Student Feedback ~ Winter 2017

"My mom, she’s a pretty awesome cook. She can make you whatever you like"
"Eggos?" ~ Mike and 11 from Stranger Things 
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 
February 7th
Le Petite Dejeuner @ pj's    menu
Food Sales $204,  20 Guests
Much thanks to our lab group who for the most part all came to lab on time and well prepared for the day. We had help for some students the day before the lab which made Tuesday significantly less stressful as a lot of the food was prepped ahead of time, and we had a better idea for a timeline for prepping things Tuesday morning. Monday preparations went smoothly, Tuesday morning we fried the Scotch egg too early meaning that it was only partially cooked way before the time of service (fried it at around 9, learned that this task should not be completed until around 10:45.) Another incident that occur Tuesday morning was with the quiche shells, which were thawed and baked at an appropriate time but the filling was put in them to early risking that they would be soggy for service.  Regarding dinning room preparation our servers were very proactive about getting the room ready for service (table clothes, on flowers fixed and cutlery rolled up.) Our restaurant did have a very low number of reservations, for marketing we made a Facebook page and shared it with all of our friends. Looking back we could have put posters up around campus and sent out emails for promotion purposes which would have helped to bring more customers in. Some of our reservations were cancelled last minute, which could have been explained by the inclement weather on Tuesday, our servers and kitchen staff handled this well with finding other tasks to complete during the service hours such as polishing the cutlery. 
February 8th
Ski Chalet @ pj's    menu
Food Sales $682.79,  60 Guests
Despite having a simple set of menu items, our restaurant operation would not have been as successful without the assistance of our classmates on the day of receiving and the morning of our restaurant. Many of them came in early to help and prep in advance which made service operate with ease and control. During the receiving, some of the ingredients were not properly weighed by some of the volunteers which caused some confusion while doing the prep for our items and requiring more items to correct this issue. We prepared most of our menu items including the Grilled Chicken & Brie Sandwich and Smoked Salmon Quiche before service with the help of the individuals who came early. The simplicity of the menu also helped with service on the day of the restaurant because everything had been prepared in advance which made the assembly process of the line cooks easier and faster. Surprisingly, our Grilled Chicken & Brie Sandwich was extremely popular, leading it to be the first menu item to be sold out. As orders started to pile up for sandwiches the KM had to ask the line cook to continuously place sandwiches on the grill to speed up the service as they took the longest to grill and plate. Luckily before service the sandwiches were assembled so they simply had to be grilled and plated. The continuous communication between the line cooks and the KM made the orders run very smoothly without any added pressure on anyone. This made the atmosphere of the kitchen and everyone in the kitchen busy, but pleasant. In the front of the house, everything was in control with the excellent communication skills between the servers and the FOH. The servers did very few problems when handling the POS system after their training with the FOH manager before the opening which helped them to handle their tables, especially at 11:30am when the guests all seemed to arrive at the same time. However, a problem between the servers and the Expo would have been avoided if the servers waited in sight of the Expo and were ready for ‘hands’.


February 9th
World Cuisine @ pj's    menu
Food Sales $320.10,  35 Guests
One of the most crucial factors to the success of a restaurant is the amount of preparation, organization and communication. Our restaurant was mostly prepared and organized, with our best at communication. A lot of work went into making sure things ran smoothly, the amount of time and preparation need can be overlooked sometimes. The helpfulness of our classmates was one of the major contributions to making our restaurant a success. We had prepped many of our dishes the day before as well as the day of. We didn’t underestimate that we should prep as much as we could the day before; resulting in us having less things to thinking about the next day. As other students came in early they were eager to help and be proactive. Having an ordered list of things that needed to be done at specific times was extremely helpful. Having a more specific detailed job pack could have benefited us much more so that the staff knew exactly what to do and didn’t need a manager to give them tasks as they went along. Being the first group to go in the semester has its obvious disadvantages of less time and staff not familiar with positions but what impacted us most was the time. If we were to run the restaurant again, we would not underestimate the power of early marketing. As well as marketing through Pj's website and twitter and facebook page.
February 10th
Winter Carnival @ pj's    menu
Food Sales $659.90,  65 Guests
Our restaurant operation had an unsteady start since we were not prepared during our pre-event. We did not accomplish some things we needed to during our prep, which slowed down our progress. Our lack of preparation during receiving and preparation on Thursday (day before) hindered our performance and caused extra work to be done on the morning of the restaurant. We did not estimate timings of items, such as when an item should be prepared and how long it will take, which resulted in us staying extra late on the Thursday. During receiving, all of our team members were not 100% focused and we did not communicate to make the process go by efficiently. However, we learned from our mistakes and worked extra hard on the morning of our event. In our opinion, our event was a success because of the positive support we had from our classmates. On the day of the event, everyone came together as a team and worked together to make sure all the orders were completed efficiently and in a timely manner. Everyone was very attentive and listened to instructions carefully. The management team really appreciated that most of the staff was not afraid to ask questions when certain issues needed to be clarified. They worked hard during the morning of the event to make sure that everything was ready, served our guests with a positive attitude, and helped ensure that our restaurant was successful. They offered positive reinforcement to those who needed it, an extra set of hands when applicable, and supported the management as well as their classmates. Another factor that helped us run our restaurant smoothly was the strong communication between the managers and the staff in the front of the house and the kitchen. We made sure to be open with our communication to avoid any mistakes and confusion when orders were coming in and out of the kitchen. During service especially, our management team communicated effectively to ensure that the front of house was aware of any kitchen news, such as the Chicken Fingers and Scotch Egg being sold out. In return, the kitchen was aware of front of house news, such as no show reservations, beginning service, and last guest meals.
