Audit Outcome Of Quality And Hygiene Of Red Ochre Grill Restaurant

Quality checklist

How to Work Organization Chosen for Conducting the Audits of the Quality?

The report consists of the audit outcome of the restaurant of Adelaide in Australia. The organization chosen for conducting the audits of the quality of the foods and the hygiene of the restaurant is Red Ochre Grill. It is a floating restaurant located in Adelaide, South Australia and is located on the banks of River Torren’s in South Australia. It can be said that the restaurant is responsible for providing modern Australian cuisine to the visitors while portraying the area’s strongest flavours in the foods. The report is focused on using some quality checklist on the foods served by the company as well as the total service quality so that it can improve its service while attaining more customer satisfaction. The quality checklists along with its outcome will be  discussed in the report in details while providing suitable recommendations that meet the regulatory requirements of Australia.

In terms of quality standards, there are different types of quality checklists are there that are used by the auditor that can be used by different types of auditors to restaurants for quality check. The quality standards used in the restaurant of Red Ochre Grill in maintaining the quality standards of the company are ISO 9000, Malcolm Baldridge National Quality Award, and food safety in food purchasing, etc. The quality checklists are important for measuring the normal hotel operations and the different types of food quality in the organizations. The audit is responsible for the development of the different operations of the hotel both internal and external (Heras?Saizarbitoria and Boiral 2013).

It can be said that the hotel is having a good reputation in the different policies of the hotel. It is point that the hotel operations of the organization are responsible for the customer retention as well as customer attraction. The ISO 9000 standards are consisted of eight steps such as customer focus, leadership, involvement of people, process approach, systems approach to the management, continual involvement, factual approach to decision making, mutually beneficial supplier relation, etc. Another checklist of quality maintenance of the hotel operations are Malcom Bridge quality checklist. It consists of different types of activities such as leadership, strategic planning, customer and market focus, analysis & measurement and knowledge management, human resource focus, process management, and business results (Goetsch and Davis 2014).

The aspects are chosen in a way so that they can cover all the aspects of the hotel operations in providing best services to the hotels. The aspects of both the quality standards not only include the external operations but also it includes strategic planning, leadership, human resource, etc. It will lead to positive business results if followed properly. The audit of the restaurant is done in order to increase the reputation as well as the improvement of the different types of operations. In Australia, it can be said that it is mandatory to follow the regulations of the WHO standards and other safety standards that are essential for doing business in the country (Perši?, Marki? and Perši? 2016). In the next section of the report, it can be said that the details of the outcome of the audit of Red Ochre Grill is described in details so that it can convince the hotel owner to improve their deficiencies in terms of the different aspects of the quality standards of the internal and external hotel management operations.

Audit outcomes

It can be said that the restaurant specialises in serving modern Australian cuisines to the consumers. The ambience of the restaurant is very good that will change the mood of the visitors of the restaurant. The audit has been taken by using mainly three types of quality checker instruments that focus not only on the different types of internal and external restaurant management operations. The results of the Malcom Balridge Quality aspects are discussed in the following.

Leadership: In terms of leadership, the senior management of the restaurant is following participative leadership in order to serve a quality service to the visitors of the restaurant as well as maintain the good quality of ambience so that more customers are retained (Perši?, Marki? and Perši? 2016).

Strategic Planning: The strategic planning of the hotel operations is strong enough while managing the internal hotel operations. However, the restaurant must have to focus on the current market trends to improve the food quality and change in the menu.

Customer & Market Focus: It is already mentioned earlier that the market focus and customer focus of the restaurant is not up to the mark. The restaurant is poor in terms of conducting external market research while checking the competitive advantage of the other companies in the market.

Knowledge Management: The knowledge management and the measurement of the various types of the different hotel operations of the different types of the utilization of the knowledge of the employees associated with it (Castka et al. 2015).

Human Resource focus: The human resource management of the restaurants needs improvement as the employees are not provided much privilege in terms of motivating them while providing remuneration and training in terms of improved technical implementation in the hotel operations.

Process Management: Process management of the restaurant is considered as overall good in terms of the overall satisfaction both in terms of customer satisfaction and in terms of the profitability of the company.

