1. Optimization of business processes

MacBook Air gives restaurateurs a powerful tool to streamline their business processes. Using this laptop, you can manage table reservations, food supply tracking, menu planning and many other tasks. Software developed specifically for the restaurant business makes restaurant management more efficient and transparent.

2. Data analysis and marketing

Customer and sales data collected on MacBook Air allows restaurateurs to conduct in-depth analysis of their business. This helps identify successful and unsuccessful aspects of the operation, which in turn allows you to develop more effective marketing strategies. MacBook Air becomes the hub for creating and analyzing marketing campaigns, helping you attract more customers and increase profits.

3. Innovation in customer service

Modern restaurants strive to offer customers a higher level of service. MacBook Air allows you to implement innovative solutions such as contactless payments, electronic menus and online orders. These technologies simplify the customer service process and make it more convenient and faster.

4. Improved communication

MacBook Air also makes communication between restaurant staff easier. Using it, you can quickly transfer orders to the kitchen, exchange information about tables and guests, which contributes to smoother and more efficient work of all staff.

5. Saving time and resources

Using a MacBook Air allows restaurateurs to reduce time spent on routine tasks and data management. This frees up more time to strategize business growth and create better experiences for customers.

MacBook Air has become an indispensable tool for restaurant businesses around the world. It enables efficient management and innovation, making the restaurant experience more satisfying for both restaurant owners and their customers. In this digital age, using a MacBook Air is an essential step for success in the restaurant industry.

Having a working MacBook Air can be important to running a successful restaurant business for several reasons:

• Business Management: MacBook Air is often used to manage restaurant operations, including supply accounting, menu planning, table reservations, and financial management. If your laptop fails, it can slow down processes and make it difficult to run your business effectively.

• Data Analysis: Restaurateurs collect and analyze data about sales, customers and other aspects of the business. MacBook Air can be used to work with this data and create analytical reports. If the laptop is not working properly, it can cause delays in data analysis and decision making.

• Marketing and Communications: MacBook Air is also used to develop and manage marketing campaigns, including social media, email and website. If a laptop is not available, it can slow down marketing efforts and customer interactions.

• Customer Service: Some restaurants use MacBook Air for contactless ordering and payment, making customer service more convenient and faster. Faults in the laptop can cause this process to fail.

• Efficiency and productivity: Working on a healthy device improves employee productivity and allows you to quickly respond to changes in your business environment.

Bottom line, a well-maintained MacBook Air is an essential tool for restaurant businesses because it helps improve management, customer service, marketing, and data analysis. Malfunctions in a laptop can affect the efficiency and productivity of a business, so restaurant owners should pay attention to its technical condition and maintain it in good working order.To do this, if your device breaks down, contact a MacBook Air repairs.

Conclusion:

As you can see from the above, the condition of your MacBook Air is essential to running a successful restaurant business. This ultraportable laptop from Apple has become an integral part of modern restaurant operations, enabling efficient management, data analysis, marketing and customer service. It also promotes innovation, allowing restaurateurs to move with the times and improve the customer experience.

Keeping your MacBook Air running smoothly is essential to avoiding delays and disruptions in your restaurant operations and to maintaining high productivity. Restaurant owners are advised to regularly service and maintain their laptops to ensure they run smoothly.

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Knowing the target guest and the principles of their behavior: who we work with, who we need to satisfy;
Understanding what is most important to our guests, what motivates them to visit;
The ability to target (tune in to the target guest).
Let’s break it down with examples of how this works on different levels.

For example:
At the time of communicating with the tops, the team has a “we’re for all guests” pattern. There is no understanding that this approach is essentially defocusing. Perhaps once upon a time in the past, this pattern created some sort of success effect due to the undeveloped restaurant market in which the company operated. But now it is no longer enough. As a result, management has no idea how to move from the existing assembled guest pool to an understanding of who the target guest is and what the essence of the formed structure is, the root of their loyalty.

How will the situation end? Blurred service and loss of guest loyalty.

What you need: knowledge of loyalty building techniques and how to increase it. Loyalty management creates a pool of brand adherents and gives a steady guest growth through “word of mouth marketing”, which works in large cities in the first place.

