51 | P a g e A detailed formal specification includes the following information: • Product name • Intended use: the component of the standardized recipe the item will be used to make • Grade: U.S. Department of Agriculture (USDA), brand name, trade association endorsement • Product size: could include portion size; weight ranges for food items such as roasts, ribs, whole chickens, or whole fish; size of produce • Packaging: size of pack, type of packaging material • Product characteristics: color, amount of trim, type of preservation, degree of ripeness, point of origin • Acceptable substitutions (“or equal”): substitutions previously agreed upon by both buyer and vendor • General instructions to bidders: Restaurant and foodservice establishments receive bids from several vendors on the same product in order to purchase at the best possible price. To understand the importance of clear specifications, imagine if a buyer were to order simply “a case of fresh apples” from a produce company. The company could possibly ship any type of apple. Purchasing the correct fresh apples requires buyers to know the following: • What is the intended use? Are the apples for baking, puree, or eating raw? Red Delicious apples are among the most popular apples, but they are the wrong variety for cobbler, pie, or apple sauce. • What varieties are available? Produce companies may carry as many as 18 to 20 different varieties of apples. • How are they packed, by count or by weight? Generally, vendors refer to apples by count. The higher the number of apples per case, the smaller the apple. • When are they in season? Most apples are available year-round, but some varieties are seasonal. • Should the apples be organic? Should they be fresh cut in order to reduce labor costs and waste? Should they be unwaxed? • Should they be sourced locally, and if so, what is the distance they may be shipped? How Much and How Often to Buy? The third step in the purchasing process is estimating how often and how much to order. This is also one of the controls in purchasing. Consider that the act of purchasing costs money, not only in product, but in organizational costs as well. It takes time and labor to receive bids, complete purchase orders, phone in or electronically transmit orders, receive the goods, store the goods, and pay the invoices.
52 | P a g e To obtain the best prices for products and to decrease the time spent on researching prices, restaurant and foodservice operations often use a bidding process. The first step in bidding is a request for proposal (RFP) that is prepared by an establishment. An RFP is a document that shows the amount, variety, and specification of products that an operation needs. The RFP is distributed to solicit bids from suppliers, who then can submit their bids or proposals to an operation. Then the manager selects the bid that offers the best prices for the desired specifications. The bidding process is important, but can be time-consuming to both the operation and the supplier. Every time a supplier’s truck stops, the costs to the supplier, and consequently the restaurant or foodservice operation, go up as well. It would stand to reason, then, that less-frequent orders would be best for the organization. However, this is not always true for two reasons. First, if fewer orders are being placed, the inventory level must be higher. High levels of inventory tie up cash, not only in the cost of the food but also in the cost of the storage space. Storage space, while necessary, does not generate sales, costs money to build and maintain, and may take space away from other functional areas such as dining space. In addition, some storage, such as cold storage, requires cooling and ventilation equipment that runs on electricity, thereby increasing utility costs. All of these costs associated with storage space must be covered by the sales brought in by the operation. Finally, some goods cannot be stored for an extended length of time and may need to be ordered frequently. Consequently, the buyer needs to create an order guide that identifies vendors that best satisfy the needs for specific products. To optimize the timing of purchases, goods are broken down into two categories. Perishable goods are products that have a relatively short shelf life—usually one to three days. Some perishable goods might last a few days longer, but their quality and yield may be considerably diminished. Perishable goods should be purchased as often as possible. In larger restaurant or foodservice operations, perishable goods could be purchased daily. In smaller operations, purchasing perishable goods every two to three days is considered reasonable. However, even smaller operations should not put off purchasing perishable goods such as cream and milk longer than three days. Non-perishable goods are products that have a relatively longer shelf life. Non-perishable goods can last for a few months to a year if stored and handled properly. Non-perishable goods should be purchased as seldom as possible for reasons previously given. The size of the storage area, the operation’s cash flow, and location such as urban versus rural are all factors that the buyer must consider when determining how often to order non-perishable goods. Some operations purchase non-perishable food weekly, some bimonthly, and others monthly.
53 | P a g e How to Purchase? Once an operation knows what to purchase, managers need to know how to purchase those items. Step 4 of the purchasing process is choosing purchasing methods based on organizational needs. There are various ways to purchase products, and some are more economical than others, which contributes to a lower food cost. However, some are misused and end up costing the organization money. Effective purchasing procedures should include a consideration of purchasing methods required by the vendor and the effect of these methods on the organization. Employees responsible for ordering should be trained about several aspects such as deadlines when purchase requests need to be submitted, ordering frequency, and order minimums required by each vendor. Portion Control Chart To calculate the quantities of food items to be ordered for any size banquet, a portion control chart must be consulted first. Most establishments will have a portion control chart similar to the one shown in Figure. The chart indicates the portions to be used per person for any given menu item. One use for a portion control chart is to estimate the quantity of major ingredients and supplies needed to produce a predicted number of menu servings.
54 | P a g e If you need to prepare shrimp cocktails and prime rib for a 100-person banquet. Using the portion control chart in Figure above, you can quickly determine what amounts of major ingredients. Purchase Order Chart with Par Levels The primary purpose for using a purchasing standard is to ensure that sufficient quantities of all food are on hand to meet daily requirements. To establish and maintain these standards, food inventory must become a daily routine. Having set par levels (the amount you should have on hand to get through to the next order) will help in this regard. There are three main things you need to know: • Amount required (par level) • Amount on hand • Amount to order To find the amount to order, subtract the amount on hand from the amount required. In some cases, you may have to order a minimum amount based on the package size, so will need to round your quantity up. Integrating these par levels into your regular ordering sheets or your ordering system will make it very easy to manage inventory coming in. More and more suppliers are moving to online ordering systems, which have current prices, case sizes, and often your purchase history available to you when placing an order. Online ordering can often be more convenient as the person placing the order does not have to make calls into an order desk during regular office hours.
