Restaurant Operations

Restaurant Operations
Introduction to Hospitality, Lodging and Food Services Operations John R. Walker Restaurant Operations Chapter 7

Front of the House Includes anyone with guest contact from the hostess to the bus person Curbside appeal: Keeping the restaurant looking attractive and welcoming Restaurant is run by a General Manager, or restaurant manager Depending on size and sales volume, there may be more managers with other responsibilities Managers should all be cross-trained to relieve each other

Restaurant Organizational Chart Figure 7-1

Front of the House The hostess, host, or greeter is responsible for greeting the guests and the rotation of arriving guests among sections or stations Servers introduce themselves and offer a variety of beverages and/or specials, and invite guests to select from the menu This is known as suggestive selling

Front of the House Seven steps of table service:
Greet guests Introduce and suggestively sell beverages Suggest appetizers Take orders Check back after two bites Sell another drink Sell dessert and suggest after dinner drinks Servers are also expected to be NCO (neat, clean, and organized)

Restaurant Forecasting
Formulating a budget that projects sales and costs for a year on a weekly and monthly basis Forecasting restaurant sales has 2 components: Guest counts or covers and the average guest check Guest counts or covers: The number of guests patronizing the restaurant over a given time period Average guest check: Calculated by dividing total sales by the number of guests

The year is divided into twelve 28-day periods and one 29-day period. These 13 accounting periods are used to better compare one period to another

Production Forecasting
Production Demand Quantity Demand Historical Records Forecasting Models Production Forecasting Forecasting is the art and science of estimating events in the future and provides the database for decision making and planning. Production Demand. Forecasting not only is a function of production but also is needed for procurement. Food products must be available for producing menu items for customers. [See Slide 6-6] Quantity Demand. The desire for an efficient foodservice operation requires that the production manager know the estimated number of customers or the number of servings of each menu item in time to order from the procurement unit. Good forecasts are essential for managers in planning smooth transitions from current to future output, regardless of the size or type of the foodservice. Historical Records. Adequate historical records constitute the basis for most forecasting processes. [See Slide 6-7] Forecasting Models. Selecting a forecasting model for a foodservice operation can be a difficult task for a manager. [See Slides 6-8 to 6-10]

Production Demand Production Demand Overproduction Underproduction
Forecasting not only is a function of production but also is needed for procurement - food products must be available for producing menu items for customers. The primary result of forecasting should be customer satisfaction; customers expect to receive what they ordered. In addition, the foodservice manager is concerned with food cost; both overproduction and underproduction affect the bottom line. Overproduction, the production of more food than is needed for service, generates extra costs because the salvage of excess food items is not always feasible. Leftover prepared food spoils easily and requires extreme care in handling and storage. Attempts to reduce overproduction costs by using a leftover high-priced food as an ingredient in a low-cost menu item reduce profits. Underproduction, the production of less food than is needed for service, can increase costs as much as overproduction. Customers will be disappointed if the menu item is unavailable, and they often have difficulty in making another selection. Furthermore, underproduction may involve both additional labor costs and often the substitution of a higher-priced item.

Historical Records Date and Day of the Week Meal or Hour of Service
Notation of Special Event, Holiday & Weather Conditions Food Items Prepared Adequate historical records constitute the basis for most forecasting processes - past customer counts, number of menu items prepared, and sales records are used to determine the number of each menu item to prepare. These records must be accurate and complete, or they cannot be extended into the future with any reliability. Effective production records should include: Date and day of the week Meal or hour of service Notation of special event, holiday, and weather conditions, if applicable Food items prepared Quantity of each item prepared Quantity of each item served Quantity of Each Item Prepared Quantity of Each Item Served

Service Today, quality is more important to all restaurant guest in every country Quality is often the one area that sets one restaurant apart from its competition A new standard in restaurant service has emerged; a less formal yet professional approach is preferred by restaurant diners

Service Quality

Quality in the Foodservice System
Quality is not a program; it is an approach to business. Quality is defined by the customer through his or her satisfaction. Quality is aimed at performance excellence; anything less is an improvement opportunity. Quality has intensely personal connotations and thus is a very difficult word to define. The American Society for Quality (ASQ) provides two definitions for quality: The characteristics of a product or service that bear on its ability to satisfy stated or implied needs A product or service that is free of defects The ASQ suggests that Quality is not a program; it is an approach to business. Quality is defined by the customer through his or her satisfaction. Quality is aimed at performance excellence; anything less is an improvement opportunity. Quality increases customer satisfaction, reduces cycle times and costs, and eliminates errors and rework. Quality increases customer satisfaction, reduces cycle times and costs, and eliminates errors and rework.

