Happy Holidays to all.
This is my attempt to look at the hotel F&B industry at the current time with a holiday spin; this is also my first posting as a blogger.
By now, we all know the current state of the economy and our industry. I have spent some time recently seeking the advice of some industry professionals (many with varying viewpoints on the current situation within hotel F&B). The following are some thoughts/ideas/opinions regarding the current state of affairs and how to conduct business:
1. Have fun. Enjoy yourself . Before you know it, there will be a new hurdle.
2. Watch the guy down the street. I believe you must be one step of the competition or match the PR that they generate. I hate when guests say, “Why can’t you do that?” Of course, you will not please everyone, but the guest is always right. Make sure you know what the competition is doing.
3. Accountability is key. You are only as good as your weakest team member. This is not the time to carry associates who are just existing. As leaders, standards should be of ultra importance during this period.
4. Reward great effort. Even though times are tough, we can still run contests in our outlets. If there is a stellar service moment, the team must know about it and the that individual rewarded. This will also help you know who really cares on your team. I believe everyone should be challenged.
5. Create the sense of urgency. The F&B setting can be very unpredictable. Service staff must have the sense that every guest is vital to the financial stability of the operation.
6. Communicate with your team. This is invaluable. As leaders, we must be prepared for anything; effective communication will enable the staff to be better prepared.
7. Currently, guests are searching for the best value. By being creative, you should enhance the value for price paid. This is crucial in this economic situation, and everyone on the team must understand this point. The conversation should be, “What can we do to enhance value?” The creation of value should be a team effort.
8. Sell your philosophy to every team member; one person cannot make it happen. As a leader, you must develop a team that is willing to put forth the extra energy to not only maintain and complete their daily tasks, but go beyond the norm to provide extra value for each guest. If there is a team member unwilling to fight for each client, then there is a definite disconnect with that individual.
9. Be creative, take chances. Hotel guests enjoy the unexpected, they want to see something different. Work within your group to develop a true passion for creativity. Hotel restaurants should be fun!
10. Stay passionate. Show each guest that you want them there. If you want to be there, they will want to return. You must create an atmosphere of true passion.
11. Focus on the things you can control, i.e., the guests who frequent your establishment on a day-to-day/weekly basis.
12. Stop predicting when the market/economy will rebound; no one really knows. This is a waste of mental energy.
Happy holidays. Best of luck to you.
Resources : By Joseph LaFleur
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Senin, 07 Desember 2009
Rabu, 02 Desember 2009
HOTEL TACTICAL COST - LABOR COSTS
COST & EXPENSE MANAGEMENT – LABOR COSTS
Overview
The primary financial goal of any business must be increase economic value over time and add to shareholder wealth. Experts generally agree that there are four ways to do this:
1. Reduce operating costs and expenses, without adding to capital employed
2. Undertake all capital investments where increased net operating income exceeds the cost of capital
3. Discontinue operation where savings in the cost of capital employed exceed any net operating income
4. Restructure the financing (ie, debt and equity) structure of the enterprise
Market trends and other external forces beyond the control of hotel management can often put pressure on our ability to deliver revenues. This, in turn, generates a "Flow Through" impact to profitability. In order to deliver the established profit targets, particularly when we are experiencing revenue shortfalls, we must cotiuallyexamie our operations to ensure that costs and expenses are well controlled and reduced as much as possible.
The tactical cost and expenses management process should be participative in nature. Department heads and staff must be actively involved. In this way, each department will have ownership of their savings targets and the process will be much more than an accounting exercise.
Front Office
Level 1
• Combine Reception/Cashier duties
• Combine the Concierge/Guest Relation/Front Desk Operations
• Reduce Concierge/Guest Relations Operating hours and level of staffing
Level 2
• Eliminate Guest Relations section. Certain responsibilities assigned to other departments.
• Reduce number of Bellmen.
• Staff Reservations from Front Desk.
• Eliminate baggage delivery service.
Housekeeping
Level 1
• Review occupancy on a 5 week rolling and/or daily basis.
• Cover morning and afternoon shifts only as required, i.e. if there is a late large check-out,reschedule staff from am to pm.
• Do not prepare extra rooms –“level until tomorrow”.
Level 2
• Early am or late pm cleaning to be performed.Suspend night allowances.
• Cancel “spring cleaning” where extra staff would have to be employed or overtime incurred.
• Cancel “turn down” service on discount or group and crew rooms unless specifically contracted for.
• Increase maids’ quota of rooms to be cleaned or “turn down”.
Level 3
• Transfer Laundry staff to rooms and vice versa.
• Close off floors.
• Cancel “turn down” service in all Suites and for VIPs.
• Change bed linen every other day in non-full rate occupied rooms.
• Encourage supervisors/managers to service rooms.
Food & Beverage
Level 1
• Review forecast occupancy and cover counts on a 5 week rolling and/or daily basis
• Perform profitability analysis on all outlets and consider alternative uses if profit margins are insufficient.
Level 2
• Eliminate F&B cashiers where possible
• Review opening hours of outlets in light of covers served. Reduce hours or number of outlets open if possible.
• Investigate use of buffets to reduce waiter levels
• Perform profitability analysis on all banquet functions and accept only those with an acceptable profit margin.
• Increase productivity standard for waiters,preparations and stewarding associates.
Level 3
• Reduce ratio of staff to customer for banquets/functions/parties
• Outlets hostess/greeter to be made redundant.
• Close unprofitable outlets and relocate personnel to busy outlets/departments.
• Move breakfast to buffet style and investigate other similar opportunities.
• Reduce room service operating hours.
Telecommunications
Level 1
• Investigate feasibility of transferring switchboard to front office for night operation.
Level 2
• Investigate feasibility of installing ACD system
• Investigate call demand and handling rates and restructure shifts accordingly Prioritize which calls are answered first (outgoing or incoming)
Administration & General
Level 1
• Review need for certain senior positions, e.g Deputy General Manager, Assistant Financial Controller, Assistant Purchasing Manager, other Assistants,etc.
