Restaurant Production Control Project - Assignment Example

A restaurant project how the production (quality and costs) will be controlled Table of Contents Table of Contents 2 Overview 4 Background 4 Goals and Objectives 5 Marketing 5 Expenses 5 Revenue 5 Service 6 Methods 6 Publicity stunts 6 Public relations 6 Bounce backs 6 Sampling 7 Toss up Tuesdays 7 Birthday program 7 Staff and Administration 7 Resources 8 i.Planning your business 8 ii.Organizing your finances 9 iii.Registering your business 9 iv.Provincial tax information 9 v.Hiring and managing your staff 10 MENU 10 Spring Season 10 Winter Season 11 Policies 12 i.Purchasing 12 ii.Receiving 13 iii.Storage 13 iv.Preparation 14 v.Selling and Service 14 Staffing Policy 14 Methods of recruitment/Training Program 14 Documentation 15 Security and Concerns 16 Conclusion 16 Works Cited 18 Overview This outlines a project proposal from the Le Bistro De Paris create a sustainable income stream. It also describes the type of operation that is being used in the restaurant. This project will help the Le Bistro De Paris to earn part of the money to support and ensure its future. Background Cabramatta has been a center for the Vietnamese and other Asian and European origins. According to the 2011 census, it showed that Cabramatta NSW had a population of 19,812 mostly occupied by the Vietnamese. It is less of a ghetto since most people living there work elsewhere and as they get richer, they move to more affluent people. Residents from various occupations leave there including prime ministers and convicts among others (Lundberg, 1994). However, it has a tarnished reputation of drug smuggling and its association with a famous political murder. The restaurant is therefore aimed at covering a variety of social differences, economic and age. Compared to other restaurants in the same area, Cabramatta will have added advantages because of reasons: it will be in a convenient, it will be the only restaurant offering French dishes in the area, security and it will be a cheap restaurant, which will have honest and delicious food (FSW, 2013). We plan on having a capacity of 50 diners; 5 families of five, 10 couples and 5 singles. The cuisine type will be French cuisine with al a carte menu style. The restaurant will be opened on Tuesday - Friday (5:30 am - 9:30 pm), Saturday - Sunday (5:00 am - 10:00 pm) and closed on Monday. Goals and Objectives As a restaurant, our goals and objectives are tied to our mission and value standards. They are specific, measurable, achievable, realistic, and timely. This provides a plan and ability to recognize opportunities to achieve success (Markovich, 2006). The major sectors include: Marketing Marketing is vital in keeping a restaurant going. Its key is to keep our existing customers and attract new diners. Marketing can be done by: Using the social media, engaging in planning committee of neighborhood summer activities and sending mails inviting diners on offers. Expenses Expense is a critical sector in food and beverage sector and can lead to serious losses. When setting our goals and objectives to cater for our expenses, we consider wastage of food, unnecessary labor, and extravagant necessities. Most F&B operations find it convenient to keep their food costs at 40% of the revenue. We plan to base our objectives on low food waste, affordable food vendors, and resources maximization. Revenue Money is the motion force of all businesses, thus, revenue goals and objectives are crucial. Our plan goal is an average sale between $250,000 and $300,000 for the first three years. This was concluded considering the peak months and off-peak months, which will help us in determining how many meals will be cooked per day or monthly and later increase the meals for profit maximization. Service Our restaurant seeks to satisfy our customers completely in every way that we can. It aims at producing quality service and quality food. This will in turn keep the customers to always want more from our restaurant. Examples of services we seek to use are using our staff to welcome our customers at the entrance with more than just a smile and also to ensure that a jug of water is always within for every customer in the restaurant (Markovich, 2006). Methods The following are the techniques that our restaurant will use to make sure that the quality services provided by the employees are received by many people and a larger market: Publicity stunts This is whereby we challenge our staff member and our marketers to do the best that they can and be the best that they can if they knew we would be awarded something big or if we were the best restaurant in the city. Public relations It is free advertising in a way. It is the use of the media program and the public to increase and exposure without having to spend a dime. Uniqueness is the key to making a business stand out and this is