Standard Operating Procedure for F&B Outlet
CHAPTERISATION
PART-I
CHAPTER-01
1. PROJECT DESCRIPTION
2. INTRODUCTION
3. SCOPE OF THE PROJECT
CHAPTER-02
2.1FINDING AND LEASING A LOCATION
2.1.1 BUY/LEASE
2.1.2 LEASING
2.1.3 LEASING PROCESS
2.1.4 BUYING
2.1.5 KEY FINANCIAL FACTOR
2.2 INSURANCE
CHAPTER-03
3.1 CONSTRUCTION
3.2 EQUIPMENT
3.2.1 FOOD EQUIPMENT
3.2.2 BAR EQUIPMENT
3.2.3 OTHER EQUIPMENT
3.3 STORE DESIGN AND DÉCOR
3.3.1 CUSTOMER AREA
3.3.2 KITCHEN AREA
3.3.3 BACKROOM AREA
CHAPTER-04
4.1 PREPARING TO OPEN
4.1.1 STEPS LEADING FROM 8 WEEKS TO OPENING DAY
4.2 FOOD PREPARATION
4.3 EQUIPMENT HANDLING
CHAPTER-05
5.1 CLEANING AND MAINTENANCE
5.1.1 CLEANING PROCESS
5.1.2 EQUIPMENT CLEANING
5.1.3 KITCHEN CLEANING
5.1.4 SANITIZING
5.1.5 TACTICS TO PREVENT FOODBORNE ILLNESS
5.2 QUALITY CONTROL
CHAPTER-06
6.1 HUMAN RESOURCE PLANNING
6.2 MENU PRICING STRATEGY
6.3 OPTIONAL PROGRAMS
EXECUTIVE SUMMARY
The project i am dealing as a part of my MBA program is to prepare a procedure for for-profit foodservice operations whose primary business involves the sale of food/beverage products to individuals and small groups of guests.
Starting and operating a restaurant is a great deal more than a process. It's a mixture of fear and hope, speculation and certainty, doubt and confidence, all blended together with a fair amount of money. It's the beginning of a dream. Not every start-up restaurant is going to survive. The location isn't right, the menu doesn't work, costs are out of control, volume just never developed, or some combination thereof. The problems spiral beyond the owners' control.
A well prepared and planned restaurant can be very profitable. I have plans to start a medium sized food and beverage outlet of my own. As a master graduate from tourism and hospitality industry I want to prepare a standard procedure for operating medium sized food and beverage outlet right from construction stage to practical implementation of marketing strategies in to the market.
As more people eat out more often, the demand for restaurants continue to grow. But it takes a lot of research, creativity, and planning and substantial capital. Despite the enormous consumer dinner for restaurants, success in the business does not come easily. Competition is fierce as more restaurants vie from the attention of the increasingly savvy consumer
Based on researches on successful food and beverage outlet Xtreme sports bar, this project is to work on standard operating procedure to run the restaurant successfully. I did research on Xtreme sports bar using the database and preparing a procedure to operate food and beverage outlet successfully. The research i did to prepare a procedure is executed in Maybull info tech Pvt ltd which is a parent company of reputed food and beverage outlet ‘Xtreme sports bar’ which existed in 12 places national wide. The research methodology i adopted here is to collect the appropriate data from the Xtreme sports bar and few of the other outlets in the Hyderabad and close talk with heads in finance, operation, marketing and segments that are necessary to run my business successfully.
CHAPTER-01
1.1 PROJECT DESCRIPTION:
Standard Operating Procedure is used to maintain good ambience and high quality services consistently to customers from the time the customer enters the outlet to the time he or she leaves the outlet. Our waiter or manager in-charge should provide the best service they could give. A good service means the customer will be likely coming back to our business and we could easily generate more sales and profit at the end. Customer wants to visit outlet in which he or she expects to receive excellent services and food from our establishment.
This project is to prepare SOP like instructions. If deviations from this instruction are allowed, the conditions for these should be documented what exactly the complete procedure will be. The original should rest at a secure place while working copies should be authenticated with stamps and/or signatures of authorized persons. All the instructions followed in this SOP project are under the guidelines of ‘Dheeraj Keswani’, Managing Director of the Maybull InfoTech Pvt Ltd which is parent company of Xtreme Sports Bar.
2. INTRODUCTION
When we speak of hospitality it is important for us to get a clear understanding of the component parts of our industry. We can use the model to help us to do this and it also allows us to see the importance of each worker in the industry.
As we can see the hospitality industry consists of two important parts:
1. The customer or Guest
2. The Service Provider (Hotel, Restaurant, etc.)
On the customer's side we know that each customer has needs or expectations. A typical example of these needs exceptions would be:
➢ Quality of food ➢ Value for money ➢ Quality service ➢ Comfortable surroundings ➢ Safety and hygiene standards
The service providers must ensure that they meet the exceptions of guests / customers by making the following available:
➢ Staff (sufficient in number) ➢ Products (of good quality) ➢ Service (of good quality) ➢ Environment (comfortable and clean)
As we can see from our model, when the customer's expectations are met or exceeded by the service provider, the customer feels for many people.
To meet all those standards we prepare a procedure to operate the business. Shortly
"A Standard Operating Procedure is a document which describes the regularly recurring operations relevant to the quality of the investigation. The purpose of a SOP is to carry out the operations correctly and always in the same manner. A SOP should be available at the place where the work is done".
3. SCOPE OF THE PROJECT:
If a F&B outlet does not have a proper training manual or SOP for their staffs, it is quite hard to deliver the highest service standards of what our customer needs and what they do expect our outlet. A good and well-managed outlet should provide a routine training session to all of their staffs covering each F&B operations technique. It can be weekly or bi-weekly training programs. By conducting several training programs, it can be much easier for an F&B business to maintain the effectiveness and efficiency of service operation.
a. The SOP can be shown to have benefits to the employee in improving and simplifying job performance. b. That it provides an inclusive framework for decision making rather than an exclusive structure. c. The SOP is easily and rapidly accessible to all employees. d. The role and importance of the SOP can be easily and clearly demonstrated in the accompanying explanation which details what needs to be done, why it needs to be done and what is considered best practice. e. The SOP leads to specific and ideally simple action which can be rapidly documented.
Once again, to make it simple and easy to understand, F&B Establishment Standard Operation Procedure (SOP) is commonly used to help most outlet owners and managers to manage and guide the overall outlet team and staff to increase the service performance and the overall objectives and goals of the business.
CHAPTER-02 2.1 FINDING & LEASING A LOCATION
There are four crucial elements to consider when looking at a potential outlet location: Population Base – Site study helps to determine the population base of a particular area. A less expensive method to determine the population base of certain area is to use a circle graph, as well as asking the local chamber of commerce and town office for more information.
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Rough View of Circle Graph with number of people of different Ages
Parking – Will there be enough parking to accommodate all the seats in our outlet? Or Is there public parking near the outlet location? Accessibility – Xtreme sports bar which is good for caterings, leisure and recreational activities needs both commercial and resident areas to explore their activities. Likewise if we setup our outlet near colleges, universities, IT Parks, Shopping malls, and official complexes then we can expect a good number of customers visiting our outlets.
Visibility – This goes along with accessibility and is very important for new outlet locations. People have to know the outlet is there. This is why property prices in downtown districts and developed strips are higher than other areas. They offer a level of visibility that can bring in a great deal of walk-in business.
2.1.1 SHOULD WE BUY OR LEASE OUR OUTLET LOCATION??
The investment necessary to buy a property may be the deciding factor of whether to buy or lease a location for outlet.
The key factors to consider in choosing the proper location are as follows: 1) rent affordability, 2) demographics to match our concept requirements, 3) trade area draw and 4) major market generators in the neighborhood.
Two Main Outlet Structures There are essentially two ways to structure a new outlet venture in terms securing the capital assets required for operation. The most widely used method is to obtain the use of a building space by leasing a facility from an unrelated third party. The other option is to directly, or indirectly through an affiliate, purchase the land and develop the physical structure or buy the land with a building already in place
2.1.2 LEASING:
Start by leasing and work our way upto purchasing location is a good idea. Because 1. We can put capital towards upgrading kitchen, designing dining area 2. Promoting our outlet like marketing efforts and building up a customer base. 3. No need of worrying about large mortgage payment but worry about rent though( which is comparatively less ) Possible problems of renovating a space for a new outlet include
1. Lack of public bathrooms 2. Lack of outside ventilation 3. No garbage pickup
If a spot has been vacant for several months we can probably haggle with the monthly rent or get the first couple of months (your start-up phase) free but We need to know why space is vacant and will the space work for our outlet.
Common lease negotiations include:
• Not paying rent at all until the restaurant opens for business • Pro-rating rent. We may pay a very low rent the first year of the lease, then gradually increase it each year thereafter. • Including building repairs in the rent. If we make significant repairs to the plumbing or heating, then we can ask if they can be deducted from regular rent. Most landlords would rather give free or reduced rent one month than shell out cash to make repairs.
Terms of the Lease
We shouldnot lock ourself into a long lease, at least not the first year we are in business. If outlet fails (hard to think about, but a necessity to consider) we don’t want to be locked into four more years of rent that we cannot pay. If the space we want to rent is only available with a long term lease (more than a year or two) think long and hard about whether or not it is really worth the risk. A pro-business landlord should be willing to start with a year lease and work from there. If the landlord refuses to negotiate, they probably won’t be any easier to work with in the future and more trouble than the space is worth. And also The cost of leasing overtime can surpass the cost of buying.
2.1.3 LEASING PROCESS
1) Identifying the Leasing Parties
2) Finding the Landlord
3) Initial Meeting With The Landlord
4) Preliminary Negotiations With The Landlord
Potential locations can be analysed through estimation of start-up costs and considering factors like 1. Operating costs 2. High risk area 3. The cost of leasehold improvements 4. Rent 5. The distance from the building to the street 6. The exterior appearance of the building 7. Zoning/regulatory agency requirements 8. Size and positioning of signage 9. Common area maintenance charges/outgoings 10.Fees for sewer services , water consumption, etc. 11.Taxes 12.Insurance 13.Break-even point Breakeven point= Fixed Costs ÷ Gross Margin Ratio Gross margin ratio= 100% - Variable Cost %
Renewals Renewal options are negotiated into our lease when discussed economic terms with our Landlord. Each option period allows the opportunity to renegotiate the lease or to terminate the lease with limited liability.
2.1.4 BUYING: Buying a location is a major and typically a long term commitment. The primary factor to consider is the ability of that location to attract customers. An attractive property in a well-traveled vacation destination or in a growing community, without a glut of competitors, can be a solid investment. We also need to know what the local planning commission has in mind regarding construction and changes in zoning and accessibility. Major advantage to owning a location is that 1. We will not have to worry about a rent hike. 2. As an owner we do not have to work within the parameters as set up by a landlord, giving us more freedom to do as we like with our property, as long as we stay within zoning laws and health code requirements.
The final consideration when buying any real estate is the projected value of the property. Will the price of the property appreciate in the coming years?
2.1.5 Key Financial Factor
There’s one key financial factor that points to success or failure in this business probably more than any other. It’s referred to as the sales to investment ratio. That is, how many rupees of annual sales can we reasonably expect a proposed outlet to generate for every dollar of invested capital it will take to take to open it. The sales to investment ratio is calculated by taking the projected annual sales of a proposed outlet and dividing it by the total projected startup investment required to open the outlet and get it operational. As the sales of a new outlet increase relative to its startup investment, so too increase it’s chances for profit and financial success
Leasehold Case Starts by calculating the total projected start-up investment. For purposes of calculating the sales to investment ratio include the cost of “all” the assets regardless of how they will be financed. The next step is to estimate the annual sales volume of the proposed outlet. Below is an example of a worksheet to make a more systematic and logical estimate of the sales volume in a proposed outlet. Step 1: Estimate the number of customer we expect to serve at each meal period in a typical week. Step 2: Enter the customer counts for each meal period along with an estimate of the check average. This will help us determine an estimated sales volume for a typical week as in the worksheet below:
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Leasehold Example
Case in Point: Leasehold Most, if not all, national chains use the sales to investment ratio or some variation of it to evaluate specific sites they’re considering for expansion. Here’s how a successful national steak chain uses this ratio.
This operator invests around $1,200,000 to open new outlet in leased locations. They expect to do at least $3,600,000 in annual sales which gives them a very healthy sales to investment expectation of around 3 to 1.
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This chain’s entire site selection philosophy is influenced by the sales to investment ratio. They often pass on high traffic corners and highly visible sites because they reason that the added cost of acquiring those locations won’t result in proportionately higher sales. Instead, they often seek out class “B” locations in class “A” markets to obtain lower startup costs and rental rates that will enable them to maintain their high sales to investment ratio goals. This mindset has paid off handsomely as they are consistently one of the most profitable companies in our industry.
Designing dining areas When designing dining areas the following components need to be examined: 1. Size of the outlet 2. Kind of service 3. The carrying capacity of the outlet 4. Type of the cuisine 5. Number of meals served per day 6. Table shapes, sizes and positions 7. Number of seats at each table 8. Multiple floors, steps, or elevated areas of seating 9. Paintings, posters or murals 10. Type & intensity of lighting 11. Planters, partitions, or screens 12. Blocking of any undesirable views 13. Placement of service areas
Restaurants offer alternative service methods.
Restaurant (Independent): Properties owned/operated by an entrepreneur which are not affiliated with a franchised or multiunit organization.
Restaurant (Multiunit): Properties which are affiliated with a franchise or other organization containing multiple (sometimes thousands) properties; also called a “chain”. Franchise: An arrangement whereby one party (the franchisor) allows the owner of the hospitality business (the franchisee) to use the franchisor’s logo, name, systems, and resources in exchange for a fee. Franchisor: Those who own and manage the brand and sell the right to use the brand name to franchisees.
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2.2 INSURANCE
The most common types of F&B outlet insurance available include:
• Property Insurance- – Protects your property in case of fire or other events. It may not cover natural disasters, such as floods or earthquakes (see below for a policy that does.) If you have any kind of mortgage on your business and/or equipment, then you should carry a property insurance policy. • General Liability – This is the umbrella policy that protects you in the event someone slips and falls in your restaurant, gets sick after eating there (whether it was your fault or not). This is a must have in today’s sometime sue-happy world. • Liquor Liability – Most states require that any establishment holding a liquor license carry liquor liability as part of their insurance. It helps protect you if a customer has too much to drink and drives and hurts themselves or someone else. • Workers Compensation – Protects you if an employee is hurt at work. Most states require that all employers carry some type of workers comp. • Unemployment Insurance – Is for your employees who no longer work for you until they find employment. • Life Insurance – Depending on your mortgage and financing you may need to carry a hefty life insurance policy to satisfy your lender. It is also a good idea to have life insurance, in case something does happen to you and your family isn’t left with a restaurant they don’t know how to run and bills they can’t pay.
There is insurance for just about any object, action or person out there. Here are some other types of insurance you can purchase for your restaurant. But keep in mind, these extras will cost you as much or more than whatever it is you are insuring.
• Loss of Business Insurance – If you lose sales through a specific cause, this type of policy can recoup some of the income. Keep in mind the premiums and deductible may make you break even, depending on how much you lose. • Food Contamination Insurance - If you lose power, because of fallen power lines or a storm, and the entire contents of your walk-in and freezer spoil, this policy would pay to replace the food.
• Specific Peril Insurance – This covers many natural disasters that general liability insurance doesn’t. Events like earthquakes, floods or power outages due to either, may be covered under this insurance.
CHAPTER-03
3.1 CONSTRUCTION:
Hiring a General Contractor/Builder Our contractor/builder will handle all aspects of obtaining permits and the building of our outlet for an agreed upon price.
OUR TASKS: 1. We give each a set of plans and meet them at the outlet for a site evaluation and answer any questions they might have. 2. Establishing the criteria for the submission of their bids/tenders, and set a deadline for submission of proposals. Proposals must be in writing. 3. Establish commencement and completion dates. Make contractors/builders aware of the importance of starting right away and getting the outlet open quickly.
It’s good to obtain at least three bids/tenders for each job to be contracted out. Bidders should provide us a) A Signed contract b) Certificate of Insurance c) Lien releases
3.2 EQUIPMENTS: Wide ranges of equipments are available in market for both food and beverages. Common equipments that we need to operate a medium sized F&B outlet are
3.2.1 FOOD EQUIPMENT: 1) Tandoori oven for making kababs 2) 2 Ranges. One is for Chinese food and the other for continental food. 3) Griller 4) Electronic deep fryer (for French fries, crispy corn etc) 5) Dish working table 6) Salamander (for toasting) 7) Frying pan 8) Freezer (for raw materials) and deep fridge (for meat storage)
3.2.2 BAR EQUIPMENT: 1) Ice crusher machine 2) Visi cooler 3) Bottle coolers 4) Garnish tray 5) Cocktail shaker 6) Wine chiller 7) Wine stand 8) Measuring jar 9) Peg measure 10) Ice bucket 11) Wine opener 12) Bar counter spoon 13) Draught beer machine
3.2.3 OTHER EQUIPMENTS: 1) Glassware 2) Compartment sinks 3) Glass racks 4) Taps 5) Dispensing system for beer and soft drinks 6) Ice bins, pick, scoops 7) Dish washer 8) Storage cabinet and 9) Display shelves
Cost of our total equipment includes equipment package and buffer (10-15%). Buffer covers things like sales tax, carrier charges etc. Equipment can either be leasing or buying. a) Some equipment like ice machines, coolers have very short lives and there is no market for the used ones. So preferring to lease is the good option for short life equipments. b) Some equipment like dish machines etc are very expensive and hence costly equipments can be taken for lease. c) Other equipments like gas ranges, ovens, fryers (with working thermostats), grills, small wares etc are good to buy than leasing.
3.3 STORE DESIGN AND DECOR
WORKING TRIANGLE We can segment our outlet into 3 major ideas. i) Customer Area ii) Food preparation or service Area iii) Backroom Area
3.3.1 CUSTOMER AREA: Minimum considerations for customer area are 1. Seating: Before planning for seating mix, we have to consider size and design of outlet and our budget for it 2. Trash units 3. Divider units 4. Ceiling 5. Lighting: Recessed lighting and track lighting with dimmer switches allow us to control the light, adjusting it for the time of day. 6. Ceiling fans 7. Clock 8. Music system 9. Customer guidance system (optional) 10. Window shades if we have sun exposure problems 11. Thermostats
3.3.2 KITCHEN OR SERVICE AREA: First aspect in kitchen design starts with choice of fuel which depends mainly on the location of outlet. Fuel can be anything like wood, Natural Gas, Propane Gas, Electric Steam Heating Oil. In large cities, natural gas and electricity are widely available, and a combination of both is wise. In some regions, steam may be available and recommended for certain pieces of equipment. There is also steam generating units ready to install. Propane is recommended where neither gas nor electricity is available.
During planning, there are few more things to consider Departmentalisation: To achieve division of labour Smooth traffic flow Increased efficiency Sanitary conditions Once these are settled, the following points become important: Lighting: Fluorescent light fixtures are good for kitchen fixings which prevents accidents and waste. Ventilation: Canopies equipped with filters (wire mesh, baffle, liquid), motor to move the air Sprinkler system: Carbon dioxide mixed with fire extinguishing chemicals is doing great than simple water releasing. Floor covering: Continuous non-slip floor covering containing stone chips is the most suitable. It can be applied quickly and inexpensively. They are easy to clean and prevent insect infestation. Wall covering: We can use either Tiles or High Gloss finish paint which is most common for Food and beverage outlets. Tiles are initially expensive and Gloss finish paint becomes expensive in long run.
Kitchen equipment Kitchen equipment is grouped into five categories.
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1) Storage: Two kinds of storage equipments; a) Wire shelving for canned goods or boxes b) Solid Shelving like Freezers and refrigerators. They are easy to clean. Freezers are of two types. Chest freezers (Preserve cold air but utilizes more space) and upright freezers(Less floor space but cold air escape each time the door is opened) 2) Preparation: Equipments for chopping, dicing, cubing, peeling, slicing, mixing, processing.
3) Cooking: Standard cooking equipments are Ranges, Deep fryers, Broilers, Salamanders. Steam filled equipments like Steam jacketed kettles, Pressure steamers, Ovens, Griddles, Tilting frying pans occupies less area in the kitchen 4) Accessories like Electronic thermostats, Energy load levellers (reduce peak electricity demand), automatic shutoff switches 5) Service equipment to keep prepared foods hot like steam tables, Flambe carts, Gueridons, Small wares(pots, pans, whips, scoops) self levelling plate dispensers, dish washers, compactors, filtering devices.
SERVICE SYSTEM: Service movement is from Kitchen Area - To table – Back towards dish washing Region. This flow pattern plays important role in busy nights. So distance between kitchen and Dining area plays important role. I think pass window (for waitstaff) can make out the flow pattern easier in our busy nights. Pass window should be masked from public view by wall or portion. To make our flow pattern smooth, three places like getting region where raw materials unlocked, Recieving region (close to back door) and storage should be closer. Storage is much a lot useful when placed close to preparation region than near receiving region.
3.3.3 BACKROOM AREA:
Walk-in cooler, Food preparation worktable, and the compartment sink are placed as close together as possible to promote an efficient operation while preparing food.
Few types of equipment that are used in backroom area are Freezer, Cooler, 3-Compartment sink, Hot water heater, Mop sink, Dry storage shelving, Cleaning supply storage area and Stainless steel food preparation table.
Other areas that help for the smooth operation of our outlet like • Office - The office needs to be a secure area in which we can store money and other important things for our Outlet. Security is important for office room • Restrooms - Should be spacious enough to accommodate multiple people, if at all possible. • Employee restrooms - They should be a separate addition away from the public's restrooms. • Cashier Area.
CHAPTER-04
4.1 PREPARING TO OPEN
First priority for us is to advertise widely the grand opening of our outlet. ➢ Offering special discounts and door prizes for this opening. ➢ Newspaper advertisements and business cards (loyalty, gift, beer card etc) will also let people know that our outlet is open for business.
Steps needed to take in the weeks leading up to the opening of outlet
Eight weeks before opening outlet: Getting the preliminaries out of the way. First thing first: We have to prepare our pre-opening budget and start conveying our Sports bar image. 1) Then, set out on obtaining the necessary background materials and legalities and consider specifics, like scope/lines of products available, delivery times/frequency, prices on key products, credit terms, electronic or Internet ordering options, and other support services offered, such as business reviews, consultation, staff training. 2) Establish our insurance policy and apply for the necessary licenses from the health department, the food manufacturer and the water department. Also, determining local certification requirements (HACCAP training), checking local health codes and ordinances 3) Determine requirements for our alcoholic beverage server, and make sure our business and liquor licenses are in order and that we are set up correctly for sales and use tax. 4) In addition, we can start ordering our cooking equipment, small wares and Tabletop items, like flatware, tableware, glassware and kitchen utensils. Also, order our beverage service, point-of-sale (POS) system and store decor; order menu boards, exterior signage, office equipment (fax, computer, calculators etc), and office furniture (desk, chair, filing cabinet, etc.).
Seven weeks before opening outlet: Following up on what we started. Things should be beginning to take shape in this week. So we have to
1) Check the statuses of our licenses with the health department, food manufacturer and water department, as well as with our business license, liquor license and sales and use tax. Also, check the status of our sales, federal, state and local tax numbers. 2) Establish our banking system and accounts and obtain bids for local trash pick- up, grease removal, extermination services, laundry, appliance repair, fire extinguishers, music system, security alarms and security systems, knife and blade sharpening, window washing and dishwasher service. 3) Determine emergency plans, exit procedures and create maps, finalize our POS decision and acquire software needs for our office (MS Office, scheduling, food management software, etc.)
Six weeks before opening outlet: More preparations. We should be receiving our tax numbers now. We have to 1) Order Opening Soon and Now Hiring banners for our windows, and a Grand Opening banner for the front entrance. Also, ordering plastic engraved signs for pertinent information (Ladies, Men, No Smoking, Delivery Hours, etc.), and set up order books, a maintenance and cleaning calendar and an inventory system. 2) Conduct a walk-through with the contractor to make sure he or she is familiar with those systems as well, and retain a full set of building and equipment plans for operational files. 3) Check inspection dates and acquire mandatory posters, amenities (high chairs, boosters etc.). 4) Set up communications for our office, like a fax machine, pagers, and hostess station equipment. Set up credit card merchant accounts, and select an accounting service or in-house bookkeeper and acquire the appropriate software. 5) Also, obtain menu materials - covers, inserts, to go menus, catering, and order restroom accessories, like hand towels and air dryers, soap dispensers and trash receptacles. 6) Identify what our staffing needs will be exactly, and then develop an action plan for meeting those needs. Also, order a valet stand and key control system, acquire entertainment permits, and craft a list of potential entertainers (including an invitation list for pre-opening parties and order invitations).
Five weeks before opening our Outlet: Yet even more preparations. We have to 1) Continue planning and set-up work, to ensure small issues wont become larger problems later on down the line. Set up our equipment maintenance log book. Order office and miscellaneous supplies. Finalize vendors for food/beverage products and set up delivery schedules with them (and commissary) include backup vendors. 2) Set up fire and health inspections. Label valves, switches, compressor and breakers and check for accessibility. Also, acquire bids and select vendors for decor, like interior plants and landscaping. In addition, acquire janitorial equipment (wet floor signs, mops, buckets, vacuum, and trash receptacles). 3) While doing this, continue our staffing plans. Purchase training materials for food safety training, develop deposit procedures (establish armored car service or other), finalize food and supply orders for training, mock shifts, and opening week. Also, setup an employee filing system, acquire a first aid box, create a seating chart and wait staff sections, setup a petty cash system.
