DIAGNOSTICO FINAL HISTOPATOLÓGICO

The objectives of space analysis are to determine the size of each func- tional area and the relationships among functional areas, according to the owner’s operational objectives.

The analysis of the space required for each of the functional areas in a facility is based both on the particular needs of the owner and on generally accepted standards. For example, the space needed for the dining area is computed by multiplying the number of seats needed to generate adequate revenues by a factor reflecting the square footage needed for each seat. That factor may range from 11 square feet (1.0 square meters [sq m]) per seat for banquet seating to 16 square feet (1.5 sq m) per seat (or more) for a fine-dining restaurant; the actual factor selected is determined by the concept and the owner’s preferences. If a restaurant requires 160 seats, at 15 square feet (1.4 sq m) per seat, then the dining room would require 2,400 net square feet (224 net sq m) exclusive of support areas. Space analysis proceeds to identify each of the necessary areas, and the space required by each, for the foodservice facility. Chapter 4 discusses space analysis in greater detail and provides guidelines for each of the primary functional areas in a foodservice facility.

Space analysis also involves establishing the physical relationships among each of the functional areas in the facility. One technique used to determine physical relationships, the adjacency matrix, is illustrated in Figure 2.2. The owner’s representative and the foodservice design con- sultant evaluate the cells in the matrix pair by pair. They determine the importance of any two areas being located adjacent to each other by as- signing a priority from 0 (unnecessary) to 3 (essential). Figure 2.2 shows a 3 in the cell where “Refrigerated Storage” and “Pre-preparation Area” intersect, indicating that it is essential for the coolers to be in close prox- imity to the pre-preparation area. There is a 0 in the cell where “Customer Entrance” and “Trash Holding” intersect, showing that it is unnecessary— indeed, undesirable—for these areas to be located next to each other.

In completing the adjacency matrix, the owner and the design team evaluate the relationship between every one of the functional areas in the planned facility. This process helps ensure that all members of the project team are working from the same set of fundamental assumptions about the owner’s objectives and needs.

A related approach in space analysis is the bubble diagram, such as the relatively simple example shown in Figure 2.3. Designers sketch bubble diagrams to show the relative sizes and relationships among functional areas early in the design process. These diagrams are particularly help- ful to the owner’s representative in identifying design problems. In Fig- ure 2.3, the position of the ballroom—between the preparation area, the dining room, and the warewashing area—clearly must be changed. The

Receiving Dry Storage Refrigerated Storage Pre-preparation Final preparation Service Warewashing Trash Holding Offices Customer Entrance Receiving Dr y Stor age Refr iger ated Stor age Pre-prepar ation Final prepar ation Ser vice W are w ashing T rash Holding Offices Customer Entr ance 1 1 1 1 1 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 2 2 3 3 3 3 3 1 2 2 1

The numbers in this diagram show how important it is for two spaces to be adjacent to each other in a foodservice facility. Importance ranges from “0” (not at all important) to “3” (extremely important).

Figure 2.2. Adjacency Diagram (Simplified).

preparation area should conveniently serve the main dining room; prox- imity to the ballroom should be viewed as a secondary consideration.

Space analysis provides the data necessary for the preparation of the architectural program for the facility. Among design professionals, an ar- chitectural program or program statement is a specific kind of document that describes in a narrative the requirements of each functional area. It states the function of each space in a building, how that space will be used most frequently, and the number of square feet needed to serve these needs. A program statement for a foodservice facility is the same as an ar- chitectural program, except that the focus is on specific functional areas,

Figure 2.3. Example of a Bubble Diagram (arrows

Room Number: 103 Room Name: Dishroom

Relationship to Other Rooms: Near dining room, for self-busing of dishes, and

adjacent to kitchen. Easy access to service lines, so that clean dishes can be returned to serving area.

Description of Use: This room will be used to wash all utensils, serving pans,

china, glassware, and cafeteria trays. The space must be well ventilated but need not be air-conditioned. The pot sink will be located in this room, as well as space for the storage of utensils and dishes on portable carts. Utility requirements will include provision for drains, hot and cold water, electrical power in single and three phase, and a high level of ventilation (air turnover).