Approaches to Quality Quality Assurance Total Quality Management
Continuous Quality Improvement Six Sigma Kaizen Reengineering Lean Theory of Constraints Quality is important for the financial success of a business as well as the satisfaction of its customers. The terms quality assurance, total quality management, continuous quality improvement, Six Sigma, reengineering, lean, and the theory of constraints have been used to describe management approaches to improving performance. Definitions for each term are more precise: Quality assurance (QA). A procedure that defines and ensures maintenance of standards within prescribed tolerances for a product or service. Total quality management (TQM). A management philosophy directed at improving customer satisfaction while promoting positive change and an effective cultural environment for continuous improvement of all organizational aspects. [See Slide 2-5] Continuous quality improvement (CQI). A focused management philosophy for providing leadership, structure, training, and an environment in which to improve continuously all organizational processes. Six Sigma. A disciplined, data-driven approach for improving quality by removing defects and their causes. Kaizen. A Japanese philosophy emphasizing incremental and continuous improvement in every aspect of daily life. Reengineering. Radical redesign of business processes for dramatic improvement. Lean. Using less human effort, less space, less capital, and less time to make products exactly as the customer wants with fewer defects than occur in mass production. [See Slide 2-6] Theory of constraints. Concentration on exploiting and elevating constraints that slow production or service.

Components of TQM Intense focus on the customer.
Concern for continual improvement Focus on process Improvement in quality of everything the company does Total quality management is a management philosophy in which processes are refined with the goal of improving the performance of an organization in response to customer needs and expectations. It is often used as the umbrella term to describe an organization’s efforts toward improving quality. TQM has six components: Intense focus on the customer Concern for continual improvement Focus on process Improvement in quality of everything the company does Accurate measurement Empowerment of employees Accurate Measurement Empowerment of Employees

Professional Practices in College & University Foodservice
Quality Standards Quality Standards ISO 9000 Keys to Excellence Professional Practices in College & University Foodservice The Joint Commission A variety of quality standards have been published. Some have been developed by professional organizations and others by industry groups. Some serve as guidelines for an operation and others are mandated standards to be met as part of accreditation. ISO 9000 Standards. The ISO 9000:2000 series of standards are a group of five individual but related international standards on quality management. These standards were developed by the International Organization for Standardization (ISO). [See Slide 2-14] Keys to Excellence. The School Nutrition Association (formerly American School Foodservice Association) developed the Keys to Excellence to provide quality standards for Child Nutrition Programs (CNPs). The Keys contain indicators of quality in four areas: administration, communication and marketing, nutrition and nutrition education, and operations. Professional Practices in College and University Foodservice. The National Association of College and University Food Services (NACUFS) developed the Professional Practices in College and University Food Services manual as a tool for professional development, self-assessment, and continuous quality improvement The Joint Commission. Since 1951, The Joint Commission (JC) (formerly called the Joint Commission on Accreditation of Healthcare Organizations or JCAHO) has been a key source of standards for improving the quality and safety of patient care. The Joint Commission is an independent, not-for-profit organization that sets standards for and accredits healthcare organizations.

ISO 9000 Standards Customer Focus Leadership Involvement Of People
Process Approach Systems Approach to Management Continual Improvement Factual Approach to Decision Making Mutually Beneficial Supplier Relations The ISO 9000:2000 series of standards are a group of five individual but related international standards on quality management that were developed by the International Organization for Standardization (ISO). Although the vast majority of the ISO standards are specific to a particular product, material, or process, the ISO 9000:2000 series of standards are known as generic management standards. The standards are based on eight principles that can be used by management as a framework to guide an organization toward improved performance. The eight principles are: Customer focus Leadership Involvement of people Process approach Systems approach to management Continual improvement Factual approach to decision making Mutually beneficial supplier relations