For example:
The team lacks operations, marketing, development, and HR staff who understand how to specifically create loyalty management systems. The systems themselves are also missing.

How will the situation end? Loss of guest traffic and robotic dry service.

What’s needed: the ability to build teams of employees who have the “hospitality gene” built in from the start. It is important to set a filter at the entrance – this applies not only to waiters and hostesses, but first of all managers and executives.

For example:
The HR director claims that he supposedly understands the technology of selecting specialists for restaurants on the principle of hospitality, and that these technologies as if they were used “last year”. In fact, however, no qualitative results have been measured, and they simply cannot be seen when visiting restaurants. The establishments too often have inhospitable staff, and the restaurants in general are not hospitable.

The result is obvious to us – loss of guest traffic.

What’s needed: knowledge of how to create and maintain motivation, an employee focus on customer centricity and maximum guest satisfaction.

For example:
Tops say that the situation needs to change, but do not understand how; they talk about love for the guest as about some esoteric, without understanding what exactly needs to be done.

The result – the service can’t be changed, the guest flow will be lost.

What is needed: the ability to manage potential and direct conflicts; techniques for working in stressful situations; techniques to turn even a negative guest into our follower.

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The company expands, the number of projects grows, there are more and more disruptions, and there is less and less time;

There are no agreements between managers, employees act differently in similar situations, and reports are unique each time;

Franchising appears in the plans.

Obviously, in the first two cases, the company loses profits, and in the third, it under-receives. How can standardization affect the improvement of company processes?

Standardization is a process that not only triggers the emergence of standards, but also makes the rules become part of the company and are fully implemented. The result of the process should be not just written guidelines but such systems which are convenient and effective for the company.

The algorithm itself looks simple enough at first glance:

Development of standards;
Implementation;
Improvement.

But let’s understand it in detail.

1. Form a working group and set goals.

If you write the standards yourself and just “let the team down” from above, the probability that they will gather dust in the offices is close to 100%. In the end, no one will be guided by these documents.

In order to start the process of describing the standards, you need to assemble a key team. It should include the top of the company – professionals who understand the basic blocks of the kitchen and bar.

For the entire work process to be coordinated, and all of these tops were able to agree and do a common thing, it is important to determine the head of the working group. This person will moderate the meetings and organize the process.

2. Draw up a tree and branches (skeleton) of standards.

To build strong kitchen and bar production management systems, we recommend working in four areas – Taste, Order, People, and Economy.

3. Conduct an analysis of current rules and standards.

The company may already have partially prescribed guidelines. It is important to evaluate them and set the appropriate status.

Existing standards that need to be improved – take them to work. Documents that are missing – create them.

Determine priorities for development and improvement.

Weak processes whose failures cause the company to lose the most revenue should be prioritized.

5. Determine timelines and responsibilities.

Your working group should have a common Action plan, in which each participant will be predetermined concrete tasks and deadlines with statuses.

Consistency and reflection are important in the process of creating standards. Start implementing formalization by following these steps, and you can start a continuous process of improving the company’s performance.

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There are two types of cost of sales:

Net cost is the average ss of a group of dishes for which the chef is directly responsible. It is formed at the stage of creating the menu under the influence of the price of incoming raw materials, as well as working with products that have an unstable waste ratio.

Cost of demand – the cost of production, taking into account guest demand. This type is mostly influenced by the manager, as he is responsible for the sales of waiters in the hall.

Cost may change, and it is important to react to its changes in time. It is necessary to track its overall dynamics by month, by category and then more detailed “fall” into the cost of groups.

To control changes in the waste ratio, you make a list of raw materials with unstable waste ratio and check the raw materials from this list at each delivery.

Another tool to keep track of the cost of recipes is the recipe development schedule. According to it, the chef works through one dish every day and tracks changes in raw material waste ratios. We recommend doing such analysis weekly to be able to respond to changes in time.

In terms of cost of sales, the chef is also responsible for write-offs in the “kitchen” category. To manage write-offs it is important to divide them into items and ration them. Track the dynamics from month to month and weekly.