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57 | P a g e Vendor Selection The fifth and final step in the purchase process is selecting vendors. The chef or purchasing manager knows what to buy, when to buy it, and in what size and packaging. The manager has decided on the method used for purchasing. Once these variables are known, the purchasing manager must decide from whom to buy the product. This begins by compiling a list of all of the reasonable potential suppliers that meet the operation’s needs. Management may then begin to shorten it into an approved-supplier list by reviewing each supplier’s quality, consistency, variety, and price. These will then be ranked according to the type of establishment being run, the menu being served, and customer expectations. Consistency in quality, delivery time, and labelling are also important factors when choosing a vendor. And finally, managers should consider using Hazard Analysis Critical Control Point (HACCP)–engaged vendors. HACCP is a system used to control risks and hazards. If a customer has an issue with an operation’s food, having only HACCP-approved vendors that can share liability is critical. The best suppliers work as partners to reduce costs, maintain quality, and ensure guest satisfaction. It is in their best interest to help their customers’ businesses grow. The criteria for vendor selection should always include quality, price, and service. Managers should ask for references and check them out by talking to other restaurant and foodservice operations. Managers need to treat the supplier like a prospective employee. Is the vendor rep motivated? Is he or she passionate about the work? Is the vendor rep conscientious and dedicated to making the partnership work? Managers should meet with the sales manager and the sales representative, the supplier’s salesperson who would be assigned to the operation. If possible, visit the prospective vendor’s business. Tour the warehouse. Look for an organized, clean storage space, free of debris and litter. If it is a seafood, meat, or poultry vendor, check out the cutting and packing room. Walk through the coolers and freezers. These vendors should meet all regulatory requirements, and the area should be clean and sanitary. The best suppliers will welcome interest in what they are selling and how they are handling the product. Often vendors believe that their high operating standards are a point of difference from their competitors. Once vendors have been identified, it is essential to establish operational ground rules, such as the company’s delivery days, drop size, minimum order amount, payment terms, and the cut-off times for ordering for the next day. Buyers need to establish a delivery window, such as 8 a.m. to 10 a.m. or 2 p.m. to 4 p.m., with no deliveries during peak times such as lunch service. Managers will need to review ordering specifications and any other key information that needs to be shared with vendors. Once both parties have agreed to terms, it is very important to keep to the bargain. Centralized Purchasing No discussion of purchasing procedures would be complete without some mention of centralized purchasing systems, widely used by chain operations and occasionally established by small groups of independent operators with similar needs. Under a centralized
58 | P a g e purchasing system, the requirements of individual units are relayed to a central office, which determines total requirements of all units and then purchases that total, either for delivery to the individual units by the dealer or for delivery to a central warehouse. This method obviously requires that a whole system for distribution be maintained and operated by the organization doing the centralized purchasing. Both advantages and disadvantages to such centralized systems should be understood by anyone involved in food management. Advantages of Centralized Purchasing 1. Foods and beverages can be purchased at lower prices because of volume. 2. Desired quality can be obtained more readily because the purchasing agent has a greater choice of markets. 3. Foods can be obtained that meet the purchasers’ exact specifications. 4. Larger inventories can be maintained, ensuring reliable supply to individual units. 5. The possibilities for dishonest purchasing in individual units are greatly reduced. Disadvantages of Centralized Purchasing 1. Each unit must accept the standard item in stock and has little freedom to purchase for its own particular needs. 2. Individual units may not be able to take advantage of local specials at reduced prices. 3. Menus are normally standardized, thus limiting the individual unit manager freedom to change a menu. Finally, it should be noted that decisions about whether to adopt a centralized purchasing system are normally made by top management, not by food controllers. However, there are times when food controllers are asked to give their advice and opinions. To do so, they must understand the advantages and disadvantages of centralized purchasing. Standing Orders Although it is desirable for the needed quantity of a given item to be determined with great care each time an order is placed, stewards commonly make arrangements with certain purveyors for the delivery of goods without specific orders. These arrangements are known as standing orders and typically take one of two forms. One arrangement calls for the delivery of a specific quantity of a given item each day (e.g., 12 loaves of bread). The number remains constant unless specifically changed by the steward. The second arrangement calls for the replenishing of stock each day up to a certain predetermined number. For instance, the steward may arrange with a dairy supplier to leave a sufficient quantity of bulk milk each morning, to bring the total supply up to a predetermined figure, such as 20 gallons. Although these arrangements are convenient, they do present possibilities for waste and excessive cost to develop.
59 | P a g e 4. 5 Factors that Impact Prices Food products in particular fluctuate in price over the year, due to many factors: Seasonality: When food is in season, there is more of it available in the local food supply, bringing prices down. Additionally, foods in season are usually of higher quality and have longer shelf life than those that are out of season and need to be transported long distances to market. Weather: Severe weather can have a huge impact on the cost of food. Drought, flooding, and unseasonable frost have all affected major produce-supplying areas of the world in recent years, causing a rise in prices for many items. Costs of transportation: If the cost of fuel or transportation rises, so does the cost of food that needs to travel to market. Commodity prices: A number of foods are traded on the commodity market, such as meats and grains. These prices fluctuate as buyers who trade in these products in large volumes buy and sell, much like the stock market. Before purchasing any food items, ask the following questions. When is the item to be used? Which supplier has the best price and the best quality? Where an item is purchased should be determined by the price and the quality of the available supplies. When ordering supplies, it is advisable to get prices from at least three sources, then purchase from the supplier who quotes the best price for comparable quality. When will the item be delivered? Depending on the distance of the food service establishment from the supplier, delivery may take hours or days. Remember, it is extremely difficult to maintain food quality and consistency if you do not know when your order will be delivered. For this reason, menu planning and a running inventory are two of the most important aspects of purchasing procedures.
