STANDARD OPERATING PROCEDURES
STANDARD OPERATING
PROCEDURES
he standards contained in this
book are recommended for all
MHRS Full Service Hotels.
They should be implemented in
conjunction with the MHRS
Service Standards Manuals and
CONTENTS
GENERAL
#1 Revenue Handling
#2 Accounting Food and Beverage Control Review
#3 Restaurant/Bar Staffing
#4 Food Safety Standards
#5 Uniform Standards
the New Hire Training Books.
#6 OPEN
For each standard there is an
#7 Printed Materials & Menu Development
objective and generally a list of
additional resources and
contacts to give further
#8 Expeditor
#9 OPEN
#11 Obtaining and Responding to Customer Feedback
#12 OPEN
guidance on performance
#13 Statistical Data and Record Keeping
expectations.
#14 Renovations after Hotel Acquisitions
#15 F&B Discount Card Program
#16 F&B Outlet & Kitchen Redesign
#17 Food and Beverage Essential Controls Checklist
NOTE Properties who have implemented
Project Mercury Guidelines, may
have updated accounting procedures,
see Accounting Standard Operating
Procedures for clarification.
#18 Service Diagnostic Shopping Service
#19 Americans with Disabilities Act
#20 New Hire Training
#21 Management Training
STANDARD OPERATING PROCEDURES
STANDARD OPERATING
PROCEDURES
CONTENTS
GENERAL Cont.
#22 Departmental Trainers
#23 Task Force
#24 F&B Signage
#25 Telephone Procedures
#26 Restaurant/Room Service Gratuity/Service Charge
#27 Corporate Programs
General #1
STANDARD OPERATING PROCEDURES
REVENUE HANDLING
MINIMUM STANDARDS
SALES
OBJECTIVE
To provide accounting
standards for controlling
all aspects of Food and
Beverage revenue.
All F&B outlets have control systems in place to
ensure adequate sales records
All F&B outlet sales are recorded through
designated Point of Sale (POS) equipment
POS is programmed with prices that agree with
menus. Access to update prices is limited to
authorized personnel only. (Property to develop
LSOP on authorized associates)
Hotel has LSOP on following:
Associate bank procedures and cash
drop
Coupon Control Procedures
All discounts are documented and accounted for.
Manager/Supervisor authorizes all discounts at the
time they occur
No Sales and voids are monitored. LSOP
developed indicating acceptable levels
All POS Manager functions are locked
Associates do not add gratuities to guest checks or
alter guest checks in any way
Property has an LSOP on gratuity policy for large
groups
Property has LSOP for additional check control in
restaurants serving buffets
General #1
STANDARD OPERATING PROCEDURES
REVENUE HANDLING - Cont.
VOIDED CHECKS
.
The Outlet Manager or Supervisor on duty approves
and signs all voids at the time they occur. An
explanation is clearly written on the check and
accompanied by a guest response form. Register
keys are controlled and safeguarded
WALK
OUT
CHECKS
When a walk out occurs, "walk out" is written on
the back of the check along with an explanation of
the circumstances
Walk out checks are signed by the manager and the
server involved. Note - when using a central cashier
system, both server and cashier must sign
LSOP has been developed on disciplinary action for
walk out
Walk out checks are charged to the department at
face value. No gratuity is applied
All restaurants maintain a "walk out log"
CHECK AUDITING
.
Accounting conducts spot checks on restaurant,
room service and bar checks for proper approval on
voids and errors in totaling or pre-ring
OPEN CHECKS
.
Open check report from the POS are reviewed
regularly to ensure all guest checks are closed
within a reasonable time. LSOP is developed by
property to determine what time frame is
considered reasonable
General #1
STANDARD OPERATING PROCEDURES
REVENUE HANDLING - Cont.
CASHIERS
RESPONSIBLE
FOR :
Correct handling of guest checks
Verifying room charges for hotel credit through the
P.O.S system
WALK OUTS. When a guest is served and leaves the
outlet before the check is presented or collected
INCORRECTLY PRICED CHECKS. When a guest is
incorrectly charged (small instead of large juice,
house instead of premium brand, etc.)
OVER/SHORT CHECKS. When a guest is overcharged or
if all money due is not collected; e.g. presenting
the wrong check or allowing a CIA charge to a
room charge or mishandling a credit card
CASH OVER/SHORT. When cash deposit is more or less
than the POS reading
SAFEGUARDS
.
