Transcript Title of Chapter

Managing Shifts to Ensure
a Quality Operation
9
OH 9-1
9-1
 Human Resources Management and Supervision
Chapter Learning Objectives
 Explain tools helpful in assuring compliance with






OH 9-2
standards.
Discuss the importance of shift planning and goal
setting.
Summarize procedures for scheduling staff.
Identify tactics for developing and using checklists to
ensure use of proper procedures.
Describe the purpose and use of communication logs.
Describe procedures for conducting pre- and post-shift
meetings.
Recognize critical incidents.
Standard Operating Procedures
and Standards
 Standard operating procedures define what
steps people should take to do something.
 Standards indicate levels of quality, speed, food
safety, or hospitality that employees must
demonstrate while doing their work.
 Standard operating procedures and standards
are needed to establish a foundation of “how
things are done.”
OH 9-3
Checklists and Communication Logs
 Checklists
 Help staff to remember and complete all tasks
necessary for a successful operation
 Communication logs
 Record information about what happens on a shift
 Allow managers to share information with managers
on future shifts
OH 9-4
Standards of Service and Quality
 Operating standards identify correct ways of
doing things.
 Managers communicate standards when they
provide employees with information about what
to do and how to do it.
OH 9-5
OH 9-5
Standards of Service and Quality continued
Hopefully, there is only one way to properly set this table in
this dining room. The proper way is defined in standards,
and staff are trained to use these standards every time
every table is made ready.
OH 9-6
Setting Shift Goals
Examples of goals
 To ensure quality service
 To reduce breakage
 To increase sales
 To decrease customer complaints
 To reduce food cost
OH 9-7
Planning for a Shift
Address the following questions.
 Is there anything new or different?
 Are there any special meals?
 Was the room booked correctly?
 When do we expect the highest demand?
 Will reservations impact work flow?
OH 9-8
Principles for Scheduling Staff
Consider the following information.
 Forecasted covers
 Actual reservations
 Historical customer patterns
 Other unusual situations
OH 9-9
Labor Charts Help with Scheduling
 Help calculate the number of hours for which
employees are scheduled.
 Help assure that the correct number of hours
are available to match estimated business
volumes.
OH 9-10
Checklists
 Restaurant managers
are busy, and the use
of checklists can help
them to remember
what and when tasks
must be done.
OH 9-11
Checklists Help to Ensure Quality
 Checklists can be designed for
 Specific times (example: before the lunch shift
opens)
 Specific areas (example: dining room)
 Specific roles (example: dining room manager)
OH 9-12
Opening and Preshift Checklists
 These help to ensure that everything is ready
before a shift begins.
 Managers should conduct a walk-through of
assigned areas to ensure that all items on the
applicable checklist are completed.
OH 9-13
Opening and Preshift Checks for the Facility
 The interior and exterior of the operation must
be clean, safe, and presentable.
 Safety hazards must be identified.
 The restaurant’s exterior including entrance
must be clean and attractive.
 The restaurant’s interior including restrooms
must be clean and ready.
OH 9-14
Opening and Preshift Checks
for Front of the House
 Tables are ready.
 Menus are clean and presentable.
 Music is on and lighting is adjusted.
 Side stations and self-serve stations are
stocked, cleaned, and ready.
OH 9-15
Opening and Preshift Checks
for Back of the House
 Equipment is clean, sanitized, and ready to use.
 Appropriate ingredients are in workstation areas.
 Menu specials are entered into the computer
system.
 Items are prepared according to production
sheets.
OH 9-16
Opening and Preshift Checks
for Income (Cash)
Examples
 Counting cash on hand
 Double-checking change in cash drawers
 Reviewing the point-of-sale (POS) system
 Issuing serial-numbered guest checks and
recording this information (if handwritten
checks are used)
OH 9-17
How Would You Answer
the Following Questions?
OH 9-18
1.
Statements about the correct way to do things
are called _______.
2.
A _______ schedule is one in which staff start
and stop at varying, overlapping times.
3.
Checklists are designed for specific times,
operating areas, or _______ .
4.
A _______ sheet explains what foods will be
prepared for a shift.
Preshift Meeting
These employees are participating in a preshift meeting so
they will be ready to serve the customers when the
operation opens.
OH 9-19
Midshift Checklist
 Assures that all staff are working effectively and
efficiently, and that the facility remains in good
order
 Done by the dining room manager (front-of-the-
house) and by the chef (back-of-the-house)
 Managers must monitor the handling of money
during the shift.
OH 9-20
Shift-End and Closing Checklists
 For front of the house
 For back of the house
 For money handling tasks
 For the facility
OH 9-21
Evaluating Shift Performance
 Near the end of each shift as it slows down
 Make notes about what happened.
 Review security system camera information (if
applicable).
OH 9-22
Communication Logs
Benefits
 Help people communicate across shifts
 Capture information that can identify patterns
 Capture information to help protect the operation
from liabilities
Communication logs may be maintained
 By the chef
 By the dining room manager
 By the banquet and catering manager
 By the manager
OH 9-23
Information for Communication Logs
 Operational information
 How events have affected or will affect daily
operations
 Critical incidents—events that should be
recorded in case of a potential claim or lawsuit
 Accidents
 Incidents
 Emergencies
 Food problem reports
OH 9-24
Managing During Shift Changes
 Managers from the ending and next shifts should
meet to discuss anything that affects the
operation.
 If possible, the incoming manager should read
the log completed by the previous manager.
 After-shift meetings can be conducted to discuss
events and to provide feedback to staff.
OH 9-25
OH 9-25
How Would You Answer
the Following Questions?
OH 9-26
1.
What are three times that checklists can be
used to plan for and monitor operations?
2.
Records used to indicate what happens during
a shift are called _______.
3.
Events recorded in case of a potential claim or
lawsuit are called _______.
4.
What are two times when postshift reviews
are held?
Key Term Review
 Banquet and catering
log
 Bleeding the register
 Cash drop
 Chef’s
communication log
OH 9-27
 Communication log
 Covers
 Critical incident
 Day part
Key Term Review continued
 Dining room log
 Dining room
manager’s
communication log
 Fiduciary
 Labor chart
OH 9-28
 Manager’s
communication log
 Manager’s report
 Operating standards
 Point-of-sale (POS)
system
Key Term Review continued
OH 9-29
 Postshift meeting
 Reservation log
 Postshift review
 Service period
 Preshift meeting
 Side work
 Production sheet
 Skimming
Key Term Review continued
 Staffing chart
 Standards
 Staggered schedule
 Subpoenaed
 Standard operating
 Work schedule
procedures (SOP’s)
 Z report
OH 9-30
Chapter Learning Objectives—
What Did You Learn?
 Explain tools helpful in assuring compliance with
standards.
 Discuss the importance of shift planning and goal
setting.
 Summarize procedures for scheduling staff.
 Identify tactics for developing and using checklists to
ensure use of proper procedures.
 Describe the purpose and use of communication logs.
 Describe procedures for conduct of pre- and post-shift
meetings.
 Recognize critical incidents.
OH 9-31