Introduction

To The Restaurant Industry

Learning Objectives

 Identify some reasons that causes

restaurant fail
 Identify the major reasons
contributing to the success of a
restaurant
 Identify types of foodservice in the
industry
Introduction
To The Restaurant Industry

Importance Of The Industry

 Provide employment opportunities

 Contribution to the National Economy
 Convenience to the community
Introduction
To The Restaurant Industry
Food Service Industry

 Restaurant (Restoran Sri Melayu)

 Limited Menu/Fast food (Mc Donald)
 Commercial Cafeterias (R & R)
 Social Caterers (Salina Caterer)
 Ice cream / Frozen Yogurt (Baskin
Robbins)
Introduction
To The Restaurant Industry
Food Service Industry

 Industrial Sites
 Office Building
 Hospitals
 Colleges, Universities
 Airlines
 In-Store Restaurant (Deli Giant)
 Recreational Sites (Kampung Nelayan)
 Lodging eating places (Hotels)
Introduction
To The Restaurant Industry
Food Service Industry

 Mobile Caters (1901 – American Hotdog)

 Vending, nonstore retail
 Employee Dining
 Nursing Home
 Clubs, Sport Complex
 Military
Introduction
To The Restaurant Industry
Utility or Pleasure?

 Vending Machines (High utility/Low pleasure)

 Fast-Food Operations (Low service/Low prices)
 Dinner Houses (High service/High prices)
 Luxury Restaurants (High pleasure/Low utility)
Introduction
To The Restaurant Industry
Why Restaurant Fails?

PROFIT = SALES – COSTS

1. Failure to increase sales

a. Same Concept
*Restaurant have life cycle

b. Lack of creativity and imagination in

developing new ideas
Introduction
To The Restaurant Industry
The Proactive manager :
*reads newspaper and magazines
*attends industry forum where trends are
discussed
*anticipates the likelihood of events
happening and effects on the business

 The proactive manager plans rather than

simply operates the business
Introduction
To The Restaurant Industry
2. Failure to control cost
Cost control is very important in ensuring a
profitable margin
a. High employees cost = Poor productivity
b. Cost cutting to compensate for reduced
sales
*Advertising reduced
*using less expensive cuts of meat
Introduction
To The Restaurant Industry
SUCCESS FACTOR

1 Right Concept
*meets customer needs for a convenient
location and hassle-free experience
* does not require that customer dress up
*offers an ethnic flair
Introduction
To The Restaurant Industry
SUCCESS FACTOR

2 Execution
*Employees are the key to execution of the
concept
*This involves finding the right kinds of
people and training them to provide the
level of service (handbook explaining
company policies, written job description
and an orientation program)
Introduction
To The Restaurant Industry
SUCCESS FACTOR
3 Service
*Service complaints exceed customer
complaints about food or atmosphere
*Five important elements:
a. providing timely business
b. answering customer question
c. handling complaints
d. deliver accurate totaled guest check
e. recommend appropriate menu item
Introduction
To The Restaurant Industry
SUCCESS FACTOR
4 Meeting Customer Expectations
*Customer have higher expectation,
demanding more attention and friendlier
service
a. Food Quality
b. Dining area cleanliness
c. Comfort of the atmosphere
d. Freshness of the ingredients
e. Portion size
CHAPTER TWO:
CONCEPTS,
LOCATION, AND
DESIGNS
 After reading and studying this chapter, you
should be able to:
~recognize the benefit of a good restaurant
name.
~explain the relationship between concept and
market.
~explain why a restaurant concept might fail.
~discuss some qualities of successful restaurant
concept.
~identify factors to consider when choosing a
restaurant’s location.
~identify factors to consider when developing a
restaurant concept.
~list restaurant knockout criteria.
 The objective in planning a restaurant is to
assemble, on paper, the ideas for a
restaurant that will be profitable and
satisfying to the guest and the
owner/operator.
 Restaurant concept – the formulation of this
ideas, the matrix of ideas that constituted
what will be perceived as the restaurant’s
image, devise to interest of certain groups of
people
 Lack clear cut concept
 Symbol, furnishing, service – are not integrated into an
image that is projected for everyone to see
 Logos, sign, uniforms, menus and décor – must fit
together for come across to the public as a well-defined
image
 The name of the restaurant is part of the image
~ the spaghetti restaurant suggests quick service, low
price and fun place for Italian food
 Restaurant name can tell the customer what to
anticipate
~pizza palace
 Can suggest a health-food restaurant
~ the seven grains
 The personally named restaurant evoked an image of
someone cares hovering in the background
 A name that tells people what to expect, one that is
easy to remember and one that people can
pronounce is a great asset worth thousands in
advertising and promotion dollars
1. Have experience in the restaurant business
especially in the segment in which you plan to
operate.
2. Don’t mind giving up your evenings and long
weekends – not to mention mornings and
afternoon.
3. Are able to accepts personal risk. Have money to
lose.
4. Have a concepts in mind and menus develop.
5. Have completed a detailed business plan.
6. Have personal and family goals established for the
next several years
7. Have identify a quantifiable need in the market for
the type of restaurant your are considering
opening.
9. Have an exit plan – the restaurant business is easy
to enter but potentially costly to exit.
10. Can afford a lawyer and an account experienced in
the restaurant business
 Lawsuits over restaurant names do happen.
 Once selected, name may be difficult to change
without serious financial loss
 The proprietary right to a restaurant name not
already in use begins with usage and signs,
promotional campaigns and advertising material.
 If another party uses your restaurant name you
should take action against that person by proving
that you, the challenging party, use the name first.
 Loss of the right to use a name means changing
signs, menus, and promotional material, means court
costs and the loss of power.
 To illustrate concepts, look at McDonald’s – the
greatest restaurant success story of all time.
 Concepts – is the all American family restaurant – are
clean, inexpensive, wholesome, and fun.
 Ray Kroc would not allow a jukebox, cigarette
machine, or telephone in McDonald’s because it
encouraged people to “ over stay their welcome”
 McDonald’s food serves are wholesome, bursting with
health and goodwill.
 Ronald McDonald’s, better known in the mind of
children than any other fictional characters except
Mickey Mouse and Santa Claus.
 Image presentation – consistent, easy to understand,
simply city, quick, and efficient service
 Selecting a concept for a restaurant, define it precisely in
the context of which market will find it appealing.
 A quick service ethnic restaurant does not need the
authenticity required of a full service ethnic restaurant
 Whatever the concept, there must be a market to
support it, a clientele who walk or drive to the restaurant
and who want the kind of service, food, price and
atmosphere offered
 Restaurant cannot exist without a market. One must fit
the other.
 The market may constitute only a small percentage of the
total population in an area.
 quality

service menu

Concept
food and price
market

locatio atmos
n phere
manag
ement
o TGI Friday’s has remained successful over the years
because it has stayed close to the guest and
concentrate on quality and service combined with a
theme of fun.
o Most cities have an array of exciting restaurant.
o Some are own and operated by celebrity chef –
Wolfgang Puck’s Spago.
o Some restaurant are own or part-own by celebrity –
Naomi Campbell.
o Some restaurant are own by other sports celebrity –
Dan Marino, Sammy Sosa.
 Hard Rock Café – the most successful
restaurant – offer a hearty American
meal at reasonable price in at
atmosphere charge with energy, fun
and excitement of rock and roll,
decorate with memorable of rock and
roll stars.
 Most concepts that have not been tested need some
adaptation to the particular market.
 Concept development has always been important in
the restaurant industry, but it is becoming more.
 The restaurant cluster may include:
 Family restaurant
 Fine dining
 Casual
 Fast casual
 Variety of quick service restaurant

• Different menu and prices attract different markets

• Nearly every major chain is undergoing
renovation, adding color, menu variety, different
uniforms, private booths and so on
 Extreme changes are needed: the owner decided to
hired consultants
 First, the owner write a mission statement that
included a vision
 The top down style of management replace by teams
that worked on employee scheduling and ideas for a
new images – reduce cost of linen and china
 The new design will be include such as waterfalls and
sea animals jutting from the wall – help to attract
baby boomers
 Be a copycat but creative copycat to coming up
with a concept for a new restaurant.
 Look the best restaurant, then examine their strong
and weak points, and also find the proven format –
learn more to avoid mistake and improve on it.
 Initiate and adapt.
 Only modification and changes, new combinations
and changes in design, layout, menu and service.
 Beside that, learn the system also to avoid
unnecessary trouble.
 Restaurant symbology – the logo, the
line drawing, the line napkin and the
services uniforms – this help to create
atmosphere.
 Symbols include pirates, clowns and
kings.
 Restaurant use this symbol to represent
them.
 Not sold our restaurant – changed
concept to fit the market
 Do the conversion from one concept to
another – restaurant still do the
business.
 The name, décor, and menu can be
changed- this can attract customers
who left behind to return
 Single-concept chain concentrated effort on a single
system – now changing to a multiple-concept chain
that offers several advantages.
 Multiple-concept chain – may have five or more in the
same block
 This can make they competing with each other and
acquiring a part of the restaurant-this has been done
for a long time in order to minimize costs and will be
seen in the future
 Where restaurant clustered, each concept is
somewhat different from the others.
 Within a large market area, the same company have
several concepts, all close to one another but with
slightly different décor and menus.
 The sequence of events from the time a concept is
put together until the building is put in place may
include 14 steps:
1. business marketing initiated
2. layout and equipment planned
3. menu determined
4. first architectural sketches made
5. licensing and approval sought
6. financing arranged
7. working blueprints developed
 8. contracts let for bidding
9. contractor selected
10.construction or remodeling begin
11.furnishing and equipment ordered
12.key personnel hired
13.hourly employees selected and
trained
14.restaurant opened
 A mission statement drown up by the restaurant
owner can encapsulate their objective for the
business.
 Can be explicit about the market served.
 The kind of food offers.
 The atmosphere in which food will be serve.
 The ethical standard that followed – can be stated as
part of the mission statement.
 The goals to be followed in relating to patron,
employees, vendors and the community.
 The exercise forces owners to thinks through and put
in writing and explicit statement about the restaurant
– sharp points, focus the energy of management and
employees, set forth the responsibility.
 Can include input from employees – discuss with the
employees – should be no hesitation about stating
the profit motivation and such goals as cleanliness,
customers service, and customer delight
 A code of ethics may strike some people naïve.
 One clause can address striving to price food to
provide fair value and fair profit to investors.
 Source of mission statement that needed to support a loan
application:
1. Small business administration.
2. Bank.
3. Other loan source.

 Elements in mission statement:

I. The purpose of the business and the nature of what it offers.
II. The business goals, objective and strategies
III. Philosophies and value the business and the employees follows.
What makes a good location for a restaurant???
The answer is depends on the kind restaurant it is and the clientele to which it
appeals.
 Restaurant appealing to the professional for lunch MUST be relatively
close to where professionals work.
 For some groups-only food service in which they are interested is one
within the building.
 For others-anywhere but within the immediate area, providing they can
be back in their offices within an allotted lunch period.
 Roadside restaurants (superhighways)- favored by the automobile
traveler.
 Brand name restaurants- appeal to the stranger in community looking
for a known standard of quality and price.
 Size of the potential market-

i. casual restaurant may do well with only a few thousand

ii. gourmet restaurants may need 100,000 people.

 Price structure of a restaurant is a major determinant in establishing its

market.
Location criteria

 demographic of area
 visibility from a major highway
 accessibility from a major highway
 number of potential customer passing by
 distance from the potential market
 The extent to which the  Relates to the ease with
restaurant can be seen which potential guests
for a reasonable may arrives o the
amount of time, restaurants
whether the potential  Example :
guest is walking or Parking-may be a
driving problem as may access
 Vital to a quick service from the freeway or
restaurant other traffic artery.
 Slightly less important
to a full service
restaurant
 The concept should reflect the requirement of the
market and location menu, services and décor should
complement the concepts.
 Successful concept exits for both independence and
chain restaurant. Some concepts that were successful
are now longer in use. This suggest that fads come
and go. Concepts often must change to keep in step
with changing market and economic condition.
 The sequence of restaurant development has many
step between concepts and operation. A mission
statement will help keep the restaurant operation on
a straight course of action towards a common goal.
CHAPTER THREE

UNDERSTANDING THE
CUSTOMERS
 Understanding The Customer

Learning Objectives

 The purpose of this chapter is to provide future

foodservice managers with the necessary
information to BETTER UNDERSTAND their
customers

 A SATISFIED CUSTOMER IS MORE LIKELY TO

RETURN
 CHAPTER OUTLINES
 Market Categories
 Customer Trends
 Customers’ Expectations
 Why People Dine Out
 Market Categories
Three general categories:
 Captive market

 Mass market

 Status market
 Captive Market
 Normally in institutions, industrial or school
settings, and airplanes
 Is limited in the choice of what is available,
what to eat, where to eat and the price
 Example: passengers on flight are served when
it is convenient for the cabin staff to do so
 Mass Market
 Looks for food in a social setting
 Example: families eating out together to
special dates
 Status Market
 The same person may have different needs at
different times
 Example: an executive may have lunch at a
sandwich restaurant on Monday, dine with her
husband at a romantic getaway on Tuesday,
and treat business client in an upscale
restaurant on Wednesday
 The first concern is physical - to refuel;
 The second is belonging and love;
 The third is esteem – to impress the client
 Identifying Customers.
 A customer is anyone who receives or benefit
from output of someone’s work.
According Webster’s New World Dictionary

✴ service is defined as “the act or means of serving .”