Square Footage Needed: 420 (39 sq m)

Finishes: Walls must be structural glazed tile for ease of cleaning and resistance

to wear. Floors must be quarry tile with slip-resistant qualities. Ceiling should be moisture-resistant and approved for use in commercial foodservice

establishments. Lighting should be at 50–60 foot-candles, or at a level acceptable to the local health department.

Figure 2.4. Example of a Section of a Food-

service Facility Program Statement.

such as receiving, storage, pre-preparation, final preparation, service, and warewashing. An example of a program statement for a dishroom is found in Figure 2.4.

Space analysis and programming make it possible for the design team to estimate the total size, the basic construction approach, and the kinds of finishes necessary for the building. This information is essential before the architect, engineers, and foodservice consultant begin the process of actually generating plans for the facility. Figure 2.5 shows an example of a summary program statement that identifies the total space required for a restaurant.

The total space required for the facility is calculated first, by sum- ming all of the space requirements for the functional areas as determined through space analysis and programming. That figure, however, is only the net amount of square feet required for the facility. Often the estimates re- flected in the program statement do not include the space required for walls and wall thickness, chases for pipes and other utility services, stair- wells, corridors, fire escapes, or rooms for mechanical equipment, such as elevator machinery or telephone equipment. The square footage calcu- lated from the program statement is increased to reflect the space required for these functions, and the resulting estimate is the gross square footage required for the facility.

The gross square footage can be used by the design team in prepar- ing a preliminary estimate of the cost of construction for the facility. Industry reference publications provide data on current costs for various types of construction on a per-square-foot basis. These data can be used to generate a rough estimate of the construction cost of the project. It is not uncommon to discover that the amount of space and the quality of construction necessary to create a facility that fulfills the owner’s ob- jectives exceeds the resources he or she has to invest. In such cases, the owner’s representative and the design team must evaluate their previous

Net Square Feet

Functional Area (Meters)

Receiving Dock 64 (5.9)

Receiving Area 80 (7.4)

Trash Holding 60 (5.6)

Cleaning Supplies Storage 80 (7.4)

Dry Storage 240 (22.3)

Cold Storage (Walk-in Cooler) 160 (14.9)

Frozen Storage (Walk-in Refrigerator) 120 (11.1)

Liquor/Beverage Storage 80 (7.4) Pre-Preparation 320 (29.7) Final Preparation 280 (26.0) Bakery 120 (11.1) Servers’ Stations 160 (14.9) Bar Service 200 (18.6) Bar Seating 320 (29.7) Maitre d’ Station 40 (3.7) Dining Seating 2600 (241.5)

Table/Chair Storage (Dining Area) 160 (14.9)

Warewashing 220 (20.4)

Foodservice Offices 180 (16.7)

Foodservice Rest Rooms/Lockers 240 (22.3)

Total Foodservice 5724 (531.8) Figure 2.5. Example of Summary of Space

Estimated from a Program Statement.

work in concept development, feasibility, space analysis, and program- ming to determine how the requirements of the program can be reduced without adversely affecting the financial feasibility of the project. Usually this is a difficult process, because those involved may feel very strongly about the size or function of a given space. For example, the chef may be committed to a large receiving dock, the owner to the maximum num- ber of seats in the dining room, and the architect to a particular con- figuration for the entry, coat check, and host/hostess station. Examples of the kinds of questions and issues that often are raised at this point follow.

❏ Can the number of seats in the dining room be reduced? This

is generally an undesirable option in commercial restaurants be- cause sales revenue is a function of the number of available seats.

❏ Can the size of the walk-in refrigerators be reduced? This option

may be feasible if fresh meats, produce, and dairy items can be delivered daily.

❏ Is it necessary to have a room dedicated to washing garbage cans?

Perhaps this space is not necessary for the long-term success of the facility.

❏ Is there a less expensive alternative to finishing the kitchen walls

in ceramic tile? Other materials may offer a lower initial invest- ment cost, but they may be less durable and more difficult to keep clean and sanitary.

