Student Feedback ~ Fall 2018

"I get no respect, I was in a hotel once and told the front desk clerk that I forgot what room I was in.
She said no problem, you're in the lobby"  ~ Rodney Dangerfield
 
October 4th
Gobble till you Wobble    menu
Food Sales $542.34,  48 Guests
As the first group to run a restaurant within our class, we were determined to have a successful day from the start. We went into our prep day and restaurant day understanding that not everything will go as planned and that’s okay. Mistakes will happen, recipes can’t always be followed, and things will go missing… even an insert of guacamole 15 minutes before service. What mattered to us is how we handled these situations. Being prepared for both our prep day and restaurant day allowed us to have the time to handle issues that came up and figure out solutions without feeling stressed. Our kitchen manager made a detailed plan of tasks that needed to be completed on our prep day and restaurant day after reviewing all the standardized recipes. Attached to this plan was also a rough schedule of when the items should be completed. On our prep day this list was essential to successfully completing our prep before 2pm and made it easy to assign tasks to other students helping in the kitchen. Throughout our prep and restaurant day, the KM, expo, and FOH manager were all involved. Our TA commented that she was confident she could ask any of us a question regarding our menu or schedule and we would be able to answer it. Our constant communication always allowed us to be on the same page. We would update each other as the day progressed and continued this strong communication into service when communication was critical. We utilized the job rotation from the soft opening to assign jobs to students within our class. This was a very helpful advantage as the first in our class to run a restaurant. Everyone understood their role and were more comfortable completing the tasks assigned to them because they were familiar. It allowed the KM to also ask experienced line cooks for their advice and assistance when prepping the kitchen for service. Our menu was designed simply so we were confident it could be executed well on the line. The dishes could be easily prepped, were made to order on the line quickly, and were received well by those that attended our event. The focus of our menu was making sure our dishes were simple and delicious.  Lastly, the enthusiasm of our fellow classmates helped to make our event a success. Those that offered to help during our prep day and restaurant day were utilized to the fullest. Roles were delegated easily, and our management team fully trusted everyone with the tasks they were assigned. When issues arose, the management team was notified and quickly found a solution. Each class member communicated well with the management team and fully supported the success of the restaurant. We had a fun day thanks to the help of our classmates. With this assignment, remembering to have fun is what it’s all about.

 

October 5th
The Crazy Canuck    menu
Food Sales $444.40,  40 Guests
Overall our restaurant was successful, but we ran into a few hiccups during prep and service that we could have planned out thoroughly in order to prevent. Firstly, one of the biggest issues that we encountered was our lack of awareness of recipe yields. On multiple occasions we almost ran out of multiple components for our two signature dishes. For example, we ran out of broccoli for our sides near the end of service, and halfway through service we ran out of gravy for our one signature dish which would have been very detrimental if more had not been made. If the standardized recipes we created were more thought out, and the management team had properly planned ahead of time this error would not have occurred. Secondly, more awareness was required in the kitchen by both party members. Due to lack of awareness, one of the standard menu items (Chana masala) had to be 86’d and taken off the menu because it was not cooked and prepared correctly. This could have been avoided if both members of management communicated with each other better and kept updating each other on the process of everything. However, this all being said during service the line efficiently pumped food out for service with expert quality and quantity. All of the dishes looked and tasted great, leaving all of our customers happy. We owe the success of our restaurant mostly to our classmates. The restaurant would not have been as successful as it was if it was not for them. Some classmates came in a day before service to help with receiving our order as well as helping us prep some essential items for service the next day. Many classmates also arrived early on the day of service and went above and beyond to help us get all of our prep done early and efficiently. Finally, our purchase order sheet was very well done. This made receiving our order the day before service to run very smoothly, with little to no hiccups. Having a well done purchase order sheet allowed us to finish our receiving rather early and jump right into prepping for the next days service.
 
October 10th
Beach Brunch    menu
Food Sales $500.10,  51 Guests
Our group would have to unanimously agree that purchasing was our weakest area. With the unfortunate requirement of having majority of our purchasing revised, it had taken a toll on when and what ingredients were available to us, consequently impacting our preparation day and pre-service preparation. The kitchen manager had a very specific timeline set up with respect to when and what dish components should be completed throughout our preparation day; but with various ingredients arriving later than expected or not arriving at all, the schedule was affected. Our receiving/preparation day could have been utilized better, especially with a few helping hands of other classmates. Our team could have had a greater awareness of what the different standard and signature recipes entailed as well as the preparatory progress among the kitchen as a whole, which coincides with the idea of preferably having a better strategic plan for both the preparation and restaurant days. Ultimately, service was a success. Our two signature entrées had sold out by the end of service. However, there was one issue regarding the miscommunication about the number of single servings that were left available for one of our signature entrées between Front of House and Back of House.  This error stands out to the management team since it would not typically occur with a low volume of guests, likewise to ours. Roles were delegated easily throughout the day and our management team ensured a team-work atmosphere. Our team surely could not have done it without the help of staff members and their positive approach to running our Beach Brunch restaurant.
 
October 11th
Cozy Cuisine   menu
Food Sales $714.53,  71 Guests
The five critical incidences which made are restaurant day successful are as followings. The first one being the large amount of help that we received from our classmates the day before our event, as well as the morning of our restaurant. On prep day, we were done prepping most of the stuff by noon which made the day of our restaurant less stressful. Second critical incidence was an excellent job rotation; we made a Facebook group to ask people which position they would be most comfortable working in and we also kept some people in the same place as the soft opening and restaurant day 1. With the experience they had acquired during the two previous restaurant labs, the staffs were all able to navigate the kitchen with confidence. We are incredibly thankful to have had such excellent crews. Each team member had a clear idea of their role, and what was expected of them, so we were able to run our restaurant on the day of effectively. Next, the simplicity of our signature menu items allowed us to dole out dishes quickly with each incoming order. The Chicken Pot Pie was prepared in the roast and hold oven while all the ingredients for the falafel were ready for assembly, so once an order came in, it was just necessary to heat the naan and prepare the plate. Another critical incidence was that we sold many add-on’s – 18 of our specialty drinks, 9 soups, and 25 cookies and ice-cream. Add-on’s boosted our food sales drastically and had a positive impact on our overall food costs. Our marketing and table tents, which reminded customers of our dessert, soup, and beverage options helped in increasing the add-on’s sale. Finally, our team was efficient. The front house was attentive and able to get orders in, and food out, quickly.  There was also a clear communication between the expo and the front of house manager about how many menu items are left. The front house was also efficient in clearing and setting tables to ensure that all guests could be seated in a timely fashion. Overall, due to good marketing, we had a good customer count, 71 reservations we could have had more people, but it was a busy restaurant, and everything went reasonably smoothly throughout the day.
 