• Review time keepers and security staffing levels
• Combine night audit function with night reception
Level 2
• Reduce messenger and driving duties to essential services only
• Reduce the number of storeroom and/or store opening hours
• Reduce the number of secretaries in accounting and other Administration offices
• Introduce policy of no advance payment of wages
• Reduce security staffing levels and consider contracting out/in (as appropriate)
• Combine the position of IT Manager with some other appropriate function
• Perform process review and task analysis in all areas in order to reduce workload and staffing
• Reassign responsibility for storerooms to F&B, eliminating storekeeper positions
• Combine purchasing, receiving and storeroom positions, with compensating controls if possible
Level 3
• Suspend/make redundant messengers,collectors and drivers
• Combine jobs of a similar nature
• Eliminate IT support functions, if possible
Administration & General (Human Resources Department)
Level 1
• Liaise with Heads of Department and staff representatives/trade union(s):
- on the policy for suspending recruitment
- on the policy for forced vacations
- on the policy for voluntary unpaid leave
- to coordinate reductions in staff rosters
- with a view to suspending/curtailing overtime payments by reallocation of personnel resources within the departments or between departments
- to recruit casual staff for full-time positions so that labor can be sourced or suspended at short notice
- coordinate cross-training within departments and between departments to enable associate relocation as required by business demand
Level 2
• Liaise with Heads of Department and staff representatives/trade union(s):
- to implement policy of employing personnel on temporary contracts during period of uncertainty
- to implement a policy canceling all overtime
- to implement policy of employing personnel on temporary contracts during periods of uncertainty
- to formulate a policy to offer days/ time off in lieu of special premiums
- to formulate a policy for rotation of full-time associates either within or between departments, with a view to re-scheduling all weekend/night work to reduce premiums paid
- to formulate a policy on the introduction of flexitime working to incorporate reduced hours per week
Level 3
• Tighten negotiations with staff representatives/trade union
• Liaise with Heads of Department and staff representatives/trade union(s)
- to suspend all premium working hours
- to suspend all bonuses
- to reduce employee benefit for specified levels of associates
- to require vacation to be taken including unearned paid and/or unpaid vacation
- to introduce a 4 or 3 day working week
- to introduce forced redundancy if natural attrition is insufficient
- to suspend wage increases. Offer other benefits instead
Advertising & Sales
Level 1
• Review Central Marketing Delivery. Allocation of resources to other expenses categories needs to be justified in light of CMD levels
Level 2
• Reduce the number of sales Managers and Coordinators in non-arriving segments
• Reduce staff in sales and consider telephone selling rather than sales calls
• Combine PR function if appropriate
Level 3
• Eliminate sales staff responsible for non-arriving segments
• Consider renegotiating pay structure to more commission based structure
• Eliminate stand-alone PR function
Suggestions for All Departments
Note: See suggestion specific to an individual department after general suggestions.
Level 1
• Formulate policy on hiring freeze for part-time, contract or casual labor
• Freeze recruitment for new associates and do not fill current vacancies unless absolutely necessary
• Carefully review staff (particularly casual) schedule and prepares as close to each day as possible
• Ensure most recent forecast is used in determining manning requirements
• Re-evaluate productivity standards in order to identify opportunities for improvement
• Schedule associates to take “unearned” leave
• Suspend overtime payments by allocating manning resources within or between departments (multi-skilling)
• Identify opportunities for job combinations
• Ensure cross-training within or between departments, to enable personnel to be relocated as required
• Replace”seasonal” departments headcount with casuals so that labor can better managed on a short-term basis
• All overtime requests to be approved in advance by General Manager and Controller
Level 2
• Employ new associates on temporary contracts
• Reduce overtime payments to absolute minimum
• Encourage full time employees to work in other department where business fluctuates, e.g. banqueting
• Conduct feasibility study on contracting services outside in order to reduce headcount
• Re-scheduling “off-hours” rosters in order to reduce any premiums, which may be required
• Offer voluntary redundancy or early retirement, where possible and/or appropriate
• Encourage supervisors/managers to assume “hands-on” responsibilities
Level 3
• Adjust operating hours of outlets and other operated departments
• Eliminate all overtime and premium working schedules
• Schedule all vacation to be taken
• Take legal means to introduce mandatory redundancy and/or early retirement programs
• Suspend wage increases where legally possible
PT & ER – Personnel Development (Including Recruitment)
Level 1
• Review staffing levels in this department
• Increase use of reference checks before calling people for interviews
• Prospective employees located in other cities to be interviewed by the personnel Manager in other same branded properties to minimize reimbursement of travel fares
• Reduce dependence on recruiting agnecies
• Encourage existing associates to propose prospective new associates
• Review training plan to assess cost exposure
• Defer overseas training
• Defer regional and local training which involves external instructors and high course expenses
• Cancell all language training where undertaken by paid teachers. Consider using staff with language skills
Level 2
• Combine recruitment advertising resources with other same chain properties where feasible
• Suspend use of recruitment agencies
• Cancell all outside training courses
• Cancell skill training, where expensive set-ups are required or where space can be utilized for revenue generating activities
• Cancell all external training
• Cancell all training courses where temporary staff have to be employed to cover the duties of those attending the course
PT &ER – Medical
Level 1
• Review local regulations as to minimum provision of first aid boxes, medicines and first aid supplies
• Review location of first aid boxes to ensure that those in back of house areas are properly secured
• Review frequency of health checks conducted more frequently than is legally required
• Review coverage under present insurance system
• Ensure that all rebates have been claimed from the insurance company
• Review insurance scheme use and number of claims
Level 2
• Review contract with doctor. Reduce hours of attendance if possible
• Review coverage under present system
• Ensure that all rebates have been claimed
• Review scheme use and number of claimed
• Negotiate higher exclusions for lower premiums
PT&ER – Sport and Social Activities
Level 1
• Conduct inventory of benefits under this heading
• Encourage staff to carry out fund-raising activities to finance football, basketball similar activities, by running social events outside the hotel
