Professional Kitchen Management and Catering

Facteurs De qualité - Poisson

1. Odeur fraîche et douce

2. Yeux clairs, ronds et brillants

3. Branchies propres et rouges

4. Écailles brillantes et bien Adhérentes

à la peau

5. Chair ferme et élastique

6. Filets brillants, humides et fermes

sans contusions, taches de sang ou Brunissement

 Facteurs de qualité - Fruits de mer

1. Les homards et les crabes vivants Doivent être en mouvement

2. Les crustacés doivent avoir des Coquilles dures

3. Les fruits de mer frais doivent être Expédiés avec des algues humides

4. Les mollusques doivent être fermés Hermétiquement ou se fermer lorsqu'ils sont tapotés

5. Tous les fruits de mer frais doivent Avoir les documents et les étiquettes nécessaires

 Les produits élaborés ou semi- Élaborés, également appelés

« aliments de commodité », sont conçus Pour réduire la main- d'œuvre, le temps et les coûts de l'opération.

 Quelques autres noms pour ces produits:

• Aliments d’efficacité

• Aliments prêts à servir

• Aliments sommairement transformés

• Aliments partiellement transformés

Avec la variété des aliments de Commodité disponibles, les sélections d'achat sont devenues de plus en plus Complexes. Les décisions d'utiliser des aliments de commodité doivent être Prises sur une base article par article.

 CATÉGORIES D'ALIMENTS DE COMMODITÉ

• Aliments frais

• Aliments en conserve • Aliments Surgelés

• Aliments déshydratés •

ALIMENTS FRAIS

Divers légumes hachés, coupés en dés Et râpés, jus de fruits «fraîchement pressés», fruits tranchés pour Salades et garnitures et volaille, poisson, fruits de mer ou viande segmentée En avance ...

ALIMENTS EN CONSERVE

Fruits qui peuvent être servis Immédiatement; Légumes qui ne doivent pas être chauffés; Olives, soupes, Sauces et entrées; Cassolette, jus, thon et anchois ...

ALIMENTS SURGELÉS

La plus grande variété de produits Alimentaires de commodité.

De nombreux produits de viande et de Fruits de mer se prêtent au gel. Une variété croissante d'entrées, de Hors-d'œuvre et de produits de pâtisserie et de boulangerie est disponible à L'état congelé et très demandée par le secteur de la restauration.

ALIMENTS DÉSHYDRATÉS

Mélanges pour soupes, sauces, stocks et Sauce.

Matières premières concentrées et

sauces ...

AVANTAGES DES PRODUITS ÉLABORÉS OU SEMI-ÉLABORÉS:

• Gain de temps

• Économie d'argent

• Gestion des coûts

• Gestion du stockage / Hygiène

 INCONVÉNIENTS DES PRODUITS ÉLABORÉS OU SEMI-ÉLABORÉS:

• Qualité - confort vs frais

• Mal préparé « fait maison » • Unicité

 L’ANALYSE MAKE-OR-BUY

  Exemple De l’échelle des aliments de commodité:

A quel moment cette analyse est-elle Nécessaire?

• Lorsque les changements de menu Nécessitent de nouveaux produits alimentaires

• Modification des produits existants

• Problèmes de performance des Fournisseurs

• Changements dans les volumes requis

• Considérations relatives au personnel •

    « Le véritable processus de création » Questions à poser:

• Les invités apprécieront-ils le Produit?

• Fait-il partie de la structure de Tarification de

l’opération?

• Peut-il être acheté et préparé au Niveau de qualité

souhaité? (Rentabilité)

• Comment l’équipement, l'espace, les Conditions de

stockage, le personnel ou les facteurs Connexes influent-ils sur la capacité de l'établissement à proposer le Produit en quantité et en qualité voulues?

 Étapes de l’analyse Make-or-Buy:

1. Identifier des Problèmes Spécifiques.

2. Envisager des Préoccupations de Qualité.

3. ÉvaluerlesCoûtsPréoccupants.

4. Envisager d’autres Facteurs Connexes.

5. Faire des Comparaisons Entre les Alternatives.

6. Mettre en Œuvre la Décision.

7. ÉvaluerlaDécision.

 PRODUITS SOUS-TRAITES

Exemples de fournisseurs: Pomona, Davigel, Brake France, Transgourmet, Médélyce, Coupe de Pates, La Rose Noire, Etc.

Conclusion

La « qualité » peut être considérée En fonction de l'aptitude d'un produit à remplir sa fonction ou son but.

Les clients la définissent en fonction De leurs réponses sensorielles personnelles de la vue, du goût, de l'odorat Et du toucher.

Les professionnels affinent encore cette Définition en ajoutant des facteurs tels que la taille des portions, les Exigences du menu et le rendement.