60 | P a g e Chapter 5: Managing Quality in Restaurant Operations Learning Objectives • Acknowledge importance of managing quality in restaurant operations • Plan management interventions required to generate positive experience for the customers. 5.1 Quality in the Context of Restaurant Operations Quality is a measure of how well a product or service meets the expectations and requirements of its users or customers. In the context of restaurant operations, quality refers to the level of excellence in the food, service, ambiance, and overall dining experience provided to customers. Quality can be evaluated based on various factors, such as taste, presentation, freshness, hygiene, consistency, speed of service, staff professionalism and friendliness, and atmosphere. A restaurant that consistently delivers high-quality food and service can establish a reputation for excellence and build a loyal customer base. To ensure quality in restaurant operations, it is essential to have a well-designed system that focuses on every aspect of the customer experience, from the moment they enter the restaurant to the time they leave. This includes setting high standards for food preparation, sourcing high-quality ingredients, providing staff with training and clear guidelines, and maintaining a clean and pleasant atmosphere. Quality is a critical factor in restaurant operations, and achieving it requires a comprehensive approach that covers all aspects of the customer experience. By delivering high-quality food and service consistently, a restaurant can differentiate itself from competitors, build a strong reputation, and ultimately drive growth and success. In restaurant operations, quality management is typically the responsibility of the restaurant manager or the head chef. They are responsible for ensuring that the restaurant's products and services meet the standards set by the restaurant's management and are consistent with customer expectations. Quality management involves various tasks, such as developing and implementing quality control procedures, ensuring that all staff members follow these procedures, monitoring food preparation and service to ensure that it meets quality standards, and identifying and addressing any quality issues that arise. In larger restaurants or restaurant chains, there may be dedicated quality assurance or quality control teams that are responsible for managing quality across all locations. However, ultimately, the restaurant manager or head chef is responsible for ensuring that quality standards are met and maintained in the restaurant.
61 | P a g e 5.2 Importance in Managing Quality in Restaurant Operations Managing quality in restaurant operations is crucial because it directly affects customer satisfaction and loyalty, which are essential for the long-term success of any restaurant business. Here are some reasons why managing quality is important in restaurant operations: • Ensures Consistency: Consistency is essential in the restaurant industry. Customers expect the same level of quality, taste, and service every time they visit. By managing quality, restaurant operators can ensure that the food, service, and ambiance are consistent across all locations. • Improves Customer Satisfaction: Customers are more likely to return to a restaurant where they have had a positive experience. By managing quality, restaurants can ensure that the food is prepared correctly, the service is efficient, and the ambiance is comfortable, which can lead to higher levels of customer satisfaction. • Reduces Costs: Poor quality can result in waste, spoilage, and rework, which can increase costs. By managing quality, restaurants can reduce waste and improve efficiency, which can lead to cost savings. • Enhances Brand Image: A restaurant's brand image is crucial in attracting new customers and retaining existing ones. A reputation for high-quality food and service can enhance a restaurant's brand image and differentiate it from competitors. • Ensures Compliance: Restaurants must comply with various regulations and standards, such as food safety regulations, health codes, and labor laws. By managing quality, restaurants can ensure that they comply with all regulations and standards. Managing quality in restaurant operations is crucial for the success of any restaurant business. It ensures consistency, improves customer satisfaction, reduces costs, enhances brand image, and ensures compliance with regulations and standards.
62 | P a g e 5.3 Handling Complaints Handling complaints in food services is an important part of ensuring customer satisfaction and maintaining a good reputation for your business. At some point a customer will make a complaint, for example: • Service was slow • Food when served was cold • Wine served was at the incorrect temperature • Reservation made was not recorded in the booking diary • Server has been inattentive • Wrong dish was brough to the table • Explanation of the menu was inaccurate • Poor attitude of staff Should a problem arise, and a customer makes a complaint the following steps should be taken. 1. Listen attentively: When a customer brings a complaint, give them your full attention and let them explain their concern without interrupting. 2. Apologize sincerely: Show empathy and acknowledge the inconvenience caused to the customer. Offering a sincere apology can go a long way towards resolving the issue. 3. Investigate the issue: Ask the customer for details about their experience and try to understand what went wrong. Take notes, if necessary, and ask follow-up questions to clarify the situation. Restate the details of the complaint briefly to show you have listened and understood. 4. Take corrective action: Once you understand the issue, take steps to correct the problem. This may involve offering a refund, replacing the food, or providing a discount on future orders. 5. Follow up: After resolving the complaint, follow up with the customer to make sure they are satisfied with the resolution. This can help to rebuild trust and show that you value their business. When handling complaints, never: • Lose your temper • Take comments personally • Argue • Lie • Blame another member of staff or another department
63 | P a g e Handling complaints professionally and courteously can turn a negative experience into a positive one and can help to build a loyal customer base. Valid complaints provide important feedback for a foodservice operation and can be used as valuable learning opportunities to improve service. 5.4 Dealing With Incidents During Service Dealing with incidents during food service can be challenging, but it's important to handle them promptly and professionally to ensure the safety and satisfaction of your customers. Incidents can happen in any food service environment, but it's how you handle them that can make all the difference. Stay calm, act quickly, and prioritize the safety and satisfaction of your customers. When an unforeseen incident arises, it must be dealt with promptly and efficiently without causing more disturbance than is necessary to any of the other customers. Quick action will very often soothe the irate customer and ensure a return visit to the establishment. It is worth remembering at this stage that complaints, of whatever nature, should be referred immediately to the supervisor. Delay will only cause confusion and very often the situation may be wrongly interpreted if it is not dealt with straight away. In the case of accidents, a report of the incident must be kept and signed by those involved. Some of the possible incidents that may occur and the suggested steps that might be taken in order to put right any fault are outlined below. Returned Food Dealing with returned food in a food service operation requires careful handling to ensure the safety of your customers and the reputation of your business. Here are some steps you can take to deal with returned food: • Determine the reason for the return: If a customer returns their food, it's important to determine the reason for the return. Was the food undercooked, overcooked, or not what the customer ordered? Identifying the issue can help you address the problem and prevent similar issues in the future. • Apologize and address the issue: Once you've identified the problem, apologize to the customer and offer to address the issue. You may need to remake the dish, offer a replacement or refund, or offer a discount on the customer's next visit. • Remove the dish: The dish should be removed and returned to the kitchen. • Follow food safety protocols: If the food has been returned due to a food safety concern, it's important to follow proper protocols to ensure the safety of your customers. This may include discarding the food, sanitizing the area, and investigating the cause of the issue.
