Matt Klyman here. To all my blog readers, a Happy, Healthy and Prosperous New Year! As I counted down the seconds this New Year’s eve and watched the ball drop in Times Square, I found myself reflecting on resolutions, both personal and professional, that I would be making this year of 2014. In no specific order, they are:
IT TAKES BACK OF HOUSE GUTS TO POWER FRONT OF HOUSE GLORY. LET US HELP.
This blog supplements our Resource Center content. We hope you visit often to learn more about how back office software can help your restaurant optimize food and labor costs and minimize waste.
Management coverage is a major consideration when piecing together a labor schedule for a restaurant.
As mentioned earlier, labor scheduling is a balancing act, ensuring that customers receive the services they expect within a cost model that allows the restaurant to operate profitably.
Assuming that management has a sound methodology for establishing expected sales and traffic, local general managers in the restaurant space should think seriously about managing the two largest controllable items of their profit and loss statements: cost of goods and direct and supervisory labor. I will speak later about theory and practice around purchasing, but here I want to focus on staffing and labor.
Forecast Cycles and Frequency - The benefits of developing an accurate forecast have been reviewed in earlier blogs and are, at the most basic level, the best way to predict both product and labor needs to meet and exceed customer demand and expectations. While product shipments may only occur once to twice a week, labor needs are based upon expected daily sales and traffic. Given that both food and labor costs are based upon daily sales and activity, the forecasts need to operate on a daily basis.