Four weeks before opening Outlet: Time to start setting up. 1) Around this time, we should be receiving our case work and furniture, including our counters, cabinets, menu board frames, tables, chairs and barstools. So that will need to be installed. 2) Also, by this point, we should also have a number of candidates in mind for staff positions. To accommodate, start scheduling and preparing interviews and prepare a training schedule for those we will hire. Also, set up our POS or register for training our management and crew and create job aids (pictures of menu items, procedure steps, etc.) for the kitchen staff. This is also a good time to determine our emergency equipment shutoff procedures. 3) In addition, continue to think about opening night. Send out our opening party invitations and press releases to local media.
Three weeks before opening Outlet: Getting into gear.
Timing becomes crucial at this point. We need to make sure several smaller tasks get completed while still keeping our larger projects moving. 1) First and foremost, we will be interviewing and hiring possible employees and getting them trained as soon as possible. That means we will have to have our training sessions finalized and assign our hired employees for HACCP training and certification. In addition, We will need to get employees certified for alcoholic beverage service and conduct alcoholic beverage and wine service training. 2) Assemble our new-employee supplies, such as applications, uniforms, employer-employee agreements, cash register policies, and employee handbook and more. Also order our initial food for training, as well as our first paper goods order. To make sure everything is accounted for, create detailed inventory worksheets or count sheets and prepare our delivery schedule for our vendors. 3) To ensure training commences smoothly, we will need to have our beverage service and POS system installed and ready to go. In addition, obtain bags and night deposit keys, deposit stamps and slips, coin rolls and bill bands. 4) On top of this, the final load of our supplies and equipment should be coming in, such as our smallwares, ice machine, janitorial supplies, Ansul System, alarm system, fire extinguishers and more. We will need to install these items and then ensure everything meets your satisfaction. Obtain sub-contractors telephone numbers in case repairs are needed, and set up all equipment maintenance and repair instructions in designated spots in case fixes must be done in-house. In addition, create a control system for padlocks for cooler doors and conduct a safety audit.
Two weeks before opening:
Outlet Interior design By this point, we should have received nearly all of our equipment and furniture, including our tables, chairs, table tops, benches, canopy awning or canvas and more. That means its time to make sure everything fits, works and looks like it should.so we have to 1) Test all of our equipment. Check the walk-in and refrigeration temperatures. Calibrate the temperatures for our fryers and griddle, oven and stove. Also, set up and organize our supply stations, including shelving for walk-in and dry storage (which also must be labeled), and get our hostess stand supplies (reservation book, call clock, pencils, notebook) in order. Also, finalize our hiring and get our employees into training. 2) Start a construction punch list in case final work needs to be done, and begin to clean and sanitize the walk-in area. Also, set our exterior signage light timer, place our initial alcoholic beverage order and determine light levels and label for each period of the day.
One week before opening Outlet: Crunch time. No task is too small during this stretch. Granted frustration will be high but if all preparations have been met beforehand, we should be able to sail into a successful and well-prepared
Outlet opening day, we have to First and foremost, get our decor and equipment ready. Hang inside decor, washing windows, install plants(Installing plants is up to us.but gives great look), clean all equipment, smallwares, and stainless steel, complete equipment warranty cards and run the ice machine, empty it, sanitize it and refill it. All the while, continue updating our construction punch list.
In addition, we have to hold our final inspections, receive our certificate of occupancy, finalize our opening week schedules, finalize the clean-up of interior and exterior, complete our pre-opening checklist, take open inventory on all food and beverage items.
In the meantime, also conduct our training, finalize our training certification and conduct a practice run (dress rehearsal) of opening night. After that, we should be ready for business.
4.2 FOOD PREPARATION:
Most people rarely get sick from contaminated foods because their immune systems are strong enough to protect them. But when harmful bacteria multiply beyond safe limits due to unsafe food handling or lack of refrigeration, that's when food poisoning strikes. When the immune system is impaired by sickness, age, or other factors, food poisoning is also more likely.
1. Handle food as little as possible. 2. Throw away plastic gloves after one use. 3. Keep fingers away from mouth, hair, face, skin and other parts of the body. 4. Use the rest room sink or the hand washing sink in the food preparation area for washing hands, not the food preparation sink. 5. Wash fresh produce under running water before it is served either raw or cooked. 6. Thaw frozen foods in the refrigerator, under cold running water, or as part of the cooking process. 7. Prepare precooked frozen foods exactly as the directions state. 8. Have foods ready at serving time but not any longer than necessary before serving time. 9. Do not leave cooked foods at room temperature 10. Clean and sanitize food preparation surfaces between different types of raw food products and between the preparation of raw products and ready to eat products. 11. Avoid placing cartons or boxes on surfaces used For food preparation. 12. Wipe food contact surfaces with clean cloths which are used only for that purpose. 13. Keep kitchens free of clutter. 14. Keep worktables clear and clean while in use. 15. Wash and put away equipment that is not being used. 16. Wash and sanitize flatware or other utensils, which fall to the floor. 17. Do not taste foods with any utensil used either to mix or stir foods. 18. Do not use fingers to sample food. Always use a clean spoon. 19. Wash and sanitize flatware or other utensils, which fall to the floor. 20. Do not taste foods with any utensil used either to mix or stir foods. 21. Do not use fingers to sample food. Always use a clean spoon. 22. Use clean tongs, scoops, forks, spoons, spatulas, or other suitable utensils to handle food. 23. Avoid wearing jewellery, false nails or other items that might fall into food 24. Pick up and hold all tableware by the handles. 25. Store tableware away from dust. 26. Provide straws either individually wrapped or from an approved dispenser. 27. Serve butter or margarine in individual servings. 28. Ice machines should be covered. Ice should be transferred to serving containers using approved scoops. Never use hands, cups, or glasses to scoop ice. Keep scoops protected when not in use. Do not store food items on ice used for drinks. 29. Use a spoon or other suitable utensil to remove any serving or mixing spoon that falls into the food. 30. When handling plates and trays do not touch eating surfaces with fingers.
Each food item served will need its own flow chart, which looks at every step of the food’s journey. The steps in between include storage, preparation, holding/display, service, cooling, storage of leftovers and reheating techniques.
Staff and other food handlers
Personal Hygiene All food handlers should: (a) Thoroughly wash (using warm water and liquid soap) and dry (using disposable towels or air, not apron) their hands regularly when handling food, in particular: Before handling food Immediately after handling raw food, especially raw meat or poultry After going washroom. After handling money After blowing their nose, sneezing or coughing After breaks
(b) Wear clean clothes, apron and, where practicable, protective food handling gloves and food handling tongs (to reduce direct contact with food) (c) Tie hair back and use a hair net or cap (d) Cover cuts or sores with clean waterproof dressings (e) Not cough or sneeze over food (f) Not smoke
Illness
Food handlers with symptoms of food poisoning, such as diarrhoea, vomiting or stomach pains, must not handle food and must leave food preparation areas immediately. All other illnesses and skin conditions must be reported to a manager or the license holder who then needs to determine if these conditions pose a risk of spreading bacteria or disease should the person continue to handle food.
Safe Food handling during food preparation Food should be handled so as to prevent contamination and handlers should:
Observe good personal hygiene Use different chopping boards/work surfaces, equipment and utensils for raw and ready-to-eat food Clean equipment and surfaces thoroughly before and after use Avoid unnecessary handling of food Minimise the time chilled food remains out of the fridge
Cooking
All poultry, pork, minced/chopped meat (including burgers and sausages) and rolled joints should be cooked thoroughly with the centre of the meat maintained at:
60 degrees Celsius for at least 45 minutes; or 65 degrees Celsius for at least 10 minutes; or 70 degrees Celsius for at least 2 minutes; or 75 degrees Celsius for at least 30 seconds; or 80. degrees Celsius for at least 6 seconds
Whole cuts or joints traditionally served pink or rare are exempt where they have not been pierced or on the bone. Where cooked food is not being kept hot until serving, it should be cooled as quickly as possible. Reheated food should be piping hot all the way through and should not be reheated more than once. All probes, skewers and thermometers should be maintained clean and disinfected between foods.
Food Hygiene Strategies The maintenance of good food hygiene shall be achieved through ensuring that: (i) Food preparation, handling and storage areas are kept clean and food handlers maintain good standards of personal hygiene at all times (ii) All foods are cooked properly, especially meat (iii) Foods are kept at the right temperature with chilled foods maintained cold and hot foods cooled as quickly as possible and then chilled (iv) Raw foods are prevented from cross-contaminating ready-to-eat foods
4.3 EQUIPMENT HANDLING: Food handler should consider few techniques while handling the equipments. These techniques differ from equipment to equipment. So few do’s and don’ts handler should follow
Mincers, choppers, dicers, slicers Always use push sticks or tamps to feed or remove food from these types of machines. Do not use your hands to feed smaller pieces of meat through slicers. Make sure you are using any machine guarding that is provided to prevent access to cutter blades. Do not bypass safety guards. Do not open up or put your hands into an operating machine to stir contents or guide food. Turn off and unplug the machine before disassembling and cleaning.
Food processors, mixers Do not attempt to remove items (for example, a spoon that falls into the mixture) from dough while the machine is mixing. Do not open up the lids of processors to stir contents while food is processing. Make sure the processor is off before opening the lid or adding items. Turn off and unplug machinery before cleaning or removing a blockage. Use any machine guards provided. Do not wear loose clothing or jewelry that could become caught in machinery.
Microwaves: Make sure the microwave is located at approximately waist level and within easy reach, to provide for ease in the lifting of hot foods. Follow manufacturer's instructions for operating microwave ovens. Cover foods cooked in microwaves to avoid splattering. Use caution when opening tightly covered containers. Open containers away from your face because they may be under pressure and could be extremely hot. Use appropriate personal protective equipment such as hot pads when removing foods from microwave. Make sure door seals are in good condition and free from food or grease build up. Do not use a microwave if it has a door that is damaged or doesn't lock properly. Damaged ovens may emit harmful radiation. Do not microwave metals, foil, or whole eggs. Keep the interior of the microwave clean to avoid splattering and popping. If you notice any sparking inside the microwave, immediately turn off the microwave, unplug it, report it to the supervisor, and do not use it. Be advised that microwaves may interfere with the workings of pacemakers. Be aware that food cooked in the microwave can remain hot long after the microwave turns off.
Steamers: Do not open the door while the steamer is on, shut off the steam, and then wait a couple of minutes before releasing the pressure and opening. Clear the area around the steamer before opening. Open the steamer door by standing to the side, keeping the door between you and the open steamer. Use oven mitts to remove hot trays from the steamer. Place hot, dripping steamer trays on a cart to transport. If trays are carried by hand, they will drip on floors and create a slip hazard. If a steamer is stacked, remove the tray from the top steamer first, then the lower one, to prevent burns from rising steam.
Pressure Cookers: Shut off the steam supply and wait for the pressure to equalize before opening the lid of the pressure cooker. Stand to the side and open the pressure cooker away from yourself, keeping the open lid between you and the pressure cooker.
CHAPTER 05
5.1 CLEANING AND MAINTENANCE
5.1.1 THE CLEANING PROCESS
The complete cleaning process consists of three steps: washing, rinsing, and sanitizing. Our three-compartment sink is designed specifically for these steps. The first sink is for washing, the second for rinsing, and the third for sanitizing.
Washing is the process of removing dirt and impurities using water and a cleansing agent. Rinsing is the process of using clean, clear water to remove soap/detergent or impurities. Sanitizing is the process of removing bacteria and conditions conducive to infection or disease.
5.1.2 EQUIPMENT CLEANING:
All the equipments can’t be cleaned in the same process. Each has its own technique for effective cleaning. Blenders -Fill part way with hot water and add a drop of detergent. Cover and turn it on for a few seconds. Rinse and drain dry. Broilers - Sprinkle the hot pan with dry laundry detergent. Cover with a dampened paper towel and let the burned food set for a while. The pan should require little scouring. Can Openers - Loosen grime from by brushing with an old toothbrush. To thoroughly clean blades, run a paper towel through the cutting process. Crystal - . Rinse with 1 part vinegar to 3 parts warm water. Air dry. Cutting Boards - For odours, rub the surface with the cut side of a lemon or lime. To clean and sanitize it, pour liquid bleach on the cutting board and rinse well. Deodorizer - Boil a teaspoon of cloves in a half-cup water to dispel cooking odors. Detergent - Add some vinegar to the dishwater to cut the grease. Disposals - Grind one half lemon or orange rind in the disposal . . Food Grinders - Get all the ground material out and make the grinder much easier to clean by running a slice of bread through it before dismantling. Grills - Place in a plastic garbage bag after it has cooled with 1/2 cup Cascade (powder) dishwasher detergent. Pour hot water to cover the grill, seal and shake it to dissolve the powder. Let it stand for several hours. Rinse thoroughly. Before ever using your grill, spray vegetable oil. You can also use leftover brewed coffee. Pour it on a hot or cold grill and wipe off. Meat Grinders - Run a piece of bread through it before washing. Microwaves - Cover it with a wet paper towel and put the oven on HIGH for 10 seconds. Wipe it up when the cloth cools. Odours - Rub your fingers on stainless steel under running water to remove onion or garlic odours. Sink - For grease clogs, pour 1 cup salt and 1 cup of baking soda followed by boiling water. . Stainless Steel - Shine with a sponge dipped in vinegar. For stubborn build up around faucets and fixtures, put towels around the fixtures and soak with vinegar until build-up comes off.
5.1.3 KITCHEN CLEANING:
Throughout every cooking shift one has to
• Brush grill between cooking red meat, poultry and fish • Wipe down the line and prep areas • Switch cutting boards • Change sanitizing water and cleaning rags • Empty trash bins
After each cooking shift one has to
• Clean the fryers • Brush the grill • Empty sanitizing buckets • Put all cleaning rags in dirty laundry • Put all aprons and chefs coats in laundry (not with cleaning rags) • Wash and sanitize all surfaces (cutting boards, reach-in, line, prep tables) • Empty steam table and clean • Wash meat and cheese slicer after each use • Cover all bins in reach-in cooler with plastic wrap • Wash floor mats • Sweep and mop the kitchen floor • Sweep walk-in refrigerator
Daily Kitchen Cleaning List
• Clean out grease traps • Change foil linings of grill, range and flattops • Wash the can opener • Run hood filters through the dishwasher
Weekly Kitchen Cleaning List - these duties can be rotated throughout the week
• Empty reach-in coolers and wash and sanitize them • Delime sinks and faucets • Clean the ovens. • Sharpen knives • Oil cast iron cookware • Use drain cleaners on floor drains
Monthly Kitchen Cleaning List
• Wash behind the hot line (oven, stove, fryers) to cut down on grease build up, which is a major fire hazard • Clean freezers • Empty and sanitize the ice machine • Calibrate ovens • Calibrate thermometers • Sharpen the meat and cheese slicer • Wash walls and ceilings • Wipe down the dry storage area • Change any pest traps • Restock our first aid kit • Update our material safety data sheets, which outline how to safely use any chemicals in our outlet.
Yearly Kitchen Cleaning/Safety List
• Check fire suppression system • Check fire extinguishers (this may need to be done twice a year, depending on where you live) • Clean hoods twice a year. • Clean pilot lights on gas kitchen equipment.
Cleaning Agents Cleaning is done with a cleaning agent that removes food, soil, or other substances. The right cleaning agent must also be selected to make cleaning easy. Cleaning agents are like Detergents – to wash tableware, surfaces, and equipment. Detergents can penetrate soil quickly and soften it. Solvent cleaners – For surfaces where grease has burned on. Solvent cleaners are often called degreasers. Acid cleaners -- These cleaners are often used to remove scale in ware washing machines and steam tables. Abrasive cleaners -- To remove heavy accumulations of soil that are difficult to remove with detergents. Some abrasive cleaners also disinfect.
FOOD BAR CLEANING PROCEDURES
CHEMICAL SAFETY EQUIPMENT:
➢ Biological Powder Rubber Gloves ➢ Dishwasher Detergent (Task 1) Rubber Gloves ➢ Dishwasher Rinse Aid (Task 2) Rubber Gloves ➢ Detergent (Task 3) Rubber Gloves ➢ Degreaser Rubber Gloves ➢ Face Mask ➢ Goggles ➢ Bacterial Hard Surface Cleaner Rubber Gloves ➢ Handwash Soap
Walls, worktops, cupboards, fridges & freezers, microwaves: These areas are to be cleaned using Bacterial Hard Surface Cleaner, with paper towels or clean cloths. All work surfaces are to be cleaned on an ongoing basis and recorded on the cleaning Chart.
Floor: The floor is to be swept as and when necessary. After the kitchen has been cleaned down and the floor swept it must be mopped, using hot water and one plastic cup of biological powder. • All spillages must be cleaned up immediately • Care must be taken when the floor is wet and other staff warned
Fryers and griddle: The fryers and griddle are to be wiped down with a paper towel after the close of business. • All equipment will still be very hot – care to be taken • No water is to be used on this equipment • Lids are to placed on fryers when cleaned
Griddle: Once per week the griddle has to be cleaned back to the bare metal. There are griddle stones, scourers and screens. • If the griddle is cold switch is on for 10 minutes to warm up • Pour some oil onto the surface •We can use the griddle stone in a forward and backward motion, applying pressure whilst moving • The griddle stone can also be used to clean around the edges, using the edge of the stone • Scrape off the dirty oil to ascertain progress. Continue with the stone until there are no black carbon deposits left • Clean of dirty oil and apply new oil and use the griddle scourer and screen to buff up the surface of the griddle • Use the special handle when using the scourer and screen • Thoroughly clean off the griddle surface using clean oil and paper towels
The daily cleaning tasks should include
1. Bar Stools and Legs 2. The Bar 3. Tables 4. Chairs and Chair Legs 5. Toilets and Washrooms 6. Mirrors 7. Picture Glass and Frames 8. Vending Machines/Fruit Machines 9. Walls 10. Doors 11. Stairs 12. Banisters 13. Wooden Floors
5.1.4 Sanitizing Sanitizing is done using heat, or chemicals. The item to be sanitized must first be washed properly before it can be properly sanitized
Sanitizing Methods Heat. There are three methods of using heat to sanitize surfaces – steam, hot water, and hot air. Hot water is the most common method. If hot water is used in the third compartment of a three-compartment sink, it must be at least 171oF (77oC). If a high-temperature warewashing machine is used to sanitize cleaned dishes, the final sanitizing rinse must be at least 180oF (82oC). For stationary rack, single temperature machines, it must be at least 165oF (74oC). Cleaned items must be exposed to these temperatures for at least 30 seconds. Chemicals. Chemicals that are approved sanitizers are chlorine, iodine, and quaternary ammonium.
Chemical Sanitizers Different factors influence the effectiveness of chemical sanitizers. The three factors that must be considered are • Concentration -- The presence of too little sanitizer will result in an inadequate reduction of harmful microorganisms. Too much can be toxic. • Temperature -- Generally chemical sanitizers work best in water that is between 55oF (13oC) and 120oF (49oC). • Contact time -- In order for the sanitizer to kill harmful microorganisms, the cleaned item must be in contact with the sanitizer (either heat or approved chemical) for the recommended length of time.
FAT TOM:
F is for food. Bacteria require a high protein, high carbohydrate source
Ex: Meat, seafood and poultry and cooked plant food(baked potato, pasta, rice)
A is for Acidity. Bacteria can not reproduce on highly acidic food like lemon
T is for Temperature. Bacteria rapidly reproduce from 41 f to 135 f. This zone is called Danger Zone
T is for Time. Max time to be free from Danger Zone is 4 hours
O is for Oxygen. Some bacteria requires oxygen to reproduce. They are
‘Aerobic bacteria’. Bacteria which reproduce without oxygen are ‘Anaerobic bacteria’.
M is for Moisture. Bacteria require moist foods in which to grow. Plain water has the water activity of 1.0 and bacteria requires water activity of more than
0.85.
The best way to manage sanitation in a outlet is to know and implement a system of Hazard Analysis Critical Control Points (HACCP).
FOODBORNE ILLNESS: A sickness caused by consuming food which has been contaminated by microorganisms, chemicals, or physical hazards.
F&B outlets known to have continual sanitation-related problems can never be successful. Those with even occasional problems will likely suffer reduced guest counts and lost revenues for many months or longer if serious problems become known to the public.
ADULTERATED FOOD : Food that is unfit for human consumption because it contains filth, is decomposed or produced under unsanitary conditions, contains poisons or harmful substances, or is otherwise unfit to eat.
MISBRANDED FOOD: Food that is packaged with false and/or misleading information on its label.
INSPECTION (FOOD): Activities including the inspection of animals slaughtering conditions and meat processing facilities to assure that food being produced is fit for human consumption.
WHOLESOME (FOOD): Food which is suitable for human consumption.
GRADING (FOOD PRODUCTS): An assessment of foods relative to pre-established quality standards; grading is optional for all food products.
MICROORGANISMS: Living forms of life that are too small to be seen without magnification; also called microbes.
Fortunately, most microorganisms are not harmful to humans. In fact, many are beneficial to us. Relatively small but potentially very dangerous number of microorganisms are pathogens, which are harmful to humans.
PROPER AND FREQUENT HANDWASHING IS CRITICAL
Effective hand-washing procedures can do much to reduce the possibility of foodborne illness because organisms are frequently transferred to food from the hands of employees who handle the food.
Examples of times when hands should be washed include: • before reporting to work • after using the restroom • after taking a break • before beginning food preparation • after touching any part of the body • after sneezing, coughing, eating, drinking, smoking, or using a handkerchief / tissue • after performing any task that might contaminate hands, such as cleaning tables or floors, handling clearing supplies, picking up items from the floor, and taking out the garbage
Some food handlers mistakenly believe that using plastic gloves eliminates the potential to spread microorganisms. In fact, plastic gloves are effective only until the first time they come in contact with soil or microorganisms. For example , they are “clean” when first worn. However, after an employee handles money, ties his / her shoes or scratches his / her face, they are just as contaminated as would be skin on an uncovered hand.
Note: many persons have allergies to latex, which is used in the manufacturing of many plastic gloves. we should consider purchasing latex-free gloves for outlet if these items will be used.
THE “RECIPE” FOR EFFECTIVE HAND-WASHING
Step 1 – wet hand with hot running water
Step 2 – apply soap
Step 3 – lather soap by rubbing between hands (20 seconds minimum)
Step 4 – use a brush to clean under fingernails and between fingers
Step 5 – rinse hand thoroughly under hot running water
Step 6 – dry hand with a clean paper towel or hand dryer
Step 7 – if possible, turn off water faucet with paper towel
PATHOGENS: Microorganisms that are capable of causing disease, often called “germs”
Conditions for optimal growth
Microorganisms are living forms of life, and like humans, they require certain conditions to remain alive. These include: • Moisture: moisture in a usable form must available for growth and reproduction. Freezing products does not kill organisms in the food being frozen; rather, it only prevents the organisms from growing and reproducing while the food is frozen. • Oxygen: some (aerobic) organisms require oxygen. Others (anaerobic) cannot survive if oxygen is present. Still others (facultative anaerobic) bacteria can grow regardless of whether oxygen is available. Organisms that cause foodborne illnesses are of all three types. • Time: Microorganisms can grow and reproduce quickly. • Temperature: Some (psychrophilic) bacteria grow best at cold temperatures ( 0 – 21 degree C). Others (mesophilic) bacteria grow best at temperatures around that of the human body (37 degree C). Still other (thermophilic) microorganisms grow best at temperatures above (43 degree C). Organisms that cause foodborne illnesses grow best at a temperature range of (5- 60 degree C). • Acidity • Food: most organisms like protein-rich foods, such as meats, poultry, and seafood, for example, and those that are high in protein such as casserole dishes containing these item, and beans, potatoes, and rice.
AEROBIX MICROORGANISMS: Microorganisms requiring oxygen to live.
ANAEROBIC MICROORGANISMS: Microorganisms that can live only when oxygen is not present.
FACULTATIVE ANAEROBIC MICROORGANISMS: Microorganisms that can live with or without oxygen present
PSYCHROPHILIC BACTERIA: Those which grow best at cold temperatures
MESAPHILIC BACTERIA: Those which grow best at temperatures around that of the human body
THERMOPHILIC BACTERIA: Those which grow best at temperatures above (43 degree C).
CONTROLLING GROWTH OF MICROORGANISMS
Food borne illness require six elements for optimal growth and reproduction. They are moisture, oxygen, time, temperature, acidity, food. Of these, three are the most important: time, food and temperature.
Let’s look at these three factors more carefully; • minimize time : food-handling procedures must minimize the time that microorganisms have to grow and reproduce. • Potentially hazardous foods: While all foods are potentially hazardous, protein content are among the most potentially hazardous. • Temperature danger zone: the temperature range of most potential concern for foodborne illness is (5 to 57 degree C).
MICROORGANISMS AND FOODBORNE ILLNESSES
Food can become contaminated by microorganisms in one of two ways: • The presence of microorganisms: food infections • The presence of toxins (poisons) in the food : food poisonings • NOT ALL FOODBORNE ILLNESSES ARE FOOD POISONINGS
FOOD INFECTION: A foodborne illness caused by the presence of microorganisms in food
FOOD POISONING: A foodborne illness caused by the presence of poisons (toxins) in the food which are produced by microorganisms
SOME COMMON FOODBORNE ILLNESS
Bacterial Intoxications (Poisonings)
Bacterial Infections
Viral Infections
HOW TO KNOW IF FOOD IS CONTAMINATED ?
Some foods that are safe to eat may smell, can be cloudy, or might even feel somewhat slimy (as in the case of fish or meat), other foods, by contrast, that are not safe to consume may have no unusual smell, look, or feel. Most contaminated food does not have an unusual taste (if it did, guests eating it would eat only the first bite rather than the entire meal). Some contaminated foods do not even contain living microorganisms, For example, food containing organisms causing food intoxications can be cooked to high temperature for a sufficient period of time to destroy the microorganisms in the food. Unfortunately, however, the toxins they produced while living may remain harmful because the poison is not “killed” or inactivated by heat.
