Student Feedback ~ Winter 2018

"You don't need a silver fork to eat good food."  ~ Paul Prudhomme

February 6th
South of the Border    menu
Food Sales $707.71,  72 Guests
With the preconceived notion that the club soda in our specialty drink may go flat if left out for the duration of our restaurant, we provided our bartender with a single serving recipe thinking it would be easier to make as the order came up. Since we only ordered a few cans of club soda, it made it difficult and time consuming to measure out the amount of club soda required for each drink. Though our bartender did a great job improvising and figuring out how to make our batch, it would have been more beneficial and efficient if we had provided a batch recipe for our specialty drink. As things do not always go as planned, the kitchen staff worked really hard to stay on time and make sure everything was being done and prepped on schedule. With that being said, we got a bit ahead of ourselves and started some things too early, and instead of having them ready when needed, they were ready early in advance and were left to sit on the counter. From both a time management point of view as well as food safety, it would have been better if timing was handled a bit better. The total add on sales for our restaurant day (apple crumble, virgin mojito and carrot & lentil soup) totaled $158.60. This shows that our marketing and advertising tactics were effective. In attempt to reach these sale numbers, we included pictures of our dessert on the table talker that was placed on each table. As well, we included descriptions of our drink and dessert on our menu insert. The popularity of our drink and dessert and even our soup seemed to have showed across the restaurant and intrigued more people to try order the items themselves.
 
February 7th
Southern Comfort     menu
Food Sales $682.01,  68 Guests
To ensure we completed all our prep tasks, we created a task sheet to keep us on track, to remind us of when a task should be started and completed, and assigned these tasks based on the skills of our peers. Having this allowed us to finish our prep early and designate more time to the FOH operations on the day of the restaurant as we were ahead of schedule. However, that’s not to say we didn’t run into a few problems with prep as communication could have been improved on between the managers and staff. For some recipes, it was stated that we needed more than one batch with the total amount of ingredients written on the side of the recipe. However, because of miscommunication, only one batch was prepared so we spent extra time prepping a second batch to ensure we had the right amount for our menu mix. Another incident was based on the job packs as it was evident that they were not read based on the volume of emails received regarding uniform although stated in the job pack. Since some of our FOH staff did not have what was required, our FOH manager had to go and purchase extra uniforms for the staff to ensure there was consistency all throughout the appearance of the waitstaff. However, an aspect that contributed to the overall success of the restaurant was the help and flexibility of our peers who were willing to come in early and prep with us on both days and take on added tasks. They really minimized a lot of stress for us as we feared prep was going to be an issue. Just like any restaurant, things don’t always go as planned so we had to move around some of our staff throughout the day and they took it like champions. We really admired their initiative in helping us run a smooth restaurant by taking on tasks even when they were not asked to.

 

February 7th
A Trip Around the World    menu
Food Sales $765.50,  80 Guests
Our restaurant ran successfully because of the large amount of preparation that we did beforehand. We made a “to do list” with a timeline for things that we had to do on the day before and the actual event day to keep us on track. On the preparation day, we did well on organizing and planning to cook each recipe, and we were able to complete all prep work that we wanted to finish. Having a timeline to follow resulted in a efficient and productive day. The helpfulness of our classmates is another main contributor to our successful restaurant. Having a few extra sets of hands, the day prior, and the morning of our restaurant was extremely helpful! During conference 2 we learned a lot about our dishes and what we should do to make them better. We made changes which resulted in dishes that tasted and looked better than ever! For example, we ground the vegetables in “Italian Spaghetti Bolognese” into small pieces to give a smooth and appealing textured sauce and added extra spices and herbs for more flavor. On the day of our restaurant we encountered a few problems, some bigger than others. We soon realized the Bolognese Sauce was too watery and the desserts were not set. A quick fix was possible to deal with the Bolognese Sauce, we simply drained some of the excess water from the sauce.  Unfortunately, there was not enough time to remake our dessert. The dessert had to come off the menu, and the table talkers had to be removed from the tables. This was definitely a learning experience for us, we learned that not only should we follow the recipe but we should also understand the desired end product and how to best get there. We also should have checked the dessert at the end of the preparation day, we would have been able to catch the mistake and make a new batch of Pot de Crème. 
 
February 7th
The Hip     menu
Food Sales $646.66,  68 Guests
Our restaurant wouldn’t have been anywhere near successful if it weren’t for the help of our classmates. Our classmates coming in early on the day of receiving as well as coming in on the day of was critical to completing our items on time. One benefit of having the extra people there was during the hiccups that would take place. For example, we had a few small hiccups during our receiving that needed to be corrected as soon as possible. Having the ability to correct the issues while other classmates were continuing to prepare our food items ensured that everything was prepared on time and ready to go for the day of service. One thing our group could have done better was improve on our organization. Although we managed to come prepared with everything that we needed, we could have planned out the day a little better. It would have been nice for our group to meet up and discuss our timeline on how we expect the restaurant to run - of course, taking into consideration that nothing goes according to plan. The plan would be to just give all of us a basic idea on how it is going to run and therefore, making us more prepared. We could have done a better job planning for the little things. Although we made preparation lists, it mostly covered the large, easily anticipated jobs. For example, making prep lists for the food items - when to cook them, and which items to cook. However, the KM and the rest of the team were scrambling at the last minute to find food items, to garnish the completed dishes, for example. Had we been more proactive, and planned to a greater degree, we probably could have avoided a lot of the stress we encountered. We could have made better use of the kitchen staff, to lighten the load of other, busier employees. For example, we did not sell one Monte Cristo sandwich for the entire restaurant service, so the employee on that station was standing around for much of the service. On the opposite end of the spectrum, the employee who was operating the deep fryer was slightly overwhelmed, due to the large volume of orders that required some sort of frying. Had we been more proactive, in asking the Monte Cristo cook, to help at an earlier time, we could have had a much smoother service.
 