✴To serve is “provide goods and services for” and

“be of assistance to”

The satisfaction of customers ultimately
measures a company’s success.
 Customer Trends
 Aging of baby boomers
 Growing ethnic population
 Increasing women in the workplace
 Families with children
 Takeout and delivery
 Aging of Baby Boomers
 Baby boomer: Person born between 1946 and
1964
 After World War II, many countries
experienced an increase in birth rates
 This segment is growing older and has the
financial resources to demand more from the
meal occasion
 They want the best meals as they seek value
for money
 Likely to use full service that offer a wider
menu variety and higher quality instead of
quick service
 Tend to be very loyal once they find a
restaurant they like
 Growing Ethnic Population
 Increase in the minority population for the next
few years
 Restaurant operators will need to consider
language and marketing that is culture specific
 Menus will have to incorporate ethnic flavorings
 Staffing and training will have to accommodate
different languages
 Increasing Women in the Workplace
 Almost two-thirds of all married-couple
households have two or three paycheck earners
 Increases the amount of money available for
spending on restaurant-prepared meals
 Higher incomes and busier lifestyles of
families mean more money spent in restaurants
 Families
Parent with littlewith
timeChildren
to cook
 Children are becoming more adventurous
eaters
 To cater this market, the restaurants are
offering
 Child-size portions at lower prices
 Children’s favourite menu items
 Entertainment for children
 Promotions to attract families with children
 Takeout and Delivery
 To serve customers’ need for convenience
 The pressure of balancing work and family
push them to takeout meals
 Customers’ Expectations
 Hallmarks of a great place
 Timing
 Location
 Pricing
 Amenities
 Appeal to kids
 Dieters choices
 Hallmarks
Great-tasting placeof a great place
 Fresh food/ingredients
 Comfortable atmosphere
 Reputation/recommendation
 Friendly people/service
 Portion size
 Variety of menu choices
 Knowledgeable servers
 Unique or original food
 Interesting place to go
 Timing
 Speed of service
 Hours of operation
 No waiting
 Location
 Convenient
 Easy access/parking
 Close to other places the customer had to stop
 Pricing
 Reasonable prices
 All-inclusive meal
 Special deals/coupons
 Amenities
 Reservations accepted
 Credit cards accepted
 Alcohol served
 Entertainment
 Kids area to play
 Appeal to kids
 Kids like it
 Children’s menus/things to do for kids
 Dieter’s choice
 Healthy foods
 Low-calorie/low-fat foods
 Why People Dine Out
 Utility
- satisfy hunger / refueling
- breakfast, lunch, dinner
 Pleasure
- social pleasure
- eating pleasure
- lifestyle support or convenience
 Social pleasure
 Celebration / special occasion
- the accent is on enjoying each other’s
company
 Kids
- the decision maker (adult) is primarily
concerned with pleasing one or more
children
 Eating pleasure
 Craving
- the focus is on satisfying the desire for
particular type of food
 Home cooking
- the desire is for healthy, wholesome food
 Lifestyle support / convenience
 Pressed for time
- the customer is in a hurry and has little time
available
 No energy / fatigue
- the diner is tired and wants to take it easy
THE END.
• Making decision
• Making long term planning
• Monitoring trends
• Delegate power to middle level managers
 General Manager
POSITIONS
Executive Chef

F&B Director
 MIDDLE LEVEL MANAGERS

 Daily management of the operation

 Purchasing, supplies, scheduling staff,
overseeing supervisors.
 Attached with assistant managers:
• Work closely with managers
• Fill in when managers of duty.
 Restaurant Managers
POSITIO
NS Bar Managers

Catering Managers
 SUPERVISORS

 Hands-on-task
 Working directly with production or
service.
 Ensuring the quality of food product
and services.
 line supervisors

POSITIO lead cook

NS
dining room supervisors

lead waitperson
BACK OF THE HOUSE

 Procuring, storing and preparing food.

 Most of the duties perform out of sight
of the guest.
 executive chef

assistant chef
POSITIO
NS sous chef

chef d’ partie

others
 FRONT OF THE HOUSE

 To serve the food to the Customer

 Project hospitality toward Customer
 Make good first impression
POSITIO
Server
NS

Host
FOOD SERVICE OPERATION
a) CLASSIC KITCHEN BRIGADE :
Chef de cuisine or head
chef

Sous chef (aboyeur)

Chef de partie

Station chef Station chef Station chef

Station chef Station chef Station chef
 STATION CHEF

 Saucier (sauté chef)

 Poissonier (fish chef)
 Rotisseur (roast chef)
 Legumier
 Garde-manger (cold food chef/pantry chef)
 Tournant (rounds man/swing cook)
 Patissier (pastry chef)
 Commis (apprentice)
b) MODERN KITCHEN BRIGADE :

POSITION RESPONSIBILITIES
Executive chef  Coordinates kitchen activities
 Directing kitchen staffs
 Plan and design menu
 Create recipes
 Educates dining room staff
 Control purchasing
 Monitor cost and menu availability also popularity.
 Set and enforce the nutrition, safety, sanitation and
quality standards.
Sous chef  Exe. Chef assistant
 Supervise, coordinate the preparation of menu item
 Make sure food is prepared, portioned, garnished
and presented according to the chef standard.
 Supervising the kitchen.
Area chef  Responsible for specific facilities
 E.g.: restaurant chef and banquet chef
 Each has his or her own brigade.
Cooks  Responsible for preparing the menu items
according to recipes specifications
 Using the most times, talent, space and
equipment.
Pastry chef  Preparing and developing recipes for
desserts, pastries, frozen desserts and bread.
Assistant apprentices  Assigned where needed

short-order cook  responsible for quickly preparing food to

order in smaller operations
 Work the broiler, deep fryer, griddle, making
sandwiches and others.

Institutional cook  Preparing in large quantities

 for captive market
 FOOD PRODUCTION PERSONNEL

ENTRY – LEVEL POSITION

 Required minimal or no prior training.

 Kitchen assistant - assist cooks, chefs and
bakers in measuring, mixing and preparing
ingredient.
MIDDLE – LEVEL POSITION
 Required minimum training and experience.
 Cooks – prepare and places food on plates. In
larger operation responsible for specific food
like soup, vegetables, meats or sauces.
 Pastry chef – bakes cakes, cookies, pies and
other dessert.
 UPPER – LEVEL POSITION

 Required both education and experiences.

 Job description may vary from one operation to another.
 Foodservice manager – responsible for profitability,
efficiency, quality and courtesy in all phases of the
foodservice operation.
 Assistant manager – perform certain supervisory duties
under the manager direction.
 Food production manager (sous chef) – responsible for
all food preparation and supervision of the kitchen staff.
 Exe. Chef – responsible for quantity and quality of all
food preparation
TYPE OF FOOD SERVICE SYSTEM

CONVENTIONAL SYSTEM

 Also known as traditional foodservice system and similar

to home cooking.
 The conventional foodservice system is most common,
although that is changing due to the current operating
environment.
 In conventional foodservice systems, ingredients are
assembled and food is produced onsite, held either heated
or chilled, and served in smaller quantity to customers.
 also minimum uses of preprocessed food.
Cont…
 For this foodservice system, food is purchased all along
the food processing continuum.
 Other items may be purchased with some processing,
while others maybe purchased fully prepared, only
requiring portioning and service.
 Used extensive in school, restaurant, college, universities,
cafeterias and others.
 ADVANTAGES DISADVANTAGES

Allow greater flexibility Labour-intensive

and creativity.
to customize dishes. Possibilities of lack of
consistency
Cost of skilled kitchen
personnel.
Required great variety of
food production and
storage equipment.
COMMISSARY SYSTEM

 The commissary food service system (also known as

central kitchen, central food production, or food factory)
centralizes food production, and food is transported to
satellites (receiving kitchens) where it is served to
customers.
 Food usually is purchased near the food processing
continuum, and food preparation is done in the central
kitchen, which results in lower food costs.
Cont….
 Labor costs is also low because of the centralization
of food preparation.
 This food service system takes advantage of
economies of scale, so it is most effective when mass
food production is required.
Steps of commissary system
Prepared food in large
batches

Send to satellite kitchen

Heated or finished

Served
 ADVANTAGE DISADVANTAGE

Consistency regardless Have to maintain efficient

of location. transportation. (Risk of
spoilage).
Economies of scale Mass production – risk of
mass spoilage.

Able to produce large

quantity of food with
minimum labour.
 READY – FOOD SYSTEM

 In ready prepared foodservice systems, food is

produced onsite, held chilled or frozen, reheated,
and served to customers on site.
 Food production can be scheduled at any time, since
food is prepared and stored frozen or chilled for
later rethermalization and served.
 Cont…

 This system also allows multiple-day production to be done

at one time. For example, if chili is on the menu two times
in the next 30 days, the total amount of chili can be made
at one time, which reduces labor costs.
 For this foodservice system, food is purchased all along the
food processing continuum. For example, some items may
be purchased from the none end, and require full
preparation.
 Other items may be purchased with some
processing, while others may be purchased fully
prepared, only requiring portioning and service.
 Food are being process Food are being
process

cooked

Frozen or
chilled

reheated

served
 ‘SOUS- VIDE’

 Means ‘in vacuum’ in French.

 Step of production:
 Portioned
 Places in plastic pouches.
 Oxygen being removed.
 Fully cooked using low temperatures.
 When cooked rapidly chilled or frozen.
 COOK - CHILLED

 Step in production:
 Repair and cooked in large amount.
 Portioned into smaller units.
 Blast chilled in a blast chiller.
 Held at 1 – 3°C for service in 1 or 2 days.
 Reheated.
 Serve.
 COOK - FREEZED

 Step in production:
 Prepared and cook in large amount.

 Portioned in smaller unit.

 Blast freeze in a blast freezer.

 Stored below freezing temperature from 2 week to 3

month.
 Thawed.

 Reheated.

 Served
 CONVENIENCE FOOD SYSTEM

 Food is prepared at a central kitchen,

packed and sold elsewhere.
 Food only need minor preparation such as
heating.
 Advantage – fast and easy to prepared.
 Disadvantage – expensive and creativity is
restricted.
 Chapter 5

NUTRITION AND THE FOOD

SERVICE INDUSTRY
 CHAPTER OUTLINE
 Overview of Nutrition
 Nutrition and how the body uses them
 Carbohydrates
 Fats
 Protein
 Micronutrients
 Water
 Fiber
 How people choose the food they eat
 The customer’s attitude toward nutrition
 When dining out
 Conclusion
 WHAT IS NUTRITION?

 A field of science to the study of foods and

their effects on the health or diseases of the
human body.
 The process by which living things receive
the food necessary for them to grow and
be healthy.
 WHAT IS NUTRIENT?

• A substance that is needed to keep a living

thing alive and to help it to grow.
• Each nutrient is made up of atoms, which
are classified by size and weight.
• 2 types of nutrients:
1. MACRONUTRIENT
2. MICRONUTRIENT
 WHAT IS MACRONUTRIENT?

 Macronutrient – nutrients on a large scale

 Each molecule contains thousands or more
of atoms
 Consumed in large quantities
 Categories:
1. CARBOHYDRATES
2. FATS (LIPIDS / OILS)
3. PROTEIN
 WHAT IS MICRONUTRIENT?

 Micronutrient – nutrients on a small scale

 Comprised of relatively few molecules
 Consumed in relatively small quantities
 Categories:
1. VITAMINS
2. MINERALS
3. WATER
4. FIBER
HOW THE BODY USES NUTRIENT?

