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Prancing Ponies Team 1. Shayne Kennedy – PM Deanna Nguyen – SM Thomas Madison – LM Joyce Wong - RM. Key Successes. Table Touching Generated increased response on comment cards Manager’s Special
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Prancing PoniesTeam 1 Shayne Kennedy – PM Deanna Nguyen – SM Thomas Madison – LM Joyce Wong - RM
Key Successes • Table Touching • Generated increased response on comment cards • Manager’s Special • Well rounded, popular special that surpassed our objective by 1.7% (33.7% actual vs 32% forecasted) • Preparation • Extensive preparation, mental MEP, and a detailed oriented focus for the first week • Teamwork • Unconditional assistance of each area and each other • Morale • Recognition, rewards, and appreciation for crew members
Key Challenges • Communication • Between crew members and between managers • Time Management • Missing timeliness of family meal and detail cleaning and kitchen breakdown • Training • Due to the limited amount of time to train and the extensive information necessary in the first week, certain mistakes were repeated after warning • Unprepared Staff • Lack of recipes and familiarity with the menu items, and not reading station books
Key Lessons • Availability • Make yourself available and accessible to your crew • Empowerment • Trust your employees and provide them with the responsibility they deserve • Communication • Importance of making communication constant and direct • Motivation/Morale • Value, support, and recognize your crew members • Mental MEP • Preparation for the day, accurate forecasts, and awareness of what is happening around you
RKR Goal Assessment Exceed Guest Expectations Provide Total Support to Your Staff Manage the Business Professionally
Exceed Guest Expectations • Exceed Guest Expectations • Service manager • Touched every table • Personally hand out comment cards to each table • Reservation manager • Worked with the line managers • Banquet services • Communication was vital • Comment cards • Measure guest satisfaction • Production and Line Manager • Ensure accuracy and quality of menu items • Proper forecasting and preparation
Provide Total Support to Your Staff • Provide Total Support to Your Staff • Front of the house managers • Reviewed sequence of service • Reviewed Micros • Reviewed manager’s special • Back of the house managers • Reviewed recipes • Reviewed safety and sanitation • Reviewed production
Manage the Business Professionally • Manage the Business Professionally • Division of responsibilities • Service manager – food sales, bar sales, menu mix, and credits • Reservation manager – bar usage, daily invoices, daily guest count • Production and Line managers – waste report, crew meal, production sheets • Proper documentation • Reports documented in DataTrap • Focus on objectives • Comment cards • Production and line manager
Objectives • We would like to achieve 32% of our total lunch sales through the weekly specials. • We would like to improve the timeliness of the food production and meet the incremental flow of the lunch sequence of service, by achieving 75% of “Good” or “Excellent” scores on comment cards questions #1and 6. • We would like to achieve positive ratings (no “Bad” or “Poor” scores) on 80% (4 out of 5) comment cards returned, that are dropped by the service manager during our management week.
Objective #1 Assessment • We have achieved more than 32% of our total lunch sales through the weekly specials.
Objective #2 Assessment • We have improved the timeliness of the food production and met the incremental flow of the lunch sequence of service, by achieving 75% of “Good” or “Excellent” scores on comment card questions number one and six.
Objective #3 Assessment • We have achieved positive ratings on 80% comment cards returned, that were dropped off by the service manager during our management week
Expense Analysis • Theoretical Food Cost • The theoretical food cost for the Restaurant at Kellogg Ranch is 38%, • Our “Purchased” food cost for our management week was 50.8% • The variance between the two is a slight .8% • This variance can be explained through waste, errors, misfires, and incorrect reporting
Cost Analysis • Bread Waste • During our management week, the Restaurant at Kellogg Ranch wasted anywhere from 10-35 rolls, every day that we were open for service • Each roll costs the restaurant $0.17. When you look at each roll individually, this does not seem like a huge amount. However, when we analyze the bread waste of the restaurant as a whole, we are tossing our profits away.
Cost Analysis Summary of Bread Waste Cost per roll $0.17 Average of 20 rolls wasted per day $3.40 Cost of usage over 24 weeks (3 quarters) $652.80 If calculated for the RKR as a restaurant open full time, during normal business hours $2,600.00 Estimated savings if RKR waste was cut in half $326.40
Cost Recommendations Ask guests if they would like bread, instead of immediately delivering it to the table Limit the number of rolls delivered to the table, to a maximum of one roll per person Replenish the bread basket only upon request
Weekly Summary • Teamwork • Collaboration between FOH and BOH • Assisting one another • Promptness • Sense of urgency • Showing up on time • Motivation • Rewards to Top Ponies • Words of encouragement • Success • Achieved team objectives • Created an enjoyable work environment
Key Insights • Reservation Manager • Teamwork • Service Manager • Empowerment • Trust • Line Manager • Interpersonal relationship • Production Manager • Communication
Team 1 Recommendations Please see the handout for our recommendations. Please feel free to utilize any and all of our comments, and please do not hesitate to ask us questions!