Managers/Supervisors are responsible for taking
shift-end readings and verifying cashier banks and
deposits
All cash deposit drops are on a blind basis and all
associates handling cash prepare a deposit
Two signatures are required on a cash drop
Manager/Supervisor or Security escorts cashiers to
the drop safe, witnesses the deposit drop and signs
the drop log
Property has LSOP on theft/robbery procedures
Property has LSOP on "Cash In Advance" controls
Cash In Advance lists are issued and posted daily or
are available through POS
Credit card cancellation lists are current and
accessible to the servers or available through the
credit card approval system
General #1
STANDARD OPERATING PROCEDURES
REVENUE HANDLING - Cont.
CASH OVERAGES/SHORTAGES
.
Accounting audits deposit envelopes and cashier
paperwork for cash overages/shortages daily
Discrepancy reports are distributed to Director of
Finance, Food and Beverage Director and
appropriate department heads
Department heads are responsible for written follow
up on over/short in their department on a daily
basis
Cashiers with excessive overages/shortages receive
progressive disciplinary action. Level of excess is
defined by an LSOP
CASH DRAWERS
.
When more than one cashier or bartender work out
of the same POS machine, each has an individual
total key and an individual cash drawer to keep
sales and money separate
Cash drawers remain closed unless being used for a
transaction
All cash transactions are placed immediately into
the cash drawer
Tips are not kept in the cash drawer
BEVERAGE SPECIFIC
.
All drinks are rung up immediately after the order is
served
Property has LSOP on running tabs
If tabs are permitted, they are documented on a
check, and closed out by presenting the check to
the guest for payment
Gratuity containers are placed out of public view
General #1
STANDARD OPERATING PROCEDURES
REVENUE HANDLING - Cont.
SHOPPING SERVICES
.
See General SOP #18 and Accounting SOP's
CATERING SPECIFIC
ISSUES
All advance deposits and payments are handled by
accounting and the catering/event manager
responsible for the group
Day of function payments are paid at the front desk
with the banquet captain/manager
Cash Bars receive hourly pick-ups of cash. LSOP is
developed on the maximum amount held in each
cash drawer before a pick-up is necessary
See also:
Room Service & Restaurant SOP # 1
General SOP # 18
General SOP # 26
Accounting SOP's
LSOP Cash Handling
General #2
STANDARD OPERATING PROCEDURES
ACCOUNTING FOOD AND
BEVERAGE CONTROL REVIEW
MINIMUM STANDARDS
.
OBJECTIVE
To ensure that correct
purchasing/receiving/
accounting procedures
are followed in all Food
and Beverage areas.
The Audit is performed by General Manager, F&B
Director, Director of Finance and Executive Chef
PURCHASING AND RECEIVING
(FOOD, BEVERAGE , CONTROLLABLES)
. Purchases are made from established contract
vendors. Participation percentage is 100%*
. Purchasing agents receive or check all deliveries
. Updated purchasing manuals are available
. All products are weighed against invoice
*International markets where contract
vendors are not established, the hotel
should maximize purchasing volume
through quarterly price negotiation.
. Quantities and prices are checked against purchase
log, purchase order, vendor price list, [Link] applies
. Invoices are checked for accuracy by the receiver
and double-checked by department manager
. All food is purchased in accordance with the
Marriott Food Safety Standards
. Invoices are reconciled to accounting records each
period
. At period end, a list of services/purchases received
but unbilled, is submitted to accounting for accrual
General #2
STANDARD OPERATING PROCEDURES
ACCOUNTING FOOD AND
BEVERAGE CONTROL REVIEW
STORAGE
(FOOD, BEVERAGE,
CONTROLLABLES)
Access is restricted to all storage areas at all times
All storage areas are locked when unattended and
are checked by night security
A list of personnel with keys to storage areas is
posted in the general vicinity of designated storage
areas
Food is dated and rotated
Refrigerators and freezers are maintained at correct
temperature readings (See also Engineering SOPs)
Steaks/high-cost food items (shark fin, saffron,
lobster tails items are stored in locked cabinets.
Usage is logged and checked against sales reports
Reasonable pars for all inventories are established,
with amounts on hand corresponding to pars
Physical inventories are taken period end/quarter
end or in accordance with accounting SOPs along
with Accounting's participation
Perpetual beverage inventory is maintained
ISSUES
(FOOD
AND
BEVERAGE)
Food issues from main storeroom are controlled
with adequate requisition system
Issues are made only during established storeroom
hours
Un-opened items are returned to storeroom
Beverage storeroom operation complies with all
federal, state and local laws
General #2
STANDARD OPERATING PROCEDURES
ACCOUNTING FOOD AND
BEVERAGE CONTROL REVIEW
PRODUCTION
.
ChefTec recipes, Use Records and production charts
are used at work stations
Managers are required to instruct production
personnel directly about production quantities
Production quantities are based on sales forecasts
Actual sales are compared to forecasted sales each
week
Leftovers are held to a minimum
The following control charts are used:
Daily production chart
Roast meat chart
Steak/key entree control chart
Accounting reconciles steak and roast meat charts
each period and notifies management of
discrepancies
SERVICE AND GUEST CHECK CONTROL
(RESTAURANTS)
.