64 | P a g e • Customer’s choice: The customer should be asked if he/she would like another portion of the same dish or would prefer to choose an alternative • Serve the new dish: The new dish should be collected as soon as possible and served to the customer. • Train staff: Properly training your staff on how to handle returned food can help prevent similar incidents in the future. Make sure your staff knows how to identify and address customer complaints and how to follow food safety protocols. By taking these steps, you can effectively deal with returned food in your food service operation and ensure the safety and satisfaction of your customers. Spillages Spillages on customers can be embarrassing and uncomfortable for both the customer and the staff involved. Here are some steps you can follow to deal with spillages on customers in a restaurant operation: • Apologize: Quickly apologize to the customer for the spill and any inconvenience caused. Show empathy and concern for their well-being. • Attend to the Customer: Offer the customer a clean towel or napkin to help them clean up the spill and prevent any further damage to their clothes or belongings. If necessary, provide them with a change of clothes or offer to have their clothes cleaned. • Provide Assistance: If the customer needs any further assistance, such as medical attention, transportation, or accommodation, offer to help them make the necessary arrangements. • Document the Incident: It is important to document any spills or accidents that occur in the restaurant for liability and insurance purposes. Make sure to record the date, time, location, and any other relevant details, as well as the steps taken to attend to the customer. • Follow-Up: After attending to the customer, follow up with them to ensure that they are okay and that they are satisfied with the way the situation was handled. Offer any further assistance or compensation as appropriate. By following these steps, you can effectively deal with spillages on customers in a restaurant operation and ensure that the customer feels valued and respected, even in the face of an unfortunate incident. Dealing with spillages in a restaurant is an important aspect of maintaining cleanliness and safety for both customers and staff. Here are some steps you can follow to deal with spillages effectively:
65 | P a g e • Act Quickly: Time is of the essence when it comes to cleaning up spills. The longer a spill sits, the harder it becomes to clean up and the more likely it is to cause a slip and fall accident. • Secure the Area: Use wet floor signs, cones, or other visual cues to alert customers and staff of the hazard and prevent anyone from accidentally stepping in the spill. • Wear Protective Equipment: Before cleaning up the spill, make sure to wear gloves, slip-resistant shoes, and any other necessary protective equipment to prevent injuries. • Contain the Spill: Use a spill containment kit or other absorbent materials to contain the spill and prevent it from spreading. • Clean the Area: Use appropriate cleaning products to clean the area thoroughly and remove any remaining residue. Make sure to follow the manufacturer's instructions and use the appropriate dilution ratios for the cleaning products. • Inspect the Area: After cleaning up the spill, inspect the area to make sure it is completely dry and there are no remaining hazards. • Document the Incident: It is important to document any spills or accidents that occur in the restaurant for liability and insurance purposes. Make sure to record the date, time, location, and any other relevant details. Over Consumption of Alcohol Overconsumption of alcohol in a restaurant refers to consuming an excessive amount of alcohol while dining out. It is a concerning issue because it can lead to various negative consequences such as impaired judgment, accidents, and even legal troubles. In most countries, restaurants have a legal obligation to monitor the amount of alcohol served to their customers and ensure that they do not overconsume. They also have a responsibility to refuse service to customers who appear to be intoxicated. However, it is also the responsibility of the customer to drink responsibly and avoid overconsumption of alcohol. If a customer overconsumes alcohol in a restaurant, it can lead to various negative consequences such as becoming intoxicated, engaging in disruptive behavior, and even causing harm to oneself or others. Handling a customer who is over-consuming alcohol in a restaurant requires tact and professionalism. It is important to approach the situation carefully to ensure the safety and comfort of the customer and other guests. Here are some steps that restaurant staff can take to handle a customer who is over-consuming alcohol: • Observe the customer: Restaurant staff should observe the customer carefully and look for signs of intoxication, such as slurred speech, difficulty standing, and impaired coordination. It is also important to watch for signs of disruptive behavior or aggression.
66 | P a g e • Approach the customer: If a customer is showing signs of over-consumption, restaurant staff should approach them politely and discreetly. They can ask if they are feeling okay and offer water or non-alcoholic beverages. Staff should avoid accusing the customer of being drunk or aggressive, as this can escalate the situation. • Stop serving alcohol: If a customer is showing signs of intoxication, it is important to stop serving them alcohol. Staff should politely inform the customer that they will not be served any more alcohol and offer alternative beverages or food. • Offer to call a taxi or ride-share service: If a customer is too intoxicated to drive, restaurant staff can offer to call a taxi or ride-share service to take them home safely. • Monitor the customer: Restaurant staff should continue to monitor the customer's behavior and ensure that they do not become a danger to themselves or others. If necessary, staff can contact local authorities for assistance. It is important for restaurant staff to handle overconsumption of alcohol in a professional and responsible manner to ensure the safety and comfort of all guests. Difficult Customers Dealing with difficult customers in a restaurant can be challenging, but it is important to handle them professionally and effectively to maintain a positive experience for all customers. Here are some steps that restaurant staff can take to deal with difficult customers: • Stay calm and professional: The first step in dealing with a difficult customer is to stay calm and professional. It is important to listen to the customer's concerns and avoid becoming defensive or confrontational. • Listen actively: Restaurant staff should listen actively to the customer's concerns and show empathy. They should ask clarifying questions and paraphrase the customer's concerns to show that they are being heard. • Apologize: Even if the restaurant staff did nothing wrong, it is important to apologize for the customer's negative experience. A sincere apology can help to defuse the situation and show the customer that their concerns are being taken seriously. • Offer a solution: Restaurant staff should offer a solution that addresses the customer's concerns. This could include offering a replacement meal or drink, providing a discount, or offering a free dessert. • Involve a manager: If the situation cannot be resolved, or if the customer becomes aggressive or abusive, it may be necessary to involve a manager. The manager should listen to the customer's concerns and work to find a resolution that meets the customer's needs.
