ACKNOWLEDGEMENT

We would like to express our deepest gratitude to our faculty-in-charge, Prof.

Ma- Ann Zarsuelo for helping us get through this practicum phase. This study

would not have been possible if not for the support and reminders that Prof. Zarsuelo

gave us.

We would like to thank the Institute of Human Nutrition and Food for

preparing us mentally and equipping us emotionally of what we will experience in

this phase. The institute have played a deep role in our appreciation of what the field

of nutrition is.

Lastly, to the ones who have made our foodservice internship an enjoyable

and meaningful one, the Lamesa Grill staff, thank you for accommodating us and

for your patience in teaching us the basics of top-notch guest service. To Jarra,

Mayden, and Mika, we look forward to our next meeting as professionals. See you in

the real world.

1
I. INTRODUCTION

Food service refers to a large industry dealing with the preparation and service of food

outside the home. Some which are included in this classification are restaurants, cafeterias,

hotels, and hospitals. Food service also affects how decisions made throughout the food service

system are decided starting from the menu planning up to cleaning and storage of leftovers

(Payne-Palacio and Theis, 2012).

There are two types of food service establishment which include commercial and

non-commercial food service. The commercial food service, usually private-owned is a

profit-oriented one which aims to serve food in return for the profit. On the other hand,

noncommercial is a food service establishment which aims to provide food services to

institutions that has significance to the society. This includes community centers, school

food service, and hospitals.

In this study, the subject is a restaurant Lamesa Grill at SM Mall of Asia. This

restaurant offers authentic Filipino cuisine which is popular both with Filipinos and

foreigners. The different operations in a food service system was discussed and evaluated

using the principles learned in class and from references including Foodservice

Management by Payne-Palacio.

2
A. Objectives

B. The general objective of the study is to describe and discuss the

foodservice system of Lamesa Grill at SM Mall of Asia branch based on the groups 150-

hour internship. Specifically, this study aims:

1. To discuss the different operational procedures practiced in the foodservice

establishment;
2. To determine the organization and management practices, types, and skills;
3. To discuss the human resource management practices such as employment process,

employment training, evaluation and supervision;

4. To discuss the financial management practices and documentation process;
5. To evaluate existing marketing strategies;
6. To identify the equipment and facilities available in the establishment;
7. To provide recommendations suitable for the foodservice establishment.

C.

D. Importance of the Study

E. This study was conducted to describe and assess the observed operations involved

in a foodservice establishment, specifically Lamesa Grill. As the group gained hands-on

experiences, they got first-hand observations on how the principles taught in HNF 132 are

applied in an actual foodservice. The group got to assess how the execution of such principles

affect the success of the foodservice establishment.

F. Also, being treated as part of the staff, the group got to interact with the

employees and was also able to experience how the managers and supervisors give instructions

or reprimands. This enabled the group to have an idea what a manager of a foodservice

establishment should be as this would be one of the possible paths as RNDs.

G. This would also
3 be useful in the event that the group decided to put up their own

foodservice establishment.
H.
I. Limitations of the Study
 J. The study was limited to the evaluation of foodservice operations

practiced in Lamesa Grill only and not in all foodservice establishments.

K. Also, since majority of the hours rendered by the group were in the dining

area, only three days were allotted in the kitchen. This makes the observations in the

kitchen relatively limited compared to that in the dining area. The group was also not able

to experience all the operations and just resorted to asking the supervisors instead of

actual observations.

L. This study was also conducted by a group of students with limited

knowledge on foodservice gained from lectures on Foodservice System 1 and 2, as well

as from references such as Foodservice Management by Payne-Palacio.

M.

N.

O.

II. METHODOLOGY

0. Data Collection
P. The foodservice establishment originally assigned to the group was Mesa

Filipino Moderne at SM Aura branch.

Q. A meeting with the Human Resource Manager, Ms. Nancy, was held on

January 23, 2017 at Samat Street, Mandaluyong City where she told the group that the

branch cannot accommodate five persons at the same time. Due to this, the foodservice
4
establishment was changed instead to Lamesa Grill at SM Mall of Asia branch and the

first day would be moved to February 6, 2017. This is because the current interns at the
 branch during that time were expected to have finished their required hours before the

said date.
R. On February 6, 2017, the actual orientation was given by Mr. Nilo

Hernandez, the dining supervisor of the branch. The endorsement letter was passed.

Immediately after, the group was given instructions to observe and the schedule was

given. The data needed were collected mostly through hands-on experiences and

observations. The group also conducted interviews with the manager and supervisors, as

well as the staff.

S.
B. Resource/Materials Used
T. The group was required to submit individual medical certificate,

insurance, student pledge and notarized certification of waiver and consent of parent.

Resumes were also submitted to the Human Resource Manager.

U. The group was given a menu description hand-out containing the

ingredients and portion sizes as guide. During the whole duration of the phase, time cards

were used to record the hours rendered by the group. The other forms were also collected.

The group was required to wear white polo shirt, khaki pants, white socks and shoes, and

hair net when assigned to the dining area; and black polo shirt, black pants, black

splasher shoes and hairnet in the kitchen.

V. HNF 132 Manual and Foodservice Management by Payne-Palacio were

used as references.
W.
C. Schedule of Activities and Gantt Chart
X. The group attended a short meeting with Ms. Nancy, the human resource

manager, at Mandaluyong City. This is where she told the group that instead of Mesa

Filipino Moderne at Sm Aura, the foodservice practice would be at Lamesa Grill located
5
at SM Mall of Asia.
 Y. Immediately after the orientation held at the foodservice establishment, the

group was made to observe how employees assigned in the dining area work. Throughout

the rest of the week, the group was allowed to adjust until it is possible for them to work

without the close supervision of the other employees. The group was also assigned as

aides of the receptionist at some days. For three days, the group was assigned in the

kitchen, giving aid to the dispatcher or production, depending on the employee's

instructions.

Z.

AA.

AB.

AC.

AD.

AE.

AF.

AG.

AH.

AI.

AJ. Table 2.1. Gantt Chart of Activities.

6
AK. Activity AL. AM. AN. AO. AP.Feb2 AQ.

Janua Feb Feb Feb 7- March

 ry 1 2 Marc 6-

23 3 0 h5 10

- -

1 2

9 6
AR. Meeting AS. AT. AU. AV. AW. AX.

with the HR

Manager
AY.Orientation AZ. BA. BB. BC. BD. BE.

BF.Training in the BG. BH. BI. BJ. BK. BL.

Dining Area
BM. Training BN. BO. BP. BQ. BR. BS.

as Receptionist
BT.Training in the BU. BV. BW. BX. BY. BZ.

Kitchen
CA. Evaluatio CB. CC. CD. CE. CF. CG.

n of Data

Collected
CH. Completio CI. CJ. CK. CL. CM. CN.

n of In-depth

Study
CO.

CP.

CQ. 7

CR.
CS.

CT.

CU.

CV. III. OVERVIEW OF THE ESTABLISHMENT

A Historical Background

CW.

CX. Figure 3.1. Logo of Lamesa Grill

CY. Lamesa Grill is a known Filipino restaurant that claims itself as an

epitome in the industry by means of incomparable quality food and services. It takes
pride in being the first and only grill restaurant that provides on the spot grilling right on
your table. The restaurant possesses a distinctive, contemporary design and interior, with
its native-inspired theme and ornaments that creates a homey ambiance.