• Encourage sponsorship by hotel suppliers such as liquor companies for equipment, transportation, staff parties, outings etc
• Establish links with other hotels and agree ways to reduce cost
PT&ER – Employee News Letter
Level 1
• Obtain sponsorship to finance production of the publication
• Reduce content and quality of finish
• Reduce size of print run to minimum required
• Review Frequency of productions
Level 2
• Do not distribute to all staff. Display on employee notice board
Level 3
• Suspend publication
Employee Meals
All Department and Employee Cafetaria
Level 1
• Review list of associates entitled to dine in F&B outlets. Issue instructions to reduce entitlement
• Stop all dining in the cafetaria by non-hotel employees (e.g.construction workers,concessionaires, etc)
• Review and enforce policy on dining policy (ie. Only one meal per work shift per associate, only associates on duty entitled to meals)
• Target cafetaria food cost reduction of 10%
Level 2
• Stop serving coffee, tea, other drinks in the cafetaria, except with duty meals
• Reduce operating hours of cafetaria
• Reorganize cleaning process in order to reduce stewarding staff
• Reduce cafetaria staffing
• All associates required to dine in cafetaria
• Target cafetaria food cost reduction of 20%
• Issue policy canceling entitlement for alcoholic beverage with meals
• Review entitlements for food and beverage rquisitions for associates who live in
Level 3
• Institute policy of cafetaria :co-pay” for all associates
• Eliminate position of cafetaria supervisor and cafetaria waiter/servers
• Perform feasibility study on replacing cafetaria operation with a meal allowance
• Cancel all dining privileges and close the cafetaria
• Target cafeteria food cost reduction of 30%
Employee Transportation All Department
Level 1
• Implement formal policy on associate transportation entitlement
• Review level of taxi cost and identify/ justify consistent users
• Encourage associates to share taxis with others
• Explore opportunities for negotiation of a “contract rate: with local taxi or transportation company
Level 2
• Revise entitlement of taxi use for associates working late shift, e.g. change from entitled after 11.00 PM to entitled after 1.00 AM
• Required associates to share transport with other. Associates to justify not sharing with others
• Forbid use of chauffeur driven cars or limousines and insist on taxis or public transport(including executive committee members)
• Hotel operated transportation to be utilized on popular routes on a scheduled basis to replace associate usage of taxis
• Conduct feasibility study on the cost/benefits of using hotel accommodation if public transport not available
Level 3
• Cancel all use of taxis for staff working early/late. Suspend all employee transportation
• Eliminate/suspend use of”personal” cars or transportation allowances for eligible associates
Employee Housing Administrative and General (Human resources Department)
Level 1
• Prepare summary of existing leases, when they expire and details of early termination provisions
• Check all utility bills monthly for opportunities for reduction
• Liaise with Department Heads on associates housing requirements and how they might be reduced
• Ensure all new leases are for terms of six months or less
• Review cost of maintenance and repair on all houses and departments and identify opportunities for reduction
Level 2
• Cancel rent allowances to new employees
• Restructure offers of employment to eliminate housing allowances, while increasing base salary
• Offer accommodation in hotel, if available and cancel lease or rental contract
• Offer salary alternatives to associates if lease or rental contract can be canceled or are due to expire
Level 3
• All associates entitled to housing to be given accommodation in hotel
• Renegotiate terms of contracts where housing is part of contract
Sources : hotel-knowledge.blogspot.com/2009/03/hotel-tactical-cost-labor-costs.html
Overview
The primary financial goal of any business must be increase economic value over time and add to shareholder wealth. Experts generally agree that there are four ways to do this:
1. Reduce operating costs and expenses, without adding to capital employed
2. Undertake all capital investments where increased net operating income exceeds the cost of capital
3. Discontinue operation where savings in the cost of capital employed exceed any net operating income
4. Restructure the financing (ie, debt and equity) structure of the enterprise
Market trends and other external forces beyond the control of hotel management can often put pressure on our ability to deliver revenues. This, in turn, generates a "Flow Through" impact to profitability. In order to deliver the established profit targets, particularly when we are experiencing revenue shortfalls, we must cotiuallyexamie our operations to ensure that costs and expenses are well controlled and reduced as much as possible.
The tactical cost and expenses management process should be participative in nature. Department heads and staff must be actively involved. In this way, each department will have ownership of their savings targets and the process will be much more than an accounting exercise.
Front Office
Level 1
• Combine Reception/Cashier duties
• Combine the Concierge/Guest Relation/Front Desk Operations
• Reduce Concierge/Guest Relations Operating hours and level of staffing
Level 2
• Eliminate Guest Relations section. Certain responsibilities assigned to other departments.
• Reduce number of Bellmen.
• Staff Reservations from Front Desk.
• Eliminate baggage delivery service.
Housekeeping
Level 1
• Review occupancy on a 5 week rolling and/or daily basis.
• Cover morning and afternoon shifts only as required, i.e. if there is a late large check-out,reschedule staff from am to pm.
• Do not prepare extra rooms –“level until tomorrow”.
Level 2
• Early am or late pm cleaning to be performed.Suspend night allowances.
• Cancel “spring cleaning” where extra staff would have to be employed or overtime incurred.
• Cancel “turn down” service on discount or group and crew rooms unless specifically contracted for.
• Increase maids’ quota of rooms to be cleaned or “turn down”.
Level 3
• Transfer Laundry staff to rooms and vice versa.
• Close off floors.
• Cancel “turn down” service in all Suites and for VIPs.
• Change bed linen every other day in non-full rate occupied rooms.
• Encourage supervisors/managers to service rooms.
Food & Beverage
Level 1
• Review forecast occupancy and cover counts on a 5 week rolling and/or daily basis
• Perform profitability analysis on all outlets and consider alternative uses if profit margins are insufficient.
Level 2
• Eliminate F&B cashiers where possible
• Review opening hours of outlets in light of covers served. Reduce hours or number of outlets open if possible.
• Investigate use of buffets to reduce waiter levels
• Perform profitability analysis on all banquet functions and accept only those with an acceptable profit margin.
• Increase productivity standard for waiters,preparations and stewarding associates.
Level 3
• Reduce ratio of staff to customer for banquets/functions/parties
• Outlets hostess/greeter to be made redundant.
• Close unprofitable outlets and relocate personnel to busy outlets/departments.