October 12th
Get Your Greek On    menu
Food Sales $727.05,  70 Guests
Effective teamwork and communication played an important role when we ran our restaurant. The kitchen kept on top of the number of dishes being sold of each item and told the FOH in time to avoid order errors. The work load was not dumped on to one individual, therefore the tasks were equally distributed, and all members put forth their best preparations for the event. Team members helped us a lot with preparation on the day before our restaurant. We would not have been as successful on our day if not for the help of other lab members. Everything BOH ran smoothly thanks to a good pace of reservations, they were spread out nicely so that the kitchen wasn’t slammed with orders all at once. This allowed for good communication between BOH and FOH on what items we were running low on and opened lines of communication for how guests were enjoying the food. One of the critical instances that was troublesome to the running of our restaurant was our purchase ordering. We experienced some confusion about the quantities of items to order for our recipes, and multiple revisions had to be made in order to achieve an acceptable food cost. For example, one revision had to be made in order to lower our food costs because we calculated the quantity of chicken wrong resulting in an extremely high total. On our prep day we ran into some trouble with our falafel recipe, this resulted in consumption of our resources for trial and error and affected the number of servings we were able to sell on restaurant day. The falafels didn’t turn out as planned and we had to convert our recipe from frying to baking; they were also very fragile in comparison to conference 2 and this caused some hiccups with plating on restaurant day. The falafel didn’t lack in flavour, but perhaps if the appearance was different i.e. a golden brown crisp from frying, perhaps we would have been able to sell more.
 
October 16th
When in Rome    menu
Food Sales $455.95, 39 Guests
Although numerous marketing method were used (social media, mass emails, event pages, etc.) only around 40 people showed up to the actual event. More creative ideas should have been utilized to try to attract more people. Our add on sales from our arancini, Shirley Temple, and cookies & ice cream were successful, totalling $121. This is slightly surprising since our table tents were removed due to pictures that did not accurately reflect the presentation of our items. It was realized after the restaurant, we could have cut down the table tents to remove the pictures and still have the text on the table. However, our wait staff still did internal marketing verbally to effectively sell our add ons. In the kitchen, our focaccia recipe was not standardized well, and we did not purchase all the ingredients for the standardized recipe we had. The dough was too dry which resulted in the first batch being thrown away. There was time to remake the focaccia with the standardized recipe. This error caused a waste of ingredients and increase our food cost for having to purchase ingredients multiple times. Furthermore, we originally planned for 24 portions of Rustic Spaghetti. We prepared too many noodles and the sauce seemed to yield less than expected. During the line check we agreed on 18 portions of spaghetti, if a 4 oz ladle was used for the sauce instead of a 6 oz one. As we kept selling it, we realized we had more to sell and increased it to 20 portions. The line cook working the station noticed we did not have enough focaccia. Luckily, more was located and we settled on 21 portions. In the end we did have enough sauce and focaccia to sell the planned number of 24 portions, if we only switched to a 4 oz ladle for portioning the sauce. Finally, instead of producing a soup for our appetizer, we decided to do arancini (fried risotto balls) as it fit nicely with our Italian theme. The recipe we chose was labour intensive (was prepared over two days) and used expensive ingredients (specifically cheese and wine). It caused one of the managers to spend a lot of time preparing it, which prevented them from being able to act as a manager during the beginning of the restaurant. It was a successful menu item; however, the recipe could have been simplified and more preparations could have been done the day before for the dish.
 
October 176th
Mexican Fiesta    menu
Food Sales $668.18, 66 Guests
Our restaurant ended up being a huge success and it was largely due to three key incidences- our organization, teamwork and classmates. Overall organization is by far the most important things that made our restaurant run smoothly. After reading previous student feedbacks we decided making a binder filled with all of our important documents would be imperative to staying organized. We filled the binder with our recipes, PO sheets, and other documents that were helpful to have on hand. We also made schedules for both the Prep day as well as the day of service which ensured everyone knew exactly what had to be done and helped keep us on track throughout the day. Teamwork within our group was also a key part to our success, well before our restaurant day we started meeting as a group to touch base and talk about what we needed to do. We always stayed focused, which ensured we were able to accomplish a lot in a small amount of time. Both our organization and teamwork came together to make us confident leaders. Each member of our group came well prepared for the day of service, knowing exactly what had to be done. Due to this, we were effectively able to communicate what had to be done and how it needed to be done do it to our fellow classmates. On the day of, the back of house effectively communicated the amount of each dish left to the front of house when we were running low on something. We would not have been able to accomplish any of this without the help of our classmates. Even though our restaurant ran over time, plenty of students still stayed to help us get everything cleaned. With extra hands on prep day, as well as before and after our restaurant, we were able to accomplish everything on schedule. In terms of where we could have improved, we should have been more aware of our products and what was in each recipe. We should have made a list of each item we ordered and where we needed to use them. This would have helped us to ensure we conserved products for all recipes. We also should have been more organized with doing our PO, specifically doing it earlier. This would have helped us to ensure we had the right amounts of everything we needed. In order to increase sales, it would have been beneficial to have sold more of our dessert. Our burrito was so filling that the majority of guests said they were too full to order dessert after. After seeing our dessert wasn’t doing well during service, we could have told the servers to push the desserts as more of a shareable plate. We believe this would have helped increase our overall sales.
 
October 16th
Autumn Eatery    menu
Food Sales $713.45, 67 Guests
A major component affecting the running of our day was our amazing lab group. The line cooks were especially knowledgeable and the KM was able to use them as a resource to verify that the line was set up correctly and everything was ready in time.  They were also consistently positive and very efficient throughout the large rush from about 11:30-12:30. Also, all the members of our lab group seemed knowledgeable of their roles given to them through job packs that we had send out a couple of days prior to the restaurant day. This was important for a successful restaurant day because it meant that all the work could be divided up evenly and that for the most part, staff members were able to do their jobs with confidence and a high level of independence.  Another aspect that impacted the running of the restaurant was the constant communication between all of the managers while the restaurant was in operation. The KM kept track of the number of each food item available and would communicate this to the expo who would inform the FOH manager about items that were going low so he could let the serving staff know.  However, our FOH manager was not as prepared as he could have been for his role and was not as familiar with the POS system, meaning that he wasn’t able to answer all the POS questions that servers had. This created some confusion amongst them at the beginning but despite that, the front of house ran relatively smoothly.  The simplicity of our items also added to the ease of the flow of the restaurant because the mac and cheese sauce just had to be reheated and mixed with the pasta that was also reheated and the chicken pot pie was just taken out of the oven whenever one was needed. This ease of items meant that in the busiest part of our restaurant day, we were able to get our signature items out quickly to the customers, creating a smooth running of the food portion of the restaurant.  
 