POS print outs are needed to obtain food from
kitchen - no check, no food!
POS print outs are defaced by kitchen to prevent
re-use
POS machines are programmed with correct prices
by authorized associates
Managers alone authorize voids
Servers/Cashiers verify the room number through
the POS system for all room charges
A shopping service is used regularly and findings
are followed up by management
General #2
STANDARD OPERATING PROCEDURES
ACCOUNTING FOOD AND
BEVERAGE CONTROL REVIEW
ROOM SERVICE
.
Sales are rung up before orders are given to
servers
Room service bar checks include guest room
number
CASHIERING AND DEPOSIT CONTROL
(ALL OUTLETS)
. Cash in Advance (CIA) lists are issued and posted
daily
. Credit card cancellation lists are current and used
by servers
. Guest charge checks are sent to Front Desk
promptly for posting (in manual posting situations)
. Drop safes are used where intake of cash is
significant
. Register keys are controlled by management
. POS machine readings are taken by management
and retained until deposits are prepared
. Self-cashiering servers are required to prepare tally
sheets; have management verify their deposits and
banks
. A manager or security officer escorts cashiers to
drop safe, witnesses deposit drop and signs drop
log
. Managers receive cashier over/short and procedure
discrepancy reports daily from controller's office
and take corrective action where necessary
BEVERAGE CONTROL (LOUNGES/BARS/CATERING)
. Bartenders and servers use a lock box to deposit
hard copy cash checks
. Servers/cashiers pre-ring drink orders
General #2
STANDARD OPERATING PROCEDURES
ACCOUNTING FOOD AND
BEVERAGE CONTROL REVIEW
.
Posted bar pars match pars on file in accounting
Beverage sale potentials are established
Non-removable bottle stickers are used
Bars and storage area are controlled by
management
Requisitions are made in writing and immediately
posted to perpetual inventory records
All issues are made on a full for empty basis
All empties are promptly broken; breaking is
witnessed by management at the end of shift
Ten items in beverage storeroom are test counted
per period and counts compared to balance in
perpetual inventory records
Five items at each bar are test counted per period
to ensure that counts agree with established bar
pars
See also:
General SOP # 4
General SOP # 18
General #3
STANDARD OPERATING PROCEDURES
RESTAURANT/BAR STAFFING
MINIMUM STANDARDS
.
OBJECTIVE
To establish guidelines
for restaurants, bars and
lounges for scheduling
associates to ensure
consistent, attentive
guest service is provided
and excess staffing is
avoided.
Schedule is prepared according to forecast; forecast
is critiqued weekly
. Stations are assigned as follows during peak
periods:
Bars
18 - 24 seats
16 - 20 seats
(cocktails only)
(cocktails with food)
Restaurants
16 - 20 seats
12 - 16 seats
20 - 24 seats
(with buffet)
(without buffet)
(buffet only)
. Minimum staffing guideilnes are developed for each
outlet and meal period based on forecasted
customer counts to provide good service
. Weekly schedules are developed based on guest
flow, job descriptions, complexity of menu and past
history
General #4
STANDARD OPERATING PROCEDURES
FOOD SAFETY
STANDARDS
MINIMUM STANDARDS
.
Local health laws that exceed current Marriott
requirements are enforced, however, appropriate
documentation must be received by Food and
Beverage/Operations Director in writing from the
local board of health
All properties are in FULL compliance with ALL
standards as outlined in the 39 point checklist self
inspection program
The 39-point checklist self-inspection program
relating to food safety is completed monthly by the
Food and Beverage/Operations Director, Executive
Chef, Chief Engineer and/or Executive Steward (See
Appendix)
Completed self inspection checklists are kept on file
and accessible for 12 months
Most recent SGS audit (SGS, Internal Audits and
Health Department) are on file and available for
inspection at all times with deficiencies corrected
General Manager and Director of Finance together
with the Food and Beverage Director and the
Executive Chef conduct a quarterly inspection based
on the internal audit standards (See Accounting
SOP)
All new culinary associates complete "Great Food
Safe Food" Training within the first 60 days
(International properties to follow local guidelines)
All required hotel associates (see 39 point checklist
audit for guidelines) are certified by a Marriott
approved Food Safety Program*. Certification is no
more than three years old. Certificates are on file
and accessible
All hotels adhere to the banned products list
All hotels adhere to the mandatory product list
If a foodborne illness breakout occurs, the hotel
follows the Marriott International Foodborne Illness
OBJECTIVE
To enforce the highest
standards of sanitation in
every Food and Beverage
area.
