Student Feedback ~ Winter 2016

People eat because they are hungry; I want to make food that makes people stop eating.
Adam Jones ~ Burnt
February 4th
La Cucina Di Gusto Italiano (a fine dining event)    menu
Food Sales $1652,  Alcohol Sales  $264,   51 Guests
The BOH where the manager here was well prepared and organized when it came to prep. She had made a schedule and list of what needed to be done and it helped us realize which dishes to be focusing on at certain times. Most of the night ran smoothly, however, there were certain moments of stress in the back of the kitchen because we were a staff member short due to illness. Being a person down was obvious in many ways when it came to plating the soup bowls which were overly hot and when plating the main dish. There were many times we were scrambling trying to get all hands on deck for each course. For the sorbet, the recipe we used allowed the apples and ice-wine to separate to the top and bottom of the pacojet container, due to the fact that the apples floated. This left for a nonuniform consistency of the sorbet which was not blended as expected. Another incident would be that when it was time for dessert, servers and the FOH manager did not or forgot to ask certain tables if they wanted a warm beverage with their desserts which may have hindered the guest’s experience. Overall, we were very satisfied and happy with the results of our event. 
February 9th
Happily Ever After @pj's   menu
Food Sales $1904.34   83 Guests
On the morning of our prep day, receiving went very well due to the overwhelming support from the other students in the lab which allowed receiving to run smoothly and issue free. The major problem that occurred on preparation day was the over seasoning of the tomato sauce for our signature dish.  This issue was caught at the end of preparation day and we made notes to repair this damage the next day by adding in more canned tomatoes. Leading up to service, time management started to become overwhelming. As we were setting up the food, one of the line cooks brought to our attention that we did not have enough bacon to make the number of Clubhouse Sandwiches we had intended to. This was a result of some of the bacon being over cooked in the oven and also an underestimation of the weight of bacon.  This was a simple fix as we just ordered more bacon and added it to our PO sheet. What we consider to be our largest error was the mistake of allowing incomplete plates to be served to our guests. Once Shannon brought this to our attention, we made sure that all plates were being assembled as specified in their recipes. The front of house staff were very motivated and worked cohesively as a team first thing in the morning in order to ensure that the dining room was appropriately set up for the day of service. Servers were extremely hardworking and demonstrated exceptional teamwork throughout the day. Communication between front and back of house was very well maintained throughout service especially for communicating food counts. The main incident for FOH was primarily when the coat check became a high traffic area at times. To prevent this incident in the future, an action plan should be introduced ahead of time to designate helpers to the coat check area in situations of need. Overall, both hosts as well as service staff were more than willing to rectify the issue.


February 10th
Bon Appetit @pj's   menu
Food Sales $892.28   70 Guests
We had a very successful restaurant day because of our lab group’s dedication, enthusiasm, and motivation to help us. Many people came in early the day before to help us with receiving, which allowed more time for prep that day. We also had a lot of people stay and help prep the day before and come in early the day of the event. They were well-prepared, having read their job packs thoroughly and were very familiar with all menu items. Everyone took direction well and were attentive both in the front and back of house, ensuring a cohesive effort. The next critical incident that helped our team succeed was the fact that, as a team, we were extremely organized, started early, and got along very well. Each team member had their own strengths they brought to the group, which helped us succeed in all aspects of the restaurant. We were in constant communication which allowed a smooth operation and kept us organized. Moreover, we used social media to our advantage to promote our event, and believe the food photography pictures taken allowed us to achieve an acceptable amount of guests. We achieved a high average sale at approximately $12 per customer. This is because our table tents and the wait staff’s efforts helped us upsell our signature drink and dessert, and we made an additional $201.75 in sales due to these items alone. Lastly, the ease of our dishes helped the flow of food, and reduced line time. This helped us get the food out to the customers quickly, ensuring customer satisfaction. 
February 11th
Sombremesa (a fine dining event)    menu
Food Sales $1184,  Alcohol Sales  $245.25,  37 Guests
One thing that definitely contributed to the success of our restaurant was all of the help we received during our prep. We only planned to do prep the day of our restaurant and the morning before our restaurant. We had several classmates come help us the day before the event and we were able to get much more prep done than we anticipated which put us ahead of schedule. On the day of our event, several of our staff members came early and all of our food was prepped and ready to go without having to rush. Also, our dining room was set up early enough in the night that we had some extra time to hang out and enjoy our staff meal before service started. We could have been more prepared for our thank you speeches. Both members of our group rushed through our speeches and made mistakes. In retrospect, it may have been a good idea to plan out what we wanted to say or to practice saying the speech out loud. Being nervous contributed to these mistakes. One of the recipes was not followed correctly, being the bread/focaccia recipes causing the bread to not rise and be considered useless. This was solved by simply redoing the recipe and ensuring that the proper procedures were followed to ensure the bread worked. The honey caviar intended for the poached pears was not forming properly when pipeted and instead just dissolved into the setting mixture. Fortunately, this was corrected by adjusting the ratio of agar agar to honey and redoing the process which was a success. The foamed green apple sorbet when attempted was a complete failure and was not forming the product the recipe had intended it to. Instead the mixture had set into a jello of sorts and was not able to be vacuumed to achieve the desired state we wanted. To remedy this situation additional liquid was added to the mix along with whipped egg whites to artificially achieve the results we needed, which did work in the end.