October 16th
Little Italia    menu
Food Sales $304.48, 27 Guests
We had many of our classmates come in early on the day of the restaurant which was one of our critical instances that contributed to our restaurant running smoothly and getting the rest of the prep done. Our classmates’ awesome attitudes and hard work also helped the manger team feel calm and positive. Another critical instant was the amount of prep that was done on the receiving day. We prepared a lot of our food the day before and were very organized with what items needed to be prepared the day before. This helped with the running of the restaurant. We also had a ‘To Do’ list the morning of service that included timing to cook certain items, to make sure we did not forget anything in the morning prep before service began, and to have jobs for our staff team when they asked us how they could help. Being confident in our positions was another critical instance. Looking over and really understanding our job packs would have made us, as a managerial team, more confident, comfortable to make decisions, and lead our staff better. Our most impactful critical instance is the low guest count we experienced. Overlooking the amount of marketing it takes to have a high guest count was a huge impact on the running of our restaurant. At times the staff were just standing around and looking for something to do. We could have utilized our staff in a more productive way once we realized it was going to be a slow restaurant. 
 
October 23rd
Havana Day Dream    menu
Food Sales $786.96, 77 Guests
A lot of our success can be attributed to the teamwork of the class.  Everyone was more than willing to come in and help receive food on Monday and come in early to help prep Tuesday.  With the nature of the food items, we were able to prep most of the dishes the day before service.  After receiving feedback from our restaurant we found a few areas where we could improve if we were to do this exercise again.  The first is better communication between the management group members.  During the restaurant day the KM had a master plan of how the day should unfold.  The expo and front of house manager knew what was going on but not to the same extent as the KM.  If the three managers made a greater effort to sit together before and go over the plan the expo and KM could have split duties during prep and the front of house manager would have been better in the loop.  The day before service we had a classmate notify us that he would not be able to make it in so the KM re-arranged the job rotation and took a host off to take the students position on the line.  This was not a great idea in hind sight because the host was quite busy and the front of house manager was at the host stand a lot to help her out.  This took her away from her other tasks and potential service elevating moments of truth. The final lesson we learned was to do with timing of food and amount of food used.  In the purchase order meeting we had to cut down our food costs a lot which made portioning a little more difficult.  On the day of, we had the food we had, the people we had to feed and then had to put those two numbers together to help figure out how to portion our food.  It involved reweighing a number of items and quickly adjusting our recipes.  The other part was that since we prepped a lot of our food in advance we were well ahead of schedule and had to be reminded to watch the time when finishing up items so they weren’t sitting for a long time in the steam table.  
 
October 24th
Dolce Vita   menu
Food Sales $330.58, 32 Guests
Several factors affected the running of Dolce Vita on restaurant day; the following were the top five critical instances. First, the management team hoped for a full house in the weeks leading up to the restaurant; therefore, a low guest count of 32 had a large impact on restaurant operations. Marketing was done on social media a few weeks prior to the restaurant however this was not very widespread. Marketing on more public social media groups was then attempted the day prior to the restaurant; perhaps if this widespread marketing was attempted at an earlier date there would have been a larger turnout. The result of a slow-paced restaurant was that often servers and line cooks were waiting around. Additionally, it took an adjustment for the KM to slow the pace of the hot line to match the speed of the restaurant and focus on presentation rather than rush out food orders. Secondly, preparation day was used wisely so the vast amount of food preparation was completed prior to the restaurant. On the day of the restaurant only a few food items needed to be cooked, as well as garnishes prepared, and the hot line set up. In the morning of the restaurant day the remainder of the tasks were delegated out to staff. Thirdly, many staff arrived early, therefore much of the kitchen preparation was done in good time and the front of house was set up early. The staff was also well prepared for the day; the servers and line cooks were aware of what needed to be done and always looking to help with additional tasks. Fourth, at 10:00 a.m. when the FOH manager left the kitchen for the front of house training, the kitchen became quite disorganized. This was due to a lack of preparation and awareness from the KM and Expo. The result was that the water for the pasta was not boiled on time; in addition, the heater on top of the hot line was not turned on until halfway through service. The KM also needed to delegated tasks more effectively by calling the staff by their names. Finally, although there was room for improvement of organization from the management team, organization was also a strength of the restaurant. All recipes, standards, ingredient lists, purchase order forms and closing information was organized in labeled binders which helped set the day up for a success. The training of the FOH staff was organized, well prepared and in depth therefore the servers were well prepared for service. A preparation schedule was also created; the management needed to be more aware of what was on this preparation schedule in order to use it more effectively.
 
October 25th
Grate Old Days   menu
Food Sales $594.93, 56 Guests
Our restaurant day was successful thanks to the all the students in our lab. We had more than enough hands during the receiving day and on the morning of service. It made the management team’s job a lot easier and faster. Many students came into the lab early, and were very willing to help with any tasks they were given in the kitchen or front of house. The help we received from our peers went a long way in making our restaurant run smoothly. Closer to the time of service, our timing was a little bit off. We made one batch of pizza dough in the morning when we wanted it to. But, we didn’t start the second batch until the first batch was out of the proofer which pushed back the rest of the preparation. We wanted and prepared a lot of the food items too close to the time of service. We should have completed some of the final preparations earlier to avoid not being ready at the time of service. “This is what we have, this is what you get, this is what you make” is what we learned from running the actual restaurant. During our preparation day, we realized that we did not have enough of our strawberry jam to cover all of our desserts. We made the mistake of just blindly following what the recipe says instead of using a different method, or portioning less in order to achieve the 40% food cost. Our food looked good during service because everyone knew what they were doing due to detailed job packs. Conference 2 really helped us prepare the presentation of food. As a management team, we worked very well together. Everyone on the management team knew their own responsibilities as well as the other teammates responsibilities. Therefore, our roles overlapped. The KM and Expo were not clearly differentiated until closer to time of service. This helped the team stay organized as they were all on the same page with the timing, preparation, and the actual service.
 
