Student Feedback ~ Winter 2014

I've given you meat and wine and music, but I haven't shown you the hospitality you deserve... - Walder Frey from Game of Thrones

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

January 23rd

Alma de la Cocina (a fine dining event)    menu
Food Sales $1920, Alcohol Sales $663.10, 62 Guests
January 30th
Bel Cibo  (a fine dining event)    menu
Food Sales $1536, Alcohol Sales $503.40, 51 Guests
February 4th
Olympic Spirit @ pj's    menu
Food Sales $808.60,  75 Guests
We believe that one of the key factors that helped the restaurant run so smoothly is the fact that the kitchen staff had all worked in the kitchen the previous week. This brought quite a bit of stress relief to both Riley, as she had been waitress the week before, and Dean who had been dishwasher. The knowledge that the staff was familiar with what they were doing, or had people around them who had covered that position the week before meant that the wait time on the orders was kept to the minimum. It also meant that the kitchen staff were able to help each other. At one point there were three quesadilla's on order and multiple orders of peameal bacon to be cooked. All we had to do was move desserts (Allison) over to help, and got Mel to cover dessert and pizza as she had done the week before. Even though Allison had not made the quesadillas the week before, she was dishwasher, meaning she had seen them being made, and thus was able to help out. This happened on multiple other occasions, even with the specialty items, as the whole kitchen staff had confidence in their abilities as a line cook.  The use of the soft opening positions in the front of house was critical during the reservation planning. If the servers weren’t as experienced as they were it would have been even more difficult for the front of house manager to delegate tasks before and after service. It was definitely helped pre service because the front of house manager did not need to do as much training with the using the POS system, meaning more time could be spent fixing the seating schedule. During service, having waitresses with experience helped bring a calm and confident atmosphere to the dining room, which translated to the customers, as seen in the review cards. Overall, it was definitely a valuable asset to use the soft opening positions as it helped fuel the success of our restaurant.     A key factor to the running of our restaurant was being well prepared and organized. Time management and organization was essential to the success of our restaurant. Starting with the day before when we began prep, and continuing the day of our restaurant. To help our time management we created a schedule of what needed to be done and when it needed to be done. Anything that couldn't be done before a certain time was even highlighted in a different colour. This helped us make sure we got everything done and in time while still maintaining the best quality. The reservation planning was a critical incident for the front of house. The front of house manager did not get the reservation report at the end of the prep day so as a result there was more work to do the day of service. The front of house manager felt it difficult to plan the reservations while delegating tasks to the servers in order to have the dining room set up in time for service. Once the reservations were assigned to tables the front of house manager was able to focus more on getting the dining room set up and get ready to deliver server training. This was all due to the fact that there was more focus being put on the back of house. The front of house manager was the one who set up the kitchen prep schedule described above, and as a result less of her focus was on the front of house. In fact roles were almost reversed, as quite a few of the front of house elements (name tags, table talkers) were made by the kitchen manager. As a group we should have made sure back of house was mainly dealing with back of house and vice versa. This would have ensured that there was more planning and organization put into the front of house beforehand instead of doing it the morning of the restaurant.


February 5th
The Chateau @ pj's    menu
Food Sales $917.70,  80 Guests
Firstly, we had an incredibly supportive team in both front and back of house. Everyone came in early and always asked what could they do for the management team. With everyone’s help and the prep schedule we created, we were able to start our restaurant on time. Unfortunately, our second signature item, the Chicken Melt, though it sold out, our Kitchen Manager did not check all of the refrigerators, resulting in a container of chicken salad left un-used. There were a few problems with the purchasing-order (PO). The ground beef for the meatloaf was underestimated. The modifications were made morning of service as well the chicken velouté was made incorrectly, resulting in the instructor stepping in and remaking it for us. This could have been prevented if the management team checked up on everyone more often. The instructor also had to step in and fix our yield for our mashed potatoes. We misunderstood the original suggestion of a mix of sweet potato and regular mashed. We instead kept them separate. As for the brownies, they were improperly cut, causing the brownie portions to not be equal. The KM and Expo, were overwhelmed at the beginning, with the first few orders. Because it was a fast start in the beginning, it was hard to become confident in the respective roles at first.  However, as the orders came in, the KM and Expo became more aware of how to get the food out on time and service ran more smoothly. The FM forgot to train the bartender and hostesses which resulted in the sous-chef taking over the training. Guests were also seated at tables that were not cleared off. The FM should have told the hostesses to not seat until tables were ready.