• Move breakfast to buffet style and investigate other similar opportunities.
• Reduce room service operating hours.
Telecommunications
Level 1
• Investigate feasibility of transferring switchboard to front office for night operation.
Level 2
• Investigate feasibility of installing ACD system
• Investigate call demand and handling rates and restructure shifts accordingly Prioritize which calls are answered first (outgoing or incoming)
Administration & General
Level 1
• Review need for certain senior positions, e.g Deputy General Manager, Assistant Financial Controller, Assistant Purchasing Manager, other Assistants,etc.
• Review time keepers and security staffing levels
• Combine night audit function with night reception
Level 2
• Reduce messenger and driving duties to essential services only
• Reduce the number of storeroom and/or store opening hours
• Reduce the number of secretaries in accounting and other Administration offices
• Introduce policy of no advance payment of wages
• Reduce security staffing levels and consider contracting out/in (as appropriate)
• Combine the position of IT Manager with some other appropriate function
• Perform process review and task analysis in all areas in order to reduce workload and staffing
• Reassign responsibility for storerooms to F&B, eliminating storekeeper positions
• Combine purchasing, receiving and storeroom positions, with compensating controls if possible
Level 3
• Suspend/make redundant messengers,collectors and drivers
• Combine jobs of a similar nature
• Eliminate IT support functions, if possible
Administration & General (Human Resources Department)
Level 1
• Liaise with Heads of Department and staff representatives/trade union(s):
- on the policy for suspending recruitment
- on the policy for forced vacations
- on the policy for voluntary unpaid leave
- to coordinate reductions in staff rosters
- with a view to suspending/curtailing overtime payments by reallocation of personnel resources within the departments or between departments
- to recruit casual staff for full-time positions so that labor can be sourced or suspended at short notice
- coordinate cross-training within departments and between departments to enable associate relocation as required by business demand
Level 2
• Liaise with Heads of Department and staff representatives/trade union(s):
- to implement policy of employing personnel on temporary contracts during period of uncertainty
- to implement a policy canceling all overtime
- to implement policy of employing personnel on temporary contracts during periods of uncertainty
- to formulate a policy to offer days/ time off in lieu of special premiums
- to formulate a policy for rotation of full-time associates either within or between departments, with a view to re-scheduling all weekend/night work to reduce premiums paid
- to formulate a policy on the introduction of flexitime working to incorporate reduced hours per week
Level 3
• Tighten negotiations with staff representatives/trade union
• Liaise with Heads of Department and staff representatives/trade union(s)
- to suspend all premium working hours
- to suspend all bonuses
- to reduce employee benefit for specified levels of associates
- to require vacation to be taken including unearned paid and/or unpaid vacation
- to introduce a 4 or 3 day working week
- to introduce forced redundancy if natural attrition is insufficient
- to suspend wage increases. Offer other benefits instead
Advertising & Sales
Level 1
• Review Central Marketing Delivery. Allocation of resources to other expenses categories needs to be justified in light of CMD levels
Level 2
• Reduce the number of sales Managers and Coordinators in non-arriving segments
• Reduce staff in sales and consider telephone selling rather than sales calls
• Combine PR function if appropriate
Level 3
• Eliminate sales staff responsible for non-arriving segments
• Consider renegotiating pay structure to more commission based structure
• Eliminate stand-alone PR function
Suggestions for All Departments
Note: See suggestion specific to an individual department after general suggestions.
Level 1
• Formulate policy on hiring freeze for part-time, contract or casual labor
• Freeze recruitment for new associates and do not fill current vacancies unless absolutely necessary
• Carefully review staff (particularly casual) schedule and prepares as close to each day as possible
• Ensure most recent forecast is used in determining manning requirements
• Re-evaluate productivity standards in order to identify opportunities for improvement
• Schedule associates to take “unearned” leave
• Suspend overtime payments by allocating manning resources within or between departments (multi-skilling)
• Identify opportunities for job combinations
• Ensure cross-training within or between departments, to enable personnel to be relocated as required
• Replace”seasonal” departments headcount with casuals so that labor can better managed on a short-term basis
• All overtime requests to be approved in advance by General Manager and Controller
Level 2
• Employ new associates on temporary contracts
• Reduce overtime payments to absolute minimum
• Encourage full time employees to work in other department where business fluctuates, e.g. banqueting
• Conduct feasibility study on contracting services outside in order to reduce headcount
• Re-scheduling “off-hours” rosters in order to reduce any premiums, which may be required
• Offer voluntary redundancy or early retirement, where possible and/or appropriate
• Encourage supervisors/managers to assume “hands-on” responsibilities
Level 3
• Adjust operating hours of outlets and other operated departments
• Eliminate all overtime and premium working schedules
• Schedule all vacation to be taken
• Take legal means to introduce mandatory redundancy and/or early retirement programs
• Suspend wage increases where legally possible
PT & ER – Personnel Development (Including Recruitment)
Level 1
• Review staffing levels in this department
• Increase use of reference checks before calling people for interviews
• Prospective employees located in other cities to be interviewed by the personnel Manager in other same branded properties to minimize reimbursement of travel fares
• Reduce dependence on recruiting agnecies
• Encourage existing associates to propose prospective new associates
• Review training plan to assess cost exposure
• Defer overseas training
• Defer regional and local training which involves external instructors and high course expenses
• Cancell all language training where undertaken by paid teachers. Consider using staff with language skills
Level 2
• Combine recruitment advertising resources with other same chain properties where feasible
• Suspend use of recruitment agencies
• Cancell all outside training courses
• Cancell skill training, where expensive set-ups are required or where space can be utilized for revenue generating activities
• Cancell all external training
• Cancell all training courses where temporary staff have to be employed to cover the duties of those attending the course
PT &ER – Medical
Level 1
• Review local regulations as to minimum provision of first aid boxes, medicines and first aid supplies
• Review location of first aid boxes to ensure that those in back of house areas are properly secured
