Student Feedback ~ Fall 2013

I finally have a reason to join Instagram! People are gonna be like, "Food, food, cat, food, nails, nails, food...murder?!"- Max from 2 Broke Girls

If you require assistance reading any of the menus below, please feel free to contact us at pjsreso@uoguelph.ca and we would be happy to provide an accessible menu 

October 3rd
Saddle Up @ Pj's    menu
Food Sales $314.13, 31 Guests
Throughout the restaurant process, there were several key factors (positive and negative) that played a role in the successfulness of the exercise.  Firstly, the most apparent critical issue was the lack of customers that attended. Despite the marketing efforts put forth during the weeks leading up. One of the major highlights of the restaurant was the level of organization displayed on both Wednesday and Thursday. Jobs were delegated efficiently, and direction of staff was devoid of conflict. This organization would have been for naught had the level of commitment from classmates been lower. The day preceding our restaurant, six classmates volunteered their time to prepare with little convincing which aided in the organization during prep on Thursday morning. The previous week, during soft opening, we were sensitive to taking note of where each individual was placed: being sure to acknowledge strengths and weaknesses in order to better assign for our day. Had this not been done, complications could have risen in regards to job placement. Lastly, during slow periods of service, efforts to motivate staff members and keep them enthusiastic were lower than the situation required. If this were carried out, staff morale would have been higher for the duration of service. 
 
October 4th
Hogwarts Great Dining Hall @ Pj's    menu
Food Sales $862.40, 83 Guests
We were very happy with the success of our restaurant, Hogwarts Great Hall Dining @ PJ’s, which came together through several key factors. First and most importantly were the amazing classmates in our lab. Almost everyone came in early in the morning to help prep food for the day, and several stayed afterwards to make the kitchen spotless. We even had people in helping with prep the day before our lab. It was amazing to see everyone so willing and eager to help out. When classmates came in early on the morning of the restaurant we had our recipes laid out and sorted into priority piles, which really helped with organization of the prepping. Knowing exactly what needed to be done and at what time helped our morning to run smoothly, and made it easy assigning jobs to people as they came in. At the time of service, our lab pulled through once again and did a stellar job both in the kitchen and on the floor. Aside from their skills alone, we believe they were able to do their best because the job pack we created and sent out in advance detailed exactly what was expected of each person. Knowing in advance what their job entailed allowed each person to be well prepared for the day, and hopefully took away any potential surprises.
Something we could’ve done to make the running of the restaurant smoother was increase communication between FM and KM. In the morning we were not completely on the same page, however as the day progressed, and with some guidance, our communication improved and we were able to tie the front of house and back of house together. Prior to the restaurant day we missed our purchasing meeting, which also had an effect on the overall running of the restaurant. Without it we were unable to confirm prices or review the purchase order until very close to the restaurant day. Due to this we were left scrambling slightly with last minute purchasing changes. Nonetheless, we pulled through to make the most of our situation and produce some great food for 83 satisfied customers.
 
 
October 8th
Little Mexico @ Pj's    menu
Food Sales $432.79, 48 Guests
Firstly, we were fortunate to have very dedicated and hard working people in our lab that worked efficiently and effectively during preparation the day before as well as on the day of our restaurant.  This was also related to the fact that we had a good idea of the background of each of the individuals in our lab and we assigned them to positions on the job rotation accordingly, which resulted a strong front of house and back of house. A second critical point that was beneficial to our success was the amount of preparation and organization that occurred in advance. Detailed job packs were created and job rotation was done placing people in the areas they excelled in. The FOH manager, created a detailed list of what needed to be brought on the day of the restaurant, what needed to be done with times they should be done at, and a detailed training guide was created to ensure FOH members were adequately trained. BOH management also had extensive preparation and organization before hand with detailed list and times of what day, when, how much had to be made of certain recipes and dishes. In terms of the management of the restaurant, there were a few flaws. The first issue that we encountered early on was that we were extremely nervous. The emotional stress that we placed on ourselves had actually inhibited our ability to perform to the best of our ability in turn reducing our efficiency, organizational skills and ability to make decisions. However, once the restaurant was open for service, we slowly began to find our rhythm as a team; the nerves resided and we were able to enjoy the process and make better judgment calls.  Another critical issue we had was with the temperature of the food; from a food safety perspective as well as a guest perspective and providing them exceptional service, food going out hot is crucial and can not be stressed enough.  Certain food items were not reaching their correct internal temperature; this was a very careless mistake that could have been prevented if we were more cautious and used the appropriate tools we had on us – a biotherm.  Once this problem was identified, biotherms were being used to temp each dish before it left the kitchen. Lastly, the communication between the front of house and the back of house could have been better.  At the beginning of the restaurant, the communication between FOH and BOH started off on a good note with the FOH manager informing the kitchen when the first table was sat, how many people were in the restaurant and communication about the number of dishes on hand. As service progressed, communication diminished and only occurred when we were running low on a certain dish. The kitchen manager and Expo seemed confused towards the end in regards to when the last table was sat and when the last order came in despite the fact that it was made aware to them. If they were confused, they should have asked for clarification. Remaining confused, quiet and under the impression that they were awaiting more orders to come in, more food was prepped resulting in higher food waste.
               
