Commercial Cookery Module: Pesto Restaurant Operations Report

This report analyzes the operational efficiency of Pesto Restaurant, a commercial cookery establishment. Task 1 identifies key efficiencies in the restaurant's 'cook serve' method, food ordering, and chef-led order processing, along with inefficiencies such as inadequate cleaning, inventory management issues, and insufficient kitchen staff. It proposes adjustments including dishwashers, FIFO inventory, and staff training. Task 2 presents a role-play meeting and a final report with recommendations to address the inefficiencies, improve inventory planning, and enhance staff allocation. Task 3 provides a detailed workflow plan and shift budget, including staffing costs and variance reports. Finally, Task 4 summarizes performance inadequacies, such as time management issues and equipment mismanagement, and proposes adjustments for improvement. The report emphasizes environmental sustainability throughout, suggesting eco-friendly practices and equipment to reduce waste and optimize resource utilization. The report covers various aspects like cleaning, inventory management, staffing, and budgetary controls to achieve operational excellence.

Running head: COMMERCIAL COOKERY
COMMERCIAL COOKERY
Name of the Student:
Name of the University:
Author note:

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Task 1
Levels of Efficiency
The organizational practices of Pesto Restaurant, which highlight commendable levels of
efficiency in terms food service, is their ‘cook serve’ where food items are prepared as per the
need which arises resulting in reduced usage of equipment and reduced surplus of prepared food.
Further, the ordering and issuing of food items in the restaurant are performed thrice a week –
which is also a key efficiency in terms of inventory management operations since it results in
ready availability of food which is fresh and wholesome. Addition efficient process of food
service which is also used in Pesto Restaurant is the fact that food orders are directly performed
by the chefs resulting in optimum time management.
Three Issues
1. The first issue which can affect plans of expansion is the inefficient cleaning processes
used result in piling of dishes near the entrance of the kitchen till kitchen hands transfer
the plates to the other end where a wash station is situated. Undergoing expansion would
increase the number of orders and prepared food items and hence, accumulating and
transferring soiled dishes to another end of the kitchen is not a feasible operation.
2. In terms of inventory management, the organization utilizes food products as and when
the need arise. Such a process coupled with lack of inventory recording and food labeling
would result in increased food wastage and spoilage especially during months when
business flow reduces.
3. Another key inefficiency is the lack of adequate kitchen staff members resulting in
unequal workloads and the inefficiencies especially if the business undergoes expansion.

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Three Adjustments
1. For increasing kitchen efficiency in terms of cleaning Pesco restaurant can install a dish
water in its main kitchen, where dishes of immediate need can be washed and rarely used
large utensils or delicate parts of equipment can be transferred to the separate wash
station.
2. Inventory management procedures must be employed such as ‘first in first out’ processes
(FIFO). This means that foods which will have the earliest dates of issuing will be used
first. Further, ingredients with the highest need must be ordered on a priority basis while
rarely used ingredients can be ordered accordingly. Additionally, considering that
expansion will enhance food orders and storage, the organization can upgrade their
storage facilities to incorporate an upright freezer in the dry storage area.
3. It is observed that the number of staff are every less with everyone specializing in every
field resulting in disorganization. Hence, along with staff requirement, the new staff must
also be trained on basic kitchen operations, bakery, grilling and bakery and segregated
into teams for better work distribution.
Environmental Sustainability
1. Incorporating food labeling and inventory storage operations such as FIFO will result in
improved food usage and environmental sustainability in terms of reduced food spoilage.
2. Incorporate eco-friendly dishwashers will optimize electricity consumption. Further,
wiping soiled dishes with a moist cloth prior to taking to the dishwasher or the wash
section will result in reduced water consumption.
3. An eco-friendly upright freezer in the dry storage area will not only provide immediate
supply of ingredients but will also reduce electricity consumption and load on the chest

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freezer. Organizing dry storage, upright and chest freezers in non-perishable, semi-
perishable and perishable sections will enhance food storage, food usage and reduced
food spoilage.
Task 2
Part A: The role play meeting with the chefs and colleagues resulted in the following
key discussions:
Findings of the report
The major issues of efficiency and their possible solutions are as follows:
1. There is a lack of cleaning efficiencies resulting in kitchen hands walking to the other end
where there is a washing station for cleaning. Installation of a dishwasher in the kitchen
would prove to be useful.
2. There is lack of organization in terms of inventory planning and storage. Incorporating
FIFO methods coupled with installation of adequate eco-friendly freezers would prove to
be useful.
3. The present staff strength is inadequate in the organization plans on expanding.
Recruiting new members and training them on kitchen workflow operations and various
cooking techniques would prove to be useful.
Colleagues Feedback
1. While the chef agreed on the need for new recruitment, he also noted that there is a need
to incorporate new equipment such as large conventional ovens and fryers so that bulk