CZ. Shortly after the expanding demand on local food variety, Mr. Enrico
Rikki Dee, the owner of the restaurant, saw the chance to explore a new business theme
in the grill-restaurant industry. Backed with a good business background and influenced
by the ideas of Senator Francis Kiko Pangilinan, they established what is now known
as Lamesa Grill and 8
Mesa Filipino Moderne. The Lamesa Grill SM Mall of Asia branch
was the very first branch established (2006). On the other hand, Mesa Filipino Moderne
was first established at Greenbelt 5, Ayala Mall, Makati City in 2009, three years after the
 establishment of Lamesa. Mesa Filipino Moderne offers innovative Filipino modern
dishes.

DA. Today, Lamesa Grill and Mesa Filipino Moderne operates 19 stores and
are currently engaged in opening new outlets in different localities within Metro Manila
and provincial areas nationwide. One of their mission is to provide lucrative jobs for
Filipinos.

DB.

DC.

B Location
DD.
DE. Lamesa Grill is located at the ground floor of SM Mall of Asia (MOA),
Pasay City. It is situated at the MOAs veranda alongside with various restaurants facing
the Manila Bay including Marina, a seafood restaurant, on its left side and Buffalo, a
chicken restaurant, on its right.
DF.
DG. SM Mall of Asia is known as one of the largest malls in the Philippines. It
is visited by thousands of people from different places in Metro Manila and even from
nearby provinces every day. The mall also holds various events such as concerts,
basketball games, competitions, etc. Thus, the place is a popular entertainment area.
DH.
DI. Aside from being situated in a shopping mall and a popular entertainment
area, Lamesa Grill is also located in a city accessible to many hotels and residential areas
from Pasay itself, and its neighboring cities. It is also a few minutes away from the
airport.
DJ.
DK. The food service field practice was held only at the MOA branch but
Lamesa Grill has other branches located in different parts of the country including
Quezon City, Cebu and Ilo-ilo.

9
DL.

DM.

DN.
C Clientele
DO. Lamesa Grill attracts customers that belong to the upper and middle class
from all ages. These include high-profile personalities such as politicians, celebrities,
athletes, professionals such as doctors, lawyers, and executives, and employees. Many
families and group of friends also dine in Lamesa Grill to celebrate birthdays, baptisms,
and other occasions and even simple get-togethers, night outs and family day.

10
D Organizational Chart and Manpower Profile

11
DP.

E Type of Foodservice System

DQ.
DR. Lamesa Grill uses the conventional type of foodservice
system. As a conventional system, orders are taken by the waiters and are sent
to the kitchen. The food will then be prepared as requested and will be served
to the customers.
DS.
F Kinds of Services Offered

DT. Lamesa Grill offers a Filipino themed casual dining experience

to its customers. Customers can also call for reservations in order to ensure
that they will have a table at the time and place they have planned. It also has
function rooms ideal for office luncheon, corporate meetings, and other
TE gatherings.

HN DU. Every New Years Eve, Lamesa Grill also offers buffet for its

OROR
customers from 6pm onwards.
II
DV.

DW.
MC
DX. AO
DY.
S"
DZ.
ER I
EA.

EB.
RK
EC. IK
ED. CI 12 "
D
EE.Figure 3.2. Main Dining Area
Dining Area
Figure 3.3. Outside

EE
E
EF.

EG.

EH.

EI.

EJ.

EK. Figure 3.4. Mezanine Figure 3.5.

Function Room

EL.

G Operating Hours

EM. Lamesa Grill starts its operation at 9:00 AM and closes at 1:00
AM or 2:00 AM. It is open to customers every day from 11:00 AM to 12:00
MN. However, this depends on the number of customers. Usually, Mondays,
Tuesdays and Wednesdays arent as busy as Thursdays to Sundays thus
during Monday to Wednesday, the restaurant is open for customers until
12:00 MN. On the other hand, during Thursday to Sunday, Lamesa Grill
extends until 1:00 or 2:00 AM.

EN.

EO.

EP.

EQ.

ER.

ES.

ET. 13

EU.

EV.
EW. IV. OPERATIONAL CHARACTERISTICS AND PRACTICES

A Menu Pattern and Menu Offering

EX.
EY. According to Payne-Palacio and Theis (2009), in a foodservice
operation, the single most important planning control tool is the menu. It
serves as a catalyst that drives all operational functions. It is a detailed list of
food items offered that reflects the particular operations mission. In a retail
setting such as Lamesa Grill, the menu is designed to attract customers and
generate sales, whereas in a noncommercial on-site operations plan menus to
meet the needs and wants of a known population. Regardless of the type of
foodservice organization for which menus are being considered, careful
planning, implementation, and evaluation are essential to the success of
meeting customer needs and preferences within the budgetary constraints of
the organization.
EZ.
FA. Lamesa Grills menu is classified as selective, static and ala
carte. It includes more than two food choices in each menu category such as
appetizers, entres, vegetables, desserts, etc. The same menu is used every
day because there are enough items listed on the menu to offer sufficient
variety. All items are offered and priced separately except for the group set
menus and platters. Every day, Lamesa Grill offers set menus for groups of 3,
4, 5, 6, 7, 8, 10 and 12. These menu includes a combination of entres with
rice and beverages for a price cheaper than when they order them separately.
During Monday to Thursday, platter menus are also offered. This is good for
5 to 6 persons. Similar to the set menus, the platter also includes a
combination of entres with rice and beverages for a cheaper price.
FB.

14
 FC.
FD. Figure 4.1. Lamesa Grills different menus

FE. Lamesa Grill serves almost 128 items including appetizers,

pork, chicken, beef, seafood, soups, beverages, cocktails, desserts and other
native favorites.

FF.

FG. Figure 4.2. Ala carte menu

15
FH.

16
FI. Figure 4.3. Group Set Menus

FJ.

17
FK.

18

FL.Figure 4.4. Platter Menus

FM.

19
 FN. Figure 4.5. Menu for Desserts and Beverages

FO.

FP. The menus are printed and laminated back to back. The
restaurant offers various selections of menu items in different food categories.
Since their target customers belong to the upper and middle class, the menu
prices range from Php 65.00 to Php 4550.00, depending on their order.
Almost all food items offered are good for sharing. Since there is a bar in the
dining area, wines and cocktails are also offered, as listed in the menu.
Pictures of some menu items are included in the menu to help the customers
in the selection of their orders.

FQ. Lamesa Grills menu offers a wide variety of food items thus
meets the varying preferences of its clientele. Food items are served in a
palatable plating with its corresponding toppings and sauces if any.
Bestsellers include Pork Sisig, Tuna Sisig, Tinapa Roll, Scallops in Garlic
Butter, Lamesa Combo, Oxtail Kare-kare, Crispy Kambing, Sinigang na
Salmon Head, Sigarilyas sa Gata and many more.

FR.