February 12th
One Less Lonely Lunch @pj's   menu
Food Sales $752.62   80 Guests
Thanks to our classmates’ willingness to help and our team’s organizational skills, our restaurant day was a success.  We passed around a schedule in our lab one week prior to our restaurant day to get our classmates’ availability on the day before and the day of our restaurant.  This allowed us to create a schedule according to each student’s availability and then assign each to specific tasks. The restaurant would not have gone as smoothly if it were not for our peers who offered their time and assistance during our receiving, prep and the morning of the event. However, there were a few events that had the potential to negatively impact the operation of our restaurant.  First, we did not have enough butternut squash sauce prepared for the amount of mac and cheese dishes assigned on the menu mix. Thankfully, this was realized prior to the beginning of service, and more sauce was prepared.  Secondly, we assembled the paninis prior to service and kept them on a baking tray in the fridge prior to putting them in the panini press.  With this, we realized that the sandwiches were not as warm in the middle as we wanted them to be.  We were able to solve this issue by putting the sandwiches in the oven to warm them up before grilling them. A better idea would have been to assemble the sandwiches as orders came in, while keeping the chicken breasts warm in a hot insert on the line and the cold items chilled in the cold inserts. Thankfully, we dealt with these issues as they arose and were able to prevent them from becoming a significant problem. One final thing that affected the operation of our restaurant was communication between the front and back of house. The front of house manager and kitchen manager should have been in better communication in order to place item countdowns in the POS system and inform servers when items were running low. 
February 23rd
Cosmic Lunch @pj's   menu
Food Sales $336,29   37 Guests
On the morning of receiving, it was brought to our attention that one of our group members would not be continuing with the course, and was unable to assist in the operation of our restaurant. This was overwhelming for our group, and the situation had a negative impact on our stress level. Losing one of our members had an impact on how our receiving went, causing a great deal of confusion and making us feel less confident in our organizational abilities. Receiving could have proceeded more smoothly if there were more people at the very beginning. Receiving was very disorganized, as few people showed up to help out, but we were very thankful for the help we were given. As receiving continued, there were more people ready to help out, which made it operate more efficiently. Initially, it was hard to recover from the disorganization, but receiving became much more effective over time. Many members from our lab have busy schedules on Tuesday, and were unable to show up early for the day of our restaurant, which hindered our ability to complete the various tasks on time. On the day of our restaurant we could have used more assistance with the preparation of food items. We were extremely appreciative of the help from members who were able to show up early, and the help from members of different lab groups. For line check, we were unprepared and since we were behind on timing, recipes were still being prepared. We should have given more assistance to the Elvis in a Jar preparation and assembly. It was a difficult menu item to prepare. We had a promotion where every food order was accompanied by a complimentary dessert, so there was a high demand for the dessert and pressure to prepare it. Preparation could have been more efficient if we delegated the tasks to people that were less occupied
February 24th
Thai-Nadian @pj's   menu
Food Sales $563.15  56 Guests
On our restaurant day our group had an overwhelming amount of support from our class. Many students came in early and helped us prep the food that needed to be ready for service.  The BOH manager was very organized and had everyone assigned to specific tasks throughout morning prep.  We did run into issues with the soup of the day as we forgot to prep it the day before and on the morning of service it turned out to not be the right consistency.  We also found that if we looked at our guest count prior to service we could have made our serving sizes bigger giving our guest more value for their money, and a more positive experience.  Their was a little bit of a time management issue at the BOH before service but the kitchen manager got everything and everyone working together and the overall service ran very smoothly. The FOH success could be contributed to the communication that the FOH manager had with the wait staff and the teamwork that was instilled throughout the whole service.  The only issue that was found was the miscommunication about the protocol in regards to walk in guests, but that was quickly resolved.  Overall we were happy with the overwhelming support that our theme and dishes had, and thankful for the contribution of our whole team in making the day a success.  
February 26th
Nana's Kitchen @pj's   menu
Food Sales $737.88  74 Guests 
The restaurant was a successful event and could not have gone as well as it did without our strong front of house and kitchen staff. Our lab group consistently demonstrated good teamwork and a strong work ethic. Each team member had a genuine interest in the success of the restaurant and in the quality of food and service of the day.  Furthermore, effective communication between the managers helped ensure quality of service.  The management team had open communication from the beginning to the end of the project.  Quality marketing was a key component in the running of the restaurant, as many people attended the event.  We used strong resources to advertise our event such as Facebook, the nutrition listserv, posters in high-volume areas, and word of mouth.  There were also a couple of struggles that were encountered.  The purchasing was inaccurate, likely due to a few math errors and focusing too much on the small details instead of the big picture.  The preparation duties on the day of the restaurant were also started a little late.  Time had crept up quickly on us which resulted in some last-minute scrambling.  However, everything was still finished and ready before 11:30.  In retrospect we should have aimed for food to be finished by 10:45 instead of 11:00 in order to be ready earlier.  Despite a couple of struggles, the restaurant was still a success and ran smoothly.
