|By andigold on Wednesday, August 09, 2000 - 07:42 am: Edit|
Hi all, I need a little help. I'm currently Executive Chef at a Hotel in Melbourne. The company has 5 hotels in Melbourne (2 are 3* 250 rooms and 2 are 41/2 * 380 rooms and 1 is 4 stars 200 rooms)Today I met with the area GM and he all but offered me the job of Executive Chef Melbourne propertys. He wants someone to run the kitchens as 1 1500 room hotel with half a dozen outlets and banquets. To achieve efficiencys of scale and consistency across the brands. Before I get the job though he wants me to go to one of the other hotels and observe their setup and service and write a report on it. He said he wants to know what I can offer. What I'm asking for is what sort of things would you look for in this task. What areas should I be focusing on and is there anything you think I must do. I've got ideas of my own, don't get me wrong, but there is so much knowledge out there I know some one can help me (dpconsu I'm looking forward to your reply)Hope you can help. Thanks
|By Dpconsu (Dpconsu) on Thursday, August 10, 2000 - 01:40 am: Edit|
This is quite a prospect to grab for you.
I would suggest that you go ahead and check out at least three of the other properties operations to get a good idea of the goals that you would hope to achieve.
This will give you a much broader and more complete basis on which to write the required report.
I am assuming that the five properties in Melbourne are pretty well spread out and that the kitchens are currently being run
by executive chefs and F&B managers under a property GM. & the area GM is looking for some one to act as the co-ordinator for the five units.
A)Look at the groups internal paper work, is each unit doing it the same way? If you can, make them do so as this will reflect correct figures across the board.
B) How is product and supplies being ordered, can this be sensibly centralized? are there contractual agreements to consider with purveyors?
C) Does each unit offer the same menus? both for Banqueting and the assorted outlets, such as Coffee shops, grills, restaurants, bar food menus and freebies, room service?
Does the GM want to have this as an end goal? are the units franchized under different franchisers? eg. a Hilton 2 Holiday Inns,& a couple of Sofitels.
If this is the case, then you are required to comply with the franchise agreements of each franchiser, regardless of the GM's desires to achieve his goals. There could be a direct conflict with the terms of the franchise agreement if he/she changes reporting methods, recipes, menus ect.
Assuming that these are not franchised units,
Develope a corporate recipe standards book, and par sheets, check lists ect. that are to used by each chef. Suggest a training period to be carried out for the salaried chefs to learn the way that you want things done over a stagered period until each unit has it's chefs conversant with the changes. then set a date to impliment the changes.
You must engage the co-operation of your chefs for any changes to be made. They will be much more inclined to give you help to achieve your goals.Invite them first individualy and then as a group to meet with you off the companies properties, (you will get more honest responces if they do not feel that they are at risk by voiceing their suggestions and real feelings)
Remember you are only as good as those that work for you!
I look forward to more information from you.