B Purchasing Procedures

FS. Purchasing is an essential function in a foodservice system. It

is defined as the process of securing the right product for a facility at the right
time and in a form that meets pre-established standards for quantity, quality,
and price. The complexity of the purchasing system depends on the size and
type of an organization, whether the buying is centralized or decentralized,
and established management policies. Procedures should be as simple as
possible, with record keeping and paperwork limited to those essential for
control and communication. Good purchasing practices include the use of
20
appropriate buying methods, a systematic ordering schedule, and maintenance
of an adequate flow of goods to meet production requirements, and a
 systematic receiving procedure and inventory control (Payne-palacio and
Theis, 2009).
FT. Lamesa Grill uses informal purchasing as their method of
buying supplies. This system involves ordering of needed food and supplies
from selected suppliers. Communication between the buyer and the supplier
is made by fax, computer, telephone, or through sales representatives who
call on the buyer. On a daily basis, Maam Shiela, the kitchen supervisor,
identifies the needed food and supplies for the following days. These are
listed on a purchase order form. Meat and vegetables are ordered daily to
ensure its freshness and thus provide excellent quality of menu items served.
Non-perishables are ordered weekly based from the stock inventory. For
urgent needed ingredients due to unexpected scenarios, the restaurant opt to
buy them in the malls hypermarket. However, as much as possible, they try
to avoid such incidences because open-market buying requires phone calls to
the main office, paper works and thus a bit labor intensivebecausecashisnt
releasedeasily.
FU. The Purchase Order Form is used in listing the needed
ingredients and items in the restaurant. They have different purchase order
forms per type of supplies. Maam Shiela, the kitchen supervisor, fills out the
PO forms for the supplies in the kitchen. On the other hand, Sir Nilo and
Maam Au, dining supervisors, fill out the PO forms for the hard drinks,
wines, aperitifs and other bar groceries. These will be approved by Maam Fe,
the restaurant manager, and will then be forwarded to the suppliers.
FV. Lamesa Grill uses different PO forms for different type of
items. These categories include PO forms for kitchen groceries, vegetables,
hard drinks, wines and aperitifs, bar groceries, bulk items, and packaging and
janitorial supplies,.
FW.
FX.
FY.
FZ. 21
GA.
GB.
GC.
GD.
GE.
GF.
GG.
GH.
GI.
GJ.
GK.
GL.
GM.
GN.
GO.
GP.
GQ.
GR.
GS.
GT. Figure 4.6. Kitchen Groceries PO Form Figure 4.7.
Vegetable PO Form
GU.
GV.
GW.
GX.
GY.
GZ.
HA.
HB.
HC.
HD.
HE.
HF.
HG.
HH.
HI. Figure 4.8. Bar Groceries PO Form Figure 4.9. Hard drinks, Wines and
Aperitifs
PO Form
HJ.
HK.
HL.
HM.
HN.
HO.
HP. 22
HQ.
HR.
HS.
HT.
HU.
HV.
HW.
HX. Figure 4.10. Packaging and Janitorial PO Form Figure 4.11. Bulk
Item PO Form
HY.
HZ. Theselectionofsuppliersisconductedinthemainofficeby
theexecutivesofLamesaGrill.Thereisnouseofquotations,andbidbuying.
Theyareopentoacceptingsuppliersandtestingtheirsampleproducts,andif
theproductisofgoodqualityandofferedatreasonableprices,theyhirethe
supplier.
IA.
C Receiving,IssuingandStoringPractices
IB.
IC.Receiving
ID.
IE. In the foodservice industry, receiving refers to the point at
whichfoodserviceoperationinspectsproductsandtakeslegalpossessionof
theitemsordered.Awelldesignedreceivingprocessisnecessarytoensure
thatthefoodsandsuppliesdeliveredmatchestablishedqualityandquantity
specifications.
IF. InLamesaGrill,theinvoicereceivingmethodis used.The
receivingclerkchecksthedelivereditemsagainsttheoriginalpurchaseorder
and notes any deviations. Items delivered are weighed and checked if
specifications are met. Careful evaluation is necessary to ensure that the
deliveryisaccurateandqualitystandardsaremet.Thekitchensupervisoris
the one who handles the receiving. But during deliveries when shes not
around,othermanagersorthedispatcherperformthetask.
IG. Thereisnodefinitereceivingschedulesincethesuppliersmay
comeanytimeoftheday.However,basedfromtheinterviewwiththekitchen
supervisor,deliveriesaresupposedtoarrivefrom9:00AMto11:00AM,
23
beforetheopeningofthestore.Mostdeliveriesifperishablessuchasmeats,
seafoodandvegetablesoccurduringthemorningaswellasthedeliveryof
thetubeice.Itismostdesirablethatdeliveriesoccurbeforetherestaurant
 openssoasnottodisrupttheworkflowofstaffsandtohaveampletimein
weighing and checking. Receipts from the suppliers are kept as proof of
accepting the item, which then serves as the documentation and basis for the
purchasing costs.
IH. Thereceivingareaisalsoanimportantaspecttoensurethat
the goods are weighed and inspected thoroughly and accurately before
storage. For Lamesa Grill, the area used for receiving is the kitchen,
particularly at the back part near the storage room and back door and
sometimesinthedispatchingarea.However,duetothelimitedspaceinthe
kitchen,thereceivingareabecomesabitcrowded.Moreover,ifdeliveries
arriveafter11:00AM,itcausestrafficinthekitchenareaanddisruptsthe
workflowofthestaff.Acalibratedweighingscaleisusedduringreceivingto
checkifdelivereditemsmeetthespecifiedamounts.The items are placed on
the floor or in the cart throughout the receiving process, except for meat
which is directly received by the butcher. Delivered items are stored
immediately after receiving for prevention and control of loss or waste. When
food is left unguarded in the receiving area or exposed to the elements or
extremes of temperature for even a short time, its safekeeping and quality are
jeopardized.
II.

24
 IJ.

IK. Figure 4.12. Receiving

IL.
IM. Storage
IN. Proper storing practices ensures the safety and adequate supply
of food, minimize losses, controls spoilage and pilferage. Since the restaurant
order on a daily basis for the perishables, there are less cases of spoilage. A
small storage room near the receiving area is used for the groceries and other
supplies. They are arranged and group together based from the suppliers.
25
Meats, seafood and vegetables are stored in the freezers, chillers and
refrigerators. FIFO or first in first out is practiced to avoid spoilage,
especially in meat and vegetables, along with the pre-cooked and prepared
 toppings, sauces, soup and gravy. All pre-cooked and pre-prepared items are
labeled with dates to determine what to use first. On the other hand, wines,
liquors, and other bar groceries are stored in the bar.
IO.

IP.
IQ. Figure 4.13. Storage Room
IR.
IS. Issuance
IT. There is no detailed process in the issuance of stocks or food
supplies since the stored goods are used as needed, especially inside the
kitchen. A list of supplies needed for production and service of the days
menu is requested by the cook or other person responsible for assembling
ingredients. However, when additional ingredients are needed during the day,
stored goods are used as needed without completing or updating a form.

