...Points on how to Improve the Bottom Line. Move the inventory. If possible, assign one or more employees to the task of checking and storing orders. This will ensure consistency in your operation. Standardize recipes. This will ensure a more consistent product and shorthen training times. Use photographs of dish layouts. On Production cost. Determine your production costs and build them into your prices. You may find low food cost % dishes carry a high labor cost. What is the optimal production volume? Set par values of prep items, you will avoid over & under production, and reduce spoilage. Understand your sales mix. Determine your most & least profitable menu items. On Employee turnover. There is a greater cost in training a new employee than an existing employee. Track Purchasing trends. Over - purchasing may cause food spoilage and dead cash flow. By adjusting these orders, you may reduce waste and keep cash moving. Under-purchasing may cause stock shortages. By adjusting these orders, you may prevent stock shortages, avoid emergency purchases, and eventually lower food costs.
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#disfrutarbarcelona 🙏 “We are so excited, we are so proud, and we think our struggle will be quieter now,” Casañas said with a chuckle as he acknowledged the journey to become the world’s top-ranked restaurant. And when asked if a younger generation of diners may not understand or appreciate long tasting menus with an avant-garde streak, Casañas replied, “Maybe it’s not the more fashionable way to do things, but for us, we do the things we want, and we never change our way. And today we are here. https://lnkd.in/gsQH5J4B
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El Bulli's six sense: .........................And it is all about sense really, not merely the five senses that have been so rigorously explored, but about what Ferran describes as the sixth sense. This is not especially supernatural, but it has its intangible element and a psychological back-drop, which is perhaps the most personal and subjective of them all. It is according to Chef Ferran Adrià, a synthesis of memory, expectation, irony, sense of humour, mood, occasion and judgement. It is, in other words, the complete emotional, historical and psychological back-drop to each individual’s experience. In creating an astonishingly diverse, challenging and humbling experience of this magnitude Chef Ferran Adria acknowledges the infinite and intangible complexity of this sixth sense and in doing so, raises the status of a mere meal to a synaesthetic art form, that has to be experienced to be believed. Author: Simon Field #elbulli
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On Company Culture..... “So I've come to learn over many, many years that if you want to have an intentional culture, you've gotta start by naming the behaviors that you want to see more of. And you've gotta champion and celebrate those behaviors when you see them. And then furthermore, you've got to make it very clear that you're not willing to accept the behaviours that are antithetical to the culture you want,” says Meyer. “Culture is the sum of all the behaviours that we champion minus all the wrong behaviours that we accept.”
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Danny Meyer defines restaurant culture succinctly: “Very simply, culture is the way we do things around here.” Restaurant culture is how you do the things in your restaurant, and why you do them that way. It's your core values, systems, behaviours, and everything that goes into the employee experience. And by extension, the guest experience. “Everybody has a culture, whether they work at it or not. Question : is it an uplifting, intentional culture?,” asks Meyer. Only those who are immersed in the culture can answer that question.
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Lessons ElBulli's experience in building the creative organization brings to the fore the importance of having a model of organization aligned towards creativity. 5 determinants of the creative organization at elBulli are presented: -1-Creation and Creativity -Focus on creativity rather than customers -Exploring new path rather than leveraging activities already carried out -2-Diversity -In team composition -Broad, diverse cognitive base -Incorporation of new ideas -Greater ability to interpret reality, crafting innovative options -3-Strong Organizational Identity -Based on strong long lasting values -Generosity to share knowledge in and outside the organization -Teamwork:individual talent to enhance organizational talent -Extreme creativity -4-Low macroculture embeddedness -No comparison or benchmark with competitors -Viewed by the market as an artistic experience: elBulli=art -elBulli's gastronomy spans across arts, psychology, science and technology -Breaking new ground: avant-garde cooking -5-Open business model -Knowledge is created in and outside the organization -Partnership that enable knowledge acquisition (i.e.,Harvard) -Sharing knowledge with others -The restaturant operates as an R&D laboratory, with little profit, but it provides the necessary knowledge for other businesses that are highly profitable -Other companies approach elBulli for co-branding and knowledge
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Why is calculating inventory turnover ratio important? Keeping a close pulse on your inventory turnover rate — one of many health metrics for any business — can help you better understand areas of improvement. Here are just some of the important use cases for calculating your inventory turnover ratio. Measure business performance In the most general sense, the more sales your business makes, the more successful your business is. Inventory turnover ratio speaks to how quickly a business is selling through its inventory, some businesses use it to check the pulse of sales performance. Reduce obsolescence and dead stock If you’re not tracking inventory turnover, it’s tempting to keep reordering the same SKUs in the same amounts over and over again. However, doing so may lead you to invest in products that are very slow to sell — or worse yet, that won’t sell at all anymore. This results in obsolete inventory or dead stock that increases holding costs, and costs time and money to move out. Conversely, by calculating inventory turnover ratios for your products, you’ll know exactly which products to discontinue, as well as when and how many units to reorder for low-turnover SKUs. How to calculate inventory turnover ratio. To calculate inventory turnover, complete the following 3 steps: Identify cost of goods sold (COGS) over the accounting period. Find average inventory value [ beginning inventory + ending inventory / 2 ] Divide the cost of goods sold by your average inventory Here’s the simple inventory turnover formula: Inventory turnover = COGS / Average inventory value For example, if your COGS was $200,000 in goods last year, and your average inventory value was $50,000, your inventory turnover ratio would be 4. [CP_CALCULATED_FIELDS id=8] You can also calculate your inventory turnover ratio by looking at units, rather than costs: Inventory turnover = Number of units sold / Average number of units on-hand If you sell 1,000 units over a year while having an average of 200 units on-hand at any given time during that year, your inventory turnover rate would be 5. What is an ideal inventory turnover rate? For most retailers, an inventory turnover ratio of 2 to 4 is ideal; however, this can vary between industries, so make sure to research your specific industry. A ratio between 2 and 4 means that your inventory restocking matches your sale cycle; you receive the new inventory before you need it and are able to move it relatively quickly. The more SKUs and units you have that aren’t turning over quickly, the more you’re paying for warehousing and the more capital you have tied up in unsold goods that may lose value over time (when you may need that capital for more pressing things).
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#gamba and #Ratatouille
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