (CNMs), conducted asalary and staffing survey in June 1993 of all member hospitals.Questionnaires were mailed to 82 hospital based CNMs in Chicago andneighboring suburbs. This tool was designed to investigate whetherregistered dietitian (RD) and dietetic technician (DT) salaries and pa-tient caseloads varied by hospital type and location. Specifically, re-spondents were asked to provide information regarding: 1) facility de-scription (urban (U) vs suburban (S) and teaching/university (TU) vscommunity (C)); 2) size/census; 3) non-management clinical staffing(RD, DT and support staff full-time equivalents (FTEs)); 4) RD annualsalaries (RD eligible, minimum RD starting, and median RD); and 5)DT annual salaries (minimum DT starting and median DT).Results: Thirty four questionnaires were returned and analyzed usingStudent's t-test. There was no difference in RD and DT salaries be-tween TU vs C hospitals. Nevertheless, TU have a larger average cen-sus (341 vs 178, p<0.01), which is managed by hiring more staff. Thereare more non-management RDs (6.9 vs 3.5, p=0.02) in TU vs C hospi-tals, but their caseload was similar (50 vs 51). There are more DT FTEsin TU hospitals (2.9 vs 1.1, p=0.02), but they are responsible for 1/3 fewerpatients (118 vs 162). A comparison of RD and DT salaries andcaseloads by S vs U location showed no significant differences.

Min RD Min RD Median Min DT Medianeligible RD DT

TU $26,147 $26,829 $31,124 $17,416 $21,131C $25,616 $25,991 $31,080 $17,217 $20,446U $25,588 $26,511 $30,446 $17,236 $21,530S $25,928 $26,343 $31,299 $17,346 $20,594Conclusions: In this metropolitan area, the widely held notion thatsalaries and patient caseloads vary by type of hospital and location isnot supported. Thus, CNMs should develop alternative recruitment andretention strategies.

'VALUING DIFFERENCES': PROMOTING TOLERANCE.TEAMWORK AND JOB SATISFACTION IN THE DIVERSEWORKPLACE. LB. Rosenzweg, DL Brigham and Women's HospitalBoston, Massachusetts

The Nutrition and Dietay Services Departments at Biam andWomen's Hospital (BWH) embarked on a management tey to raiseemployee morale and enhance cross cultural relaionahips. 234 out of 250employees paricpated. Methodology included taking 1-2 photographs ofeach employee. In a 5-10 minute iterview, each employee was askedabout their place of bith. favodte ethnic food. and the values and wordthey live by. Each of the photos with biogrphical information weremounted on colrfid letter.ase pieces of construction paper and displayedin the cafeteria and kitchen for two weeks sixteenn at a time, eight in eachlocation). At the stat of each new rotaion of photos, a reception for thesixteen employees honored was given n the kitchen These gatheringfacilitated social exclhanes between food service workers and clinical stafiAs a visual reminder of the wealth of cultres represented a laminatedNational Geograpic world map (49.5" X 75") was mounted in thekitchen A employees were asked to put themselves on the map byplacing flap and pin in their country of bith or upbingi The BWHadministration recognized his project by dcdicting a two week hospital-wide program on mulcnaiism to the department of Nutrition andDietary Services. This inched reproducing enlarging and compuiiing28 of the photo biographies and placing them on display with the map inthe front lobby of BWEL Throughout the hospital, the importance ofnutrition and dietary services was heightened and the insight andopportity gained by working in a divet commit was brought tolight During this period of Vahing Differences." there was a 4% increasein accuracy on the tray line and a 5% increase in ptient satisfaction asindicated by our Missing Item Paramneter and patient surveys respectively.These results infer a correlation between the program and increased jobfiillment At a time when racial tensions are high. healthcare systems arechanging. and job instability is prevalent. th manaement tool has beensuccessful in creating an empowered workforce. There is enhanced crosscultural undertanding comnnmcation and camsraderie, leading tostrengthened employee relations and augmented productivity.

A-76 / SEPTEMBER 1994 SUPPLEMENT VOLUME 94 NUMBER 9