Recommandé
Contenu connexe
Tendances
Tendances (20)
En vedette
En vedette (9)
Dernier
Dernier (20)
Final avari-presentation
- 1. AVARI TOWERS KARACHI FINAL ELP PRESENTATION
- 2. Afshan Ajaz Hera Qamar Javeria M. Arif Syeda Rabeea Masood Maria Zubairy
- 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
- 9. Linguistic Training Improved Ambiance Proper Menu Planning Proper Feedback Mechanism
- 10. BILLING & BACK END PROCESS
- 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)
- 12. RECOMMENDATIONS!
- 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
- 15. MATERIAL FLOW
- 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
- 19. RECOMMENDATIONS!
- 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*
- 25. LAUNDRY
- 26. RECOMMENDATIONS
- 27. THANK YOU !!
Notes de l'éditeur
- *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