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 Franchisees manager and assistant manager and any other personnel receiving
training from the Cheeburger Cheeburger Restaurants, Inc. Franchise Company - and all Franchisees 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
i
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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 - DONT 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
OSHAs and Safety and Emergency
Cheeburger Cheeburgers 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

Trainers 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.
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 32 degrees Fahrenheit.
Bacteria stops growing completely at 0 degrees Fahrenheit and below.
Bacteria grow slowly at 141 degrees Fahrenheit and above.
Bacteria stops growing completely at 180 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 39 degrees and
141 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
212 degrees F
Starches cool and bind
205
Water simmers
195
Most harmful bacteria destroyed
180
Hold hot foods after cooked over
141
Highest temperature hand can endure 120-130
Dangerous temperature for most foods. Bacteria grows.
Body temperature
98.6 degrees F
Room temperature
72 per FL Health Care
Preferred refrigerator temperature
34 to 39
Water freezes
32
Store frozen foods
0
Preferred Freezer Temperature
-5 to - 10
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 32 degrees Fahrenheit or 0 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 39 and
141degrees 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 39 and 141degrees Fahrenheit.
Thaw food in the refrigerator at 39 degrees Fahrenheit or colder.
Thawing
Food can also be thawed in clean, running water at 70 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 165 degrees
Fahrenheit.
Ground beef must be cooked to a minimum of 155 degrees Fahrenheit.
Food service
Food service: Food must be kept at 141 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 persons 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 39 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 degrees Fahrenheit or below
Raw beef is bright cherry colored
Poultry
Poultry is firm, no discoloration, and at a temperature of 39 degrees
Fahrenheit or below.
Milk
Milk is below 39 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 (-5) 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 39 degrees Fahrenheit.
Note: Refrigerator must be kept colder.
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Topic
Freezer
Food stored in the freezer should be kept at 0 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
180 degrees Fahrenheit at the manifold for the final rinse for high
temperature machines.
For machines with chemical sanitizers: Check the manufactures
instructions for proper concentration of chemicals. Water temperature
should be 140 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 manufacturers
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 manufacturers 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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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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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 39 degrees F and 141 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 141 degrees F, Cold food must reach a
minimum of 39 degrees F.
Cooling potentially
hazardous foods
Hot foods: 141 degrees to 70 degrees F within two (2)hours

68 degrees F to 39 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 (- 5) to minus ten (-10) degrees F
minimum.
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Thawing
There are several ways to thaw properly:

In the refrigerator less than or equal to 39 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 70 degrees F as long as no portion of
the ready-to-eat rises about 39 degrees F.
Any food that will be properly cooked and does not rise about 41degrees
for more than four (4) hours.
This includes time needed to prepare and cool to 39 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
+ / -2 degrees F
Ambient Air and Water
+ /- 3 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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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
141 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 39 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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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 servers 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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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 doesnt
look good, DO NOT SERVE IT! Re-cook it after correcting the
problem.
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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
Companys reputation is being tested. It is always the manager/owners
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 guests 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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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.
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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 0-10 degrees F.
Refrigerated foods should be stored between 34-39 degrees F.
unless otherwise requested by local health departments, Room
temperature foods should be stored between 50-75 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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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.
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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 stores 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 arent 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, dont keep
it. This is theft. You dont want it to happen to you, so dont 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.
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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
cant 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 scratcht 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 suppliers
representative.
Remember that it can take weeks or months to find a guest, but only
SECONDS to lose one!
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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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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 days 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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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.
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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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Storing refrigerated and
frozen inventory
Store all refrigerated items at 34-36 degrees F.

Store all frozen items at 0 to -10 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
SECTION: HACCP 2
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Operators of Food
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
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.
SECTION: HACCP 3
revised 1.1.07
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.
SECTION: HACCP 4
revised 1.1.07
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.
SECTION: HACCP 5
revised 1.1.07
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 155F for 15 seconds. When critical
limits are not met, it could mean that the food is not safe.
SECTION: HACCP 7
revised 1.1.07
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.
SECTION: HACCP 8
revised 1.1.07

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 165F for
15 seconds to control for Salmonellae. Ground beef, however, requires a final cooking temperature of 155F
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.
SECTION: HACCP 9
revised 1.1.07
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.
SECTION: HACCP 10
revised 1.1.07

Operators of Food
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
revised 1.1.07
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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revised 1.1.07
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.
SECTION: HACCP 13
revised 1.1.07

Operators of Food
Retail Level
Chapter 3
Developing Your Food Safety System
Getting Started - Using a Team

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
SECTION: HACCP 14
revised 1.1.07
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.
SECTION: HACCP 15
revised 1.1.07
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.
SECTION: HACCP 16
revised 1.1.07
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
revised 1.1.07
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.
SECTION: HACCP 18
revised 1.1.07
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
41F 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
41F 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
41F 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 41F or
below. You may also want to set a target, or operating limit, of 40F for example, in order to provide a safety
cushion that allows you the opportunity to see a trend toward exceeding 41F 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 41F, as stated in the Food Code,
unless you can show through scientific data that the food safety hazard will not result.
SECTION: HACCP 20
revised 1.1.07
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 41F

or below
or
Separate raw
no _____ from ready-toeat food
Freeze fish to
be consumed
raw @
-4F for 7
days or
-31F for 15
hours
Proper
chemical
storage/use
PROCESS
#2
PROCESS
#3
* Bacterial
growth
Hamburgers *
Scombrotoxin
Mahi-mahi * Cross
contamination
* Chemical
contamination

or below
or
Separate raw
Example:

or below
or
Separate raw
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.
SECTION: HACCP 21
revised 1.1.07
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.
SECTION: HACCP 22
revised 1.1.07
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
41F 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
41F 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
41F 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
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

LIMITS
ACTIONS
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
SOPs
CHART 2: FOOD CODE COOKING TEMPERATURES AND TIMES

PRODUCT
FINAL INTERNAL
TEMPERATURE
TIME
1a.
1a. 165F
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. 165F; food rotated, stirred,

covered
1b. Cover and allow to

stand for 2 minutes
2a. Pork, ratites, or injected meats
2a. 155F
2a. 15 seconds
2b. Ground meat, fish, or game animals commercially raised for

food
2b. 155F
2b. 15 seconds
2c. Game Animals under a voluntary inspection program
2c. 155F
2c. 15 seconds
2d. Raw shell eggs that are NOT prepared for immediate service
2d. 155F
2d. 15 seconds
3a. Raw shell eggs broken and prepared in response to consumer

order and for immediate service
3a. 145F
3a. 15 seconds
3b. Fish and Meat including Game Animals except as specifically

referenced on this chart
3b. 145F
3b. 15 seconds
4a. Fruit and vegetables cooked for hot holding
4a. 140F or above
4a. Instantaneous
4b. Ready-to-eat food from a commercially sealed container for hot 4b. 140F 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. 140F 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: 325F or more
(iii) High Humidity: 250F or less
MORE THAN 10 lbs
(I) Still dry: 250F or more
(ii) Convection: 250F or more
(iii) High Humidity: 250F or less
5b. Beef Roast/Corned Beef Roasts
5b. ACHIEVE ONE OF THE

FOLLOWING:
Internal Food Temperature for Specified Amount of Time

(I). 130F for 121 Minutes
(ii). 132F for 77 Minutes
(iii). 134F for 47 Minutes
(iv). 136F for 32 Minutes
(v). 138F for 19 Minutes
(vi). 140F for 12 Minutes
(vii). 142F for 8 Minutes
(viii). 144F for 5 Minutes
(ix). 145F 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

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
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 140F
to 70F
within 2
hours and
from 70F to
41F 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.
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

LIMITS
ACTIONS
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
165F 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.
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 140F or above during hot holding and keeping food products at or below 41F
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 140F 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 165F 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 41F 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

LIMITS
ACTIONS
yes _____ 41F

or
no ______
* Bacterial,
parasitic, or
Hamburgers viral
introduction,
Mahi-mahi survival, or
growth
yes _____ 140F
Example:
yes _____ 140F
Soups
* Bacterial,
parasitic, or
viral
introduction,
survival, or
growth
RECORD
or
or
no ______ 41F
or
or
no ______ 41F
SOPs
Process number two: Food preparation for same day service - food that is stored, prepared, cooked, 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 ______

LIMITS
ACTIONS
RECORD
41F
No bare hand
contact or
equivalent
alternative
Examples:
* Bacterial
yes _____ 140F
Growth
Hamburgers * Microbial
or
or
contamination
Mahi-mahi from employees no ______ 41F
No bare hand
contact or
equivalent
alternative
PROCESS
#3
Example:
Soups
* Bacterial
yes _____ 140F
Growth
* Microbial
or
or
contamination
from employees no ______ 41F
No bare hand
contact or
equivalent
alternative
SOPs
Process number two: Food preparation for same day service - food that is stored, prepared, cooked, 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
SOPs
Process number three: Complex food preparation - food that is stored, prepared, cooked, cooled, reheated, hot held, and
served.
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 155F
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.
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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
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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
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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.
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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:
__________________
Yes ___
Go to
Question #3
Yes ___
Go to
Question #4
Yes ___
Go to
Question #5
revised 1.1.07
ensure that the critical

limits are met?
Yes ___
Go to
Question #6
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 ___
Yes ___
Go to
Question #8
Yes ___
Go to
Question #9
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
revised 1.1.07

Operators of Food
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 41F 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
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Operators of Food
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
Operators of Food
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: croberts@nalusda.gov
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
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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: foodborne@nal.usda.gov
SECTION: HACCP 53
revised 1.1.07

Operators of Food
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
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
2003 All Rights Reserved. Cheeburger Cheeburger Restaurants, Inc.

