Coldside Kitchen

3110 Dining Service Road, Silver Spring, MD 20904

April 15, 2018

To: Paul Baker, Technical Writing Instructor

(301)-461-1372

From: Britanya, Technical Writer BSC

Subject: Improving Dining Service Operations

Date: 04/15/2018

It has come to my attention that there is a lack of management skills and consistency in

the work environment. This memo, Improving Dining Service Operations is here to address how

the dining service team can improve their operations. I investigated the reasons to why there was

inconsistency from the manager and employee perspective and the possible solution to fixing this

stumbling block. Through my investigation, I found that inconsistency was due to

miscommunication between managers and employees regarding the responsibilities to their

positions.

I recommend cross-training both managers and employees to ensure that the restaurant

runs effectively. Cross- training is the best option to solve this problem in a timely manner

because it will take a maximum of fourteen weeks that is equivalent to three months to execute

with little cost of spending no more than sixty dollars at max. I will discuss this recommendation

furthermore along with its cost and timing on page two of my proposal.

Please understand that we want to take prudent steps to help create a solution to better the

restaurant operations. Thank you for your cooperation and please feel free to contact me if you

have any questions or need further information about my proposal at 301-408-8685.

Improving Dining Service Operations

Britanya Clarke, Technical Writer

Riderwood Village

Paul Baker, Technical Instructor: Montgomery College

Sainey Saungyn, Executive Chef: Riderwood Village

04/10/2018
Executive Summary

I want to improve dining service operations at our restaurant.

I have recommended to cross-training the managers and employees that allows the

restaurant to move quickly and effectively over a long distance. We should plan to use weak

points of both managers and employees to refine their processes.

Improper Training: I looked at the idea that some managers were poorly trained and

unchallenged in their past restaurant experiences that may have contributed to restaurant

problems now.

Restaurant Manual: The operations manual is a collection of important documents, checklists,

guidelines, systems, and any other information that every manager and employee need to take

time to observe if they need help or guidance with restaurant issues.

The Gap: The knowledge gap or skills gap needs reevaluation based on what skills managers

and employees can perform when they walk into work. Everyone is not capable of performing

the same skills causing lack of communication and business to move slowly.

Commitment and Team Development: An open-minded towards taking correction and

learning the correct procedures for execution and a commitment to guarantee residents get the

best quality of restaurant experience ever. This establishes a healthy work environment and a

potential for higher learning.

Disadvantages: The down sides cross-training are observed, and an explanation to avoid them.

To solve this problem, we need the help of the executive chefs, managers, and employees to have

daily meetings to discuss areas that need improvement and how we can go about it. This will

take fourteen weeks to not only solve but improve the restaurant problem.

The total budget required to solve this problem is equivalent to sixty dollars.
 Table of Contents

Opening Memo

Title Page

Executive Summary

Table of Contents

The Problem/Background ………………………………………………………...Page 1

Recommendation ………………………………………………………………….Page 2

Research Methods and Evidence …………………………………………………..Page 3

Schedule and Implementation ……………………………………………………...Page 4

Budget ………………………………………………………………………………Page 5

Conclusion …………………………………………………………………………..Page 6

Works Cited with Annotations.………………………………………………………Page 7

The Problem/Background

Our company needs to improve dining service operations at our restaurant. For about four

months now, our restaurant has been having issues where managers and employees have no

boundaries. For example, they share personal information at work when it isn’t necessary,

become close friends, and when it is time for authority to come into play, employees are upset,

and think that managers should be looking out for them and have freedom to slack off. Even

though recently, the problem has shown signs of improvements by managers and employees

speaking up, it remains. This problem must be addressed because we are handling food, which is

important because we want to take serious precautions to avoid the presence of food poisoning,

the risk of cross-contamination, the spreading of germs that may cause serious bacteria, viruses,

or harmful parasites to our residents because of our careless mistakes. If this problem isn’t

addressed accordingly, our residents will not be happy, and we want to ensure they get the best

quality service. Given this, employees and managers have the knowledge necessary for the job

but don’t apply it.

Riderwood Village was established fifteen years ago for retired seniors. Each resident,

can have visiting family and friends for a signature restaurant-style dinner (Riderwood, Signature

Dining & Restaurants for Seniors). On average daily, the restaurant has about three hundred plus

residents along with their relatives. The restaurant has two-shifts morning and evening. In the

morning, has about twenty-five to thirty employees working and, in the afternoon, has about the

same or more. The kitchen opens at six in the morning for employees to prepare for restaurant

opening at four o’clock. So, the question is, why is there a productivity problem?
Recommendation

I recommend that we should cross-train managers and employees. Cross-training the staff

is a positive asset to drop the negative barriers surrounding the kitchen duties and

responsibilities. My recommendation will help the staff balance flexibility, efficacy, and stability

of the kitchen, ensuring that managers and employees will be more valuable in each position.

