I Know a Guy

Cost Versus Performance

“I can get it cheaper online”. “I’m not sending your kids to college . .  .” Cute. Funny. But, not always very smart. What you want and need from your suppliers and vendors is a commitment to helping you open a successful restaurant.  That means you need them to make sound recommendations, source the best products for your operation and give honest feedback to your questions and ideas.  When building your overall team, you need partners who will help you achieve your goals.  You need to surround yourself with people and companies you can rely on and trust. If you think any of the resources you are working with cannot deliver, find ones that can.

Of course, you can find less expensive suppliers and cheaper products. But will these suppliers and manufacturers stand behind their services and products? Will they quickly replace broken or missing parts? Will they take returns when you realize you made an error and want a different model or features? Will they coordinate training and demonstrations for your staff?  There are tradeoffs between cost and service. Understand them before you save a dollar that may cost you many more.

We are talking about furniture suppliers, equipment dealers, kitchen and bar suppliers, companies that supply tabletop accessories and many specialty products.  There are full-service sources that can provide all these items. And, there are specialty companies that just handle a portion of these items.  Check references and get to know the people behind these companies. Know the sales person who will be handling your account. Establish a relationship with these vendors. They will become a valuable resource as you grow your business.

You have many manufacturers that offer similar equipment. Choosing the brand and model is more than an exercise in pricing. Sure, availability is important, and certain features may only be offered by a handful of vendors.  Your supplier may also have preferred sources and will promote those to benefit from price breaks, freight deals or other up front benefits.

What you probably overlook is the long-term performance and maintenance of the equipment. You may not even know how to evaluate this important consideration.  Let me introduce you to your local authorized service agency.  These professionals spend their days dealing with equipment issues. Many of these issues are the result of improper or negligent operator maintenance. But quite a few are also caused by poor equipment design, cheap components or hard to find parts.

Research your local service agencies and find one or two that have excellent reputations among your restaurateur friends. Meet them personally and ask their opinion of the manufacturers and models you are considering.  You will learn quickly which appliances are maintenance headaches, have unresponsive warranty departments or fail to perform as advertised.

These ASA’s (authorized service agencies) are valuable partners to your success. Treat them as the professionals they are. They will save your ass on many occasions.

Building a restaurant is an expensive endeavor.  Build your budgets, spend your money wisely and consider the long-term consequences of your decisions. You may need an inexpensive quick fix to get you open with plans to purchase the higher quality equipment when business revenue can cover the cost. Fair enough.  Just go in with your open eyes and a clear plan.  

Nothing Personal

It’s only business

Not everyone is focused on your best interests. You are a client, a revenue source, an opportunity to enhance someone else’s business and career. This does not have to be a negative. After all, you are planning a restaurant that will promote and draw a strong customer base. You will want to sell them stuff, build check averages and make a profit. Hopefully, you will also be offering value and an opportunity for your customers to enjoy a good meal and your inimitable hospitality.  Those businesses, professionals and trades you will be dealing with during the planning, design and construction of your restaurant will have similar motives. The expectation is that everyone is honest and benefits.

Selecting your General Contractor and suppliers can be time consuming and stressful. The pool of resources is vast, and they all want your business. How do you choose?

References: Word of mouth, referrals from reliable sources, previous experience are all a great start and often the best.  But you still need to do your own research and validate these resources - personnel changes, companies are bought and sold, things happen.

You want a contractor and sub-contractors who understand and have experience building restaurants. No, this isn’t rocket science. But the details, materials, tolerances and coordination needed to effectively construct a restaurant require a level of understanding and expertise that differ from general commercial, retail or residential construction.

Design / Build – This used to be considered a conflict of interest. How could you, said the critics, design a restaurant using the most cost-effective materials and resources when you will benefit from selling these products. The higher the cost, the more you profit.  The flip side is that you can design a very efficient building because you know how to build it smart and save money. From the very start, a design/build professional is thinking about costs, efficiency and expediency.