Ft. Myers, Florida
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
(155F, pink, moist center), medium well (160F, light brown, moist center) and
well done (greater than 160F, 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 35F- 40F.
Check temp., packaging integrity

& coded shelf life of delivered
product. Check 1-10lb log per
case.
Check Walk-In every 4 hours,
maintain 35F- 40F.
Reject product if temp. is greater

than 41F, or packaging is
compromised or shelf life
exceeded.
Discard product if product temp.
exceeds 45F for 4 hours or shelf
life is exceeded.
2. Prepare ground beef patty

portions using hygienic practices
(GMPs). Sanitize all prep
materials.
Immediately cover & refrigerate
portions after prep.
3. Cook ground beef patty portions
to an internal temp. of minimum
155F for 15 seconds.
Check for properly sanitized prep

materials.
Check Walk-In Cooler or under
counter refrigerator every 4
hours, maintain 35F- 40F.
Re-clean & sanitize any

improperly cleaned prep
materials.
Discard any ground beef portions
that exceed 50F or 45F for 4
hours.
Continue to cook product until
internal temp. reaches 155F 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

Date: 2/1/03
Food item: Chicken Breast Filets

Receive
CCP 1
Frozen Storage
CCP 1
HACCP Chart
(CCPs)
Cold Storage
CCP 2
Cook
CCP 3
Serve
Article IV.
orrective Actions

Frozen/ Product temp. at 10 F or
below.
Store in frozen case Temp. set 0F.

product.
Check frozen case every 4 hours.

exceeded.
exceeds 45F for 4 hours .Do not
refreeze.
2. Thaw Chicken portions in

Walk-In cooler. Temp. set 35F to
40F.
Label and date product.
Insure proper product rotation.
3.Cook chicken breast to internal
temp. of 165F for 15 seconds.
Check Walk-In Cooler every 4

hours, maintain 35F to 40F.
Check product dates and proper
shelf life rotation.
Discard any chicken that exceeds

4 days thawed shelf life or
chicken that exceeds 45F for 4
hours.
Check product internal temp.

thermometer.
Continue to cook until internal

temp has reached 165F for a
minimum of 15 seconds.
4.
CCP 1: Freezer
CCP 2: Walk-In Cooler
CCP 3: Flat top, solid surface grill
CCP 4:
revised 1.1.07
HACCP Plan Form

Date: 2/1/03
Food item: Chicken Fingers

Receive
CCP 1
Frozen Storage
CCP 1
HACCP Chart
(CCPs)
Cook
CCP 2
Serve
Article V.
orrective Actions

below

product.

exceeded.
refreeze.
2. .Cook chicken fingers to

internal temp. of 165F for 15
seconds.

thermometer..

minimum of 15 seconds
3.
4.
CCP 1: Freezer.
CCP 2: Deep fryer.
CCP 3:
CCP 4 :
revised 1.1.07
HACCP Plan Form

Date: 2//1/03
Food item: Sauted Mushrooms and Onions

Receive
CCP 1
Cold Storage
CCP 1
Prepare
CCP 1
HACCP Chart
(CCPs)
Cook
CCP 2
.
Hold
CCP3
Serve
a.
Corrective
Actions
exceeds 45F for 4 hours.

Temp. set 35F- 40F.
2. Prepare product using hygienic
practices (GMPs). Sanitize all
prep materials (slicer, knives, prep
table).

maintain 35F- 40F.
3. Cook product to 140F.

thermometer.

4. Hold (hot) in heated food

warmer at 140F or above.
Hold (hot) for a maximum 3 hrs.

thermometer, hourly

is below 140F.
Discard all product after 3 hrs. at
minimum temp. of 140F.
Check for properly sanitized prep Re-clean & sanitize any

materials.
materials.
CCP 1:Walk-In Cooler.
CCP3: Heated food warmer
CCP 4:
revised 1.1.07
HACCP Plan Form

Date: 2/1/03
Food item: Salad/Produce

Receive
CCP 1
Cold Storage
CCP 1
HACCP Chart
(CCPs)
Prepare
CCP 2
Cold Storage
CCP 2
Serve
Article VI.
orrective Actions

at 50 F or below.
Store in refrigerated Walk-In .
Cooler/Temp. set 35F- 40F.

product.
maintain 35F- 40F.

exceeded.
exceeds 50F for 4 hours.
2. Prepare produce using hygienic

practices (GMPs). Sanitize all
prep materials. Immediately cover
& refrigerate after prep.
Check for properly sanitized prep

materials.
Re-clean & sanitize any

materials.
Discard any produce that exceeds
55F or 45F for 4 hours.
3.
4.
CCP 1: Walk-In Cooler.
CCP 3:
CCP 4:
revised 1.1.07
HACCP Plan Form

Date: 2/1/03
Food item: Ground Beef (Holding Cabinet)

Receive
Cold Storage
Prepare
Cold Storage
CCP 1
CCP 1
CCP 2
CCP 2
Hold
Reheat
CCP4
CCP 5
HACCP Chart
(CCPs)
Cook
CCP3
Serve
Article VII.
orrective Actions

exceeded.
exceeds 45F for 4 hours or shelf
life is exceeded.
Check for properly sanitized prep Re-clean & sanitize any
2. Prepare ground beef patty
portions using hygienic practices materials.
Check Walk-In Cooler or under materials.
(GMPs). Sanitize all prep
Discard any ground beef portions
counter refrigerator every 4
materials.
that exceed 50F or 45F for 4
Immediately cover & refrigerate
hours.
portions after prep.
3. Cook ground beef patty portions Check products internal temp.
to an internal temp. of minimum
155F for 15 seconds.
thermometer.
15 seconds.
Temp. set 35F- 40F.

product. Check 1-10lb log per
case.
maintain 35F- 40F.
4.After cooking ground beef

patties to 155F for 15 seconds,
store in holding cabinet.
Holding cabinet set at 155F.
Maintain holding cabinet temp. at

155F.Check every 25 minutes.
Check product temp. using a
calibrated stem thermometer.
Maintain 150F for no more than
25 minutes.
Check products internal temp.
thermometer.
3. Reheat ground beef patty

portions to an internal temp. of
minimum 155F for 15 seconds
before serving.
Discard held product if temp.

falls below 155F after 25
minutes.
Discard all product held over 25
minutes
15 seconds.
CCP 2. Walk-In Cooler, under counter refrigerator, tubs & prep utensils
CCP3: Flat top, solid surface grill
CCP 4: Holding cabinet
revised 1.1.07
HACCP Plan Form

Date: 2/1/03
Food item: Chicken Breast Filets (Holding Cabinet)

Receive
Frozen Storage
CCP 1
CCP 1
Reheat
Serve
CCP 5
HACCP Chart
(CCPs)
Cold Storage
CCP 2
Cook
CCP 3
Hold
CCP4
Article VIII.
orrective Actions

below.

product.

exceeded.
refreeze.
2. Thaw Chicken portions in

Walk-In cooler. Temp set 35F to
40F.
Label and date product.
Insure proper product rotation.

hours, maintain 35F to 40F.
Check product dates and proper
shelf life rotation.
Discard any chicken that exceeds 4

days thawed shelf life or chicken
that exceeds 45F for 4 hours.
3.Cook chicken breast to internal

temp. of 165F for 15 seconds.

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

Discard held product if temp. falls
below 145F.
Discard all product held after 30
minutes.

CCP 1: Freezer
CCP 4: Holding cabinet
CCP 2: Walk-In Cooler

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
jjablow@cheeburger.com with a cc: to Tony Agresta at agresta.tony@corp.sysco.com 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
jjablow@cheeburger.com with a cc to Tony Agresta at agresta.tony@corp.sysco.com 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.
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
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
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 individuals 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.
ThreeDangerousMyths
Ina2006surveyof100diningestablishments,researchersattheElliotandRoslyn
JaffeFoodAllergyInstituteatMountSinaiSchoolofMedicineidentifiedalistof
commonlyheldmisconceptionsamongrestaurantoperatorsthatcouldprove
dangerous.Amongthem:
24%believedthatconsumingsmallamountsofanallergenissafe.Itisn't.Even
minutequantitiescancauseareactioninsensitiveindividuals.
35%believedthatfryerheatdestroysallergens.Itdoesn't.Allergicprovoking
substancescanremainbehindinfryeroiltocontaminatefoods,forexample.
25%believeditwassafetoremoveanallergensuchasshellfishornutsfroma
finishedmeal.It'snot.Traceamountsleftbehindwhenfoodorplateshavemade
contactwithallergenscancausetrouble
Introduction
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 establishments 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
About4percentoftheU.S.population12millionAmericanshaveafood
allergy.
Milk,eggs,peanuts,treenuts,fish,shellfish,soy,andwheataccountfor
90percentofallfoodallergyreactions.
Seafoodallergiesaffect6.9millionAmericans.
Peanutandtreenutallergiesaffect3.3millionAmericans.
Thereisnocureforafoodallergy;strictavoidanceoftheallergycausing
foodistheonlywaytopreventareaction.
Asevereorlifethreateningallergicreactioniscalledanaphylaxis
(pronouncedanafilaxis).
TheCentersforDiseaseControlandPreventionestimatesthatfood
allergiesaccountforapproximately300,000ambulatorycarevisitsinthe
U.S.forchildrenundertheageof18eachyear.
Evenatraceamountofanallergycausingfoodisenoughtotriggeran
allergicreactioninsomepeople.
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?

Celiacdiseaseisanautoimmunediseasethatresultsindamagetothesmall
intestineandinterfereswiththebodysabilitytoabsorbnutrientsfromfood.
Peoplewhohaveceliacdiseasecannottolerategluten,aproteinfoundinwheat,
rye,barley(commonlyfoundinmalt),andoats.Eliminatingglutenfromadietofa
personwithceliacdiseaseiscriticaltotheirhealthandwellbeing.Individuals
withceliacdiseasewhodonotmaintainaglutenfreedietorinadvertentlyingest
evensmallamountsofgluten,candevelopseveregastrointestinalsymptomsand
areatincreasedriskofdevelopingnutritionalproblems,suchasanemiaand
osteoporosis,otherautoimmunedisease,suchasdiabetesandthyroiddisease,
andcertainkindsofcancer.
Intheceliaccommunity,thereisoccasionallyotherlanguageusedbypeoplewith
thediseasewhendiningout.Itispossiblethatpatronswithceliacdiseasewilltell
theirserverthattheyhaveglutenintolerance,celiacsprueoraglutenallergy,
insteadofreferringtoceliacdisease.Allthesetermsshouldbetreatedasceliac
diseaseandthesamecautionsshouldbetaken.
What is food intolerance, and how is it different from
food allergy?
Foodintoleranceisareactionthat,unlikefoodallergy,doesnotinvolvethe
immunesystem.Instead,itinvolvesthedigestivesystem,andthebodysimply
lacksthemechanismorenzymeneededtodigestandprocessaparticularfood
properly.
Lactoseintoleranceisthemostcommonfoodintolerance.Inthiscase,the
individuallacksanenzymethatisneededtodigestmilksugar.
Whenthelactoseintolerantpersoneatsmilkproducts,symptomssuchasgas,
bloating,andabdominalpainmayoccur;however,iftheindividualconsumesonly
asmallamountofdairyproducts,heorshemaynotexperiencethesesymptons.
PeanutsaretheleadingcauseofsevereallergicreactionsintheUnitedStates,
followedbyshellfish,fish,treenuts,andeggs.Somereportssuggestthatfishand
shellfisharelikelytobetheleadingcauseoffoodallergyinadults.Forsome
people,justatraceamountoftheoffendingfoodcancauseanallergicreaction.
Apeanutisnotanut.Itisalegumethatgrowsunderground.
Examplesofnutsthatgrowontreesincludewalnuts,pecans,andalmonds.Some
expertsrecommendthatpatientswhoareallergictopeanutsavoidtreenuts
andthatpatientswhoareallergictotreenutsavoidpeanutsasanextra
precaution.
SesameseedsarenotconsideredoneofthemajorallergensintheUnitedStates,
buttheyhavebeenknowntocausesevereallergicreactions.Theyareincluded
onthelistofmajorallergensinothercountries,includingCanada.Poppyseeds
andsunflowerseedsalsohavebeenknowntocauseallergicreactionsinsome
individuals.Youmayfindthatsomeconsumersareavoidingseedsinadditionto
peanutsornuts.However,atthistime,seedsarenotamongthemajorallergens.
What are the symptoms of an allergic reaction?