« La qualité est la proposition Constante de produits et de services selon les normes attendues »

 Conclusion

Les aliments convenables: pas une Décision « tout ou rien »

Controversé « Label Fait Maison » (Homemade) étiquette

THE CONTROL PROCESS

CONTROL IS A SERIES OF COORDINATED ACTIVITIES THAT HELPS MANAGERS/OWNERS/CHEFS ASSES THE EXTENT TO WHICH ACTUAL RESULTS OF OPERATIONS MATCH THE PLANNED RESULTS.

 CONTROL PROCEDURES CAN HELP CHEFS/OWNERS/MANAGERS:

1. DETERMINE WETHER DELEGATED TASKS ARE BEING CARRIED OUT CORRECTLY.

2. ASSESS THE EFFECT OF CHANGES REQUIRED BY THE ECONOMY, MARKET, AND REACTIONS TO COMPETITION.

3. IDENTIFY PROBLEMS EARLY SO THEY CAN BE RESOLVED BEFORE THEY CREATE BIGGER PROBLEMS.

4. DETERMINE WHERE PROBLEMS ARE OCCURING.

5. IDENTIFY MISTAKES AND PLAN TACTICS TO CORRECT THE

MISTAKES.

 ESTABLISH STANDARDS

THE FIRST STEP IN THE CONTROL PROCESS IS THE ESTABLISHMENT OF STANDARDS. THERE ARE SERVERAL TYPES OF STANDARS:

• QUALITY STANDARDS

• QUANTITY STANDARDS

• CONTROL STANDARS

QUALITY STANDARDS

QUALITY IS THE CONSITENT DELIVERY OF PRODUCTS AND SERVICES ACCORDING TO EXPECTED BENCHMARKS THAT HELP DEFINE WHEN AND HOW QUALITY IS ATTAINED.

QUANTITY STANDARDS

THE VOLUME OF OUTPUT CAN REFLECT A BENCHMARK OF EXPECTED PRODUCTIVITY. FOR EXAMPLE, THE NUMBER OF GUESTS SERVED PER LABOR HOUR OR NUMER OF MINUTES PER GUEST MEAL ARE EXAMPLES OF QUANTITY STANDARDS.

CONTROL STANDARDS

IN THE CONTEXT OF CONTROL, STANDARDS ARE PLANNED OR EXPECTED RESULTS OF THE OPERATION AND ARE EXPRESSED AS A LEVEL OF PERFORMANCE.

 SOURCES OF CONTROL INFORMATION:

1. AVERAGES

2. A PROPERTY’S OWN FINANCIAL STATEMENTS FROM PAST

PERIODS THAT REVEAL VALUABLE INFORMATION.

3. PROPERTY OPERATING BUDGETS THAT SPECIFY ANTICIPATED

LEVELS OF REVENUE AND EXPENSER FOR A CURRENT

PERIOD.

4. IN-HOUSE MEASURMENTS THAT CONSIDER POTENTIAL COSTS

MATCHED WITH ANTICIPATED REVENUE.

THE TWO BEST SOURCES OF INFORMATION ARE OPERATING BUDGETS AND IN-HOUSE MEASUREMENTS. BASING STANDARDS ON INFORMATION OBTAINED FROM THESE SOURCES WILL PROVIDE NUMBERS THAT ARE MORE DIRECTLY RELEVANT TO THE SPECIFIC FOOD AND BEVERAGE OPERATION.

EFFECTIVE PURCHASING PRACTICES HAVE BENEFICIAL RESULTS IN SEVERAL IMPORTANT AREAS:

• CONTROL OF COSTS

• VOLUME OF PURCHASES PRODUCTS/SERVICES

• EFFECT ON CASH FLOW

• SUPPLY OF INFORMATION

• CONTINUITY AND CONSISTENCY OF SUPPLY

LEAD-TIME QUANTITY – THE NUMBER OF PURCHASE UNITS WITHDRAWN FROM INVENTORY BETWEEN THE TIME THE ORDER IS PLACED AND WHEN IT IS DELIVERED.

 FOOD SERVICE OPERATIONS CONTROL CONSIDERATIONS IN DESIGNING CONTROL SYSTEMS:

• ACCURACY

• TIMELINESS

• OBJECTIVITY

• CONSITENCY

• PRIORITY

• COST

• REALISM

• APPROPRIATENESS • FLEXIBITIY

• SPECIFICITY

• ACCEPTABILITY

RESPONSIBILITES FOR CONTROL

• THE OWNER/FOOD AND BEVERAGE MANAGER PROVIDES A GREAT DEAL OF INPUT TO THE DESIGN OF DATA COLLECTION SYSTEMS AND TO THE INTERPRETATION OF ACTUAL OPERATING RESULTS.

• THE MANAGER/CHEF SHOULD MAKE CONTROL DECISIONS BASED ON INFORMATION SUPPLIED.

• THE ACCOUNTING DEPARTMENT

• THE FOOD AND BEVERAGE CONTROLLER MAY PROVIDE OBSERVATIONS

ABOUT THE MEANING OF THE NUMBERS.