 
October 9th
Garden Delight @ Pj's    menu
Food Sales $647.08, 67 Guests 
We owe it to our classmates who helped out on prep day and who arrived early on the day of service. This helped us work efficiently and we were able to build off each other’s strengths. Secondly organization by means of detailed checklists with what needed to get done and by what time on our prep day and our day of service kept us on schedule.  Creating a thorough floor plan labelled with table turns and all the reservations helped to prepare the servers and hosts. By sending out our job packs days in advance and bolding key points our staff knew their tasks ahead of time and this helped our restaurant run smoothly. Third, communication between managers and staff and between front of house and back of house helped to avoid confusion. For example, the kitchen manager let the front of house know when items were getting low and our staff always asked for clarification from managers when unsure. The fourth factor of assigning jobs based on individual skill set and performance during soft opening made our service efficient in the back and front of house. Lastly, putting in the effort to market our restaurant through social media, work, and posters attracted customers to come to our restaurant. Our flower pot table toppers promoted our specialty drink and dessert which helped increase our sales. One area that we struggled with was proper portioning of our signature entrees which could have been improved by double checking our purchase order form. In the end everything worked out and we had a great day. 
 
 
October 10th
Los Angeles Fresh @ Pj's   menu
Food Sales $539.03, 55 Guests
The attitude and energy of everyone was excellent, and they really understood the value of teamwork.  Several classmates consistently volunteered their extra time to aid restaurant preparation; five students unexpectedly volunteered their time to help in the kitchen on the day prior to our restaurant event.  Despite careful planning, we found ourselves quite pressed for time to complete our preparatory work, even with extra help.  Our management team paid careful attention to the performance of our peers in previous weeks in order to carefully assign roles in the job rotation to maximize efficiency in that regard.  We think that our job rotation worked quite successfully and that people were well suited to their roles, which helped our day run smoothly.  With regard to flow of food, a mistake occurred on the day prior to the restaurant event that resulted in the loss of an ingredient required for one of our signature dishes.  We were consequently forced to improvise the method of preparation for this dish.  We initially thought this would be a negative critical incident, but with the help of the instructor this improvisation resulted in a dish that was more efficient to prepare and tasted better than our original recipe.  Our guest count was lower than anticipated; we were well equipped to run a restaurant with greater turnover and it was unfortunate that we did not have the opportunity to run the operation to its full potential and meet our food cost goals.  Our management team worked diligently to prepare and organize for our event.
 
 
October 11th
The Healthy Texan @ Pj's   menu
Food Sales $342.74, 37 Guests
The major critical incidents that dominated our event was the lack of guests. Being the Friday before Thanksgiving weekend, we found it hard to bring customers into our restaurant and only ended up with 37 guests. As a result, some decisions were made by management to cut some recipes down to an appropriate size so that we did not make an unnecessary amount of food. We feel that we did a decent job at accommodating this obstacle and ended up making a proportionate amount of food. During the prep before the opening of our restaurant, a mistake was made by the KM. One of our signature entrees involved catfish, which was to be browned in the hours before service then baked in an oven during service. The KM instructed staff to place inserts of the browned, uncooked fish in the steam table until they were ready to be baked. Placing uncooked fish in a steam table designed to warm food was placing the fish in the temperature “danger zone” for bacterial growth. Luckily, the situation was rectified and the catfish was quickly placed in the fridge for storage before baking, and a health hazard was avoided. In the weeks leading up to our event, we were told by the instructor that it was essential that the catfish only be moved once during the cooking process. Another major factor that contributed to our restaurant was our amazing staff. Our lab is comprised of only 17 people and as a result, people must work very closely with each other and each person has more responsibility compared to a lab with 25 people in it.  Every single person showed up early, ready to work and eager help us host a great event. 
 
 
October 15th
Thai Me Up Tuesday @ Pj's   menu
Food Sales $442.41, 41 Guests
Unfortunately we had the restaurant day right after Thanksgiving, which we feel hindered the running of our restaurant. This was a bad day because people were just coming back from the break at home with lots of leftovers, were just getting back into the swing of things, and our customer count wasn’t as high as it could have been. The first issue that we had was due to not having the prep day before and not having any extra help in the kitchen the day of service until 8:30. Once we received help, we lacked communication between employers and managers and weren’t able to switch to the role of the manager as much as we should have. We should have been better at directing people more to roles instead of doing them ourselves.  As well, we weren’t as organized as we should have been. Last minute line jobs were not prepared, so when it came to 11:30, opening time, the kitchen was not fully ready for customers. If we used better time management skills, we would have been ready on time.  During service, due to a lower amount of guests, at some points employees were standing around not doing much. At this point, we should have delegated them to a job to keep them busy, but it wasn’t until about half way through the service that we started doing so.  Overall, our guests seemed very satisfied with the food and service, and we were happy since we sold out of all our feature items.  
 
