Nadaman is one of the Food &Beverage facilities, which is often presented as one of the important features of the hotel. This is because Nadaman provided a dining place for the hotel resident or in-house guest. Furthermore, the guest may be staying at the hotels for some time rather than just a night.
2) Provide more dining choices
Nadaman presented as the one and only dining choices for Japanese Cuisine in Pudong Shangri-La Hotel. Other than Nadaman, there are 4 other dining choices for example Yi Café International Buffet Restaurant, Fook Lam Moon Cantonese Cuisine Restaurant, Gui Hua Lou Chinese Cuisine Restaurant and in-room dining.
3) Luxury and fine dining food, environment and service
Other than that, Nadaman also provide a high-class and fine dining place and environment for the high-class level customer to enjoy fine-dining Japanese cuisine and service.
Food and Beverage Service: It is a department which serves food and beverage to the guest in a very attractive and pleasing manner, which creates good impression on the guest. there are several kind of food and beverage outlet like restaurants, Bars, Coffee shops, take away banquets etc. It is second most revenue producing department of the hotel by selling different types of food and beverage to the guest
A restaurant is a for-profit food service operation whose primary business involves the sale of food and beverage products to individuals and small groups of guests.
Japanese Restaurant have total of 98 seats, this including 10 bar counter seats, 15 teppanyaki counter seats, 20 private room seats and 50 normal seats.
Nadaman offers fine dining at high prices (gourmet food served by highly experienced service staff to guests seated at tables covered with tablecloths and set with the finest tableware).
Nadaman is a upscale (high-check average) or luxury restaurant. It offers highest quality of food and service. It also serve alcoholic beverages and typically offer extensive wine lists.
The number of guests served per labor hour is typically lower than other types of restaurants.
The provision of food and beverage products and services catering for clearly defined markets to satisfy or exceed these customer expectation.
The purchasing, receiving, storing, issuing and preparation of food and beverages within the establishment for final provision and service to the customer.
The formulation of an efficient control systems within the food and beverage department with the purpose of
Monitoring food and beverage prices and achieving competitive rates while still ensuring quality standards
Pricing restaurant and special function menus to achieve desired profit margins,
Compiling on a daily, weekly and monthly basis, all relecvant food and beverage information on costs and sales that may be used by management for forecasting, planning, budgeting, etc.
Reconciling actual and forecast cast and sales, and initiating corrective action if discrepancies occurm and finding out and eliminating the causes, for example bad portion’ control, incorrect pricing, etc.
Training, directing, motivating and monitoring of all food and beverage department staff
Co-oprating with other de[artments to become a significant contributor to the organixation’s short and long-term profitability.
Obtaining in a regular, contructed and systematic way, feedback from customers, so that their comments, complaints and compliments may be taken into account to improve the overall standard of service.
These are the major responsibilities and objectives of a food and beverage department.
Nadaman Japanese Restaurant is a fine dining Japanese restaurant located in hotels and department stores in Japan and also inside exclusive hotels overseas which are Shangri-La Hotels. The name, ‘Nadaman’ was originated from the founder, Nadaya Mansuke. Nadaman had more than 2 centuries of tradition since it was started in the year of 1830. The footsteps of Nadaman were not confined to the history of an exclusive Japanese restaurant; however, it extended beyond as the food culture leader of Japan. As Nadaman proceed further into the 21st century, they continue renewing their determination to respect the high-class and sincerity of their cooking as the leading heir of proper Japanese cuisine. As their motto: “A long-standing restaurant is always new”, Nadaman continue rearrange the style of their dishes to fulfill the taste and style that match the times, while retaining the main road of proper Japanese cooking.
Detailed descriptions of the department’s functions.
Department organizational structure and manpower such as staff strength and distribution of staff.
Organizational chart
-manager, assistant manager, hostess, waitress, runner, cashier, chef
– How many people in 1 area
– Efficiency
Food serving
The serving activity is critical from a cost control standpoint because responsibility for menu items changes from the kitchen/bar to the dining room/lounge or other service area. This activity may enhance or detract from the quality of food and beverage products. Many factors affect the quality of service ‘in a food and beverage operation. They include the communication and cooperation between kitchen, bar, and dining room personnel; the flow of products; the menu; the design and layout of the kitchen, and dining room; and the style of service.