Typicalsymptomsofanallergicreactioncanincludethefollowing:
Skin:Hives,eczema,swellingofthelipsandface,itching
Respiratorytract:Swellingofthethroatormouth,difficultybreathing,stuffy
and/orrunnynose,itchyand/orwateryeyes,wheezing,repetitivecough
Gastrointestinaltract:Abdominalcramps,vomiting,diarrheasymptoms.
Additionally,therearepillsordropsthatcanbetakenbeforeeatingdairy
productsthatwillreplacethemissingenzyme,therebyenablingtheindividualto
consumedairyproductswithoutsideeffects.
Whatfoodscausefoodallergies?
Althoughanindividualcouldbeallergictoanyfood,thefollowingeightfoods
accountfor90percentofallfoodallergicreactions:
Peanuts
Fish(forexample,salmon,cod,tuna)
Shellfish(forexample,crab,lobster,shrimp)
Milk
Treenuts(forexample,walnuts,pecans,almonds,cashews,pistachionuts)
Soy
Eggs
Wheat
Symptomscanrangefrommildtosevere.Reactionscanoccurwithinafew
minutestouptotwohoursaftereatinganoffendingfood.
What is anaphylaxis?
Anaphylaxisisaseverereactionthatisrapidinonsetandmaycausedeath.
Symptomscanincludeallofthosepreviouslynoted,aswellascardiovascular
symptomssuchasdropinbloodpressure,lossofconsciousness,orevendeath.
Manyfoodallergicfatalitiesoccurastheresultofsevereswellingoftheairway.
How is a reaction treated?
MildreactionsareusuallytreatedwithanantihistaminesuchasBenadryl.The
medicationofchoiceforcontrollingasevereoranaphylacticreactionis
epinephrine,alsocalledadrenaline.Itisavailablebyprescriptioninanauto
injector(i.e.,EpiPen,Twinject,orAdrenaclick),andshouldbeadministered
promptlyintheeventofareaction.
Ifaguestinyourrestaurantishavingananaphylacticreaction,notifyamanager
andgethelpimmediately.Calltherescuesquad(i.e.,911)andtellthemthat
someoneishavingasevereallergicreaction.
Who is at risk?
Anestimated12millionAmericans,or4percentofthegeneralpopulation,havea
foodallergy.Recentstudiesshowthat6.9millionAmericans(2.3percent)report
havingafishorshellfishallergy,andcloseto3.3millionAmericans(1.1percent)
arebelievedtobeallergictopeanutsortreenuts(e.g.,pecans,walnuts,
almonds).
Scientistsreportthatfoodallergiesareincreasingparticularlypeanutallergies
andteensarethehighestriskgroupforfatalfoodallergicreactions.
How can an allergic reaction be avoided?

Strictavoidanceoftheallergycausingfoodistheonlywaytoavoidareaction.
Readingingredientlabelsforallfoodsisthekeytomaintainingcontroloverthe
allergy.
What is cross-contact?
Crosscontactoccurswhenonefoodcomesintocontactwithanotherfoodand
theirproteinsmix.Asaresult,eachfoodthencontainssmallamountsofthe
otherfood,ofteninvisibletous.Suchcontactmaybeeitherdirect(e.g.,placing
cheeseonahamburger,mixingvariousfriedproductsindeepfryers)orindirect
viahandsorutensils.
Theproteinisthecomponentofthefoodthatcausesthefoodallergy.Atiny
amountofanallergenicfoodisenoughtocauseanallergicreactioninsome
people.Therefore,precautionsmustbetakentoavoidcrosscontactwithfoodsa
guestisallergicto.
What do individuals with food allergies need from
restaurant staff?
Individualswithfoodallergiesneedrestaurantstoprovidethemwithaccurate
informationaboutingredientssotheycanmakeinformeddecisionsaboutwhat
toorderfromthemenu.Incorrectorincompleteinformationputstheseguestsat
riskforanallergicreaction.
Foodsmadefromavarietyofingredientsmaycontainallergens.Forexample,
mayonnaiseandmeringuecontaineggs,yogurtandmanybrandsofproductsthat
carrynondairylabelscontainmilk,andmarzipanisapastemadewithalmonds.
Commonfoodsareoftendescribedinscientificortechnicalterms.Forexample,
albuminisderivedfromegg,andwheyisderivedfrommilk.Individualswith
eggandmilkallergiesmustavoidtheseingredients.SeetheHowtoReada
LabelsheetintheAppendixforalistofotherscientificandtechnicalnamesfor
commonallergycausingfoods.
IfIamattending a catered event, I contact the caterer to discuss the
Is our Peanut Oil safe for guests who have a food

allergy?
Studieshaveshownthathighlyrefinedpeanutoilhasbeensafelyingestedby
individualswhoareallergictothosefoods.However,iftheoilhaspreviouslybeen
usedtofryanallergencontainingfood(e.g.,mac&cheesewedge,chicken
tenders),itmaycauseanallergicreactioninsomeonewhoisallergictopeanutor
shellfish.Thisoccursbecauseduringcooking,proteinisreleasedintotheoiland
canthenbetransferredtootherfoods.
Coldpressed,expelled,orextrudedoils(sometimesreferred
toasgourmetoils)containproteinandarethusnotsafeforsomeonewithan
allergytothosefoods.Weexclusivelyusehighlyrefined,heatprocessed,peanut
oilinourrestaurants.
Somephysiciansinstructpatientswhoareallergictopeanutsandsoytoavoidall
oilsmadewiththeseingredientsasanextraprecaution.Itisimportantthat
restaurantsknowwhatoiloroilblendstheyuseintheiroperationsandto
providethisinformationtoindividualsuponrequest.Iftheoiloroilblendis
changed,besuretheinformationyouprovidetotheguestisupdated.
What is the difference between an allergic reaction and

food poisoning?
Consumingcertainfoodsthathavebeenmishandledcancauseadversereactions
thatmimicfoodallergicreactions.Examplesofmishandledfoodsincludethose
thatarethawedandthenrefrozenorkeptatrefrigeratortemperatureforalong
timebeforecooking.
Typicalsymptomsoffoodpoisoningincludevomitingordiarrhea.These
symptomsusuallymanifestthemselvesseveralhoursafteranindividual
consumesthefoodbutalsocanoccurdayslater.Individualswhocontractfood
poisoningaftereatingfishorshellfishmaymistakenlyconsiderthemselves
allergic.
Federal Allergen Labeling Law 1
EffectiveJanuary1,2006,theFoodAllergenLabelingandConsumerProtection
Act(FALCPA)requiresthatthe8majorfoodallergensbelistedinsimplelanguage
(e.g.milkinsteadofcasein)onallpackagedfood.
The8majorfoodallergensidentifiedbyFALCPAare:
1.Milk
2.Eggs
3.Fish(e.g.bass,flounder,cod)
4.Crustaceanshellfish(e.g.crab,lobster,shrimp)
5.Treenuts(e.g.almonds,walnuts,pecans)
6.Peanuts
7.Wheat
8.Soybeans
AccordingtoFALCPA,ifthecommonorusualnameisnotidentifiedinthe
ingredientlist,itmustbeincludedinoneoftwoways:
1.inparenthesesfollowingthenameoftheingredient.
Examples:lecithin(soy),flour(wheat),andwhey(milk)
OR
2.Immediatelyafterornesttothelistofingredientsinacontainsstatement.
Example:ContainsWheat,Milk,andSoy.
Itemsthatarenotidentifiedasamajorallergen(e.g.,sesame,mulluscanshellfish)
alongwithglutencontaininggrainslikebarley,rye,andoatcanbecomponentsof
nonspecificwordinglikespices,naturalflavors,andcolorings.
FALCPAdoesnotregulatetheuseofprecautionaryallergenwarnings,suchas
maycontain,processedinafacility,ormadeonsharedequipment.Many
peoplewithfoodallergiesavoidfoodswithprecautionarylabelsspecifictothe
foodstowhichtheyareallergic.
FormoreinformationonFALCPAandfoodallergies,visit:
http://www.fda.gov/Food/FoodSafety/FoodAllergens/default.htm
Food Allergy and Anaphylaxis Quiz
1.Foodallergicreactionsoccurwithinwhattimeperiodafteringestion?
(a)withinseconds
(b)fromtwominutesto12hours
(c)fromwithinminutestotwohours
(d)withintwodays
2.Foodallergiesareestimatedtoberesponsibleforhowmanyambulatorycare
visitsintheU.S.eachyear?
(a)300,000
(b)100,000
(c)50,000
(d)10,000
3.Whatbodysystemscanbeaffectedbyafoodallergicreaction?
(a)gastrointestinaltract
(b)respiratorysystem
(c)cardiovascularsystem
(d)skin
(e)alloftheabove
4.Eightfoodspeanuts,treenuts,fish,shellfish,milk,eggs,soy,andwheatare
responsibleforwhatpercentageoffoodallergicreactions?
(a)50percent
(b)75percent
(c)100percent
(d)90percent
5.Whatcomponentofafoodisresponsibleforanallergicreaction?
(a)fat
(b)protein
(c)carbohydrate
(d)transfattyacids
6.Whatmedicationisusedtocontrolasevereallergicreaction?
(a)antihistamine
(b)pseudoephedrine
(c)Sudafed
(d)epinephrine
7.Peoplewithfoodallergiescansafelyconsumethefoodsthatcauseallergiesif
(a)theyonlyeatasmallamount
(b)theytakeanantihistaminefirst
(c)nevertheycannotsafelyconsumethesefoods
(d)theyeatthefoodwithalargemealtodiluteit
8.Friedfoodscanbedangerousforthosewithfoodallergiesbecause
(a)highfatcontentmakesallergicreactionsworse
(b)fryingchangesthechemicalstructureoffoods
(c)crosscontactwithotherfoodproteinscanoccur
9.Circleallthefoodsthatcouldbehiddeninnaturalflavorswhenreadinga
foodlabel.
(a)sesame
(b)wheat
(c)barley
(d)shrimp
TrueorFalse?
10.Foodallergicreactionsarearesponseoftheimmunesystem.
11.Closeto3.3millionAmericanssufferfromapeanutortreenutallergy.
12.Ifafoodlabelsayswheatfreethentheproductisalsoglutenfree.
Answer Key for Food Allergy and