February 14th
Cupids Corner @ pj's    menu
Food Sales $733.53,  73 Guests
The help from our classmates on the two prep days was necessary for our restaurant's success. Everyone worked well together and had great energy. The numerous jobs that needed to be completed prior to service would not have been done if it wasn’t for our hard-working and helpful classmates. Additionally, during service each member contributed to their full ability and played a crucial role in the running of the day. We definitely communicated well throughout all of the preparations and on the restaurant day itself. The fact that there was good morale and constant communication between us helped things run smoothly. Our team made an organized list of the duties that needed to be completed on the Monday prep day and on Tuesday morning. Even when some changes were made to our recipes and overall strategy, we were able to adjust and effectively fit these changes into our timeline. This planning helped us to effectively delegate duties to our classmates and stay on top of our workload. A schedule posted Tuesday morning and detailed job packs were given to each member. These organizational tools and clear instructions enabled our staff to be self-sufficient and well prepared for the day’s duties. The Front of House meeting got off to a late start and thus training time was reduced. More time should have been given to practice using the POS system and the Front of House Manager should have more thoroughly assessed the wait staff’s understanding of the POS system. This would have helped service be less chaotic and confusing for our staff. Lastly when making meatballs, we had some unnecessary leftover ground beef as we should have simply just used all the food given. 
February 15th
Friends@ pj's    menu
Food Sales $672.75,  59 Guests
Our restaurant was a success, and it would not have been possible without the help and support of our amazing lab group. We had four volunteers come to receiving, which went quickly and efficiently. We could have communicated a little more fluidly in the beginning because at some points the KM did not know if an item had been retrieved. Dry good receiving was also decent, and became even better when everyone understood exactly how the items were stacked and distributed. If we were to do it again, we would ensure that one person weighed absolutely everything before we said we were done as well as create labels for the spices before hand and organize them according to the purchase order. Another small problem was during produce prep. Our AP amounts were correct but we think the trimmed product did not end up being as much as we anticipated. We should have weighed the final product on receiving day and noted the shortfall. Though we would still have been short, we could have re-calculated the amount of broccoli and sundried tomatoes per serving of pasta and changed the recipe. On prep day, we asked our helpers to use restraint when seasoning the soup, tomato sauce and curry. We were very happy that they followed these instructions because on restaurant day, we were able to add a little more seasoning and the final products tasted great. If they added the full amount during prep, we might have had to try and fix over seasoned products. We started making Bailey’s ice cream on Monday, but on Tuesday, the PacoJet machine was not working and we were told to use a pre-made vanilla ice cream. We did not want to disappoint our patrons who were looking forward to this special treat, and had an idea to make a Bailey’s based sauce. We served an item that closely matched our intended product so our guests were happy. We also managed to avoid having to reprint the menus and table talkers that advertised the Bailey’s ice cream. There was an error in calculating the amount of cookie dough needed. We over-ordered and we ended up having a lot of extras. As we began portioning the cookies, we realized we had made far too much batter. We had increased the batch by 1.5, because doing a single batch would have been a couple servings under the menu mix. If we were to do this again, we would have asked during prep day, if, based on the amount of reservations, we should just do one batch and perhaps benefit from some buy back. Overproducing cookies negatively affected our food costs, but at least we were not short (and Verda’s cookie jar will not need refilling for a long time). The front of house ran well. We implemented a sticker system for the backpacks in order to keep them organized as we addressed this as a critical incident from the week before. Servers were knowledgeable about our specials and the regular menu, and thanks to frequent and fluid communication between front and back of house, the servers knew the countdown for all items. No one rang in any items that were sold out but an area of improvement is attentiveness to the expo’s call for “Hands”.
February 16th
Hangover Brunch @ pj's    menu
Food Sales $384.30,  37 Guests
A big thank you to everyone that helped in the overall success of the restaurant. Through-out the restaurant day as well as the days following up to the restaurant there are definitely factors that played a large role to the flow of service. Despite the multiple marketing efforts made, the turn-out was less than what was forecasted, and this reflected greatly on the food sales. To begin, a large error was made during conference one as the group mistaken Pj’s fries for home fries. This set us back on time during the morning of the restaurant as we had to prepare the home fries in time for service.  Some critical mistakes were made on the preparation day which affected service such as not immersing the chicken in buttermilk the day before to allow it to gain tenderness, baking only one batch of apple crumble as opposed to two, finishing only half of the Asian coleslaw as well as not allowing for sufficient amount of time to prepare the ice-cream. In addition, on the day of service a critical mistake was made when not preparing the pizza dough first thing in the morning as this set us back in time. Another mistake was made when preparing the waffle batch as the yield was lower than anticipated. Overall something in which would have benefited our team is a larger general understanding of the kitchen functions, as well as managing our time more efficiently on the preparation day and the morning of service. However, despite all these complications our team had successful communication through-out service, worked diligently and we had a great day. 
February 17th
Sherlock Holmes @ pj's    menu
Food Sales $748.35,  77 Guests
We had some students came the day before lab to help preparing the food, it made restaurant day less stressful for us. On the day of restaurant, we had made a schedule to follow in order to be ready for service at 11:30am. It was beneficial because everyone knew what they need to do instead of asking KM. Having simply menu items did make assembly process easy and fast, we did not received complaint regarding waiting too long for the food. On Friday morning, we made Spinach Salad too early (around 9:00), salad stayed over 2 hours before serving, so we had to re-prepare the salad right before we open the restaurant, it was stressful. We learned that the salad should be prepared as close as restaurant start to keep it fresh. Another incident is our signature items need to be baked last minutes to keep it fresh, but we underestimated the time we need to cook, so we did not get everything ready by 11:30am. When we baked the shepherd’s pies, we put one of tray to pizza oven which is too hot for baking pie. By accident, we drooped 14 bangers on the floor which 7 dishes lose, we could prevent it happen by being more cautions when doing things.