The one word that describes this space and cost-cutting exercise is compromise. After the program is approved in writing by the client, then and only then should the design process begin.

Schematic Design

The primary purpose of the schematic design is to show the shape of the building, the entrances and flow patterns, and the location of the dining rooms, kitchen, and other major components of the foodservice facility. The architect’s drawings at this stage will show elevations of the outside of the building, site plans for the building lot, and the location of roads, sidewalks, and parking lots. The foodservice design consultant’s drawings show the shape, size, arrangement, and major equipment items for all of the foodservice and related areas. Schematic designs often are used to gain preliminary approval from zoning officials, or for public relations purposes in selling stock to potential investors. For institutions, schematic designs are used to seek approval from the board of trustees or other governing board.

The architect and foodservice design consultant typically revise and present schematic designs several times before gaining the approval of the owner’s representative. In some cases, they may present several schematic designs, each illustrating a different approach to the program.

The architect’s schematic designs for the entire building are usually presented in small scale (1_/

16inch or1/32inch= 1 foot), so that the entire

facility and the surrounding property will fit on a single large (often 42 inches long by 30 inches high) sheet of paper. The foodservice design con- sultant’s schematic designs usually are prepared at a scale of1_/

8inch= 1

foot so as to fit the storage, preparation, service, and dining areas of a large facility on a single sheet. Figure 2.6 is a schematic design for the service level of a caf ´e (the storage and pre-preparation areas are located on a lower level of the building and so are not shown). Note: In many countries, the scale would be expanded in metrics.

A cost estimate for the project is prepared at the end of the schematic design phase. This estimate, in contrast to the rough estimate prepared with the program statement, is based on more specific information about the project. This estimate often is a joint effort by the architect, engi- neers, and foodservice design consultant. The architect will gather in- formation from the building program (step 3) as to the quality of fin- ish of each space and will then use more detailed price-per-square-foot data available from outside commercial publications. The engineers will examine the size of the space, the type of HVAC (heating, ventilation, and air-conditioning) system needed, and the amount and kind of equip- ment needed in the foodservice areas. The foodservice design consul- tant will determine the general kinds of foodservice equipment needed in the project and prepare a cost estimate, even though the actual equip- ment items have not yet been selected. The consultant relies on his or her experience with projects of similar size and scope in generating esti- mates at the schematic design phase of the project. The foodservice de- sign consultant submits to the engineers an estimate of the electrical load, steam requirements, and special ventilation needs for the foodser- vice equipment so that the cost of all utilities for the foodservice area

DISH DROP HAND SINK BEVERAGES SERVICE FINAL PREP PRE-PREP POTWASH COOLER FREEZER DRY STORAGE RECEIVING BANQUET CART HAND SINK HAND SINK JAN W AREW ASHING

Figure 2.6. Schematic Design for a Production

Kitchen.

can be calculated. The final cost estimate, compiled by the architect, includes:

❏ Land acquisition ❏ Site preparation ❏ Building construction

❏ Electrical, plumbing, and other mechanical systems ❏ Foodservice equipment

❏ Interior design and furnishings ❏ Construction loan interest costs

❏ Professional fees and other costs that will occur during planning and construction

This phase of the design sequence continues until the owner’s repre- sentative is satisfied with the design and the projected cost of the project. At that point, he or she provides written acceptance of the design team’s work, thus concluding the schematic design phase. Acceptance of the schematic design should be made in writing by the owner’s representative and the architect on an actual floor plan of the building or food facility. Acceptance of the schematic design by the owner’s representative does not

mean that changes in the design of the facility cannot be made. Changes can be—and often are—made in subsequent phases of the project. On oc- casion, those changes take the project all the way back to the point of concept development. The owner’s acceptance does not prevent changes; it only provides fair compensation for the design professionals involved in the project if their work must be done again.

Design Development

Design development is the phase of the project when the owner’s repre- sentative, architect, engineers, foodservice design consultant, and interior designer flesh out the design of the project through increasingly detailed drawings. The design development phase leads up to, but does not include, the preparation of actual working drawings from which general contrac- tors will bid the project.

