LastName 1<\/p>\n
LastName 3<\/p>\n
FirstName LastName
Instructor’s Name
Course Title
6 April 2022<\/p>\n
Internship Report<\/p>\n
My internship has been enlightening and a learning experience, especially with the help of the site supervisor. The restaurant is very busy, especially during lunch and dinner time when most customers break from work to come and enjoy a sumptuous delicacy. I report to work every day at nine o clock and leave at around 10 pm at night. My roles entail keeping inventory records analyzing and doing daily, weekly and monthly analysis. When I first started, I had to learn the most used products in the restaurant for every meal prepared, which was challenging because I was not familiar with the variety of foods and ingredients in the preparation of famous Chinese delicacies. The site supervisor compiled a list of the most used products because the existing inventory consisted of unused and used products. I typed the new list in an excel sheet and then began my daily of used, existing products and those that needed to be donated or thrown away for they had already surpassed their expiration date. I went through all their raw materials in the storage room, including spices, vegetables, meat and fruits, ensuring that the inventory was up to date before beginning my internship. I realized their storage room design was among the top reasons why most spices and raw materials were spoilt before they could be used. Vegetables were brought in large quantities and piled together as packed by the suppliers, which increased the risk and speed of rotting. Similarly, the lack of grouping of ingredients led to the loss of time looking for its specific location, issues which I brought to the site supervisor. We collaboratively developed a system of arranging the item in the inventory from which the individual items could be identified. The design of the storage room was also changed to allow for more ventilation and smaller-sized packaging for vegetables rather than taking them without prior packaging. This resulted in the creation of different categories, such as flour, Spices, Sauces, Pasta, Green vegetables, and others. Therefore, when looking for an ingredient or raw material, its class was first identified, after which the list under the category was updated or changed as per the existing stock. With the updated list, I would check the use of the ingredients and other materials from the previous night and update them daily, making weekly and monthly analyses less tiresome. The site manager started by instructing me to give daily reports, which he later altered to weekly reports after interacting with my daily analysis. <\/p>\n
Ordering for more products was made only if 5% of the products are remaining based on the restaurants’ method of measuring based on data on the usage for the last two years. For instance, sauces were stocked only if five 500ml bottles remained. However, considering the slow delivery time, I made orders two days before they were supposed to be made to offset the slow delivery time by the suppliers. This method proved effective, especially because the site supervisor noted the lack of chef and customer complaints regarding the lack of an ingredient or raw material needed for the cooking. However, this was not for all suppliers based on their different responses. For instance, I realized our flour and pasta suppliers were effective in their response, as such, held out the policy of 5% before ordering more stock. However, the rule was waivered for other suppliers because the site supervisor insisted that they have had good business relations for long despite the slow response, hence the need to keep them as the suppliers. In addition, I also took the initiative to ask the waiters what could be added to the supply as requested by customers. The common responses I took to the site supervisor to ask for his insights on whether they could be included in the inventory. The supervisor only approved three of the six products after explaining the reasons for not taking the other three citing the delicate cold chain associated and accumulative costs. Feedback was received a week later after mots customers response by explaining the difference it made that their requests were factored to satisfy their needs. <\/p>\n
The problem I have realized is that sometimes there is an excess of meals when they are prepared instead of making prep meals which can be used for later days as opposed to fully preparing the meals and then having to throw them away after they are spoilt. This was the same case with vegetables, where a large volume of greens was bought only for them to be thrown three days after for spoiling. As such, owing to the perishability of vegetables, the stock ordered was to be added 48 hours after. The mode of storage was changed to avoid dumping vegetables together because this was among the contributing factors for their perishability. The food losses are still high, but reducing the vegetable loss has reduced the cost slightly. There is more that can be done regarding the issue of food loss, notwithstanding its effect on the restaurants’ expenditure. The small achievements have been a learning curve due to the lack of a map for navigability. The target 5% reduction has not been achieved but is underway, having reduced the cost by 2%.<\/p>\n","protected":false},"excerpt":{"rendered":"
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