Bidding versus Negotiated Contracts – Bidding forces companies to study a project carefully, ensure that they have covered all contingencies and confirm that they have not missed, overlooked or misread anything. Bidders look at all costs, resources and time with an eye toward efficient purchasing, time and crew management.  Where possible, they consider alternate and comparable products that will either save cost or time to give them a potential advantage.  This approach obviously works and is a very standard industry practice. But keep in mind that bidding has the potential to create adversarial relationships. Design or specification changes, missing or omitted details, unforeseen field conditions or delays may result in cost increases. How these are calculated should be determined as part of the contract negotiation.

Negotiating with a supplier or contractor from the start must first be based on trust and a thorough knowledge of the company, their reputation and ability to perform. It requires a clear understanding of their approach to pricing, profit, overhead and transparency with billing. Having these resources available during the planning and design phase gives you access to cost and time saving ideas and solutions that your design team may not be aware of. They will also provide budgets as the design progresses, which give you the opportunity to value engineer (VE) as the design progresses, saving time and money.

Responsive Service and Support – This is an often overlooked, yet essential factor in your decision-making process. You will be asked to make decisions about products, finishes and brands/manufacturers.  After your restaurant is open, who can you call when something breaks, leaks or fails in some way? Who will show up on a Friday afternoon or in the evening to take care of equipment failure that could close your restaurant or limit your capacity to serve? Align yourself with product manufacturers and companies that value your business, charge fair prices and show up when needed.

There are countless stories of owners and operators making purchasing decisions based solely on cost. Consider performance, durability, serviceability, and local support as well.

Remember that you are building a business that will have a long life.  The construction process is only a part of your journey. When your contractor completes his work, he and all the trades will move on to their next project. You will have a completed restaurant with yet unrealized potential. You will then begin the next phase of your venture – opening and operating your restaurant.  Spend the necessary time to manage the construction process, evaluate cost versus value and make decisions that will allow you to operate successfully.

Everyone Wants a Piece

Providing and Clarifying Critical Dimensions

Within the footprint of your restaurant, everyone is vying for space. Front of the house versus back of the house, mechanical and electrical space requirements, all the spaces outlined in your Design Program – office, employee area, receiving, storage, etc. need to fit and function effectively. It is a constant game of pushing and shoving to satisfy all these competing yet complimentary spaces, since they are all necessary for your restaurant to function effectively.

This is why developing a comprehensive Design Program is essential. Everyone on the design team needs to know what spaces are required and the area they need.

The schematic design will present the initial pass at how these pieces fit together and if you are trying to fit 10 pounds in a five-pound bag. Efficient space planning is key. Wasted space, excess aisle space, single loaded corridors, all need to be reviewed and refined.

Engineers like rooms for their mechanical and electrical equipment, and code dictates required clearances for electrical panels and mechanical systems. Keeping these to the minimum or taking advantage of corridors for electrical panels often saves valuable space. If possible, accessing mechanical or electrical rooms from doors on the exterior of the building or tenant space eliminates the need for interior corridor space.

Consider vertical space. Oftentimes, some mechanical systems – water heater, water filter, air handlers – can be located on mezzanines or above toilet rooms with access through drop down ladders or access panels. If you have high ceilings, some wall mounted controls can be mounted high on walls or even above the finished ceiling (code permitting) so that critical wall shelf space is not compromised.

Corridors, work aisles in kitchens and bars and storage room dimensions all need to be reviewed with the operator. Kitchen work space requirements vary. Some chefs/operators like tight (30”-36”) work aisles, while others prefer room for staff to pass (42”-48”). Dry storage and walk-in cooler storage space is often determined by the preferred shelving depth (12”, 18”, 24”) with a 36” work aisle. Learn their requirements before making assumptions.

Critical dimensions also affect wall lengths and heights. Exhaust hood lengths are determined by the required equipment and clearances. If hoods are wall to wall, the overall wall length is critical. If they are not the full length of the wall, the location from the end of the wall is critical and needs to be indicated on the drawings. Your kitchen drawings and specifications should show the required length of hood walls and location of hoods if they do not extend the full length. Space is typically required between appliances to move them out for cleaning. This space must be accounted for in determining the overall hood length.  Hood manufacturers consider this when they provide their shop drawings.  But it is always a good idea to verify!