Malcolm Baldrige National Quality Award
Leadership Strategic Planning Customer & Market Focus Measurement, Analysis & Knowledge Management Human Resource Focus Process Management Business Results The Malcolm Baldrige National Quality Improvement Act of 1987, signed by President Reagan on August 20, 1987, established an annual U.S. national quality award, entitled the Malcolm Baldrige National Quality Award. The award was established to recognize companies for their achievements in quality and performance. Criteria for performance excellence provide organizations with an integrated, results-oriented framework for implementing and assessing processes for managing all operations. These criteria are also the basis for making awards and providing feedback to applicants. The criteria consist of seven categories: Leadership: The company’s leadership system, values, expectations, and public responsibilities Strategic planning: The effectiveness of strategic and business planning and deployment of plans, with a strong focus on customer and operational performance requirements Customer and market focus: How the company determines customer and market requirements and expectations, enhances relationships with customers, and determines their satisfaction Measurement, analysis, and knowledge management: The effectiveness of information collection and analysis to support customer-driven performance excellence and marketplace success Human resource focus: The success of efforts to realize the full potential of the workforce to create a high-performance organization Process management: The effectiveness of systems and processes for assuring the quality of products and services Business results: Performance results, trends, and comparison to competitors in key business areas, including customer satisfaction, financial, marketplace, human resources, suppliers and partners, operations, governance, and social responsibility

Types of Restaurant Service
American Service: Food is placed onto plates in the kitchen, carried into the dining room, and served to guests Restaurants in the United States, Canada, and many other parts of the world all use American service

Suggestive Selling Suggestive selling is an important tool to increase food and beverage sales Guests are not usually offended with suggestive selling techniques Through training, servers become sellers Guests will be more likely to be receptive to suggestions from competent servers (Cm Ylmz)

Front of the House Restaurant Systems
Point-of-sale (POS) systems: Used to track food and beverage charges and other retail charges that may occur at a hotel or restaurant Kitchen Display Systems: Printers in the kitchen are replaced with video monitors and presents orders to kitchen associates along with information on how long orders are taking to be prepared

Front of the House Restaurant Systems
Guest Services Solutions: Applications that are designed to help a restaurateur develop a dining relationship with guests Applications include a frequent-diner management program, delivery management with caller ID interface, and guest accounts receivable to manage home accounts and gift certificate management

Back of the House Restaurant Systems
Includes inventory control, food costing, labor management, and financial reporting features Wireless POS Systems: Allows the servers to use a handheld personal digital assistant to send orders to the kitchen Labor Management: Includes a human resources module to track hiring, employee personal information, vacation, security privileges, tax status, availability, and any other information pertinent (concerning) to employees working at a restaurant

Back of the House Restaurant Systems
Financial Reporting: Posts data into a relational database located on the central server The restaurant manager uses these data for reporting and decision making, profit and loss reports, budget variances, end-of-day reports, and other financial reports are generated Personal Digital Assistants: Help hospitality businesses stay effective and efficient by improving time management and helping with faster service

Food Production Based on expected volume of business
The sales from the previous year gives a good indication of the expected volume and a breakdown of the number of sales for each menu item The kitchen manager checks the head line cook’s order, which will bring the prep area up to the par stock for prepared items Prep work is done prior to service times

Food Production The cooking line is the most important part
The size of the kitchen and its equipment are designed according to the sales forecast for the restaurant and the menu The kitchen is also set up according to what the customers prefer and order most frequently

Kitchen/Food Production
Staffing and Scheduling: Crucial for the successful running of a kitchen Training and Development: Implementing a comprehensive training program is vital in the kitchen, due to a high turnover rate

Production Procedures: Relates directly to the recipes on the menu and amount of product on hand to produce the menu Production sheets: Count the product on hand (par levels). Determine production level.

Management involvement and follow-up: Management should know first-hand what is going on in the back of the house As management spends more time in the kitchen, more knowledge is gained, more confidence is acquired, and more respect is earned

Production Schedule Information
The Unit Menu Item Production Date Over- and Underproduction Meal Quantity to Prepare Actual Customer Count Substitutions Weather Actual Yield Special Events The production schedule, frequently called the production worksheet, is the major control in the production subsystem because it activates the menu and provides a test of forecasting accuracy. The production schedule is highly individualized in various foodservices and may vary from a one-page form for manual completion to a computer program printout. Regardless of the form, certain basic information must be included on each schedule: The unit Production date Meal Actual customer count Weather Special events In addition, the following information must be included to make it a specific action plan: Employee assignments Preparation time schedule Menu item Over- and underproduction Quantity to prepare Substitutions Actual yield Additional assignments Special instructions and comments Prepreparation Additional Assignments Employee Assignments Special Instructions & Comments Preparation Time Schedule Prepreparation

