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labor goals

post #1 of 7
Thread Starter 

Im sorry if this is a re-post i did do a quick search to see if this has been threaded already, and nothing turned up.

 

In my establishment me and the other managers (gm,chef and the other sous) take a great deal of pride in our labor plans and our numbers. however sometimes i feel its futile. Our labor goal is 7.40% for b.o.h. staff per week. This is the lowest ive ever had to strive for in over 10 years , usually its around 8%.every other place ive worked.

 

At what point to you find you sacrifice service to meet goals. The chef, myself and other sous command a brigade of roughly 40 cooks, 3 prep cooks and 3 dishwashers/kitchen helpers. Personally id say you should never sacrifice service and quality to meet a labor goal. but this is a two edged sword and not the best approach to a sustainable business model. We break our balls meeting or trying to meet this goal every week set by the gm and the culinary director, if we make it no1 says anything, if we dont we have to go over the numbers and account day by day sales vs labor.

 

what are some of your labor goals ? is 7.40% to low of a goal for an operation this big? I know they want to bring the best out of us and intern its my job to bring the best out of my troops, but sometimes line cooks are lazy lol lets fsce it , we've all been there. few cooks brings 100% evry shift...whats a good varience for labor ? Sometimes  id like to just like to run the board and expo lol instead of being a bit of everything and all stations lol jus to make labour. sorry if this sounds whiny lol..

 

Is this a good plan or jus higher ups setting unreasonable goals to squeeze every cent into profit.... like i said in my introdution ive only been a sous for jus under a year..still learning the business side of operations, jus thought id pick your brains. thanks

post #2 of 7
7.4 is insanely low! You must be doing massive amounts of volume.
post #3 of 7

I agree with TJsBeer. Something isn't right. Nobody runs labor costs at less than ten percent. 

post #4 of 7
Thread Starter 

We do..and we bust our ass to make it, sometimes its almost over whelming . Yes we do an insane amount of volume,, we have two kitchens serving 5 restaurants , each with a full bar attached 500 seats and 700 total capacity in the winter, in the summer we add 120 seats with the patio's. it gets crazy sometimes lol to say the least.
 

post #5 of 7
So with that kind of volume and your management isn't happy with 8 percent labor? That's either just greed or something wrong with those numbers.
post #6 of 7
Thread Starter 

7.40% boh staff only, then theres f.o.h , security, and salary.. total labor goal per week is 23% i believe  for the entire operation.
 

post #7 of 7
Quote:
Originally Posted by will706 View PostWe break our balls meeting or trying to meet this goal every week set by the gm and the culinary director, if we make it no1 says anything, if we dont we have to go over the numbers and account day by day sales vs labor.

 

The numbers you mentioned are doable. I am not going to deny that they are on the low end for sure, but they can be achieved.

 

If you don't hit budget, there is nothing wrong with going over daily activity fiscal. That is the only way you are going to find your excess so that you can figure out where to trim. On budget troublesome days, break it down into an hourly overview if necessary as this can sometimes help to highlight problem areas.

 

Whenever I do scheduling, I try to look at it as if I am purchasing labor as opposed to filling slots by a chart. This frame of mind seems to help me be more frugal. Also remember that small increments add up. !5 minutes later start time, 15 minutes earlier exit, times a few employees adds up quickly.

Wisdom comes with age, but sometimes age comes alone.
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Wisdom comes with age, but sometimes age comes alone.
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