Student Feedback ~ Winter 2009

"We elves try and stick to the four main food groups; candy, candy canes, candy corns and syrup"  ~ Buddy the Elf
 

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

 
January 29th
Valencia (fine dining)   menu
Food Sales $1584, 44 Guests
The day started off quite well, we were organized and prepared for a successful evening and unfortunately one of our wine stewards had showed up late and was sent home. The front of the house manager recognized this issue and came to a result quickly and taught one of the hosts the history of our wine package, and everything worked out. The next issue was the tapas platter where each individual was supposed to get a slice of eggplant and they were missed. Instead we placed the eggplant on our main dish the deconstructed paella.  Our final critical incident that we experienced was our feature dessert the Churro. Originally each guest was supposed to receive a poached pear, two churros, and home made chocolate sauce. Only one churro was given to each guest because the batter had the wrong consistency.  The churro batter could have been fixed by adding more flour, making it the day of, and by storing at the right temperature.
 
 
February 3rd
Mount Olympus     menu
Food Sales $859.75, 83 Guests
Our main critical instance happened the morning of the restaurant. The day before we only had 40 reservations and over night that number doubled, resulting in reservations for 83 guests. As a result of the drastic increase in reservations we had to increase the number of items that we were preparing to sell. After having a quick meeting with Simon, we decided which items to increase and by how much which worked out quite smoothly. Our second most important critical instance was time management. We did not get our menu mix looked at beforehand resulting in problems with our purchase order (ordering too little of some items). We had some miscommunication errors between the staff and the managers. Instead of going through the chain of command a staff member went directly to the GM (instead of FM).
 
 
February 4th
Food for Thought      menu
Food Sales $898.55, 83 Guests
Our restaurant was a great success, despite a slow start to the day.  The one downfall that we feel put a damper on our success for the day was the lack of a strong floor plan.  There was adequate time to prepare a floor plan in the days before our restaurant, yet the Floor Manager and the hostesses had to spend un-planned for time re-doing the floor plan.  The General Manager also had to step in and help keep them moving, as we got too close to start time without a strong plan.  Other than that problem, we feel that our restaurant had many great aspects.  This began with the concept of making this course our top priority.  All of the managers on our team “hit the ground running” with this assignment.  Most of our ideas and plans were already in place by the second day of classes.  One of the most important things that helped make our restaurant a success was having a solid purchase order.  We spent hours working on it, and our numbers were very accurate.  Do not under-estimate the importance of a strong purchase order!  One of our goals was to aim to have everything done ahead of time. 
 
 
February 5th
Notre Plasir     menu
Food Sales $702.60, 66 Guests
The issues our group encountered with purchasing had a huge effect on our restaurant.  Many items had to be added to the purchasing list after the purchasing meeting and still some items were overlooked.  It was required that we change our menu the day before service due to crucial purchasing oversights. Having all members present, motivated and informed proved to be a very big challenge.  The task of planning and running a restaurant is a huge one, that requires considerable team work.  When one member falls short, the team as a whole suffers.  Our team could have benefited from a more even distribution of commitment, effort and motivation among all group members.  Being the first student run restaurant of our lab group had some benefits, but also posed some challenges.  This was an issue for our group leading up to our restaurant.  Coming fully prepared to meetings, full understanding of course pack instructions and meeting all requirements was a challenge.  This was particularly an issue when it came to our dessert.  We planned to make an ice cream, however, failed to organize and obtain the necessary ingredients within the required amount of time needed. There is a lot to get done in a short period of time and better organization and preparationon our parts would have been very beneficial to our restaurant. Apparently our friends and family are drinkers, as we were told we set a record for alcohol sales during our restaurant.  The sales from the alcohol did not contribute to the profit our restaurant made.  It would have been more beneficial to our restaurant if specialty drinks were sold in place of alcohol. 
 
 
February 5th
Kindaiteki (fine dining)     menu
Food Sales $1872, 52 Guests
Our fine dining event ran very smoothly with few major issues along the way. Our group was proud of how our event came together and how successful the night came to be. In the beginning, our menu included deep fried smelts along with wild exotic mushrooms for our dashi and chicken broth; however, this had to be changed because our suppliers had difficulty attaining smelts this time of the year. We quickly came to the decision to change our menu to ocean perch as a substitute. Another issue we had was our wine package included a saketini which was suppose to include an oz of sake and ½ oz of vodka. We realized that we had accidentally left out the vodka in our purchase order. Luckily, Simon and Renee had a bit of vodka we could use during our dinner service. During service, another critical instance occurred during the process of sending out the soup. It took longer than expected because each table required double the amount of servers, one server had to take out a plated soup bowl and another server followed with a teapot of soup poured into each bowl in front of each guest. A few guests had commented about the almond milk in which there was a crunchy nutty texture to it. If we were able to strain out excess nuts and sugar, the milk would have been smoother and it might have turned out better. Although our service went well, it would have been better if we had more communication between the front of house and back of house for the timing of the dishes to be sent out.
 