 
October 16th
Fall Favourites @ Pj's   menu
Food Sales $776.15, 76 Guests
One of the key factors that led to our restaurant's success was that all of our peers arrived to class early to help with the necessary preparations before service. Even though we had let them know that we had a lot of reservations and had asked them to come early we were still surprised by everyone being there by 9:30am! Additionally, everyone brought a lot of positive energy to the kitchen and front of house and worked cooperatively and efficiently. Our management team created a timed schedule of tasks that needed to be done and we found this to be very helpful both on our prep day and on the morning of service. Crossing items off the list as we worked helped us stay on track and was a way of communicating what had been done and what we still needed to work on. Being aware of everything that was happening in the kitchen versus what still needed to be done was a challenge but certainly necessary for our success.About 20 minutes before service, we discovered that our curry was overcooked and we had to start it again from scratch. Although this added to the stress we experienced that day, the new batch of curry was a lot better than the overcooked batch and we sold 8 orders of it. At the end of the day the decision to make a new batch proved to be a good one because did not conflict with service and ensured we maintained Pj's standards. Another issue that we came across was that our donut holes were taking longer than expected to prepare and their high demand slowed down service. If we had begun cooking them right away when service started then we could have gotten ahead on the orders that overwhelmed us. 
 
 
October 17th
Just like Mama Makes It @ Pj's   menu
Food Sales $818.70, 79 Guests
The first example that comes to our attention is the fact that everyone stepped up to help out as a team, making our restaurant run smoothly. We took our time to personalize the job packs for our staff by adding specific details and positive suggestions for each position. We believe our Thursday team went above and beyond what was expected of them. The second critical instance is when time got away from Kaitlyn, the kitchen manager. As 11 o’clock approached, Kaitlyn felt anxious about the task of managing the kitchen and her hot line appropriately. Ideally, the hotline could have been prepared earlier and the manager should have been more confident in foreseeing how the hotline would run and how the dishes would be made prior to the 11:30 rush. If she were to have carried her organization and time management slightly further - seeing how the hotline was to be organized and how everything was going to come together - things may have ran slightly smoother she and Steph did the hotline check, resolving the panic that occurred right before service started. A big critical instance was the purchasing component of our restaurant day. It took this major wrongdoing to encourage our group of three to come together as a team, communicate better, work together, and revise every calculation and notation we made in dealing with our restaurant from that point forward. Leading up to the P.O. meeting, we were working separately and only coming together to combine efforts instead of working inclusively as a team throughout. We learned from our mistake and weakness as a group and were reinvigorated and motivated to work hard together to build a successful and organized restaurant day.  
 
 
October 18th
Taste of Paris @ Pj's   menu
Food Sales $928.98, 87 Guests
A Taste of Paris @ Pj's was a successful event. We can't say just how appreciative we are of all of the support we received during the running of our restaurant.It's hard to rank all of the important events that needed to occur in order to run the restaurant but we have to say that we could not have succeeded without our amazing team. They showed up early the day before service and worked with us right through until the entire restaurant was cleaned the day of service. Service was high-paced right from the start and all team members were ready to work without complaint to make sure everything ran smoothly. We cannot thank them enough! There were many other important incidences that occurred before we even set foot in the kitchen to receive our inventory. One event was the ongoing communication between members of the management team. We exchanged emails and text messages many times a day in the weeks leading up to the restaurant so that no details were forgotten. We made sure to meet at least once a week to stay updated on what needed to be finished in the weeks leading up to our restaurant day.The kitchen manager was able to delegate tasks well, allowing herself to be fully available to answer questions. Being prepared with a detailed to-do list for each day of prep was also important. We were ahead of schedule after the first day so when we were asked to make additional signature menu items on the morning of our event we were not put behind schedule at all. Finally, our marketing efforts paid off as we were able to bring in a significant number of customers and had no cancellations. Running the restaurant was a great experience and we could not be happier with how it turned out!  
 
 
October 22nd
Keep Calm and Eat Bacon @ Pj's   menu
Food Sales $674.60, 60 Guests
Regarding the back of house, there were a few critical incidents that stood out during the day of our restaurant. The first two of these were food-related. First, the chocolate mousse was over-folded and therefore there was not originally enough of it to meet the 36 guest expectation. Also, the staff that were garnishing it with whipped cream had an unclear idea of how the finished product should look, and it had to be redone multiple times, which somewhat hindered the quality of the dessert. The quantity problem was rectified and we eventually had enough mousse, but this drove up our food costs. Secondly, the sauce in the coq au vin did not thicken as expected. The KM did not realize the urgency of this issue right away, and the course instructor ended up reducing the sauce on the stove in time for service. As for the front of the house, the one negative incident that stood out was the unpreparedness of the FOH manager in realizing how much work was involved. Since the manager was still planning at the last minute, we were behind schedule in POS training. The stress level was felt with all staff of the front of the house.  
 