February 6th
Blistering Bistro  @ pj's    menu
Food Sales $785.05,  80 Guests
Although our staff was extremely helpful in many ways they did lack speed when it came to busing tables at the front of house when a turnover was necessary. As front of house manger I helped out with busing many tables when needed. However, the staff busing more of their own tables could have prevented long lines at the hostess stand, allowing front of house manger to focus on other tasks and increase the overall experience for our guest leading to even more success during our restaurant.  Our staff was excellent. They showed up early to help on the prep day and they were able to train quickly. The staff was trained before the restaurant opened so when orders came in they already knew how to do their job. Training was also beneficial when we ran out of fries and we had to make more quickly. The staff that wasn’t busy was able to cut fries without slowing down the line. 
February 6th
Abracci  (a fine dining event)    menu
Food Sales $1320, Alcohol Sales $536.25, 47 Guests
February 11th
Southern Comfort @ pj's    menu
Food Sales $776.09,  72 Guests
February 12th
Asian Fusion @ pj's    menu
Food Sales $623.21,  64 Guests
We had a few items in our purchase order (PO) that were not enough for the yield in certain recipes. We initially had an over budget amount because some of the ingredients were more expensive than we had expected. Due to the over-budget, we had to change our signature drink, since the main ingredient was exceeding the price of some of our meat items. Even after a few changes were made to the PO, we had problems arise due to the conversion from standard to metric, and vice versa. Our receiving was not as organized as we would have wanted it to happen. We thought we were maintaining an acceptable level, but we still managed to miss some ingredients from our receiving list, or took items that we did not need. This was due to the lack of a clear division of roles. On the day of the restaurant, we were able to get most of our recipes done and ready before 11:30am because of our classmates coming in ahead of time and helping us. However, one key component we could have worked on is the timing of the food during service. Some of the dishes (ex. Pizza and Asian Beef Stir-fry) needed time to cook, while others were taking a fraction of the time to prepare (ex. Curry and Soup). Instead of sending half of the orders it would’ve been more effective to have all the dishes ready at once and send them out together.
February 13th
Forever Alone @ pj's    menu
Food Sales $814.71,  69 Guests
Being too detail oriented rather than looking at the big picture. This was a recurring incident for our group. It was often hard to see the big picture rather than focus on the smaller problems that we were having. For example, we were trying to follow the recipes to a T rather than accommodate the circumstances that we were in. The reason for this could be because our restaurant was attached to a grade, so naturally we all wanted things to go perfectly. The skill of letting things go and having a more “laissez faire” attitude towards the restaurant is something that needs to be practiced, and something that we will keep in mind for the next time we have a big, practical assignment like this. We were aware that conference 2 was meant to push us in a better direction when it came to our signature dishes, however we didn’t take adequate notes which lead to a miscommunication between the instructor and our group. Specifically, for some reason we all thought that he wanted us to fill the soup bowls (used for our chicken pot pies) with more filling, while in fact he suggested that we use less (10-12oz). Not taking proper notes or clarifying what was expected of us was a poor decision on our part and only led to confusion later. What we learnt from this is that we need to be more organized and set up more effective means for communication to avoid these sorts of issues. We didn’t reach our goal of 80 covers in the restaurant; we ended up having 69 guests. This could have been a bad situation from the standpoint of food costs, however we ended up having high add-on sales. We sold a lot of our soups, desserts and signature dishes. This was partially achieved by emphasizing up-selling to the serving staff and by choosing dishes that people generally enjoy. 