 
February 6th
Simply Zestful      menu
Food Sales $898.20, 86 Guests
The Simply Zestful service ran smoothly and was enjoyed by our guests, as well as the students. This success can be attributed to our organization during prep and the restaurant service; we created lists of what needed to be done, before certain times and how long it would take. We also had a great deal of help from our class mates during prep days and on the day of the restaurant. Many students arrived early and were eager to help us prepare for service. The lists prepared were particularly helpful when delegating to other students tasks that needed to be done. We were very fortunate our restaurant “sold out” more than a week before service, this gave us ample time to prepare a floor plan and removed the stress of our guest count. We ran in to trouble withthe majority of our reservations being in the first hour of service, with the last few seating’s at 12:30. This was particularly stressful for some of the servers as they were responsible for a large number of people in a short period of time. We also had an issue of running out of sides for our signatures dishes, we were weighing the amount on the plate, but we had not weighed the total amount to make sure it coincided without standardized recipes.
 
 
February 10th
Where in the World     menu
Food Sales $486.40, 52 Guests
The main critical incident was our guest count. Unfortunately, our guest count for the restaurant was 52, and we had projected for 90 guest. Without enough guests, we had a high amount of remaining inventory and a low amount of food sales, resulting in a high food cost. Our second critical incident was that we did not include what side item accompanied our entrées on either our menu or in our job packs. This resulted in our staff being unaware and underprepared, requiring them to ask questions that should have already been answered. It also caused confusion for our guests as their full option was not made available on their copy of the menu and were required to ask their server for further information. During our restaurant prep on Monday, we stumbled upon many issues with preparing our chocolate mousse dessert. The first issue we had was using an incorrect recipe which caused us to purchase more items outside of our original purchase order. After the correct recipe was found, the egg yolks were over cooked requiring us to again purchase further inventory outside of our original purchase order.  These mistakes caused an increase to our food cost and made us lose our prep time. A major factor in the success of our operations was the additional prep help from our classmates. Many of our classmates came in on both Monday and Tuesday to help us with our restaurant prep. With all of their help we finished our prep efficiently. If it weren’t for their help, we would not have accomplished as much as we did during our prep days.
 
 
February 11th
Havana Cabanal    menu
Food Sales $521.10, 56 Guests
One of the more significant issues with our restaurant was the low number of reservations, as we only had 56 guests despite genuine efforts at marketing.  As we had already prepared much of our food in advance, we ended up having a lot of unusable food left over.  We also had some issues with organization that affected both our purchase order and our prep time.  We had to add a few items to the PO after our meeting, and a couple items were ordered well in excess of what we needed.  While our prep time was generally well used, we had to remake a couple items that didn’t turn out the way we had expected.  We also had to change a couple of job packs at the last minute; thankfully, our kitchen staff had a great attitude and was very flexible
 
 
February 12th
Park Place Cafe     menu
Food Sales $468.50, 51 Guests
One of the major critical incidents at this juncture was that our acting Front of the House Manager began seating guests early, approximately just after 11:00 am, well before the kitchen was prepared to open.  We specifically asked that the guests not be seated but the FOM proceeded to explain how he had told the guest our kitchen was not open but they could come in and start ordering drinks.  The early seating proved to be an added stress on the kitchen as they were not prepare to open yet guests had already been sat.  The General Manager and the Kitchen Manager  discussed this early seating. Unfortunately, the early seating caused a lot of confusion and rushing in the kitchen because of the necessity to open earlier. The most crucial incident that happened, from a FOH perspective, was the inaccuracy and subsequent removal of our menu from our restaurant.  Earlier in the day, the inaccuracy of the prices on our menu was brought to my attention.  We realized that our menu had the prices from the soft opening.  As the morning continued, more errors were noticed which resulted in false descriptions of almost all our menu items. Before opening the restaurant, we had hoped to increased sales and reduce food cost by promoting our dessert through a promotional event.  We decided that if a guest was ordering the cheesecake, they could draw to try win that cheesecake free.  Although this had been thoroughly described to the serving and hosting staff during our pre-service meeting, our promotion was ignored by most of our staff.  Throughout the service, only one of the servers actually did this task, while the others did not.
 
 
February 12th
Verona (fine dining)     menu
Food Sales $1944, 54 Guests
We underestimated the amount of time it would take to prepare the pasta. We spent more time than we anticipated making dough/filling so there was not enough time for assembly. It took so long that we did not get as much done as we wanted on Wednesday. We asked members of the class to come in earlier on Thursday so that we could get back on schedule. Cooking the pasta was also not 100% ideal. It was frozen for easier handling however that increased cooking time as each batch took about 5 minutes. A round would go out and then there would be a time delay until the next round. A string was missed on the pork and served to a guest. This is unacceptable and not the standard we want to show our guests.
 