• Review frequency of health checks conducted more frequently than is legally required
• Review coverage under present insurance system
• Ensure that all rebates have been claimed from the insurance company
• Review insurance scheme use and number of claims
Level 2
• Review contract with doctor. Reduce hours of attendance if possible
• Review coverage under present system
• Ensure that all rebates have been claimed
• Review scheme use and number of claimed
• Negotiate higher exclusions for lower premiums
PT&ER – Sport and Social Activities
Level 1
• Conduct inventory of benefits under this heading
• Encourage staff to carry out fund-raising activities to finance football, basketball similar activities, by running social events outside the hotel
• Encourage sponsorship by hotel suppliers such as liquor companies for equipment, transportation, staff parties, outings etc
• Establish links with other hotels and agree ways to reduce cost
PT&ER – Employee News Letter
Level 1
• Obtain sponsorship to finance production of the publication
• Reduce content and quality of finish
• Reduce size of print run to minimum required
• Review Frequency of productions
Level 2
• Do not distribute to all staff. Display on employee notice board
Level 3
• Suspend publication
Employee Meals
All Department and Employee Cafetaria
Level 1
• Review list of associates entitled to dine in F&B outlets. Issue instructions to reduce entitlement
• Stop all dining in the cafetaria by non-hotel employees (e.g.construction workers,concessionaires, etc)
• Review and enforce policy on dining policy (ie. Only one meal per work shift per associate, only associates on duty entitled to meals)
• Target cafetaria food cost reduction of 10%
Level 2
• Stop serving coffee, tea, other drinks in the cafetaria, except with duty meals
• Reduce operating hours of cafetaria
• Reorganize cleaning process in order to reduce stewarding staff
• Reduce cafetaria staffing
• All associates required to dine in cafetaria
• Target cafetaria food cost reduction of 20%
• Issue policy canceling entitlement for alcoholic beverage with meals
• Review entitlements for food and beverage rquisitions for associates who live in
Level 3
• Institute policy of cafetaria :co-pay” for all associates
• Eliminate position of cafetaria supervisor and cafetaria waiter/servers
• Perform feasibility study on replacing cafetaria operation with a meal allowance
• Cancel all dining privileges and close the cafetaria
• Target cafeteria food cost reduction of 30%
Employee Transportation All Department
Level 1
• Implement formal policy on associate transportation entitlement
• Review level of taxi cost and identify/ justify consistent users
• Encourage associates to share taxis with others
• Explore opportunities for negotiation of a “contract rate: with local taxi or transportation company
Level 2
• Revise entitlement of taxi use for associates working late shift, e.g. change from entitled after 11.00 PM to entitled after 1.00 AM
• Required associates to share transport with other. Associates to justify not sharing with others
• Forbid use of chauffeur driven cars or limousines and insist on taxis or public transport(including executive committee members)
• Hotel operated transportation to be utilized on popular routes on a scheduled basis to replace associate usage of taxis
• Conduct feasibility study on the cost/benefits of using hotel accommodation if public transport not available
Level 3
• Cancel all use of taxis for staff working early/late. Suspend all employee transportation
• Eliminate/suspend use of”personal” cars or transportation allowances for eligible associates
Employee Housing Administrative and General (Human resources Department)
Level 1
• Prepare summary of existing leases, when they expire and details of early termination provisions
• Check all utility bills monthly for opportunities for reduction
• Liaise with Department Heads on associates housing requirements and how they might be reduced
• Ensure all new leases are for terms of six months or less
• Review cost of maintenance and repair on all houses and departments and identify opportunities for reduction
Level 2
• Cancel rent allowances to new employees
• Restructure offers of employment to eliminate housing allowances, while increasing base salary
• Offer accommodation in hotel, if available and cancel lease or rental contract
• Offer salary alternatives to associates if lease or rental contract can be canceled or are due to expire
Level 3
• All associates entitled to housing to be given accommodation in hotel
• Renegotiate terms of contracts where housing is part of contract
Sources : hotel-knowledge.blogspot.com/2009/03/hotel-tactical-cost-labor-costs.html
Rabu, 29 Juli 2009
The 10 Commandments of F&B
By Karl Prohaska
Lewis Black is not happy. He’s terribly funny and wildly intelligent but decidedly less than pleased. He’s made a very nice living and has been paid handsomely for not being happy. He finds the foibles of everyday life to be irritating to the point where the viewer or listener is completely sure all the blood vessels in his head will simultaneously burst in such a spectacular fashion that if you played “Clair de Lune” when it was happening, it would rival the fountains at Bellagio in Vegas. Naturally, I’m a huge fan.
In his latest book, Me of Little Faith, he takes on organized religion, and about this subject, oddly enough, he’s not happy. Being an equal opportunity curmudgeon, he even takes issue with his own religion…lots and lots of issue. It got me thinking about “religion.” Now, this little missive is not about religion…well it is, but it’s not. Since we are all F&B professionals and it’s something we believe in and follow devotedly to the point where it becomes a matter of ethics or conscience, we can borrow certain tenets.
Most everyone has heard of the Ten Commandments. Even if you are not of a faith that believes in Moses and his stone tablets, it’s hard to argue with what they have to say. They are short, sweet, and to the point… kind of an early version of The Idiot’s Guide on How to Not Be a Dirtbag. Most of the things are fairly obvious, which makes adapting them to our current calling ideal. It’s nice to have things all in one place, so here’s your Top Ten. (I’ll spare you the sight of me in a long beard and flowing robes.)
1. Food and Beverage is thy Lord and Master. Get serious or get out.
2. Thou shalt not have any Lords and Masters before me. It’s cool, and indeed necessary, to understand that we are but part of a greater whole. We need to understand it because we are never going to be the big kids on the block regarding profit margin. We simply cannot sell our wares for what the Rooms Folks can sell theirs. There is a difference in knowing that and understanding that and drinking the sales Kool-Aid, Heads in Beds Flavor. Simply because we can accept that fate doesn’t mean allow people to “name their own price” and we don’t scratch and claw for every penny we have coming to us. As they have a room rate they will not go under, so must we have our drop dead dollar figure. Dip below that and someone owes me the difference.
3. Thou shalt not take the name of hospitality in vain. It’s not just the name of our industry, it should be the feeling of our industry. It’s interaction versus transaction. If you just want to function with “turn and burn,” then go work at the DMV.
