It contains the development of a new food service facility is guided by a project team consisting of: Owner/owner’s representative Design and construction professionals

1. Food Service Design
BBAA - 110

2. PROJECT TEAM
• The development of a new foodservice facility
is guided by a project team consisting of:
– Owner/owner’s representative
– Design and construction professionals
• An architect, engineers, a foodservice design consultant,
an interior designer, a general contractor, and a
foodservice equipment dealer

3. Owner/Owner’s Representative
• In small projects, the owner’s interests are
represented on the project team by the owner him
or herself
• In most larger projects, however, the owner is not
a single individual but is instead a corporate entity
• In such cases the owner’s interests will be
represented by a person or persons who have been
assigned to the project team

4. • The role of the owner’s representative is crucial to
the overall success of the project
• Depending on the scope of the project, the
responsibilities of the owner’s representative are
likely to include:
– Selecting design professionals (architect, engineers,
etc.), establishing the scope of their services, and
negotiating fees
– Determining the operational objectives of the project to
guide the design

5. – Setting the budget for the project
– Evaluating the designs prepared by the project team
in light of the operational objectives for the project
– Accepting (or rejecting) the selections of furniture,
fixtures, and finishes recommended by the design
professionals

6. Architect
• On most building projects, the architect serves
as the overall leader of the design and
construction process
• The architect coordinates the work of all of the
design professionals on the project team and
supervises the work of the contractors who
build and equip the facility

7. • Because of the leadership role played by the
architect, she or he often is the first member of
the design team to be selected by the owner
• Once selected, the architect identifies the other
design professionals to serve on the project
team, including, as necessary, the engineers,
interior designer, and foodservice consultant

8. • The architect guides the design process through
a sequence of steps that begins with planning
and ends when the owner’s representative has
accepted the new facility

9. Engineers
• Foodservice facilities are often engineering-
intensive because commercial kitchen
equipment requires extensive electrical and
mechanical services
• Depending on the scope of the project,
however, civil and/or structural engineers may
also be required

10. Foodservice Facilities Design Consultant
• An effective design for a foodservice facility
demands knowledge of operations, layout and
design, engineering, and equipment
• The architect may select his or her own
foodservice consultant, or the client may need
assistance for early planning before naming the
architect

11. • The food facilities design consultant should
become involved with the project at the
beginning—ideally, even before the architect is
named
• The reason for the early selection of a design
consultant is to seek assistance with concept
development and feasibility studies

12. Concept development
• The concept of a foodservice operation is the
overall plan for how it will meet the needs and
expectations of its intended market
• A foodservice operation’s concept is expressed in
many ways, including its menu, decor, form of
service, pricing, and location
• Concept development means developing a plan
for the success of the operation in its market in
advance of actually designing

13. Interior Designer
• The interior designer gives the foodservice
operation its distinctive visual character and
theme through the design of interior spaces,
selection of colors, and specification of furniture
and finishes.
• The interior designer thus focuses on the public
or customer parts of the facility rather than on
kitchen or storage areas.

14. General Contractor
• After finalizing the previously discussed tasks, the
project is put out for bid to general contractors.
• The general contractor who is awarded the
contract then becomes a member of the project
team.
• The general contractor’s role is to build the facility
as it was designed by the architect, engineers,
foodservice consultant, and interior designer.

15. Foodservice Equipment Contractor
• Foodservice equipment contractor provides the
foodservice equipment for the project
• It may be involved in the project through a
contract directly with the owner or as a
subcontractor under the general contractor

16. DESIGN SEQUENCE
• The overall development of a new or renovated
foodservice facility proceeds through a series of
steps, one leading to the next
• The design sequence used by both architects
and food facilities design consultants is an
integral part of the overall process of
developing a new or renovated foodservice
facility

19. Design phase
• Steps 3 through 9 define the sequence of the design process
itself, through which new or renovated facility moves from
idea to reality.
• Architects and other designers often reduce these seven
steps to five phases:
– Phase I: Schematic design (includes programming and space
analysis)
– Phase II: Design development
– Phase III: Construction documents
– Phase IV: Bidding and contract award
– Phase V: Construction administration (includes inspection and
acceptance)

20. Space Analysis and Programming
• The objectives of space analysis are to
determine the size of each functional area and
relationships among functional areas, according
to the owner’s operational objectives.
• The analysis of the space required for each of
the functional areas in a facility is based both
on the particular needs of the owner and on
generally accepted standards

21. • For example, the space needed for the dining
area is computed by multiplying the number of
seats needed to generate the adequate
revenues by a factor reflecting the square
footage/meter needed for each seat.
• That factor may range from:
– 1 m2 per seat for banquet seating
– 1.5 m2 per seat for a fine-dining restaurant

22. • Space analysis also involves establishing the
physical relationships among each of the
functional areas in the facility
• One technique used to determine physical
relationships, the adjacency matrix

23. Adjacency matrix

24. Bubble diagram
• A related approach in space analysis is the bubble
diagram
• Designers sketch bubble diagrams to show the
relative sizes and relationships among functional
areas early in the design process
• These diagrams are particularly helpful to the
owner’s representative in identifying design
problems

25. Bubble diagram

26. • Space analysis and programming make it
possible for the design team to estimate the
total size, the basic construction approach, and
the kinds of finishes necessary for the building

27. Schematic Design
• The primary purpose of the schematic design is to
show the shape of the building, entrances and flow
patterns, and location of dining rooms, kitchen,
and other major components of the foodservice
facility
• The architect and foodservice design consultant
typically revise and present schematic designs
several times before gaining the approval of the
owner’s representative.

