Student Feedback ~ Fall 2019

"Luck is not a Business Model."  ~ Anthony Bourdain
 
October 3rd
The Hunger Games  menu
Food Sales $628.80,  51 Guests
The main reasons why The Hunger @PJs was a success was teamwork, checklists, add on sales, detailed standard recipes and management cohesiveness. Over half of our lab arrived early Thursday morning to help us cook the remaining recipes. This allowed us to have all items ready for service right at 11:30 AM. After assigning our team recipes, little guidance was needed afterwards. Before arriving on the day of the restaurant, we created a final To-Do list with the respective start and finish time to keep our preparations organized. This way, we could direct our team as they arrived so everyone’s time could be used effectively. Our teams add on sales were $150, which is money spent on specialty drink, dessert, and soup. The high additional money customers spent was due to inside marketing techniques including guiding our servers to introduce our specialty drink and soup when taking drink orders and always offering dessert when picking up main entrées. Our soup, specialty drink, and dessert were marketed on our table tent, which influenced purchase decisions. Instructions for our entrée specials were backed up with thorough instructions on how to cook correctly. Although they were well written, quality execution of food prep should have been backed up with management observation. The macaroni batch was remade because the ice bath step was not followed. Had we checked on our team’s cooking throughout the day, we might have caught the problem before it occurred. Last but not least, all three of us managers get along very well. Due to this cohesiveness we were able to communicate efficiently throughout service and prepare for the event without issues or disagreements. For example, close to the end of service our POS system updated servers that we had 8 dessert servings left but the KM updated the FOH manager that we were sold out. With this chain of communication, I was able to quickly inform our servers to stop advertising our dessert and instead inform/apologize to guests that we had run out. Our portion control was one of our main issues that could have been prevented by consistently checking on line cooks’ plating methods. All in all, teamwork and communication throughout prep and until the end of service was the reason our restaurant did great!  
 
October 4th
Saved by the Bell   menu
Food Sales $490.07,  45 Guests
Our first critical incident was that we had approximately 6-7 people come in the day before service to help with the receiving, labeling and the prep of the food. This allowed for time to be prioritized on foods that were to be made the morning of service.Our second critical incident was that as managers we should have prioritized certain duties on the morning of service. So, number one being, having the kitchen set up and ready to go. What had happened was, we were treating our roles too separately which led to us not being very cohesive. We should have communicated better as unit before service began. There was a lack of care when we prepared some of the foods, specifically the chicken noodle soup. When we were cooking the soup the day before, the onions got burnt due to lack of attention to the pot. Burnt food is not good food, and that is just a standard that needs to be upheld when cooking for others, especially in a restaurant. It visually is not appealing, and it affects the taste of food to a certain degree. Following proper portion sizes when it came to be measuring out to correct amount of vegetables for each mac and cheese dish. This was mainly due to a lack in the manager remembering the instructions given by the instructor and communicating that to the staff members. Lastly, the managers should have adhered to the instructor’s decision when he had suggested for us to add all the extra mayo to the spicy mayo. The outcome for not adding the extra mayo was that we had a few customers suggesting that there should have been more mayo on the chicken sandwich.  
 
October 8th
Northern Comfort     menu
Food Sales $601.17,  56 Guests
The first critical instance was having an effective job rotation sheet which helped our restaurant to run smoothly. We tried to assign individuals similar positions to the one they were in for the soft opening day. For example, if someone was front of house staff on the soft opening, we tried to keep them as front of house staff for our restaurant day. We did this in hopes of having minimal confusion, fewer questions, and a more comfortable atmosphere. This worked very well for us as people already had an idea of what their role required of them on the day of our restaurant and were less nervous. Everyone was quite calm and stress levels were never very high throughout our day which we consider a huge success. Detailed job packs also had a positive effect on the running of our restaurant. By incorporating Simon’s job packs available on courselink, as well as including information relevant to the specifics of our restaurant, employees knew what was expected of them on the day of the event, as well as any preparation necessary. This created an organized atmosphere on the day of the event and helped everything to get done with minimal errors. During our P.O. meeting, a lot of what we originally had on our P.O. form needed to be adjusted. We were also a bit behind, not sending the necessary information to Simon a full 24 hours in advance, which made us feel rushed and unorganized. The changes to our P.O. form required us to adjust our recipes. For example, we had originally had over $30 worth of wine for our pasta sauce, but only around $2 for broccoli for our pasta. This demonstrated our struggle to see the big picture and how we got a bit caught up in the numbers. FOH staff adapted and performed very well when a table of twelve came in at the end of our restaurant; this had a positive impact on the running of our restaurant. Specifically, Michelle performed exceptionally as the table’s assigned server. She was able to manage such a large group with ease, without messing up any bills or orders. Being the last table served, she did an excellent job creating a positive guest experience and kept the flow of the restaurant running smoothly. Being well organized was another critical instance with a positive effect on the running of our restaurant. An example of this was having specific lists of what needed to be done for each phase for the restaurant. The KM created a list of tasks that needed to be performed pre-event on the Monday, a list of tasks that needed to be done before service began on Tuesday, and a list of everything that had to be done after service for cleaning up the kitchen and dining areas. These lists allowed us to feel organized, for the people working around us to know that we had everything in control, and of course, for everything to be completed on time. Overall, we had a very successful restaurant day and we could not have done it without our managers or the people who stood out and continually offered us help along the way.
 
October 9th
Sunset on the Beach   menu
Food Sales $448.93,  43 Guests
The first critical incident was our lack of communication between the management team (KM, FOH, Expo). All management staff came prepared with our own separate goals for the day. This was not beneficial as we were not able to work coherently as a team and work towards the ultimate goal of running a successful restaurant. The second critical incident was great support from our staff. We had people volunteer to help us with prep the day before and the morning of. This was an imperative piece to our restaurant running smoothly. The extra help took some of the stress off of us as managers. During the morning of prep, some of our ingredients either went missing or were used in the incorrect recipes. Being more organized with what ingredients were needed where, who was using them, and how much we had would have made it easier to complete recipes in a timely manner. The fourth critical incident which reflected poorly on our restaurant was inadequate POS training for all wait staff. As a FOH manager, it would have been helpful to learn the POS system ahead of time, and in depth, so that the wait staff were provided with the necessary steps to be successful. Our lack of knowledge prevented the wait staff from performing to the best of their ability and they were left with some questions which we were unable to answer fully. Our final critical incident involved not following through with prior instruction on food presentation. Being more versed in the presentation of our items and communicating this with the staff would have made it easier for the staff members and would have cut down on the time to prepare each item as it was ordered. Overall, our restaurant could have been improved upon with better communication, organization of product, POS knowledge and food presentation. Our restaurant would not have run as smoothly without the generous support from our other classmates.
 