March 1st
Canadian Tuxedo @pj's   menu
Food Sales $727.63  62 Guests
One of the major preliminary issues which led to compromised organization is lack of cross-checking the purchase order sheet.  This resulted in under-ordering of potatoes and over-ordering red peppers, as well as being short tomatoes the morning of our event.  Front of House organization could have also been improved, including better server knowledge of signature menu items, and more hostess training.  The final reservation list failed to be updated, which resulted in needing to make last minute table rearrangements for guests.  In terms of kitchen organization, we did not realize until right before our event began that we were missing a student who was supposed to be a line cook.  Additionally, the kitchen manager could have focused on one order at a time as they came in so as not to overwhelm kitchen staff.  Back of House-Front of House communication could have been improved, as we needed to be more aware of what we actually had for each item and how many of them there were.  Because of this, we had to tell a few guests that there was no more of what they ordered.  Front of House could have been more on top of taking out orders promptly, and the Expo communication of table numbers was somewhat lacking.  Despite some oversights in organization, our event was quite successful and our staff pulled through very well.
March 2nd
Hockey Pub @pj's   menu
Food Sales $944.49  88 Guests 
We are very happy with how our restaurant ran, from all the preparation the day before all the way until we finished cleaning up on the day off. The biggest incident that affected the running of our restaurant was a lack of knowledge the morning of our restaurant in regards to how much food we had and exactly how much would go on each signature item. As it got closer to the opening, our Kitchen Manager (KM) was not aware of these things and therefore there was a lot of running around by some of the staff last second. The staff all pitched in to help and we figured out that issue in time. The other incident that affected how our restaurant ran, although in a positive way, was the fact that we had an overwhelming amount of help from the rest of the class both days. We had classmates in before 7:45am on Tuesday to help with receiving, and throughout the day there were people coming and going from class to help out, we were done by noon of that day. The day of was the same, we had help beginning at 8:00am and everyone began to arrive with more than enough time to prepare all the items to serve that day. Another positive thing that helped our restaurant was the quick thinking from everyone on the line during service. A lot of people’s jobs were changed a little last minute, because our KM decided it would help service run smoother, and everyone adjusted to these changes. Also, everyone helped each other out during service doing little things such as running food to and from the oven, throwing out the parchment paper from our signature dishes, helping the KM with soups when he was overwhelmed with orders and mainly by staying calm during high stress times. One small thing our group have done prior to the restaurant was do a little more research as to what drinks people would purchase more of, as during service we did not sell very many of our St. Clements Blues Cocktail which lowered our food sales by a little. Finally, one thing front of house that could have gone a little smoother was the turnover by the larger tables in the restaurant as there were a couple of small tables that had to wait close to 20 minutes to be seated. Although this was out of our control, there may have been something we could have done in terms of seating beforehand. Overall, despite some minor setbacks, we are very happy with the help we received, with how our food turned out and how our restaurant ran in general.
March 3rd
Ichigo Ichie (a fine dining event)    menu
Food Sales $1216,  Alcohol Sales  $90.75,  38 Guests 
The evening started off very well because of a critical management decision: to allow guests to be seated before 7pm. This was a good decision because everything was ready in the FOH and BOH so there was no need for guests to wait in the foyer. Moreover, it pushed the event timings earlier to allow for more flexibility for both FOH and BOH teams. The Tea Rice and Tuna Tataki dish was the first challenge for the evening. The KM did not consider that the rice would stick to the scoop after a few servings. This delayed the process of plating the dish. However, a solution was quickly developed which was to have a cup of hot water to help rinse the scoop between plates. The rest of the plates went out with minimal delays. It was encouraging to see that 11 out of 12 tables wanted to experience the kitchen tour. FOH did a great job in being thorough in their tours. Unfortunately, that caused a delay in serving the entrée because everyone was going in and out of the kitchen. The overall process of plating the duck was another challenge. First of all, the duck was getting cold faster than we thought. The corrective action was to place sliced duck breast on the hot line under the heat lamps as the staff sliced them. Secondly, the steaming of the beans were late thus, causing a delay in beginning to serve the duck entrée. Lastly, there could have been more thought put into the plating design to make it better aesthetically. At the end of the event, it was easily observable that organizing the BOH into two sub-teams was an effective arrangement. This allowed the teams to work simultaneously on different dishes resulting in a relatively continuous flow of service with the FOH. Moreover, the sub-teams had a clear understanding of the timing of their dishes so once they have prepared their stations, they were able to help out in the dish pit and the three pot sink.