26
 IU.
IV. Figure 4.14. Requisition Form
IW. For the meats and seafoods, the assigned kitchen staff
handles the inventory and the kitchen supervisor checks the data given to her,
while for the other goods, such as grocery items, the kitchen supervisor
performs the inventory. When shes not around, the other managers perform
the task.
IX. Physical inventory is used. An actual count of items in all
storage areas is done every day, before the opening and after the closing. This
is most applicable to their grocery items, such as canned goods and other non-
perishable supply and for determining the needed items. Spoiled items are
discarded but still recorded, since it will still be included in the financial
report as losses.
IY.
IZ.
D Preparation and Production Management
JA.
JB. Current practices

JC. The 27
kitchen staffs, especially the cooks, griller, dispatcher and
production staffs are responsible for the preparation of the customers orders.
On the other hand, the waiters in the dining area are tasked in taking the
guests orders while the food servers deliver the orders to the tables. The
 bartender is the one in-charge of the preparation of beverages, wines and
cocktails. Since some food items must be cooked only when ordered, the
maximum time of preparation to dish out is 15- 20 minutes. Leche flan and
sauces are already prepared.

JD. Preparation area

JE. The kitchen is small and a bit crowded, it is divided into 6

sections: dispatching area, dishwashing area, grilling station, cooking station,
production area and storage room. The dispatching area is where rice are
portioned, dishes are checked for quality control and plated with its
accompanying toppings and/or sauce. The dishwashing area is where all the
dinnerware and cookware are washed and sanitized. Since most of Lamesa
Grills offered food items are grilled, the grilling is where these items are
prepared. The cooking station is divided into two: line 1 and line 2. Line 1 is
for the cooking of fried dishes while Line 2 is for the cooking of soups and
vegetables. The production area is where meats are cleaned, chopped and
portioned for each menu item. Ingredients are stored near the preparation
table and the storage room is located near the production area to save time
and shorten the distance.

JF.

JG.

JH.

JI.

JJ.

JK.

JL.
28

JM.

JN.
 JO.

JP.

JQ.

JR.

JS.

JT.

JU.

JV. Figure 4.15. Dispatching Area

JW.

JX.

JY.

JZ.

KA.

KB.

KC.

KD.

KE.

KF.

KG. Figure 4.16 Dishwashing Area

KH.

29
 KI.

KJ. Figure 4.17. Grilling Station Figure 4.18. Cooking Station Figure 4.19. Production
Area

KK.

KL. Production Scheduling

KM. There is no specific production scheduling inside the kitchen

however, the storage to cooking of food items are done in an orderly manner.
Gravy and sauces are prepared a day before, and then reheated when needed.
Also, the dips for the appetizers, and toppings for the dishes are prepared in
advance and stored in the refrigerators. The leche flans are also made in
advance then stored, portioned and reheated when ordered. This pre-
preparation saves a lot of time and helps in the ease of preparation in the
kitchen. Also, the cooks or even the kitchen staff knows when to prepare in
advance depending on their stock. Other daily preparations is the making of
calamansi juice in the morning, checking if there is enough portioned dips in
the refrigerator and ensuring that all other ingredients will be enough for the
30
day. Since there are specific personnel assigned in each area, the production
schedule is controlled.

KN.
 KO. Portion Control
KP.
KQ. Before storage, most of the pre-cooked or pre-prepared menu
items are portioned or weighed. Then, it will be enclosed in a plastic and
labeled to know when it was made.
KR.
E Service Management
KS.
KT. According to the restaurant manager, the required number of
manpower is 40 persons. 17 employees for kitchen, another 17 in the dining,
and 6 persons work as the officers. As observed and done during field practice,
upon arrival of customers, they are greeted by the receptionist with a warm smile
then accompanied to their table. Waiter or American service is practiced, thus,
the table is already laid with utensils, then the menu and water will be given. The
order is then taken, whereas the waiter will write it into the order slip, then, the
orders are given to the cashier. The cashier will input it in the computer. Once
finished, order slips are printed, one for the dispatchers area and one for the
cooking station. The ordered foods are served by the food server and while the
customers are eating, the waiter ensures that water and bottomless beverages are
always refilled and the requests of the customers are fulfilled. Empty plates may
be pre-bussed. After eating, when the customer/s had asked for the bill, the
waiter will ask for it in the cashiers and get the payment. The customers
sometimes give tips inside the bill holder, and it is protocol also for the staffs to
thank the customers as they leave. After the customers have left, the waiter then
clears the table, place used utensils in the bussing bin and set-up the table. Tips
are centralized thus all tips received are put in the tip box in the cashiers area
and are divided equally to all the employees, both kitchen and dining staff.
KU.
F Sanitation and Safety Practices including Waste Management
KV. 31
KW. Current practices
 KX. Making the kitchen clean and safe ensures that food is
prepared safely from preparation to table. In the kitchen, dishwashers are
assigned to mop the floor if it is already slippery or if there are no customers
and no orders to prepare. However, it was observed that anyone can mop the
floor as needed, to maintain the dryness of the tiles and prevent accidents in
the work area. Other minimal cleaning procedures such as wiping the tables,
cleaning equipment and washing the soiled dishes are the common tasks done
by the kitchen staff. On the other hand, waiters in the dining area sweeps the
floor and makes sure that the place is clean every morning. The dining staff,
particularly those assigned in the opening shift, ensures that the restaurant is
well prepared before opening, the set-up in tables is finished, tables, menus
and the door are wiped, and the floors are mopped.

KY. Hygiene and grooming

KZ. For all kitchen staff, including the dishwashers, it is required

for them to wear hairnet or hair cap, black apron, uniform or black polo shirt,
black pants or slacks and rubber non-skid black shoes. Anybody entering the
kitchen must also wear hairnets. While for the dining staff, they have a white
uniform, khaki pants, red apron and white shoes. All females must bun their
hair neatly.

LA. The management also requires that all staffs must at all times
keep a good appearance, with well-kept nails, tied hair, no body odor, clean
skin and teeth. There is an alcohol in the cashiers area to promote hand
sanitation for the dining staff. Kitchen staff must always wash their hands and
wear gloves when handling food.

LB. Safety and sanitation of equipment and facility

LC. A general cleaning of the restaurant is done every month. Pest

control is conducted32
by the assigned personnel from the Mall of Asia, once a
week, at night after the operating hours. A sanitary permit was also secured
by the restaurant, and there is an annual submission of medical certificates by
 all employees as required by the municipality. Sinks are also designated for
proper washing of hands before and after food preparation. There are two
restrooms inside the dining area, complete with sink, hand sanitizer, liquid
soap and hand dryer. The staffs are required to make sure that their work area
and the used equipment are clean and in good condition.

LD. Waste management

LE. According to the kitchen supervisor, waste segregation is done

in Lamesa Grill. In the bussing area, there are two trash bins: one for
biodegradable and one for non-biodegradable. However, it was observed that
waste segregation is not strictly practiced in the establishment. In the outside
dining area, there is only one trash bin, thus all garbage, unsegregated, are
places there. Staffs also forget to segregate the trash especially during peak
hours. In the kitchen, there are three trash cans placed. One near the
dispatching area, one in the dishwashing area, and a big one in between the
cooking station (line 2) and production area. Trashes thrown in there are not
segregated. All garbages are collected by the mall staff early in the morning.

LF.
LG.
LH.

LI.

LJ.

LK.

LL.

LM.
33

LN.
LO.

LP.V. ORGANIZATION AND MANAGEMENT

LQ. A. Types, skills and Functions of Managers

LR. Lamesa Grill is headed by one restaurant manager. She

is in charge of supervising all the operations from both the dining and kitchen

department. All the employees of the restaurant are under her operation and is

dependent of her managerial skills. The three supervisors report to her daily

regarding all the operations and problems to be encountered. According to

her, managing the restaurant is not that critical as when she first started

because she already made a good working relationship with her employees.