DETERMINING FOOD AND BEVERAGE STANDARDS

SYSTEMS FOR DEVELOPING FOOD AND BEVERAGE STANDARDS MUST BEGIN WITH THE MENU. BECAUSE IT ESTABLISHES WHICH FOOD AND BEVERAGE ITEMS WILL BE SERVED, THE MENU IS THE MOST BASIC AND IMPORTANT CONTROL TOOL. ONCE A MENU IS CREATED, FIVE STANDARD COST TOOLS CAN BE DEVELOPED:

• STANDARD PURCHASE SPECIFICATIONS

• STANDARD RECIPES

• STANDARD YIELDS

• STANDARD PORTION SIZES

• STANDARD PORTION COSTS

SEQUENTIAL DEVELOPMENT OF STANDARD COST TOOLS

1. MENU – INDICATES WHICH PRODUCTS WILL BE OFFERED

2. PURCHASE SPECIFICATION – INDICATES THE REQUIRED QUALITY OF

THE PRODUCT.

3. STANDARD RECIPE – INDICATES HOW THE PRODUCT SHOULD BE

PREPARED. INGREDIENTS ADDED BEFORE PRUCHASE WILL BE IDENTIFIED IN THE PURCHASE SPECIFICATION. INGREDIENTS TO BE ADDED ON-SITE WILL BE SPECIFIED IN THE STANDARD RECIPE.

4. STANDARD YIELD – NUMBER OF PORTIONS OR VOLUME OF THE PRODUCTS TO BE PRODUCED WHEN THE STANDARD RECIPE IS FOLLOWED.

5. STANDARD PORTION SIZES - PERMIT A DESIGNATED QUANTITY OF ITEMS TO BE PRODUCED BY THE RECIPE.

6. STANDARD PORTION COST – WHAT ONE PORTION SHOULD COST. THIS INFORMATION IS AT THE HEART OF MENU PRICING AND COST DECISIONS.

STANDARD FOOD COSTS

WHEN STANDARD FOOD COSTS ARE KNOWN, MANAGEMENT IS ABLE TO COMPARE THE COST OF FOOD WITH REVENUE IT GENERATES. THERE ARE SEVERAL WAYS TO MEASURE IT:

• COST IN TERMS OF TOTAL AMOUNT OF MONEY SPENT ON FOOD PER DAY, WEEK, MONTH OR YEAR.

• FOOD COST PERCENTAGE (MOST COMUN) – EXPRESSES COST AS A PERCENTAGE OF REVENUE. CALCULATED BY DIVIDING FOOD COSTS BY FOOD REVENUE AND MULTIPLIYING BY 100.

THE MENU: THE FOUNDATION FOR CONTROL

THE PROCESS OF PLANNING A MENU NEVER ENDS; THE FINAL MENU IS NEVER ACHIEVED. THE PROCESS IS ONGOING, DYNAMIC, AND BASED ON THE EXPECTATIONS OF THE OPERATION’S PRESENT AND POTENTIAL GUESTS – ITS TARGET MARKETS.

FROM CREATING AN IMAGE TO COMMUNICATING A PLAN FOR SATISFYING GUESTS, INFLUENCING THE GUESTS’ PURCHASE DECISIONS, MERCHANDISING THE CORRECT PRODUCTS, AND MORE, THE MENU HAS A CONTINOUS IMPACT ON ALL ASPECTS OF THE OPERATION.

MENU ENGINEERING

A MANUAL OR COMPUTERIZED METHOD OF MENU ANALYSIS AND ITEM PRICING THAT CONSIDERS BOTH THE PROFITABILITY AND POPULARITY OF COMPETING MENU ITEMS. IT IS AN INCREAISINGLY POPULAR APPROACH TO THE NEED FOR MENU EVALUATION.

PURCHASING AND RECEIVING CONTROLS

THE PURCHASING CYCLE DIBUJITO

 SECURITY CONCERNS IN PURCHASING

• KICKBACKS

• FICTITIOUS COMPANIES

• REPROCESSING

• DELIVERY INVOICE ERRORS

• CREDIT MEMO PROBLEMS

• QUALITY SUBSTITUTIONS

• PURCHASER THEFT

EFFECTIVE RECEIVING

EFFECTIVE PURCHASING IS WASTED IF NO ONE ENSURES THAT PRODUCTS DELIVERED MEET THE OPERATION’S STANDARD PURCHASE SPECIFICATIONS.

SECURITY CONCERNS IN RECEIVING

EXAMPLES OF SUPPLIER THEFT POSSIBILITIES WHEN PRODUCTS ARE RECEIVED INCLUDE THE FOLLOWING:

• THE SUPPLIER MAY DELIVER LESSER QUALITY ITEMS THAN THOSE ORDERED.

• SHORT-WEIGHT OR SHORT-COUNT PRODUCTS.

• THAWED PRODUCTS MAY BE REPRESENTED AS FRESH.

