FOOD PRODUCTION MANAGEMENTxxxxxxxxxxxxxxxxxxxxxxxxxx

food production management

1. FOOD PRODUCTION MANAGEMENT DUTIES BEYOND COOKING

2. DEFINITION The exercise of Planning , Operationalizing controlling and Analysing food production processes is called Food Production Management. Looking at this topic from the contemporary point of view , the chef needs to be a good cook and a equally good manager. Every stage of their job role includes managerial functions such as planning , organizing , staffing , directing and controlling

3. WHY PRODUCTION PLANNING?? Planning in the kitchen is of utmost importance. If the operation is not well planned , then there would be guest complaints , loss of revenue ,and also staff de-motivation. Planning in the kitchen calls for day-to-day planning, planning for the next day or few months in advance. Apart from the managerial functions the chefs also need to act like businessperson, understanding of the bottom line and cost factors to help the organization to make profits. You can find food production management positions in a variety of food service businesses, but most jobs have a similar function: ensuring that operations run smoothly. As a food service manager, you would use a wide range of skills relating to administration, nutrition, sanitation, technology, and communications. You apply these skills to keep a food service business operating in the safest and most cost-efficient manner. Because this position involves staff oversight, you probably need good interpersonal skills as well.

4. DIFFERENT ASPECTS OF PRODUCTION PLANNING KITCHEN ORGANIZATION PRODUCTION PLANNING AND SCHEDULING PRODUCTION QUALITY AND QUANTITY CONTROL FORECASTING AND BUDGETING YIELD MANAGEMENT & INVENTORY CONTROL FOOD SAFETY SYSTEM MANAGEMENT CUSTOMER & FEEDBACK MANAGEMENT

5. KITCHEN ORGANIZATION ORGANIZING is a managerial function that involves bringing together the Physical , Financial and human resources to achieve the goals of a large organization. To organize a kitchen in simple terms would means providing the kitchen with cooks, necessary tools and equipment to do the job and raw materials required for the preparation of the menu. These activities may differ from one business to another based on the type of catering establishments , the menu and the skill set of the staff. The total operations of the kitchen can be divided into the following jobs : Procuring , receiving ,storage and issuing raw materials. Food preparation. Dispensing & service of food. Performing ancillary work such as cleaning and maintenance of equipment and area. Staff planning & allocation

6. KITCHEN ORGANIZATION All the above activities are divided into groups or sub groups so that the tasks can be performed efficiently .For example a Gardemanger kitchen can be divide into a vegetable and fruit preparation or more prominent sections such as Larder, hot kitchen, bakery , Room service and satellite kitchen. Each one of these activities require specialized manpower and skills to be allocated. this is done with the assistance of the HR team of the organization. Once the staff has been allocated then specific job responsibilities are to be handed over to them. The power of delegation determines the level of each staffer in the organizational hierarchy, strictly or loosely based on the classical kitchen brigade laid down by Auguste Escoffier. Once the staffing and the systems have been laid out it is important that the standards are laid out and specified. The standards are laid out not because we want consistent product but they also help us in understanding the present standards and planning future upgrades.

7. ALLOCATION OF WORK-JOB DESCRIPTION Allocation of work depends upon various factors such as the skill levels, type of business and the kind of operations. This arm of management is called personnel management and deals with allocation and training of people for particular function and also allocation on a specific sub function for best results. Managing personnel is a very important attribute for the people who have a set of people reporting to them. this could be true for all management and operational levels. It is important that the job description of each staffer is properly outlined on all performance criteria. It is on basis of these descriptions and criteria that the managers set up key performance objectives(KPO) or sometimes also called KRA( key result areas). On the basis of these benchmarks the performance of the each staffer is assessed or appraised periodically such as quarterly , bi-annually and/or annually. These job descriptions at every level are spelt out in black and white and handed over to the employee at the time of joining the organization. Each job description can be broadly divided into three main deliverables Job profile Key responsibilities Key performance measures