The chef also has a direct influence on inventory results. Surpluses and shortages must also be rationed and tracked from month to month. Dividing the amount of surplus and shortages by the revenue, we get the % of discrepancies. It is important to note that we add up the surpluses and shortages modulo, as the surpluses are also losses.

What items cause surpluses and shortages to appear. There are several kinds of sorting:

by amount, by quantity
by % of turnover losses (when we divide the amount of surplus or shortages by the consumption of this raw material for the analyzed period).

Based on the results, we recommend conducting inventory committees where the top items of surpluses and shortages are examined in detail. For effective work with the results of the inventory, each position of the “top surplus and shortages” is parsed by the RAP technique (Problem – Reason – Solution).

According to the technique of PPP, each problem has several causes and each cause has several solutions.

After the committee on the inventory is a plan of work with deadlines and those responsible.

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This article is addressed to TOP managers and those who want to develop in management. The manager’s job is to organize and manage processes and always look for ways to optimize and improve them.

One of these processes is the management of the rate of return. But in order to build an effective process we need tools which will help to improve work with this parameter, and will enable the manager to place control points in several directions at once. One of these tools is the line check, or production task. This is where we will look at the logic of the manager’s work with the organization and management of the process.

A popular mistake made by the chef is that he does not get into the logic of the amount of prepared semi-finished products. Often chefs give chefs the job of calculating the required number of semi-finished products with the message that they have been working for a long time, they know better. Thus, this process immediately becomes unmanageable by the chef and requires constant supervision and involvement of the manager. To minimize risk and systematize the work, we introduce line checks.

Let’s gather the sequence of actions in the implementation of lin-checks step by step. That is, the first step is to organize the process:

Determine the list of dishes, and therefore the billets, for which you are launching the work in the management part.

Analyze the sales of these dishes for the period.

Determine the optimum consumption of these dishes. How much passes on a weekday, how much on a weekend. Is there any difference from week to week. Compare to last season if these dishes have been on the menu for a long time.

Determine the form of the line-check document, as well as the rules for calculating the number of half-finished meals.

Here we recommend that you immediately think about streamlining the process and combine the line check with the cancelling procedure. The purpose of the bracketing is to determine the quality and compliance with the shelf life of semi-finished products at the station. The purpose of the line check is to ensure there is enough semi-finished product for the shift or hours. In terms of the physical process, the cook checks the semi-finished products and it is logical to check both quality and quantity at once. Below is an example where the two are combined.

Determine the logic for calculating pf (semi-finished products). For this purpose it is necessary to take the quantity of semi-finished products according to ТТК (technical-technological card) taking into account losses and multiply by the predicted number of dishes of the day:

The consumption of pf. = Per dish Nf consumption х Forecasted number of dishes for that day

The next thing we recommend that you remember and implement in your work are the rules. The tool will work with failures if you don’t define the rules of work. When developing rules for working with line checks, you need to consider:

who works with the document;

How often you need to update the document. Here is a common mistake – the manager talks about chaotic demand and lack of logic in the number of dishes. Let’s say right away that if it’s not a new institution or a new dish, the manager just doesn’t analyze his menu in terms of sales. And here we need to focus on training the manager to analyze the menu;

Someone will lead the approval of the updated document;

Who will print out the updated line check and make line employees aware of the changes;

Who will monitor the relevance of the linechecks in the field and the plan-factual consistency of the number of half-finished products at the station.

If you have multiple shops, we recommend implementing line checks in stages. This will help you, as a manager, keep better control and take feedback into account to adjust the implementation for the next shop. For example, you start implementing in the cold shop, and the cooks say that the text is unreadable. Then this error will already be taken into account in the development of the line check for the next shops.

The first stage is taken care of.

The second step is managing processes and setting control points. This includes:

Determining the frequency of updates.

Implementing daily monitoring on the shift of the amount of semi-finished products actually produced. This process can later be delegated to sous chefs or shift supervisors, but at the start this is always done by the manager and connects the shift supervisors to joint control. The tool of rounds, “The Eight,” will just help to shuttle several times per shift and check on the availability of pts during different periods of the shift.

Include write-off control in your daily tasks. That way you will see the effectiveness of the line check, execution in the field and can adjust the norms immediately to avoid.