• ICE MAY BE GROUND INTO GROUND MEAT PRODUCTS. (FILLERS)

• WEIGHT OF ICE AND PACKAGING MAY BE INCLUDED IN THE PRODUCT

WEIGHT ON WHICH PRICE IS BASED.

• “SLACKED OUT” SEAFOOD-FROZEN FISH, THAWED AND PACKED IN ICE-

MAY BE SOLD AS FRESH.

• EXPENSIVE STEAKS AND INEXPENSIVE MEAT MAY BE COMBINED IN ONE

CONTAINER AND THE OPERATION PAYS FOR THE EXPENSIVE MEAT.

• AN EMPTY LIQUOR BOTTLE MAY BE INCLUDED IN A CASE OF 12 BOTTLES.

EFFECTIVE STORING AND ISSUING

THE STORING AND ISSUING CONTROL POINTS PLAY AN IMPORTANT ROLE IN LINKING RECEIVING AND PRODUCTION.

UNFORTUNATELY, MANY FOOD AND BEVERAGE OPERATIONS LACK ADEQUATE CONTROL PROCEDURES FOR THESE FUNCTIONS. PRODUCTS ARE SIMPLY PUT IN STOREROOM WHEN RECEIVED AND TAKEN OUT WHEN NEEDED.

STORING CONTROL: GENERAL PROCEDURES

THE PRINCIPLES OF EFFECTIVE STORAGE SYSTEMS FOR BOTH FOOD AND BEVERAGE PRODUCTS FOCUS ON THE FOLLOWING THREE PRIMARY CONCERNS:

KEEPING PRODUCTS SECURE FROM THEFT

RETAINING PRODUCT QUALITY

PROVIDING INFORMATION NECESSARY FOR THE FINANCIAL ACCOUNTING SYSTEM (OWNER/MANAGER/CHEF).

INVENTORY CONTROL POLICY:

SEPARATING DIRECTS FROM STORES ABCD INVENTORY CLASSIFICATION SYSTEM

 DEFINING STORAGE AREAS:

• WHICH LOCATIONS ARE CONSIDERED STORAGE AREAS.

• WHICH ITEMS ARE TO BE TIGHTLY CONTROLLED.

• THE SPECIFIC PROCEDURES TO BE FOLLOWED FOR KEEPING ITEMS

SECURE, MAINTAINING PROPER QUALITY, TAKING INVENTORY, AND OTHER ACCOUNTING ACTIVITIES.

SECURITY CONCERNS IN STORAGE AREAS:

• LIMIT ACCESS

• MAKE STORAGE AREAS LOCKABLE

• MINIMIZE WORKSTATION STORAGE AREAS

• CONTROL STOREROOM KEYS

MAINTAINING QUALITY DURING STORAGE

• ROTATE PRODUCTS – IMPLEMENT THE FIRST-IN, FIRST-OUT (FIFO) INVENTORY ROTATION METHOD.

• ENSURE A PROPERLY CONTROLLED ENVIRONMENT

• IMPLEMENT EFFECTIVE SANITATION PRACTICES

• ENSURE PROPER STORAGE

INVENTORY CONTROL PROCEDURES

THE THIRD MAJOR CONCERN IN STORAGE, AFTER SECURITY AND MINIMIZING QUALITY LOSSES, IS RECORDKEEPING.

REASONS FOR DESIGNING AND IMPLEMENTING EFFECTIVE INVENTORY RECORDKEEPING SYSTEMS:

• FINANCIAL ACCOUNTING SYSTEMS NEED INVENTORY VALUES TO GENERATE MONTHLY STATEMENTS.

• DAILY CONTROL PROCEDURES MAY REQUIRE KNOWING THE QUANTITY OF PRODUCTS CURRENTLY AVAILABLE.

• INVENTORY RECORDS HELP MANAGERS DETERMINE NOT ONLY WHEN TO ORDER NEW PRODUCTS, BUT ALSO HOW MUCH OF EACH PRODUCT TO ORDER.

INVENTORY CONTROL PROCEDURES INVENTORY TURNOVER

INVENTORY RECORDKEEPING SYSTEMS: PHYSICAL INVENTORY AND PERPETUAL INVENTORY

INVENTORY VALUATION METHODS:

• ACTUAL COST AT THE TIME THE PHYSICAL INVENTORY IS MADE.

• AVERAGE COSTS OF STORED PRODUCTS OVER SEVERAL INVENTORY

COUNTS

• LIFO

• FIFO

ISSUING CONTROL: GENERAL PROCEDURES

• LIMIT ACCESS TO STORAGE AREAS TO AUTHORIZED STAFF MEMBERS ONLY.

• MATCH ITEMS REMOVED FROM STORAGE WITH ACTUAL PRODUCTION

REQUIREMENTS AND ITEMS SOLD.

• ASSESS QUANTITIES AND COSTS OF PRODUCTS REMOVED FROM

STORAGE.