October 26th
Ocktoberfest    menu
Food Sales $594.93, 54 Guests
The restaurant would definitely not have ran as smoothly or have done as well as it did without the help and co-operation of our class. The front of house staff all did a great job before, during, and after service and the kitchen staff were all eager to be involved in the whole process. The front and kitchen manager were also very confident and comfortable with doing their job, which in turn made the rest of staff feel comfortable with their tasks too and created a good working environment. However, line cooks were not assigned specific positions prior to the restaurant day in the job pack which negatively affected the kitchen operation more than positively. This had line cooks walking around and wondering what to do since they did not have a job assigned. The kitchen manager assigned positions the day of as he felt that people who are more comfortable with a certain recipe were able to choose that day and continuously work on that. But, some individuals work better knowing the recipe before going in, so it can be seen as both a disadvantage and advantage. Communication was another big factor that affected restaurant operation. As a result of not assigning specific line cook positions in the job packs, it allowed for a brief kitchen meeting to take place that covered positions and operation which made everyone feel as though they were part of a team. There were some minor issues with communication between the group and between the staff. The group struggled with communication during prep day, as not all three of us were on the same page at all times.
 
October 30th
The Night Before Halloween    menu
Food Sales $521.60, 51 Guests
The success of our restaurant was greatly attributed to our organization and planning before the restaurant day. Always having a prep timeline and clearly designating who was doing what and when, helped to arrange tasks in ways that were logical and efficient in producing the product well. All this organization attributed to not being as stressed as we thought we would be on the day of. It made us fully aware of what was going on and gave us complete control over what was happening. Additionally, our restaurant would not have run as smoothly as it did without the help of our fellow classmates. Many of them assisted with prep both the day before and the morning of the event. Everyone of our classmates came to the restaurant with full knowledge of what we required them to do, as they had read their detailed job packs that were distributed a few days prior. A few aspects that we could have improved on was more frequent communication between the front of house and back of house. There was a discrepancy with the number of menu items available, the POS was showing that there was no taco salad left when in reality we had a few of that item left. This problem was later resolved due to our proper communication, but it may have been resolved earlier had we communicated more frequently. Additionally, while we were happy with those who were able to visit the restaurant, we don’t feel as though our hard work went to waste. We mainly used social media to advertise, however more creative ways of advertising our restaurant may have been used to attract more people and could have potentially raised our guest count to a larger number.
 
October 31st
Nightmare on PJ's Street    menu
Food Sales $836.63, 71 Guests
The top five critical instances which played important roles in the running of our restaurant are the following. Firstly, our team struggled with the awareness of ingredients that we had in our fridge, and did not take full advantage of each quantity of items we had. For example, we did not serve all of the green beans which we purchased; therefore, leading to wasted food. We also ran into an issue with our veloute sauce for our chicken entrée, in which there were many mistakes when making it. If we had begun to prepare the sauce earlier, we would’ve had more time before service to fix the mistakes. Therefore, three different batches had to be made until it was done correctly, with the help of our instructor. It was also hectic in the kitchen approximately an hour before service. This could be due to the fact that we thought we were more prepared than we were. If we were more organized, we wouldn’t have had to be running around so close to line check. That being said, service went very well, due to the amazing work of our staff. The staff were well aware of their roles and worked efficiently. Finally, the add-on sales (from the drink, soup, and dessert) came out at an impressive $234.20. This was due to our marketing efforts, in which we advertised our restaurant specials on multiple social media platforms, the menu inserts, server dialogue, and table tents.
 
November 1st
Sunshine Brunch    menu
Food Sales $664.90, 65 Guests
Several important factors affected the running of our restaurant. One of the most important factors contributing to the success of our restaurant was the skill and willingness of our classmates. Several of our classmates came to help prepare food the day before and many came early the day of our restaurant to help prepare. This contributed to our ability to have everything ready for service in a timely manner. Organization and planning also played a critical role in our ability to have everything prepared on time and to use our classmates’ time wisely. The KM prepared a binder with a priority list for the preparation day and had a timeline and line checklists for the restaurant day that helped everyone to stay on task. The excellent communication between the management team and our classmates also contributed to the day’s success. As a management team we communicated well, and we made sure to use each other’s talents. This meant switching roles a few weeks before the restaurant from what we had originally planned in order to best use our different skills. The management team also kept in constant communication on the restaurant day, allowing for a fairly seamless passing of knowledge from the kitchen to front of house. This was especially critical when we were getting close to selling out of soup and eggs benedict. This excellent communication meant that no guest ever had to be told that we had run out of something after they had already ordered it, increasing customer satisfaction. Guests commented that they were pleased with the quick delivery of their food, along with the consistent quality. This demonstrated that our efficient line time and staff training had a significant positive impact on guest experience. A final factor relating to our overall success was our high amount of add on sales ($160.55). These sales consisted of our drink special, along with our soup and dessert. These sales may be attributed to our table tent cards and our servers’ ability to upsell said items, which showed their dedication and the effectiveness of the server training.
 
November 2nd
A Taste of the Mediterranean   menu
Food Sales $628.05, 53 Guests
Firstly, good team work contributed to our restaurant day running smoothly. Throughout our prep for the restaurant, the KM, Expo, and FOH manager all worked together and communicated through the whole process. This was important and allowed each team member to stay informed about what was going on, work efficiently with our staff, pay attention to detail and solve problems. We made detailed checklists of tasks that needed to be completed for the day before and day of service, including a timeline of when tasks should be started or completed by. This was essential for the flow of the restaurant; it kept us organized and able to delegate tasks to our classmates. All managers had a positive attitude which reflected in the overall flow of our service. Another factor that played a role in how our restaurant ran on the day of service was regarding portion control. We were required to reduce the cost of our PO form, therefore reducing items because they cost too much. This lead to confusion with the portions that were allowed on the individual serving size plate. KM solved this issue by adjusting single serving portions on the day of service. For example, KM had to weigh out total amount of side salad and divide by the amount of single servings we had for the souvlaki plate and falafel bowl to determine the portions in grams for each item. This was done to ensure we had the correct amount of salad on each plate and did not run out.  This is critical because this salad was a main part of both of our signature items. This also needed to be determined for servings of ice cream. An additional factor that affected our restaurant was the struggle we had while creating our PO form. Our original PO form came out to be significantly over budget and we needed to cut costs by over $100. In order to reduce these costs we cut ingredients such as the number of cucumbers ordered for our Greek Salad. This then affected the amount of total Greek Salad that lead to the decreased portion sizes on the individual plate. There was also issues with our initial PO form regarding the amount of fish we had wanted to order. We did our whole PO form together so therefore, it wasn’t necessarily reviewed after by anyone of us. There were also a few items that we realized got missed on the day we prepped. For example, we only ordered enough 35% cream for our frozen yogurt, forgetting that we needed to order it for the mussel dishes as well. Once again this could have been avoided by having a team member review the PO form. Another critical incident that happened on the day of our restaurant was the issue we ran into with our Minestrone soup. The original recipe we used was meant for cooking in a home setting where the soup would be eaten almost immediately after getting cooked. However, in our situation after the soup was cooked we didn’t account for how long it would be sitting before being served. This caused a problem as the noodles in the soup started getting very soft and mushy. The KM then took initiative to solve this problem and worked on removing noodles with a fellow classmate. We then had to order more noodles before service and cook them separately, then change the recipe so that it matched with how the soup was to be served.  
 