* An LSOP is established in areas
where a Marriott approved
program is not available
General #4
STANDARD OPERATING PROCEDURES
FOOD SAFETY
STANDARDS - Cont.
RESTAURANTS/ROOM SERVICE
.
All areas have documented daily and weekly
cleaning schedules, a copy of which should be kept
in the outlet
Outlets comply with the 39 point checklist where
appropriate
BEVERAGE
.
Draft beer lines are cleaned every two weeks at a
minimum or according to local health regulations if
they require greater frequency
All beverage areas have documented daily and
weekly cleaning schedules, a copy of which should
be kept in the bar
Bars and Lounges comply with the 39 point
checklist where appropriate
See also:
HACCP Manual
39 Point Checklist
39 Point Checklist Guidelines
Great Food Safe Food Video and Workbook
Local Health Department Regulations
General #5
STANDARD OPERATING PROCEDURES
UNIFORM STANDARDS
MINIMUM STANDARDS
OBJECTIVE
To provide standards for
the design, selection and
control of associate
uniforms to ensure that
all associates are
comfortable and project
an appropriate,
professional image.
All associates comply with the general appearance
and personal hygiene guidelines listed in the
associate handbook
Hotel to develop LSOP to ensure the uniform and
appearance of associates are reflective of the
concept and environment
LSOP to be developed on male/female footwear
that meets safety standards
Only complete approved uniform to be worn
Branded Restaurant concepts may not deviate from
the corporate approved uniform standard
Hair must be cut short, or if touching the shoulder,
tied back
Uniforms are controlled through documented
issuing procedure
Human Resources assists (in accordance with local
law) in ensuring that terminated associates return
uniforms
See Also:
Approved Purveyors
F&B Purchasing Manual
Hotel Procurement
LSOP
Associate Handbook
Concept Material Cost Worksheet
General #7
STANDARD OPERATING PROCEDURES
PRINTED MATERIALS AND
MENU DEVELOPMENT
MINIMUM STANDARDS
OBJECTIVE
To provide standards for
menu development to
ensure that all food and
beverage operations
offer attractive, truthful
and professionally
designed collateral that
projects a positive image
of quality and value to
the guest.
All Food and Beverage outlets have professionally
designed menu/wine list or menu/wine list covers
and inserts
All printed materials have the appropriate logo and
copyright marks
All printed materials have minimum 12 point
typeface and 14 point script for legibility
Menus are date coded in bottom right hand corner
of backpage (0108 for August 2001)
Menus comply with federal truth in menu guidelines
Menus are grammatically correct
Menus have no handwritten additions
Menus have no photocopied additions
Menus are reviewed and updated annually
(minimum) to incorporate customer preference,
food trends, regionality, competitive pricing and
meet brand objectives
All menu items including "specials" are documented
in the approved use record format and correctly
costed
Pricing is consistent throughout the hotel for similar
items with similar service levels
Pricing in branded concept restaurants is within the
price ranges published in the implementation
packages
Kids menus are available in all three meal a day
restaurants to guests 12 years of age and under
Kids menu package includes the following
elements: placemat menu, activity, crayons and
non-breakable cup
General #7
STANDARD OPERATING PROCEDURES
PRINTED MATERIALS AND
MENU DEVELOPMENT
- Cont
.
Any independently developed kids program offered
by the property includes a menu, cup and a
childrens activity as required elements
For kids programs, a child is defined as anyone 12
years of age and under
ROOM SERVICE
.
Room Service menus are printed in the standard
room directory format or in the accompanying
Dining Guide format, according to design guide
specifications (available through AS Hospitality)
Room Service menus include a phrase on every
page stating the nature and percentage of the
gratuity/service charge and should explain that
current sales tax will be applied
The Corporate doorknob menu is a minimum
standard
The Corporate tray liner is a minimum standard
Room Service menus include a kids menu section
under the All Day section
RESTAURANT MENUS
.
All restaurant menus, tent cards and posters are
clean, in presentable condition and professionally
printed
Only one tent card per table representing the
current promotion
For menu development guideline see
Restaurant/Room Service SOP # 8
LOBBY POSTERS
.
Lobby posters are professionally produced, framed
and correctly hung
BARS & LOUNGES
.
All bar menus/table tents and promotional posters
are in good condition and professionally produced
Pricing follows Gold Standard pricing guidelines
General #7
STANDARD OPERATING PROCEDURES
PRINTED MATERIALS AND
MENU DEVELOPMENT
- Cont.