February 13th
Cozy Kitchen   menu
Food Sales $420.92  42 Guests
The flow of operation during our restaurant day was smooth and had minimal incidents throughout the day. All prep work was finished on time and we were able to start operating at 11:30am. Many team members arrived early to help assist in prep work which made the completion of each task quick and efficient. We had a few extra hands for our prep day before which helped us complete what was on our agenda. The other lab members that came in to help were a key part in ensuring that all recipes were prepared on time for the opening of the restaurant. The Cozy Kitchen had a high sale add on percentage with 20 appetizers, 12 specialty drinks, and 14 desserts being sold. The table tents showed a bright and colour picture of our sticky toffee pudding which we feel strongly influences customers’ choice to purchase the desert. Our internal marketing with table tents and service upselling of specialty drinks greatly affected the sales of our add on. During service, communication between the back of house and front of house was strong and transparent. Any questions from guests were directly transferred from front of house to back of house in a clear and concise manner. We also kept thorough communication between the number of specials we had left which allowed the front of house staff to gauge when we would run out. One improvement we could have made was our recipe timings. We could have made the pizza dough slightly earlier as well as our focaccia bread as both recipes take a long time to proof and cook. This may have helped reduce some stress for the staff taking care of the pizza, however customers were always served their meal on time.
 
 
February 14th
Cinamatic Love  menu
Food Sales $509.38,  45 Guests
Despite offering some delicious signature items, the number of guests we had on our restaurant day was quite low. Our marketing method was getting University Centre services to put up posters around campus to advertise our event. After the fact, we realized that we could’ve attracted more business by leaning more heavily on online methods of marketing (ex: more Facebook posts). In our front of house, the day could have been improved with better preparedness, especially regarding knowledge of the POS system and the development of the seating plan. Before service, the division of tasks on the line were required to be re-assigned in order for service to run smoothly. This was due to a lack of foresight regarding the logistics of the flow of items during service. However, the service of both our signature items was notably smooth and quick. This was because we knew how to prepare our items very well. Undoubtedly, the running of our restaurant was strongly positively impacted by one line cook in particular, who was the kitchen manager the week prior to our event.
 
 
February 15th
Brunch in Paris   menu
Food Sales $850.80, 76 Guests
In the intense hours from about 10:30am to 11:30am, there was some misunderstandings and miscommunication between kitchen manager and expo which lead to confusion and waste of time trying to figure it out. This included the jobs needed to be done at the time such as the quiches going into the oven, and the amount of hash browns on each plate was a dilemma, etc. If they were better prepared and knowledgeable ahead of time, these instances wouldn’t have happened and would have created a more stress free and on schedule kitchen. Without the help of others things would have been a little off schedule, which would have led to issues and stress in the beginning of service. Being more aware of the time and what needed to be done would have helped. Also, knowing when to ask for help and stop committing time to one simple job would have been ideal. This was case for poaching of the eggs. The KM took on a job to do himself and should have asked for help or for someone else to take over when the chance presented itself. If we changed this, it could have brought us back on schedule and created more of a stress free environment. When it came to our side for the eggs benedict, we had underestimated the amount of hash browns needed. We forecasted for too small of an amount, and therefore when we were receiving the potatoes, we ended up purchasing more [than what was on the purchase order form]. As service went on, we definitely did not have enough potatoes for the forecasted number of sales of that dish. On the day of prep and receiving our food, our time management skills and knowledge could of been better. For example, we could of pre-fried the fish tacos if we decided to thaw the fish before the day’s restaurant started to set up in the kitchen. By the time we thought to do it, it was around 11:30 am which was not acceptable. Also, during receiving, we had a few math problems and had trouble calculation how many kilograms were in a pound, especially for receiving our onions and potatoes. We should of known these conversions ahead of time, thus creating a faster receiving day as well as an earlier preparation time.
 
 
February 16th
Southern Hospitality    menu
Food Sales $423.25,  41 Guests 
The waffle recipe we used for the Chicken and Waffles ended up being too dense, because we started preparing the waffles ahead of time we were able to change the recipe and make the waffles lighter. The quantity of waffle batter was another issue we ran into on the day of service, we miscalculated the amount of batter needed for each waffle and ended up needing to make more. The layout of food in the steam table was another area where we had trouble. We first decided to place the sauce on the right side which made it difficult for one of the line cooks to access. This was a quick fix, all we needed to do was switch the soup and sauce in the steam table and we were ready to go. While preparing food for service there was a miscommunication with the fries, we assumed that the fries needed to be blanched and proceeded to do so accidentally cooking the fries. They looked great but were unusable for service as they would have gone cold. While making the sweet potato ice cream we overlooked a step in the recipe and mixed the sweet potato in with the ice cream base, the final product turned out fine and was served. The next day we prepared the leek and potato soup, because we were unfamiliar with the recipe we came across a few technical errors. Incorrect sized pans were used, and additional help was required to complete the product. The soup turned out fine and was served.   
 
February 27th
Twist Thai'd    menu
Food Sales $522.59, 48 Guests
Both positive and negative factors influenced the overall operation of our restaurant day. Even though team communication, organization and seeking feedback from the instructor/TA were all critical to the success of our restaurant, our goals would not have been achieved without the help of our peers. They not only volunteered their time on our prep and restaurant day, but delivered the same amount of spirit and effort into running our restaurant as if it were their own. Everyone works at a different pace, so having extra sets of hands helped keep everything on schedule. One challenge that we encountered was a low reservation count. Although we marketed heavily via Facebook, Instagram and e-mail, we believe that the day being so close to the end of Spring Break may have negatively impacted our numbers. As a result, we decided to modify our menu mix last minute, making only half the number of Lemongrass Turkey Burger servings than was originally anticipated. Another issue we encountered involved poor adherence and awareness of standard recipes. Consequently, ingredients were not measured properly, impacting the quality and consistency of one of PJ's main items. To the same effect, ingredients were not added at the appropriate time, meaning that certain dishes, such as the Sweet Potato Curry, were not cooked and ready for service on time. It is crucial that ingredients are always measured appropriately and instructions are carefully followed. No quantity should ever be assumed. Another incident that we encountered during service was that we ran out of our side cucumber salad before selling out of the main dish itself. Unfortunately, we had miscalculated the total yield of our salad and overestimated the required portion size per dish. We quickly learned that it is important to be aware of how much you need, how much you actually have, and then remain flexible with respect to how much you should make per serving during service. Lastly, inconsistency of production times among menu items posed a problem as well. For example, one of our signature items had to be friend for 6 minutes while the other could be assembled in seconds. This became a challenge if several orders came in at once; we couldn’t start assembling the one item until the others were cooked. It is important to use Conference 2 to discover timing differences among your menu items so that you are aware of them before your actual restaurant day and can plan accordingly. Nevertheless, due to extensive preparation, remaining open to feedback and the ongoing support from our peers, we had a positive first experience running a restaurant.
 