March 4th
Mad Tea Party @pj's   menu
Food Sales $934.65  81 Guests
The number one critical incident responsible for the success of our restaurant was definitely the cooperation and help we received from the rest of our lab group. We were very fortunate to have a great team early morning on Thursday for receiving, a lot of help prepping Thursday afternoon, and every lab member came in before 10:30 am the morning of our restaurant. Our lab members came prepared, and ready to help. Without this support we could not have been nearly as successful as we were. Another critical incident contributing to our success was the fact that as the third lab, we as a class had already seen soft opening and two other restaurants run.  This meant that the members of our team, both back and front of house, had a lot of experience already which made everything run smoothly and efficiently. For us, this meant that we had seen 6 colleagues run their own restaurants and learned from their successes and any bumps in the road that they may have faced. Additionally, communication within the management team contributed greatly to our success on the day of our restaurant. Effective communication leading up to the day, and on the day of, allowed for each of us to know what needed to be done, when and who was responsible for doing it. All members of our team were ready and willing to put in the extra effort to ensure our big day was successful. We were well organized, preparing prep lists for the day ahead and day of the restaurant, reading over both lists multiple items to ensure nothing was forgotten. After conference two we had agreed to include lettuce on our signature entrée sandwich, we ordered the lettuce, prepared the lettuce for the sandwiches and then forgot about it during service. After many sandwiches had gone out we realized that they were going out without the lettuce. While it is the expeditor’s role to look over each plate before it goes out, both kitchen and front of house manager watched the sandwiches go out without lettuce as well. Before service, the line cook responsible for the sandwiches should have been made aware of the lettuce in the refrigerator at her station and told to put it on the sandwich. Another important critical incident was the fact that we were able to seat a large number of guests as a result of quick table turnovers front of house. This was possible thanks to a well organized and efficient front of house team, as well as the signature entrées our team had selected. The potpie was prepared before service and held in the hot hold to order, meanwhile our sandwich was very quick to assemble. This meant that tables were able to get their food efficiently and so finish their meals quickly, freeing up their tables for new guests. 
March 8th
Breakfast Club @pj's   menu
Food Sales $655.91  71 Guests 
The first, and most important critical instance in our restaurant operation was the overwhelming amount of effort and cooperation displayed by our class. Not only did we have extra help during our receiving on Monday morning, but over half the class members also showed up the day before and the day of our restaurant to help with preparation. There were, however, a few setbacks that may have negatively impacted the operation of our restaurant. First, was the cleanliness of the kitchen during prep. During the first hour of prep, the kitchen was not being kept in an organized state causing the dish pit to pile up. As a result, prep was forced to stop to tidy the kitchen, which most likely caused us to lose valuable prep time. Next, there was a general lack of communication between both the FOH manager and hostesses, as well as between the KM and FOH manager. The first guests who arrived were seated before the FOH manager was informed and before the restaurant technically opened for service. This then led to the KM’s confusion when the first chit rang in. Everyone in the building should have been aware when the first guests were being seated, for optimal performance. Confusion between the hostesses and FOH manger also meant that guests placed in the wrong seats had to be moved, which most likely caused dissatisfaction in our service. If we look at our revenue, we ended up with relatively low food sales. We believe this was due to our guests choosing one signature dish over the other because of the second dish’s lower price and smaller calorie count. Our Chicken Waffle Sliders were extremely high in calories and we believe this led our guests to choose healthier options in its place.
March 9th
Red Sauce Joint @pj's   menu
Food Sales $876.48   81 Guests
We can contribute the success of our restaurant day to the organization and helping hands we had early Wednesday morning. The majority of our class showed up before or at 8:00 am to help us prepare for service. Our biggest critical instance started with one of our team members not chilling the soup properly. This is a very big food safety concern, as soup needs to reach 4 degrees before it can even be put in the fridge. The soup was removed from the ice bath prematurely. We were notified immediately of our mistake, and it was moved back to the ice bath to chill properly. Following this mistake, it was found that someone from receiving had placed our raw fish on the top shelf, above ready to eat foods, which is another food safety infraction that was needed to be attended to immediate. Looking back on our preparation day we should have placed a higher importance on food safety protocol than any other going concern. Our team of both front of house and back of house were able to complete everything in time and up to PJ’s standards. On the line, it got a little overwhelming for our Kitchen Manager, and she was trying to get items out too quickly. Our KM should have taken her time with the chits on the line, and she was quickly informed of this. In result, she slowed down, and the line continued to operate smoothly. Our Expo should have been louder and better at delegating tasks to FOH staff. Reflecting on our PO meeting we should have had a better idea of what our recipes actually made. We had received extra ground beef for our meatballs, and when we initially made the recipe we followed our PO and recipe, when we should have used all the meat that was given to us 
March 10th
La Terra a la Messa (a fine dining event)    menu
Food Sales $1152,  Alcohol Sales  $251.20,  36 Guests
There was a mix up with our purchase order meeting which caused us to be a few days behind in planning and prep. Once this was fixed, we were able to get things moving and were able to overcome the set back and stress from this initial incident. Secondly, in the weeks leading up to our event, we were unable to get our goal of 60 reservations. In the week leading up to our event we were able to market our event to more people and increased our reservations to 54 guests. However, on the day of the event we had a number of cancellations as well as no shows to our event. We worked proactively to fix this by adjusting the seating arrangements and moving around our servers to still make a great event. Our fourth critical incident would be that the day of service, our palate cleanser was too sweet and we were unable to use it. To fix this we were able to use it as a component to our dessert, omitting a palate cleanser. In the end, this worked great with our timing as our main was ready to go after our soup and would have overcooked if we had needed extra time to send out a palate cleanser. Lastly, we anticipated a lot of prep and work to be done the day of service and had asked staff members to come in early to help. In reality, much of our prep had been done in advance and not as much was necessary right before service as we had expected. 