February 13th
Vintage  (a fine dining event)    menu
Food Sales $1830, Alcohol Sales $657.10, 61 Guests
February 25th
Salute to Canada @ pj's    menu
Food Sales $893.04,  83 Guests
The critical incident that had the most positive impact on the running of our restaurant was the ease of our specials.  Our two signature items were fairly straight forward which allowed simple preparation at the time of service.  By creating dishes that were easy to prepare and serve, this lead to short plating times and faster service for guests.  Our dessert was also fairly simple which made it easy to serve in a quick manner.  The ingredients were also very simple for our dessert, which lead to a low food cost for this item, which helped with the overall success of our sales.  As well, our drink was very simple which allowed for quick training of the bartender, accurate presentation each time the drink was made and quick service of the drinks.  One critical incident that negatively affected the running of our service was trouble being assertive to hot line staff once service had begun.  Having a strong voice as the manager was needed so that service could be efficient.  More firm directions would help to resolve this problem so that when orders on the line are given, hot line cooks follow them exactly, rather then questioning if that is what should happen.  By being more confident and taking more leadership in the manager role this would solve this incident. Organization played a key role in both helping and hindering the entire running of our restaurant.  Negatively, our lack of organization for the PO meeting hurt us because we did not have our recipes finalized yet.  By changing the recipes after the PO meeting, we created confusion for receiving.  However, we had good organization when it came to the day of, and day before our restaurant which helped to make both of these days run smoothly.  We set out preparation goals which gave structure to the preparation so that we knew which order to do things in.  During service, we had a bit of disorganization on the line which set us off to a bit of a rough start.  But once we got these issues sorted out, the service ran very smoothly.  
February 26th
Friends @ pj's    menu
Food Sales $909.73,  84 Guests
On the day of our restaurant there were only a couple of items we required in addition to what we had already ordered, but this was due to an error in cooking as opposed to an error in ordering. This leads to the second critical instance which was the overcooking of two key items from the signature dishes: the quinoa and the bacon. Luckily we were able to purchase more of these items immediately before service and cook them properly, otherwise there would have been some last minute changes to the dishes. The seating in the restaurant was also a critical instance that led to several last minute changes in the front of house. Several tables, including a large table of 8, stayed longer than the expected 50 minute seating time. Therefore the tables that were expected to be turned could not be, and new reservations coming in had to be sat at tables other than the ones that were originally assigned. Although this posed some challenges, our front of house staff were very helpful and accommodating and able to make the changes successfully. However, due to these last minute changes happening on the floor near the end of service there was a communication breakdown between the kitchen and the front of house staff, resulting in sold-out food being ordered by guests. 
February 27th
Cantina del Sol @ pj's    menu
Food Sales $771.92,  76 Guests
During the day of service, the reservation count was only at 58 which resulted in a lot of walk ins during the restaurant. The few reservations booked beforehand prevented a seating plan from being made the night before and made the hostess job more stressful. The hostesses struggled to seat the walk ins, the FOH manager assisted as needed but was not able to be constantly at the host desk. This created a stressful environment at the beginning of the restaurant. If more reservations had been made before hand this could have been prevented. If more advertising had been done more reservations could have been made. On prep day we had a lot more help than we were expecting to have which allowed us to leave earlier than expected. Instead of leaving early we should have moved some items from our Day of prep list and done them the day before. This would have solved the problem of our chili needing thickening last minute because we would have had more time to let it cook. The morning of our restaurant probably would have flowed better had we moved more items to the prep day. 
February 27th
Coast to Coast  (a fine dining event)    menu
Food Sales $1860, Alcohol Sales $483.65, 62 Guests
Plating salad before service helped to speed up service. Good flow throughout the evening. Expo made sure to know which tables were clear and was on top of sending food out in a timely manner. Didn’t properly count yield on sorbet and didn’t have enough to serve all tables. We overcame this shortage by serving cheddar cheese ice cream to one table. It felt a little rushed going into service and we wished we could have had more time to talk with the staff to go over the flow of the evening. 
March 4th
Mardi Gras @ pj's    menu
Food Sales $705.22,  54 Guests
One critical instance that hindered the way our restaurant operated was unawareness of having to order bread the day before service, as bread is received the day of service. We had forgotten that bread had to be received the day of, and so we did not request the 2 loafs of Brioche Bread in order to make our Bourbon Bread pudding the day before service. This slowed us down the day of service because it took up quite a bit of space in the convection oven, and therefore slowed us down in terms of cooking everything else on time. Another critical instance that affected the way our restaurant operated was that we did not weigh each individual catfish. Although we ordered 180 g each per individual serving of Catfish, unfortunately figuring this out too late, each Catfish weighed approximately 190 g instead, giving each guest more Catfish than what we had wanted – this only allowed us to prepare 21 Catfish instead of 22. A third critical instance that affected the way our restaurant operated was that we did not have the desired amount of reservations as we had intended (80). Unfortunately during this time of the semester, students are busy studying for midterms, and therefore not as many students were available through the afternoon to join for lunch. As well, with the reservation times being between 11:30-1:00 pm, parents and extended family were not all able to attend. Thankfully, even though we had low reservations we still had good add on sales due to our soup, drink, and dessert, which is why we were able to stay under 45% food cost.
