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Ch. 1 | The changing role of chef | 3 |
Ch. 2 | New values in culinary leadership | 36 |
Ch. 3 | The structure of kitchen organization | 63 |
Ch. 4 | Foundations in quality | 79 |
Ch. 5 | W. Edwards Deming's fourteen quality points | 90 |
Ch. 6 | Joseph Juran's trilogy and the Pareto principle | 106 |
Ch. 7 | Discovering Philip Crosby's zero defects | 117 |
Ch. 8 | Kaoru Ishikawa and Armand Feigenbaum | 126 |
Ch. 9 | Implementing quality management programs | 137 |
Ch. 10 | Personnel management | 151 |
Ch. 11 | The chef supervisor | 171 |
Ch. 12 | Communication | 176 |
Ch. 13 | Managing diversity | 190 |
Ch. 14 | Defining leadership | 201 |
Ch. 15 | Team building | 208 |
Ch. 16 | Personal development | 217 |
Ch. 17 | Managing the modern workplace | 233 |
Ch. 18 | Concept engineering | 242 |
Ch. 19 | Establishing operational standards | 253 |
Ch. 20 | Menu management | 264 |
Ch. 21 | Production management | 275 |
Ch. 22 | A place for creativity | 283 |
Ch. 23 | The business of quality food service | 291 |
Ch. 24 | The future of information technologies | 301 |
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