Track Overview
The job: decide what gets made, what gets bought, what it costs, and who is working — and own the numbers that nobody on the line can see.
The shift: mostly not a shift. This job happens on Thursday afternoons and in the hour before doors, and its failures surface weeks later on the line.
What makes it hard in this room: the kitchen is not the main business. The bar carries the revenue and the door funds the act, which means every piece of restaurant management logic has to be corrected before it is applied — and a manager who does not know that will optimize the wrong number while doing everything by the book.
Prerequisites for the whole track: Modules 42, 45, 46, 47, 48, 50, 52, 53. Plus the Kitchen Lead track, because a manager who cannot read a service cannot manage one.
Contents
- Getting the Forecast
- Building the Pars
- Specifications and Vendors
- Costing and the Number That Matters
- Menu Architecture
- Scheduling
- Waste and Utilization
- Quality Standards and Drift
- Planning a Sold-Out Night
- Building the Bench
Lessons
- Lesson 1 — Getting the Forecast
- Lesson 2 — Building the Pars
- Lesson 3 — Specifications and Vendors
- Lesson 4 — Costing and the Number That Matters
- Lesson 5 — Menu Architecture
- Lesson 6 — Scheduling
- Lesson 7 — Waste and Utilization
- Lesson 8 — Quality Standards and Drift
- Lesson 9 — Planning a Sold-Out Night
- Lesson 10 — Building the Bench