Since WE do not have access to sophisticated testing methods required to detect the presence of microorganisms and / or their toxins, it becomes necessary to focus their efforts on preventing rather than on detecting contaminated food.
5.1.5 TACTICS TO PREVENT FOODBORNE ILLNESS - Purchasing - Receiving - Storing - Production - After Production Handling - Managing leftovers - Clean Up
Purchasing
Food is purchased only from approved vendors to assure the safety of food served to customers.
Procedure: Employees purchasing food must:
1. Understand regulations for specific foods: • Purchase packaged or processed food only from suppliers who receive their products from licensed reputable purveyors and manufacturers, who adhere to good manufacturing practices. • Fresh produce may be purchased directly from local growers as there is no inspection process for these non-potentially hazardous foods (with exception of melons and fresh alfalfa sprouts). When making direct purchases, buyers should ensure packages are clean and will maintain the integrity of the food item, as communicated through product specifications. • Meat and fresh shell eggs may be purchased from local licensed producers, but because these foods are considered potentially hazardous, the products must be inspected for safety. An inspected shield should be on the package. Beef or pork that is processed in a state inspected locker may be purchased by the restaurant. Poultry must also be processed in a state locker or facility. State inspection is sufficient if the food is purchased by a restaurant within that state. These facilities are required to have HACCP plans in place. In many states, inspection standards are more stringent than USDA regulations. • Purchase pasteurized diary products. 2. Visit approved vendors to ensure that they maintain clean warehouses adhere to safe storage and handling practices and have a secure facility to minimize intentional contamination. 3. Observe the delivery vehicles to ensure that they are clean and temperatures are controlled. 4. Request photo ID badge of delivery person. 5. Use written product specifications to ensure that the vendor knows what is to be delivered.
The outlet manager will:
1. Develop and implement written product specifications to ensure products purchased consistently meet restaurant expectations. 2. Coordinate delivery times with vendors/suppliers to ensure that deliveries are made when they can be stored immediately. Schedule receiving times when product quantity and quality can be checked, including product temperatures. 3. Review orders and delivery information to ensure orders and product specifications are being met. 4. Request a written letter from all vendors indicating that they follow either a HACCP program or good manufacturing practices. 5. Follow up as necessary
Food from Outside Sources
Managers must be informed and approve all foods brought by a customer for consumption in the restaurant, a birthday cake made at home. Customers bringing food into the restaurant for consumption must complete an Outside Food Request Form that identifies where the food was prepared, the use of any common allergen, and name and address of the food preparer. Any foods brought into the restaurant for onsite consumption must be in ready-to-eat form.
Procedure: Employees receiving a customer’s inquiry about bringing in food from an outside source must contact the manager on duty. The manager will handle all special requests.
The outlet manager will:
1. Ensure the consumer completes the Special Food Request Form prior to delivery of the product. 2. The Special Food Request Form identifies the product, key ingredients and use of common allergens, storage requirements, service needs, and location of product production or vendor name. The manager reserves the right to deny the request based on information provided and restaurant needs. For instance, the manager might perceive service of this product poses a high risk for foodborne illness and/or the restaurant may not be able to provide needed storage space or service. 3. The manager will communicate approval or denial to the customer within 48 hours of the request submission. 4. The manager reserves the right to deny any previously approved request should information about the product delivered be inconsistent with the product information provided. 5. The manager will communicate necessary handling instructions to production, storage and/or service staff.
The restaurant is not liable for any contamination of the product or any illness to customers who consume the food.
Receiving
All food should be checked for proper conditions as it is received in the facility.
Procedure: Employees receiving food should:
General Principles:
1. Receive only one delivery at a time from approved suppliers. Verify credentials of delivery person. 2. Check to make sure frozen food is solid, and does not show evidence of thawing and re-freezing. 3. Check to ensure that refrigerated foods are received at or below 41ºF. 4. Record the date received on the outside of each package, and a use-by date if applicable. 5. Remove potentially hazardous foods from the temperature danger zone (41ºF to 135ºF) and place in storage as quickly as possible. 6. Accept only pasteurized dairy products. 7. Reject potentially hazardous foods that are not at acceptable temperature and cans with swelled tops or bottoms, leakage, incomplete labels, flawed seals, rust, or dents. 8. Evaluate quality of products by odor, sight, and touch. Reject unacceptable products. Products must meet order specifications and quality requirements. If any foods are deemed unacceptable, they should be rejected and put in a designated area for credit.
Receiving Frozen and Refrigerated Foods:
1. Check temperature with a calibrated thermometer to assure that cold foods (especially potentially hazardous foods – foods in which microorganisms are able to grow rapidly – often moist, high in protein, and have a neutral or slightly acidic pH) are below 41°F. 2. Reject, with the exception of fresh shell eggs (45°F), all foods that should be stored below 41°F that are delivered above 41°F. 3. Check at random the temperature of three different refrigerated food items for each delivery. Record date, employee initials, vendor, product name, and temperature of these products in the Receiving Temperature Log. 4. Place foods in the proper storage area (cooler or freezer) quickly to avoid potential bacterial growth. Proper cooler temperatures are 41ºF or lower. Proper deep chill storage temperatures are from 26ºF to 32ºF or below. Proper freezer temperatures are 0ºF. 5. Use First In First Out (FIFO) inventory rotation of products in all storage areas to assure that the oldest products are used first. Products with the earliest use-by or expiration dates are stored in front of products with later dates. Mixing old food with new food is not acceptable.
Keep products in original package until used.
Receiving Dry Goods:
1. Check dry goods for leaks, flaws, or broken packages. Dry goods should be dry, free of mold, and free of insects. If the packages are flawed, they should be rejected and put in a designated area for credit. 2. Inspect cans for leaks, dents, bulges, or other visible signs of damage. Notify a manager if a damaged can is found. 3. Date boxes and cans with receiving date. 4. Separate chemicals from foods. 5. Check delivery invoice against the items delivered, and the purchase order. 6. When damaged items are found, the manager or designee should call the distributor so the product can be picked up and returned and a credit issued. 7. Note on the invoice any items rejected. 8. Proper dry storage temperatures are between 50ºF and 70ºF at 50 to 60 percent humidity.
The outlet manager will:
6. Assure that all foods come from approved vendors and sources. 7. Schedule deliveries for off-peak hours and make sure trained staff is available to receive, inspect, and store food promptly. 8. Assure that no home-prepared foods are accepted or used. 9. Check Receiving Temperature Log to ensure proper procedures are being followed. 10. Follow-up with staff as necessary.
File with HACCP records.
Pest Control
Efforts will be made to ensure that pests are controlled in the restaurant, including use of a licensed pest control operator (PCO).
Procedure: Employees will use the services of an integrated pest management program (IPM) using the following steps:
Deny access to pests
1. Use reputable suppliers for all deliveries. 2. Check all deliveries before they enter the restaurant. 3. Refuse shipments that have signs of pest infestation, such as gnaw marks on cardboards containers. 4. Keep all exterior openings closed tightly. Check doors for proper fit as part of the regular cleaning schedule. 5. Report any signs of pests to the restaurant manager. 6. Report any openings, cracks, broken seals, or other opportunities for pest infestation to the restaurant manager.
Deny pests food, water, and a hiding or nesting place
1. Dispose of garbage quickly and correctly. Keep garbage containers clean, in good condition, and tightly covered in all areas (indoor and outdoor). Clean up spills around garbage containers immediately. Wash, rinse, and sanitize containers regularly. 2. Store recyclables in clean, pest-proof containers away from the building. 3. Place food and supplies after delivery as quickly as possible into storage. o Keep all food and supplies at least six inches off the floor and six inches away from walls. o Refrigerate foods such as powdered milk, cocoa, and nuts after opening. These foods attract insects, but most insects become inactive at temperatures below 41ºF. o Place other opened packages of cereals and grains in storage containers with tight fitting lids. o Use FIFO (First In First Out) inventory rotation, so pests do not have time to settle into these products and breed.
Clean the facility thoroughly and regularly. Careful cleaning eliminates the food supply, destroys insect eggs, and reduces the number of places pests can safely take shelter.
Use and Storage of Pesticides
The PCO should decide if and when pesticides should be used in your establishment. PCOs are trained to determine the best pesticide for each pest, and how and where to apply it. The PCO should store and dispose of all pesticides used in your establishment. If any over the counter pesticides are stored on-site, follow these guidelines:
1. Keep pesticides in their original containers. 2. Store pesticides in locked cabinets away from food-storage and food-preparation areas. 3. Store aerosol or pressurized spray cans in a cool place. Exposure to temperatures higher than 120ºF could cause them to explode. 4. Check local regulations before disposing of pesticides. Many are considered hazardous waste. 5. Dispose of empty containers according to manufacturers’ directions and local regulations. 6. Keep a copy of the corresponding Material Safety Data Sheets (MSDS) on the premises.
The outlett manager will:
1. Supervise daily cleaning routines. 2. Monitor completion of all cleaning tasks daily against the master cleaning schedule. 3. Review and change the master schedule every time there is a change in menu, procedures, or equipment. 4. Request employee input in the cleaning program during staff meetings. 5. Conduct routine inspections. 6. Review infestation and control issues with PCO, take necessary steps to controlling and/or eliminating pests. 7. Follow-up staff’s reporting with PCO as necessary.
File PCO reports and staff observations logs with HACCP records.
Laundry and Linen Use
All employees will ensure that clean and sanitized cloths, towels, aprons, table linens, and mop heads are used at appropriate intervals during the work period.
Procedure: Linens used in the restaurant for purposes of cleaning and sanitizing are not used in other areas of the establishment. Linens should be kept separate by functional use to minimize risk of cross contamination. All restaurant employees must:
1. Use wiping cloths and other cleaning cloths for purposes of cleaning and sanitizing, as needed. 2. Wiping cloths used for food spills from tableware and carry-out containers shall be maintained dry and used for no other purpose. 3. Wiping cloths used for food contact surfaces shall be held between uses in an appropriate sanitizing solution. a. Quaternary ammonia – 200 ppm b. Iodine – 12.5-25.0 ppm c. Chlorine – 50 ppm-100 ppm. 4. We recommend that wiping cloths and aprons are changed as needed but at least every four hours to minimize the risk of cross contamination. Soiled cleaning linens and aprons should be placed in a designated container by use and taken to the laundry area at the end of each shift. 5. Place soiled table linens in a designated container for transportation to the laundry at the end of each meal period. 6. Transfer wet mop heads to a separate designated container to be taken to the laundry at the end of each shift. This will minimize mold growth and infestation by pests.
In the laundry, the following procedures are recommended:
1. Linens should be washed in temperatures appropriate for color and type of fabric; generally wash water of 120°F is recommended. 2. Detergent appropriate for water type is recommended. Other cleaning agents might include a pre-soak solution and a product to minimize mold growth, particularly in humid conditions. 3. Clean and soiled linens are to be kept separate in the laundry. Employees should wash their hands prior to handling clean linens. 4. Any linen that comes in contact with human blood or other bodily fluids should be earmarked for special treatment in the laundry. This special treatment would include soaking in a chlorine bleach solution and washing in a separate load. 5. Best practice is to avoid direct linen contact with food.
The outlet manager will: 1. Provide sufficient containers to store clean and soiled linen separately. 2. Provide appropriate cleaning agents to effectively clean all items laundered. 3. Monitor all employees to ensure that they are following procedures.
Storing
Proper storage temperatures are: • Refrigerated storage 5 degree C or below • Frozen food storage –17.8 degree C or below • Dry storage foods 10 – 21.1 degree C
Food should be stored away from walls and at least six inches off the floors to allow for air circulation and for proper cleaning. Raw food products should be stored beneath cooked / ready-to-eat foods. Items should not be stored under water/sewer lines located overhead that can be a source of contamination. Foods should never be stored near sanitizing, cleaning, or other chemicals. If practical, chemicals should be stored in a different room to reduce still further misidentification and related problem.
Production
Frozen foods should not be thawed at room temperature or left in a sink full of water overnight. There are three appropriate methods for thawing frozen foods: - thaw in the refrigerator, - thaw as part of the cooking process - thaw in a sink with cold running water
Foods in production should be kept at room temperature for a minimal amount of time. A common practice of removing all items to be produced at the beginning of a shift for production during the shift is not a good one. Utensils such as knifes and cutting boards and the work counters upon which they are used should be properly cleaned between food preparation tasks to prevent cross-contamination.
After production handling
Some items such as proportioned steaks are served to guest’s immediately after production and the time within the temperature danger zone is minimal. However, other items such as casserole dishes and sauces may be held for extensive time periods before service. When this occurs, it is necessary to consistently assure that the product is held above 57 degree C until it is served to guests. Managing leftover
Accurate food production estimates will minimize the amount of leftovers that remain at the end of guest service. However, foods which do remain to be used at an other time must be quickly brought to a temperature below 5 degree C. Tactics to do this include storing items in shallow containers, using ice baths, and frequently stirring products in containers ( to relocate the warmer center-of-container product to the sides, bottom, and top of the container to speed up heat dispersion). It is generally best to not freeze leftovers for late used; microorganisms can grow and reproduce during the product’s cool-down period, will not die after the product is frozen. (They will just be inactivated), and the organisms will continue to grow during the initial time that the product is being thawed.
Clean-up
Final tactics in the process to prevent foodborne illness relate to clean-up activities for tableware and pots/pans along with furniture, fixtures, and equipment.
Tableware and Pots / Pans
Numerous activities are necessary after products have been produced and served to guests. These include readying tableservice items and pots / pans for future use.
Dish and pot / pan washing machines range from single rack units to conveyor-type machines through which items to be washed can be continually fed. These machines have controlled wash, rinse and sanitizing cycles of specified water temperatures and durations.
By contrast, manual dish wash and pot / pan washing sinks require at least three separate sinks for these purposes. Most manual washing systems are designed to perform required tasks in a left-to-right sequence.
Drawing of Manual Dish and Pot / Pan Washing Sink
| 1 | 2 | 3 | 4 | 5 |
| | | | | |
|Soiled dish(pot/pan) | | | | |
|counter with disposer in | | | | |
|trough and overhead | | | | |
|spray/rinse attachment | | |Sanitized sink |Clean dish (pot/pan) |
| |Wash sink |Rinse sink | |counter |
Furniture, Fixtures, and Equipment
OTHER SANITATION ISSUES
Chemical Hazards
Food can also be contaminated by chemicals. Toxins can be found in shellfish and mushrooms.
Examples of manmade chemicals that cause foodborne illnesses.
Some colorings in fruits and vegetables such as maraschino cherries may also cause illnesses/allergies. Pesticides are applied to many fruits and vegetables to protect them before harvest. Residues may remain on these products when they reach the restaurant and proper washing is a “must”. Other chemicals including those used for facility and equipment cleaning and sanitizing sometimes get into /onto foods and can cause serious illness and even death. Storing cleaning items away from food products carefully labeling of items and using them according to the manufacturer’s instructions are among tactics to minimize risks from using these items. Chemical poisonings can also occur if foods are stored / processed in inappropriate containers, such as those made from cadmium or galvanized metals.
Physical Hazards
Foods can be contaminated with physical hazards which can cause illness, injury and sometimes death. Examples of physical hazards include glass fragments (from glassware broken around food and / or in food preparation areas), metal shavings (from can openers), wood splinters (from toothpicks / skewers used in food production), human hair labels from food containers and stones or rocks which may be found in bags of rice, beans, and other grains. Food handlers must process foods safely, carefully inspect products being produced, and should not wear unnecessary jewelry which can be “lost” in food while it is being produced.
Pest Control Hazards
Pests including rats, mice flies, and cockroaches, carry disease-causing bacteria and can cause food contamination as they move about food preparation areas and onto food ingredients. They to reducing problems caused by pests involves prevention. It is important to use a pest control program to eliminate those that have entered the outlet. Food should be stored properly and garbage should be promptly removed from food preparation areas and should be kept covered until removal on a regularly-scheduled basis. Proper housekeeping procedures can reduce problems of cockroaches, rats and mice infestation. Cracks small holes, and other areas where these pests can enter must be discovered and concealed. Incoming foods / supplies should be checked at time of receiving for signs of infestation as should the restaurant’s own storage areas. An integrated pest management program (IPMP) is recommended which involves a five-step effort of: • Inspection • Identification • Sanitation • Application of pest management control procedures • Evaluation of effectiveness with follow-up inspections
HACCP and THE MANAGEMENT OF SANITATION
HACCP ( Hazard Analysis Critical Control Points ): A practical system using proper food-handling procedures along with monitoring and record keeping to help assure that food is safe for consumption. Procedures specified in the HACCP program were initially developed for the US space program to protect astronauts who on their flights into outer space, would lack medical assistance desired in case of a foodborne illness. The system was later adapted by food manufacturers who produced large quantities of food for distribution around the country and the world. Many restaurant organizations have now adapted the system.
HACCP emphasis is on anticipating and correcting potential food safety problems before they occur rather than on taking corrective actions after a problem arises.
The HACCP system incorporates the basics of microbiology (the study of factors which help promote growth of microorganisms) and proper food handling procedures which incorporate these “basics” into an on-going management and control system.
Steps in the HACCP system 1. Assess Hazards 2. Identify critical control points (CCP’s) 3. Define limits for each CCP 4. Monitor CCP’s 5. Implement corrective actions when critical limits are exceeded 6. Establish record keeping system 7. Verify success of HACCP System
Critical Control Points ( CCP ): Something that can be done in the movement of food from the times of receiving to service which will help prevent eliminate, or reduce hazards to persons consuming the food.
Critical control points are steps or procedures in the food handling process which are used to control: • Time • Temperature • Product acidity • Receiving procedures relating to products including ready-to-eat foods if a subsequent step in production will not prevent a hazard.
Examples of CCP’s include cooking, cooling, reheating, and holding hot and cold products at the temperature which recognize the importance of the danger zone (5 to 60 degree C). Of these, cooking and reheating relate to efforts to destroy harmful microorganisms. The remaining three (cooling, hot food holding and cold food holding) involve efforts to prevent or, at least to slow the rate of bacterial growth. Advantages and Disadvantages of Different Chemical Sanitizers
| | | | | |
|Chemical |Concentration |Contact Time |Advantage |Disadvantage |
| | | | | |
|Chlorine |50 ppm in water between |7 seconds |Effective on a wide variety of |Corrosive, irritating to the skin, |
| |75 and | |bacteria; highly effective; not |effectiveness decreases with |
| |100oF | |affected by hard water; generally|increasing pH of solution; |
| | | |inexpensive |deteriorates during storage and when|
| | | | |exposed to light; |
| | | | |dissipates rapidly; loses activity |
| | | | |in the presence of organic matter |
| | | | | |
|Iodine |12.5-25 ppm in water that|30 seconds |Forms brown color that indicates |Effectiveness decreases greatly with|
| |is at least 75oF | |strength; not affected by hard |an increase in pH (most active at |
| | | |water; less irritating to the |pH 3.0; very low acting at pH 7.0); |
| | | |skin than is chlorine; and |should not be used in water that is |
| | | |activity not lost rapidly in the |at 120oF or hotter; and might |
| | | |presence of organic matter. |discolor equipment and |
| | | | |surfaces. |
| | | | | |
|Quaternary Ammonium |U to 200 ppm in water |30 seconds |Nontoxic, odorless, colorless, |Slow destruction of some |
|Compouds |that is at least 75oF | |noncorrosive, nonirritating; |microorganisms; not compatible with |
| | | |stable to heat and relatively |some detergents and hard water |
| | | |stable in the presence of organic| |
| | | |matter; active over a wide pH | |
| | | |range | |
Sanitizer Testing We must have the appropriate testing kit to measure chemical sanitizer concentrations. To accurately test the strength of a sanitizing solution, we must first determine which chemical is being used -- chlorine, iodine, or quaternary ammonium. The appropriate test kit must then be used throughout the day to measure chemical sanitizer concentrations.
Machine Warewashing Most tableware, utensils, and other equipment can be cleaned and sanitized in a warewashing machine. Warewashing machines sanitize by using either hot water or a chemical sanitizing solution.
High-Temperature Machines • The temperature of the final sanitizing rinse must be at least 180oF (82oC). For stationary rack, single temperature machines, it must be at least 165oF (74oC). • The machine must have a thermometer installed to measure the temperature of water at the manifold, where it sprays into the tank.
Chemical-Sanitizing Machines • Chemical sanitizing machines often wash at much lower temperatures, but not lower than 120oF (49oC). • Rinse water temperature in these machines should be between 75oF and 120oF (24oC and 49oC) for the sanitizer to be effective.
WOODEN FLOOR MAINTENANCE
The wooden floor should be swept and mopped daily and polished frequently.The frequency of polish depends on the volume of traffic but typically can range from once weekly to every day. Polishing is important for two reasons. Firstly it gives the floor a shiny appearance because the polymers in the polish reflect light. Secondly the polish acts as a protective layer between the soles of peoples shoes and the floor varnish. If too little polish is applied the floor is inadequately protected and will become damaged but if too much polish is applied the floor will darken and will eventually go black.
When mopping a wooden floor use lemon gel floor cleaner. This does not dull the polish as an ordinary floor cleaner would and has a neutral PH.
5.2 QUALITY CONTROL
Introduction
Quality Control can be defined in two different ways:
➢ Looking after needs of the customer/guest. Therefore, the quality standards are set by the customer’s needs and wants. ➢ The operational procedures of the outlet are the second type of quality control. Therefore, the quality standards of services and products must reach set specifications.
Before a quality control system is designed, it is important that we are aware of our guest’s expectations. When looking at quality control, the most important area when assessing food production is the quality of the food.It is essential to also put in place a system for checking the quality systems. Although this can seem tedious and time consuming, it is essential that these standards are maintained.
Quality Control – Methods Used
Objective Method
The objective method of quality control is when chemical and physical tests are carried out on the food. Food qualities measured include: ➢ Texture ➢ Colour ➢ nutritive value ➢ flavour When doing these type of tests, the bacterial content of the food would be measured. Bacterial conditions at the kitchen are carried out periodically.
Involving Staff in Quality Control
Every member of the kitchen staff should be involved in the Quality Control procedure. The following should be communicated to all staff:
➢ The procedures in place to manage quality. ➢ The time scale for monitoring quality. ➢ The standards required for every day food quality and hygiene. ➢ Who is in charge of monitoring quality standards. ➢ What happens if quality standards are not adhered to.
Include all members of staff when it comes to Quality Control. Train staff at all levels of food preparation, storage, production, etc. This way, everyone from Head Chef to the Cleaning Staff, is aware of how the outlet run according to the procedures and standards set.
STEPS IN THE CONTROL PROCESS
|Steps |Example |
|Step 1 Standards must be established |The outlet’s operating budget establishes a 35.5% food cost goal. |
|Step 2 Actual performance must be measured |The income statement indicates that the actual food cost is 39.3% |
|Step 3 Variance between standards and actual performance must be |The variance of 3.8% (39.3 – 35.5%)is unexplainable and excessive. |
|assessed | |
|Step 4 Corrective actions to address variances between standards and|Decision-making (problem-solving) techniques are used to generate / |
|actual performance must be implemented |select solution alternatives. Two tactics |
| |(Improved purchasing and use of portion control procedures) are |
| |implemented. |
|Step 5 Corrective actions must be evaluated to assure success |37.8%; a step towards the 35.5% goal has been taken ; further |
| |corrective actions will be planned and implemented. |
Keeping Accurate Record Information
Keeping records is an essential part of Quality Control. Each time results are recorded each form should be signed off, documented and stored away for future reference. This is an essential requirement of HACCP (Hazard Analysis Critical Control Point).
If there are any problems in the future, it is always helpful to have records to refer back to. All verbal communications should be documented too, especially those relating to problems with delivery, quality, service, etc.
Record Keeping and Documentation
Records will be kept to document how food is handled during its flow through the outlet.
Procedure: Employees involved in the production or service of food must record information needed to document food handling using the following procedures:
1. Follow all standard operating procedures, which include record keeping and documentation. 2. Identify when procedures should be modified due to food safety concerns that have been noted.
The outlet manager will:
1. Keep a current copy of the food safety program accessible for use in the outlet. 2. Maintain a file of support documentation, such as employee training records. 3. Maintain a file of records during the operation of the plan: a. List of food safety team members and their duties b. Description of the food, its distribution, intended use, and consumers c. Standardized recipes d. Summary of hazard analysis and control measures e. Food process flow diagrams f. Steps that are Critical Control Points (CCPs) g. Hazards of concern h. Critical limits at CCPs i. Monitoring procedures j. Corrective actions k. Verification procedures and schedule l. Record keeping procedures m. Documentation of adequacy of food safety program from HACCP expert n. Supplier certification records o. Processor audit records verifying compliance p. Calibration logs q. Temperature logs r. Monitoring logs 4. Place records where they are accessible to employees who need to use them.
Designate employees to complete the records.
Food Safety Program Verification
The restaurant will have an on-going process in place for verification that the food safety program is functioning as planned.
Procedure: A member or members of the food safety team will:
1. Observe employees performing tasks, especially at critical control points (CCPs) (receiving, storing, preparing, cooking, transporting, and serving). 2. Establish appropriate verification inspection schedules. 3. Check CCP records. 4. Review critical limits to verify that they are adequate to control hazards. 5. Check monitoring records. 6. Check corrective action records to review deviations and their resolution. 7. Check process or finished product. 8. Check equipment calibration records. 9. Verify accuracy of equipment that continuously monitors temperatures, such as freezers and refrigerators. 10. Review the entire food safety program periodically. 11. Review hazard analysis and related CCPs. 12. Review written record of verification inspections. 13. Validate food safety program through on-site review and verification of the flow diagrams and CCPs.
