Chapter 4 Restaurant Operations RESTAURANT OPERATIONS n This

Chapter 4 Restaurant Operations

RESTAURANT OPERATIONS n This module looks more closely at the actual operations of a restaurant n This module should reinforce the notion that to understand the restaurant business, one must not only study it but also work in it n Even though there are many different types of restaurants, much of the actual work that is performed in them is common across segments

RESTAURANT OPERATIONS n The typical restaurant can be divided into three general areas: (1) the front-of-thehouse; (2) the back-of-the-house and; (3) the office n The front-of-the-house is where the customer is serviced; the back-of-the-house is where the food is produced/ prepared and; the office is where much of the planning and management takes place

THE FRONT-OF-THE-HOUSE n The front-of-the-house is the part of the restaurants with which most of us are familiar because it is the most visible n It is where the customer and service staff come together – as a result it is referred to as the “marketplace” portion of the restaurant n It goes beyond this however – the front-of-thehouse encompasses an operating system, a business place and a social setting

THE FRONT-OF-THE-HOUSE n The primary responsibility of the front-of-the- house is assuring guest satisfaction n This comes down to several factors including: offering a quality product n knowing what the guest wants n having a properly planned service system n having a properly trained staff n empowering staff to make decisions n taking care of problems when they arise n

THE FRONT-OF-THE-HOUSE n Remember that errors will happen but what matters is how (and how quickly) they are corrected n Managers should also be present in the frontof-the-house, not just to supervise staff, but to assist them in performing their jobs, to monitor sales control and to interact with guests n Students should have an understanding of the organization of the front-of-the-house

THE FRONT-OF-THE-HOUSE n FOH servers are also responsible for coordinating efforts with the BOH in placing accurate orders, picking them up in a timely manner and, in some cases, preparing some food and beverage products (salads, desserts and drinks) n Other responsibilities of FOH staff include maintaining control of sales including cash, checks and credit card sales n POS systems have simplified systems, provide greater control and have created a higher degree of efficiency

THE FRONT-OF-THE-HOUSE Specific tasks include: n Greeting the guest n Taking the order n Serving the food (and beverages) n Checking with the table n Removing used tableware n Accepting payment n Thanking the guest (last opportunity for internal promotion)

THE FRONT-OF-THE-HOUSE Roles and positions for various FOH staff include: n Hosts/Hostesses n Counter person n Servers n Cashier n Bussers

THE FRONT-OF-THE-HOUSE n Supervision entails the direct presence of management in the FOH. It is important for the employees and customers alike n Sometimes, depending on the company, supervision responsibilities are combined for the FOH and BOH

THE BACK-OF-THE-HOUSE n To take a production analogy, the back-of-the- house can be likened to a factory n Some restaurant kitchens prepare everything from scratch, some prepare a few items from scratch and other simply assemble preprepared foods that may have been prepared several hundred miles away n The primary responsibility of the BOH is to prepare “quality” food

THE BACK-OF-THE-HOUSE Various BOH tasks include: n Purchasing and receiving n Food “prep” n Food production n Portion control n Quality control n Safety and sanitation n Dishwashing, etc.

MANAGEMENT n What is a manager? n What does a manager do? n Some thoughts: n Someone who is “in charge” n Someone who assigns tasks n Someone who supports employees n Someone who opens and closes the restaurant n Someone who looks after the financial concerns

MANAGEMENT n Different operations use different titles n General manager n Unit manager n Assistant manager n Manager on duty n Responsibilities will differ as well n In all though, there is a hierarchy

FINANCIAL CONSIDERATIONS n Making a profit can be a very challenging objective n The average restaurant makes about 4% on the dollar n Managers must be adept at increasing sales (revenue management) and controlling (or reducing) costs

FINANCIAL CONSIDERATIONS n Operating ratios used on a daily basis: n Expense ratios usually focus on variable costs: Food cost n Beverage cost n Labor cost n n Sales/customer statistics commonly used include: # of covers n Average check n

THE LIFE OF A MANAGER IN THE RESTAURANT INDUSTRY Consider: n Weekend, holiday and evening work n Long work weeks n Staying until the work is complete n Salary levels ($35, 000) n Wide range of responsibilities