HE-202
Evaluating Food Service Establishments ...Key Check Points

Management—Planning, Organizing, Controlling - 1

by Robert D. Buchanan,
Restaurant, Hotel and Institutional Management Specialist
The manager of a food service establishment and/or the manager and his superior need to take the time to make an overall analysis to determine the results that the organization is actually obtaining. This should be done several times a year. The evaluation should determine how well the food service operation is doing and where improvements should be made. Then some priorities, objectives, methods, and deadlines for improvements can be established.

This is one of a series of pamphlets describing how a person can fairly comprehensively, yet in less than a day, provide an overall evaluation of a food service operation. The key items, or food service conditions, to evaluate under each major category are described. Taken together, the key indicators of general conditions measure the degrees of efficiency (minimal costs) and effectiveness (optimal organization satisfaction). A major category that has a deficient key indicator should be investigated further, and corrective adjustment should be considered and/or made where appropriate. A discussion of facts by management with the operating personnel is perhaps most needed to develop mutual understanding of the problems. Attainable performance objectives should be jointly established and reviewed at a later date.

If all key indicators are satisfactory in a major category, other aspects of that category are probably being handled with similar care. If all of the key indicators are high, but the profit is not adequate, then it will be necessary to examine the operation for inefficient purchasing and receiving practices, improper menu pricing, inaccurate records or financial statements, inventory method and
method of computing the value, production waste, plate waste, security and pilferage, and so forth.

These operational analysis guidelines may be used by the manager of a single food service establishment for self-analysis, or by the unit manager’s supervisor.

1	Management—Planning, Organizing, Controlling (this publication)
2	Personnel (HE-203)
3	Purchasing (HE-204)
4	Receiving, Storage, Issuing, Inventory (HE-205)
5	Food Preparation (HE-206)
6	Food Presentation and Service (HE-207)
7	Maintenance of Building and Equipment (HE-208)
8	Sanitation and Housekeeping (HE-209)
9	Statistical and Ratio Analysis (HE-210) 10 Consumer Satisfaction (HE-211)
1. Management—Planning, Organizing, Controlling
The manager and/or supervisor in a small food service operation is a jack-of-all trades. The individual must have expertise in management, supervision, menu construction, purchasing, food preparation, merchandising, service, sanitation, safety, equipment maintenance, accounting, public relations, control systems, government regulations and other technical subjects. He must be a diplomat and a genial host. The manager instigates what is called the “spirit" of the operation. He must have leadership qualities capable of inspiring employees to relay his own natural concern for food quality, service, congeniality, and hospitality to customers.
Cooperative Extension Service • Purdue University • West Lafayette, Indiana