October 10th
Oh My Gourd, Autumn is Here    menu
Food Sales $735.93, 62 Guests
There were several critical incidents that led to the success of our restaurant. The biggest was definitely cooperation from our lab. We had several classmates come in on prep day and lots of people came in early to help out the day of the restaurant. Also, the managers got along really well which visibly improved communication and ensured we were all on the same page. Our easygoing dynamic kept the atmosphere lighthearted for everyone. Another key factor in our success was organization. We prepared a binder with all the recipes we needed. It was divided by recipe and further divided by recipe components that needed to be prepped the day before and on the day of. The KM and FOH managers had detailed to-do checklists for opening day to make sure everything got done. As a result, we were about 30 minutes ahead of schedule, making operations much smoother and less stressful for everyone.The front of house staff was great throughout the entire service, even when one of the card terminals went down, just as a rush of guests needed to cash out. Our servers all stayed very calm and enthusiastic and each server made sure to help other sections whenever there was an opportunity. We’d like to extend a special shout out to our hosts. We had a few reservations who showed up with more people than anticipated, a walk-in, a cancellation and reservations that stayed longer than expected for their meals, affecting our table flips. Both hosts took initiative with making adjustments and they were able to seat everyone in a timely manner, with minimal assistance from the FOH manager. The biggest issue occurred with the kitchen trying to handle the flow of guests. We started off service with a 16 top at 11:30 AM followed by about 10 additional guests every 15 minutes. While we knew about the rush and had briefed the staff, we were not quite prepared for when it actually hit. Two factors played into this: (A) The kitchen became overwhelmed as they tried to find a flow. The original flow of food the managers had planned was altered on the spot since it was not the most efficient. (B) We ran into an issue where items were not always crossed off on chits before being sent out with servers resulting in one table getting half their meals and waiting over 5 minutes for the rest. Ultimately, all our line cooks stayed alert and very calm under pressure and food was churned out at an acceptable rate resulting in only 1 slow service complaint. Finally, by choosing to use our own soup recipe rather than a standardized recipe, the yield was a bit lower than we intended. This caused us to sell out of the soup earlier than anticipated and only gave us HOW MANY servings rather than the expected 5L which would yield 20 servings of 250ml each. This could have been avoided by looking at the amount of the ingredients we used during Conference 2 and the total yield in order to be more certain about the amount of ingredients we needed.
 
October 15th
Soul Food Kitchen   menu
Food Sales $262.54,  25Guests
During the running of our restaurant, a variety of critical incidents were identified. To begin, our first critical event that affected the overall running of our restaurant was the pie dropping on the floor. When making the pie the day before the service, we failed to read the recipe thoroughly and did not put the pies on a baking sheet before putting them in the oven. When attempting to remove the pie from the oven, it was too difficult, especially because it was extremely hot, and the pie ended up dropping on the floor. This left us with only 12 slices of pie instead of 24, and with 52 reserved seats for the restaurant, we knew we were going to sell out quickly. Overall, this incident could have affected our sales (if not disrupted by the fire alarm). Our next critical instance was the staff being extremely supportive and coming in early on the day of the restaurant, or the day before to help with kitchen prep. We didn’t expect much help the day before as it was our “reading day,” but classmates showed up. This made receiving and prepping a lot quicker than expected. Also, this enabled us to prep more than what was originally planned, reducing the workload for the morning of. On the day of, people showed up as early as 9am to help in the kitchen. Ultimately, this put us ahead of schedule, allowing us to better prepare for the customers and ensure the smooth running of the restaurant. Another critical instance that ensured success in the running of our restaurant was assigning our classmates jobs that they already had experience with in previous weeks. In the front of house, this was helpful because most people already knew how to use the POS system. In the kitchen, this was helpful because the line cooks were aware of how a recipe should be made and what the final product should be, as well as knowing how the line worked and their jobs during the service. 
 
October 16th
Oktoberfest   menu
Food Sales $454.08,  46 Guests
Our first critical incident was our excellent teamwork and communication. As a group, we had a constant line of communication and conducted weekly meetings to make sure we were all on the same page. Having a dedicated and enthusiastic group proved to be an asset the day of our restaurant, as all managers consistently checked in on each other during service, and many potential issues were avoided. Our second critical incident was a result of not following recipe instructions correctly. During our prep day, we had a miscommunication where someone added a large quantity of tomato paste to the chilli, ruining the batch. The same situation happened again when the wrong amount of heavy cream was added to the caramel sauce.  These two mistakes together increased our food cost and lowered our bottom line. Having standardized recipes is only effective when you follow them, and these situations could have easily been bypassed. Another reason why the day ran so smoothly was a result of our extensive itemized prep list. Before the restaurant day, we sat down and created a detailed list of what needed to be completed the day before and the morning of. This allowed us to confidently assign tasks to staff and complete them in an order that matched our flow of food. Nearing the end of service, we prematurely ran out of chilli for the taco salad and could not sell the last one to a customer. This made us look very unprofessional, as a server had to notify the guest after the fact and suggest a new entrée to order. This situation may have been a result of improper portion sizes on the line, or improper measurements of ingredients in the batch chilli recipe. Our final critical incident relates to our amazing staff who came prepared and ready to take on the day. We are very fortunate to have such an enthusiastic and eager lab group, as many students came in the day before to help prep. This was crucial for our success, as we did lose significant time on prep day due to a fire alarm. Oktoberfest @ PJ’s could not have gone as smoothly as it did without the collaboration and work ethic from our amazing classmates!
 