February 28th
Game of Thrones @ pj's    menu
Food Sales $728.55,  69 Guests
There were a handful of people who graciously volunteered almost 6 hours of their time on our food preparation day. Without the extra help of our class mates, the required food preparation may have not been completed on our prep day. Another aspect of our planning and preparation that helped contribute to our success was a decision we made during our food preparation day. Between our two signature dishes, we used over 20 pounds of potatoes. During our food preparation day, we had decided to stay a little later to peel and cut up all of the potatoes. This task ended up taking over an hour. If we had decided to leave this task to the morning of service, we may not have had enough time to adequately prepare the rest of our food. In regards to our food preparation on the morning of service, we made the mistake of over seasoning the potatoes for our Shepherds Pie. After the potatoes were cooked, we added a pre-measured amount of salt and pepper into the mixture. By doing this we added too much black pepper to the potato mixture, making it over seasoned. In the future, we would first combine all ingredients except the salt and pepper, and then would season it according to taste and not by measurement. During our lunch service, we experienced some communication difficulty between the kitchen and the front of house. One of our signature items, the Roasted Half Chicken, sold out completely within the first hour of service. Although this is a good thing, communicating the remaining numbers was difficult. We had prepared 20 portions of chicken, and the KM told the FoH manager when there were 5 servings left. Unfortunately, by the time the message was communicated to the FoH, another order was inputted to the POS system. This therefore caused a discrepancy between the numbers in the POS system and in the kitchen. Lastly, we noticed that some of our wait staff were experiencing difficulty while using the POS system. This slowed down the pace at which tasks were completed. A more thorough understanding of the POS system and FoH responsibilities could have resulted from a more thorough job pack for our wait staff. Although we sent out job packs on time to our staff, perhaps a more comprehensive wait staff job pack would allow our staff to work more effectively with less difficulty.
March 1st
Cucina della Mamma @ pj's    menu
Food Sales $614.47,  62 Guests 
To begin, we had quite a few members of our lab help with the receiving and the day before prep.  Without this additional help, our restaurant could not have done as well as it did. For receiving, we were thankful that the people helping out had done receiving before so things ran smoothly, a little slower than usually because the KM was unfamiliar with some of the PO items, but in terms of storing food and weighing out the proper amount, it was done correctly. One of the major reasons our restaurant ran smoothly because people in the kitchen communicated well with each other, and the same went for the FOH team. However, communication between the two departments were lacking during service, in terms of hearing for the expo’s call for “hands”. This was in part the expo, which needed to have a louder, sterner voice so that the servers could hear him clearly. Since our lab has many international students who spoke English as a second language, sometimes it was difficult to explain how to do a certain task, but thankfully members of the management team were able to translate.  Many of the lab members were given positions similar to or the same as the previous weeks, because it made it easier in terms of training since people were already familiar with what to do, especially for the FOH members. At the same time, some of our line cooks that day were very unfamiliar with how to do their dishes which slowed down our ability to prepare for service as extra time was taken to explain and show to these members how tasks should be finished. This caused a domino effect and tasks started to pile up with less time available to complete them. The KM started to get anxious and stressed out because of all the things that needed to be finished before 11:30am approached, but the more experience members of the kitchen were able to help out the KM to get everything ready. Another major issue was unprofessionalism, in terms of some team members not showing up on time so some people missed out on training meetings or had to get a much quicker meeting because not much time was left to explain in great detail how to use a certain machine. Nevertheless, each staff member who arrived took their jobs very seriously and paid great attention to details in executing their dishes, so that every dish came out perfect. Based on asking guests while they were dining, our Smoked Salmon Linguine was quite the popular hit, with no complaints about any of the food. The FOH manager did see that during our first seating, dishes were coming out a little slower than usually. It was because all the tables were sat all at once, and the kitchen could not keep up with the volume of orders coming in all at once. Once things started to settle down and second seating began, dishes were coming out in a timely manner. Dessert was our least popular specialty menu item, probably because our main entrees were very filling
March 2nd
Simply Delicious @ pj's    menu
Food Sales $499.75,  40 Guests 
We created lists and organized recipes down to specific times when they should be prepared, cooked or ready to go for service. Checklists were created to insure the correct food was produced the day before and the morning of our restaurant. Because of the time put into this preparation, most food was made on time and ready to go. This preparation allowed for management to know what needed to be done and what we could assign cooks when they arrived. Another major area of strength for our day was recognized to be the staff themselves. They were rock stars! Everyone knew coming into Simply Delicious what needed to be done, what their role was, whom they were working with and how to succeed at their job. By specifically placing most staff in areas of their greatest strengths with strong leadership communication at the back of house and service like-minded individuals at the front of house On the other hand, three areas where we could have improved upon were, advertisement, team communication, and the Thai Green Curry mishap. Leading into, our lack of partnership communication in the days leading up to our restaurant was a very critical instance that should have been improved upon from the start. If a set time and location for meetings with both members was set once a week, a stronger management leadership could have been shown Finally, the last specific critical insurance that could have been improved on was the failure to produce our Thai Green Curry for service. At the prepare day, we lost some vegetable stock, as a result, the Thai Green Curry became very thicker when we simmer it. Lack of communication with staffs and focus on his job at hand instead of the kitchen surrounding. In the future, the KM should keep communicate with staffs, ask them what they did and check their jobs frequently. Moreover, the KM also should notice surrounding of the kitchen, such as the oven temperature, time and other equipment works normally.  These can improve the efficiency of kitchen and make sure that kitchen can offer high quality food to guests.
