Mihran Kalaydjian Hospitality Consulting Firm has set in place a strong foundation which will take it to its next phase of development. Its strategic blueprint will spearhead its growth and further establish Mihran Kalaydjian Hospitality Consulting Firm as a leading and well established Firm hotel management company. It has a dedicated and experienced senior leadership team who is focused on capitalizing on our strengths and identifying opportunities to ensure the ongoing success of the company.
Mihran Kalaydjan Hospitality Consulting Firm has formulated a branding strategy to enable the Group to capture new hotel management business in the future. Part of this strategy includes creating a portfolio of three brands with differentiated propositions: Collection featuring a collection of boutique hotels with unique identities, Mihran Kalaydjian Hospitality Consulting Firm comprising upscale Dorsett Grand and midscale Dorsett; and value-led Silka Hotels.
By its very essence, a hotel is a place of mingling, diversity, interacting differences and blend. Through our new tagline, “Open new Frontiers in Hospitality”, I wanted to place openness at the core of our mission: openness to others and openness to a new way of perceiving hotels, of managing our impact on both the environment and the communities our hotels are a part of.
The key reasons for Mihran Kalaydjian Hospitality Consulting Firm success include recognition of our employees as our prime resource and putting continuous emphasis on their training and development for enhancement of their professional skills. Strong work ethics, mutual trust, close teamwork, professionalism and continuous endeavor for improvement of quality are some of the other guiding principles of our corporate philosophy.
by Mihran Kalaydjian, CHA
The Chair of the department was Peter Dukas who taught a class on food & beverage management which used a text book he had authored called, “How To Operate A Restaurant”. Long ago, I loaned the book out and never got it back so don’t quote me as saying this is his list when I refer to it. Over the years I have referred back to that mental checklist and adapted from it. It has been useful to me and I’ll list it here as I remember it, right or wrong.
1. ORDERING – The first step is to order right. Having detailed recipes, designing purchasing specifications, doing comparative shopping based on those specifications, and comparing quality, price and service, etc. Oh yes, don’t order too early in order to avoid spoilage, wasted storage space and lost interest on your money. Don’t order too late, so premium costs and delivery charges accrue. I remember being told standing orders were a bad habit.
2. RECEIVING – The fundamentals are obvious: count; weigh; inspect for condition and quality; verify against the purchase order; keep the receiving area clean and uncluttered; limit access to the receiving area; train the person receiving and make him or her responsible. Get credit memos from the delivery driver.
3. STORING – Is the method and place of storage for the various items appropriate for the item? Is it secure from pilferage? Are the shelves strong enough for the product, allow air circulation and easy to clean? Are all items stored at a temperature appropriate for that product? Are items dated (with year, in some cases) and priced? Is the storage area orderly and clean? Should shelves be labeled and maybe even stocking quantities noted?
4. ISSUING – What is issuing based on? Who has access and or authority to issue or take things from the secured store rooms and walk-ins? Are issues being made in appropriate quantities and at appropriate times? Is there a relationship to volume or reasonable par stocks? Are issues being accounted for? Is a perpetual inventory or sign out sheet designed specifically for your operation or a particular store room in use?
5. PREPARATION – I’m not so clear about the details here any more because it has been a long time since I worked in a kitchen regularly. Phrases that come to mind include: trim properly; use trimmings for stock pots and other recipes. Proper tools, sharp knives, clean and neat working area, enforcing a policy of following recipes, and having photos of finished products available and used regularly are also critical. Enough said, as I suspect my readers know a lot more than I do about this!
6. COOKING – Various considerations here, again my readers know more than I. Proper temperatures, proper cooking times, following recipes carefully, using photographs of finished products, correct size, material, and type of utensils and cookware, clean work area.
7. SERVING – Serving is not only about portion control, it is also about decisions made regarding portion size and presentation. With a buffet, it is obvious. Proper serving utensils, proper holding/serving equipment, right presentation order, plate sizes, etc. In a bar its easy, too. Jiggers or other measuring and control devices and very strict discipline. I take it back, the discipline isn’t easy especially in tight labor markets. Dining room service should be easy to control using good kitchen supervisors, trained cooks, photographs for both cooks and servers, etc. Watch what comes back from bused tables to see if portions are proper. Marketing decisions may drive large portions but if the patrons are not eating it or taking it home, the portion size or the recipe should be reconsidered. Proper china for each item served is important for both presentation and portion control.
Work hard on your cost controls and be consistent about them. One element of controlling food cost covers all seven categories: thorough training. Give your staff the ability and knowledge and confidence to do their jobs properly and to your specifications. Inconsistency and failure to enforce procedures will drive costs skyward. Failure here is like throwing money away.