Anaphylaxis Quiz
1.Cfromwithinminutestotwohours
2.A300,000
3.Ealloftheabove
4.D90percent
5.Bprotein
6.Depinephrine
7.Cnever
8.Ccrosscontactwithotherfoodscanoccur
9.A,Csesameandbarley
10.True
11.True
12.False
Risk Management
Points to Remember
Understandingthebasicsoffoodallergiesiskeytoreducingliability.
Restaurantsshouldbeabletosupply,uponrequest,alistofingredientsfor
amenuitem.
Duringhoursofoperation,arestaurantshouldhaveatleastonepersonon
duty,ideallythemanager,whocanhandlequestionsandspecialrequests
fromguestswithfoodallergies.Otherstaffmembersshouldknowwhothat
individualisandshoulddirectquestionsaboutfoodallergiestothat
person.
Whenaguestinformsrestaurantstaffthatheorshehasafoodallergy,
staffshouldactivatetherestaurantsplanforhandlingthespecialorder.
Thatmaymeanprovidingtheindividualwithalistofingredientsuseor,in
somecases,informingtheguestthatyoucannotprovideasafemeal
becausethefoodsarenotpreparedonsiteandnoingredientinformation
isavailable.
Ifaguestishavinganallergicreaction,callemergencymedicalservicesand
getmedicalhelpimmediately!Ifaguestisexperiencinganallergicreaction,
donothavethatpersonstand.Somecasesoffatalanaphylaxishave
occurredafterrisingtoanuprightposition.Ifaguestisexperiencingan
allergicreaction,keepthatpersonwheretheyareanddonotraisethemto
anuprightposition.
Get Organized in Advance

Postemergencynumber(i.e.,911)atalltelephonesasareminderinthe
eventemergencyservicesareneeded.Alsopostthestreetaddressand
telephonenumberofyourrestaurantbythephone.
Scheduletimesthroughoutthedaytoensurethatkitchenandprepareas
areproperlycleanedandorganized.
Reviewthedaytodayoperationsofyourrestaurant,andpinpointwaysto
reducetheriskofamistakewhenpreparingaspecialmeal.Forexample,
howcanyouimprovecommunicationbetweentheserverswhotakethe
orderandthekitchenstaffwhopreparethefood?
Reducing Liability
Allergensarealiabilityrisk.Understandingthebasicsoffoodallergiesandhow
reactioncanbeavoidediskeytoreducingliability.
Providecompleteinformationabouttheingredientsinthemenuselections.
Uponrequest,staffshouldrevealingredientsthatcontainallergens,evenifthe
ingredientsareconsideredpartofasecretrecipe.Failingtodisclosethis
informationwouldexposetherestauranttopotentialliabilityifaguestwhohasa
foodallergyeatsthefoodandhasareaction.Infact,lawsuitshavebeenfiled
againstrestaurantswhenguestsweregivenmisinformationorincomplete
informationaboutingredientsusedinadish.
Ensurethatcorrectfoodhandlingproceduresarefollowed.Restaurantshave
beenheldresponsibleforallergicreactionsresultingfromcrosscontactbetween
foodsafteraserverwasnotifiedofafoodallergy.Inoneexample,afamily
explainedthattheirchildhadanallergytoshellfish.Therestaurantservedthe
childFrenchfriesthathadbeenpreparedinthesameoilusedtofryshellfish.The
childhadanallergicreaction,andthefamilysuedtherestaurant.
Inadditiontocompensatorydamages(whichtypicallycoverthecostofmedical
expensespluscompensationforpainandsuffering),arestaurantcouldbeheld
liableforpunitivedamagesifacourtfindsthatarestaurantsactionsshowed
recklessdisregardforthecustomerssafety.Punitivedamages,whenawarded,
oftenexceedtheamountofcompensatorydamages.
Suggested Procedures for Food Allergy Orders
Inordertoprovidetopnotchservicetocustomersandavoidpotentialliability,it
isimportanttodesignatestaffmemberstohandlequestionsandrequestsfrom
guestswhohavefoodallergies.Thestaffshouldknowwhotheseindividualsare
anddirectquestionstothem.Doingsowillminimizerisksforboththerestaurant
andtheguest,creatingawinwinsituation.
Whenaguestidentifieshimselforherselfashavingafoodallergy,themanager,
whoshouldbehostingatthefrontdoorshouldtakeresponsibility,byanswering
anyquestionstheguestmayhaveaboutthemenuitemsandensurethatthe
properproceduresarefollowedforthisspecialmeal.Themanagershouldbe
responsiblefordiscussingingredientinformationwiththeguestandforletting
theguestknowifingredientinformationisnotavailable.Informationaboutlabel
readingcanbefoundintheHowtoReadaLabelsheetintheAppendix.
Althoughstaffcansupplyinformationoningredientsandpreparationmethods,
theguesthasthefinalsayinwhathisorhermenuselectionwillbe.
Summary of How a Food Allergy Order

May Travel Through the Restaurant
If a Reaction Occurs
Howthestaffreactsintheeventofanallergicemergencyisequallyimportant.If
acustomernotifiesthestaffthatheorsheishavinganallergicreaction,thestaff
shouldimmediatelycallemergencymedicalservicesandsummonmedicalhelp.
Staffshouldnotdelaymedicaltreatmentbydenyingthatthereactionis
occurringorwaitingtoseeifitpasses.Ifaguestisexperiencinganallergic
reaction,donothavethatpersonstand.Somecasesoffatalanaphylaxishave
occurredafterrisingtoanuprightposition.Ifaguestisexperiencinganallergic
reaction,keepthatpersonwheretheyareanddonotraisethemtoanupright
position.
Peanut and Tree Nut Allergic Reactions in

Restaurants and Food Service Establishments
Astudyofallergicreactionstopeanutandtreenutinrestaurantsandfood
serviceestablishmentsshowedthathalfthereactionsoccurredbecausethese
allergenswerehiddeninsauces,dressings,oreggrolls.Dessertsaccountedfor
thehighestpercentageofreactions(43percent),followedbyentres(35
percent),appetizers(13percent),andotherfoods(9percent).
Inmostofthecases,eatingthefoodcausedtheallergicreaction.Onlyfivecases
didnotinvolveconsumptionofthefood;twooftheallergicreactionswere
causedbynutshellsonthefloor,twoinvolvedcustomercontactwithresidual
foodonatable,andinonecase,thecustomerexperiencedanallergicreaction
aftercomingwithintwofeetofthefoodbeingcooked(cookingreleasesairborne
proteins,whichcancauseareaction).Reactionsoccurredinavarietyofsitdown
andquickservicerestaurants.However,therewereahighernumberofincidents
reportedinAsianrestaurants,icecreamshops,andbakeriesordonutshops.
Inmostcases,customershadnotmentionedtheirfoodallergytothe
establishmentsemployees.Instead,theyreliedonthemenuforingredient
information.Tohelppreventfoodallergyincidents,weencourageguestswith
foodallergiestoconsultthemanagerforingredientinformation.
The Manager
Points to Remember
Themanagershouldbethepointpersonforfoodallergyquestions.
Themanagershouldhavestandardoperatingproceduresinwritingthat
describebestpracticesforpreparingandservingfoodstoguestswithfood
allergies.Theseproceduresshouldclearlydescribehowtoguideguestsin
makingmenuselectionsanddefinecorrectmethodsformealpreparation
andserving.
Themanagershouldhaveinstructionsinwritingforhandlinganallergic
reaction.
Foodallergytrainingforallnewemployeesmustbeprovidedbeforethey
beginservingguests,andperiodicupdatesshouldbeprovidedforexisting
staff.
Written Procedures and Staff Training
Themanagershouldtakeresponsibilityforseeingthatwrittenproceduresarein
placeforhandlingguestswithfoodallergiesandforeducatingfrontofthehouse
andbackofthehousestaffaboutfoodallergiesandcorrectprocedures.Ideally,
themanagershouldbethepointpersonforallfoodallergyquestionsfromguests
andstaff.
Theproceduresshouldclearlydefinehowtohandlecommunicationsfrom
customersaboutfoodallergiesandhowtoguidetheminmakingmenu
selections.Inaddition,writteninstructionsforhandlinganallergicreactionmust
bedeveloped.Havingtheseplansinplacebeforetheyareneededwillensurethat
staffappropriatelyhandlesanyallergyemergency.
Managersalsoshouldconductfoodallergytrainingperiodicallytobesurethat
bothnewhiresandexistingemployeesareproperlyprepared.Foodallergy
trainingcanincludeathoroughreviewoftherestaurantsfoodallergy
managementplananddiscussionofthecasereviewsfollowingtheFrontofthe
HouseandBackoftheHousesections.
Communication With Guests
Advise against high-risk menu choices
Friedfoodsarehighriskfoodsbecausecookingoiloftenisusedformanyfoods.
Unlessthereisadesignatedfryer,steerguestswithfoodallergiesawayfromfried
foods.
Shakesareanotherfoodtowatch.Shakesmayincorporateallergycausing
ingredientsnuts,forexampleinunexpectedwaysandcanposearisktoa
guestwithfoodallergies.Individualswhohavefoodallergiesgenerallyaresafest
avoidingshakesandselectingShakeASodaorFloatsinstead.
Simply prepared dishes minimize
Its OK to say I dont know

Ifyouarenot100percentsureabouttheingredientsinamenuitem,sayso.The
guestwillappreciateyourhonesty.Guidethemtootherchoicesonthemenu.
ManagersshouldworkcloselywithyourCorporateteam,consultingabout
ingredientsoraskingquestionsaboutsafemenuselections.
Handling Inquiries via Telephone
Somedinerswhohavefoodallergiesmaycallaheadtofindoutaboutmenu
options.Designateonestaffmembertowhomsuchcallsshouldbereferred.
Handling a Complaint
Ifaguestnotifiesyouofafoodallergyrelatedincident,listencarefullyandgather
allthefactsfromthecustomerandanystaffmemberswhowereinvolved.
Effectivelyresolvingcustomercomplaintsisanintegralpartofprovidingtopnotch
service,sostaffshouldbetrainedtonotreactdefensivelyordismisstheguests
concerns.
Viewanyreportedallergicreactionasanopportunitytoreevaluateyourfood
allergymanagementplanandpinpointareasthatneedimprovement.
Howthestaffreactsintheeventofanallergicemergencyisimportant.Ifaguest
notifiesthestaffthatheorsheishavinganallergicreaction,staffshould
immediatelycallemergencymedicalservicesandsummonmedicalhelp.
occurredafterrisingtoanuprightposition.Ifaguestisexperiencinganallergic
reaction,keepthatpersonwheretheyareanddonotraisethemtoanupright
position.
Front of the House

