This is important.
The owner or management should not have to wait until the last day wondering:
"What exactly have these people been doing in our kitchen?"
Each Component produces something.
So the Diagnostic remains visible.
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13.1 AFTER COMPONENT 1
You receive:
YOUR KITCHEN — AS WE UNDERSTAND IT
You can correct us.
"No, you have misunderstood this."
Excellent.
Better to correct our understanding now than build a programme on a wrong assumption.
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13.2 AFTER COMPONENT 2
You receive:
WHERE ARE WE TODAY?
Now you begin seeing the Food Safety starting point.
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13.3 AFTER COMPONENT 3
You receive:
PEOPLE & FOOD SAFETY — ROLE-WISE DIAGNOSTIC
Now the behavioural picture becomes clearer.
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13.4 AFTER COMPONENT 4
You receive:
YOUR KITCHEN DAY — 7 OCCASIONS DIAGNOSTIC
Now you can see how Food Safety behaves across the working day.
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13.5 AFTER COMPONENT 5
You receive:
WHAT DAILY WORK MAY BE HIDING — PERIODIC & READINESS NOTE
Now the longer-term picture comes in.
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13.6 FIVE COMPONENTS. FIVE OUTPUTS.
By now we have accumulated quite a lot.
But five documents sitting separately are not enough.
So we bring them together.
YOUR SAFE KITCHEN DIAGNOSTIC REPORT
This is not meant to be a 100-page consultant report.
It should help management answer a few straightforward questions.
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13.7.1 WHAT ARE WE ALREADY DOING WELL?
We begin there.
Because these are the behaviours worth protecting.
And perhaps spreading.
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13.7.2. WHAT NEEDS SOME ATTENTION?
Small things.
Not emergencies.
But worth improving before they become normal.
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13.7.3. WHAT KEEPS COMING BACK?
These are particularly important.
Because repeated reminders have probably not solved them.
Something deeper may be happening.
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13.7.4. WHAT BEHAVIOUR NEEDS TO CHANGE?
Entrants?
Senior Staff?
Head/Chef?
Everybody?
Perhaps only one particular occasion?
We should know.
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13.7.5. WHAT IS NOT REALLY A BEHAVIOUR PROBLEM?
This may be one of the most useful questions.
Perhaps staff are being asked to store food safely but there is insufficient cold-storage space.
Perhaps people are being told to label everything but labels are never available at the storage point.
Perhaps receiving is unsafe because there is no practical receiving space.
Perhaps closing is weak because responsibilities are unclear.
No amount of motivational training will fix some of these things.
Management needs to know the difference between:
A PERSON PROBLEM.
A BEHAVIOUR PROBLEM.
A PROCESS PROBLEM.
A FACILITY PROBLEM.
That distinction can prevent a lot of unnecessary blaming.
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13.7.6. WHAT, IF ANYTHING, NEEDS IMMEDIATE ACTION?
If something genuinely cannot wait, say so.
Simply.
Clearly.
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13.7.7. WHAT SHOULD WE DO NEXT?
And only now do we reach Behaviour Change.
Not before.