March 3rd
French Friday @ pj's    menu
Food Sales $804.30,  80 Guests 
We cannot stretch enough how thankful and lucky we were to have such an amazing and dedicated lab group, everyone was so helpful and professional. A lot of people came out to help on the day before, everything went very smoothly from receiving to food preparation, hence we were able to finish all major preparation by early noon. A well organize prep-schedule and flexible communication strategy were another aspect that contributed to the successful of our restaurant day. The schedule not only helped the KM but also her staffs to have a clearer vision on what and when things should be done. A few changes were made at last minute within the schedule but it did not affect the flow of our preparation. A well flowed communication line between KM and FOHM were maintain effectively throughout the whole operation. The menu items that we selected contributed a lot to a smooth service. Both of our feature items were very labor intensive. However, during service, they were both very quick and easy to assembly. On another notes, there were few things that we learned after the event. Our KM needs to learn how to trust her staffs more and focused on giving out management decisions. At the end of the day, we were realized how much ingredients we had wasted. Due to inefficient usage of ingredients, we did not get lot of buy back from the instructor. This is a critical lesson because this affected our food costs and food wastes. Overall, we had a great time running our French Friday event. A lot of lessons were learned from communication skills, team work, trust to learning how to be flexible with all decisions.
March 7th
SpeakEasy @ pj's    menu
Food Sales $879.48,  91 Guests
What a day! Firstly, shout out to all our awesome class mates who came to help us prepare outside of class hours, and their hard work during service. We had a slight hiccup during our receiving due to not converting the items we ordered in pounds to grams; when we received items in pounds, but then had to weigh the received items to ensure their accuracy on scales which only showed grams, it was problematic. There are some unique challenges that come with running a busy restaurant from a FOH perspective, which we took head on. Firstly, many guests from the early seating were taking their time and having some good conversation. With the high volume of guests, we had to flip many tables, and had some reservations waiting to be seated since the first seating was still at their table. With some quick thinking, we were able to juggle the reservations to seat the groups which had arrived as quick as possible. Additionally, guests were mistakenly seated at the wrong table several times which lead to more juggling to accommodate the reservation who was supposed to have the table. Another issue was that everyone seemed to want to pay at the same time from the first seating. This lead to a rush of guests up to the POS station to pay. It was a challenge for the servers to take care of the tables which were still eating, and accommodate the guests which were trying to pay. In terms of BOH, there were also some challenges we dealt with and resolved with a positive attitude. The main challenge was not familiarizing ourselves with the recipes. There were many instances in which we did not account for how much a particular ingredient yields. Similarly, we should have better known what dish each ingredient is for. We used all the tomato for the guacamole and tomato avocado and forgot that we needed it as a topping for the tempeh burger. Another challenge that occurred on the day of the event was cooking the Alfredo sauce for the pasta. We were given feedback about the sauce from assignment one on how to properly make the sauce but we didn’t take that into account, leading to a runny sauce. We had to make a whole new batch of Alfredo sauce. We were disappointed to see the low sales of our Apple Blueberry Crumble desert – which contributed in large part to our food sales being less than what they could have been with 91 guests. The low sales of the desert could be explained by a couple of reasons: not including the desert on the menu insert, not including a picture of the desert on the table tent, the entrees being heavy, or the servers being too busy to mention the desert to the guests.
March 8th
Kindergarten Days @ pj's    menu
Food Sales $788.59,  80 Guests
The success of our restaurant was owed to the amazing help we have from our Wednesday lab. Everyone came on time in uniform, where many came extra early to help us out with morning with prep. People were pro-active in helping others when they weren’t familiar with the recipes, while we were busy organizing and delegating the operation. Kindergarten Day would not have happened without any one of our classmates missing. Our group forgot an entire tray of chicken fingers in the back fridge, where it was luckily found mid-way through our restaurant. This happened due to the lack of team cohesion, where we divided up responsibilities amongst our managers, and did not follow up/check up on each other’s tasks, working as pure individuals. As the chicken fingers were one of our two special dishes, two of us should have checked with the third to make sure they were all cooked & prepared. During receiving, we were so caught up in the rush of checking things off the P.O, labeling, and retrieving items from the fridge, that we did not practice food safety in where we placed our items in the fridge. While it seemed like common sense watching those videos to practice it in the kitchen, we experienced how easily it can slip when you’re caught up in the business of operations, As the semester got busier, our managers stopped having group meetings when working on assignments, rather, we’d split up our parts and send to it each other when it was completed. We did this for the P.O form, which led to multiple inaccuracies in number of items needed to order. This lead straight to our restaurant operation day, where during buyback, there were large amount of items which we had no explanation as to why we ordered in the first place.
March 9th
Garden to Table @ pj's    menu
Food Sales $778.78,  74 Guests
The critical instance that had the largest impact on our event was the communication between our group members. The workload and the understanding of each menu item in depth was varied among group members, which was apparent on the day of our restaurant. We also did not create our PO sheet properly for the PO meeting, which set us back as we had to reschedule the meeting for a week later. Our rescheduled meeting also had multiple errors, which greatly impacted both our prep day and our overall mark. Our restaurant would not have turned out so well if it wasn’t for the participation from our classmates. We were afraid we would be at a disadvantage being in a smaller seminar, but it has worked out very well for us in every restaurant, as the entire class works well together as a team. Between coming in to help on prep day, being in the kitchen at 8am on the day of our restaurant, and ensuring everything was running smoothly in the kitchen, we could not have asked for a better team to have worked with. Another component that helped ensure a smooth running of our restaurant was the prep schedule and checklist for the day leading up to and the day of the restaurant, created by the FM. It outlined each menu item, the time it would take to prepare, and which day it would be made on. By using this, our time was used efficiently in the kitchen and the lack of communication between our group members was minimized. The last instance that greatly impacted our event was that we did not make as many of the menu items during the prep day as we could have. By maximizing our time in the kitchen on Wednesday, we would have had less work on Thursday. For example, the chicken salad for the sandwich could have been prepared on Wednesday so that the flavours would be more combined and it would taste much better for service on Thursday.