Interior bar dimensions are similarly determined by the underbar equipment. The depth of underbar equipment varies depending on models, added single or double speed rails, refrigeration, glass washing equipment or specialty equipment. Many of these critical dimensions are communicated to the architect by the food service consultant/designer. If not, they need to be confirmed based on the proposed equipment plan and equipment specifications.

One of the most overlooked dimensions are the height of knee walls (die walls) that occur at chef lines, beverage counters and bars. The bar tops and counter tops for these areas are often provided and installed by the millwork sub-contractor while the die wall is framed by the general contractor. Since the finished height of these counters and bar tops must be exact, the construction of the counter/bar top – materials and thickness – needs to be coordinated to ensure that the correct finished height is maintained.

Dimensions communicated to the architect should be noted as “finished” dimensions. This will account for the wall construction detail - substrate materials and all finishes. Critical dimensions for kitchen and bar equipment are “inside clear” or “overall length” when fitting equipment. Many architects dimension wall locations either to wall centerline or to framing.  When you are reviewing their drawings for your critical dimensions you will need to adjust accordingly and verify framing sizes and finishes.

Field conditions may alter some of these dimensions. It is the responsibility of your architect and project manager to monitor these issues and resolve these conflicts.

The battle of revenue producing versus non-revenue producing space is often counterproductive since the entire restaurant must operate effectively. Get your design team to work together to design an efficient space.

When Design Collides with Reality

Field Conditions and Site Visits

Your design is complete and all is good. Everything on paper fits, corners are square, there is adequate circulation, and you are under construction. Take a deep breath and get ready to face reality.

As mentioned often (and we will continue to bring it up), coordination is the Achilles heel of development. The construction process is no exception. Field conditions – the actual built environment – will affect your design. Either from field errors, unforeseen existing conditions following demolition, dimensional busts or changes required to accommodate structure or utilities, revisions will be required to fit the building conditions.

This is why you need scheduled construction meetings, a strong project manager and a knowledgeable equipment vendor who can visit the site, compare field conditions with the construction documents, advise you of discrepancies and help solve problems. Frequent (weekly is typical) construction meetings keep everyone apprised of progress, schedule issues, field conflicts and questions that need answers. A pre-construction meeting with the full construction team – GC and sub-contractors, the design team and owner’s representative - will get everyone on the same starting line, clarify schedules and set expectations.

When field conditions conflict with the construction documents, corrective action needs to be communicated to the contractor and all who are impacted. Rarely does any change just affect one trade. A change in wall dimension may require a utility line to be relocated, a piece of equipment altered or replaced and/or a finish detail changed. This change may require input from consulting engineers, the equipment vendor and/or the contractor. It may require a clarification drawing or a more formal Change Order if it affects the budgets.

With built in furniture, server stations and kitchen/bar equipment, field verification of actual dimensions and fit are essential. Site access may dictate that these pieces are brought in in sections to fit through doors or around corners. Custom fabricated kitchen equipment may need field joints or field welds, depending on their size and site accessibility. Your contracts with these vendors should make it clear that it is their responsibility to inspect the site for access and dimensions and to coordinate their work with the GC and their sub-contractors.

Construction is a moving target. Stay focused and actively involved.

Check Your Work!

The Critical Review of your Equipment Specifications

Everyone makes mistakes, forgets stuff or misses crucial accessories. Equipment specifications are a detailed, complicated document. It is tied directly to your overall equipment plan and through that plan, coordinated with all members of the design team and, ultimately, the construction trades. It is your responsibility, as the owner or owner’s representative to confirm that it is complete, current and correct.

You and your culinary team spent months designing your kitchen, bar and server areas. You did research, tested equipment and made your selections. Your food service designer/specifier followed your directions, made recommendations and, based on this feedback and your collaboration created a design that you reviewed and approved. He then built a detailed equipment specification document that listed all the required equipment, manufacturer, model, utilities, accessories and features, and prepared his required construction documents. All is good.

Except, these documents are complicated, detailed, and often modified or changed based on site conditions or operational refinements. They are also subject to errors and omissions. A comprehensive set of food service drawings should include equipment plans, utilities drawings (rough ins) and schedules, critical details and elevations of all areas so that you can see your equipment from the “front” view. Many designers provide 3D views or fly through videos. If these are accurate, they may enhance your comfort level with the design.