8. JOB DESCRIPTION- EXECUTIVE CHEF JOB PROFILE: To direct & guide the team in providing consistent quality of food as per international standards, to achieve maximum guest satisfaction in an atmosphere of high employee morale with optimum level of profitability. KEY RESPONSIBILITIES To set up kitchen and ensure maintenance according to best standards. Monitor & control quantity, costs and quality of supplies and products. Communication , up and down Ensure that staff adhere to policies and standards Ensure cost effectiveness of resources. To ensure availability of stocks of raw ingredients and final products by proper planning and coordination with staff and other departments. Ensure highest standards of hygiene, sanitation and food safety KEY RESULT AREAS FOOD COST PRODUCTIVITY ATTENDANCE & PUNCTUALITY MULTI- FUNCTIONALITY EYE FOR DETAIL BEYOND THE CALL OF DUTY INTERNAL & EXTERNAL CUSTOMER SATISFACTION

9. MANPOWER PLANNING/DUTY ROSTERS Manpower planning is a continual activity for supervisors or managers for the effective running of operations . The most effective tool to plan manpower is to prepare a document called Duty Roster. The key objective of preparing a duty roster is to maximize the output in such a way that no staff is overworked or stressed. The frequency of preparing the roaster could be weekly, fortnightly or even monthly. There are many factors that the person/s in charge of making duty roasters have to keep in mind Days of the week & work load. Weekly off schedules Festival schedule Public holidays Business forecasts Annual leave schedules If possible annual leave schedules are established in the beginning of the year . Relievers are assigned to the areas, processes or shifts that need consistent staffing everyday or over a period.

10. PRODUCTION PLANNING & SCHEDULING Production planning is the function of establishing an overall level of output, called the production plan. The process also includes any other activities needed to satisfy current planned levels of production, while meeting the organizations general objectives regarding profit, productivity, lead times, and customer satisfaction, as expressed in the overall business plan. The managerial objective of production planning is to develop an integrated game plan where the operations portion is the production plan. This production plan, then, should link the firm's strategic goals to operations (the production function) as well as coordinating operations with sales objectives, resource availability, and financial budgets. Before we prepare the production plans we need to have well designed specifications for raw material ,production schedules, standard recipes and finished product specifications in place. The above said documents are always controlled but also dynamic at the same time.

11. STANDARD PURCHASE SPECIFICATION STANDARD PURCHASE SPECIFICATIONS Receiving temp(mandatory) frozen -18*c and if chilled it should be less than or = 5*c Attributes Prawns (head less) Colour 1.1 shall be pink without discoloration 2. Visual Appearance 2.1 shall appear straight not curled 2.2 shall have normal characteristics smell 2.3 should be trimmed from the head 2.4 no extra flesh should be present out of the body shell 2.5 prawns should be free from eggs 3. Texture 3.1 meat shall be firm and white   3.2 legs shall be firmly held with the body   3.3 joints shall be flexible 4. Weight 4.1 shall be as follows for different types.   Types: minimum weight maximum weight   Tiger 4no/kg 5no/kg   Large (jumbo) 5no/kg 6no/kg   A (I) 11no/kg 12no/kg   B (II) 20no/kg 21no/kg   cocktail 35no/kg 37no/kg   Shrimp 55no/kg 57no/kg 5.Season and off season duration  YEAR ROUND     6.inspection procedure physical, and temperature    

12. STANDARD PURCHASE SPECIFICATION Attributes Arbi ( taro root) 1. colour 1.1 shall be mud brown 2. Appearance 2.1 shall have dry outer surface. 2.2 shall be free from dirt and bruises. 2.3 shall not have shoots. 3. Texture. 3.1 shall be hard touch 4. Weight/size 4.1 shall be 3.5 – 4 inch long. 4.2 shall be 20 to 25 nos. /kg Attributes Chicken whole 1. colour 1.1 shall be pale pink. 2. Appearance and cut 2.1 shall be without head, feet, liver, gizzard and feathers. 2.2 shall not have visible fat all excessive shall be removed. 2.3 there shall be no existence of coloured(bluish tinge) spot on the body. 2.4 neck portion shall not be more than 2inches. 3. Texture 3.1 shall have tender meat with soft, pliable, unbroken, smooth skin without any bruises. 3.2 shall have flexible breast bone cartilage 4.Weight/size 4.1 shall be min.900gms & max.1200gms. For curry 4.2 shall be min.550gms & max. 650gms for tandoori. 5. Packing 5.1 shall be individually packed in food grade polthene bags rec temp frozen -18*c and if chilled it should be less than or = 5*c