Ingredient Control Ingredient Control Ingredient Assembly
Standardized Recipes Ingredient control is a major component of quality and quantity control in the production subsystem and a critical dimension of cost control throughout the foodservice system. The process of ingredient control begins with purchasing, receiving, and storage of foods and continues through forecasting and production. Two major aspects of ingredient control are ingredient assembly and use of standardized recipes. An ingredient room, or ingredient assembly area, is designed for measuring ingredients to be transmitted to the various work centers. The development and use of standardized recipes greatly facilitate purchasing and food production. When adjusted to an accurate forecast quantity, these recipes provide assurance that standards of quality will be consistently maintained. A well-planned program beginning with the standardization of recipes and production procedures needs to be developed individually for each foodservice operation.

Ingredient Assembly Advantages of Centralized Ingredient Assembly
Centralized Ingredient Control Function of the Ingredient Room Ingredient Room Organization Concepts related to receiving, storage, and inventory control are important components of ingredient control, particularly issuing from storage. Clear policies and procedures control the issue and assembly of all food and supplies, from delivery to service, by requiring proper authorization for removal of products from storage and by issuing only required quantities for production and service. Advantages of Centralized Ingredient Assembly Some type of issuing is used in most foodservice operations; the ingredient room contributes to cost reduction and quality improvement by stopping production employees from withdrawing large quantities of products from storage whether or not they are needed. Use of the ingredient room has many advantages, including the redirection of cooks’ skills away from the simple tasks of collecting, assembling, and measuring ingredients to production, garnishing, and portion control By limiting access to ingredients, over- and underproduction of menu items can be eliminated, thus controlling costs. Centralized Ingredient Control With centralized ingredient control, the cook is issued only what is needed for the forecast production demands on the day of service - the excess is held in frozen storage in the ingredient room until the next time the ingredients are needed for a recipe. Control of unused portions is facilitated because storage is located centrally rather than in various work units throughout the kitchen. In addition, less-skilled employees can develop skill in performing prepreparation tasks, thereby reducing labor cost. Combining tasks for two or more recipes using similar ingredients is another efficiency. For example, chopped onions may be needed for both meat loaf and a sauce at lunch and for both soup and salad on the dinner menu; by centralizing prepreparation, all the onion that is needed can be chopped at one time and divided into separate batches for each of the four recipes. Function of the Ingredient Room The primary function of the ingredient room is to coordinate assembly, prepreparation, measuring, and weighing of the ingredients to meet both the daily production needs and the advance preparation needs of recipes for future meals. Ingredient Room Organization In the design of a new foodservice facility, an ingredient room that can be locked should be located between the storage and production areas; in an existing facility, the ingredient room may be located in or near a storeroom, combined with the prepreparation area, or put in a designated part of the production unit. Necessary large equipment includes refrigeration, which should be in or near the ingredient room area, and a water supply. Trucks or carts are needed for assembly and delivery of recipe ingredients and portable bins for storing sugar, flour, and other dry ingredients. A worktable or a counter is required, with shelving over or near it for such products as spices. Ingredient Room Staffing Employees assigned to the ingredient room must be literate, able to do simple arithmetic, and familiar with storage facilities. They are often responsible for receiving, storage, and ingredient assembly. Ingredient Room Staffing

Recipes (resipiis) Recipes Format Standardization
A recipe is a formula by which weighed and measured ingredients are combined in a specific procedure to meet predetermined standards. The recipe is actually a written communication tool that passes information from the foodservice manager to the ingredient room and production employees. Format Most recipes are written in a definite pattern or style that is identified as a format. For most effective use, all recipes in a particular foodservice operation should be in the same format. This uniformity of style simplifies recipe use by cooks. Recipe Standardization The ideal of every manager is to have recipes that consistently deliver the same quantity and quality product when followed precisely. Printed recipes from various sources will not guarantee uniform products in every foodservice. Variations in ingredient characteristics, customer demands, personnel, and equipment may require alterations to the recipe or even preclude its successful use. Production procedures are complicated and difficult to establish because many people are involved, each of whom has definite ideas about how a product should be prepared. Recipe standardization, or the process of tailoring a recipe to suit a particular purpose in a specific foodservice operation, is one of the most important responsibilities of a production manager. Standardization requires repeated testing to ensure that the product meets the standards of quality and quantity that have been established by management. [See Slides 6-15 to 6-16]

