Kaito Japanese Steakhouse and Sushi Bar
Defining the Location
“Location, location, location”. This simple statement places emphasis on the most
important first step in planning a foodservice operation. The area where a restaurant is opened
can make or break the business because of many different factors. While planning a foodservice
operation we must research the prospective area including major traffic routes, public attractions,
neighboring restaurants, and population centers such as colleges. Other imperative qualities of
the area include the demographics of the people residing in and around the area as well as those
who travel frequently to the area, the socio-cultural background, consumption and nutrition
habits, trends, and preferences of the inhabitants.
The town of Oneonta, New York is an average sized rural community, somewhat well
known because of the two colleges in close proximity to the city of Oneonta; SUNY Oneonta
and Hartwick college. Oneonta is centrally located between the cities of Binghamton and
Albany. It is located along Interstate 88, a major east/west route across the state of New York.
The major employers of Oneonta include A.O. Fox Hospital, Hartwick College and SUNY
Oneonta. The major tourist attractions in the area include the National Soccer Hall of Fame and
the Cooperstown Baseball Hall of Fame.
According to the US Census Bureau, the town of Oneonta has a population almost 14,000
while the city of Oneonta has a population of nearly 5,000; a little more than one third of
residents live in the city, which is where our restaurant will be located. The median age of the
area, most likely because of the close vicinity of the colleges, is 22.6 years. The 2005 census
reveals that the demographics of the population are as follows: 92% Caucasian, 4% African
American or Black, 2% Asian and 2% of other races, or a combination of races.
The city of Oneonta is a cultural hub due almost exclusively in thanks to the two colleges
in town. Students from all over the world attend Hartwick and SUNY Oneonta, and a small but
noteworthy number of these students eventually come back to Oneonta to live and work.
The community has a well-celebrated small town feel, where it is boasted that “everyone
knows everyone”. The downtown area is still reminiscent of the old brick township that was
originally erected. A sign now greets you as you enter the city center declaring “Welcome to
historic downtown Oneonta”.
Main Street is exactly what the name implies; it is both a major avenue in Oneonta and
the conduit into the cultural and historical hub of the city. There are many businesses, including
restaurants, lining either side of lower Main Street. The majority of restaurants in the area are
Pizzerias, Italian eateries, cafés and fast food (particularly American and Chinese cuisine). Many
popular national chain restaurants are in the area, including Friendly’s and Dominoes. There is a
very small sample of other ethnic cuisine, limited to one or two restaurants, such as Mexican,
Greek and Japanese.
Defining the target market
The term “target market” is defined as a group of individuals with similar wants and
needs, and determining the target market of our operation is a critical component of planning a
successful foodservice operation. To gauge the target market one must identify the
demographics, sociocultural influences and income, among many other aspects. Researching the
target market aids in determining what products will satisfy the customer’s wants and needs. Our
operation will aim to please our specified target market while meeting a standard that will
potentially draw in customers from other markets. There are many ways to define a target market
but no single one is perfect. We decided to conduct surveys, a focus group, use the Delphi
method and analyze our competitors.
Gender: MALE FEMALE
Annual household income: <$30,000 $30,000-$50,000 $50,000-$100,000
Are you a college student from SUNY Oneonta or Hartwick? YES NO
If NO: Are you a resident and/or do you work in the town of Oneonta? (Circle those
1. What type of restaurants do you frequently eat at (or take out from) currently?
a.) Pizza Places (example; Sal’s Pizzeria, Dominoes)
b.) Italian Restaurants (example; Italian Kitchen, Sabatini’s)
c.) Chinese Fast Food (example; China 19, Hu Nan)
d.) Asian Cuisine (example; Tokyo Tavern)
e.) American Cuisine (example; Neptune Diner, Friendly’s)
2. What type of restaurant would you enjoy eating at more often?
c.) Chinese Fast Food
d.) Asian (Japanese, Korean)
f.) Other: ____________________________________________
3. How far are you willing to travel for a restaurant?
a.) Must be on or near a bus route (college students)
b.) Walking distance within Oneonta (resident of the City of Oneonta)
c.) 5 – 10 minute drive
d.) 10 – 20 minute drive
e.) 20 + minute drive
g.) Other: _____________________________________________
4. What do you do more often? EAT IN TAKE OUT
5. Approximately how many times do you visit restaurants/order take out each week?
a.) If you answered 1 time or less, briefly explain why:
6. On what day(s) of the week do you usually eat out?
Monday Tuesday Wednesday Thursday Friday Saturday
7. Which meal(s) do you eat outside of your home most often?
Breakfast Lunch Dinner
8. Do you often eat out alone, as a couple, or in groups (family or friends)?
How much does cost factor into your choice of a restaurant?
Not at all- I choose to eat at a restaurant because of the quality of food, the cuisine type, a
favorite menu item, etc.
Very little- Price is a small factor, but I still choose restaurants based on quality/cuisine.
Half and half- the cost, type of cuisine and quality of food matter about equally.
Quite a bit - cost factors in a large amount when I choose a restaurant to eat at.
Almost 100% - I choose a restaurant based almost exclusively on price.
On a scale of 1 to 5, rate your interest in each topic.
(1 is Not Interested, 3 is Neutrally Interested, and 5 is Very Interested.)
Entertainment during a meal
High quality food
Private eating areas
Sports themed restaurants
We conducted surveys on the residents of the town of Oneonta to narrow down the scope
of our operation. There were 40 surveys filled out in all and only one had to be discarded
because of false and useless information.
Age: 42% of respondents were between 20 and 29 years of age, 14% were 30 to 39, 25%
were 50 to 59 and 20% were 40 to 49. Respondents younger than 20 and above 60 did not
represent a large portion of respondents.
Gender: 37% of respondents were male and 63% were female.
Annual Household Income: 33% of respondents had a household income lower than
30,000$ a year and 33% of respondents had a household income of 50 to 100k a year. 25% of
respondents noted their household annual income between 30 and 50k, while a very small
percent marked 100k + as their annual household income.
College student, resident or worker: The vast majority of respondents were residents in
and around the Oneonta area, while only 17% of respondents were currently students.
1. Nearly 75% of respondents said that they frequently ate at pizza places. Runner up was Italian
restaurants. This information makes sense for Oneonta residents because there seems to be more
pizzerias and Italian eateries and any other type of restaurant.
2. A large number of respondents said they would like to eat out more frequently at Asian
3. Very few respondents said they would drive any less than 20 or more minutes to a restaurant,
so it seems that if they are set on an establishment they will travel any distance to enjoy it. A
handful of residents of Oneonta said they would only want to walk and wouldn’t drive very far
for a restaurant. It’s safe to say that, if our restaurant is good, customers will come, no matter the
exact location within Oneonta.
4. 90% of respondents said they ate in at restaurants rather than eating out. This tells us that take-
out may not be a good choice for our operation.
5. 50% of respondents said they ate out once or less mostly because of the cost and the current
economy. The other 50% ate out twice or more a week.
6. Our survey showed that most respondents ate out on the later part of the week, Tuesday
through Sunday. Monday was the least favorite day to eat out.
7. Dinner was the most popular meal to eat out, followed by lunch. Few respondents said they
enjoyed eating breakfast at a restaurant.
8. Only a few respondents said they ate out alone on most occasions. Nearly all said with family
or groups. Dining out as a couple was also an unpopular choice.