Review modifications of the food safety program.
New food service employee orientation
Name: _______________________ Position: ________________
|PROCEDURES | ( | COMMENTS |
| | | |
|Personal Hygiene | | |
|Designated uniform – clean daily | | |
|Hair restraint – cover all hair | | |
|Jewelry – limited to plain ring, remove watch | | |
|Fingernails – short, unpolished, clean. No artificial fingernails | | |
|Employees with illness and symptoms - review restaurant policy and Food Code | | |
|Open sores, cuts, abrasions, or burns must be completely covered when handling food | | |
|Smoking policy – review restaurant policy and Food Code | | |
|Sneezing/coughing - appropriate action fallen | | |
|Eating, drinking, & gum chewing in designated areas only | | |
|Break and Meal – Review Restaurant Policy | | |
|Where breaks/meals occur | | |
|When breaks/meals occur | | |
| Locker room – storage of personal items | | |
|Handwashing & Glove Use | | |
|Handwashing procedures: | | |
|When to wash hands | | |
|Where to wash hands | | |
|How to wash hands | | |
|Use of disposable gloves | | |
|When to change | | |
|How to use | | |
|Cleaning and Sanitizing | | |
|Laundry and linen use – use appropriate cloths/handling and storage | | |
|How to prepare and when to use cleaning solutions | | |
|How to prepare and when to use sanitizing solutions | | |
|Use of test strips to determine product strength | | |
|Material Safety Data Sheet accessibility | | |
|Other Information | | |
|Review copy of Food Safety brochure to employee | | |
6.1 HUMAN RESOURCE AND PLANNING
For the most part, food and beverage business is hierarchical. Everyone has a title and a role to play. Bar men, dishwashers and kitchen stewards are at the bottom, while managers and Executive Chefs are at the top.
OUTLET STAFFING:
There are many employees needed for outlet. The following are a few essential positions to hire when staffing our bar:
| |
|HIERARCHY |
| |
|General Manager |
| |
|Unity head or Manager |
| |
|Assistant Manager |
| |
|Senior Captain( takes order from customers ) |
| |
|Captain (Serves food to Customers ) |
| |
|Steward (Decor the food on table and pass food to Captain ) |
| |
|Assistant Steward( Brings food from Kitchen to table ) |
| |
|House keeping |
Back of House
Whether we offer easy "finger food," buffet, or both, a great kitchen or "back of the house" staff like head chef who has experience is essential to the success of our bar. Then hire support staff, including dishwashers, to round out our kitchen team.
KITCHEN STAFF Cheff CDP(Head of departments like kabab, continental food sections etc) Comi i Comi ii Comi iii Kitchen Steward( House Keeping )
Front of House The "front of the house" staff includes servers, bouncers and bartenders. The bar business can be a "revolving door", meaning that employees leave quickly, so guarantee and provide a fair working environment with perks.
BEVERAGE STAFF Bar Manager Bartender Bar men
Bartender: The bartender is the top position of the front of house staff. There are lots of people who can mix drinks, but few have the delicate mix of friendliness and aloofness that is the trademark of good bartender. bartender responsibilities include:
• Ordering liquor and beer • Changing the beer gas • Ordering non-alcoholic drinks, such as soda and juice • Stocking the beer cooler and liquor shelves • Creating nightly and/or weekly drink specials and other promotions He should be ready to deal with any kind of situation from customer. Few of them like • How do you tell if someone has had too much to drink? • How do you handle drunk customers? • How do you handle a busy bar? • How do you deal with an unhappy customer? • You have a problem with one of the other staff, what do you do?
SOCIAL SKILLS
Here are four important points to remember when greeting guests:
1. Good smile
2. Eye contact
3. Correct greeting
4. Good body posture
You will know from your own experiences as a customer the difference made by a warm, friendly greeting, from the person serving you. Your own greeting to customers should always be polite and courteous. A smile is always well received by guests. The precise words you use to greet customers will depend on the time of the day and the style and rules of your establishment. For more formal places "Good evening, Madame" will be expected, while for casual or informal places, "welcome to freddies" might be appropriate. Also remember that customers feel welcome when you use their name, e.g., "Good evening Mr. Samarage ". The most common greetings are "Good morning", "Good afternoon", "Good evening", and "Good Night".
Usually a sequence of events happens when a gust enters a restaurant. This is called the meet, greet and seat sequence, because firstly we meet the customer, followed by a greeting and then we seat the customer at a table. The ideal situation is for you to escort the customer to the table. You can then help everyone get seated comfortably. Pullout chairs, unfold napkins, hand out menus, etc. If the customer is already seated and studying the menus when you arrive, then you must greet them immediately, i.e, "Good evening, sir". In some restaurants staffs introduce themselves by name. You may then offer drinks or take the food order.
BASIC MANAGEMENT ACTIVITIES - Planning : Defining goals, establishing strategies to achieve them and designing ways to get work done. Organizing : Developing and grouping work tasks. Coordinating: Arranging group efforts in an orderly manner. Staffing: Finding the right people for the job. Directing : Supervising the work of staff members. Controlling : Determining the extent to which the organization “keeps on track” of achieving goals. - Evaluating : Assessing the extent to which plans are attained ; evaluation can identify issues (problems) which should be considered by additional planning.
Staffing:
Job descriptions and specifications should be developed for each position and should be kept current. A job description indicates the tasks which a person working within a position must be able to perform. By contrast, a job specification indicates the personal requirements judged necessary for someone to successfully complete the tasks required by a position.
Orientation:
The process of providing basic information about the hospitality operation which must be known by all employees in every department. Company policies:
Employee hand book makes easy for employee to know about all the policies of our outlet like performance standards, break policy, smoking policy, safety and security, meal and drink policy and telephone policy etc..
Employee ads: a. Attention: Ad should grab the reader’s attention like ‘join a winning team’. b. Interest: Opening position in our outlet c. Desire: conveying desirable aspects of the job. Ex: advancement opportunities, bonuses after 6 months, paid vacation, benefits d. Action: for further progress like contact no. Or mail address etc
Publicizing a job and finding right candidates: a. Current employees are excellent source for new employee coz they know exactly what is needed for particular job. b. Rehire formal employees if available because they are already familiar with our system and therefore will reduce valuable training time. c. Newspaper ads d. BHM (Bachelor of hotel management) college students who have more theoretical knowledge and good practical knowledge. e. Local civic organisations. f. Use in store advertisement. ‘come join our team’ printed sign on our outlet window g. World Wide Web can be used to create online job postings to attract candidates.
And the process continues with Interviewing, Welcome letter, Notifying to team, Orientation, Training.
Training 1. Explaining 2. Demonstration 3. Hands on 4. Evaluating employee performance 5. Reinforce +ve and correct the –ve 6. Documenting the mastered
Employee development plan a. Job description: what tasks employee have to do b. Career path: clear path to advancement c. Staffing needs: how many employees needed d. Company policies: standard policies for all employees to follow e. Training plans f. Recognition techniques Evaluating Employees: 1. Conducting the evaluation 2. Completing the evaluation form 3. Addressing the poor performance a. Analyze the problem b. Prepare for action c. Give fair warning d. Document progress or further problems
Recognizing and rewarding
Recognition techniques:
Service and skill pins Employee of the month
Reward techniques:
Like ticket to local sporting events Meal coupons or gift cards
Vendor incentives: They offer discounted items like T-shirts that we can purchase to reward the employees.
BASIC PLANNING TOOLS
|Planning tool |Example |
|Vision |Vision: to be the outlet of choice for social groups in the |
| |community |
|Mission |Mission statement: to meet needs of social groups by providing |
| |desired food/beverages and services at the prices which represent |
| |value for the guests? |
|Long-Range Plan |Long-Range Plan : to obtain 60% of all social group business in the |
| |community within five years. |
|Business Plan |Business Plan: to increase market share of all social group business|
| |in the community by 5% within the next 12 months. |
|Marketing plan |Marketing plan : Strategies and tactics to increase social group |
| |revenues within the next 12 months. |
| | |
|Operating budget |Operating Budget : Expected revenue generated from and costs |
| |associated with social group business. |
Using Customer Comment Cards
An effective operation of our outlet seeks its clientele's opinions, both good and bad. Customer comments can help define the areas of our outlet that need improvement, as well as point out the things where our outlet does well. Customer feedback can help us see through the eyes of our guests, and the information we can gain from that perspective is key to making our operation even more successful.
Build Better Customer Relationships First and foremost, the customer comment cards are valid feedback tools. Providing customers with the opportunity to comment shows that we value opinions and wish to improve the product and service our outlet provides. Essentially, it shows us care about the customers. By taking the initiative to learn about what customers think of our operation, we can begin to build better relationships with our customers. Although we cannot please everyone, we can use their comments it as tools to build a better business.
Gain Marketing Information Not only do our customer comment cards capture information that can help our outlet improve its service and products, but they also have the ability to help gather marketing data as well. Although it is optional, customers will often leave their email address or other contact information on the comment card, allowing us to expand our database of information. We may even be able to email customers monthly newsletters or printable coupons. The more we know about our customers, the better we are able to serve them.
Provide Emotional Outlets There are several ways to obtain feedback from our customers either performing verbal solicitations for customer information or sending questionnaires via mail. These are all important ways of gathering information. However, the customer comment card can provide a more immediate and even anonymous form of offering feedback. The act of writing down comments on paper absorbs a lot of emotional impact, and just having a place to record their experiences can prevent unhappy customers from complaining about our outlet to their friends or an even more public forum.
Making the Most of Customer Comment Cards
Use professional printing services. If we want our comment cards to be taken seriously, make sure they look professional.
Be simple and concise. Use clear and to-the-point wording in everything we write on the card. Questions should be straightforward and easy to answer. The entire card should take no longer than a minute or two to fill out.
Place the cards in a prime location. Unless we put our customer comment cards in a place where they will see them and use them, they are useless to us. Try placing a stack of customer comment cards on the table, or use a cardholder to display it. Servers might also deliver a customer comment card for each table with the final check.
Let guests know how to return cards. Make sure there is a drop box or other location available for customers to return these cards. Servers might let customers know where to drop the cards on their way out, or offer to take them from the guests after they are finished.
Provide incentives to return cards. Giving the customer an incentive to fill out the card is a good way to ensure that the customer actually fills it out and returns it. Providing a 10 percent discount or a free item often give the impetus needed for customers to hand the cards in. It may even help to give the customer the chance to return their comments by mail.
Acknowledge customer's time. When a customer fills out a comment card with useful information, and provides his or her mailing address or email address, we might consider writing a personal note of thanks to acknowledge the customer's comments. This is especially important for customers with negative comments. They want to know that their response is taken to heart. Writing a personal response is time-consuming, but a memorable gesture is often an effective way to win the customer back.
6.2 MENU PRICING STRATEGY
Before we decide for actual pricing model, there are few factors to consider.
1. How are we positioning our product in the market? We can position either as discounted product(low-cost leader) or as luxury product(high quality of service). 2. Demand Curve. ➢ Calculating the fixed and variable costs associated with our product or service. How much is the "cost of goods", i.e., a cost associated with each item sold or service delivered, and how much is "fixed overhead”. ➢ Environmental factors like competitor pricings, local constraints and external factors.
After considering these factors, next step is to determine our pricing objectives like what we are trying to accomplish with our pricing like
a. Short-term profit maximization b. Short-term revenue maximization like Higher revenues at a slim profit.It maximize long term profits through economy of scale. c. Maximize profit margin d. Differentiation: low cost but high price because of high quality and level of service.
There are few ways to calculate our pricing. They are
1. Cost-plus pricing which makes some mark-up % pricing over the total costs( raw materials, production costs and fixed costs ) 2. Targets return pricing to achieve target ROI. So fixed profit over each product. 3. Value-based pricing: It’s a ‘Pay for Performance’ pricing for services.
Psychological pricing by Considering the customer perception for our price, figuring things like Positioning( like low-cost leader, etc ), popular price points(like standard accepted price), fair pricing.
Our outlets handle a good deal of cash and credit card transactions every day, and without the proper security measures, our outlet is at greater risk of robbery or other security breaches. So our outlet personnel should be
1. Be aware.
2. Deposit cash frequently. Cash registers fill quickly during busy shifts, especially at quick-service restaurants with long lines of people waiting to order. Making frequent deposits into the safe, also known as cash drops, will help keep cash secured and fewer bills in the cash drawer.
3. Use safe bank deposit practices.
4. Use a time-delayed safe.
5. Never open or close alone.
Employees should always open and close the store in pairs, never alone. The expression, "safety in numbers" applies here. This should be a worker safety policy for all restaurants.
6. Prevent employee theft.
One should take precautions against internal theft by being present with your team, monitoring employee behaviours and limiting access to cash or information when necessary.
7.Exterior lighting
8. Cameras
9. Alarm System
10. Make sure all of our windows and doors are secure and the locks are solid.
11. Make sure back service access doors are steel and have a peephole look out.
12. Get a safe that is of the drop type and is set for time opening. This will make it impossible to get into when you do not want it accessed.
13. Get involved with local police department and make sure they are aware of our closing time and regular routine. Getting on their routine route can be the cheapest and most effective security measure.
14. Reviewing our outlet security measures with all of your staff on a regular basis.
Restaurant operators should put security measures in place to prevent theft. An awards program for employees to catch inside theft, thereby indirectly warning employees against stealing.
Customer Contacts
Contact with an obnoxious customer should begin at the first sign of trouble. Bartenders, cocktail waitresses, outlet managers, door hosts, and even bouncers should issue early, friendly warnings. Most customers will respond to this approach. Once warned, usually just a look of disapproval will send a message and cure the immediate misconduct problem. Those that refuse or are incapable of compliance should be cut off from alcohol service, at minimum or asked to leave. Any patron who aggressively rejects a reasonable request to behave should be asked to leave. Though that rule violations are not the same as crimes. One can’t manhandle patrons or physically take someone into custody for violating a rule. In practice, most customers respond well to this friendly, but firm approach. After all they are our customers and good repeat customers are the lifeblood of outlet.
Bouncers are often the most visible aspect of security in outlet, stand out as the huge guys dressed in black are important part our outlet security plan. The duty of a bouncer is to monitor the crowd to see that everyone behaves. The goal should be to see that everyone has a good time, but within established limits. The best bouncers are personable, friendly and can talk to patrons without appearing threatening or intimidating. The best bouncers don’t bounce anyone…they talk to people.
The doorman or door-host is the first person the patron sees and sets the tone for the style and attitude of the outlet. The true function of a doorman is to provide access control and screen those that enter. A doorman is traditionally the person who stands at the door and checks IDs to assure that each patron is of age to legally enter the establishment and is dressed appropriately. In addition to normal doorman duties, some nightclubs use the door staff to monitor patron conduct on the sidewalk as well as inside the club.
Sometimes, patrons bring their outside anger inside the outlet and no one knows about it until violence erupts. These people need to be asked to leave the outlet by the floor man as soon as their hostile conduct becomes evident.
Customer Fights
If two or more customers mutually get into a fistfight, they must be removed from the outlet immediately for everyone’s safety. The question is how to do it safely? The old fashioned method was to throw both parties out into the street and let them duke-it-out for themselves is wrong. The correct method is to delay the ejection of the more passive offender, if possible, until the more aggressive co-combatant has completely vacated the property.
6.3 OPTIONAL PROGRAMS
Proven Ways to Increase Restaurant Sales
Word of mouth is the most cost efficient way to increase sales. It works both ways. Bad reviews often travel faster than positive ones. One important strategy is getting to know our customers. There is a reason why clubs, theatre groups, business people, or friends who get together at our outlet. It’s because the manager or crew greets them by name, knows their preferences and is aware of things going on in their lives.
Without a doubt, rewarding repeat customers can lead to increased profits. If we know a customer has referred others to our outlet or consistently brings in a group of business associates, consider giving a gift certificate or bottle of wine for the table. This is a great sales tactic to motivate our good customers to bring in business.
Our staff is an integral part of building sales. Besides providing impeccable customer service, our staff can increase sales by up-selling to increase the table check. Rather than ask if anyone would like a drink, appetizer they should note which ones are house specialties or offer their personal recommendations. They should also promote higher priced dishes with reasons showcasing their value.
The power of sampling
Sampling is a great way to create a personal connection with our guests. It is the practiced art of true hospitality, and is a powerful way to differentiate ourself from our competitors. On the surface we are conducting menu merchandising (and market research) in its purest form. Ultimately we are creating word-of- mouth ambassadors — advertising that no amount of money can buy.
Our dining experience must be fresh and exciting to keep guests happy and coming back. Sampling is an excellent opportunity to improve sales of high profit menu items and test new menu items. If we are lucky enough have a waiting list for tables, sampling can make the time go by faster for our customers and more profitably for us. Offering samples not only offsets hunger, but it's perceived as a gracious and generous "value-added" benefit by guests to our outlet. Sample to the staff during pre-shift briefing Introduce the item to be sampled during a pre-shift briefing, and allow everyone to have a taste. "Hooking" the servers is the first step in successful sampling. If it’s something new and different and if they like it they'll sell it. Designate a server Choose one person from each shift to interact with the guests and offer the samples. We want an outgoing, friendly person preferably a waiter or food runner who loves people, has a ready smile and a generous nature, and likes to have fun. Being careful what we sample Sampled items should be served in small easy-to-handle portions. Avoid sticky fingers, gooey sauces and items too large to eat with one bite or one hand. When executed correctly, there's no better way to entice customers to try a new item than through sampling. Develop, practice and role play the verbal script This is show business. We should have a script and protocols for how guests should be approached, what should be said, and how responses should be framed. And take the time to role play.
Listen and Learn—Improving Operations by Utilizing Customer Feedback
Customer service means being aware of needs, problems, fears and aspirations. Numerous studies have shown that the cost to acquire a customer is seven to ten times the amount of retaining an existing customer. And according to The Harvard School of Business, even a 5 percent improvement in customer retention can result in up to a 75 percent increase in profitability. The most powerful training tool we can possess is customer feedback about our products and services. Understanding our customers’ needs and perceptions can give us an edge over the competition by improving our operations, including:
• Delivering enhanced and consistent customer service • Turning employee weaknesses into strengths • Allocating resources in the most effective manner • Motivating employees with incentives based on customer satisfaction
In order to make effective changes to processes, customer feedback needs to be monitored in real-time. Although many customer and employee feedback approaches exist, to be truly useful, an effective feedback solution should deliver real-time employee performance information while the experience is still fresh in their minds. The longer the data sits unused, the more difficult it becomes to implement change.
How to Deliver Quality and Service in our Outlet When guests come to our outlet, we should treat them as if they are friends visiting our home. Treating our guests with care and providing an exceptional place for them to enjoy a shot is part of the reason they will come back to our outlet again.
Exceptional Quality When customers come through our doors, they expect quality in every aspect of the outlet. Guests are looking for a value in the things they see, taste and touch, and so providing them with exceptional quality will certainly leave a good taste in their mouths.
Food Quality Food and beverages are probably the biggest indicator of quality that a customer notices. Food quality is not only important to the customers' impressions of the overall outlet experience, but it is important for the their health, as well. Guests health should never be compromised. Although not all food and beverage outlets can boast the best quality food in town, they can still take measures to ensure that food is stored and prepared safely. Take the following considerations when assuring food quality in our outlet:
Be sure to follow proper first-in, first-out (FIFO) rotation with all food products. Properly label and date all food products. Never serve food that has expired. Prepare products safely, avoiding cross-contamination with dangerous bacteria or cross-contact with allergens. Wash hands before and after handling food products. Prepare and serve foods at proper, safe temperatures.
Quality Atmosphere
When guests enter our outlet, they should feel as though they are in a special, comfortable place. Few tips create a superior ambience in our outlet:
1. Make deliberate choices with lighting which creates sports view 2. Choose music carefully. Make sure the volume of our music is audible but not distracting. Music should help create the ambience rather than overwhelm it. 3. Decorate appropriately which gives sports view. 4. Keep the outlet spotless by maintaining high standard cleanliness 5. Maintain the temperature. Maintain a comfortable inside temperature in our building. 20°C is usually acceptable. Minimize drafts or hot spots from lights as much as possible.
How to Speak with Customers Speaking to customers should always involve the utmost respect and courtesy. This goes for all workers. This is rather idealistic. However, workers should follow these general guidelines when speaking with customers:
Use respectful titles, such as "sir" and "ma'am." Be optimistic, and speak with a smile. Never interrupt or talk over guests' conversations if you can help it. Know our menu so crew can speak intelligently to educate guests. Listen with respect and care to what the customer has to say. Be sure ask questions to clarify a customer's order if there is any confusion. Be honest and straight-forward with customers at all times, especially if there is a problem.
How to Serve and Clear Food The following tips describe the basics: Serve beverages in the correct glass to maximize their flavor and appearance. Red wine should be served in a round glass and white wine in a flute glass Serve in the appropriate order. It is appropriate to serve the guest of honor first, then the female guests and then the males. Serve and clear food from the left. Servers should serve and clear food from the diner's left side. Some formal restaurants advise serving with the left hand for these tasks. Serving from the left is best since most diners are right-handed. Serve and pour beverages from the right. Serve or pour beverages from the diner's right side since that is usually where the glasses are set on the table. Serve the correct order to each guest. When serving food, servers and food runners should not call out entrées to see who at the table claims the dishes. Servers and food runners should have a system to identify which plates correspond to which guest without having to mimic an auction house. Never rush a party to finish. Good service extends beyond the meal to the entire length of time the party is inside the outlet. Remove glasses from the table only when they are empty. Water and wine glasses should be refilled at the table without touching the glass. If the glass is not within reach, politely ask the guest to move the glass towards you. If refilling a glass of beer or a cocktail, remove the empty glass and present the guest with a fresh beverage
Clear all plates at the same time. Unless otherwise requested, clear all plates and empty glasses at the same time, and before presenting the check.
Caring for Upset Customers Now and again there are bound to be problems. A customer may be dissatisfied with his meal or may find the quality to be below his standards. Sometimes guests will find the need to vent anger or annoyance before the problem can be resolved. Be sure to train servers the proper ways to handle customer complaints. Retaining upset customers can be a challenge. When we put in the effort and respect to recover distressed customers, we may be able to convince them to return to our establishment in the future.
Customer Comment Cards
Customer comment cards are a great way of evaluating the customer experience. Customer comment cards are typically set out on the table or delivered by the server at the end. Customers can rate qualities of the outlet, such as food presentation, menu pricing and server friendliness.
Loyalty Cards
Its 7-10 percent more expensive to acquire new customers than to keep existing customers coming back because issuing loyalty cards wouldn’t cost any transaction fees, license fees, or management fees or any other fees. And loyalty program is a great way to launch new menu items.
Bronze Hard: Now Bronze card will be issued if customer makes a bill more than 2000/- on his/her visit. How about 1. Twice a Week. 2. 1 visit + (Gift or Beer or Lunch card) which totally costs 2000/- on visit. 3. Total of 2000/- a week or a regular customer to our outlet who spends less than 2000/- on every of his visit.
Surprise Gift: When any card holder for example Bronze card holder reached certain points like 1000 points we gift him/her a free menu item of their choice like snacks etc. There won’t be any redeeming points from the card. Surprise models can be based on spend (or) frequency of visits (or) points Strategy is simple. For getting 1000 points Bronze card holder needs to spend 20,000 rupees. For spending 20,000 we offer them a menu item of around 200 Rs or more which actually costs around 100 Rs for preparation or production. So we are giving him/her 0.5% [(100/20000)*100] back of what he/she spent. It should be like little element of surprise to create an emotional bond to customer about our Brand.
Gift Cards: Gift cards have to be redeemed only in the outlet where it was issued. Because we are not getting the Exact Sales Information of that particular Outlet if we make Giftcard as common. If we make giftcards common for all the outlets we have few advantages.
a) Gift cards can make our way easier to get a share in customer wallets. Bronze card holders will be more if we use giftcards according to 1st point. b) Customer feels comfortable to use them in any of our outlet in India and may show interest to buy in future. He/she can use these cards to gift a friend or employee. c) If Giftcard is wasted our company will be profited. If not wasted it will be helpful for getting loyalty card holder. We can know about the sales of outlet by assigning some designation code to all our outlets and adding that designation code in giftcards serial number. Giftcard promotions increases the sales. Some giftcard promotions like
Extra Value(sell giftcard for 500 worth 550) or Discount Value(sell 500 giftcard for 450) can increase the sales of our giftcards.
Loyalty customer spending Ratio: Loyalty customer spending ratio can be helpful to know about 1) How much share of the business is through our loyal customers 2) Our customer spending habits 3) For planning a loyalty program for the future. 4) Surprise gift to create emotional bond. Surprise gifts costs less but are profit enhancing method and profitability of workout chances are more. Ratio: (Loyalty card sales/Total sales)*100 If chances are possible,
Card Filing System helps to know more about who are our loyal customers and customer feels good because serial numbers cant be remembered every time and it’s not much important for them to remember.
Reward Options also helpful to make more loyal customers. Options are like rewards or surprise menu items or free snacks in other partnership outlets like LUDUS (on weekends), EXESS, CAFE LATTE etc
How about offering Double Points during slow times. Customer shows more interest and sales may raise. Means bronze card customers get 10%(or less upto 5%)discount when the sales are good during slow times
CONCLUSION:
Both research and personal experience considers that standard procedures become more and more important as the outlet grows in size and more and more operational decisions need to be delegated. This project gives the standard procedures or instructions to operate the outlet. In practical terms this suggests that an establishment with more than 20 employees should be considering the formalization of operating procedures through the introduction and adherence to a complete set of standard operating procedures that are relevant to the demands of the environment in which it operates.