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Standards of service vary greatly with the type of establishment. Management is responsible for standardizing ordering procedures, serving procedures, serving practices, and personnel requirements. As with the sanitation, quality and cost controls. Food services assumes many forms today. Besides the traditional forms of table service found in many lodging and food service operations, other types of service are becoming more popular in hospitality establishments.
Department Organizational Structure
Nadaman Organizational Chart
Figure 1 Nadaman Organizational Chart
Job Responsibilities
Manager
Manager is directly responsible for the proper day-to-day operations of the whole department. This includes meeting our high standard on quality, operating a clean and safe environment, while achieving sales and budget cost goals.
Leadership- The operation manager is directly responsible for creating fun, clean, upbeat, and productive work environment. Projection of a positive can-do attitude is required at all times. Other than that, he also responsible for the development of the staff in all aspects of the operation including but not limited to specific job duties, customer awareness and service, and sanitation standards.
Personnel- The operation manager responsible for requiting, training, developing, and scheduling a quality staff, which will ensure quality food being served in a timely manner to our guest.
Financial and Profitability- The operation manager is also responsibe for working with the ownership to maximize sales and profits through menu design and management of food and labor costs, occupancy, and supply cost as it affects the business.
Quality assurance and sanitation – the operation manager must ensure strict adherence to the restaurants standard for quality of food to include:
Freshness,
Proper handling and storage,
Proper use of cooking techniques,
Proper and sanitary cooling techniques, taste,
Portion size; and
Presentation
Assistant Manager
Assistant Manager is directly responsible for the proper operation of the whole department. This includes meeting our high standard on quality, operating a clean and safe environment, while achieving sales and budget cost goals. An assistant manager has overall authority for the day-to-day operations of the business in absence of the Operation Manager.
An assistant manager may also be assigned specific roles by the manager for which the assistant will be held accountable.
Financial and Profitability – An assistant manager is responsible to control costs in any area the Manager has assigned to that manager. This assistant manager will be held 100 percent accountable for the cost in that area.
Leader
The Leaders are responsible to lead and teach all the staff and trainee and ensure they follow the service delivery guidelines and provide maximum level of service to the standard.
Staff and trainee
Staffs and trainees are responsible to ensure smooth operations of the sections appointed in the food and beverage division and customer satisfaction.
Bartender
A bartender is responsible for delivering 100 percent guest satisfaction to both the guests at the bar and the guests being served by the service staff. The bartender must be knowledgeable, proficient, communicate well, clean, and at all times professional. The bartender has several areas of accountability. First, each guest must be dealt with in a professional manner and our standards of excellence must always be upheld. The bartender is responsible for all cash received over the bar and liquor, beer, wine, soju, sake and supply cost. The bartender must remember at all times that he is not in business for him but an integral part of the restaurant.
Hostess
The hostess is responsible for greeting our guests with a friendly and courteous manner, and has responsibility for maintaining a smooth flow of our dining room. The hostess is responsible for dealing with guests in a professional, courteous manner. All decisions must be based first on what is good for the guest without hurting other employees.
Server
A server is responsible for delivering 100 percent guest satisfaction to our guests at all times. A server must understand that everyone in the restaurant is our guest and their guests and not just the people at their table. A server must be knowledgeable and comfortable talking about our food, beer, wine, sake and liqior. The server is deirectly responsible to deliver the guesta great dining experience. They must own the dining experience and understand that we build our business one guest at a time.
Food Runner
The food runner is responsible for delivering food to out guests and responding to their needs for anything that will make their dining experience more enjoyable.
Operational Issues, System & Software used for conducting business (10)
System an
d software used within the department.
Operational issues such as high staff turnover, communications breakdown.
