For Prof. Xavier

{H&PTER X0 Food and Beverage Management: Analysis and Decision Making

.:. '. .:a..: ,: l.il i::'.-X::. a.

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QUALITY AS AN IMPROVEMENT PHILOSOPHY

A successful operation maintains a high level of quality at all times because

it has systems in place to build and maintain quality. There are many

components to a good meal: correct ingredients, excellent preparation

methods, and customer-friendly service. Consistently maintaining qualiq- is

a challenge. Establishments should use ongoing systems to monitor qualrty

rather than reacting to customer-related problems as they arise'

Managenrent ilecision IVlaki n g

Many problems arise in busy operations because employees forget things,

take shortcuts, or make other minor mistakes. Many of these mistakes can

be corrected before customers are affected. However, if the causes are not

identified and resolved, simple mistakes can become big problems.

Therefore, a system for regularly reviewing operations is needed, and

everyone must be part of it. A quality systemr outlines how quality proc

and procedures should be implemented, controlled, and maintained, It

involves four steps:

i. Establish standards. Managers establish standards as they develop ad implement standardized recipes, purchase specifications, food-

preparation sheets, and job breakdowns. These and other quality tools

become the benchmarks against which food items and work proc

are judged acceptable or unacceptable.

2.Identrfy defects. Things do not always go as planned, and defects

(differences from established standards) occur. Successful operation*

manage defects by regularly identifying, correctin$, and tracking

them. For example, managers monitor food products from receil'ing

through production, and they ensure all standards are followed ali

the time. They also use effective supervision practices to note and

correct employee errors, and they inspect food items before they are

served.

3. Track defects. Managers use simple note sheets such as the one shot-n

in Exhibit 10.1 to recall topics to share with employees during the nert

pre-shift meeting. They review the daily note sheets on a weekly basis

to look for patterns of defects. If they notice recurring problems, thq-

address them.

4. Implement a problem-solving strategy to correct defects. Chapter 7

explained one approach that involves defining the problem,

determining its cause and possible solutions, selecting the best

alternative, developing and implementing an action plan, and

documenting the process for future reference.

,rtre bas naq;il,iinowthat i,', problem is not resolved even

when its cart" hrt been deter- rnihedrand..a-lqlution,has'be6h -

,aq.1eed Onr]rVhen,approprla,te,1,,', iqmpl'oyees.{aa involved'in,tht,

:,,.decision-rnaldnU;?,rysi,,They,.,,

,-:55-6ufd,t b,rlpdatedab.out',

,,,'aCtio!,plms.'p ly !n€,:up,,;,:,,.':., meetings or special rneetings are

ways to do this.

Managers can do several things .'dr.rringrthesg meetingsa

Review th€,pro,blem 8nd'.how

its,5auie waldelermined.,,

Explain what needs to be

done to correct the problem.

Evaluate any additional staff

sugg,estis!s, and diicusiiheirr advantages and

disadvantages.

" tDesai.ibethe iecornmended,', soluiion.,De.raOnfft,Alathe'

iorrect procedure, if applicable.

" When possible, pui staff in charge of training,

maintaining, and

implementing the changes.

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