This survey told us many things about our customer base. Our target market is a local
Oneonta resident between the age of 25 and 60 who are looking for an entertaining meal or a
place to eat in a large group. Families and large groups of people would enjoy eating at a
Japanese hibachi restaurant. They would enjoy eating out at an Asian-themed, hibachi restaurant
more often, which is the type of restaurant we will be bringing into this area. Based on these
answers we decided to be closed on Mondays. Having a hibachi restaurant will accommodate the
diners who eat out with large groups.
The Delphi method is a form of forecasting in which we consult persons in the field to
determine future trends of our consumers. These people can be professional restaurant
consultants or town officials who will know statistical information about restaurants in the area.
We consulted the City Planning offices and a professional Restaurant Consultant to gain
knowledge of the restaurant and consumer trends in Oneonta.
1. What are current popular restaurants in the area?
2. What types of opinions on restaurant and dining is expected in the future as a major
3. What future developments are expected to occur?
The advisor at the City Planning offices was able to tell me that in the past 20 years
ethnic restaurants have seen a large increase in Oneonta. The few Asian restaurants, like Toyko
Tavern and Iron Chef, have seen much of this business since they were established. There are no
new plans for restaurants in the immediate future. Now would be the time, they forecasted, to
establish a new foodservice operation as there have not been many problems with the existing
restaurants in the way of business and no new competing restaurants are being planned.
The consultant forecasted ethnic, healthful and interesting foods to be on the rise.
Seafood is and will be gaining popularity because of the recent events having to do with Mad
Cow and other land farm animal diseases that have frightened customers away. The Asian
attitude towards food has been and will continue to be something many consumers admire,
including the style of cuisine. While hibachi restaurants are not new to the restaurant scene, there
are not many of them compared to other types of ethnic restaurants such as Italian eateries, and
the consultant said they become quite popular when introduced to consumers who are not
familiar with this style of restaurant.
A focus group consists of about 10 to 20 people who are members of the target market.
The group is asked to meet in a neutral location for about an hour during which time they will be
answering open-ended questions based on survey information that has been previously gathered.
It is important to provide an incentive for all of the participants.
We gathered a focus group that consisted of ten people, with ages ranging from 27 to 45.
To encourage these people to participate we offered them a twenty-five dollar voucher to our
restaurant. The group was asked to list new and exciting characteristics that they would like to
see in an Asian restaurant. There were several different responses, however many responded that
hibachi provides a thrilling and unique experience. They also expressed that they would enjoy a
theme that was carried out throughout the restaurant. When asked about the colors and décor that
go along with a nautical theme, many stated that they found that type of décor peaceful,
appealing and an easy environment to relax in. They also considered a Japanese nautical theme
very unique and interesting.
The group was also questioned about who they usually go out to eat with, and whether or
not they enjoy eating in large groups, or in a more intimate setting. Most stated that they would
enjoy bringing large groups to the hibachi however, some members of the group had a few
concerns. Families would appreciate a child-friendly environment, and couples would enjoy the
option of having a quiet and intimate meal. Based on this feedback, we decided we should
provide a segregated area for the hibachi that can accommodate large groups. This area will be
sectioned off from the rest of the restaurant which will provide a quiet setting where appropriate.
A children’s menu will also be incorporated, and because of the entertaining nature of hibachi,
we feel children will greatly enjoy the experience. More intimate dining will be accommodated
by having a second dining area with tables in which diners can enjoy quite, more personal meals
off of the standard dinning menu.
The cuisine and drinks that are made available in our restaurant is obviously our main
focus. When asked what they would like to see on the menu, almost all participants responded
that they would want sushi. It is widely enjoyed, and also plays into the nautical theme. Many
people also stated that they enjoy a drink when they go out to dinner. For this reason, our
restaurant has decided to provide both a liquor and sushi bar. While discussing all of the things
that will be available at our restaurant, the issue of cost and prices came up. Though a few
disagreed, most said they would be willing to pay a little extra for the entertainment factor, as
well as all of the options and variety that would be provided.
Lastly, we discussed hours of operation and location. Most, especially those that would
be dining in groups, prefer to eat out for lunch or dinner. They also said they eat out fairly often,
and some like to skip the weekend rush and dine out during the week. This information agrees
with our survey information and led us to decide that staying open between Tuesday and Sunday.
Closing on Monday would be most appropriate because our target market does not usually eat
out early in the week, most notably Mondays.
Competitive Analysis is the process of analyzing competitors who own businesses that
are similar to the one you will be opening. It is important to know their strengths and weaknesses
so you are sure you will be able to compete and go above and beyond what they have to offer.
There are three restaurants in the Oneonta area that would be an Asian-themed restaurant’s
competitors. These restaurants include China 19, The Iron Chef, and Tokyo.
China 19 is located in the town of Oneonta, and although they are more of a fast food
restaurant, they do share similar menu items that our restaurant will be offering. The prices for
sushi and dinner entrees are fairly low and something that most people that can afford. They are
also open for long hours, everyday. However, despite these few strengths there are many
weaknesses. The overall décor looked cheap and mismatched, and had no color scheme or
theme. There was a lot of clutter that is in plain view to all the customers. The customers had
plenty of time to notice all of the clutter and dirt due to the slow service. Not only do you have to
wait a long time for your food, the portions are small and the quality of food is poor.
The Iron Chef rated below average with only a few strengths to speak of. They offered a
buffet-style service at only seven dollars per person. There was Asian-style music playing in the
background and an eye-catching fish tank, though dirty and misplaced, as soon as you walk
through the door. However, this is about all the restaurant has to offer. They advertise a hibachi
grill, but only provide one grill that seats only three people. The layout is confusing and unless
one is already familiar with the restaurant it can be unclear where you are supposed to go as the
flow of the buffet collides with the flow of the servers and customers entering and leaving. The
food is low quality and not all items at the buffet were clearly identified. This can cause serious
problems for those who have allergies, or for those who are vegetarian or vegan. In addition,
serving utensils were not provided for all dishes which will cause cross-contamination. It was
also clear that some of the food had been sitting out for far too long because it was discolored,
cold or dried out. They had a very limited sushi selection and the made-to-order sushi is separate
from the rest of the buffet. The manager was unprofessional and was rude and inappropriately
dressed. The condiment bottles on the tables were dirty, there were no chop sticks, and there was
hair found in the food the occasion that our analysts visited. Not only is this restaurant poorly
designed, but proper sanitation could be a major concern.
Tokyo is located on Main Street in Oneonta and within walking distance from the local
colleges. The interior was cluttered and messy. Storage shelving was out in the open, there was a
window cut into the storage closet so everyone is able to see in, and there is a large soda cooler
right next to the dining area. The menu had no drinks listed on it, and the large pictures of the
menu items looked tacky. Also, the use of flat paint on the walls made all fingerprints and dirt
clearly visible. The quality of the food was average however the presentation was bland and
boring. The wait staff was attentive however; it was a bit over-the-top as they seemed bored and
at a loss of what to do. The dining experience seemed rushed and hard to relax. However, Tokyo
does have potential to improve their operation and there are several strengths. They offer long
hours, and average, affordable prices. They have a large target market and good marketing
strategies. The quality of the food is acceptable as well as the portion sizes.
Our Target Market
According to the surveys, focus group, Delphi and competitive analysis, we feel that an
Asian style hibachi restaurant will be a great choice for the area of Oneonta. Our customers crave
new types of ethnic food and entertainment, as well as a setting where large groups and families
and come together and enjoy their meal times. Our asian-themed restaurant, Kaito Steakhouse
and Sushi bar, will thrive in the city of Oneonta. Similar restaurants have become popular in
Oneonta and we expect the same for our establishment.
