The example in Table 11.1 illustrates resource allocation: the assignment of limited resources to the activities necessary to achieve operational goals. If the manager assigns both head cooks on duty to complete these activities, (s)he is using a limited resource both in skill and number when (s)he could have assigned a foodservice worker who is less skilled and generally more available. The manager may assign one or more employees to complete these tasks. Someone must wash the potatoes, place them in the oven, check for doneness, remove them from the oven, and place them in a warmer or transport them to the serving line. For example, given a menu that includes baked potatoes, the manager must assign at least one employee to complete each step of the preparation of the potatoes. Employees and equipment are important resources that need to be managed.
PAPRIKA RECIPE MANAGER SERIAL KEY HOW TO
Unfortunately, we must also decide how to schedule equipment and employees so all of the necessary daily tasks are accomplished. If total control of a production system could be obtained by using only standardized recipes, a manager’s job would be fairly easy. The table shows the prep time and cook time for different meals. Employees may have suggestions to improve productivity and further control costs. Meeting with production employees to review the production schedule, which may often be done for a week at a time, offers employees a chance to have input into the schedule. Table 11.1 is a simplified example of a production schedule. The type of information that needs to be included in a production schedule will depend on the operation, but it is basically a list of menu items with the foodservice staff and equipment assigned to each item, along with the time of day assigned for producing the menu item. The production schedule is a major tool for the foodservice manager in controlling quantity food production and labor. The more choices offered on a menu, the more difficult it is to forecast, but sales history records and management experience, along with a computerized forecasting system set up for the specific foodservice operation can make this critical task more manageable.
Excessive waste can occur from poor handling and overproduction, and that raises food costs.Īn earlier chapter in this book discussed the importance of forecasting and described forecasting tools. If fresh vegetables and fruits are not carefully prepped the expected yield may also be lower, which can lead to a shortage of product and increased costs. When fresh vegetables are not handled carefully during pre-processing, they may spoil more quickly and suffer larger nutrient losses. For example, if you thaw too many fish fillets and don’t cook them that day, they will have substandard quality when finally cooked. Pre-production or production planning includes all food handling activities completed prior to production or heating, such as thawing, pre-processing, and preliminary assembly, sometimes called “pre-prep.” Controlling the amount of ingredients processed and using correct food handling techniques during this step can be critical. While most foodservice professionals recognize the importance of controlling the use of ingredients, the key area of pre-production is sometimes overlooked. Balancing quantity, quality, and cost objectives usually involves several layers of management and must also include consideration of the customer’s needs and wants. There are many decisions to be made and this requires a manager who can handle planning, organizing, and controlling the various aspects of production. Production planning basically means taking the resources of your foodservice operation and turning out products and services.
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