Industry Development Leave Presentation two

1. Industry Development Leave Presentation two Daniel Pfyl Lecture 4 of Contemporary Issues in the Food and Beverage Industry

2. The Big Buffet • Mothers day BBQ lunch buffet 300+, a great set-up in the park similar to that of the Quellenhof Hotel. • The preparation for this has taken days.

3. Buffet Prep • A superb system is used in that a production list is produced with quantities as per guest-forecast. • 100 Lobster to be cooked off (500g for SFR 25.00 NZ$ 31.00 each) so needless to say one must be careful not to overcook them.

4. Buffet • Set-up starts just after 11 am and stations are set in categories of food, e.g. seafood, meats, Asian buffet, foie gras, BBQ/hot and dessert.

5. Meat and Seafood Buffet

6. Foie Gras and Japanese Buffet

7. Dessert Buffet • Dessert buffet is inside the restaurant and the hot BBQ out in the open (just as well the weather co-operated).

8. BBQ

9. Buffet • At 11.45 a briefing was held by the Chef Garde Manger to explain all the dishes to the chef’s team that will assist the guests during the lunch.

10. Buffet • Many of the guests have been returning for years, the cost is SFR 125.00 (NZ$ 156.00 per person) but this gives them one of the largest selections including fish, prawns, lobster, venison, pates, cold meats, carpaccios (from fish and meats); the list goes on and on.

11. Buffet • And the hot BBQ with choices of suckling pig, venison, lamb, veal, beef and kebabs. • Complemented with potato and vegetable selection.

12. Kitchen management and control • I found the supervision under which the staff work rather extreme at times, the chef and sous chef control every aspect of the kitchen operation to minute detail. • I have been spared so far but the sous chef seems to have it in for the garde manger and the menu section entremetier, talk about public humiliation with the way they are spoken to (I had hoped this behaviour no longer existed but I was wrong).

13. Kitchen management and control • I am amazed that it is still possible for such attention to detail. • Then again, the F&B operation loses SFR 1,000,000.00 (NZ$ 1,250,00.00) in total per year; how long that can be sustained I do not know.

14. Kitchen management and control • The whole complex will be enlarged, starting in 2007, with an additional 5-star hotel, extension to the spa and medical complex; also the casino and Kursaal function area.

15. Kitchen management and control • The shift for most kitchen staff is from 9.30 am to 2 pm including half-hour lunch at 11 am then dinner from 5 pm to 5.30 pm working until 10.00pm = 8½ hours over a 12½ hour period, needless to say a long day.

16. Kitchen management and control Kitchen cost control: • The Calc Menu system has been used since the early 90’s. Now, the system has over 10,000 recipes and 5,000 menus over the two hotels and restaurants. • Purchase price of product and butcher tests are done, e.g. roast beef SFR 39.00 includes 12% waste and shrinkage during roasting. • Important as meat and fish prices are high in Switzerland, beef fillet for example sells at SFR 72.00 per kg (or NZ$ 90.00) retail.

17. Kitchen management and control • The system has the facility to have menu translations done instantly at the push of a button; of course this has to be inputted first. • A nutritional calculation (which is important for the SPA cuisine) is on hand for every recipe.

18. Kitchen management and control A few figures: • Kitchen profit is aimed at 66-68% or a food cost of 32-34%. • Food and Beverage Revenue is SFR 11,000,000.00 (NZ$ 13,750,000.00) per year. • All restaurants and outlets have their own separate cost centres; calc menu is again used for this.

19. Kitchen management and control • A menu-analysing system is used to evaluate dish popularity. • This system also reports the percentage of total guests in-house who dined in each outlet; a great tool to use. • Using the same system the hours of labour per outlet are calculated so the chef can check against % forecast, production chefs e.g. the pastry chefs are apportioned to each outlet for a more realistic figure.

20. Kitchen management and control Pay rates and hours of work: • The so called “Euro-Time” is implemented e.g. 8hour 24 hours per day, 42 hours per week, staff “sign in” using a bar code system (tag on their key ring) at their place of work; the chef then approves or disapproves any overtime on-line the following, he has to oversee 65-75 staff for the kitchen operations throughout all outlets. • 5 weeks holiday per year.

21. Kitchen management and control • Minimum monthly pay rate for hospitality is SFR 3,200.00 (NZ$4,000.00) (unqualified). • The apprentice rate is substantially lower and differs from trade to trade. • Payment for practical work experience by a Hotel School Diploma student is set at SFR 2,000.00 (NZ$ 2,400.00) per month (this is set payment nationwide).

22. Kitchen management and control Menus and prices: • 5-course Banquet menu with canapés to start with SFR 125.00 (NZ$ 156.00) per person • Sunday buffet consisting of cold, hot and dessert selection SFR 98.00 (NZ$ 122.00) per person • TDH 3 course lunch SFR 51.00 (NZ$ 64.00). • TDH 5-course dinner SFR 75.00, 4 course SFR 65.00 and 3 course SFR 55.00

23. Kitchen management and control • Abte Stube menu prices range from SFR 60.00 (NZ$ 75.00) for a main and SFR 24.00 (NZ$ 30.00) for a dessert. • Gastro menus SFR 94, 122, 145. (NZ$ 117.00, 152.00, 181.00) • Rotary Club lunch 3-course plus coffee and petit fours SFR 25.00 (NZ$ 31.00) per person (as usual, all over the world, diners want a lot of food for little money).

24. Kitchen management and control • All menus are completed by the chef and/or sous chefs, using the calc menu system “word” and then placed on the shared folder. • The F&B team/office have only to print the menu, with costing and translation already done; a very good system considering all the different menus, both a la carte and DTH used throughout the complex.