67 | P a g e • Follow up: After the situation has been resolved, restaurant staff should follow up with the customer to ensure that they are satisfied with the solution. This can help to build a positive relationship with the customer and reduce the likelihood of future complaints. Dealing with difficult customers in a restaurant requires patience, empathy, and professionalism. By listening to the customer's concerns and offering a solution that addresses their needs, restaurant staff can help to turn a negative experience into a positive one. Unsatisfactory Appearance • If a customer’s appearance is not satisfactory according to the policy of the establishment, the following steps might be taken. • If a customer’s appearance does not meet the dress code policy of the establishment or is likely to give offence to others, then the customer should be asked to correct their dress to the approved fashion required by the establishment. • Staff should be made aware of the need for sensitivity towards cultural dress. • If the customer will not comply with the request, he or she should be asked to leave. Suspicious Item or Package Dealing with a suspicious item or package in a restaurant requires quick and careful action to ensure the safety of staff and customers. Here are some steps that restaurant staff can take if they encounter a suspicious item or package: • Do not touch or move the item: If a staff member notices a suspicious item or package, they should avoid touching or moving it. Any movement could trigger an explosive device or cause the item to release harmful chemicals. • Evacuate the area: If the item is in a public area, staff should immediately evacuate the restaurant and call the authorities. • Call the authorities: Staff should call the local authorities and report the suspicious item or package. They should provide as much detail as possible about the item's location, appearance, and any suspicious activity they may have observed. • Isolate the area: If the suspicious item is in a closed or private area, staff should isolate the area and prevent access to the area until the authorities arrive.
68 | P a g e • Follow authorities' instructions: When the authorities arrive, staff should follow their instructions carefully. They may need to provide additional information or assist with the evacuation process. • Stay calm and reassure customers: During the evacuation process, staff should remain calm and reassure customers that their safety is the top priority. Staff should be trained to communicate clearly and effectively in high-stress situations. • Document the incident: After the incident has been resolved, staff should document the incident and review their emergency procedures to identify areas for improvement. It is important for restaurant staff to be prepared to handle suspicious items or packages and have a clear emergency plan in place to ensure the safety of staff and customers. 5.5 Customer Relations Customer relations refers to the way a business or organization interacts with its customers or clients. It involves building and maintaining positive relationships with customers by understanding their needs and concerns, providing them with high-quality products or services, and addressing any issues or complaints they may have in a timely and effective manner. There are two aspects to this: first, the physical conditions experienced by staff and, second, the satisfaction or otherwise customers receive from the food and beverage service experience. Effective customer relations involve proactive efforts to engage with customers, such as soliciting feedback, responding to inquiries, and offering personalized support. It also involves maintaining open lines of communication and building trust and loyalty with customers over time. Good customer relations are essential for businesses of all sizes and industries, as they can help to drive customer satisfaction, increase customer retention, and boost brand reputation and loyalty. In order to develop and maintain good customer relations, the supervisor must be able to: • Recognise the symptoms of a deterioration in customer relations • Minimise the causes of customer relations problems Some of the symptoms that can indicate customer relations problems are: • Increasing accidents • Increasing complaints about products/staff • Mistake in order taking • Argument between staff • Staff morale • Breakages or shortages of equipment • High turnover of staff
69 | P a g e To minimise customer relations problems, the supervisor/manager should consider a series of questions, for example: • Are there set procedures for dealing with complaints? • Are there set procedures for dealing with difficult customers? • Why is that member of staff not being courteous to customers? • How do each department’s problems affect other departments? • Are members of staff given enough information about establishment and locality? • Are members of staff informed of set procedures for foreseen problems? • How can staff be encouraged to identify and propose solutions for their problems?
70 | P a g e References Dahmer, S.J., and Kahl, K.W., (2009) Restaurant Services Basics, 2 Edn, John Wiley & Son, United States of America. Cousins, J., Lillicrap, D., and Weekes S., (2017) Food and Beverage Service, 9 Edn, Hodder Education, United Kingdom. Traster, D., (2018), Foundations of Menu Planning, 2edn, Pearson, New York. Dittmer, P.R., and Keefe, J.D., (2009) Principles of Food, Beverage, and Labor Cost Controls, 9edn, John Wiley & Sons, United States of America. Dopson, L.R., and Hayes, D.K., (2016) Food and Beverage Cost Control, 6 Edn, John Wiley & Son, New Jersey. Davis, B., Lockwood, A., Alcott, P., and Pantelidis, I.S., (2018) Food and Beverage Management, 6 Edn, Taylor & Francis Group, London and New York.
71 | P a g e Appendix: Basic Technical Skills There are six essential technical skills in food and beverage services. These essential skills are used specifically for table service and assisted service. Technical Skills Examples Holding and using a service spoon and fork, and other service equipment Serving at a buffet, service of food at a customer’s table Carrying plates When placing and clearing plates from a customer’s table Carrying round tray Carrying glasses, carrying coffee and tea services Using a service plate Carrying items to and from a table, including clean cutlery, clearing side plates, crumbing down and clearing accompaniments Carrying glasses Carrying clean glasses by hand or clearing glasses from a service area Carrying and using large trays Bringing equipment or food and beverage items to the service area and for clearing used equipment from the service area Holding and Using a Service Spoon and Fork Holding a service spoon and fork properly is important, especially if you are attending a formal event or dining in a fine restaurant. Here's how to hold a service spoon and fork correctly: • The service fork should be positioned above, or on top of the service spoon. • The key to developing this skill is the locking of the ends of the service spoon and fork with the small finger and the third finger. • The spoon and fork are manoeuvred with the thumb and the index and second fingers. Using this method food items may be picked up from the serving dish in between the service spoon and service fork. • Alternatively, the service fork may be turned to mould with the shape of the items being served, for example when serving bread rolls.