October 17th
French Canadian    menu
Food Sales $396.45,  35 Guests
The first critical incident that affected our restaurant was the amount of promoting we did. In total, we had 37 guests show up for the day and on average most restaurants had 50-60 people, so ours was quite below the average. As a group, we did a little bit of promoting to our close friends early on, but we did not start promoting it through social media and posters until the beginning of the week when our restaurant was on that Friday. This negatively affected the restaurant as we did not have enough people to come in to have two entrees. Due to this we had to cut one of our entrees, the poutine and had to cut back on the amount made of our other entree, the stuffed French toast by eliminating 6 of them. Not promoting enough also had a negative effect on customer satisfaction, there were a few guests asking for the poutine as it was advertised on the menu and the servers had to tell them unfortunately we were no longer serving them. The second critical incident was the organization and preparedness. By the time we needed to have the dishes ready to go on the hotline to serve on the day of the restaurant they were not all prepared. An example would be the split pea soup, it was to be made the day before and we did not start it until the morning, and it was unfortunately not ready when service began. As when prepping earlier in the morning we were prepping at a slow rate and some employees were not prepared or were not fully aware of their position. This could have been avoided by ensuring every employee knew their job by going over it with them as soon as they came in. The expo also needed to back up the kitchen manager when prepping, this would have made sure we were more organized and ready to go for service. As well when preparing the entree stuffed French toast the expo was unsure of how much cocoa powder stuffing to spread on each slice of bread, along with how many bananas on each. This lead to slowing down preparation to figure out how much to put on each. We ended up having leftover cocoa powder spread after each French toast was made, so there was an error made when standardizing, and preparing. Another critical incident was ensuring we had the best people for the best job. After assigning equal sections to all the wait staff, there was some switching around that had to be done once guests started to arrive. There was a group of university faculty that came in and were seated in one of the waiters sections who was not very confident in what she was doing. After the waitress had expressed that she was nervous about taking the table, the front of house manager should have taken this into consideration. She was left on that table until it was brought to the managers attention to switch waiters. In order to give guests the best customer service we need to ensure we are aware of each employees skills so we are able to re-assign positions right away if necessary. The fourth critical instance was ensuring we had everything we needed and knowing exactly where it was. There were things we should have had but were unable to find. For example, we should have had 240g of sour cream, we received it and had it the morning of, but when it came time to use it, it was misplaced. Double checking everything and ensuring every ingredient was in its right place would have cut back on the time spent looking for these items. We could have simply asked people to put back things when they are done, and double checking to make sure. The last critical incident was making sure each manager had a good understanding of their roles and was able to demonstrate how things are done to fellow employees. For example, FOH manager did not know how the POS system works and was unable to train her staff. She was under the impression that she would be trained first by the TAs and then she would train her employees. The KM was not aware of  how every dish is made, and was unable to tell line cooks how to prepare each dish. Going over the job descriptions thoroughly and making sure each manager knew exactly what to do would have made us more prepared for the day and would have had a positive outcome on the running of the restaurant. 
 
October 22nd
Tropical Getaway    menu
Food Sales $496.37,  45 Guests
The first critical instance was that most employees were already experienced in their assigned role. We strategically completed our job rotation sheet so that most of the previous front of house employees stayed in front of house, while most of the previous line cooks were also asked in advance which dish they preferred to be in charge of again depending on what they had previously made. This major factor played a huge role in making sure most people knew what had to be done with minimal explanation or training required, ensuring that our day ran as smoothly as possible. The second critical instance was that during the morning of service, we were short on multiple ingredients that were needed for recipes - either there were calculation errors when doing the PO sheet or people used more than they needed to for certain recipes. These ingredients were eventually compensated for and added to our PO sheet, however it caused unnecessary confusion and slowed down prep work a bit. We should have been more aware and kept track of where each ingredient was going during the receiving day. The third critical instance occurred at the beginning of service when the main entree orders started rushing in. The kitchen manager underestimated the amount of time it took to assemble and bake the pizzas, which caused all the other entrees to be called out way too early and we had to wait for the pizzas to come out one by one, therefore the timing was off. This was resolved quickly soon after we realized how to adjust the timing of calling the orders. The fourth critical instance was the fact that we had a total of 11 walk-in guests that helped increase our guest count to a substantial amount. This may have been due to our strong marketing efforts including handing out flyers to students on campus and posting frequently on various social media groups, as well as sending out emails. We particularly increased our marketing tactics closer to our opening day which would explain the last minute walk-ins. Lastly, we sold out of one of our signature entrees (mango chicken salad sandwich) which contributed to the success of our food sales and showed us that our guests were excited about our signature menu and appreciated our tropical theme. Overall, we had a successful restaurant operation and we couldn’t have done it without the amazing communication and teamwork from our classmates, during prep day and on service day!
 
October 23rd
Post Thanksgiving Feast    menu
Food Sales $370,  31 Guests
First and foremost the help of our team was absolutely fantastic. We had five classmates volunteer several hours of their time to help us prep on Tuesday, and we had our kitchen fully staffed by 9 AM on the morning of service. Likewise, our second critical incident was our ability as managers to coordinate staff into job positions that suited their skill sets, or that they had performed effectively in the past. Despite some restrictions when filling out the job rotation sheet, we capitalized on assigning staff to jobs that we believed they could execute best. At the same time, when assigning roles for specific duties, such as the assigning of servers to tables, strategic decisions were made as to who would cover the busier sections. This was done based on the server’s past experience doing the job, and their ability to create a memorable experience for the guest. This is something that we highly prioritized, as one of Pj’s standards of service is to ensure that guests have an unforgettable experience. Our third critical incident stems from a decision that we made several weeks before the actual operation of the restaurant. One of us was experienced in front of house operations, but hadn’t worked in the kitchen, so they were made the FOH manager and conversely the other had not worked in the front of house, but was experienced in the operation and preparation of the kitchen, so they were made the KM. Due to only being a group of two, we had to assign an expeditor to our operation, so we made the decision to assign a person who we knew would enhance our ability to communicate as managers from front to back of house. Our preexisting knowledge in the operation of our designated managerial roles was one of the most important aspects of our restaurant operation going as well as it did. Our fourth critical incident that ensured the restaurant ran smoothly before opening was effectively organizing our fridge. On the Tuesday before our restaurant, we took the time to organize the ingredients each line cook needed to prepare their food into bins, which was then labeled with their name. This saved time on the morning of the restaurant and helped us to stay on schedule. This is because the line cooks had everything they needed in their bin, so they didn’t have to spend time looking through the fridge every time they needed an ingredient. The final critical incident occurred when the KM forgot to bring in the recipe for the grilled cheese croutons for the line cook the morning of service. Without a recipe, we weren’t certain on how many grilled cheeses to make, or on how exactly the grilled cheeses had to be prepared. Luckily for us, one of the line cooks prepared the grilled cheese croutons in the previous week’s restaurant and remembered the recipe, so the croutons were prepared correctly and the amount of croutons made ended up being sufficient for service.
 