See also:
SOP governing correct use of Company Logo
Concept implementation packages
Gold Standard Guidebook
Culinary SOP # 2
Culinary SOP # 3
Restaurant & Room Service # 6
Restaurant & Room Service # 7
Restaurant & Room Service # 8
[Link]
General #9
STANDARD OPERATING PROCEDURES
EXPEDITOR
MINIMUM STANDARDS
.
Enforces cook times
Ensures portions and plate presentations
correspond with documented use records
Ensures that the food quality is maintained
OBJECTIVE
To organize the process
of service in the kitchen
pick-up area, to maintain
consistency, quality,
integrity of food
presentation and ensure
quick service of food to
guests according to
company procedures.
The expeditor:
An expeditor is scheduled to cover all peak meal
periods
LSOP developed defining peak meal periods
The expeditor is a certified food handler according
to approved program
Copies of use records are provided at the expeditor
station to ensure consistency
Any returned food is given back to the kitchen via
the expeditor, who requests any replacement item
and completes any necessary documentation
General #11
STANDARD OPERATING PROCEDURES
OBTAINING AND RESPONDING
TO CUSTOMER FEEDBACK
MINIMUM STANDARDS
.
All management and associates are trained on the
Guest Response Program
Managers are visible on the floor during peak meal
periods
Key culinary staff walk through the restaurant every
day
All associates are trained in the L.E.A.R.N. process
Current GSS report information is posted in each
outlet and explained to associates
All outlets have a system available to solicit guest
comments (i.e. comment cards)
OBJECTIVE
To provide standards for
training and systems for
guest response that
ensure that all guest
challenges are dealt with
in an efficient manner at
the earliest opportunity
and that guests are more
than satisfied with the
result.
See also:
Guest Response Program
Guest Satisfaction Reports
Comment Cards
Shoppers Reports
Meeting Planners Survey
NGS Captains Reports
Front Office Manager
Resident Manager
General Manager
Catering/Event Managers
General #13
STANDARD OPERATING PROCEDURES
STATISTICAL DATA AND
RECORD KEEPING
MINIMUM STANDARDS
.
OBJECTIVE
To establish responsibility
for compiling various Food
and Beverage statistics
through accurate record
keeping.
Properties maintain the following minimum records:
Menu counts for each meal period for a
minimum of one full year (holiday menu
counts for three years)
Taste panel reports one full period (month)
Customer/trip counts daily (See LSOP)
Associate work schedules (See HR SOPS)
Bar pars (current)
Beverage requisitions (two periods)
Bar inventory records (one year)
Beverage Storeroom perpetual inventory cards
(one year)
Controllables pars (current)
SGS Audit (current)
39 point checklist self inspection
(12 months)
SGS Audit (most recent)
Food Production Audit checklist
(12 months)
Shellfish Source Tags (180 days)
General #14
STANDARD OPERATING PROCEDURES
R E N O VAT I O N A F T E R H O T E L
ACQUISITIONS
MINIMUM STANDARDS
MANAGEMENT REVIEW
.
Corporate Food and Beverage Vice Presidents, in
conjunction with the Director of Equipment and
Beverage Specifications are authorized to designate
approved vendors
Approval of specific products is made in conjunction
with the Director of Equipment and Beverage
Specifications
Furnishings, supplies and equipment used for new
projects, renovations, redesign and reconfiguration
are approved by Food and Beverage Vice Presidents
OBJECTIVE
To provide a level of
review for major
construction, redesign or
reconfiguration in
acquired hotels to ensure
company-wide quality
standards in all Food &
Beverage operations.
PROJECT PROCESS
.
On new projects, the Regional Vice President of
Operations uses the most recent Brand 5SU
worksheets to compile potential needs of the new
operation or redo
Quantities for standard working pars are
determined in cooperation with new operations
management staff
4-KE (Kitchen equipment) items, equipment
schedule and specification drawings are supplied
before items are purchased
For 6-DE (Design) Items, Interior Design submits a
list of items to purchase - to eliminate duplicate
ordering in 5-SU or 4-KE - before final approval and
action
See also:
Brand 5SU Worksheets
Corporate Food and Beverage
General #15
STANDARD OPERATING PROCEDURES
F&B ASSOCIATE DISCOUNT
PROGRAM
MINIMUM STANDARDS
.
OBJECTIVE
To provide guidelines for
the accurate processing
of the Associate Food &
Beverage Discount
Program.
Outlet offers a 20% Associate discount on all Food
and Beverage purchases (except alcoholic beverages)
in food outlets and room service. Check HR SOPs for
additional information on eligibility.