Through cross-training our restaurant will have an increase in productivity and value for new

professional, technical, and soft skills to be developed, increasing employee and manager

satisfaction. The result of this recommendation will lead to a well-established communication

between managers and employees to improve the restaurant quality and productivity.

Research Methods and Evidence

To gain more insight on my recommendation, I did some internet- based research on

reliable sources that expanded on the benefits and disadvantage of cross-training, interviewed the

executive chef of the restaurant and interviewed my uncle, a resigned restaurant general-training

manager, and lastly I read published articles on the reason behind improper execution of

manager and employee duties. These research methods provided me with information to support

my recommendation to developing an action plan to solve the restaurant problem.

Improper Training

I have learned that not every company offers training before hiring. This may be due to

cost of the program, lack of time but it is important to prioritize management development.

“According to a research study by Grovo, 87 percent of managers wish they were given the

chance to learn and progress when they first assumed their role, and nearly half of new managers

felt that they were unprepared for their position” (Sammi Caramela, Business News Daily). The

idea that managers may have improper training will be an issue that needs to be addressed
because from what I have seen in our work environment some managers lack leadership

development and for the restaurant to run successfully we need to have strong leaders to execute

their roles professionally.

Restaurant Manual
I looked at the components of a restaurant manual and why it was beneficial. I found that

an ‘operations manual’ is a collection of important documents, checklists, guidelines, systems,

and any other information that every employee needs to know (or act as a reference guide so

employees can quickly check this document if they need to know something). Basically, an

operations manual should act as an ‘instruction manual’ for a venue” (Successful Bar Secrets).

Several weeks ago, I interviewed Sainey Saungyn, the executive chef, and asked if our restaurant

has a manual, and he said, “We have different restaurant manuals for each work station in the

kitchen that tells us every information about a specific station.” He also states, “therefore when

someone asks me a question about a recipe or what to do in a certain situation I always say, ‘look

in the book’ because all the information you need is there” (Saungyn, Interview, 03/02/2018).

After this interview, I looked for a manual. I saw information from recipes, images, and schedule

outline of work in the book. Few employees like myself don’t take time to use this manual on a

regular basis and that’s why we must elaborate on the importance of having a restaurant manual.

The Gap

When beginning the cross-training program the knowledge gap between managers and

employees should be examined. The knowledge gap refers to the managers or employee’s ability

to perform or understand basic tasks of their hired positions. In her article “Kicking Up Cross-

Training: Mind the Knowledge Gap,” the freelance writer Jennifer Taylor Arnold points out “All

cross-training should begin with two basic steps: identifying the knowledge and skills needed for
each position, and then cross-referencing that list with an inventory of current employees’

proficiencies to reveal gaps” (Jennifer T. Arnold, SHRM, HR Magazine). After this information,

on my scheduled shift and I analyzed and watch my co-workers and managers and I did find

truth that there is a knowledge gap within our team. With determining the knowledge gap, we

can use a cross-training matrix to observe and rate each manager and employee skill sets in each

position.

Figure 1.1: We will use this cross-training matrix (O'Rourke, Tracy. “Cross-Training Matrix -

Template & Example.) to determine the knowledge and skill set gap of each manager and

employee and work towards developing there weak points.

Commitment and Team Development

I gained a little insight from Noel Stewart, a resigned restaurant general-training manager

from the KFC what he thinks helps run a successful business and, in his words, “Commitment

goes a long way in the restaurant industry because it is the backbone that stabilizes the flow of

the business and if you lack that business will loss profit and a strong team” (Noel, Interview,

03/02/2018). From Stewart’s quote I have learned that employees, including me, must be open-
minded towards taking correction and learn to adapt to positive or negatives changes while

exercising patience and see the values in their self to execute their potentials towards higher

learning, which result in the establishment of a healthy work environment.

Disadvantage of Cross-training

While there may be many advantages of cross-training it is also important to look at the

disadvantages when considering if it is the best option to solving the problem. One disadvantage

of cross-training is having too much theory applied rather than execution. According to “Some

company training programs, especially those pertaining to management, tend to focus more on

theory than application. Many individuals struggle with learning in lecture-type environments,

and fare better with hands-on experience” (Robertson, Tanya. "The Disadvantages of Over-

training in the Workplace"). We don’t want to get too caught up in talking more about training

we want to focus more on action. Speaking of action, during cross-training some employees may

feel threatened. In Matthew Geiger’s published article, he writes, “The downside to internal

competition is that employees, who feel insecure in regards to job security, will resist sharing the

skills and training that make them competitive (Geiger, Matthew. “The Pros and Cons of Cross

Training Employees”). The purpose of recommending cross-training is not to make employees

feel threatened or insecure about their positions, but to improve their skill set and professional

development. We want to encourage them to speak out about their cross-training experience

because every voice matters, and that’s why we must encourage employee and manager

engagement.