Taking all our target market’s wants and needs and applying them to our ideas for an
appropriate restaurant, we’ve created a concise yet adaptable mission statement for our operation
"Kaito Japanese Steakhouse strives to provide excellent, authentic Japanese cuisine in an
exciting and unique dining atmosphere. Providing a distinctive and rewarding experience to our
customers is our ultimate goal."
Marketing is an important division of restaurant ownership. In this highly competitive
market we have to be able to get our name out and into the mouths of consumers to gain
patronage and prestige. First, we established the unique needs of our customers. These include
adults who are looking for an ethnic dining experience that is entertaining, sophisticated and
affordable. Because of our target market, we will want to advertise our restaurant in the areas
that our potential customers frequent. These are places such as colleges, malls, shopping centers,
grocery stores, gyms and in and around parks and recreational facilities. We will employ a few
different marketing strategies.
The first approach will be flyers to be pinned up at community centers, campuses and
other available spaces, as well as to be handed out on the streets and in heavily trafficked areas
such as Main St. They will also be placed in mailboxes of corporate office buildings or given to
the front desks in the hopes that they will be placed on community boards for workers to see.
They will feature a picture of the Hibachi area inside of the restaurant with a Hibachi chef
preparing a meal for wide-eyed customers to depict the excitement of the dining experience at
our restaurant. There will also be an ad running through the Daily Star and on the posters
handed out to the college students in the Oneonta area that feature restaurants in the area. This
will get our name out to the residents of Oneonta as well as the students.
In order to gain positive publicity, our establishment will take several steps. First and foremost,
our establishment will gain positive publicity by avoiding negative publicity. We will achieve
this by incorporating environmentally-friendly practices and products into our operations.
Second, we will be willing to give either monetary or food donations to any charity event in the
area. Not only will this get our name out, but it will do so in a positive way that brings new
customers in. This will guarantee a return that far outweighs the money lost to the donation in
the first place.
Discounts and Promotions:
To initially get customers into Kaito House, an ad will be featured in the Daily Star that will
include a coupon for 20% off of the bill. To provide further incentive to dine at Kaito House,
first-time Hibachi diners will be given a dining card that will work similarly to a frequent buyer
card in retail. For every $10 spent, a hole will be punched in the card by the server when
processing the check. After accumulating 10 hole punches, the cardholder can then bring that
card back and is entitled to $20 off of their next bill. Also on Mondays, Tuesdays, and
Wednesdays there will be a buy one get one half off deal for Hibachi dinner entrees to encourage
business on these typically slow days. There will also be drink specials Fridays and Saturdays
during happy hour (4-6pm) including ½ price drinks.
In order to make our products more attractive, careful thought and planning will go into
the plating and presentation of each dish. Garnishes will be used and food will be prepared and
plated in the most aesthetically pleasing way. For example, when preparing food at the Hibachi,
the chef will create an “onion volcano” by stacking the onion and setting oil inside on fire.
Another example would be our “Sushi Boat”. Sushi will be served in a boat-shaped platter to
create a fun and aesthetically pleasing dish. To give diners a chance to go home with a souvenir
to remember their experience at Kaito House, decorative chop sticks and glassware will be
available for purchase all of which feature the restaurant’s name and Oneonta, NY on it.
The use of recognized labels in a foodservice operation is an important marketing
opportunity. Branding can increase sales and encourage new customers into the operation.
Retail-item branding is the major form of branding. In our operation, we will offer the brand
name Kikkoman soy sauce as a condiment. Kikkoman represents quality soy sauce and will
therefore give the customer the impression that our food is also of high quality. Since Kaito
House also features a bar, only brand-name liquors, beers, sake and wine will be served to give a
The front of the house will be divided into four distinct areas; Hibatchi, sushi, dining area
and the bar. The hibachi area will be sectioned off from all other areas using full and half walls
to prevent noise from entering or escaping the hibachi area and bothering customers. The sushi
bar is a round bar where patrons can sit and watch the chef make their orders through the glass
partition. The dining area is surrounding and next to the sushi area, partitioned mostly off with
half walls. The bar is a short 20ft glossy finished bamboo that can hold about 10 patrons at a
time, also sectioned off by half-walls as bars usually have higher noise levels than casual dining
areas, and the enjoyment of sushi is quite often a very calming and quiet time. Traditional warm
and cold sake will be served at our bar as well as popular Japanese beer and less-traditional
American beers and mixed drinks.
The entire décor of the restaurant is Japanese maritime or nautical. Scale model ships,
paintings and drawings from many different eras in Japanese naval history will adorn the walls
and half-walls. Other oceanic art will accent the nautical theme. Our restaurant name is Kaito
House (Kye-Toh). Kaito is a masculine Japanese name deriving from the word for sea or ocean
(kai) combined with the word for soar or fly (to). Because of this name we will also incorporate
the native Japanese sea eagle into our décor, most notably in our menu and as our “mascot”.
We will take great care to keep all décor Japanese and not to mix and match between
Asian cultures. We do not want to offend anyone by accidentally incorporating another country’s
art, language or culture into our Japanese restaurant, which would be a very offensive and
ignorant signal to those in the population who are of Asian descent. We want to keep the
restaurant genuine for our other customers as well, and not to mislead them.
Traditional Japanese instrumental music will play in the hibachi, sushi and dining
sections while modern American and Japanese rock and popular music will play in the bar area.
As the bar area is not opened until later in the evenings and the area is also partitioned off to
prevent too much noise from escaping, and this music will not bother the other patrons.
Table tops will be glass for easy cleaning, while the table cloth will rest underneath. The
colors of the restaurant will be warm colors accented by ocean blue to create a relaxing and
calming, yet interesting, atmosphere.
The kitchen layout will be divided into several different preparation areas: cold, hot, pre-
preparation, and final prep. The cold preparation area will be used to prepare salads as well as
any other appetizers that do not require cooking. The hot preparation area will be used to make
any hot entrees as well as the soup that is transferred to the server station when it is done being
made. Pre-preparation will be used for the Hibachi chef to prepare and gather ingredients to be
used in the display cooking on the Hibachi. Access to the ingredient room will also be close by.
Final preparation will be used to cook any hot entrees that have not been ordered for the Hibachi.
There will be double, two-way swinging doors located on each end of the kitchen to allow
servers quick and easy access to both the Hibachi and regular dining area. These doors will be
clearly labeled “In” and “Out” to avoid any mishaps and create an efficient way to allow servers
in and out of the kitchen simultaneously. The kitchen includes walk-ways with plenty of room
for 2-way traffic to avoid “bottleneck areas”. At minimum, aisles will be 2’6” for single aisles
with limited equipment to 4’-6’ for aisles with major traffic. The dry storage, freezer/cooler
combination areas are located behind the kitchen and are easily accessible to all stations. Ware
washing will be located off to the side but easily accessible to production. The area will be
closed off with a swinging door to keep the noise level from infiltrating the kitchen, where it is
pertinent to be able to communicate clearly, as well as the dining area. Noise will also be
controlled with background music throughout the establishment. The receiving area will be in
close proximity to the storage area. There will be a back door that remains locked that will be
used only by designated personnel for receiving purposes.