And the third step is process optimization. Here, as an example, can be your thoughts on automating the calculation process, transferring from hard copy to electronic form, increasing the shelf life by changing the cooking technology. And then by observing the process, fixing failures or time losses, you will be in search of solutions, and therefore optimization and improvement.

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To qualitative indicators we include: feedback from guests about the restaurant and what they say in the feedback. In order for qualitative indicators to be met, you need to create performance metrics. And then measure it through evaluation forms – this allows to understand what the situation with service is in the restaurant and what needs to be worked on. We recommend to make a scheme of service assessment, through metrics:

• Welcome-Space Assessment;
• Evaluation of the hostess, the waiter on the basic steps of service;
• Evaluation of work with sales by the average check and sale of economically profitable items. It is important to understand whether employees collect a full check and sell the right items. When evaluating this unit, we recommend playing the role of the hesitant guest;
• Assessment of taste loyalty on the part of the hall staff. How knowledgeable they are about taste, can they recommend gastronomic pairings, do they control taste in the hall and at the food distribution..;
• Evaluate the shift manager on the quality of shift management and how he or she interacts with the team;
• Evaluating rituals and legends. How much they are performed according to the key characteristics of the brand;
• Evaluation of ticket-time service, time of approach to the table, time of taking out food and drinks, time of settlement;
• Evaluation of training events in the restaurant and on-site presenter feedback. For example: cross trainings, meetings and FBC.

We recommend taking measurements periodically on both a daily and weekly basis. Each restaurant chooses its own order and number of measurements. However, it is necessary to make several assessments, at least 3, to form an average result for the block.

After a measurement has been made, it is necessary to derive summary results and hold meetings with the management team to improve the situation. For example: managers, senior shifts, chef – in terms of kitchen and related issues. Meetings should be held once every two weeks, or at most once a month. However, the less often we have these meetings, the less responsive we are to problems we may find.

In order for these meetings to be useful and effective, we recommend:

A presentation is created for the meeting on the results of measurements, where the ratings of indicators are displayed.

A separate level of preparation is required from the meeting facilitator. His competence should include skills for managing group discussion, meeting dynamics, and timing.

For productive work at the meeting, it is necessary that participants become familiar with the results of the assessments in advance and come to the meeting with solutions to problems.

An important part of the meeting is discussion through the problem-cause-solution methodology. When ideas are generated, solutions should be recorded in an action plan with deadlines and those responsible. This will allow the improvement tasks to be carried out in a better way.

Before every next meeting, the action plan should be parsed with the completed tasks. You can even create a gamification among the participants of these meetings, where each task is equated to points. Accordingly, by completing the tasks on time and in full, managers get their points, and at meetings you can award prizes or gifts to the best on the points rating. This approach allows for a more competitive approach to completing tasks, because many employees are a little reluctant to get down to work on a fix.

This algorithm of evaluation and improvement of service will allow not only to keep it at the proper level, but also to develop in their business. It is important to understand that you need to be better than you were yesterday, not better than others.

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This question worries many chefs. In the new realities of today’s economy, working with economic indicators has become a practical jewel in the crown. To stay afloat, you need to carefully calculate the optimality of your payroll costs. But how do you get to the optimal payroll to improve employee productivity?

First, you need to determine what your team’s workload is based on demand. And to do that, you’ll need:

The number of meals.

How many meals were sold for each hour of operation? This data can be downloaded from any accounting program for the period you are interested in. Write-offs and losses do not need to be taken into account, it will not greatly affect the final result, the error will be minimal.

Number of cooks

How many staff actually were on shift in a particular hour for a selected period? Be sure to take the data from the timesheet, not from the planned schedule.

Next, divide the number of meals by the number of cooks and get the number of meals produced by 1 cook in a particular hour.

Now you need to understand: is this number a lot or a little? How many meals can one cook prepare in one hour? To answer these questions, calculate the average cooking time in each shop and fix the rate of output per hour.

Compare the resulting rate with the calculated fact and identify unproductive hours.

Step by step, your algorithm for action should be as follows:

Set performance standards;
Conduct a load analysis;
Make adjustments.

It is very important that this procedure be cyclical, because external and internal factors are constantly changing.

Effective staffing schedules, everyone!

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