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© 2007, Educational Institute Chapter 5 Managing Productivity and Controlling Labor Costs Supervision in the Hospitality Industry Fourth Edition (250T or 250)
© 2007, Educational Institute 1 Competencies for Managing Productivity and Controlling Labor Costs 1.Explain how supervisors determine productivity standards. 2.Explain how supervisors plan their staffing needs and develop a staffing guide. 3.Forecast business volume using the base adjustment forecasting method and the moving average forecasting method. (continued)
© 2007, Educational Institute 2 Competencies for Managing Productivity and Controlling Labor Costs 4.Explain how supervisors use staffing guides as labor scheduling and control tools. 5.Describe the features and functions of software applications in relation to scheduling and labor control. 6.Identify procedures supervisors can follow to increase productivity. (continued)
© 2007, Educational Institute 3 Standards Productivity Standard—Quantity of Work by Trained Employees Performance Standard—Quality of Work
© 2007, Educational Institute 4 Productivity Measurements Restaurant: servers, bartenders, buspersons Number of covers Number of tables turned Average check Front Desk: guest services, bell staff Number of check-ins Number of check-outs Housekeeping: room attendants, housepersons Number of rooms cleaned Quality scores
© 2007, Educational Institute 5 Fixed Labor Minimum labor to operate facility, regardless of business volume: Department managers Assistant managers Some supervisors Limited hourly positions
© 2007, Educational Institute 6 Variable Labor Positions filled in relation to changes in business volume: Servers Buspersons Kitchen staff Front desk staff Room attendants
© 2007, Educational Institute 7 Developing a Staffing Guide Determine total labor hours (from previously established productivity standards) Determine required number of employees (full-time and part-time) Estimate labor expenses (multiply labor hours by average hourly rate)
© 2007, Educational Institute 8 Nature of Forecasting Deals with the future Involves uncertainty Relies on historical data Always a variance with actual results
© 2007, Educational Institute 9 Base Adjustment Forecasting In April, the Fun Family Restaurant had 7,000 covers. The unit manager expects business in May to decrease by 5% due to cutbacks in marketing and promotional efforts. What is the manager’s forecast of covers for May? Base (1 – 5%) = Forecast for May 7000 x.95 = 6,650 covers
© 2007, Educational Institute 10 The Dinner Deli uses a moving average time series approach to forecast dinner sales. If sales for the past four weeks were $4,000, $6,000, $5,500, and $5,000 what would the sales forecast be for the upcoming week? Moving Average = Activity in Previous 4 Periods 4 Periods Moving Average = $4,000 + $6,000 + $5,500 + $5,000 4 Moving Average = $5,125 Moving Average Forecasting
© 2007, Educational Institute 11 Alternative Scheduling Techniques Stagger regular work shifts Greatest number of employees during peak times Fewest number of employees during slow times Compress work week Four 10-hour days may better meet demands during peak season/times (continued)
© 2007, Educational Institute 12 Alternative Scheduling Techniques Implement split shifts Two separate shifts on the same day Increase part-time staff Greater scheduling flexibility (continued)
© 2007, Educational Institute 13 Increasing Productivity Collect/analyze performance standards Generate ideas for new ways to get the job done Evaluate each idea and select the best approach Test revised performance standard Implement the revised performance standard
OH 9-1 Managing Shifts to Ensure a Quality Operation Human Resources Management and Supervision 9 OH 9-1.
Hospitality Human Resources Management and Supervision Meeting Workshift Standards Chapter 6.
Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Chapter 8 Restaurant.
Chapter 8 Restaurant Operations. After Reading and Studying This Chapter, You Should Be Able to: Apply the forecasting technique used in the chapter to.
© 2007 Pearson Education, Upper Saddle River, NJ All Rights Reserved. Walker: Introduction to Hospitality Management, 2 nd edition Chapter 8 Restaurant.
OH 9-1 Controlling Labor Costs Controlling Foodservice Costs 9 OH 9-1.
© 2009, Educational Institute Chapter 2 Hotel Organization Managing Front Office Operations Eighth Edition (333TXT or 333CIN)
© 2007, Educational Institute Chapter 1 The Supervisor and the Management Process Supervision in the Hospitality Industry Fourth Edition (250T or 250)
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved. HOUSEKEEPING MANAGEMENT SECOND EDITION ︳ MATT A. CASADO.
Chapter 10 Hotel and Lodging Operations. LODGING OPERATIONS This module will focus on the function and operation of hotels. Although hotels range in size.
Woods et al., Professional Front Office Management © 2007 Pearson Education, Upper Saddle River, NJ All Rights Reserved. 1 Overview of the Front.
© 2003, Educational Institute Chapter 7 Food and Beverage Management Applications Managing Technology in the Hospitality Industry Fourth Edition (469T.