13. PRODUCTION SCHEDULE- QUANTUM 9W   ROT 3 GMS POR HBRF BC LIPATVA DAHI ALOO ACHARI 60 GM 5 POR HBRF YC Moong Dal Ussali 80 GM 60 POR HSNX BC (N-V) Gosht Kheema 80 gm 25 POR HSNX YC (N-V) Murgh Kheema 80 gm 250 POR HSNX YC (VEG) Ragda 80 gm 250 POR L/D BC (N-V) Murg Tikka Masala 60+40 sc 10 POR L/D BC (COMM) Kabuli pilaw 100 gm 25 POR L/D BC (COMM) Subz Kolonji 80 gm 25 POR L/D BC (VEG) Paneer Tikka Masala 60+40 sc 15 POR L/D YC (N-V) Methi Palak Chicken (Saag) 60+40 sc 270 POR L/D YC (COMM) Tamatar Pulao 80 gm 500 POR L/D YC (COMM) Gobi Muttar Adraki 80 gm 500 POR L/D YC (VEG) Methi Palak Paneer (Saag) 60+40 sc 230 POR ADV.   L/D BC (N-V) Chettinad Chicken 60+40 sc 5 POR L/D BC (COMM) Curry patta ghee rice 100 gm 15 POR L/D BC (COMM) Aloo Bean Poriyal 80 gm 15 POR L/D BC (VEG) Malbari Veg. 60+40 sc 10 POR          

14.   PRODUCTION SCHEDULE     SPICEJET     BOB MENU   FLT NO. TSU ITEM MEAL PRODUCTION MEAL PRESET       HBR All flight 16:00-19:00(Afternoon shift) 18:00-21:00(Afternoon shift) 18:00-21:00(Afternoon shift)   CROISSANT           HT All flight 16:00-19:00(Afternoon shift) 18:00-21:00(Afternoon shift) 23.00-04.00(Night shift)   DESSERT           L/D All flight 16:00-19:00(Afternoon shift) 20:00-22:00(Afternoon shift) 23.00-04.00(Night shift)   SALADS           SANDWICH All flight   16:00-18:00(Afternoon shift) 20:00-22:00(Afternoon shift)                   CREW MEAL     HBR   FLT NO. TSU ITEM MEAL PRODUCTION MEAL PRESET All flight 20:00-22:00(Afternoon shift) 18:00-20:00(Afternoon shift) 20:00-22:00(Afternoon shift)   HT   FLT NO. TSU ITEM MEAL PRODUCTION MEAL PRESET All flight 20:00-22:00(Afternoon shift) 18:00-20:00(Afternoon shift) 22:00-01.00(Night shift)           LUNCH   FLT NO. TSU ITEM MEAL PRODUCTION MEAL PRESET All flight 20:00-22:00(Afternoon shift) 20:00-22:00(Afternoon shift) 02:00-03.00(Night shift)           DINNER   FLT NO. TSU ITEM MEAL PRODUCTION MEAL PRESET All flight 09:00-11:00(morning shift) 20:00-22:00(Afternoon shift) 08:00-10:00(morning shift)        

15. STANDARD RECIPE CARD

16. MENU SPECIFICATION SHEET-REF BALI

17. PRODUCTION QUALITY AND QUANTITY CONTROL

18. PRODUCTION QUALITY AND QUANTITY CONTROL After planning , Organizing and other managerial functions , It is important to monitor or evaluate the procedures and processes that are laid down by the organization. It is important to monitor processes and production at all stages of the catering cycle. Overproduction can lead to loss of revenue and underproduction can adversely effect guest satisfaction. Monitoring quality not only improves the reputation of the business, but also acts as a motivating tool for the staff, guests and investors. The monitoring of production and quality control are continuous processes and must be a part of everyone's job description and not only left to the supervisors. The supervisors, managers or QA staff can act as auditors for both quality and quantity checks. Irrespective of the size or type of process the Quality and quantity can be measured at the following four most important control points during production At the receiving area At the production area At the service area At the garbage area

19. AT THE RECEIVING AREA The first check of quality and quantity is carried out at the goods receipt area The food items are weighed and received only as per quantity ordered. The quality as per the SPS as agreed with the vendor at the time of signing contract. Under no circumstances sub-standard material will be accepted High quality ingredients produce high quality products. The receiving standards such as the temperature, packaging sizes, batch numbers, production and expiry dates need to be noted and documented as per the standards of food safety systems such as HACCP/FSSAI etc. It is also important to have proper methods of storage and control so that the quality of ingredients received is maintained till the production or processing starts. For this a system of periodical logging of temperatures and other storage processes such as disinfection and pest control have to be carried and duly documented.