The design development phase of the design sequence allows the project team to investigate different approaches and alternative systems for meeting the owner’s functional needs. This phase thus involves what is called value engineering, in which the project team evaluates the pro- jected operational costs of major equipment systems over their expected lifetimes. For example, the owner may be interested in a power potwash- ing system that circulates hot water and detergent over soiled pots and pans in a large wash tank rather than relying on an employee to scrub them clean. However, the power system might cost $12,500 to purchase and install as compared to $2,500 for a traditional three-compartment pot sink. Applying value engineering to this decision, the labor savings for the power system over its life expectancy would be evaluated against its higher purchase price as well as its greater utility and maintenance costs.1

It is possible that the long-term savings from reduced labor requirements of the power potwashing system would make up for its higher purchase price and utility and maintenance costs.

In the design development phase of the project, the foodservice design consultant typically prepares:

❏ Detailed floor plans showing the location of each piece of equip-

ment. This work is done in close coordination with the architect to ensure that, for example, equipment will fit as shown on the plan, columns will not interfere with production processes, and ceiling heights will be adequate for ventilation systems. Figure 2.7 is an example of a detailed floor plan for a conference center foodservice facility.

❏ Utility plans (electrical, plumbing, ventilation) showing the lo-

cation of each utility connection and the load imposed by each piece of equipment. This work is done in close coordination with the engineers to ensure that, for example, the dish machines have adequate hot water, drains flow freely, electrical circuits do not fail when a banquet cart is plugged into a nearby wall outlet, and venti- lation hoods do not pour cold air on the head of the chef during cold

1_{The actual financial calculations used in value engineering are more complex than is sug-}

gested in this simple example because they take into account factors such as the cost of capital and the reinvestment of cash flows.

Figure 2.7. Design Development for a Conference Center Kitchen.

winter weather. Figures 2.8 and 2.9 show examples of electrical and mechanical utility connection drawings like those prepared during design development.

❏ A book of catalog sheets (often called cut sheets or buyout

brochures) for each equipment item to be purchased from a manu- facturer. This work is done in close coordination with the owner’s representative to ensure that, for example, each piece of equipment will have the kind of features, accessories, and controls desired by the owner; each manufacturer selected offers the quality and dura- bility necessary for long-term value; and no important items will be overlooked. Figure 2.10 shows an example of a foodservice equip- ment catalog sheet.

❏ Elevations, sections, and/or detail drawings for each piece of

custom-fabricated equipment. This work is done in close coor- dination with the owner’s representative to ensure that, for ex- ample, worktables, chef’s counter, scrapping and dish tables, ser- vice counters, and bars all meet the owner’s functional needs.

Figure 2.8. Design Development Detailed Floor Plan (Part) for a Small Scramble Servery.

46

Figure 2.10. Example of a Foodservice Equipment Catalog Sheet.

Figure 2.11 shows an example of a foodservice equipment elevation drawing.

❏ Detail drawings of any special construction required for foodser-

vice equipment. The foodservice design consultant may prepare de- tail drawings showing, for example, how walk-in coolers and freez- ers are constructed in depressions in the floor or how trench drains for kettles and braising pans are to be fabricated.

❏ Preliminary specifications. Written specifications describe in nar-

rative form the general conditions, quality standards, materials, products, and execution of the installation. The foodservice design consultant prepares a preliminary set of specifications for review by the owner’s representative and other members of the project team so that they can be revised and refined.

Another cost estimate is prepared near the conclusion of the design development phase of the project. This estimate is more accurate than previous estimates because the architect, engineers, and design consultant will have substantially completed the design of the entire project. All of the materials and products will have been selected, and the techniques for construction of the project will have been identified. The actual cost of new construction projects should vary from the design development cost

Figure 2.11. Examples of Elevation Drawings.

estimate by only a small amount due to changes in prices, labor costs, or other conditions.

The design development phase of the sequence concludes with the

In document FACTORES ASOCIADOS AL DIAGNOSTICO DE CANCER DE COLON Y RECTO EN EL HOSPITAL UNIVERSITARIO DE SANTANDER EDGAR JULIAN FERREIRA BOHORQUEZ (página 45-59)