February 28th
O'Malley's Pub   menu
Food Sales $510.26, 54 Guests
Throughout this assignment, there was miscommunication between group members which led to confusion and unpreparedness on prep day and the day of service. We had our measurements for our single portions but forgot to translate that over to the amount received to make a batch. We also struggled to establish who would do what ahead of time and on the day of. Our marketing strategy was inadequate which resulted in a lack of guests. This led to a lot of standing around as the staff didn’t have much to do. This could be attributed to the fact we should have done more advertising. It also affected how many of each item was to be made for the lunch which we were not prepared to tackle. In a more positive light, our actual event ran smoothly due to the help of fantastic staff, especially those who came early to assist us and had extensive knowledge of the menu items. Without them our lunch service would not have gone well. Also, our restaurant ran smoothly because our signature items were straightforward and were, for the most part, prepared ahead of time. Because of this there was less confusion amongst the staff on the assembly and preparation of the signature dishes.
 
March 1st
Stranger Things   menu
Food Sales $926.55, 89 Guests 
Upon reflection of the running of our restaurant, there were five critical instances that effected our overall performance. The preparation before service greatly impacted the success of our restaurant. Key areas of preparation included prepping food the day prior to service, meeting with hostess' to overview table arrangements, writing thorough job packs for lab group members and creating multiple to-do lists with specific timelines. It is also important to note that preparation could have been more efficient -- in specific, we could have prepped the battered cod, the soup and the scotch egg the day prior to service rather than the morning before service. Communication was also noted as a key critical instance. There was constant communication between the management team and lab group members. This aspect was greatly important on the day of service. Clear directions were given to group members to ensure efficiency between roles. Moreover, the management team was always on the same page with every aspect of running the restaurant. A massive help from our lab group also greatly effected the success of our restaurant. The lab group was punctual, charismatic, hard-working and organized. The group members were able to follow their job packs with minimal supervision and many group members helped with receiving and food preparation. We would have not been able to run the restaurant as smoothly with such an efficient group. One downfall that hindered our overall performance was purchasing. Although, we came prepared for our purchasing order meeting, the quantities for specific items were skewed. For instance, we either had written down that we needed too much or too little of certain ingredients. In this case, we promptly made revisions to our purchasing order for it did not effect us the day of receiving. Lastly, our marketing campaign largely impacted the number of guests for our restaurant. Beforehand, we created a Facebook event that we shared amongst friends, family and various university groups. We also created posters and sent out email adverts to department list serves. Another tactic we used was having in-class announcements to inform students of our restaurant.
 
March 2nd
Light Life   menu
Food Sales $692.41, 72 Guests
We were really anxious about our restaurant since all three of us are Chinese, and the dishes we are familiar are only Chinese too which do not suit to do in PJ’s restaurant.It was suggested to us to do chicken salad sandwich and broccoli quiche as our signature entrees. These two entrees are very easy to do, but still very delicious helped us attract many customers. We also very appreciate Aiden who is the KM in the first group. He has very clear mind and knows what time should to do what things. For instance, when an order came in, he always suggested our KM Mike which dish should to do first since it took longer time. Our kitchen work could not run well if we did not get his help. Of course our other classmates who work in the kitchen are also very helpful, and we also appreciate their help. Our successful also cannot leave our lovely servers. Although they all had their own responsibility areas, they still provided help to each other when they had time. Their great cooperation competence provided our customers a great dinning experience. Moreover, Our group’s operation date is Mar 2nd, 2018. It means we have already done three operations activity (including the soft opening) before we started. Lastly, our success cannot leave our customers. Since our PJ’s date is after reading week, we did not do too much marketing before that. Until February 21st, we only have two reservations. However, finally we had more than 70 reservations, and only a couple people did not show up. 
 
March 6th
Cozy Canadian   menu
Food Sales $887.26, 85 Guests
One of the biggest aspects that lead to the success of operating the restaurant is the cooperation from each lab group member. We have more guests than we expected, therefore we need to make sure we prepared enough food to satisfy our upcoming guests. The line cooks are well organized, it is because we use assembly line method, everyone has clear instruction about what they responsible of, and therefore develop the efficiency of making process. Also, in order to minimize the unnecessary mistakes and confusions, we only follow the orders from kitchen manager. Having the ability to provide appropriate training and well communication of the servers, customers are satisfied with the overall performance. Even at the high peak period, servers are capable to handle multiple customers at the same time. With the high-qualitied services, we are able to shorten customers’ waiting time. With our successful marketing strategy, the result from it is quite adequate, we attract large amount of customers to attend our restaurant. In attempt to exceed our reservation number, we make a lot of effort on uploading posts and sending invitation on social media. Additionally, we share detail description and appealing pictures from the menu to trigger our guests’ interest.
 