She is known to be strict when it comes to following the restaurant rules and

regulations but she is flexible and considerate to those who are still in training

or new to the job. The restaurant manager also makes immediate decisions

and when circumstances that needs urgent actions arises. Moreover, she acts

as the marketing and financial manager since she is the one who

communicates with the head office and acts the representative of the Lamesa

Grill- SM MoA branch. In summary, the restaurant manager is in control of

the organizing, directing, controlling and reporting functions.

LS. The restaurant manager of Lamesa Grill is observed to be a

combination of Facilitator and Builder. She delegates the assignments to the

34
dining and kitchen supervisors and then they divide it down to the captain

waiters and line cooks respectively. Then she oversees their performance and
 evaluates them accordingly. Moreover, when problem arises, she becomes a

builder by becoming resourceful of the available materials in order to solve

the problem. One example of which is when the restaurant offered a buffet

service during peak season to maximize their limited supply of goods without

disappointing the customers.

LT.

LU. B. Management tools, Records and Forms Used

LV. The tools, records, and forms used by managers used in running the

establishment and assessing employee performance include organizational

chart, job analysis, job description, job specification, work schedule and job

breakdown.

LW. Since Lamesa Grill is one of the branches of Mesa Group of

Restaurants, the recruitment and hiring process are managed by the head

office in Samat, Mandaluyong. Therefore, the job specifications, description,

and specifications were not accessible. The managers were only able to

enumerate them but they claim to be not updated.

LX.Organizational Chart

LY. Figure 5.1 shows the current organizational chart of Lamesa Grill. As

shown, under the restaurant manager are the three supervisors. The captain

waiters are the one

35 swho supervise and train the servers, runners and

bartenders. While as the other employees report directly to their respective

supervisors. Their chart follows a line type organization.

DR e i
ns t i a
nu gr
Sa nu
pt e
rM v a i
sn o a
rg e
(r 2
)( 1 )
LZ.Figure 5.1. Current organizational chart of Lamesa Grill

MA. Work Schedule and Job Breakdown

MB. Lamesa Grill lacks a complete and detailed work schedule and

job breakdown. The employees are already aware of their tasks and

assignments since their first day on the job. The specific and step by step

procedure of their job specifications are introduced to them during the

training process. Their daily schedule and rest days are posted by the manager

every week.

MC. During general cleaning and change in the restaurant serving

process (e.g. buffet service, reservations during special occasions) the staff,

36supervisor and captain waiters, assemble a meeting to

headed by the dining

discuss and delegate the different assignments to the employees. During the

meeting, the time and sequence of the operations are discussed to the
 assigned employee. This is done every once or twice a month or when sudden

circumstances arise.

MD. VI. HUMAN RESOURCE MANAGEMENT

A. Employment Process
ME. The employment process is defined as the searching and acquiring

proficient candidates for the business. In the workers perspective, process starts

when a new worker looks for a job and ends when their application forms are

submitted. Meanwhile, from the managerial perspective, their search for new

employees starts when they put out advertisements for job vacancies and ends when

they received the applicants application forms. As an outcome, new employees will

be hired by the management to provide opportunities for previously non-employed

individuals and for the business departmental and individual growth. Similarly,

proper planning and efficient implementation is needed to be able to hire the right

person for the job. The employment process of Lamesa Grill is shown in Figure 6.1.
MF.
MG.
MH.
MI.
MJ.
HRJBCAE1IS on MK. -ce ao b t r f c e e r r v r a l t o
itIkldovwe rlen h ML.
e g e e wt e r e rc v h i oe sw e n /
iabocven t uvk yi n i a n M i l a e
MM. bs al e
MN.
MHdoenliRg n n/e u e - R s m s t a a a n
gBReorVuh MO.
f ore r e a a s r n n o tcu h r c e
Legend:
Mesa head
DMeRtauA i n se p a e c n a g e r
Office
esctgp MP.
r u el a iFigurer 6.1.
i Employment procedure in Lamesa Grill
cmeain ha i n e Management
37
icemnog k s t Grill
Lamesa s
secn
iny
ot
ns
/
MQ. The employment process begins with an available position

from any Mesa Restaurant. Then, the Human Resource Team at the Head

office will send out flyers or put up advertisements regarding the vacant job.

Referrals may also be made by the current employees as long as they still fit

the job specification and they submitted the required documents. After

collecting the resumes, the interested applicants will be screened and then

interviewed by the HR manager accordingly. After which, they can be

referred to the Mesa branch with available slots or where they most likely fit

in.

MR. Requirements to be submitted by the applicant

1. Bio-data/Resume
2. 2 ID picture
3. SSS number
4. Tax identification number
5. Diploma/Certificate/Transcript of Records
6. Certificate of Clearance from Past Employee
7. Working permit from municipal office
8. Medical certificate, health permit, X-ray result
9. Drug test result
10. NBI and police clearance
11. Marriage certificate (if married)
12. NSO birth certificate

MS. After the interviewed applicant has a designated restaurant

branch, they will be interviewed again by the Restaurant manager. However,

if the restaurant manager is unavailable, the Dining Supervisors can also

interview them. Then, they will undergo a 1-week training in actual restaurant
38
process wherein they will be supervised by the managers. Based from the

training and the interview, the applicant will be evaluated and the decision of
 wither hired or refused will be made by the restaurant manager. If the

employee is hired, the decision will be endorsed to the head office who will

arrange their payroll and their employee profile.

MT. It is then observed that the employment process of Lamesa

Grill follows a uniform and step by step procedure. This is critical since all

the Mesa Restaurant branches must follow each step to maintain uniformity

and fairness.

B. Employee Training and Development

MU. As mentioned earlier, the chosen applicants that has been referred to

Lamesa Grill will undergo a 1-week in house training in the actual restaurant

operation. The training process is essential and beneficial to both the applicant and

the management since the applicant can be fully oriented to the actual environment

can have an firsthand experience of the job area. Also, the management can evaluate

the applicant based on their actual performance rather than fully base their hiring

decision in the interview alone.

MV. The training process starts with an orientation to the daily process and

a brief description of Lamesa Grill. The restaurants rules and regulations and their

job description will be discussed to them. Then they will be introduced to the

managerial staff and current employees. After which they will be handled as a regular

employee. In the first few days, the trainee will be asked to observe and be assisted

by the other employees. Is beneficial that at the earliest stage, the trainee will be fully

informed of the daily activties and protocols of the restaurant. They will be asked to
39
wear a uniform different to the regular employees and a nameplate. However, the

restaurants proper grooming and behavior policy should be followed.

 MW. Either the dining or the kitchen supervisor, depending on the position

which the applicant applies for, will guide and supervise the trainee on their

performance. The training process is an investment of the HR management to have

better returns in terms of employee satisfaction and reduce the cases of deficiencies,

complaints, inefficiency and fast turnover of employees.

MX.

Ih n o - u s e Cu ao ln t r a c t Pa r oy b a t i o n Rr e g u l a
T r a in e e E m p lo y e E m p lo y e E m p lo y
e e ee
MY. Figure 6.2. Flow of employment from trainee to regular employees in

Lamesa Grill

MZ.
NA. Furthermore, once the trainee passed the training process, they are

considered contractual employees (see Figure 6.2). They are appointed for a 5-month

term after which they are evaluated for satisfactory completion. In other words, they

must renew their contract after 5-months of service to the branch. Most contractual

employees are transferred to a different Mesa Restaurant branch after they renew

their contract; this depends on the companys need for new employees.