Recipe Standardization
Verification Product Evaluation Quantity Adjustment The recipe standardization process is a cycle of three phases: Recipe verification. The verification phase includes four major processes that should be completed before the product is evaluated: Review components of the recipe. Make the recipe. Verify the recipe yield. Record changes on the recipe. Product evaluation. Product evaluation follows the recipe verification phase and is a critical part of the recipe standardization process. Product evaluation is used to help determine the acceptability of the recipe by foodservice managers and staff and customers. The informal evaluation is done to help determine whether to proceed with further standardization of the product. If foodservice staff members believe a recipe has potential for use in the operation, then a formal evaluation is conducted. Quantity adjustment. Three procedures have been developed for the quantity adjustment of recipes: The factor method The percentage method Direct reading measurement tables [See Slide 6-16]

Quantity Adjustment Factor Method Direct Reading Measurement Tables
Percentage Method Three procedures have been developed for the quantity adjustment of recipes: Factor method. To increase a recipe using the factor recipe adjustment method, the following steps are followed: Convert all ingredients from measure to weight in pounds and ounces. Convert ingredient quantity to whole numbers and decimal equivalents and round to one decimal place unless the original amount is less than one pound (then round to two decimal places). Divide the desired yield by the base recipe yield to determine the conversion factor. Multiply all recipe ingredients by the conversion factor. Reconvert the new ingredient quantities back into pounds and ounces or quarts and cups. Round off amounts to quantities simple to weigh or measure and within an acceptable margin of error. Percentage method. In the percentage method, measurements for ingredients are converted to weights and then the percentage of the total weight for each ingredient is computed. The number of portions is forecast, which provides the basis for determining the ingredient weights from the ingredient percentages. This method allows adjustment to the portion size or forecast and permits a shift of ingredients to be done easily. In this method, the following steps are followed: Convert all ingredients from measure or pounds and ounces to tenths of a pound. Total the weight of ingredients in a recipe after each ingredient has been converted to weight in the edible portion (EP). Calculate the percentage of each ingredient in the recipe in relation to the total weight. Check the ratio of ingredients - standards of ingredient proportions have been established for many items; the ingredients should be in proper balance before going further. Establish the weight needed to provide the desired number of servings, which will be in relation to pan size, portion weight, or equipment capacity. Handling loss must be added to the weight needed and may vary from 1 to 10%, depending on the product Total weight needed = Desired yield / (100% - Assigned handling loss percent) Multiply each ingredient percentage number by the total weight to give the exact amount of each ingredient needed After the percentages of each ingredient have been established, any number of servings can be calculated and the ratio of ingredients to the total will be the same. As in the factor method, one decimal place on a recipe is shown unless the quantity is less than 1 pound, in which case two places are shown. Unless scales are calibrated to read in pounds and tenths of a pound, convert to pounds and ounces or to measure. Direct reading measurement tables method These tables have the advantage of being simple and quick to use and require no mathematical calculations Tables have been developed for both measured and weighed ingredients (Have students look at Table 6-9 in book).

Production Methods Cooking Methods Dry Heat Moist Heat
Cooking methods are classified either as moist heat or dry heat. Different cooking methods are suitable for different kinds of food. Dry heat methods are those in which the heat is conducted by dry air, hot metal, radiation, or a minimum amount of hot fat. [See Slides 6-19 to 6-20] Moist heat methods involve the use of water or steam for the cooking process. [See Slides 6-21 to 6-22]

Moist Heat Cooking Methods
Boiling Blanching (haşlama) Simmering (slow boiling) Braising (kısık ateş) Stewing (Güveç) Steaming (buharla pişirme) The most common moist heat methods of cooking are boiling, simmering, stewing, poaching, blanching, braising, and steaming. Simmering or stewing means cooking in a liquid that is boiling gently, with a temperature of 185 to 205°F. To poach is to cook in a small amount of liquid that is hot but not actually bubbling; the temperature range is about 160 to 180°F. Blanching is defined as cooking an item partially and briefly, usually in water, although some foods, such as french fries, are blanched in hot fat. Braising involves cooking food in a small amount of liquid, usually after browning it. To steam is to cook foods by exposing them directly to steam. Poaching (çılbır)