PRODUCTION CONTROLS

IS THE FIRST STEP TOWARD ENSURING QUALITY PRODUCTS AND DINING EXPERIENCES THAT MEET OR EXCEED GUEST EXPECTATIONS. PRODUCTION ACTUALLY COMPRISES THREE CONTROL POINTS:

• PREPARING

• COOKING

• HOLDING

PRODUCTION PLANNING

EACH FOOD AND BEVERAGE OPERATION MUST DEVELOP SPECIFIC PROCEDURES FOR PRODUCTION PLANNING THAT ARE SUITED TO ITS OWN UNIQUE NEEDS. SOME TECHINIQUES FOR PRODUCTION PLANNING ARE:

• FORECASTING PRODUCTION REQUIREMENTS

• FORMULATING PRODUCTION PLANS

• PRODUCTION PLANNING AND FOOD PURCHASING

• PRODUCTION PLANNING: CONVENIENCE FOODS

• SPECIAL PRODUCTION PLANNING REQUIREMENTS

PRODUCTION CONTROL FOOD CONTROL BEGINS WITH THE MENU.

• QUALITY REQUIREMENTS

• MANTAINING STANDARDS: TRAINING, INFORMATION,

TOOLS AND EQUIPMENT, SUPERVISION.

• STANDARD RECIPES AS PRODUCTION TOOLS.

• PRODUCTION COST CONTROL PROCEDURES.

FOOD SERVING AND SERVICE

AFTER FOOD AND BEVERAGE PRODUCTS ARE PRODUCED, THEY MUST BE SERVED TO THE GUEST. SERVING: MOVING THE PRODUCT FROM PRODUCTION STAFF TO SERVICE STAFF. MANY FACTORS MUST BE TAKEN INTO CONSIDERATION:

• TIMING OF SERVICE

• STAFF COMMUNICATION

• EFFECTS OF FAVORITISM

• ADEQUATE SUPPLIES

• TEMPERATURE AND HOLDING TIME

• UPDATED JOB DESCRIPTIONS

• FOOD APPEARANCE

• EXPEDITERS

TECHNOLOGY AND SERVICE

• ECR/POS TECHNOLOGY

• ORDER ENTRY DEVICES AND DISPLAY UNITS

• PRINTERS AND OTHER OUTPUT DEVICES

• CUSTOMER ORDER ENTRY SYSTEMS

CONCLUSION

CONTROL ANALYSIS, CORRECTIVE ACTION, AND EVALUATION

THE SEQUENCE OF THE CONTROL PROCESS BEGINS WITH SETTING STANDARDS – GOALS OR EXPECTED RESULTS- FOR THE FOOD AND BEVERAGE OPERATION. THE SECOND STEP IS MEASURING ACTUAL OPERATION RESULTS. THE THIRD IS COMPARING STANDARDS WITH ACTUAL RESULTS. THESE COMPARISONS MAY SHOW THAT THE FOURTH STEP OF THE CONTROL PROCESS IS NEEDED: TAKING CORRECTIVE ACTION. ONCE CORRECTIVE ACTION IS TAKEN, THE CONTROL PROCESS CONCLUDES EVALUATING THE EFFECTIVENESS OF THE ACTION TAKEN.

CREATE AND SUCCEED IN YOUR CREATION

CRITERIA FOR CREATION:

• HIGH MOTIVATION

• GOOD PROFESSIONAL EXPERIENCE

• FAVORABLE FAMILY ENVIRONMENT

• WELL RESEARCHED PROJECT

• PERSONAL FINANCES (ESSENTIAL)

GOOD REASONS FOR NOT UNDERTAKING A PROJECT:

• IF YOU ARE NOT PASSIONATE ABOUT YOUR WORK

• IF YOU CANNOT RESIST A PARTY OR GOING OUT

• IF YOU LACK MOTIVATION

• IF YOU DON’T HAVE SELF-CONFIDENCE

• IF YOU ARE TOO CONFIDENT BEFORE STARTING.

ASK GOOD QUESTIONS

• WHY DO I WANT TO OPEN A RESTAURANT?

• DO I KNOW ENOUGH ABOUT ALL THE FACETS OF THE

PROFESSION?

• SHOULD I PERHAPS HAVE PRIOR EXPERIENCE?

• WILL MY FAMILY SHARE IN MY PROJECT? WILL I BE

AVAILABLE FOR THEM?

• WHO CAN ADVISE ME?

• DO I HAVE THE MEANS TO TAKE ON THE PROJECT?

(AND THE NECESSARY AMBITION?)

• DO I KNOW WHAT MY PERSONAL SKILLS AND

KNOWLEDGE ARE?

THE ADVANTAGES OF YOUR NEW FREE STANDING RESTAURANT

• FREESTANDING RESTAURANTS ARE BUILT IN LOCATIONS WHERE FOOD AND BEVERAGE SERVICE IS JUDGED TO BE PROFITABLE.

• A RESTAURANT’S OPERATING HOURS ARE SCHEDULED TO BEST ACCOMMODATE FOOD SERVICE GUESTS.