what our restaurant will use. Hiring a new chef isn’t always enough to garner the kind of attention you deserve. Bounce backs It is the use of a tool that bounces guests from peak times to off-peak times. It works to encourage frequency in the food and beverage operations. This tactic can produce far more in revenues than traditional advertising. Incentives are offered during purchase on services that are popular to motivate guests to try again another time Sampling By tasting, one believes and if you would grade your food at a B minus or above, you need to get it in potential customers’ mouths. That’s the best way to build recognition and it is more effective and less expensive than advertising. By picking the best 2-3 items on your menu that can be easily transported and getting solid representatives of your restaurant out to meet and greet at these off-property functions is one of the good ways to offer sampling. Toss up Tuesdays Pick your slowest food day and flip for the food tab. Guests will have a 50 percent chance of getting their food bill paid by the restaurant. This attracts your guests’ attention much more than a” buy one get one free” promotion. Guests are also more likely to have higher check averages than normal because there is a chance they won’t have to pay. It creates a tremendous attention among your core guest base (Spang, 2001). Birthday program This presents an opportunity for establishments with solid birthday programs. So why don’t restaurant people do more to take advantage of this? It does offer a chance for you to swoop in and capture your increased share of the market. Staff and Administration The restaurant includes a number of staff members. Some of them include: i. General Manager: He oversees the general restaurant operations. ii. Assistant General Manager: He is responsible for overseeing the general restaurant in the absence of the General Manager. iii. Executive Chef: coordinates all the work in the kitchen and comes up with the recipes on different types of foods. iv. Line Cooks: They are responsible for the preparation of foods in the kitchen stations. They include grill, broils or fry foods. v. Dish washer: Responsible for ensuring that all utensils and kitchen equipments are at all times clean. vi. Server: attends to the guests and takes their orders. He does customer service. vii. Food Runner: Transports food from the kitchen to the dining room or where the people are eating from. Resources After setting up the restaurant, all the bases should be covered and the following steps should be considered as you navigate through the business: i. Planning your business Creating a solid business plan is vital to success - you need to know where you expect to go long before you get there. The following are a few key business decisions for the restaurant. a. Corporation, partnership, or sole proprietorship This involves finding out which type of business structure is right for the restaurant. b. Naming Your Business Choosing the right name for your business is vital. The name should be unique and easy to remember, and should describe the products and services you provide. c. Regulated industries Finding out how certain industry sectors are regulated and what some of the key business obligations are in those sectors. d. Choosing and setting up a location Trying to decide where to locate your business and how to arrange it once you get there e. Market research and statistics It is learning more about market research, how to conduct it and where to find free information and statistics to support your market research project. f. Marketing and sales How well you market your business and interact with your customers can vastly influence your success and reduce the amount of expenditures. ii. Organizing your finances The restaurant success will depend on how well it is planned for and its finances managed. It may include seeking financial help, either from a start-up loan or from a government grant. a. Business planning: A business plan, access templates, sample business plans, market researches and statistics must be written. b. Grants and financing: It entails finding out how to access money for the business. c. Benchmarking: How does your business measure up to others that are similar to yours? Benchmarking allows you to evaluate your performance and ensure that your business is operating at an optimum level. iii. Registering your business a. Being proactive - Taking care of all your registration and licensing requirements with the municipal, provincial and federal governments early on in the process. b. Permits and licenses - Finding out what permits and licenses the restaurant may need from the federal, provincial and municipal governments. c. Business registration online - Registering for a business number, GST/HST, corporation income tax, payroll and import/export accounts in one convenient online location. iv. Provincial tax information Getting information on provincial tax benefits and finding out how to collect sales tax from the local and out-of-province customers is necessary in a restaurant (FSW, 2013). v. Hiring and managing your staff Key to the day-to-day functioning of your business is your staff. You will want to determine the number of staff you require and their necessary qualifications. Then you will need to recruit the best and brightest and create a working environment that they want to be a part of (QuickStats, 2007). MENU Spring Season Entries i. French Croissant………………………$2.00 ii. Rotalonille……………………………..