28. • A cost estimate for the project is prepared at
the end of the schematic design phase
– based on more specific information about the
project
• This estimate often is a joint effort by the
architect, engineers, and foodservice design
consultant

29. Sch. Design of Kitchen

30. • The final cost estimate, compiled by the architect,
includes:
– Land acquisition
– Site preparation
– Building construction
– Electrical, plumbing, and other mechanical systems
– Foodservice equipment
– Interior design and furnishings
– Construction loan interest costs
– Professional fees and other costs that will occur during
planning and construction

31. Design Development
• Design development is the phase of the project
when the owner’s representative, architect,
engineers, foodservice design consultant, and
interior designer flesh out the design of the project
through increasingly detailed drawings
• The design development phase of the design
sequence allows the project team to investigate
different approaches and alternative systems for
meeting the owner’s functional needs

32. In the design development phase of the project,
foodservice design consultant typically prepares:
– Detailed floor plans showing the location of each
piece of equipment
– Utility plans (electrical, plumbing, ventilation)
showing the location of each utility connection and
the load imposed by each piece of equipment

33. – A book of catalog sheets (often called cut sheets or
buyout brochures) for each equipment item to be
purchased from a manufacturer
– Elevations, sections, and/or detail drawings for each
piece of custom-fabricated equipment
– Detail drawings of any special construction required
for foodservice equipment
– Preliminary specifications
• Written specifications describe in narrative form the
general conditions, quality standards, materials,
products, and execution of the installation

34. • Another cost estimate is prepared near the
conclusion of the design development phase of
the project
• This estimate is more accurate than previous
estimates because the architect, engineers, and
design consultant will have substantially
completed the design of the entire project

35. Construction Documents
• The construction documents phase of the
design sequence involves the preparation, in
final form of:
– Drawings showing construction of the new or
renovated facility, including all site work, structural
systems, rooms and other spaces, utility systems,
equipment, finishes, and details

36. – Specifications describing the materials and products,
standards of workmanship, methods of fabrication and
construction, applicable code requirements, and
methods of installation, cleaning, and testing
– General conditions of the contract defining terms,
assigning responsibility, establishing payment
schedules, describing how changes are to be handled,
and listing the specific project conditions

37. • The specifications and general conditions are
bound together to form the project manual,
which, combined with the drawings, comprises
the contract documents for the project.

38. Bidding and Contract Award
• When the contract documents are complete,
they are made available to interested bidders
• The architect (or construction manager, if there
is one on the project) coordinates this process
– Small foodservice projects involving equipment
only, with little or no architectural work, may be bid
by the owner.

39. • The evaluation of bids determines the lowest
qualified bidder, who is then awarded the
contract
• After the contract has been awarded, and
necessary permits and approvals obtained,
construction can begin.

40. Construction Coordination
• The actual work of construction is performed by general
contractor and his subcontractors from the building trades
• During this phase of the design sequence, the architect
assumes primary responsibility for monitoring the
progress and quality of the work
• On large building projects, this responsibility is carried out
by a field architect, who establishes an office at the job
site and works closely with the trades.

41. Inspection/Acceptance
• Prior to turning the completed facility over to the
owner, the architect, engineers, foodservice design
consultant, and interior designer examine their parts
of the project to determine whether the work meets
the requirements of the contract documents
• The completed facility is turned over to the owner only
when the project team is satisfied that the work is
complete and fulfills the requirements of the contract

42. Implementation and Training
• In foodservice facilities projects, equipment
demonstration and training sessions often provide
immense benefit to the employees
• If the proper use of new equipment is
demonstrated to the kitchen staff at outset, they
will be far better prepared to come up to speed in
the new facility quickly
• Equally important is an explanation of how the
design and layout are intended to work

43. • The key to successful training for a new facility
is employee involvement
• Employees who are involved in the planning
process gain a sense of ownership, and
ownership leads to commitment to the success
of the new facility.

44. Opening Day
• The key to a successful opening day is planning. The first
impressions guests have of a new facility are critical
• Preopening planning is so important that many
restaurant chains and hotels employ specialists who
spend weeks or months preparing a new facility for
opening day
• After the facility has been in operation for several weeks,
they turn over the reins to the regular management and
go on to the next facility

45. Thanks