November 6th
Autumn Harvest    menu
Food Sales $513.51, 52 Guests
A major factor contributing to the success of our restaurant was our lab group! We had star members that came the day before service and early the day of service to help with prep. The management staff could have made a more efficient use of our volunteers with a proper timeline for prep. If we had a more detailed schedule that was properly executed we could have been more confident going into service. Specifically we should have cooked the turkey the day before service, we chose not to as the turkey was partially frozen and decided to thaw it in the fridge. This caused our turkey breast to be very hot when we were pulling it. We should have thawed the turkey as part of the cooking process to ensure the turkey was cooked the day before to ensure a comfortable temperature when pulling the turkey breast. When making the mayo for our bound turkey salad our group used the wrong equipment as well as added an excess amount of lemon juice. Adding too much lemon juice made the mayo too acidic and unusable. Another critical incident that we experienced was improperly ordering our ingredients. Many ingredients were over ordered, and the pumpkin puree was not ordered at all. The pumpkin pure was an integral part of our pumpkin cheesecake, this recipe could not have been made without pumpkin puree.  The pumpkin cheesecake also caused problems due to the complexity of the recipe. The pumpkin cheesecake was a recipe we had not executed prior to our restaurant. When the pumpkin cheesecake came out of the oven it was deflated and was unacceptable to serve. The pumpkin cheesecake was then turned into a pumpkin cheesecake parfait to salvage our dessert option. We should have chosen a less ambitious recipe that we were confident in executing. Despite not having a lot of reservations, our restaurant was successful. At the beginning of the day we were scheduled to have 41 guests and had 10 walk-ins. The staff was upbeat, helpful and served customers professionally and in a timely manner.
 
November 7th
Tropical Getaway    menu
Food Sales $659.29, 59 Guests
We had great teamwork and continuously worked well with each other. Throughout the different stages of preparations, we used each other’s strengths and weaknesses to work efficiently as well as help each other out. Throughout our restaurant day, our teamwork continued and there were clear lines of communication and understanding among all team members. Another area of success was our organization, our BOH manager had detailed lists of tasks to be completed throughout the semester. These lists proved to be extremely useful, they provided a clear understanding of what had to be completed and made it easy to delegate tasks. This organizing and timing through our lists was very evident on the day or service, it was a very low stress environment in the kitchen with all menu items being prepared in a timely manner. Another positive critical incident that occurred was our ‘add on’ sales. Our ‘add on’ sales included sales from our specialty drink, soup and dessert, and totaled close to $150. This was a result from our table tents which were used for advertising our speciality menu items and from the support of our family and friends that came to our restaurant. A negative critical incident that occurred was running out of our ice cream due to improper portion control. This happened because we did not provide the line cook responsible for ice cream specific enough instructions on portioning of the ice cream. Throughout service the portions were inconsistent and often too large, therefore we were only able to serve 20 portions of ice cream instead of 30. To prevent this in the future, we would provide a specific weight for the portion of ice cream and give more specific instructions on how to use the ice cream scoop properly to ensure consistent portions. Another critical incident that occurred was our handling of the chicken. Chicken is a potentially hazardous food and should remain refrigerated as much as possible. While assembling our pizzas, the chicken was left on the counter for longer than it needed to be. By leaving the chicken in the danger zone for an extended period of time, we risked spoiling the chicken and it may have become harmful to our customers. 
 
November 8th
Just a little Pizza Italy   menu
Food Sales $580.59, 51 Guests
 We were extremely fortunate to have an incredibly supportive team, many of whom came in early to prep for service. Everyone was very capable and self-sufficient which made the jobs of the management team much easier. Next, we were lucky to have a management team that worked well together. This allowed everything to run smoothly from the planning and marketing, to prepping for service, and during service, since we continued to have open communication and support each other well whenever extra assistance was needed. For example, the KM and expo were able to coordinate the morning of service prep together which was helpful as there can be a lot of pressure on the KM and this allowed the responsibility to delegate to be spread out as well as double check that everything was being done in good progress. Subsequently, something that we could have improved on would be our ability to step away from our recipes and understand the ingredients better as a plate to be served. This would have improved some confusion having to do with ensuring we had enough of each ingredient to serve the same quality plate at the beginning of service to at the end of service. One item that was not very popular was our tomato soup with grilled cheese croutons. It is likely that this happened as its ingredients are similar to our most popular item, the chicken parmesan. Lots of people would not want the tomato soup before having a dish with tomato sauce, it would seem like very similar tastes, which is something we did not take into consideration when preparing the menu. It is likely that if we chose a different soup, such as potato and leek soup, it would have been more popular as it is lighter and less similar to the main items. During our restaurant we found that our specialty items were far more popular than any of the regular menu items, finishing with only 10 of 51 people ordering off the regular menu. Moreover, over half our customers ordered the chicken parmesan. We did not run out of any of the regular menu items because of the popularity of our specialty menu items which is a pattern that we have noticed to happen in many of the other restaurants, although, our expo was still very coordinated in expressing the numbers left for food to the FOH manager.
 
November 9th
Rise and Shine    menu
Food Sales $532.12, 50 Guests 
The first critical incident was our management team’s awareness of the number of dishes left, as well as what goes into each serving. This was evident when only 24 eggs were poached for the eggs benedict, instead of the 48 required. This situation could have been avoided if every member of the management team was more alert to the requirements of our specials. The next C.I. was the communication between kitchen manager, expo, and the front of house manager. Our management team needed to place more urgency on checking in with our teammates, which is necessary for reducing stress and ensuring smooth flow of service. Due to the low number of guests, this did not manifest as a major issue in our restaurant; however if there had been a rush of guests there could have been negative guest “moments of truth”. This was most evident in the case of the eggs Benedict special. There was a misunderstanding between front and back of house, which led to the front of house manager to believe there were 8 servings of the dish left, when there was actually 4. There were also positive C.I.’s during our restaurant and the day before. One of the most impactful C.I.’s was our staff’s willingness to help and their responsiveness to direction. A few staff members came in the day before the restaurant to help us prepare food, and several staff came early on the morning of service. Each person who came in was eager to help, and when given a task happily completed it. We could not have had a successful day without the help of our staff, and because of them all of our food was prepared ahead of, or on time. As well, there were many positive reviews from guests about the service they received. Another C.I. was our team’s planning. A comprehensive list was created with all tasks which needed to be completed on the day before and the day of service, as well as timing for the actual day of our restaurant. The TA had to give a couple reminders of certain items which needed to be done closer to service (such as not deep frying the scotch eggs too early), however for the most part our time was well planned and used to its full potential. The final C.I. was our use of delegation. This stemmed from our organization and planning, which allowed us to know exactly what tasks needed to be completed and in what order. When a staff member checked in with a member of our management team, they were immediately put to use. This made the employees feel useful, involved, and important to the restaurant’s functioning. Delegation was also a major factor in having all food prepared on time.
 