 
October 23rd
Olive the Greek Gods @ Pj's   menu
Food Sales $738.23, 73 Guests
Some complications that our team ran through could have been avoided if we had been more pro- active. For example, we accidentally ordered only half the amount of potato needed for our Chicken Souvlaki entree. The first problem with this is that we should have realized the amount error during purchasing, and secondly we should’ve been more pro- active during service when we saw the amount of potato we had compared to how many entrees we needed to make. A second complication occurred at the Front of House when the majority of guests showed up at 12:30, creating a bottle- neck effect. This could have been avoided if the Front of House were working together more cohesively to take coats/bags and seat guests, and if hostesses were more clear/ confident on their jobs. We had tremendous help from our lab team for food preparation. Without all the prep that was the done, we would not have been so prepared for service.  Another factor that aided to our success was the organization that our group took so that we were prepared for the day. This included printing everything out, having a clear schedule and visual aids. This organization ensured that surprises the day of our restaurant were limited and could be controlled better. Lastly, our restaurant was successful because of the people that dined at our restaurant. We were fortunate to have so many of our friends and families come to support us. We were also happy to see, through looking at the Guest Comment Cards, that the posters that we had put up around campus had worked to generate more reservations. 
 
 
 
October 24th
It's Me Mario @ Pj's   menu
Food Sales $750.95, 63 Guests
Having such a great team proved to be a critical factor that helped the management team ran a successful restaurant. After delegating the job of making fries, the Kitchen Manager neglected to check the amount of fries made and whether it would be enough for service. Once the shortage of fries was brought to the KM’s attention, she quickly managed the issue by delegating one of her line staff to cut up more fries. Another critical incident is the great teamwork skill demonstrated by the management team throughout the entire process from the first conference meeting until the very end of our restaurant day. We also communicated well with one another during pre-service as all of us knew exactly what everyone was doing at all times, and especially during service as information was relayed from the KM to the FM through the Expo. Having the right person in the right management position really helped made the service ran smoothly. Great add-on sales were the last critical incident that affected the running of our restaurant. Our waitstaff asked the guests if they would like to try the signature beverage when the guests were ordering their main dishes. Our waitstaff also pushed the dessert once the guests finished their meals. This proved to be successful as we sold all our desserts and more beverages than our menu mix number anticipated. As well, the KM and Expo let the FM know which items the waitstaff should be pushing when dishes such as the pizza, peameal bacon sandwich and curry were not selling. 
 
 
October 25th
Golden Harvest @ Pj's   menu
Food Sales $843.61, 80 Guests
Probably the most important factor to our success was the awesome classmates we had.  A number of our classmates showed up bright and early the day before to help us prep, which was invaluable considering that the majority of our items needed to be prepped the day before. With clearly written and understandable job packs, employees had a very good sense of what needed to be done and how they could help.  Having an organized prep schedule made it very easy to assign staff to jobs that needed to be done at the proper times.  This made it easy to control the pace that everything was completed and more or less eliminated any potential confusion that could have arisen in the kitchen.  That being said, one of the negative critical incidences did have to do with confusion in the front of house.  A more organized and clear floor map would have been helpful, as more often than once, servers became confused as to what table their food needed to be sent.  More than one large table at a time was also assigned some servers, effectively overwhelming the server, as they would have to deal with a large number orders all at once.  Large tables should have been either better spread out among the servers, or better spread out over time so that one person didn’t have to deal with two or more big tables at one time.  In addition, there were some language barriers between the guests and the staff, which inadvertently lead to the FM micromanaging the floor when it would have been better to have stepped back and focus on being a FM and let the servers do their jobs.  Another critical incident that negatively affected the running of Pj’s was that the names of our signature entries created some confusion.  We should have called the pot roast dish a pot roast rather than the name we gave it, which would have improved the communication between the guest and the server and the server and the kitchen.  That way the guest could have ordered a pot roast and the server could have just punched in pot roast into the POS, reducing the chances of miscommunication by having to translate the names.  Ending on a positive note, one of the last of the five most important factors that affected the running of Pj’s on our day was that our signature menu items were very well received.  The items were simple, making service a breeze and short line times, as well they were classy with beautiful plating.  
 