20. AT THE PRODUCTION AREA The chef has to ensure that the food is prepared as per the laid down production schedule and events in terms of quantity. The chef should also ensure that the food is prepared as per the standard recipe, as any deviation from the standard recipe will result in inconsistent quality and cost. Processing control at the time of raw material handling such as butchery, vegetable preparation etc. poor knife skills or inadequate training can result in below par yields and effect the overall quality of food. Portion controls need to be in place for the finished products to maintain cost and guest satisfaction at the same time. The staff need to be provided the right environment in terms of well maintained production areas with adequate tools and equipment. Periodical ( shift/day)inventories & quality audits of storage areas, holding rooms also help in understanding the production standards. Hygiene & sanitation processes need to robust and trained staff need to be given the responsibilities of relevant documentations related to quality systems adopted by the organization

21. AT THE SERVICE AREA Quality concerns don’t stop at the production area, As quality is a continuous process. It is the responsibility of the chef or his/her chosen representative to check and taste each dish before it goes to the guests. At the time of presentation ,the food must be presented as per the laid out standards such as portion size, presentation, accompaniments , etc. Right kinds of equipment such as measuring spoons and ladles should be used for effective portion control. If the portion sizes are too small the guest will feel that there is no value for money and on the contrary ,if the portion is too big, it will result in loss of revenue. The chefs should also check and monitor the left overs in guests plates, this helps the chef to evaluate the quality assurance tests such as portion control or evaluation. The frontline service staff and supervisors have to act as ambassadors for food safety, portion control, quality control while serving or supervising food service. The food safety, hygiene and sanitation rules are as relevant in the service areas as they are in the kitchen & all the food service team members are technically considered food handlers.

22. AT THE GARBAGE AREA This is one of the most neglected areas by the food service and production personnel and yet one of the most important when it comes to evaluating the production and wastage. The chef or a chosen representative of the chef along with the security staffer should check garbage disposal to monitor the wastage during production. Checking garbage and analysing the composition of it helps to monitor the wastage during production. This helps in pointing out cases of over ordering , wrong and ineffective storage and unplanned production The chef should also make sure that there is effective segregation of garbage into bio-degradable and recyclable products which can then be disposed of accordingly. A lot of recyclable products can be sold to get revenue for the organization. The Bio-degradable garbage should also be either sent to proper processing or use it in-house if the organization has the facility or technology to do so.

23. FORECASTING AND BUDGETING

24. FORECASTING AND BUDGETING Definition of Budget A budget is defined as a detailed financial plan for a particular accounting year. It is a written document which is expressed in monetary terms and represents all economic activities of a business organization. It is an ongoing process as it needs to be revised, adjusted, updated and monitored at regular intervals when there is a change in the prevailing conditions. Definition of Forecast The projection of business activities for future accounting period on the basis of historical data is known as forecast. The management does it in the light of past experiences and knowledge. Business forecasts predict the forthcoming financial inflows and their sources by evaluating current and previous data and trend analysis. Forecasting helps the business in taking immediate actions by examining and analyzing the data provided. It also assists in budgeting and planning process.

25. BUDGETING Profit-planning or budgeting is a systematic approach for attaining effective management performance. A budget is a comprehensive and coordinated plan expressed in financial terms, for the operations and resources of an enterprise, for some specific period in future. PURPOSE OF BUDGETING To attain the management’s objectives. To communicate expectations to all concerned. To help in making detailed plans. To provide a basis for measuring and controlling activities. STEPS IN PREPARING A BUDGET Establish budget centers and form a committee.( banqueting/ Indian kitchen/ coffee shop, etc) Prepare budget manual (budget manual is procedures to be followed and forms to be used). Form budget committee.( sectional heads/HOD’s + finance leads+ marketing & sales) Select the budget period. Select the objectives to be achieved at the end of the budget period. Prepare forecasts. From forecast prepare provisional budget Review and prepare final budget.