PROCEDURE
Associate will verify with the Restaurant or the
Room Service server that they accept and honor
the discount program at the time they place the
order
Associate is required to show their discount card
or ID
Associate is be asked to sign a control sheet for
accounting purposes
The discount may not be available at some
franchised hotels
See accounting SOPs for additional information
See also
HR site on Marrweb - Managers Guide to Benefits
Accounting SOPs
General #16
STANDARD OPERATING PROCEDURES
F&B OUTLET & KITCHEN,
REDESIGN
MINIMUM STANDARDS
OBJECTIVE
To establish standards
for the review process of
major construction,
redesign or
reconfiguration projects,
allowing practical advice
on latest trends, design
and technology that
ensures the best possible
project is realized.
Property Executive Commitee develops a 3-5 year
plan for restaurant/bar reinvestment, renovation or
re-concepting
F&B CAPEX projects over $100 000 have been
reviewed by Corporate F&B Staff and Regional
Teams
Property has completed the Analysis section of the
Analysis Design and Execution F&B Planning Tool
(ADE)
If, after completing the Analysis, re-concepting is
necessary due to market conditions, sales erosion,
etc, the Regional Vice President of Operations is
contacted to coordinate the involvement of the
Regional team and the Corporate F&B staff
F&B outlets being redesigned go through Marriott
Hotel Design Review (HDR)
A complete Concept Statement is developed
according to the guidelines set out in the
Execution section of the ADE tool
Property has selected a designer/consultant based
on concept, project scope and recommendations
from regional and corporate F & B teams as set out
in the Design section of ADE
All elements of the design and operating details are
consistent with the concept statement
Restaurants considering corporate branded concepts
have corporate F & B staff approval before
beginning redesign
Designs comply with Americans with Disabilities Act
(ADA) requirements
For Capital Expenditure guidelines see Accounting
SOPs
General #16
STANDARD OPERATING PROCEDURES
F&B OUTLET & KITCHEN,
REDESIGN
- Cont.
See also:
Analysis, Design and Execution Program (ADE)
Facilities Accessibility Guide
Engineering SOPs
Finance SOPs on Capital Expenditure
ADA Act
Restaurant Design Guides
General #17
STANDARD OPERATING PROCEDURES
F&B ESSENTIAL CONTROLS
CHECKLIST
MINIMUM STANDARDS
OBJECTIVE
To safeguard the hotel
assets in Food and
Beverage.
Audit is completed quarterly
Audit is completed by the Director of Food and
Beverage/Operations and the Director of Finance
General Manager participates in at least one audit
per year
Action steps are written for any issues not meeting
standard
The Checklist supplements Finance audits, but does
not replace them
See also:
Essential Controls Checklist (see appendix)
General #18
STANDARD OPERATING PROCEDURES
SERVICE DIAGNOSTIC
SHOPPING SERVICE
MINIMUM STANDARDS
INTERNAL DIAGONOSTIC
.
Diagnostic is conducted quarterly by Food and
Beverage Manager using diagnostic forms (see
appendix). Completed forms are submitted to the
hotel General Manager
Properties experiencing challenges in GSS conduct
the diagnostic on an as needed basis until an
acceptable score is achieved.
OBJECTIVE
To provide for timely,
independent inspection
to assist in monitoring
the control over hotels
assets and associate
compliance with guest
service standards.
SHOPPING SERVICE
.
Professional anonymous shops are conducted twice
yearly
Standard shopping forms are used (see appendix)
Outside professional service is selected by the
Director of Finance and the Food and Beverage
Director (for guidelines see accounting SOPs)
Shops are unannounced (except to Director of
Finance)
Verbal response within 24 hours and a written
report to be received no later than five business
days after the shop
See also:
Diagnostic forms
Accounting SOPs
General #19
STANDARD OPERATING PROCEDURES
AMERICANS WITH
DISABILITIES ACT*
MINIMUM STANDARDS
.
All F&B areas comply with all legal requirements of
the Americans with Disabilities Act (ADA)
All associates are aware of procedures for dealing
with disabled persons as described in food and
beverage sevice standards manuals
Guests who use service animals (guide dogs) are
granted access to all hotel facilities
No additional charge is made for accommodating
the animal but charges may be made for any
damage caused if it is the regular practice of the
hotel to charge able bodied guests for the same
type of damage
The above points are also valid for guests who train
service animals
Associates are trained to assist sight-impaired
guests with the menu, either offering Braille menus
or by reciting the menu to the guests
OBJECTIVE
To provide standards to
ensure that an
equivalent level of
service is offered to
guests regardless of
disability.
*International properties should follow local regulations regarding facilities for guests with disabilities
See also:
Service Standards Manuals
Americans with Disabilities Act
SOP Engineering
Facilities Accesibility Guide
SOP Front Office
SOP PBX Emergency Situations
General #20
STANDARD OPERATING PROCEDURES
NEW HIRE TRAINING
MINIMUM STANDARDS
.