March 9th
Mamma Mia @pj's   menu
Food Sales $878.62   77 Guests
The main and most crucial critical incident responsible for the success of our restaurant was the time and effort our lab group devoted. We had numerous lab members come in for receiving, prep day and early the morning of our restaurant. Our lab members genuinely cared about the success of our restaurant and this was evident in the work and time they put in. Without their time, support and commitment, our success could not have been possible. In addition to this, our effective marketing techniques which included sending out save the date cards and creating a Facebook page were another critical incident that contributed to the success of our restaurant. We had sold out a week before our restaurant and this ensured that we had enough guests to cover our food cost.  Furthermore, the detailed schedule created for prep and restaurant day was another critical incident that contributed greatly to the success of our restaurant. Knowing which tasks where being done by which lab members and the time they were to be completed helped ensure that we would be ready for service for 11:30am. In fact, we were able to open 10 minutes early due to our proactive lab group and organization. Another important critical incident that negatively impacted the success of our restaurant was the miscommunication that occurred between the expeditor and the kitchen manager. Service started out slow because both the expeditor and kitchen manager were not on the same page. This could have been avoided if the kitchen manager and expeditor previously discussed each person’s role and expectations. One last crucial incident was our inability to alter the service of our chicken souvlaki platter. During service, we were getting backed up because our chicken souvlaki platters were not coming out fast enough. We, as a team, should have created a new game plan throughout service to try and get tables served more efficiently. 
March 15th
Little Italy @pj's   menu
Food Sales $593.81   57 Guests
Relied on information from the recipe too much: Kept looking through the binder, should have known our signature items by heart and did not need to look through the binder to see what needs to be done next. The kitchen manager should have been more familiar with the instruction of own signature items. The kitchen manager should have been more aware of what is happening at each station and needed to check up more frequent with other cooks.  Inappropriate timing: partly was due to a lack of awareness of recipe settings. In the beginning, the serving time was not well managed, the spaghetti was assembled before the chicken was put in oven. Sweet potato curry was little behind the schedule, which was not cooked and served until 11:15. The time that each recipe needs should have been better arranged. Meatball was put into the oven too early so it had to be taken out and left to cool. FOH should have been prepared and check for reservation at least one day before service.Passed the deadline: handed menu mix and PO sheet late. Group members should be more aware of course requirement and read the course pack carefully. In addition, it is necessary for members to finish the assignment as a group, rather than putting individual work together. Failed in making ice cream base: group members should have a better idea of temperature control to avoid overcook of egg yolk. Also, group members should have asked Simon about the instruction, since the recipe said “heat over simmering water”, which is incorrect. Cost of the new ice cream base had to be added to the PO sheet, which greatly increased the food cost. 
March 16th
Taste of Asia @pj's   menu
Food Sales $837.33   75 Guests
One of the most important incidents for success of the restaurant was the amount of help we had from our lab. Even though we had to postpone some of the ‘day before’ preps due to overwhelming amount of people in the kitchen on Tuesday, we managed to finish everything before service on Wednesday. Before service, one of the critical incidents was not having good enough awareness of our dishes. We should have been looking for ways to make our dishes easier to prepare. We originally wanted to marinate the salmon teriyaki, however this wasn’t necessary as we were going to use teriyaki glaze. We were also going to pour teriyaki sauce on top after the salmon was baked, but it was decided it would be much easier to bake the salmon when the fish was half cooked, and then return it to the oven to cook through completely. We also should have known that we could have baked the chicken instead of pan-frying it to save on time and effort. During the service, people arrived at a steady rate, which made service easier to run. The expo could have been more loud and clear as the servers were getting confused with the table numbers. We had little faith in our abilities before service, which made us harder to see the bigger picture. However, during service we proved to ourselves we are all capable of doing things right. Overall, the restaurant was a success with very great staff in the back-of-house and front-of-house.