4. Remember the Sabbath. Period. Many of us look at Sundays as our rightful day off. We’ve worked long and hard and advanced our careers for that privilege. But when you think about it, Sunday can be a GREAT business day. It’s generally the day you don’t have deliveries coming in, so you’re not really spending a lot of money, and there are generally fewer distractions from “everyone else” being there. It’s a good day to run specials, clean walk-ins, set up your week. What many consider a day of rest, the enterprising department head considers as a day to “get stuff done.” It’s also a great day to get in there and train your assistant managers, your captains, and your sous chefs. I’ve spent many a Sunday with my executive sous chef. It lets him know I care about his development, empowers him, gives him a sense of pride. It also keeps him from calling me in the future because Sunday is Big Daddy’s day off.
5. Honor thy mother and father (especially on the days named for them). Many places have gone away from traditional brunches because of the expense involved in the full-on “dog and pony show.” All that means is we need to be smarter. Spend less on the flowers; skip the ice carving. Use action stations as focal points and make them kid-friendly. If it’s still too expensive, do well-thought-out specials. The community goodwill is worth the time and trouble.
6. Thou shalt not kill thy kitchen staff, thy housemen, or thy banquet staff. Dear sales and catering folks, elaborate and complicated is wonderful. Creative timing, setups, and menus are a necessity simply to keep up these days. However, we should never outstrip the talent level of the people who are doing all this. I’m all for pushing limits and training to a greater level of excellence, but too much too soon equals failure. Most staffs have oodles of pride and won’t take kindly to being set up to fail. Make sure we can do it before you contract us to do it.
7. Thou shalt not commit adultery. Don’t double dip, so to speak. Having a vested interest in a group we’re servicing is a dangerous thing. It can cause people to make bad decisions based on wanting to be “nice” and “supportive”. Everyone can read BEOs and see the deal being cut–your involvement with the group will no doubt be revealed either in a meeting or in the locker room. We’re going to find out, and everything about your actions will be called into question. It’s human nature to do so. One team or the other is going to suffer because of it. If you’re deeply invested in the group, stay out of it and let someone else service them.
8. Thou shalt not steal. This isn’t your money, food, or booze. Ask me before you take it upon yourself to help yourself. If you break a bottle, I’m afraid I need to see the broken bottle. Don’t clock in and then disappear for 20 minutes. Theft, whether it be food or booze or time, is a profit killer. Stealing clients from other joints, however, is perfectly acceptable. See below.
9. Thou shalt not bear false witness against thy neighbor. Thou shouldst, however, feel free to point out how much more banquet space you have, how much more talented your chef is, and how we might be able to work with you a little on that price. Thou shalt remember that much of what we consider “loyalty” is what they consider “a deal.” You may be friendly with your competition; you may even like them personally. But you need to be prepared to stand on their throats if need be, because that’s what pirates do. As was stated when the walls of Jericho came a’tumbling down… “it’s not personal, it’s just business.”
10. Thou shalt covet they neighbor’s…well, everything. Good ideas are good ideas no matter where they come from. Take a look at their equipment, setup, menus, space, and people. In order to overtake, one first needs to keep up.
Sources : Hotel F&B Magazine
Lewis Black is not happy. He’s terribly funny and wildly intelligent but decidedly less than pleased. He’s made a very nice living and has been paid handsomely for not being happy. He finds the foibles of everyday life to be irritating to the point where the viewer or listener is completely sure all the blood vessels in his head will simultaneously burst in such a spectacular fashion that if you played “Clair de Lune” when it was happening, it would rival the fountains at Bellagio in Vegas. Naturally, I’m a huge fan.
In his latest book, Me of Little Faith, he takes on organized religion, and about this subject, oddly enough, he’s not happy. Being an equal opportunity curmudgeon, he even takes issue with his own religion…lots and lots of issue. It got me thinking about “religion.” Now, this little missive is not about religion…well it is, but it’s not. Since we are all F&B professionals and it’s something we believe in and follow devotedly to the point where it becomes a matter of ethics or conscience, we can borrow certain tenets.
Most everyone has heard of the Ten Commandments. Even if you are not of a faith that believes in Moses and his stone tablets, it’s hard to argue with what they have to say. They are short, sweet, and to the point… kind of an early version of The Idiot’s Guide on How to Not Be a Dirtbag. Most of the things are fairly obvious, which makes adapting them to our current calling ideal. It’s nice to have things all in one place, so here’s your Top Ten. (I’ll spare you the sight of me in a long beard and flowing robes.)
1. Food and Beverage is thy Lord and Master. Get serious or get out.
2. Thou shalt not have any Lords and Masters before me. It’s cool, and indeed necessary, to understand that we are but part of a greater whole. We need to understand it because we are never going to be the big kids on the block regarding profit margin. We simply cannot sell our wares for what the Rooms Folks can sell theirs. There is a difference in knowing that and understanding that and drinking the sales Kool-Aid, Heads in Beds Flavor. Simply because we can accept that fate doesn’t mean allow people to “name their own price” and we don’t scratch and claw for every penny we have coming to us. As they have a room rate they will not go under, so must we have our drop dead dollar figure. Dip below that and someone owes me the difference.
3. Thou shalt not take the name of hospitality in vain. It’s not just the name of our industry, it should be the feeling of our industry. It’s interaction versus transaction. If you just want to function with “turn and burn,” then go work at the DMV.
4. Remember the Sabbath. Period. Many of us look at Sundays as our rightful day off. We’ve worked long and hard and advanced our careers for that privilege. But when you think about it, Sunday can be a GREAT business day. It’s generally the day you don’t have deliveries coming in, so you’re not really spending a lot of money, and there are generally fewer distractions from “everyone else” being there. It’s a good day to run specials, clean walk-ins, set up your week. What many consider a day of rest, the enterprising department head considers as a day to “get stuff done.” It’s also a great day to get in there and train your assistant managers, your captains, and your sous chefs. I’ve spent many a Sunday with my executive sous chef. It lets him know I care about his development, empowers him, gives him a sense of pride. It also keeps him from calling me in the future because Sunday is Big Daddy’s day off.
