This document discusses food and beverage cost control. It defines cost control as the process by which managers attempt to regulate costs and prevent excessive costs. It explains that the total responsibility for cost control rests with management, though specific responsibilities may be delegated. It identifies the key factors needed for cost control as controlling inefficiency, waste, and keeping costs aligned with acceptable bounds. It then describes different types of costs including fixed, variable, direct, indirect, joint, sunk, opportunity, standard, and prime costs.
This document provides an overview of food and beverage cost control. It discusses the food service industry and food and beverage control. The methodology of food and beverage control includes planning, operational, and post-operational phases. Key aspects of the operational phase are purchasing, receiving, storing, preparing, and selling foods and beverages. The post-operational phase involves cost reporting, measuring performance against standards, and taking corrective actions. Personnel management is also important for effective food and beverage control.
This document provides an overview and copyright information for the textbook "Food and Beverage Cost Control" by Jack E. Miller, David K. Hayes, and Lea R. Dopson. It includes 12 chapters that cover topics such as managing food, beverage, and labor costs; analyzing financial statements; and using technology to enhance control systems. The textbook is designed to teach foodservice managers how to understand and manage their costs through clear explanations and examples. It utilizes spreadsheets and the internet to demonstrate cost control techniques using current technology. The second edition has been extensively revised to incorporate new material on topics like menu analysis and to fully integrate the use of computers and the internet into the teaching approach.
This presentation is related to Food & Beverage Industry. It is very beneficial for the students of Hotel Management course & for the newly enters in the field of Hotel & Hospitality Industry.
This document discusses concepts related to food and beverage cost control. It begins by explaining that successful restaurant managers understand the importance of carefully monitoring costs like food, beverage, and labor costs, which typically represent 60-70% of total costs. The document then outlines learning objectives and defines various cost concepts like fixed, variable, and controllable costs. It also discusses sales concepts such as monetary terms like total sales and average check, and non-monetary terms like covers and seat turnover. Finally, the document introduces the cost control process and techniques like establishing standards and procedures.
This document outlines various roles in food and beverage service staff. It describes the responsibilities of an F&B manager who oversees catering policies and operations. An assistant F&B manager helps the manager and acts as the deputy in their absence. A restaurant manager has overall responsibility for organizing and administering the food and beverage service areas. The document then provides brief descriptions of various serving roles such as head waiter, station waiter, sommelier, barista and cashier and their respective responsibilities.
This document discusses various methods for analyzing and engineering menus to improve profitability. It introduces four key categories for classifying menu items - stars, plowhorses, puzzles and dogs - based on their popularity and contribution margin. It also describes menu scoring and placement techniques to optimize a menu's performance. The goal of menu engineering is to identify opportunities to increase sales and profits through menu modifications.
Kitchen organization&duties and resposibilitis of various chefs.Rohit Mohan
The document summarizes the organization and structure of professional kitchens. It discusses the basic divisions of kitchen work and the partie system developed by Escoffier to efficiently divide labor. Under the classical brigade system, stations were overseen by chefs de partie like the saucier and rotisseur. Modern kitchens still use a modified brigade structure with roles like the executive chef, sous chef, and garde manger chef. The duties of the chef de cuisine include menu planning, staff management, ordering, and maintaining quality and efficiency. Sous chefs assist the chef de cuisine, while chefs de partie oversee defined sections.
This document provides an introduction to food and beverage cost control. It defines key terms like control, cost control, direct costs, indirect costs, fixed costs, and variable costs. It explains that the goals of cost control are to keep costs low and profits high by minimizing inefficiency and waste. It also notes that both cost control and sales control are needed to ensure profitable operations. Responsibility for cost control typically falls to managers who direct subordinates responsible for areas like food costs, beverage costs, and labor costs.
This document provides an overview of food and beverage cost control. It discusses the food service industry and food and beverage control. The methodology of food and beverage control includes planning, operational, and post-operational phases. Key aspects of the operational phase are purchasing, receiving, storing, preparing, and selling foods and beverages. The post-operational phase involves cost reporting, measuring performance against standards, and taking corrective actions. Personnel management is also important for effective food and beverage control.
This document provides an overview and copyright information for the textbook "Food and Beverage Cost Control" by Jack E. Miller, David K. Hayes, and Lea R. Dopson. It includes 12 chapters that cover topics such as managing food, beverage, and labor costs; analyzing financial statements; and using technology to enhance control systems. The textbook is designed to teach foodservice managers how to understand and manage their costs through clear explanations and examples. It utilizes spreadsheets and the internet to demonstrate cost control techniques using current technology. The second edition has been extensively revised to incorporate new material on topics like menu analysis and to fully integrate the use of computers and the internet into the teaching approach.
This presentation is related to Food & Beverage Industry. It is very beneficial for the students of Hotel Management course & for the newly enters in the field of Hotel & Hospitality Industry.
This document discusses concepts related to food and beverage cost control. It begins by explaining that successful restaurant managers understand the importance of carefully monitoring costs like food, beverage, and labor costs, which typically represent 60-70% of total costs. The document then outlines learning objectives and defines various cost concepts like fixed, variable, and controllable costs. It also discusses sales concepts such as monetary terms like total sales and average check, and non-monetary terms like covers and seat turnover. Finally, the document introduces the cost control process and techniques like establishing standards and procedures.
This document outlines various roles in food and beverage service staff. It describes the responsibilities of an F&B manager who oversees catering policies and operations. An assistant F&B manager helps the manager and acts as the deputy in their absence. A restaurant manager has overall responsibility for organizing and administering the food and beverage service areas. The document then provides brief descriptions of various serving roles such as head waiter, station waiter, sommelier, barista and cashier and their respective responsibilities.
This document discusses various methods for analyzing and engineering menus to improve profitability. It introduces four key categories for classifying menu items - stars, plowhorses, puzzles and dogs - based on their popularity and contribution margin. It also describes menu scoring and placement techniques to optimize a menu's performance. The goal of menu engineering is to identify opportunities to increase sales and profits through menu modifications.
Kitchen organization&duties and resposibilitis of various chefs.Rohit Mohan
The document summarizes the organization and structure of professional kitchens. It discusses the basic divisions of kitchen work and the partie system developed by Escoffier to efficiently divide labor. Under the classical brigade system, stations were overseen by chefs de partie like the saucier and rotisseur. Modern kitchens still use a modified brigade structure with roles like the executive chef, sous chef, and garde manger chef. The duties of the chef de cuisine include menu planning, staff management, ordering, and maintaining quality and efficiency. Sous chefs assist the chef de cuisine, while chefs de partie oversee defined sections.
This document provides an introduction to food and beverage cost control. It defines key terms like control, cost control, direct costs, indirect costs, fixed costs, and variable costs. It explains that the goals of cost control are to keep costs low and profits high by minimizing inefficiency and waste. It also notes that both cost control and sales control are needed to ensure profitable operations. Responsibility for cost control typically falls to managers who direct subordinates responsible for areas like food costs, beverage costs, and labor costs.
The document discusses the importance of food costing for maintaining profitability in the food business. It explains that a high food cost results in less profit, while a less food cost leads to higher profit. It then provides the basic formula for calculating food cost percentage by dividing the total cost of food sold by the total sales value. Maintaining a food cost percentage between 30-33% is considered ideal for balancing quality and profitability.
Organisation,duties and attributes of food and beverage staffakhil_menezes
Here are the wrong and right attributes for food and beverage staff based on the document:
Wrong:
- Arguing with customers
- Being servile towards customers
- Not having knowledge of food, drinks and menus
- Not being punctual
- Not having local knowledge to help customers
- Not having honesty and loyalty to the establishment
- Not ensuring customer satisfaction
- Not having sales ability to sell food and drinks
- Not having a sense of urgency to maximize business
- Not following conduct rules of the establishment
- Having bad personal hygiene or not following dress code
Right:
- Having sufficient knowledge of food, drinks and menus
- Being punctual
- Having local knowledge to
Food and beverage service operating equipmentsLeslie
This document provides definitions and summaries of the various types of equipment, furnishings, and supplies used in food service areas. It discusses furniture like tables, chairs, and sideboards. It also covers linens, crockery, glassware, tableware, and miscellaneous equipment. For each category, examples are given of specific items along with images to illustrate them. The goal is to define and categorize all the various pieces that make up the operational components in a food service setting.
The document discusses key concepts related to food and beverage cost control. It defines various types of costs such as fixed, variable, and semi-variable costs. It also discusses the importance of cost-to-sales ratios for monitoring costs and profits. The document provides formulas for calculating cost percentages, sales prices based on cost percentages, and costs based on sales prices and cost percentages. Maintaining appropriate cost-to-sales ratios is important for restaurant profitability.
The document discusses the importance of mise en place and closing procedures in restaurants. It covers:
1. The daily briefing conducted by supervisors to communicate assignments to staff.
2. Mise en scene which prepares the dining environment by ensuring cleanliness, comfort and hygiene.
3. Mise en place which refers to pre-preparing work stations with all needed equipment and supplies laid out correctly.
4. Proper table setting procedures including dressing tables with tablecloths and arranging flatware, glasses, and condiments based on the type of meal service.
This document outlines the organizational structure and personnel of a food and beverage service department. It lists 14 roles within the department, from the food and beverage manager who oversees the entire department, to managers who oversee specific areas like restaurants and banquets, to various levels of wait staff ranging from head waiters to junior waiters. It describes the responsibilities of each role to ensure efficient service and operations within the food and beverage department.
This document defines and describes banquets. It begins by stating that a banquet is a large meal or feast that usually serves a purpose such as a celebration or event. It then lists different types of banqueting occasions such as weddings, conferences, and social functions. The document continues by explaining that banquets are usually part of hotels but some facilities are dedicated conference/banquet centers. It provides details on banquet facilities and operations, including the roles of banquet managers and staff. It concludes by outlining the banquet sales and booking procedures.
The document discusses buffets, including what a buffet is, different buffet styles and concepts, types of buffets, buffet themes, buffet setup and equipment, planning the buffet menu, buffet presentation, and buffet cost analysis and management. It provides information on various aspects of designing and operating successful buffets.
The document discusses food and beverage management in the hotel and catering industry. It outlines the objectives of food and beverage departments, which include satisfying guest expectations, efficient purchasing and preparation of food, effective control systems, and gathering performance data. It also describes the functions of food and beverage management, which involve planning, organizing, motivating, and controlling operations. Finally, it notes some constraints faced by food and beverage management, such as economic factors, staffing issues, and the perishable nature of food.
The document discusses the roles and responsibilities of banquet managers and banquet sales executives in coordinating catering functions. It also covers types of function setups, equipment requirements, menu planning, booking procedures, and service styles. Specific examples are provided on calculating space and table requirements for round table seating of 500 guests and setting up dinners for 200 and 140 guests respectively using a top table and sprig method. The key steps for organizing and setting up a function on the event day are also outlined.
TOPIC 2: Menu cost and Pricing StrategiesAkmal Hafiz
When planning menus, managers must consider guests and financial goals of the food service operation. After managers know standard product costs for food and beverage items, they know how much it should cost to produce each item.