March 17th
Vintage made Modern (a fine dining event)    menu
Food Sales $2064  Alcohol Sales  $591.95,  65 Guests 
We chose courses that required a great deal of prep before service, but once the event started it was mostly a matter of plating. Before our event our staff was able to help out in the kitchen and setting up the front of house ahead of time, this allowed our food to be prepped efficiently. Our main course was very simple to plate, for the amount of reservations it allowed service run smoothly because the effort was put in before the event and not during. The ice shot glasses were not filled and placed in the freezer the day before. This did not allow enough time on the day of the event to prepare 65 shot glasses for the sorbet. In the afternoon, we decided to use Chinese spoons for the sorbet instead, this worked out and the dish was presented well. We did not take into account how runny the cassoulet would be, we planned on using the large dinner plates but right before plating we had to switch to bowls. This wasn’t a significant problem and was dealt with immediately, the back of house staff helped to correct the problem, working together to switch out the plates. Due to how busy service was in the front of house, the management team could have accounted for this and added an addition person out front as most prep for the back of house was done earlier in the day. Our salad course was simple to prepare and only used two back of house staff. This allowed the rest of the back of house team to start the ravioli. The ravioli took the most time and starting it early allowed for a continuous flow of service. Overall our event ran smoothly, with only a few hiccups that were dealt with accordingly.
March 18th
Menu Printanier @pj's   menu
Food Sales $716.94   71 Guests
The success of our lunch was greatly contributed to by the willingness and helpfulness of our classmates who dedicated additional free time to receive, prep and cook the menu items for the day. This allowed us to be ahead of schedule on the day of and stay organized with all of the additional help using a signup sheet and complete prep list. This is why we would say our primary critical instance was the help of our classmates  However, there were a few events that may have negatively affected our success on the day of.  Our second critical instance was the purchase order form was had many issues, mostly stemming from a lack of communication between all group members during the making of the PO and unit conversion issues that were overlooked. Both meats for the daily specials needed to be adjusted by Simon and some more communication and attention to detail from our team as a whole would have greatly improved the entire process.  Front of House had some communication issues which led to misinterpretation of the table set up and caused additional stress and disorder. The flow of the restaurant went smoothly, but at the last minute changes in reservation interfered with preparation. Our fifth critical incident would be the overall stress levels of our group on the day of our event. Issues in the back of house sometimes caused much more stress to the manager than was necessary or helpful and a more easy-going manner may have helped. Overall, the food turned out quite nice; simple and decorative and could have turned out better by revising some of the kinks.
March 22nd
Right Side of The Bed @pj's   menu
Food Sales $587.36   62 Guests 
The flow of food through the kitchen should have been planned before the opening of the restaurant. Fried eggs and sausages could have been prepped ahead of time since we knew we had the majority of reservations at 11:30AM. Throughout service we realized that the Elvis in a Jar dessert was not selling. We assume this is because it is so similar to the pancake entrée. At first we thought the French toast aspect would fit in perfectly with the breakfast theme. In hindsight we should have offered a lighter dessert like an apple crumble. That being said, customers had nothing but good things to say about our entrees. Many patrons felt the need to take a picture of their food before diving in. We sold out of both our signature entrees. The obstacles we faced during the day of our restaurant could have been prevented by the management team. The reason our restaurant succeeded was our exceptional staff with the few that really stepped up and stood out. We are very thankful for those who showed flexibility and hard work to make the day work out great. 
March 23rd
California Spring @pj's   menu
Food Sales $735.86   69 Guests 
The most important aspect that contributed to the success of our restaurant day was the overwhelming amount of help from all members in our lab. Many people helped with prep Tuesday and all members were in the kitchen by 9 AM Wednesday ready and willing to help. We also felt that as managers we were each very confident in our respective roles and we trusted each other to be able to handle all our responsibilities during, and prior, to our restaurant. One critical incidence that created some difficulties was our seating arrangements. We had 48 reservations on Tuesday and had a last minute push of over 20 reservations the night before. As a result, we were unable to plan out the seating chart ahead of time and that created some stress the morning of, before service however, our hosts were very helpful in aiding the FOH manager with that task. Another observation was how quick our signature items were to prepare during service. Both the sandwich and spring rolls required minimum work on the line when an order came in and as a result, the BOH manager and line cooks did not experience any delay or backlog of orders because we could send them out quite quickly. Lastly, we noticed from the point of sales reports that we had low sales figures for our menu add ons (signature drinks, soup and dessert). Reflecting on this we should have advertised these items more and had the servers promote and upsell them to their tables.