March 8th
The Mad Tea Party  menu
Food Sales $1011.21, 95 Guests 
This semester, we were the first group to achieve more than $1000 in total sales. Our team celebrated successes that resulted from our efforts prior to and during the preparation of our restaurant. As well, we faced challenges that we had to overcome during our restaurant operation. The front of house manager dressed in business attire and was well organized. This positively affected our FOH operation. Specifically, she prepared the seating chart the day before service to accommodate our 95 reservations. The day of service she assured that none of the customers felt rushed or crowded in their seating area. Secondly, the menu and table tent designs were attractive and fit the theme of the restaurant (Alice in Wonderland). This not only helped sell our signature items, but it resulted in $230 worth of add-on sales, which included our signature drink, soup, and apple pie bite sales. While the apple pie bites helped boost sales, their preparation and cooking time took significantly longer than expected the morning of our restaurant. This lead to a ripple effect that slowed down the production of other foods. While we still had our food on the line in time, our dessert should have been prepared the day before. The focaccia dough and the pizza dough recipes were not completed correctly during Thursday morning prep. Since both recipes were completed at the same time, it is believed that the flour amounts for each recipe got swapped, ultimately ruining each batch. Serving such a large number of people meant that the pizza was vital for having enough food for all guests. Therefore, this incidence greatly increased stress levels in the kitchen. Despite this, the most critical element of success for our restaurant was the teamwork from our staff. Many team members came in early the day before and the day of our restaurant to assist with receiving and food preparation. As well, everybody worked together seamlessly during service, which allowed us to serve 95 guests without any major service disruptions.
 
March 9th
East meets West   menu
Food Sales $805.08, 79 Guests 
With some ups and downs throughout the day, East Meets West was a great learning experience. The day would not have gone as well without the help of some key staff members who helped pick up additional responsibilities in the kitchen. We were fortunate to have a lot of assistance the day before the restaurant during food preparation time. Our KM for the day was very well organized and knew what needed to be done, however, struggled with timing near service at 11:30 am. The timing conflict delayed line check and minimized the time for staff training on dish plating/ presentation. Having put more thought into time required for cooking,  the first 30 minutes of service may have ran a bit smoother. Our KM could have also benefited from distributing jobs more effectively during morning preparation. This would have minimized the increased stress at the beginning of service as well. The communication between front and back of house was well maintained. The restaurant benefited from this when menu items were running low during service hours. Our food purchasing was another factor to how well our restaurant ran. We ordered the right about of food and were unexpectedly able to sell extra of our sesame chicken signature dish which contributed nicely to our food sales. Finally our marketing strategies showed their effectiveness as we were able to seat a busy lunch with 79 guest. Additional marketing was done with table pop ups for our specialty drink and dessert, which contributed to great number in sales
 
March 13th
Pop's Chock'lit Shoppe  menu
Food Sales $787.25, 79 Guests 
First and foremost, a big thank you to all our classmates. Our restaurant never would have been nearly as successful if it wasn’t for the kind help from our fellow students. The saying “it takes a village” comes to mind when I reflect on our restaurant day. FOH servers showed initiative and efficiency the morning of service, they were ready to lend a hand when and wherever they could. Not to mention the majority of the class had a midterm the same morning of our restaurant and yet they arrived early and eager to prep. Overall, FOH was well organized, had open lines of communication and was well prepared to tackle a busy afternoon. One area in FOH I noticed that could have ran smoother, not at the student/employee fault, was the hostess stand. Both hostess’ worked extremely hard and improvised during very stressful situations. As the FOH manager, I could have allocated more of my time to be present at the hostess desk to potentially alleviate some of the pressure. We had quite a few no shows, which therefore caused confusion right off the bat for the hostess’ and our seating plan. No shows are an unforeseen obstacle that could not have been avoided, so with that being said the hostess’ definitely stepped up to the plate. Other areas that could have been improved include our time management and organizational skills back in the kitchen. One the morning of service, we came in at 8:30AM to start our cooking and preparation. However, considering that we are only a group of two members and the amount of volunteers were uncertain due to many of them having a midterm the same morning, we should have arrived earlier to start our day; perhaps 8:00AM or earlier would have been more ideal. Nevertheless, we completed all of our tasks and were ready for service on time. We also had difficulties planning the flow of which recipes had to be completed at what time. For some dishes, we planned on making them too soon before service. Therefore, we had to alter the starting times for certain dishes to a later time. Once service started, the flow of the service line in the kitchen needed some minor adjustments. Initially, we planned on only having one line cook responsible for all three items that required deep-frying. However, specifically for the fish tacos, they needed to be deep-fried and further assembled in a different area. Therefore, the tasks for the fish tacos were divided into two sections. The line cook responsible for deep-fried items still had the responsibility of frying the battered cod, and the task of assembling the tacos was given to a line cook who was closer to the fish taco assembly area. Although in the beginning there were some slight organizational issues in the kitchen, overall, the service line operated smoothly and every line cook knew their responsibilities and helped each other out in times of need.
 
March 14th
California Dreaming   menu
Food Sales $687.11, 67 Guests
Having a solid group of people to help us prepare for our restaurant was a key factor in our success. We were able to have a very efficient prep day on Tuesday because we had 7 people helping us to prepare everything. When our servers and hosts came in for the day, they knew exactly what needed to be done and started to set up the restaurant without being asked. This self-sufficiency that many of our lab members exhibited made the set-up to our restaurant smooth and uncomplicated. This was evident until the very last staff member left the lab for the day. Our dishwasher stayed well after everyone else to ensure that the equipment was clean and in order. At this point in the semester, everyone felt comfortable in the restaurant and knew what needed to be done and when. An example of this is that one of our servers took the innovative to clean out the deep fryer during clean up without being asked. He knew that it needed to be done and took the initiative to do it. Having the help that we did made our day run smooth and allowed us to be well prepared for service. Having amazing communication between all three group members both during prep and during the running of the restaurant was crucial to the success of our event. By being confident and knowledgeable in our roles we were able to support one another in times of conflict or stress made the day go very smooth. An example of this was the KM always letting the FOH know if we were getting low or out of a dish so we didn’t sell something we were out of. As well the Expo was able to use a clear strong voice when calling orders reminding the KM of any particular needs of the customer such as “no mayo”. It was also critical that all members not only communicated verbally but were able to listen to others and respond according. Being more aware of portion sizes: One critical instance that we could have improved on during the running of our restaurant was to be more aware of the portion sizes per plate for our signature entrees. The biggest example of this was our sweet potato hashbrowns. During our conference 2, we measured out that one serving would be approximately 1 cup. On our actual day, we should have weighed how much cooked hashbrowns we had and divided amongst how many servings we needed to get out of it. Instead, we continued with the 1 cup portion that we decided on previously. During service, we ran out of hashbrowns before we ran out of the other ingredients, like poached eggs, for our eggs benedict. We had to problem solve on the spot and determined that if someone was to order the benedict, we would offer them fries instead. The timing that our restaurant had in the semester was a benefit to us because most our lab members were comfortable in their roles and knew what needed to happen on the day of the event. For example, certain people were comfortable making the pizza dough or the beer battered cod and we knew we could rely on these people to execute their task well. For clean up after the restaurant, everyone knew what needed to be cleaned, like the griddle and deep fryer, and did it efficiently. This was a big factor in helping our day run smoothly as the KM didn’t need to have as big of a role in supervising the work of the lab members and ensuring things were completed properly. 
 