Consequently, contractual employees with a satisfactory evaluation are now

probationary employees. They are similar to contractual employees but they are
40
already hired by the restaurant and one step away from being regular employees.

Once they passed the evaluation of being probationary employees for at least 5
months, they are now regular employees. They are now permanent employees of

Lamesa Grill and cannot be transferred to other branches unless they make a request

to the Human Resource Department at the Head Office.

NB.
C. Employee Evaluation

NC. All restaurant employees and trainees must agree and follow

all the rules and regulations of the company at all times. Their obedience to

the rules and regulations are monitored by the supervisors and manager using

performance appraisals. Different appraisals are used depending on the type

of employee. The supervisors refused to disclose their sample appraisal sheets

since it prepared by the HR manager at the head office.

ND. For trainees, a weekly appraisal is done after their training

period. It will then determine their further promotion to contractual

employees. For probationary staff, the appraisal is completed on their third

and fifth month of service. Moreover, for employees promoted or under

accelerated status, their appraisals are conducted before the end of their

previous job or status. Lastly, for officers, managers and manager trainees,

their appraisals are done every 6th month of rendered service. Once they find

cases of unsatisfactory evaluation, the management will conduct a Corrective

Action plan (CAP) and must be completed within one month.

NE. Aside from appraisal sheets, the managers or area supervisors

41
can also conduct performance appraisal interviews, especially to employees

who need further improvement in their performance. In this way, the

 concerned employee can also voice out their opinion to the manager and

immediate supervisor.

NF. Once an employee face an unsatisfactory performance or

repeated disobedience to rules and regulations, they will face penalty

accordingly. The first stage of employee penalty is suspension. It will be

scheduled depending on the demand of the restaurant operation and not the

managers convenience. The next stage is preventive suspension. It is

conducted once an employee shows a serious threat to the life and property of

the company and their co-employees. The suspension should last no longer

than thirty (30) days, unless the management decides to extend it. In such

case, they should pay the wage and benefit of the suspended employee.

Lastly, termination can be subjected to the employee after due process in

accordance to the Code of Conduct and pertinent laws and legal

jurisprudence.

NG.

D. Employee Supervision

NH. Supervising the employee is a part of their evaluation. This

process is essential since managers and supervisors can (1) observe the actual

performance and behavior of employees (2) identify areas for improvement in

the different restaurant operation s and (3) determine problems first hand and
42
address them accordingly. Generally, employee supervision is done by the

restaurant manager and area supervisors. During peak hours, they participate
 on the actual restaurant process, thus they can supervise the actual

performance of the employees. Whenever they observe improper employee

performance or face immediate problems, they address them immediately.

Most of the time, the manager supervises the dining area since the kitchen is

already crowded.

NI.

NJ.

NK.

NL.

NM.

NN.

NO.

NP.

NQ.

NR.

NS.

NT.

NU. 43

NV.
NW. VII. FINANCIAL MANAGEMENT

NX. In financial management, the main subject is cost. Cost is

described as the resources used in order to achieve an objective (Payne and

Theis, 2009). In the food service, there are three types of costs namely: food

cost, labor cost, and overhead cost. Food cost is the expenses that came from

the food purchased. It takes a great part of total cost of sales of an

establishment, especially on food service establishment. Labor cost is the

expenses for the labor force used. Lastly, the overhead cost is known as the

general costs that the establishment have aside from the labor and food cost in

order to continue its business transactions. It is divided into different types

namely the operating costs which covers electricity, water, repairs and

maintenance, phone, and office supplies, and fixed costs such as covers

rent/amortization, insurance and taxes). These three factors should be

controlled to meet the establishments financial goal which is to gain profit

with less input.

A. Procedures, Practices, and Records in:
1. Food Cost Control
NY. The food cost (food and beverage) allotted is 43% of the net

sales of the restaurant.

NZ. Lamesa have different practices implemented to meet the

target food cost. Raw materials are ordered correctly. In storing the materials,

FIFO (First In First Out) is practiced to ensure that the raw materials to be

used for the production are fresh and to prevent spoilage. Also, food cost is
44
reduced by buying the best quality products from the trusted suppliers

because poor quality products can increase food waste. Maintenance of

 equipment, especially cold storage units, is also important to maintain the

temperature of the pre-prepared dishes to avoid spoilage. Lastly, proper

recording practices of the raw materials, such as labeling and use of forms,

are implemented to ensure that the details such as expiration date and date of

delivery are placed.

OA. Standard cooking procedures are strictly followed to prevent

burning of foods. Pre-preparation of bulk foods such as filling for the molo

and marinades used for barbeques, are properly prepared in accordance to the

standard recipe. Ingredients are weighed and measured properly. Meat and

seafoods are properly portioned depending on the recipe it will be used for.

The kitchen supervisor performs random checking around the kitchen to

ensure that the crew are fulfilling their duties.

OB. 2. Labor cost

OC. The labor cost for the employees is done on a daily basis. The

target for the labor cost is 17% of net sale (maximum target). Proper

scheduling is the key on keeping labor cost within the given target. The

manager should know when and how many employees should be assigned

during peak hours and/or days. For example, on thursdays, fridays and

saturdays, there are more customers then more employees are deployed

during the day especially during the night. If few employees were deployed

during a peak hour/day, operations would slow down and will slow the
45
service. This would be a burden to other crew members and would decrease

the quality of the service the establishment offers.

 OD. Each employee, regular or contract, have one day of rest per

week. It is important to provide a rest day for the employees. Employees are

allowed to have an overtime. Each overtime is an additional of 75 pesos per

hour. The salary of the managers was not disclosed while crew members

were paid minimum salary wage. They receive salaries and wages every 15th

and 30th day of the month. However, according to some of the employees,

there are times that they receive their salary late (two - three days).
OE. According to the manager, to decrease or meet the target

percentage of labor cost, they usually approved or allow more on-the-job

trainees. This way, they would be able to have enough labor force without

paying much since each trainee just needs 100 pesos of allowance without

being payed or not being payed with a minimum wage. .

3. Overhead Cost
OF. Overhead cost include electricity, water and fuel. One percent

(1%) of the net sales is allotted for the utility while 10% of the net sales are

allotted for the metal (?). Electricity and water are monitored by manually

checking their respective meters to the bills and sales. The meters are checked

twice a day, 9 am and closing (before they locked the restaurant). Increased

frequency in purchasing fuel is also monitored. It is important to check the

equipment, tubes, and faucets to prevent sudden increase in the overhead cost.

Also, through checking, any leak or malfunction identified can be repaired.

OG. As for the utility, proper portioning of the cleaning materials

are conducted to ensure that the cleaning materials allotted for the day or

week wont exceed 46

from what is expected.
OH.
OI.
OJ.
 OK.
OL.
OM.
ON.
OO.
OP.
OQ.
OR.
OS.
OT.
OU.
OV. VIII. MARKETING MANAGEMENT
OW. In this highly competitive food industry, offering only good

food would not suffice. With the existence of customers high sophistication

and expectations, the effectiveness of the marketing principles and strategies

applied in a food service establishment would create a competitive-edge or

point-of-difference. All these are important to gain customer count and

increase sales. In this section, the marketing in Lamesa Grill operations will

be discussed, as well as how the marketing mix of Lamesa Grill offers

potential opportunities to attract customers and influence sales.

