106 Chicago Bureau of Public Efficiency 



great care being taken by the general manager to 

 guard against over-stocking. 



(c) That inventories of suppHes on hand at the 

 close of each day's business be prepared by each sub- 

 manager on blank forms provided for that purpose 

 and transmitted to the central office. 



(d) That all cash receipts (except a small work- 

 ing balance) be transmitted daily to the central offices, 

 together with a separate report of sales from refec- 

 tories, lunch rooms, soda fountains and cigar stands 

 respectively. 



(e) That standard schedules be adopted and en- 

 forced showing the number of portions which may 

 be served under average conditions from each unit 

 measure of the more expensive kinds of supplies used. 



(f) That sales tickets be used for food orders 

 and the detail thereof entered on the ticket. 



(g) That it be made the duty of an auditing clerk 

 in the central offices to assemble for each day on a 

 tally sheet the portions sold, and check the totals 

 thereof with the quantities of supplies delivered and 

 inventories reported. Such checking would not need 

 to be complete each day but sufficient tests should be 

 made to disclose wrong doing or bad management, 

 and to secure a good moral effect on all persons 

 handling food supplies. Kitchen shortages could not 

 be excused as "spoiled goods" for any length of time 

 without proving bad management. 



(h) That a separate accounting be had in the 

 central offices with each refectory, lunch room, soda 

 fountain and cigar stand. 



(i) That measures be enforced to prevent em- 

 ployees from leaving the buildings with packages, 

 hand bags, etc., without disclosing their contents to the 

 manager, and to prevent delivery men or those remov- 

 ing garbage from access to the kitchens except under 

 the eyes of the manager. 