November 13th
Eat the Beat    menu
Food Sales $472.50, 43 Guests 
There were several factors that affected the running of Eat the Beat in both positive and less constructive aspects. The positive aspects that stood out to us were; communication, time management and our staff. Communication was definitely one of the strengths that allowed our day to run without any major issues. The KM and FOH manager constantly checked in with their staff during prep and service to ensure all was going smoothly and according to plan, this was proactive as it prevented issues before they could even arise. As well, communication between KM and FOH with the help of the expo was good when it came to keeping track of the amount of food we had. Secondly, our time management was a huge help in making sure everything worked well when it came to service. We had an organized list of things that we needed to prep the day of and day before, that way we could keep track of all the tasks we finished and still needed to do. This also helped in making sure there was always a job for someone when they asked. Everything was finished on time with extra time to account for error if needed, thanks to our time management skills. Thirdly, we had an amazing staff to help us on our day that were an integral part of our restaurant. A large number came in very early to help with whatever tasks needed to be done, everyone worked well as a team, going above and beyond their job description. A couple of them also came in early the morning before to help prep which also was a great help to our team. Without our amazing team, we definitely would not have been able to have had a restaurant that ran as well and smoothly as ours did. The aspects we found had a more negative affect on our restaurant were; our customer turnout and not realizing how much work needed to be put towards the dessert. Despite doing everything we could in the marketing aspect including; posting on social media, handing out promotional suckers, posting posters and sending out mass emails, our turnout wasn’t as high as we would’ve liked. A factor that could have contributed to this was the weather, there had been a large snow storm the day before. This also could be a reason as to why 9 people didn’t show up to their reservation unfortunately. Since we had a less favourable turnout, we had missed opportunities to carry out our management skills. Lastly, since the desserts were made fresh to order it was difficult to keep on top of them. Since the entrees were all already prepared and ready to go in the steam table, the entrees went out much quicker than the dessert did. We could’ve avoided this situation by putting another line cook that wasn’t too busy at their station, for example the taco salad person, to help with the dessert and make the process much faster.
 
November 14th
Taste of Winter   menu
Food Sales $813.21, 73 Guests 
We are so lucky to have such a helpful lab group. Our restaurant operations would not have gone nearly as smooth as it did if it had not been for the hard work everyone put in. We had quite a few lab members come in the day before our restaurant to help prep which was amazing and allowed us to get all of the planned jobs completed for the day before the restaurant. On the day of service, the majority of our lab members arrived on time, or before 10:00am to help us get everything prepared. This made for a very relaxed morning and we were lucky enough to not have to prepare everything by ourselves. Before the restaurant we forgot to count the exact number of fish (for the fish tacos) that we had, and unfortunately the last couple pieces were unusable. We had planned for 6 dishes, but unfortunately we only had 5. Subsequently, a guest had ordered fish tacos but we had to later inform them that there were not any more left. This would not have made a positive impression on the guest. To prevent this from happening, we should have thoroughly counted all of our ingredients to be 100% sure that our numbers were accurate. We had a fantastic turn out which lead to some great food sales. We had 73 guests and a total of $813.21 in food sales. We cannot complain about the number of guests, but the one challenge we faced was that the majority of reservations were between 11:30am and 12:00pm, causing a rush hour. This was overwhelming at first but everyone did a great job of staying calm and professional. It would have been easier if the reservations had been spread out more, but we got through it and overall the guests were very pleased with the service. During prep on the day of the restaurant, we did not equally contribute to delegating our lab members for different jobs. Not all managers had a good knowledge on their roles and responsibilities, and this was evident during service as there was some confusion in the kitchen. Additionally, because our restaurant was very busy, communication was crucial and at points we were lacking this aspect which reflected on the service. Overall, we are very happy with how the day went and grateful for everyone’s hard work!
 
November 15th
Cozy Kitchen   menu
Food Sales $684.03, 62 Guests
Overall our day was very successful, however we ran into a couple of small issues along the way. Our first bump in the road was our mistake with the fish tacos. The fish was cut in the wrong direction which resulted in fish tacos being taken off the menu. In order to avoid upset guests, we told the servers to inform the guests right away that there are no fish tacos. As well, we made sure all our staff was aware of this change so there was no confusion. Although this was an unfortunate occurrence, it turned out to be positive as we sold more of our signature dishes; which may not have been the case if the fish tacos were still available as they are a very popular menu item. We knew that preparing our items before hand was an important step to our success. We made what turned out to be a very important decision, to portion out the cheese into different containers by dish. This allowed us to ensure that we would have enough cheese for every item that required it. Also, it was essential to our cost control to portion out the cheese, as it is the most costly item. However, the amount of cheese in our menu may have caused us to run into another slight issue. We discovered that our soup was the lowest selling item on our menu. The soup contained grilled cheese croutons, which can be considered another cheese item on the menu. We hypothesized that the high amount of cheese on the menu may be the reason why it was not ordered as much. A different choice of soup may have improved our soup sales. We had chosen great people to be our front of house employees which definitely improved our sales. They were able to deliver a high level of customer service and up-sale items at all times during service. There were a couple front of house incidents affected our restaurant. One of our staff delivered food to the wrong table, however another server was able to use her communication and customer service skills and quickly informed us of the problem. The issue was solved by promptly delivering the correct food and by providing detailed instructions as to which is the proper table to deliver it to. As well, we had a few walk ins and very large groups that were not prepared for, causing a bit of stress at the time of payment for the server of these tables. Moreover, our hosts and servers were able to adapt to situations and quickly problem solve and accommodate our customers. Lastly, we believe that the key to our success was our amazing teamwork. The 3 of us as a group communicated well, checked in with each other, helped each other out when they needed it, and overall worked very cohesively. We also had a lot of help from other members of the lab who offered to come in early the day of, as well as the day before to prep which made a huge difference in the running of our restaurant. Working together was definitely as critical instance that allowed our restaurant day to run much more smoothly.
 