Production areas will be well-lit and will include adequate storage areas such as spreaders
and shelving to keep clutter to a minimum and minimize mistakes and injury. Temperature and
humidity will be controlled in order to ensure the comfort of the employees. Fans and vents will
be placed around the kitchen to keep air moving and bring heat from cooking appliances away
from the cook line. During hot summer months, an air conditioner will run to keep humidity
down to a comfortable level. All equipment will be installed in standard sizes to ensure ease in
moving, cleaning, and replacement.
All ordering will be done by the manager, as it is one of the more important jobs in the
operation. Since our restaurant is a relatively small foodservice establishment, the secondary
market will mostly be utilized. Purchasing from the secondary market will save money through
bulk purchasing by lowering the overall cost-per-item price. A prime vendor will be used to
guarantee reliability and quality through the use of set standards and regulations. SYSCO will be
the supplier of the majority of food and supplies. SYSCO is a well-known, reputable food
supplier company used by many establishments across the country including several in Upstate
New York. We will use Cost Plus and Cooperative Purchasing. Cost Plus is an agreement
between the restaurant and a vendor to receive the products for a set amount of time for a set
price. Since our operation will be using plenty of produce which has large price fluctuations
throughout the year this will help our establishment save money and keep better track of costs.
For a select few items, the tertiary market will be utilized at first. These items include alcoholic
beverages, chopsticks, and any other ethnic food and spices that is not supplied by SYSCO. It is
hoped that, after some time goes by and trust is built with SYSCO that Kaito House will be a
regular customer, SYSCO will be able to provide these ingredients. Although inventory and
forecasting procedures will be in place to prevent it, the tertiary market will also be used should
there be any emergency needs that SYSCO can’t deliver in time. Any tertiary market company
used for these ingredients will be well-researched and proven to be reputable and have a similar
policy to that of SYSCO concerning safe food handling and sanitation procedures.
In addition to using a prime vendor, Kaito House will also participate in Cooperative
Purchasing. Cooperative Purchasing is an agreement between restaurants to create a joint
purchasing operation in order to build purchasing power and lower prices. Our operation is a
small business that would have lesser purchasing influence and would benefit by combining with
other local businesses. Oneonta features many small, locally owned restaurants including several
Asian food operations making it easy to find businesses to cooperate with.
Food specifications will be used for every order to clearly communicate exactly what is
being ordered. Each food specification will include a minimum of the name of the product, the
grade or brand, the quoted unit, the name and size of container, and count per container or
approximate number per pound for all products. More specifically, any fresh fruits and
vegetables ordered will include variety, degree of maturity, and geographic location in the
specification. Canned food specifications will also include type or style, pack, size, syrup type
(if any), drained weight, and specific gravity. Frozen food specifications will include variety,
sugar ratio (if applicable), and the temperature during delivery and on receipt. Meats and meat
products will include age, market class, cut of meat, exact cutting instructions, weight range, fat
content, and condition on receipt. For the most part, the products ordered will be high grade
since most of the ingredients in the menu items are used for aesthetic appeal such as the meat and
vegetables in the Hibachi meals and the fish used in the sashimi and fish entrees. The only
products that may be ordered at a lower grade would be those chopped up and used in the sushi
Periodically, managerial staff will go to the supplier directly to make unannounced
inspections of the facility. In these inspections, the manager will make certain that sanitation
policies are being followed and that the facility is being properly run. This will ensure that the
supplier is following the correct procedures at all times and prevent any food safety issues.
Delivery Times and Amounts
The time of delivery and the amount received at one time is individual to every
operation. Delivery times and amounts are determined by hours of operation, storage space
available, labor needed, and production methods. All deliveries to Kaito Japanese Steakhouse
will be received in the morning before we open. This will ensure employees are available to go
through proper receiving procedures and are not rushed. Our establishment is using both
conventional and ready-prepared production methods to provide quality and freshness to our
ingredients. Menu items that will be made using the conventional method, which need to be the
most fresh, will be delivered on Monday, Wednesday and Friday (our largest delivery to
accommodate for the weekend rush). Frequent deliveries will eliminate waste and enable our
establishment to use fresh, high quality ingredients. Menu items that will be ready-prepared will
be delivered twice a week on Sundays and Thursdays after close to be delivered and received
before opening on Tuesday and Saturday. The Saturday delivery will provide enough food for
the weekend and beginning of the week, and the Tuesday delivery will provide a sufficient
amount of food for the end of the week. Weekends are much busier and a delivery on Saturday
will make sure our operation will have enough food to make it to Tuesday. When determining
specific amounts of each menu item to order we use both order pars and forecasting. Order pars
allow our operation to get an exact count of each item that needs to be ordered, by taking into
account how much was used and how much is still in storage. Order pars allow us to figure out
how much we will need in order to make it to our next delivery. However, there are things
outside of the restaurant that will affect business and therefore, what needs to be ordered. This is
where forecasting comes into play. Forecasting takes into account things like major holidays,
weather, and other unexpected events. Our operation will use a 4-week moving average. Once
our operation has been open for a few months we will be able to use past records to average the
first four weeks. To average the next week, the first week will be dropped and the fifth week will
be added. This will help our business to better prepare for large business periods, and keep us
from over-ordering and wasting food during slower periods.
By definition, receiving is the point at which a foodservice operation inspects products
and takes legal possession of the product ordered. A well-designed receiving process is vital to
any foodservice operation. If followed through properly it will ensure that the food and supplies
delivered, matches the quantity and quality of what is ordered. At the very least an operation
should have written policies and procedures for coordinating with other departments (such as
accounting), training for receiving personnel, guidelines for supervision, set scheduled hours
specifically for receiving, a means of providing security, and a system for documentation.
In our operation purchasing, production and accounting are all well defined and have an
inter-working relationship with the receiving process. The purchasing department along with the
food manager defines the standards of quality that are acceptable for our operation. Kaito
Japanese Steakhouse has set high standards for the quality of our food. Our establishment
stresses the importance of exceptionally fresh and flavorful foods. Receiving personnel are well
aware of these standards and ensure each delivery meets our qualifications. All employees
responsible for receiving will also be well aware of written specifications, have the ability to
evaluate product quality and recognize unacceptable product, and understand proper
documentation procedures. Also, the receiver will be well aware of the limited authority they are
given and who exactly they need to report to. The extent of their authority and the
responsibilities they are given are all clearly defined by policy. However, no matter how
trustworthy and capable a trained employee may be, a manager will always be present at the time
of delivery to ensure that procedures are followed properly and that no chance of theft may
Aside for the product itself, the location where it will be received is also very important.
Kaito Japanese Steakhouse has a delivery dock that is located in the back of the establishment.
Our storage facilities are located right by the door to make the process quick and efficient, and
without interrupting other areas of the operation. We do not need any large equipment because
we will be getting frequent, smaller deliveries multiple times a week. All equipment and
necessary materials are organized and readily available upon receiving. Equipment needs include
scales, thermometers, box cutters, and crate hammers. Specifications, purchase orders, and
documentation records are also always on-hand and filed accordingly.
Preparation is key when dealing with deliveries. Storage rooms are reorganized and
cleaned. Like-products will be consolidated and pushed to the front to ensure FIFO (first in first
out). All trash and clutter is removed from the receiving area to provide an adequate amount of
storage space. A sufficient amount of staff is always available and prepared with the proper
materials; such as invoices, purchase orders and other documentation items. Once the delivery
has arrived and is brought inside, trained personnel will inspect the food immediately for quality
and quantity. There are two receiving documentation methods that we will use. An invoice
receiving method will be used on most occasions. The receiving personnel will check the
delivered items against the original purchase order and note any differences. This method is very
efficient and makes certain that the delivery is accurate and up to our standard of quality. The
other method we will use on a random basis will be the blind purchase order method. The
receiving employee will be given an invoice without the quantities of product that were ordered.