A kitchen order ticket (KOT) is a document that is given to the kitchen to exchange for dishes or items from the kitchen. It contains details like the table number, items ordered, and quantities. KOTs help ensure the right order goes to the right table and provide accountability. They can have multiple copies for control and coordination between the kitchen and front-of-house staff. Various types of KOTs are used for things like additional orders, returned/replaced dishes, or accidentally damaged food items.
This document discusses food cost concepts for restaurants. It defines food cost as the percentage of total sales spent on food products. A normal restaurant's food cost is 28-30% while a steakhouse is 35%. There are three aspects of food cost: maximum allowable food cost percentage, actual food cost percentage calculated from income statements, and potential food cost percentage determined by menu sales mix. The maximum allowable food cost is calculated from payroll, overhead, and target profit expenses. The actual food cost comes from inventory and sales data. Potential food cost is calculated theoretically from the cost and sales of each menu item.
Food cost control involves setting standards for costs according to business objectives and policies. It means adhering to predetermined standards for buying, preparing, and selling food. Food cost includes the cost of food cooked plus wastage, spoilage, and shrinkage/pilferage. It should not be reduced at the expense of quality or customer satisfaction. Controlling food cost is important because every 1 rupee saved equals 10 rupees in sales and improves the bottom line. Methods of control include reducing shrinkage/pilferage through better security and workplace culture, minimizing spoilage through storage and kitchen facilities, and decreasing wastage through planning quantities and bringing a culture of high performance rather than policing.
This document discusses various techniques for menu merchandising, including menu design, pricing, and engineering. It covers topics such as using floor stands, tent cards, and posters to promote the menu; designing the menu to match the facility's style; using images and descriptive text; and categorizing menu items based on popularity and profitability to determine pricing and placement on the menu. The objective of menu engineering is to analyze each item's demand, contribution to profits, and role in the overall menu mix.
This document discusses dining room equipment, including both small equipment like tableware, cutlery, and china, as well as large stationary equipment like plate warmers, coffee makers, trolleys, lazy susans, side stands, tables, chairs, and sideboards. It provides details on different types of plates, linens, and their measurements. It also explains the functions of large equipment used in food service like keeping plates warm, processing coffee, transporting and serving various food items, and creating the right dining atmosphere.
Food cost control involves setting standards for costs according to business objectives and policies. It aims to control costs related to food including cost of food cooked, wastage, spoilage, and shrinkage/pilferage. Key aspects of food cost control involve planning, operations such as purchasing and storage, and control after the event through reporting and assessment. The overall goal is to analyze income and expenses to maximize profits while maintaining quality and customer satisfaction. Factors like menu planning, purchasing, skills, and waste avoidance can impact the percentage of food costs.
The document discusses various aspects of menu planning, pricing, and engineering for food and beverage operations. It covers areas like menu planning, different types of pricing methods, evaluating popularity and profitability of menu items, improving and analyzing menus using computer systems, and how the menu forms the foundation for control processes in F&B operations. It also discusses how menus influence other aspects like product control, cost control, production requirements, staffing needs, and revenue control procedures.
This document discusses various topics related to beverage purchasing, production, sales, and labor costs. It defines different types of alcoholic beverages and states. It also outlines standards and procedures for receiving, storing, issuing, and producing beverages. Formulas are provided for calculating beverage costs, sales values, inventory turnover, and labor costs. Job analysis, training approaches, and performance monitoring are also summarized.
The document discusses profit and loss (P&L) analysis and cost control. It covers the three sections of a P&L statement - gross profit, operating expenses, and operating profit. It also discusses calculating various percentages like sales, costs of goods sold, and analyzing expenses, inventory, labor costs, other operating expenses, and net profit in order to understand operations and control costs. The goal is to use P&L analysis as a tool to understand operations and identify areas for cost control and improvement.
The document outlines a three phase methodology for effective food and beverage control in an establishment. Phase 1 involves basic policy decisions around financial and catering policies. Phase 2 involves operational control, including buying, receiving, storing, preparing and selling foods. Specific processes are defined for each stage of operational control. Phase 3 is after event control, which includes generating food and beverage reports, assessing results against expectations, and taking corrective action if needed.
The document discusses the importance of food costing for maintaining profitability in the food business. It explains that a high food cost results in less profit, while a less food cost leads to higher profit. It then provides the basic formula for calculating food cost percentage by dividing the total cost of food sold by the total sales value. Maintaining a food cost percentage between 30-33% is considered ideal for balancing quality and profitability.
Organisation,duties and attributes of food and beverage staffakhil_menezes
Here are the wrong and right attributes for food and beverage staff based on the document:
Wrong:
- Arguing with customers
- Being servile towards customers
- Not having knowledge of food, drinks and menus
- Not being punctual
- Not having local knowledge to help customers
- Not having honesty and loyalty to the establishment
- Not ensuring customer satisfaction
- Not having sales ability to sell food and drinks
- Not having a sense of urgency to maximize business
- Not following conduct rules of the establishment
- Having bad personal hygiene or not following dress code
Right:
- Having sufficient knowledge of food, drinks and menus
- Being punctual
- Having local knowledge to
Food and beverage service operating equipmentsLeslie
This document provides definitions and summaries of the various types of equipment, furnishings, and supplies used in food service areas. It discusses furniture like tables, chairs, and sideboards. It also covers linens, crockery, glassware, tableware, and miscellaneous equipment. For each category, examples are given of specific items along with images to illustrate them. The goal is to define and categorize all the various pieces that make up the operational components in a food service setting.
The document discusses key concepts related to food and beverage cost control. It defines various types of costs such as fixed, variable, and semi-variable costs. It also discusses the importance of cost-to-sales ratios for monitoring costs and profits. The document provides formulas for calculating cost percentages, sales prices based on cost percentages, and costs based on sales prices and cost percentages. Maintaining appropriate cost-to-sales ratios is important for restaurant profitability.
The document discusses the importance of mise en place and closing procedures in restaurants. It covers:
1. The daily briefing conducted by supervisors to communicate assignments to staff.
2. Mise en scene which prepares the dining environment by ensuring cleanliness, comfort and hygiene.
3. Mise en place which refers to pre-preparing work stations with all needed equipment and supplies laid out correctly.
4. Proper table setting procedures including dressing tables with tablecloths and arranging flatware, glasses, and condiments based on the type of meal service.
This document outlines the organizational structure and personnel of a food and beverage service department. It lists 14 roles within the department, from the food and beverage manager who oversees the entire department, to managers who oversee specific areas like restaurants and banquets, to various levels of wait staff ranging from head waiters to junior waiters. It describes the responsibilities of each role to ensure efficient service and operations within the food and beverage department.
This document defines and describes banquets. It begins by stating that a banquet is a large meal or feast that usually serves a purpose such as a celebration or event. It then lists different types of banqueting occasions such as weddings, conferences, and social functions. The document continues by explaining that banquets are usually part of hotels but some facilities are dedicated conference/banquet centers. It provides details on banquet facilities and operations, including the roles of banquet managers and staff. It concludes by outlining the banquet sales and booking procedures.
The document discusses buffets, including what a buffet is, different buffet styles and concepts, types of buffets, buffet themes, buffet setup and equipment, planning the buffet menu, buffet presentation, and buffet cost analysis and management. It provides information on various aspects of designing and operating successful buffets.
The document discusses food and beverage management in the hotel and catering industry. It outlines the objectives of food and beverage departments, which include satisfying guest expectations, efficient purchasing and preparation of food, effective control systems, and gathering performance data. It also describes the functions of food and beverage management, which involve planning, organizing, motivating, and controlling operations. Finally, it notes some constraints faced by food and beverage management, such as economic factors, staffing issues, and the perishable nature of food.
The document discusses the roles and responsibilities of banquet managers and banquet sales executives in coordinating catering functions. It also covers types of function setups, equipment requirements, menu planning, booking procedures, and service styles. Specific examples are provided on calculating space and table requirements for round table seating of 500 guests and setting up dinners for 200 and 140 guests respectively using a top table and sprig method. The key steps for organizing and setting up a function on the event day are also outlined.
TOPIC 2: Menu cost and Pricing StrategiesAkmal Hafiz
When planning menus, managers must consider guests and financial goals of the food service operation. After managers know standard product costs for food and beverage items, they know how much it should cost to produce each item.
A kitchen order ticket (KOT) is a document that is given to the kitchen to exchange for dishes or items from the kitchen. It contains details like the table number, items ordered, and quantities. KOTs help ensure the right order goes to the right table and provide accountability. They can have multiple copies for control and coordination between the kitchen and front-of-house staff. Various types of KOTs are used for things like additional orders, returned/replaced dishes, or accidentally damaged food items.
This document discusses food cost concepts for restaurants. It defines food cost as the percentage of total sales spent on food products. A normal restaurant's food cost is 28-30% while a steakhouse is 35%. There are three aspects of food cost: maximum allowable food cost percentage, actual food cost percentage calculated from income statements, and potential food cost percentage determined by menu sales mix. The maximum allowable food cost is calculated from payroll, overhead, and target profit expenses. The actual food cost comes from inventory and sales data. Potential food cost is calculated theoretically from the cost and sales of each menu item.
Food cost control involves setting standards for costs according to business objectives and policies. It means adhering to predetermined standards for buying, preparing, and selling food. Food cost includes the cost of food cooked plus wastage, spoilage, and shrinkage/pilferage. It should not be reduced at the expense of quality or customer satisfaction. Controlling food cost is important because every 1 rupee saved equals 10 rupees in sales and improves the bottom line. Methods of control include reducing shrinkage/pilferage through better security and workplace culture, minimizing spoilage through storage and kitchen facilities, and decreasing wastage through planning quantities and bringing a culture of high performance rather than policing.
This document discusses various techniques for menu merchandising, including menu design, pricing, and engineering. It covers topics such as using floor stands, tent cards, and posters to promote the menu; designing the menu to match the facility's style; using images and descriptive text; and categorizing menu items based on popularity and profitability to determine pricing and placement on the menu. The objective of menu engineering is to analyze each item's demand, contribution to profits, and role in the overall menu mix.
This document discusses dining room equipment, including both small equipment like tableware, cutlery, and china, as well as large stationary equipment like plate warmers, coffee makers, trolleys, lazy susans, side stands, tables, chairs, and sideboards. It provides details on different types of plates, linens, and their measurements. It also explains the functions of large equipment used in food service like keeping plates warm, processing coffee, transporting and serving various food items, and creating the right dining atmosphere.
Food cost control involves setting standards for costs according to business objectives and policies. It aims to control costs related to food including cost of food cooked, wastage, spoilage, and shrinkage/pilferage. Key aspects of food cost control involve planning, operations such as purchasing and storage, and control after the event through reporting and assessment. The overall goal is to analyze income and expenses to maximize profits while maintaining quality and customer satisfaction. Factors like menu planning, purchasing, skills, and waste avoidance can impact the percentage of food costs.
The document discusses various aspects of menu planning, pricing, and engineering for food and beverage operations. It covers areas like menu planning, different types of pricing methods, evaluating popularity and profitability of menu items, improving and analyzing menus using computer systems, and how the menu forms the foundation for control processes in F&B operations. It also discusses how menus influence other aspects like product control, cost control, production requirements, staffing needs, and revenue control procedures.