Operational Issues
Staff Communication Problem
Production and service staff must communicate effectively. Does SP on a guest check mean shrimp platter or seafood platter? Does the notation “martini” tell whether it is to be served with ice or “straight up”? Do service personnel know an item is sold out before placing an order for it? Communication problems increase cost and create dissatisfies guests. Such problems can be resolved, however, by requiring the use of specified abbreviations for food and beverage orders and constantly updating portions left and items sold out. Remote printers help to avoid communication difficulties if order information is entered correctly.
Individualism
The word teamwork is not new to the restaurant business. It is mandatory that everyone work together for the good of the customer. Remember the phrase “if you’re not serving the customer, you’d better be serving someone that is.” What one individual does or does not do affects the ability of the team to take care of the guest. For example, if one staff member shows up late for his shift with disregard for the team member that has been there all day and shows no remorse for it, it causes friction between staff. If someone takes the last cup of coffee and does not start a fresh pot, which impedes the next person from serving coffee. Employees are sometimes too fast to say “it’s not my job” or “why should I help him, he never helps anyone. First, get them to quit whining. Second, make it clear that everything is everyone’s job. One person’s primary job includes everyone else in the building and helping with whatever they need.
Understaffed
Not having enough staff to do the job adds stress to the staff members that are working. The flow of business volume should dictate the scheduling and should ensure proper staffing levels. If the staffing levels are not right, the staff will become frustrated and the restaurant will have unnecessary turnover.
System and software used
Computerized Precheck Systems
An effective way achieve control over the production-to-service link is through the use of a computerized precheck system. Precheck systems are composed of both hardware and software aimed at operational efficiency through sound internal control. Precheck software usually resides in an electronic cash register (ECR) or point-af-sale (POS) terminal that is connected to local and remote printers. These connections form a communication network between production work areas and service stations.
Basically, server enters an order through a precheck terminal which, in turn, relays the recorded items to the proper workstation for preparation. Computerized precheck systems ensure that no food or beverage items are produced unless they have firdt been recorded (accounted for) in a precheck file. The elimination of actual orders being physically gicen to kitchen personnel or bartenders helps ensure management that production will not begin without a unit sale being posted. Some automated systems enable managers to randomly review guest checks while they are being processed. This helps managers to verify that items ordered are in fact being served and that revenues from their sale will be collect.
Point of Sale System (POS)
Point of Sale (POS) equipment is the technology that delivers the financial data. A POS system is a computer-based order-entry system that:
Allows front of the house staff to easily enter food and beerage orders;
Keeps track of food and beverage orders for each table of guest;
Acts as an accounting tool to track sales,cash due, and method of payment; and
Gives management various reports including
Hourly sales,
Menu items sold, and
Payroll information when the system is used for employees to clock in and out.
The computer system accepts the orders through POS terminals, which are set at various locations throughout the restaurant. Each terminals has various “screens” for the server to enter the order. The order is entered and the computer prints out a “chit” to th kitchen or bar in a readable, easy-to-read format. Each time the server or bartender wants to access the system they must first log in using a pre-assigned number or by their name. Once entered into the system, that individual is able to select a particular check or table name. Once entered into the system, that individual is able to select a particular check or table number to either start a new check or add orders to previously opened checks.
When the chit arrives in the kitchen or at the bar, it has more information on it than simply the food or beverafe item. This information is for tracking purposes and includes such information as:
The time order was placed to help the kitchen control the time the order will be ready for the guest,
Table number,
Number of guests at the table to be matched with the number of entrees ordered, and
Server name and number.
Hazard Analysis Critical Control Point (HACCP) System
This system follows food from the raw state to the prepared state when it is served to the customer. There are critical points during the process where the food is most susceptible to bacteria and other germs. These critical times are known as critical control points.
Is is very important to understand the consequences of that food not being handled properly through its stages of receiving at the back door to the time it is served to the customer.
Analyse hazards – potential hazards associated with food are identified;
Identify critical points – points in a food’s production life cycle, from its raw state through processing and to serving to the consumer, at which point hazards can be controlled or eliminated;
Establish preventive measures with critical limits for each control point;
Establish procedures to monitor the critical control points;
Establish corrective actions to be taken when monitoring shoes a critical limit has not been met;
Establish procedures to verify system is working properly;
Establish effective record keeping to document the HACCP process.