PART-I
CHAPTER-01
1. PROJECT DESCRIPTION
2. INTRODUCTION
3. SCOPE OF THE PROJECT
CHAPTER-02
2.1FINDING AND LEASING A LOCATION
2.1.1 BUY/LEASE
2.1.2 LEASING
2.1.3 LEASING PROCESS
2.1.4 BUYING
2.1.5 KEY FINANCIAL FACTOR
2.2 INSURANCE
CHAPTER-03
3.1 CONSTRUCTION
3.2 EQUIPMENT
3.2.1 FOOD EQUIPMENT
3.2.2 BAR EQUIPMENT
3.2.3 OTHER EQUIPMENT
3.3 STORE DESIGN AND DÉCOR
3.3.1 CUSTOMER AREA
3.3.2 KITCHEN AREA
3.3.3 BACKROOM AREA
CHAPTER-04
4.1 PREPARING TO OPEN
4.1.1 STEPS LEADING FROM 8 WEEKS TO OPENING DAY
4.2 FOOD PREPARATION
4.3 EQUIPMENT HANDLING
CHAPTER-05
5.1 CLEANING AND MAINTENANCE
5.1.1 CLEANING PROCESS
5.1.2 EQUIPMENT CLEANING
5.1.3 KITCHEN CLEANING
5.1.4 SANITIZING
5.1.5 TACTICS TO PREVENT FOODBORNE ILLNESS
5.2 QUALITY CONTROL
CHAPTER-06
6.1 HUMAN RESOURCE PLANNING
6.2 MENU PRICING STRATEGY
6.3 OPTIONAL PROGRAMS
EXECUTIVE SUMMARY
The project i am dealing as a part of my MBA program is to prepare a procedure for for-profit foodservice operations whose primary business involves the sale of food/beverage products to individuals and small groups of guests.
Starting and operating a restaurant is a great deal more than a process. It's a mixture of fear and hope, speculation and certainty, doubt and confidence, all blended together with a fair amount of money. It's the beginning of a dream. Not every start-up restaurant is going to survive. The location isn't right, the menu doesn't work, costs are out of control, volume just never developed, or some combination thereof. The problems spiral beyond the owners' control.
A well prepared and planned restaurant can be very profitable. I have plans to start a medium sized food and beverage outlet of my own. As a master graduate from tourism and hospitality industry I want to prepare a standard procedure for operating medium sized food and beverage outlet right from construction stage to practical implementation of marketing strategies in to the market.
As more people eat out more often, the demand for restaurants continue to grow. But it takes a lot of research, creativity, and planning and substantial capital. Despite the enormous consumer dinner for restaurants, success in the business does not come easily. Competition is fierce as more restaurants vie from the attention of the increasingly savvy consumer
Based on researches on successful food and beverage outlet Xtreme sports bar, this project is to work on standard operating procedure to run the restaurant successfully. I did research on Xtreme sports bar using the database and preparing a procedure to operate food and beverage outlet successfully. The research i did to prepare a procedure is executed in Maybull info tech Pvt ltd which is a parent company of reputed food and beverage outlet ‘Xtreme sports bar’ which existed in 12 places national wide. The research methodology i adopted here is to collect the appropriate data from the Xtreme sports bar and few of the other outlets in the Hyderabad and close talk with heads in finance, operation, marketing and segments that are necessary to run my business successfully.
CHAPTER-01
1.1 PROJECT DESCRIPTION:
Standard Operating Procedure is used to maintain good ambience and high quality services consistently to customers from the time the customer enters the outlet to the time he or she leaves the outlet. Our waiter or manager in-charge should provide the best service they could give. A good service means the customer will be likely coming back to our business and we could easily generate more sales and profit at the end. Customer wants to visit outlet in which he or she expects to receive excellent services and food from our establishment.
This project is to prepare SOP like instructions. If deviations from this instruction are allowed, the conditions for these should be documented what exactly the complete procedure will be. The original should rest at a secure place while working copies should be authenticated with stamps and/or signatures of authorized persons. All the instructions followed in this SOP project are under the guidelines of ‘Dheeraj Keswani’, Managing Director of the Maybull InfoTech Pvt Ltd which is parent company of Xtreme Sports Bar.
2. INTRODUCTION
When we speak of hospitality it is important for us to get a clear understanding of the component parts of our industry. We can use the model to help us to do this and it also allows us to see the importance of each worker in the industry.
As we can see the hospitality industry consists of two important parts:
1. The customer or Guest
2. The Service Provider (Hotel, Restaurant, etc.)
On the customer's side we know that each customer has needs or expectations. A typical example of these needs exceptions would be:
➢ Quality of food ➢ Value for money ➢ Quality service ➢ Comfortable surroundings ➢ Safety and hygiene standards
The service providers must ensure that they meet the exceptions of guests / customers by making the following available:
➢ Staff (sufficient in number) ➢ Products (of good quality) ➢ Service (of good quality) ➢ Environment (comfortable and clean)
As we can see from our model, when the customer's expectations are met or exceeded by the service provider, the customer feels for many people.
To meet all those standards we prepare a procedure to operate the business. Shortly
"A Standard Operating Procedure is a document which describes the regularly recurring operations relevant to the quality of the investigation. The purpose of a SOP is to carry out the operations correctly and always in the same manner. A SOP should be available at the place where the work is done".
3. SCOPE OF THE PROJECT:
If a F&B outlet does not have a proper training manual or SOP for their staffs, it is quite hard to deliver the highest service standards of what our customer needs and what they do expect our outlet. A good and well-managed outlet should provide a routine training session to all of their staffs covering each F&B operations technique. It can be weekly or bi-weekly training programs. By conducting several training programs, it can be much easier for an F&B business to maintain the effectiveness and efficiency of service operation.
a. The SOP can be shown to have benefits to the employee in improving and simplifying job performance. b. That it provides an inclusive framework for decision making rather than an exclusive structure. c. The SOP is easily and rapidly accessible to all employees. d. The role and importance of the SOP can be easily and clearly demonstrated in the accompanying explanation which details what needs to be done, why it needs to be done and what is considered best practice. e. The SOP leads to specific and ideally simple action which can be rapidly documented.
Once again, to make it simple and easy to understand, F&B Establishment Standard Operation Procedure (SOP) is commonly used to help most outlet owners and managers to manage and guide the overall outlet team and staff to increase the service performance and the overall objectives and goals of the business.
CHAPTER-02 2.1 FINDING & LEASING A LOCATION
There are four crucial elements to consider when looking at a potential outlet location: Population Base – Site study helps to determine the population base of a particular area. A less expensive method to determine the population base of certain area is to use a circle graph, as well as asking the local chamber of commerce and town office for more information.
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Rough View of Circle Graph with number of people of different Ages
Parking – Will there be enough parking to accommodate all the seats in our outlet? Or Is there public parking near the outlet location? Accessibility – Xtreme sports bar which is good for caterings, leisure and recreational activities needs both commercial and resident areas to explore their activities. Likewise if we setup our outlet near colleges, universities, IT Parks, Shopping malls, and official complexes then we can expect a good number of customers visiting our outlets.
Visibility – This goes along with accessibility and is very important for new outlet locations. People have to know the outlet is there. This is why property prices in downtown districts and developed strips are higher than other areas. They offer a level of visibility that can bring in a great deal of walk-in business.
2.1.1 SHOULD WE BUY OR LEASE OUR OUTLET LOCATION??
The investment necessary to buy a property may be the deciding factor of whether to buy or lease a location for outlet.
The key factors to consider in choosing the proper location are as follows: 1) rent affordability, 2) demographics to match our concept requirements, 3) trade area draw and 4) major market generators in the neighborhood.
Two Main Outlet Structures There are essentially two ways to structure a new outlet venture in terms securing the capital assets required for operation. The most widely used method is to obtain the use of a building space by leasing a facility from an unrelated third party. The other option is to directly, or indirectly through an affiliate, purchase the land and develop the physical structure or buy the land with a building already in place
2.1.2 LEASING:
Start by leasing and work our way upto purchasing location is a good idea. Because 1. We can put capital towards upgrading kitchen, designing dining area 2. Promoting our outlet like marketing efforts and building up a customer base. 3. No need of worrying about large mortgage payment but worry about rent though( which is comparatively less ) Possible problems of renovating a space for a new outlet include
1. Lack of public bathrooms 2. Lack of outside ventilation 3. No garbage pickup
If a spot has been vacant for several months we can probably haggle with the monthly rent or get the first couple of months (your start-up phase) free but We need to know why space is vacant and will the space work for our outlet.
Common lease negotiations include:
• Not paying rent at all until the restaurant opens for business • Pro-rating rent. We may pay a very low rent the first year of the lease, then gradually increase it each year thereafter. • Including building repairs in the rent. If we make significant repairs to the plumbing or heating, then we can ask if they can be deducted from regular rent. Most landlords would rather give free or reduced rent one month than shell out cash to make repairs.
Terms of the Lease
We shouldnot lock ourself into a long lease, at least not the first year we are in business. If outlet fails (hard to think about, but a necessity to consider) we don’t want to be locked into four more years of rent that we cannot pay. If the space we want to rent is only available with a long term lease (more than a year or two) think long and hard about whether or not it is really worth the risk. A pro-business landlord should be willing to start with a year lease and work from there. If the landlord refuses to negotiate, they probably won’t be any easier to work with in the future and more trouble than the space is worth. And also The cost of leasing overtime can surpass the cost of buying.
2.1.3 LEASING PROCESS
1) Identifying the Leasing Parties
2) Finding the Landlord
3) Initial Meeting With The Landlord
4) Preliminary Negotiations With The Landlord
Potential locations can be analysed through estimation of start-up costs and considering factors like 1. Operating costs 2. High risk area 3. The cost of leasehold improvements 4. Rent 5. The distance from the building to the street 6. The exterior appearance of the building 7. Zoning/regulatory agency requirements 8. Size and positioning of signage 9. Common area maintenance charges/outgoings 10.Fees for sewer services , water consumption, etc. 11.Taxes 12.Insurance 13.Break-even point Breakeven point= Fixed Costs ÷ Gross Margin Ratio Gross margin ratio= 100% - Variable Cost %
Renewals Renewal options are negotiated into our lease when discussed economic terms with our Landlord. Each option period allows the opportunity to renegotiate the lease or to terminate the lease with limited liability.
2.1.4 BUYING: Buying a location is a major and typically a long term commitment. The primary factor to consider is the ability of that location to attract customers. An attractive property in a well-traveled vacation destination or in a growing community, without a glut of competitors, can be a solid investment. We also need to know what the local planning commission has in mind regarding construction and changes in zoning and accessibility. Major advantage to owning a location is that 1. We will not have to worry about a rent hike. 2. As an owner we do not have to work within the parameters as set up by a landlord, giving us more freedom to do as we like with our property, as long as we stay within zoning laws and health code requirements.
The final consideration when buying any real estate is the projected value of the property. Will the price of the property appreciate in the coming years?
2.1.5 Key Financial Factor
There’s one key financial factor that points to success or failure in this business probably more than any other. It’s referred to as the sales to investment ratio. That is, how many rupees of annual sales can we reasonably expect a proposed outlet to generate for every dollar of invested capital it will take to take to open it. The sales to investment ratio is calculated by taking the projected annual sales of a proposed outlet and dividing it by the total projected startup investment required to open the outlet and get it operational. As the sales of a new outlet increase relative to its startup investment, so too increase it’s chances for profit and financial success
Leasehold Case Starts by calculating the total projected start-up investment. For purposes of calculating the sales to investment ratio include the cost of “all” the assets regardless of how they will be financed. The next step is to estimate the annual sales volume of the proposed outlet. Below is an example of a worksheet to make a more systematic and logical estimate of the sales volume in a proposed outlet. Step 1: Estimate the number of customer we expect to serve at each meal period in a typical week. Step 2: Enter the customer counts for each meal period along with an estimate of the check average. This will help us determine an estimated sales volume for a typical week as in the worksheet below:
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Leasehold Example
Case in Point: Leasehold Most, if not all, national chains use the sales to investment ratio or some variation of it to evaluate specific sites they’re considering for expansion. Here’s how a successful national steak chain uses this ratio.
This operator invests around $1,200,000 to open new outlet in leased locations. They expect to do at least $3,600,000 in annual sales which gives them a very healthy sales to investment expectation of around 3 to 1.
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This chain’s entire site selection philosophy is influenced by the sales to investment ratio. They often pass on high traffic corners and highly visible sites because they reason that the added cost of acquiring those locations won’t result in proportionately higher sales. Instead, they often seek out class “B” locations in class “A” markets to obtain lower startup costs and rental rates that will enable them to maintain their high sales to investment ratio goals. This mindset has paid off handsomely as they are consistently one of the most profitable companies in our industry.
Designing dining areas When designing dining areas the following components need to be examined: 1. Size of the outlet 2. Kind of service 3. The carrying capacity of the outlet 4. Type of the cuisine 5. Number of meals served per day 6. Table shapes, sizes and positions 7. Number of seats at each table 8. Multiple floors, steps, or elevated areas of seating 9. Paintings, posters or murals 10. Type & intensity of lighting 11. Planters, partitions, or screens 12. Blocking of any undesirable views 13. Placement of service areas
Restaurants offer alternative service methods.
Restaurant (Independent): Properties owned/operated by an entrepreneur which are not affiliated with a franchised or multiunit organization.
Restaurant (Multiunit): Properties which are affiliated with a franchise or other organization containing multiple (sometimes thousands) properties; also called a “chain”. Franchise: An arrangement whereby one party (the franchisor) allows the owner of the hospitality business (the franchisee) to use the franchisor’s logo, name, systems, and resources in exchange for a fee. Franchisor: Those who own and manage the brand and sell the right to use the brand name to franchisees.
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2.2 INSURANCE
The most common types of F&B outlet insurance available include:
• Property Insurance- – Protects your property in case of fire or other events. It may not cover natural disasters, such as floods or earthquakes (see below for a policy that does.) If you have any kind of mortgage on your business and/or equipment, then you should carry a property insurance policy. • General Liability – This is the umbrella policy that protects you in the event someone slips and falls in your restaurant, gets sick after eating there (whether it was your fault or not). This is a must have in today’s sometime sue-happy world. • Liquor Liability – Most states require that any establishment holding a liquor license carry liquor liability as part of their insurance. It helps protect you if a customer has too much to drink and drives and hurts themselves or someone else. • Workers Compensation – Protects you if an employee is hurt at work. Most states require that all employers carry some type of workers comp. • Unemployment Insurance – Is for your employees who no longer work for you until they find employment. • Life Insurance – Depending on your mortgage and financing you may need to carry a hefty life insurance policy to satisfy your lender. It is also a good idea to have life insurance, in case something does happen to you and your family isn’t left with a restaurant they don’t know how to run and bills they can’t pay.
There is insurance for just about any object, action or person out there. Here are some other types of insurance you can purchase for your restaurant. But keep in mind, these extras will cost you as much or more than whatever it is you are insuring.
• Loss of Business Insurance – If you lose sales through a specific cause, this type of policy can recoup some of the income. Keep in mind the premiums and deductible may make you break even, depending on how much you lose. • Food Contamination Insurance - If you lose power, because of fallen power lines or a storm, and the entire contents of your walk-in and freezer spoil, this policy would pay to replace the food.
• Specific Peril Insurance – This covers many natural disasters that general liability insurance doesn’t. Events like earthquakes, floods or power outages due to either, may be covered under this insurance.
CHAPTER-03
3.1 CONSTRUCTION:
Hiring a General Contractor/Builder Our contractor/builder will handle all aspects of obtaining permits and the building of our outlet for an agreed upon price.
OUR TASKS: 1. We give each a set of plans and meet them at the outlet for a site evaluation and answer any questions they might have. 2. Establishing the criteria for the submission of their bids/tenders, and set a deadline for submission of proposals. Proposals must be in writing. 3. Establish commencement and completion dates. Make contractors/builders aware of the importance of starting right away and getting the outlet open quickly.
It’s good to obtain at least three bids/tenders for each job to be contracted out. Bidders should provide us a) A Signed contract b) Certificate of Insurance c) Lien releases
3.2 EQUIPMENTS: Wide ranges of equipments are available in market for both food and beverages. Common equipments that we need to operate a medium sized F&B outlet are
3.2.1 FOOD EQUIPMENT: 1) Tandoori oven for making kababs 2) 2 Ranges. One is for Chinese food and the other for continental food. 3) Griller 4) Electronic deep fryer (for French fries, crispy corn etc) 5) Dish working table 6) Salamander (for toasting) 7) Frying pan 8) Freezer (for raw materials) and deep fridge (for meat storage)
3.2.2 BAR EQUIPMENT: 1) Ice crusher machine 2) Visi cooler 3) Bottle coolers 4) Garnish tray 5) Cocktail shaker 6) Wine chiller 7) Wine stand 8) Measuring jar 9) Peg measure 10) Ice bucket 11) Wine opener 12) Bar counter spoon 13) Draught beer machine
3.2.3 OTHER EQUIPMENTS: 1) Glassware 2) Compartment sinks 3) Glass racks 4) Taps 5) Dispensing system for beer and soft drinks 6) Ice bins, pick, scoops 7) Dish washer 8) Storage cabinet and 9) Display shelves
Cost of our total equipment includes equipment package and buffer (10-15%). Buffer covers things like sales tax, carrier charges etc. Equipment can either be leasing or buying. a) Some equipment like ice machines, coolers have very short lives and there is no market for the used ones. So preferring to lease is the good option for short life equipments. b) Some equipment like dish machines etc are very expensive and hence costly equipments can be taken for lease. c) Other equipments like gas ranges, ovens, fryers (with working thermostats), grills, small wares etc are good to buy than leasing.
3.3 STORE DESIGN AND DECOR
WORKING TRIANGLE We can segment our outlet into 3 major ideas. i) Customer Area ii) Food preparation or service Area iii) Backroom Area
3.3.1 CUSTOMER AREA: Minimum considerations for customer area are 1. Seating: Before planning for seating mix, we have to consider size and design of outlet and our budget for it 2. Trash units 3. Divider units 4. Ceiling 5. Lighting: Recessed lighting and track lighting with dimmer switches allow us to control the light, adjusting it for the time of day. 6. Ceiling fans 7. Clock 8. Music system 9. Customer guidance system (optional) 10. Window shades if we have sun exposure problems 11. Thermostats
3.3.2 KITCHEN OR SERVICE AREA: First aspect in kitchen design starts with choice of fuel which depends mainly on the location of outlet. Fuel can be anything like wood, Natural Gas, Propane Gas, Electric Steam Heating Oil. In large cities, natural gas and electricity are widely available, and a combination of both is wise. In some regions, steam may be available and recommended for certain pieces of equipment. There is also steam generating units ready to install. Propane is recommended where neither gas nor electricity is available.
During planning, there are few more things to consider Departmentalisation: To achieve division of labour Smooth traffic flow Increased efficiency Sanitary conditions Once these are settled, the following points become important: Lighting: Fluorescent light fixtures are good for kitchen fixings which prevents accidents and waste. Ventilation: Canopies equipped with filters (wire mesh, baffle, liquid), motor to move the air Sprinkler system: Carbon dioxide mixed with fire extinguishing chemicals is doing great than simple water releasing. Floor covering: Continuous non-slip floor covering containing stone chips is the most suitable. It can be applied quickly and inexpensively. They are easy to clean and prevent insect infestation. Wall covering: We can use either Tiles or High Gloss finish paint which is most common for Food and beverage outlets. Tiles are initially expensive and Gloss finish paint becomes expensive in long run.
Kitchen equipment Kitchen equipment is grouped into five categories.
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1) Storage: Two kinds of storage equipments; a) Wire shelving for canned goods or boxes b) Solid Shelving like Freezers and refrigerators. They are easy to clean. Freezers are of two types. Chest freezers (Preserve cold air but utilizes more space) and upright freezers(Less floor space but cold air escape each time the door is opened) 2) Preparation: Equipments for chopping, dicing, cubing, peeling, slicing, mixing, processing.
3) Cooking: Standard cooking equipments are Ranges, Deep fryers, Broilers, Salamanders. Steam filled equipments like Steam jacketed kettles, Pressure steamers, Ovens, Griddles, Tilting frying pans occupies less area in the kitchen 4) Accessories like Electronic thermostats, Energy load levellers (reduce peak electricity demand), automatic shutoff switches 5) Service equipment to keep prepared foods hot like steam tables, Flambe carts, Gueridons, Small wares(pots, pans, whips, scoops) self levelling plate dispensers, dish washers, compactors, filtering devices.
SERVICE SYSTEM: Service movement is from Kitchen Area - To table – Back towards dish washing Region. This flow pattern plays important role in busy nights. So distance between kitchen and Dining area plays important role. I think pass window (for waitstaff) can make out the flow pattern easier in our busy nights. Pass window should be masked from public view by wall or portion. To make our flow pattern smooth, three places like getting region where raw materials unlocked, Recieving region (close to back door) and storage should be closer. Storage is much a lot useful when placed close to preparation region than near receiving region.
3.3.3 BACKROOM AREA:
Walk-in cooler, Food preparation worktable, and the compartment sink are placed as close together as possible to promote an efficient operation while preparing food.
Few types of equipment that are used in backroom area are Freezer, Cooler, 3-Compartment sink, Hot water heater, Mop sink, Dry storage shelving, Cleaning supply storage area and Stainless steel food preparation table.
Other areas that help for the smooth operation of our outlet like • Office - The office needs to be a secure area in which we can store money and other important things for our Outlet. Security is important for office room • Restrooms - Should be spacious enough to accommodate multiple people, if at all possible. • Employee restrooms - They should be a separate addition away from the public's restrooms. • Cashier Area.
CHAPTER-04
4.1 PREPARING TO OPEN
First priority for us is to advertise widely the grand opening of our outlet. ➢ Offering special discounts and door prizes for this opening. ➢ Newspaper advertisements and business cards (loyalty, gift, beer card etc) will also let people know that our outlet is open for business.
Steps needed to take in the weeks leading up to the opening of outlet
Eight weeks before opening outlet: Getting the preliminaries out of the way. First thing first: We have to prepare our pre-opening budget and start conveying our Sports bar image. 1) Then, set out on obtaining the necessary background materials and legalities and consider specifics, like scope/lines of products available, delivery times/frequency, prices on key products, credit terms, electronic or Internet ordering options, and other support services offered, such as business reviews, consultation, staff training. 2) Establish our insurance policy and apply for the necessary licenses from the health department, the food manufacturer and the water department. Also, determining local certification requirements (HACCAP training), checking local health codes and ordinances 3) Determine requirements for our alcoholic beverage server, and make sure our business and liquor licenses are in order and that we are set up correctly for sales and use tax. 4) In addition, we can start ordering our cooking equipment, small wares and Tabletop items, like flatware, tableware, glassware and kitchen utensils. Also, order our beverage service, point-of-sale (POS) system and store decor; order menu boards, exterior signage, office equipment (fax, computer, calculators etc), and office furniture (desk, chair, filing cabinet, etc.).
Seven weeks before opening outlet: Following up on what we started. Things should be beginning to take shape in this week. So we have to
1) Check the statuses of our licenses with the health department, food manufacturer and water department, as well as with our business license, liquor license and sales and use tax. Also, check the status of our sales, federal, state and local tax numbers. 2) Establish our banking system and accounts and obtain bids for local trash pick- up, grease removal, extermination services, laundry, appliance repair, fire extinguishers, music system, security alarms and security systems, knife and blade sharpening, window washing and dishwasher service. 3) Determine emergency plans, exit procedures and create maps, finalize our POS decision and acquire software needs for our office (MS Office, scheduling, food management software, etc.)
Six weeks before opening outlet: More preparations. We should be receiving our tax numbers now. We have to 1) Order Opening Soon and Now Hiring banners for our windows, and a Grand Opening banner for the front entrance. Also, ordering plastic engraved signs for pertinent information (Ladies, Men, No Smoking, Delivery Hours, etc.), and set up order books, a maintenance and cleaning calendar and an inventory system. 2) Conduct a walk-through with the contractor to make sure he or she is familiar with those systems as well, and retain a full set of building and equipment plans for operational files. 3) Check inspection dates and acquire mandatory posters, amenities (high chairs, boosters etc.). 4) Set up communications for our office, like a fax machine, pagers, and hostess station equipment. Set up credit card merchant accounts, and select an accounting service or in-house bookkeeper and acquire the appropriate software. 5) Also, obtain menu materials - covers, inserts, to go menus, catering, and order restroom accessories, like hand towels and air dryers, soap dispensers and trash receptacles. 6) Identify what our staffing needs will be exactly, and then develop an action plan for meeting those needs. Also, order a valet stand and key control system, acquire entertainment permits, and craft a list of potential entertainers (including an invitation list for pre-opening parties and order invitations).
Five weeks before opening our Outlet: Yet even more preparations. We have to 1) Continue planning and set-up work, to ensure small issues wont become larger problems later on down the line. Set up our equipment maintenance log book. Order office and miscellaneous supplies. Finalize vendors for food/beverage products and set up delivery schedules with them (and commissary) include backup vendors. 2) Set up fire and health inspections. Label valves, switches, compressor and breakers and check for accessibility. Also, acquire bids and select vendors for decor, like interior plants and landscaping. In addition, acquire janitorial equipment (wet floor signs, mops, buckets, vacuum, and trash receptacles). 3) While doing this, continue our staffing plans. Purchase training materials for food safety training, develop deposit procedures (establish armored car service or other), finalize food and supply orders for training, mock shifts, and opening week. Also, setup an employee filing system, acquire a first aid box, create a seating chart and wait staff sections, setup a petty cash system.