 
February 13th
The Irony of Love    menu
Food Sales $853.10, 80 Guests
Fearing the curse of the “Unlucky Friday the Thirteenth” - the Friday before Reading Week, where majority of university students take off early to go elsewhere (hometowns, vacations, etc), gave us the extra motivation to put ourselves out there and become known. Flyers, posters, Facebook events, personal invitations were all marketing efforts used to attract customers to the Irony of Love—and the hard work paid off with the result of 91 reservations! We found that having an organized and accurate purchase order was very important since it determines whether or not you can make the specified amount of items determined by the Menu Mix. However, our purchase order should have been treated more like a grocery list, instead we handled it like a math assignment. Our prep list was organized by tasks that required early preparation on Wednesday (i.e. ice cream and soaking black beans), Thursday (i.e. cooking and portioning the pasta, and slicing the vegetables) and Friday (i.e. dicing tomatoes). For each day it was organized in the order of importance and was updated every night.
 
 
February 24th
Sur la Table Bistro    menu
Food Sales $547, 55 Guests
The running of a restaurant is dependent on a number of key factors.  Our number one critical incident for the flow of the restaurant was that our Kitchen Manager (KM) was not present the day of receiving and prepping.  Always prepare for the worst!  All managers need to be knowledgeable enough to be able to take over someone else’s position.  Due to a lack of help with prep the day before service, in addition to our KM missing, we were not able to prepare as much as we would have liked as it was the first day after reading week.  As a result of reading week and Tuesday’s unlucky tendency of low numbers we had a low guest count.  To prevent this, we suggest better marketing efforts by coming up with more innovative ideas, as marketing can be hit or miss.  Our menu also played a factor in the flow of our restaurant as though it was nice, we did not strategically place our signature items in the best spot on the page, which is actually the bottom left of the page.  Another critical incident was with our front of the house training.  It is important to test your staff on all aspect of the restaurant; though it may feel weird because you are their peer it must be done to ensure good service and communication, especially with the Point of Sales System (POS) – the more familiar the servers are with it the more efficient they can be.  Also, do not leave things to the day of service, such as the seating plan.  Do not rely on the fact that your numbers will go up, prepare one based on what the numbers are the day before and then adjust it the day of.  Overall, our restaurant ran smoothly even though receiving went off to a rocky start.  Time goes by fast; make sure that you check everything is correct as you do not get a second try.
 
 
February 25th
Memories of the Mediterranean    menu
Food Sales $938.45, 85 Guests
The hostesses did a good job at the front of the house and were organized and thinking on their feet. On several occasions they had to arrange tables to seat different sized groups that showed up at the restaurant. They accomplished this task quickly which allowed for fast seating of the guests. This is positive because the guests could get into the restaurant, be served their meal and leave the restaurant at a faster rate. Our expo was not very confident or aggressive in terms of getting hands to run the food. This negatively impacted our restaurant because it resulted in a delay in the kitchen as well as in the response of the servers to run food. Because of this, food was sitting longer on the line, which could influence the quality of the food. The guests in their restaurant were also waiting longer to receive their food. As a result, the whole service and functioning of the restaurant was delayed. We had to change our line cooks around at the last minute because there was a lot that was to be prepared on the line and not quite enough hands to accomplish everything that needed to be done. This was negative because we had to tell everyone exactly what they would be doing in terms of food preparation right before service. Even though everything on the line ran pretty smoothly, this last minute adjustment caused some confusion right before service.
 
 
February 25th
Black Bear Lodge      menu
Food Sales $796.45, 76 Guests
Black Bear Lodge had a successful lunch service, even though the path leading up to the event was quite rocky at times. A main issue that set us back early on in the game was the lack of time commitment and attention to detail on our Purchase Order. We underestimated the vastness of the project, and in turn, did not allocate enough time or energy to doing it to the best of our abilities. We also found that our initial recipes did not quite work out for us the way we were hoping, and had to make several revisions to our menu after Conference 1. Although we had high hopes for the Sweet Potato Frite Poutine, we only sold 40% of our forecasted amount, and found that the sweet potatoes were very difficult to cut into fries! Fortunately, we resolved our food issues, and did not run into any major problems on the day of the restaurant. The main contributing factor to Black Bear Lodge’s success was the exceptional efforts put in by our classmates. Amazingly, six of our peers came in to help us prepare food the day before our restaurant, and several showed up early on the big day to help out again.
 
 
February 25th
Decadence (fine dining)     menu
Food Sales $2088, 58 Guests
The first critical incident would be our sorbet.  We didn’t realize that it needed to be frozen for 24 hours before using the Pacojet, and as such, didn’t make our sorbet until Thursday morning.  In hindsight, we should have split up our team on Wednesday, having half of us working on pasta and the other half working on the sorbet.  The other problem was that we weren’t sure if the juice would freeze in time on Thursday.  We moved the juice from one hotel pan, to three smaller pans, to three hotel pans.  One of our back of house staff was in charge of checking the juice in the freezer, and breaking up the ice.  In the end, we were left with a beet granita rather than sorbet, but it still looked great and tasted the same. Our second critical incident was the issue with our soup.  First of all, we did not have enough soup to go around.  This could have been due to the fact that our initial estimates for ingredient quantities were decreased on the purchase order, and that our soup was left boiling for an extended period of time.  We could have remedied this by using exact measurements per bowl.  When we realized we were going to run out, we reduced the portion sizes.  Also, we removed the heat source from the soup, as it was decreasing our amount and thickening what was left.  Also, a table was skipped during service.  In order to prevent this, we could have assigned a server to check that every table had food after the course was served.  Our red wine reduction was also an issue, completely the fault of our group.  We did not look up a recipe for the reduction ahead of time, assuming that it would not take very long to create the sauce.  We therefore underestimated cooking time, and were unable to serve the sauce with the beef.
 