Points to Remember
Foodallergiesareallergicdisorders.Guestsarentsimplystatingtheirfood
preferences.Beunderstanding,listencarefully,andanswerquestions
thoughtfully.
Guestswhohavefoodallergiesdependonfrontofthehousestafftonotify
otherkeystaffmembers,suchasthemanagerandchef,oftheirdietary
restrictions.
Impropergarnishingorhandlingofadishcancontaminateanotherwise
safemeal.
Ifamistakeoccurswiththespecialorder,theonlyacceptablewayto
correctthesituationistohavethekitchenstaffdiscardtheincorrectorder
andremakeit.
Hosts and Hostesses
Ifaguestnotifiesthehostorhostessaboutafoodallergy,thehostorhostess
shouldrelaythatinformationimmediatelytothedesignatedstaffmember
ideally,themanager.Thedesignatedpersonshouldanswertheguestsquestions
andassistwithmenuselection.
Beforeseatingaguestwhohasafoodallergy,thehostorhostessshouldmake
suretheseatingareahasbeenthoroughlycleanedtoensurethatthedinerwill
notcomeintocontactwithanyleftoverfoodfromthepreviousparty.Specialcare
shouldbetakentocleanhighchairs,too.Inaddition,thetableshouldnotbe
closetothekitchenentrance;splatteringfoodorsteammayspreadallergensto
thegueststable.
Servers
Serversmustkeepinmindthatfoodallergiesareallergicdisorders,notfood
preferences.Forsomepeople,foodallergiescanbequiteserious.Serversshould
beunderstanding,listencarefully,andanswerquestionsthoughtfully.
Theyshouldshowconcernbutnotbeintrusive.Mostdinerswhohavefood
allergiesprefernottodrawunnecessaryattentiontotheirallergy.
Thedesignatedstaffmemberideally,themanagershouldinformthekitchen
staffofthespecialneedsofthedinerwhohasafoodallergyandmakeawritten
notationontheguestticket.Theticketshouldthenbeflaggedwithsomething
veryvisible,suchasaboldredlineorspecialinstructionswrittenatthetopof
theticket.Thiswillalertthekitchenstafftobeawareofanycrosscontactissues.
Crosscontactoccurswhenonefoodcomesintocontactwithanotherfoodand
cheeseonahamburger)orindirectviahandsorutensils.Itisnotsufficientsimply
tomodifytheorderforexample,writingnocheeseornosourcreamonthe
ticketforaguestwhohasamilkallergy.Kitchenstaffmustbeawarethatthe
dinerhasafoodallergy.
Serving the Order
Specialordersshouldnotberemovedfromtheservicewindowbyanyonebutthe
designatedpersonmanager,chef,orserver.Thisprecautionwillpreventsuch
problemsasdeliveringthewrongfoodtotheguest,addinginappropriate
toppings,orexposingthespeciallypreparedmealtocrosscontactwithafood
allergen.
Oncetheappropriatetoppingsareadded,thefoodshouldbehandcarried
directlytotheguest.Theservershouldensurethatnothingisinadvertently
spilledonorbrushedagainstthespecialmeal.
Avoiding Cross-Contact While Serving the Meal

Thereareanumberofwaysallergensmayenteramealthroughcrosscontact
duringtheservingprocess.Thefollowingarethemostcommonexamples.
Uncleanhandsorgloves.Somethingassimpleaspickingupashakecontaining
nuts,settingitdown,andthenpickinguparollmaybeenoughtocausecross
contact.
Washhandsthoroughlyandputonafreshpairofglovesbeforepreparingan
allergenfreemeal.Soapandwarmwaterareeffectiveincleaninghandsof
allergens,whilehandsanitizersarenot.
Splashedorspilledfood.Itispossibleforcrosscontacttooccurifaguestsfood,
drinks,orutensilsarecarriedonatraywithotheritems.Ingredientsfromother
foodscansplashorspillontosomethingthatisotherwiseallergenfree.
Forexample,milkorcreamcanspill,orbuttercanbrushagainstsomethingthatis
otherwisemilkfree.Useasmallplateorsaucerwhencarryingcreamorbutterto
catchanyspills.Ideally,theallergenfreemealshouldbecarriedbyitselfdirectly
fromthekitchen.
Trays.Asanextraprecaution,traysusedtocarryallergenfreemealsshouldfirst
becleanedthoroughlywithhot,soapywaterorotherappropriatecleaning
compoundsandprocedures.Justwipingatraydownisnotenough.
Toppings.Tominimizethechanceformistakes,onlythemanager,orother
designatedstaffmembershouldtopthesandwich.Ingredientsonthelinecan
easilyspillintocontainersofotheringredients.Forexample,itseasyfor
shreddedcheese,croutons,ornutstobecomemixedwithpreppedvegetables,
herbs,andotheringredients.Toavoidcrosscontact,alwaysusethebackup
supplyoffreshingredients.
Dinersmayquestion or request specific ingredients for a number of
Correcting a Mistake in Meal Preparation
Mistakesareboundtooccur.Ifamistakeismadeonanorderforadinerwhohas
foodallergies,theonlyacceptablecorrectionistodiscardtheorderandremake
it.Removingtheoffendingingredientforexample,scrapingnutsoffthetopofa
sundaeortakingthecheeseoffaburgerisnosolution.Atraceamountof
proteinremainingonthefoodcouldbeenoughtocauseanallergicreaction.
Ifnecessary,informthedinerthatitwilltakeafewextraminutestoensurethat
hisorhermealispreparedproperly.Afterward,reviewwhatwentwrongand
determinewhatstepstotaketoavoidsimilarmistakesinthefuture.Besureto
retrainstafftopreventthistypeofmistakefromhappeningagain.
Howthestaffreactsintheeventofanallergicemergencyisimportant.Ifaguest
notifiesthestaffthatheorsheishavinganallergicreaction,staffshould
immediatelycallemergencymedicalservicesandsummonmedicalhelp.
occurredafterrisingtoanuprightposition.
Ifaguestisexperiencinganallergicreaction,keepthatpersonwheretheyare
anddonotraisethemtoanuprightposition.
Front of the House Quiz
1.If,beforebeingseated,aguestsaysthatheorshehasafoodallergy,what
stepsshouldbetakentoensurethattheguestwillnotcomeintocontactwith
anyleftoverfoodfromapreviousparty?
(a)Seattheguestatatablethatisnotoftenused.
(b)Besuretouseacleanplacematand/orothertablesettings.
(c)Thoroughlycleanthetableandchairs.
(d)Seattheguestatatablenearthekitchen.
2.Whenaguestsaysheorshehasafoodallergy,whichstaffmembershouldyou
notifyimmediately?
(a)manager
(b)cook
(c)bartender
(d)foodrunner
3.Whichofthefollowingarepossiblesourcesofcrosscontact?
(a)notwashingyourhandsornotusingafreshpairofglovesbeforeservingthe
specialorder
(b)carryingthespecialorderonatraywithotherfooditems
(c)toppingotherordersnearthespecialorderitem
(d)usingthesameglovewhenpreparingbothmealsthatcontainallergensand
allergenfreemeals
(e)alloftheabove
4.Whenaguestwhohasafoodallergyasksaboutingredientsandpreparation
methods,theappropriateansweris:
(a)Imalmostpositivethattheitemdoesntcontaintheallergen.
(b)ImsurewecanleaveitoutofthedishifyoudlikeIlljustmakeanoteon
theticket.
(c)Idontthinkitsinthere.
(d)Idontknow.Letmegetthemanagertobesure.
5.Ifamistakeoccursforexample,ifthekitchenstaffaddscheesetoanorder
foraguestwhohasamilkallergy,oriftheserverforgetstouseaseparate
servingtrayandfoodfromanotherordercomesintocontactwiththespecial
orderwhatistheacceptablemethodforcorrectingthesituation?
(a)Removethetoplayeroffoodthattheallergencameincontactwith,andadda
littlemoreofanacceptablefood.
(b)Ifitsjustalittleanditssomethingthatcanberemovedcompletely,remove
theallergenandcarefullyinspectthedishtobesureyouveremoveditall.
(c)Havethekitchenstaffdiscardtheorderandremaketheorderfromscratch.
TrueorFalse?
6.Whenplacinganorder,theservershouldnoteonthetickettheitemsthat
mustbeleftofftheplateandletthekitchenstafftakeitfromthere.
7.Impropertoppingorhandlingofadishcancontaminateanotherwisesafe
meal.
8.Onceafoodhasbeenproperlyprepared,thereisnolongeranyriskforthe
guestwhohasafoodallergy.
9.Ifaguesttellsyouthatheorsheisexperiencinganallergicreaction,thefirst
thingyoushoulddoisfindouthowitcouldhavehappened.
Answer Key for Front of the House Quiz
1.Cthoroughlycleanthetableandchairs
2.Amanager
3.Ealloftheabove
4.DIdontknow.Letmegetthemanagertobesure.
5.Chavethekitchenstaffdiscardtheorderandremaketheorderfromscratch
6.FalseItisimportanttoflagtheticketwithanoticeoftheallergysothatthe
kitchenstaffcanproperlypreparethedish.
7.True.
8.FalseCrosscontactcanoccurontheservingtray.Takeextraprecautions
whenservingthedishtoadinerwithfoodallergies.
9.FalseIfaguesttellsyouthatheorsheisexperiencinganallergicreaction,the
firstthingyoushoulddoisgetmedicalhelpimmediatelybycallingemergency
medicalservices(i.e.,911).Activateyourrestaurantsfoodallergyemergency
plan.Keepthepersonwhereheorsheisanddonotrisethemtoanupright
position.
Back of the House