5. Honor thy mother and father (especially on the days named for them). Many places have gone away from traditional brunches because of the expense involved in the full-on “dog and pony show.” All that means is we need to be smarter. Spend less on the flowers; skip the ice carving. Use action stations as focal points and make them kid-friendly. If it’s still too expensive, do well-thought-out specials. The community goodwill is worth the time and trouble.
6. Thou shalt not kill thy kitchen staff, thy housemen, or thy banquet staff. Dear sales and catering folks, elaborate and complicated is wonderful. Creative timing, setups, and menus are a necessity simply to keep up these days. However, we should never outstrip the talent level of the people who are doing all this. I’m all for pushing limits and training to a greater level of excellence, but too much too soon equals failure. Most staffs have oodles of pride and won’t take kindly to being set up to fail. Make sure we can do it before you contract us to do it.
7. Thou shalt not commit adultery. Don’t double dip, so to speak. Having a vested interest in a group we’re servicing is a dangerous thing. It can cause people to make bad decisions based on wanting to be “nice” and “supportive”. Everyone can read BEOs and see the deal being cut–your involvement with the group will no doubt be revealed either in a meeting or in the locker room. We’re going to find out, and everything about your actions will be called into question. It’s human nature to do so. One team or the other is going to suffer because of it. If you’re deeply invested in the group, stay out of it and let someone else service them.
8. Thou shalt not steal. This isn’t your money, food, or booze. Ask me before you take it upon yourself to help yourself. If you break a bottle, I’m afraid I need to see the broken bottle. Don’t clock in and then disappear for 20 minutes. Theft, whether it be food or booze or time, is a profit killer. Stealing clients from other joints, however, is perfectly acceptable. See below.
9. Thou shalt not bear false witness against thy neighbor. Thou shouldst, however, feel free to point out how much more banquet space you have, how much more talented your chef is, and how we might be able to work with you a little on that price. Thou shalt remember that much of what we consider “loyalty” is what they consider “a deal.” You may be friendly with your competition; you may even like them personally. But you need to be prepared to stand on their throats if need be, because that’s what pirates do. As was stated when the walls of Jericho came a’tumbling down… “it’s not personal, it’s just business.”
10. Thou shalt covet they neighbor’s…well, everything. Good ideas are good ideas no matter where they come from. Take a look at their equipment, setup, menus, space, and people. In order to overtake, one first needs to keep up.
Sources : Hotel F&B Magazine
Jumat, 26 Juni 2009
Manfaat Kopi
Secangkir kopi bagi saya adalah sebuah awal dari segalanya. Bukan berlebihan atau mengada-ada, tapi memang sejak dulu saya bisa dikatakan maniak terhadap jenis minuman yang satu ini. Dalam sehari mungkin saya bisa menghabiskan bergelas-gelas kopi, pagi, siang, sore, dan malam hari. Iseng-iseng saya mencari artikel tentang beberapa manfaat kopi untuk kesehatan, tentu saja ini mungkin bisa dikatakan hanya sebuah retorika pembelaan diri. Tapi saya pikir ini patut kita ketahui juga dan menjadi pengetahuan yang mungkin suatu saat akan bermanfaat.
Berikut beberapa point dan manfaat dari secangkir minuman yang bernama kopi, yang berhasil saya rangkum dari berbagai sumber :
1.Delapan puluh persen orang dewasa di dunia minum kopi sedikitnya sekali sehari. Wow, saya banyak temannya!
2.Kafein yang terkandung didalam kopi adalah zat kimia yang berasal dari tanaman yang dapat menstimulasi otak dan sistem saraf. Kafein tergolong jenis alkaloid yang juga dikenal sebagai trimetilsantin. Selain pada kopi, kafein juga banyak ditemukan dalam minuman teh, cola, coklat, minuman berenergi (energy drink), cokelat, maupun obat-obatan.
3.Kafein membantu Anda untuk bisa berpikir lebih cepat. Cobalah mengkonsumsi kopi atau teh 15 menit atau 30 menit sebelum Anda melakukan wawancara pekerjaan atau memberikan presentasi pada atasan. Hasilnya mungkin akan cukup lumayan, karena kafein yang terdapat pada kopi atau teh terbukti mampu memberikan ’sinyal’ pada otak untuk lebih cepat merespon dan dengan tangkas mengolah memori pada otak.
4.Kafein mencegah gigi berlubang. Cobalah untuk meminum secangkir kopi hangat atau teh hangat sesaat setelah Anda mengkonsumsi cookies, cake coklat yang lezat, permen rasa buah atau sepotong roti manis. Joe Vinson, Ph.D., dari University of Scranton menjelaskan bahwa kafein yang terdapat dalam minuman ini ternyata sangat tangguh memberantas bakteri penyebab gigi berlubang.
5.Kafein mengurangi derita sakit kepala. Penelitian menemukan kafein yang terdapat dalam kopi atau teh (dalam jumlah tertentu) sanggup menolong mengobati sakit kepala. Menurut Seimur Diamond, M.D., dari Chicago’s Diamond Headache Clinic. Penderita migrain dalam kategori ringan dapat disembuhkan dengan secangkir kopi pekat atau secangkir black tea. Jadi, sebelum mengkonsumsi obat cobalah dulu sembuhkan sakit kepala Anda dengan minuman berkafein.
6.Kafein bisa melegakan napas penderita asma dengan cara melebarkan saluran bronkial yang menghubungkan kerongkongan dengan paru.
7.Kafein dapat membuat badan tidak cepat lelah, bisa melakukan aktifitas fisik lebih lama, di perkirakan karena kafein membuat “bahan bakar” yang dipakai otot lebih lama.
8.Kafein bisa meningkatkan rasa riang, membuat kita merasa lebih segar dan energik.
9.Perempuan yang minum dua cangkir kopi atau lebih per hari dapat mengurangi risiko terkena pengeroposan tulang (osteoporosis).
10.Kopi dapat meningkatkan penampilan mental dan memori karena kopi dapat merangsang banyak daerah dalam otak yang dapat mengatur tetap terjaga, rangsangan, mood dan konsentrasi. Penelitian di Universitas Arizona ditemukan bahwa orang dewasa yang minum kopi sebelum test memori menunjukkan perkembangan yang signifikan dibanding mereka yang minum kopi tanpa kafein.