$1.50 iii. Chicken…………………………………...$2.50 iv. Madeleine (a small cake-like cookie)……….$1.50 v. vegetables………………………..…….$1.50 Main All main meals served with Poechouse/ Bournde soups except for the vegetarians i. Artichokes with lemon za’atar dipping sauce (for vegetarians)………$20.00 ii. Poulet frites (chicken and fries)…………………………………….……$10.00 iii. Steak frites (steak and fries)………………………………………………$8.00 iv. Steak au poivre (steak with black pepper)………………………...………$9.00 v. Pommes duchesse (duchess potatoes)………………………….…………$7.50 Deserts i. Ice-Cream……………………………………………………………………$3.00 ii. Mousse au Chocolate…………………………………………………………$10.00 iii. Profiled………………………………………………………………………$8.00 iv. Madeline……………………………………………………………………$5.60 Winter Season Entries i. Quick bread……………………………………………..$3.00 ii. Simple dips………………………………………………$2.50 iii. Caviars……………………………………………………$1.50 iv. Brochelles………………………………………………….$4.00 Main i. Bouillabaisse – Rich flavored seafood stew with olive oil…………..$18.00 ii. Brandade –Cod fish is pureed, seasoned with milk mixed with potatoes………..$20.00. iii. Cassoulet –Hearty slow cooked dish of white beans & various meat…………....$15.00 iv. Choucroute Garnie ………………………………………..$9.00 v. Roasted chestnuts and herb pesto pasts with carrot kugel ( for Vegetarians)…..$9.00 Desserts: i. Cream puffs, choux pastry)………………………………………..$4.00 ii. Crème brûlée………………………………………………………..$6.00 iii. Éclair……………………………………………………………….$2.00 iv. Madeleine (a small cake-like cookie)……………………………$3.00 Policies The following are the procedures of the Restaurant that it will be looking at: i. Purchasing This is the acquiring goods or services from market vendors so as to attain the aims of the eating place. The chief objectives of buying restaurant goods will be to; a. Uphold the eminence and value of the restaurant goods. b. Reduce cash tied-up in inventories. c. Preserve the flow of inputs to maintain the flow of outputs and strengthen the Restaurant competitive advantage. ii. Receiving It is our Restaurant function which includes the inspection of the standard of the incoming goods that are seconded by their proper storeroom. Getting the food & supplies is a process initiated, supervised and evaluated to ensure the specified food quality and quantity is received and kept in holding. The role of receiving the deliveries will be assigned to competent, trustworthy and trained personnel. iii. Storage The prime aim of food keeping is to protect the quality of the product, have more than enough merchandise and prevent loss through theft and spoilage. Storing foods properly in the fridge is something to be taken seriously. Storing our food not only makes it last longer but also it helps keep our customers healthy. If food is not properly stored, it can lead to harmful bacteria and spoilage. 40% of food sales will be got from the storage so as to ensure that precautions are maintained. i. Storage areas will be locked when not in use. ii. One person will be well trained on how to well receive the goods. He shall be held accountable if anything goes wrong. iii. Without any authorization, no food will leave the storage area. iv. Not much than what should be issued shall be released to anyone. v. Checkups of inventories will be done daily. A reconciliation statement of the store room inventory will be prepared at the end of every month to determine the effectiveness of physical control and security. Proper stock records, proper pricings of issues, stock takings must be put in mind. Proper effective necessary steps like indents, stock registers must be upheld (Spang, 2001). iv. Preparation The costs of every meal to be eaten will depend on the number of meals that has been produced and food cost per every meal. Hence to control food, we control the number of those who have been catered for. For instance, volume forecasting. And organize the foodstuff costing per every meal in advance by having standard recipes and portion control. v. Selling and Service There will always be a proper pricing policy that is effective in our restaurant. It will check the system and proper cash control. Staffing Policy Methods of recruitment/Training Program i. Track the effectiveness of your Sources of Hire This includes keeping track of each worker and his/her source of