 
October 29th
The Healthy Nut @ Pj's   menu
Food Sales $790.69, 79 Guests 
When creating the job rotation we assigned roles to the people that we felt confident would do well in their positions and we created detailed job packs that we sent out well in advance. Although we had 79 covers, the restaurant never felt busy because the hosts, front of house manager and wait staff were able to work together to turn the tables over quickly. We had only one instance in which a large group had to wait for a few minutes to be seated. On the morning of our restaurant, we were told that we had 86 reservations, however we only prepared and ordered for 80 people. Instead of letting the restaurant happen to us, we happened to the restaurant. We looked at our menu mix and figured out which items we needed to make more of and how we would be able to do it. By decreasing each portion size by 5g and purchasing an additional 5 ingredients, we were able to make 15 extra signature dishes. Knowing exactly which dishes each ingredient was used in would have helped during our prep days, as we ended up with some extra chicken salad that could have been used to bulk up each of the wraps, and some of the ingredients were used up before they were supposed to. During service, communication between front and back of house could have been more frequent regarding items that were selling out quickly, and kitchen staff could have been motivated to clean during slow times instead of simply waiting for orders. Overall our group was extremely organized and always on the same page. As managers, we remained calm under pressure and delegated when appropriate. 
 
 
October 30th
Rustico Italian Harvest @ Pj's   menu
Food Sales $786.98, 76 Guests
Not only did we have classmates coming in early on the day of our restaurant to help, we also had many people participate the day before to assist in the preparation work. It was inspiring to see such enthusiasm and teamwork from our peers. Being well prepared in advance gave way to a calm and organized atmosphere on the day of service and gave us more time to check over everything prior to service including any further questions staff may have had. A critical factor that hindered the running of the restaurant was the miscount of our leek and potato soup. There were many reservations right from the start and the kitchen received many orders in a short amount of time. Unfortunately, due to this, the kitchen manager forgot to inform the front of house manager about the quickly diminishing soup, and eventually we ran out.  Unfortunately, some customers had to be told after they had ordered the soup, that we had ran out. We encountered some set backs on the day of our restaurant when it came to the prep of one of our signature dishes: The Rustic Italian Panini. As the details for assembly and cooking of the Panini were sorted out, we realized that there was not enough butter ordered to melt and spread over the outside of the bread before putting it on the griddle. 
 
 
October 31st
Fall in love with Fall @ Pj's   menu
Food Sales $960.50, 84 Guests
The first critical incident that affected the running of our restaurant was the great communication our group members had since day one. We did everything together; not splitting up any work, and were in constant communication with each other. Another critical incident that positively affected the running of our restaurant was our simple menu items. They did not take a long time to prepare on the Hot Line and even though we were missing three people, it did not affect our flow of food. Having some really helpful classmates was also a critical point. We considered the strengths of each individual and tried to put them in positions where they would be most comfortable and effective. We had a number of people assisting us during prep day. This helped us get well-organized for Thursday. We also had classmates in early on the morning of our restaurant; this gave us confidence and calmed our nerves. We were ready for service at 11:30. Communication between front and back of house could have been improved, as there was some miscommunication as to how many menu items were left at a certain point in service, but we fixed this problem quickly and it did not disturb service. The last critical incident we identified was the energy level during the first 30 minutes of service. The servers were a bit nervous to know that we had a large number of guests and they tended to congregate behind the POS station for the first little while. Once a few more guests entered the dining room there was lots to do and the atmosphere really picked up. The energy level was high until the last person was served. 
 
 
November 1st
Back in Time @ Pj's   menu
Food Sales $579.15, 57 Guests 
Majority of guests reserved tables by their Chinese last name. Some of them were the same spelling and the same pronunciation, which made the hostess hard to recognize them; fortunately, the FM realized this incident and assisted her to seat our guests. The last incident probably was the number of guests. Both of us know each other since the day we arrived Canada, so we have very close social groups, we are having a hard time to promote our events to more people. Only posters and flyers cannot help that much. At the end, we had 66 reservations but actual amount of guests coming was 57; several walk-ins covered the no-shows. Both walk-ins and no-shows led to the seat plan to be changed over time. Overall, because of everyone’s supports, cooperation, and assistance, we ran the restaurant successfully. 
 
 
November 5th
The Penalty Box @ Pj's   menu
Food Sales $691.30, 73 Guests
Our items were simple to make, quick to assemble when orders came in, and were popular. It was fail proof in a way that it didn’t take a skilled culinary individual to be able to execute the tasks of creating the items. This led to 50 of our signature items being sold by the end of lunch service.  The down side is that the simplicity of the items did not allow for a high menu price for the items which leads to a lower check/person. This will definitely make a negative impact on the restaurant’s food cost. KM and FM were very organized with prep lists and clear outlines on how they wanted things done on the day before and on the day of the restaurant. This demonstrated teamwork, communication. Also, the people in the lab had been well trained and highly efficient in their job and the tasks they were given. All of them had great attitude coming in and tried their best in making sure that the restaurant can be done as best as possible. The students in the lab who came in the day before and early Tuesday allowed us to be so prepared and without their help the restaurant would have been flawed. it was found out that some individuals when preparing items did not closely follow the recipes leading somewhat being short on ingredients for other recipes. It wasn’t exactly a game changer but it gave the kitchen some minor unnecessary confusion
 