• A FREESTANDING RESTAURANT IS HIGHLY VISIBLE TO POTENTIAL GUESTS.

• THE OWNER AND THE MANAGER OF A FREESTANDING RESTAURANT ARE VERY INVOLVED IN ITS OPERATION.

VALUE YOUR GUESTS

FOOD SERVICE IS A PEOPLE BUSINESS-AS IS THE HOSPITALITY INDUSTRY IN GENERAL. PEOPLE ARE THE COMMON FACTOR IN ALL SEGMENTS OF THE INDUSTRY AND AT ALL LEVELS OF OPERATION.

TAKE THE RISK THE CHEF’SADVICE:

• DON’T TAKE ALL THAT YOU HEAR LITERALLY

• ADVISORS CAN ONLY GIVE PROFESSIONAL ADVICE, NOT

FAMILY ADVICE

• LISTEN MORE CAREFULLY TO PROFESSIONALS

• DON’T START UNTIL YOU ARE PERSONALLY CONVINCED

YOU WILL SUCCEED!

THE FUNDAMENTALS

• THE FEASIBILITY STUDY OF THE PROJECT

• THE IMPLEMENTATION OF FINANCES

• THE CHOICE OF ESTABLISHMENT

• THE ORGANIZATION OF THE ENTERPRISE

• THE DEFINITION OF THE STAFF STRUCTURE

• MANAGEMENT AND ACCOUNTING

• THE SALES DYNAMICS

• THE RESPECTING OF ADMINISTRATION/GOVERNMENT

RULES

THE COMMERCIAL PERSPECTIVE:

• WHAT IS THE CLIENT LOOKING FOR FROM YOU?

• WHY WILL HE COME TO YOU AND NOT GO

ELSEWHERE?

• WHAT DO YOU DO FOR THE CLIENT SO HE REMAINS

LOYAL TO YOU?

ADVERTISING, PUBLIC RELATIONS, AND PUBLICITY ARE IMPORTANT SUPPLEMENTS TO THE SALES EFFORT AND POSITIVE IMAGE OF YOUR BUSINESS.

THE MANAGERIAL PERSPECTIVE:

• BALANCE AND RESPECT FOR MANAGEMENT

• GENERAL ORGANIZATION

• RESPECT FOR ADMINISTRATIVE RULES

CONTROL IS ONE OF THE MOST IMPORTANT FUNCTIONS OF THE COMPLEX SYSTEM OF ACTIVITIES REFERRED TO AS “MANAGEMENT.” FOR YOUR PURPOSES, A WORKABLE AND PRACTICAL DEFINITION IS: MANAGEMENT IS USING WHAT YOU’VE GOT, TO DO WHAT YOU WANT TO DO.

THE OPERATING CONTROL CYCLE STAGES OF THE OCC:

• MENU PLANNING

• PURCHASING

• RECEIVING

• STORING

• ISSUING

• PRODUCTION (INCLUDES PREPARING, COOKING AND HOLDING)

• SERVING (FROM PRODUCTION TO SERVICE PERSONNEL)

• SERVICE (FROM SERVICE PERSONNEL TO THE GUEST)

FOOD AND BEVERAGE SERVICE: A

REAL PROFESSION MANAGING A RESTAURANT IS ORGANIZING:

• THE SETTING UP OF A COMMERCIAL STRUCTURE

• A VIABLE AND WELL-STRUCTURED MENU

• RIGOROUS ORGANIZATION IN BOTH THE KITCHEN AND

DINING ROOM

• GOOD CONTROL OF MARGINS AND SUPPLIES

• PERMANENT COMMERCIAL DYNAMICS

• A STAFF STRUCTURE

• GOOD FINANCIAL MANAGEMENT

• GOOD RELATIONS WITH ADMINISTRATION/AUTHORITIES

LABOR SHORTAGE: A VERY COMMON PROBLEM PAY ATTENTION TO GOOD STAFFING

YOUR RESOURCES AND OBJECTIVES: RESOURCES YOU WILL BE RESPONSIBLE FOR:

1. PEOPLE

2. MONEY

3. PRODUCTS(FOOD,BEVERAGES,ANDSUPPLIES) 4. TIME

5. PROCEDURES

6. ENERGY

7. FACILITIES

8. EQUIPMENT

OBJECTIVES YOU WISH TO ACCOMPLISH:

1. PROFIT AND COST LEVELS.

2. MAINTAINING OR INCREASING FINANCIAL STRENGTH

DURING CHANGING SOCIAL AND ECONOMIC

CONDITIONS.