This document discusses various topics related to beverage purchasing, production, sales, and labor costs. It defines different types of alcoholic beverages and states. It also outlines standards and procedures for receiving, storing, issuing, and producing beverages. Formulas are provided for calculating beverage costs, sales values, inventory turnover, and labor costs. Job analysis, training approaches, and performance monitoring are also summarized.
The document discusses profit and loss (P&L) analysis and cost control. It covers the three sections of a P&L statement - gross profit, operating expenses, and operating profit. It also discusses calculating various percentages like sales, costs of goods sold, and analyzing expenses, inventory, labor costs, other operating expenses, and net profit in order to understand operations and control costs. The goal is to use P&L analysis as a tool to understand operations and identify areas for cost control and improvement.
The document outlines a three phase methodology for effective food and beverage control in an establishment. Phase 1 involves basic policy decisions around financial and catering policies. Phase 2 involves operational control, including buying, receiving, storing, preparing and selling foods. Specific processes are defined for each stage of operational control. Phase 3 is after event control, which includes generating food and beverage reports, assessing results against expectations, and taking corrective action if needed.
This document provides an introduction to two restaurants, A Taste of Tuscany and The Grandview Bistro. A Taste of Tuscany is owned by Joan Bailey and has been experiencing declining profits over the past two years. The Grandview Bistro is owned by Bill Young and has a similar menu and operations as A Taste of Tuscany but is smaller in size and has a less favorable location. The document includes an income statement for A Taste of Tuscany and the menu for The Grandview Bistro.
This document provides an overview and copyright information for the textbook "Food and Beverage Cost Control" by Jack E. Miller, David K. Hayes, and Lea R. Dopson. It includes 12 chapters that cover topics such as managing food, beverage, and labor costs; analyzing financial statements; and using technology to enhance control systems. The textbook is designed to teach foodservice managers how to understand and manage their costs through clear explanations and examples. It utilizes spreadsheets and the internet to demonstrate cost control techniques using current technology. The second edition has been extensively revised to incorporate new material on topics like menu analysis and to fully integrate the use of computers and the internet into the teaching approach.
Sales management involves managing a company's sales operations and applying sales techniques to maximize revenue and profit. It coordinates marketing and sales functions to jointly create customer and company value. The sales process involves prospecting, pre-approach research, approaching prospects, presenting/demonstrating products, handling objections, closing the sale, and following up. Sales management also designs sales force structures, recruits and trains salespeople, establishes compensation plans, supervises and motivates the sales team, and evaluates salesforce performance. Coordinating marketing and sales effectively is important for business success.
This document discusses methods for calculating and analyzing cost-to-sales ratios in food service operations. It provides formulas for calculating food cost percentage, beverage cost percentage, and labor cost percentage by dividing the individual costs by total sales. Calculating these cost percentages allows managers to compare costs over time and between different operations. The percentages also provide a means to estimate costs or sales figures when one value is known.
This document provides a French classical menu template consisting of 17 courses from appetizers to dessert. The courses are listed in French with their English translations. For many of the courses, examples of common dishes served are also provided such as soups like consommé julienne, fish dishes like sole meunière, and desserts like crepe suzette. Beverages like coffee, tea, and water are noted as accompanying the meal but not counted as a separate course.
Sales control and cost analysis involves coordinating and controlling various sales operations to ensure sales and profit objectives are achieved. It utilizes tools like sales audits, sales analysis, and cost analysis. A sales audit examines a sales organization's objectives, policies, structure, methods, procedures, and personnel to identify strengths, weaknesses, and opportunities for improvement. Sales analysis studies sales volume trends to understand territories, products, and customer types performing well or poorly. Cost analysis breaks down sales volumes and expenses to determine the profitability of different sales activities and categories in order to improve profitability.
The objective of the ppt of Elements of Costs and classification of expenditure is to have precise information, especially for the non commerce management students. I believe this would help them to understand the subject easily.
The document provides details on the process for making table wines. [1] Table wines are natural wines produced from fermented grape juice with little or no additives, resulting in red, white or pink colored wines containing 8-15% alcohol. [2] The winemaking process involves steps like crushing grapes, fermentation, aging, blending, and bottling. [3] Major wine producing regions include France, Italy, and countries like Spain, US, South Africa, and Australia.
This document discusses various methods for controlling food and drink sales in restaurants. It describes the key functions of sales control including tracking inventory, sales volumes, and costs. The main methods covered are manual kitchen order tickets (KOTs), automated pre-checking systems, electronic cash registers, and point-of-sale systems. Advantages and disadvantages of each approach are provided. Effective control systems are important to track performance, reduce errors and fraud, and support management decision making.
This document provides an index and overview of the chapters contained in the book "FOOD & BEVERAGE SERVICE MANAGEMENT" by Gajanan Shirke. The book covers topics related to food and beverage service including sequence of service, briefing, attitudes, table setup, menu planning, catering industry, French basics, wine, beer, spirits, mixology, restaurant and lounge beverage service, room service, food service, non-alcoholic beverages, food preparation, butchery, pasta, kitchen hygiene, regional cuisines, herbs and spices, and kitchen controls. The author provides contact information to purchase the full book which aims to be a comprehensive guide to food and beverage service management.
This document provides an introduction to the concept of food cost. It defines food cost as the cost incurred to produce the food to be sold, expressed as a percentage of total sales. The formula for calculating food cost percentage is presented. Higher food costs or lower total sales will increase the percentage. Practical examples are provided to illustrate how higher food cost percentages leave less profit. The next class will discuss methods for controlling food cost percentage to maximize profits.
Emergency is the gateway to the hospital, patients with pain and agony, relative emotionally charged enter the emergency department at any hour of the day or night, expecting immediate treatment and solace.
Controlling is a management function that involves monitoring performance, ensuring desired results are achieved, and that individuals and groups work consistently with short and long term plans. It establishes objectives and standards, measures actual performance, compares results to objectives, and takes necessary corrective action. There are different types of controls including preliminary, concurrent, and postaction controls. Controls can be internal, allowing self-control, or external through direct managerial action. Organizational control systems include processes, policies, performance management, and compensation.
This document outlines a training module on food and beverage operations. It includes a description of the module's aims to provide an understanding of operational and supervisory aspects of running food and beverage establishments. The learning outcomes cover key areas of food and beverage operations. The syllabus details the topics that will be covered in each of the 8 chapters, including food production, purchasing, menu planning, and banqueting. Learners will be assessed through a 2.5 hour exam covering short and long answer questions.
This document defines and provides examples of different types of costs that can be classified in various ways for accounting and management purposes. It discusses costs classified by nature (material, labor, expenses), functions (production, selling, distribution, etc.), identifiability (direct, indirect), variability (fixed, variable, step), controllability (controllable, uncontrollable), normality (normal, abnormal), and more. Key points covered include definitions of direct costs, indirect costs, fixed costs, variable costs, product costs, period costs, and common/joint costs.
The document discusses several economic principles:
1) The opportunity cost principle states that managerial decisions should maximize benefits by choosing alternatives that forgo the least valuable options.
2) The incremental concept involves estimating how decision alternatives impact costs and revenues, and emphasizing changes in total costs and revenues.
3) The equi-marginal principle suggests allocating resources between options so that the marginal productivity gains from each activity are equal, maximizing overall profits.
This document provides biographical information about Ümit Aydın, including his name, student ID number, and field of study as Civil Engineering. It then discusses strategic cost management and the importance of identifying non-value adding activities to efficiently use resources. Activity-based costing allows for more accurate unit costs and reflection of cost relationships. Strategic cost management allows costs to be managed in line with long-term plans and strategies to achieve desired results.
This document provides biographical information about Ümit Aydın, including his name, student ID number, and field of study as Civil Engineering. It then discusses strategic cost management and the importance of identifying non-value adding activities to efficiently use resources. Activity-based costing allows for more accurate unit costs and reflection of cost relationships. Strategic cost management allows costs to be managed in line with long-term plans and strategies to achieve desired results.
The biggest challenge to analyzing and computing costs is the allo.docxmattinsonjanel
The document discusses challenges in allocating overhead costs and different costing methods used by organizations. It explains that job-order costing is commonly used to allocate overhead costs across multiple projects by treating each job as a separate costing unit. Cost behavior and different types of costs like variable, fixed, and mixed costs are also covered. The document stresses analyzing cost concepts and behavior within costing systems to aid in planning, budgeting, and decision making.
This document discusses cost control and ways for companies to reduce costs. It defines cost control as methods used to monitor and improve business cost efficiency. Companies often cut costs in response to economic pressures. The document provides examples of cost control techniques like renegotiating contracts annually, discussing costs with customers, and matching payment terms to inventory turnover rates. It also lists areas where operational cost control can be applied, such as managing power/energy usage, fuel consumption, repairs and maintenance, projects, contracts and vendors.
Here is the operating budget for the Market Restaurant for the coming year based on the information provided:
Market Restaurant
Statement of Income for the Coming Year
SALES
Food $820,000
Beverage $290,000
Total Sales $1,110,000
COST OF SALES
Food $295,200 (36% of food sales)
Beverage $69,600 (24% of beverage sales)
Total Cost of Sales $364,800
GROSS PROFIT $745,200
CONTROLLABLE EXPENSES
Salaries and Wages $102,000
Employee Benefits $25,500 (25% of salaries and wages)
Собрание схем по методологии калькулирования себестоимости - Activity-Based Costing. Также есть схемы по Activity-Based Budgeting. Схемы собраны в одну презентацию. Надеюсь, что поможет Вам мои подборки. Мой сайт: ivan-shamaev.ru
Cost Management in hotel by dino leonandriDINOLEONANDRI
This document discusses cost management in hotels. It defines costs as the money measurements of efforts to achieve objectives. For most hospitality operations, 90% of revenues go to costs, so cost management is important. There are various types of costs including fixed, variable, standard, direct, indirect, joint, controllable, discretionary, relevant, sunk, and opportunity costs. Understanding these cost classifications and behaviors is essential for effective cost management and decision making in the hotel industry.
Management accounting classifies costs according to their common characteristics to meet planning, control, and decision making requirements. For planning, costs are classified by behavior, expense type, and function to develop budget information. For control, costs are classified by behavior, function, expense type, controllability, and relevance to compare actual and budgeted performance. For decision making, costs are classified by expense type, behavior, and relevance to identify how costs change with alternative courses of action and determine relevant costs.
Cost management is important for organizations to be profitable. It involves classifying costs, using tools like standard costing and budgeting to evaluate performance and the impact of decisions on costs and profits. Standard costing sets predetermined planned costs that actual costs can be measured against to identify variances and pinpoint areas needing cost control. Budgeting is the process of designing, implementing, and monitoring budgets which define goals, plans to achieve them, and helps guide and control expenditures. Cost control keeps actual costs within set limits while cost reduction aims to permanently lower unit production or service costs without compromising quality. Cost reduction can be achieved through improvements in design, manufacturing processes, organization, and financial management.
This document discusses cost drivers, which are factors that influence the level of costs. It defines cost drivers and provides examples such as number of purchase orders or machine hours affecting purchasing or maintenance costs. Cost drivers have a cause-and-effect relationship with total costs - the driver is the cause and incurred costs are the effect. The document also categorizes cost drivers as structural, organizational, or activity-based and provides determinants for each type. Finally, it discusses cost driver analysis and the importance of understanding the causal relationship between activities and associated costs.