October 24th
Taste of Italy    menu
Food Sales $338.93,  30 Guests
One of the critical incidents that helped us have a successful restaurant was to prep as much as we possibly could the day before. We identified which items could be done in advance/ day before and set these as our goals to accomplish. This allowed us to have a great amount of time to finish off the last menu items on the day of service. This was also beneficial in the sense that staff did not feel any kind of pressure to rush/ finish things, which we believe helps reduce any potential mistakes from occurring. This also gave us (the management team) a good amount of time to go over tasks with staff making sure that everyone felt comfortable and confident with their task for the day. Another important and very critical reason that brought success was the tremendous amount of support that we received from staff/ the other student. So many people came in on Wednesday and early Thursday to help. This allowed everything to be made and well done in a timely manner. Since most of our staff helped prep, they had a very clear picture of what’s going on in the kitchen which we believe allows them to do a better job on day of service. A big contributor that allowed our prep to go so smoothly was to have a checklist of all tasks that were to be completed on Wednesdays and on Thursday. A checklist will most importantly help to not miss anything. It would be very difficult to make sure all menu items are accounted for without having a checklist, which can potentially lead to an error or mistake. A constantly updated checklist can also help staff/helpers see what tasks still need to be done. Despite having a good day, we most definitely had some areas for improvement. A major critical incident that impacted our restaurant greatly, was our marketing strategies. Our group’s marketing strategies were to make a Facebook event, hand out flyers, and tell everyone we know. However, since we had low reservations the day before our restaurant, we had to cut one of our signature menu item. We believe this could have been resolved had we started promoting our restaurant more in advance (i.e. 4 – 3 weeks before the day), more people would have potentially known about the event and the word could have also spread more. Furthermore, we believe that if we actively promoted the event week by week with different marketing strategies, people would consistently think about our event and would want to come more.
 
October 25th
Spooktacular   menu
Food Sales $504.64,  48 Guests    
The effectiveness and efficiency of our restaurant was a result of many notable instances, the number one being the assistance and cooperation of our classmates. The help that we received before, and during the running of our restaurant played a key role in the success of our project. Having extra hands in the kitchen the day before operation allowed us to assemble all ingredients and prepare necessary dishes ahead of time. This simplified the duties of staff the next day and made it a less stressful environment to work in. A second considerable instance that affected our performance was the lack of communication between the kitchen manager, expediter and front of house manager. There were several cases where the information in the kitchen was not being properly conveyed to the front of house staff and therefore wait staff were unable to provide the correct menu numbers to customers. A third situation that altered the functioning of our restaurant was the P.O. sheet. Our P.O. sheet was rushed and had to be revised twice before it could be sent through. Only after we had received all of our food items did we realize we had failed to order key ingredients required for standard menu items. This was quickly resolved; however, the purchase order form is definitely a component of the project that needed to be done accurately in order to prevent future issues from arising. We should have been more meticulous in our comprehension of the purchase order form and all it entailed. Organization is another considerable instance that our group could have improved upon. Ensuring that each line cook was familiar with their specific recipe would have prevented mistakes in meal preparation and the resulting food waste associated with the error. The fifth and final instance that contributed to our groups overall performance was our advertising. Advertising was a crucial component in making our event the best it could possibly be, after all a restaurant does not operate without customers. It was the combination of effective advertising and significant help from peers that made our restaurant a success.  
 
October 29th
Savour the Planet  menu
Food Sales $505.73,  48 Guests
The first critical incidence is the fantastic support we received from the rest of our class. The day before our lab, many of our classmates showed up to help prepare the recipes. On the day of our lab, we had many classmates show up early to help once again. Every member of the lab came prepared for their position and were very cooperative and motivated. Throughout the restaurant lab, everyone worked efficiently as a team. The first negative critical incidence we encountered resulted from inaccurate calculations for our purchase order, which resulted in inadequate amounts of a few ingredients, such as baking powder. This caused a delay in the completion of a few of our recipes, since we had to purchase a few ingredients from storage. Fortunately, since the team was well-prepared and managed time efficiently, this delay did not impact service. We should have been more diligent when compiling ingredient quantities for our PO, and checked over the PO more thoroughly. During the serving period, we ran out of one of our ingredients, the beans and corn mixture. Luckily, we were able to buy more from storage and the efficient teamwork of the class allowed us to have more prepared quickly without delaying food service. We assumed that the issue arose from portioning slightly too much per order, which added up to being about 4 portions short. This would have been avoided with more accurate portion size calculations, and by using a more accurate method of measuring portion size for service (such as a weigh scale) instead of estimating by eyesight. Similarly, we encountered an issue with the quantity of our dessert, which was churros. There were not enough portions of churros prepared. Luckily, Simon noticed this issue early on, and the line cook responsible was able to efficiently prepare more churros so that the issue did not affect restaurant service. After the restaurant, we realized this was due to inaccurate interpretation of the recipe from Courselink, which resulted in the yield calculations being incorrect. This could have been avoided by reading and comprehending the churros recipe more thoroughly, specifically the yield and single serving size. Because of this error, we had to purchase a few more ingredients from the kitchen and prepare more churros. Finally, our restaurant could not have been as successful without efficient collaboration and organization within our group. We made sure to communicate effectively with each other before, during, and after the restaurant. We prepared thoroughly before the restaurant to help it run as smoothly as possible, and were certain to make decisions together and inform each other of any updates. Efficient teamwork in the class as a whole helped us overcome the obstacles during our restaurant so it could be successful!

   

 
October 30th
Fallin for Brunch menu
Food Sales $349.05,  28 Guests 
The first and biggest critical instance that affected the running of our restaurant was the teamwork and support we received from our classmates. Many individuals came in the day before to help with receiving, and on the day of the event, the vast majority of our classmates showed up early to prep regardless or not if they were a line cook. Thanks to these individuals, we were able to finish preparing the food in time for line check, and the kitchen was kept clean throughout the running of the restaurant. Although we had a fairly successful running of the restaurant, there were a few things we could have improved upon. Our second critical instance was poor teamwork of the management team. The food on the morning of could have been better organized if the FOH manager had stayed in the kitchen longer to support the KM and Expo. As a result, our morning preparation was hectic. Our third critical instance is failure to consider the flow of food. Although the management team made an effort to have meetings to plan out the day, our plan was not practical. We failed to consider key aspects of food preparation, such as the difference in temperature between culinary and home ovens. This relates to our fourth critical instance, which was timing of the food preparation tasks the day of. For example, we completed lower priority tasks (such as cutting the English muffins for the Eggs Benedict) before the higher priority tasks (such as poaching the eggs). The flow of food would have made more sense if we decided which tasks had higher priority prior to the event, and did tasks in the proper order. Lastly, the management team was not confident. Although we designated the roles of FOH manager, KM, and Expo based on our individual strengths, we did not believe in our own ability. As a result, the management team appeared nervous on the day of, which didn’t send a good message to our employees. Overall, the management team was able to present good food to our guests and are proud of what we accomplished.     
 
