For a restaurant can offer Services, and that they satisfy the needs, expectations and desires of their clients, creating value for them and for the company, there must be a whole set of gears that, well organized, will make it possible for that person to sit at a table, request a plate or drink, It is prepared according to the rules established to be enjoyed and paid for, in a reasonable time with the required quality and at the lowest cost or contribution margin foreseen.

All of the above could be described in a very simple way, but that in essence expresses a whole process in which different direct and indirect actors intervene that cause a person to enter the restaurant with money, hungry or thirsty and leaves, after the execution of a series of tasks, happy but with less money.
Graphically we could define it like this:
Simple right?
But for this to happen, various factors must intervene and each one of the processes that take place in the company must be identified and linked to our organizational purposes and strategies, so that they can be effective.
Dear entrepreneur:
You will surely agree with me that the processes in any sphere of action, correctly identified and organized in a series of activities and tasks that are linked in a sequential and orderly manner, are the essence for the necessary transformations to take place, in the right time and with the required quality of a series of “Inputs” in “Outputs” (outputs) that in turn add value to the organization and to the client to whom it is directed, managing to satisfy him as he wants and obtaining the expected profits .
Likewise, we will agree that the client, as the raison d'être of our organizations, has become the most important court of our services. It is they, regardless of the efforts we make, that decide part of our future in the market and that is why all our actions are aimed at ensuring that we are continuously moderating our activities, reducing all the variabilities that are unnecessary, polishing every detail to eliminate all those inefficiencies that products to repetitiveness may be occurring and, of course, optimize the use of available material and human resources.
We will also agree that theoretically all of the above is true and easy, but that in practice, regardless of whether we spend all the time necessary for it, it is sometimes a bit complex and what we think we have done well does not show results.
For some time I have been experimenting in some restaurants of my city situations that in theory can be solved, but in practice require much more than any design suggested by the literature, and of course not all restaurantsAs much as they are similar and offer, they are the same, I have set out to express some ideas, which as always are my personal opinion and for which I am responsible.
A little theory
We all know that in a restaurant, the heart of all the processes becomes the "Service”However, it should be borne in mind that there are several levels that affect it and that must be taken into consideration as they can contribute to its improvement.
The first of these levels comes to constitute the Company address:
At this level important strategic that they commit the resources they have (human, material and financial), that is why it is important to know how their leaders think, what vision they have of the macro environment and competition; but also how they think about service in all its dimensions and how they would act to minimize each element that has a negative impact on the service. restaurant.
Regardless of all the above, it is important to know to what extent they are committed to their clients (internal and external), because generally the top management of a company is more committed to economic results (containment of costs and expenses and increased income) and in part with the quality of what is offered, delegating this responsibility to middle managers and service personnel.
The second level comes to constitute the Processes that are generated in the installation, allowing to identify those separations or subdivisions and in turn improve relations between functional areas, committing to achieving better results.
I am not lying to you if I tell you that there are organizations that attach more importance to the areas directly related to the client (Kitchen, Bar and Lounge) than to support areas, an issue with which I totally disagree, because, personally, I think that if there were no areas such as sanitation (cleaning assistants, scrubbers, hoods), legumiers, laundry, regulators, technical services, human resources, etc. You cannot have better results.
When deciding to use our services, the client takes into account objective elements (purchasing power or financial availability based on the prices proposed by the restaurant) and subjective elements such as the setting of the premises (degree of conservation and cleanliness), giving greater weight to the subjective ones.
These areas of support that I have mentioned define in a way that each process occurs as planned. I explain:
 For the assembly to be carried out, the premises must be impeccably clean, the linen in optimal conditions and ready for use, the climate at its level, the cutlery, crockery and glassware fully polished and polished, which either favors the time for that this task be carried out according to the plans and schedules established. It is quite unpleasant to open a restaurant out of respect for the customer at the time that has been set and to see its staff in the process of organizing the room.
Hence, then, the processes transcend the functional boundaries of the organization, which must be studied from start to finish and as many times as necessary.
And as the third and last level we can find that of Work or homework, which allows the necessary improvements to be made operatively to each of the processes, breaking it down into parts in order to identify where the changes should occur, which should not only be focused on the client, but also on how to efficiently use the available resources.
But ... is this enough?
In quick judgment, yes, it seems to be a good solution, but identifying each of the processes is not enough. The great problem that I have been able to perceive in a series of studies that have been supported by direct observation has been precisely in the treatment given to the different processes in the facilities. It is not only enough to have them identified, but also attend to them, follow them as often as necessary so that deviations do not occur, taking into consideration something I have called "intra-processes1”And that come to constitute the heart of the matter.
It happens that the people in charge of this activity work in the macroprocesses, threads and specific tasks in a general way for the restaurant, I mean, they identify them and apply improvements, but they do not take into account other issues that are sometimes triggering. Within these studies I have been able to verify how a single change can totally affect the profitability of the company.
For example, in two restaurants under the same administrationWith identified processes, procedures, comfort, carrying capacity, supply, prices and similar marketing levels, there can be great differences in terms of income.