OX. Marketing as defined by the American Marketing Association

(AMA) (as cited by Payne-Palacio, 2009) is an organizational function and a

set of processes for creating, communicating, and delivering value to

customers and for managing customer relationships in ways that benefit the

organization and its stakeholders. The management of Lamesa Grill

recognizes marketing as an essential managerial function and has a marketing

program that includes planning, implementation, and evaluation.

0. Budget for Marketing
OY. The planning aspect of the marketing cycle of Lamesa Grill is
47
evident in its Yearly Budget Plan (YBP). The YBP, which is prepared by the

regional operational manager, includes the market analyzation for Lamesa

 Grill- Mall of Asia branch. Marketing analyzation uses the marketing mix (4

Ps: product, place, price, promotion) of Lamesa Grill to develop an annual

marketing plan that is specific to its current state, activities, and resource

availability.
OZ. From the Yearly Budget Plan, the restaurant manager of the

establishment prepares the Local Store Marketing (LSM) which is to be

approved by the operation director. Ideally, LSM should be prepared by the

Marketing manager, however, due to the vacancy in this position, the

restaurant manager is the one who prepares it. LSM has a more specific

marketing analyzation since it is from the point of view of the restaurant

manager. Local Store Marketing considers the branch, cost of product,

materials used, and cost-benefit of marketing strategies. Refer to photo 1 for a

sample Local Store Marketing Form). Lastly, LSM is submitted to the

operation manager one month before the target date of implementation and its

approval varies but according to the restaurant manager, approval ranges from

one week to one month.

PA.

48
PB.

PC. Photo 1. Actual photo of the LSM Work plan Form

49
 PD.

PE. Photo 2. Actual photo of the LSM Work plan Form

(Continuation)
PF.

50
 PG.

PH. Photo 3. Actual photo of the LSM Work plan Form

(Continuation) 3

PI.
PJ.The budget for marketing programs of Lamesa Gril1 is 1% off its

targeted sale. So, for an instance, the targeted sale of Lamesa Grill is one
51
million pesos, 1 % of it is 300,000 pesos. The annual budget for marketing

programs then is 300,000 pesos.

 PK. After planning and implementation, marketing tracking is done

to measure and assess the effectiveness of a specific marketing strategies: if it

has gained the restaurant increased customer count and if it has generated

additional sales.
PL.
PM. B. Marketing Strategies
PN. Marketing strategies of Lamesa Grill is differentiated into

three. One is the quality of food and service the establishment is willing to

give the customers to gain their satisfaction. This customer-service oriented

strategy aims to have the customer come back to the restaurant, if not become

a regular customer.
PO. Another is the marketing activities specific to a special

occasion, or event. These even or occasion specific marketing activities are

the February Valentines Promo, March Graduation Promo, and Summer-

delight Promo, to name a few. The February delight Promo involves giving

of free heart-shaped panacotta to customers who have consumed atleast 1000

pesos in their bill. The Summer-delight Promo from 2016 is giving of free

belly-chon (lechon of pork belly) to customers with a minimum single-receipt

purchase of 3000 pesos. The March Graduation Promo was not disclosed to

the researchers.
PP. Last of the marketing strategies of Lamesa Grill is

advertisements to boost the popularity of the restaurant. They give fliers and

have their social media websites active. Also, they tie-up with institutions to

provide promo schedules. Fliers is the least effective marketing strategy

52
Lamesa Grill is utilizing but they still continue it. Every year, 3,000 fliers

were printed costing three pesos per flier.

 PQ. In summary, the trend in the marketing strategies is discounted

foods and provision of freebies with the objective of increasing customer

count and sales.

PR. C. On-going Marketing Activities
PS. Currently, the on-going marketing strategy of Lamesa Grill is

the Crazy Foods Promo. This is by far the most effective promo of the

restaurant and it was since absorbed in the restaurant for two years. Fliers of

the Crazy Foods Promo is also provided (See Photo 4).

53
PT.
PU. Photo 4. Actual Crazy Foods flier used by Lamesa Grill
PV.
PW.
PX. IX. FOOD SERVICE FACILITY AND EQUIPMENT

PY.1. Site Perspective

PZ. Lamesa Grill is situated at SM Mall of Asia. It is found along

the Veranda restaurants. It is in-between of Marina Seafoods restaurant and

Buffalos Wings and Things. The location of the restaurant faces the Manila

Bay or the Bay side (See Figure 9.1). It is near the stage which is used by

different bands every Thursday, Friday, and Saturday. Many people

patronize the restaurant and its sister company, Mesa Filipino

Moderne. Still, new people are introduced to Lamesa.

54
 QA.

QB. Figure 9.1. View from the Outside of Lamesa Grill

QC. SM Mall of Asia is one of the famous tourist destination in the

country. It is a two story building with an area of 650,000 square meters. It is

55
considered as third largest mall in Asia. It is near the Ninoy Aquino

International Airport (NAIA) and found near business districts and famous
 public places such as Baclaran, Taft, Makati, and Taguig (See Figure 9.2).

Thus, it is very accessible to employees, professionals, students, and all other

individuals from different walks of life .

QD.

QE.

56

QF. Figure 9.2. Vicinity Map of SM Mall of Asia

 QG.

2. Elevation Plan

QH. Lamesa Grill does not have any poster which shows the

location of the store. The name - Lamesa Grill can be read clearly due to

proper lighting. It is noticeable to the passers by due to its large menu board

displayed outside of the restaurant.

57
QI.

QJ. Figure 9.3. Outside Dining of Lamesa Grill

58
 QK.

QL. Figure 9.4. Menu board displayed outside

QM.

QN. The 59
main theme of the restaurant is modernized Filipino

interior design. Somehow, the interior is different from its exterior design. It

is because of the sophisticated ambiance that can be observed.

 QO.

QP.

QQ. Figure 9.5. Worms Eye view of the mezzanine

QR. As observed,
60 green, brown and black are the prominent colors

found in the restaurant. On the walls, there are sliced bamboos (horizontally
sliced) and mirrors attached. There are whole bamboos attached on walls, too

(See Figure 9.5 and .6).

QS.

QT. Figure 9.6. Main Dining Area

QU. The tables in the restaurants are black in color and made out of

wood and metal. Outside, there are some tables similar to the tables found

inside but there are tables which are made out of metal and marble. As for the

chairs found on the main dining area and function room (See Figure 9.7),
61
there are made of wood and color brown. On the other hand, the chairs on the

mezzanine are made out of wood, upholstered, and black in color (See Figure
9.7). The chairs found outside are made out of metal and banig style

seating. The couches are upholstered with black-colored leather. The lights

used are chandeliers and lights that are wrapped with brown wreath (See

Figure 9.6).

QV.

QW.

QX.

QY.

QZ.

RA.

RB.

62 RC.

RD.
RE.

RF.Figure 9.7. Function Room

RG.

RH.

RI.

RJ.

RK.

RL.

RM. Figure 9.8. Mezzanine

RN.