March 10th
Breakfast Club @ pj's    menu
Food Sales $837.93,  87 Guests 
The kitchen only needs one voice and servers should not be communicating with line cooks. For example, a server asked a line cook to make one special, but the expo manager didn’t know and asked kitchen manager for one special. This meant that the cook made two specials but only needed one. We learned that servers cannot communicate with the cooks in the kitchen because this causes confusion with orders that have already been rung through. We faced problems when servers would enter a table’s order separately creating confusing for the kitchen and caused orders to go out at separate times. This wasted a lot of time getting food to tables because the kitchen manager would call the orders at different times meaning that customers at some tables wouldn’t all get food at the same time. Separating the signature dishes for our restaurant resulted in a less cramped line where line cooks had more space in order to prepare their meals. Although this resulted in communication with more aspects of the kitchen, this meant that communication needed to be organized in order for the restaurant to be successful. By having experienced people on both our signature dishes, this allowed the managers to give them more autonomy with the final product as the managers trusted the line cooks with their quality of work.We looked at this point from two different angles. On one hand, doing as many covers as we did definitely accounted for some hiccups throughout service which is to be expected. For example, there were a few guests who came without a reservation in opentable but had them confirmed by email. We had to adapt very quickly by finding a table and moving around other reservations already in the system. This also forced us to up our numbers in the menu mix which required extra ordering the morning of service. The positive is the fact that with the large inflow of guests we were able to learn a lot from the experience in the front and back of house.
March 14th
Big Kids Table @ pj's    menu
Food Sales $660.62,  66 Guests 
One small setback we had for our restaurant was our PO because it was made improperly. This caused confusion during conference 2 and 3. We ordered too much of certain items such as tomatoes, lemons and bacon and too little cheese. This could have been solved by being more organized during and prior to the PO meeting. On preparation day we also dropped a full serving of fish for our fish taco which threw off our menu mix and limited the option available to our guests. We could have solved this issue with better communication and dealing with the food more carefully. On the day of our restaurant we had a checklist in order to be ready for service at 11:30am. However, many members of our class came in much earlier than we ask them to in their job pack. This gave us lots of help and extra time to make sure things were ready on time. However, there were multiple dishes such as the soup as well as the curry that was heated to early which may affected the food safety of the food. This could be avoided with a schedule instead so we knew exactly what we had to do and how long it would approximately take. During preparation before service we were also not able to get our cheese sauce to the right consistency because we flooded it with milk too fast. This could have been fixed by having the KM or the Expo who have experience with this dish to make the sauce or provide the classmate making the sauce with a clear recipe and making sure they had to questions or concern prior. Another flaw that we had on our restaurant day was that our menu had the chicken strips for the price of $8.50 rather than $8.20. As a team, we worked out a solution of just writing over the price with a sharpie before service to avoid the complication of going to reprint all the menus.  Last but not least the POS meeting as well as hostess training was late and slightly rushed. This lead to some confusion with the POS system and the hostess not know how to work OpenTable. More time should have been provided for staff to practice and understand POS and OpenTable. Again, this can be avoided with a schedule that clearly states what to do at what time and check that our Front of House Staff has clearly read and understood the Job Pack before service.
March 15th
Springtime Brunch @ pj's    menu
Food Sales $865.71,  82 Guests 
The single biggest factor that lead to the success of our restaurant was the participation of everyone in our lab. Because only one of our group members is experienced in a restaurant environment it was critical that the rest of the students in the lab all pitched in to help, which they did without question. Overall even though our group was fairly organized, some of our group members could have been more familiar with the signature and standard menu items. This did create some confusion in the kitchen especially the day before during prep which resulted in some things having to be re made the next day, meaning more work than anticipated. Even though we had some extra work to do the rest of the class really pitched in and made everything come together rather smoothly. One of the other pieces that contributed to our restaurants success was a well panned and thought out job rotation. Knowing where we would need some extra help and putting people in jobs that they have done before or similar jobs to what they have done meant everyone could jump right in and get to work with minimal questions and learning curve. All in all the restaurant would not have been as successful as it was without the participation from everyone in our lab helping out and volunteering their time as well as the organization of the group members.
March 16th
West Coast Lifestyle @ pj's    menu
Food Sales $837.93,  87 Guests         
Our restaurant operation faced complications during our purchase order meeting. Our partnership worked separately to complete different menu items and then combined them into one spreadsheet. This process hindered our full knowledge and understanding of the quantity and use of each ordered item. We would recommend doing purchasing as a team to limit the confusion and allow for two sets of eyes to review all calculations. We were well prepared for receiving, the morning-prior to our restaurant. Although, we thought it may have been helpful to have a third person present during receiving to act as an ‘anchor’ that was solely responsible for filling in the ‘Amount Received’ on our purchase order sheet as both partners heading in and out of the fridges and marking received goods separately can get confusing! We had devised three prep schedule checklists (day prior food prep, day of food prep, and day of front of house prep) that greatly assisted in the fluidity and success of the restaurant. Our lab group did a phenomenal job assisting us in all preparation and execution of the event – with all 15 of our small but mighty group putting in extra time and effort from start to finish, and asking for clarification when needed to ensure perfection! Another factor that helped us run our restaurant smoothly was the strong communication between the managers and staff of front and back of house. A positive vibe was felt throughout the restaurant! During service, a few complications arose due to miscommunications between servers and guests. Therefore we would recommend reminding wait staff in their job pack to repeat orders back to guests before leaving the table. Otherwise, our thorough job packs were well received by staff and their performance reflected this. As a team, we decided to put extra effort into front of house decorations, which further established a true West Coast theme and experience for guests. Overall, West Coast Lifestyle was a success and we are thankful to Simon and Verda for helping us have such a great day!