Points to Remember
Foodallergiesareallergicdisorders.Customersarentjuststatingtheirfood
preferences.Yourcooperationisneededtohelpthemavoidanallergic
reaction.
Guestswhohavefoodallergiesdependonbackofthehousestaffto
providecompleteandaccurateinformationabouttheingredientsusedin
menuitems.
Ingredientsfoundinunexpectedplacescanplaceguestsatriskforan
allergicreaction.
Avoidingcrosscontactbetweenasafefoodandanallergencontaining
foodisessentialtopreparingsafemealsforguestswithfoodallergies.
Ifamistakeoccurswithaspecialorder,theonlyacceptablewaytocorrect
thesituationistodiscardtheincorrectorderandremakeit.
Back-of-the-House Staff
Backofthehousestaffareamongthemostimportantmembersofthefood
allergyteam.Guestswithfoodallergiesdependonthechefforanswersabouta
mealsingredientsandthecookingmethodsused,andtheychoosetheirmenu
itemsbasedonthisinformation.Inaddition,guestsdependonbackofthehouse
stafftopreparethemealsafely.
Checking Ingredients
Theonlywayforaguestwithfoodallergiestoavoidanallergicreactionisto
avoidtheallergycausingfoods.Suchguestsneedtoknowwhatingredientsare
presentinselectedmenuitems.Cooksmustreadingredientandallergen
informationfortheproductstheyuseeverytimetheyprepareafoodallergy
order,becausemanufacturersmaychangeingredientswithoutnotice.
Avoiding Cross-Contact in the Kitchen
Whenpreparingfoodforaguestwhohasafoodallergy,cooksmusttakeextra
precautionstoavoidcrosscontactduetospilledorsplatteredfoodfromother
dishes.Crosscontactoccurswhenonefoodcomesintocontactwithanotherfood
andtheirproteinsmix.Asaresult,eachfoodthencontainssmallamountsofthe
cheeseonahamburger)orindirectviahandsorutensils.
Thefollowingarethemostcommonculpritsincrosscontact:
Uncleanhandsorgloves.Pickingupachickentendercontainingegg,settingit
down,andthenpickingupaneggfreerollmayresultincrosscontact.Wash
handsthoroughlyandputonafreshpairofglovesbeforepreparinganallergen
freemeal.Soapandwarmwaterareeffectiveincleaninghandsofallergens,
whilehandsanitizersarenot.
Sharedequipment,utensils,grills,fryers,cookingareas,andcounters.Ifamixer
isusedtopreparepeanutcontainingshakesandthenarewipedcleanandreused
topreparepeanutfreeshakes,tracesofpeanutproteinarelikelytoremainon
boththemixerandthespindle.Aguestwithapeanutallergymayhaveanallergic
reactiontothesepeanutfreeshakes.
Usecleanutensilsforeachingredientorfood,orsetasideadesignatedsetof
utensils(e.g.,knife,spatula,spoon)forhandlingmealsforguestswithfood
allergies.Thesespecialutensilscanbecolorcodedforquickidentificationand
properuse.
Similarly,pots,pans,andwoksusedtoprepareadishthatcontainsanallergen
(suchaspeanutsorshellfish)andthenmerelywipedcleanbeforecooking
anothermealmaystillcontainenoughproteintocauseanallergicreactiontothe
nextmealthatispreparedinit.
Therefore,allpansshouldbethoroughlywashedwithsoapandwaterandthen
sanitized.
Agriddlethatisusedtocookavarietyoffoods(suchasmeat,oreggs)orthatis
coatedwithbuttermayhaveenoughproteinonittoresultincrosscontactwith
theotherfoodscookedonit.Thisisespeciallyimportantifyouallowyourcooks
topreparepersonalfoodonthegrillorinthefryers.
Allequipmentorutensilsshouldbecleanedwithhot,soapywaterorother
appropriatecleaningcompoundsandproceduresandthensanitizedbeforebeing
usedtoprepareadishforadinerwhohasafoodallergy.Useafresh,disposable
towelorrag,orcommercialcleansingwipetopreventcrosscontact.Besureto
keepallutensilsthatareusedtopreparespecialorders(spatulas,knives,meat
thermometers,tongs,spoons,blenders,sizzleplatters,pans)separatefrom
utensilsbeingusedforotherorders.
Refilledservingcontainers.Ifacontainerthatwasoriginallyfilledwithcashewsis
refilledwithpeanutswithoutbeingwashedfirst,thepeanutscouldhaveenough
cashewproteinonthemtocauseanallergicreactioninsomeonewithacashew
allergy.Washandsanitizeallcontainerscarefullybeforerefillingthemwithnew
foods.
Toppings.Ingredientsonthelinemayspillintoopencontainersoftopping
ingredients.Forexample,shreddedcheese,croutons,ornutscouldmixwith
preppedvegetables,herbs,orothertoppings.
Asaprecaution,donotaddgarnishestoorderspreparedforguestswhohave
foodallergiesunlessproceduresareestablishedandfollowedtopreventcross
contact.
Toavoidamistake,manager,orotherdesignatedstaffmembershouldbethe
onetoapplytoppings,usingingredientsfromthebackupsupply.
Considerkeepingtoppingsthatcontaincommonallergycausingfoods,suchas
milk,peanuts,andnuts,incoveredcontainers.Ifamistakeismadeandthe
allergenaccidentallygetsintoanallergenfreedishbeingprepared,discardthe
foodandprepareanewdish.
Splatterorsteamfromcookingfoods.Thesplatterorsteamfromonefoodmay
spreaditsproteinstoanother.Whenpreparingamealforadinerwhohasafood
allergy,dontcooktheallergenfreefoodnearfoodscontainingtheallergen.Do
notpassotherfoods,plates,pans,orutensilsoverthepancontainingthespecial
orderasitcooks.Justadropoftheallergycausingfoodisenoughtoputthe
guestatriskforanallergicreaction.Oncethedishismade,clearlyidentifyittobe
surethecorrectplateisserved.Keepitawayfromallotherfood.
Deepfryers.Oilindeepfryersthathasbeenusedtocookmanyfoodswillcontain
proteinfromthepreviouslyfriedfoods.Ifpossible,designateafryerforonetype
offoodtopreventcrosscontact.
Correcting Mistakes
Ifamistakeismadeonanorder,discardtheorderandmakeanewone.Taking
shortcuts,suchasremovingthenutsmistakenlyaddedtoanutfreesundae,may
landsomeoneinthehospital.
Back of the House Quiz
1.Ifamistakeoccursforexample,youaccidentallysprinklejustafewnutsonto
asundaeforaguestallergictotreenuts,orjustacoupleofcroutonsontoasalad
foraguestwithawheatallergyhowshouldyoucorrectthesituation?
(a)Removethetoplayeroffoodthattheallergencameintocontactwith,and
addalittlemoreofanacceptablefood.
(b)Ifitsjustalittleanditssomethingthatcanberemovedcompletely,remove
theallergenandcarefullyinspectthedishtobesureyouveremoveditall.
(c)Discardthedish,andremaketheorderfromscratch.
2.Whichofthefollowingcouldcausecrosscontact?
(a)usingthesameutensilsforotherfoodsaswellasforthespecialorder
(b)preparingthespecialorderonacountertopthathasnotbeenthoroughly
cleanedbeforehand
(c)toppingotherordersnearthespecialorderitem
(d)notwashingyourhandsornotusingafreshpairofglovesbeforehandlingthe
specialorder
(e)alloftheabove
3.Ifaningredientstatementisunavailableforaningredientinadish,what
shouldyoudo?
(a)Dontservethatfood,andsuggestanothermenuselection.
(b)Lookatthefoodclosely,andifitlookssafe,serveit.
(c)Askthedinerwhetherornottheingredientissafe.
4.Beforepreparingamealforaguestwhohasafoodallergy,whatmethod
shouldbeusedtocleanallequipmentandutensils?
(a)Wipetheequipmentssurfaceswithhot,soapywaterorotherappropriate
cleaningcompoundsandprocedures.
(b)Thoroughlycleanequipmentandutensilswithhot,soapywaterorother
appropriatecleaningcompoundsandprocedures,andthensanitizethem.
(c)Mistwaterontoequipmentandutensils,andrubvigorouslywithaclean,dry
towel.
5.Whencookingorpreparingamealforadinerwhohasafoodallergy,itis
important
(a)nottocookanallergencontainingfoodnexttoit
(b)nottopassotherfoods,plates,pans,orutensilsoverthepancontaining
thespecialorderasitcooks
(c)toclearlyidentifythedishonceitismade
(d)alloftheabove
TrueorFalse?
6.Whenpreparingamealforadinerwhohasafoodallergy,cookinganallergen
containingfoodnexttoitmayresultincrosscontactwiththespecialorder.
7.Oilindeepfryersthatareusedtocookmanyfoodscontainsproteinfromfoods
previouslyfriedintheoil.
8.Mostcommercialbrandsofeggsubstitutesaresafetousewhenpreparinga
mealforadinerwhohasaneggallergy.
9.Thoroughlywashingallutensilsandequipmentwithhot,soapywaterorother
appropriatecleaningcompoundsandproceduresandthensanitizingthembefore
usewillhelpeliminatetheriskofcrosscontact.
10.Onceadishismade,itshouldbeclearlyidentifiedtopreventthewrongplate
frombeingservedtothecustomer.
11.Ifafoodlabelsayswheatfreethentheproductisalsoglutenfree.
Answer Key for Back of the House Quiz
1.Cdiscardthedishandremaketheorderfromscratch
2.Ealloftheabove
3.Asubstituteaningredientyouknowissafeorsuggestanothermenu
selection
4.Bthoroughlycleanequipmentandutensilswithhot,soapywaterorother
appropriatecleaningcompoundsandprocedures,andthensanitizethem
5.Dalloftheabove
6.True
7.True
8.FalseMostcommercialbrandsofeggsubstitutescontaineggwhite.
9.True
10.True
11.False
Preparing for an Allergy Emergency

Accidentscanhappenatanytime!
Makesureyouremergencyplansincludestepsforhandlinganallergyemergency
inyourrestaurant.
PrepareaChecklistforHandlinganAllergyEmergencythatoutlinessteps
staffshouldfollowifaguestshouldexperienceanallergicreaction.Copy
thechecklistontobrightlycoloredpaper,andpostitinahighlyvisiblearea.
Atthetopofthechecklist,consideraddingastatementsuchasthe
following:
Ifsomeoneishavinganallergicreaction,donotdenyit,anddonotargue
withthecustomerordefendtherestaurant.Takeactioncallemergency
medicalservicesandgetmedicalhelpimmediately!
Ifapatronisexperiencinganallergicreaction,donothavethemstand.
Somecasesoffatalanaphylaxishaveoccurredafterraisingtoanupright
position.Ifapatronisexperiencinganallergicreaction,keepthemwhere
theyareanddonotraisethemtoanuprightposition.
Designateakeystaffmember,ideallythemanager,tohandleasituation
involvinganallergicreaction.Identifythedesignatedindividualonthe
checklist.
Postthenumberforemergencyservicesneareveryphone,alongwiththe
restaurantsaddress.Includearemindertotelltheoperatorthatsomeone
ishavingasevereallergicreaction.
Justasyouwouldwithafiredrill,havestaffmemberspracticetheallergy
emergencyprocedures.Afterward,discusswaystheplancouldbe
improved,andadjustitasnecessary.
Glossary of Allergy Terms

