Foodservice Equipment & Supplies

JUN 2019

Foodservice Equipment & Supplies magazines is an industry resource connecting foodservice operators, equipment and supplies manufacturers and dealers, and facility design consultants.

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50 FOODSERVICE EQUIPMENT & SUPPLIES JUNE 2019 cooler space than freezer space." Menus that rely on prepared prod- ucts will have greater storage needs but fewer requirements for prep. "I designed a high school whose food- service program uses mostly prepared foods," Richards says. "The design guidelines had no space requirements for mixers, slicers, food processors or a large prep area, but the walk-in cooler and freezer were very large." A greater degree of prep space becomes necessary if the foodservice operation uses local and/or fresh products instead of prepared products. Culinary staff will need to wash, trim and portion produce, for example. Fresh proteins, especially seafood, may come in whole form and require cutting and portioning. The locavore movement goes hand in hand with cooking from scratch. Scratch cooking is here to stay, Goldin opines. He does not see a large-scale return to using prepared products. What provided convenience to kitchen staff decades ago does not meet the standards for quality that diners expect today. So, what are the secrets to managing work…ow in the locavore movement? Plan freezer and cooler space to accommodate the use of locally sourced, fresh produce and proteins. One way to conserve space may be more frequent deliveries. This will affect receiving and will require care- ful attention to product turns, using the ‰rst in, ‰rst out method. Also, pay attention to good food safety practices and allergen preven- tion. Store fresh foods to avoid cross contamination. Foodservice operators that locally source an abundance of fresh products will need prep sinks, prep tables and the proper equipment. The time that it takes staff to prep is also a consideration. O Premise — Design Changer The National Restaurant Association's 2019 State of the Industry Report reveals that four out of ten operators plan to invest more capital to expand the delivery and takeout segment of their business. On the consumer side, the report notes, 38 percent of adults in the U.S. say they are more likely to have their food delivered from a res- taurant than they were two years ago. Cowen and Co., an industry research ‰rm, predicts that delivery sales will increase by 12 percent a year, reaching $76 billion by 2022. According to Hudson Riehle, senior vice president of the Research and Knowledge Group at the National Restaurant Association, the combination of delivery, drive-thru and takeout will make up 63 percent of all restaurant traf‰c in 2019. This trend represents a de‰nite game changer, one that requires careful planning by operators entering or expanding that segment. Consumers adopt two different attitudes for on- and off-premise dining. "If you get your off-premise food in half an hour, you are happy. But, if you are seated in the restaurant and it takes a half hour, you are not so happy," explains Juan Martinez, principal at Pro‰tality, a Florida-based foodservice consulting ‰rm. Martinez worked at Burger King when drive-thrus were coming into fashion. At ‰rst, one side of the production line made burgers and the other speci‰cally made Whoppers. "In time, drive-thru grew to more than 60 percent of the business," he recalls. "We realized that if we changed the …ow to eat-in and drive-thru, it would be better for both sets of customers." The challenge with off-premise is that, if done through third-party ordering, any number of tickets can …ood the kitchen at the same time, creating a volume issue. Orders from eat-in dining tend to prove more manageable, as they relate to the number of seats and table turns in the dining room. The high volume from third-party systems put pressure on the production process, especially if it does not function separately from the eat-in production. "You might have an in‰nite number of orders coming in at the same time," Martinez says. "If your engine can't handle it, a major bottleneck can occur. Some concepts turn off third-party orders when they are busy. To me, that's asinine. I'd rather ‰gure out how to handle sales than turn them away. As you design, you have to think how that increased demand drives the equipment you use, the space you have, and the kind of procedures you follow." "As you design, you have to think how that increased demand [from o-premise orders] drives the equipment you use, the space you have and the kind of procedures you follow." —Juan Martinez, Profitality flow go with the wokflow secret Establish an o-premise dining strategy rst. Answer these questions: Will you use third- party ordering? Will you oer a full menu? What is the estimated volume? What type of packaging will you use? Design ƒexible space for production of o-premise orders and dedicate a niche for third-party pickups. Also, design storage space to accommodate packaging supplies.

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