 Nutrients provide energy, promote growth and

maintenance of the body, as well as regulate body
processes.
 Nutrients work together to help the complex
human body in many ways.
NUTRITION AND THE FOOD SERVICE INDUSTRY

TYPES OF NUTRIENTS
• Carbohydrates (sugar, starches)
• Fats (Fat & Oil)
• Protiens
• Micronutrients (Vitamins & Minerals)
• Fibre
• Water
NUTRITION AND THE FOOD SERVICE INDUSTRY

How the body uses nutrients

• To build the body, produce fluids and
repair tissues.
• Build Body = for growth, for pregnancy
• Produce fluids = saliva, other digestive
juices, tears and breast milk
• Replace cells = skin (healthy feet)
• Repair tissues = injury or illness
NUTRITION AND THE FOOD SERVICE INDUSTRY

How the body uses nutrients

• To produce energy:
• To move and work
• To keep warm
• To build new tissues/cells
• To fight infection
• To repair tissues
NUTRITION AND THE FOOD SERVICE INDUSTRY

How the body uses nutrients

• To help chemical processes:

• Digest food (Enzymes)
• Control body process (Hormon)
NUTRITION AND THE FOOD SERVICE INDUSTRY

CARBOHYDRATES (Sugar & Starches)

• How the body uses starches and

sugars
*As fuel for energy
*To build fat stores (change to storage fat)
*To build cells
NUTRITION AND THE FOOD SERVICE INDUSTRY

CARBOHYDRATES (Sugar & Starches)

• Sugar
Sucrose, Glucose, Lactose, Fructose,
Galactose
• Starches
Starch will be digest = Glucose = absorbs
into the blood and to the cell = energy
NUTRITION AND THE FOOD SERVICE INDUSTRY

FIBRE
• How fibre helps the body
*Fibre makes the food bulky
*Fibre slows digestion of a meal
*Fibre slows absorption of nutrients
*Fibre makes the faeces soft and bulky
*Fibre affects blood cholesterol.
NUTRITION AND THE FOOD SERVICE INDUSTRY

FATS (LIPIDS)

• Fats = Food fat which is hard at

cool temperature

• Oil = Food fat which is liquid at

cool temperature
NUTRITION AND THE FOOD SERVICE INDUSTRY

FATS (LIPIDS)
• Cell Fat
Part of all cells & mostly in brain and
nerves
• Storage Fat
Mostly under skin and inside abdomen
Forms body’s store of energy
Insulates body to keep it warm
Protects delicate organs like the kidneys
NUTRITION AND THE FOOD SERVICE INDUSTRY

PROTEIN
• Each protein molecule is made of
chains of amino acids joined together
• When food is digested, the amino
acids from all the different proteins
become loose and mixed together in
the gut and later in the blood. The
cell join the amino acid together to
make human protein
NUTRITION AND THE FOOD SERVICE INDUSTRY

PROTEIN
• How the body uses protein
*to build new tissues and fluids (growth)
*to replace lost amino acids (cell die)
*to help the cells to work (Enzymes are special
protein)
*to protect the body against infections.
(Antibodies are special protein)
*as fuel for energy)
NUTRITION AND THE FOOD SERVICE INDUSTRY

MICRONUTRIENTS

• Vitamins
*Vitamin A (retinol and carotene)
*Vitamin B (thiamine, riboflavine, niacin)
*Vitamin C (ascorbic acid)
*Vitamin D (calciferol)
*Vitamin E (tocopherols)
NUTRITION AND THE FOOD SERVICE INDUSTRY

MICRONUTRIENTS
• Mineral
*Iron (to make haemoglobin for red cell. It carry
oxygen from lungs to the cells = to burn starch,
sugar and fat to release energy)
*Iodine = thyroid hormones (the development
and functions of the brain and nervous system)
*Calcium & Flouride (for bone and teeth)
*Zinc (to heal wounds)
 Water

 Water is an essential element in all body tissues.

 More than one-half of the human body’s weight is from
water: it is most abundant of all elements in the body.
 Nutrients are dissolved in water, which allows then to
pass through the walls of the intestines and on into the
bloodstream.
 Water is the medium within the body’s energy is
created.
 Its carries waste from the body, and it helps regulate
body temperature.
 It also serves as a lubricant to help move materials, and
it help to control body temperature.
NUTRITION AND THE FOOD SERVICE INDUSTRY

WATER : Why people need water

 To make body cells and fluids, such as blood,
digestive juices and tears
 For body processes such as digestion
 To keep the lining of the mouth, gut, lungs and
other parts of the body moist and healthy
 For urine which carries away body waste
 For sweat to cool the body
 HOW PEOPLE CHOOSE THE FOOD THEY
EAT

1. Availability
 Fundamental role in determining our food

choices.
 For example, insect might be considered a

delicacy by an Indonesian but not by an

American.
2. Food Palatability
 How well food is accepted depends on its taste,

texture, smell and temperature.

 Each person has a somewhat different sense of

taste.
 HOW PEOPLE CHOOSE THE FOOD THEY
EAT

3. Cost and Convenience

 Most people work outside the home and facing tight
budgets.
 People tend to purchase foods that are bargain priced
and convenience.
4. The Social Factor
 Strongest social relations with food exist because people
have historically shared food among themselves.
5. The psychological Factor
 Two important aspects of this factor are familiarity and
food associations.
 THE CUSTOMER’S ATTITUDE TOWARD
NUTRITION

 Nowadays, more and more customers will

base their food choices not only on
familiarity but also on nutritional value.
 For example: A customer who is diabetic will
choose the low sugar foods content.
 There are an increase in many restaurant
and institutional food service that offer
nutrition foods.
 WHEN DINING OUT

Factors to consider when dining out:

I. Personal budget

II. Restaurant environment

III. Fine food

IV. Good service

V. Self Satisfaction
 WHEN DINING OUT

1. Personal Budget
• The amount of money that is intended to be spent for
food.
• Food budget is important because it helps in estimating
the money needed to spend for food.
• Budget should realistic and affordable to avoid over-
spending.
2. Restaurant environment
• Choose a restaurant with good and comfortable
environment.
• Examples may include hotel restaurant, theme
restaurant and fast food restaurant
 WHEN DINING OUT

3. Fine food
• Choose the food that we want to eat.
• Food should come from healthy sources, well-prepared
and served properly.
• Food should also contain nutrition to build healthy body.

4. Good service
• Choose a restaurant providing good service to
customers.
• Good service will give good impression to customers,
thus will keep customers to come again.
• Waiters with pleasant appearance, attentiveness and
know customers’ needs are waiters with good service.
 WHEN DINING OUT

5. Satisfaction
• Before dining out, consider if the dining plan fulfills your
satisfaction.
• Satisfaction includes having enough budget for food,
finding a good restaurant, getting to eat the desired
food and experiencing good service from the waiters.
 CONCLUSION
 There are many kinds of nutrition that can
be found in the food we eat.
 Customers should choose the food they eat
wisely so that a healthy body can be
gained.
 Factors that influence food selection should
be put into consideration when it comes to
consuming food.
 REMEMBER…..

 You are what you eat..!!

PRICING & DESIGNING
THE MENU
Learning Objectives
 Identify the functions of the menu.
 Compare the three different philosophies of pricing
the menu.
 Compare & contrast the various methods of menu
pricing.
 Describe the different methods of listing prices or a
menu.
 Compare & contrast the different methods for
measuring the strength of a menu.
 Give specific guidelines of the design, layout &
pricing of a menu to increase the average check while
boosting the sales of specialty items.
WHAT IS A MENU?
 Comes from the French word.
 Means “a detailed list”
 Derived from the Latin
minutes, meaning “diminished”
 “a small, detailed list”
 Some use the term bill of fare.
 Bill-an itemized list.
 Fare-food.
 An itemized list of food.
Purpose And Role
Of The Menu
 The Purpose Of The Menu
1. Inform patrons of what is available at what
price.
2. Inform workers of what is to be produced.
3. The central management document around
which the whole foodservice operation
involves :
i) Long-range or strategic planning
ii) Short-range or tactical plans
Cont..
4. Create a mission statement or statement of
purpose for the organization.
5. Developing the financial plan.
The Role Of The Menu
The Role Of The Menu
1. As an oversimplification.
2. As a major communication device that
projects the personality & concept of a
restaurant:
i) Cost control
ii) Internal marketing
iii) Merchandising tool
Cont..

3. The ultimate controlling factor as the

profit center, customer attractor & theme
determiner.
4. Provide the basic guidelines that you may
have:
i) Concerning space
ii) Equipment
iii) The personnel required for operation
 Cont..
5. Simplified & easier to manage & control the
operational aspects of the restaurant.
6. Menus have certainly expanded in all of the
aforementioned operations to include other
items such as gives operations an identity.
Types Of Menu
Types Of Menu
1. A La Carte Menu
2. Du Jour Menu
3. Cyclical Menu
4. Table D’Hote Menu
Cont..
1. A La Carte Menu
 Offer food items separately at a separate
price.
 Often contain a large selection of food
items.
 Highly profitable.
Cont..
2. Du Jour Menu
 a group of food items serve only for that
day.
 profit-boosting technique is to offer
daily special that use food purchased at
a reduce price or to use surplus goods,
or goods whose expiration date is in
sight.
Cont..

3. Cyclical Menu
 Several menus that are offered in
rotation.
 Key-Inject variety into an operation
catering to a “captive” patronage.
 Cont..
4. Table D’Hote Menu
 Several food items together at a single
price.
 Often appeals to patrons who are an
familiar with the cuisine offered by
the establishment.
 The limited number of entrees that
must be produce.
PRICING AND DESIGNING
THE MENU
Menu Pricing
 Knowledge of both marketing
and accounting.
Pricing Philosophies
(accounting)
3 common of approaches to pricing involve:
1. Demand-oriented/perceived-valued
pricing.
2. Competitive pricing.
3. Cost-oriented pricing.
 Cont..

1. Demand-oriented/perceived-valued
pricing.

 View point of the customer and prices relative

to what the item is worth to the customer.
 Market skimming and market penetration.
 Cont..

2. Competitive pricing
 Set by the competition.
 The prices must take the competition into
account.
 Cont..

3. Cost-oriented pricing
 The oldest.
 Most commonly use.
 Method of pricing.
 Prices are set on the basis of the cost.
Menu Pricing
as a Marketing Tool
 Menu Pricing as a Marketing
Tool
1. Odd-Cents Pricing.
 The vast majority of menu prices end either
5 or 9.
 The real different between RM 12.99 &
RM13.00 is one penny.
 The customer perceives that they getting a
“discount” from the higher price.
 A control method by R.H.Macy.
Cont..

2. First-Figure Dominance.
 25cents to 29cents seems less than one
from 29cents to 33cents.
 The dominant first figure remains at 2,
whereas in the second situation, it increase
from 2 to 3.
Cont..
3. Length of the price.
 A price increase from RM 9.95 to RM 10.25 is
perceived as being more than an increase from
RM 9.25 to RM 9.55.
 Former case – Increased from 3 to 4 digits.

4. Price Rounding.
 Price rounding also goes on in the mind of the
customer.
 Price increases have little -ve impact on
customers.
Cont..
5. Price Spreads.
 Refers to the difference in price between
the least expensive.
 Most expensive item on a menu within a
specific category.
 Excessive price spreads encourage the sale
of lower-priced menu items.
 The highest-priced item– no more than
twice.
6.
Cont..
Placement.
 Many customers read a menu from right to
left.
 They look at the price before considering the
description of the dish.
 Consider the following:

Baked chicken RM12.99

Lemon Sole RM15.99
Lamb Steak RM16.99
Cont..
 Compare that methods with the following:

BAKED CHICKEN
Tender pieces of boneless breast of chicken served with stuffing
RM12.99
LEMON SOLE
Fresh filets of sole sautéed in a sweet lemon caper sauce
RM15.99
LAMB STEAK
Center cut of lamb steak served on a bed of rice with mint sauce
RM16.99
Designing The Menu
Cont..

1. Cover
 Line graphics or photographs.

 The name of the restaurant.

2. Size
 Depend on the number of items.
Cont..
3. Materials
 The weight and quality of the paper.

 Use of water-resistant paper or lamination.

4. Placement
 Menu sequence.

 Focal points.

5. Specials
 Listed in larger & bolder type.

 Color, illustration and pictures.

Items Description In Menu
Cont..
Accuracy
 Managers must balance their right to
advertise menu items.
 Clear to the reader – included in the price of
a meal.
 Described in such a way.
Cont..
Words/phrases (NRA) - “add a lot of interest”
 Fresh, farm fresh.

 Homemade.

 Grilled, charcoal-grilled.

 Etc.
 Cont..
Words/phrases that turn off many people.
 Raw.

 Deep-fried, fried, flash-fried.

 Poached.

 Etc.
 Typeface
 Typeface used.
- must be large enough and legible.
 Typeface styles.
- roman (use for most book and magazines)
- modern
(newer, clean looking, do not have the serifs or
flourishes of the roman typeface)
- script (imitates handwriting)
Cont..
 Set of typefaces
- uppercase or lowercase
- regular or italics
 Spaces of typefaces
- leading ( space between the lines of types
)
- 3 points of leading between lines
(minimum)
Cont..
 Color of types.
- black types.
~ printed on white or light-tinted paper.
- colored inks.
~ the shade be dark.
- reverse types.
~ white type on a black background.
Verbal Picture
 The words used to describe items should be
chosen carefully.
 Menu descriptions should aim to excite the
senses. e.g.:

new, moist, crisp, succulent

 Cont..
 Certain words have been overused & have lost
their effectiveness. E.g.:

excellent, classic, special, the best


Cont.. the following:
Consider

BEEF TENDERLOIN
or
GOURMET SLICES OF BEEF TENDERLOIN
Generous slices of tenderloin, sautéed in butter & served
with a sauce made with a delicate Madeira wine,
shallots,& mushrooms.