March 24th
Maritimes (a fine dining event)    menu
Food Sales $1620  Alcohol Sales  $214.65,  51 Guests             
The evening couldn't have run as smoothly as it did without the help of all our dedicated classmates. That being said we did encounter some issues during the night, most of which could have been avoided with some better planning. We had a chef's table this particular evening which was the first one done by our class, therefore we had some planning mistakes behind the logistics of having said table. A server was not specifically assigned to the chef's table and because it wasn't in the dining room the table was missed when water was being refilled to the other diners. The vegetarian option for the soup was not completely thought out. Originally we wanted to keep the experience with the soup being poured in front of the guest, unfortunately we did not test this prior to and the soup did not pour from the teapot when it reached the guest. This forced the server to return to the kitchen and the guests was left without a soup. Our mussel course also had a slight hiccup as we did not allot enough time for them to cook. When the mussels were served the first couple tables were okay and then when the staff reached the bottom half of the pots they noticed the mussels weren't cooked near the bottom. This could have been avoided had we allowed enough time for them to cook so that the staff didn't feel pressured to put up plates before the whole batch was cooked. One uncontrollable factor that affected our event was the weather. The weather was particularly bad with freezing rain throughout the day. We took as many precautions as possible to confirm that guests would still honor their reservations or to let us know if they were cancelling. Despite this we still had a couple of no shows and a significant number of guests delayed by the weather. This contributed to the event running a little later than we would have hoped because we had to start later and we continued to have guests trickling in when our first wave had already finished their amuse-bouche. 
March 29th
Spring Awakening @pj's   menu
Food Sales $641.46   58 Guests
Our team failed to schedule a meeting to obtain the menu mix which caused our conference #3 (purchasing) to be delayed. Our team failed to ensure that every item was received in the quantity marked on the purchase order sheet. Therefore, our disorganization resulted in a shortage of ingredients on the morning of service. Our team should have been more familiar with the flow of food. Our team had to be reminded the locations of various kitchen tools and equipment. Also, how to operate the equipment. We believe that our preparation could have ran more efficiently if we had been better accustomed to the flow of food.The communication between front and back of house could have been improved. For example, front of house could have provided frequent updates to back of house regarding customer feedback.
March 30th
Taste of the Tropics @pj's   menu
Food Sales $736.88   78 Guests 
This semester, we hit the ground running with our marketing efforts using tools such as Facebook and Snapchat to promote our event and signature dishes. As we moved closer to our date, our KM prepared a detailed and organized binder with to-do lists and schedules for our receiving, food preparation, restaurant day and the weeks leading up to it, which ensured a smooth running restaurant. The restaurant, however, would not have run as smoothly as it did without the energy, positivity and support from our lab group. From the morning of receiving, through to the final dish being washed after staff meal, we could not have pulled through without our wonderful staff! In terms of our food, the simplicity of our signature items allowed us to have a very quick line time. Our jerk chicken, patties, and rice were all cooked ahead of service and held in both the roast n’ hold and steam table during service, which allowed plating to be simple and quick. Something that we could improve on for next time is triple checking our purchase order sheet. We overlooked the ordering of 6 L of vegetable stock for our Thai Bean and Coconut soup. Thanks to the support of our classmates on our receiving day, we were able to get the contents of the soup spread out on pans, brought down to a safe temperature, and stored for our restaurant day, when it was prepared in a seamless manner!
March 31st
One Thousand and One Nights (a fine dining event)    menu
Food Sales $1760  Alcohol Sales  $226.85,  55 Guests 
Overall we are quite satisfied with our event. We managed to get a good number of reservations. Many of our classmates came in early to help on the prep day and the day of the restaurant. At the beginning of the event, the expo was able to keep track of which guests had arrived and gotten their drinks by communicating with the front of house team, which helped us get the amuse out early. We were also able to finish the event at a good time. However, there were a few incidences during the event which could have been avoided. Later on in the evening, one table did not receive their sorbet. Kitchen tours were going on at the same time as the sorbet course, which may have caused some confusion. More thought should have been put into certain dishes, such as the soup and the dessert. This lack of preparation also slowed down each course, which caused us to call in more staff to increase our pace. Also, we could have done better with deciding which tables got to eat first. We would usually send out small tables first, but they would finish eating quickly and end up having to wait longer for the next course, which may have hindered their enjoyment of the evening.
