Comprehensive Operation Plan Analysis for TSR Restaurant Management

This report provides a comprehensive analysis of the operation plan for the Traditional Home-Style Restaurant (TSR). The plan encompasses various aspects of the business, including daily operations, staff management, financial health, and marketing strategies. The report highlights the importance of an operation plan in mitigating risks and ensuring quality service. Key elements discussed include resource allocation (equipment, transport), performance measurement using KPIs and software, financial contingency planning, staff training, and promotional initiatives. The plan also emphasizes effective communication with stakeholders and outlines the implementation phases, including recruitment and operational strategies. The analysis covers the importance of well-defined objectives, legal documentation, and stakeholder engagement to ensure the success of the restaurant's operations.

Running head: OPERATION PLAN MANAGEMENT 1
First Name
Last Name
Institution

OPERATION PLAN MANAGEMENT 2
Traditional Home-Style Restaurant (TSR)
A business operational plan presents data that concerns its daily operations and activities that
may start from when the staff starts the shifts, purchasing and procuring the hotel ingredients
needed for the menu (Dennis, 2018). A restaurant may however operate well without the
operational plan but this exposes the restaurant to a lot of risks as compared to when a restaurant
has a well laid down operational plan where such risks are minimal. Another important point to
note as in regard to a restaurant operational plan is that its designed to ensure that the staff
provide the client with the best and quality services ever than their competitors. The operation
plan will help the organization achieve its objectives. The Traditional home style restaurant
(TSR) may be required to have all the parts of a restaurant operation plan. One of the
requirements that will be needed in the operation plan is the availability of all the required
operation resources. These resources are the ones that will assist the restaurant run smoothly. The
restaurant will require the equipments for video conferencing and hang outs and also it’s
important to have some means of transport like buses for the hotel that can pick customers from
town to the hotel. The availability of video conferencing will assist the restaurant in its marketing
strategies as it will be able to even communicate effectively (Parise, 2016).This type of
communication will also help all departmental communications. The other benefit that will result
from the purchase of the buses is the bookings will increases as clients will be able to access the

OPERATION PLAN MANAGEMENT 3
hotel through the restaurant buses and this will increase the sales of the restaurant. The buses will
have a capacity of at least 55 passengers and this kind of the bus will cost the hotel at least
$100,000.The total number of buses will be 3 thus the minimum amount that will be spent is
$300,000.
The performance of the restaurant will be measured by the key performance indicators that will
highlight and monitor the progress of the business (Heo, 2017).These key performance indicators
that will be selected will be related to the restaurant so that the progress can be tracked well and
areas of improvement can be noted for future. In most cases, the KPIs are always selected in
regard to the type of the business in question. In the scenario like this of Traditional home style
restaurant, the KPIs selected should be in a position to help the restaurant management to
measure the performance of the restaurant in the long run. In TSR hotel software will be installed
within the hotel and will be used for the entire performance management. The software’s that
will be procured will be used in monitoring and presentation of the performance in form of
graphs, charts and in figures the performance of the hotel even on a daily basis or as the software
operator commands (Kaushal, 2019). After the system provides the data, the management can
review that information and come up even with the business metrics that will measure the
restaurant performance. In the TSR hotel, the business metrics will be used to measure each
business process. After the software has been installed within the premises of the hotel, a

OPERATION PLAN MANAGEMENT 4
separate way of monitoring performance will be used. This utmost business performance
monitoring will help the organization management in making informed decisions (Louis,
2018).The monitoring of restaurant performance will be done by six managers who will be from
different departments of the restaurant. All the managers that will make the monitoring team will
report to the head of restaurant operations or the hotel operations manager (Van der Wagen,
2018).
TSR may be affected by some certain factors in regard to its financial health. This means that the
restaurant will need to have at least a contingency plan that will be effective in case of any lapse
in financial management. This may be required to have at least 4 stages. The first stage will
comprise the review of the restaurant risks, the impact of the risks that has been analyses;
development of a financial contingency measures and finally come up with ways that will help in
controlling or minimizing the risks that has been identified. This will be the process of coming
up with the best contingency plan that will address any negative impacts that may be as a result
of risks identified.
TSR will have objectives as it carry’s on its business that will most importantly be in reference to
the staff. This means some e of the objective will be maintaining a good work force and reducing
the staff turnover in the hotel. From the location and the strategic purposes, it has been resolved
that at least twenty one staff members will handle all the duties of the hotel from the hotel CEO
to the most junior and subordinate staff. These staff will need a proper and detailed training to
familiarize all of them with the hotel goals and all the expectations the management will be
looking for from them (Kichuk, 2019). The duration of the staff training will comprise at least