 The key – to praise the virtues of the dish

while avoiding hyperbole
END
DELIVERING HIGH-QUALITY SERVICE

LEARNING OBJECTIVES
• To identify various feature that made
the SERVICE ENCOUNTER unique.
• To identify ways to determine service
problems
• To suggest ways to increase
customer’s satisfaction with service
DELIVERING HIGH-QUALITY SERVICE

FOOD IS THE NUMBER-ONE

REASON WHY CUSTOMER CHOOSE
A RESTAURANT – BUT -
WHETHER OR NOT THEY COME
BACK IS GENERALLY RELATED TO
CUSTOMER SERVICE
DELIVERING HIGH-QUALITY SERVICE

THE IMPORTANCE OF SERVICE

• Determining Value
• The greater the level of service provided to
guest, the more the guest is willing to pay for a
meal.
• Ensuring a positive dining experience
• An attentive, well-organized server will
definitely ensure that the customer has an
enjoyable experience while dining.
DELIVERING HIGH-QUALITY SERVICE

SERVICE DEFINITION
*Spirit of the employees who perform it.
*Empathy in placing oneself in the shoes of the
customers.
*Responsiveness in taking timely and appropriate
action to meet the needs of the customer
*Visibility to let customers know they are being
served.
*Inventiveness to do a little extra
*Competency of the service providers
*Enthusiasm to maximize exchange value
DELIVERING HIGH-QUALITY SERVICE

THE ENDURING INSIGHT :

• Service encounters and purchases are
considered important to the customer and
routine to service provider
• Many service providers resent some or all
of their customers (feeling not appreciated
or feeling low in status of serving)
DELIVERING HIGH-QUALITY SERVICE

THE ENDURING INSIGHT :

• Many customers want special treatment –
need to throw their weight around!
• Customers have different needs and want
regarding service – some prefer an
unobtrusive manner while other wants
fawning, attentive service.
DELIVERING HIGH-QUALITY SERVICE

ASSESSING CUSTOMER SATISFACTION

• Comment Cards
• Listening to customers’ complaints
• Percentage of repeat customers
• Increase or decrease in sales – sales
report
• “Mystery shoppers”
DELIVERING HIGH-QUALITY SERVICE

SERVICE GAPS/SERVICE PROBLEMS

• Occur because:
• Management does not know what is important
to customers.
• Management knows but does not translate that
knowledge into service standards.
• Service standards exist but employees do not
practice them.
• Customer are promised a level of service that is
not delivered.
DELIVERING HIGH-QUALITY SERVICE

Management does not know what is important

to customers!
• Lack of knowledge
• Marketing Research Orientation
• Ongoing basis
• Both formal and informal
• To understand the needs, motives
and expectation of existing and
potential customers
DELIVERING HIGH-QUALITY SERVICE

Management does not know what is important

to customers!
Lack of knowledge
• Upward Communication
• Suggestion have to be encourage
from customer-contact employees
• Good ideas need to be rewarded
• The success depends on – how
management handles bad
news/complaints
DELIVERING HIGH-QUALITY SERVICE

Management does not know what is important

to customers!
• Lack of knowledge
• Reduce Level of Management
• Many companies are flattening their
organizational structure, getting rid of
middle management, in dual attempt
to cut costs and get closer to the
customer.
DELIVERING HIGH-QUALITY SERVICE

Management knows but does not translate

that knowledge into service standards.

• Management Commitment
• Set quality service as strategic goal
• Setting Service Standards = two areas
• Procedural Aspects – consists of what is
involved in getting the products and services to
customers.
• Convivial Aspects – visible, measurable
behaviors
DELIVERING HIGH-QUALITY SERVICE

Service Standards : Procedural Aspects

• Incremental Flow Of Service
• Ensuring no bottleneck in any parts of the
restaurant
• Timeliness
• Giving customers the service they want when
they are ready for it.
• Accommodation
• Setting policy standard that makes every effort
to meet the needs of the customer.
DELIVERING HIGH-QUALITY SERVICE

Service Standards : Procedural Aspects

• Anticipation
• Ensures that customer never have to ask for
something – that service is provided before
customer request it.
• Communication
• Ensure that servers are understood by
customers, cooks can read written orders of
servers, and that customers receive exactly
what they ordered.
DELIVERING HIGH-QUALITY SERVICE

Service Standards : Procedural Aspects

• Customer Feedback
• To determine whether or not customers are
satisfied with the level of service provided.
Management must made aware of complaint.
• Supervision
• The six element (above) will not happen
smoothly unless the efforts of the staff are
coordinated and monitored. Customer
appreciated seeing a “manager-type’
DELIVERING HIGH-QUALITY SERVICE

Service Standards : Convivial Aspects

• Attitude
• Has a dramatic effect on a customer’s dining
enjoyment. Management must recognize a
server’s change towards job before it interferes
with the service provided to customers
• Body language
• To maintain eye contact with the person being
spoken to.
DELIVERING HIGH-QUALITY SERVICE

Service Standards : Convivial Aspects

• Tone of Voice
• Ensures that servers communicate in an
enthusiastic, friendly, depending on the type of
atmosphere desired by management.
• Tact
• Involves saying the correct thing at the right
time. Standards can be set regarding proper
etiquette for various situation
DELIVERING HIGH-QUALITY SERVICE

Service Standards : Convivial Aspects

• Attentiveness
• Dining out = prefer to treat themselves by
having someone else take care of them. Must
be attentives to guest needs and to any
nonverbal signals from guest.
• Guidance
• Especially menu = let the servers taste the
food and drink!
DELIVERING HIGH-QUALITY SERVICE

Service Standards : Convivial Aspects

• Problem Solving
• Standards set within the boundaries and the
law, every problem is dealt with the satisfaction
of the customers
DELIVERING HIGH-QUALITY SERVICE

Goals should be set that are:

• Designed to meet customer expectation.
• Specific.
• Accepted by employees.
• Designed to cover the important dimension of the
job.
• Measured and reviewed with appropriate feedback
to the employee.
• Realistic.
DELIVERING HIGH-QUALITY SERVICE -2

Service Standard exist but employees do not

practice them
Lack of Performance : Busser, Server, Captain
• Why????
• Lack of information or training to do the job.
• The skills of the employee may be wrong for
the job she or he is in.
• Employees may not have the tool to perform
up to the standard set.
DELIVERING HIGH-QUALITY SERVICE -2

Service Standard exist but employees do not

practice them
• Why????
• The supervisory control system may reward
actions inconsistent with the provision of
excellent service.
• Employees may feel that they have insufficient
control over their ability to deliver service.
• No teamwork between employees and
management.
DELIVERING HIGH-QUALITY SERVICE -2

Lack of Performance : HOW TO IMPROVE?

• Information and Training.
• Employees need to know:
• What they are supposed to do?
• What parts of the job to focus on?
• How and for what they will be rewarded?
• How well or how poorly they are
performing?
= On the job training & Training Manual
DELIVERING HIGH-QUALITY SERVICE -2

Lack of Performance : HOW TO IMPROVE?

• Satisfying Demand of Customer &
Management
• Role Conflict can be reduced by setting
employee standards and behavior based on the
expectations of customers rather than those of
management
DELIVERING HIGH-QUALITY SERVICE -2

Lack of Performance : HOW TO IMPROVE?

• Technology-Job Fit

• Advances technology = Hand-held computers,

to sent orders to the kitchen thus servers are
able to stay on the floor attending to customers
needs and make fewer trips to the kitchen
DELIVERING HIGH-QUALITY SERVICE -2

Lack of Performance : HOW TO IMPROVE?

• Supervisory Control/System

• Need to have a system that rewards employees

who exhibit behaviors that are regarded as
providing quality service
• To be successful, the program must set
challenging standard, be accepted by
employees and be long lasting.
DELIVERING HIGH-QUALITY SERVICE -2

Lack of Performance : HOW TO IMPROVE?

• Employee Control

• Giving the employee the authority to resolve

the complaint is an example of employee
empowerment.
• The result is faster response to complaints and
motivated employees who feel that they can
control the delivery of high-quality service.
DELIVERING HIGH-QUALITY SERVICE -2

Lack of Performance : HOW TO IMPROVE?

• Teamwork

• Quality service require everyone to work

together. Management need to provide the
climate of this unity.
DELIVERING HIGH-QUALITY SERVICE -2

Customer are promised a level of service that

is not delivered
Promising Too Much!!!
• Customer expectations have to be raised to a level
high enough to motivate people to leave home for
the restaurant
• Can lead to a tendency to promise too much
• With unrealistic expectations, employee may
not be able to deliver, no matter how well they
perform
DELIVERING HIGH-QUALITY SERVICE -2

Promising Too Much!!!

• Lack of communication between those who sell
the experience and those who are expected to
delivered
• Employee in kitchen and server must be
involved in marketing decisions
• Employees should see what the customer are
being told in the advertisement = to know the
promised!
DELIVERING HIGH-QUALITY SERVICE -2

HOW TO DEAL WITH A DIFFICULT CUSTOMER

• Be diplomatic : Never make the customer wrong
• Remain calm : Person is mad at the situation and
not at you. Personnel feeling aside and handle in a
professional and calm way. Don’t argue.
• Listen : Invite the customer to express feeling
• Empathize : Identify customer feeling and make
known that you understand. Don’t offer excuses
for the problem or complain.
DELIVERING HIGH-QUALITY SERVICE -2

TYPE OF SERVICE
• Two main categories
• Seated Service (American Service,
English or Family Service, French Service
and Russian Service)
• Self-Service (Buffet Service and
Cafeteria Service)
DELIVERING HIGH-QUALITY SERVICE -2

TYPE OF SERVICE : American Service

• The food is prepared and plated in the kitchen,
then brought to the dining room and served by
the server
• All solid food is served from the guest’s left with
the left hand
• All beverages are served from the guest’s right
with the right hand
• Dishes are cleared from the guest’s right
DELIVERING HIGH-QUALITY SERVICE -2

TYPE OF SERVICE : English Service

• The food is prepared in the kitchen and taken to
the dining room in serving platters and bowls by
the dining room staff
• The food is than plated by either the host of the
table or by the guest in general
• All dishes and glassware is remove from the right
of the guest
• Accompaniment might be pass from guest to
guest as in the family dinner
DELIVERING HIGH-QUALITY SERVICE -2

TYPE OF SERVICE : Russian Service

• The food is prepared and arranged on serving
platters in the kitchen, then carried to a serving
stand near the table
• The servers uses the right hand to place empty
warm plates from the diner’s right
• The platter of food is shown to the diners, then
transfer to their plates from the diner’s left
• Beverages are served from the diner’s right
DELIVERING HIGH-QUALITY SERVICE -2

TYPE OF SERVICE : Russian Service

• All dishes, glassware and flatware are removed
from the diner’s right
• Advantages:
• Food are always served with the right
temperature.
• Guest can be served with both elegance and
grace.
DELIVERING HIGH-QUALITY SERVICE -2

TYPE OF SERVICE : French/Gueridon Service

• It is the most graceful and formal style of service
• French Service is characterized by the use of silver
serving pieces, with the heating or final cooking
and garnishing taking place, within view of the
guest, in the dining room and the food plated by
the server.
• Dining room station are usually waited on by a
team of two servers : Chef de Rang & Commis de
Rang
DELIVERING HIGH-QUALITY SERVICE -2

TYPE OF SERVICE : Self-Service

• Buffet Service
• Customers take plates and proceed to select
and place on their plates food displayed.
• Items are not individually priced. There is one
fixed price for the meal regardless of the items
selected or the quantities of food taken by
customers
DELIVERING HIGH-QUALITY SERVICE -2

TYPE OF SERVICE : Buffet Service

• Advantage
• Minimize the service staff required and offering
faster service
• Gives customer greater choice and variety in
their meals and portions
• Disadvantage
• Less control over the amount of food consumed
and sanitation problems
 Chapter 8

The Physical Facility

Learning Objectives
 Identify the various elements of the immediate
package and the external environment.
 Show how elements of the immediate package
can affect the psychological needs and behavior of
customers.
 Give examples of the ways that the size and
shape of the room, seating arrangements, light,
and color combine to influence customers.
 Suggest procedures to improve existing layouts.
 Develop more productive procedures for
completing individual jobs
 Chapter Outline
 Front of the House
o Layout
o Atmosphere