March 15th
Feel Good with Food  menu
Food Sales $805.08, 79 Guests 
Having the support of other students in the lab was a big key with the execution of the restaurant. Specialty items had a lot of different recipes contributing to only two dishes. This, on top of all the regular PJs items, required a lot of delegation and teamwork, and having enough hands on deck was imperative. The closing clean was smooth because key people stayed in for a longer time than usual. Line cooks were very attentive during service, increasing efficiency for kitchen times. We estimated number of labour hours for Prep day and the day of service so that we didn't overstaff the day before and could have more hands on deck on the restaurant day. Lab classmates were willing to help out with key dishes because of the recipes. We, however, had blind faith in the recipes when we delegated tasks to our classmates. This resulted in a few incidences that affected efficiency and having all items on the line earlier. The Yield was incorrect with a few key recipes which made it longer to get food on the line earlier as well. Dessert & Drink seemed like an afterthought. We entirely missed all the ingredients for our dessert which caused some initial confusion during prep, which meant purchasing could have used a double/triple check. The pie wasn't taken out early enough the day of and had to be warmed up, which left the line cook on desserts not set up for success. The Bartender wasn't set up for success either. An ingredient for the specialty drink could have been prepared the day before. This resulted in the bartender having more stress than necessary. During service, it became apparent that the theme offered good value for guests. The Fried Chicken entrée was the biggest plate PJs has seen this semester, and with the price being under $10, it satisfied guests who were expecting a bang for their buck. The specials were the first things to run out. When items ran out, the KM could have more effectively communicated to FOM before it trickled down to the guests. This caused some servers having to go back to guests to ask for other items they would like to order instead. This became a source of inefficiency for the team.
 
March 16th
Clover Bistro  menu
Food Sales $807.71, 79 Guests
Our restaurant, like many others, had some moments that were great and some moments that could have been improved on. One of the great moments of our restaurant was not the day of service, but the day before with receiving and prepping. Many classmates came in early to help out, which ultimately made the experience a lot more enjoyable and a lot less stressful. Another critical moment that was essential to the prep and readiness of our restaurant was the schedule that the KM made in order to keep track of what needed to be completed for each dish. For example, the KM created a schedule which first separated the food items that needed to be prepped the day before and the day of the restaurant, and within those lists she made a ranking of the most important tasks that needed to be completed first and the ones that could be completed last. Having the schedule really helped with the time management and the overall preparedness of our restaurant that day. On the day of our restaurant unfortunately, with short notice, 3 of our classmates were unable to attend. This left the kitchen and front of house short people for the 85 reservations that were in place. To help reduce the effect that this may have had on our restaurant our two front of house managers stepped in and assisted the servers with tables and line cooks that were not busy helped others in the kitchen that had to maintain the prep of two dishes. Another mishap was with some of the servers. Some did not let the kitchen know that the soups were ordered as appetizers, so the soups would be sent out with the customer’s entrée, which made the customer’s table crowded with dishes. Lastly, communication between front of house and the KM when items on the menu were down to one or two orders left was very important for the smooth running of the restaurant. This made sure that none of the customers’ orders were rejected, but instead customers were informed at the table that we had unfortunately sold out of specific items. All in all, without our classmates this could have never happened, and we are very grateful to them!
 
March 20th
Spring Celebration  menu
Food Sales $435.55, 38 Guests 
Our first critical incident began during our receiving. Two of us arrived after 7:45. Arriving late created a snowball effect for the rest of the day, it put us behind on prep time and caused us to be unorganized during our receiving time. The second incident that occurred was having only two people to assist with prep. This did not help the snowball effect that was already created during receiving because each person was trying to do multiple tasks at the same time. One thing about only having two classmates help us out was that we learned how to be efficient with the time given to us. In the end we were able to get done everything done in time. As for our restaurant, everything seemed to be running smoothly until we had a Monte Cristo order come through. At this point we had realized that they were made differently than the recipe, an additional cheese was used, which took away from our grilled cheese croutons. Working on our feet we were able to fix the mistake and get on with the order, but it did teach us to be more diligent with reading recipes. Lastly, our total count was 38 people, less than half of what we were hoping for. Our marketing channels may not have been as strong as hoped, even though we tried exhausting all our resources. If we were able to pull more numbers problems may have occurred that we were not expecting, such as not being able to make enough grilled cheese croutons because of the cheese being used in the Monte Cristo. Even though we were not able to pull the numbers we hoped for, we did take away some great things from running our restaurant. Organization; when it came down to organization we had everything printed, everything assigned and knew exactly what needed to be done. We worked well as a team and organization helped us do that. Overall the day could have been better, but it was a great experience for all of us.
 