October 31st
Haloween Boo Bash   menu
Food Sales $764.58,  76 Guests   
We were able to identify multiple critical incidents that contributed to the success of our restaurant. First, our management team worked exceptionally well together. As a group of two, we were at an initial disadvantage having to plan and prepare the same amount of work as the other groups of three. Despite this, we had extensive communication leading up to and during the restaurant. We were able to lean on each other and support one another during stressful times, and we each worked extremely hard to get the job done well. Without our outstanding teamwork, our restaurant wouldn’t have been so successful. Reservations were extremely busy near the start of lunch, and as orders continued to come in, our KM remained calm, but had yet to fully learn the process of managing orders on the line. Orders were managed and called out two to three at a time, and the length of preparation of items were taken into account when calling orders. This allowed for items to be prepared and brought to customers without failure, leading to critical success inside the kitchen, and in the front of house. The next critical incidence we were able to identify was miscommunication surrounding the dessert. We had prepared Apple Blueberry Crumble and Spiced Vanilla Ice Cream for 30 guests, but allegedly ran out of ice cream after about 20 servings. This affected our total sales greatly, as we had to stop selling the dessert once the ice cream ran out. We were told by the individual preparing the dessert that ice cream was out, and we believed that. In the future, the KM should’ve checked herself to make sure there were no servings left of ice cream. When dessert orders got busy, multiple kitchen staff helped in preparing them. This poses a potential issue with portioning however - and that likely contributed to why ice cream was sold out before the crumble. It can be difficult to scrape it all out, so it may have appeared more empty than it in fact was as well. This was crucial as we lost potential sales from this miscommunication. Lastly, the guest turn out we had was a major aspect of our restaurant’s success, and that was the result of the marketing our team put into it. Starting in September, we both began telling our friends and families about the event, and regularly followed up with them until and after reservations were made. As a varsity athlete, Ally was able to gather a large group of her friends and teammates in support of the restaurant. We both made Instagram posts regularly marketing the event, made a Facebook page for it, put up flyers around campus, and handed those flyers out to friends. We decided to have a costume contest as well as a festive aspect, and way to get more people interested, and although few people came dressed up, we believe the idea itself added more to the theme of Halloween, and helped the inside marketing once in the restaurant. Our outside marketing was critical for the large guest count, and our inside marketing was critical for the sales, and hay environment our guests had. As a group of 2, we see great success in our marketing, and how that influenced the number of guests - which is the highest PJ’s has seen all semester.
 
November 1st
Homey Hearty Haven   menu
Food Sales $641.24,  59 Guests     
The first critical incident that occurred the day before our restaurant opening, was overcooking 2.2 kg of macaroni pasta that was part of our main entree. This occurred due to a mix-up in recipes that could have easily been prevented if we were more attentive in ensuring the correct recipe was being used. As a result, we wasted both food supply and time. A positive critical incident that lead to a very successful preparation, was we managed to have nine volunteers assist us the day prior to opening. Approximately 85% of our menu items were produced and ready for service. This gave us a critical head start for the morning of our restaurant. However, during the actual day of our restaurant, there were approximately only three staff members that arrived on time early in the morning. This led to us running behind on having menu items ready for the line. It produced stress and confusion for our staff members and managers hours close to service. Our line check was poorly done due to this which was another critical incident that occurred. The fourth critical incident that occurred was when the kitchen manager temporarily left the kitchen for class during preparation. This led to heavy miscommunication and misunderstanding amongst the kitchen staff and expeditor. Kitchen staff members were confused about what to do as they greatly relied on the manager and were poorly prepared on their own. This issue could’ve been avoided if a more detailed guideline was provided to the kitchen staff prior to the kitchen manager leaving. Our last critical incident during service was running out of bacon garnish for our macaroni and cheese which led to us being unable to continue selling our entrée. The bacon garnish finished exactly halfway through our expected menu mix, thus concluding there was possibly a measuring and calculation error by the line cooks by misinterpreting the difference between raw and cooked bacon weight.
 
November 5th
Fallin for Fall   menu
Food Sales $510.75,  48 Guests  
The first critical instance that our restaurant had was a strong staff. When deciding which roles our classmates would have for our restaurant, we carefully picked out people who had experience with a role and paired them with others who had yet to participate in that job role. This way it would allow those with experience to be an example for the new staff and would help to assist them if they had any questions. We were short on a few ingredients whether it was due to someone using too much of it in another recipe or it could have been a calculation error on the purchase order form. This could have been avoided with careful monitoring of where and how much of each ingredient was needed in a particular dish as well as more frequent monitoring of the people helping to prepare the food. Additional amounts of these ingredients were given and they were added to the PO form, however, it added unnecessary confusion to the preparation of the dish. Another positive effect on the restaurant was having a list of tasks that needed to be done for prep on Monday prior to the day of the event as well as a task list for the day of the restaurant. This had a big impact on how smoothly the restaurant ran because it made it easier to delegate tasks to our staff as well as allowing us to make sure we prepared each and every component of a dish. It also allowed the staff to be organized which is critical as staff are one of the main components of ensuring a restaurant can run properly. Being organized was critical in ensuring that the restaurant would run the way we wanted it to so making task lists was one of the best preparation methods when it came to our restaurant day. Lastly, we had good communication between partners throughout the restaurant which helped lead to its success. As a group of two, one of us was assigned to KM while the other was FOH manager. Both management staff were well aware of their position and the roles that needed to be completed. We were on the same page when it came to how we wanted our restaurant to run, which helped us to stay organized and on task. Overall, we had a very successful day and we couldn’t have done it if it wasn’t for our amazing staff and the teamwork everyone involved displayed!  
 