 Back of the House

o Space Requirements
o Workplace Design
 FRONT
Types of service:
OF THE HOUSE: Layout
-Table service
Several types of service are used in restaurants. Most
types of service originated in the private homes of
European nobility and over the years have been
modified for restaurant use. Today each type retains
particular distinguishing features, although some
restaurants have combined features of two or more
serving styles to accommodate the menu, facilities,
and image of the particular restaurant.
- Banquet service
 Involves serving meal to a group of
people who are celebrating, gathering,
or for a special occasion, or honoring
special guests
- Cafeteria service
 Type of buffet where the guest select
the items desired and then carries them
away to be consumed alsewhere.
Front of The House:Atmosphere
 Table Arrangements
 Furniture
 Surface Materials
 Entertainment
 Space
 Lighting
 Color
 Accessibility
Table Arrangement
 The first opening duty is to check the station to
see that the general area is presentable and
ready to set up for service. Set up enough
tables to accommodate the reservations and
the average number of person without
reservations who are expected.
 The table setting also is the guest`s first
impression of the dining room. Proper table
setting involves the linens, flatware, glassware,
and other accessories. All require the full
attention of the professional server.
 Table arrangements should be neat and
balanced. All tables should be set
identically for a uniformly stylish
appearance. Whenever possible, place
settings should be positioned so that
guest faces each other. To provide
adequate room for each guest, a
minimum of eighteen inches should be
allowed for each setting.
Furniture
-Chairs
 The sizes and shape of chairs will vary,
but all should be sturdy. Its also should
be large enough, so guest can sit
comfortably. Make sure the chairs are
clean. The booster seats also should be
provide for the larger children.
-Table
 Usually sized to accommodate different-
sized groups, but may be put together
for larger groups. Table arrangements
are dictated by serving needs and the
dining area shape. It is important that
tables should be far enough apart as to
permit easy passage of people going
by.
 Sometimes,
.
guest like table to be far
enough apart as to allow a low
conversation to be heard at an
adjoining table. Aisle space between
tables will be less wide than aisle space
for guest walking through to get to
other areas of the room
Entertainment
 Providing the right kind of
entertainment can influence customer
enjoyment and customer behavior. In a
dining situation the entertainment
should complement the overall
atmosphere in the operation. In some
types of facilities the entertainment may
be a major reason why people come in.
Space
 Early concepts of layout have given way
to a field of study known as
environmental psychology, which looks
at the influence of the physical
environment on people’s behavior. Four
concepts are of particular importance,
there are privacy, personal space,
territoriality, and overcrowding.
Lighting & Color
 When patrons enter the foodservice
operation, they will form an overall first
impression. Lighting is a key element in
that impression, along with color, sound
and décor. Normally in restaurant,
people come to dine slowly and relax.
So, this operation need less light and
should be quieter and slower-paced. All
the tables lighting should function
properly.
Lighting in the restaurant serve 4 basis purpose :

1. help set the mood of restaurant

2. make both customer and food look
good
3. Proper lighting can help employees to
complete their work
4. helps provide for the safety and
security for the guest
Back of The House:
Space Requirements

 Space is very important part in kitchen.

A proper space measuring will ensure a
smooth job and will avoid accident in
the kitchen. The space should be
enough to keep equipment, to produce
a food and the very important thing is
the traffic aisle is important as the
kitchen is a very busy place where the
Example:
Allocation Space (percent)
Receiving 5
Food storage 20
Preparation 14
Cooking 8
Baking 10
Ware washing 5
Traffic aisle 16
Trash storage 5
Employee facilities 15
Miscellaneous 2
Back of The House:
Work place design

• Systematic Approach
• Layout of Functional Areas
• Arranging Functional Areas
• Comparing Systems
• Ergonomics
Systematic approach:
 Work Aisle Space
 Traffic Aisle
 Work Surface Space
 Workstation Height
 Storage
 Equipment
 Workplace Environment
 Safety in the Workplace
Work Aisle Space

 Is a floor space needed to perform a

task. It is important in kitchen because
staff make a preparation in a large
quantity so they need a big space to
perform it. The space will avoid the
crowded in a kitchen.
Traffic Aisle

 Traffic aisle or foot traffic is a walking

path where the staff make their way
without accidently crash between each
other. It is because the kitchen is a
place where everyone is busy with their
task so this is the way to reduce danger
in a kitchen. The traffic aisle must be
Work Surface Space

 Is a part where to make a preparation or we

can call it also a production area. The work
surface space must be more spacious than
the cooking space because they need it to
perform heavy duties. Materials and
equipment to be used must be there to make
the job easily. It also must be spacious so
that the staff can make the maximum hands
and arm movement without touching each
others
Workstation Height

 The height of a station is important so that

the staff can carry the cart or container easily
and also safe their energy. The height of the
station is depends on the task given. For the
lightweight task it should be higher about 2
inches from the elbow of the staff. For the
large and heavy duties task the station
should be lower to make easy to pick it up.
The height is between 36 to 40 inches from
the ground.
Storage

 Storage is depends on usage, size and

weight. For the big establishment they
need a big storage to keep the material.
Equipment

 The equipment in the kitchen is

expensive and heavy it must be well
maintain so it can be used for a long
period of time it must mounted or
freestanding
Workplace Environment

 Temperature: the temperature in the kitchen is

important because the heat can affect the staff
motivation if the temperature is cold it can affect
the quality of the foods the proper temperature
must be between 64 to 70°f.
 Moisture: the kitchen area is always moist.
Moisture also can affect the quality of the food.
 Air ventilation: is an equipment used to suck the
smell in the kitchen. It also used to suck moisture
that trap in the kitchen air.
 Air conditioned: is used to keep the kitchen not too
hot and not too cool. The temperature is perfect so
the staff feel comfortable.
 Noise level: noise level in the kitchen is high
because of the task. It is very good to keep the
noise level low.
 Lighting: lighting in the kitchen must be high. The
lamp that in the kitchen must be clear so the staff
can see what he or she is doing.
 Music: music is used to increase the staff
motivation.
Safety in the Workplace

 Training: the staff must be train so that they

know the procedure if anything accident
occur in the kitchen.
 Kitchen uniform: kitchen attire must be
durable because it important to do heavy
task.
 Non-slippery, durable floor covering: the tiles
that they used in the kitchen must be
durable and non slippery types to avoid
accident such as slippery.
 Guarding sharp edges: the sharp equipment
such as knife must be well keep to avoid the
staff get hurt.
 Waterproof electrical equipment: the
electrical equipment must be in good
condition. The equipment that is not
functioning must be replace.
 Good maintenance of the kitchen utilities
and equipments: all the equipment in the
kitchen must be check regularly so the job
will be easier. The equipment also can be
used for a long period of time.
Layout of Functional Areas

 Layout principles

 Principles of Flow

 Configurations
-Layout Principles

The layout process consists of 2 steps

• Arranging individual pieces of equipment

into a functional area.

• Arranging the functional areas into the

entire operation.
Both steps tend to occur at somewhat the
same time in the designer’s mind.
-Principles of Flow

 A flow diagram showing the flow of

employees, customers, and primary
materials helps determine where areas
should be relative to one another.
 When material flow is minimized,
employee movement is minimized.
-Configurations

There are 5 basic layout patterns:

• Single straight-line arrangement

• L-shaped arrangement

• U-shaped arrangement

• Parallel, back-to-back arrangement

• Parallel, face- to- face arrangement

Ergonomics
 The Occupational Safety and Health
Administration (OSHA) is a
government agency whose mission is to
“assure the safety and health of
workers by setting standards; providing
training, outreach and education;
establishing partnerships; and
encouraging continual improvement in
workplace safety and health.”
Conclusion
 The physical facility is important to a
restaurant because it will affect the
psychological needs and behavior of
customers.
 At the end it can also effect the profit to
the business.
END
FOOD AND BEVERAGE : FROM
SUPPLIER TO CUSTOMER

RESTAURANT MANAGEMENT (HOP

Learning Objective
 Procedures for effectives purchasing,
receiving, storing and issuing item used in
the restaurant operation
 Compare and contrast the various
production and service systems
 The importance of purchase
specifications, yields, standardized recipes
and portion control – cost control
 Learning Outline
 Steps In The Process
 Purchasing  Cooking
 Receiving  Service
 Storage  Dishwashing
 Issuing
 Preparation
 1.
2. RECEIVING
PURCHASING

7. SERVICE 3. STORAGE

6. COOKING 4. ISSUING

5.
PREPARATION
Purchasing
 Purchasing – acquisition of products
 Right product, in right amount of time, at the
right price
 Buyers must know market and products,
and have general business skill
 Rely on sales representatives for advice on
purchasing decisions & information on
available food items & new products
Purchasing Methods
 Informal
 Formal
Informal
 price quotes by telephone or personally with
salesperson
 Amount of purchase is small – no time for formal
purchasing practices
 Item can be obtained only from 1 or 2 sources
 Need is urgent & immediate delivery required
 Stability of market (& prices) is uncertain
 Size of operation too small for formal purchasing
Formal
 tax supported institutions usually required to
use competitive bidding
 Culminates in formal contract between buyer
& supplier
 Understanding legal implications of contract
buying is important for both parties
Purchasing Process
1. Recognition of a need
2. Description of the needed item
3. Authorization of purchase requisition
4. Negotiation with potential suppliers
5. Evaluation of proposals & placement of
order
6. Follow-up of order
7. Verification of invoice & delivered
materials
Receiving
 Activity for ensuring products delivered by
suppliers are those that were ordered
 Verifying quality, size, & quantity meet specifications
 Price on invoice agrees with purchase order
 Perishable goods are tagged or marked with the date
received
 Consistent & routine procedures are essential
 Adequate controls to preserve quality & prevent
loss during delivery & receipt
Receiving Method
 Invoice – supplier’s statement of what is being
shipped & the expected payment.
 Receiving Methods:
 Invoice – checks quantity against purchase order.
 Blind – records quantity received on invoice or
purchase order with blank at list of the items
delivered
 Partially Blind – count the number receive with the
invoice that come with order and the quantity column
leave blanked out.
Receiving Process
1. Inspection against purchase order
2. Inspection against the invoice
3. Acceptance or rejection of orders
4. Completion of receiving records
5. Removal to storage
Storage
 Items are kept in a secured area until
needed by the kitchen staff.
 Will be needed for :
 Dry food
 Refrigerated
 Frozen food
 Storing controls General Procedure:
Concern in storing

Keeping
products
secure from
theft

3
primaries
Concerns
Information
Retaining
necessary for
product
financial
quality: avoid
accounting
spoilage
system
 Type of storage

Types of storage

Refrigeration
Dry Storage
•Fresh meats, vegetables, fruits, Frozen Food
•Requires a temperature
daily products, beverages items •Frozen food should be store
between 50 and 70º F and
require refrigeration at at
relative humidity of 50%.
temperatures between 32 and -10 to -15 º F.
37 º F.

IMPORTANT:
THAWED FOOD SHOULD BE NEVER REFROZEN.
RAW FOOD ITEMS SHOULD BE NEVER COME INTO CONTACT WITH ITEM THAT HAVE BEEN
COOKED AND THEN FROZEN.
Issuing
 Items are released from storage to the
kitchen staff.
 Using FIFO (First In First Out) – the
products held in inventory the longest
should be the first to be issued to
production areas.
Issuing
 For control purposes:
 Only few people can access to the storage
and issuing areas.
 Requisition form (signed by someone in
authority, is needed before food and
beverage items can be released from storage.
 Storeroom key control – only staff members
who needs keys should have them.
Issuing
Control:
 Using Inventory Recordkeeping Systems.

 2 basics types of recordkeeping system:

 Physical inventory system.

 Perpetual inventory system.
Issuing
 Physical inventory system involves actual
observation and counting of stored products on
a periodic basis.
 Perpetual inventory systems are continuous
records of what is bought and issued. This
system involves keeping a running balance of
the quantity of stored products by recording all
newly purchased items as they enter storage
areas and quantities issued from storage to
production areas.
Inventory Control Tools
 Inventory turnover
 indication of ability to control the amount of
product held in inventory.

