3. AGENDA
1. Frond-End Process
(RECAP)
2. Billing and Back-End
Process
• Process Map
• Recommendations
3. Material Flow
• Procurement Process
• Store Process Map
• Recommendations
4. Laundry
• Recommendations
5. Proper Staff Scheduling
Table Assigning
Defined Movement Pattern
Well Defined KPIs
Multi-tasking Of Chefs And Waiters
11. Step 1: Order Taking And Passing on to Cashier (Waiter)
Step 2: KOT Generation (Cashier)
Step 3: Food Preparation (Chefs)
Step 4: Order Served (Waiter)
Step 5: Payment Handling (Cashier)
Step 6: Handling of used plates, napkins
etc (Waiter)
13. STRICT ID PUNCHING RULE
IN ADDITION TO MANAGERS, CASHIERS SHOULD ALSO BE AUTHORIZED
TO REVERSE AN ORDER
ESTABLISH A LINE OF AUTHORITY FOR THE PAYMENT/CASHIER PROCESS
STRONG IMPLEMENTATION OF KOT
INCLUSION OF ENT IN THE SYSTEM
14. Integration
of back and
front end
system
processes
Update
software
system (cash
in and cash
out)
Monitoring of
Turn around
Time (e.g. Via
mystery
shopping)
Giving out
leftover food
to charity
Regular
training
programs
Inclusion of
ENT in the
system
17. Forecasting
Circulation Of Market List/Purchase Requisition
Suppliers Approached By The Purchase Department
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
Supplier Selection
Purchase Order Authorized And Issued
Receipt And Checking Of Order
PROCUREMENTPROCESS
18. STEP 6:
Records
updated by
store
manager
STEP 5:
Dispatch of
products to
kitchen
STEP 4:
Material
requisition
received
STEP 3: FIFO
Placement
of products
STEP 2:
Physical
cross check
by the store
manager
STEP 1:
Stock items
info entered
in the
system.
STORE PROCESS MAP
22. Periodic evaluation of existing and
potential vendors.*
Different authorization checks for different
item categories.
Proper new vendor induction
Periodic factor pricing review.
Monitoring of shelf life of products to
ensure quality
Measuring Inventory Turnover*
*there should be regular monitoring of performance against these KPIs.
*As the energy level is quite low, the management can adopt several measures to improve the ambiance; change in uniforms, or introduction of more relevant Asian related things in Asia live, or magazines in cinnamon.
Uniforms of waiters can be changed. With clear name tags. WAITERS CAN INTRODUCE THEMSELVES.
OTHER INFO:
1. Billing is different for three types of customers (Walk in, Hotel occupants and Employees):
2. The auditing of the accounts is done at night after the restaurants close.
3. There are 8 kitchen in Avari Towers
4. Some food is prepared beforehand (e.g. SkyBBQ) while some is freshly prepared (e.g. Dynasty)
5. Restaurant staff monitors the inventory and refills according to need
* Fresh juices should be prepared in respective restaurants to minimize order serving time and/or KOT for juices could be automatically generated.
Gaps:
1.No strict rule for employees to only punch orders on their individual ids.
2.Two cashiers were at a time. Leading to duplication of duties. Waiters should have their own ids, so that they can enter the orders.
3. No requirement to notify the system of payment received/ collected/ amount of money received/ change given etc. Bill closes without any problem.
4. ENT orders are not recorded in the Touché system.
5. Sometimes, the cashier was absent from her/his place. So even if waiter wanted to enter the order into the system, cashier was not present. Due to this, majority of orders were placed manually, directly to the kitchen.
6. The orders were served without punching it in the system or without a KOT.
7. Absence of cashier creates burden on the head chef, who was already performing 3 duties at a time; his own duty, that of a manager and handling cashier’s responsibility as well when she/he was away.
*(e.g. reservations, forecasts)
**(CSR activity)
For general/non perishable items such as stationery, bathroom supplies, cleaning agents, a 40 day average consumption forecast is made and items are ordered accordingly.
Distributors or Retailers such as Metro are used to purchase such items based on the lowest price.
*Purchase requisition received (from different departments)
There are two types of items the whole process : Stock item – PQ (store), Direct item – DQ (chef)
Inventory is physically counted monthly
Inventory system (software) has approval authority with the store manager and higher authorities only.
There are two stores at the restaurant: bulk store which has general items and a main store.
Expiry date is communicated to chef 7-10 days before to be utilized by him. It is checked every month otherwise spoilage report is prepared.
Vendor quotation is entered in the system with the reference no, vendor name address, min/max quantity, attachment if any and approached by the purchase department.
Purchase order ‘generate option’ automatically selects the lowest quotation rate.
Three approvals are required for the purchase order – by purchase manager, financial controller and general manager
Through printouts, emails or through physical purchase order, information is transmitted to the vendor
Receiving manager enters Purchase order number and date and then all the other details automatically appear.
If lesser quantity is received, system carries forward the remaining quantity.
Standing order has the flexibility to change quantities. (Poultry, vegetable, fruit)
Regular purchase order does not have quantity flexibility. (General items, Metro items)
For Vegetables and fruits, we have a one month quotation based on the newspaper rate which changes on a daily basis.
Cap is set for rates and rates can be reduced but not increased.
Stock is received at the Main store.
Store generates purchase request. (Takes a week to complete approval and then finally receive goods).
New products are kept at the back to ensure FIFO placement.
*(historical documentation, storage checks)
Visit supplier premises
Gaps
Little or no historical data is maintained.
No proper forecasting methods in place especially for perishable/auxiliary items.
No proper supplier selection or evaluation data is recorded.
Minimal quality checks conducted during receipt.
Software not sophisticated enough to indicate the re order points or highlight the critical level of inventory reached.
*(historical documentation, storage checks)
Visit supplier premises
Gaps
Little or no historical data is maintained.
No proper forecasting methods in place especially for perishable/auxiliary items.
No proper supplier selection or evaluation data is recorded.
Minimal quality checks conducted during receipt.
Software not sophisticated enough to indicate the re order points or highlight the critical level of inventory reached.
*if low it should speed up by keeping stock quantity low. Their should be a KPI for inventory turn over
The software doesn’t have a holistic approach to include all the variables e.g. reorder point indication.
Additional quantities were accepted which were not ordered.
Multiple brands for each category were ordered e.g Coke and Pepsi in the soda category and multiple water brands.
There was also inventory for ‘Vitamin Water’ which had the cash stuck as they were not returning it and it was not liked by the customers.
Manual processing of receipts
Duplication of steps
No safety measures