March 5th
Get'em to the Greek @ pj's    menu
Food Sales $537.95,  47 Guests
Firstly, ineffective time management with our food preparation during our pre-restaurant was a critical incident that hindered our general organization and capacity for prioritizing, while promoting errors in judgment (e.g. neglecting to clean up the soup pot and to refrigerate the prepared product).  Following receiving, our conviction in our sense of urgency needed to be stronger.  As our allotted time approached an end on Day 1, we felt mounting pressure from the realization that high-priority items (e.g. pork marinade, roasted chicken) had not yet been prepared.  Our experiences with this critical incident encourage us to have a constant grasp of time and to be aware of the importance of delegation in simultaneously accomplishing multiple tasks in the kitchen. Secondly, our insufficient knowledge of our own signature entrees was a realization that emerged during Day two.  This critical incident is especially noteworthy as our signature items were projected to make up a fairly large proportion of the menu mix, at 24 and 30 orders.  We needed to be more mindful about the actual yields, rather than expected yields, of our pork and chicken to ensure that the number of orders during service would match the foods available.  Another critical incidence that compromised the operations of our restaurant was inadequate communication between us, as Kitchen Manager and Front-of-the House Manager, specifically during food preparation.  In delegating tasks to our team members, we would have benefitted from greater communication with regards to task assignments and completion.  was compromised.
March 6th
Rocky Mountains @ pj's    menu
Food Sales $688.70,  58 Guests
Due to a busy midterm season, our group found it difficult to get a lot of reservations from fellow students. Thankfully, on the morning of the restaurant, we decided to promote selling our cheesecake as a “free dessert with purchase of main course”, allowing us to actually keep profit that would have been from those sales. This gesture brought in about 20 walk-ins and really helped overall in lowering our food cost. The cheesecake was delicious but too ambitious. It proved to take up too much time and money for our dessert choice. We could have planned an easier and cheaper dessert that fitted better with our theme of “comfort food.” This affected the preparation timing on the day of our restaurant and assisted in putting us over our food cost. As a team, we had poor time management on the day of our restaurant. I believe we had the idea that we were more ahead from the prep done the day before. Unfortunately, time got away on us and by 10:00 there were multiple items that should have been ready to go and were not. I think we also relied too much on the fact that more people would be there in the morning to help prep, which was not the case. Luckily, we were able to pull it together and everything was organized and ready when needed. Since we had low reservations there were some items we had planned to make more of but decided not to since we would probably not need it. Therefore we made less of the chili for the taco bowl, which was not taken into consideration when making the tortilla bowls. We should have just made what we were given in the first place. This also affected the items that we had prepped the day before for this dish (e.g. salsa and guacamole) and we ended up with lots left over. 
March 6th
Local Bounty (a fine dining event)    menu
Food Sales $1860, Alcohol Sales $593.55, 64 Guests
Above all, planning was the key factor that led to a successful event. Accommodating for a higher guest count meant we had to ensure ahead of service that food counts were adequate. The flow of service was well planned out to ensure that no lulls happened during execution and delivery of dishes. Having such a strong group of classmates lightened our load during both prep and service. We knew such a dependable group would allow for a flawless event- and we were right! Being open to classmates’ ideas and suggestions for presentation paid off- as all dishes looked phenomenal! As a team, we worked very well and were able to collaborate and make unanimous decisions. We poured everything into this event and now we what we’re truly capable of!
March 11th
Streets of Meico @ pj's    menu
Food Sales $548.70, 60 Guests
Unfortunately we did not take the proper precautions and test our dessert previous to our restaurant service.  When we went to make our first churro it did not cook properly and we were unable to sell them.  This altered the whole operation of our restaurant, as we had to adjust to the removal of the dessert from the menu.  We felt as though we communicated well for the majority of our restaurant.  However, there was one instance where the front of house manager failed to tell the expo and kitchen manager that we were selling maple ice cream in place of our failed churros. When the kitchen got the first order for the ice cream they were unaware that we were selling ice cream.  If the kitchen had been notified about replacing the churros with ice cream previous to the order, confusion in the kitchen would have been avoided and the ice cream would have reached our customers much quicker. As well, after we removed the churros from the menu we had to notify all the customers in house at the time, and also had to tell all new customers about the menu adjustment.  We believe that this put us at a disadvantage as it may have instantly given our customers a poor outlook on our restaurant operations and may have negatively effected their dining experience.  Our food lacked an outstanding presentation.  Our Panini and taco salad were very plain looking and may have caused our customers to think our food did not look very appetizing.  However, if we were to better present our food our customers may have thought “Oh wow, this looks delicious so it is going to taste great as well”, and could have increased customer satisfaction. 