AllergenAnysubstancethatcausesanallergicreaction.
AllergicdisorderAmalfunctionoftheimmunesystemthatcausesittooverreact
tocertainsubstancesintheenvironment.
AllergicreactionAnimmunesystemresponsetoasubstanceinthecaseoffood
allergies,theproteinsfromallergenicfoodsthatthebodymistakenlyinterprets
asharmful.
AnaphylaxisAsevereallergicreactionthatisrapidinonsetandmaycausedeath.
AntihistamineAmedicationavailableviaprescriptionandoverthecounter
thatisusedtoblocktheeffectsofhistamine,achemicalthatisreleasedduringan
allergicreaction.
CeliacdiseaseAnautoimmunediseasethatresultsindamagetothesmall
intestineandinterfereswiththebodysabilitytoabsorbnutrientsfromfood.
Peoplewhohaveceliacdiseasecannottolerategluten,aproteinfoundinwheat,
rye,barley(commonlyfoundinmalt),andoats.
CrosscontactOccurswhenonefoodcomesintocontactwithanotherfoodand
cheeseonahamburger)orindirectviahandsorutensils.Sometimesreferredto
ascrosscontamination.
EpinephrineAnothernameforadrenaline.Itisthemedicineofchoicefor
controllingsevereoranaphylacticreactions.Itisavailablebyprescriptioninaself
injectableform,calledEpiPenorTwinject.Peoplewhoareprescribedthis
medicationshouldhaveitavailableatalltimes.
FoodallergyTheimmunesystemsreactiontoacertainfood.Theimmunesystem
mistakenlyconsidersthefoodtobeharmfulandcreatesantibodiestothatfood.
Whenthefoodiseatenagain,theimmunesystemreleaseshistamineandother
chemicals,causingthesymptomsofanallergicreaction.
FoodpoisoningIllnessthatresultsfromeatingfoodcontaminatedwithorganisms
ortoxins.Symptomstypicallyoccurwithintwotosixhoursandmayinclude
nauseaandvomiting,abdominalcramps,diarrhea,feverandchills,weakness,and
headache.
HistamineOneofseveralchemicalsreleasedbythebodyduringanallergic
reaction.Itisthecauseofmanyofthesymptomsofanallergicreaction.
HivesBumpsthatresemblemosquitobites.Theyareextremelyitchyandcan
appearanywhereonthebody.Thisisacommonandvisiblesymptomoffood
allergicreactions.Alsocalledurticaria.
LactoseintoleranceAreactiontoafoodthatdoesnotinvolvetheimmune
system.Lactoseintolerantpeoplelackanenzymethatisneededtodigestmilk
sugar.Whentheyeatmilkproducts,symptomssuchasgas,bloating,and
abdominalpainmayoccur.Lactoseintoleranceismorecommoninadultsthanin
youngchildren.
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 Employers 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 employees personnel tile (they may be
needed later).
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 restaurants 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 dont 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.
SECTION: SAFETY 3
revised 1.1.07
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 manufacturers 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,
dont. 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.
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, dont. 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.
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 wont 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 manufacturers 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 OSHAS 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.
SECTION: SAFETY 6
revised 1.1.07
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 guests 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.
SECTION: SAFETY 7
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.____________________
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
SECTION: SAFETY 8
revised 1.1.07
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 employees 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 individuals 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
SECTION: SAFETY 9
revised 1.1.07
Topic
The
Employees
Right to
Know:
OSHAs 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.
SECTION: SAFETY 10
revised 1.1.07
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.
SECTION: SAFETY 11
revised 1.1.07
Topic
Third Degree
Burns
A third degree burn destroys all the layers of the skin.
Maintain an open airway.

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.
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).
SECTION: SAFETY 12
revised 1.1.07
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 dont 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.
SECTION: SAFETY 13
revised 1.1.07
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 dont 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.
SECTION: SAFETY 14
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 managers 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
managers key box or in the desk.
SECTION: SAFETY 15
revised 1.1.07
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 robbers 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.
SECTION: SAFETY 16
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 dont 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.
SECTION: SAFETY 17
revised 1.1.07
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 restaurants 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.
SECTION: SAFETY 18
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 employees 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 anyones 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, managements 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.
SECTION: SAFETY 19
revised 1.1.07
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 Departments approval.
SECTION: SAFETY 20
revised 1.1.07
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 managements 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!
SECTION: SAFETY 21
revised 1.1.07
Topic
Natural
Disasters
When a natural disaster, (such as a hurricane or tornado) occurs it is

managements 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
managers 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.
SECTION: SAFETY 22
revised 1.1.07
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.
SECTION: SAFETY 23
revised 1.1.07
Topic
Outdoor and indoor hazards are usually present after a hurricane. It is

managements 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 managements 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.
SECTION: SAFETY 24
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.
SECTION: SAFETY 25
revised 1.1.07
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 restaurants 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.
SECTION: SAFETY 26
revised 1.1.07
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:
SECTION: SAFETY 27
revised 1.1.07
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.
SECTION: SAFETY 28
revised 1.1.07
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.
SECTION: SAFETY 29
revised 1.1.07
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.
SECTION: SAFETY 30
revised 1.1.07
CHEEBURGER CHEEBURGER RESTAURANTS, INC.

SAFTEY POLICY
Safety and Health in our business must be a part of every operation. Without question, it is every
employees 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 individuals 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 employees 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)
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 employees.
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.
SECTION: SAFETY 37
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
SECTION: SAFETY 38
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.
SECTION: SAFETY 39
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 managers 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.
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.
Dont 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 employees 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
employees 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 dont 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 guiltyhe 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 employees 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 entre. 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.
revised 1.1.07
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 servers section and side
work before allowing him or her to leave their shift. Do all opening side work.
revised 1.1.07
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 servers 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.
revised 1.1.07
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 everyones 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 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.
revised 1.1.07
CHEEBURGER GROUND BEEF

INFORMATION AND GUIDELINES
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

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 jjablow@cheeburger.com with a cc: to Tony Agresta at
agresta.tony@corp.sysco.com 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 jjablow@cheeburger.com with a cc to Tony Agresta at
agresta.tony@corp.sysco.com 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
revised 1.1.07
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.
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revised 1.1.07
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
___________________________________________________________________________________________
___________________________________________________________________________________________
revised 1.1.07
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.
revised 1.1.07
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
revised 1.1.07
revised 1.1.07

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
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
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. Dont 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.
revised 1.1.07
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 candidates
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.
revised 1.1.07
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 dont
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.
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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 employees 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.
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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 staffs 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 individuals 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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GUIDE TO
INTERVIEWING
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Contents
A. Interviewing Guidelines
1. Always Be Interviewing
2. How to Spot a Good Candidate
3. Preparing for the Interview
4. The DOs and DONTs 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
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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, dont 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 candidates 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 doesnt 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 DONTS 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 EMPLOYEES PAST BEHAVIOR IS THE BEST PREDICTOR OF
FUTURE BEHAVIOR.
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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. ITS THE LAW.
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4. The DO'S and DONTS Of Interviewing continued

DON'Ts
DONT 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.
DONT 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.
DONT LEAD THE APPLICANT.
Dont fill in gaps or answer questions for them.
DONT MAKE THE APPLICANT WAIT.
DONT ASK QUESTIONS THAT ARE ACCUSATORY OR STRESSFUL.
Ask HOW they did something, rather than WHY. Asking why can make an
applicant defensive.
DONT 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.
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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 DONTS of interviewing in the previous section).
Be sure to observe the applicants 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
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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 cant 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 dont provide candidates with the right answer.
5. They are simple and straightforward.
6. They are asked of all candidates.
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Applicants 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.
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: Didnt 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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Applicants 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. Cant 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.
environment.
4. What did you especially dislike about your last job?
Y: Did not dislike anything.
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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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
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: Didnt 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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AVAILABILITY
1. Do you have a reliable means of transportation to get to work?
Y: Applicants 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 applicants availability fit the position?
Notes:
Rate:
Experience
1. Is the applicants 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, Id 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?
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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 ____________________________________________________
THIRD REFERENCE
Name and Title ____________________________________________________
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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 ones 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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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?
Whats 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 _____________
Doesnt 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 youve made at
work? What did you
learn from it?
Specific answer and

positive that they
learned
Points _____________
Cant 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 _____________
Cant answer or silly

answers
Make the customer

happy, replace order
and/or refund money,
get manager involved,
etc.
Points _____________
Dont 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 couldnt

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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9. Describe the best

boss youve 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 dont know or doesnt

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 Restaurants Sexual Harassment Policy. Cheeburger
Cheeburger Restaurants 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.
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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.
revised 1.1.07
revised 1.1.07
Section IV. Employee Training
revised 1.1.07
TRAINERS
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
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
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
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
HACCP INTRODUCTION
GRILL COOKING
FRYER COOKING
SET UP INTRODUCTION
COOKING ORDERS
SPECIALTY SANDWICHES AND SALAD PRODUCTION
ORDER COOKING
PREP FOR FRIENDS AND FAMILY
CHOOSE FRIENDS AND FAMILY STAFF
CLEAN UP
FRIENDS AND FAMILY
GUESTS SERVED FROM 12 TO 3PM AND 5 TO 8PM
STAFF SCHEDULED FROM 11 TO 4PM AND 4 TO 9PM
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 its
everyones 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
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 cant 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. Its the best quality
beef for preparing hamburger. Its fat content makes our
burgers juicy and tasty. We dont 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. Its 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. Theres 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, sauted 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
Dreyers/Edys 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, its 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 dont 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, sauted onions and
mushrooms as well. As youre 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. Its 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 everyones 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 everyones 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. Dont 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 entres
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
schedules 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 twos 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 entre
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.
Make certain that each entre 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 entre. 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.
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 cant 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 managers 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. Its 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.
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.
Dont 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 cant
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 dont 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.
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 employees 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.
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 / Owners 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 tables 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 sauted 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 sauted 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 sauted 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, milkECT.
___ 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
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 sauted 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, milkECT.
___ 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.
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 neons 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.
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

BAR EMPLOYEES
CUSTOMER SERVICE
NAME
Cash
POS
To Go
PRODUCTION
Phone
Shakes
SAS
Egg
Cream/Floats
HACCP/CLEANING
Desserts
Cleaning
Storage
Equipment

FRONT OF HOUSE EMPLOYEES
NAME
Speech
Menu
Stations
SideWork
POS
Upsells
Desserts
Gift
Cards/Retail
Cash
Bussing
Complaints

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.
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...
2
3
3
3
4
4-6
6 - 13
13 - 14
14 - 15
15 - 19
19 - 21
21 - 23
23
24
CONFIDENTIAL
Employee Handbook
WELCOME
to

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 doesnt 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.
CONFIDENTIAL
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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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 persons 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.
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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.
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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 doctors 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.
copy of Cheeburger Cheeburger Restaurants 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.
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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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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.
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15. Employees 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 companys 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
companys 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.
copy of Cheeburger Cheeburger Restaurants Sexual Harassment Policy. Cheeburger
Cheeburger Restaurants 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.
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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.
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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 managers 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 customers 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
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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 managers 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 doesnt 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.
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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.
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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 states 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 youre 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
employees 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 managers 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.
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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.
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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
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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Employee Handbook
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 managements 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, dont 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.
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Employee Handbook
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;
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Employee Handbook
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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Employee Handbook
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
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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Employee Handbook
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 anyones 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 individuals 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.
23
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Employee Handbook
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
24
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
CONFIDENTIAL
Employee Handbook
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, its 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.
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.
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 souffl 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 souffl cup.
CHEEBURGER GROUND BEEF INFORMATION AND GUIDELINES

REVISED JUNE 1, 2009
>
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.
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
jjablow@cheeburger.com with a cc: to Tony Agresta at agresta.tony@corp.sysco.com 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
jjablow@cheeburger.com with a cc to Tony Agresta at agresta.tony@corp.sysco.com 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.
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 guests choosing at bottom of small chilled salad bowl
Place refrigerated cheesecake in center of bowl
Top with fruit or candy of guests 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 oz of candy or fruit topping of guests choice on top of cookie
Top with 3 oz scoop of ice cream
Place oz of candy or fruit topping of guests 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: Frys 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. Its 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

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
8. Server will place customer selected Dipping Sauce
into basket.
1: Batter mix should be prepared to recipe and kept on ice.

