From labor shortages to supply chain challenges to the need to innovate faster than ever, there’s no shortage of issues confronting today’s foodservice industry. A collection of foodservice designers and management advisory services consultants share their thoughts and perspectives on a variety of topics the industry faces.
Ed Doyle, President Real, Food Hospitality, Strategy and Design, rfhsd.com
How has the thinking about design evolved?
The number one message we are hearing is: There has to be a better way. We can’t bring the same old solutions. We need to be fully engrossed in our clients’ objectives and the experiences they are trying to deliver more so than ever before. Our industry is reinventing itself by need and opportunity. The staffing crisis is now at legendary levels. And the need to deliver diverse and dynamic experiences to guests is more important than before. Having just experienced the pandemic, people are wondering what will come next and are more future focused than ever before.
Efficiency is the name of the game right now. Smaller spaces. Smarter kitchens. It used to be the blast chiller was the first thing to get value-engineered off the project, and the combi oven would be next. Now I can’t think of a project that does not include both of those items because operators are looking for ways to enhance efficiency and productivity throughout the day.
Technologies like ventless can help lower costs and energy consumption and make operations even more sustainable. We can only do some of these things if we can talk operations and have the credibility to say this will work, and then follow through.
Our job as designers is to show up with better tools in our toolboxes and help operators find solutions that transcend their silos. For example, what’s happening in fine dining that can help healthcare? It’s more than putting equipment on a plan. It’s a whole new way of thinking about your operation.
Leonard D. Condenzio, FCSI, CEO, Ricca Design Studios, ricca.com
How has the thinking about design evolved?
Wow, it has been quite a tumultuous few years, to say the least. Topics that have been important for many years came to fruition and high alert. Innovations that have been talked about but rarely implemented became viable options.
So, here is the list of what has evolved and what is important: Labor shortages, cost of labor, turnover, and lack of skill sets and training opportunities (old challenges for years) have demanded a front seat in terms of design solutions and innovative thinking. Therefore, smaller and efficient footprints are a must. Then we must weave in all the aspects of mobile ordering and other touchless options. Delivery and takeout are important not only to solve the labor component but also to respond to what customers want — and, I argue, have always wanted.
Here’s what’s so exciting these days: We are designing these things intentionally, with purpose, and with a keen sense of achieving a great dining experience. This starts at the beginning of transaction and continues through the presentation of the packaging and, of course, in the awesome food.
Flexibility and versatility have been and still are important. These innovative experiences are here to stay, and at the same time, as humans, we have dined together for thousands of years and we will continue do so for all time. We can’t lose sight of that when we are designing spaces for certain markets.
Designs are getting smaller, or what I call right-sized. I’ve always felt that in the U.S., we have overbuilt facilities. Having said that, the demand for centralized production and packaging facilities requires a larger footprint, but we are still right-sizing those programs. But sustainability, efficient equipment, multipurpose equipment, tightened inventory requirements, production methodologies, even reduced/zero net waste all contribute to a smaller footprint. Costs are getting higher and higher, and it’s forcing us — meaning both the designer and the end user — to be more efficient.
Customers are asking for different features, design must-haves and service from us. We need to be on top of everything technology touches on the operational and guest experience. Everything. Doesn’t matter if we “spec it” or not. Doesn’t matter if the equipment isn’t anywhere near a food particle. If it affects the outcome of the guest experience, then we better know when to incorporate the technology into our overall design. What matters is our role as proactive contributors to the entire design and implementation team of a project. We have to be solution driven.
James H. Petersen Jr., FCSI, President, C.i.i. Food Service Design, ciifsd.com
Projects are running on tighter timeframes with longer lead times today. How does that impact foodservice design?
Clients expect things faster. For example, for one larger project I’m working on for a large manufacturing facility, they want the design to start in May and be done in August. It’s a very compressed time for such a large facility, and they are spending billions of dollars on this plant; the kitchen will be a small part of it, in their perspective.
When handling this one, the hierarchy at the company will come into play. How many levels will things go to? Will there be a foodservice decision maker I can go to, to review menus? Policies? Procedures?
Currently, I think everyone is trying to deal with being able to get equipment on time because lead times are so long. And costs go up much more quickly than they used to. For example, contractors used to be able to bid a project with a 90-day guarantee on the price; post-COVID, that doesn’t happen much anymore.
Ken Schwartz, FCSI, President, SSA, studiofs.com
How have the supply chain challenges of today affected your projects?