RO. The tables inside the restaurant have a certain table setting. At

the center of the table, there are two types of vinegar placed: spicy vinegar
63
(Iloko) and mild spicy vinegar (pinakurat). Aside from the two types of

vinegars, another sauce is placed - Sauce No.3. The ingredients or content of

sauce no. 3 is highly confidential. Beside the vinegars, the tissue is placed on

a dessert plate then an empty sauce container is placed (See figure 9.9).

RP.

RQ. Figure 9.9. Table Setting in the dining are within the restaurant
64

RR. The cashier is located on the bar area (Figure 9.10). In the bar

area, approximately three persons can fit. It is relatively small in size but it
contains two refrigerator and one chest freezer for the ice cream (Figure

9.11). Lastly, the restaurant provides their own restroom which makes it very

convenient for the customers.

RS.

RT.

RU.

RV.

RW.

RX.

RY. Figure 9.10. Cashier on the bar area

RZ.

65
 SA. Figure 9.11. Birds Eye view of the Bar

SB.

SC. For the outside, two menu board are displayed. However, the

other menu board is removed during weekends because it is not offered

during those days (See Figure 9.4). There is a waiting area located at the back

of the menu board. There is a wall of bamboo located at the back of the

waiting area (9.12). However, the wall is made up of plastic.

66
 SD.

SE. Figure 9.12. Waiting Area

SF. Near the menu board, the receptionists podium is located. In

this podium, the different menu cards are placed (ala carte, drinks, dessert,

drinks and alcoholic beverages (See Figure 9.4).A giant electric fan is placed

near the outside bar. Also, there are five table lamps placed on the outside bar

to add effect (See Figure 9.13). These table lamps add effect during the night.

A stereo is placed on
67 the outside bar around late afternoon which is opened

during at night (Sundays to Wednesdays).

 SG.

SH. Figure 9.13. Outside Dining Area

SI. In the outside bar area, the water that is given to the customers

outside and inside the restaurant is located. Also, there are two long chairs

that are placed perpendicular to each other outside near the outside bar (See

Figure 9.14). This also served as lockers of the workers.

68
 SJ.

SK. Figure 9.14. Long Chairs/locker

SL. Despite the small space available, Lamesa used the space

effectively. They were able to maximize the space and cater big numbers of

clients. Majority of the customers loved the interior design due to its

sophistication.

SM. 69

3. Floor Plan
 SN. As observed by the researchers, Lamesa had a total of large

seating capacity. There are four different dining area: main dining,

mezzanine, function room, and outside dining (See Appendix A and B).

SO.

SP. 4. List of Equipment, their location and design

SQ. In every food service establishment, equipment plays a vital

role for the food production.It is important to have the most appropriate

equipment for specific kitchen procedures. Also, these are equipment help

decrease the time of preparation as well as decrease the use of energy in

preparing or producing a specific dish.

SR. Table 9.1. Equipment used in Lamesa Grill

ST. Equipment/Applia
SS. Location SU. Description
nce
SV.Inside Bar SX.
SY.Used for making

shakes and other

SW. Blender
alcoholic

beverages
TC. Used for
TA.
TB. Ice Cooler
storing ice
TF.
TG. Used for
TE.Ice Crusher
crushing ice into
70
smaller pieces
TI. Beer/Beverage TJ. Used for storing
 alcoholic and non-

Chiller alcoholic

beverages
TM. Used for

storing iced tea

and lemonade. For

TL.Drink Dispenser
easier way of

dispensing

beverages
TP. Used for making

TO. Coffee brewed coffee and

Maker for maintaining its

warmness.
TS.Used for heating
TR. Water
water and storing
Heater
it.
TT. UH.
TU. UI. Used for heating
UG. Electric
TV.
TW. rice, and uncooked
Oven
TX.
TY. grilled items
TZ. UK. Microwave UL. Used for
UA. Kitchen
UB. Oven heating rice,
UC.
UD. uncooked grilled
UE.
UF. items, sisig,
71
scallop, and

tahong with cheese

 UN. Rice UO. Used for

Cooker cooking rice

UR. Used for
UQ. Rice
keeping the rice
Warmer
warm
UU. Used for

cooking non-
UT. Range (4
grilled items,
stove)
sauteed items and

soup
UX.
UW. Deep fat
UY. Used for
fryer
frying
VB. Used for

VA. Griller broiling seafoods,

and meat
VD. Pasta VE. Used for

Maker making pasta

VH. Used for

VG. Push Cart easier transport of

Trolley certain ingredients

in a large amount
VK. Used for

storing portioned
VJ. 6 Door Freezer
raw meat, and
72
seafoods
VM. Chest VN. Used for

Freezer storing newly

 delivered items
VQ.
VR. Used for
VP.Upright Freezer
thawing meat and

seafood
VU. Used for

VT. Epson printing the POS

Printer punched in the

cashier
VX. Used for

storing pre-

VW. Beverage processed

Chiller vegetables that

will be used as

garnish
WA. Used for
VZ. Two
cleaning soiled
Compartment Sink
dishes
WD. Used for

WC. Metal storing marinade,

Shelves sauces, and

vegetables.
WF. Metal WG. Used as the

Tables preparation tables

WH. 73
WI. Biometrics WJ. Used for

Machine checking the

attendance of the
 crew,
WK. DINING WM.
WN. Used for
WL. Air cooler
making the area

cool
WQ.
WR. Used for
WP. Electric
making the area
Fan
cool
WU.
WT. Cash
WV. Used to
Register
keep the money
WY. Used to
WX. Aircon
keep the area cool
XB. Used for

XA. Lights and increasing

Fixtures visibility in the

dining area
XD. POS XE. Used for

Machine inserting the

ordered items of

the customers

which will then be

forwarded in the

kicthen using the

74
epson printer. It

will also keep the

 record of the

ordered items until

the customer asked

for the bill

XH. Used for
XG. Mop
easier way of
squeezer
squeezing mops
XK. Used to
XJ. Electric Fan
keep the area cool
XN. Used to
XM. Ice cooler
store ice
XQ. Used for
XI. OUTSIDE XP.Stereo
playing music
XT.
XU. Used to
XS. Lights and
increase visibility
Fixtures
in the bar area
XV.

XW.

XX.

XY. B. Suggested New Equipment/Replacement

XZ. The equipment used by the restaurant in the present are highly

up to date. One chest freezer can be exchanged into a new one. However, the

only problem of the75

old one is the housing of the freezer. In the main dining

area, additional lights on the area of table S30. As for the outside main dining

area, the shelves of the outside bar can be changed into a new one. A locker,
 which can also serve as a preparation table, can be provided for the

employees and change the old locker.

YA. C. Renovated Floor plan

YB. Only minimal changes on the renovated floor plan since the

space is not really owned by the restaurant but rented under the SM

Management.

YC. In the main dining area, the POS machine will be moved from

its original area to the area near table S5. If the restaurant is willing to close

for sometime in order to increase the space in between the aisles in the

kitchen and dispatching area, it will be better to widen the aisles (From 1.5

meters to 2 meter).Widening the aisles means renovating the mens restroom,

too. However, closing the store for the sake of renovation is highly

impossible because despite the narrowness in the kitchen, the restaurant was

able to gain profit. Thus, rearranging the different equipment could make

increase the aisle might help give the workers more space (See Appendix C).

YD.

76