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orders can be managed during peak business months and when orders increase due to
expansion.
2. The chef also postulated the need to train staff on equipment usage, inventory
management as well as environmentally sustainable practices.
3. The present supplier of food items which the organization’s kitchen is tied to have
contract demonstrating food supply thrice a week. Hence, prior to implementing
inventory management techniques, the chef feels that a discussion with the supplier is
necessary.
4. The chef shared ideas on the need for a separate team for food ordering since it often
becomes difficult for chefs to do the same during peak business hours.
Ideas on technologies
1. Both the chef and the restaurant manager agreed on investing on technologies which are
energy efficient to improve sustainability.
2. The chef and restaurant owner shared their views that an upright freezer would increase
energy costs. Installation of chest freezers with organized compartments in the dry
storage areas can prove to be helpful as well as energy efficient.
Potential for Innovations
Considering the issue with dishwashing, the chef felt that re-designing the kitchen as well
as the washing area into another kitchen comprising of a kitchen triangle (cooking-storage-
washing areas) would prove to be useful, along with a storage area connecting the two kitchens.

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Part B: Final Report
The final recommendations contributed to the following kitchen efficiency change report
for final submission:
Efficiency Issues
1. The lack of a convenient dishwashing area is a major issue in terms of efficiency since
accumulating and transferring dishes to a separate washing center is not a long term
feasible option.
2. Ordering ingredients merely in terms of need without any appropriate inventory planning
or labeling methods increase chances of inefficiency in terms of accumulation of unused
food items, food spoilage and wastage.
3. At present there is inadequate staff strength resulting in unequal word load and
occupational stress.
Adjustments
1. There is a need to install a separate dishwasher in the kitchen so that dishes of immediate
need can be cleaned while rarely used items can be transferred to the wash area. For long
term improvement, there is a need to redesign the present kitchen and washing area with
a kitchen triangle work station for improved cooking, cleaning and storage practices.
2. There is a need to alter inventory planning practices with the supplier and order items
based on FIFO practices. Staff must label food in terms of date of issuing and
procurement. Installation of a storage area between the two kitchens in the future would
prove to be useful when the organization undergoes expansion. Installation of an
additional chest freezer in the dry storage area would be useful to store ingredients of
immediate need.

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3. New staff have to be recruited and trained on new inventory practices, basic kitchen
operations, equipment handling and various cooking methods. There is a need to
segregate kitchen staff into teams for improved kitchen workflow and ordering of food to
handle the expansion and reduce the workload on chefs.
Environmental Sustainability
1. Incorporating food labeling and inventory storage operations such as FIFO will result in
improved food usage and environmental sustainability in terms of reduced food spoilage.
2. Incorporate eco-friendly dishwashers will optimize electricity consumption. Further,
wiping soiled dishes with a moist cloth prior to taking to the dishwasher or the wash
section will result in reduced water consumption.
3. An eco-friendly chest freezer in the dry storage area will not only provide immediate
supply of ingredients but will also reduce electricity consumption and load on the
existing chest freezer. Organizing dry storage, upright and chest freezers in non-
perishable, semi-perishable and perishable sections, compartments or containers will
enhance food storage, food usage and reduced food spoilage.
4. All new equipment which will be installed must be certified as eco-friendly or energy
efficiency. Existing equipment can undergo repairs for enhanced energy consumptipn.
Task 3
Table 1: Workflow Plan
Workplace name: Pesco Restaurant Work area: Kitchen and Restaurant
Shift: 8:00 AM – 1:00 PM Date: 8th of August, 2019

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Shift timing Task(s) to be completed Section / Job role /
person allocated to
8:00 am – 8:30
a3m Leaving frozen vegetables to thaw for the trout
Level 2 cook grade 1
Preparation of the pesto marinade for the lamb
Level 2 cook grade 1
Preparation of the samosa dough and leaving it to
rest.
Level 4 cook grade 3
8:30 to 9:30 am
Preparation of spice mixture for chicken wings
Level 2 cook grade 1
Coating and leaving the chicken wings and lamb to
marinate
Level 2 cook grade 1
Preparing rice for the conde, blanching asparagus and
preparing vegetable mis en place for samosa and
lamb rack
Level 2 cook grade 1
9:30 to 12:30 pm
Steaming the vegetables for lamb and trout, peeling
and stewing the apricot and mango
Level 2 cook, grade 1
Slow cooking the lamb and trout
Level 5 cook, grade 4
Preparing the conde and coulis and leaving to set
Level 4 cook, grade 3
9:30 to 12:30 pm
Freshly frying the samosas and chicken wings in
batches as per orders
Level 2 cook, grade 1
Level 1 kitchen
attendant, grade 1