March 12th
Hollywood Blvd @ pj's    menu
Food Sales $787.23,  74  Guests
In Hollywood, success and glamour don’t come without their fair share of difficulties and setbacks. The same was true for our group. Blizzards and BBQ sauce tested both our management skills and our team as a whole. The day before service our BBQ sauce would have challenged the fiery depths of Hades. We worked together as a team to make adjustments to the sauce and we were able to make a sauce acceptable to serve to customers. On the day of service, Mother Nature put us to the test and we dealt with cancellations and reduced reservations. We were quite concerned about the impact it might have on our overall guest count, but we didn’t let it dwindle our spirits. Our hostesses were very proactive in working with the Front of House Managers to adjust the seating plan to accommodate walk-ins. Our servers too had no problem taking on new tables in their sections and in the end this allowed us to recover from the few cancellations that we did have. Ultimately, we discovered that most guests stay very loyal to their reservations at PJ’s. We were able to work well as a team because we all knew what needed to be done, further contributing to a relaxed environment in the kitchen. Additionally, the simplicity of our two signature menu items contributed to the success of our restaurant.  They were easy to prepare and plate which caused little stress in the kitchen and their simplicity made them popular which increased our sales. 
March 13th
Leprechaun Luncheon @ pj's    menu
Food Sales $650.80,  67  Guests
When looking back and reviewing the two days of prep and the actual running of the restaurant, there are some things we wish we could’ve changed. We, as a management group, lacked communication. The three managers became three individuals and didn’t work as a team – a major flaw in the days leading up to, and including, the day of the restaurant. There seemed to be a thick line drawn between the kitchen and the front-of-house which lead to some minor problems. Members of the group took it upon themselves to give incoming orders to individuals without going through the kitchen manager. In some cases this would be a good thing (independence is an asset) but when running a restaurant, it can be detrimental. The ability to assign people to certain tasks and have faith in them to complete the job properly is something the managers could have improved on. Despite these flaws, the timing, planning, and organization of both prep days ensured all food was ready for the opening of the restaurant. 
March 13th
La Campagna (a fine dining event)    menu
Food Sales $2144, Alcohol Sales $714.70, 70 Guests
La Campagna ended up as a success for many reasons. First off communication between the FOH and BOH manager was key- both in preparation for the restaurant as well as for the actual event. Each of the managers were aware of what the other had to do, and had enough trust and faith that it would all get done without micromanaging each other. There was a major staffing changeover our week (people were in different roles than they usually were in) which meant that we made it a priority to spend an extra bit of time for training and practice before service which helped both the new servers and the new back of house hands. Both FOH and BOH worked with long checklists to ensure that everything was accounted for and thought of before service. Although we were happy to accommodate for dietary restrictions of our guests (we planned for all these accommodations in advance) it did slow down service more than we had anticipated. Ultimately the success of our restaurant falls on our amazing fine dining team and all the time and efforts that they put into helping us make our event successful.
March 18th
Mamma Mias@ pj's    menu
Food Sales $943.88,  81  Guests
Up until right before service, it had gone unnoticed that one of the line cooks had not shown up for the day of service. Given this late realization, last minute adjustments had to be made to all of the kitchen staff’s responsibilities for the day. This caused our line to be disorganized at first as people were unprepared compared to if the changes were made earlier. Another negative incident occurred when the kitchen manager was unaware that we had run so low on the tomato soup. The front of house manager was therefore unable to inform wait staff to stop offering this item, and more orders than available soups were made. Although we were able to add a little water to the soup to fill all the orders, the quality of the soup was compromised. A couple critical incidents occurred due to the large volume of reservations made in the first hour. There was a long line up of orders for the kitchen staff to fill all at once. However the ease of preparation for our two signature items gave us an advantage, allowing the kitchen staff to keep up with the high volume of orders. The other critical incident from these large reservations was at 12:30 when tables needed to be reset for the next seating. Many guests at tables that were planned to be turned over had not finished their meals within the expected hour. Despite the confusion as to where guests should be sat, our hostess and wait staff adapted extremely well. We were able to seat and serve incoming guests at available tables in time for their reservation.