 
November 6th
Going Green @ Pj's   menu
Food Sales $880.15, 80 Guests
Organization for prep day and the day of service was key. We had many detailed lists, and a solid understanding of what items needed to be prepped and when. This way, we stayed on schedule and kept things at ease in the kitchen, which certainly showed during service. We had our seating chart drawn out the day before so that servers would have plenty of time to review before service. Our effort to promote the restaurant paid off as we had 95 reservations the morning of service.  We were very lucky to have support friends and family who made reservations. Having such a great turnout allowed for a very energetic and positive environment. Our guest counts exceeded our expectations so we had to adapt to this high demand.  On prep day we were proactive in order to ensure we had enough dishes for all of our guests. In the front, we had to accommodate high numbers, which meant we had a large turnover halfway through service and also accommodated a few walk-ins. As some guy once said  “you happen to the restaurant, don’t let the restaurant happen to you”. 
 
 
November 7th
European Harvest @ Pj's   menu
Food Sales $615.70, 56 Guests
We had a problem with the tzatziki sauce. The tzatziki sauce had too much cucumbers and really made the sauce watery and really lost the taste of the greek yogurt. Our signature dish was perfect except the tzatziki sauce. Our time management and organization was good, except the last 30 minutes before service as we barely got all the food ready in time, but in the end with everyone’s help we had everything ready. Also the FM wasn’t prepared to teach the POS system to the front of house staff. We switched roles 5 days before the restaurant day, and therefore she didn’t have much time to prepare for the FM position, but this isn’t enough to be an excuse for the lack of POS knowledge.  The good thing is that in the kitchen there was a good, positive energy while prepping and during service. It was clear that everyone respected the KM, and respected each other.
 
 
November 8th
Fiesta Friday @ Pj's   menu
Food Sales $598.88, 53 Guests
We truly could not have run as great of a restaurant as we had if it weren’t for our dedicated lab mates.  In addition, our organization skills largely contributed to our success. Our careful planning of every step in the process of food preparation ensured that every task was done on time, not too early and not too late. It also allowed us to easily assign jobs to our lab mates when they arrived in the kitchen (and also the dining room), as we had prepared, in advance, a list of jobs that needed to be done at each half hour interval leading up to service. Thirdly, our purchasing is worth mentioning. Our purchasing was done very well and we therefore received enough of every ingredient without ordering in excess which would hurt our food cost. This- of course- worked in our favour on our restaurant day. The fourth critical incident is our adaptations to our low number of reservations. Since our reservation number wasn’t as high as we had hoped, we responded by making appropriate management decisions. One of these decisions was preparing a smaller amount of chickens than we had initially planned to. This ended up being a smart decision, as we sold just under half the amount we had originally planned to. Lastly, our use of recipes that are already established within PJ’s saved us time finding recipes and standardizing them. It was also convenient because we knew that the recipes were reliable, and would work well with the resources available to us in PJ’s. In terms of an improvement that could be made if we were to run this restaurant again, improving our marketing skills would be effective as our restaurant definitely lacked customers. We were not able to see our full capabilities with the number of guests attending. 
 
 
November 12th
7 Deadly Sins @ Pj's   menu
Food Sales $558.05, 50 Guests
We are able to trace one major incident all the way back to our purchase order from where a few simple math errors and lack of review and understanding brought us to some situations that could have easily been avoided. These errors allowed for time wasted when doing our receiving when we realized we were missing many key ingredients and even more time wasted when we had to change a recipe last minute because the one we came up with on our own called for an unnecessary amount of ingredients in which we later found out we calculated wrong. The second critical incident that is easy to recall would be during the day of our restaurant and how that clock seemed to travel at the speed of light. Time management issues in regard to having enough time allocated to reheat items was not sufficient enough. The speed of plating the stuffed chicken with its sides as well as the time required to make the pasta dish took around 2 minutes which allowed for quick service even when many orders came in at once. The staff working on the line all worked well with each other and worked to make sure everything was at its proper minimum temperature and to the kitchen managers desires. The relationship between the kitchen manager and front of house manager was a large factor in the success of the restaurant and restaurant organizing. The energy and comfortableness between both managers allowed for things to run along smoothly as there was always a constant and clear communication between both of them and one was able to notice when the other needed assistance. 
 