72 | P a g e Remember to hold the service spoon and fork gently but firmly, without gripping them too tightly. Avoid holding them with your fist, and try to keep your wrist straight while using them. With a little practice and patience, holding a service spoon and fork correctly will become second nature to you, and you'll be able to enjoy your meals with confidence and ease. Carrying Plates Carrying plates is an essential skill for anyone who works in the food service industry. Clean plates can be carried in a stack using both hands or using a tray. When carrying clean plates that are to be placed on the customer’s table, a single hand is used to hold the plates (usually the left hand) and the right hand is used to place the plates at each cover on the customer’s table. If the plates are hot then the plates are held with a service cloth placed on the palm of the left hand. A separate service cloth is then used in the right hand to hold the hot plates when placing them in front of the customer. When carrying plates of pre-plated foods and when clearing plates from a customer’s table, a single hand is used to hold the plates (usually the left hand) and the right hand is used to place and remove plates from the customer’s table. Special hand positions are used as follows: • Care must be taken to ensure that the first plate is held firmly as succeeding plates are built up from here. • The second plate will rest firmly on the forearm and the third and fourth fingers. Remember to always keep your focus on the plates while carrying them and avoid any distractions that may cause you to lose your balance. With practice, carrying plates will become a routine task and you'll be able to do it with ease and confidence.
73 | P a g e Using a Round Tray A service salver is a round tray which can be silver, stainless steel, wood or plastic. Usually, a napkin is placed on the tray to help prevent items slipping on the tray as they are being carried. Some trays are made with non-slip surfaces. The service tray may be sued to: • Carry clean glasses to, and to remove dirty glasses from, a customer’s table • Carry clean cutlery to and from a customer’s table • Place clean cutlery on the table • Place clean cups and sauces on the table Remember to always hold the tray level and steady while walking, and avoid overloading it with too much weight or too many items. With practice, using a round tray will become second nature, and you'll be able to serve food and drinks with ease and confidence.
74 | P a g e Carrying Glasses on a Service Salver The method of carrying clean wine goblets about the restaurant using the service salver is illustrated in Figures below. You can also use a service cloth on the palm of the hand, with the service salver placed upon it. This allows the service salver to be rotated more easily in order to remove each wine goblet in turn by the base and to set it on the table. Carrying Glasses Using Glass Racks Glass racks are usually made of plastic and are often used to carry glasses during the setting up of the restaurant and for functions. These racks enable the transportation of glasses in bulk once they have been washed and polished at a central point. Glass racks are also used for dirty glasses and many can be put through a glass wash machine.
75 | P a g e Carrying and Using Large Trays Trays are used for: • carrying food from the kitchen to the restaurant • service in rooms and lounges • clearing from sideboards/workstations • clearing from tables (when the customer is not seated at the table) • carrying equipment Carrying and using large trays in food service can be challenging but there are some techniques that can make the task easier and safer. The correct method of holding and carrying an oblong tray is to position the tray lengthways onto the forearm and to support it by holding the tray with the other hand. Figure below shows how to carry an oblong tray. Note the tray is organised so that the heaviest items are nearest the carrier. This helps to balance the tray. Also note that one hand is placed underneath the tray and the other at the side. Laying the Tablecloth Nothing is more attractive in the room than tables clothed-up with clean, crisp and well starched linen tablecloths and napkins. The tablecloth and napkins should be handled as little as possible, which will be ensured by laying the tablecloth quickly and properly first time. Before laying the tablecloth the table and chairs should be in their correct position. The tabletop should be clean and the table level, with care being taken to ensure that it does not wobble. If the table wobbles slightly, a disc sliced from a cork can be used to correct the problem. Next, the correct size of tablecloth for the table to be laid should be collected. Most tablecloths are folded in what is known as a screen fold. The waiter should stand between the legs of the table while the tablecloth is being laid, to ensure that the corners of the cloth cover the legs of the table once the clothing-up has been completed. The screen fold should be opened out across the table in front of the waiter with the inverted and two single folds facing him, ensuring that the inverted fold is on top.
76 | P a g e The cloth should then be laid in the following manner: 1. Place the thumb on top of the inverted fold with the index and third fingers either side of the middle fold (a). 2. Spread out your arms as close to the width of the table as is possible and lift the cloth so that the bottom fold falls free. 3. This should be positioned over the edge of the opposite side of the table from where you are standing (b). 4. Let go of the middle fold and open the cloth out, shaking it slightly as you draw it towards you, until the table is covered with the cloth. 5. Check that the fall of the cloth is even on all sides (c). 6. Any adjustments should be made by pulling from the edge of the cloth (d). If the tablecloth is laid correctly the following should be apparent: • the corners of the tablecloth should be over the legs of the table • the overlap should be even all round the table: 30–45 cm (12–18 in) • the creases of the tablecloth should all run the same way in the room. If two tablecloths are necessary to cover a table for a larger party, then the overlap of the two tablecloths should face away from the entrance to the room. This is for presentation purposes of both the room and the table.