Steam-Jacketed Kettles
Moist Heat Equipment Moist Heat Equipment Steam-Jacketed Kettles Steamers Steam-Jacketed Kettles The steam-jacketed kettle works like a double boiler. One bowl is sealed inside another with a 2-inch space between them. The jacketed area provides space between the two bowls into which steam is introduced, which provides the necessary heat to cook the product in the kettle. The amount/pressure of the steam is adjusted with a knob; the more pressure, the hotter the surface and the faster the food product will cook. Most kettles today are self-contained with boiler to make their own steam rather than being direct-steam models connected to a building steam supply. Steam-jacketed kettles also can be connected to a chilled water supply that will fill the jacketed area with chilled water to help quickly cool ingredients in the kettle. Steam-jacketed kettles often are designed with a pouring lip and mounted on trunnions to allow the contents of the kettle to be easily poured into serving pans. Steamers Pressure steamers (2–5 psi low pressure or 15 psi high pressure) work by trapping and removing air that causes steam pressure to build. In a pressureless convection steamer, heat transfer from steam to food is accomplished by forced convection caused by a fan inside that encircles the food, thus cooking it without pressure.

Dry Heat Cooking Methods
Roasting Barbecuing Baking Rotisserie Cooking (şiş) Oven Frying Sautéing (sote) Broiling Pan Frying (kızartma) The major methods of cooking without liquid are roasting, baking, oven frying, broiling, grilling, barbecuing, rotisserie cooking, and frying, including sauteeing, pan frying, and deep fat frying. Some foodservice managers contend that including foods cooked in oil as dry cooking does not make sense because oil is wet - perhaps three methods of cooking should be recognized: cooking in liquids, cooking in dry heat, and cooking in oil. In this text, however, frying in oil will be included under dry heat Grilling is done by placing food items on an open grid over a heat source, which may be an electric or gas-heated element, ceramic briquettes, or exotic woods and flavored chips. Griddling involves the cooking of food on a flat surface (griddle) that is heated from below by gas or electricity. Roasting or baking uses a combination of all three modes of heat transfer: conduction, convection, and radiation. Heat is conducted through the pan to the food, and natural or forced convection circulates the air. Heat also radiates from the hot walls of the cooking chamber. Grilling Deep Fat Frying

Dry Heat Equipment Broilers Grilling Specialized Barbeque Equipment
Deep Fat Fryer Oven Multifunction Equipment Charbroiler, Salamander & Cheesemelter Clamshells Basic Open Pit, Cylindrical Smokers, Closed-Pit Ovens, Gas or Electric Rack Ovens & Pressurized BBQ Smokers Foods are immersed in Fryer Baskets Hot-Air Ovens, Infrared Broilers & Microwave Ovens Combi-oven, Tilting Fry or Braising Pan & Convection / Microwave Oven Broilers A broiler has its heat source above the rack that holds the food, usually meat, poultry, and seafood. The food is placed 3 to 6 inches from the heat, depending on the type and intensity of the heat. A charbroiler (see Figure 6-12 in text) can be heated with gas, electricity, charcoal, or wood. Because the heat source is from below, it technically is a grilling and not a broiling method. The salamander and cheesemelter are specialty broilers that are much smaller and often are mounted above a range. The two units differ in that the cheesemelter has a much lower heat output and is used for finishing (such as melting cheese) rather than cooking foods. Grilling Lang Manufacturing Company introduced double-sided grilling technology with the Clamshell and Add-On Clamshell hood that attaches to the foodservice’s existing equipment (see Figure 6-13). Rapid cooking action from the hood’s infrared broiler and the grilling heat from below drive the natural juices in the food to the center and decrease food shrinkage, resulting in juicy meat in half the time. Specialized barbeque equipment Basic open pit (steel or concrete wood-burning firebox under a grate, some with rotisserie spits) Cylindrical or kettle-shaped smokers with domed lids, some with pans Large-capacity, closed-pit, wood-burning rack or reel ovens with fireboxes to the rear Gas or electric upright rack ovens that cook at temperatures from 175 to 250°F (smoke is dispersed by wood-charring or a smoke-concentrate device) Pressurized barbecue smokers that combine heat (350–425°F) with pressure (12–15 psi) and smoke from wood chips Deep Fat Fryer A deep fat fryer has a frying kettle or frying bin of oil heated by gas, electric, or infrared burners into which foods are immersed in a fryer basket to be cooked. Ovens A wide range of oven types is used in foodservice operations. The three main categories are hot-air ovens, infrared broilers, and microwave ovens. [See Slide 6-23] Multifunction Equipment Cutting down on the square footage of a foodservice is a goal in both commercial and onsite foodservice operations Three pieces of cooking equipment are manufactured to alleviate many of the space and labor problems in a foodservice operation: The combination convection oven/steamer or combi-oven Directs the flow of both convected air and steam through the oven cavity to produce a super-heated, moist internal atmosphere. Four cooking methods are combined in one unit: convection, steam, convection plus continuous steam, and convection plus cycled steam. The tilting fry or braising pan The tilting skillet or tilting frypan is a floor-mounted rectangular pan with a gas- or electric-heated flat bottom, pouring lip, and hinged cover. It is considered one of the most versatile of all kitchen equipment, because it combines the advantages of a range, griddle, kettle, oven, stock pot, bain marie, and frying pan. The convection/microwave oven The convection/microwave oven, sometimes referred to as an accelerated cooking oven, is a multifunction piece of equipment with convection and microwave capabilities. It can use convection air alone, microwave energy alone, or a combination of the two. It really is a convection oven that browns, bakes, and roasts and a microwave that steams and cooks foods