3. GUEST(MARKETING)CONCERNS.

4. MANAGEMENT AND EMPLOYEE INTERESTS.

5. PROFESSIONALOBLIGATIONS.

6. SOCIETAL CONCERNS.

COMMERCIAL FOOD AND BEVERAGE OPERATIONS:

1. HOTELS

2. RESTAURANTS

3. OFF-SIDE CATERERS

4. OTHER FOR PROFIT BUSINESSES

NONCOMMERCIAL FOOD AND BEVERAGE OPERATIONS:

1. EDUCATIONALINSTITUTIONS

2. HEALTH CARE FACILITIES

3. BUSINESS/INDUSTRY ORGANIZATIONS

4. MILITARY SERVICES

5. OTHER NON-PROFIT ORGANIZATIONS MENU PLANNING

TYPES OF RESTAURANTS:

1. CASUAL

2. THEME

3. GOURMET

4. BRASSERIE

5. BISTRO

6. FAST FOOD

 NEW CONCEPTS OF FOOD AND BEVERAGE OPERATIONS:

1. FOOD TRUCKS

2. GOURMET STREET FOOD

3. FAST GOOD

4. LIGHT AND HEALTHY

5. DELIVERY–UBEREATS,DELIVEROO,FOODORA...

THE FUTURE OF GASTRONOMY:

1. TRADITIONAL COOKING METHODS AND FOOD – OLDSCHOOL – CLASSIC CUISINE

2. INNOVATIVE COOKING METHODS – END OF MOLECULAR CUISINE – NEW CUISINE « PAS A PAS » - 3D PRINTING

3. MULTYSENSORINGTECHNOLOGY «PSYCHO TASTE »– ULTRAVIOLET SHANGAI (PAUL PAIRET)

4. CULINARYTRENDS

5. INTERNATIONAL CUISINE HIGHLIGHTS – ADOPTING

GASTRONOMY FROM ABROAD – FOREIGN CHEFS

CONCLUSION KEYS TO SUCCESS:

1. WORK

2. PROFESSIONALISM 3. MOTIVATION

4. AVAILABILITY

5. CREATIVITY

6. DESIRE.

PROFESSIONAL KITCHEN MANAGEMENT TOOL

A DOCUMENT, SYSTEM, PROCESS OR PRACTICE, DESIGNED BY CHEFS/OWNERS/MANAGERS TO IMPROVE THE KITCHEN’S DAY TO DAY OPERATIONS THAT WILL DELIVER CONSISTENT RESULTS AND MINIMIZE UNEXPECTED ONES.

IMPORTANCE OF DEVELOPING PROFESSIONAL KITCHEN MANAGEMENT TOOLS

WELL DEVELOPED PROFESSIONAL KITCHEN MANAGEMENT TOOLS IS THE FIRST STEP TOWARD ENSURING QUALITY PRODUCTS AND DINING EXPERIENCES THAT MEET OR EXCEED GUEST EXPECTATIONS.

THESE TOOLS ARE ESSENTIAL FOR PRODUCTION PLANNING.

PRODUCTION PLANNING

IS SIMPLY GETTING READY FOR PRODUCTION. OPERATIONS OF ALL SIZES MUST PLAN FOR PRODUCTION IF THEY ARE TO HAVE FOOD AND BEVERAGE PRODUCTS, PERSONNEL, AND EQUIPMENT AVAILABLE WHEN NEEDED.

RIGHT TIME – RIGHT QUALITY – RIGHT QUANTITY

PLANNING DOES NOT GUARANTEE THAT ALL PROBLEMS WILL BE ELIMINATED BUT IT WILL REDUCE THEM SIGNIFICANTLY.

IMPORTANCE OF DEVELOPING PROFESSIONAL KITCHEN MANAGEMENT TOOLS

EACH FOOD AND BEVERAGE OPERATION MUST DEVELOP SPECIFIC PROCEDURES FOR PRODUCTION PLANNING THAT ARE SUITED TO ITS OWN UNIQUE NEEDS.

IMPORTANT FACTORS TO CONSIDER WHILE USING STANDARD RECIPE CARDS:

• WEIGHING AND MEASURING INGREDIENTS

• CONVERTING RECIPES (OFTEN IN PASTRY)

• YIELD TESTING

• PAR STOCK SYSTEM

STANDARD RECIPE STABLISHING:

• TITLE

• INGREDIENTS

• YIELD

• PORTION SIZE

• TEMPERATURE, TIME, AND EQUIPMENT • STEP-BY-STEP DIRECTIONS

• NUTRITION INFORMATION

MEAL PREPARATION:

• NUTRITION

• ORGANIC AND SUTAINABLE FOODS

• CORRECT PLATE PRESENTATION AND GARNISHES

• SPECIAL GUEST SITUATIONS

• COMMUNICATION

• BANQUET EVENT ORDERS

• LEFTOVERS

PRODUCTION PLANNING TOOL:

THE KITCHEN ORGANIZATION CHART THE KITCHEN BRIGADE

• EXECUTIVE CHEF

• CHEF DE CUISINE OR HEAD CHEF

• SOUS-CHEF

• CHEF DE PARTIE (MEAT, FISH, SAUCE, GARDE MANGER, ENTREMET, PASTRY, BANQUETS)

• DEMI-CHEF DE PARTIE

• COMMIS

• STAGIERS

DEFINING KITCHEN STAFF TASKS:

• BEFORE THE MEAL TASKS PREPARING THE MEAL TASKS

• END OF SHIFT TASKS

 JOB BREAKDOWNS FOR KITCHEN PERSONNEL

• SHARPEN, USE AND MANTAIN KNIVES

• CLEAN AND SEASON GRIDDLES AND PANS

• USE KITCHEN EQUIPMENT

• THAW FROZEN FOOD

• PORTION PRODUCTS FOR PREPARATION AND SERVICE

• PEEL, CUT AND MIX FOOD

• CUT AND TRIM MEATS AND POULTRY

• CLEAN AND PREPARE FIN FISH

• CLEAN AND PREPARE SHELLFISH

• PREPARE GREEN SALADS AND DRESSINGS

• BOIL, BLANCH, STEAM, SIMMER, AND POACH

• MARINATE FOOD

• SEAR MEAT, POULTRY, OR FISH

• PREPARE VEGETABLES

• COOK RICE AND OTHER GRAIN PRODUCTS

• COOK PASTA AND DUMPLINGS

• PREPARE SAUCES

• USE THICKENING AGENTS IN SOUPS AND SAUCES

• PREPARE SANDWICHES

• PREPARE BREAKFAST FOODS

• PREPARE BANQUET AND RECEPTION FOOD

• HIGH-TECH PRODUCTION EQUIPMENT (TRAINING)

• INNOVATIVE COOKING METHODS

OTHER KITCHEN MANAGEMENT TOOLS:

• SUPERIOR PERFORMANCE STANDARDS RATE OF PRODUCTION SHEETS OR CADENCE SHEETS

• OTHER TIMETABLES AND SCHEDULES

 • MULTI-MEDIA SUPPORTS

• VISUAL AIDS

• FEEDBACK AND EVALUATION SHEETS

CONCLUSION

DEVELOPING KITCHEN MANAGEMENT TOOLS SPECIFIC TO A PROPERTY – IN-HOUSE MANAGEMENT TOOLS

AN ENDLESS JOB BUT VERY INTERESTING ONE. THERE IS ALWAYS A NEW WAY TO IMPROVE THINGS.

Preparation And elaboration of meals for outside catering distribution.

Traiteur:

T.O.R: Traiteur Organisateur Receptions

Evenementiel

Banqueting

High Level traiteurs: Potel et Chabot; Fauchon receptions; St Claire; Le Notre;

Medium Level: Fleur des mets; Palais royal

-A Banquet and catering organization can be independent business, or part of a Larger comercial or not comercial food service operation or a department within The food and beverage división of a lodging property.

-A Well run banquet operation can generate substantial profits for several Reasons:

* Flexibility in prices

* Lower food costs

* Lower labor costs Le club des extra

* Aditional income (subcontracting products and services)

Caterer: Someone who porovides food for consomption on the Premises or to take away en Exchange for remuneration.

Types Of food fonctions:

*Breaksfast

* Luncheons

* Dinners

* Dinner with entertainment

* Refreshment breaks

* Bars

* Receptions

* Buffets

* Continuos Setups

Ones Of the most popular functions held in France nowadays are cocktail receptions.

Food Products in cocktels receptions:

-Hors d’oeuvre sweet and savory

- Canapés

- Snack and anchors foods

- Food prepare in action stations

Organization Of a caterer:

*Logistic which differ from those of a Restaurant

*A broad sense of responsability

* A direct contact with customers

* Specific and monitored Commercialization

* Scripulous strictness in higiene

* Reliable facilities and premises Adapted to the scale of the company

* Effective means of transport (refrigerated for food products and non    Refrigerated for equipment and ware)

* Ressistant and well maintained Equipment (small and large equipment)

* Loyal and qualified staff for the Caterer profession

* A strict listing of specifications (checklist)

* Following culinary evolution and Adapting to customers’ taste.

Reasons Why catering has become more popular in recent years:

* Gradual dissappearance of domestic Staff

*  Less time spent in cooking dishes

* Food service industry of the food Service industry

* Introduction of dietetics

Catering Markets:

* Associations of profesional and special Interest groups.

* Corporate and business groups

* Social groups

Caterer Evolution:

Catering constraints and challenge:

* Association of different professions

* Lare variety of functions or receptions

* Client demands

* Adaptability (time and space)

* Food safety

* Product policy and standars

* Competition

* Trabsport

* Constant sales efforts

Setting Up a new product in catering:

* Consider fashion and trend evolution

* Define service, products and Price

* Define production possibility (material, qualified staff)

* Develop sales action

* Anticipate purchase possibilities

Types Of service:

* American

* Russian

* French

* Pre set

* Buffet service

* A la carte catering

Ratios:

* Surface peut attendre

* Number of buffers and service stations

* Lenght of buffets

* Drink ratios

* Food ratios

* Transport ratios

* Personnel ratios

Conclusion: Innovation and continuous qualit improvement are the key to the development of A profitable and guest pleasing banquet and catering operation.