This document provides tips for taking control of the kitchen operations to improve efficiency and profitability. It recommends establishing standard ordering lists and strong supplier relationships, ensuring proper delivery and storage procedures, writing recipes, developing checklists for all tasks, prioritizing food safety, designing profitable menus, analyzing key performance metrics, recruiting and retaining competent staff, and improving marketing through better menu design and an engaging website. The overall message is that with proper systems and organization, a restaurant can gain control over costs and drive higher profits.
4. What’s happening?
no chefs, no trades faster, faster
outso
FAT KIDS urce e
verythi
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the blame game
on line regulation city
it
find
endless price rises
super seniors
16. Ordering - start at the
beginning...
• Standard ordering lists
• Strong relationship with suppliers -
use one, or play off several??
• Par (re-order) levels are agreed and set
• Bulk deals – who really wins from the
‘one extra if you buy ten’ deals?
17. Deliveries – are your systems tight?
• Respect from delivery people – set times
• Proper checks
• Good scales at the check-in point
• Use food-safety laws to your advantage
18. Storage – there’s never enough space
• Food and grog don’t mix!
• Time to change the locks?
• Do you have a Key Register?
• Labels on shelves – just like a supermarket
19. Recipes in WRITING!
(easy with the Profitable Recipe Manager)
Each week at least 3 are written and costed
Chefs need TIME to do this properly
A job for chef #2 or #3
Maybe even a job for the office
20. Checklists for everything
• Start up, change-over and end-of-shift lists
• Phone lists
• Ordering sheets
• Cleaning rosters
• ‘How to use it’ guides
22. An ORGANISED workplace
• Equipment that works
• Equipment that can do the job quickly
• Plenty of bench space
• No storage on the floor
• Good workflow patterns
23. Food safety is cost-control
• New rules for suppliers
• Regular rotation – a healthy
obsession with freshness and quality
• Cleaning rosters
• Is it really a problem to
check quality regularly?
24. Design profit into the menu –
eg you want to sell a new Chicken dish for $22 and
make $18 profit:
•
‘chef, what can you
put together that’s
good - for $4?’
26. Figures that tell us the truth…
• Every week (by Tuesday!) – monthly is usually too
late – a quick cost and labour %.
Less obsession with monthly stocktake.
• Watch per-head spending - never as good as
you think – food, alcohol, sides and beverages
• Watch out for ‘information smog’ and paranoia!
27. Staff number skills
they can’t help if they don’t understand…
Less GP% / Cost % confusion
Explain what the numbers mean – talk in terms of
cents/$ rather than % so it’s easier to understand: eg
our food costs are 27%
or
our food costs are 27c in the $
29. Clubs offer the best
job in the area…
Permanent position with good pay, modern
equipment, room to work, flexible hours, happy
team, high-volume operation with a-la-carte and
functions, training opportunities, uniform,
parking, family-friendly, great local facilities.
31. Competent kitchen leaders:
• Flexible leadership style – good with teams
• Can train staff quickly
• Good with figures
• Reporting to you regularly
• Fit and healthy - no addictions
• There are a lot of good people
looking for a decent job - what do you offer besides money?
32. • Potential problems...
• Too little talent at the top
• Too little variety in the menu
• Obsession with cost-cutting instead of sales
building
• Chef left without admin. support