Restaurant Start Up - Design and Kitchen Equipment

An efficiently designed kitchen with labor saving equipment is by far the most effective way to reduce labor costs. After several months of operation, examine the kitchen in action. Look at each employee, what are his/her motions and movements? How many steps must be taken to reach food items and more stock? Look at the position and layout of the equipment, is it set up in the most efficient way possible? Ask the employee's how they would like their work areas set up, and how it could be more efficient. They are the real experts as they work the same job every day. Look at the wait staff work areas, could they be made more efficient? This exercise will result in faster and better service. 

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Ten Signs That Portion Standards Are Not Being Followed

10 Signs That Portion Standards Are Not Being Followed

1. Measuring tools aren't being used to portion food.
2. Standards are lacking for serving bowls, plates, and cups.
3. Portion markers aren't used to cut pies and cakes.
4. Customers tell you that portions are either too large or too small.
5. Too much food is being left on the plates in the bus tub going to the dish room.
6. Customers are making frequent trips to the salad bar.
7. Entree portions are too large and are discouraging the sale of appetizers and side dishes.
8. Dessert sales are low.
9. Customers are requesting many doggie bags too often.
10. Too many items are left over or used up early in the meal period.

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Restaurant Start Up - The Menu

The bottom line in determining what portion size to serve is to "serve the largest portion feasible, but charge accordingly. It is far better to serve too much food than too little. Perceived value is the key to determining the relationship between price and portion size.

The crucial element that must be reinforced is that every menu item, entrees, side dishes, and some desserts must be a specific weight and size. Portion controlling is the basis for the restaurant's entire cost control program; its importance cannot be overstated.

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Delegate With Caution

When you delegate new responsibilities to members of your staff you will have to deal with the question, "what's in it for me." It is only fair to reflect someone's increased contributions to your profitability on their check. If you don't give for what you get, you will not find many volunteers to take on additional duties.

Don't view delegation as increasing costs. Rather, view it as a way to free yourself to identify more ways to increase revenues. Even if delegation does nothing but give you more free time to have a life, any additional costs will be offset by your own increase in productivity.

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Seek Results.....Not Activities

I am often asked by my clients to provide training services. As if somehow the process of “training” will magically make all of their operational problems disappear. My response is always the same, “what is your objective?”  By focusing on the output (results) rather than the input (tasks) you can eliminate steps (work) that has no bearing on the success of your restaurant. Going through the motions of a training program does not guarantee results. It only guarantees you going through a “training process” that may not be needed. I have always believed that one should never do more work than is absolutely necessary to get the desired result.  Besides, isn’t it all about results?

The problem with providing an employee with a “job description” is that the job description focuses on tasks, not outcomes. It is conceivable that an employee can complete each task listed on the “job description” and still not provide you (the owner) with the desired result. Think about it….your restaurants profitability and reputation is predicated on the results your employees achieve. Activities (tasks) mean nothing if they do not deliver the desired result.

By defining results rather than tasks you allow your employees to interpret their jobs in the way it works for them. The result will be increased productivity, enhanced guest service, improved moral, and more sales and profits for you.     

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How Much Inventory Should You Keep On Hand?

The answer to the question is simple. As little as possible.

The point is, you don’t want to convert your liquid cash to perishable food inventory if you can help it. The more frequently you get deliveries from your suppliers, the less inventory you must keep on hand.

Inventory control is basic “cash management.” Minimizing your inventory increases the liquidity of your restaurant.

Purchases should be tied directly to sales and not storage capacity or some par-stock level based on the maximum usage plus a safety factor. 

Remember…….Inventory is Cash.

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Do You Have A Food Cost Problem?

If you are experiencing high food costs, some possible areas of concern may be:

1.       No balance of high and low cost items on your menu.

2.       No consideration of locally obtainable products.

3.       No competitive purchase plan.

4.       Theft in any form.

5.       Purchasing more than needed (spoilage).

6.       No daily check of invoices, quality, and prices.

7.       No rotation procedures.

8.       No perpetual inventory.

9.       No controls on issue items from the storage areas.

10.   Low yields on products.

11.   Over preparing.

12.   Not following or using recipes.

13.   Not following exact portion sizes.

14.   Improper handling (Wrapping, rotating, storing).

15.   No reconciliation of sold vs. used.

16.   Employee theft.

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