Unit Title: Food
Service Management
Unit Number: 25
Unit Level: Level 5
Presentation by:
Yili Zhao
y.zhao@nelsoncollege.ac.uk
Learning Outcomes
• Learning Outcome to be covered:
LO4 Produce an improvement plan for a given organisational
challenge within a food service organisation
•Pass Criterion P6
•P6:Review of management practices versus best practice
and Problem-solving techniques and management
solutions/alternatives:
Review of management practices versus best practice
• Foodservice quality monitoring and control processes
• Performances against standard specifications and
standard operating procedures (SOPs)
• Monitoring and evaluations tools
Best practice?
• A best practice is a method or technique that has been
generally accepted as superior to any alternatives
because it produces results that are superior to those
achieved by other means, or because it has become a
standard way of doing things.
• It is a set of guidelines, ethics or ideas that represent the
most efficient or prudent course of action.
Best practice in Food service
• Build strong teams: Hire tough, manage easy
• Serve better: Good service means never having to ask
for anything twice.
• Watch your waste: wherever there is waste there is
opportunity to save and make more money.
• Always be marketing: look around you and see the
potentials nearby, then market there.
• Engage Workers: Alienated workers do not care about
performing their jobs.
Foodservice quality monitoring and control processes
• Quality control is a necessity for any food company,
predicting and controlling the entire process from farm
to fork so consumers receive a safe product that meets
their expectations for consistently high quality.
• Food safety and quality is ultimately a responsibility
shared by everyone involved in the chain of agricultural
production and food processing, requiring appropriate
operating and monitoring procedures at every stage.
• Food manufacturers introduce control points in the
process, defining agreed upon quality attributes and
testing a representative sample to evaluate each batch.
• Check-weighing, X-ray, metal detection and machine
vision systems are integrated into the production line,
not only identifying defective or contaminated products
but also offering insights into potential bottlenecks or
other problems for performance and efficiency
improvements
Examples of Foodservice quality monitoring and control
processes
https://www.youtube.com/watch?v=bMVIefgW3sU
https://www.youtube.com/watch?v=vzV99GJjsJE
https://www.youtube.com/watch?v=gt4Ufeg3ZiQ
Performances against standard specifications and Standard
operating procedures (SOPs)
As part of ensuring adherence to acceptable management
practice, attention must be paid to the organisation’s:
• Standard Specifications and
• Standard Operating Procedure.
Specification established through a standardization process and
meant to be used for all purchases of a particular item
• Examples are:
• brand names,
• grades of meat,
• Product and container size,
• type of packaging,
• container size,
• fat content,
• count per kilogram,
• special trimming, etc.
• Standard specifications should be specific, realistic, and easy
to verify
Standard operating procedures (SOPs)
• This is a set of step-by-step instructions compiled by an
organization to help workers carry out complex
routine operations.
• SOPs aim to achieve efficiency, quality output and
uniformity of performance, while reducing
miscommunication and failure to comply with industry
regulations.
SOPs can be related to the following areas in food service
business:
• Personnel and Personal Hygiene: This will cover areas such
as handwashing, employee health and personal hygiene, glove
and utensil usage etc.
• Facility and Equipment: The SOP here could cover areas
such as: Equipment Cleaning and Sanitizing, Use of
Thermometers etc.
• Flow of Food: Here, the SOP can deal with areas such as:
Preparing Cold Food, Reheating Food, Organic
Recycling/Composting etc
• Communications: the SOP here can deal with: Responding to
a Foodborne Illness Complaint, Responding to a Physical
Hazard found in Food, Handling a Food Recall.
Monitoring and evaluations tools
• Monitoring is the systematic process of collecting,
analysing and using information to track a programme’s
progress toward reaching its objectives and to guide
management decisions.
• Monitoring usually focuses on processes, such as when
and where activities occur, who delivers them and how
many people or entities they reach.
• Monitoring is conducted after a programme has begun
and continues throughout the programme
implementation period.
