【正文】 ogress. POLICIES AND PROCEDURES Food and Beverage administrationGeneral conceptConcept statementsOrganization chartsOutlet operating hoursDepartmental morning briefingFood amp。B conceptj. Executive starting datek. Staff canteen startl. Recruitment of general staffm. Hiring schedulen. Manning guideo. Pay scalesp. Job descriptionsq. Operation manual per outletr. Menu draftss. Drink listt. Market researchu. Operating equipment listv. Kitchen equipment listw. Memo art workx. Restaurants namesy. Restaurants logosz. Menu printingaa. Pricing and costingbb. Organization chartcc. Advertising needdd. Banquet brochure ee. Banquet menusff. Canteen proceduresgg. Revision of Famp。B manager or director starting dateb. Finalize restaurant opening datec. Coordinate take over dated. Formulate FFamp。B outletsnnn. Opening action planooo. Famp。 entertainersEntertainment agreementLinenFlower ordering amp。 uniformsFood transportationEquipment sanitationVacuum packingMorning briefingReporting to workPerformance evaluation Food and Beverage outlets Concept statements Organization charts Service concept Beverage department organization Outlet opening Mise en place Outlet closing Table setup reservation taking Equipment cleaning Buffet setup Children service General service sequence Greeting guests upon arrival Menu presentation Food order taking Beverage order taking Wine order taking Selling by remendation Carrying food from the kitchen Carrying beverages from the bar Food service Beverage service Wine service Buffet service Coffee and tea service Table clearing Guest farewell greetings Banquet Banquet sales correspondence Banquet sales appointments Banquet sales planning Banquet sales reports Banquet sales meetings Cocktail amp。B guest supplier matches swizzle stick napkins table tent cards others establish operating hours of outlets design menus start Famp。 cost control Buffet control Bill preparation amp。E Reporting to workUniformsGrooming and personal hygieneVacationsAnnual performance appraisalProbation period appraisalBudgetingFinancial forecast reviewEntertainment checksLost checksMeal couponsComp. Meal vouchers and bev. CouponsCash handlingCost control reportProfit amp。B weekly meetings minutesMonthly progress reportWeekly minutes of opening ceremony meetingWeekly minutes of sales departmentMonthly sales report to corporate officeWeekly forecast meetingWeekly minutes of purchasing departmentMonthly preopening delivery scheduleWeekly minutes of accounting departmentMonthly controller’s report to corporate officeMonthly reports to corporate office should include the following topics Overview of progress of project Famp。B officei. Formulate Famp。E liste. Formulate organization chartf. Verification of plansg. Verification of equipment listh. Establish Famp。B marketing plan Project CompletionThis segment of the critical path opening plan, consists I listing all the physical areas under construction that can be monitored on a weekly basis, on the progress report. All items mentioned on this section should be similar to the one mentioned of the progress reportExample:Executive officeAccounting officeGeneral storeSteward storeStaff canteenGuest rooms 16/FAll the mentioned areas should mention the starting date of the monitoring of the status of the project and the projected pletion and hand over dates. FORMULATE CRITICAL PATHThe Data formulated in the Tasks Assignment Check List is to be used as the base for the formulation of the “Critical Path” report.The first thing to establish is the Opening date of the Hotel.Secondly, the Hand over schedule for each area of the Hotel should be finalized in conjunction with the Project Team.Thirdly, the data from the tasks assignment check list is transferred into the critical path with reference to the hand over of each area and ultimately the opening date.Formulate a Grid sheet which contains all the critical path with a section for each department using the legends of:q Starting Dateq Progressq Delayq Completion Dateq Late Completionq Opening DateAll tasks should be monitored and updated weekly with a review meeting for all concerned.Whilst this may seem a tedious and time consuming exercise it will ensure that each area of the Hotel is fully ready to be Operational on the Opening Date.Note: The Critical Path should be formulated in a Data Base Software format as per the example attached to allow the efficient, Any Date Order, or Person Responsible, Sorting. FORMULATION OF HAND OVER SCHEDULE PER AREAThe fist type of handover schedule should be formulated for the hand over of the rooms.all floor number to be placed in sequencethe term project means date stipulated by project for pletion of the mentioned floor.Actual means date that the operator guide realistic for pletion of the project after careful analysis of date available.Next step is type of room or suites located on that floor.Total means total of ro9oms located and available on that floor at the projected date.Example: if you look at the attached sample the forecasted handover on the 1st on June should be as such. 90 twin doubles 263 kings 1 royal suite 5 special suites 14 tourelle suitesas you can see this type of hand over is a precise tool, that is essential to the sales department, and for the planning of the rooms division department.The second type of hand over schedule is a handover organization chartAll physically related areas to the construction of the hotel should be placed in sequence.The floor location should be mentionedThe forecasted date of hand over by proj