Principles of economics | Fundamental of EconomicsSachin Paurush
This document discusses several economic principles:
1) The opportunity cost principle states that managerial decisions should maximize benefits by choosing alternatives that forgo the least value from other options.
2) The incremental concept involves estimating how decision alternatives impact costs and revenues, and emphasizing changes in total costs and revenues.
3) The discounting principle accounts for the time value of money by adjusting future values based on interest rates to determine their present value.
4) The equi-marginal principle suggests allocating limited resources between options to equalize the marginal productivity gains from each activity.
The document discusses cost analysis and control with reference to Hero Motocorp Pvt Ltd. It defines key terms like cost, cost-benefit analysis, and the need for cost reduction strategies.
The scope of the study is restricted to analyzing Hero Motocorp's cost systems and evaluating ways to modify the current system. Data will be collected from Hero Motocorp officers, journals, accounting records, books, and statistical records.
The objectives are to provide a framework for cost and cost control analysis, examine Hero Motocorp's cost system and objectives, and evaluate and propose modifications to the existing cost system with regards to different cost types and performance cost formulation.
The document discusses budgeting procedures for Shinwari Saltish restaurant. It provides details on the types of budgets the restaurant prepares, including operational, cash flow, and capital budgets. It describes Shinwari Saltish's budgeting process, which includes planning by month, determining projected sales, allocating projected costs like food, labor, rent and utilities. The budget is used to track monthly sales and costs. The document also includes a SWOT analysis and recommendations to improve the restaurant's operations.
This document discusses the objectives and importance of food and beverage control. It defines food and beverage control as the guidance and regulation of costs and revenue in catering establishments. There are three main areas to control: assets, revenue, and food and beverage consumption costs. The purpose of control is to set standards, measure performance against standards, and take corrective actions. Key objectives of control include analyzing income and expenditures, establishing and maintaining quality standards, setting appropriate prices, preventing waste, preventing fraud, and providing management information.
The document discusses 15 critical costs that meat processing businesses need to understand and manage, as outlined by CBS Foodtech, a supplier of machinery and ingredients for the meat industry. It categorizes costs as direct, indirect, relevant, avoidable, differential, and others. It emphasizes the importance of analyzing costs on a regular basis to make informed decisions and improve productivity, profitability, and business growth.
PART 3 Directing Sales Force Operationsa good training.docxherbertwilson5999
The document discusses various methods companies use to control sales representatives' expenses, including travel and transportation costs. It describes unlimited payment plans, limited payment plans, and combination plans. It also discusses reimbursement for employee-owned vehicles, including fixed allowance plans that pay a set rate per mile or time period. While simple to administer, fixed plans may not account for cost differences between territories. The document also addresses factors in deciding whether companies should provide vehicles through ownership, leasing, or reimbursement for employee-owned vehicles.
Budgeting is extremely important, whether for personal or business.docxhartrobert670
Budgeting is extremely important, whether for personal or business reasons. Budgets are of many types and are the main tools used for planning, control, and decision making in almost every organization. These can also be used to force organizations to plan for future communication, coordination, resource allocation, profit control, and performance evaluation.
Many professional service firms rely heavily on the use of time budgets. For example, architect firms know on average how long it takes to work with commercial clients on the design of a building or with individuals for a house. Based on these estimates, management assigns clients to architects within the firm and estimates the fees that will be charged. If one architect has five clients assigned to him or her and each design is budgeted to be completed in ten hours, this means that fifty hours of work have been delegated for completion by that architect. Additional work will not be assigned to this architect until all other architects are equally assigned the same number of hours. Additionally, if it takes this architect ninety hours to complete the designs, as against the assigned fifty hours, this may be a sign there are issues with the productivity of this architect that need to be examined.
In the assignments you will get an opportunity to examine how budgets are used to analyze performance and set incentives for employees and management within an organization. You will also make recommendations for improving the effectiveness of such systems.
Budgets affect just about every department and every person within an organization. This tremendous impact causes people to act differently to make sure the budgets are met. One common way of doing this is to pad budgets. However, this makes the prepared budget less useful, as it is not an accurate representation of the company. A company can ensure the accuracy of budgets by involving employees throughout the organization in creating the budgets. This process, referred to as participative budgeting, makes employees feel more involved, and they are likely to be more willing to stick to and follow the budget.
Budgeting can be a very time-consuming task, but it is necessary if a company is to maintain business for the long term. Most companies have a budget director who is in charge of budgeting to keep everything organized. Organizations will also have a budget committee made up of senior executives who help advise the budget director. It helps to have people who are familiar with budgeting involved, as this makes the process run smoother.
A standard costing system is the traditionally used costing system. It has two main purposes: cost control and product costing. Standard costs are determined by accountants working together with other employees of the organization. Such costs are created for direct material, direct labor, and manufacturing overhead. A cost manager would use these standard cost figures as a benchmark with which to compare ...
The document discusses the process of preparing budgets. It outlines the basic steps which include: updating assumptions; reviewing bottlenecks; determining available funding; identifying step costs; creating a budget package; obtaining department budgets; reviewing the budget with management; and issuing the final budget. It also provides examples of calculating flexible budgets and discusses different types of standard costs such as basic, ideal, and currently attainable standards. Standard costs are used for planning, control, and performance evaluation. Ideal standards are rarely used while currently attainable standards provide realistic and achievable targets.
Heavy monsoon rains caused widespread flooding across the southern Indian state of Kerala in August 2018. Over 450 people lost their lives and more than 1.4 million others were displaced from their homes as a result of the flooding, which was described as the worst flooding the state had experienced in nearly a century. Infrastructure and property across the state were damaged, with initial estimates putting reconstruction costs in excess of $3 billion.
The document lists over 150 Ayurvedic herbs and foods along with their names in Sanskrit and English. Each herb or food is listed on its own line with "Chef Ashokkumar" as the author. The list covers a wide variety of herbs, leaves, seeds, fruits and plants used in Ayurvedic medicine and cooking. It concludes by thanking the reader.
The document describes elements of a tasting menu or degustation experience, including types of dishes, plating suggestions, and tips for hosting a tasting menu at home. It provides examples of innovative small plate ideas like deconstructed dishes, amuse-bouches, and palate cleansers to engage the senses and wow guests. Degustation aims to take guests on a culinary journey through carefully selected tasting portions of signature dishes and seasonal ingredients.
The document provides summaries of 20 different diets, including the ketogenic diet, Paleo diet, low carb diet, LCHF diet, Atkins diet, detox/master cleanse diet, blood type diet, glycaemic index diet, hormone diet, macrobiotic diet, Mediterranean diet, New Beverly Hills diet, Nutrisystem diet, Shangri-La diet, Volumetrics diet, Weight Watchers diet, Zone diet, DASH diet, vegan diet, raw food diet, and Ayurvedic diet. Each summary briefly describes the core principles and goals of the diet.
The document lists over 150 Indian dessert recipes created by Chef Ashokkumar. It includes popular desserts like Gulab Jamun, Jalebi, Rasgulla, Ladoo, Halwa, and Kheer as well as some regional specialties. All recipes are attributed to Chef Ashokkumar.
The document provides a French classical menu template consisting of 15 courses from appetizers to dessert. It includes descriptions of common dishes for each course such as soups, fish, meats and vegetables. The menu aims to balance heavier and lighter dishes throughout the multi-course meal culminating in sweets, cheeses and beverages at the end.
The document discusses foodborne illness and how to prevent it. It states that foodborne illness can be caused by biological hazards like bacteria, viruses and parasites entering food. Young children are more susceptible than adults. Improperly cooled and reheated foods can allow bacteria to grow and cause illness. Maintaining proper time and temperature controls and good sanitation practices are key to preventing foodborne illness.
This document provides a brief overview of breakfast foods and customs from around the world, listing typical breakfasts from over 40 different countries and regions including England, Israel, the Netherlands, Poland, Spain, Morocco, Hawaii, Sweden, Iceland, Portugal, Australia, Brazil, Italy, Wales, Denmark, the Philippines, Alaska, America, France, Germany, India, Scotland, Thailand, Argentina, Ireland, Canada, Mexico, Russia, Vietnam, Peru, Bolivia, Egypt, Japan, China, Malaysia, Mongolia, Belize, Hungary, Pakistan, Estonia, Jordan, Venezuela, Colombia, Ghana, Uganda, the Bahamas, Costa Rica, the Dominican Republic, Turkey, South India, and concluding with
Food allergies are serious medical conditions caused by an immune system response to certain proteins in food. The most common food allergens are milk, eggs, peanuts, tree nuts, wheat, soy, fish and shellfish. Symptoms can range from mild to life-threatening. Managing food allergies requires strict avoidance of the allergenic foods and ingredients containing them. Substitutes are available for common allergens like milk and eggs when cooking or baking.
Mango leaf thogayal is a South Indian dish made with mango leaves, green chilies, shallots, coconut chips, and tamarind. To make it, mango leaves are washed and then sautéed with mustard seeds, urad dal, asafetida, curry leaves, coconut, red chili, green chili, and shallots in sesame oil. The cooked ingredients are then ground into a smooth paste and served with rice, idli, or dosa.
The document lists over 50 different types of edible flowers that can be used in cooking according to Chef Ashokkumar. Some examples included are apple blossom, arugula, basil, begonias, borage, broccoli, calendula, carnations, chamomile, chicory, chive, Chrysanthemum, cornflowers, dandelion, daylily, and dianthus.
Pineapple Pulissery is a South Indian dish made with diced pineapple, coconut, green chilies, cumin seeds, curry leaves, yogurt, and seasoning. To make it, pineapple is cooked with turmeric, curry leaves, and water until tender. Meanwhile, coconut, green chilies, cumin seeds, and curry leaves are ground to a paste. The paste is added to the pineapple and cooked briefly. Yogurt is then stirred in and the mixture is removed from heat. For seasoning, mustard seeds, red chilies, and curry leaves are sautéed in oil and poured over the pulissery before serving with rice.
1) Pazham Pori is a Kerala-style crispy banana fritter made with ripe plantain, refined wheat flour, sugar, baking soda, salt, and turmeric powder mixed into a batter.
2) The plantain is sliced and dipped in the batter before deep frying in oil until golden brown.
3) The fried fritters are served hot as a tea time snack and can be flavored optionally with cumin or green cardamom.
Phyllanthus niruri is a tropical plant found in coastal areas known by various common names across languages. It has been used in Ayurvedic medicine to treat issues of the stomach, genitourinary system, liver, kidney, and spleen. The plant is known by many names in different languages and cultures, including "keezha nelli" in Tamil and "nela nelli" in Kannada.
A recipe is provided for Keezhanalli Thogayal, a South Indian preparation using keezha nelli leaves that are washed, drained, and tempered in oil along with mustard seeds, urad dal, asafetida, curry leaves, coconut
This recipe provides instructions for making Pulicha Keerai or Gongura Thogayal, a South Indian dish made from gongura leaves. The key ingredients are a handful of gongura leaves, green chilies, sesame oil, mustard seeds, urad dal, red chili, curry leaves, asafetida, shallots and coconut chips. The gongura leaves and chilies are washed, drained and moistened with salt and water. The oil is tempered with spices and shallots are sauteed until transparent. Finally, the cooked ingredients are ground to a smooth paste to serve with rice, idli or dosa.