Pest Management System
The goal of the pest management system is to prevent or eliminate any problems with pests, particularly rodents, roaches, and flies. An integrated pest management program should be placed in the hands of professional pest managers. Open traps or glue strips to trap mice or rats are not acceptable and fly strips for flies are not acceptable in most areas. Chemicals and pesticides in food service areas are not allowed. Some health departments do not allow such products even on the premises. A contract with a professional pest management company is required in some areas.
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A sanitation management programs is critical to the long-term success of any restaurant. The program must incorporate an understanding of food-borne illness and the bacteria, viral, and parasitic causes of food-borne illness. This understanding cannot stop at the management level. It is the responsibility of management to educate the entire staff and to held each member of the staff accountable for the overall success of the program. Educating the staff needs to starts from the first day of employment and should continue every day.
Performance Appraisals System
Performance Appraisals give feedback to managers and employees on their performance as measured against:
The standards of the restaurant
Goals for the individual, and
Previous appraisals.
The frequency of appraisals is a personal choice, but should occur at least twice a year.
A greatly opportunity to give feedback is an informal one-on-one. This is a simply a 5-minute discussion about performance, strengths, and weaknesses.
Emloyee appraisals should include:
Teamwork,
Reliability,
Professionalism,
Salesmanship,
Position knowledge,
Appearance,
Attitude, and
Guest concern
One-on-one appraisals
The formal one-on-one is somewhat different. It should be done with three or four employees a week. This way, there is constant improvement in performance and morale.
A one-on-one is simple and should consist of the following:
Set aside about 20 minutes;
Allow the employees to analyze his or her performance;
Give your analysis of the individual’ performance,
Compare performace against the standard- never compare the individual;s performance against the performance of another,
Give specifics from notes you have kept;
Infuse some small talk to just to find out about the individual; spouse’s name, children’s name, classes they take, goals, aspirations, and so on;
Ascertain how the employee’s working relationship is with fellow employees; and
Conclude with an understanding of what is expected and some small goals for the individual- the should tell you what his or her goals are.
It is always good to end a one-on-one by saying, ‘thank you fo your time,” and something like, “I am glad you are part of the team.” This will go further than saying else you can say or do!
http://www.lavoisier.fr/notice/frMWOSAKLA3RWLKO.html
http://www.sciencedirect.com/science?_ob=ArticleURL&_udi=B6VBH-3Y163R7-8&_user=10&_coverDate=12%2F31%2F1999&_rdoc=1&_fmt=high&_orig=search&_sort=d&_docanchor=&view=c&_searchStrId=1412207488&_rerunOrigin=scholar.google&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&md5=2400e1da966f26e2781ef17e238c292f
http://articles.techrepublic.com.com/5100-10878_11-1048252.html
2. Business Environment of the Company (30)
Outlook of The Industry
Current Business Level
Competition
The outlook of the industry and the company’s current business level. Outlook and current business should be well-researched and illustrated with relevant statistics and latest industry trends, such as P&L, turnover, operating expenses and so on.
Identify and describe the competitors of the company. The information on competitors should include market share, product offerings, pricing, competitive advantages and so on.