It’s not actually having a huge impact for us at the moment. I think the current availability challenges of equipment are relative to the people and projects that need equipment immediately. Because so many of our project processes are scheduled, planned and stretch for some time, there is not the current 911 scenario that those with an immediate need are
experiencing today.
Our design process, depending on the size of the project, could be 6 to 12 months; then there is typically a minimum 8- to 12-month construction period before equipment is actually needed on the project. I do have to say, however, that we are aware of current challenges with some manufacturers in which those challenges are requiring us to seek alternate manufacturers on some things because some manufacturers are not overcoming the production, shipping and delivery challenges in an acceptable, timely manner. These scenarios are the catalyst forcing us to forge a few new relationships and stressing long-time relationships, but we are obligated to find viable solutions for our clients.
We have had discussions with clients about the industry challenges, our concerns and potential solutions to further explain the current state of the industry. Sometimes these conversations result in understanding that we may need to change horses mid-race because of what the industry is experiencing. We also explain that when checking in with the rest of the industry, our concerns, experience and solutions are being echoed. These conversations are part of and will continue to be an ongoing part of the current narrative until solutions can be identified, vetted and implemented.
Peg Galie, FCSI, Senior Associate, S2O Consultants, s2oconsultants.net
What are some ways your project teams have evolved? How are video calls now mixed in with face-to-face meetings?
Early on in the process, we try to get an in-person meeting. But if that can’t happen, then we use video calls and make sure that everyone turns on their cameras. That way, you can see people’s facial expressions and start to build some rapport with the people on the project team. We use a variety of technologies, and it’s been really successful. So, we don’t need as many in-person meetings as was the case in the past. Having that face-to-face interaction early on, even if it’s by video, is important. It makes everyone more approachable because you’ve introduced yourself to them. But you also have to be very responsive in terms of answering emails and phone calls. We do that and expect the same from other members of the project team.
Karen Malody, FCSI, Founder/President, Culinary Options, LLC, culinaryoptions.com
How does refreshing a concept impact the relationship between the front of the house and back of the house?
A big question to ask: Will the new concept and menu created for it drive the topline sales that will afford you the opportunity to remain in business, based on the existing financial dynamics of the lease, while operating from that space? Typically re-concepting means a whole new menu. So, you must run your numbers to make sure the business will be financially healthy. Don’t refresh your concept until you fully assess the back of the house. This includes the equipment package, the flow, the spatial considerations, etc., because if you get the cart before the horse, you could end up re-concepting and needing a total kitchen renovation without realizing it. The other thing is, you must reevaluate and retrain the team on everything you are doing. And I fear that’s a step that sometimes gets left out. You have to take a holistic approach.
Labor is a challenge, and when you can find people to work, the starting pay is higher than ever before. Thoughtful use of software can help. We designed a full-service restaurant that was open seven days a week from 10 a.m. to 10 p.m. When it became harder for them to find people to work, we added QR code menus and GPS-based software. We place GPS tape beneath each table. The guest orders through an app, and it goes straight to the kitchen. The order gets plated for on-site dining or bagged for off-premises dining. Then a runner finds customers and brings them their food at their GPS-located table. It can work that way with the bar, too. Staff have to be trained as more than a runner. If there’s an issue with an order, for example, they have to know the menu so they can help correct the issue. You can eliminate a lot of labor that way. When you run the numbers on something like this, you make your money back in two to three months.
Eli Huff, Principal, SFG Consulting Group, saltfoodgroup.com
Labor is a center of the plate issue for all operators. How can design and equipment choices help offset labor woes?
Labor is a challenge, and when you can find people to work, the starting pay is higher than ever before. Thoughtful use of software can help. We designed a full-service restaurant that was open seven days a week from 10 a.m. to 10 p.m. When it became harder for them to find people to work, we added QR code menus and GPS-based software. We place GPS tape beneath each table. The guest orders through an app, and it goes straight to the kitchen. The order gets plated for on-site dining or bagged for off-premises dining. Then a runner finds customers and brings them their food at their GPS-located table. It can work that way with the bar, too. Staff have to be trained as more than a runner. If there’s an issue with an order, for example, they have to know the menu so they can help correct the issue. You can eliminate a lot of labor that way. When you run the numbers on something like this, you make your money back in two to three months.
From a design perspective, we always have to be conscious of sections. We can’t put tables in no man’s land where there will be few or no servers. We have to design a space so it can run with a full staff of 30 or a limited staff of 15.