Four weeks before opening Outlet: Time to start setting up. 1) Around this time, we should be receiving our case work and furniture, including our counters, cabinets, menu board frames, tables, chairs and barstools. So that will need to be installed. 2) Also, by this point, we should also have a number of candidates in mind for staff positions. To accommodate, start scheduling and preparing interviews and prepare a training schedule for those we will hire. Also, set up our POS or register for training our management and crew and create job aids (pictures of menu items, procedure steps, etc.) for the kitchen staff. This is also a good time to determine our emergency equipment shutoff procedures. 3) In addition, continue to think about opening night. Send out our opening party invitations and press releases to local media.
Three weeks before opening Outlet: Getting into gear.
Timing becomes crucial at this point. We need to make sure several smaller tasks get completed while still keeping our larger projects moving. 1) First and foremost, we will be interviewing and hiring possible employees and getting them trained as soon as possible. That means we will have to have our training sessions finalized and assign our hired employees for HACCP training and certification. In addition, We will need to get employees certified for alcoholic beverage service and conduct alcoholic beverage and wine service training. 2) Assemble our new-employee supplies, such as applications, uniforms, employer-employee agreements, cash register policies, and employee handbook and more. Also order our initial food for training, as well as our first paper goods order. To make sure everything is accounted for, create detailed inventory worksheets or count sheets and prepare our delivery schedule for our vendors. 3) To ensure training commences smoothly, we will need to have our beverage service and POS system installed and ready to go. In addition, obtain bags and night deposit keys, deposit stamps and slips, coin rolls and bill bands. 4) On top of this, the final load of our supplies and equipment should be coming in, such as our smallwares, ice machine, janitorial supplies, Ansul System, alarm system, fire extinguishers and more. We will need to install these items and then ensure everything meets your satisfaction. Obtain sub-contractors telephone numbers in case repairs are needed, and set up all equipment maintenance and repair instructions in designated spots in case fixes must be done in-house. In addition, create a control system for padlocks for cooler doors and conduct a safety audit.
Two weeks before opening:
Outlet Interior design By this point, we should have received nearly all of our equipment and furniture, including our tables, chairs, table tops, benches, canopy awning or canvas and more. That means its time to make sure everything fits, works and looks like it should.so we have to 1) Test all of our equipment. Check the walk-in and refrigeration temperatures. Calibrate the temperatures for our fryers and griddle, oven and stove. Also, set up and organize our supply stations, including shelving for walk-in and dry storage (which also must be labeled), and get our hostess stand supplies (reservation book, call clock, pencils, notebook) in order. Also, finalize our hiring and get our employees into training. 2) Start a construction punch list in case final work needs to be done, and begin to clean and sanitize the walk-in area. Also, set our exterior signage light timer, place our initial alcoholic beverage order and determine light levels and label for each period of the day.
One week before opening Outlet: Crunch time. No task is too small during this stretch. Granted frustration will be high but if all preparations have been met beforehand, we should be able to sail into a successful and well-prepared
Outlet opening day, we have to First and foremost, get our decor and equipment ready. Hang inside decor, washing windows, install plants(Installing plants is up to us.but gives great look), clean all equipment, smallwares, and stainless steel, complete equipment warranty cards and run the ice machine, empty it, sanitize it and refill it. All the while, continue updating our construction punch list.
In addition, we have to hold our final inspections, receive our certificate of occupancy, finalize our opening week schedules, finalize the clean-up of interior and exterior, complete our pre-opening checklist, take open inventory on all food and beverage items.
In the meantime, also conduct our training, finalize our training certification and conduct a practice run (dress rehearsal) of opening night. After that, we should be ready for business.
4.2 FOOD PREPARATION:
Most people rarely get sick from contaminated foods because their immune systems are strong enough to protect them. But when harmful bacteria multiply beyond safe limits due to unsafe food handling or lack of refrigeration, that's when food poisoning strikes. When the immune system is impaired by sickness, age, or other factors, food poisoning is also more likely.
1. Handle food as little as possible. 2. Throw away plastic gloves after one use. 3. Keep fingers away from mouth, hair, face, skin and other parts of the body. 4. Use the rest room sink or the hand washing sink in the food preparation area for washing hands, not the food preparation sink. 5. Wash fresh produce under running water before it is served either raw or cooked. 6. Thaw frozen foods in the refrigerator, under cold running water, or as part of the cooking process. 7. Prepare precooked frozen foods exactly as the directions state. 8. Have foods ready at serving time but not any longer than necessary before serving time. 9. Do not leave cooked foods at room temperature 10. Clean and sanitize food preparation surfaces between different types of raw food products and between the preparation of raw products and ready to eat products. 11. Avoid placing cartons or boxes on surfaces used For food preparation. 12. Wipe food contact surfaces with clean cloths which are used only for that purpose. 13. Keep kitchens free of clutter. 14. Keep worktables clear and clean while in use. 15. Wash and put away equipment that is not being used. 16. Wash and sanitize flatware or other utensils, which fall to the floor. 17. Do not taste foods with any utensil used either to mix or stir foods. 18. Do not use fingers to sample food. Always use a clean spoon. 19. Wash and sanitize flatware or other utensils, which fall to the floor. 20. Do not taste foods with any utensil used either to mix or stir foods. 21. Do not use fingers to sample food. Always use a clean spoon. 22. Use clean tongs, scoops, forks, spoons, spatulas, or other suitable utensils to handle food. 23. Avoid wearing jewellery, false nails or other items that might fall into food 24. Pick up and hold all tableware by the handles. 25. Store tableware away from dust. 26. Provide straws either individually wrapped or from an approved dispenser. 27. Serve butter or margarine in individual servings. 28. Ice machines should be covered. Ice should be transferred to serving containers using approved scoops. Never use hands, cups, or glasses to scoop ice. Keep scoops protected when not in use. Do not store food items on ice used for drinks. 29. Use a spoon or other suitable utensil to remove any serving or mixing spoon that falls into the food. 30. When handling plates and trays do not touch eating surfaces with fingers.
Each food item served will need its own flow chart, which looks at every step of the food’s journey. The steps in between include storage, preparation, holding/display, service, cooling, storage of leftovers and reheating techniques.
Staff and other food handlers
Personal Hygiene All food handlers should: (a) Thoroughly wash (using warm water and liquid soap) and dry (using disposable towels or air, not apron) their hands regularly when handling food, in particular: Before handling food Immediately after handling raw food, especially raw meat or poultry After going washroom. After handling money After blowing their nose, sneezing or coughing After breaks
(b) Wear clean clothes, apron and, where practicable, protective food handling gloves and food handling tongs (to reduce direct contact with food) (c) Tie hair back and use a hair net or cap (d) Cover cuts or sores with clean waterproof dressings (e) Not cough or sneeze over food (f) Not smoke
Illness
Food handlers with symptoms of food poisoning, such as diarrhoea, vomiting or stomach pains, must not handle food and must leave food preparation areas immediately. All other illnesses and skin conditions must be reported to a manager or the license holder who then needs to determine if these conditions pose a risk of spreading bacteria or disease should the person continue to handle food.
Safe Food handling during food preparation Food should be handled so as to prevent contamination and handlers should:
Observe good personal hygiene Use different chopping boards/work surfaces, equipment and utensils for raw and ready-to-eat food Clean equipment and surfaces thoroughly before and after use Avoid unnecessary handling of food Minimise the time chilled food remains out of the fridge
Cooking
All poultry, pork, minced/chopped meat (including burgers and sausages) and rolled joints should be cooked thoroughly with the centre of the meat maintained at:
60 degrees Celsius for at least 45 minutes; or 65 degrees Celsius for at least 10 minutes; or 70 degrees Celsius for at least 2 minutes; or 75 degrees Celsius for at least 30 seconds; or 80. degrees Celsius for at least 6 seconds
Whole cuts or joints traditionally served pink or rare are exempt where they have not been pierced or on the bone. Where cooked food is not being kept hot until serving, it should be cooled as quickly as possible. Reheated food should be piping hot all the way through and should not be reheated more than once. All probes, skewers and thermometers should be maintained clean and disinfected between foods.
Food Hygiene Strategies The maintenance of good food hygiene shall be achieved through ensuring that: (i) Food preparation, handling and storage areas are kept clean and food handlers maintain good standards of personal hygiene at all times (ii) All foods are cooked properly, especially meat (iii) Foods are kept at the right temperature with chilled foods maintained cold and hot foods cooled as quickly as possible and then chilled (iv) Raw foods are prevented from cross-contaminating ready-to-eat foods
4.3 EQUIPMENT HANDLING: Food handler should consider few techniques while handling the equipments. These techniques differ from equipment to equipment. So few do’s and don’ts handler should follow
Mincers, choppers, dicers, slicers Always use push sticks or tamps to feed or remove food from these types of machines. Do not use your hands to feed smaller pieces of meat through slicers. Make sure you are using any machine guarding that is provided to prevent access to cutter blades. Do not bypass safety guards. Do not open up or put your hands into an operating machine to stir contents or guide food. Turn off and unplug the machine before disassembling and cleaning.
Food processors, mixers Do not attempt to remove items (for example, a spoon that falls into the mixture) from dough while the machine is mixing. Do not open up the lids of processors to stir contents while food is processing. Make sure the processor is off before opening the lid or adding items. Turn off and unplug machinery before cleaning or removing a blockage. Use any machine guards provided. Do not wear loose clothing or jewelry that could become caught in machinery.
Microwaves: Make sure the microwave is located at approximately waist level and within easy reach, to provide for ease in the lifting of hot foods. Follow manufacturer's instructions for operating microwave ovens. Cover foods cooked in microwaves to avoid splattering. Use caution when opening tightly covered containers. Open containers away from your face because they may be under pressure and could be extremely hot. Use appropriate personal protective equipment such as hot pads when removing foods from microwave. Make sure door seals are in good condition and free from food or grease build up. Do not use a microwave if it has a door that is damaged or doesn't lock properly. Damaged ovens may emit harmful radiation. Do not microwave metals, foil, or whole eggs. Keep the interior of the microwave clean to avoid splattering and popping. If you notice any sparking inside the microwave, immediately turn off the microwave, unplug it, report it to the supervisor, and do not use it. Be advised that microwaves may interfere with the workings of pacemakers. Be aware that food cooked in the microwave can remain hot long after the microwave turns off.
Steamers: Do not open the door while the steamer is on, shut off the steam, and then wait a couple of minutes before releasing the pressure and opening. Clear the area around the steamer before opening. Open the steamer door by standing to the side, keeping the door between you and the open steamer. Use oven mitts to remove hot trays from the steamer. Place hot, dripping steamer trays on a cart to transport. If trays are carried by hand, they will drip on floors and create a slip hazard. If a steamer is stacked, remove the tray from the top steamer first, then the lower one, to prevent burns from rising steam.
Pressure Cookers: Shut off the steam supply and wait for the pressure to equalize before opening the lid of the pressure cooker. Stand to the side and open the pressure cooker away from yourself, keeping the open lid between you and the pressure cooker.
CHAPTER 05
5.1 CLEANING AND MAINTENANCE
5.1.1 THE CLEANING PROCESS
The complete cleaning process consists of three steps: washing, rinsing, and sanitizing. Our three-compartment sink is designed specifically for these steps. The first sink is for washing, the second for rinsing, and the third for sanitizing.
Washing is the process of removing dirt and impurities using water and a cleansing agent. Rinsing is the process of using clean, clear water to remove soap/detergent or impurities. Sanitizing is the process of removing bacteria and conditions conducive to infection or disease.
5.1.2 EQUIPMENT CLEANING:
All the equipments can’t be cleaned in the same process. Each has its own technique for effective cleaning. Blenders -Fill part way with hot water and add a drop of detergent. Cover and turn it on for a few seconds. Rinse and drain dry. Broilers - Sprinkle the hot pan with dry laundry detergent. Cover with a dampened paper towel and let the burned food set for a while. The pan should require little scouring. Can Openers - Loosen grime from by brushing with an old toothbrush. To thoroughly clean blades, run a paper towel through the cutting process. Crystal - . Rinse with 1 part vinegar to 3 parts warm water. Air dry. Cutting Boards - For odours, rub the surface with the cut side of a lemon or lime. To clean and sanitize it, pour liquid bleach on the cutting board and rinse well. Deodorizer - Boil a teaspoon of cloves in a half-cup water to dispel cooking odors. Detergent - Add some vinegar to the dishwater to cut the grease. Disposals - Grind one half lemon or orange rind in the disposal . . Food Grinders - Get all the ground material out and make the grinder much easier to clean by running a slice of bread through it before dismantling. Grills - Place in a plastic garbage bag after it has cooled with 1/2 cup Cascade (powder) dishwasher detergent. Pour hot water to cover the grill, seal and shake it to dissolve the powder. Let it stand for several hours. Rinse thoroughly. Before ever using your grill, spray vegetable oil. You can also use leftover brewed coffee. Pour it on a hot or cold grill and wipe off. Meat Grinders - Run a piece of bread through it before washing. Microwaves - Cover it with a wet paper towel and put the oven on HIGH for 10 seconds. Wipe it up when the cloth cools. Odours - Rub your fingers on stainless steel under running water to remove onion or garlic odours. Sink - For grease clogs, pour 1 cup salt and 1 cup of baking soda followed by boiling water. . Stainless Steel - Shine with a sponge dipped in vinegar. For stubborn build up around faucets and fixtures, put towels around the fixtures and soak with vinegar until build-up comes off.
5.1.3 KITCHEN CLEANING:
Throughout every cooking shift one has to
• Brush grill between cooking red meat, poultry and fish • Wipe down the line and prep areas • Switch cutting boards • Change sanitizing water and cleaning rags • Empty trash bins
After each cooking shift one has to
• Clean the fryers • Brush the grill • Empty sanitizing buckets • Put all cleaning rags in dirty laundry • Put all aprons and chefs coats in laundry (not with cleaning rags) • Wash and sanitize all surfaces (cutting boards, reach-in, line, prep tables) • Empty steam table and clean • Wash meat and cheese slicer after each use • Cover all bins in reach-in cooler with plastic wrap • Wash floor mats • Sweep and mop the kitchen floor • Sweep walk-in refrigerator
Daily Kitchen Cleaning List
• Clean out grease traps • Change foil linings of grill, range and flattops • Wash the can opener • Run hood filters through the dishwasher
Weekly Kitchen Cleaning List - these duties can be rotated throughout the week
• Empty reach-in coolers and wash and sanitize them • Delime sinks and faucets • Clean the ovens. • Sharpen knives • Oil cast iron cookware • Use drain cleaners on floor drains
Monthly Kitchen Cleaning List
• Wash behind the hot line (oven, stove, fryers) to cut down on grease build up, which is a major fire hazard • Clean freezers • Empty and sanitize the ice machine • Calibrate ovens • Calibrate thermometers • Sharpen the meat and cheese slicer • Wash walls and ceilings • Wipe down the dry storage area • Change any pest traps • Restock our first aid kit • Update our material safety data sheets, which outline how to safely use any chemicals in our outlet.
Yearly Kitchen Cleaning/Safety List
• Check fire suppression system • Check fire extinguishers (this may need to be done twice a year, depending on where you live) • Clean hoods twice a year. • Clean pilot lights on gas kitchen equipment.
Cleaning Agents Cleaning is done with a cleaning agent that removes food, soil, or other substances. The right cleaning agent must also be selected to make cleaning easy. Cleaning agents are like Detergents – to wash tableware, surfaces, and equipment. Detergents can penetrate soil quickly and soften it. Solvent cleaners – For surfaces where grease has burned on. Solvent cleaners are often called degreasers. Acid cleaners -- These cleaners are often used to remove scale in ware washing machines and steam tables. Abrasive cleaners -- To remove heavy accumulations of soil that are difficult to remove with detergents. Some abrasive cleaners also disinfect.
FOOD BAR CLEANING PROCEDURES
CHEMICAL SAFETY EQUIPMENT:
➢ Biological Powder Rubber Gloves ➢ Dishwasher Detergent (Task 1) Rubber Gloves ➢ Dishwasher Rinse Aid (Task 2) Rubber Gloves ➢ Detergent (Task 3) Rubber Gloves ➢ Degreaser Rubber Gloves ➢ Face Mask ➢ Goggles ➢ Bacterial Hard Surface Cleaner Rubber Gloves ➢ Handwash Soap
Walls, worktops, cupboards, fridges & freezers, microwaves: These areas are to be cleaned using Bacterial Hard Surface Cleaner, with paper towels or clean cloths. All work surfaces are to be cleaned on an ongoing basis and recorded on the cleaning Chart.
Floor: The floor is to be swept as and when necessary. After the kitchen has been cleaned down and the floor swept it must be mopped, using hot water and one plastic cup of biological powder. • All spillages must be cleaned up immediately • Care must be taken when the floor is wet and other staff warned
Fryers and griddle: The fryers and griddle are to be wiped down with a paper towel after the close of business. • All equipment will still be very hot – care to be taken • No water is to be used on this equipment • Lids are to placed on fryers when cleaned
Griddle: Once per week the griddle has to be cleaned back to the bare metal. There are griddle stones, scourers and screens. • If the griddle is cold switch is on for 10 minutes to warm up • Pour some oil onto the surface •We can use the griddle stone in a forward and backward motion, applying pressure whilst moving • The griddle stone can also be used to clean around the edges, using the edge of the stone • Scrape off the dirty oil to ascertain progress. Continue with the stone until there are no black carbon deposits left • Clean of dirty oil and apply new oil and use the griddle scourer and screen to buff up the surface of the griddle • Use the special handle when using the scourer and screen • Thoroughly clean off the griddle surface using clean oil and paper towels
The daily cleaning tasks should include
1. Bar Stools and Legs 2. The Bar 3. Tables 4. Chairs and Chair Legs 5. Toilets and Washrooms 6. Mirrors 7. Picture Glass and Frames 8. Vending Machines/Fruit Machines 9. Walls 10. Doors 11. Stairs 12. Banisters 13. Wooden Floors
5.1.4 Sanitizing Sanitizing is done using heat, or chemicals. The item to be sanitized must first be washed properly before it can be properly sanitized
Sanitizing Methods Heat. There are three methods of using heat to sanitize surfaces – steam, hot water, and hot air. Hot water is the most common method. If hot water is used in the third compartment of a three-compartment sink, it must be at least 171oF (77oC). If a high-temperature warewashing machine is used to sanitize cleaned dishes, the final sanitizing rinse must be at least 180oF (82oC). For stationary rack, single temperature machines, it must be at least 165oF (74oC). Cleaned items must be exposed to these temperatures for at least 30 seconds. Chemicals. Chemicals that are approved sanitizers are chlorine, iodine, and quaternary ammonium.
Chemical Sanitizers Different factors influence the effectiveness of chemical sanitizers. The three factors that must be considered are • Concentration -- The presence of too little sanitizer will result in an inadequate reduction of harmful microorganisms. Too much can be toxic. • Temperature -- Generally chemical sanitizers work best in water that is between 55oF (13oC) and 120oF (49oC). • Contact time -- In order for the sanitizer to kill harmful microorganisms, the cleaned item must be in contact with the sanitizer (either heat or approved chemical) for the recommended length of time.
FAT TOM:
F is for food. Bacteria require a high protein, high carbohydrate source
Ex: Meat, seafood and poultry and cooked plant food(baked potato, pasta, rice)
A is for Acidity. Bacteria can not reproduce on highly acidic food like lemon
T is for Temperature. Bacteria rapidly reproduce from 41 f to 135 f. This zone is called Danger Zone
T is for Time. Max time to be free from Danger Zone is 4 hours
O is for Oxygen. Some bacteria requires oxygen to reproduce. They are
‘Aerobic bacteria’. Bacteria which reproduce without oxygen are ‘Anaerobic bacteria’.
M is for Moisture. Bacteria require moist foods in which to grow. Plain water has the water activity of 1.0 and bacteria requires water activity of more than
0.85.
The best way to manage sanitation in a outlet is to know and implement a system of Hazard Analysis Critical Control Points (HACCP).
FOODBORNE ILLNESS: A sickness caused by consuming food which has been contaminated by microorganisms, chemicals, or physical hazards.
F&B outlets known to have continual sanitation-related problems can never be successful. Those with even occasional problems will likely suffer reduced guest counts and lost revenues for many months or longer if serious problems become known to the public.
ADULTERATED FOOD : Food that is unfit for human consumption because it contains filth, is decomposed or produced under unsanitary conditions, contains poisons or harmful substances, or is otherwise unfit to eat.
MISBRANDED FOOD: Food that is packaged with false and/or misleading information on its label.
INSPECTION (FOOD): Activities including the inspection of animals slaughtering conditions and meat processing facilities to assure that food being produced is fit for human consumption.
WHOLESOME (FOOD): Food which is suitable for human consumption.
GRADING (FOOD PRODUCTS): An assessment of foods relative to pre-established quality standards; grading is optional for all food products.
MICROORGANISMS: Living forms of life that are too small to be seen without magnification; also called microbes.
Fortunately, most microorganisms are not harmful to humans. In fact, many are beneficial to us. Relatively small but potentially very dangerous number of microorganisms are pathogens, which are harmful to humans.
PROPER AND FREQUENT HANDWASHING IS CRITICAL
Effective hand-washing procedures can do much to reduce the possibility of foodborne illness because organisms are frequently transferred to food from the hands of employees who handle the food.
Examples of times when hands should be washed include: • before reporting to work • after using the restroom • after taking a break • before beginning food preparation • after touching any part of the body • after sneezing, coughing, eating, drinking, smoking, or using a handkerchief / tissue • after performing any task that might contaminate hands, such as cleaning tables or floors, handling clearing supplies, picking up items from the floor, and taking out the garbage
Some food handlers mistakenly believe that using plastic gloves eliminates the potential to spread microorganisms. In fact, plastic gloves are effective only until the first time they come in contact with soil or microorganisms. For example , they are “clean” when first worn. However, after an employee handles money, ties his / her shoes or scratches his / her face, they are just as contaminated as would be skin on an uncovered hand.
Note: many persons have allergies to latex, which is used in the manufacturing of many plastic gloves. we should consider purchasing latex-free gloves for outlet if these items will be used.
THE “RECIPE” FOR EFFECTIVE HAND-WASHING
Step 1 – wet hand with hot running water
Step 2 – apply soap
Step 3 – lather soap by rubbing between hands (20 seconds minimum)
Step 4 – use a brush to clean under fingernails and between fingers
Step 5 – rinse hand thoroughly under hot running water
Step 6 – dry hand with a clean paper towel or hand dryer
Step 7 – if possible, turn off water faucet with paper towel
PATHOGENS: Microorganisms that are capable of causing disease, often called “germs”
Conditions for optimal growth
Microorganisms are living forms of life, and like humans, they require certain conditions to remain alive. These include: • Moisture: moisture in a usable form must available for growth and reproduction. Freezing products does not kill organisms in the food being frozen; rather, it only prevents the organisms from growing and reproducing while the food is frozen. • Oxygen: some (aerobic) organisms require oxygen. Others (anaerobic) cannot survive if oxygen is present. Still others (facultative anaerobic) bacteria can grow regardless of whether oxygen is available. Organisms that cause foodborne illnesses are of all three types. • Time: Microorganisms can grow and reproduce quickly. • Temperature: Some (psychrophilic) bacteria grow best at cold temperatures ( 0 – 21 degree C). Others (mesophilic) bacteria grow best at temperatures around that of the human body (37 degree C). Still other (thermophilic) microorganisms grow best at temperatures above (43 degree C). Organisms that cause foodborne illnesses grow best at a temperature range of (5- 60 degree C). • Acidity • Food: most organisms like protein-rich foods, such as meats, poultry, and seafood, for example, and those that are high in protein such as casserole dishes containing these item, and beans, potatoes, and rice.
AEROBIX MICROORGANISMS: Microorganisms requiring oxygen to live.
ANAEROBIC MICROORGANISMS: Microorganisms that can live only when oxygen is not present.
FACULTATIVE ANAEROBIC MICROORGANISMS: Microorganisms that can live with or without oxygen present
PSYCHROPHILIC BACTERIA: Those which grow best at cold temperatures
MESAPHILIC BACTERIA: Those which grow best at temperatures around that of the human body
THERMOPHILIC BACTERIA: Those which grow best at temperatures above (43 degree C).
CONTROLLING GROWTH OF MICROORGANISMS
Food borne illness require six elements for optimal growth and reproduction. They are moisture, oxygen, time, temperature, acidity, food. Of these, three are the most important: time, food and temperature.
Let’s look at these three factors more carefully; • minimize time : food-handling procedures must minimize the time that microorganisms have to grow and reproduce. • Potentially hazardous foods: While all foods are potentially hazardous, protein content are among the most potentially hazardous. • Temperature danger zone: the temperature range of most potential concern for foodborne illness is (5 to 57 degree C).
MICROORGANISMS AND FOODBORNE ILLNESSES
Food can become contaminated by microorganisms in one of two ways: • The presence of microorganisms: food infections • The presence of toxins (poisons) in the food : food poisonings • NOT ALL FOODBORNE ILLNESSES ARE FOOD POISONINGS
FOOD INFECTION: A foodborne illness caused by the presence of microorganisms in food
FOOD POISONING: A foodborne illness caused by the presence of poisons (toxins) in the food which are produced by microorganisms
SOME COMMON FOODBORNE ILLNESS
Bacterial Intoxications (Poisonings)
Bacterial Infections
Viral Infections
HOW TO KNOW IF FOOD IS CONTAMINATED ?
Some foods that are safe to eat may smell, can be cloudy, or might even feel somewhat slimy (as in the case of fish or meat), other foods, by contrast, that are not safe to consume may have no unusual smell, look, or feel. Most contaminated food does not have an unusual taste (if it did, guests eating it would eat only the first bite rather than the entire meal). Some contaminated foods do not even contain living microorganisms, For example, food containing organisms causing food intoxications can be cooked to high temperature for a sufficient period of time to destroy the microorganisms in the food. Unfortunately, however, the toxins they produced while living may remain harmful because the poison is not “killed” or inactivated by heat.