This is because in both restaurants Each of the processes has been designed, one of them does it in a general way and the other one does it divided by schedule and type of clients, reducing or lengthening the service cycle according to their needs.
Intraprocesses and their impact on the restaurant
Imagine the two restaurants in the example completely full. The first enters twice as much as the second. This is because in the first one the duration of the service cycle has been improved through the processes, while in the second it has not. But it is not only the fact of making improvements to the process. You can do it, but you must take into consideration the time slot in which you do it and it is what is not happening.
The restaurant manager works to design a process map in a general way, but does not take into account the peak moments of demand and offers in a standardized way the same route in services for any client.
If this occurs, income levels will be affected, because it is not the same to serve the same client at 3.00 in the afternoon as at 9.00 at night because:
Customer 3.00 pm  Customer 9.00 pm 
Generally, this type of client will consume fast food to return to another activity on the day that requires other efforts.
She seeks to consume special foods, enjoy what she consumes to return home or continue with another activity that requires no effort.
In this way, it is not convenient for the organization, regardless of the category, to offer a service at different times at the same level when the expectations of that client change for obvious reasons.
Imagine now the place totally busy and with high demand for service at both times. If the organization does not work to redesign the processes for each of them, and in this particular case associated with the service cycle, income will be obtained, but the so-called opportunity income will be higher than the real ones, when it stops serving a clientele for not make the appropriate adjustments.
Now look at these two lines:
As you can see the line at 3.00 in the afternoon is shorter than the one at 9.00 at night. The first represents a time saving of 5 minutes (45% less), which means that while a service is being offered at 9:3.00 p.m., a second service is almost concluding at XNUMX:XNUMX p.m.
This would be the ideal for an organization in which the schedule demands organization, speed and quality, the more customers are served the greater the benefits, because it is during this time that the average tickets are going to be low and therefore require higher efforts to enter more.
Now, for night hours, when conditions are different, for the organization it is not a problem that the service cycle is a little slower. During these hours the client consumes special dishes and the longer he is in the restaurant, the greater the consumption.
 
Note, that for the restaurant to make € 3.00 at 9.00 pm, it is necessary to attend two tables in the same period of time as the one at 9.00 pm.
All of the above allows me to express to you that:
Each restaurant has its particularity, therefore the identification of the processes must be subject to those individualities. Some of them may be invariable given their characteristics and the objectives for which they have been created, such as purchasing, supply, dispatch, etc .; while others must be redefined in correspondence with restaurant activity levels, taking into account the following variables, which, combined with each other, will allow the restaurant to obtain benefits higher than the traditional ones:
The organization must study, according to time slots, Customer Type who uses the installation to design the SALE and corresponding to the level of Demand establish the shortest routes and routes to face them, so that the service time is minimized or maximized, according to the established objectives, thus increasing productivity per worker and avoiding fatigue or physical exhaustion of these Human Resources, which will be favored by the existence of Service supplies necessary to ensure the return once a service has been completed and guarantee the availability of places necessary to offer the next service in the shortest time according to the interest that is taken and without leaving aside as determining elements the Loading capacity and the Category or gastronomic classificationIn addition to location of the sideboards and equipment related to the preparation and / or conservation of the different preparations.
In this sense, all these actions or variables considered above will contribute to the desired economic results and rather than designing a map that must be invariably followed, alternative processes must be designed for specific moments. In this sense, I want to say that in order for these objectives to be achieved and the desired service cycle to be adequately fulfilled through the processes, regardless of whether all the equipment and personnel necessary to be able to respond to the demand, adequate routes should be established to facilitate the above.
It is not the same to walk towards a goal by the same route always, as by alternative routes. Personally when I make recommendations to my students from management restaurants, I suggest you present three variants of routes:
- Ideal route
- Optimistic and pessimistic alternative route
- Unnecessary route.
The first is the one that will allow you to have a clear idea of ​​the time in which you can reach a destination without obstacles; the second two to be able to estimate when we need to accelerate or delay the service cycle and the third, the one that is never objectively profitable for the organization and should be avoided.
Dear entrepreneur:
Surely, as at the beginning, you will agree with me on how important it is to have identified each of the processes that take place in the company, both those that intervene secondarily and those that directly have the greatest effect on economic and financial results, because all of themselves contribute to the objectives of the organization.
But after having expressed my ideas, perhaps I have agreed or not, that to achieve financial objectives we can alter them according to our needs and not always follow the same pattern, because changes occur at different times and that is what we must be observing. We do nothing with mapping processes and implementing them statically. The essence lies in having alternatives to break with that invariance that is often affecting us and we do not realize it.
Processes are the basis for changes, but they are not the essence of them. The essence is in the capacity of interpretation that we have of when we must change to obtain results.
I am a dreamer and in my dreams I believe that a better world is possible, that no one knows more than anyone, we all learn from everyone. I love gastronomy, numbers, teaching and sharing all the little I know, because by sharing I also learn. "Let's all go together from foundation to success"
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