In terms of equipment, combi oven software keeps getting better. Some of this is pricey up front but once we, as chefs, can cook with it, we can show operators how this one unit can do 10 different things. You can preprogram the oven and simply hit a button to cook an item. This kind of technology offers massive savings because you can do something else while the equipment cooks the food to your specifications. It used to take us three to four people to prep the food and 10 to plate it. But that’s no longer the case.
Robotics are becoming more prominent, too. We have a project using a salad-making robot and one that makes smoothies and shakes. We are also looking at food delivery robots that can bring drinks and meals to the table. What I hope to find is an actual robot that can take the job of two to three cooks in a kitchen, maybe flipping burgers and doing more. People are concerned this will eliminate jobs. I think this will make things better and complement our existing labor force.
Steve Carlson, FCSI, President, Rippe Associates, rippeassociates.com
As things continue to improve, no doubt operators will look to set up shop in shuttered spaces — an after-effect of the pandemic. What’s the key to making a space that previously housed a restaurant work?
Speaking strictly from the perspective of a restaurant customer, my advice is to skip the whole idea of servers and maybe the bar too. Just focus on serving customers who choose to dine off-premises. Today’s consumers seek convenience, value and great food. Convert the dining room to a packaging area; maybe keep a few seats for walk-up diners.
Chris Wair, Design Principal, Reitano Design Group, reitanodesigngroup.com
When working in a space that previously housed a restaurant, how do you decide whether the existing infrastructure, including equipment, is suitable for use?
Having worked closely with a national barbecue chain for 10 years, most of their early restaurant acquisitions were remodels of previous restaurants. And many of the guidelines we used back then still apply today.
Our first concern when assessing the property was the age of the building. The older the building, the less likely the existing infrastructure will be adequate or up to current codes. Adding additional power is obviously easier than replacing the entire system based on age. Similarly, a 20-year-old hood system may be usable if it has been cared for properly, but if the hood system was much older than that, we started to be concerned about code compliance and overall building safety.
Existing grease traps and gas services were easier to address. Adding gas service was not typically an issue if the area had the existing infrastructure and current, working, in-ground grease traps were usually adequate.
We also looked at the locations of these systems to determine how they would fit with the desired operational flow or if they would need to be relocated to fit the operational model. Existing systems can save budget dollars, but if it is at the expense of long-term operational issues, the true long-term cost of saving money up front needs to be considered.
Existing equipment was always a bit more black and white. If it had no moving parts — worktables, shelving, miscellaneous stainless-steel items — then we tried to use it. For refrigeration items, such as reach-ins and walk-ins, we would only consider reusing that equipment if it was less than five years old. After that, we were concerned about the residual life expectancy and chose not to take the chance. We would shy away from any equipment that used water, such as ice machines and steam equipment, because we did not know how well the item(s) were maintained. We were also careful with cooking equipment and would evaluate each piece based on its importance to the operation. If it was a vital piece to the menu, we didn’t take a chance on a used piece of equipment. If it was a secondary prep piece, we would consider it after a technician looked it over.
At the end of the day, watching dollars in any operation is important but should always be balanced with daily operational needs.
Eric E. Norman, FCSI, Vice President , Clevenger Associates, clevengerassoc.com
How has the way you research equipment and solutions evolved in recent years?
Our company has always taken a very active approach at researching the latest equipment trends and technology in the industry. For years, this has included attending trade shows, factory visits, representative meetings and so on. Obviously, the last few years looked very different with all training and new product research being done online. The manufacturers and reps did a fantastic job at keeping us informed through the pandemic, but there is something to be said about seeing, touching and operating the equipment in person. We have now fully transitioned back to attending in-person trainings and educational seminars and are very excited to continue our research of the newest and best solutions for our clients.
Carlos Espinosa, CLSSBB, Consulting Director, Profitality Labor Guru, profitality.com
What recent design or equipment innovations have caught your attention?
As diners make their way back to in-restaurant dining, the restaurant industry is still struggling to find the labor to properly staff their restaurants. The shortage of labor is felt most during the customer experience, which is paramount to a successful restaurant. Insufficient front-of-house staff, responsible for bussing, cleaning and serving, negatively impacts the great customer experience diners are hoping for. In order to offset some of these challenges, some operators are looking to robotics — more specifically, bussing robotics. Whereas the general public were not receptive to the idea of food delivery robots, they seem to accept the idea of a robot taking your dirty dishes away more. With a bussing robot, certain restaurants have the potential to reduce labor by as many as 20 hours per day, which is approximately two full-time-employee equivalents and a part-time employee equivalent. I believe this bussing robot will open the doors again to the acceptance of robotics and automation — not only in the back of the house but also in the front of the house.