March 21st
Three Broomsticks  menu
Food Sales $702.49, 66 Guests 
There are 5 critical incidents that affected how our restaurant ran. The first being that communication was an issue. There was lots of miscommunication amongst our group members, which hindered our performance during the prep process. It slowed us down and affected how much prep actually got accomplished. The positive note is that during the restaurant operation, our group members managed to communicate effectively with each other and with the staff members to deliver a smooth sailing service. The second critical incident was the preparation of the recipes, specifically the shepherds pie. There were a few issues that occurred with the prep process. If we had prepared the mix the day ahead of time, we would have saved lots of time the morning of service. We also over prepared too many ingredients, which led to a lot of waste. This could have been prevented if we converted the recipe to the menu mix numbers. However, it ended smoothly with the shepherd’s pie being sold out. The third critical incident was organization. On the day of service, every seemed to know what needed to be done and helped out, which led to a good service. A few examples of this was the standard menu items. Everyone who came in early knew how to prepare the standard menu items and helped out with those. Another example is after service was over, everyone knew how to clean up and didn’t need to be asked what to do. The only downfall was with our standard menu items, we weren’t sure when to prepare everything and we became stressed when it was being made just before the service. A fourth critical incident was the marketing aspect. We were afraid of only getting around 40 people, but we managed to get up to 66 people. This was done through networking with our friends and family through a variety of ways, including Facebook and word of mouth. We even had a few walk ins, which helped up get up to 66. A final incident was the success of our specialty drink. It ended up being very popular and we sold about 30 of those. We believe that this is because of the colour and the name of it made it more appealing to customers.
 
March 22nd
Spring Brunch menu
Food Sales $880.90, 82 Guests 
First of all, we would like to appreciate all the group members of our Thursday lab. We could not successfully run our restaurant without their help. We got a lot of help on our receiving days, this is very necessary for our next day’s works. One of the main reasons that running of our restaurant went so well on the day of was due to the organizations and planning ahead, we have our own “to do list”. We still had few critical incidents that impact on our event. The first was the communications, we did not have enough communications between our kitchen and front. This leaded to that our customers ordered the food which was already sold out. The second was that we forgot to add noodle which should be used in our daily soup. Not only it caused the food waste but also the customers did not get the value they paid for the food on our event. This should have been avoided if we pay more attention to our recipes. Thirdly, we made mistakes in our recipe for bacon egg benedict,so one of the entrees was not successfully made at the beginning of the operation. This had a really big influence on our regular running, which should be prevented by double-checking the details of each recipe. Fourthly, we forget puting nutritional analysis on our table tent,therefore some our customer keeping ask calorie of each dish. That leads to more workload for our waiters. Last but not least, team work a significant important, we are so glad that all of our classmate did really good job on their position. Especially in the busiest times, all the kitchen’s people always ready to helping KM and Export prepare entrees and desserts. We are appreciate their help, we cannot running restaurant without their helping.
 
March 23rd
The Old Pub  menu
Food Sales $794.95, 76 Guests 
Our preparation went smoothly in the beginning of the day. However, at around 10:30 when most staffs arrived, we faced a disordered situation. Our preparation was in a hurry and we were worried about running out of time preparing curry. We realized that we should check and communicate more often with our staffs instead of just giving them the recipes. Also, we made a mistake about miscalculating the quantity of potatoes. We measured too much potatoes on purchase ordered form for shepherd’s pie. We prepared 26 dishes of shepherd’s pie at first, but the actual ingredients made up to 29 dishes. The entire serving went well, though we met some problems such as the mis-operation of the ordering system by the server, confusing the orders when four or five orders came out at the same time. Fortunately, the line cooks are well organized and only followed the orders came from our kitchen manager, which truly helped to maintain the efficiency on cooking. Our expo made a clear coordination of the work, and connected well between the front and back kitchen, efficiently pass the dishes to server at once to reduce the customers’ waiting time. The front manager gave our servers and hosts a proper training, which eliminated the unnecessary mistakes might occur during the serving time. In conclusion, we had a clear plan and did well about what we should do on the day before restaurant. 
 
March 27th
Home Sweet Soul  menu
Food Sales $675.48, 55 Guests
There were both positive and negative critical incidents that happened during our restaurant day. Leading to our event, much effort was made to market and advertise the restaurant on social media (Facebook), but our guest count came up short. More forms of advertising and marketing (posters, verbal announcements in lectures, etc.) could have been used to increase the number of guests. We ended up preparing many of the items the day before our restaurant. Since most items were pre-prepped and the fact that our signature dishes were uncomplicated, we were able to provide simple assembly instructions, which led to smoothly run lines. Another critical incident was the weather, which affected the possibility of walk-ins for our restaurant day. Since it was a cool and rainy day, we did not receive any potential or regular walk-ins. Although we did not have the number of guests we hoped to have, our dishes were crowd favourites. With the help of wait staff promotion and table talkers, we sold out of our mac and cheese signature dish, our soup, and sold many drinks (signature and alcoholic) and most of our dessert. These dishes plus the add-ons helped increase our sales. Finally, the effective communication between the front and back of house, as well as careful planning and organization prior to our event, were key to running a successful restaurant.
 
March 28th
Back to the Basics  menu
Food Sales $835.66, 79 Guests 
Starting on our receiving day, it could not have gone smoother as we had a total of six of us for our prep day which was the perfect amount of people to complete all the tasks necessary on our prep for Wednesday. Our order arrived, and everything was put away efficiently and we were able to start our prep earlier than expected. Receiving was successful because everyone who was present had been to at least three receiving days for other groups making everyone aware of the process of how the receiving works. Throughout both our prep and during service communication and organization between the kitchen manager and front of house manager was imperative to the success of the service as we had constant communication to ensure we were always on the same page. In our opinion, it helped especially having two group members rather than three as it was easy to communicate and that we were roommates coincidentally, so we were able to plan and organize tasks that needed to be done for our restaurant day. This helped to remain on schedule with cooking times as well as maintain the flow of service while guests were visiting. The awareness of the amounts of food was also very critical in the success of our restaurant since we had 79 guests we wanted to make sure every item was measured accurately to have enough food for everyone. This also was important for the servers and front of house manager to be made of aware of in case we sold out of any items, which in our case for example was the fish tacos. Since we were a group of two we had to decide upon an expo that would be able to effectively work with both the kitchen manager and the front of house manager along with the other staff throughout service. We picked Bernice who helped us not only on both our prep days and was aware of our items, but also was a kitchen manager for her restaurant weeks prior and understood the flow of service on the line. This was a great choice for an expo and it allowed our service to run smoothly. Our last critical incident was the success of our staff both before, during, and after service. Being the seventh restaurant, everyone was in the groove of how the operation of PJ’s works and are aware of what needs and can be done for service. People arrived early Wednesday morning to help wherever needed which was fantastic because they were able to do little jobs throughout the kitchen as well as in the dining room to ensure we were ready for service. Staff took initiative and could be left unsupervised and were able to complete the task correctly. They maintained professional always in front of house and in back of house worked effectively to maintain the standards of PJ’s in a quick time frame
 