November 6th
The Breakfast Club  menu
Food Sales $521.61,  48 Guests   
The first critical instance that was imperative for our success was the number of people that helped with receiving and preparation the day before our restaurant, on November 5th. Five individuals completed our receiving, however, the preparation involved around ten individual’s contributions. Having several people help with preparation allowed numerous recipes to be completed a day in advance, which in turn eased the stress of the line cooks on the day of our restaurant. Before our restaurant day, our team had created checklists with designated tasks for the kitchen and front of house. The lists helped everyone complete their tasks at an appropriate time and ensured that the restaurant would run smoothly. The third critical instance was the number of walk-ins that we received; this had both positive and negative implications. The number of walk-ins increased our revenue by increasing food sales. However, since walk-ins are unexpected, the seating had to be rearranged many times throughout service. Therefore, the hosts and the Front of Manager had to use their best judgement to seat the walk-ins. As well, the servers had to adapt very quickly as they had to serve more guests than they had expectOne of the most significant critical instances with a substantial impact on service was the time it took to cook the blueberry waffles, which was one of the signature menu items. Each order of waffles would take approximately five minutes to complete, which meant that the service would often be slower than what was desired for our restaurant. While there were no customer complaints, it would have been preferable to reduce the wait tied. me for the signature dish to ensure a more enjoyable experience for guests, and potentially increase the rate of turnover. To decrease the wait time, we would suggest that the waffles be made throughout service and kept in the roast n hold. The final critical instance involved miscommunication between the Kitchen Manager and line cooks helping make the quiche. Unfortunately, while pre-cooking the quiche shells, the temperature was set too high. Although the quiche shells did not burn, they did over-cook, and this resulted in having to restart the recipe to ensure good quality. While stressful in the moment, this critical instance demonstrated the flexibility and competency of our staff, specifically our line cooks, who started creating the signature menu item on time and allowed room for error.
 
November 7th
Brunch of Champions   menu
Food Sales $824,  71 Guests 
The day before our lab we had 9-10 people show up to help us with receiving and preparation. This awesome turnout meant that we got the bulk of the work done the day before and only had to do the finishing touches on our restaurant day. Also, on the day of our restaurant, all our staff arrived early and were eager to work. Without the help of our team, our restaurant wouldn’t be possible! The second critical instance was the excellent communication between FOH, KM and Expo. Before and during service we constantly kept each other updated on what we were doing and if any challenges arose which ensured an extremely smooth service. For example, the chicken and waffles were selling out fast so the KM told the FOH manager so they could push the eggs florentine. This resulted in both of our signature items selling out! Our third critical incident was how the KM timed the cooking of dishes on the line. For our chicken and waffles, it took approximately 4 minutes for a waffle and we didn’t want to waste food by having it sit on the hotline for too long. To prevent this problem the waffle cook would call out when there was 1-minute left on the timer and then the rest of the line cooks would start to prepare their accompanying dishes. As a result, we were able to serve food that was freshly made and delicious. Our fourth critical instance was our number of reservations. Due to our extensive marketing campaign on social media, we had 74 people come to our restaurant. We started marketing 3-4 weeks before our restaurant date by creating Facebook events, posting in groups, sending out emails, and making Instagram stories. These tactics helped us reach the widest audience possible and resulted in a high guest turnout. Our last critical incident was portion control. Before service, we should have weighed items such as home fries, blueberry jalapeno sauce and ice cream to see how much we had for each dish and divide them accordingly. If this was done, we could notify the line cooks of exactly how much of each component goes with a dish. This would have prevented us from running out of ice cream and having inconsistent servings of blueberry sauce and home fries. Overall, Brunch of Champions was a success and we had a lot of fun creating this restaurant.     
 
November 8th
East meets West   menu
Food Sales $850.47,  81 Guests 
There were a few critical incidents that contributed to the overall success of our restaurant, such as organization, communication, and teamwork.. First of all, our main reason for success was that we were organized before and during the restaurant. We got most of our prep done on the day before our restaurant, with the help of our classmates. This led us to success because we had our restaurant set up and dishes prepped to serve  an hour before opening. In addition, communication was another key to a successful day. We had a full house, because of the vast marketing done by our team. Even with a continuous flow of customers, the staff remained very calm and collected. This was because of the effective communication from the managers. Whether it was a line up at the host stand or an influx of orders into the kitchen, all staff remained on top of things and organized. Finally, we got some last-minute reservations the morning of, however, we stayed in control and created effective portion control and we ended up selling out of every single entrée item. However, a limitation we faced was the preparation of the waffles. Each waffle took over 5 minutes, and with a full restaurant, we needed to be more on top of preparing waffles beforehand. This resulted in one table waiting a few extra minutes for their chicken and waffles. Even with this little bump in the road, every customer left full and happy. This day would not have been as successful if it wasn’t for our amazing lab group.
 
November 12th
Central Perk Cafe   menu
Food Sales $461.07,  38 Guests 
Throughout our restaurant preparation and service, many critical instances were observed. The first one was that we had huge support from our lab. Having 8 extra people come in to help us on Monday was extremely beneficial as it allowed us to assign a single recipe to each person to prep. This put us way ahead of schedule by having most items chopped and prepped for the next day. Our second critical instance was the lack of communication over when to prepare certain menu items. For example, we were unsure if we should prepare the lasagna the day before or the day of. We should have communicated with the instructor and he would have let us know, which would save a lot of time to have it made on the Monday, so that we could easily stick it in the oven on the restaurant day. This resulted in us rushing to get the lasagna assembled and in the oven in time for service. We also should have known to prepare the meatballs the day before as well. Another critical instance arose when assembling the meatballs. Our recipe was not standardized properly, due to changes in the ingredients and amounts. Too much egg was added, making the meatball mix too sticky and difficult to make into rounded balls. A positive critical instance occurred when 3 reservations arrived a half hour early and there were no appropriate tables to place them. Great communication from the FOH manager and the hostesses effectively solved this issue, by assigning them to different sections with servers who were available. The last critical instance is that our lasagna was sold out near the end of service. Since the communication within the managers were great, I quickly informed the waitresses to stop advertising and to apologize to any customers that were interested in tasting the lasagna. This is a great reflection of our outside marketing and having a delicious vegetarian option that is not only tempting for vegetarians but everyone in the restaurant. All in all, our teamwork and very helpful students throughout the prep and until the end of our service was the reason our restaurant did great!
 