March 19th
Cottage Life @ pj's    menu
Food Sales $770.68,  64  Guests
Disorganization when receiving food items. Two managers were doing one job instead of splitting up the work to be more efficient. Listening was a large factor of that as well. One of the managers should have taken control earlier to stop the confusion. Slight disorganization, which lead to a back up of people at the entrance. Instead of working as a team they tried to work as individuals. Focus should have been on getting the job done and guests, to start and end their experiences off on a high note. 
March 20th
Marvel-ous @ pj's    menu
Food Sales $780.16,  77  Guests
As a result of our outside marketing effort, it helped us reach a total of 77 guests on the day of our restaurant. Furthermore, with the effort of in-house advertising through decorated table toppers with pictures of our specialty drink, soup and dessert, we were able to sell out of dessert within the first hour and sell majority of our specialty drinks and soup. A huge problem we had on the day of our restaurant was the lack of communication between front of house and back of house with regards to reservation count and number of entrees available to serve. As a result, we came to a point where there were insufficient entrees for the number of guests that were coming. This resulted in having Simon to jump in and prepare additional entrees for the remaining guests. Another mistake that we as a management team made was the lack of monitoring of staff during food preparation. This resulted in mistakes being made with restaurant dishes. 
March 20th
La Vie Belle (a fine dining event)    menu
Food Sales $2412, Alcohol Sales $568.95, 64 Guests 
The success of La Vie Belle strongly depended on our team’s organization and communication while planning the event. Our team made a strong effort to keep our menu simple but elegant, and match our French theme as closely as possible. Unfortunately there were some stressful points during preparation the morning of our event due to lack of confidence in culinary skill and high traffic in the kitchen during lunch time service. This caused part of our dessert course to be remade later on in the day, but we had additional time nonetheless to fix this mistake. It likely would have been beneficial for us to test more of our recipes beforehand so that we were confident and aware of how each recipe should turn out. We also should have provided a stronger training prior to service to teach the servers about how to properly serve the red wine reduction in the teapots for the main entrée. However, we felt that this provided a creative factor to our event and, while confusing, ended up being very impressive for our guests. Our management team ensured that our staff members were aware of their responsibilities, our expectations for the night, and where each course was to be plated and served from. This also allowed us to plan ahead for the next course while we continued to serve the latter. Our cheese course was plated well before service, which provided us with additional time to plate each component of our trio dessert course. Due to our extensive planning and explanation of flow of service with our staff, our event was the fastest one of the semester! Overall, we are extremely thrilled with how our event turned out and couldn’t have asked for a better fine dining team to participate and support us that night.
March 25th
Springtime in Tuscany @ pj's    menu
Food Sales $732.75,  68  Guests
On the day of our restaurant, no one from the class showed up to help until 9:30am which led to a stressful environment for both the front of house manager and the kitchen manager as we only had two group members as our third member dropped the course unexpectedly earlier in the semester.  Without the help of additional hands, the morning was very stressful and rushed and may have negatively impacted the running of our restaurant if we had not been so organized and determined to stress manage. On the day of our restaurant we managed to get everything done in time for service despite a lack of hands due to our excellent organization for the day of service.   The kitchen manager was well prepared and organized to manage the kitchen staff and get things done in a timely manner as they were needed through use of a planned, detailed, prioritized items check list.  The front of house manager was well prepared to train all staff and was knowledgable in what needed to be done before service, so even though she had to stay in the kitchen later than anticipated due to a lack of hands, her organization allowed everything to be done on time.
March 26th
The Breakfast Club @ pj's    menu
Food Sales $923.20,  82  Guests
Our intent, as we entered PJ’s on our restaurant day, was to work together as a management team.  However, we found at times we acted as if we were one of the regular employees. We did not consistently take the initiative to make executive decisions on our own, but rather expected everything to fall into place on its own. This had a great impact on our restaurant, as it took away from the overall structure of the restaurant. There could have been more leadership and guidance provided for the employees. We have learned that not only does there need to be greater communication between the expo and the kitchen manager, but also between the front of house and back of house managers. For instance, the front of house manager should have been constantly informing the expo and kitchen manager on big parties that were arriving, giving them notice that they would be receiving a large order within the next few minutes. In consideration of all critical instances we have come to the conclusion that organization was the most poorly done. Starting off with our receiving, from the beginning we were unsure of where certain ingredients were located and if we had received them. This lead to us wasting time looking for these ingredients when we should have known where they were right away.  The theme was carried out extremely well, and was evident through our marketing strategy, our menu items, and front of house arrangements. Going with our original breakfast menu allowed us to pick a theme that would appeal to all ages, and attract as many customers as possible.  This “Breakfast Club” concept ultimately reached a wide range of customers. 
