Prancing Ponies Team 1

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Prancing PoniesTeam 1

• Shayne Kennedy PM
• Deanna Nguyen SM
• Thomas Madison LM
• Joyce Wong - RM

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Key Successes

• Table Touching
• Generated increased response on comment cards
• Managers Special
• Well rounded, popular special that surpassed our
  objective by 1.7 (33.7 actual vs 32
  forecasted)
• Preparation
• Extensive preparation, mental MEP, and a detailed
  oriented focus for the first week
• Teamwork
• Unconditional assistance of each area and each
  other
• Morale
• Recognition, rewards, and appreciation for crew
  members

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Key Challenges

• Communication
• Between crew members and between managers
• Time Management
• Missing timeliness of family meal and detail
  cleaning and kitchen breakdown
• Training
• Due to the limited amount of time to train and
  the extensive information necessary in the first
  week, certain mistakes were repeated after
  warning
• Unprepared Staff
• Lack of recipes and familiarity with the menu
  items, and not reading station books

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Key Lessons

• Availability
• Make yourself available and accessible to your
  crew
• Empowerment
• Trust your employees and provide them with the
  responsibility they deserve
• Communication
• Importance of making communication constant and
  direct
• Motivation/Morale
• Value, support, and recognize your crew members
• Mental MEP
• Preparation for the day, accurate forecasts, and
  awareness of what is happening around you

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RKR Goal Assessment

• Exceed Guest Expectations
• Provide Total Support to Your Staff
• Manage the Business Professionally

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Exceed Guest Expectations

• Exceed Guest Expectations
• Service manager
• Touched every table
• Personally hand out comment cards to each table
• Reservation manager
• Worked with the line managers
• Banquet services
• Communication was vital
• Comment cards
• Measure guest satisfaction
• Production and Line Manager
• Ensure accuracy and quality of menu items
• Proper forecasting and preparation

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Provide Total Support to Your Staff

• Provide Total Support to Your Staff
• Front of the house managers
• Reviewed sequence of service
• Reviewed Micros
• Reviewed managers special
• Back of the house managers
• Reviewed recipes
• Reviewed safety and sanitation
• Reviewed production

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Manage the Business Professionally

• Manage the Business Professionally
• Division of responsibilities
• Service manager food sales, bar sales, menu
  mix, and credits
• Reservation manager bar usage, daily invoices,
  daily guest count
• Production and Line managers waste report, crew
  meal, production sheets
• Proper documentation
• Reports documented in DataTrap
• Focus on objectives
• Comment cards
• Production and line manager

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Objectives

• We would like to achieve 32 of our total lunch
  sales through the weekly specials.
• We would like to improve the timeliness of the
  food production and meet the incremental flow of
  the lunch sequence of service, by achieving
• 75 of Good or Excellent scores on comment
  cards questions 1and 6.
• We would like to achieve positive ratings (no
• Bad or Poor scores) on 80 (4 out of 5)
  comment cards returned, that are dropped by the
  service manager during our management week.

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Objective 1 Assessment

• We have achieved more than 32 of our total lunch
  sales through the weekly specials.

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Objective 2 Assessment

• We have improved the timeliness of the food
  production and met the incremental flow of the
  lunch sequence of service, by achieving 75 of
  Good or Excellent scores on comment card
  questions number one and six.

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Objective 3 Assessment

• We have achieved positive ratings on 80 comment
  cards returned, that were dropped off by the
  service manager during our management week

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Revenue Analysis
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Revenue Variance
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Menu Mix Analysis
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Menu Mix Analysis
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Expense Analysis

• Theoretical Food Cost
• The theoretical food cost for the Restaurant at
  Kellogg Ranch is 38,
• Our Purchased food cost for our management week
  was 50.8
• The variance between the two is a slight .8
• This variance can be explained through waste,
  errors, misfires, and incorrect reporting

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Cost Analysis

• Bread Waste
• During our management week, the Restaurant at
  Kellogg Ranch wasted anywhere from 10-35 rolls,
  every day that we were open for service
• Each roll costs the restaurant 0.17. When you
  look at each roll individually, this does not
  seem like a huge amount. However, when we
  analyze the bread waste of the restaurant as a
  whole, we are tossing our profits away.

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Cost Analysis

• Summary of Bread Waste
• Cost per roll
  0.17
• Average of 20 rolls wasted per day
  3.40
• Cost of usage over 24 weeks (3 quarters)
  652.80
• If calculated for the RKR as a restaurant open
  full time, during normal business hours
• 2,600.00
• Estimated savings if RKR waste was cut in half
  326.40

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Cost Recommendations

• Ask guests if they would like bread, instead of
  immediately delivering it to the table
• Limit the number of rolls delivered to the table,
  to a maximum of one roll per person
• Replenish the bread basket only upon request

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Weekly Summary

• Teamwork
• Collaboration between FOH and BOH
• Assisting one another
• Promptness
• Sense of urgency
• Showing up on time
• Motivation
• Rewards to Top Ponies
• Words of encouragement
• Success
• Achieved team objectives
• Created an enjoyable work environment

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Key Insights

• Reservation Manager
• Teamwork
• Service Manager
• Empowerment
• Trust
• Line Manager
• Interpersonal relationship
• Production Manager
• Communication

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Team 1 Recommendations

• Please see the handout for our recommendations.
  Please feel free to utilize any and all of our
  comments, and please do not hesitate to ask us
  questions!

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• Finish )