hire it is important as every time you need a worker, you will always have a source. ii. Evaluate the main Competencies in the interview process find out what the key competencies are for both the restaurant and the role. iii. Use Employee Referrals sometimes your own employees are the best sources for some new working candidates. iv. Give Progress feedback on the Performance When an employee does well, make sure that he is well aware of the due that he has done. Let it also be appreciated. This way, the people will always be motivated to do well and provide the best service. Documentation After opening the restaurant, things were no doubt looking up. We are on track to achieving our dreams. We have a strategy in mind and our recipes are great. However none of this guarantees a successful operation. The restaurant business is not a stable industry. The truth of the matter is quite the opposite, the restaurant is notoriously risky. No matter how hard you try, things are bound to go wrong once in a while. Foods get burned, orders get forgotten in the middle of a dinner rush, or new servers simply forget all their new training. No matter the reason for the complaint, the important thing is to try and please the customer and send them home knowing that, yes there was a problem but it is not typically of your establishment. Let them know that you the owner, value their comments and their business (Lundberg, 1994). In our restaurant, we are aware of this and we know that how we handle our customer complaints will determine if the customer is going to come back to your restaurant. Some of the tips that we use to help us field our complaints and send our customers home with a smile include: i. Listen – we listen to what the customer has to say. Even if we can’t solve the problem, we still listen. For example if a customer is complaining about a long queue before him, there is not much that we can do except let them vent. ii. Apologize – for the customers e.g. who are always complaining about the long queue, we do offer them our deep apologies and they end up going home satisfied and with a smile. iii. Violent Customers – a customer who is very drunk may get belligerent or even violent if offended or cut off from further alcohol. If a customer becomes agitated, we try our best to calm them down and get back up support from other employees if we feel threatened. iv. Prepare for long hours – what I have learnt from the restaurant industry is that success requires intense commitment. We put in 90 hours a week or more on a regular basis simply to run the daily operations. Restaurants means putting in the time even after the establishment has opened day in day out, morning and night, weekends and holidays. v. Work Hard – running a restaurant is no stroll in the park. Managing involves downright, dirty, dirty, draining and difficult work. The solution to this has come across to our restaurant as a result of employing a culture of hard work, with me as the manager setting the example. vi. Know your financials – Restaurants typically require prior experience or knowledge of basic restaurant accounting. Achieving the appropriate numbers required for profitability does not happen magically. If you manage a restaurant and do not know how to prepare or analyze financial reports, it is something that you should take time to do for the good of the business otherwise it will collapse. Security and Concerns For safety and security matters, we will maintain high standard measures by, providing emergency doors, alarms, employing watch guards, fire extinguishers, proper ventilation, and inbuilt fans. All customers and other people entrant the building should be checked to avoid theft and acts of terrorism in the restaurant. Conclusion Market research is the most important concept in developing a restaurant. Proper planning and creativity can make the rest of your concept come easy if they are done to the letter.  As Le Bistro Café, we believe that with a vision of our establishment, we will begin to focus on the menu, staffing needs and other requirements and with this emerge a very competitive food & beverage restaurant around Cambratta, New South Wales (QuickStats, 2007). Works Cited 1. FSW, 2013. http://www.foodservicewarehouse.com. [Online] Available at: http://www.foodservicewarehouse.com/education/articles/restaurant-training.aspx [Accessed 20 April 2013]. 2. Lundberg, D. E., 1994. The Hotel and Restaurant Business. 6th ed. Boston: Cahners Books. 3. Markovich, M., 2006. Goals and Objectives in Restaurant Planning. [Online] Available at: http://smallbusiness.chron.com/goals-objectives-restaurant-planning-20150.html [Accessed 20 April 2013]. 4. QuickStats, 2. C., 2007. Australian Bureau of Statistics. Cabramatta (State Suburb), 25 October. 5. Spang, R. L., 2001. The Invention of the Restaurant. 2nd ed. London: Harvard University Press. Read More