It is then the employee’s job to quantify each item either by weighing, measuring, or counting
the items and then recording it on the blind purchase order. The blind order is then compared to
the original invoice to make sure there are no differences. This method is more time consuming
but ensures a more accurate and unbiased result.
Perishable items are checked first for freshness, safety, and proper handling. Refrigerated
and frozen items are checked for proper temperature. All frozen foods should be received at a
temperature no higher than 0°F. All refrigerated items, which include fresh meat, produce, dairy,
and eggs, must be received at a temperature no more than 40°F. Frozen items are also examined
for evidence of thawing or burn. Cases or crates are randomly opened to ensure the product
matches the food specifications. The order is accepted only if all quantities and quality
specifications are met. If an item is not delivered to the agreed specifications, a credit slip will
then be issued. This will ensure that the company which delivered the damaged goods will take
back their product and we will not be charged. The receiving records are completed and all
products are labeled and dated for proper rotation (i.e. FIFO). All products are then placed in
In a well-run operation there should be a straight line from the receiving dock to the
storage areas. A short distance is ideal to cut back on labor, pilferage, and deterioration of food
products. All food products delivered to Kaito House are checked, labeled and stored quickly and
All dry storage areas are kept dry, cool and properly ventilated. The temperature in these
rooms never reaches over 70 degrees Fahrenheit and remains very dry. The 6” rule is
implemented to promote air flow and eliminate pockets of moisture. Food remains 6 inches off
the ground, 2 inches away from the wall, and 18 inches from the ceiling. Wall vents are used for
efficient air circulation. Circulation throughout the storeroom is essential in order to remove
moisture, reduce temperature and eliminate odors. Along with the 6” rule, containers are also
cross-stacked to aid in circulation. Shelves are organized according to major orders; there is a
place for everything which reduces clutter and keeps the area clean. Heavy items are placed on
the bottom shelves for obvious safety concerns, and a step-stool is readily available for items on
the higher shelves.
Immediately after delivery, fresh and frozen foods are placed into refrigerated or frozen
storage. Frozen and refrigerated items should be put away first after delivery to ensure these
items stay at proper temperatures and do not fall into the danger zone. If these items were
allowed to sit out at room temperature while other items were put away, bacteria and other
pathogens would be able to grow and the food could become hazardous. Fresh fruits and
vegetables are held between 40 and 45 degrees Fahrenheit. They should be placed high and by
the door because that is the warmest area. Meat, poultry, dairy products, and eggs are held
between 32 and 40 degrees Fahrenheit. Meat products should be placed low and further back
because that is the coldest area. All frozen products are stored at 0 degrees Fahrenheit. The
different temperatures are necessary to allow humidity and moisture which will eliminate freezer
burn. Specific placement of food is as follows: all cooked food is placed on top shelves, followed
by vegetables, fish, cut meats, ground meats, and all other meat including chicken is stored on
the bottom shelves. Fruits and vegetables are checked daily for ripeness and decaying pieces are
removed. Our refrigerators and freezers have thermometers that are checked twice daily, and any
irregularities are fixed immediately to prevent food spoilage. Our inventory will be closely
monitored to prevent shortages and spoiling as well.
An ingredient room is located near the cooking stations. A capable and well-trained
employee pre-measures all of the ingredients that are going to be needed for that day and leaves
them in this room. An ingredient room is very beneficial and reduces traffic in the back of the
house which can reduce theft and save time.
Cleanliness and sanitation are essential parts to our operation. The storage areas are
cleaned on a routine basis. The floors, walls and air return vents are all properly cleaned and
sanitized. All cleaning products and other chemicals are stored in a separate closet, away from all
To ensure consistency and cost control in the preparation of food products, standardized
recipes will be utilized for every item on the menu requiring preparation. These standardized
recipes will be in exactly the same format and will feature the recipe title, yield and portion sizes,
cooking time and temperature, ingredients and quantities and procedures. These recipes will be
kept in electronic format on a computer and printed when necessary; however there will be no
physical recipe cards besides the occasional printed reference as these get lost, dirty and wasted
easily. It is known that cooks who prepare these recipes day in and day out come to memorize
them quite well. By keeping our recipes in a computer they are easily edited and accessible.
In an effort to control food cost, forecasting will be used. Forecasting is essential to
prevent ordering and preparing too much or too little food. Since the amount of a food item that
is ordered constantly changes, a seven-day moving average will be used. In this method, the past
7 days’ orders are added averaged together. As the next day passes, those orders are included in
the average and the first day’s is left out. When the time comes to order, the average is used to
convert into order amounts.
Cooler stripping will be a regularly performed task as Kaito House requires much storage
for those food items required for the Hibachi since they will not be cooked until brought out to
the grill. On a daily basis, the kitchen manage will go into the refrigerator as well as the freezer
and check for any food that is getting close to it’s “used by” date and inform the manager so that
specials can be served that include those foods. This will reduce food waste and therefore will
control food cost. Any food that has passed it’s “use by” date and will be discarded
immediately. This will prevent any spoiled food from being used in production and maximize
the utilization of the expensive space in the refrigerator and freezer. Employees will be
responsible for cleaning the cooler at the end of every shift to maintain cleanliness. In order to
ensure food safety during production, steps will be taken to avoid any chance for cross-
contamination and microbial growth such as separating areas and equipment for preparing meat
from those preparing vegetables for instance. The policy of First In First Out will be utilized as
well to control food cost.
To create the most ease possible in production, a carefully planned out production
schedule will be utilized on a daily basis. Pre-shift meetings will take place to make sure that the
employees know exactly what the plan is for that day. This will help create a smooth shift and
avoid panic and careless mistakes when business picks up. The kitchen staff will be informed of
any specials or changes in the menu upon arrival for their shift. Before each shift, the waitstaff
will be informed of important information such as specials, changes in the menu, the projected
degree of business, and any menu items that need to be pushed.
Transfer to Service
Kaito Japanese Steakhouse will thrive on its unique quality of service. We offer hibachi
and traditional dining service. The servers take all orders (except sushi and bar drink orders) and
put it into a computerized Point of Sales (POS) system that talks to the back of the house. Using
the POS system virtually eliminates the risk of orders being misread, lost, or mixed up and
reduces the chance that it will be wrong. The back of the house receives these orders and preps
accordingly. In the case of hibachi, the order will reach the hibachi cooks who prepare their own
hibachi carts with the appropriate ingredients for the meal. This cart will then be taken to their
table where it will be prepared and served right in front of them. This is an excellent type of
service because it ensures the guest gets exactly what they want, they are being entertained while
the food is being prepared, and there is no chance that the food sits for an extended period of
time and reaches unsafe temperatures. Our hibachi chefs will be highly trained to ensure they are
serving high quality and safe food.
If guests choose a standard dining experience and sits in the regular dining area, the
server will take the order which is also entered into a computer system and sent back to the chefs
in the kitchen. While the chefs prepare the meal, the server will serve any appetizers, soup, salad,
or sushi that was ordered. They will utilize the prep area in the back of the house to construct the
simple salad, dish out the soups and pour drinks. All salad and soup components will be pre-
prepped or cooked and laid out at a prep station, ready to be combined and served by the
waitstaff. When the guests are ready for their meal the server will call out his/her table number to
the chefs. The chef will then plate the entrees and they will immediately be delivered to the table.