Employee Recognition An extremely important aspect of back-of-the-house management Recognizing employees for their efforts creates a positive work environment that motivates the staff to excel and to ultimately produce consistently better-quality food for the guests

Purchasing Restaurant operators set up purchasing systems that determine the following: Use of standards (product specifications) System of control for theft and loss Par stock and reorder points Who will do the purchasing? Who will handle receiving, storage, and issuing?

Food Cost Control Process Fig. 7-3

Purchasing Product specification: Established standards for each product Par Stock: The stock level of a product that must be on hand at all times The person ordering should never be the same person receiving Purchase order: An order to purchase a certain quantity of an item at a specific price - comes as a result of the product specification

Receiving, Storing, Issuing
The purpose of receiving is to ensure the quantity, quality, and price are exactly as ordered Items should only be issued from the stores on an authorized requisition, signed by the appropriate person First In – First Out (FIFO) ensures stock rotation by placing the most recent purchases behind the previous purchases

Fixed costs are constant regardless of the volume of business
Budgeting Fixed costs are constant regardless of the volume of business Fixed costs are rent/lease payments, interest, and depreciation Variable costs fluctuate with the volume of business Variable costs include controllable expenses such as payroll, benefits, direct operating expense, music and entertainment, marketing and promotion, energy and utility, administrative, and repairs and maintenance

Restaurant Accounting
A balance sheet reflects how the assets and liabilities relate to the owner’s equity at a particular moment in time The Operating or Income Statement includes sales, cost of goods sold, gross profit, labor and overhead expenses, and net profit Managing the money to the bottom line requires careful scrutiny (inspection) of all results, beginning with the big-ticket controllable expenses

Operating ratios Operating ratios are industry norms that are applicable to each segment of the industry Food cost percentage (cost/sales × 100 = food cost percentage) Contribution margin (difference between the cost of the item and sale price) Labor cost percentage (salaries and wages of employees, employee benefits, and their training) Prime cost (combined food and labor costs) Beverage cost percentage (calculated like the food cost percentage)

Lease and Controllable Expenses
Lease Costs should not be more than 5-8% of sales Most leases are triple net - the lessee must pay for all alterations, insurance, utilities, and possible commercial fees (e.g., landscaping or parking upkeep)

Lease and Controllable Expenses
Controllable Expenses: All the expenses over which management and ownership have control Salaries and wages (payroll) and related benefits; direct operating expenses such as music and entertainment; marketing, including sales, advertising, public relations, and promotions; heat, light, and power; administrative and general expenses; repairs and maintenance

Restaurant Manager Job Analysis
The National Restaurant Association (NRA) has formulated an analysis of the foodservice manager’s job by functional areas and tasks—this follows a natural sequence of functional areas from: Human Resource Management Financial Management Administrative Management Operations Management

Recycling At the end of the night in most restaurants, leftover food, paper, bottles, and cardboard are typically placed in the trash Although separating garbage is dirty, many operators say making minor changes reduces trash and helps the budget

Industry Trends More flavorful food Increased take-out meals
Increased food safety and sanitation Guests becoming more sophisticated More food court restaurants Steak houses becoming more popular Segments splitting into tiers Twin and multi-restaurant locations Quick-service restaurants in convenience stores The economy beginning to pick up

End of Chapter Slides

Restaurant Operations

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