 
February 26th
Guilty Butler     menu
Food Sales $770.90, 74 Guests
Although service ran smoothly, there were a few incidences that could have been improved. The biggest problem that we encountered during service was wrong pricing on the menu for beer, which caused some confusion with staffing and guests. Although the kitchen was very organized all morning, the few minutes prior to service there was a scramble in the kitchen to get everything done and ready for the first customers. During this scramble the chicken was somehow overlooked and allowed to cook longer then necessary, making it dryer than it should have been. There was also one incident where guests had to wait a 5 or so minutes at the door as we were waiting for a table of 6 to leave and flip into a table of 8. The first table was a few minutes late which created for a hold up on the table. We also had trouble with the set up of the menu. Although the menu was appealing it did not highlight the add-on items in a way that helped sell them.  The arrangement of the menu also caused problems because things were not organized in categories that made sense. This may be part of the reason we did not sell many of the specialty drink (because it was under the dessert column).
 
 
March 3rd
The Royal Kitchen     menu
Food Sales $776.05, 80 Guests
Our biggest critical incident was that Simon and Renee had to prepare three of our main dishes the day of the restaurant. We, the management team, overestimated the amount of food we could prepare the morning of the restaurant. A lot more should have been prepared the day before, including the soup, beef stroganoff and vanilla rosemary chicken. Without the instructors’ extra help, we would not have been able to open the restaurant. We had three errors on the menu. The Chicken Cordon Blue Sandwich was actually priced at $8.25 but was listed on the menu as $8.50. This added another stress to some of the new servers who now had to remember to let the guests know about the change. Secondly, the Vanilla Rosemary Chicken was not boneless as the menu stated. We ordered chicken legs and did not consider the de-boning process. As soon as we realized this we instructed the servers to tell guests that the chicken was not boneless when it was ordered. Thirdly, the menu stated that the beef stroganoff was on a bed of egg noodles when in fact it was on a bed of linguini. We did not have our menu mix approved before we submitted our purchase order so we might have forgotten to increase strawberries purchased in the last minute rush to update our PO.
 
 
March 4th
Mediterranean Shores     menu
Food Sales $820.60, 82 Guests
Our first critical incident was the fact that our large table of 11 people did not show up on time for their reservation at 11:30. This was very difficult because we were planning on turning the tables they were sitting at for 12:45, but since they did not arrive until closer to 12:00 turning the tables was no longer an option and we had to find alternate seating arrangements for these individuals.  Next, we felt that teamwork was an incredible turning point for the success of our restaurant. We had many people come in on Monday, Tuesday and Wednesday mornings to help prep, which was immensely helpful. Also, during restaurant service most people were looking out for each other and lending a helping hand whenever it was needed. Job packs were also very thorough and contained all necessary information, especially on the line. This meant that all the line cooks were very competent and led to ease of service and little complications. Our last critical incidence was the enthusiasm and attitude of certain individuals. At this point in the semester, many students are starting to feel beaten down and discouraged. Some classmates really helped to motivate the entire staff through their enthusiasm, which really helped to create a nice atmosphere.
 
 
March 5th
Leprechaun’s Den Irish Pub     menu
Food Sales $695.70, 62 Guests
The Leprechaun’s Den had a very successful lunch service, but we did not meet the minimum covers.  With total covers at 62, we failed at marketing properly.  Our marketing add was delayed, with posters did not go up in time, we didn’t have a good menu up on the website; we didn’t have a logo until our PO meeting, just bad marketing.  We were impressed with the amount of help with prep, on the first day we had 8 people outside of the class come into help, and most of the class came in early on the actual day, it was very helpful and impressive. During the running of our restaurant, our managers communicated well with each other and instructors. We took control of situational problems, and never let the stress get to us; communicating with staff was also critical, if you yell at people they won’t do stuff for you but if you ask calmly and nicely they work harder we found.  Our final problems encountered were when printing our menu’s we waited until the last minute to get it approved, and while printing at the school the printer broke down, and we had to go off campus to get them printed, but for 30 Menu’s it total cost was $24.85 from Staples. A solution to this problem is don’t leave stuff to the last minute. 
 
