VIT caf is located in Abbotsford by the river. The VIT caf is open 7 days a week for lunch and brunch. On the weekend, it attracts a lot of locals because it has great food and a relaxed atmosphere.

You have been running a marketing campaign for Father's Day to promote a special Father's Day lunch menu. Because of this promotion the VIT Caf is fully booked for Father's Day.

As the manager of VIT Caf you are required to organise your floor and bar staff to ensure the smooth running of service on Father's Day. You are also required to take into account any contingencies that may arise in a busy service such as:

Staffing levels - staff may call in sick.

impatient and demanding customers who want their food to be served immediately.

The Kitchen may encounter challenges i.e. faulty equipment, shortage of staff or food running out

The arrival of customers all at once.

Insufficient time to clear and reset tables.

New staff who don't know their job role very well.

At 10:30 am on Father's Day you and your staff are trying to get ready for the beginning of service. The caf will open at mid-day and customers who have booked are anticipated to arrive between 12 noon - 2.30pm.

Just before the beginning of service you receive a call from a customer named Tom who has a booking for a table of seven (comprising of 4 adults and 3 kids) he calls to say that he will be running late by at least half an hour. You also receive a call from a kitchen staff member and a floor staff member to say that they are sick and will not be coming in for their shift today.

Lunch service has already commenced when Tom and his guests arrive. As the restaurant manager you suggest to Tom and his guests that they sit outside on the balcony as it's a beautiful day and this will give you some more room inside, Tom and his guests were happy with your suggestion and they were seated outside.

While you were setting up the table outside, more pre-booked customers arrive at the same time. Some of the customers are arriving early for their bookings and some on time. With so many customers arriving at the same time, it is proving challenging for the floor, bar and kitchen staff to deliver the quality of service expected by the customers. As time passes some customers are upset as they have been seated for quite some time and have not received any service.

In the meantime, the kitchen is facing the following issues of their own:

The deep fryer is not maintaining its temperature thus unable to keep up with the high demands of certain fried dishes.

The grill plate burner is worn out on one side & does not heat up properly and evenly.

The oven is also not maintaining its temperature because the rubber seals around the oven door are loose and cracked allowing hot air to escape.

Toms table begins to ask about their food orders because the children are getting restless and are starting to run around the restaurant, disturbing other customers.

They are beginning to get flustered and want their food quickly to settle the children.

Another customer, John, who is at seated at Table no.14 has decided to leave because of the delay in the food service. He and his guests do not want the meals they ordered. This then creates tension in the kitchen and the kitchen staff are also getting frustrated and angry.

You pressure the kitchen to hurry the order for the table outside and as soon as their main meals were served, Tom and his guests are ready to pay for what they had consumed and leave quickly.

Tom presents a voucher for $100. You then process the voucher, apologise again for the delay and wish Tom and his guests a pleasant afternoon. As you are attaching the voucher to the receipt, you notice that the voucher has expired, and should not have accepted it. Tom, however, has already left.

A copy of the Daily managers' report form is attached. You are to fill out the form and include the following for the Father's Day lunch service period.

VIT Cafe Daily Sales Record Date: Tb Customer No of Sales Amount Comments No Name Pax Description 15 4 Cash Sales 8 6 Cash Sales 10 10 Cash Sales 11 5 Cash Sales 9 8 Cash Sales 3 12 Cash Sales 8 Cash Sales 20 16 Cash Sales 6 Cash Sales 16 8 Cash Sales 19 10 Cash Sales 16 Cash Sales 5 12 Cash Sales 12 8 Cash Sales 4 6 Cash Sales 6 4 Cash Sales 14 5 Cash Sales 13 8 Cash Sales 17 15 Cash Sales COMMENTS / ISSUES