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
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
guests choice in basket.
Place MUSHROOMS in medium black basket on one piece

of Cheeburger wax paper. Server will place dipping sauce of
guests 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 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 Hersheys 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
ENTRE 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 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 souffl 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 Kids Meals are served in a Classic Cruiser (available through KidStuff), lined with
one sheet of logoed wax paper. Every Kids 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
Crme 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 sauted 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 case) to be sauted 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:

SAUTED MUSHROOMS MUST BE HELD OVER 141F

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 its 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.
NEVER
SAY NO!
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 days 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, its both! We start with Krafts 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. Mikes 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 doesnt 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! Dont slack out more product than you
need. Because we dont 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? Thats 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 dont 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 lifewe more
than make up for in flavor and quality!!
Platter Procedures
THE PLATTER IS SERVED ON AN OVAL PLATTER.
ENTRE 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 SAUTED 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 SOUFFL CUP
POSITIONED ON THE PLATTER.
6OZ (COOKED WEIGHT) FRIES OR RINGS SERVED ON THE PLATTER.
A SIDE SALAD WITH DRESSING CHOICE OR SOUFFL 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 sauted mushrooms. The stems must be trimmed and washed
before they are sauted.
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.
Its 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 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 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
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
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.
Proper Temping
of Received Products
BEEF
When receiving beef, its 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 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 sauted 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:
Sauted onions must be held over 141F 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
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
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
Shake-A-Soda Procedures
STEP 1:
FILL THE ACRYLIC SHAKER 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 sauted
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 sauted 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 sauted onions
10 oz Burger
CHICKEN MELT
2 slices grilled rye bread
sauted onions
Chicken breast
MY BLEU CHICKEN
2 slices grilled white bread
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 guests 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 40F
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
DONT 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 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 Confectioners 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 guests choice.
Top each scoop with whipped cream and cherry.
NOTEFor 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 souffl 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

Dont 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!
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 ITS NOT EXCEPTIONAL

ITS 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
2 oz
2 slice
1 slice
6 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
SERIOUS
2 slice
4 oz
4 oz
3 oz
3 slice
2 slice
8 slice
2 oz
2
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
DELIRIOUS
2 slice
6 oz
6 oz
4 oz
4 slice
2 slice
10 slice
2 oz
2
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 oz
2 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
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
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 12F
SHAKE SPECIFICATIONS
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, its 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
Sauted 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
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
PANCAKES (served in plastic hinged container)
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
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.
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
FRENCH TOAST
(served in plastic hinged container)
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
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
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
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 souffl cups each day and dated again to insure proper
rotation. The souffl 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
ENTRE 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 sauted 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 case) to be sauted 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.
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:
SAUTED MUSHROOMS MUST BE HELD OVER 141F

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.
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 its 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.
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, its both! We start with Krafts 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. Mikes 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 doesnt 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! Dont slack out more product than you need.
Because we dont 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? Thats 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 dont 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 lifewe 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
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: Frys 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
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!
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.
Its 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 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 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
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
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 sauted 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.
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:
Sauted onions must be held over 141F 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 40F
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.

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!
Pepsi Fountain Troubleshooting
Proper Temping
of Received Products
BEEF
When receiving beef, its 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
2009
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
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
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
2 oz
2 slice
1 slice
6 slice
1 oz
2
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 oz
1 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
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:
15951 McGregor Blvd.
Fort Myers, Florida 33908-2568
SECTION: WEEKLY SALES REPORT 1

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

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: __________

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: __________
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).
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 Julys income
statement. July 26th would be the first day of the month for Augusts
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
weeks 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 centers 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 Insurances except Workmans 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..
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.
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
Number
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
Number
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
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
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.
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.
Lets 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.
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)
$ 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 restaurants 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.
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.
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)
SECTION: DAILY PREP 1
If your lunch sales are 67% of your total days sales and dinner accounts for 33%
of your total days 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.
SECTION: DAILY PREP 2
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
SECTION: ORDERING & RECEIVING 1
Key Data You Will Need
A current list of $Yieldsorthis 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.
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.
RECEIVING PROCEDURES
1. It is managements 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.
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 Usages 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
POUND COMBO
CLASSIC
1/3 LB. SEMI
LB. SERIOUS
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
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 months 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

Location 2
End Inv.
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

Location 2
End Inv.
Usage
Unit Cost
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
#REF!
$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
$0.00
$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 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

Location 2
End Inv.
Usage
Unit Cost
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
$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 - 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

Location 2
End Inv.
Usage
Unit Cost
COGS-$$$
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$0.00
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$0.00
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$0.00
$0.00
$0.00
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$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
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$0.00
INVENTORY ITEM
PACK

Location 2
End Inv.
Usage
Unit Cost
COGS-$$$
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$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
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
TOTAL OTHER SUPPLIES:

Souffle Cup 4 oz.
Souffle Lid 2 oz.
Souffle Lid 4 oz.
Straws - Unwrapped
Toilet Tissue
Toilet Tissue
Towel - Brown Paper
Sleave
Sleave
Sleave
Box
Roll
Roll
Each
Each
Each
$0.00
$0.00
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$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$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-$$$
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Location 2
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Usage
Value-Hd
In order to reset Inventory for next week please press
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#DIV/0!
#DIV/0!
COGS-$$$
Value on Hd
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 stores
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 Architects scope of work
guidelines if necessary and help you in reviewing the Architects 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 Cheeburgers 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 dcor 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 its 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 restaurants 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 30x42 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 36x36 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 24x30 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 18x48 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 18x30 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
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 24x30 stainless steel glass rack storage unit w/work top &
back splash (stores three ea. Standard cup/glass racks)
FCS custom 24x96 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, #CRB21x106 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 5x75X14/20 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 6-9x14-3x8-6 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

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)
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 & DCOR
ITEM #
DESCRIPTION
F1
Crossville 8x8 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 8x8 floor tile w/grit, (quan. per site plan)
Metro 6x8 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

-
Page Six
Standard dcor 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. 50s, 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 DCOR & 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 8x8 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 6x8 cove base to be used in rest rooms
F2 American Olean #ON46 Gray 8x8 floor tile w/grit surface
OWNER
A.O. 5x8 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
1x1 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 Dcor 8x8 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 dcor 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. 50s, 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
INST. BY
OWNER
OWNER
OWNER
OWNER
OWNER
OWNER
G/C
OWNER
OWNER
G/C
G/C
G/C
OWNER
OWNER
G/C
OWNER
G/C
G/C
OWNER
G/C
OWNER
OWNER
OWNER
OWNER
OWNER
OWNER
OWNER
OWNER
G/C
N/A
OWNER
OWNER
OWNER
OWNER
OWNER
OWNER
OWNER
N/A
N/A
N/A
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 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
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.
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
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
Carnegie, PA 15106
412-278-1993 fax 412-278-1090
Rees Design is the only approved supplier for certain interior dcor
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 (jfriez@cheeburger.com)
6.
Marketing
Bob Wright
Wright & Company
305-304-4166 fax 305-289-0548
bobwright@cheeburger.com
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 Bobs
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
bobwright@cheeburger.com
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
dcooperman@touchpos.com
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
Ron.hynning@pcmusic.com
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 50s, 60s and 70s. 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
apaton@dadepaper.com
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 childrens 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 Servers Report

For Gift Certificate Sales and Redemptions
Refer to Daily Z Report for

Gift Certificate Sales or Redemptions
-- revised 1.1.07

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OPERATIONS

CHEEBURGER CHEEBURGER RESTAURANTS, INC.

Letter from Cheeburger Cheeburger Restaurants, Inc. Chairman & CEO

OPERATIONS MANUAL - TABLE OF CONTENTS

Section I: Food and Food Safety

Section II: Safety

Section III: Management

Section IV: Employee Training

OPERATIONS MANUAL - TABLE OF CONTENTS (continued)

Section VII: Equipment

Section I. Food and

Safe food service is important for health and financial reasons.

Contamination is the presence of something harmful in food such

Borne means carried. Food-borne illness is an illness that is illness

There are eight (8) frequent causes of food-borne illness:

The following are examples of commonly recognized food-borne illnesses

Potentially hazardous food is the type that is most in danger of being

Bacteria divide once every 20 minutes. In 16 hours one bacterium can

These toxins kill humans. Therefore, when in doubt, throw it out. If

How to Measure and Monitor

To measure food temperatures, use either a metal stemmed, numerical

Calibrate the thermometer by placing it in a 50/50 ice to water

The Flow of Food

At the loading dock

Food must be cooked at the minimum recommended temperature to kill

Leftover food may be reused if re-heated to 165 degrees

Only authorized personnel can accept or sign for food deliveries.

Accept food only if it is:

cans that are swollen, rusty, dented or leaking.

First in. FIRST OUT.

Keep in original containers or in other clean and labeled containers. Keep

Monitor temperature of refrigerator and food by checking the unit gauge

Food stored in the freezer should be kept at 0 degrees Fahrenheit or below.

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

Keep chemicals and detergents in a cabinet or on shelves away from food

Cleaning and Sanitizing

Cleaning and Sanitizing

Check the cleanliness of the machine before use.

Cleaning & Sanitizing

Prepare two solutions :

Chemical contamination usually comes from sources such as pesticides,

Pesticides used by fruit and vegetable growers to control insect damage

Toxic metals can be a source of chemical contamination. Zinc used in

Preventing the Spread of

Fingernails must be clean and trimmed. No nail polish or false fingernails

In addition to hand washing, there are other precautions to take. Be careful

Clothing is exposed to contamination before and during work hours.

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

Cross contamination occurs when bacteria are passed from a contaminated

Conditions for cross

There are many different ways cross contamination occurs.

Clean stem-type thermometers are used to check food temperature.

Methods to prevent cross

Handling food safely

Foods should be handled as little as possible. This is because whenever food

Safe food handling

Store ingredients properly at the right temperatures until cooking begins.

Process raw ingredients as quickly as possible.

Hot and cold handling

Hot foods: 141 degrees to 70 degrees F within two (2)hours

There are several ways to thaw properly:

Time in lieu of temperature

Date marking foods

Refrigerated ready-to-eat potentially hazardous foods that are prepared in