This recipe provides instructions for making Channa Masala, a popular Indian dish of chickpeas in a spicy tomato-based gravy. It includes soaking and cooking garbanzo beans or kabuli channa, then sautéing onions, ginger-garlic paste and various spices like cinnamon, cumin, chili powder and coriander in oil. Tomatoes are added and simmered to make the masala gravy, which is then mixed with the cooked chickpeas. The finished dish is garnished with cilantro and served with Indian flatbreads or rice.
This recipe is for Vermicelli Sago Payasam, a traditional Indian dessert. It contains vermicelli, tapioca pearls, milk, coconut milk, sugar, cashews, raisins, coconut bits, and cardamom powder. The tapioca is boiled separately then added to simmering vermicelli and milk along with coconut milk and sugar. Cashews, raisins and coconut are fried and mixed in at the end along with cardamom for flavor.
This recipe is for Kathirikkai Murungakkai Sambar, an Indian lentil soup or stew. It contains toor dal, tamarind, onions, tomatoes, eggplant, drumsticks, chili powder, coriander powder, turmeric, and various spices. The dal and vegetables are boiled together in a sauce made from tamarind juice, tomatoes, and spices. Tips include adjusting the sourness with more tomatoes or tamarind, adding water to control consistency, and omitting onions for a variation. The taste depends on adjusting the proportions of spices used.
This recipe is for a South Indian breakfast dish called Breakfast Sambar or Ariacha Sambar. It contains various lentils, vegetables, spices and coconut that are boiled together to create a flavorful and nutritious porridge. The main ingredients are toor dal, pumpkin, shallots and a spice paste made from dried chilies, coriander seeds, coconut and other spices. All the ingredients are boiled until soft and mashed before adding tamarind juice and finishing spices to create the final sambar.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
2. After reading this :
You would be able to ,
List and define the terms related to F&B Cost Control,
Explain on the significance of control and cost control in the F & B Industry
Identify who is the person responsible and what is needed to control.
Explain various types of cost in the F & B service operation.
10/24/2013
Chef Ashok kumar
3. Introduction
Definition of control:
Control is a process by which a manager attempts to direct, regulate and
restrain the action of people in order to achieve the desired goal.
An obvious first step is to established goals for the enterprise. Probably the
most common goal for all private enterprise is financial success, although
this is by no means the only- range goal of business.
Others might relate to preserving the environment, promoting better
health among the population or etc.
To achieve the goals, management must setup any number of sub goals
compatible with its long-range plans. These tend to be more specific and
usually more immediate in nature.
10/24/2013
Chef Ashok kumar
4. Responsibility
The total responsibility for the operation of any food and beverage
enterprise rest ultimately with management.
A number of factors, including nature and scope of operations, will
determine the extent to which the management exercise directs
control as opposed to delegating responsibility to a subordinate.
In general, the large the operation, the more likely it is that one or
more subordinates will supervise and direct control procedures.
The authors will assume the existence of both a food controller and a
beverage controller each of who will be responsible for the
supervision of all procedures in that single area.
By the same token, we will assume that the manager will personally
retain direct control over labor cost.
10/24/2013
Chef Ashok kumar
5. What is Need to Control
The food and beverage business can be characterized as one that
involves raw materials purchased, received, stored and issued for
the purpose of manufacturing products for sale.
In these aspects many similarities exist between the hospitality
industry to achieve the goal of profitable operation.
This will entail a discussion of how costs and sales are controlled in
food and beverage operations.
The means employed by foodservice managers to directly, regulate
and restrain the actions of people, both directly and indirectly, in
order to keep costs within acceptable bounds, to account for
revenues properly, and make profits.
10/24/2013
Chef Ashok kumar
6. Definition of Cost Control
The process whereby a manager attempts to regulate costs and
guard against excessive cost is known as cost control.
It is on going process and involves every step in the chain of
purchasing, receiving, storing, issuing and preparing food and
beverages for sale, as well as scheduling the personnel involved.
Exact methods for cost control will vary from place to place,
depending in part on the nature and scope of operation; but the
principle behind varying methods will be constant.
The obvious governing power over costs in all areas in order to keep
costs within acceptable bounds, to account for revenues properly,
and make profits.
10/24/2013
Chef Ashok kumar
7. Definition of Cost Control
Two of the principal causes of excessive costs are inefficiency and waste.
For example storing food in refrigerators that are not cold enough, or
liquor in bottles that are not tightly closed, will lead to spoilage and hence
to excessive cost. So will the preparation of an inedible beef stew or an
undrinkable martini. When the stew is thrown into the garbage can or the
martini poured down the drain, costs of operation are increased but sale
are not.
Since profit is essentially the difference between sales and costs, it is
apparent that any increase in costs that does not lead to corresponding
increases in sales can only have the effect of reducing profits.
Clearly, management must take steps to guard against the occurrence of
these excessive costs
10/24/2013
Chef Ashok kumar
8. Sales Control
While cost control is critically important to the profitable operation of
any business, it alone will not ensure profitability. Additional steps
must be taken to ensure that all sales in appropriate income to the
business.
10/24/2013
Chef Ashok kumar
9. Industry Wide Variations in Cost
Cost percents vary considerably from one foodservice
operation to another.
Some factors contributing to these variations would be type of
service, location, and type of menu.
Fast food – those that operate at a low margin of profit per
item served and depend on relatively high business volume.
Fine dining – those operations that operate at a relatively high
margin of profit and therefore do not require such high
business volume.
10/24/2013
Chef Ashok kumar
10. Types of Cost
There are various types of cost which are:
Actual Cost
The actual cost is what a cost or expenses actually was. For
example, the payroll records and check made out to employees will
indicate the actual labor cost for that payroll period.
Budgeted Cost
A budgeted cost is what a cost expected to be for a period time. For
example, for an anticipated level of sales for a month, we might
budget or forecast what the labor cost should be for that period.
Later, that budgeted cost would be compared with the actual labor
cost in order to determine the causes of any differences.
10/24/2013
Chef Ashok kumar
11. Types of Cost
Controllable Cost
A costs that can be changed in the short term. Direct costs are
generally more easily controllable than indirect costs. Variable costs
are normally controllable.
Certain fixed costs are controllable, including advertising,
promotions, utilities, repairs, etc.
Non-Controllable Cost
Are those costs that cannot be changed in the short term. These are
usually fixed costs. These typically include items such rent,
depreciation, and taxes.
10/24/2013
Chef Ashok kumar
12. Types of Cost
Fixed Cost
Are those that are normally unaffected by changes in sales volume.
The term fixed should never be taken to mean unchanging, merely to
indicate that any changes that may occur in such costs are related
only indirectly to changes in sales volume. Examples: Rent, Utilities,
Insurance Premiums
10/24/2013
Chef Ashok kumar
13. Types of Cost
Variable Cost
A variable cost is one that varies on a linear basis with revenue. Are
those that are clearly related to business volume. Directly variable
costs are those that are directly linked to volume of business, such
that every increase or decrease in volume brings a corresponding
increase or decrease in cost. The obvious variable costs are food
and beverage.
The more foods and beverage sold, the more that have to be
purchased. If revenue is zero, then the cost should also be zero. As
business volume increases, so do these costs. As business volume
decreases, so do these costs.
10/24/2013
Chef Ashok kumar
14. Types of Cost
Direct Cost
Direct cost is a cost that is the responsibility of a particular
department or department manager. Most direct costs will go up or
down, to a greater or lesser degree, as revenue goes up and down.
Because of this, they are considered to be controllable by, and thus
the responsibility of, the department to which they are charged.
Examples of this type of cost would be food, beverages, wages,
operating supplies and services beverages and linen and laundry.
10/24/2013
Chef Ashok kumar
15. Types of Cost
Indirect Cost
An indirect cost is commonly referred to as an undistributed cost or
one that cannot easily be identified with a particular department or
area, and thus cannot be charge to any specific department. For
example, property operation, maintenance and energy cost could
only be charged to various departments (such as linen or food and
beverage) with difficulty. Even if this difficulty could be overcome, it
must still be recognized that indirect costs cannot normally be made
the responsibility of an operating department manager. Indirect costs
are also sometimes referred to as overhead cost.
10/24/2013
Chef Ashok kumar
16. Types of Cost
Joint Cost
Is a cost shared by and the responsibility of two or more department or
area. The cost of dining room waiter who serves both food and beverage is
an example. His labor is a joint cost and should be charged to the food
department and to the beverage department. Most indirect costs are also
joint costs.
Sunk Cost
A cost that has been incurred and cannot be reversed. Also referred to as
"stranded cost." A worn-out piece of equipment bought several years ago
is a sunk cost because the cost of buying it cannot be reversed.
10/24/2013
Chef Ashok kumar
17. Types of Cost
Opportunity Cost
The cost of not doing something or the profit lost. An organization
can invest its surplus cash in marketable securities at 10 percent, or
leave the money in the bank at 6 percent. If it buys marketable
securities, its opportunity cost is 6 percent. Another way to look at it
is to say that it is making 10 percent on the investment, less the
opportunity cost of 6 percent, therefore the net gain is 4 percent.
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Chef Ashok kumar
18. Types of Cost
Standard Cost
A standard cost is what the cost should be for a given volume or level
of revenue. For example, a standard cost can be develop by costing
the recipe for a given menu item. If ten of these menu items are sold,
the total standard cost should be ten item the individual recipe cost.
Another illustration would be personnel cost (wages) for cleaning at
dining area. If the area attendant is paid Rs 100 an hour, and it takes
one half hour to clean the area, the standard labor cost for cleaning
the area would be Rs 150. While, if the service person take 7hours
for clean the area, total standard cost would be Rs 700.
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19. Types of Cost
Prime Costs
Is a term used in the food and beverage industry to refer to the cost
of materials and labor.
Prime Cost = Food Cost + Beverage Cost + Labor Cost
Historical Costs and Planned Costs
Historical costs are figures that have already happened and can be
found in the business records.
Planned costs is made by using historical costs in the present to
determine what is likely to happen in a future period to come. These
numbers are also used in budgeting.
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20. Objectives:
• Describe the three purposes of budgeting.
• Define some of the types of budgets.
• Briefly discuss some of the advantages and disadvantages of
budgeting.
• List and briefly discuss each of the five steps in the budget cycle.
• Briefly discuss on budgeting problem.
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21. What is Budgeting ?
Budgeting is part of the planning process. It can involve decisions
concerning day-to-day management of an operation or, on the other
hand, involve plans for as far ahead five years.
Budgeting is used by most firms to aid in controlling costs and to
ensure that costs are kept in line with forecast revenues.
In order to make meaningful decisions about the future, a manager
must look ahead. One way to look ahead is to prepare budgets or
forecasts.
A forecast may be very simple. For a restaurant owner/ operator, a
budget may be no more than looking a head to tomorrow, estimating
how many customers will eat in the restaurant, and purchasing food
and supplies to accommodate this need.
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22. What is Budgeting ?
On the other hand, in a larger organization, a budget may entail
forecasts up to five years ahead (such as for furniture and equipment
purchases) as well as day to day budgets (such as staff scheduling).