 
March 5th
Voila (fine dining)    menu
Food Sales $2124, 59 Guests
The Amuse Bouche caused confusion for both FOH and BOH, making it one of our critical incidents.  It was unclear where the course was coming out of the kitchen as a last minute decision to flash the plates changed the location of preparing the quenelles.  It was also unclear how the bread was to be distributed which again caused confusion. In the BOH this issue was solved by moving all items needed for serving the quenelles to the line, close to the salamander needed to flash the plates.  In the FOH this was solved by sending one server around to distribute all of the bread, leaving the other servers to focus on sending out the amuse bouche. The service of the soup went smoothly, however one table was overlooked and missed their soup.  This was quickly noticed and soup was brought over immediately.  The table was apologized to.  If this had not been caught quickly it could have caused more issues such as having to reheat. Communication could have been better between the front and back of house. There was some confusion among some courses that could have been cleared up if communication was stronger. For example, knowing when we could start serving each course was sometimes unclear.
 
 
March 6th
The Savory Garden     menu
Food Sales $860.15, 82 Guests
There was a miscommunication between the KM and the GM which led to confusion about what items were left in the kitchen. This happened numerous times. When told item numbers the GM was not putting item counts in the POS system or informing the FM of the information so she could. This resulted in a lot of confusion at a particular table. They asked to speak to a manager and the GM did not handle the situation properly; unfortunately, the group left without eating/paying for a meal. This incident caused a great deal of confusion and also reduced our guest count. The KM I should have ensured the counts were known to the servers and both managers to have avoided the confusion.
There was a lot of difficulty turning tables at the front, which resulted in some parties having to wait about 10 minutes to be seated. This made the hostess and FM jobs more difficult and gave the FM less time to deal with other issues.
Our menu was abundant in vegetarian options. This led to our salmon and chicken dishes selling out very quickly and our vegetarian pasta barely sold at all. Since the item counts were not being updated this led to confusion about what was left in the kitchen and it also made it difficult for people to order because we had run out of so many things. Our sales were not evenly distributed amongst the items so near the end of the lunch sitting there was a limited selection of entrees.
 
 
March 10th
Mother Goose Cafe      menu
Food Sales $744.50, 80 Guests
From the customer standpoint, our restaurant ran very smoothly with the exception of the odd slow serviced table. We provided guests with activity sheets and crayons, which was a huge hit and also relieved some of the issues with slow service for one section. This was a result of an employee splitting bills and sending them to the kitchen as individual orders rather than the entire table. After many checks with the KM to see why the orders were taking so long, the GM could not figure it out and this issue was not understood until Simon told us in our meeting once service was completed. This can be attributed to poor management communication, as well as the GM not being astutely following up on servers’ actions. We had a table of 12 at the 11:30 seating and had put two servers on it to ease and balance their load, however, only 6 came to the reservation and we still had 2 servers on the table. We should have been proactive and changed this table to have 1 server to avoid confusion. This slowed down service on this table.
Our biggest issue was that our Purchase Order was WAY off, resulting in too much food for some items and not enough for others, such as ordering not enough wraps but too much chicken for our forecasted amount of the Chicken Caesar Wraps. This was also a result of our poor portion planning which should have been resolved in Conference 2. 
We sold a lot less appetizers than forecasted, which can be attributed to our menu layout, having our Feta Bruschetta in the bottom left corner of the menu, when in hindsight it should have been at the top of the menu. Our last critical incident was that we did not think about what special equipment we would need to suit our menu. We had three fried items and did not turn on the 2nd deep fryer, which also attributed to the slow service. Luckily, we had done a lot of food prep on the day before and guest evaluations were for the most part positive, showing that even though things were a bit disorganized in the kitchen, our guests had a great experience at our fun themed restaurant.
 
 
March 11th
Winter Blues     menu
Food Sales $739.05, 78 Guests
Our first critical incident was the jambalaya. Before service, the cooking directions were altered causing confusion in the kitchen.  We did not order enough ingredients for the Jambalaya, which resulted in a smaller portion size and it made less than we forecasted. Next, we could have been more proactive in getting ingredients that we were supposed to receive the day before instead of the morning of which would have helped with our organization during prep. Before service, some of our items were not prepared in time. We should have pushed line cooks to speed up the process as there were a large number of reservations at the beginning of service.  In addition, some of our menu items were similar such as the vegetable gumbo soup and our jambalaya. Also, our menu mix which was based on our surveys was completely different to what was sold the day of our restaurant. Our Portobello Sandwich and Quiche were sold out the first 25 minutes of service.  According to our surveys, the Baked Cajun Salmon was the most popular although we sold just over half of what we forecasted.
 
 
March 12th
The Dancing Crab    menu
Food Sales $873.05, 81 Guests
When we were running the restaurant the service went smoothly overall but there were a few places that could have been improved, the first being the Purchase Order. We had forgotten to order some items for the signature dishes and we could have ordered more of certain items. The next place we could have improved was the flip for the second seating, this had not been planned properly so there was some confusion and the hostesses did not know how to proceed. However we were able to overcome these small obstacles because of the commitment of the management team. We were very dedicated to pulling the restaurant off. The help we received from others in the class, also led to the success. No matter how much we worked, the restaurant would not have been ready to go with help from everyone who came in to help with prep and set up. Finally we had enough marketing to bring in 86 reservations on the day of and have 81 people ultimately show up.
 