OBJECTIVE
To provide standards for
the complete and
thorough orientation of
new associates in the
Food and Beverage
department allowing
them to rapidly assume
effective and productive
roles in the organization.
Current Marriott New Hire Training and Certification
Books are followed as a guideline and completed
within first 90 days of employment
Each Food and Beverage department has
designated certified trainers for each position
New Hires complete a familiarization program
prepared by department head to cover discipline
related areas prior to shadowing the certified trainer
for minimum of 3 days of job specific training
(example restaurant associates to spend 1 day
greeting, 1 day kitchen, 1 day bussing, 1 day bar
prior to 3 days shadowing the trainer during
service)
All associates in guest contact positions are given
overview on the legal responsibilities of alcohol
service during the first three days of training
All associates in guest contact positions are certified
by an approved alcohol awareness program within
the first 30 days of hire date. Re-certification is
completed prior to certification expiration date
(TIPS Training is the minimum standard, but some
states also require a state specific program to be
completed)
Signed documentation indicating that the associate
has completed the New Hire Training is kept in the
employee file for the duration of employment
New Hires sign job description and a copy is kept in
the associate file
Daily meetings are held in all departments during
every shift to review the 20 basics
All associates receive basic business education via
the root learning maps annually
All associates are trained in the L.E.A.R.N Process
(Service Excellence Training Class)
General #20
STANDARD OPERATING PROCEDURES
NEW HIRE TRAINING - Cont.
See also:
New Hire Training and Certification Workbooks
Beverage SOP # 6
Concept Specific New Hire Workbooks
Service Standards
Job Descriptions
Gold Standard Guidebook
Gold Standard Web Site
Director of Human Resources
Department Head
General Manager
General #21
STANDARD OPERATING PROCEDURES
MANAGEMENT TRAINING
MINIMUM STANDARDS
.
New Managers complete 3 week training period
comprising 1 week Culinary/1 week Front of
House/1 week Bars. Exact allocation of time to be
based on experience and decided by Director of
Food and Beverage, Director of Catering/Event
Management or Executive Chef
Managers hired from outside Marriott complete a
customized version of the Management
Development Program to be decided by the Director
of Food and Beverage/Operations, Director of
Catering/Event Management or Executive Chef
based on the new managers experience and
existing knowledge. Segments relating to the
Marriott corporate culture to be mandatory
Restaurant Managers and Restaurant Chefs opening
corporate branded concepts spend 14 days
minimum in an existing branded restaurant location.
Time to be divided 50% front of house, 50% back
of house
Managers meet with hotel Director of Finance and
Director of Human Resources to review ALL
accounting and Human Resources SOPs relating to
Food and Beverage
All Managers/Supervisors in guest contact areas are
TIPS trained
All Managers are SGS certified (or equivalent) and
meet any local required food safety training
requirements
Executive Chefs complete the Chef Certification
Program* with the American Culinary Federation
within one year of accepting the position
New managers sign copy of their job description
and a copy is kept in their file
OBJECTIVE
To provide standards for
the orientation of new
managers to ensure
complete understanding
of their roles and
responsibilities within the
organization.
*International properties should
check with R.V.P. Operations for
local Chef Certification Program
General #21
STANDARD OPERATING PROCEDURES
MANAGEMENT TRAINING - Cont.
See also:
Management Development Program
Service Standards
Casual Restaurant Minimum Standards
Gold Standard Guidebook
Job Descriptions
Gold Standard Web Site
Human Resources SOP's
Accounting SOP's
Beverage SOP # 6
Director Human Resources
Director Food & Beverage/Operations
General Manager
Department Head Trainers
General #22
STANDARD OPERATING PROCEDURES
DEPARTMENTAL TRAINERS
MINIMUM STANDARDS
All Trainers have:
Completed the appropriate New Hire Training
and Certification modules for the specified
positions
OBJECTIVE
To provide standards to
cover the selection and
training of departmental
trainers to ensure that
training is thorough and
effective.
Completed one year in the position
Received no written warnings in the past 12
months
Completed the Marriott International Certified
Trainer Program Level 1 or equivalent
.
All properties have a minimum of one trainer
(preferably three) certified at a TIPS Train the
Trainer Workshop (or equivalent)
Properties have an LSOP on additional
compensation paid to trainers when training new
associates
See also:
New Hire Training and Certification Workbooks
Service Standards
Marriott International Certified Trainer Program
Level 1
General #23
STANDARD OPERATING PROCEDURES
TASK FORCE
MINIMUM STANDARDS
.
