Report in Restaurant Management

7/31/2019 Report in Restaurant Management

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OPERATIONS, BUDGETING, CONTROL


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Describe front-of-the-house operations.

Describe back-of-the-house operations.

Identify ways to control food, beverage, and labor

costs. Discuss methods of guest check control.


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Front of the House

- any place in a restaurant where customers might be.

- operations and people who interface with customers

in dining areas.

Back of the House

- is a staff-only area.

- operations and people responsible for stocking,preparing, cooking food and storing food. Also, thesupport team of the restaurant operation.


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- includes the dining room, bar, even the rest rooms.

- where diners sit

STAFFS: Hosts, Bartenders, Servers, and bussers.

Opening and Closing Manager

On the Floor - visible representatives of the restaurant

- supposed to be courteous, informative, and neatlydressed, since their behavior determines whether ornot guests enjoy themselves.


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Hosts- greet guests and seat them; give guestsmenu and inform them the name of their server

Servers- takes and bring guests orders, assiststhem in anything they will be needing, explainsthe menu and assists to every guests questions.

They need to be knowledgeable about the menu soas to describe and suggestively sell dishes.

Managers- ensures everything goes smoothly, byhelping guests and staff to make their diningexperience more enjoyable.


6/25

Curbside appeal- first impression of guests where thevisual appeal of the building and parking area areconsidered.

The only area that customers see. It should reflect thetheme or concept of your restaurant. It also needs to bedesigned efficiently, balancing ambience with allimportant seating capacity


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ELEMENTS of MANAGEMENT Planning

Organizing

Communicating

Decision- Making

Motivation

Control


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FORECASTING - first thing that managers do is toforecasts how many guests are expected and share thatinformation with the kitchen.

GUEST COUNT- arrived at by taking the same day lastyear and factoring in things like todays weather, day ofthe week etc.

- used to determine the food needed to be prepared

and also the staff needed for the day.

PLANNING


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LEAD SHEET lists staff on both shift so you caneasily see who is on duty.

- schedules and checklists that are necessary in

the operation

- lists of staffs and phone numbers plus part timerson call.

ORGANIZING


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Rewards, or even a sales contest to see who can sell themost of a particular item, usually wines or cocktails.

CONTROL- Control especially of Food Costs.

SHOPPER (Mystery Shoppers)

- guests who makes a reservation at the restaurant,arrives and has a meal like others but completes a certainreport for the restaurant


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- The HEART of the operation

- Purchasing, receiving, storage, issuing, foodpreparation and service, dishwashing area, sanitation,accounting, budgeting, and control

- KITCHEN: the center of the production

- PRODUCTION SHEETS: detail all tasks necessary tobring food quantities up to par stock and to completethe preparation on time.


12/25

CHEF- ensures all menu items are prepared inaccordance with the standardized recipes and that theline is ready for service.

- may act as a caller during service to control theorder and expediting of plates at the pass.

- everyone is focusing on timing and

presentation. The food must be at the righttemperature yet not be overcooked; flavorful but notoverpowering

- After the service, the food is properly put away

and the cleanup is done, the par stocks for all stationsfor the next service are checked, orders are made, andproduction schedules for all stations are done


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14/25

Dont manage to cut costsmanage to build revenue.

--- Stephen Ananicz

- using standard recipes and control of costs in relationto sales

- variables in the restaurant business than can affectdifferent costs; salaries, food ingredients, beverages,

equipment and its maintenance, linen services,cleaning, rent, food wastage, etc.


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- Buy the best product and use standardized recipes,and weigh and measure frequently

- Really check the items- quality, quantity, weight

- Do not over- or under- order- Do a daily inventory (store rooms should be cleanand tidy; provide a checklist)


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ChefTec- a program that can be used to show actualfood cost compared to the ideal food cost (Food

Optimization)- Take every item on the menu and cost it out byingredients; give you what food should have cost forthe day; cost, scale, and store recipes etc.

FOOD COST PERCENTAGE- Cost of Foods Sold/ TotalFood Sales x 100

- should be calculated at least monthly

- Another way to control: RECYCLING


17/25

- Control for liquor is critical since it involves too muchopportunity for abuse and theft.

- It begins with choosing what brand to purchase, thensetting a par stock, then they still need to decide theselling price and the mark up

- Standard for beverage cost percentage- Beer pouring cost: 24-25 percent

- Wine pouring cost: 26-30 percent- Liquor pouring cost: 16-20 percent

- Combined beverage pouring cost: 23-25 percent ofbeverage sales


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TO CONTROL:

- All drinks must be poured using the pour spout or a

jiggerno free pouringand nothing is served unlessthere is a check.

- Management needs to observe the bar, using a cameraand spotters if necessary.

- The beverage inventory must be secure at all times.- The beverage inventory must be secure at all times.

- The storage area must be kept locked, with only onekey available to the manager.

- New bottles should be issued only when an old bottleis returned.


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Variable Costs

Payroll (Wages and salaries; benefits)

Direct Operating expenses (music and entertainment)

Marketing (sales commission, advertising ) Heat, light, power

Repairs and Maintenance


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- Labor is an operational expense in just about anyrestaurant, predominantly including hourly wages forstaff members.

- May range depending on the type of restaurant and

degree of service provided- 16 percent of sales in a quick service restaurant

- 24 percent in a casual operation

- Up to about 30 percent in an upscale restaurant

When determining the number of staff to schedulefor a restaurant, take the number of seats anddecide how many tables/seats to give each server.


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Projecting payroll costs

- preparation of staffing schedules and establishing

wage rates- depending on the periods of year

CATEGORIES OF PAYROLL and REALATED COSTS:

* Variable(percentage ratio to payroll)-include those mandated by law (SSS,

unemployment Insurance)

* Fixed (dollar amount per employee on the payroll)

- employee benefits (health insurance, lifeinsurance)


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Control Your Labor Costs with Improved WorkerProductivity

Cross-Train Your Staff Train your prep cook to handle the grill

Train your hostesses to work as back-up servers

Train bussers to help run food to customers

Conduct Frequent Staff Audits and Reviews


23/25

Guest Check are like blank checks that the operator hasalready signed. A server can give away Food and beverageand/or sell them and keep the income (If not controlled)

The checks can be padded in favor of the server or the guest.

(without check guest audits)-servers must be accounted for and at least a spot

check of the additions and correct prices made

Guest checks can be altered and substitutions can be made

(if they are not numbered)-server sign for checks as received and return those

not used at the end of the shift


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For tight control: every guest check is audited, additionis checked, and every check is accounted for bynumber.

- duplicate-check system to maintain tight control

SERVERS as CASHIERS

- bring their own bank in change- do not operate from a cash register but out of theirown pockets

- deposit income in a night box at the bank


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Various measures of productivity have been developed:

Meals produced per employee per day, meals produced per

employee per hour, etc.

Simplest productivity measure:

Sales generated per employee per year:

Divide the number of full-time equivalent employees into the

gross sales for the year

Report in Restaurant Management

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