Kitchen management skills

No matter the size of the kitchen, people need to manage it. How can we do a good job in the kitchen and manage the staff? The following is to share kitchen management skills for everyone, welcome to learn!

First, build a small box to solve big problems.

All the chefs I contacted have one thing in common: there are many common opinions, no one speaks during the meeting, mainly for fear of offending people, and more and more problems that could have been solved have caused great obstacles to the kitchen work. My practice is to set up an anonymous suggestion box, where everyone's opinions, dissatisfaction and opinions are written on a piece of paper and thrown into the box. Elect two representatives every month and open the box once every half month. After putting out everyone's opinions, we will hold a forum immediately to find out the problems in time and find out the solutions. This will not only let the leaders know the voices of employees, but also solve problems in time and improve work efficiency. For example, after the previous unpacking, there were two notes reflecting that after the menu came down, the leader urged it too tightly, and the order of shouting made the caterer lose his mind. After observation, it is found that this situation does exist. After the menu came down, the caterer had his own plan in mind, but some chefs or front office leaders rushed to the kitchen to shout orders, which disrupted the caterer's plan and the result became slower and slower. This problem was solved immediately at the symposium. After the menu came down, the caterer decided to order by himself, and the chef and the front office leader only played the role of helping to remind, and were not allowed to make any noise. After this rule came down, the caterers were very happy and worked hard. Without other interference, the service speed is much faster than before.

Second, "expose each other's weaknesses" to prevent candid shots.

Some small measures are also effective in stopping bad habits. For example, "stealing vegetables" is a phenomenon in almost every kitchen, and it has been repeatedly banned. In order to stop this bad habit, I adopted a method to announce the discipline at the regular meeting: the next time someone caught stealing vegetables goes to another hotel, he will pay for the meal and ask the employees to supervise and report to each other. This kind of supervision is different from the usual supervision. Usually supervision and accusation are fines and so on, and few people are willing to come forward. This kind of supervision is half-joking, and it doesn't require telling the vegetable thief immediately. But when I need to spend money to test and taste vegetables, I will let everyone tell me who stole vegetables recently and let him treat me to dinner, so that the atmosphere will not be tense and everyone will "expose each other" as a joke. Of course, if the cost is high, they will not be required to pay the bill in full. They only need to pay part of it, and the rest will be deducted from our investigation funds. This subject has been supported by everyone, and the frequency of "reporting" has increased significantly. In order to "maintain" their face in the next inspection, fewer and fewer people steal food. This method has achieved good results.

Third, resignation training is new.

Many kitchen staff move frequently, and there is often a position that is green and yellow, which our store does not have. Because we stipulate that employees should resign before 65,438+05 days, the company approves new people and gives them to employees who want to resign. He will take the new person for an internship for about 10 days. Finally, if the new person is unqualified and the resigned employee can't leave, he will take him for an internship until the new person meets the requirements. This prevents the inconvenience caused by job vacancies. Once, a vegetable picker brought a new person to practice before resigning. During the exam, the chef asked him to choose pea seedlings. He only removed the roots and left the old stems and leaves, but the kitchen stipulated that pea seedlings should only be tender and pointed. Although this is a small mistake, it is also considered unqualified, and the original vegetable picker needs to continue to take him for a while.

The measures to ensure that the resigned employees must bring new people are: the resigned employees can only get the salary of the month after passing the examination. Moreover, employees' wages and bonuses are not paid at the same time. Even if you get a salary, you may not get a bonus, so there has never been a case where a resigned employee refuses to bring a new one.

Fourthly, the photo standard formula ensures the stability of the product.

The stability of the product is inseparable from the standard formula. Our standard recipe is not a table, but a photo, which speaks for itself. Photos are used to launch new dishes and train new employees. For example, the kitchen is about to launch a new dish, and the food research and development team will first take a clear picture of this new dish: two dishes, one ingredient and one main raw material. After the photos are developed, the photos of the finished dishes are distributed to the wok master and Dutch workers respectively, and the photos of the ingredients and knives are given to the chopping block master. Then the chef will demonstrate the dish in front of three people, and then the three people will practice it three times under the guidance of the chef until the taste, shape and color are consistent with the photos. After passing the test, this dish will always be displayed in front of the guests.

The standard formula is not a once-and-for-all process. It should be constantly improved and perfected in practice to make it more and more perfect and practical. My feeling is that, as the main tool of kitchen unified production, the standard menu should be detailed to how many copies should be prefabricated in the initial processing, what to do if it is not used up that day, and how to reuse the leftovers.

For example, after the dish "Nostalgia Potato Pills" was just made, I completely mastered it from the selection of ingredients to the completion of this dish until the wok was fully mastered. But once I found that potato balls look very textured, but they taste terrible in my mouth. I asked what was going on. It turned out that it was not done on the first day, and I was afraid of wasting it and being frozen in the refrigerator. Today, it was processed and sold, and the potato balls were unpalatable after being frozen all night. I found that the main problem was that the chef was not sure how many potato balls were needed every day, which led to the loss of the guests, so I asked someone to count the sales of potato balls every day for two weeks, and finally worked out the average daily sales. According to the above lessons, the standard formula was revised, and how many potato balls should be produced every day was specially marked on it. Because the sales volume of this dish is relatively stable, it is generally not left, and it is occasionally used as a working meal.

Fifth, set up an employee foundation to give employees a stable rear.

Our store has just opened and set up an employee foundation to provide protection for employees in difficulty. At that time, shareholders took out some funds as start-up funds, and the usual fines were also included in the foundation. The restaurant stipulates that 2‰ of the monthly profit should be allocated to the employee foundation to ensure that the foundation has enough funds to help employees in difficulty.

For example, recently, an employee of Wang Xing was found unemployed and absent-minded. After asking, I learned that the child was ill and needed surgery, which was expensive. He is worried that he can't raise money. After knowing the situation, the chef applied for employee fund for him and successfully helped him solve his difficulties.

Sixth, the kitchen boss takes turns sitting.

My management mode is to let the hotel chef, chopping block boss and pastry boss take turns to be cooks for a week on the premise of doing their job well. Before they became chefs, I gave them a general framework, such as not being late, not allowing employees to have long hair, and not leaving a sanitary corner. The substitute chef will have a working lunch with me at noon and evening to discuss the solutions to the problems encountered during dinner. When inspecting the goods, the chef will be responsible for it, and I will conduct a spot check. If the inspection fails, the substitute chef will be responsible for the loss.

It's better than setting a trap for the substitute chef and driving him forward. For example, if you make a wok a chef this week, he will work harder than usual because he is a chef now. How can he care about others if he can't even do his own thing well? The work enthusiasm of the replacement due to this incentive will not fade for a long time.

For the part of Dutch work, the boss who used to work for the Dutch in the hotel was lazy because he was the "King of the Netherlands", and it was unfair to let his subordinates do what he should do. The measure I took was to let several main players take turns to be the "King of the Netherlands".

The substitute chef takes turns once a week. After the replacement, he put forward some opinions and suggestions and adopted them reasonably. This method liberated my energy, and I was mainly responsible for studying the development of dishes and supervising body double. After the implementation of this system, the sanitary condition of the kitchen has been obviously improved, there is no sanitary corner, and articles are no longer littered; Warehouse inventory is small, and waste utilization rate is high; The phenomenon of being late and leaving early is almost extinct; There is no swearing in the whole kitchen. This not only makes my management easier, but also improves the quality of my business backbone.