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 administration
With 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 Offer 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 pay tribute to the desired economic results and more than designing a map that must invariably be followed, it is necessary to design process alternatives for specific moments. In this sense, I would like to say that in order to achieve these objectives and adequately fulfill, through the processes, the desired service cycle, regardless of whether all the equipment and personnel necessary 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.
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.