Figure 1.2: The percentage of employees withholding information and why.

 Finally, when cross cross-training is over, Paul Downs explains that with an employee’s

new knowledge of all that they have learned, it may cost more than we think because they may

claim to threaten the company and leave. According to Downs, “He can threaten to leave and see

what his package of skills is worth on the market” (Downs, Paul. “Why Training Workers Costs

More Than You Think”). Here this is a disadvantage to the company, but we don’t want to hold

employees back but with the skills from the company’s cross-training program they will be

grateful that Riderwood helped them achieve endless possibilities.

Schedule and Implementation

Task List

Identify the problem(s) (myself) 1 Day

Compare Options (myself) 3 Days

Negotiate that there is a problem in restaurant (my boss and myself) 3 Days

Prepare solution (Myself, my boss, and managers) 1 week

Purchase/Gather Paperwork (my boss) 1 week

Arrange staff meeting (my boss and employees) 1 week

Layout Solution (myself, boss, and managers) 2 weeks

Evaluate employee and managers performance (Boss, Restaurant manager) Every week
Prepare to Execute Plan to cross train employees and managers (Boss, Restaurant manager,

employee, managers) Every week

Total Time: 14 weeks

If each task is done in decency and in order, it will take about three months to

accomplish. This means that if cross training was effective immediately, since, its mid- April

then it is possible to be finished by mid-July. This assures faster results. We can take small steps

to make sure the managers and employees agree to these changes then identify if cross-training is

feasible for everyone.

Budget

Working Budget

Materials

Paper Supply (Schedule) $18.99

Computers (Online training) Provided by Riderwood

Room space Free by Reservations on Campus

Ink Supply $40

Training Fee (Per employee) Varies on Pay Wage per employee

Total Amount: Roughly $58.99

As of right now, the budget to execute cross-training feasible. The cost to execute this

plan is low because most of the materials needed the company already has obtainable to the

managers and employees. Concerning the training fee cost, we want to incorporate training

during work hours, since the restaurant doesn’t open until four in the afternoon and employees

come in at eleven o’clock. This makes sure the company wouldn’t spend anymore money than it
already must, but at the same time do not overwork the employees by matching the amount of

work to its pay criteria.

Conclusion

To sum up, if management inspire in their employees the confidence to do their jobs well,

and train them accordingly to address restaurant situations, then they will be more devoted and

motivated to pursue restaurant goals and guidelines, and cling to the restaurant concept. Cross-

training managers and employees opens endless possibilities for productivity without requiring

the restaurant to consider temporary help and expanding the skill sets avoiding the knowledge

gaps of skill sets while saving money from hiring new employees for various positions. Also,

cross-training causes other improvements to groom managers and employees for promotion

beyond the restaurant environment. The value of establishing and maintaining a solid

management structure for the restaurant team will assure no confusion and each team member is

prepared to perform their task accordingly to restaurant protocol.

 Works Cited with Annotations

Interviews (In person)

1. Stewart, Noel, Resigned KFC Store Manager. Personal Interview (February 28, 2018)

2. Saungyn, Sainey, Restaurant Executive Chef. Personal Interview (March 2, 2018)

Online Sources

1. Arnold, Jennifer Taylor. “Kicking Up Cross-Training.” SHRM, HR Magazine, 19 May

2017, www.shrm.org/hr-today/news/hr-magazine/pages/0808hrtech.aspx.

2. Downs, Paul. “Why Training Workers Costs More Than You Think.” The New York

Times, The New York Times, 4 Dec. 2012, boss.blogs.nytimes.com/2012/12/04/why-

training-workers-costs-more-than-you-think/.

3. Geiger, Matthew. “The Pros and Cons of Cross Training Employees.” LinkedIn, 6 July

2014, www.linkedin.com/pulse/20140706214614-50642561-the-pros-and-cons-of-cross-

training-employees.

4. O'Rourke, Tracy. “Cross-Training Matrix - Template & Example.”

GoLeanSixSigma.com, goleansixsigma.com/cross-training-matrix/.

5. “Riderwood Signature Dining.” Signature Dining & Restaurants for Seniors –

Riderwood, www.ericksonliving.com/riderwood/community/dining.

6. Robertson, Tanya. “The Disadvantages of Over-Training in the Workplace.” Chron.com,

smallbusiness.chron.com/disadvantages-overtraining-workplace-20625.html.

7. Successful Bar Secrets, successfulbarsecrets.com/components-of-a-bar-or-restaurant-

operations-manual/.
8. Writer, Sammi Caramela B2B Staff. “Characteristics of a Good Leader: Tips for New

Managers.” Business News Daily, 19 Dec. 2017, www.businessnewsdaily.com/6456-

new-manager-tips.html.