 
March 12th
Expose (fine dining)    menu
Food Sales $2052, 57 Guests
With two soups being served, we used both steam kettles and the black bean was put into the larger steam kettle. We assume that due to the larger surface area, more liquid was cooked off and reduced the volume of that soup. Our kitchen staff was notified that there was just enough black bean to do half of the soup being served and was told to not overpour that soup. If anything, we suggested pouring slightly more white soup than black. We did not want to add much more liquid to the black bean soup as its viscosity perfectly matched that of the white. Towards the end of serving that course, the black bean was scarce as it is difficult to control amounts going into each individual soup bowl but we were still able to achieve the desired effect. We had a few difficulties getting the hot line assembled for service. With so many items it was difficult to assemble all the ingredients and staff effectively in such a small area. Our service to that point had been going quite quickly and perhaps we needed a chance to catch up with ourselves in order to be adequately prepared for this dish. As well, we had five guests with shellfish allergies and we preferred to assemble those plates before any others so that no one would be cross-contaminating those plates. With a few hiccups and a little delay, our fantastic staff was able to get a system going and served our entrée in a remarkably short time.
 
 
March 12th
With a Twist     menu
Food Sales $858.45, 80 Guests
Our class mates are one of the main reasons why our restaurant ran as smoothly as it did. Without their early morning arrivals on day of as well as prep days, and their excitement and enthusiasm to help out, we would have been stressed and all over the place shortly before the restaurant opened its doors. On the Wednesday before the restaurant we were fortunate enough to sell out, allowing us to be able to create a floor plan ahead of time. However, on the day of the restaurant we found out that we had multiple cancellations as well as guests that changed their reservation times causing us to change the seating plan as well as calling up some friends and family to make a last minute reservation.
We are pretty happy with the running of our restaurant mainly because there is lots of effective communication among three of us as the manager and we work as a team. During the service, Carolyn as the GM keeps checking in between the back and the front of the house to make sure things is running smoothly and if the kitchen line is able to cope with the customers’ demand. Shin’s (KM) favourite quote: ‘Get me my GM please!!!’’ helped convey the message that we are low in some items and this is very crucial to make sure the wait staffs are aware that we are low in certain items or we ran out of any to prevent any disappointment with the customers.
 
 
March 17th 
Heaven and Hell     menu
Food Sales $568.30, 57 Guests
The largest problem that our group faced was missing out on running a St. Patrick’s Day themed lunch. This holiday is a one celebrated by many students, and it would have been a great opportunity to attract students in the community. If we had caught our mistake early enough and corrected it, we could have run a more successful restaurant, and achieved the goals we had set out at the beginning of the semester. Unfortunately, we missed out on a great opportunity, and as a result our food sales suffered. A critical incident that we faced during the running of our restaurant was serving hamburgers that were not properly cooked through.  They had reached the appropriate internal temperature during cooking, however the inside was still a little pink. A few guests complained that their burger was not to their liking, and we were able to return the burger to the kitchen and re-cook the meat to the proper standards. We believe that this was a very serious incident, however, we were able to correct the problem in a diligent and quick manner.
 
 
March 17th
Namaste     menu
Food Sales $832.15, 86 Guests
Everyone showed up on time the day of our restaurant (even after St. Patrick’s Day!!) and we had a lot of help with prep. We encountered our first problem with our hummus- we added way too much salt, despite the top 10 rules of what not to do! This incident affected our food cost because we had to purchase more ingredients to mask the taste of salt! We had another issue with our dessert, because it didn’t turn out the way we expected it to. However, we did manage to alter how we served our dessert and it turned out to be a success!  Despite some minor incidents we encountered the day of our restaurant (not adding peas to our soup and a mix-up with an order) we demonstrated very good problem solving skills and remained calm during high periods of stress. Our group worked really efficiently together throughout this entire process, which was one of the main reasons why our restaurant was such a success.
 
 
March 18th
Montmartre    menu
Food Sales $769.40, 83 Guests
 During our prep on Thursday morning we did not get a lot of staff in to help which required a lot more work from the managers than expected. Also, being the second last week it seems as the team has lost motivation, this could be the reason for the lack of students showing up early to help with preparation. The night before the restaurant we received forty reservations making it a sell-out. This was a positive and negative instance because it helped with covering costs however we required additional preparation the day of the restaurant which was unexpected and slowed down the kitchen more. There was minimal preparation help, the Kitchen Manager had to do a lot more preparation instead of delegating duties and because of this the staff were not trained the best that they could have which slowed down the line and required Simon to step in. It would have also helped if the line cooks would have shown up earlier than 10:30 to help with preparation. The job packs could also have been more detailed for the line cooks. We had low add on sales, we did not sell as many soups, desserts and specialty drinks as expected. This can be cause by all of the FOH experts working in the kitchen due to exhausting their FOH duties and having inexperienced servers who did not up sell or suggestive sell. There was a misprint on the menu stating that the drink was $2.95 instead of $1.95. The servers were told to mention this but many did not, the high price may have discouraged guests from ordering the drink. We forgot to season our French onion soup on Thursday morning. We caught the mistake shortly after service began but one bowl of soup left the kitchen unseasoned. This may have influenced other guests’ purchases if they heard the soup tasted bad.
 