April 1st
Fololin' You @pj's   menu
Food Sales $821.16,   82 Guests 
The biggest contribution to the success of our restaurant was the participation and positive attitude demonstrated by each one of our lab members. Almost everyone in our lab helped with our preparations on Thursday and everyone was present by 9 AM on Friday to help get us ready in time for opening. One main incident we faced during the running of our restaurant was the discovery that we did not have as much tomato soup as we had originally thought. On our prep day it was decided we would make a batch and a half of the soup, however a miscommunication occurred and this did not happen. This mistake was not caught until the day of our restaurant around 11am just before service, which negatively impacted our sales as we did not have enough time to make up another batch. This could have been prevented by being more vigilant on our prep day and catching the mistake earlier than we did. There was also a point when we had an order for three soups but only had enough for two. The table ended up still wanting just two soups, but better communication between the KM and the FOH manager regarding the amount of soup left could have prevented this from happening. Another issue we ran into on the day of service was time management. Since everyone had shown up by 9 AM to help out, we were feeling pretty relaxed. Next thing we knew it was 11 AM and if we hadn’t picked up the pace, we wouldn’t have had everything ready in time for opening. This caused a rush in the kitchen, but everyone pulled through and got all the items on the line in time. At the front of house, we experienced some tight table flips in order to cater to all the reservations we had. A lot of large groups booked tables which left us with a limited number of tables for smaller groups. We had one reservation in particular that we were expecting to seat at 12:15 PM at a table with the previous reservation coming at 11:30 AM. However, by 12:05 PM the original party was still eating so by using good communication skills and quick thinking, we set up an additional table for the 12:15 PM reservation before they arrived. Lastly, we had an amazing turnout of guests come to support us that day which was the backbone of our success. This was due to our early planning and advertising over social media. In January, when we were first told what day our restaurant would be on, we created a Facebook event to start getting the word out. Every few weeks we would send out reminders through statuses to our group members. Our final push for numbers was in March when we sent out both a reminder each week and private messages to friends. Our aggressive advertising allowed us to reach the number of guests we did and we are so thankful to everyone that came out to support us that day!
April 5th
Picnic in Paris @pj's   menu
Food Sales $673.11   67 Guests 
From start to finish, the success of Picnic in Paris can be attributed to the overwhelming hard work of our classmates and the ability of our group to work together as a team. On service day, we felt that there were three positive critical incidences that contributed our success: ease of our signature menu items, communication, and our classmates. Our team had developed and made adjustments to our signature menu items with the kitchen workspace and ease of execution in mind. This was effective in ensuring a quick line time. As a group, we had agreed that in order to provide the utmost clear communication to our classmates, that the FOH and BOH house managers would be responsible for managing their respective staff. Our management strategy ensured that our classmates did not receive conflicting information and we had no unnecessary stress. Although we were the last restaurant of our lab group, there was no shortage of enthusiasm and hard work. Things that we thought were our negative critical incidences were: lack of awareness of recipes and the low food sales. At one point, we had run out of vegetable stock because it was not considered that the quantity that we had on hand was necessary for multiple recipes. Too much stock was used in the Vegetarian Curry, which resulted in a runny product, and then no stock was available for the Cauliflower Pesto Linguini. This was quickly fixed, but we could have avoided this with a greater awareness of what ingredients were required for each of the recipes. Our overall food sales were low, especially our signature dessert and drink, which negatively impacted our food cost and profit margin. We could have trained our servers with upselling tactics to increase our sales of these items. Overall, we felt that our day went better than we could have anticipated. The few bumps in the road were quickly resolved thanks to the adaptability and support of our classmates and we had a lot of fun throughout the entire process!
April 6th
Juke Box Diner @pj's   menu
Food Sales $839.70   85 Guests 
The success of our restaurant would not have been possible without the help of our awesome lab. The best way to describe the dynamic is teamwork, our lab worked very well together and everyone was always willing to help. On the day of our receiving we were not short of hands and as a result it went extremely smooth. It turned out going last was actually a blessing. We were able to learn a lot from other previous groups and learned from their good and bad calls. For instance, we learned early on that you do not need 15 people to come to receiving as it gets crowded, and hard for everyone to move around. Receiving is actually a lot more efficient with fewer people. One week a group had their labels already pre-made for receiving, which made everything run smoothly and was time efficient. We decided that was a great idea that really worked well for them, so we incorporated their idea on our receiving day.At the beginning of the year we were contemplating preparing chicken fingers with fries, along with a clubhouse sandwich and onion rings as our two signature dishes. We were made aware that we were capable of much more then just chicken fingers, and that a clubhouse sandwich would be difficult to prepare on the line as it is a timely dish to prepare. With that being said, we decided on a Rueben sandwich with fries, and a Turkey Meatloaf with sweet potato mash and onion rings topped with a gravy mustard. These dishes presented extremely well and were vey simple to plate on the line. When other groups did sandwiches we were able to learn from them when the proper time would be to start grilling. 
April 8th
Arabian Night @pj's   menu
Food Sales $843.16   76 Guests 
As a group, we really appreciate all the effort that our team members provided on restaurant day, prep day, and receiving. Our classmates took time out of their own schedule to help us succeed. We were lucky to have such a dedicated group on our team. On our restaurant day, we sold 48 of our specialty drink which was a mint lemonade. This provided $105.75 in add on sales. This could be because the servers were told to upsell drink and dessert. The specialty drink was also promoted on our table tents. We were the last group to run PJ’s restaurant, therefore we did learn a lot from previous groups. Our staff was already knowledgeable on standard menu items and the overall running of PJ’s. Our group was well organized and prepared. We had a clear approach of how we wanted to run our restaurant and we did so successfully. This allowed us to run the restaurant smoothly with little to no issues. We had weekly meetings ensuring we were staying on top of tasks and planning ahead.