Only certified departmental trainers are considered
for Task Force
For branded concepts, a pre-Task Force orientation
is conducted by the Regional Food and Beverage
Director
Task Force needs for branded concepts are
accessed, planned and coordinated by the local
cluster champion and the RVP Operations in
conjunction with regional discipline specialists and
the hotel Food and Beverage/Operations Director
For travel, salaries, and expenses relating to Task
Force, see Accounting SOP's
OBJECTIVE
To provide standards
for the organization and
selection of Task Force
members to ensure that
the correct level of
support and experience
are available to support
the opening of new
operations and concepts.
See also:
New Hire Training and Certification Workbooks
Service Standards
Accounting SOP's
Concept Implementation Packages
General #24
STANDARD OPERATING PROCEDURES
F&B SIGNAGE
MINIMUM STANDARDS
.
All properties have all legally required signage (local
and national) on display
Branded concepts comply with corporate standards
on Food and Beverage outlet signage
No handwritten or taped signage is displayed in
Food and Beverage outlets
All posters are framed
Any signage displayed outside Food and Beverage
outlets is professionally produced
OBJECTIVE
To provide standards for
Food and Beverage
specific signage to
ensure that it is truthful,
appealing, professional
and meets all legal
requirements.
See also:
Engineering SOP
Concept Manuals
General SOP # 7
General #25
STANDARD OPERATING PROCEDURES
TELEPHONE PROCEDURES
MINIMUM STANDARDS
.
The telephone is answered within first 3 rings*
A standard telephone greeting is customized to
each area of Food and Beverage and used every
time
All associates are trained in answering the
telephone with the standard greeting
All associates are trained in the use of the
telephone - the correct greeting, putting guest on
hold, transferring, taking messages, etc
Before transferring calls, associates verify whether
the guest is being directed to a voice message. If
the voice mail is responding, the associate must
advise the guest and ask if they wish to leave a
message on the voice message system or speak to
someone else
When outlets are closed, telephones are forwarded
to a hotel operator or another open outlet.
Answering machines or voice mail are not
acceptable
During business hours, catering/event sales phones
do not default to voice mail when the manager is
unable to answer the phone
Hotel has an "in-house customer" response system
LSOP for catering event attendees
Hotel has an LSOP covering personal calls
OBJECTIVE
To provide standards
that ensure the highest
levels of hospitality are
provided in all telephone
communication with both
external and internal
guests.
*20 seconds for International
properties
See also:
New Hire Workbooks
Service Standards
General #26
STANDARD OPERATING PROCEDURES
RESTAURANT/ROOM SERVICE
GRATUITY/SERVICE CHARGE
MINIMUM STANDARDS
OBJECTIVE
To provide standards to
regulate the automatic
addition of gratuities to
guest checks.
Automatic Gratuity/Service Charge is only added to
restaurant parties of 6 people or larger and only if
this is indicated in writing on the menu
The gratuity/service charge for large parties may
not exceed 19%. Any exceptions to be approved by
RVP Operations
Guests making a restaurant group reservation are
advised of the addition of automatic service
charge/gratuity in advance
Room Service checks state if the Service Charge is
included. Service Charge may not exceed 19%. Any
exception to be approved by the RVP Operations
In Room Service, properties choose between one
of the following two scenarios:
Fully distributed gratuity and a trip charge per
order (trip charge goes to the house)
OR
Service Charge only (no trip charge) divided
between the associate and the house. If this is the
option chosen, check lodging Sales Tax Manuals for
clarification on tax liability
For Catering Gratuity See Catering specific and
Finance SOPs
See also:
Accounting SOPs
100% TIPS training
General #27
STANDARD OPERATING PROCEDURES
CORPORATE PROGRAMS
MINIMUM STANDARDS
OBJECTIVE
To provide standards to
ensure that all corporate
programs are
implemented in their
entirety, offering
consistency to the guest
across the brand.
* International properties may
participate where appropriate
Properties considering opening a corporate branded
concept commit to a compliance agreement for
branded concepts signed by the General Manager
Corporate concepted restaurants/bars offer the
complete, current, approved corporate menu
Restaurant/bar complies with all corporate menu
pricing guidelines and implementation dates on
corporate programs (See F&B Website for
programs)
Any exception to corporate programs - pricing,
product or implementation date are approved by
RVP Operations and Corporate VP of Restaurants,
VP of Beverage or VP of Culinary
Restaurants/Bars incorporate all service elements
noted as "core" in the implementation guides
Properties participate in corporate seasonal
promotions*
Bars and Lounges participate in the annual Gold
Standard Promotions*. Any exceptions to be
approved by RVP Operations
Any property-specific promotions have a
professional look and are approved by the Regional
Vice President of Operations
See also:
Concept Restaurant Manuals and Implementation
Guides
Concept Restaurant New Hire Workbooks
Gold Standard Guidebook
Gold Standard Web Site