Food cost
Inventory turnover 
Average food inventory
Preparation
 Function:
 In the production area, functions tend to be
divided into;
 Meat/fish/poultry preparation.
 Vegetables preparation.
 Salad preparation.
 Sandwich preparation.
 In smaller preparations, the salad and sandwich and/or the
vegetable and salad functions are combined.
 The objectives:
 Maintain quality level in sufficient quantities to meet customer
demands.
 Minimizing waste.
Cooking
 4 types of foodservice operations
 Conventional or traditional
 Ready prepared

 Commissary

 Assembly / serve
Principles of cooking
 Moist Heat
 Dry Heat
Principles of cooking: Moist
Heat
 Use of water or steam for the cooking process.
 Moist heat dissolves both to render the meat
and vegetable tender
 Boiling – cooking in a liquid that is bubbling for a
short period of time(212º F).
 Braising – cooking food in a small amount of liquid,
usually after browning it.
 Poaching – cooking in a small amount of liquid that
is hot but not bubbling (160º-180º F).
Principles of cooking: Moist
Heat
 Stewing – cooking in a liquid more than braising
and covering the food entirely.
 Simmering – cooking in a liquid that is boiling
gently (185º-205º F).
 Steaming – cooking food by exposing them to direct
steam.
Principles of cooking: Dry Heat
 Use of dry air, hot metal, radiation, or a
minimum amount of hot fat for the
cooking process.
 Used for more tender foods.
 Includes:
 Broiling – reserved for the best cuts of meat.
(300˚-350˚F)
 Grilling – similar to broiling usually reserved
for steaks and hamburgers
 Ovenizing – food placed in greased pans and
used fat whiles bakes.
Principles of cooking: Dry Heat
 Roasting – done at low temperature. (250˚-
350˚F)
 Frying – cooked in fat or oil.
Deep frying: food immersed in tank of oil
heated by gas or electricity.
Standardized Recipes
 Used to control cost
 Ensure Consistency In:
 Ingredient quality
 Preparation method
 Portion size
 Service method
 Standardized Recipes
 Contain:
 Name of menu  Quality of ingredients
 Pan size  Sequent list of
 Temperature ingredients
 Yield  Method
 Portion size  Special equipment
needs
 Portion utensil
 Cooking time
Service
 Categories of Service
 Family-style
 Plate Service
 Tableside Service/ French Service
 Platter service/ Russian Service
 Buffet service
Dishwashing
 Most reliable way to clean & sanitize
dishes & utensils.
 Scrapping – disposing of fragments of
discarded or leftover food in the
dishwashing process.
 Types of dish machines:
 Single tank
 Rack conveyor
 Flight-type continuous conveyor
Waste disposal
 Social responsiveness – ethics involving the
responsibility of a company to society.
 60%-70% of solid waste discarded is service
related (food, napkins, straws, etc.)
 Waste management practices include:
 Recycling
 Source reduction
 Incineration
 Composting
 Biological solutions
Thank you

THE END
 CHAPTER 10

KITCHEN EQUIPMENT AND

INTERIORS:
SELECTION, MAINTENANCE, AND
ENERGY MANAGEMENT
 LEARNING OBJECTIVES
By the end of this chapter you should able to ;

1) Identify the considerations involved in the selection of kitchen

equipment.

2) Identify the basic types of equipment found in kitchens.

3) Compare and contrast the relative advantages of the various

materials used in kitchen interiors and equipment construction.

4) Identify the most important concepts in cleaning and maintaining

kitchen equipment.

5) Design a comprehensive energy management program.

 EQUIPMENT SELECTION
1) Basic Considerations
 Several basic considerations are involved
in the selections of kitchen equipment.
Management should consider:

i. Capacity

ii. Need

iii. Cost
 Capacity
 Analyze each food item on the menu to estimate the number of portions to
be prepared for every meal period.

 The portions size for every menu item is then determined.

 Multiplying the projected number of portions by the portion size will give
the total volume of food to be prepared at each meal period.

 The method of preparation and production is selected next for each item on
the menu.

 The batch size then determined for those items to be prepared in batches
the smaller and more frequently prepared the batches, the less equipment
capacity is needed.

 Equipment catalogs then be consulted to determine the number of pieces of

equipment to be ordered.
 Need
 Equipment should not be bought or leased unless it is needed. A piece of

equipment is need if it improves the quality of the food being prepared,

produces product, or labor cost savings, results in increased quantity of

food finished product, or contributes to the profitability of the operation.

 The need for a particular piece of equipment should be classified as either

essential, high quality, or basic. In this way, priorities can be established in

the event of a cash shortage.


Cost
Various cost are involved in the purchase of a piece of equipment. In
addition to the initial purchase price, the equipment must be installed,
insured, maintained, and repaired, financed and operated.
 Part of the cost analysis involves inclusion of the labor costs involved in
preparation.
 Khan suggests the following formula as a method of calculating the value
of a piece of equipment.

 L(A+B)
H=
C + L(D+E+F) - G
 H= the calculated value

 L= expected life of the equipment in years

 A= savings in labor per year

 B= savings in material per year

 C= cost of the equipment including installation

 D= cost of utilities per year

 E= cost of maintenance and repair of the equipment per year

 F= annual projected interest on the money in C

 G= turn- in value at the end of the life of the equipment

• If H is greater than 1.0, the equipment should be purchased

 Functional Attributes
It is important that equipment do what it is
intended to do. Performance relative to
cost and compare to the performance of
other equipment should be examined
carefully. Considerations should also be
given to likely changes in the menu that
may render an expensive piece of
equipment obsolete. Quietness of
operation, availability, of parts, and ease
 Sanitation and Safety
 The National Sanitation Foundation (NSF) certifies equipment that
meets the sanitary standards required for food service operations.
NSF – approved equipment should be a consideration in making
equipment purchases.

 Safety is also important consideration. All materials used should be

non-toxic. Parts should be easily disassembled for easy cleaning/
moving and sharp parts should be protected, and safety looks are
desirable on all equipment. A major consideration in restaurant is
fire safety.
2) Materials Used
The most common materials used in constructing
kitchen equipment is:
Wood
• Advantage:
light in weight, can be designed into various
shapes, cushions noise, is attractive and relatively
inexpensive.
• Disadvantage:
wood absorbs moisture, it tends to crack, thereby
making it unsafe from the viewpoint of sanitation.
Metals
• The most common metals in use are alloys. An alloys
is a combination of one or more metals, commonly
stainless steel (iron and carbon), brass (copper, zinc
and other metals).
• Stainless steel is easily cleaned, attractive, resists rust
and stain formation and can, because its surfaces show
dirt easily, be keep sanitary. Two important
consideration in purchasing stainless steel are
thickness and finish.
• Nickels is often found in equipment trim, railings, and
counters.
• Alluminium is popular for utensils, equipment both
inside and outside and steam- jacketed kettles.
• Cast iron is used in place that do not come into contact
with food, such as stands and equipment supports.
Plastic

• Various plastic are being used

increasingly in foodservice operations.
They are very versatile, durable, and
capable of being molded into different
shapes. Acrylics are used in food covers;
melamine can be used for dishes and
glassware; fiberglass trays are common;
Coatings

 Coatings are placed on the interior

surfaces of equipment to give the surfaces

additional properties. For surfaces that

come into contact with food, the coating

should be smooth, corrosion resistant

nonabsorbent, as heat resistant as

3) Energy Sources

Because of the rising cost of energy, the

source used to power the equipment is
becoming an increasingly important
consideration in selecting equipment.
Electricity, gas, steam, and oil are used as
energy source in kitchens. In foodservice
operations the form of energy used most
commonly is electricity. Two voltage
4) Specifications
It is vital that exact specifications be used when
purchasing equipment. These should include the
following:
 The name or title of the piece of equipment

 The scope or intended use

 Classification: the type, model, size and style

 Specific requirements to include such things as:

* Dimensions and temperature ranges

* Materials used in construction and finish
* Electrical requirements
* Control regulation and displays
 * Performance criteria
* Certification by various agencies
* Types of warranties
* Parts and labor numbers and costs for
maintenance
and repair
* Number of manuals required

 Quality assurance: inspection and

performance tests
 EQUIPMENT TYPES
DRY-HEAT COOKING EQUIPMENT
• Ranges
• Conventional Ovens
• Convection Ovens
• Infrared Ovens
• Mechanical and Pizza Ovens
• Microwave Ovens
• Deck Ovens
• Broilers
STEAM EQUIPMENT
• Steam-Jacketed kettles
• Steamers

FRYERS
 Deep-Fat Fryers
 Tilting Skillets

SMALL EQUIPMENT
 Food Cutters
 Slicers
 Mixers
 Vertical Cutter/Mixers
 Vegetable Peelers
DISHWASHERS
 Immersion dishwasher
 Single-tank, stationary- type dishwasher
 Conveyer-rack machine

 Flight-type dishwasher
 Carousel-type dishwasher

REFRIGERATION EQUIPMENT
 Reach-Ins
 Specialized Equipment
 Ice-Making Equipment
DRY HEAT
COOKING
EQUIPMENT

GRIDDLES
BROILER
 DRY-HEAT
COOKING

INFRARED
OVENS
CONVENTIONAL OVENS
MICROWAVE OVENS
RANGERS
DECK OVEN
CONVECTION OVEN
MECHANICAL AND
PIZZA OVEN
FRYERS

TILTING
SKILLETS
DEEP FAT
FRYERS
 STEAM
EQUIPM
ENT

STEAM-
JACKETED
KETTLES
STEAMERS
SMALL
EQUIPMENT

SLICER
FOOD
CUTTER
MIXER
VERTICAL
CUTTER
DISHWASHER

SINGLE TANK
CONVEYER
RACK
FLIGHT TYPE
DISHWASHER
CAROUSEL TYPE
DISHWASHEER
REFRIGERATION
EQUIPMENT

REACH INS
 INTERIOR SURFACES
MATERIALS
• Flooring

Resiliency refers to the ability of the ability of the

material to withstand shock.
 For examples: linoleum , vinyl , sealed wood

• Walls and ceilings

 4 things are particularly important :

i. Cleanability
ii. Location
iii. Noise reduction
iv. Color
 EQUIPMENT MAINTENANCE
The cost of equipment maintenance ,
which is
largely a function labor , should be
determine when
purchasing equipment.
The following are the most important
concepts involved in cleaning and
maintenance :

1. Minimize soil , dirt and food buildup

2. Remove buildup immediately
3. Avoids as many soil-collecting surfaces and recesses as
possible
4. Select smooth , nonporous surfaces
5. Provide easy access to areas that have to be cleaned
frequently
6. Streamline electrical , gas and plumbing connections
7. Used coved corners on equipment and building surfaces
8. Provide adequate drains and cleanout
9. Use automated cleaning and sanitizing systems
 CARING STAINLESS STEEL
SURFACES…
Stainless steel surfaces are subject to staining. It
requires contact with air to keep the layer of oxide
that gives it its shine and thus it must be cleaned
regularly. Should be cleaned with hot detergent
solution, rinsed and wiped dry with a soft clean
cloth. Periodic deep cleaning consists of a paste of
water and a nonabrasive powder. The paste is
rubbed in the direction of the polish lines to
prevent scratches. The surface is then rinsed and
dried.
 For example…..
 Mixers should be cleaned right after
used

 Food cutters , chopper , and slices

should be rinsed after each used

 Tables can be scrubbed with a hot

detergent solution before being rinsed
, sanitized , and allowed to
dry.Drawers should be emptied and
 CARING EQUIPMENTS…
As people become more environmentally aware
and new technologies become available , it is likely
that :
 Electric power will become cleaner
 The use of coal will become less common

 The use of natural gas will become more common

 Renewable energy , such as wind-power generation and

fuel cells , will become more common
 More businesses will generate their own power with on-
site micro-turbine power generators. Most systems
produce hot water as a byproduct of cooling the engine
that can be used in a number of ways
 CONT…
LIGHTING
• Wash wall and ceilings to help maximize
light reflection
• Remove decorative lighting in the dining
room
• Clean all lamps and light fixtures
• Replace several small-wattage light bulbs
with one large one
• Remove all unnecessary light bulbs
• Change extended-life lamps to standard-life
lamps , reflector floor lights to parabolic
foodlights , and older-model fluorescent
lights to high-efficiency fluorescent lights
 CONT…
• Replace lamps installed more than 2
years previously because of the
decrease in light output
• Install skylights to reduce the need for
artificial lighting
• Timers or motion detectors can be
installed on all lighting that can be
shut off after a specific time
 CONT…
WATER
• Replace washers immediately in
dripping faucets
• Drain and flush hot water tanks every
3 to 6 months
• Check the steam trap on steam water
heaters regularly
• Check insulation on water heaters by
feeling for hot spots
 CONT…
• Insulate all hot-water pipes
• Use a lower water temperature for
nonsanitizing areas
• Reduce water pressure at the intake
valve
• Replace 3 to 6 gallon urns with an
instant hot-water dispenser
• Reduce ice machine costs by
purchasing a small tube and shell heat
ex-changer that transfer cold water
 CONT…
HEATING , VENTILATION AND AIR
CONDITIONING (HVAC) SYSTEM
• Turn off the heating and cooling in seldom-
used spaces
• Removes obstructions from heating and
cooling vents
• Replaces caulking and weather stripping
around doors , windows and ventilating units
• Cleans or replace all filters in exhaust hoods
for cleanliness , insulation and leaks
• Use natural gas rather than electricity as the
energy source for the booster heater for
dishwashers
 CONT…
The 5 common conservation methods used
by restaurant are :
1. Installation of low-water heaters and/or
toilet fixtures
2. Modification of lighting fixtures

3. Serving water to customers only upon

request
4. Sponsoring community conservation
activities
5. Installing heat recovery equipment on
refrigerators and air conditioners
…END…
SANITATION & FOOD SAFETY

Learning Objectives
• Identify factors that contribute to sanitation
problems on foodborne illness
• Identify the foodborne hazards (biological,
chemical and physical hazards)
• Develop simple procedures for preventive
foodborne disease using the Hazard
Analysis of Critical Control Point (HACCP)
SANITATION AND FOOD SAFETY

Sanitation & Food Safety – Why all the fuss?