http://www.ocn.com.cn/reports/China-Hotel-Industry078.htm
http://www.hotelnewsresource.com/article46794.html
http://www.hotelnewsresource.com/article47922_____Annual_Trends_Survey_Results.html
http://www.hotelnewsresource.com/article46984.html
http://www.hotelnewsresource.com/article45335Hotel_Construction_Booms_in_World_Expo______s_Metropole_Shanghai.html
http://www.hotelnewsresource.com/article46186.html
Food industry
http://www.nationsencyclopedia.com/economies/Asia-and-the-Pacific/China.html
http://english.mofcom.gov.cn/aroundchina/Shanghai.shtml
http://www.glgroup.com/News/Foodservice-Industry-Outlook-2010–Restaurants-Distributors-and-Manufacturers-45263.html
http://www.restaurantnewsresource.com/article46626.html
http://www.kikkoman.com/news/2010news/01.shtml
Competitor
Yamazato
http://www.yamazato.nl/en/Restaurant/Photo-s-Films.html
http://www.okura.nl/en/okura-gastronomy/yamazato-restaurant.html
http://www.okura.com/tokyo/restaurants/yamazato.html
http://www.travelchinaguide.com/cityguides/shanghai/dining/japanese.htm
http://shanghai.privy.net/index.cfm?action=go.eat&q=JAPANESE-SUSHI
http://www.shanghaiexpat.com/phpbbforum/best-10-japanese-restaurants-in-shanghai-voted-by-100-japane-t101742.html
http://www.dianping.com/shop/501119_p3
http://www.diningsecretary.com/shanghai/restaurant-s/search/all,all,all,all,all,102,all,1,20,11,2.shtml?type=null
http://www.gudumami.cn/shop/cs06553/
http://teji.gudumami.cn/ribenliaoli/2
http://www.lasplash.com/publish/FoodAndBeverage/cat_index_amsterdam_food/The_Fukui_cuisine_at_the_Yamazato_and_Teppanyaki_Restaurant_Sazanka_of_the_Hotel_Okura.php
Luwan
http://www.luwan.sh.cn/webfront_en/aboutluwan.aspx?cid=501
3. Recommendations (20)
2 suggestions for the company and/or dept to improve its business operations
Schedule Staff
Utilize part time employees for peak volume periods. In most restaurants, increases in volume occurring traditional meal periods. For example, the hours between 6-9am , may be the busiest for a rest serving lunch, 6pm to 9 pm dinner shift. As a result of peak volume periods, additional staff particularly in guest service.
Avoid scheduling overtime whenever possible. Overtime pay is expensive and is responsible for a large portion of payroll cost in many restaurants. Remember that, for productivity measurements using Labor hours, Overtime Labour Hours increases total payroll costs but do not affect the productivity measurement. In most restaurants, some Overtime may be avoidable as scheduled employees are absent for work, which require employees on duty to work additional hours, revenue volume levels unexpectedly increases, and/or as extra work must be completed. In all cases, however, an employee scheduled should not be developed with “built-in” Overtime. If it does, this almost always indicates that the manager has failed to develop an effective staff with enough flexibility to address normal fluctuations in business operations.
Monitor shift changes to avoid overtime – do not allow employees to cover a shift without your approval because it may result in someone less qualified woking a shift, affecting the service standards and possibly put a team member into overtime.
Maximize staff productivity – if there is nothing to do (which does not occur often) sends some of the staff home, leaving enough staff on to handle the volume.
Have lower paid employees do mundane task work and have higher-paid employees perform task requiring more talent- this gives the lower-paid employee some training in new skills sets as a step to advancement.
Reduce employee turnover – decreases lobor costs because training new staff is expensive.
Cross-train employees – of staff members can perform multiple job functions there is more flexibility to replace a qualified, component employee who took the day off.
Coaching and counseling
Upholding standards in the restaurant business is critical to the success of a restaurant. Holding all employess to these standards is also critical. If an employee does something outside of an acceptable level of these standards, the manager must counsel the employee.
Counseling someone is a learned art and often very difficult. It is not a “parent to child” talk. Use of the following strategies:
Enforce the standard across the board, bever showing favouritism to anyone,
Counsel in a private area – never discuss employee issues in front of anyone else,
Present the violation and allow the employee to explain from his or her perspective,
Attack the behavior and never the individual
Document the conversation and enter it into the employee file, and
Leave the table with a clear understanding of what is expected and write specific goals to change the behavior.
Before terminating an employee, management must be sure to document everything and make sure the employee understands that termination is possible if the behavior is not changed. Any termination or discipline should be clearly documented to show a progression of counseling that did not result in improved performance by the employee.
1 suggestion for NP/BA to improve IAP program
For the company: 2 suggestions which are well thought and practical to implement and will be of value to the company.
For Ngee Ann: 1 suggestion which are well thought and practical to implement and will be of value to the school.
4. Conclusion (10)
Insightful comments/perspectives such as mindset change, future careers, motivation gained during the attachment.
Reflections of new learning experiences and comparison of experiences among departments
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