Any additional requests from the guest will then also be served. The chefs, including the hibachi
chefs, are primarily responsible for the quality and safety of the food. However, a manager will
always be present to enforce safety regulations and ensure that the food being served is of the
The sushi bar will have a more traditional ordering system. A paper tab will be given to
each patron and they will mark what sushi they would like to order. Then the tabs are given
directly to the chef who prepares them in the order they were received. The sushi bar will be
equipped with plenty of cold storage, knives, sinks and other amenities so that the sushi chef will
not have to continuously leave his or her station. All food at the sushi bar is fresh and
refrigerated and the sushi bar will be stocked full every day before opening to ensure there are no
wasted trips to get another case of product.
Safety, Sanitation, Environment
Safety and sanitation are the two most important measures that the Kaito House adheres
to. We make a strong point to make sure all employees stick to these processes very carefully.
Kaito House’s layout consists of storage areas should be located near the receiving dock, as well
as tables being located near the storage areas. This way the flow of materials is simplified.
The standard method Kaito House will use to keep itself clean and sanitary for our guests
will be to utilize a typical Operational Cleanliness Program. The 5 components of this program
include: Morning and night maintenance, scheduled maintenance, preventative maintenance,
ware washing, and evaluation. Each of these 5 components create a synergistic cleaning standard
that will help reduce the likeliness of food borne illness as well as maintain guest and employee
Morning and night maintenance is important to establish between all the shifts of
employees, so that one shift does not slack on their duties towards maintenance, leaving someone
on the night shift to pick up their slack. This type of maintenance is a set menu of tasks needed to
be done for general operational cleanliness. Each shift (day and night) will have clear, concise
responsibilities delegated to them via a Master Cleaning list that systematically lists all the duties
required for proper safety and sanitation. This Master Cleaning list should be located on front of
the door of the manager’s office in order to be easily accessible to every employee. It will consist
of a checklist prioritizing each individual employee’s duties towards cleaning and sanitizing the
The Master Cleaning list will consist of a cyclical cleaning list and a set cleaning list for
the morning and night. The morning list will prompt all prepping for the restaurant as well as
putting away all dishes and laundry, and setting the restaurant up for the daily rushes. The night
list will prompt employees to clean all dishes, pots and pans, knifes and silverware, garbage
cans, floors, bathrooms and tables. All cleaning must be done at night so all the setting up and
preparing can happen when employees first get into work.
Scheduled Maintenance is a cyclical event. Cyclical cleaning will happen monthly when
the restaurant is slow and will consist of things like, cleaning hood vents, dusting lights, above
cabinets, and shelves. The tasks on the cyclical list will be tasks that are not necessary every day
but need to be done once a month to keep things clean. The cyclical scheduled maintenance list
will be located on the Master Cleaning list.
Preventative maintenance will be broken down into three components: In-house
maintenance, technician preventative maintenance, and pest control. In-house maintenance can
be done by a staff member on an as-needed basis and does not require the input of a professional
repairman. Preventative maintenance can include tightening screws on appliance doors, cleaning
grease traps in hood systems, changing light bulbs, etc. all can be done by staff members who
have the proper tools to perform these minor tasks.
When an appliance requires maintenance beyond the knowledge of the staff, a repairman
must be called in for technician preventative maintenance. Things like calibrating and oiling
machines, changing filters, etc. should be done by a professional in order to decrease the chance
of injury, and preserve the life of the appliances. As with any technician preventative
maintenance, a call list will be kept on hand of all the repairmen who maintain the equipment.
This list will be stored in a binder that also contains our equipment make, model number, and
warranty information. We keep these records on site during all times of the year. However, on a
monthly basis management is required to keep an expense tracking and maintenance scheduling
report. This particular binder lists the preventative maintenance duties that are needed for the
entire month, and a log that records equipment maintenance completed on each appliance. After
each month the monthly logs are stored in the appliance maintenance binder for 3 years. We
keep such thorough records to ensure that the cost of maintaining an appliance does not exceed
the machine’s actual value. If a piece of equipment costs more in repair and energy usage than
it’s worth, then the manager is required to contact our equipment vendors and look for a new
Management and staff must also realize that no matter how clean our operation is, there
will always be the potential for a pest infestation. The staff will be trained to know not to use
household bug repellents in our restaurant; these repellants contain dangerous poisons that can
chemically contaminate food and the air. Rather, we should schedule routine pest control with a
contracted exterminator so that the likelihood of a pest infestation is greatly reduced. The pest
control operation must be certified with our company and with State and local jurisdictions, as
well as scheduled and professional in manner. Our pest control company should be on call during
many hours of the day, for emergency cases of pest infestation, where we need to have an
exterminator come over that day to solve our pest issues.
It is very important to understand that Ware Washing can be one of the most important
and costly methods of the operational cleanliness program. The water, electricity, gas,
ventilation, sewer chargers, detergents, drying agents, maintenance and labor alone will
definitely be the most costly part of the operations cleaning techniques. Since, our operation is a
medium sized business the most cost and time effective method of dish washing is the two tank
conveyer machine. This machine has been known to maintain proper safety and sanitation rules
because of its operational planning. The first tank uses hot water and detergent, while the second
tank rinses the dishes and utensils thoroughly with water that is temped at 180 degrees
Fahrenheit. To not only safe money, but to also help save the environment our first wash tank
will be used with gray water. However, with this system we will need to be sure that the second
cycle rinse tank uses clean water as to not contaminate the freshly washed dishes. A problem
does, however arise when using a two tank conveyer machine. The machine will more often
than not damage delicate glassware. To solve this problem, we will also have a three bay wash
sink. The first bay will be a hot water immersion of around 120 degrees Fahrenheit, followed by
a warm water rinse in the second bay and in the third bay there will be a warm water soak at 100
degrees Fahrenheit with a 1-minute chemical sanitizer of quaternary ammonium. Employees will
be trained to never put wine or beer glasses in the two-tank machine or they glasses will be
destroyed. In case a large influx of customers arrives and there is no room on the two-tank ware
washer, then larger pots and pans may also be cleaned in the 3-bay pot sink to increase ware
washing effectiveness. Another important aspect of ware washing is the humidity of the dish
room. To control the humidity, we will make sure that we design the proper ventilation controls
for the dish room. This will not only prevent mold and mildew from forming in the dish room
but it will also keep the employees comfortable. We will have two employees working in the
dish room at busy times during the day. One to put the dirty dishes into the dishwasher, and one
to take them out, this will prevent cross contamination. The employee taking out the dishes will
set the dishes in louvered drying racks to air dry. We only air dry because if the employees use
drying rags, there may be a potential for cross-contamination from the rag to clean dishes.
Lastly, the evaluation of the program will be in effect. Whenever we feel our regulations
or an employee is lacking in any part of the program we will promptly evaluate the situation with
a series of charts and checklists. We will have weekly meetings to ensure every employee has
safety and sanitation guidelines in the back of their mind at any given point. With our extensive
rules and guidelines we hope to keep all of our employees and customers safe at our
In any foodservice establishment, a list of the general safety issues that could be a
potential threat should be available. Material Safety Data Sheets (MSDS), will provide our
employees with the essential safety information about all the hazardous materials we control. All
items that should be cleaned, such as appliances, freezers, floors, tables, bathrooms etc. should
be listed according to a master cleaning schedule. The master-cleaning schedule should never be
strayed from, so that no equipment is over or under cleaned and every item always stays safe.