• Foodborne illness happens and is the sickness
that some people experience when they eat
contaminated food
= impairs performance and causes discomfort
= has a major economic impact (medical
expenses, lost business, loss of reputation etc.)
= negative impact on the owners, manager and
employees
 SANITATION AND FOOD SAFETY

Major Sanitation Problems : Foodborne Illness

• Improper holding temperature of food.
• Bacteria can grow within a temperature of 41oF to
140oF (5oC to 60oC). = “Temperature Danger
zone”.
• KEEP IT HOT, KEEP IT COLD OR DON’T KEEP
IT!
• All cold food must be stored at 41oF (5oC) or
below (prevent microbes from growing)
• All hot food must be held at 140oF (60oC) or
above (prevent and destroy microbes but toxin
remains!)
 SANITATION AND FOOD SAFETY

Major Sanitation Problems : Foodborne Illness

• Time between preparing and serving
• There are unavoidable situations during food
production when food must pass through the
temperature danger zone such as ; Cooking, Food
Preparation and Cooling
• Food should only be in the temperature danger zone
for a maximum total time of 4 hours.
• Food should pass through the temperature danger
zone as few time as possible
 SANITATION AND FOOD SAFETY

Major Sanitation Problems : Foodborne Illness

• Poor personal hygiene/infected persons
• Good personal hygiene is essential for those who
handle food. Desirable behaviours include:
• Knowing when and how to properly wash hand
• Wearing clean clothing
• Maintaining good personal habit
• Maintaining good health and reporting when sick
to avoid spreading possible infection
 SANITATION AND FOOD SAFETY

Major Sanitation Problems : Foodborne Illness

• Always wash hands:
• Before food preparation
• After touching human body parts
• After using the toilet
• After sneezing, coughing, smoking, or eating
• After engaging in any activities that may contaminate
hands
• After caring for or touching animals
 SANITATION AND FOOD SAFETY

Major Sanitation Problems : Foodborne Illness

• Cross – Contamination
• It is the transfer of germs from one food item to
another food item.
• It happens when germs from raw food are
transferred to a cooked or ready-to-eat food via
contaminated hands, equipment or utensils.
 SANITATION AND FOOD SAFETY

Major Sanitation Problems : Foodborne Illness

• Cross – Contamination : To Prevent ;
• Always stored cooked and ready-to eat food over
raw products
• Keep raw and ready-to-eat food separate during
storage
• Use good personal hygiene and hand washing
• Keep all food contact surfaces clean and sanitary
• Proper tasting procedure
 SANITATION AND FOOD SAFETY

Major Sanitation Problems : Foodborne Illness

• Inadequate cooking or heat processing
• Important during cooking pork, poultry etc
• Inadequate reheating
• Important temperatures brought to 165oF and kept
there for sufficient time to kill microorganism
• Inadequate cleaning of equipment
• Important to sanitize sinks and cutting board.
Sanitizing agent strong enough to reduce bakteria.
 SANITATION AND FOOD SAFETY

FOODBORNE HAZARDS

• refers to the following hazard that can cause illness

or injury when consumed along with food.
• Biological Hazards ( bacteria, viruses and
parasites)
• Chemical Hazards (agricultural chemicals, cleaning
compounds, heavy metals, food additives)
• Physical hazards (fragments of glass, metal, human
hair)
 SANITATION AND FOOD SAFETY

BIOLOGICAL HAZARDS
• Bacteria
• Spoilage bacteria : break down food so that they
reduces the quality of food to unacceptable levels.
• Pathogenic bacteria ; disease-causing
microorganisms that can make people ill if they or
their toxins are consumed with food.
• Symptoms onset : (vomiting, diarrhea, abdominal
cramps) 0r (dizziness, double vision, difficulty in
breathing and swallowing, headache) or (watery,
bloody diarrhea and kidney failure)
 SANITATION AND FOOD SAFETY

BIOLOGICAL HAZARDS
• What bacteria need to multiply
• A source of food especially high protein food
• A temperature between 41oF & 140oF (5o & 60oC)
• A different oxygen requiring environments
• Enough moisture
• Enough time
• Bacteria need about four hours to grow to high
enough numbers to cause illness
 SANITATION AND FOOD SAFETY

BIOLOGICAL HAZARDS
• Viruses
• Viruses require a living host (human, animal) to grow
and reproduce. Do not multiply in food. Need only
to consume a few viral particles to experience an
infection
• Example Hepatitis A. Symptoms onset : fever,
nausea, vomiting, abdominal pain, swelling of liver
and possibly jaundice – a yellowing of the skin.
 SANITATION AND FOOD SAFETY

BIOLOGICAL HAZARDS

• Parasites
• Parasites are small or microscopic creatures that live
on or inside a living host to survive. Example:
• Anisakis spp (roundworm) from fish. (in stomach :
vomitting and abdominal pain, in throat :
coughing, in large intestine : sharp pain(similar to
appendicitis) and fever.
SANITATION AND FOOD SAFETY

BIOLOGICAL HAZARDS
• Parasites
• Example:
• Trichinella spiralis : eaten with fleshly
muscle of certain animals ( pork and wild
game animals : bear & wild boar)
• Symptoms : nausea,,vomiting,,diarrhea and
abdominal pain. Later – fever, swelling of
tissue around the eyes, muscle stiffness
and death may occur in severe cases.
SANITATION AND FOOD SAFETY

CHEMICAL HAZARDS
• Naturally occuring
• Example:
• Ciguatoxin : Fish toxin originating from toxic
algae of tropical waters. (mackerel, grouper)
• Prevention : Purchase fish from a reputable
supplier. Cooking WILL NOT in activate the
toxin.
SANITATION AND FOOD SAFETY

CHEMICAL HAZARDS
• Man-made chemicals
• Pesticides
• Food Peservatives
• Benzoic Acid (cili sauce, yellow noodle :
Asthma = gastric & nerve disorder)
• Boric Acid (yellow noodle & pickles =
damages liver & kidney)
• Food additives : Monosodium glutamate
(headache, migraine, muscle tension etc)
SANITATION AND FOOD SAFETY

PHYSICAL HAZARDS
• Foreign objects in food that can cause illness and
injury
• Result
• accidental contamination
• poor food handling practices
SANITATION AND FOOD SAFETY

SUMMARY
• Almost all foodborne illness can be prevented with
 Keep food at proper temperature
 Use Good personal Hygiene
 Control cross contamination
 Use proper food handling techniques
 CHAPTER 12
TECHNOLOGY IN THE RESTAURANT
INDUSTRY
 LEARNING OBJECTIVE

After reading and studying this chapter, you

should able to : -

Identify the main types of restaurant

industry technologies.

Identify factors to consider when choosing

technology for a restaurant.
BACK OF THE HOUSE TECHNOLOGY SYSTEMS

PURCHASING & KITCHEN DISPLAY

INVENTORY SYSTEM
CONTROL

MENU
FOOD COSTING
MANAGEMENT

LABOR FINANCIAL
MANAGEMENT REPORTING
PURCHASING & INVENTORY CONTROL

PURCHASING CONTROL
Product management allows managers to track
product through each stage of the inventory cycle and
to automatically reorder when an item falls below the
par stock level.

Software solutions like ChefTec and ChefTec Plus

include options, such as importing purchase from
vendors online ordering systems and comparing
vendors pricing from purchases.
 INVENTORY CONTROL

Aid inventory control can quickly record the

inventory and easily allowing new stock to be added.

Calculations are done rapidly and monetary tools

are given for each item.

The software programs prompt when inventory

falls below the reorder point.

When new menu items are added to the system,

they are cost and priced according to the mark-up.
 Kitchen Display Systems (KDS)
Provide highly visible, real-time information to
manage and control kitchen efficiency and helps to get
food out of the kitchen faster, eliminates reheats,
reduces labor expenses and built better guest rapport.

 Besides that, the kitchen were able to reduce the

amount of re-cooks because modifiers and special
instructions are more clearly displayed.

Installed in more upscale restaurants today than in

fast-food and casual restaurants.
It can displays:

Food orders for preparation and monitors the

timing of orders for speed of service.

Status of each table and capture service times for

management reporting.

Play videos and display the image of courses.

 Food Costing
When calculating the food cost percentage, a
handheld device (PDA) can enter the inventory
amounts into the system.

The restaurant can do the food-cost percentage in

about 20minutes by used the technology.

The inventory control features can:

Track rising food costs automatically
Compare vendor pricing from purchases or bids
Generate customized reports on purchases, price
variances, bids, and credits
 Menu Management
Cambridge Investments use Menu Link to evaluate
managers’ produce purchasing, test proposed recipe
and pricing changes, and compare actual to expected
food usage.

The function is used to determine what offers work

best.

Recently, Menu Link has developed a new feature for

its Back Office Assistant called Automated Raw
Material Transfer.
When one store needs to borrow material from
another store, a transfer is generated.

Previously these transfer were processed

manually but now with this new feature
(Automated Raw Material Transfer), most of the
manual processing will be eliminated.
 Labor Management

Labor management systems interface with

front- and back-of-the-house employee working
hours, and they handle human resources
information.

It also include a module to monitor applications,

recruitment, personnel information, tax status,
vacation, and benefit information.
It also can do the scheduling based on the
condition of business for each meal period(busy
or not), and managers can monitor the schedules
to control costs.

The actual time worked is recorded, the data

were entered into the system and later will do a
reported.

Then, the pay scale and the calculation of

paychecks are made.
 Financial Reporting
Back-and-front-of the house systems may interface
by transferring data to and from the central server

Profit (or less) statements budgets and variances,

daily reports, and balance sheets are prepared with
the aid of software programs

The advantage this technology is that information

is provided in real time, enabling operators to make
informed decisions quickly
 E-learning
Computer-based training, known as E-learning,
delivered via the Internet and expanding
knowledge in the workplace

Training can now easily take place online with

Today the majority of training can be done online,
with the click of a button
FRONT OF THE HOUSE TECHNOLOGY
SYSTEMS

POINT-OF-SALE-
SYSTEM (POS)

TABLE MANAGEMENT

WIRELESS
HANDHELD DIVICES PICTURE
 POINT-OF-SALE-SYSTEM (POS)
 POS system is daily restaurant use in guest order-
entry ( Take order) and guest-check ( payment).

Technological innovation has produced POS system

that are faster, smarter, easier to use, and more
reliable.

Nowadays, POS system is enable to enhanced

management of the total guest experience, table and
kitchen operations & back-office system.
Pos system have credit card integration & interface
with Payroll & Financial system.

Wireless POS system is getting better and smaller.

Besides that, the cost of installing a pos system will

depend on the number of station requires.
 Sharp

Maitre D’
Micros
 WIRELESS HANDHELD DIVICES
Faster service, because servers no need take longer
time to record order. (minimize mistake in order)

Reduced error when take order.

Handheld system help servers enter order into the

system start with seat NO 1 and then moving around
the table.
The entire menu is in their hand, so server can
easily promote or up-sell food item.

If an item is sold out, the handheld system will

display to servers.
 PAY AT THE TABLE
When guest are ready to pay for their meal, a server can
provide them a handheld device, so they can verify their
bill.

Pay at the table solution puts guests in control of the

payment process and decrease the risk of skimming.

Benefit to guest :
- more peace of mind concerning security issues.
- The ability to leave the restaurant ( no need wait to the
waiter)

It will save customer time and servers time.

 Wireless
Handheld
devices

POS
system
 Web-based enterprise portals

The demand for detailed, accurate and real-time metrics

is an increasingly vital need for restaurant owners

To develop demand have been geared toward Web-based

enterprise solution

The competency is its centralization of applications which

offer substantial advantages whether the restaurant owns
an independent restaurant or multiple locations

Provide access to simple management tools for area

 Gift card and loyalty programs
Customer relationship management (CRM) can be
worthwhile for a single vendor to combine

Allow restaurant operator to recognize their guest with

the most frequent spending patterns and determine the best
technique to attract and measure the expansion of new trial
guest into core customer base

Gift card will represent a larger proportion of their total

sale every year

Helping to increase restaurant revenue

CRM solution give operators the ability to issue and
activate card
CONTINUE…..

with point-based loyalty system

guest can be used for subsequent visit

awarding amounts to guest account that

 achieve a certain point level

applying on-the-spot discount to guest check

elevating a guest’s status from one program

level to another
 When the
serves give
the gift card
to customer

Gift card and loyalty system

 GUEST SERVICES AND WEB SITES

Restaurant technology has involved to the point

where a restaurant can store and recall guest
preferences for tables, wines, and servers.