 
November 13th
A Taste of Thai @ Pj's   menu
Food Sales $759.53, 71 Guests
One positive Critical Instance was our staff. We had a generous amount of staff that was willing to help on both our prep day with receiving as well as also staying until the end of our restaurant day.  We worked hard to find the right person to fit each task and make them aware of what they would be doing ahead of time.  They made our day successful by the amount of extra time they were willing to put in along with their dedication and positive attitudes. Our signature items were simple and straightforward, all pre-portioned.  They were a reasonable size and not only tasted great but looked delicious. Our Thailand theme, we believe, was creative and therefore helped our reservation number to reach 86. This played a role in making our day successful and allowing us to sell out of our Pad Thai and most of our Spicy Thai Chicken Wrap. We all worked together really well. We were all motivated and proactive, communicating effectively. We were very organized well ahead of time and were all on the same wavelength.  We all had knowledge of running different parts of the kitchen and the front of house so one of us was always able to answer questions.  
 
 
November 14th
Casa di Gusto @ Pj's   menu
Food Sales $611.73, 61Guests
The ongoing coordination between the two managers throughout the semester to prepare for the restaurant was the first critical incident that impacted the restaurant’s flow in a positive way.  The regular meetings built confidence in each of the manager’s positions and helped each other understand each other’s roles, creating a seamless partnership. The constant motivation between employees and managers created a positive working atmosphere, this was apparent in the overwhelming support we received during pre-prep, and the upbeat atmosphere during service. Timing could have been organized better, as well as getting the proper equipment and utensils for the steam table at an earlier time to avoid anxiety right before service. 
 
 
November 14th
Movember @ Pj's   menu
Food Sales $855.60, 75 Guests
In the dining room, two components of the standard table set up were missing until about half way through service Because we have a smaller lab (we have become quite a close-knit group and therefore more willing to go the extra mile for each other. We found that people were very positive and encouraging. Because we have managed to get along well, our restaurant came together in a more cohesive and organized manner, we communicated well with each other; both managers knew what was going on with the other almost all of the time, this helped create a more positive environment for the whole staff, which made our restaurant better. Because there was a charitable component to our restaurant people were very positive towards it, the was very easily marketable. The whole lab group seemed to get into it; people were having fun with moustaches which helped create a more positive vibe before and during service but we needed to be more careful not to let all the fun distract us from the task at hand. Our items were very simple to make and plate; they didn’t require too much advanced prep and were not at all difficult for the line to work with. The items could be prepared and sent out very quickly. We could charge a bit more for our items ($8.60 and $9.10) because they were somewhat higher quality items; however, they did not end up costing us an extravagant amount so our food cost was good, customers were very impressed with the quantity of food they were getting for a relatively low 
 
 
November 19th
Alimento @ Pj's   menu
Food Sales $946.16, 86 Guests
In the weeks prior to our restaurant we made checklists and went over every single step involved in the preparation of each dish. We organized tasks into three categories: what had to be done the day before the restaurant, what we would like to have done on our preparation day, and what needed to be done the morning of service. We prioritized all of our tasks and put them on a timeline. We also made sticky notes to place around the steam table. We created a layout for the steam table, and a list of all garnishes for the dishes. Secondly, our amazing classmates positively impacted the running of our restaurant. We had four people come in the day before service to help us prepare, which meant that we completed everything we needed and wanted to do. We divided up our tasks evenly, and grew to rely upon each other. This meant that on the day of service we were all on the same page. Front of house and back of house stayed together, with the front knowing how many servings of each dish were left, and the back knowing when tables arrived. Our advertising was another factor that positively impacted our restaurant. We used three means: social media, email newsletters, and word of mouth. For our older guests we sent out an email newsletter: one weeks in advance, and one reminder a few days before the event. We employed Facebook to target the younger generation. Word out mouth was probably the most effective advertising method. All group members promoted the event to their family members, coworkers and friends. 
 
 
November 20th
Little Britain @ Pj's   menu
Food Sales $642.51,  60 Guests
Our lack of organization was without a doubt a major contributor to the extra panic and stress that ensued when crunch time was approaching. Even though we had discussed prior to our restaurant how everything was to run, who was to do what, and when they were to be done by, it seemed as if when the time actually came we were to adamant about following our instructions we had laid out. This resulted in us constantly checking and rechecking the binder which hindered us as were too focused on instructions as opposed to actually running our restaurant. We also seemed to come up just a bit short in terms of communication. This was only evident when we chose to reflect on how we ran our restaurant, as initially we felt we had real strong communication. We should have been completely confident with what was going on in the kitchen and ultimately we were all too focused on our timeline to effectively communicate what was actually happening.  We felt as though our communication was a bit too inconsistent. We were communicating a lot at times, making sure everyone knew what was going on in both the front of house and back of house, but were also lacking at other times when clear effective communication was needed. The team we had help us was a major benefit and a direct cause of the success of our restaurant. We did not anticipate that 6-7 of our classmates would come in a day early in order to help us prep. This was unexpected but really showed the team support and dynamic that our Wednesday section seems to exhibit. The camaraderie that has developed in this class is a major reason the restaurant ran the way it did. People have no problem helping each other in times of need, and this was made evident when our classmates took a significant amount of time out of their days to help us.  Some of our classmates come in early both on Tuesday and Wednesday morning in order to help us with receiving and prep. The overall work ethic of our class and how effective as a team we have become was also a major factor for the success of our restaurant.
 