November 13th
Dine & Dash   menu
Food Sales $588.50,  49 Guests
One of the major critical instances was the miscommunication about the Elvis in a Jar. We had decided to remove the bacon from this recipe, but didn’t communicate it properly. We had to remove it from the menu as it was explained to us that he cannot sell the Elvis in a Jar one day with bacon and another day without it. This affected our restaurant as we had already put it on our menu so customers who decided they wanted to order it had to be let down. Another critical instance was due to our lack of portion control with the Gourmet Grilled Cheese. We were supposed to make 24 sandwiches, but we were not properly measuring the brie as we were assembling them, so we ran out after only 21 sandwiches. This caused us to have extras of other parts of the menu item (bread, pears, peameal bacon) Moreover, we were not as prepared for the day as we should have been. About a week before our restaurant day there was a switch in roles between the kitchen manager and the expo, meaning we were not fully aware of the duties of our new roles. As Cindy was originally the expo, she was not at the kitchen manager meeting earlier in the semester. Certain important information was not properly conveyed to her from Sarah who was at the meeting, causing some confusion on the day. The next critical instance was timing. Although we had plenty of help from classmates, we were barely able to have everything ready for 11:30. We were still making sandwiches partway through service, and during prep we were not fully thinking of which items would take longer and which should be done right before service. Lastly, the pressure and stress of the day caused a few problems. As we were frantically trying to make sure everything was getting done, we weren’t fully explaining things to the staff. Some of the waiters did not completely understand how to work the POS system, and the kitchen staff were not sure about the details of each recipe. Furthermore, the stress of making the food distracted us from ensuring the kitchen was kept clean throughout prep and service, making it more work to clean afterwards. Finally, although service went well, we were falling behind a little bit due to the pressure of all the orders coming in.
 
November 14th
Comfort Food from Mother Earth  menu
Food Sales $756.84, 70 Guests 
Our restaurant was generally a success, and there were positive critical instances that served as great lessons for us. The first critical instance is the contribution from our staff. We were the last restaurant of the lab, and the staff all came in with ample understandings of their jobs. Also, they demonstrated positive and supportive attitudes throughout and executed their jobs very well, helping ensure the smooth running of the restaurant. Therefore, we would say that a positive working atmosphere during your restaurant is critical! We developed very specific schedules and provided instructions on top of the job jacks. The schedule allowed us to assign tasks more confidently and organize the work flow better. The instructions were given on the day to help the staff set up their stations and review assembly recipes, thus helping them prepare for line check. Excellent communication is the third critical instance. To explain, we as the managers maintained good communication among ourselves, and there was an open atmosphere where the staff felt very comfortable communicating with the managers as well as with other staff. This is essential because good communication helped us work efficiently, ensure a great flow of food in the kitchen, and provide the best service that we could. This could be seen in how the kitchen constantly kept FOH updated on how many entrees were left; as a result, the servers were able to warn customers before they order anything. Aside from positive instances, there were also negative instances where we could have done better. For instance, we ordered way too much cauliflower and chicken the first time we wrote the PO sheet. This would have ended up generating a lot of food waste and bringing up our food costs immensely. Therefore, we learned that the recipes and conversion rates found online are not always correct. Another critical instance occurred during operation. Namely, our sales of dessert and soup were low, and this could be attributed to a lack of awareness from the managers during the running of the restaurant, and therefore a lack of inside marketing. Therefore, we could have been more aware of the sales during operation and notified the FOH staff to push for add-on sales.
 
November 15th
Farm to Table   menu
Food Sales $465.51, 44 Guests 
Our restaurant day went fairly well, however it definitely could be improved upon. First of all, one major critical incident was communication. Communication in the management team was very inconsistent. For example,  the morning of our restaurant day, we did not discuss our game plan, tasks, and how or when we should communicate from front of house to the kitchen. In addition, the front of house manager failed to inform the expoditor and kitchen manager that more guests were being seated as this was unexpected and thus resulted in issues with the supply of tomato soup.  The second critical incident was our preparation. Our P.O. sheet was not properly done and so affected our prep day before our restaurant day and left the back of house management team in confusion and frustration. More specifically in terms of ingredients-- not having the ingredients needed for our recipes or not having enough of it on hand. Our third critical incident is inefficient training of staff. Although the front of house manager trained the new servers on the basics of the POS system, she did not go over everything and so that resulted in one of the servers inputting all orders (drinks, appetizers, mains) together on one order. In addition there was no training given to the hosts and so the hosts did not properly put away coats. Our fourth critical instance was timing. When it came to the kitchen there was a problem with the timing of line areas being set up, more particularly, the pizza station. Stations were still being set up as guests started arriving and being seated in which left the line without the kitchen manager being present. Finally, our last critical instance was the flow of food, when it came to sending out dishes in the correct timing sequence. When service started, the kitchen manager would call for all food at once, however one item would take substantially longer than the rest and as a result, lowered the quality of food.
 
November 19th
Sugar Spice Everything Nice   menu
Food Sales $585.94, 53 Guests 
There were a few critical incidents during the preparation and service days which affected the outcome of our restaurant. Our first critical incident was errors measuring out ingredients during preparation on Monday. Slight measurement errors when preparing our menu items meant we ran out of ingredients and were missing ingredients in some dishes. This included green onions in the Taco Salad and extra garlic in the assembly of our signature dish, Spinach and Walnut Spaghetti. This incident meant we had to omit ingredients and adjust our recipes on the day of our restaurant. The next critical incident was a build-up of chits all at once for the kitchen. Since so many guests came at the same time and ordered at the same time there were a lot of orders in at once. Many of our signature items were ordered right off the bat and they ended up taking longer to make than expected. This resulted in slower service at the beginning until we could time everything out right and everyone was more comfortable making their items. Then, the enthusiasm and teamwork performed by the staff is essential for running a successful restaurant, and our team of line cooks were no exception. Though many of them were experiencing the line for the first time, they were all eager to help us with preparations and were sure to ask questions to clarify when they were confused to avoid making mistakes. During the busy points of service our KM and line cooks worked together to assemble food in a timely fashion and helped others in making their dishes if they got too busy. Not only did this help us get food out to the dining room faster, but it also made our line cooks feel less stressed. In fact, a few members of our staff told us that the kitchen felt calm and smooth both Monday and Tuesday, which is a result of good communication throughout the whole establishment. In addition to the kitchen preparation, our inside marketing was successful. The table tents were very appealing and really captured the purpose of a table tent, which caught the guest’s attention while they were at the table. We sold 19 Shirley temples, which would be high for a signature drink sale and 16 desserts, which was around or above average for sales of a dessert. Some guests also gave positive feedback on our menu as they saw the menu online and decided to come and try our signature menu items. We tried to make our menu more attractive and make some of our signature menu items healthier, so the Spinach and Walnut Spaghetti was popular and sold well. Finally, our management team had great communication throughout the restaurant. The FOH knew what was going on in the kitchen and had answers to many questions from the TA’s and servers. After the restaurant opened, the FOH manager always checked in with the servers to see if everything was going smoothly and if the servers needed any help. We all kept track of how many items were left to sell and communicated about all the issues, situations and feedback on our menu items which helped us run the restaurant. As we worked as a team, we would try to keep everything consistent, so everyone knew what was happening in the kitchen and in the dining room. Overall, our strong teamwork and communication really shone through to make our restaurant successful!
 