Since WE do not have access to sophisticated testing methods required to detect the presence of microorganisms and / or their toxins, it becomes necessary to focus their efforts on preventing rather than on detecting contaminated food.
5.1.5 TACTICS TO PREVENT FOODBORNE ILLNESS - Purchasing - Receiving - Storing - Production - After Production Handling - Managing leftovers - Clean Up
Purchasing
Food is purchased only from approved vendors to assure the safety of food served to customers.
Procedure: Employees purchasing food must:
1. Understand regulations for specific foods: • Purchase packaged or processed food only from suppliers who receive their products from licensed reputable purveyors and manufacturers, who adhere to good manufacturing practices. • Fresh produce may be purchased directly from local growers as there is no inspection process for these non-potentially hazardous foods (with exception of melons and fresh alfalfa sprouts). When making direct purchases, buyers should ensure packages are clean and will maintain the integrity of the food item, as communicated through product specifications. • Meat and fresh shell eggs may be purchased from local licensed producers, but because these foods are considered potentially hazardous, the products must be inspected for safety. An inspected shield should be on the package. Beef or pork that is processed in a state inspected locker may be purchased by the restaurant. Poultry must also be processed in a state locker or facility. State inspection is sufficient if the food is purchased by a restaurant within that state. These facilities are required to have HACCP plans in place. In many states, inspection standards are more stringent than USDA regulations. • Purchase pasteurized diary products. 2. Visit approved vendors to ensure that they maintain clean warehouses adhere to safe storage and handling practices and have a secure facility to minimize intentional contamination. 3. Observe the delivery vehicles to ensure that they are clean and temperatures are controlled. 4. Request photo ID badge of delivery person. 5. Use written product specifications to ensure that the vendor knows what is to be delivered.
The outlet manager will:
1. Develop and implement written product specifications to ensure products purchased consistently meet restaurant expectations. 2. Coordinate delivery times with vendors/suppliers to ensure that deliveries are made when they can be stored immediately. Schedule receiving times when product quantity and quality can be checked, including product temperatures. 3. Review orders and delivery information to ensure orders and product specifications are being met. 4. Request a written letter from all vendors indicating that they follow either a HACCP program or good manufacturing practices. 5. Follow up as necessary
Food from Outside Sources
Managers must be informed and approve all foods brought by a customer for consumption in the restaurant, a birthday cake made at home. Customers bringing food into the restaurant for consumption must complete an Outside Food Request Form that identifies where the food was prepared, the use of any common allergen, and name and address of the food preparer. Any foods brought into the restaurant for onsite consumption must be in ready-to-eat form.
Procedure: Employees receiving a customer’s inquiry about bringing in food from an outside source must contact the manager on duty. The manager will handle all special requests.
The outlet manager will:
1. Ensure the consumer completes the Special Food Request Form prior to delivery of the product. 2. The Special Food Request Form identifies the product, key ingredients and use of common allergens, storage requirements, service needs, and location of product production or vendor name. The manager reserves the right to deny the request based on information provided and restaurant needs. For instance, the manager might perceive service of this product poses a high risk for foodborne illness and/or the restaurant may not be able to provide needed storage space or service. 3. The manager will communicate approval or denial to the customer within 48 hours of the request submission. 4. The manager reserves the right to deny any previously approved request should information about the product delivered be inconsistent with the product information provided. 5. The manager will communicate necessary handling instructions to production, storage and/or service staff.
The restaurant is not liable for any contamination of the product or any illness to customers who consume the food.
Receiving
All food should be checked for proper conditions as it is received in the facility.
Procedure: Employees receiving food should:
General Principles:
1. Receive only one delivery at a time from approved suppliers. Verify credentials of delivery person. 2. Check to make sure frozen food is solid, and does not show evidence of thawing and re-freezing. 3. Check to ensure that refrigerated foods are received at or below 41ºF. 4. Record the date received on the outside of each package, and a use-by date if applicable. 5. Remove potentially hazardous foods from the temperature danger zone (41ºF to 135ºF) and place in storage as quickly as possible. 6. Accept only pasteurized dairy products. 7. Reject potentially hazardous foods that are not at acceptable temperature and cans with swelled tops or bottoms, leakage, incomplete labels, flawed seals, rust, or dents. 8. Evaluate quality of products by odor, sight, and touch. Reject unacceptable products. Products must meet order specifications and quality requirements. If any foods are deemed unacceptable, they should be rejected and put in a designated area for credit.
Receiving Frozen and Refrigerated Foods:
1. Check temperature with a calibrated thermometer to assure that cold foods (especially potentially hazardous foods – foods in which microorganisms are able to grow rapidly – often moist, high in protein, and have a neutral or slightly acidic pH) are below 41°F. 2. Reject, with the exception of fresh shell eggs (45°F), all foods that should be stored below 41°F that are delivered above 41°F. 3. Check at random the temperature of three different refrigerated food items for each delivery. Record date, employee initials, vendor, product name, and temperature of these products in the Receiving Temperature Log. 4. Place foods in the proper storage area (cooler or freezer) quickly to avoid potential bacterial growth. Proper cooler temperatures are 41ºF or lower. Proper deep chill storage temperatures are from 26ºF to 32ºF or below. Proper freezer temperatures are 0ºF. 5. Use First In First Out (FIFO) inventory rotation of products in all storage areas to assure that the oldest products are used first. Products with the earliest use-by or expiration dates are stored in front of products with later dates. Mixing old food with new food is not acceptable.
Keep products in original package until used.
Receiving Dry Goods:
1. Check dry goods for leaks, flaws, or broken packages. Dry goods should be dry, free of mold, and free of insects. If the packages are flawed, they should be rejected and put in a designated area for credit. 2. Inspect cans for leaks, dents, bulges, or other visible signs of damage. Notify a manager if a damaged can is found. 3. Date boxes and cans with receiving date. 4. Separate chemicals from foods. 5. Check delivery invoice against the items delivered, and the purchase order. 6. When damaged items are found, the manager or designee should call the distributor so the product can be picked up and returned and a credit issued. 7. Note on the invoice any items rejected. 8. Proper dry storage temperatures are between 50ºF and 70ºF at 50 to 60 percent humidity.
The outlet manager will:
6. Assure that all foods come from approved vendors and sources. 7. Schedule deliveries for off-peak hours and make sure trained staff is available to receive, inspect, and store food promptly. 8. Assure that no home-prepared foods are accepted or used. 9. Check Receiving Temperature Log to ensure proper procedures are being followed. 10. Follow-up with staff as necessary.
File with HACCP records.
Pest Control
Efforts will be made to ensure that pests are controlled in the restaurant, including use of a licensed pest control operator (PCO).
Procedure: Employees will use the services of an integrated pest management program (IPM) using the following steps:
Deny access to pests
1. Use reputable suppliers for all deliveries. 2. Check all deliveries before they enter the restaurant. 3. Refuse shipments that have signs of pest infestation, such as gnaw marks on cardboards containers. 4. Keep all exterior openings closed tightly. Check doors for proper fit as part of the regular cleaning schedule. 5. Report any signs of pests to the restaurant manager. 6. Report any openings, cracks, broken seals, or other opportunities for pest infestation to the restaurant manager.
Deny pests food, water, and a hiding or nesting place
1. Dispose of garbage quickly and correctly. Keep garbage containers clean, in good condition, and tightly covered in all areas (indoor and outdoor). Clean up spills around garbage containers immediately. Wash, rinse, and sanitize containers regularly. 2. Store recyclables in clean, pest-proof containers away from the building. 3. Place food and supplies after delivery as quickly as possible into storage. o Keep all food and supplies at least six inches off the floor and six inches away from walls. o Refrigerate foods such as powdered milk, cocoa, and nuts after opening. These foods attract insects, but most insects become inactive at temperatures below 41ºF. o Place other opened packages of cereals and grains in storage containers with tight fitting lids. o Use FIFO (First In First Out) inventory rotation, so pests do not have time to settle into these products and breed.
Clean the facility thoroughly and regularly. Careful cleaning eliminates the food supply, destroys insect eggs, and reduces the number of places pests can safely take shelter.
Use and Storage of Pesticides
The PCO should decide if and when pesticides should be used in your establishment. PCOs are trained to determine the best pesticide for each pest, and how and where to apply it. The PCO should store and dispose of all pesticides used in your establishment. If any over the counter pesticides are stored on-site, follow these guidelines:
1. Keep pesticides in their original containers. 2. Store pesticides in locked cabinets away from food-storage and food-preparation areas. 3. Store aerosol or pressurized spray cans in a cool place. Exposure to temperatures higher than 120ºF could cause them to explode. 4. Check local regulations before disposing of pesticides. Many are considered hazardous waste. 5. Dispose of empty containers according to manufacturers’ directions and local regulations. 6. Keep a copy of the corresponding Material Safety Data Sheets (MSDS) on the premises.
The outlett manager will:
1. Supervise daily cleaning routines. 2. Monitor completion of all cleaning tasks daily against the master cleaning schedule. 3. Review and change the master schedule every time there is a change in menu, procedures, or equipment. 4. Request employee input in the cleaning program during staff meetings. 5. Conduct routine inspections. 6. Review infestation and control issues with PCO, take necessary steps to controlling and/or eliminating pests. 7. Follow-up staff’s reporting with PCO as necessary.
File PCO reports and staff observations logs with HACCP records.
Laundry and Linen Use
All employees will ensure that clean and sanitized cloths, towels, aprons, table linens, and mop heads are used at appropriate intervals during the work period.
Procedure: Linens used in the restaurant for purposes of cleaning and sanitizing are not used in other areas of the establishment. Linens should be kept separate by functional use to minimize risk of cross contamination. All restaurant employees must:
1. Use wiping cloths and other cleaning cloths for purposes of cleaning and sanitizing, as needed. 2. Wiping cloths used for food spills from tableware and carry-out containers shall be maintained dry and used for no other purpose. 3. Wiping cloths used for food contact surfaces shall be held between uses in an appropriate sanitizing solution. a. Quaternary ammonia – 200 ppm b. Iodine – 12.5-25.0 ppm c. Chlorine – 50 ppm-100 ppm. 4. We recommend that wiping cloths and aprons are changed as needed but at least every four hours to minimize the risk of cross contamination. Soiled cleaning linens and aprons should be placed in a designated container by use and taken to the laundry area at the end of each shift. 5. Place soiled table linens in a designated container for transportation to the laundry at the end of each meal period. 6. Transfer wet mop heads to a separate designated container to be taken to the laundry at the end of each shift. This will minimize mold growth and infestation by pests.
In the laundry, the following procedures are recommended:
1. Linens should be washed in temperatures appropriate for color and type of fabric; generally wash water of 120°F is recommended. 2. Detergent appropriate for water type is recommended. Other cleaning agents might include a pre-soak solution and a product to minimize mold growth, particularly in humid conditions. 3. Clean and soiled linens are to be kept separate in the laundry. Employees should wash their hands prior to handling clean linens. 4. Any linen that comes in contact with human blood or other bodily fluids should be earmarked for special treatment in the laundry. This special treatment would include soaking in a chlorine bleach solution and washing in a separate load. 5. Best practice is to avoid direct linen contact with food.
The outlet manager will: 1. Provide sufficient containers to store clean and soiled linen separately. 2. Provide appropriate cleaning agents to effectively clean all items laundered. 3. Monitor all employees to ensure that they are following procedures.
Storing
Proper storage temperatures are: • Refrigerated storage 5 degree C or below • Frozen food storage –17.8 degree C or below • Dry storage foods 10 – 21.1 degree C
Food should be stored away from walls and at least six inches off the floors to allow for air circulation and for proper cleaning. Raw food products should be stored beneath cooked / ready-to-eat foods. Items should not be stored under water/sewer lines located overhead that can be a source of contamination. Foods should never be stored near sanitizing, cleaning, or other chemicals. If practical, chemicals should be stored in a different room to reduce still further misidentification and related problem.
Production
Frozen foods should not be thawed at room temperature or left in a sink full of water overnight. There are three appropriate methods for thawing frozen foods: - thaw in the refrigerator, - thaw as part of the cooking process - thaw in a sink with cold running water
Foods in production should be kept at room temperature for a minimal amount of time. A common practice of removing all items to be produced at the beginning of a shift for production during the shift is not a good one. Utensils such as knifes and cutting boards and the work counters upon which they are used should be properly cleaned between food preparation tasks to prevent cross-contamination.
After production handling
Some items such as proportioned steaks are served to guest’s immediately after production and the time within the temperature danger zone is minimal. However, other items such as casserole dishes and sauces may be held for extensive time periods before service. When this occurs, it is necessary to consistently assure that the product is held above 57 degree C until it is served to guests. Managing leftover
Accurate food production estimates will minimize the amount of leftovers that remain at the end of guest service. However, foods which do remain to be used at an other time must be quickly brought to a temperature below 5 degree C. Tactics to do this include storing items in shallow containers, using ice baths, and frequently stirring products in containers ( to relocate the warmer center-of-container product to the sides, bottom, and top of the container to speed up heat dispersion). It is generally best to not freeze leftovers for late used; microorganisms can grow and reproduce during the product’s cool-down period, will not die after the product is frozen. (They will just be inactivated), and the organisms will continue to grow during the initial time that the product is being thawed.
Clean-up
Final tactics in the process to prevent foodborne illness relate to clean-up activities for tableware and pots/pans along with furniture, fixtures, and equipment.
Tableware and Pots / Pans
Numerous activities are necessary after products have been produced and served to guests. These include readying tableservice items and pots / pans for future use.
Dish and pot / pan washing machines range from single rack units to conveyor-type machines through which items to be washed can be continually fed. These machines have controlled wash, rinse and sanitizing cycles of specified water temperatures and durations.
By contrast, manual dish wash and pot / pan washing sinks require at least three separate sinks for these purposes. Most manual washing systems are designed to perform required tasks in a left-to-right sequence.
Drawing of Manual Dish and Pot / Pan Washing Sink
| 1 | 2 | 3 | 4 | 5 |
| | | | | |
|Soiled dish(pot/pan) | | | | |
|counter with disposer in | | | | |
|trough and overhead | | | | |
|spray/rinse attachment | | |Sanitized sink |Clean dish (pot/pan) |
| |Wash sink |Rinse sink | |counter |
Furniture, Fixtures, and Equipment
OTHER SANITATION ISSUES
Chemical Hazards
Food can also be contaminated by chemicals. Toxins can be found in shellfish and mushrooms.
Examples of manmade chemicals that cause foodborne illnesses.
Some colorings in fruits and vegetables such as maraschino cherries may also cause illnesses/allergies. Pesticides are applied to many fruits and vegetables to protect them before harvest. Residues may remain on these products when they reach the restaurant and proper washing is a “must”. Other chemicals including those used for facility and equipment cleaning and sanitizing sometimes get into /onto foods and can cause serious illness and even death. Storing cleaning items away from food products carefully labeling of items and using them according to the manufacturer’s instructions are among tactics to minimize risks from using these items. Chemical poisonings can also occur if foods are stored / processed in inappropriate containers, such as those made from cadmium or galvanized metals.
Physical Hazards
Foods can be contaminated with physical hazards which can cause illness, injury and sometimes death. Examples of physical hazards include glass fragments (from glassware broken around food and / or in food preparation areas), metal shavings (from can openers), wood splinters (from toothpicks / skewers used in food production), human hair labels from food containers and stones or rocks which may be found in bags of rice, beans, and other grains. Food handlers must process foods safely, carefully inspect products being produced, and should not wear unnecessary jewelry which can be “lost” in food while it is being produced.
Pest Control Hazards
Pests including rats, mice flies, and cockroaches, carry disease-causing bacteria and can cause food contamination as they move about food preparation areas and onto food ingredients. They to reducing problems caused by pests involves prevention. It is important to use a pest control program to eliminate those that have entered the outlet. Food should be stored properly and garbage should be promptly removed from food preparation areas and should be kept covered until removal on a regularly-scheduled basis. Proper housekeeping procedures can reduce problems of cockroaches, rats and mice infestation. Cracks small holes, and other areas where these pests can enter must be discovered and concealed. Incoming foods / supplies should be checked at time of receiving for signs of infestation as should the restaurant’s own storage areas. An integrated pest management program (IPMP) is recommended which involves a five-step effort of: • Inspection • Identification • Sanitation • Application of pest management control procedures • Evaluation of effectiveness with follow-up inspections
HACCP and THE MANAGEMENT OF SANITATION
HACCP ( Hazard Analysis Critical Control Points ): A practical system using proper food-handling procedures along with monitoring and record keeping to help assure that food is safe for consumption. Procedures specified in the HACCP program were initially developed for the US space program to protect astronauts who on their flights into outer space, would lack medical assistance desired in case of a foodborne illness. The system was later adapted by food manufacturers who produced large quantities of food for distribution around the country and the world. Many restaurant organizations have now adapted the system.
HACCP emphasis is on anticipating and correcting potential food safety problems before they occur rather than on taking corrective actions after a problem arises.
The HACCP system incorporates the basics of microbiology (the study of factors which help promote growth of microorganisms) and proper food handling procedures which incorporate these “basics” into an on-going management and control system.
Steps in the HACCP system 1. Assess Hazards 2. Identify critical control points (CCP’s) 3. Define limits for each CCP 4. Monitor CCP’s 5. Implement corrective actions when critical limits are exceeded 6. Establish record keeping system 7. Verify success of HACCP System
Critical Control Points ( CCP ): Something that can be done in the movement of food from the times of receiving to service which will help prevent eliminate, or reduce hazards to persons consuming the food.
Critical control points are steps or procedures in the food handling process which are used to control: • Time • Temperature • Product acidity • Receiving procedures relating to products including ready-to-eat foods if a subsequent step in production will not prevent a hazard.
Examples of CCP’s include cooking, cooling, reheating, and holding hot and cold products at the temperature which recognize the importance of the danger zone (5 to 60 degree C). Of these, cooking and reheating relate to efforts to destroy harmful microorganisms. The remaining three (cooling, hot food holding and cold food holding) involve efforts to prevent or, at least to slow the rate of bacterial growth. Advantages and Disadvantages of Different Chemical Sanitizers
| | | | | |
|Chemical |Concentration |Contact Time |Advantage |Disadvantage |
| | | | | |
|Chlorine |50 ppm in water between |7 seconds |Effective on a wide variety of |Corrosive, irritating to the skin, |
| |75 and | |bacteria; highly effective; not |effectiveness decreases with |
| |100oF | |affected by hard water; generally|increasing pH of solution; |
| | | |inexpensive |deteriorates during storage and when|
| | | | |exposed to light; |
| | | | |dissipates rapidly; loses activity |
| | | | |in the presence of organic matter |
| | | | | |
|Iodine |12.5-25 ppm in water that|30 seconds |Forms brown color that indicates |Effectiveness decreases greatly with|
| |is at least 75oF | |strength; not affected by hard |an increase in pH (most active at |
| | | |water; less irritating to the |pH 3.0; very low acting at pH 7.0); |
| | | |skin than is chlorine; and |should not be used in water that is |
| | | |activity not lost rapidly in the |at 120oF or hotter; and might |
| | | |presence of organic matter. |discolor equipment and |
| | | | |surfaces. |
| | | | | |
|Quaternary Ammonium |U to 200 ppm in water |30 seconds |Nontoxic, odorless, colorless, |Slow destruction of some |
|Compouds |that is at least 75oF | |noncorrosive, nonirritating; |microorganisms; not compatible with |
| | | |stable to heat and relatively |some detergents and hard water |
| | | |stable in the presence of organic| |
| | | |matter; active over a wide pH | |
| | | |range | |
Sanitizer Testing We must have the appropriate testing kit to measure chemical sanitizer concentrations. To accurately test the strength of a sanitizing solution, we must first determine which chemical is being used -- chlorine, iodine, or quaternary ammonium. The appropriate test kit must then be used throughout the day to measure chemical sanitizer concentrations.
Machine Warewashing Most tableware, utensils, and other equipment can be cleaned and sanitized in a warewashing machine. Warewashing machines sanitize by using either hot water or a chemical sanitizing solution.
High-Temperature Machines • The temperature of the final sanitizing rinse must be at least 180oF (82oC). For stationary rack, single temperature machines, it must be at least 165oF (74oC). • The machine must have a thermometer installed to measure the temperature of water at the manifold, where it sprays into the tank.
Chemical-Sanitizing Machines • Chemical sanitizing machines often wash at much lower temperatures, but not lower than 120oF (49oC). • Rinse water temperature in these machines should be between 75oF and 120oF (24oC and 49oC) for the sanitizer to be effective.
WOODEN FLOOR MAINTENANCE
The wooden floor should be swept and mopped daily and polished frequently.The frequency of polish depends on the volume of traffic but typically can range from once weekly to every day. Polishing is important for two reasons. Firstly it gives the floor a shiny appearance because the polymers in the polish reflect light. Secondly the polish acts as a protective layer between the soles of peoples shoes and the floor varnish. If too little polish is applied the floor is inadequately protected and will become damaged but if too much polish is applied the floor will darken and will eventually go black.
When mopping a wooden floor use lemon gel floor cleaner. This does not dull the polish as an ordinary floor cleaner would and has a neutral PH.
5.2 QUALITY CONTROL
Introduction
Quality Control can be defined in two different ways:
➢ Looking after needs of the customer/guest. Therefore, the quality standards are set by the customer’s needs and wants. ➢ The operational procedures of the outlet are the second type of quality control. Therefore, the quality standards of services and products must reach set specifications.
Before a quality control system is designed, it is important that we are aware of our guest’s expectations. When looking at quality control, the most important area when assessing food production is the quality of the food.It is essential to also put in place a system for checking the quality systems. Although this can seem tedious and time consuming, it is essential that these standards are maintained.
Quality Control – Methods Used
Objective Method
The objective method of quality control is when chemical and physical tests are carried out on the food. Food qualities measured include: ➢ Texture ➢ Colour ➢ nutritive value ➢ flavour When doing these type of tests, the bacterial content of the food would be measured. Bacterial conditions at the kitchen are carried out periodically.
Involving Staff in Quality Control
Every member of the kitchen staff should be involved in the Quality Control procedure. The following should be communicated to all staff:
➢ The procedures in place to manage quality. ➢ The time scale for monitoring quality. ➢ The standards required for every day food quality and hygiene. ➢ Who is in charge of monitoring quality standards. ➢ What happens if quality standards are not adhered to.
Include all members of staff when it comes to Quality Control. Train staff at all levels of food preparation, storage, production, etc. This way, everyone from Head Chef to the Cleaning Staff, is aware of how the outlet run according to the procedures and standards set.
STEPS IN THE CONTROL PROCESS
|Steps |Example |
|Step 1 Standards must be established |The outlet’s operating budget establishes a 35.5% food cost goal. |
|Step 2 Actual performance must be measured |The income statement indicates that the actual food cost is 39.3% |
|Step 3 Variance between standards and actual performance must be |The variance of 3.8% (39.3 – 35.5%)is unexplainable and excessive. |
|assessed | |
|Step 4 Corrective actions to address variances between standards and|Decision-making (problem-solving) techniques are used to generate / |
|actual performance must be implemented |select solution alternatives. Two tactics |
| |(Improved purchasing and use of portion control procedures) are |
| |implemented. |
|Step 5 Corrective actions must be evaluated to assure success |37.8%; a step towards the 35.5% goal has been taken ; further |
| |corrective actions will be planned and implemented. |
Keeping Accurate Record Information
Keeping records is an essential part of Quality Control. Each time results are recorded each form should be signed off, documented and stored away for future reference. This is an essential requirement of HACCP (Hazard Analysis Critical Control Point).
If there are any problems in the future, it is always helpful to have records to refer back to. All verbal communications should be documented too, especially those relating to problems with delivery, quality, service, etc.
Record Keeping and Documentation
Records will be kept to document how food is handled during its flow through the outlet.
Procedure: Employees involved in the production or service of food must record information needed to document food handling using the following procedures:
1. Follow all standard operating procedures, which include record keeping and documentation. 2. Identify when procedures should be modified due to food safety concerns that have been noted.
The outlet manager will:
1. Keep a current copy of the food safety program accessible for use in the outlet. 2. Maintain a file of support documentation, such as employee training records. 3. Maintain a file of records during the operation of the plan: a. List of food safety team members and their duties b. Description of the food, its distribution, intended use, and consumers c. Standardized recipes d. Summary of hazard analysis and control measures e. Food process flow diagrams f. Steps that are Critical Control Points (CCPs) g. Hazards of concern h. Critical limits at CCPs i. Monitoring procedures j. Corrective actions k. Verification procedures and schedule l. Record keeping procedures m. Documentation of adequacy of food safety program from HACCP expert n. Supplier certification records o. Processor audit records verifying compliance p. Calibration logs q. Temperature logs r. Monitoring logs 4. Place records where they are accessible to employees who need to use them.
Designate employees to complete the records.
Food Safety Program Verification
The restaurant will have an on-going process in place for verification that the food safety program is functioning as planned.
Procedure: A member or members of the food safety team will:
1. Observe employees performing tasks, especially at critical control points (CCPs) (receiving, storing, preparing, cooking, transporting, and serving). 2. Establish appropriate verification inspection schedules. 3. Check CCP records. 4. Review critical limits to verify that they are adequate to control hazards. 5. Check monitoring records. 6. Check corrective action records to review deviations and their resolution. 7. Check process or finished product. 8. Check equipment calibration records. 9. Verify accuracy of equipment that continuously monitors temperatures, such as freezers and refrigerators. 10. Review the entire food safety program periodically. 11. Review hazard analysis and related CCPs. 12. Review written record of verification inspections. 13. Validate food safety program through on-site review and verification of the flow diagrams and CCPs.