November 16th
Mucho Mexico  menu
Food Sales $558.20, 54 Guests 
The management team was fortunate enough to have peers come in early on both the prep and restaurant days. By having extra help the team was able to work quickly and efficiently by dividing tasks, helping to smooth out the running of the restaurant. Thursday morning in particular was crucially ameliorated by having help during receiving and prepping the food. Five peers in the same lab came in early on Thursday to help. The efforts and time commitment of these students was not only crucial to the running of the restaurant, but was also deeply appreciated by the management team. Despite being told to practice the churro recipe in the kitchen, we did not. While the recipe was practiced at one of the team member’s home, the recipe was defective. Churros were part of the dessert served, however the original recipe did not make pipeable dough. The group believes this (from a culinary point of view) result occurred primarily due to the lack of eggs in the recipe. This led to a different recipe, supplied by the instructor, having to be used. This could have been avoided by preparing the recipe with the instructor in order to modify the recipe as needed before the restaurant day. Another detrimental critical incident to E7’s restaurant was the situation regarding the avocados. The original purchase order sheet listed 20 avocados, the projected amount required for serving a hypothetical 80 guest total. After meeting with the instructor, this amount was reduced to 10. However, during prep 8 avocados were used in the two guacamole recipes, not leaving enough for one of the signature items. Instead of adapting to the amount given and to the reservation count the team had to unnecessarily order more, causing an increased food cost. This could have been avoided by correctly adjusting the recipes and amount prepared to the reservation count. The penultimate critical incident, which had the largest negative impact on the event, was a lack of proper communication between management members. Communication is a key aspect to working in a team, and without it the team suffers as a whole. This lack of communication could be seen in the interactions between groups members, before and during service. The team should have made fixing communication amongst themselves a higher priority, as the ripples were felt in many aspects of the event. This could have been done by having more in-person conversations, especially when it came to task division.
 
November 20th
Los Tres Amigos  menu
Food Sales $155.25, 16 Guests 
Firstly, our marketing strategy failed us. With better marketing, focusing on a wider range of guests such as going into lecture classes beyond HTM student classes, we could have reached and exceeded that goal. One patron mentioned that he was unaware of the low cost of food. This point in the future would be strongly highlighted as students are on a very price conscious budget. As a group, being quicker to resolve issues, including having greater inter-group communication is vital. Since there are many moving parts of the restaurant, it is key to have a clear line of communication in terms of everyone knowing what issues have arisen in order for everyone to be on the same page. When one manager is not on the same page as the rest, false information can be spread, hindering the overall operations. In addition to resolving issues quicker, being more organized on prep day, including having additional classmates' complete tasks would solve the issues of being frazzled and promote better teamwork. Since there are many items to be prepped or made, having a pre-prep day team meeting would have been helpful to ensure everyone on the team knew exactly what cooking areas their strengths were thus they can focus their attention on that specific area. During the restaurant day, 95% of the classmates were early, eager and willing to assist in any way the managers needed. This helped alleviate any stress and allowed the restaurant to flow with ease. Since the restaurant was very slow, most classmates were willing to help with other chores such as cleaning kitchen features that needed to be polished and organized.  
 
November 21st
Fall Frolic menu
Food Sales $576.83, 59 Guests 
The first critical incidence is that we didn’t finalize the PO sheet very well when the PO meeting came two weeks before our restaurant day. There was a little problem during the time we were making PO sheet that some items couldn’t be found. What we could improve is that team members need more communication in order to make clear about the job that everybody does. This could help everyone in the team to finish the assignment correctly and on time. On Tuesday, we didn’t check our PO sheet with ingredients we actually received, so we didn’t have enough ingredients to make pasta sauce. Lack of milk and vegetable stock was our issue when made pasta sauce. The signature items were not introduced with full details and servers might help difficulty to help guests avoid any potential allergy. Also, instruction of using POS system was not taught so server might have troubles when start to run the restaurant and drag down the whole process. We think it's more important that we understand the importance of teamwork. In the restaurant, we need to prepare a lot of things and we need to ensure good communication with the members in order to open the restaurant well. Although our team encountered a problem during the process, we did a good job of coordinating later and had a good day.
 
November 22nd
Gryph & Chill  menu
Food Sales $906.60, 81 Guests 
One of the most critical components leading to the success of our restaurant was our amazing lab group. Not only did members come in early to help us prep, but many came in early without being asked.  Everyone also had a positive and enthusiastic attitude and was willing to help each other. Since Gryph N’ Chill was the last restaurant of the semester for our Thursday lab group, all staff members were very knowledgeable on the tasks that needed to be done. Another critical incident that helped with the success of our day was the simplicity of our menu items. We had a very busy restaurant day due to the high number of guests, and one of the reasons why we were able to serve our customers so quickly was due to the efficient assembly of our signature menu items. For example, all of the components for our most popular dish, the Chicken N’ Veggies dish were prepared and ready to go in the steam table. This allowed for a very easy, quick and aesthetic assembly of the dish when an order was placed. Additionally, had it not been for the tremendous support from family and friends, we would not have had as high a turnout. Having a substantial amount of community members from out of town come and support our restaurant provided a full and lively atmosphere. This gave our staff members a fun, fast paced environment to work in, in which they had to think quickly and stay alert, further contributing to the energetic flow of the day. Fourthly, as a management team we got along really well, which allowed us to work together and stay organized throughout the entire flow of the restaurant from planning to operation. Due to our ability to get along, we were able to communicate excellently which allowed the front of house and kitchen to essentially act as a single unit. Lastly, a negative factor that turned into a positive involved our sweet potato mash. On the morning of service, Simon, our instructor notified us that we needed to increase the amount of potatoes from what we had originally planned. Thankfully, due to our organization and flexibility, we were able to prepare an extra amount to ensure that all customers received an adequate amount of mash. 
 