March 17th
Southern Fiesta @ pj's    menu
Food Sales $918.70, 85 Guests
Starting off in the morning the kitchen was running ahead of schedule, but around 10:45am the plan started to fall behind. This caused for line checks to be delayed. This caused for it be quite hectic before service when everyone was setting up their station. If this prevented it could have caused a calm and collected kitchen, with all staff ready for service at 11:30am. The communication between the expo and wait staff needed to be strengthen. There are many times the order is missed or repeated. Sometimes one waiter told the expo their customer did not get their dish and several minutes later, another waiter said the customer mentioned before has already get their food, which sometimes made the kitchen do some repeated work or prepare extra food. Also, ensuring the waiter knew which table they were going to was not clearly communicated since on multiple occasions the server would go to the wrong table. On the prep day, our group had a large number of individuals come out. It got to the point where there were not many jobs being done. However, looking back now there were a few tasks that could have been done ahead of time, such as shredding the lettuce and chopping the tomatoes for the burrito bowl. Another example where prioritizing was poorly done was the morning of service when it was just our group in the kitchen. Rather than doing roll ups, other preparations tasks could have been done.
March 21st
Krusty Krab @ pj's    menu
Food Sales $452.90,  45 Guests 
To Begin, we would like to thank our friends and family who came to support us, and enjoy some delicious food! Now the day would not have been possible for the handful of people who volunteered their time on our food preparation day and went above and beyond their duties the day of. Without the extra help of our class mates, the day would have been way more stressful! Some other factors that were important to the flow of service are first, despite the multiple marketing efforts made, the turn-out was less than what forecasted, and this reflected greatly on the food sales. Secondly, our time management on the day of service, especially in the kitchen could have been better. Although, we finished a lot on our prep day (which went really well) some last minute preparation needed to be managed better in order to prep ourselves appropriately for  service; which includes ensuring our staff stations were ready on time and instructions were clear. Another critical instance, that contributed to probably time management issues were mistakes on the PO. We were missing a few key ingredients for our dessert, which set us back a bit when making the recipe. Although there were some critical mistakes that were made which hindered our performance, there were some instances that helped with our overall success. Some of these instances included communication between management the day of service. Our team effectively communicated between each other, ensuring the front of house and back of house were on the same page. Another instance, which I briefly stated above was our prep day. The amount of work we go done before our restaurant day, definitely set the confidence we needed when walking into our restaurant day (YES, we can do it). 
March 22nd
Speakeasy @ pj's    menu
Food Sales $811.55,  76 Guests
We were very lucky that we had the full support of our lab team.  Many came in early the day before to help receive and prep for the following day.  Even on the day of service there was a large portion of the team that came in early to help finish the last of the prep and get set up with their stations for the day. We are very lucky that our lab consists of many talented people with good initiative and leadership qualities. We could not have pulled it off without them. Many dessert orders came in all at once. Desserts weren’t started right away as the focus in the kitchen shifted to helping prep the mussels that had just come in. In the confusion, and poor prioritization there was an order that ended up taking 20 minutes to complete leaving the guests unhappy. We put a countdown on toffee cakes based on an update rather than our starting number. We found out at the end of service that there were still another 9 cakes that were on the cooling rack that hadn’t been counted. Near the end of service we had to turn down dessert orders since we were sold out, which in reality we could have completed these orders and improve our guest experience. Next time we can make sure that the management team does the final counts or just check on counts that seem unusual for how many we began with. It is important for the management team to let the line cooks know what the total amount of a dish is before service begins to avoid any discrepancies. We had a guest express to their server that they were celiac, and asked if they could still order the mussels. The server said yes, but when they received the meal there was a big slice of foccacia bread in the mussels anyways.  We also had a guest ask if the mason jar salad had dairy, the server said yes but the meal was actually dairy free. In the future, the front of house manager should go through all the allergens in the dishes instead of assuming their servers will know. 