Review modifications of the food safety program.
New food service employee orientation
Name: _______________________ Position: ________________
|PROCEDURES | ( | COMMENTS |
| | | |
|Personal Hygiene | | |
|Designated uniform – clean daily | | |
|Hair restraint – cover all hair | | |
|Jewelry – limited to plain ring, remove watch | | |
|Fingernails – short, unpolished, clean. No artificial fingernails | | |
|Employees with illness and symptoms - review restaurant policy and Food Code | | |
|Open sores, cuts, abrasions, or burns must be completely covered when handling food | | |
|Smoking policy – review restaurant policy and Food Code | | |
|Sneezing/coughing - appropriate action fallen | | |
|Eating, drinking, & gum chewing in designated areas only | | |
|Break and Meal – Review Restaurant Policy | | |
|Where breaks/meals occur | | |
|When breaks/meals occur | | |
| Locker room – storage of personal items | | |
|Handwashing & Glove Use | | |
|Handwashing procedures: | | |
|When to wash hands | | |
|Where to wash hands | | |
|How to wash hands | | |
|Use of disposable gloves | | |
|When to change | | |
|How to use | | |
|Cleaning and Sanitizing | | |
|Laundry and linen use – use appropriate cloths/handling and storage | | |
|How to prepare and when to use cleaning solutions | | |
|How to prepare and when to use sanitizing solutions | | |
|Use of test strips to determine product strength | | |
|Material Safety Data Sheet accessibility | | |
|Other Information | | |
|Review copy of Food Safety brochure to employee | | |
6.1 HUMAN RESOURCE AND PLANNING
For the most part, food and beverage business is hierarchical. Everyone has a title and a role to play. Bar men, dishwashers and kitchen stewards are at the bottom, while managers and Executive Chefs are at the top.
OUTLET STAFFING:
There are many employees needed for outlet. The following are a few essential positions to hire when staffing our bar:
| |
|HIERARCHY |
| |
|General Manager |
| |
|Unity head or Manager |
| |
|Assistant Manager |
| |
|Senior Captain( takes order from customers ) |
| |
|Captain (Serves food to Customers ) |
| |
|Steward (Decor the food on table and pass food to Captain ) |
| |
|Assistant Steward( Brings food from Kitchen to table ) |
| |
|House keeping |
Back of House
Whether we offer easy "finger food," buffet, or both, a great kitchen or "back of the house" staff like head chef who has experience is essential to the success of our bar. Then hire support staff, including dishwashers, to round out our kitchen team.
KITCHEN STAFF Cheff CDP(Head of departments like kabab, continental food sections etc) Comi i Comi ii Comi iii Kitchen Steward( House Keeping )
Front of House The "front of the house" staff includes servers, bouncers and bartenders. The bar business can be a "revolving door", meaning that employees leave quickly, so guarantee and provide a fair working environment with perks.
BEVERAGE STAFF Bar Manager Bartender Bar men
Bartender: The bartender is the top position of the front of house staff. There are lots of people who can mix drinks, but few have the delicate mix of friendliness and aloofness that is the trademark of good bartender. bartender responsibilities include:
• Ordering liquor and beer • Changing the beer gas • Ordering non-alcoholic drinks, such as soda and juice • Stocking the beer cooler and liquor shelves • Creating nightly and/or weekly drink specials and other promotions He should be ready to deal with any kind of situation from customer. Few of them like • How do you tell if someone has had too much to drink? • How do you handle drunk customers? • How do you handle a busy bar? • How do you deal with an unhappy customer? • You have a problem with one of the other staff, what do you do?
SOCIAL SKILLS
Here are four important points to remember when greeting guests:
1. Good smile
2. Eye contact
3. Correct greeting
4. Good body posture
You will know from your own experiences as a customer the difference made by a warm, friendly greeting, from the person serving you. Your own greeting to customers should always be polite and courteous. A smile is always well received by guests. The precise words you use to greet customers will depend on the time of the day and the style and rules of your establishment. For more formal places "Good evening, Madame" will be expected, while for casual or informal places, "welcome to freddies" might be appropriate. Also remember that customers feel welcome when you use their name, e.g., "Good evening Mr. Samarage ". The most common greetings are "Good morning", "Good afternoon", "Good evening", and "Good Night".
Usually a sequence of events happens when a gust enters a restaurant. This is called the meet, greet and seat sequence, because firstly we meet the customer, followed by a greeting and then we seat the customer at a table. The ideal situation is for you to escort the customer to the table. You can then help everyone get seated comfortably. Pullout chairs, unfold napkins, hand out menus, etc. If the customer is already seated and studying the menus when you arrive, then you must greet them immediately, i.e, "Good evening, sir". In some restaurants staffs introduce themselves by name. You may then offer drinks or take the food order.
BASIC MANAGEMENT ACTIVITIES - Planning : Defining goals, establishing strategies to achieve them and designing ways to get work done. Organizing : Developing and grouping work tasks. Coordinating: Arranging group efforts in an orderly manner. Staffing: Finding the right people for the job. Directing : Supervising the work of staff members. Controlling : Determining the extent to which the organization “keeps on track” of achieving goals. - Evaluating : Assessing the extent to which plans are attained ; evaluation can identify issues (problems) which should be considered by additional planning.
Staffing:
Job descriptions and specifications should be developed for each position and should be kept current. A job description indicates the tasks which a person working within a position must be able to perform. By contrast, a job specification indicates the personal requirements judged necessary for someone to successfully complete the tasks required by a position.
Orientation:
The process of providing basic information about the hospitality operation which must be known by all employees in every department. Company policies:
Employee hand book makes easy for employee to know about all the policies of our outlet like performance standards, break policy, smoking policy, safety and security, meal and drink policy and telephone policy etc..
Employee ads: a. Attention: Ad should grab the reader’s attention like ‘join a winning team’. b. Interest: Opening position in our outlet c. Desire: conveying desirable aspects of the job. Ex: advancement opportunities, bonuses after 6 months, paid vacation, benefits d. Action: for further progress like contact no. Or mail address etc
Publicizing a job and finding right candidates: a. Current employees are excellent source for new employee coz they know exactly what is needed for particular job. b. Rehire formal employees if available because they are already familiar with our system and therefore will reduce valuable training time. c. Newspaper ads d. BHM (Bachelor of hotel management) college students who have more theoretical knowledge and good practical knowledge. e. Local civic organisations. f. Use in store advertisement. ‘come join our team’ printed sign on our outlet window g. World Wide Web can be used to create online job postings to attract candidates.
And the process continues with Interviewing, Welcome letter, Notifying to team, Orientation, Training.
Training 1. Explaining 2. Demonstration 3. Hands on 4. Evaluating employee performance 5. Reinforce +ve and correct the –ve 6. Documenting the mastered
Employee development plan a. Job description: what tasks employee have to do b. Career path: clear path to advancement c. Staffing needs: how many employees needed d. Company policies: standard policies for all employees to follow e. Training plans f. Recognition techniques Evaluating Employees: 1. Conducting the evaluation 2. Completing the evaluation form 3. Addressing the poor performance a. Analyze the problem b. Prepare for action c. Give fair warning d. Document progress or further problems
Recognizing and rewarding
Recognition techniques:
Service and skill pins Employee of the month
Reward techniques:
Like ticket to local sporting events Meal coupons or gift cards
Vendor incentives: They offer discounted items like T-shirts that we can purchase to reward the employees.
BASIC PLANNING TOOLS
|Planning tool |Example |
|Vision |Vision: to be the outlet of choice for social groups in the |
| |community |
|Mission |Mission statement: to meet needs of social groups by providing |
| |desired food/beverages and services at the prices which represent |
| |value for the guests? |
|Long-Range Plan |Long-Range Plan : to obtain 60% of all social group business in the |
| |community within five years. |
|Business Plan |Business Plan: to increase market share of all social group business|
| |in the community by 5% within the next 12 months. |
|Marketing plan |Marketing plan : Strategies and tactics to increase social group |
| |revenues within the next 12 months. |
| | |
|Operating budget |Operating Budget : Expected revenue generated from and costs |
| |associated with social group business. |
Using Customer Comment Cards
An effective operation of our outlet seeks its clientele's opinions, both good and bad. Customer comments can help define the areas of our outlet that need improvement, as well as point out the things where our outlet does well. Customer feedback can help us see through the eyes of our guests, and the information we can gain from that perspective is key to making our operation even more successful.
Build Better Customer Relationships First and foremost, the customer comment cards are valid feedback tools. Providing customers with the opportunity to comment shows that we value opinions and wish to improve the product and service our outlet provides. Essentially, it shows us care about the customers. By taking the initiative to learn about what customers think of our operation, we can begin to build better relationships with our customers. Although we cannot please everyone, we can use their comments it as tools to build a better business.
Gain Marketing Information Not only do our customer comment cards capture information that can help our outlet improve its service and products, but they also have the ability to help gather marketing data as well. Although it is optional, customers will often leave their email address or other contact information on the comment card, allowing us to expand our database of information. We may even be able to email customers monthly newsletters or printable coupons. The more we know about our customers, the better we are able to serve them.
Provide Emotional Outlets There are several ways to obtain feedback from our customers either performing verbal solicitations for customer information or sending questionnaires via mail. These are all important ways of gathering information. However, the customer comment card can provide a more immediate and even anonymous form of offering feedback. The act of writing down comments on paper absorbs a lot of emotional impact, and just having a place to record their experiences can prevent unhappy customers from complaining about our outlet to their friends or an even more public forum.
Making the Most of Customer Comment Cards
Use professional printing services. If we want our comment cards to be taken seriously, make sure they look professional.
Be simple and concise. Use clear and to-the-point wording in everything we write on the card. Questions should be straightforward and easy to answer. The entire card should take no longer than a minute or two to fill out.
Place the cards in a prime location. Unless we put our customer comment cards in a place where they will see them and use them, they are useless to us. Try placing a stack of customer comment cards on the table, or use a cardholder to display it. Servers might also deliver a customer comment card for each table with the final check.
Let guests know how to return cards. Make sure there is a drop box or other location available for customers to return these cards. Servers might let customers know where to drop the cards on their way out, or offer to take them from the guests after they are finished.
Provide incentives to return cards. Giving the customer an incentive to fill out the card is a good way to ensure that the customer actually fills it out and returns it. Providing a 10 percent discount or a free item often give the impetus needed for customers to hand the cards in. It may even help to give the customer the chance to return their comments by mail.
Acknowledge customer's time. When a customer fills out a comment card with useful information, and provides his or her mailing address or email address, we might consider writing a personal note of thanks to acknowledge the customer's comments. This is especially important for customers with negative comments. They want to know that their response is taken to heart. Writing a personal response is time-consuming, but a memorable gesture is often an effective way to win the customer back.
6.2 MENU PRICING STRATEGY
Before we decide for actual pricing model, there are few factors to consider.
1. How are we positioning our product in the market? We can position either as discounted product(low-cost leader) or as luxury product(high quality of service). 2. Demand Curve. ➢ Calculating the fixed and variable costs associated with our product or service. How much is the "cost of goods", i.e., a cost associated with each item sold or service delivered, and how much is "fixed overhead”. ➢ Environmental factors like competitor pricings, local constraints and external factors.
After considering these factors, next step is to determine our pricing objectives like what we are trying to accomplish with our pricing like
a. Short-term profit maximization b. Short-term revenue maximization like Higher revenues at a slim profit.It maximize long term profits through economy of scale. c. Maximize profit margin d. Differentiation: low cost but high price because of high quality and level of service.
There are few ways to calculate our pricing. They are
1. Cost-plus pricing which makes some mark-up % pricing over the total costs( raw materials, production costs and fixed costs ) 2. Targets return pricing to achieve target ROI. So fixed profit over each product. 3. Value-based pricing: It’s a ‘Pay for Performance’ pricing for services.
Psychological pricing by Considering the customer perception for our price, figuring things like Positioning( like low-cost leader, etc ), popular price points(like standard accepted price), fair pricing.
Our outlets handle a good deal of cash and credit card transactions every day, and without the proper security measures, our outlet is at greater risk of robbery or other security breaches. So our outlet personnel should be
1. Be aware.
2. Deposit cash frequently. Cash registers fill quickly during busy shifts, especially at quick-service restaurants with long lines of people waiting to order. Making frequent deposits into the safe, also known as cash drops, will help keep cash secured and fewer bills in the cash drawer.
3. Use safe bank deposit practices.
4. Use a time-delayed safe.
5. Never open or close alone.
Employees should always open and close the store in pairs, never alone. The expression, "safety in numbers" applies here. This should be a worker safety policy for all restaurants.
6. Prevent employee theft.
One should take precautions against internal theft by being present with your team, monitoring employee behaviours and limiting access to cash or information when necessary.
7.Exterior lighting
8. Cameras
9. Alarm System
10. Make sure all of our windows and doors are secure and the locks are solid.
11. Make sure back service access doors are steel and have a peephole look out.
12. Get a safe that is of the drop type and is set for time opening. This will make it impossible to get into when you do not want it accessed.
13. Get involved with local police department and make sure they are aware of our closing time and regular routine. Getting on their routine route can be the cheapest and most effective security measure.
14. Reviewing our outlet security measures with all of your staff on a regular basis.
Restaurant operators should put security measures in place to prevent theft. An awards program for employees to catch inside theft, thereby indirectly warning employees against stealing.
Customer Contacts
Contact with an obnoxious customer should begin at the first sign of trouble. Bartenders, cocktail waitresses, outlet managers, door hosts, and even bouncers should issue early, friendly warnings. Most customers will respond to this approach. Once warned, usually just a look of disapproval will send a message and cure the immediate misconduct problem. Those that refuse or are incapable of compliance should be cut off from alcohol service, at minimum or asked to leave. Any patron who aggressively rejects a reasonable request to behave should be asked to leave. Though that rule violations are not the same as crimes. One can’t manhandle patrons or physically take someone into custody for violating a rule. In practice, most customers respond well to this friendly, but firm approach. After all they are our customers and good repeat customers are the lifeblood of outlet.
Bouncers are often the most visible aspect of security in outlet, stand out as the huge guys dressed in black are important part our outlet security plan. The duty of a bouncer is to monitor the crowd to see that everyone behaves. The goal should be to see that everyone has a good time, but within established limits. The best bouncers are personable, friendly and can talk to patrons without appearing threatening or intimidating. The best bouncers don’t bounce anyone…they talk to people.
The doorman or door-host is the first person the patron sees and sets the tone for the style and attitude of the outlet. The true function of a doorman is to provide access control and screen those that enter. A doorman is traditionally the person who stands at the door and checks IDs to assure that each patron is of age to legally enter the establishment and is dressed appropriately. In addition to normal doorman duties, some nightclubs use the door staff to monitor patron conduct on the sidewalk as well as inside the club.
Sometimes, patrons bring their outside anger inside the outlet and no one knows about it until violence erupts. These people need to be asked to leave the outlet by the floor man as soon as their hostile conduct becomes evident.
Customer Fights
If two or more customers mutually get into a fistfight, they must be removed from the outlet immediately for everyone’s safety. The question is how to do it safely? The old fashioned method was to throw both parties out into the street and let them duke-it-out for themselves is wrong. The correct method is to delay the ejection of the more passive offender, if possible, until the more aggressive co-combatant has completely vacated the property.
6.3 OPTIONAL PROGRAMS
Proven Ways to Increase Restaurant Sales
Word of mouth is the most cost efficient way to increase sales. It works both ways. Bad reviews often travel faster than positive ones. One important strategy is getting to know our customers. There is a reason why clubs, theatre groups, business people, or friends who get together at our outlet. It’s because the manager or crew greets them by name, knows their preferences and is aware of things going on in their lives.
Without a doubt, rewarding repeat customers can lead to increased profits. If we know a customer has referred others to our outlet or consistently brings in a group of business associates, consider giving a gift certificate or bottle of wine for the table. This is a great sales tactic to motivate our good customers to bring in business.
Our staff is an integral part of building sales. Besides providing impeccable customer service, our staff can increase sales by up-selling to increase the table check. Rather than ask if anyone would like a drink, appetizer they should note which ones are house specialties or offer their personal recommendations. They should also promote higher priced dishes with reasons showcasing their value.
The power of sampling
Sampling is a great way to create a personal connection with our guests. It is the practiced art of true hospitality, and is a powerful way to differentiate ourself from our competitors. On the surface we are conducting menu merchandising (and market research) in its purest form. Ultimately we are creating word-of- mouth ambassadors — advertising that no amount of money can buy.
Our dining experience must be fresh and exciting to keep guests happy and coming back. Sampling is an excellent opportunity to improve sales of high profit menu items and test new menu items. If we are lucky enough have a waiting list for tables, sampling can make the time go by faster for our customers and more profitably for us. Offering samples not only offsets hunger, but it's perceived as a gracious and generous "value-added" benefit by guests to our outlet. Sample to the staff during pre-shift briefing Introduce the item to be sampled during a pre-shift briefing, and allow everyone to have a taste. "Hooking" the servers is the first step in successful sampling. If it’s something new and different and if they like it they'll sell it. Designate a server Choose one person from each shift to interact with the guests and offer the samples. We want an outgoing, friendly person preferably a waiter or food runner who loves people, has a ready smile and a generous nature, and likes to have fun. Being careful what we sample Sampled items should be served in small easy-to-handle portions. Avoid sticky fingers, gooey sauces and items too large to eat with one bite or one hand. When executed correctly, there's no better way to entice customers to try a new item than through sampling. Develop, practice and role play the verbal script This is show business. We should have a script and protocols for how guests should be approached, what should be said, and how responses should be framed. And take the time to role play.
Listen and Learn—Improving Operations by Utilizing Customer Feedback
Customer service means being aware of needs, problems, fears and aspirations. Numerous studies have shown that the cost to acquire a customer is seven to ten times the amount of retaining an existing customer. And according to The Harvard School of Business, even a 5 percent improvement in customer retention can result in up to a 75 percent increase in profitability. The most powerful training tool we can possess is customer feedback about our products and services. Understanding our customers’ needs and perceptions can give us an edge over the competition by improving our operations, including:
• Delivering enhanced and consistent customer service • Turning employee weaknesses into strengths • Allocating resources in the most effective manner • Motivating employees with incentives based on customer satisfaction
In order to make effective changes to processes, customer feedback needs to be monitored in real-time. Although many customer and employee feedback approaches exist, to be truly useful, an effective feedback solution should deliver real-time employee performance information while the experience is still fresh in their minds. The longer the data sits unused, the more difficult it becomes to implement change.
How to Deliver Quality and Service in our Outlet When guests come to our outlet, we should treat them as if they are friends visiting our home. Treating our guests with care and providing an exceptional place for them to enjoy a shot is part of the reason they will come back to our outlet again.
Exceptional Quality When customers come through our doors, they expect quality in every aspect of the outlet. Guests are looking for a value in the things they see, taste and touch, and so providing them with exceptional quality will certainly leave a good taste in their mouths.
Food Quality Food and beverages are probably the biggest indicator of quality that a customer notices. Food quality is not only important to the customers' impressions of the overall outlet experience, but it is important for the their health, as well. Guests health should never be compromised. Although not all food and beverage outlets can boast the best quality food in town, they can still take measures to ensure that food is stored and prepared safely. Take the following considerations when assuring food quality in our outlet:
Be sure to follow proper first-in, first-out (FIFO) rotation with all food products. Properly label and date all food products. Never serve food that has expired. Prepare products safely, avoiding cross-contamination with dangerous bacteria or cross-contact with allergens. Wash hands before and after handling food products. Prepare and serve foods at proper, safe temperatures.
Quality Atmosphere
When guests enter our outlet, they should feel as though they are in a special, comfortable place. Few tips create a superior ambience in our outlet:
1. Make deliberate choices with lighting which creates sports view 2. Choose music carefully. Make sure the volume of our music is audible but not distracting. Music should help create the ambience rather than overwhelm it. 3. Decorate appropriately which gives sports view. 4. Keep the outlet spotless by maintaining high standard cleanliness 5. Maintain the temperature. Maintain a comfortable inside temperature in our building. 20°C is usually acceptable. Minimize drafts or hot spots from lights as much as possible.
How to Speak with Customers Speaking to customers should always involve the utmost respect and courtesy. This goes for all workers. This is rather idealistic. However, workers should follow these general guidelines when speaking with customers:
Use respectful titles, such as "sir" and "ma'am." Be optimistic, and speak with a smile. Never interrupt or talk over guests' conversations if you can help it. Know our menu so crew can speak intelligently to educate guests. Listen with respect and care to what the customer has to say. Be sure ask questions to clarify a customer's order if there is any confusion. Be honest and straight-forward with customers at all times, especially if there is a problem.
How to Serve and Clear Food The following tips describe the basics: Serve beverages in the correct glass to maximize their flavor and appearance. Red wine should be served in a round glass and white wine in a flute glass Serve in the appropriate order. It is appropriate to serve the guest of honor first, then the female guests and then the males. Serve and clear food from the left. Servers should serve and clear food from the diner's left side. Some formal restaurants advise serving with the left hand for these tasks. Serving from the left is best since most diners are right-handed. Serve and pour beverages from the right. Serve or pour beverages from the diner's right side since that is usually where the glasses are set on the table. Serve the correct order to each guest. When serving food, servers and food runners should not call out entrées to see who at the table claims the dishes. Servers and food runners should have a system to identify which plates correspond to which guest without having to mimic an auction house. Never rush a party to finish. Good service extends beyond the meal to the entire length of time the party is inside the outlet. Remove glasses from the table only when they are empty. Water and wine glasses should be refilled at the table without touching the glass. If the glass is not within reach, politely ask the guest to move the glass towards you. If refilling a glass of beer or a cocktail, remove the empty glass and present the guest with a fresh beverage
Clear all plates at the same time. Unless otherwise requested, clear all plates and empty glasses at the same time, and before presenting the check.
Caring for Upset Customers Now and again there are bound to be problems. A customer may be dissatisfied with his meal or may find the quality to be below his standards. Sometimes guests will find the need to vent anger or annoyance before the problem can be resolved. Be sure to train servers the proper ways to handle customer complaints. Retaining upset customers can be a challenge. When we put in the effort and respect to recover distressed customers, we may be able to convince them to return to our establishment in the future.
Customer Comment Cards
Customer comment cards are a great way of evaluating the customer experience. Customer comment cards are typically set out on the table or delivered by the server at the end. Customers can rate qualities of the outlet, such as food presentation, menu pricing and server friendliness.
Loyalty Cards
Its 7-10 percent more expensive to acquire new customers than to keep existing customers coming back because issuing loyalty cards wouldn’t cost any transaction fees, license fees, or management fees or any other fees. And loyalty program is a great way to launch new menu items.
Bronze Hard: Now Bronze card will be issued if customer makes a bill more than 2000/- on his/her visit. How about 1. Twice a Week. 2. 1 visit + (Gift or Beer or Lunch card) which totally costs 2000/- on visit. 3. Total of 2000/- a week or a regular customer to our outlet who spends less than 2000/- on every of his visit.
Surprise Gift: When any card holder for example Bronze card holder reached certain points like 1000 points we gift him/her a free menu item of their choice like snacks etc. There won’t be any redeeming points from the card. Surprise models can be based on spend (or) frequency of visits (or) points Strategy is simple. For getting 1000 points Bronze card holder needs to spend 20,000 rupees. For spending 20,000 we offer them a menu item of around 200 Rs or more which actually costs around 100 Rs for preparation or production. So we are giving him/her 0.5% [(100/20000)*100] back of what he/she spent. It should be like little element of surprise to create an emotional bond to customer about our Brand.
Gift Cards: Gift cards have to be redeemed only in the outlet where it was issued. Because we are not getting the Exact Sales Information of that particular Outlet if we make Giftcard as common. If we make giftcards common for all the outlets we have few advantages.
a) Gift cards can make our way easier to get a share in customer wallets. Bronze card holders will be more if we use giftcards according to 1st point. b) Customer feels comfortable to use them in any of our outlet in India and may show interest to buy in future. He/she can use these cards to gift a friend or employee. c) If Giftcard is wasted our company will be profited. If not wasted it will be helpful for getting loyalty card holder. We can know about the sales of outlet by assigning some designation code to all our outlets and adding that designation code in giftcards serial number. Giftcard promotions increases the sales. Some giftcard promotions like
Extra Value(sell giftcard for 500 worth 550) or Discount Value(sell 500 giftcard for 450) can increase the sales of our giftcards.
Loyalty customer spending Ratio: Loyalty customer spending ratio can be helpful to know about 1) How much share of the business is through our loyal customers 2) Our customer spending habits 3) For planning a loyalty program for the future. 4) Surprise gift to create emotional bond. Surprise gifts costs less but are profit enhancing method and profitability of workout chances are more. Ratio: (Loyalty card sales/Total sales)*100 If chances are possible,
Card Filing System helps to know more about who are our loyal customers and customer feels good because serial numbers cant be remembered every time and it’s not much important for them to remember.
Reward Options also helpful to make more loyal customers. Options are like rewards or surprise menu items or free snacks in other partnership outlets like LUDUS (on weekends), EXESS, CAFE LATTE etc
How about offering Double Points during slow times. Customer shows more interest and sales may raise. Means bronze card customers get 10%(or less upto 5%)discount when the sales are good during slow times
CONCLUSION:
Both research and personal experience considers that standard procedures become more and more important as the outlet grows in size and more and more operational decisions need to be delegated. This project gives the standard procedures or instructions to operate the outlet. In practical terms this suggests that an establishment with more than 20 employees should be considering the formalization of operating procedures through the introduction and adherence to a complete set of standard operating procedures that are relevant to the demands of the environment in which it operates.
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