Executive Chef

Position Concept and Mission Statement:

Person who is in charge of planning, organizing, coordinating, staffing, directing, controlling and evaluating all operations which are under his responsibility. The job of an Executive Chef is never the same; each day is different. The work can present constant mental and physical challenges. The Executive Chef must develop long-range plans while resolving daily crises across the entire spectrum of the department. Executive Chef must thoroughly understand the basic principles or each component of the management system for Food and Beverage operation.

Key Objective Areas:

As stipulated in the F&B Business Plan and Marketing Plan, and by paying special attention at:

 Reaching the established budget in food cost

 Organizing successfully all food promotions

 Planning, finalizing ad executing renovation projects for kitchens

 Maintaining staff turnover at a reasonable level

 Staff training

Functions, Duties and Responsibilities:

A. Areas of responsibility:

a. Food preparation areas (kitchens, meat and vegetable preparation, pastry shop, etc…)

b. All retail Food and Beverage outlets

c. Café and Bakery Division outlets

d. Stewarding Area

B. Major responsibilities and duties:

1. To be directly responsible to the Food and Beverage Manager for the proper supervision and function of all kitchen employees, facilities, operations, sales, cots and department profit,

2. To analyze food operations from the standpoint of operating costs, increasing sales, efficiency, merchandising principles, work simplification and sanitation, making specific corrections and recommendations necessary for optimum performance; maintain payroll control.

3. To develop and conduct training sessions, or workshop for kitchen personnel.

4. To follow up programs and policies to insure compliance with prescribed methods and standards.

5. To report directly to the Food and Beverage Manager for assignments and instructions, coordinating his function and activities with other department heads.

6. To provide functional assistance and direction to Food and Beverage operations and issue instruction as the need arises.

7. To supervise and coordinate all menu making, pricing, food presentation, sanitation, food promoting and employee scheduling.

8. To coordinate with purchasing agent to insure that all related purchases confirm to the Food and Beverage department specification and quality. Approve and sign all Food requisition forms.

9. To maintain an up-to-date standard recipe file showing a complete cost breakdown and preparation for all items on the menus, as well as specialty items which would be considered for future use. Original of this standard recipe file should be kept by the Food and Beverage Cost Controller, and a copy of it is to be kept by the Food and Beverage Manager.

10. To develop or approve job descriptions for all positions in the department in order to orientate new employees properly.

11. To make daily inspection of kitchen including all restaurants, storerooms employees cafeteria, and other areas under his control.

12. To develop new ideas in conjunction with department heads which will increase sales, reduce costs or increase the productivity of the kitchen operation

13. May be called upon at times to perform other related tasks not included in this description.

C. Function and Management Methods:

The primary functions of an Executive Chef are: planning, organizing, coordinating, staffing, directing, controlling and evaluating. All these functions are vital to the success of the entire kitchen department operation. In order to insure an operation’s success a certain number of management method needs to applied, such as:

1. Establishing Goals

The first step in running a successful Food operation is to establish departmental goals. A budget indicates the sales volume and cost ratios necessary for achieving the desired profits, and a policy sets the quality and service standard plus the “Image” of the operation.

2. Achieving Profits

The amount of profit aimed at is based on a fair return on investment and a fair value to the customer. The object, therefore, is not to “bleed” an operation to achieve maximum profits. Equipments and facilities must be maintained, standards upheld and proper balance sustained between the sales and costs if an operation is to enjoy prosperity in the long run.

3. Planning

The department goals in mind, a plan will now be made as to how these goals will be achieved. In other words, the development of sales will be planned through advertising, promotion, menu–making, merchandising as well as insuring excellence in quality of products. Expenses will be kept in line through planning, scheduling and effective receiving, storage and issuing procedures, controlled preparations, effective costs, spoilage and loss.

4. Drawing and Organizational Chart

Once the plan as to how the departmental goals are achieved is drawn up, the work must be arranged and distributed among the personnel who are necessary to accomplish the job. An organizational chart has to be draw up, clearly showing the lines of responsibility and supervision. Employees who work in an organization need a supervisor to direct their activity and they need to know where their line of responsibility fits in the whole.

5. Coordinating and Controlling All Activities

The last link in this chain of managerial methods in to coordinate and control all activities of the Food department. Job descriptions should be written for each position, listing and defining all responsibilities of each job holder, and the department heads should guide each individual in the performance of his duties, so that he may effectively carry them out. To control a Food department means to keep results and operational performances within the limits deemed necessary for the achievement of the pre-determined goals, taking all required corrective steps of these limits are not adhered to.