77 | P a g e Napkin Folds There are many forms of napkin folds to be found in use in the food and beverage service area. Some are intricate in their detail while others are simpler. The simpler folds are used in everyday service and some of the more complex and difficult folds may be used on special occasions, such as luncheons, dinners and weddings. There are three main reasons why the more simple folds are better than the more complex ones: • The serviette, if folded correctly, can look well and add to the general appearance of the room whether it is a simple or difficult fold • Perhaps more important is the question of hygiene. The more complex fold involves greater handling to complete and its appearance, when unfolded to spread over the guest's lap, is poor as it contains creases. • The complex fold takes much more time to complete properly than does a very simple fold. Many of the napkin folds have special names, for example: • Cone • Bishop’s mitre • Rose • Cockscomb • Single Fan • Tall Candle Cone • Open the napkin out lengthways in front of you (a). • Take the top left corner and fold it diagonally on to the right end of the centre line (b). • Fold the bottom square on to the top triangle (c). • Take the two points at the top right corner, by placing your hand inside the napkin and fold • them back towards you as far as possible (d). • Pull the base out so that it is circular and place it in the centre of the cover (e).
78 | P a g e Bishop’s mitre • Lay the napkin out flat in front of you (a). • Fold it in half, straight side to straight side (b). • Take the top right corner and fold it down to the centre of the bottom line (c). • Take the bottom left corner and fold it up to meet the centre of the top line (d). • Turn the napkin over so that the folds are now facing down (e). • Take the top line (edge) and fold it down to meet the base line (bottom edge), leaving the two peaks pointing away from you (f). • Take the bottom right-hand side and fold it under the flap on the left side. Make sure it tucks right under the flap for a snug fit (g). • Turn it completely over (h). • Again take the bottom right-hand side and fold it under the flap on the left side. Now stand the napkin up by pulling the sides of the base out until it is circular in shape (i).
79 | P a g e Rose • Unfold the napkin and lay it out in a square (a). • Fold the corners into the centre of the napkin (b). • Fold the corners into the centre of the napkin for a second time (c). • Turn the whole napkin over so that all the corners folded into the centre are underneath (d). • Fold the corners into the centre once more (e). • Hold the four centre points down by means of an upturned wine goblet (f). • Holding the Paris goblet steady, place your hand under each corner and pull up a folded corner of the napkin (petal) onto the bowl of the glass. You now have four petals showing. Now place your hand under the napkin, but between each of the petals, and raise a further four petals (g). Place on an underplate.
80 | P a g e Cockscomb • Open the napkin into a square shape (a). • Fold it in half (b). • Fold it in half again to make a square (c). • Rotate the square so that it now forms a diamond shape in front of you. Make sure the four single folds are at the bottom of the diamond (d). • Fold the bottom corner of the diamond to the top corner. You will then have a triangular shape in front of you, with the four single folds on top (e). • Take the right side of the triangle and fold it over on to the centre line (f). • Do the same with the left-hand side (g). • Tuck the two lower triangles (A and B) under the main triangle (h). • Fold the two triangles (C and D) down from the centre line and hold it together. The four single folds should now be on top and at the peak of this fold (i). • Hold this narrow fold firmly, ensuring the four single folds are away from you. In turn, pull each single fold up and towards you (j). Single Fan • Unfold the napkin and lay out as a square (a). • Fold the square in three as indicated in (a). You now have a rectangle shape. • Fold the top of the rectangle A down to line B. This should be approximately 6 inches (15 cm) to line B (b). • Now pleat evenly from line C to line B leaving section A on top of the pleated folds (c). • Fold in half by raising both sides up towards you (d). • Fold triangle (A) down over the dotted line as indicated in the side view (e). Any excess from triangle A fold under the fan support. • Open out and evenly spread the pleated fan (f).
81 | P a g e Tall Candles • Open out the napkin and set on the table forming a diamond shape (a). • Fold in half from bottom to top to form a triangle and fold along the dotted line (b). • Turn over so the fold lies underneath (c). • Now roll the napkin evenly from right to left (d). • When almost completed tuck in the end to hold the napkin fold together. • Turn down the peaks at the tip of the candle except the top one (e).
82 | P a g e Glossary ALA CARTE MENU A food and beverage menu in which each item is listed and priced separately. ACOUSTICS Sound absorption or sound reflection quality of certain materials, usually in ceilings, walls, or floors. ACCOMPANIMENTS Foods that complement main dishes or drinks. Many condiments are traditional, e.g. red currant jelly with lamb or Parmesan cheese with pasta. AMERICAN PLAN A room rate that includes three meals. APPETIZER A small dish served before the main courses of a meal. In some cases the purpose is to stimulate or tease the appetite but usually the purpose is to reduce the appetite without spoiling it for the main meal. Although this food characteristically served in small portions, it can be elaborately prepared with expensive ingredients. AU GRATIN A dish cooked with a topping of crumbs, cheese or cream sauce AU JAS Pam juices of cooked meat BACK OF THE HOUSE The functional areas of a hotel or restaurant in which employees have little or no direct guest contact, such as kitchen areas, engineering and maintenance, and the accounting department. BANQUET A meal prepared for a particular group, for which the number of guests and the menu are predetermined. Most properties offering banquet service have special facilities for banquet food production and service. Service of food and beverage at a specific time and banquet place, to a given number of guests at an agreed menu price BAINE MARIE Receptacles kept warm by steam BASE PLATE A decorative plate on which food plates are positioned in front of the guest BED & BREAKFAST (B&B) A small inn or lodge that provides a room and a breakfast. Often a B&B is in a residential home setting and/or a historic building converted to a quaint lodging facility. BRUNCH Substantial late-morning meal, replacing breakfast and lunch. BUSSER This is the person in charge of clearing, cleaning and resetting the tables in the dining area. Bussers are also in charge of removing dishes from tables as guests progress through their courses to make room for other dishes or to maintain a clean dining surface. Servers typically give a percentage of their earned tips to the bussing staff. CANAPES Finger-sized snacks that go with drinks CARTE DU JOUR Menu of the day CART SERVICE A variation of table service used by servers for preparing menu items beside the guest's table in the dining room. Menu items are cooked, and sometimes flambéed, in front of the guest. CHAFFING DISH A metal dish that is filled with water and kept warm with a candle or fuel cell underneath. These are typically used on buffets.