 
March 12th
Meletes (fine dining)    menu
Food Sales $1764, 49 Guests
Our first critical incidence was our original third group member. Due to a lack of communication we were unprepared at the beginning of this semester and this group member was not fully invested in the course. After he dropped the course, we became a group of 2 and felt much more confident about our ability to put on a successful event. However, this also brought about new issues, such as being able to get enough reservations and having enough people in the kitchen during prep and service. Brittle, this part to our dessert course was originally to be made from sugar and water. However, upon consulting with Renee we switched to a recipe she had used for the soft opening. We made 2 batches on Wednesday during our prep and left them in our fridge over night. When we came in on Thursday morning, they were hard but very sticky and couldn’t be used. We melted it down and saved the pine nuts and I made another batch and a half on Thursday morning. When we checked on them in the early afternoon these batches had not set and were too toffee like to be used. We put them in the freezer to try and harden them but this did not work. They had to be boiled down again and Renee prepared a third batch using only sugar and water which was successful. Thank you Renee! We changed our hot appetizer item, the calamari, a week before our restaurant and as such, changed how it was being served. This caused confusion for us as we were unsure how to plate it on the line, as well as what to plate it with. We made a roasted garlic and artichoke aioli on Wednesday during prep, but it was unpalatable as we had added too much oil. Renee helped us by suggesting we add smoked spices as well as some hot peppers to cut the oil flavour. We did this and left the aioli overnight. Thursday morning it had set and was much more pleasant to pair with the fried calamari. As well, our meeting with Simon and Renee prior to service helped us visualize how each plate would come out from the kitchen, particularly the hot appetizer and main course.
 
 
March 18th
Deceptively Delicious     menu
Food Sales $743.50, 83 Guests
All members of the management team arrived very early on Monday, 7:30 a.m., eager to get to the job at hand, and ready for receiving. Our first critical incident that negatively affected the running of our restaurant was with our purchase order sheet. ThePurchase Order we had made was slightly off from what we actually needed in preparing our food for the day. We needed to ask for extra lemon s and peppers while we were prepping on Wednesday and Thursday. Another critical instance that affected the operation of our restaurant was with printing of our menu. The menu had a slight typo. Our side order of “Spinach Salad” was typed as “Spanish Salad”. The GM needed to inform her wait staff about this problem and it may have affected our sales of the side order of spinach salad.Additionally, the morning of service, one of the line cooks was delegated to prepare and season the sauce for the stir fry. Unfortunately the sauce was over salted and had to be thrown out and remade. This could have been avoided if the KM had done this task themselves or provided better supervision. The major problem our group had while planning our restaurant was a lack of communication and equal participation from all group members. This was a major project and required all group members to be completely on board, motivated, and dedicated to this course. Being a responsible group member and having good communication is crucial in running a successful restaurant. Despite this problem our restaurant was a success.
 
 
March 24th
True Colour    menu
Food Sales $799.25, 76 Guests
Being one of the only groups of two, we were presented with different challenges; however we were both keen and eager to take on the project. The two main areas affected were the planning beforehand and the actual physical preparation for the restaurant. As the last group to run a restaurant we had the challenge of motivating the class to come in for prep. On Monday only two people showed up between 10:30 and 12:00. The bulk of the prep work was shared between the KM and FOHM. The second critical incident was when the hostesses opened the restaurant before the kitchen was ready. This problem occurred because of a lack of communication between FOHM and hostesses. They acted without word of the FOHM or KM, seating people at 11:20. This caused the third critical incident. The kitchen was rushed to their spots on the line, therefore the KM was unable to do a pre-restaurant meeting/pep talk. As a group of two, we were overly ambitious in undertaking crepes as our dessert, as it is a time consuming and laborious dish to prepare. Renee prepared crepes the day of our restaurant, and they turned out to be a success; we sold out of crepes early on. Overall, customer satisfaction was high and theme was well integrated from the food, to the menu, to the details on server name tags and centerpieces.
 