Take the time to review each equipment item listed in the specifications, confirm that it matches what is on the drawings and in the correct location, that it has all the expected features and accessories - correct door swings and utilities - electrical voltage, amps and phase, gas size and location (front or rear connection), water connections, drains, etc.

While it is your responsibility to ensure these documents are correct, coordinating the food service documents with the engineering and architectural drawings is the responsibility of the project architect, consulting engineers and the General Contractor.

You should rely on your professional design team to manage this coordination. But, your failure to perform this necessary review can cost you time and money when utilities need to be changed or equipment that has been ordered is incorrect.

Utilities Nightmare

Put them where you need them

Once you’re open, you will wish you had listened to your gut or your cooks and put in that extra electrical outlet or floor drain. Stringing cords along the floor, running drain lines several feet to a floor sink or not being able to effectively use a worktable because you don’t have the right power for your new appliance creates inefficiencies, hazards and cleaning headaches.

Unfortunately, many restaurateurs rely on their architect and his engineers to locate these utilities.  Food service consultants and equipment vendors provide drawings showing the locations of these utilities. But, unless they are coordinated with the project mechanical, electrical and plumbing engineers, important locations or provisions for future equipment are missed.

Here is the reality. This is your restaurant. Get actively involved in the location and placement of all utilities – water connections, electrical receptacles, floor drains, floor sinks and gas lines. Review the plan with your kitchen equipment vendor, consultant or architect AND your culinary team.

You don’t want to run drain lines too far horizontally. This creates low piping against a wall or under equipment, eliminating potential storage space and making cleaning difficult.  Locate water connections close to where you need them. Some supply connections can have “Tees” to connect to 2 or 3 appliances. This usually happens at beverage stations to feed coffee, tea brewers and hot water towers. Water connections for these and similar appliances can be above the counter for easy access or under the counter for a cleaner look. Either way, be sure you have clear access and plan on penetrations in the counter top for under the counter supply lines.

Electrical power is frequently in short supply. Restaurateurs always add stuff. Always! It is wise to allow for ample extra space in your electrical panel and with your total electrical service. It is cheap insurance for future growth, added equipment or relocated appliances. How much cushion you plan for is a gray area. 25% is not unreasonable. While engineers will account for some spare capacity, restaurants need to err on the side of excess. Adding power later is an expensive fix.

Tabletop appliances may require higher voltage and amperage than a typical convenience outlet. Plan on having 208/1, 30A power at worktables. You can check requirements for food processors, grinders and other heavy or tabletop appliances.  These receptacles should be located above the backsplash of the work tables so that cords are not strung over the front and under the table.

How utilities are installed is a significant issue and should not be overlooked or left to the trades to determine.  Electrical receptacles at worktables need to be mounted above the height of the back splash so that the tables can be secured to the wall or, at least, pushed tight to the wall. Refrigerated bases and other equipment that is plugged in below the counter should have receptacle low so that cords are not above the counter. Cleaning and general maintenance can be greatly affected by how gas, water and drain lines are secured in place. While most health codes require all piping to be 6” off the floor, many drain lines are much lower and secured with hard to clean supports.

Do not allow “Unistrut” or similar braces to secure gas and water piping to walls. They are grease and dust collectors. There are many products on the market that are designed to secure piping to walls. Insist these be specified on the drawings and used.   Do not permit floor mounted supports if possible. This is a maintenance nightmare.

The location of floor sinks is critical since they often receive drainpipes from other appliances that are low to the ground and there is not enough height to maintain the required slope to the drain and still maintain clearance off the floor. Pasta cookers are a prime example.

Most health departments require that these fixtures are readily accessible for cleaning. You can design cabinets and prep tables with access to these floor sinks without having them project out into aisles.  Or, you can put equipment on casters to move them for cleaning.

Careful design and planning can satisfy the code requirements, provide for operational flexibility, accommodate future growth and eliminate potential trip hazards.