March 29th
Colours of Spring  menu
Food Sales $672.19, 62 Guests 
By selecting quiche and chicken salad sandwiches for our signature dishes, we saved ourselves a lot of time and stress. These items were fairly easy to prepare and serve, therefore allowing our prep and service to run very smoothly. The simplicity and flexibility of our dishes also allowed for us to make some last minute additions. On the day of our service, we decided that the presentation of the chicken salad sandwich would be enhanced with a garnish of lettuce and tomato slices on the bun. This small change really made our dish look more plentiful and overall was a successful change. We were able to pull off such a smooth and organized restaurant day due to the amount of help we received from our classmates. The assistance with preparing food and setting everything up allowed us to be ahead of the game and fully prepared for service on the day of our restaurant. One incident that could have been problematic had we not caught it as early as we did was our dessert. Only one batch of the recipe was made when two batches were needed. As we were aware of what the item should have looked like, we realized this error before the dessert was baked and were able to quickly make and add another batch to the existing one, bake it and continue on track. Lastly, our receiving day could have been slightly less confusing if we had properly organized our purchasing order form. Due to a last minute change in our quiche recipe, there was a slight miscommunication with our purchasing order form which led to some numbers being off. We received too much of some items as a precaution, but the left over items were just bought back after service.
 
April 3rd
A Spring Luncheon  menu
Food Sales $821.94, 74 Guests 
There are many critical incidents that occurred leading up to and throughout the operation of our restaurant. First, the organization of our group had a tremendous impact on the success of our day On both our prep day and the morning of our restaurant we did not have any extra help from classmates making each minute of preparation more critical. To ensure we completed all our prep tasks, we created a task sheet to keep us on track, to remind us of when a task should be started and completed. All recipes were printed out in the event our classmates forgot to print their own. This was the case in many instances but our organization allowed the day carry on in a smooth fashion. Secondly, the menu and table tent designs were well designed and fit the theme of the restaurant (Spring Luncheon). By using both sides of the table tents we were able to advertise for our dessert and specialty drink. The pictures were appealing and the bright colours made them very eye catching. As a result, we were able to total $198 worth of add-on sales, which for our signature drink, soup, and apply-blueberry crumble dessert. This was 23% of our total sales for the entire day. This shows how important effective marketing and upselling by our waitresses can be towards sales. Our specialty drink was able to sell more than what was on the menu mix and the dessert sold out. These easy preparation and low cost items were major contributors to the success of our day. Communication was also noted as a key critical instance. The communication within our own group was superior to any other group projects any of us have been apart of. At all times, our group was in communication and was aware of what was happening in both the front and back of house. On the day of our restaurant, the flow of our chicken sandwich was changed and the chana masala had to be accommodated to meet more reservations. During this stressful time, the KM and Expo were in constant communication and aware of the changes. Working together, we managed to implement these changes, which resulted in a more efficient flow of food and more guests being fed. However, this communication started long before the day of our restaurant. Throughout the entire course our group was in contact throughout our assignments and conferences. We all understood our role in making this course successful and this showed in the cohesiveness of our group. Moreover, this commutation extended beyond our group and to the entire class. The job packs were clear and concise and it was evident that our lab members thoroughly went through their duties as they were well prepared for the day. The lab group was punctual, charismatic, hard working and organized. Another large reason why our restaurant ran so smoothly on the day of was due to the large effort we put into the preparation. Being prepared ahead of time decreased a lot of our stress about having everything done on time or about forgetting to complete an important task. All our managers came in the day before the restaurant with a list of tasks that had to be completed a day ahead. We also added tasks that could optionally be completed the day before – we ensured these tasks were completed as well to decrease the workload on the day of our restaurant. For example, many recipes stated the option: “to be completed the day before or on the morning of”. On the day of our restaurant, all the managers came prepared with a list of the front of house and back of house duties to be completed prior to service. In the case where one of us couldn’t begin a certain duty that we were responsible for until a specific time, we would help one of the other managers or aim to complete other small tasks. These tasks included: getting plates ready on the line, turning on the deep fryer, creating silverware roll ups and preparing the bar fridge and fridges on the line for service. Lastly, a critical incident that affected the running of our restaurant was the changing of our two signature menu items. Our original ideas for the signature menu items was a Chicken, Brie and Pear Grilled Cheese Sandwich and a Chickpea Chana Masala served with a side of Naan bread. To ensure easy production and smooth flow on the day of our restaurant, we changed the Grilled Cheese Sandwich to a Chicken Salad Sandwich on a Baguette, making us less familiar with the assembly. On the day of the restaurant this caused a barrier that we had to overcome to ensure both the buns were toasted and the Brie was melted, but the Chicken Salad did not enter the oven. After discussion between the managers and kitchen staff, we were able to overcome this by splitting duties between staff members to ensure a quick, successful assembly of the sandwich. For our Chickpea Chana Masala dish, we changed the side of Naan bread to be a Chickpea Dosa to allow all menu items to be homemade. This meant that we were also unfamiliar with the production of this recipe too. During our Spring Luncheon, we effectively dealt with this by preparing the Dosa’s ahead of service and splitting the portions for the correct amount of perceived servings. Being unfamiliar with aspects of both of our signature dishes became a critical indecent during our restaurant, but through discussion and organization we were able to ensure smooth production and assembly of both of our signature menu items.
 