Table may be booked over in internet at any time,

any place, by leaving a credits card as a form of
deposit to secure the table.
 CONTINUE…..

Some coffeehouses offer another form of guest

services with a high-speed internet access.

Besides that, when guest give their name to the

hostess, they will asked for their cell phone number,
when table is ready, a prerecorded message will
notice the guest.

Wireless surveys also allow guests to give feedback

to restaurant.
 CONTINUE…..

Restaurant Web sites need an appealing, user-

friendly design and functionality, including accessibility
and interactivity.

Other features that are helpful is menu, photos of the

restaurant, how to get there , packing information,
frequently asked questions ( FAQs) and secure
transaction capability.
 CONTINUE…..

Now has a site that enables it to take reservation

and receive payment for event online.

It also can edit, change, and update information on

fly ( online )
 RESTAURANT MANAGEMENT
ALERT SYSTEM

MICROS Alert Manager allows operations to manage

by exception.

The system monitors conditions and compares them

to established standards.

Exceptions are immediately identified and a alert is

sent to the pager, PDA, cell phone or email for those
who need to know.
 CONCLUSION….
By integrating solutions like kitchen display
system, pay at the table, and Web-based enterprise
portals, restaurant are more likely to improve
customers satisfaction, staff productivity, and
operational efficiency.

So, the final result is : a positive return

on restaurant investment
 Chapter
13
Employee selection
LEARNING OBJECTIVES:
BY THE END OF THIS CHAPTER YOU
SHOULD BE ABLE TO:

 Identify the work groups that management will

increasingly turn to for employees in the next
decade.
 Discuss the major laws and regulations effecting
employee hiring
 Identify the steps involved in staffing the operation
, outlining important principles at each stage of the
process.
 Develop guidelines on how to conduct a hiring
interview.
Supply of labor

 Women
 Minorities
 Immigrants
 Older employees
 Part-timers
 Disabled
Women
 Have a “female-friendly” policy to attract
and keep female employees

 Policies that does not tolerate sexual

discrimination or sexual harrassment

Back
Minorities
 African-American
 Hispanic
 Black
 Asian

Back
 Immigrants
 Increasing number of immigrants
 Immigration law and procedures

Back
Older Employees
 More dependable
 Lower absenteeism
 Punctual
 More experienced
 Better interaction
 Able to work independently

Back
Part-Timers
 Advantages
 Companies do not have to give benefits
 More eager to work

 Willing to perform any job given to them

 Less risk of lawsuits or unemployment compensation

claim
 Disadvantages
 Less loyal
 Have higher turnover rate
 Must be trained more often
 To be supervised more closely
Back
Disabled
 The existence of law requiring the
companies to treat disable people
equally
 Provide facilities that can accommodate
the disables such as:
 Reserved parking space
 Pathway for wheelchairs
 Accessible rest rooms, telephones, wash
basin, etc.
Back
THE REGULATORY ENVIRONMENT
:EQUAL EMPLOYMENT OPPORTUNITY
 Federal laws
 Federal laws is a federal government

laws.
 Federal laws, most states and many

other local governments have passed

laws prohibiting discrimination in
employment.
BONA FIDE OCCUPATIONAL
QUALIFICATION

 If an employer can show that

discrimination on the basis of age, religion,
sex , or national origin is justified by
nature of the job itself, he or she can
claim a bona fide occupational
qualification(BFOQ).
SEXUAL HARASSMENT

 Sexual harassment is defined by the Equal

Employment Opportunity Commission as
“unwelcome advances, requests for sexual favors,
and other verbal or physical conduct of a sexual
nature”
 The employer is held responsible for sexual
harassment when he or she knows or should have
known about it and did not prevent it or take
corrective action.
RECRUITING EMPLOYEES
Job Analysis

 Systematic technique that is use to collect

job information, responsibility, and
necessary characteristic by employee to
make good job.
Analysis Process
 The manager can observe the employee performing the

job. Direct observation does not reveal the mental

processes used to perform a job. Some additional input is
necessary.
 An interview with the person doing the job is usually used
as a supplement to direct observation.
 An interview with the employees supervisor might take

care of any potential problems faced in the

aforementioned methods.
Job Breakdown

 A detailed job breakdown will indicate what is

to be done, how it is to be done, and why each
step is important.
 The complete job breakdown servers as a
listing of standard operating procedures to
being the basis for training new employees in
how to perform in the way that management
wants.
Job Description
 The job description lays out the purpose, scope, and

major duties and responsibilities of a particular job.

 A minimum a job description should have:

1. Job title

2. Title of immediate supervisor

3. Job summary

4. Essential functions

5. Reporting relationships

6. Qualification standards
Continue …

 A job analysis should be updated periodically.

 A job analysis may pave the way for a
restructuring of employees.
THE HIRING PROCESS
 Managers who invest little time or effort in selecting
employees are likely to have more problems in the
future such as absenteeism, high turnover, pilfering
and low productivity.
 Restaurant operators cite employee referrals, walk-
ins, and newspaper ads as the most effective
methods for attracting new employees.
 Each step taken costs time and money but reveals
more information about potential employees.
-THE END-
Chapter 14

TRAINING AND DEVELOPMENT

 By the end of this chapter you should
be able to:
 Design an effective orientation program.
 Compare and contrast the various training
methods.
 Design, implement, and evaluation an
effective training program.
 Develop the skill necessary to become an
effective trainer.
 List the elements of the strong employee
and management develop program.
 Orientation – the formal process of
familiarizing new employees
with :
1) the organization
2) the job
3) the work unit
 Aims to let employees know what the
company stands for.
 Description of the operation’s history,
size and objectives
 Company standards
 Conditions of employment
 Key management and the chain of
command
 Aims to let employees know what a
“normal” workday looks like.
 Detail the duties and responsibilities of
the job
 Explain the training to be given
 Explain how performance will be
evaluated
 Discuss sanitation and safety
regulations.
 Introduce new employees to fellow
employees
 Provide the name of the immediate
contact person- assist new employees
 Tour the entire operation
 Discuss rules, regulations, and policies.
There is a danger in exposing the new hire
to too much information over a short period
of time – unable to absorb much

Thus, employees are given much of the

information in writing in the form of an
employee handbook  sign a declaration

Last is evaluation and follow-up.

 Employees will be tested after the

orientation.
o Training can be defined as any
procedure initiated by an
organization to foster learning
among organizational members.
o Training is done initially to bring new
hired up to the standards required
by the company.
o Conduct a needs assessment.
o Determine learning objective.
o Develop the overall training program.
o Develop individual training lessons.
o Conduct the training.
o Evaluate.
o Follow up.
o This purpose is to determine what
type of training are needed.
o Assessment can be done in three
level:
I. Organizational analysis

II. Task analysis

III.Person analysis
 The organizational analysis look as
the company as a whole and, in light
or company goals, resources, and the
external environment in which it
operates, suggests where the
training emphasis should be.
o It involve designing the content of a
training program based on the duties
involved in a job.
o A job description is one document
that result from having conducted a
job analysis. It indicates the most
important and time-consuming tasks
involved in performing the job.
o A person analysis then determines
what knowledge, skills, and attitudes
are required to perform the job
successfully.
o People that hired for that must
either process this skills or must be
trained in them.
o Learning objective should be
SMART:
 Specific
 Measurement
 Achievable
 Realistic
 Time bound
o The training necessary for a specific
job come from an analysis of that
job.
o A job analysis identifies the
important task that make up the job.
This is what people performing the
job must be able to do.
o The program will identify what is to
be taught, when, where, how, and to
o Earlier, the process for conducting a
job analysis was identified. The
process involves developing
 A job list
 A job breakdown
 A job description
 A job specification
 A job list is an inventory of all tasks that
must be performed as part of that job.
 A job breakdown is then prepared for each
task on the job list. The job breakdown
indicates how the task should be performed.
It comprises four part: what is to be done,
what materials are needed, how it is to be
done, and why that step is important.
 Then each item would be described in more
detail as to the procedures for performing
the task, any materials that might be
needed, and why the specific task is
important.
 From the job breakdown a description of
the job can be developed and use to write a
job specification: a list of the knowleage,
skills, and abilities needed by someone to
perform the job.
 When employees are hired, their existing
knowledge, skills and abilities can be
compared to those in the job specification
to identify shortcomings.
 The specifics are to be found in the job
breakdown and these will also serve later as
the performance standards to determine the
extent to which employees are performing
up to the level required by the restaurant.
o The entire training program is then
divided into segment and a lesson
plan developed for each segment.
o The training lesson will be identify a
learning objective for that session
and suggest which techniques should
be used to meet the objective.
o At this point, it is necessary to do
the training.
o The task is left to the immediate
supervisor or a fellow employee.
o If someone know how to perform the
job or has seeing that the job is
performed well, it doesn't mean that
the person will be effective in
training another person to perform
o It is the process that determines the extent to
which the training objective have been met.
o The success of the training can be measured at
various levels.
 First, reaction: did they like the program
 Second, knowledge: did they learn the new
information
 Third, behavior/ attitude: do the employees
demonstrate new behavior on the job that can be
trace to the training received
 Lastly and the most important, was the training
cost-effective: was the cost of the training
outweighed by the resulting increase in employee
activities.
o Follow-up is necessary to ensure
that the skills taught are used
constantly.
o Supervisors can follow up through
coaching; checking that the result of
a training program are improving
employee performance.
 Learning does not take place
unless the information that
was part of the training
program was received,
understood, and internalized
 The trainer’s role is to help
supply that motivation by
letting the trainee know the
importance of the information
about to be presented
 Learning is improved if the entire job
or task is shown in relation to other
jobs and the task to be taught is then
broken down into its constituent parts.

 E.g. how and where the dirty dishes

come from, how they are cleaned, and
what happens to them once they leave
the dishwasher’s control.
 Rewards can be external – pay
increase, promotion, verbal praise – or
internal – a feeling of accomplishment.

 Positive reinforcement- a reward for

doing something right- is more
effective than punishment – an action
to punish the person for doing
something wrong.
 Practice makes perfect.

 Repeating the newly learned skill will

improve the performance of that skill.

 Active practice is more effective than

reading or listening.
 Retention is improved when new material is
spread out over several sessions rather
being condensed into fewer, longer
sessions.

 For examples, new job required 8 hours of

training, the trainee will learn better if there
are 2 hours of instruction in the new job
each day for four days rather than one
eight-hour day of new material.
 There are 3 patterns by which learning
takes place.
The learning of routine jobs follows a
decreasing returns pattern, wherein a rapid
increase in the skill level is followed by a
tapering off in the rate of improvement as
the trainee’s of performance stabilizes at a
“normal” rate.
 When learn about unfamiliar job, the
increasing returns pattern is common

 The S-shaped curve is one where the

trainee’s performance starts out
slowly, improves rapidly, and then tails
off.
 Most effective way

 Watching and copying others behavior.

 Apply in practice.
 Learner-
controlled

Group
individual
instruction

Training
Methods
 Employees learn individually, without
trainer.
 Depending upon the average check in the
restaurants, anywhere from 31 to 47
percent of operations use video-supported
training while 28 to 34 percent utilize
classroom training.
 Comparable figures for computer-interactive
and CD-ROM supported methods are 16 to
19 percent and 1-5 percent, respectively.
 Nine characteristics of learner-controlled
instruction.
1. self-direction
2. Performance-based expectations
3. Contract learning
4. Learning environment
5. Printed resource materials
6. Demonstration of mastery
7. Feedback
8. Self-pacing and sequencing
9. Challenge and bypass
 Training methods is on-the-job training
 Fast, flexible, and inexpensive.
 Four steps :
-preparation
-presentation
-practice
-feedback
 Teaching human relations skills.
 Brainstorming gets trainees involved in
coming up with new ideas or in
providing solutions to problem.
 In small groups, may comes up with
many ideas-no criticism of ideas
Cont;

Case studies are situations taken from life.

• explained in writing and through discussion,
trainees identify the problem and attempt to come
up with a solution.

Role play, trainees are given background

information and asked to act out a situation.
• involve such thing as responding to a situation
where the customer complains about the food.
Cont:

 A simulation is the practice of skills in

the work area itself. Prior to the official
opening of a new restaurant, the staff may
have a preopening in which an invited list
of customers eat at the restaurant as a trial
run to the actual opening.
THE END