83 | P a g e CHAIN RESTAURANT A restaurant that is part of a multi-unit organization. Chain restaurants often share the same menu, purchase supplies and equipment cooperatively, and follow operating procedures that have been standardized for every restaurant in the chain. CHEF DE PARTIE The chef in charge of a particular food production area in the kitchen. CHEF DE RANG(Head Waiter) In French service, the employee responsible for taking orders, serving drinks, preparing food at the table, and collecting sales income. If there is no sommelier or wine steward, the chef de rang may serve wine. COMMIS An apprentice. A cook who works under the Chef de Partie to learn the station and responsibilities COMMIS DE RANG In French service, the employee who assists the chef de rang. He or she may take food orders to the kitchen, pick up the food when it is ready, and take it to the cart at tableside for further preparation. A commis de rang may also deliver drink orders and serve food to guests. CONSOMME A richly flavoured, concentrated, thin clear soup made from meat, poultry or fish. CONTINENTAL BREAKFAST A small morning meal that usually includes a beverage, rolls, butter, and jam or marmalade. CONTINENTAL PLAN A room rate that includes continental breakfast. COVER The space on the table for cutlery, linen and glassware for one person CRUET SETS Dispensers for salt and pepper DAIS At a banquet, a raised platform on which the head table is placed. DEGUSTATION A tasting menu of wines and sometimes food, in which many dishes are offered in small portions DEMITASSE Small cup (half cup) for serving black coffee ENTRÉE The term usually refers to the main course of a meal but can also mean any major course. An entrée (French, literally meaning entry or entrance) is one of several savory courses in a Western-style formal meal service. Its traditional definition, still used in Europe and Australia, refers to a smaller course that precedes the main course; however, in North America, the disappearance in the early 20th century of a large communal main course such as a roast as a standard part of the meal has led to the term used to describe the main course itself. ESCARGOT Snail EUROPEAN PLAN A room rate that does not include any meals. FAMILY-STYLE SERVICE A table service style in which food is placed on large platters or in large bowls which are taken to the tables by servers. Guests pass the food around their table and serve themselves. FAST CASUAL RESTAURANT Its a type of restaurant that does not offer full table service but promises a higher quality of food and atmosphere than a fast food restaurant FAST-FOOD SERVICE The single largest segment of the food service industry; composed of commercial establishments that offer drive-through and/or counter service to customers.
84 | P a g e FAST FOOD RESTAURANT Sometimes known as a quick service restaurant or QSR, is a specific type of restaurant characterized both by its fast food cuisine and by minimal table service. Food served in fast food restaurants typically caters to a “meat-sweet diet” and is offered from a limited menu; is cooked in bulk in advance and kept hot; is finished and packaged to order; and is usually available ready to take away, though seating may be provided. Fast food restaurants are usually part of a restaurant chain or franchise operation , which provisions standardized ingredients and/or partially prepared foods and supplies to each restaurant through controlled channels FINE DINING They are full service restaurants with specific dedicated meal courses. Décor of such restaurant feature higher quality materials with an eye towards the “atmosphere” desired by the restaurateur. The wait staff is usually highly trained and often wears more formal attire. FINGER BOWL It’s a bowl of water, usually with lemon or flower petals, which is used for rinsing one’s fingers in between courses in a multiple course meal. It is typically served before the dessert course, on a doily on top of the dessert plate. FLAN Open tarts FOOD RUNNER A server assistant whose main duty is to deliver food to tables once order assembly is completed by the expediter. The food runner may also assist in drinkfilling, plate-clearing or expediting if others are busy FRONT OF HOUSE Refers to the area of a restaurant where guests are allowed. The dining room and bar are all in the front of the house. GAME All wild animals and birds which are hunted. GARDE- MANGER Pantry chef/station. The position responsible for cold food preparation, including salads, cold appetizers and plating desserts. GARNISH Decorative edible items used to ornament or enhance the eye appeal of another food item. GUERIDON Trolley for cooking beside the table HORS D’OEVRES Appetisers before a meal MISE EN PLACE Refers to the set up of the sauté station. Essentially, it means everything in its place. Most cooks put certain ingredients in a certain spot each shift (salt and pepper to the right, olive oil to the left). NAPERY Table linens. PATES Spiced finely chopped meat sliced and served cold PAX The number of people for a meal, or accommodation POINT OF SALE SYSTEM (POS) Computerized systems that retail outlets such as restaurants, gift shops, etc, enter orders and maintain various accounting information. The POS generally interfaces with the property management system (PMS). RECHAUD Food warmer SALVER Tray SEAT TURNOVER A ratio indicating the number of times that a given seat in a sit- down dining area is occupied during meal period; calculated by the dividing number of guests served by the number of available seats. SERVICE CHARGE A percentage of the bill (usually 10% to 20%) added to the guest charge for distribution to service employees in lieu of direct tipping. SERVICE GEAR Utensils used by the waiter, in food service, especially silver service, usually a tablespoon and fork
85 | P a g e SERVICE PLATE Large plate covered with a service cloth, used, for example, to carry cutlery to tables once customer are seated SERVIETTE Table- napkin SERVICE STATION A small work island located in a dining room. SIDESTAND A service stand that holds supplies of tableware, ice, condiments, dairy products and some beverages for easy access. SILENCE CLOTH Oilcloth or other padded material placed under the tablecloth to absorb noise. SOMMELIER Wine butler/ steward/ waiter SUGGESTIVE SELLING An art of promoting food orally through suggestions TABLE D'HOTE A full-course meal with limited choice at a fixed price. TABLE SERVICE A type of service in which guests are seated at a table and waited on by food servers. Four basic styles of table service are American, English, French, and Russian. TURNOVER RATE How fast tables empty and fill during a shift. A high turnover rate means more people have eaten and gone, while a slow turnover rate means the same people have been at the table for a long time, or the table is sitting empty.
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