Budgets are not always expressed in monetary terms. They could
involve numbers of customers to be served, number of rooms to be
occupied, number of employees required or some other unit rather
than money.
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23. What is Budgeting ?
The main purpose of budgeting
could be summarized as follows:
i. To provide organized estimates of future revenues and expenses,
manpower requirements or equipment needs with estimate broken
down by time period and / or department.
ii. To provide a coordinated management policy both short and long
term, expressed primarily in accounting terms.
iii. To provide a method of control by comparing actual results with
budgeted plans, and to take corrective action if necessary.
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24. When are Budgets Prepared ?
Long range budgets for up to five years forward are
generally prepared annually. Each years, such budgets are revised
for the next period (up to five years) forward.
Short range budgets are prepared annually for the most
part, with monthly projections. Each month, budgets for the
remaining months of the year should be revised to adjust for any
changed circumstances. Departments managers should be involved
in such revisions, as well as the budget committee for overall
coordination.
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25. When are Budgets Prepared ?
Weekly or daily short range budgets are
usually handled internally by the department heads or other
supervisory staff. For example, the
housekeeper would arrange the room attendant staffing schedule
(which affect the payroll budget) on a daily basis based on the
anticipated rooms occupancy day by day.
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26. Types of Budget
There are various types of budgets such as short term or long term,
capital, operating, departmental, master and fixed or flexible.
In a small operation, budgets can be prepared by an individual.
While in the large operation, there would normally be a budget
committee.
In all cases, whether for a day, a year or some other time period,
budgets should be prepared in advance at the start of the period.
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27. Advantages & Disadvantages of
Budgeting
Some of the advantages of budgets are:
i. They involve participation of employees in the planning process,
thus improving motivation and communication.
ii. They necessitate, in budget preparation, consideration of
alternative courses of action.
iii. They allow a goal, a standard of performance, to be established
with subsequent comparison of actual result with that standard.
iv. Flexible budgets permit quick adaptation to unforeseen, changed
conditions.
v. They require those involved to be forward looking, rather than to
be looking only at past events.
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28. Advantages & Disadvantages of
Budgeting
Some of the disadvantages of budgets
are:
i. Time constraints
ii. Unpredictable future
iii. Confidential matters
iv. Spending to budget problem
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29. The Budgeting Cycle has Five parts
1. Establishing attainable goals (remember the
limiting factors)
2. Planning to achieve these goals
3. Analyzing differences between planned and actual
results
4. Taking any necessary corrective action
5. Improving the effectiveness of budgeting
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30. Objectives:
• List and briefly discuss the five major steps in the purchasing cycle.
• Explain how perpetual inventory cards and requisitions are used.
• Use the three costing method (most recent price, first in/ first out
and weighted average) for valuing inventory and costing requisitions .
• Solve problems concerning purchase discounts and differentiate
between a rebate and a discount.
• Use the economic order equation to aid in quantity ordering.
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31. The Purchase Department
The purchasing department’s role is to make sure that supplies,
equipment and services are available to the operation in quantities
appropriate to predetermined standards, at the right price and at a
minimum cost to meet desired standards.
Generally, those responsible for purchasing have the authority to
commit the establishment’s funds to buying required goods or
services.
By following established purchasing procedures, an operation can
avoid many purchasing pitfall such as panic buying, over or short
purchasing, buying by price rather than by a combination of quality
and price, pressure buying or what is probably quite common,
satisfied buying.
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32. 1 .RECOGNIZING NEED
5. RECEIVING THE
MATERIALS OR
SERVICES
4. ORDERING THE
MATERIALS OR
SERVICES
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2 . PREPARING
SPECIFICATIONS
3. SELECTING A
SUPPLIER
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33. Ordering of Materials
The ordering procedure should be similarly formalized with the use of
purchase orders.
Three copies of the purchase order are required:
i. For the supplier,
ii. For the person responsible for receiving ,
iii. For the accounting office, to be attached to the invoice when it is
received for payment.
One question that does arise in the ordering process is the quantity
to order. This is often left to the discretion of the department head
involved, either because he has authority to order directly what is
needed, or because he is in the best position to advise the
purchasing department of required quantities. The quality required is
not to difficult to determine from past experience.
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34. Purchasing & Payments
Standing Orders
One type of standing order would be that a supplier deliver, at an
agreed price, a fixed quantity of a specific item each day.
Another type of standing order requires the supplier each day to
replenish the stock of a certain item up to a predetermined or par
level. The par stock level would be established for each item handled
this way, according to the needs of the establishment.
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35. Specifications
In summary, specifications should include the following items:
The name or description of the item required
The specific quantity required
The frequency with which the item is required
Where it is important, the size, weight, amount or number of the
items required.
Where it is important, the form that the items should take (for
example, whether an item of food should be fresh, frozen or canned)
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36. Specifications
Eg: Tenderloin
Weight range: 1.5 kgs min – 2 kgs max
State of refrigeration: Chilled when delivered not
previously frozen
Fat limitation: 0.1 – 0.2 inch on Outside moderate
marbling
Color: Light red to slightly dark
Quantity requirement: approximately 45 kgs per week
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37. Advantages of Specifications
Required those who prepare them to think carefully and document
exactly what their product requirements are
Leave no doubt in suppliers’ minds about what they are quoting on
thus reducing or eliminating misunderstanding between supplier and
establishment
Eliminate, for frequently purchased items, the time that over the
telephone or directly to sales persons each time the product is
needed
Permit competitive bidding
Allow the person responsible for receiving to check the quantity of
delivered goods against a written description of the quality desired
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38. Payments
Purchase Discounts
Whenever a purchase discount is offered, the advantage of taking
the discount must be considered.
This may not seem a lot of money, but multiplied many times over on
all similar purchases made during a year, it could amount to a large
sum.
The interest expense on this borrowed money would be:
It would be advantageous to borrow the money, since the difference
between the discount saving and the interest expense is more.
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39. Perpetual Inventory Cards
For item carried in storerooms that are under the control of an
authorized persons, a system of perpetual inventory cards is
recommended.
A separate set of individual perpetual inventory cards should be
maintained for each separate storage location.
For example: the housekeeper would have a set of cards for linens
and other supplies required in the rooms department, and the
steward would have a set of cards for the items he has under lock
and key in the food storeroom.
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40. Economic Order Quantity
There are costs involved in carrying an inventory of supplies of any
kind. These costs include the cost of money that is either borrowed
to carry the inventory or that is tied up by the firm and thus not
available for the purpose . There are also costs associated with
having to store the inventory, such as the necessity to include
storage areas in the building (thus increasing the building costs),
inventory insurance, labor costs (storekeepers and other personnel)
and the cost of control forms (for example, perpetual inventory cards
and requisitions). These costs could generally vary from 10 to 30
percent of the value of the inventory.
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41. Economic Order Quantity
The economic order quantity equation can be used, where appropriate to
minimize the costs associated with purchasing and carrying inventories.
EOQ = √2 FS / CP
The equation is:
Where EOQ = Economic order quantity
F = Fixed cost of placing an order
S = Annual sales or usage in units
C = Carrying costs (insurance, interest, storage) as Percent of the dollar
amount of the inventory
P = Purchase price per unit
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43. Food Purchasing
Departmental Objectives :
The main objective of the department is to purchase goods at the
right quality, quantity at the lowest price possible and to be the
delivered to the right place at the right time.
Personnel requirements :
One person is needed to be solely in charge of the purchasing
activities and a second person is also required to do the clerical work
and other 'extra‘ duties.
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44. Food Purchasing
Defined standards and product
The standards must be worked out with the kitchen personnel's,
other department heads and the top management in order to come
up with the standard specifications for the items to be purchased.
Standard operational procedures for all
task in the department
There are 3 purchasing procedures to receive all purchasing
requisition from the various ordering department;-
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45. Food Purchasing
Purchase Request
To be used by all other than the kitchen and the store.
This method of purchasing requires sometimes for processing.
Therefore any request should be sent to the purchasing office,
anywhere between 1 month and 3 weeks before the expected
delivery date.
For repeat orders, you still have to call up the suppliers to double
check on the price.
Normally, you would select the one that has supplied you before and
the one with the lowest price yet at the same time it also meets the
required standards set.
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46. Food Purchasing
b. Grocery Order
This will be used for the request of non perishable items.
Request made should allow 1 - 2 weeks delivery time.
Suppliers would be called upon to give their quotations
.
Record their quotations according to the items.
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47. Food Purchasing
c. Daily Market List / Daily Perishable
Requisition
To be used by the kitchen ( perishable. items ).
Suppliers would be called upon to give their quotations.
Items will be further listed either under store purchases or direct
market.
Specifications for these item is very important.
In this manner it will ensure quality of products and service and
suppliers may change after 1 month.
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48. Food Purchasing
The reasons for preparing standard specifications are as follows;
i. To establish a buying standard for a particular commodity for an
establishment.
ii. To inform the supplier, in writing, precisely what the purchaser
requires.
iii. To establish a common denominator between the purchasing
officer and the approved suppliers for settling the price of a
commodity.
iv. To inform the receiving clerks and the store-man what to accept.
v. To obtain a standard product for the production and selling
departments can be more accurate
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49. Receiving
Definition
Receiving defined as an activity for ensuring that products
delivered by suppliers are those were ordered in the purchasing
activity.
Departmental Objectives
The objective of this department is to receive only goods that are
ordered according to the specification. Anything that does not meet
the standards must be rejected.
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50. Receiving Practices
Receiving practices may vary with different food service companies,
but the following general principles governing the process are
standard.
i. Check incoming product against the purchase order or in-house
purchase record.
ii. Check incoming product against specifications. Necessary to
check product temperature, weight, grade and refrigeration state (
whether the product has been thawed and frozen ).
iii. Check the delivery invoice. After product quality and quantity is
verified.,the invoice can be signed.
iv. The invoice becomes a source document required for further
processing of bills.
v. Check to see that products are promptly moved to proper storage
areas.
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51. Receiving Process
1 . Inspection against the Purchase Order
2. Inspection against the Invoice
3. Acceptance or Rejection of Order
4.Completion of Receiving Record
5. Removal to Storage
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52. Types of Receiving
There are 2 types of receiving which are: i. Invoice receiving
A paper that list shipping information.
It has its own number and gives the name of the company, quantity,
quality, price, total price per type item shipped and total for the
invoice.
Other information may be on the invoice. The invoice verifies the
order.
The quantity, quality of the products delivered should be checked
against the purchase order or other receiving documents.
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53. Types of Receiving
ii. Blind check receiving
The method involved giving the clerk a blank invoice/purchase order
listing the incoming merchandise but omitting the quantity, quality,
weights and prices.
The receiving clerk must insert these numbers into the order on the
basis of a check of the delivery.
This invoice is checked against the one from the receiving clerk and
the figures in both are verified.
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54. Forms, Records and Equipments
Three forms most commonly used for recording incoming deliveries
i. Receiving clerk's daily report
The list of the merchandise received in a form suitable for checking
against the supplier's invoice.
The daily report should list the following items:
a. Date of delivery.
b. Invoice/purchase order number.
c. Supplier.
d. Number of units.
e. Quantity received.
f. Unit price.
g. Total amount extension.
h. Distribution of the delivery
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55. Forms, Records and Equipments
ii. Substitution invoice
Used when merchandise arrives without an invoice.