March 23rd
Year of the Rooster @ pj's    menu
Food Sales $1048.32,  97 Guests
March 24th
Le Cafe Dion @ pj's    menu
Food Sales $1030.78, 101 Guests 
There’s no way we can make it without our Friday lab group. Lots of people came out to help on the receiving day, and there were also many people came extra early on Friday to help us out. The preparation went smoothly and all the foods were ready on time. Again, all of this would not happen without our professional teammates, so, one of the critical instances that makes us successful is all the effort they put in on Thursday and early morning of Friday. However, mistakes occurred during the event, and there are a few things we need to make a reflection. Firstly, we had serious mistakes on our menu items. After the PO meeting, we changed some ingredients of our main entrées. However, we did not fix the descriptions on the menu. For example, we did not change the cream cheese to swiss cheese for the smoked salmon quiche. These wrong menu descriptions might affect our event since it would mislead our customers, and customers might get something unexpected. At the end, we used markers to cross out the wrong information. The reason that we had this mistake is that we did not have an effective communication between the kitchen manager and the people who wrote the menu. As a group, we should work together and go through everything carefully. Another critical instance that directly affected the running of our restaurant was the poor judgement of time that the food was prepared before the service. A way to improve the time management of the preparation of food, is to organize a time frame schedule of when specific foods are supposed to be assembled or cooked. The KM could have spent more time building a schedule of when specific foods are supposed to be cooked. For example, our group struggled to create the chicken cordon bleu sauce on time. By following a specific schedule the chicken cordon bleu sauce could have been prepared without being rushed or in a hurry. Another example was that the heat table was set up late. By preparing a detailed schedule of jobs to complete, the heat table would be set up and ready to be used at the appropriate time. For the front, the FOH manager accepted two walk-ins this time. This affected our restaurant since it kind of messed up all the sitting plan that had made before. Also, it causes there was not enough foods for customers who came afterwards. The last critical instance that affected the running of our restaurant was understanding that kitchen managers ‘manage’ and workers ‘work’. The KM thought he could do more than he expected by listing himself doing salads on line cook. Since it’s not the kitchen managers job to perform salads as their duty, the KM had to move Catherine from dishwasher to salad line cook. This affected the running of the restaurant because Catherine may not be aware of the line cook duty and may delay the quality and speed of the service
March 28th
French Canadina Classics @ pj's    menu
Food Sales $831.43,  71 Guests
Prior to our event, we made an effort to market across campus and online, which lead to a good turnout at our event. Members of our lab group assisted on our preparation day, which was very productive and set us up well for the following day of service. The morning of service we had great help from our kitchen team, who showed up early, well-prepared, and ready to help. The preparation process for both our beaver tails and tourtiere took longer than anticipated, which set back the frying of our scotch egg and the line check, but both were done and the kitchen was still well prepared for the start of service. This delay can be attributed to micro-management that occurred on the part of the kitchen manager, as well as the expo. The kitchen manager attended too closely to the assembly and cooking of the tourtiere, while the expo took the lead on preparing the beaver tails. The running of the kitchen would have benefitted from both of these tasks being taught to another kitchen staff, so the kitchen manager and exop could focus on management tasks. During service, the kitchen staff stayed on top of the orders they received from the kitchen manager, and line cooks who weren’t occupied lended a hand in the busier areas of the kitchen to keep things running efficiently. At the front of house, our hosts did a great job problem solving during peak service times when we had a few reservations arrive early and others stay later than anticipated, so some tables had to be moved around. Wait staff were generally on top of orders, but extra reminders had to be given to check in with customers, give them their bills, and clear tables, which took away from the quality of service we provided to our guests. Throughout service, the management team maintained excellent communication between themselves, as well as with the TA and the restaurant staff. Every management team member was consistently aware of how service was running in the different parts of the restaurant, as well as when food items were running low, and when help was needed. Overall our restaurant had a good turnout and we are happy with how service ran.
March 29th
Island Dream @ pj's    menu
Food Sales $674.71,  70 Guests
First of all, we are very thankful for all of our Wednesday classmates, without them, we were unable to successfully run our restaurant. For the morning of receiving and prepping, we had six people came to help us. Since our restaurant is toward the end, most of our helpers already knew what to do; that is why our receiving went smoothly. During prepping, our helpers were also a big help for us, they were able to finished all of the prepping for the standard items before they left for class. On the other hand, it would be even better if we were able to keep our prep station clean as we go. Also, we were not aware that the number of ingredients that we received is different from what on our paper. Therefore, we should have counted the number of chicken legs and fish fillets that we received and figure out the number of servings based on what we have instead of just based on the menu mix and number on the PO as we did. During the day of restaurants, everyone arrived on time and in uniform; some of them was able to come early to help us. They were all very pro-active because when they finished their task, they would ask our kitchen manager for more tasks; thus, the kitchen was organized, and the food were ready on time for service. However, during service, some of our kitchen staff were being chatty in the back of the kitchen that they were not able to hear our kitchen calling them for an order. Moreover, since our signature items are all pre-cooked before service, it was easier to assemble plate, and it also took less time to get the food ready to go. We all know that communication is the key to success for all businesses. No matter in what form that the communication takes place in, as long as it helps to run the business smoothly, it is always a plus point. During the POS training, since it was the first time serving for some of our servers, whose native language is not English, they were very confused on how to use the system, and even though our front of house manager explained everything and did some examples, they seemed to not ready or service. Seeing this, our bartender of the day, who also speak the servers’ native language, came and be our manager’s interpreter. After having the training in their language, they were more comfortable with the system and were ready for service. Overall, we would not have successfully run our restaurant without the help of other classmates as well as the advices that Simon and Verda have given to us through out the restaurant. 
March 30th
Pokemon Masters @ pj's    menu
Food Sales $829.96,  76 Guests 
There were various factors, both positive and negative that affected the running of our restaurant. Prior to our opening day, we as managers were not on the same page concerning our communication, such as when project deadlines would be met. This caused stress for both of the managers and resulted in the kitchen set-up being choppier than necessary given our simple menu. Problems also arose during our prep day when we realized we had ordered less than we needed for items such as lime juice, onions and during receiving we did not collect the right amount of eggs. We suggest managers do a count of what they received prior to starting prep to ensure nothing was missed/received inaccurately. Luckily, we were able to add on more of the items we ran out of or we chose to be more conservative with the amount of ingredients in certain recipes. During wait staff training, there were some communication inconsistencies due to a language barrier between the manager and staff. It ended up working out as two servers had prior wait staff experience and were able to communicate in their native language on what was expected and how the POS worked to the two servers who had not performed this role before. As managers, we must take into account circumstances specific to our class and if we were to do our restaurant over we would have chosen a strong bilingual student to translate to those who may be less proficient in English. The success of our restaurant was strongly motivated by the commitment and hard work of students in our lab, even despite having one less student present (in an already small class of 15). Everyone pulled together to get the restaurant up and running on time. Our hostess did an amazing job of improvising and communicating with the front of house manager when reservations brought more people than originally expected. This led to a smoother flow of service in the restaurant despite it deviating from the original seating plan. Having an increased number of people per reservation also raised our guest count and helped buffer from a number of no-shows. As well, it created a good learning experience for all staff involved in front of house service.
