Controlling Food Cost via Developing a GAME Plan

The supervisor became at a loss for words. For 0.33 months in a row, matters have not been adding up properly. He became ecstatic that the restaurant was busier than they were in months. Customer counts have been up, but oddly enough, the income and projected profits did now not replicate the boom in a commercial enterprise. He became saddened at the lost bonus that might have been related to higher earnings. “How many want this to be?” he pondered. “What goes on within the global?” Faced with this reality, how does he begin fixing this mystery?

Controlling and stopping losses offers a unique undertaking within the Quick Service Restaurant (QSR) or Fast Food surroundings. Losses occur from many resources, including neglected policies and tactics, poor education, risky painting habits, situations, undisciplined supervision, and theft. The largest price at the P & L of a fast meals restaurant is Food Cost. Addressing earnings leaks in this restaurant commercial enterprise’s key element requires a complete training technique, schooling, and subject.

The answer: You KNOW what item(s) most affects your food fee. This is the proper solution and step one in addressing the shortage of difficulty. If you do not know what item(s) negatively affect your food cost, we will outline some ideas and resources to help you.


One of the most often overlooked and probably highest drain on profitability is the value associated with the mistaken ordering, storing, inventory, preparing, cooking, and promoting the food. If uncontrolled, each may be chargeable for a severe drain on earnings. When several regions are wild, the resulting losses may devastate the business’s fitness. A complete loss of manipulating software can save all of it and address the troubles that put people and profits at risk.

Sound eating place loss prevention applications emphasize controlling the issues that could negatively affect meal fees. Establishing and enhancing routines in these key regions will improve restaurant income margins. Restaurant loss manipulates professionals to use the G.A.M.E. Hassle fixing model to identify and solve the areas that drain your income.

A. Gather information to become aware of the hassle

Review the Quality Cost Report (Q.C.R.) document that breaks down food fee additives, identifies areas of possibilities, and offers real versus goal dreams. Other precious sources to review are buy orders, uncooked product fees, product yields, cashier overall performance reviews, raw and completed waste reports, inventory counts, exception reviews, coins audits, employee meal receipts, stock check-in and discrepancy reports, and food transfer facts.

Determine if there are plastic containers to accumulate raw and completed waste to count numbers and document. If the garbage is thrown away in trash cans, the counts will no longer be accurate, if taken at all. Identify the top three – 5 gadgets farthest from the focused dreams and feature the greatest impact on profitability. Focus the plan on enhancing them.

If ordinary audits of coins, protection, safety, and food control aren’t in the vicinity, which can perceive troubles associated with high food prices, talk over with restaurant loss prevention professional to layout and put them in force as part of the application of comprehensive loss management.

B. Analyze to determine why it may be occurring

Review the reports and present-day operational tactics for discrepancies and exceptions to rules, procedures, and expectations. In your analysis, determine the root purpose of the problem. It could be leadership, education, complacency, theft, or a combination. Make sure that Megabuy orders are right for the number of projected sales. Over-ordering can bring about too much stock that won’t be used earlier than freshness expiration dates and is placed to waste. Under-ordering may also bring about pissed-off customers, loss of sales, and purchaser self-belief.

Review stock looks -and inventory counts for accuracy and ensure that the inventory is well circled to ensure “First In, First Out.” Determine if shift managers are doing the proper matters properly. Observe if they comply with door control methods, cashier performance, and discipline and that each one waste and worker meals are nicely documented for every shift.

Check for exceptions or indications that cashiers may be manipulating transactions and stealing cash with excessive over rings, refunds, rate reductions, voids, and no income. Reference cashier average check compared to the eating place, which is common for discrepancies. A sample may also imply robbery. By manipulating transactions, the coin drawers may not replicate coin shortages. However, they will adversely affect food costs.

If you have a protection camera machine, evaluate late nighttime operations, especially the closers, as they exit the building. See if they’re using industry-fine practices of security and protection protocols. Check if they’re leaving with the baggage of food. Late-night personnel have been regarded as making more food to take home after ultimate that has not been documented with income or employee food. Look for past-due nighttime meal exchanges with community competition. It’s a genuine opportunity. This is frequently not noted.

C. Make a plan

From your evaluation, assemble a list of problems that can negatively affect your food fee. Your plan to deal with them will need to be complete. From your findings, set priorities and how they can best be addressed. Retraining and education can be required to gain compliance on policies and approaches that might be unknown, misunderstood, or deliberately violated. The team may also want additional tools and assets to be more efficient in their performance.

Get your entire staff concerned in correcting the meal value troubles by communicating genuinely with them on meal price objectives and soliciting their enter into the gear and sources they want to accomplish the mission. Assign obligation and responsibility for action-orientated tasks and comply with them automatically. Communicate your management expectancies out of your management group.

D. Execute the plan

The problems were diagnosed, the plan advanced, and the expectations were communicated. It is now time to launch. Retrain wherein wanted, observe and supervise the execution of assignments, and make the corrections and modifications vital to maintaining development. Ensure that the controls that had been lax are now enforced with power and that policy violations are addressed with the appropriate modern field.

Communicate to your whole body of workers to hold the objects top of mind throughout the day on how meals are dealt with, cooked, rung up, served, and documented as waste if thrown away. IThe product must be written as raw waste if it is no longer cooked. If the object has been cooked and thrown away, it should be considered as completed waste. Review Q.C.R. reports day by day for development.

As they grow empowered to emerge as a part of the solution, they may take possession of turning in the effects you covet. Reward and recognize the whole staff as desires and objectives are completed. Reap the rewards of a properly skilled staff that executes the basics of a complete loss prevention technique to minimize costs and troubles that make your eating place more worthwhile. Eliminate the query, “What is going on within the world?” You will recognize it precisely.

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