OPERATION PLAN MANAGEMENT 5
two weeks and will cost at least $10,000.For this important exercise, the recruiting manager or
the human resource manager will have to follow the restaurant recruiting policy and all
recruitment policies laid down (DeCenzo, 2016).
The restaurant will have at least some major initiatives like in the promotional of professional
trainings once per year .This will act as strategy to do campaign of the hotel and improve its
reputation to the clients which will translate into good sales and profits even in future. For this
event that will be help up each year once, there will be need of the restaurant to organize for the
physical resources and facilities together with other services to make it successful and fulfilling
to the participants who are expected to go with a good reputation of the hotel. This organization
will constitute the equipments hiring and beverages among other refreshing items. This will cost
the hotel at least $80.000 to have a successful event.
The other imperative item that will be considered is that there will be very nice decorations that
will contain the restaurant logos on the inside and outside of the busses that are expected to be
picking clients in groups and help them to access the restaurant. In this regard, there will be need
for the procurement department headed by the procurement manager to hire a competent and
well experienced graphic designer who will be tasked in making of colorful decals for the hotel.
The cost of the graphic designer will range from $20,000 since it will be a one off job and will be
required on ad hoc basis. The development of nice and eye appealing logo, will promote the sales
of the hotel thus maximizing profits. The restaurant will also need to come up with a detailed
hotel legal document that will spell out the how the restaurant logo needs to be used. This will
have to restrict even the graphic design who designed the hotel logos to use them outside TSR

OPERATION PLAN MANAGEMENT 6
business. After successful completion of logo design, an agreement will be made between the
hotel CEO and the graphic designer (Dawson,2017). This will confirm that the designer has
already transferred the ownership of the logo and will only be sued by TSR only. This agreement
will be written in legal form and the hotel senior counsel will ensure its takes through
considering all other requirements that need to be followed.
Having put all the key parameters in place, the software installed will measure the operation plan
for the restaurant. This means that the KPI software will be in a position to record in length or
the details of the restaurant operation plan. This software will be able to analyze each and every
data that is collected and present it to the monitoring team that is composed by six different
department managers.
The other important thing that will be considered in the implementation of the operation plan by
the hotel management is the communication with the restaurant stakeholders. It’s very important
that the hotel have a well laid down communication channel that is effective and will see the
information relayed to the stakeholders with ease.TSR comprise several stakeholders which may
include the senior most management of the restaurant, sales and marketing team, accounts and
major customers of the restaurant. When the operational plan was made, a meeting was convened
to discuss the operation plan with the hotel shareholders (Doppelt, 2017). Agenda is done and it
comprises all the items that will be discussed during the entire meeting. In case of TSR, the
agenda of the meeting between the hotel senior management will be to discuss on the operational
plan with the prospective stakeholders. It’s from this meeting that the senior management will

OPERATION PLAN MANAGEMENT 7
give a go ahead with the operational plan implementation otherwise it may be rejected and taken
back for more review on areas advised during the meeting.
During the meeting with the stakeholders, very important issues will be addressed and hence it is
important that the meeting is divided into parts (Herrin, 2019).The first part would be to identify
the participants of the meeting. As earlier mentioned, the participants of the meeting will
comprise the stakeholders that have been mentioned above. The other important part of this
meeting will be to confirm the availability of the participants in this case being the stakeholders.
The availability of the participants will be confirmed through the acceptance of the invitation that
will be sent to each of them. The invitations of the meeting will comprise the details of the
meeting. This refers to what will be discussed in the meeting and the time the meeting will take
place together with the venue. These meeting invitations will be sent to the participants through
their respective emails online and these that are reachable with ease physically will be given the
hard copies of the agenda (Burg, 2017).The meeting invitation will be sent two weeks in advance
and a reminder will also be sent two days to the meeting to ensure all are reminded of the date
and venue of the meeting. A call will also be made to the chairman to each of the participants to
confirm their attendance for the preparation of the sitting arrangement. This will be done one day
before the meeting.
The meeting will take place in a smooth manner. The responsibility of controlling the meeting
will be given to the meeting chairman who happens to be the human resource manager for the
hotel. When the meeting is taking place, all the participants are handed over the operational plan.
The core item of the meeting was to discuss the operation plan of the hotel. Everything was

OPERATION PLAN MANAGEMENT 8
conducted following the schedule that has earlier been sent to the stakeholders. To have a good
view of the data of the operation plan, the Hotel Information communication technology
manager was presented who facilitated the presentation using the projector in a clear way. The
operation plan also comprised the estimated budget which was presented to the stake holders for
discussion and make amendments where possible. During the meeting, so many issues were
raised regarding the operation plan and all were addressed under AOB. The main characteristics
of the meeting were that it was conducted effectively and was within the estimated budget.
Part B
Implementation of TSR operation plan
The operation plan for the hotel will be carried out in phases. To start with the recruitment, it will
be done through consultation of one of the major recruiting companies the country. The external
recruiter will conduct the interview to the potential candidates and then these successful will be
sent to TSR for further scrutiny and screening (Koch, 2018). Those successful will be employed
temporality and serve in probation of six months which if their performance is above per, will be
employed permanently with pension. This external recruiter will be paid only when the candidate
passes the interview process with the TSR. This will reduce the cost as well as get the benefit of
getting the suitable candidate for the job.
The new staff will be inducted in the hotel by their respective heads and made familiarize with
all the operations of the hotel. This will be followed by the training that will be made for two
weeks just inside the hotel premises, the training will be conducted by an external trainer in