March 31st
Gryphon Croft @ pj's    menu
Food Sales $741.90,  72 Guests 
We have a lot of help on our receiving days, and all the preparations we have done the day before our restaurant made a great effort on our operation day. We had few critical incidents that impact on our event. The first instance is our purchase order sheet was not clear and precise enough, which cause a series problem in later preparation and operation work. We should have paid more attention to our purchase order sheet, in order to avoid the following mistakes happened. The second instance was communications. There were not enough communications between our kitchen manager and front manager, and which results to a potential mistake that may lead to critical incidents and will cause a big impact on our event. As a group, we should have more communication between each other. All the team members should on the same page, then we can better work as a team. Thirdly, kitchen manager forgot to use parmesan cheese on one of our entrée, spaghetti and meatballs. It not only caused the food waste but also caused customers did not get the value that they paid for their food. This could have been avoided if we have paid more attention to our special dishes and recipes. Another instance was, we have assigned too many people back in the kitchen, especially in hot lines. The line cooks who made our two main entrées, the smoked salmon potato rosti and the spaghetti and meatballs, were super busy when the orders came, but other line cooks who did not have any orders had lots of standing around. We should have had a better time management plan and job rotation plan before the operation. We realized that properly manage time and assign employees is critical to a running restaurant. We should have had done a better job in this area. Our Expo has done a great job and made sure the connection between the Front of the House and the Kitchen when the orders came. However, our hosts made some mistakes on seating customers to the right seats, which lead to a unequally division of work to servers. The front manager should have paid more attention to train host in order to avoid the mistakes.
April 4th
Aloha @ pj's    menu
Food Sales $766.95,  75 Guests
The main critical instance that helped us to run this restaurant smoother is everyone’s voluntary help before the event, and during the service. People who came earlier and contributed their time in the morning of event really helped us a lot with food preparation. We, as a management team realized that the contribution we made for other groups were too little. It would be much better to help others for their receiving and food preparation. On one hand, we would practice more and gain more experience, which would allow us to be more organized on our restaurant day. One big complication we faced was our Purchase Order, which caused confusion during  the following preparatioion. First, we did not do the PO sheet together, which did not ensure that everyone in our team was on the same page of what ingredients and how much exact portions would be needed. This is also the reason why our receiving did not go smoothly. 
April 5th
Game of Thrones @ pj's    menu
Food Sales $935.30,  95 Guests
We had a lot of people at prep and receiving, which made them both go quite fast. This was helped by the fact that all of us had helped other groups’ restaurants, and so others were more inclined to help us with ours. It was also helpful that our restaurant was during the last week, and so people were much more familiar with their tasks and responsibilities; people who had previously performed a job would sometimes help others with it. Some of the ingredients for the speciality drink had not been placed in the bar fridge ahead of time, and had to be tracked down day of. There was a mix-up with hosting where some people were seated before 11:30 AM, but this was quickly corrected by letting them order drinks but informing them that the kitchen didn’t open for another 10 minutes. Since our reservation went up to 95 people on the day of service, we had to make some changes to our signature dishes menu mix in order to serve the demand. We printed the batch recipe for the quiche, but not the single serving, and we were not very familiar with the exact amount of ingredients that went into one single quiche, so we had a hard time figuring out how many ingredients we needed to add on. Also, we could have managed our staffs to be more organized; such as asking them to clean the dishes along the way, and being more mindful of the exact quantities of ingredients in recipes. During the day of restaurant around 11:00am, we noticed that we forgot to turn the steam table on when we came in the morning, a mistake that could result in a big problem if we noticed it later.
April 7th
Manhatten Brunch @ pj's    menu
Food Sales $951.95,  94 Guests 
Our most significant critical incident was the overwhelming help we had from our classmates, especially on our prep day. We had so much help from both our lab group and other lab groups the day before our restaurant, and as a result, we accomplished even more than what we had planned to get done the day before our restaurant. A second critical incident happened when we were starting to sell out of the spaghetti & meatballs. Our KM started to lose track of how many servings of spaghetti & meatballs we had left, and the FOH was notified after we sold out. As a result, the POS was not updated and customers had to be informed of the situation after they had already placed their order. Looking back, we could have kept track of the servings by the amount of focaccia bread we had left instead of trying to count the remaining meatballs. The third critical incident was that we were understaffed on the day of our restaurant. We were missing a host, our bartender and a line cook for service. This resulted in last minute delegation of roles, but our classmates rose to the occasion. Our hostess managed the front with grace and our FOH helped when she was overwhelmed. One of our dishwashers took over the bartender role, and he looked for clarification immediately which helped the bar run extremely smoothly. The BOH staff did a tremendous job in filling in for our missing line cook. Line cooks who were not busy helped out the busier line cooks, and the dishwashers and line helped each other out during service. Our fourth critical incident was related to our marketing efforts, which resulted in a high turnout during service. The management team worked very hard to personally invite guests, in addition to advertising on Facebook and through posters, and we were able to serve over 90 guests. The last critical incident is our choice of dessert. Because we chose an off-the-menu dessert (ie. cheesecake), we were able to increase our sales because of the unique dessert.