Practically the same information as the receiving record.
The supplier's invoice reaches the accounting office, the substitution
invoice is compared with it as a basis for verifying and approving the
delivery.
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56. Forms, Records and Equipments
iii. Request for credit memorandum
Usually made in triplicate, list discrepancies such as shortages in
quantity or failure of the quality to conform to specification.
The original is sent to the supplier with the signed delivery invoice.
The receiving clerk retains clerk retains a copy and another is sent
to the accounting office.
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57. Forms, Records and Equipments
Purchase invoice stamp
A purchase invoice stamp is used on all incoming invoices.
This invoice usually goes to purchasing for approval of prices and
other factors and it is then sent to accounting, where the invoice is
compared with the receiving clerk's daily report.
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58. Forms, Records and Equipments
Equipment
Since weighting of food is of prime importance, a set of accurate
scales is essential, for the correct recording of weight. The type of
scale used will very according to the size of the food service
establishment. Floor level scales are recommended for heavy
ingredients other types are:
i. Automatic indicating scale.
ii. Recording scale.
iii. Inspection table - for checking and sorting of merchandise.
iv. Container - opening tools example crow bar, hammer, short
bladed sharp knife.
v. Transportation tools - carts, hand truck may be used to reduced
stresses and strains.
vi. Hose - for cleaning.
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59. Receiving Pitfalls
There are many ways in which an unscrupulous person can
successfully defraud an operation. Here are some of the tricks,
i. Packing merchandise in excessive moisture or wrapping in ice to
make weighting more difficult and add more weight.
ii. Placing satisfactory merchandise on the top level that is visible,
but inserting merchandise of in-proper quality underneath.
iii. Repairing produce and putting a lighter in the new crate while
keeping the price the same as for the heavier original crates ( it is
wise to spot check the weight of crates and cartons ).
iv. Sending incomplete shipments with the full bill and neglecting to
send the remainder.
v. Supplying short weights.
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60. Storing
Storage defined as holding of goods under proper conditions to
ensure quality until time of use. For example, using the FIFO systemtime consuming.
Foodservice operations store raw or cooked ingredients in storage
areas before production or service.
The food items stored can present a great deal of money, it is
imperative to see that all items purchased are properly stored and
are issued in a definite sequence.
Loss or waste of food or non-food items may occur due improper
storage, theft, insert infestation and non-accessibility.
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61. Storing
It is advisable to set limits on the number of persons who have
access to storage areas.
The fewer people that go in and out of the storage areas, the more
secure and efficient the foodservice operation will be.
Storage areas should have easy access from the receiving area and
from the preparation and production areas. Storage areas should be
clean and neatly arranged.
They should have capability to store all goods ordered, conversely,
quantities ordered should be based on the amount of storage space
available.
The temperatures and humidity in storage areas have to be
controlled and should be kept at the optimum level so that losses are
prevented.
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62. Storing
Dry storage
Should be adequately ventilated, clean with sufficient air circulation and
the desired humidity
Shelves should be made of materials approved by local public health
agencies and should be placed at proper distances from the floor, walls and
ceilings.
The arrangement of the items on the shelves should be well organized to
facilitate air circulation.
Foods normally stored in dry storage areas include canned goods, flour,
sugar, shortening, spices, cereals, certain fruits like bananas and certain
vegetables like onions and potatoes.
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63. Storing
Due to lack of space, many operations locate dry storage areas in
the basement or utility room of the operation or in areas close to
heating, cooling or ventilation equipment.
Proper utilization of space is also necessary. Any space lost due to
improper utilization may be costly and may cause recurring problems
since the quality of food will be affected.
Proper labeling of the shelves helps in organizing as well as in
proper storage.
Temperatures in dry storage areas should range from 5 C to 24 C.
Some perishable foods, such as potatoes and onions, should be
stored at slightly lower temperatures (4.5 C to l3 C ) to prevent
spoilage.
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64. Storing
Circulation of air is necessary to maintain freshness of the perishable
goods. Air circulation also helps in the elimination of odors and the
removal of moisture.
Sufficient space should be allowed in the storage areas for free
movement of carts, pallets and motorized lifts, particularly in the
centers of all aisles.
Storage areas should be kept clean and a regular cleaning schedule
followed. Spills, leakage or breakage should be cleaned promptly
.
To facilitate cleaning, large storage containers should have wheels.
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65. Objectives:
• Define and describe staffing and scheduling of labor.
• Define and describe the solution full time employees problem.
• Define and briefly describe the types of schedules.
• Learn what are the other factors that influence labor cost.
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66. Staffing & Scheduling
Staffing
Concerns the determination of the appropriate number of employees
needed by the operation for the work that must be accomplished.
Job analyses and work production standards provide the basis for
determining staffing needs.
Scheduling
Having the correct number of workers on duty, as determined by
staffing needs.
Scheduling involves assignments of employees to specific working
hours and workdays.
Variables
Staffing and scheduling depend on many factors. Operational
differences, such as which meals are served or where the
foodservice operation is located, have a great effect on the number
of employees and the time they will work.
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67. Staffing & Scheduling
Operational Differences
In foodservice operations, staffing and scheduling can become
extremely complex because of highly variable nature of the business.
For example,
I. In a commercial foodservice, the weekend dinner meal is often a
peak time.
II. An operation serving primarily a lunch crowd in a business area,
however may have very low volume in the evening.
III. In a university residence hall foodservice, a school lunchroom,
and some other foodservice operation, customer participation is
much more predictable.
Scheduling is further complicated by absenteeism, labor, turnover,
vacation and holiday, day off and different skill of employees.
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68. Staffing & Scheduling
Relief Employees
Scheduling only full time employees to do all the work could create
some problems. During rush hours, customers would complain that
the operation is understaffed but during slack times the employees
are sitting around with nothing to do. A solution for these is :
I. Part-time employees
In some foodservice operations, most of the staff are part-time
employees, a practice particularly prevalent in quick-service
restaurant.
Part-time employees quite often are not eligible for many benefit
programs, such as vacation and sick leave time, holidays or
insurance.
In some organizations, part-time employees receive these benefits
when hours of employment reach a specified level.
Benefits such as vacation and sick leave time may be prorated
according to the number of hours worked.
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69. Staffing & Scheduling
II. Split shift scheduling
In which employees are scheduled to work during peak hours only,
is another way in which foodservice managers attempt to have
adequate staffing when they need it and minimal staffing during
between-meal, low volume times.
Dining room hostesses, waiters and other service personnel are
frequently scheduled to work during the noon meal, take a break
during the after noon when the dining room may be closed, and
return for the evening meal.
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70. Types of Schedules
Three types of work schedules, master and production must be
made by the foodservice manager. The master schedules shows
days on and off duty and vacations. The shift schedule will indicate
the position and hours worked and may indicate the number of days
wor.ked per week; it also lists relief assignments for positions when
regular workers are off.
I. Master schedule
In most foodservice facilities, a master schedule which includes
days off, serves as an overall plan for employee scheduling.
Generally, some type of rotation is used for scheduling days off,
especially in 6 or 7 day a week operations, permitting employees to
have some weekend time off on a periodic basis.
A policy of every other weekend or every third weekend off is not
uncommon. The master schedule provides the basis for developing
the weekly, biweekly or monthly schedule.
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71. Types of Schedules
II. Shift schedule
The shift schedule shows the staffing pattern of the operation.
For the most part, this rigid shift scheduling is not the most effective
approach to scheduling in foodservice operations.
In the example, all six dishwashers come on duty at 7.00 am and
soiled dishes in any quantity may not come into the dish room until
7.30 or 7.45 am.
One or two of the workers may be required to fill the dishwasher and
prepare it for use for the breakfast dishes; the other workers would
probably have time that would be difficult to use efficiently in some
other way.
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72. Types of Schedules
III. Staggered schedule
Which provides for employees to begin work at varying times,
generally resulting in better use of the labor force.
Staggered scheduling will usually lead to reduction in idle time and
is more adaptable to the fluctuating pattern of activity in a
foodservice operation.
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73. Control of Overtime
Uncontrolled overtime will driving up labor cost.
Employees may need to work beyond their normal hours but
supervisor may use overtime as a substitute for proper scheduling and
planning with proper staffing and realistic work schedules, overtime
becomes necessary only in emergencies.
Overtime that can be anticipated may be controlled by requiring
overtime authorization.
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74. Overtime Authorization form
Overtime Authorization
Date:________________
Name:_________________________________________
Unit:________________
Reason for
Overtime:__________________________________________
_________________________________________________
_________________________________________________
_________________________________________________
Amount of Overtime:______________________ Hours
______________________
Signature of HR Manager
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75. Objectives:
• Discuss on causes of differences in labor cost.
• Describe the four steps in control process.
• Define what is included in labor cost.
• Define who control the cost of labor.
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76. Labor cost ratios
Since the hospitality industry is so diverse, it is impossible to be
specific in establishing guidelines within which the labor cost as a
percentage of revenue should fall for any particular operation.
The same applies, of course, to food and beverage cost
percentages discussed in earlier chapters.
For example, in the case of hotels and larger motels with food and
beverage facilities, the labor cost will generally be between 30
percent and 40 percent of overall revenue.
However, it would well be lower than 30 percent in the rooms
department and be above 40 percent in the food operation.
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77. Labor cost ratios
In order to operate smaller motels which provide no facilities other
than rooms, the labor cost might range from 10 to 30 percent of room
revenue.
In restaurants, the range of possible ratios can be extremely wide.
For example, a self-serve or drive-in fast food operation could have a
labor cost as low as 10 percent of revenue. Otherwise for luxury
restaurant operation might have a labor cost as 60 percent of
revenue.
The restaurant industry average generally falls into the 25 to 35
percent range.
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78. Causes of difference in Labor Cost
Many factors can cause major differences in the labor cost
percentage from one hospitality industry enterprise to another. Some
of these are;
I. The physical plan
The layout may dictate more or fewer employees on duty at any
time.
An efficiently planned layout will reduce the number of employees
required.
The age of the property can also be a factor, older establishments
are usually less efficient by today's standards and also frequently
require more labor for janitorial and maintenance work.
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79. Causes of difference in Labor Cost
II. Use of equipment
Establishments that can use and afford certain items of equipment
may be able to reduce the number of employees and thus the labor
cost.
More automated dishwashing machines, electronic liquor-dispensing
equipment, computerized front office and accounting machines are
all improvements that generally mean fewer employees are required.
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80. Causes of difference in Labor Cost
Location
A well located operation will usually enjoy a higher level of business
(and thus a reduced labor cost percent) than a similar operation less
well located.
For example, a motel on a major highway will enjoy a higher
occupancy level on average than a competitive motel located close
by but not on a major highway.
Similarly, a restaurant catering to the business luncheon trade and
located in the centre of the business district will probably have a
higher seat-turnover and thus higher revenue and lower labor cost
percent, than a similar restaurant located on the fringe of the
business area.
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81. Causes of difference in Labor Cost
IV. Unions
Establishments whose employees are covered by a union contract
will generally have a higher labor cost relative to revenue than would
establishments whose employees are not covered by union contract.
Unions generally obtain higher levels of pay and more fringe
benefits (which are a part of total labor cost) for their members.
