1. Chapter 2 The Control Process
Principles of Food, Beverage, and Labour Cost Controls,
Canadian Edition

2. The Control Process
Principles of Food, Beverage, and Labour Cost Controls, Second Canadian Edition
This chapter addresses control and the control process in general terms. Use the photo to start a discussion on the importance of control to meet obstacle. Let’s paddle together.

3. Learning Objectives 2.1 Define control; examples and significance
2.2 List the four steps in the control
2.3 Cite eight control techniques
2.4 Describe the steps and prepare a budget
2.5 Explain significance of the cost–benefit ratio in control decisions
2.6 Identify what to consider when deciding to make a product in-house or outsource
Principles of Food, Beverage, and Labour Cost Controls, Second Canadian Edition

4. Important Control Definitions
Control: Power over events to achieve or prevent an outcome
Cost Control: Process to regulate costs and guard against excessive costs
Standards: Rules or measures established for making comparisons and judgments
Standard cost: Cost of goods and services identified, approved and accepted by management
Principles of Food, Beverage, and Labour Cost Controls, Second Canadian Edition

5. Important Control Definitions
Standard procedures: Established as the correct methods, routines and techniques for day-to-day operations
Budget: Realistic expression of management’s goals and objectives expressed in financial terms
Control system: Collection of interrelated and interdependent control techniques and procedures
Principles of Food, Beverage, and Labour Cost Controls, Second Canadian Edition

6. Steps in the Control Process
Establish standards and standard procedures for operation.
Train all individuals to follow established standards and standard procedures.
Monitor performance and compare actual performances with established standards.
Take appropriate action to correct deviations from standards.
Principles of Food, Beverage, and Labour Cost Controls, Second Canadian Edition

7. Control Techniques Establishing standards Establishing procedures
Training
Setting examples and directing
Observing and correcting employee actions
Requiring records and reports
Disciplining employees
Preparing and following budgets
Principles of Food, Beverage, and Labour Cost Controls, Second Canadian Edition

8. The Budget
The operating budget will detail the operational direction and your expected financial results.
The operating budget may be broken down into shorter periods, to compare to actuals;
Identify concerns
Take remedial action
Consider a flexible budget
Principles of Food, Beverage, and Labour Cost Controls, Second Canadian Edition

9. Budgeted Revenue - Budgeted Expense = Budgeted Profit
The Budget
Just as the income statement tells you about your past performance, the budget is developed to help you achieve your future goals.
Budgeted Revenue - Budgeted Expense = Budgeted Profit
Principles of Food, Beverage, and Labour Cost Controls, Second Canadian Edition

10. The Budget
To prepare the budget and stay within it, assures you meet predetermined profit levels.
The effective foodservice operator builds a flexible budget, monitors it closely, modifies it when necessary, and achieves the desired results.
Principles of Food, Beverage, and Labour Cost Controls, Second Canadian Edition

11. Developing the Budget
To establish any type of budget, have the following information available:
Prior period operating results
Examine the external environment to assess any conditions that could affect sales volume in future
Review any planned changes in the operation that would affect sales volume
Determine the nature and extent of changes in cost levels
Have the projections for sales, costs and profits approved by management
Principles of Food, Beverage, and Labour Cost Controls, Second Canadian Edition

12. Monitoring the Budget
In general, the budget should be monitored in each of the following three areas:
Sales
Expense
Profit
Principles of Food, Beverage, and Labour Cost Controls, Second Canadian Edition

13. Monitoring the Budget
As business conditions change, changes in the budget are to be expected. This is because budgets are based on a specific set of assumptions, and as these assumptions change, so too does the budget that follows from the assumptions.
Principles of Food, Beverage, and Labour Cost Controls, Second Canadian Edition

14. Monitoring the Budget
Budgeted profit must be realized if the operation is to provide adequate returns for owner and investor.
The primary goal of management is to generate the profits necessary for the successful continuation of the business. Budgeting for these profits is a fundamental step in the process.
Principles of Food, Beverage, and Labour Cost Controls, Second Canadian Edition

15. Cost/Benefit Ratio
The cost/benefit ratio is the relationship between the costs incurred in instituting and maintaining a control system, and the benefits or savings derived by doing so.
Benefits must always exceed costs. Before instituting any new procedures for control, management should first determine that the anticipated savings will be greater than the cost of the new procedures.
Principles of Food, Beverage, and Labour Cost Controls, Second Canadian Edition

16. In-House or Outsource Consider quality standards
Reliability and service of distributor
Compare true cost of house-preparation
Raw ingredients
Labour
Skilled staff
Utility and energy
Customer satisfaction
Staff morale
Principles of Food, Beverage, and Labour Cost Controls, Second Canadian Edition

17. Key Terms Budget, p. 51 Procedures, p. 47 Control, p. 40
Quality standards, p. 46
Control process, p. 42
Quantity standards, p. 46
Control system, p. 57
Sales control, p. 43
Cost control, p. 41
Standard cost, p. 47
Cost–benefit ratio, p. 60
Standard procedures, p. 47
Flexible budget, p. 57
Standards, p. 46
Make in-house versus outsource determination, p. 62
Static budget, p. 53
Training, p. 48
Operating budget, p. 52
Principles of Food, Beverage, and Labour Cost Controls, Second Canadian Edition

18. Chapter Web Links
Food Cost Control:
Principles of Food, Beverage, and Labour Cost Controls, Second Canadian Edition

19. Copyright
Copyright © 2014 John Wiley & Sons Canada, Ltd. All rights reserved. Reproduction or translation of this work beyond that permitted by Access Copyright (The Canadian Copyright Licensing Agency) is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons Canada, Ltd. The purchaser may make back-up copies for his or her own use only and not for distribution or resale. The author and the publisher assume no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information contained herein.
Principles of Food, Beverage, and Labour Cost Controls, Second Canadian Edition