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Assembling of crockery and cutlery for serving.
Assembling the samosa and wings in a presentable
manner for customers.
Level 4 cook, grade 3
11:30 to 12:30
pm Serving the above starters. Toasting the walnuts and
assembling trout and lamb in a presentable manger
for customers
Level 2 guest service,
grade 2
Level 4 cook, grade 3
Serving the above dishes. Cleaning of dishes from
wings and samosas
Level 2 guest service,
Level 2 kitchen
attendant, grade 2
Cleaning dishes from the trout and lamb. Assembling
the desserts in a manner presentable for customers.
Level 2 kitchen
attendant, grade 2
Level 5 cook, grade 4
12:30 – 12:30
pm Serving the dessert. Cleaning the dishes, kitchen
counter and equipment.
Level 2 guest service
Level 2 kitchen
attendant, grade 2
Cleaning final dishes from the dessert.
Level 1 kitchen
attendant, grade 1
Obtaining direct feedback from customers
Level 5 guest service
supervisor
12;30 pm to 1:00
pm Debriefing session and discussion of the next day
orders.
Level 5 guest service
supervisor, Level 5
food and beverage

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supervisor
Prepared by: Operations Manager Date: 8th August,
2019
Table 2: Shift Budget
Shift Budget
Prep and cooking
Position Rate / hour
($)
No. of
hours
Cost / staff
($) No. of staff
Wages
($)
Cost per staff x No.
of staff
Level 2 cook grade 1 $20.22 1 hours $20.22 2 40.44
Level 4 cook grade 3 $22.04 2 hours $ 44.08 2 88.16
Level 5 cook, grade 4 $23.42
1 hour $23.42 2 46.84
Cleaning
Level 1 kitchen attendant,
grade 1
$19.47 1 hour $19.47 2 38.94
Level 2 kitchen attendant,
grade 2
$20.22
1 hour $20.22 2 40.44
Total Wages 254.82
Table 3: Shift Budget Variance Report
Shift:
Date:

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Expense type Budgeted Actual $ Variance % Variance
Hours Cost Hours Cost
Prep and cooking 3 hours $600.00 6 hours $175.44 -$424.56 -70.76
Cleaning 2 hours $300.00 2 hours $79.38 -$220.62 -73.54
Total daily 5 hours $900.00 8 hours $254.82 -$645.18 -71.69
Task 4
Summary of Inadequate Performance
The following are the key areas where the staff did not meet the requirements for adequate
performance:
1. Lack of appropriate time management resulting in delays for customers to receive their
orders.
2. Delays occurred due to issues in chef competency resulting in food spoilage and fresh
preparation of food.
3. Inconsistent performance resulting in burning of walnuts. The problem was unnoticed
due to overburdening of work.
4. Mismanaged equipment resulting in overburdening of grill section and last minute food
mishaps.
5. Exceeding of budget due to malfunctioning of one dishwasher.
Adjustment
From the previously prepared budget it can be observed that there is the stipulated
number of staff members is inadequate resulting in unequally distributed workloads,
overburdening and delays or inconsistencies in food preparation. From the previously prepared

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budget and workflow plan it can be observed that there is monetary scope to incorporate
additional staff members. Hence, hiring 2 additional cooks will be useful in reducing the
workload and preventing delays in terms of customer service.
Long Term Action
Implementation of standard recipe cards for each dish and ensuring that every cook is in
possession of recipe cards of the dishes they are allocated to would prove to be useful in the long
run to prevent forgetfulness or inconsistencies in food preparation. Further, allocating two
additional staff to be kept as substitutes for emergencies will be useful in long term prevention of
workflow hindrances due to equipment malfunctioning.
Task 5
The following is the revised workflow, budget and variance report to compensate for chef
incompetency in the grill section and allocation of additional staff for cleaning in absence of one
dishwasher:
Table 4: Revised Workflow Plan
Workplace name: Pesco Restaurant Work area: Kitchen and Restaurant
Shift: 8:00 AM – 1:00 PM Date: 10th of August, 2019
Shift timing Task(s) to be completed Section / Job role /
person allocated to
8:00 am – 8:30
a3m Leaving frozen vegetables to thaw for the trout
Level 2 cook grade 1
Preparation of the pesto marinade for the lamb
Level 2 cook grade 1