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82. Causes of difference in Labor Cost
V. Market demand
The particular customers that an operation caters to can be affected
by the demands of the market, and thus change the labor cost ratio.
For example, a resort hotel catering to the middle-income-bracket
customer might find its revenue dropping drastically and its labor cost
percentage increasing as a proportion of revenue, in recessionary
times or when unseasonal weather continues for a long period of
time.
Weather can also affect certain types of operation on a daily basis.
For example, a drive-in restaurant catering primarily to ice-creamrelated menu items can have a high fluctuation in daily revenue, and
thus labor cost percentage, on cold, wet days.
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83. Causes of difference in Labor Cost
VI. Government legislation
Operations affected by government legislation (for example, a
minimum monthly wages that must be paid) may be at a
disadvantage over those operations not so covered.
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84. Causes of difference in Labor Cost
VII. Restaurant menus
The menu is often dictated by the type of market, determined the
number of individual items offered, the amount of kitchen preparation
time required, the style of service needed for certain menu items,
and the availability and use of preprepared or convenience foods,
are usual of the factors that can affect the labor cost.
For example, a luxury restaurant need hiring professional employee
who has more skills for accomplish the tasks (cooks in front of the
guest). While, stall only need hiring somebody who can cooks. In this
situation, the labor cost will be different according who are were
hired.
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85. Control Process
Before proceeding, it will be useful to review the four steps control
process.
1. Establish standards and standard procedures for operation.
2. Train all individuals to follow established standards and standard
procedures.
3. Monitor performance and compare actual performance with
established standards.
4. Take appropriate action to correct derivations from standards.
These four steps are as important to labor cost control as they are to
both food cost control and beverage cost control.
They will provide the framework for the discussion of labor cost
control.
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86. What is included in labor cost
The cost of labor is the base rate plus additional benefits, which
equals total cost.
The base rate is the fixed salary that a person receives, stated on a
weekly, monthly or annual basis.
For hourly paid employees, it would be the number hours worked for
a period of time multiplied by the hourly rate for the job. If overtime is
involved, then the overtime rate would be used for the overtimes
hours.
Generally, salaried employees do not receive overtime for extra
hours worked.
Usually, they would receive time off or some other form of
compensation.
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87. What is included in labor cost
Included in the fringe benefits to be added to the base pay would be
such items as vacation pay, workers' compensation, social security,
unemployment compensation, group and/or medical insurance,
dental insurance, cost of free meals and sick leave.
The cost of fringe benefits can be. readily calculated in most cases
and is often surprisingly high, frequently as high as 20 to 30 percent
of the base pay. Because the amount of fringe benefits can vary
considerably from establishment to establishment, it is often difficult
to compare total labor cost figures for two otherwise similar
operations.
Therefore, on hospitality industry income statements, the base pay
amount and the employee benefit amounts are generally shown as
two separate expenses. However, when an establishment is setting
labor cost objectives, it should clearly know what the employee
benefit amount or level is and include it in cost calculations.
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88. Who Controls the cost of labor
The question of who controls the labor cost in an organization, it is
really depends on the size of the operation and on its organization.
For example, an organization charts for a small motel and for a
coffee shop, respectively-both owner operated.
It is quite to likely that, in smaller hospitality enterprises of this type,
no formal organization chart would be developed on paper (as is
normal in larger organizations). Nonetheless, the `organization' is still
there and is recognized by employees.
In such small, owner operated establishments, control cost of labor
would be in the hands of the owner/manager.
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89. • Examining components of financial statements and their relationship to
other components in
the statement to gain deeper understandings of the company's performance.
• Determine the value of the food utilized to realize current food sales.
• Calculate cost of food sold.
• Identify the usage of cost of sales percent.
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90. Introduction
Financial Statements
Financial statements are reports that are based on the operation's
accounting records and these reports provide pertinent information
on the operation's activities.
Management must be able to read, understand and evaluate
financial statements in order to control the costs. There are two basic
reports; the income statement and the balance sheet.
Income statement
An income statement displays the profit or loss that a company has
realized over a specific period, such a year.
The statement reports sales, cost of sales an a the other expenses.
The margin between sales and costs equals the profit or loss.
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91. Introduction
Balance Sheet
The balance sheet reports the financial condition of the company at a
point in time.
The basic design of the balance sheet is based on the fundamental
accounting
equation; ASSETS = LIABILITIES + EQUITY
Current assets are cash and other assets that will convert into cash
within one year.
Fixed assets are the tangible permanent resources of the business.
Current liabilities are amount payable within one year.
Whereas long term liabilities are amounts payable beyond a year.
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92. Introduction
Analyzing Financial statements
Financial analysis is the process of examining components of
financial statements and their relationship to other components in the
statement to gain deeper understandings of the company's
performance.
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93. Food Cost
What is the purpose of calculating food cost?
In order to determine the value of the food utilized to realize current
food sales, the cost controller calculates costs on a today, month to
date basis.
The daily figures provide management with a reliable guide as the
month progresses. If costs are out of line, the causes can be
determined and corrective action taken immediately.
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94. Food Cost Accounting System Definition
Food cost accounting relates to the recording of food cost. We have
previously seen this items when exploring the income statement .
Budget-Income statement
Sales
Food
3,300
Beverage
1, 105
Total sales
4, 405
Cost of sales
Food
1, 320
Beverage
331
Total cost of sales 1, 651
Gross Profit 2, 754
The issue of cost accounting deals with the recording of cost of sales,
management reports analyzing these costs and controls used by
management to monitor food and beverage costs.
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95. Daily Cost Control
Under traditional accounting methods, the cost of sales amount is
computed once a month at the time the monthly income statement is
prepared.
To properly control food costs management needs to monitor cost
numbers on a weekly, or better yet, daily basis.
To determine an accurate daily cost of food sold the following items
need to be determined;
i. Direct purchases, which are food products shipped directly to the
kitchen for consumption on a daily basis. Indirect purchases are
shipped to stores. The kitchen makes requisitions from stores as
needed.
ii. The total of direct purchases and requisitions equals cost of food
consumed by the restaurant.
iii. Cost of food consumed amount is then adjusted for employee
meals and food transfers with other departments (such as the bar), to
arrive at the final food cost of sales amount
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96. Computing Actual Food Cost
Food Cost Formula
Beginning inventory or Opening Stock
( Plus ) Purchases
Goods available
( Less ) Ending inventory or Closing Stock
( Less ) Employee meals
Cost of Food Sold
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97. • Identify food cost.
• Explain the importance of standard portion size.
• Explain the importance of standardized recipes.
• Identify the definition of menu.
• Describe 4 types of menu.
• Determine actual and attainable product costs yield testing.
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98. Standard Cost
Important that management know that its food cost ought to be in
addition to what they actually are.
"Standard Costs" are what costs ought to be.
They are determined on the basis of the portion served to a
customer and the ingredients that go into the preparation of a
particular item.
Both must be determined before a standard cost can be computed
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99. Standard Portion Cost
One of the most important standards to be set by any restaurant is
the portion size.i.e.: the quantity of any item that is to be served each
time the item is ordered.
Therefore standard portion size for any item is quantity that
management intends to give each and every customer in return for a
fixed selling price.
Once standard portion sizes have been set, it is obviously important
to make sure that each person responsible for producing an item
knows what size portion he has to prepare.
Over portioning has the effect of increasing operation costs.
Changes in portion size must also be avoided because guests want
to feel that they have received fair value for money. Consistency is a
key to operational success in foodservice.
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100. Importance of Standard Portion Cost
Standard portion helps to reduce customer dissatisfaction.
Standard sizes help to eliminate excessive costs from a food
controller's point of view (perhaps the most important undesirable
consequence is that costs are not under control and excessive costs
develop).
Portion size is very important to consider. In most cases, tools are
available that will help employees serve the proper portion size
One effective way is to post charts conspicuously on kitchen walls
for ready reference.
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101. Standard Recipes
Menu writing and recipe development are mutually dependent
activities. Once the menu is created, standardized recipes should be
prepared for each item.
Standard recipe help to retain the quality and quantity of food for a
specific operation.
It specifies;
i. the type and amount of each ingredient.
ii. the preparation and cooking procedures.
iii. the yield and portion size.
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102. Standard Recipes
Standardized recipes are not found in books or provided by
manufacturers; they are recipes customized to your operation
cooking time, temperature and utensils should be based on the
equipment actually available.
Yield should be adjusted to an amount appropriate for your
operation. A recipe must be tested repeatedly and adjusted to fit your
facility and your needs before it can be considered standardized.
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103. Standard Recipes
Standardized recipes are a tool for the chef and management. The
written forms assist with training cooks, educating service staff and
controlling financial matters.
They also help ensure that the customer will receive a consistent
quality and quantity of product. Accurate recipe costing and menu
pricing depends on having and using standardized recipes.
A standardized recipe form such as;
A. Name of product
B. Yield
C. Portion size
D. Presentation and garnish
E. Ingredient quality and quantity
F. Preparation procedures
G. Cooking time and temperature
H. Holding procedures
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104. Types of Menu
Definition of menu
A list of food items attached with the price.
Serves as the primary control of the foodservice operation.
It's control each subsystem and is the major determinant for the
budget.
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105. Types of Menu
Menu are classified according to the regularity with which the food
are offered;
i. Static menu
All patrons are offered the same foods every day. Once a static
menu is developed and established, it rarely changes.
Static menus are typically found in fast-food operations, ethnic
restaurants, steakhouses and the like. Can also be used in
institutional settings.
For example, a static menu at an elementary school could offer
students, along with a vegetable and dessert, the same luncheon
choices every school day; a cheese burger, fish sticks, chicken
tacos, pizza wedges or a sandwich.
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106. Types of Menu
ii. Cyclic menu
A cyclic menu is developed for a set time period, at the end of that
period it repeats itself ( i.e.:on a seven-day cycle, the same menu is
used every Monday).
Some cycle menus are written on a seasonal basis, with a new
menu for each season to take advantage of product availability.
Cycle means are used commonly in schools, hospitals and other
institutions. Although cycle menus may be repetitious, the repetition
is not necessarily noticeable to diners because of the length of the
cycles.
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107. Types of Menu
iii. Market menu
A market menu is based upon product availability during a specific
time period; it is written to use foods when they are in peak season
or readily available.
Market menus are becoming increasingly popular with chefs (and
consumers) as they challenge the chef's ingenuity in using fresh,
seasonal products.
Market menus are short-lived, however, because of limited product
availability and perish ability. In fact, they often change daily.
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108. Types of Menu
iv. Hybrid menu
A hybrid menu combines a static menu with a cycle menu or a
market menu of specials.
Table d Hote Menu
is a menu where multi-course meals with only a few choices are
charged at a fixed total price.
A la Carte Menu
menu of items priced and ordered separately rather than selected
from a list of preset multi-course meals at set prices.
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109. Yield Management
What is Yield Testing?
This test determines how much usable and non usable product an
item yields.
Example; process a whole chicken to determine the weight for the
breast, legs, wings, bones, etc.
Yield % is the percentage of product you will have remaining after
cooking, trimming, portioning or cleaning.
Waste % is need to calculate the yield %, what is waste %.
Waste % is the percentage of product lost due to cooking, trimming,
portioning or cleaning.
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