26. ADVANTAGES OF BUDGETING Compels management to plan for future. Coordinates integrates and balances the effort of various department. Forms a basis of evaluation and control. Forms a basis of communication. Helps in optimum utilization of resources. LIMITATIONS OF BUDGET Restricts creativity Must be continuously adapted. Everybody must be involved as otherwise execution is difficult. Estimates are basis for budgets which might not match results. OBJECTIVES OF BUDGETARY CONTROL To compel planning. This is the most important feature of budgetary control, because management is forced to look ahead, set targets, anticipate problems and give the organization purpose and direction, To communicate Ideas and Plans. To everyone affected by them. It is necessary to have a formal system to make sure that each person is aware of what he is supposed to be doing.

27. YIELD MANAGEMENT AND INVENTORY CONTROL

28. YIELD MANAGEMENT Yield management is a broad term used for revenue generating aspects of business. This is also known as revenue management, or may be an important part of the process. It is the process of understanding Customer behaviour and anticipating their needs in order to strategize the pricing and maximize profits & revenue. This process is used for almost every perishable product such as airline seats , hotel rooms and to large extent to food in all aspects of food production businesses. To simplify we can say that yield management is a process wherein the product is sold to the right customer at the right price and at the right time. Yield refers to the earnings generated and realized on an investment over a particular period of time. It's expressed as a percentage Yield in culinary terms refers to how much you will have of a finished or processed product. ... Yield can also refer to the amount of usable product after it has been processed (peeled, cooked, butchered, etc.)

29. OBJECTIVES To establish a standard for the quantity and number of portions obtainable from a specific item of food. To establish a standard for comparison with operating results and thereby measure the efficiency of the production departments. To establish an objective method of further evaluating standard purchasing specifications. • To establish a standard cost factor for the item of food. To assist in menu costing and pricing. To assist in converting forecast requirements into raw material requirements. IMPORTANCE OF YIELD Yield testing and yield factors are important for an establishment for the following functions: To determine product pricing. To set purchase specifications and receiving standards. To forecast purchase quantity and ordering levels. Establishing standard recipes and portion size. For setting control standards. Comparison of vendor prices and quality. Monitoring the usage of raw materials.

30. YIELD TEST FORMULA VEGETABLES/ FRUITS ORIGINAL WEIGHT ( AS BOUGHT) – 1000 GMS PEELING LOSS-100 GMS TRIMMING LOSS (HEADS & TAILS)-100 GMS USABLE TRIMS – 150 GMS ( in case of dices, battons etc) COOKING LOSS- 80 gms moisture loss TOTAL LOST WEIGHT – 100+100+150+80 = 430 GMS TOTAL YIELDED WEIGHT – 1000-430 GMS =570 GMS YEILD PERCENTAGE = 100/1000 X570 = 57% LOSS PERCENTAGE =43%

31. INVENTORY CONTROL Inventory is an accounting term that refers to the quantity of goods that are in various stages of being made ready for sale, including: Finished goods (that are available to be sold) Work-in-progress (meaning in the process of being made) Raw materials (to be used to produce more finished goods). There are two methods to control the inventory : 1. Physical inventory system 2. Perpetual inventory system Physical inventory system A physical inventory system is a periodic actual counting of all the products in the storage areas. Usually store items are counted once in a month and usually, the physical counting is done either before the normal opening timings of stores or after the normal closing hours.In large organizations, a complete inventory may not be taken at one time. Instead, inventories can be taken in parts on weekly basis. The inventory process should involve at least two people out of which one is from control department and is not directly involved with the storeroom operations.

32. Perpetual Inventory The process of maintaining a continuous record of all purchases and items being issued is called perpetual inventory system. This process provides a continuous record of goods available at hand at any given time as well as the value of supplies at hand. Generally, a perpetual record is used to restrict the products in dry stores and frozen stores. Perpetual inventory requires a considerable amount of labour to maintain and is maintained only for selected items, usually, very expensive ones. A perpetual inventory record is not sufficient for accurate accounting and control of food and supplies. Therefore, it becomes necessary that a perpetual inventory is tallied with the physical inventory.