Business Results: The business results are good because the restaurant is popular in the area due to the unique cuisine provided by it as well as the perfect ambience of the riverside area that is the main USP of the restaurant.

Another aspect of quality of the operations of the Red Ochre Grill are described below. The audit outcomes of the ISO 9000 standards are detailed below.

Customer focus: it can be said that the customer focus of the restaurant is on average. It can not be stated as an extra ordinary, as the strategies are not related to the demands of the customers.

Leadership: Leadership approach of the senior management is good. Participative leadership is followed by the organization but the implementation part is not up to the mark. Hence, strategies are not up to the mark (Kafetzopoulos and Gotzamani 2014).

Involvement of people: Involvement of people while strategy building and customer satisfaction is good as it is already mentioned earlier that the form of leadership practiced in the company is participative.

Process Approach: The process approach can be recognised as an average standard, as it contains both some positive areas and negative areas of the different types of the management operations of the restaurant.

Systems Approach to Management: The approach of management of the officials of the restaurant is not prompt. They are not be able to recognize the internal problems as well as the external competitive advantage of the company (Heras?Saizarbitoria and Boiral 2013).

Continual Improvement: As the process of problem identification is slow, hence it can be said that the process of continual improvement is also slow which is a cause of the lag of the company.

Approach in Decision-making: The decision making of the strategic management department of the organization is not appropriate as the human resource department is not competent enough to provide the employees proper training.

Mutually Beneficial Supplier Relations: The supplier relation of Red Ochre Grill is mutually good. Both the company and the suppliers are being benefitted in terms of business relations and profitability (Terziovski and Guerrero 2014).

While discussing the audit outcomes of Red Ochre Grill in Adelaide, it can be said that the restaurant is very popular in the region due it’s amazing location as well as the ambience. The recommendations are mentioned in the following:

• The restaurant must provide appropriate compensation to the employees so that they can provide their best services to the customers of the restaurant. The laws of Australia regarding the employee protection act, etc (Huo, Han and Prajogo 2014).
• The process of problem identification must be improved in order to utilize the dearth of technology provided by the government.
• The quality of the food as well as the hygiene of the restaurant must be improved to a level that can act as a major source of the customer attraction. It must adhere to the food regulation 2002, under the Food Act of 2001 (Kafetzopoulos and Gotzamani 2014).

Conclusion

It can be concluded that the regulations of Australia are there that controls the quality of foods and services provided by the restaurants of the country to the consumers. However, it can be said that the chosen restaurant is responsible for maintaining these regulations. An audit has been conducted in order to provide the recommendations regarding the current practices. The audit outcome of the report has stated the fact that the restaurant has passed overall all the factors positively, however there are some aspects that the current strategies of the restaurant are not fulfilling as per the benchmark set for measuring the quality and hygiene for foods and services. The current strategies of the company are found to be weaker in some sections that will be formulated for the different types of business operations. The employees of the company are responsible for providing excellent customer service of the company to the customers.

References

 Castka, P. and Corbett, C.J., 2015. Management systems standards: Diffusion, impact and governance of ISO 9000, ISO 14000, and other management standards. Foundations and Trends® in Technology, Information and Operations Management, 7(3–4), pp.161-379.

Castka, P., Prajogo, D., Sohal, A. and Yeung, A.C., 2015. Understanding firms? selection of their ISO 9000 third-party certifiers. International Journal of Production Economics, 162, pp.125-133.

Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.

Heras?Saizarbitoria, I. and Boiral, O., 2013. ISO 9001 and ISO 14001: towards a research agenda on management system standards. International Journal of Management Reviews, 15(1), pp.47-65.

Huo, B., Han, Z. and Prajogo, D., 2014. The effect of ISO 9000 implementation on flow management. International Journal of Production Research, 52(21), pp.6467-6481.

Kafetzopoulos, D.P. and Gotzamani, K.D., 2014. Critical factors, food quality management and organizational performance. Food Control, 40, pp.1-11.

Perši?, A., Marki?, M. and Perši?, M., 2016. The impact of socially responsible management standards on the business success of an organisation. Total Quality Management & Business Excellence, pp.1-13.

Terziovski, M. and Guerrero, J.L., 2014. ISO 9000 quality system certification and its impact on product and process innovation performance. International Journal of Production Economics, 158, pp.197-207.