• Evaluation is the systematic assessment of an activity,
project, programme, strategy, policy, topic, theme,
sector, operational area or institution’s performance.
• Evaluation focuses on expected and achieved
accomplishments, examining the results chain,
processes, contextual factors and causality, in order to
understand achievements or the lack of achievements.
• Evaluation aims at determining the relevance, impact,
effectiveness, efficiency and sustainability of
interventions and the contributions of the intervention to
the results achieved.
Monitoring and evaluation in food service can be carried
out in various means:
• Mystery guests
• Inspections
• Environmental health checks and audits
• Customer satisfaction feedback
Mystery guests
• Mystery guests or shoppers provide management with an
objective snapshot of the service experience.
• While posing as guests, these trained observers methodically
sample both the service product and its delivery and then
compile a detailed report of their service encounters.
• Guest reports generally include numerical ratings of their
observations so that the quality of the service experience can
be compared over time.
• While companies may inform employees that a mystery
guest/shopper program is used, employees do not know who
the guest/shopper.
• Some organizations such as independent restaurateurs or
hoteliers might occasionally hire a commercial service or
individual consultant to act as a mystery guest/shopper.
Inspections
This can occur in various hospitality establishments.
It could simply be a visit to a hotel/restaurant property or
other establishment for the purpose of evaluation.
Example of the inspections for restaurant in UK
• https://www.youtube.com/watch?v=yncZkZbI3ms
• https://www.youtube.com/watch?v=pOtvRYYG5qs
Environmental health checks
• This involves carrying out measures for protecting
public health, including administering and enforcing
legislation related to environmental health and providing
support to minimize health and safety hazards.
• Environmental health checks are carried out by
Environmental Health Officers.
Audits
• This is an official inspection of an organization’s
accounts, typically by an independent body
• Audits play a key role in verifying proper food safety
practices food service/processing facilities.
• Audit report data is used to help select suppliers,
demonstrate due diligence for customers or validate
internal policies and procedures
Customer satisfaction feedback
This is also known as Customer Satisfaction Survey.
• It is simply a way of discovering whether your
customers are happy or not with your product or
service.
• There are many different ways of conducting a
customer satisfaction survey. Such as:
• E-mail and online surveys
• Telephone surveys
• Face to face surveys
Problem-solving techniques and management
solutions/alternatives:
• A range of techniques:
benchmarking, balanced scorecards, Hoshin Kanri
model
• Management solutions:
recruitment and talent management, restructuring and
change management, redundancies, refurbishment,
mergers and acquisitions, strategic alliances, re-branding
Class Activity –Discussion
Why Standard operating
procedures is important?
Problem-solving
Problem solving strategies are common place in business
and it is essential that the right tool is used for the specific
problem in hand.
The following steps can be used to detect and effectively
resolve issues that arise in a workplace setting:
• Identify the problem
• Identify the root causes
• Brainstorm the solutions
• Select the appropriate solution
• Implement and check the impact of the solution
Identify the problem Identify the root causes
• Understand the process:
What is the actual
problem? How many
times does it happen and
what generic factors are
causing this?
• The key task at this point
is to pin point at what
point in the process issues
arose.
• The key task here is to
take as long as is
necessary to wade through
the symptoms, and
identify the root causes to
the problem.
Brainstorm the solutions Select the appropriate solution
• It will be helpful to use a
group to understand the
problem, identify the
potential causes and agree
what they think the root
causes are.
• Find the problem in turn
first and then get each
individual within the team
to identify possible causes.
• An agreement must be
reached by the team as to
what the root cause(s) are,
and so, from the ideas
generated in the previous
step, the team must agree as
to what the top three
possible root causes are.
• Once agreed, it’s on to the
next stage to work out
possible solutions to remove
the root causes.
Implement and check the impact of the solution
• Root causes and countermeasures highlighted and
agreed?
• The next step is to implement the solutions, checking the
impact of them, and measuring to ensure that the root
cause(s) has gone, thus the problem has been eliminated.