25. Kitchen management and control • All guests have a “dine-around” option which can be used in any of the outlets. • This makes forecasting a bit more difficult for both staffing requirements and food preparations.

26. Kitchen management and control Goods purchased in: • A very good mix of thought-out purchases, which makes life so much easier for the kitchen staff.

27. Kitchen management and control Fish • All fish is purchased filleted with the exception of whole sole (for a la carte dishes which require it whole), trout and crayfish (which are alive and kept in water tanks). • Fish is coming in fresh and if not required for the day is frozen for future use; appears to be two deliveries per week.

28. Kitchen management and control Meats • All filleted and trimmed to the silver skin; no whole joints are required. A vacuum- pack machine makes life easier for kitchen staff and keeps wastage to a minimum. • They use Swiss beef & lamb; also lamb from Australia and New Zealand (as well as the Argentinean and Australian Sirloin, “Wagyu” Beef).

29. Kitchen management and control Pastry products • Coulis of many varieties are delivered frozen in 1 kg packs; some ice-creams are ordered in (such as Mövenpick) but most ice-creams and sorbets are made on premises. • In the pastry range only puff pastry is ordered in, sweet and short pastry are made on premises.

30. Kitchen management and control • In the praline range there seems to be only three types of Truffle for which the cases are purchased, the fillings and coatings are then done on the premises as well as all dry friandise or petit fours.

31. Kitchen management and control • While I was there samples were tasted for adding to the line, used for gift boxes and also for the rooms division. • Flavours included; Lemon & Thyme, Balsamic, Caramel & Chilli, Caramel & sea salt, Lemongrass as well as different liqueurs and whiskies.

32. Kitchen management and control • Breads, rolls, croissants and Danish pastries are purchased as semi-baked or pre-baked.

33. Kitchen management and control Egg products • Fresh eggs minimal - mostly pasteurised whole egg mix, egg-yolk and egg-white all in 1 kg “milk” cartons.

34. Kitchen management and control Receiving • Daily food is received by the sous chefs on duty in the two main kitchens or outlets. • Checks are made for quantity and quality. • It is not left to purchasing/receiving department; all the quantities actually received are entered into the system in the chef’s office and then checked against the invoices once they have been received.

35. Kitchen management and control • So the weeks and month can be checked. • The chef sets himself a food cost budget (example April was SFR 142,000.00 (NZ$ 177,500.00) and sticks to it as much as possible, if food revenue increases, food cost drops accordingly, opposite occurs if forecasted revenue is not achieved.

36. Purchasing Monday 29 May was spent with purchasing. • Superb receiving area with recycling containers/bins wet-food scraps storage under refrigeration and the purchasing office overlooking the entire area.

37. Purchasing • There is also the florist, post office and laundry in the same facility.

38. Purchasing • Great space with wide corridors and very good lighting.

39. Purchasing • The purchasing office is manned by three staff and one manager. • The computer system is Abacus – Abea linked with a bar-code system (hand-held control) for all items entering and leaving the store area.

40. Purchasing • The storage areas are divided as usual into food, beverage, chemicals/cleaning material, office and housekeeping supplies etc. • The food storage area is surprisingly small for the size of the operation. • The beverage, especially the wine, has a larger stock on hand (under temperature control).

41. Purchasing • Coming back to the computer system used; this is incredible, all supplier information is detailed. • Par stocks - minimum and maximum are set. • All linked with the bar, restaurants, drinks list and cocktail recipes.

42. Purchasing • You can delete an item through the system and therefore cannot physically order the item again. • Every usage is reported daily (at 4 am) from all points of sales throughout the complex; this is linked with the minimum par stock for the bar, for example and automatically gives a order for the day (by 6 am). • This can be altered for one-off situations such as functions or when extra supplies are required.

43. Purchasing • Stores staff then prepare the daily order and deliver to the outlets. • From the issues for the day the store’s purchasing list/supplier list (quantities, day required etc.) is created, printed and ready for receiving to do their thing. • It includes all purchase specifications e.g. price, quality etc. After the receiving process the document moves to billing (accounts payable as we know it).

44. Purchasing • As mentioned earlier, the chef uses his own system (what a surprise) for perishables, does his own orders and receiving/checking, each hotel is separate e.g. Quellenhof, Hof and Golf Restaurant. • The system used is the Calc Menu as we know it here.

45. F&B office • Four staff work out of this office with the assistant F&B manager in charge. • They are responsible for all group bookings from 10 - 12 guests or more; smaller bookings are processed either through reception or the outlets themselves.

46. F&B office • All menus are processed here and copies produced, they are all developed by the relevant chefs and placed on the shared folder; a very good system with years of menus per outlet available for review.

47. F&B office • The Micros POS System is programmed from this office as well, all menus changed and prices updated on-line for the whole complex with all room-service, banquets, bars and restaurants; a huge job, to say the least.

48. F&B office • For room bookings (restaurants and banquets) there is a very good system in place from HOGATEX called Amadeus; the booking details are entered here, also creating a databank of past and present customers. • From the information entered, a letter, fax or e-mail for the customer is created instantly as well as the function/event sheet; this is extremely efficient and time-saving. • The customer also receives confirmation (quotation/proposal) without delay.

49. F&B office • This information (including function/event sheet) once confirmed is e-mailed to the outlet concerned (heads of departments involved, kitchens, technicians, florist etc).

50. H/R office • A textbook set-up of an HR operation; office of only two staff plus separate payroll clerk. • The human resources manager (together with heads of departments), is responsible for recruitment, selection, contracts, induction and exit requirements for all staff.