November 23rd
Indo Mexican Fusion  menu
Food Sales $904.53, 69 Guests 
Organized prep-work, teamwork, strong front-of-house staff, menu design, and the stress felt among the three managers that day each contributed to the outcome of our restaurant. On the day before our restaurant, we spent a great amount of time wrapping the samosas and preparing our signature sauces, as well as preparing all the appropriate components to the standard menu items. This extra work was assisted by our classmates, and all the help prior to our day helped the restaurant run Additionally, our ability to work as a team and rely on one another to help and step in when needed was critical to our success as a restaurant that day. When one of the managers saw the need for intervention or assistance we stepped in, which really helped when any one of us had a need for help or guidance. Another critical incidence we identified was our strong front-of-house staff. Without the amazing service, efficiency, and effort of our hosts, bartenders, and wait-staff, our day would indubitably not have run nearly as smoothly as it did. Their great communication and teamwork allowed us to get our dishes out in a timely manner as well as inform customers of any allergies or preferences they had for their food or drinks. When designing our menu, we had anticipated neither creating a vegan entrée, nor receiving such excellent feedback from our classmates as well as the course instructors. This feedback provides grounds for our menus flavours and dishes to constitute a third critical incidence. We chose to create our own signature entrees and combine dishes and flavours from very different cultures, which was successful in attracting interest as well as proving its worth to taste buds. The only incidence we found was critically harmful to our success was our stress levels on the day of our restaurant. Due to the feelings of pressure, we may have not addressed every situation as well as possible. For example, during service we felt rushed and wouldn’t address people by their names when assigning them rapid-fire tasks, which may have led to confusion among our staff. Without this stress, we may have avoided simple miscommunications between managers and well as between staff.  
 
November 27th
Mid-Day Breakfast Madness  menu
Food Sales $509.80, 53 Guests 
Students were more than willing to help with prep throughout the process, including showing up early on the day to help out our team. Our specialty items were in fact the most popular on the menu, selling out of one item completely. After receiving feedback on how the day went, we considered instances that could have been improved to have made the day go better. The primary issue was that our team did not click together right from the start. As students we didn’t click as a group, and as a team we didn’t connect with the instructor. This course is highly dependent on teamwork; unfortunately, communication was not our strong suit. Along with our team’s disconnection, our communication skills throughout the course were subpar. Our group should have met more often in order to continue working cooperatively throughout the semester, ensuring all aspects of the restaurant were in order. For instance, one of our recipes was incorrect, and we weren’t aware of this until the day before service. This critical instance caused issues with receiving and confusion during prep, but could have been prevented if our group had better communication. The KM and expo also needed to improve their general awareness concerning how the day was supposed to proceed between prep and service. Prep periods were not used effectively due to an overall lack of awareness. With better organization including prep timelines, checklists, and task assignments for staff, the prep day and the time prior to service would have gone smoother. We also adjusted our original menu mix the day before service to match our low guest count. Had our team marketed more effectively, we could have made the original goal of 80 reservations. Some members of the group feeling uncomfortable with pestering people to attend the restaurant, along with a lack of social media advertising, limited the number of reservations we received.  The final critical instance that influenced the day was the high volume of add-on sales during service. The specialty drink and dessert were very popular, most likely due to the table toppers advertisements and the simplicity of the items. The soup was another popular add on item, most likely due to the colder weather, because who wouldn’t want to warm up with a delicious bowl of homemade tomato soup on a chilly day.
 
November 28th
Comfort Food menu
Food Sales $691.58, 71 Guests 
With it being the last week of classes, it can be hard to maintain the eagerness and attention needed to run a restaurant. Our class showed up early on the day of the restaurant excited to end on a good note. Our kitchen manager created a schedule for prep day and for the morning of our restaurant which included everything we had to get done and what times it needed to be done. We were able to prep in a stress-free environment, knowing we would get everything done on time. We followed the schedule well which allowed us to not be rushed right before service or leave us with a lot of time to spare, allowing fresh food for service. With the extra help on the morning of our restaurant, we were able to get everything done a few minutes early, enabling the kitchen manager to go over each position to ensure the line cooks were comfortable with their responsibilities. The front of house manager and staff were also able to have time to be properly trained and feel comfortable for service. This directly correlates with another positive critical instance of the line cooks having a familiarity of the dishes. Our signature dishes, chicken and waffles and mac and cheese, have been used in previous restaurants throughout the semester. This allowed the line cooks to have a familiarity with what was going to happen during service and what each dish should look like. This created the line cooks with an extra level of efficiency and effectiveness and a low level of stress. Another positive critical instance includes the flexibility of our staff and how they are cross trained. One of our waitstaff was unable to attend the class. We asked one of our bartenders if they would be comfortable working as waitstaff, and with a positive attitude and willingness, one of them switched. Because she had already been waitstaff a couple of times, we had to perform minimum training, and there was no stress for the front of house manager or the other waitstaff. This allowed for ease of service as we had full waitstaff on the floor, and with the positive attitudes, everyone was willing to help each other out. Lastly, we had experienced a few cancellations and no shows during service. At the beginning, we had expected to have 91 guests, however, by the end of service it went down to 71 guests in total. With the high number of expected guests, we bought more chicken to prepare us for the day. With the cancellations and no shows, we were left with extra food. One group that cancelled, was a reservation of 8 guests. We could have put a policy in place for groups 8 guests and larger, to call a couple days ahead to ensure they are still attending. However, with the flexibility of our class, this posed no issue, and our restaurant was still able to run smoothly and efficiently.  
 
November 29th
One Day in Bangkok  menu
Food Sales $976.44, 79 Guests 
Great organization, a great marketing plan, miscommunication between staff and management, mis-preparation of some food and a unique theme all contributed to the outcome of our restaurant. The day before our restaurant most of our prep work was easily completed. With an organized schedule and extra help from our peers, the lead-up to our restaurant was relatively stress-free and smooth. Prior to running the restaurant, we realized that we did not have a comprehensive plan of exact preparation for our food. This caused some discrepancies in our PO sheet, which had to be rectified during our restaurant prep and execution. The morning of the restaurant we had an additional problem in which the rice (needed for one of our signature menu items as well as one of the standard menu items) was burnt and had to be remade 15 minutes before service started. This caused a delay in the start of our service and started our service off on a more stressful note.  We also misjudged the amount of Pad Thai sauce that was needed for 30 orders. Luckily, our line cook on this item was quick to notice and we were able to rectify the situation before it greatly affected our service. Our front of house staff struggled with communication during service. We started off having miscommunication between servers and expeditor, and some errors being made using the POS System and order-taking. We believe this was largely due to the high volume of guests and were able to rectify the situation through quick problem solving, staff management, and checking-in with guests frequently. Our restaurant had 79 guests and the highest food sales of any restaurant this semester; this was largely due to our marketing plan. From the very beginning of the semester we knew that we wanted a high guest count, particularly since our restaurant was the last of the semester and we wanted to end on a high note. We marketed consistently leading up to our restaurant on a variety of different platforms including social media, physical posters, word-of-mouth, and reaching out to groups. This was a critical factor in our success on the day of the restaurant.  The fact that we had a more differentiated menu from other restaurants this semester also contributed to our high turnout and our high food sales and add on sales. However, having such intricate menu items also led to our signature dishes being prepared to order, causing our service times to be slightly longer than other restaurants this semester.