 
March 25th
The Rustic Olive    menu
Food Sales $822.80, 74 Guests
An important contributor to its success was a lot of prep help on the days prior to our restaurant, which enabled us to use our prep time more efficiently. On the day of the restaurant, we were able to start service ahead of schedule, allowing us to disperse the orders to alleviate some of the pressure during peak times. Even though we had a guest count of only 74, we were able to achieve high add on sales of our appetizer, dessert and specialty drink, which helped lower our food cost percentage to an acceptable range. The fluctuating guest count made it difficult to organize the seating plan.  We had several large groups which prevented the flipping of tables for the next seating window. Organization in the kitchen was another attributor to success, from having two managers in the kitchen.  We had a very thorough prep list; with the exact time each item should start cooking, as well as an exact time each item should be ready for service and we made sure our line cooks were well informed of our expectations. Since we were the last restaurant in our section, we had more experienced staff, making the students very knowledgeable in various jobs during the running of our restaurant.  Most of our staff were less nervous as well as less stressed, which improved the overall running of our restaurant.
 
 
March 26th
The Villa    menu
Food Sales $908.80, 87 Guests
We believe that the most critical incidence that we experienced was the prep-help that we received on Wednesday, the day before our restaurant. Many staff members arrived to help with preparation on Wednesday as well as arriving early on Thursday to help prepare food. The next critical incidence we experienced was running out of our dessert, the brownie parfait, at a point when many of our servers had tables wanting to order desserts during the last seating. While it would not have been beneficial to make another batch of brownies, we could have started keeping track of our desserts when they were at a higher quantity such as 8, encouraging servers to ask tables wanting dessert to hold the brownies for them. One of the line cooks called in sick, and the instructor was notified by e-mail. The kitchen manager had to reorganize some staffing on Thursday morning due to this incident. In the end, everything worked very well due to the fact that everyone worked together as a team. Another incident we felt was critical in our restaurant was a server had brought back a food item that was not at proper temperature. The reason that the food item was cold was due to the fact that the tomato sauce was not heated enough, the expediter was very quick in sending the food out, and therefore we don’t believe that the food got cold by late delivery.
 
 
March 26th
Wildfire (fine dining event)      menu
Food Sales $2088, 58 Guests
The week of our restaurant we had about 13 cancellations, and up until the day of the restaurant had many changes to our reservation list and final number of guests.  We also had one table of 2 that was a “walk-in” and did not have a reservation.  However, we were able to successfully accommodate all guests and ended up seating a total of 57 guests that evening. Organization of our team was critical to our success.  We had weekly team meetings to make sure our menu was the best we could make it.  We even tried preparing most of the items on our own time to make sure we understood how they were to be made during service.  The day of the event we tried to be very organized dealing with the rest of the class, and had a general staff meeting to make sure everyone was on the same page. There was a bit of a miscommunication between FOH and BOH managers at the beginning of the amuse bouche service.  The kitchen began to plate the amuse before enough guests were seated, and this caused the entire course to have to be flashed in the salamander, which was not originally planned. Another miscommunication occurred at the end of the sorbet course.  The BOH was informed that all guests had received their sorbet, and it turns out a table of 5 had not.  This caused a bit of a scramble to grab ice cups and refold napkins to be able to serve this last table. Another critical factor to the success of Wildfire was the amount of time we put into planning the menu and putting effort into pairing wines with the dishes.  Feedback from some guests suggests that the wine pairings were well done and the effort put into finding some unique pairings was worth the effort.
 
 
March 26th
Intermission     menu
Food Sales $758.85, 77 Guests
We felt our restaurant, Intermission, ran smoothly and classmates and guests considered it a success. However, nothing is perfect and we did run into a few critical instances throughout the restaurant operation. Purchasing was a critical instance that had a domino effect on menu prep for our restaurant. Specific issues included over purchasing, resulting in more leftover food than anticipated and forgetting to include the ingredients for a recipe. Overall, more attention paid to the purchasing would have helped reduce stress. Portioning items was not controlled from the beginning. This resulted in not having enough of certain items because portions were initially too large. Our professor was our substitute expeditor due to a student having to leave the lab unexpectedly. This had a ‘pressure to perform well’ impact on the atmosphere in the front and back of house. We were short staffed, as one student was ill and could not be present to bar tend. This resulted in our busser filling the empty bartending position and servers, hostesses, and managers having to devote more time to bussing and flipping tables. We felt the bar could have been more organized and prepared. This may have been partly due to an incomplete job pack or having to substitute the busser as a bartender last minute. Classmates were very helpful before and throughout the restaurant which contributed to the restaurant’s success.
 
 
April 3rd
Fuzion    menu
Food Sales $904.25, 82 Guests
Being the last restaurant of the semester definitely helped with running a great restaurant as everyone was knowledgeable about their roles and the management team could learn from the previous groups. This ensured we had detailed job packs and were simply prepared. Our classmates were a huge help willing to devote time to help with prep; the Friday group is an enthusiastic and cooperative bunch. This may have been because members of our group made the effort to attend every other restaurant’s prep days. The fact that our restaurant was sold out was good and bad. We were able to make up our floor plan ahead of time. However, there were many cancellations due to the fact that people booked so early in the semester and we could not accept walk-ins—this hindered our guest count. Our restaurant could have been improved with better communication and equal participation from all group members. Nonetheless, we overcame those challenges and ran a very successful restaurant.