33. FOOD SAFETY SYSTEM MANAGEMENT The Food Safety and Management Systems is a set of standards established to direct and control food safety aspects. Also referred to as FSMS, it helps the food business operators to gain this trust of the consumers or even serve them efficiently. A food business organization that beholds certification for FSMS depicts assurance that the organization has taken care of appropriate Food Safety and Management System. There are many international organizations like Hazard Analysis and Critical Control Point (HACCP), ISO 22000, Food Safety System Certification; FSSC 22000 that offer FSMS. Food Safety and Standards Authority of India (FSSAI) is the prime food authority in India. Established by the Ministry of Health and Family Welfare, it is responsible for food safety in India. Established under the Foods Safety and Standards Act (FSSA), 2006, sets science-based standards for the purpose of regulating food products at the time of its production, storage, distribution, sales, and imports. Voluntary certification is provided in accordance with the Food Safety and Standards Act, 2006

34. Food Safety Management System Certification ISO, FSSC, and HACCP are the prime bodies providing the management system certification schemes. While there are others also available, but there is some difference in their approach. Here are a few features that food safety management system certifications: Audit approach: Audits usually have a stronger focus on the management effectiveness and commitment. It supports continuous improvements in areas wherever it is possible. FSSC audit is long and is conducted in great depth. It is covered in two stages. The stage 1 audit involves the review of the food safety management system and also takes into account the deep review of HACCP plan. Focus on food safety: Most organizations who want to integrate quality in their food management systems try to follow the requirements prescribed under the ISO 9001. ISO 22000 provides technical specifications for PRPs covering the food safety. Mostly, all management system standards follow the same format and therefore, the integration of these systems is easy. This means that it is possible to integrate other aspects such as environment through ISO 14001 and corporate responsibility through SA 8000.

35. FOOD SAFETY SYSTEM MANAGEMENT Transparency: All information on the food management systems and their certification can be found on their respective websites. This includes the details regarding scheme requirements, decisions taken by the board, names of accelerating bodies, and the certification bodies. Supply chain approach: The scope of FSC 22000 is limited to manufacturing of food products, food ingredients, food packaging materials, manufacturing of feed, animal production, retail, catering, transport, and storage. In comparison to this, ISO and other supply chain trade organizations are developing their own technical specifications. Further, ISO has also decided to bring in technical specifications for PRPs in each of the food supply chains. Integrity program: In order to achieve integrity of audits, it is important that all licensed certification bodies meet the FSSC requirements. This is important to ensure confidence in certification. FSSC 22000 has an integrity program that reviews the performance of all contracted certification bodies.

36. KEY ELEMENTS OF FSMS Key elements of ISO 22000:22005 : Interactive communication is effective as it is essential to ensure all possible hazards that are duly identified and adequately controlled at each step in the food chain. The management system must be compatible with the ISO 9001. Adaptation of ISO 22000:2005 should be a planned decision of any organization. This monitors the critical control point and ascertains corrective actions thereon. Key elements of HACCP Certification are: Conducting a hazard analysis. Prevention of potential hazards by strictly monitoring and controlling of each critical control point of the food production process. Establishment of critical limits for critical control points. Establishment of a monitoring system for each critical control point. Establishment of relevant corrective actions that can be taken. Establishment of verification procedures. Establishment of documentation and record keeping. The company preparing for HACCP system for food safety must comply with the national regulations and codes of practices. Key elements of FSSC 22000 Certification : Based on the existing ISO standards, FSSC 22000 is fully recognized by the Global Food Safety Initiative (GFSI) and many other accreditation bodies all over the world. The European Food and Drink Association (CIAA) and the American Groceries Manufacturing Association (GMA) supports the scheme. It targets specifically the feed and packaging manufacturing sector. A powerful management systematic framework is provided with the integration of company's overall management system. This is in coordination with the other standards including ISO 9001 and ISO 14001. A robust hazard analysis is done for better risk management. This helps to improve food safety effectiveness and efficiency. Technical specifications are used for fitting the retailers need for due diligence and related issues.

37. CUSTOMER & FEEDBACK MANAGEMENT Customer feedback is information provided by clients about whether they are satisfied or dissatisfied with a product or service and about general experience they had with a company. Their opinion is a resource for improving customer experience and adjusting your actions to their needs. Customers can be both internal and External WHY IS CUSTOMER FEEDBACK IMPORTANT? Ensure Customer Satisfaction To Build A Healthy Relationship With Your Customers Meeting The Expectations Retain Customers And Word Of Mouth Surprise Your Customers Value Staff Members And Credit Them Understanding Trends

38. Various methods of feedback collection & management Long form-based surveys. These most common way of collecting customer feedback are survey forms with a set of questions that are usually sent in an email. ... Short in-app surveys. ... Phone calls. ... Transactional emails. ... Net Promoter Score Surveys. ... Suggestion boards. Customized in-house feedback systems incorporated in MIS.