Food Safety Management
When it comes to food safety, an active HACCP program should be utilized by all
employees for potentially hazardous events in the kitchen. Employees will be taught how to
implement a HACCP program for foods that are potentially hazardous, and understand the steps
to successfully performing a HACCP program upon orientation. Time and Temperature abuse
will be vigilantly monitored through routine food inspections by the staff throughout the day. All
foods must be prepared in accordance with the local jurisdictions regarding proper internal
temperatures when cooking and cooling foods.. Employee training should also look make our
workers aware of the potential for cross-contamination in foods, and teach them how to avoid
cross-contaminating foods, especially since we do serve raw sushi and make almost all of our
food in the public eye.
However, if an employee possesses Shigellosis, Salmonella poisoning, E.Coli poisoning,
Norovirus, and Hepatitis A then by law the management must excuse them from the workplace
until they have fully recovered. This precaution not only looks after the welfare of the
employees, but other workers involved in the cooking process and most critically the safety of
When it comes to personal appearance of the employees, standard dress codes are
mandatory, because once again the food is prepared in the public eye. If they employees do not
keep to code, they will be written up. Three documented incidences will lead to further
reprimanding by the managerial staff. The dress code requirements for chefs include a clean,
wrinkle free black chef’s coat and cap that is reasonably free of stains, hair must be well kempt
and clean, and if it hair goes past the neckline it must be tied back in a ponytail. Employees may
not keep facial hair over two inches in length. Chefs must also wear black chef pants, and
leather, non-skid waterproof shoes. Dish washers must wear a white grill shirt and mandatory
apron. Fingernails must be trimmed and well kempt as well, and any cuts or sores on the
employees’ hands must be bandaged and have a finger cot or glove over it. Employees must also
shower on a regular basis. All jewelry on the hands and wrists except for a solid wedding band
must be removed prior to coming into work. Failure to comply will result in managerial
intervention, which may ultimately lead up to termination of an employee. Kaito House cannot
stress enough the importance of personal hygiene.
Kaito House we must provide cooks with proper equipment and supplies to safely cook
foods. Stainless steel tabletops must be free smooth and free of chips, dents or exposed sharp
surfaces. Every chef should have easy access to hand sinks with hand soap and single-use
disposable paper towels, bimetallic stem thermometers for taking the temperature of foods,
sanitizing solution for the thermometers, latex and non-latex rubber gloves, fist aid kits, finger
cots, and etc. The kitchen will also be using color-coded knives and cutting boards to reduce the
likelihood of cross-contamination. Red knives and cutting boards are for red meats, blue for fish,
yellow for chicken, white for ready-to-eat, and green for vegetables. All the basic supplies will
be readily available to successfully reduce the risk of food borne illness.
All attempts at keeping the Kaito House free of food borne illnesses, filth, pests, and
unsanitary practices should be carefully documented and stored on file for up to a year from
when the date was recorded, for legal issues. Things to record include temperature times with
which goods were received from our vendors, internal temperatures of ready-to-eat foods when
holding them hot or cold for service, employee training, shipment dates and what specifically
was received, when pest control visited and what they did while there, HAACP programs
executed throughout the operations, invoices from delivery trucks, temperatures in which dishes
were washed in detergent, chemically sanitized and heat sanitized, etc.
All employees are required to understand general foodservice knowledge, especially
pertaining to food safety. If a new employee has no background on food safety, then the
management is responsible for assessing that new worker’s training gap, then filling in the
blanks with on-site training. There are no basic degree requirements to begin work on a lower-
paying position, such as dish washing, prep cooking, waiting, or bussing just a high school
degree or competency in food handling procedures such as the ability to cook well. Higher
position jobs like hibachi chef, sushi chef or management requires extensive training and is some
cases licensing. Employees that have also been with our company for a long time must also be
retrained periodically. No matter what their position is within our establishment, staff meetings
and motivational sessions reinforce their previous knowledge of foodservice systems, as well as
updating them on new techniques vital to food safety. It is important to note that any training
performed on site should be carefully recorded and stored in a safe location, as proof that the
management is doing everything in their power to keep our guests safe. Legal reasons also
mandate that we hold these records. In order for employees to successfully learn and understand
the information being taught, they must have incentive to do so. Periodic teams of employees
will be assembled that receive training or re-training. Each time the training session has
concluded, all teams would take a brief quiz pertaining to the new information that was taught at
the last meeting, as well as general food safety knowledge. The team with the highest average
score on the quizzes will receive a small bonus on their pay checks. The same can go for the
entire facility, not just those who are good test takers. Kaito House prides itself as being a
community workplace with a strong belief in employee-employee harmony. For every day the
production areas go without any accidents or incidences causing damages to themselves, other
employees, or the company (i.e. theft or damaging appliances), a tally will be kept. If the staff
goes one year without incidences, then they will receive an award such as extra vacation time.
This program is implemented to give employees incentive to be as safe as possible, not only for
their safety but for the safety of the guests also.
Work Safety Management
At the Kaito House safety is an important part of our work day. Proper work safety not
only keeps our employees and diners safe, but it also shows them that we respect and appreciate
them. At our restaurant, work safety training first starts upon employee orientation and continues
throughout the rest of the personnel’s employment.
Upon orientation at Kaito House, our new employees will be required to watch a brief
movie on safety regulations and how to identify safety hazards. It will also teach employees
about the rules and regulations based on OSHA’s standards. As well as, the building’s
engineered safety features, accident reporting procedures, foot traffic patterns, the importance of
wearing a back brace during heavy lifting, and briefly orient new employees on how to properly
handle choking guests and employees. This video should be about 45 minutes to an hour in
length and educate employees with about 75 percent of the necessary on the job safety
precautions and procedures.
The OSHA guidelines state that it is required for an establishment to keep an OSHA
binder on hand and accessible to all employees. In our restaurant, this binder will be located in
the manager’s office for all employees to have access to at any point during the work day. This
binder will contain a list of all chemicals that our establishment uses, all hazardous material
warning information, and all other “right to know” information about chemical hazards in the
Kaito House. This manual must contain all information on our restaurant’s work safety
procedures, for employees to refer back to when needed.
Inside the manual there will also be accident report forms. This form will include
information about what type of accident happened, if injury took place, to whom, when and
where. This way all accidents can be reported, filed, and fixed immediately by the manager. The
manual will also contain safety hazard observation forms. These forms will be used to report
possible safety hazards to the manager. These possible safety hazards can include worn electrical
cords, problems with machinery, unclear pathways, burnt out light bulbs, as well as any other
issue that needs to be fixed before it becomes a safety hazard. The forms will be left for the
manager and fixed immediately.
The restaurant’s engineered safety features consist of guards on bladed equipment, equipment
that is properly cased, safety valves on pressure equipment, and equipment that does not project
out into pathways.
To continuously keep our work place safe. We encourage all employees to report any
potential work place hazards to management through the work place safety binder in the
manager’s office. Potential hazards include: poor quality of the appliances, faulty and overloaded
electrical outlets, and unusual sounds and motions in the equipment. The electrical outlets should
also be inspected so as not to overload an outlet and start an electrical fire. Also employees
should keep an eye out for water on the floor, not only for slipping purposes but also to keep
away from electrical equipment that may short circuit. Any water spotted on the floor should be
mopped up immediately and does not need to be reported to management.