Chapter 18 Determining Sales Forecasts. Main Ideas Importance of Forecasting Sales Sales History Maintaining Sales Histories Sales Variances
Hospitality and Restaurant Management Leaders Manage Employee Work Schedules Chapter 6.
Copyright © 2007 by John Wiley & Sons, Inc. All rights reserved Chapter 2 – Hotel Organization and the Front Office Chapter Focus Points Organization of.
Principles of Food and Beverage Management Food and Beverage Management: Analysis and Decision Making Chapter 10.
Forecasting l and of _______________________ » : use of _______/ mathematical modeling » : _______!
Max’s Restaurant Lesson Five Assignment Team Four Robert Casper Jean Leedy Brian White Jerrand Osei Assibey (MIA)
© 2007, Educational Institute Chapter 3 Recruitment and Selection Procedures Supervision in the Hospitality Industry Fourth Edition (250T or 250)
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. HOSPITALITY HUMAN RESOURCES.
OH 1-1 Agenda Welcome Ground Rules Warm Up Activity Syllabus NRAEF ManageFirst What is Cost Control? Next week.
OH 9-1 Controlling Labor and Other Costs 9 OH 9-1.
Managing Hospitality Human Resources Chapter 2: Job Analysis and Job Design 1.Explain the importance of job analysis and how to analyze jobs in the hospitality.
Aggregate Planning. Learning Objectives Explain what aggregate planning is and how it is useful. Identify the variables decision makers have to work.
CHAPTER 3 COST CONTROL What is revenue? (147) The income from sales before expenses.
OH 1-1 What Is Cost Control? Controlling Foodservice Costs 1 OH 1-1.
Effective Leadership and Management in Nursing CHAPTER EIGHTH EDITION Staffing and Scheduling 16.
Controlling Foodservice Costs Forecasting and Budgeting Chapter 2.
OH 7-1 Agenda Review articles from Chapter 6 Test Your Knowledge Questions, page 146 Chapter 7 – Win-Win Scheduling Practices.
HOSPITALITY MANAGEMENT Ch. 16 HS. THE GENERAL MANAGER General Manager – is a person responsible for the entire operation of one unit of a hospitality.
© 2008 John Wiley & Sons Hoboken, NJ Food and Beverage Cost Control, 4th Edition Dopson, Hayes, & Miller Chapter 2 Determining Sales Forecasts.
QUALITY MANAGEMENT AND STATISTICAL ANALYSIS PROJECT Analysis of the Staybridge Suites Service Score Decline By: Codie Meehan.
© 2003, Educational Institute Chapter 4 Rooms Management and Guest Accounting Applications Managing Technology in the Hospitality Industry Fourth Edition.
Results-Oriented Job Descriptions FCS 387. Discussion What is a job description? What problems do managers have with employees doing their job? Example:
Copyright © 2014 by McGraw-Hill Education (Asia). All rights reserved. 13 Aggregate Planning.
ROOM SERVICE. WELL-MANAGED ROOM SERVICE: Prompt & courteous response to calls Correctly filled orders Efficient & quick delivery of orders Tactful &
Planning to Schedule Workers: A Major Advantage of Housekeeper Team Staffing.
CHAPTER 1 The Supervisor as Manager Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Overview The Supervisor’s Role Obligations and Responsibilities.
OH The Importance of Cost Control. OH 1-2 Chapter Learning Objectives Explain how restaurant and foodservice costs affect profitability. Describe.
Part III: Tools to Analyze Financial Operations CHAPTER 8: STAFFING: THE MANAGER’S RESPONSIBILITY.
CHAPTER ELEVEN: BUDGETING AND CONTROLLING COSTS Back- of-the- House Operations Front- of- the- House Operations Controlling Food, Beverage, and Labor Costs.
© Wiley Supplement D Master Scheduling and Rough- cut Capacity Planning Operations Management by R. Dan Reid & Nada R. Sanders 4th Edition © Wiley.
Chapter 8 Operations, Budgeting, and Control. Objectives After reading and studying this chapter, you should be able to: –Describe front-of-the-house.
© 2007, Educational Institute Chapter 7 Hotel Organization and Management Hospitality Today: An Introduction Sixth Edition (103TXT or 103CIN)
Copyright © 2010 by John Wiley & Sons, Inc. All Rights Reserved.
HR Planning MANA 4328 Dr. George Benson
CM226 CATERING AND EVENT MANAGEMENT CHAPTER 3, PAGE 60 – 73 Catering Food Service Development.
Managing Capacity and Demand Chapter Learning Objectives Describe the strategies for matching capacity and demand for services. Recommend.
Restaurant Manager Blake Boykin. Definition & Nature of Work Restaurant managers, or general managers, keep their restaurants operating at a profit. To.
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