OPERATION PLAN MANAGEMENT 9
collaboration with the senior management. The goals of these training are to ensure that TSR
gets the best candidates who will translate to a good performance thus increased and improve
profit. This is to improve the performance and ensure that the staff feel the support from the
management either through advice or through other available resources.
Financial resources required to complete the operation plan for TSR
To complete the entire operation plan to at least serve TSR for a period of one year, it would
constitute the below budget. There are financial resources that management need to ensure that
they are readily available for facilitating the plan long before its implementation.
Description Amount
Purchase of the buses £300,000.00
Staff training £ 10,000.00
Team building event £ 80,000.00
Graphic designer £ 20,000.00
Miscellaneous expenses £ 40,000.00
In all the operations of the hotel, not all services that will come within but will be procured from
outside. This will involve the procurement department that controls the movement of supplies.
There will be development of KAIZEN that will guide all the operations of the restaurant
especially on vendor’s communication and addressing all their issues from the time they supply
to the time they are paid (Reid, 2019). This will be possible through raising a department that
will oversee the welfare of the vendors and suppliers together with the staff welfare.

OPERATION PLAN MANAGEMENT 10
Part C
Required data to review the operation plan
The operation plan will only be beneficial if there is a well detailed plan of how it be
implemented. Noting that the importance of operational plan, the team that was actively involved
in it is preparation, it should be involved too in its implementation. This will be important
because the same team will be able to come up with a schedule of how the operation plan will be
measured against the objective set aside to be achieved through its implementation. This means
that the software that has been installed in the hotel premise must be only be operated by one
person so that the data that is collected is true and can be depended upon. This is the data that
will be used by the senior management in making their informed decisions in regard to their
business.
All the activities of the operation will be delivered within the schedule and any lapses will be
handled as per the operation plan terms and conditions of change. All the stakeholders will be
involved the review of the operation plan in case any changes are required. A communication
channel that is free from any corrupt deals will be used to advise the shareholders on the
operation plan progress and the entire restaurant performance in regards to sales, staff
performance and what can be improved.
The other things that will e followed with seriousness is the client complaints that will be
addressed by department manager regarding the issue with a dotted line to the hotel senior
supervisor. This will improve and maintain the customers on board.

OPERATION PLAN MANAGEMENT 11
At the end of every year, the team comprising all the hotel stakeholders will attend a two days
team building event. This will be after the restaurant is able to achieve its yearly objective of
making at least $300,000,000.Any performance below that would see the team miss the team
building even. This cerebration of success would make the team more productive on a daily basis
thus making the operation plan meet its objective in the long run.
References and sources of information
Burg, A., Chattopadhyay, A., & Lam, K. Y. (2017). Wireless communication and security issues
for cyber–physical systems and the Internet-of-Things. Proceedings of the IEEE, 106(1),
38-60.
Dawson, P., Foster, J., Seddon, T., & Adams, S. (2017). Graphic Design Rules: 365 Essential
Design Dos and Don'ts. Frances Lincoln.
DeCenzo, D. A., Robbins, S. P., & Verhulst, S. L. (2016). Fundamentals of human resource
management. John Wiley & Sons.
Dennis, A., Wixom, B. H., & Roth, R. M. (2018). Systems analysis and design. John wiley &
sons.

OPERATION PLAN MANAGEMENT 12
Doppelt, B. (2017). Leading change toward sustainability: A change-management guide for
business, government and civil society. Routledge.
Herrin, B. C., Johnson, M. S., Stein, J., & Zhu, X. (2019). U.S. Patent No. 10,334,110.
Washington, DC: U.S. Patent and Trademark Office.
Heo, C. Y. (2017). New performance indicators for restaurant revenue management: ProPASH
and ProPASM. International Journal of Hospitality Management, 61, 1-3.
Kaushal, V. (2019). Exploratory Study: Implementation and Applications of Extended
Reality (Master's thesis, University of Stavanger, Norway).
Kichuk, A., Brown, L., & Ladkin, A. (2019). Talent pool exclusion: the hotel employee
perspective. International Journal of Contemporary Hospitality Management.
Koch, T., Gerber, C., & De Klerk, J. J. (2018). The impact of social media on recruitment: Are
you LinkedIn?. SA Journal of Human Resource Management, 16(1), 1-14.
Parise, S., Guinan, P. J., & Kafka, R. (2016). Solving the crisis of immediacy: How digital
technology can transform the customer experience. Business Horizons, 59(4), 411-420.
Reid, R. D., & Sanders, N. R. (2019). Operations management: an integrated approach. John
Wiley & Sons.
Van der Wagen, L., & White, L. (2018). Hospitality management. Cengage AU.