The physical appearance of the restaurant should be well scrutinized. Mildew, mold and
rust need to be reported immediately, no matter where the problem is. Vanity problems such as,
ripped carpets, paint chips, and rocking tables should also be reported to the managers as to not
cause an accident. Succeeding the training video new employees will be given a tour of the
facility. They will be shown the traffic patterns, the location of safety materials, and the location
of the first aid kit, where OSHA materials are located, fire extinguishers, and safety posters.
Employees will then be given a short lecture on traffic patterns. The purpose of this
lecture will be to keep employees from bumping into each other, they will enter and exit the
kitchen through the correct doors and keep aisle designated to a certain direction of traffic. This
keeps employees safe and clean. Posters will be displayed prominently in the kitchen. These
posters will remind employees of the proper Heimlich maneuver techniques, the temperature of
the temperature danger zone, and safety in the work place. These posters will be changed and
placed in different location approximately every five to six months in order to keep employees
from overlooking them and ignoring them.
Safety training will be ongoing. Employees will be retrained on safety procedures every
six months. The retraining will include a video and a discussion. The video will be similar to the
orientation video, however only show the pertinent parts. It will include OSHA requirements and
procedures, accident reporting procedures, accident analysis, and educate employees on proper
choking procedures. The video will be about thirty minutes in length. The video will be shown to
about 5-10 employees at a time and will be shown between the lunch and dinner rushes during
the work day. After the video is complete the employees along with the manager will take about
thirty minutes or less. The point of this discussion will be to open the floor to comments about
the daily safety issues that the employees face. Any safety violations that are brought up in the
meeting will be repaired by the manager within one month of the meeting.
The employees will also be part of a mandatory safety committee to create a safer
environment. The safety committee vigilantly keeps an eye on operations. They take into account
the practices of their co-workers, their surroundings, and the dining areas. While observing they
should be looking for practices that could contaminate food, keeping the fire routes clear,
keeping the kitchen and the dining room clean and the floors free of debris that could be easily
tripped over, as well as locating and cleaning up spills. The committee must also keep an eye on
the quality of equipment, recognize when power cords, equipment, and its accessories need to be
replaced. By reporting safety hazards to the manager the safety committee assists the manager
with upkeep of the restaurant as well as food quality. The safety committee will include twenty
five percent of all employees and rotates quarterly. Fifty percent of the committee will be staff
from back of house and the other fifty percent will consist of front of house staff. By rotating the
committee four times a year every person is involved in the safety of the establishment. Although
there is a safety committee all employees are encouraged to look for safety infractions and report
Incentive programs will be in established to keep employees practicing safety. The
incentive program will encourage employees by presenting bonuses every year to the safest front
of house and back of house employee. This will be determined by looking over all the safety
hazard observation forms to see who has submitted the most forms and by looking over the
accident reports to see who has had the least accidents that year. The safest front of house and
back of house employees will be given a one hundred dollar bonus at the end of the year.
By constantly keeping safety in mind every employee and customer will not only have an
enjoyable time at our establishment, but will leave feeling happy and healthy. Although there are
many work place rules to follow it will ultimately create a healthy environment with few work
At Kaito House, we care deeply about the environment. To keep our environment healthy
and thriving we have developed a series of standards for our restaurant to adhere to. These
methods include: low energy lighting, composting, preventative maintenance, low energy
ventilation and kitchen equipment, reusing and recycling. With these guidelines we will create a
“green” environment that most companies will not be able to live up to.
Technology has brought us far in this world, and with the new models of Compact
Fluorescent bulbs we are now able to save more energy than ever. Most bulb use 6-14 watts of
electricity but give off the same amount of power as a 40 to 60 watt bulb. These bulbs will be
inserted into every light socket in the restaurant. CFL bulbs also now come in different hues to
change the mood lighting in our restaurant wherever needed.
Our bathrooms will not only utilize the CFL bulbs but we will also have motion sensor
eyes to control the lights and energy usage when the bathroom is not in use. Our establishment
will also install low flow toilets to keep the wasted water to a minimum. Bathrooms will also be
stocked with hand driers to conserve paper and eliminate paper towel needs. Our bathrooms will
also have motion-detection eyes in the sinks to eliminate the time in between the initial soaking
of the hands and the lathering of the soap when the water is just carelessly running and being
The kitchen at Kaito House will have a low energy ventilation system. This is important
because half of a restaurant’s energy usage is consumed through the ventilation system. We will
use thermostatically controlled unheated air and heat recovery systems under the hoods, to
exchange the heat in the hood for comfort heating. We will also have a thermostat in a locked
box that is set at 67 degrees Fahrenheit. Equipment, like heating and cooling systems, will be on
timers to stop usage during hours after closing, to eliminate unnecessary energy use. Our
restaurant will also make sure that all hot water pipes are properly insulated, as well as all air
conditioning, heating and, cooling ducts. Because of the high-energy usage in the kitchen’s
ventilation system, it is important to reuse energy whenever possible. Conserving resources that
have already been achieved, liked hot air or cool air, will vastly reduce the energy needed to heat
or cool a kitchen or dining room.
Kaito House will continue to reduce waste by maximizing the space in the dishwasher.
Without over filling the dishwashing machine, the dishwasher will be instructed to not run the
dishwasher until the trays are filled. This way we will be saving water by doing fewer loads.
Another way Kaito House will stay eco-friendly is by preheating the ovens, stoves, and hibachi
grills immediately before use. By not preheating the equipment hours beforehand we will be
saving money, electricity and gas. Not to mention preventing the possible injuries that could
occur by leaving the hibachi stove burners on.
Preventative maintenance is imperative when it comes to keeping the environment green. Leaky
faucets need to be fixed when dripping starts, proper equipment maintenance needs to be
preformed when it is recommended, air conditioning, heating, and water filters need to be
changed frequently, and any and all broken parts in equipment need to be fixed as soon as
possible. In order to help remember when maintenance on equipment and temperature systems is
necessary all equipment maintenance dates will be recorded in a binder labeled “Preventative
Maintenance”. This binder will be located in the manager’s office, next to the OSHA safety
regulations binder, and will contain all scheduled maintenance appointments and when they
should be made, the warranty information on all equipment, all equipment model information,
and phone numbers of the company and a repair and maintenance companies that will fix and
maintain them. The preventative maintenance will be scheduled and recorded by the manager.
The Kaito House will be implementing a recycling program. All cans, bottles, and other
recyclables will be stored in a container near the dumpsters and will be scheduled to be picked
up and recycled accordingly once a week. Similarly, we will also have guidelines on reusing; any
and all biodegradable products will be composted. All food scraps will be discarded into a bucket
near the dishwashing station and at the end of the night, or when the bucket is full, it will be
taken outside and put in the composting bin near the dumpster. Once the compost is degraded it
will be given to local city beautification organizations, to plant new trees and flowers in order to
revamp the city give back to the community. We will also be looking to use less paper products
than a typical restaurant. An example would be cloth napkins instead of paper. Should a
customer want to take their leftovers home, we will supply them with biodegradable paper bags
as opposed to plastic, and recycled paper biodegradable take-out containers.
We hope to get our employees involved not only implementing the rules about being eco-
friendly to follow, but by joining the voluntary energy conservation committee. This committee
will meet once every three months to discuss how energy can be better conserved in the
establishment and how waste can be better managed.