 
November 21st
Come in for Comfort @ Pj's   menu
Food Sales $884.30, 88 Guests
Being near the end meant that we weren’t rushed in getting organized for our restaurant. The fact that we were the last group gave us seven other restaurants to see what other groups did right and wrong so we could learn from them. It also gave us more time for advertising, which played a role in our guest count. Had we been one of the earlier groups, we may not have had enough time to be as organized as we were. One of the things that we learned from other groups was how to communicate effectively on the line. Another factor that influenced our restaurant positively was empowering staff to make decisions. For example, the front of house manager told the hostesses if there were any changes, such as walk ins or guest counts for certain reservations, that they could handle the situation on their own. The managers had faith in their staff that they would handle any issues that came up. This meant they didn’t have to ask for permission to make changes, they could just solve the problem, which helped the restaurant run smoothly. One thing that could have been done better was time management during prep in the kitchen right before service. One of our items took longer than expected to prepare, which led to the kitchen manager being stressed. This could have led to other classmates becoming stressed unnecessarily, but everyone in the kitchen remained calm and was very helpful, since they had all already been managers. 
 
 
November 22nd
The Touque @ Pj's  
Food Sales $859.96, 81 Guests
Our primary problem was communication between the front and back of house managers. Both of us tended to try doing things independently, and forget how to work as a team, which in the end caused certain things to be done twice, and others to be forgotten all together. This communication was strained further when staff began to go between managers and confuse things, such as countdowns on items we were running low on.  To top our communication problem off, the front of house manager lost her voice half-way through service, making it difficult to not only communicate with the back of house manager, but also with staff and guests. Another problem we had was timing of food preparation prior to opening the restaurant.  Although our prep day went smoothly, the morning of, the kitchen manager confused the timing on a few items. This meant many items had to be started at the same time, with not enough staff to cook them all. Thankfully the staff was flexible, and the two dishwashers were able to help prepare the food in time for service. Unfortunately, when the dumplings weren’t cooked in time, the kitchen manager panicked, which caused a sharp decline in her confidence and assertiveness, which later led to more staff confusion.
 
 
November 26th
Opa @ Pj's   menu
Food Sales $903.33, 89 Guests
We had many students come in the day before our restaurant to help us prep, which allowed us to get everything finished. We also had the majority of the class before the scheduled class time the day of our restaurant, ensuring that we were ready for service at 11:30a.m. Our classmates also stepped up when we really needed them to. With one line cook absent for the day, another student had to take on the job of preparing 3 separate items. This could have really slowed us down during service, however, she did an amazing job and was able to execute all dishes perfectly. When our dishwashers were not too busy, they helped out by making more fries, which ensured that we would not run out during service and allowed the food to be run out to the customers while it was still hot. Our major negative incident that affected the running of our restaurant was our PO meeting. Since we had to reschedule our meeting, it created a lot of stress and worry about whether food would arrive on time. Also, our PO confusion caused us to be short on some critical ingredients, which we later had to buy extra of. We also could have improved on the training of our host and hostess. Without adequate training, they made a few mistakes, causing a line to form at the host(ess) stand and making customers wait. However, our team had great organization, and we were acutely aware of what we needed to get done the day before and the day of our restaurant. We had schedules prepared for each day, and had an hour-by-hour breakdown of what needed to be done the day of our restaurant. This allowed us to have everything prepared on time, and made sure nothing sat on the steam table for too long. We also had great communication between our FOH and BOH managers. The FOH knew when we were getting low on certain items and the BOH knew when the first and last seating were. 
 
 
November 27th
Roman Holiday @ Pj's   menu
Food Sales $822.02, 88 Guests
Our ability to adapt on prep-day by preparing additional food and adding tables in the dining room allowed us to handle the greater than expected demand. Despite a high guest count, a low average check per person due to low add-on sales was disappointing. Choosing a new dessert and soup to follow our theme was risky and proved to be unsuccessful.  Even though we had centrepieces promoting our soup, dessert and drink, sales of these items and our total revenue was less than we would have liked. An additional problem was lack of direct communication and clarity between management and staff. This resulted in us running out of an ingredient needed to prepare additional recipes and caused some stress in the kitchen. Furthermore, due to a change in reservation numbers guests were seated at the incorrect table, which created a shortage of tables. To accommodate for this an extra table was added during service. More open communication between staff and management could have avoided these problems. Lastly, our organization and time management throughout was a key factor in the success of our restaurant. Since we were the last group to manage the restaurant, we knew what to expect and were able to learn from previous restaurants. We had a detailed prep-schedule, tasks were delegated promptly, and we used our time effectively through the planning to the actual running of the restaurant.