Serving suggestion
In order to ensure the multi-million pound investment into hospital deep cleaning was money well spent, trusts now need to maintain the focus on cleaning and incorporate lessons learned into their ongoing practices
by Anthony Pizzitola
Many times I’m asked what are the critical differences between a restaurant and a large corporate office building. My answer: about a thousand more moving bodies and equipment parts hammered into a workable condition. Fast moving bodies amid fryers and cold storage with one goal in mind: get the food to the customer as quickly as possible. In this environment restaurant staff know that patrons vote with their feet. Facing this demand for service, the restaurant staff is also challenged with the highest awareness of food safety principles and preparation. This adds another dimension to the already taxed facilities manager, keeping equipment to standards where food safety is premier.
The luxury of atriums and space stacked upon space is not a reality in a restaurant environment. The reason is bottom-line economics. A corner restaurant site in a high traffic area commands a significant leasehold. Landlords fully recognise that visibility and location are the sustainable factors and insurance for keeping the restaurant doors open; therefore, the cost per square foot is exponential compared to the middle office on the 15th floor.
Economic sensemaking dictates that fast-pace revenue must be a constant to meet the financial demands of the leasehold, the labour and product cost. In this narrow footprint, each square foot must pay for itself and space planning cannot be an afterthought. Typically, restaurateurs plan for large dining rooms to satisfy availability and to turn tables quickly. Although an elegant restaurant known for its fine cuisine may attract the well-heeled, the restaurateur realises the table will turn in one and one-half hours. There must be ample tables with reservations to take advantage of this slow churn. To accommodate this fiscal requirement, the kitchen area becomes smaller yet is the busiest with the most equipment.
Space planning is foremost in the kitchen so that food flows from the back to the front to save steps in already crowded conditions. Food must equally follow the food safety path to avoid cross contamination. Juggling these vital responsibilities, the facilities manager must insure that each piece of equipment positioned in the best avenue and intersection for urgent yet safe production. Although more space is usually required for added menu promotions, it simply is not there.
In the corporate sector, space is less a critical concern. The space of an entire floor can be restructured within days to please the new tenant. Cubicles can be relocated or rearranged overnight to add or subtract departments. Equipment is usually limited to computers, telephone systems, and elevators.
Space planning: Start with the facilities office and determine the avenues best re-engineered for more efficient flow of work order requests. Determine what areas can be consolidated to prevent multiple handling resulting in miscommunication. Determine best level of follow-up inspections. Once your office is a model of efficient space planning lend these services to other departments in the corporation and the tenants.
Predictive maintenance can be performed simultaneously with preventive maintenance. Start with the age of existing equipment and determine useful life. Simply restructure your checklist to provide critical dates for annual percentage replacement. Maintain a supply of critical parts in the event an emergency arises. Several years ago, I spoke before the Japanese Facility Management Association and their main inquiry was how to maintain equipment past its useful life.
Curb attraction: Similar to space planning, visit numerous facilities and photograph their exquisite areas. Return to your landscape architect and determine the transferability of the photographed areas to your facility. Permit their expertise to be the blueprint for your success.
Everything must be managed with a sense of urgency as though it was an emergency. Permit your corporate customers to see you and your team in the best light. This can start with a simple survey requesting their practical feedback and then create an action plan to raise their appreciation and awareness for you and your staff by pursuing a strong sense of urgency with a passion.
Although both sectors of FMs perform preventive maintenance on a routine basis, restaurant FMs, as a rule, lean toward predictive maintenance. Most often revenue producing equipment parts are replaced routinely to insure maximum operability. If a bank of fryers were to fail in the middle of a dinner rush, the restaurant and its reputation is in trouble. Equipment vital to income sustainability must be inspected closely on a routine basis.
So the best practices of space planning and predictive maintenance are key points for the corporate FMs. Learning to do more in a smaller setting and preventing breakdowns through predictive maintenance can drive revenue to the bottom line. There is additional responsibility for which the restaurant FM’s world is acutely aware and must do well.
Curb appeal is a simple way of saying something is nice and appealing to the eye. The paint is fresh and the landscaping maintained. Beyond that it serves only as a visual for a nice place to dine, no more, no less. By contrast curb attraction serves as a magnet pulling patrons onto the premises and the ultimate testimony is a queue. The difference? Curb attraction has a lush manicured landscaping, seasonal colour is place, impeccable exterior lighting, and the facility in pristine condition. The exterior visually shouts an invitation for the interior dining experience.
Corporate office structures are typically well manicured and are visually conservative; but many appear identical. The challenge for the FMs in this arena is to brighten the exteriors with upgraded landscaping and engage in merchandising to both existing and to potential tenants. Both restaurants and corporate buildings must have a waiting list to be successful.
As mentioned, equipment functionality is a top requirement in restaurant facilities management. If one elevator in a bank of four becomes dysfunctional, there are three to rely on; however, there is usually only one walk-in chiller and if it malfunctions both food and revenue are at high risk.
Internal and external customers are intuitive to one’s sense of urgency either in repairing the elevator or the food chiller. It is imperative there is a patent sense of urgency that provides confidence the problem is within minutes of evaporation. Having a list of three vendors in each discipline is foremost — the same adage applies in corporate world as in the restaurant world: if it’s going to break it will do so on Friday at 4pm.
In practice it’s more about what one saves than spends. Restaurant FMs will attest that the implementation of the four areas requires an initial investment of time in both the facilities and coaching of staff and vendors. Yet, once the culture is in rock-solid operations will surely sing the praises to the ownership. The workload will reduce on the reactive maintenance front — less emergencies and complaints. Owners will soon understand the wisdom to replace a failing item in the forefront rather than as an emergency adding the additional cost of overnight freight and overtime labour hours.
With proper space planning, owners and department heads will soon have additional space for lease or can add another crucial department. With enhanced curb attraction, owners will enjoy constant compliments. Finally, the facilities department’s reputation for a strong sense of urgency pays significant dividends and a major reason for outsourcing discussions to be ignored.
Anthony Pizzitola CFM is a senior facility leader for a Fortune 50 restaurant company in the US