April 4th
Afternoon by the Fire menu
Food Sales $856.96, 77 Guests  
The preparation for our restaurant was challenging because we were not as organized as we thought. We were missing ingredients or did not have enough of some ingredients because we were not proactive in double checking our purchasing order prior to the prep day. Also, we did not properly standardize all of our recipes, leading to an inadequate amount of ingredients, and confusion on how to plate certain dishes right before service. Furthermore, we were not organized enough with our prep day, his made it very hectic and confusing in the kitchen, but thanks to our great staff, everything was ready for service. Another issue we had was with reading and understanding the recipes. We had to redo a dish because we did not follow the recipe properly, and another dish had to be fixed right before service by the instructor because too much of an ingredient was added to it. Overall, there was a lack of communication between all three of the managers, leading to ingredients being misplaced, and not enough sauce being made on the prep day. This caused confusion amongst the managers and a lot of wasted time during the prep day. The only issue during service was a miscommunication between the front of house and the kitchen.  Near the end of service, the kitchen thought all of the guests were done ordering meals, and began preparing for the staff meal. There actually was one table left to order, but luckily the staff meal had not started yet, so there was still food available for the guests. The positives of our restaurant is that we had a great staff that came early to help during the prep day and the restaurant day. With all of their experience in the restaurant from the past weeks, the rest of the food was made perfectly and in a timely manner. Even during the chaos of the hour before service, our staff really stepped up and helped get everything ready. Most of them did not even need to be asked to help each other, they were proactive and really cared about getting everything ready for service. We were missing a dishwasher and had to move a line cook to dishes, but it was not even noticeable because everyone was really proactive and on the ball behind the line. The wait staff also helped the restaurant run smooth as each of them understood their job for the day and did so in a professional manner. During service, all the wait staff was very proactive and willing to help each other when it got busy. Overall, our service ran seamlessly and the guests had an enjoyable experience, unaware of all of the chaos that occurred behind the scenes. 
 
April 5th
Comfort Kitchen  menu
Food Sales $677.11, 61 Guests 
Like all restaurants, ours had its ups and downs. One thing that really helped the execution of our restaurant was the support and help from the other students in our lab. Since we were the last lab in our section of the semester, all of our classmates had gotten to know each other and become familiar with the PJ’s menu items and their recipes. This helped on our prep day and restaurant day because we had a lot of hands to help out at early hours and since everyone knew the recipes, prep went very fast and efficiently. Along with the help from classmates, our organization was another important factor that led to the successful running of our restaurant. On our receiving day we had a list of what needed to be done and everyone who was there to help was able to pick one or two items they had made before which ensured no issues with prep and again helped the work get done fast and efficiently. On our restaurant day, we again had a list of what needed to be done and at what times. Each member of our group was familiar with the list which was helpful because we were all able to assign tasks to students if asked. Our purchase order form could have used another look before our meeting to ensure better accuracy. There were a few items that we had not put enough thought into which caused inefficient ordering and issues on the day of our restaurant. We ordered our bacon based on raw weight when we should have been ordering based on cooked weight. This caused us to not have enough for service, however, we made the bacon early enough and realized that it was not a sufficient amount fast enough to order more and fix the problem. The day before our restaurant we also realized we did not order enough of our ingredients for our carrot and apple slaw. Since we noticed early enough, we were able to add cabbage which prevented issues from arising day of. In both of these instances along with other moments, we were always proactive in controlling the situation which helped reduce stress and make certain that issues were fixed before it was too late. We only had 61 covers which was not nearly as much as we had hoped for which could have been prevented with some better marketing earlier in the semester. However, we still were able to sell out of one of our signature dishes, chicken & waffles. We were a good team with good communication between the FOH and BOH managers when low on items to ensure that guests were informed of 86’d menu items before ordering. Overall, the day went very smoothly even with some of the issues that arose. 
 
April 6th
Celebration Luncheon  menu
Food Sales $397.35, 35 Guests 
Our restaurant was the final lunch of the semester; there were many highlights and challenges that contributed to the overall success of the restaurant. For starters, there was excellent communication between our group members (EXPO, KM & FOH), from the beginning of the semester, through to the end. All group members problem solved together, remained calm in high stress situations and acknowledged each other’s achievements. Additionally, a detailed prep list was created for Thursday (pre-restaurant) and Friday (Restaurant day). This list included weighing all the final batches of our signature items; to estimate accurate portion sizes based on the menu mix for each item. This was very helpful when it came time for service. The flow of food and line-set up was also written out ahead of time, helping the day run smoothly. Furthermore, all lab members were seasoned veterans when it came time for the final restaurant! This made it easy for the KM to hand out recipes and assign tasks, with confidence that they would be done correctly. This also made it easy for the Front of House staff when attending to all our guests. We had 3 new wait staff but with 2 experienced wait staff and the FOH manager, we all helped each other out. However, our restaurant was not without it challenges. Some negative critical incidents include purchasing mistakes and not having many reservations. One major purchasing issue was forgetting to order the elbow pasta for our Mac & Cheese. Thankfully, pj’s had farfalle noodles already purchased that we were able to use. Another issue with purchasing was halving the recipe for the cookies, when it should not have been halved. This resulted in less eggs, flour, chocolate chips, sugar and baking soda than required. Once again, pj’s was able to supply us with these ingredients and the crisis was averted. This was a huge learning curve for our group; we should have reviewed the purchase order sheet and recipes multiple times before the PO meeting and afterwards. Another limitation for our restaurant was the bad weather, resulting in 7 no-shows. It was also the last day of the semester, so we had fewer reservations to begin with, despite our marketing efforts. Overall, we were really pleased with the way our day turned out regardless of the challenges we faced. It was an enjoyable day for all and a great end to the semester!