11.Kafein dapat menangkal radikal bebas dan menghancurkan molekul yang dapat merusak sel DNA.
12.Kafein juga melindungi jantung dan kanker.
13.Untuk mengurangi risiko pengidapan diabetes mulailah meminum kopi. Seseorang yang minum kopi lebih dari enam cangkir sehari berisiko rendah terserang diabetes dibanding dengan orang yang tidak minum kopi sama sekali. Demikian simpulan sebuah riset skala besar yang dilakukan pada 80 ribu orang selama 18 tahun di AS.
14.Parkinson jarang ditemukan pada orang yang minum kopi secara teratur. Sebuah riset menyimpulkan penyakit ini justru ditemukan pada pria yang tidak minum kopi tiga kali lebih banyak daripada pria penikmat kopi.
15.Minum kopi membuat sperma “berenang” lebih cepat dan mampu meningkatkan kesuburan pria. Hal ini diumumkan para ilmuwan Brasil dalam pertemuan “American Society for Reproductive Medicine” di San Antonio, dimana pembicaraan utama berkisar pada efek obat-obatan terhadap kesuburankaum adam.
Banyak bukan manfaatnya? Jadi mengapa anda tidak mulai mengawali hari-hari anda dengan secangkir kopi?
Sumber : detikhealth, cyberman, solusisehat, alatkesehatan dan waspada
Tks to Epat Personal blog
Berikut beberapa point dan manfaat dari secangkir minuman yang bernama kopi, yang berhasil saya rangkum dari berbagai sumber :
1.Delapan puluh persen orang dewasa di dunia minum kopi sedikitnya sekali sehari. Wow, saya banyak temannya!
2.Kafein yang terkandung didalam kopi adalah zat kimia yang berasal dari tanaman yang dapat menstimulasi otak dan sistem saraf. Kafein tergolong jenis alkaloid yang juga dikenal sebagai trimetilsantin. Selain pada kopi, kafein juga banyak ditemukan dalam minuman teh, cola, coklat, minuman berenergi (energy drink), cokelat, maupun obat-obatan.
3.Kafein membantu Anda untuk bisa berpikir lebih cepat. Cobalah mengkonsumsi kopi atau teh 15 menit atau 30 menit sebelum Anda melakukan wawancara pekerjaan atau memberikan presentasi pada atasan. Hasilnya mungkin akan cukup lumayan, karena kafein yang terdapat pada kopi atau teh terbukti mampu memberikan ’sinyal’ pada otak untuk lebih cepat merespon dan dengan tangkas mengolah memori pada otak.
4.Kafein mencegah gigi berlubang. Cobalah untuk meminum secangkir kopi hangat atau teh hangat sesaat setelah Anda mengkonsumsi cookies, cake coklat yang lezat, permen rasa buah atau sepotong roti manis. Joe Vinson, Ph.D., dari University of Scranton menjelaskan bahwa kafein yang terdapat dalam minuman ini ternyata sangat tangguh memberantas bakteri penyebab gigi berlubang.
5.Kafein mengurangi derita sakit kepala. Penelitian menemukan kafein yang terdapat dalam kopi atau teh (dalam jumlah tertentu) sanggup menolong mengobati sakit kepala. Menurut Seimur Diamond, M.D., dari Chicago’s Diamond Headache Clinic. Penderita migrain dalam kategori ringan dapat disembuhkan dengan secangkir kopi pekat atau secangkir black tea. Jadi, sebelum mengkonsumsi obat cobalah dulu sembuhkan sakit kepala Anda dengan minuman berkafein.
6.Kafein bisa melegakan napas penderita asma dengan cara melebarkan saluran bronkial yang menghubungkan kerongkongan dengan paru.
7.Kafein dapat membuat badan tidak cepat lelah, bisa melakukan aktifitas fisik lebih lama, di perkirakan karena kafein membuat “bahan bakar” yang dipakai otot lebih lama.
8.Kafein bisa meningkatkan rasa riang, membuat kita merasa lebih segar dan energik.
9.Perempuan yang minum dua cangkir kopi atau lebih per hari dapat mengurangi risiko terkena pengeroposan tulang (osteoporosis).
10.Kopi dapat meningkatkan penampilan mental dan memori karena kopi dapat merangsang banyak daerah dalam otak yang dapat mengatur tetap terjaga, rangsangan, mood dan konsentrasi. Penelitian di Universitas Arizona ditemukan bahwa orang dewasa yang minum kopi sebelum test memori menunjukkan perkembangan yang signifikan dibanding mereka yang minum kopi tanpa kafein.
11.Kafein dapat menangkal radikal bebas dan menghancurkan molekul yang dapat merusak sel DNA.
12.Kafein juga melindungi jantung dan kanker.
13.Untuk mengurangi risiko pengidapan diabetes mulailah meminum kopi. Seseorang yang minum kopi lebih dari enam cangkir sehari berisiko rendah terserang diabetes dibanding dengan orang yang tidak minum kopi sama sekali. Demikian simpulan sebuah riset skala besar yang dilakukan pada 80 ribu orang selama 18 tahun di AS.
14.Parkinson jarang ditemukan pada orang yang minum kopi secara teratur. Sebuah riset menyimpulkan penyakit ini justru ditemukan pada pria yang tidak minum kopi tiga kali lebih banyak daripada pria penikmat kopi.
15.Minum kopi membuat sperma “berenang” lebih cepat dan mampu meningkatkan kesuburan pria. Hal ini diumumkan para ilmuwan Brasil dalam pertemuan “American Society for Reproductive Medicine” di San Antonio, dimana pembicaraan utama berkisar pada efek obat-obatan terhadap kesuburankaum adam.
Banyak bukan manfaatnya? Jadi mengapa anda tidak mulai mengawali hari-hari anda dengan secangkir kopi?
Sumber : detikhealth, cyberman, solusisehat, alatkesehatan dan waspada
Tks to Epat Personal blog
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