November 20th
We The North   menu
Food Sales $646.33, 58 Guests 
Our first critical incident was that our menu items were simple enough to execute without being too boring that potential guests would not be interested in attending our event. The simplicity of our menu items helped to speed up the process of preparing orders on the line. This resulted in faster service and therefore we were able to flip tables more quickly, allowing us to seat more walk-ins. With regards to walk-ins our second critical incident was the good weather and how that affected the number of walk-ins we had. We believe that because on the day of our event, the weather was relatively nice and warm, this drew in more people. For example if the day we ran our event it was raining, students that were at the further south end of campus may of been discouraged to make the trip to PJ’s. Our third critical incident was that we were very lucky that many people came in to help us pre-restaurant. On our receiving day we had peers there to help us label and sort our ingredients which allowed us to spend more time preparing our menu items the next day. On the day before our restaurant, many people came in to help us prepare as well. The extra help gave us time at the end to sort out our ingredients based on the dish, making the prep process the day of, much easier. Having that extra help also kept us on track with what we planned to do each day, we were able to complete everything we wanted to before the day of our event, leading us to be able to run a really smooth kitchen the day of our restaurant. Our fourth critical incident was our poutine took quite a bit of time to prepare and bake. As there were many smaller components that needed to go into making the poutine, the flow behind the line was a bit confused when we first opened for service, which then increased its wait time. However, once we got service rolling and the kinks sorted out, the team behind the line did an amazing job! Our fifth and final critical incident involved the general flow of the line. While the dishes were simple, they had a number of smaller parts that needed to be put together in order to serve the dish. Additionally, many of these ingredients needed to to come out of the cold-holding unit, which caused a bit of a bottle neck to the flow of food. Another factor to this issue is just due to the scale of the kitchen and the line, which required us to kind of work over each other a bit and added a little more stress for the line cooks. However, this work environment required increased communication between the team members, which further contributed to the success of our restaurant. 
 
November 22nd
Holiday Cafe   menu
Food Sales $580.51,  54 Guests 
The first critical incident that affected the running of our restaurant is the fact that our restaurant date was moved from October 11th to November 22nd due to October 11th being in too-close proximity to Thanksgiving weekend. Moving the date was able to get us substantially more reservations than we originally had due to most students going home for Thanksgiving weekend and thus being unable to attend. Secondly, the turkey brie sandwich was our most popular item and the most intensive and time consuming to make since it required bread to be toasted, then put in the oven to melt brie, and finally topped with cranberry chutney and arugula. The sandwich also needed fries so timing when the fries needed to be dropped was important in ensuring they were hot and fresh. Almost every chit ordered at least one sandwich, and this required additional help with assembly which resulted in being short a dishwasher during service. Another critical incident is that this restaurant was the last one for our lab section, which meant that we, along with our classmates, had already had plenty of experience in the overall running of the restaurant, which meant that we were all confident in our roles. Staff morale was high, which meant for a positive attitude throughout the day and good teamwork with efficiency, which proved to be essential in handling the volume of orders. The fourth critical instance was having the majority of food prepped the day before. This is also attributed to having experienced volunteers for Thursday that assisted with prep. Most of the food was done before (soup, sandwich prep, pot pie filling, most standard recipes except for butter chicken sauce and chickpea stew) and this meant that more time was devoted on Friday to ensuring everything was on the line and that people knew their roles instead of worrying about making food. Because of this, line check was done early, and this allowed all dishes to be made easily by having all the necessary components on the line and ready to go before service. Lastly, there was good communication between and within front and back of house. Each of us knew exactly what our role was and we performed well to make restaurant operation go smoothly and ensure communication with the right person. We communicated well with each other and also with our staff, for instance, the kitchen manager alerted servers of what has been sold out, servers alerted the kitchen manager of takeout order and soup substitution. It is important to note that the communication between expo and kitchen manager was especially good so that food could go out quickly and did not sit on the line for too long. The kitchen manager also did a good job delegating when to cook the food in an organized manner to avoid overwhelming line cooks. 
 
November 26th
Southern Diner   menu
Food Sales $770.94,  68 Guests 
Our first critical incident in the running of our restaurant was running out of coleslaw for our chicken and waffles signature dish.  In the standardization of our recipe, we had decided on a certain amount of coleslaw, which we then purchased enough for that decided amount. On the day of our restaurant, It was felt that not enough coleslaw was being put on the plate, so we increased the amount and ended up running out during our restaurant. To improve this, we could have clarified ahead how much coleslaw to put on the plate so more coleslaw would have been purchased and we would not have run out and been more aware of the portions we were putting on the plate. Our second critical incident was that our management team was not assertive enough at times. During prep on the morning of the restaurant, we could have been more forward with tasks we wanted completed and the times they needed to be completed by, as this flaw led to a bit of a slower start and being unprepared at line check. Another critical incident was that our management needed to have more supervision on the staff during prep on the morning of the restaurant. The lack of supervision led to some issues regarding cutting our pie into the proper number of pieces, and other small errors that were eventually solved. Although management gave specific instructions to staff regarding how to prepare the dishes, we could have ensured critical steps in the recipes were followed correctly. The fourth critical incident has to do with how hardworking our staff was, which led to the success of our restaurant. Almost everyone was eager to do their position to the best of their abilities, and ask management if they can help with anything else. We had multiple people come in the day before the restaurant to prep, which definitely helped with the efficiency on our actual restaurant day. The degree of hard work that was shown directly reflected in the positive guest surveys that we received. Lastly, we found that mostly all of our staff knew their roles quite well because of the thorough job packs we sent. We sent specific instructions regarding our restaurant and the modifications that could be made to dishes so that servers were fully aware of what they were selling. In addition, we also sent recipes with exact amounts our line cooks needed according to our menu mix, so that there was no confusion or errors in multiplication that would have occurred. Our job packs also helped to guide those who were doing a role for the first time the day of our restaurant.