March 27th
New York New York @ pj's    menu
Food Sales $907.75,  81 Guests
We are extremely grateful for the people who came in both the day ahead and the morning of our restaurant. We were only a team of two, so having two classmates help us during receiving allowed us to be more quick and efficient. Additionally, the class really showed their great teamwork skills. Everyone was proactive in asking for more to do, and helped each other when necessary.  It was obvious to us that everyone wanted our restaurant to be a success.  We believe the simplicity of our signature items contributed to our restaurant running smoothly. Both the grilled cheese and stuffed chicken breast were well thought out to make sure we could prepare the majority of the dish ahead of time, but without compromising quality. This made life easier during service for both the KM and student assigned to each particular signature item. We also created extensive job packs for the people assigned to these items (and the other items, too), which included exactly how they would prepare the dish ahead of time, as well as how each item should be plated.
March 27th
Dionysus Feast  (a fine dining event)    menu
Food Sales $1568, Alcohol Sales $572.50, 56 Guests
April 1st
April Fools Day @ pj's    menu
Food Sales $845.51,  83  Guests
The main issue was that we doubled our restaurant reservations overnight which meant that the morning of our restaurant we had to make additional food in a bit of a time crunch.  Had we gotten our reservations earlier, we could have planned our food preparation and seating chart a little bit better and reduced some of our stress.  Another problem stemming from our last minute increase in reservations was that we ran out of pie very early.  We should have kept an eye on the cutting and plating of the pie so that we got all 24 pieces of pie that were yielded instead of 20.  During service we also could have had stronger and faster communication between the front of house and back of house.  Looking at our menu, if there was one thing we would change, we would have taken into account the nutritional analysis on our specials.  We did not sell as many wraps as we expected to because people were worried about the calorie count. 
April 2nd
Cruisin the Tropics @ pj's   
Food Sales $616.89,  47  Guests
Looking back at how we organized and planned our restaurant, we realize we could have done a few things better. Firstly, we had a very low guest count, which made our food costs very high. We could have prevented this if we concentrated more on marketing in the early stages of the planning, and were more proactive in finding reservations then leaving it to the last minute. Another critical incident that would have made our restaurant flow more easily is our time management during the prep days. We would have been able to prep some more menu items in the days prior but instead left it to the day of, which created more things to have the cooks do the morning of service. Thirdly, we found that we were frequently being asked by the line cooks what to do next to help set up, and it became difficult to keep track of what was being done and what still had to be completed. Better planning before hand would have allowed us to make a detailed list of each person to prep before hand to keep each class mate busy for longer periods of time without having to check up with the management team to see what to do next. Another incident was with one of the sauces for our signature menu item. We did not account for it thickening up in the steam table and as a result had to add water to stretch it out, and reduced the intensity of the flavor. We could have prevented this if we analyzed the actual process of making and keeping the sauce hot instead of relying on our cost card and recipes so much. 
April 3rd
Daddy O's Diner @ pj's   
Food Sales $830.52,  76  Guests
We had an amazing turnout of our colleagues who came in the day before and the day of our restaurant to help with prep and we are very appreciative and thankful for this. One key incident that occurred was at the beginning of our restaurant. From 11:30am – 12:00pm we had more than half of our reservations coming in, so we knew that it was going to be quite busy and we were going to endure a lunch rush. Due to this, the kitchen manager and expo got overwhelmed at the beginning of service and were finding it hard to get food out in an efficient and timely matter. The Reuben sandwich was a major trigger to this incident because it wasn’t heating up properly with the process we had originally planned; we therefore had to alter the preparation for this item. This then pushed back service because servers were waiting for their food; it also pushed back service for new arrivals into the restaurant. However, once the kitchen manager and expo got over this hump they got into the groove of things and everything started to run smoothly! Lastly, being the final restaurant does have its perks because we found that all of our staff was more comfortable and confident with what they were doing, which played a big role in why everything went so smoothly!