• This stage may take time to gather the data and measure
the process outputs to truly identify the impact of the
solution – all the time searching to see the level of
impact to the initial problem and whether the problem is
still there.
A range of techniques:
Benchmarking
Benchmarking
is a strategy tool used to compare the performance of the
business processes and products with the best
performances of other companies inside and outside the
industry.
Benchmarking is the search for industry best practices that
lead to superior performance.
Balanced scorecards
What is the Balanced Scorecard?
• The Balanced Scorecard, referred to as the BSC, is a
framework to implement and manage strategy. It links a
vision to strategic objectives, measures, targets, and
initiatives. It balances financial measures with
performance measures and objectives related to all other
parts of the organisation. It is a business performance
management tool.
• Balanced scorecard (BSC) is a strategic planning and
management system that organizations use to:
• Communicate what they are trying to accomplish.
• Align the day-to-day work that everyone is doing with strategy
• Prioritize projects, products, and services
• Measure and monitor progress towards strategic targets
• The 4 perspectives of the balanced scorecard are:
• Financial
• Customer
• Internal business process
• Learning and Growth
Hoshin Kanri model
It is a management technique that was first developed by
Professor Yoji Akao in Japan in the 1950s. He believed
that “Each person is the expert in his or her own job, and
Japanese Total Quality Control is designed to use the
collective thinking power of all employees to make their
organization the best in its field.
Hoshin is a Japanese words which means “direction” or
“compass needle”
Kanri means “control” or “management.”
There are 7 steps in the Hoshin Kanri planning process:
1. Establish Organizational Vision
2. Develop Breakthrough Objectives
3. Develop Annual Objectives
4. Deploy Annual Objectives
5. Implement Annual Objectives
6. Monthly Review
7. Annual Review
Management solutions to business
Recruitment and talent management
Restructuring and change management,
Redundancies,
Refurbishment,
Mergers and acquisitions,
Strategic alliances,
Re-branding
Talent management is the full scope of HR processes to
attract, develop, motivate and retain high-performing
employees.
1. The full scope of HR processes:
2. Attract, develop, motivate and retain
3. High-performing employees
Change management
Change management can be a challenge for many HR
professionals especially in the case of organisational
restructuring where resources may be moved to other
markets to serve strategic needs.
1. Communicate the restructuring process
2. Tying up loose ends
3. Managing employee productivity
Redundancies
Refurbishment
Mergers and acquisitions
Mergers and acquisitions (M&A) are defined as the
consolidation of companies. Mergers is the combination
of two companies to form one, while Acquisitions is one
company taken over by the other.
Mergers & Acquisitions can take place:
• by purchasing assets
• by purchasing common shares
• by exchange of shares for assets
• by exchanging shares for shares
Strategic alliances
A strategic alliance is an arrangement between two
companies to undertake a mutually beneficial project
while each retains its independence. The agreement is less
complex and less binding than a joint venture, in which
two businesses pool resources to create a separate
business entity
Re-branding
Rebranding is a marketing strategy in which a new name,
term, symbol, design, concept or combination thereof is
created for an established brand with the intention of
developing a new, differentiated identity in the minds of
consumers, investors, competitors, and other stakeholders.
Next Week’s lesson Learning points
P7,M4, D3 :Implementation and action planning
Any Question?
Reference:
• CHON, K. and MAIER, T. (2010) Welcome to Hospitality: An
Introduction. 3rd ed.Delmar, New York: Cengage Learning.
• HANNAGAN, T. (2008) Management Concepts and Practices.
5th ed. Harlow: Pearson.
• HILL, A. and HILL, T. (2012) Operations Management. 3rd ed.
Hampshire: Palgrave Macmillan.
• PAYNE-PALCIO, J. and THEIS, M. (2016) Foodservice
Management: Principles and Practices. 13th ed. Harlow: Pearson.
• REYNOLDS, D. and McCLUSKY, K. (2013) Foodservice
Management Fundamentals. Chichester: John Wiley & Sons Inc.