Tell Someone Who Cares

Put drawing notes and information where it belongs

Although many design professionals take great pride in their Construction Documents – drawings, specifications, cut sheets, shop drawings - they are not the final product of the design process.  Your end game is to have a well-constructed, completed, functioning and successful restaurant.

Toward that end, the information on these documents must not only be complete but must be in the right place.  The construction trades – plumbers, electricians, mechanical contractors, carpenters – usually reference the drawings that pertain to their discipline. If you put notes and details for the plumber on an Architectural sheet (A series), rather than the plumbing drawings (P series) they won’t be seen.

While you can fall back on the idea that the General Contractor is responsible to review and understand the complete set of documents and to work with his trades to ensure that everyone understands all aspects of their work, the reality is that if a note or detail is missed, errors and delays will occur. Nobody wins.

One of the most egregious abuses of this process occurs with the Food Service drawings (FS or K reference letters). Kitchens and bars are a black hole to many contractors. When wall blocking, wall types or critical dimensions are put on these drawings, they are not necessarily seen by the trades that are responsible for this work.  The same is true for plumbing and electrical notes regarding accessories, mounting details or location of fixtures. These notes and details need to be coordinated with the MEP (mechanical, electrical and plumbing) engineer and noted on their documents.

There is a remedy for this. It goes back to coordination of documents.  Your food service designer/consultant needs to provide this information to the architect who then needs to include this information on the appropriate drawings, where it will be seen by the appropriate sub-contractor.

Throughout the process of completing the Construction Documents, there is constant communication among the design team. Wall locations are refined, dimensioned adjusted to accommodate equipment, seating, aisle and traffic clearances, etc. Additionally, millwork and finish details are finalized.  It is during this period that detailed information is noted on the drawings for the General Contractor and his sub-contractors to rely on for their scope of work. Where this information in located is critical and must be correctly documented by your architect.

Pretty drawings that are not well organized or properly documented will create havoc, delays and added costs on a job site. No one wants that!

OK, Here’s how it works

I build to you, or you build to me

Dear Abby – My girlfriend doesn’t understand me . .  Oh, wait, that’s a different issue. Here’s a better query. My deadline requires that I install the bar drink rail (scupper) as soon as the stone bar top is set. But, there is not enough time to measure and fabricate after the top is installed. What do I do?

Coordination among trades is essential to ensure that components provided from different sources all fit together.  Confirming clearances for under counter refrigeration in millwork or providing cut-out locations and dimensions for ice bins or other drop-in equipment is relatively straightforward although often missed!  The collaborative pieces that require a more precise fit are the ones that can cause problems.

Walk-in coolers that fit between walls often need to be field measured and ordered months before walls are erected or the site is ready for installation. Millwork enclosures around stainless counters or the custom fit of stainless cabinets, corner fillers, expo pass shelves or wall-to-wall custom fabricated counters all require coordination of finished dimensions between the fabricator and the general contractor, millwork sub-contractor or other specialty suppliers. Waiting for one trade to finish and install their work before other elements can be field measured, fabricated and installed is often impractical when dealing with a demanding construction schedule.  The work around is often requiring “hold to” dimensions. In other words, “you build to me or I build to you”.  By clearly documenting what dimensions or clearances are needed to align equipment with walls or millwork, either with approved shop drawings or physical templates, you minimize the potential for custom items not fitting. I say “minimize” because mistakes still happen.

Waiting to build and install tight fitting shelving or cabinets until everything else is in place is risky. Completing these final pieces of a restaurant installation always occur under pressure.  Operators want to receive small wares, set up their kitchens and bars and commence training as soon as they get the green light from the various inspectors. Sometimes inspectors will allow non-food supplies to be delivered and stocked early and staff is eager to get this stuff in the space and on the shelves.

Often,  the owner/operator will hold on measuring, fabricating and installing these items, until after inspections to avoid delayed sign-offs. Installing these last-minute additions and changes often requires trades people to work around staff and supplies. Welding, cutting and drilling are activities that create dirt, metal filings and noise. They are dangerous, make the work harder and takes more time.

While these last minute adds and changes are not uncommon, many of these details can be avoided by clearly defining the sequence of work beforehand. Where possible, equipment that is built into millwork should be delivered to the millwork shop for proper fit. Or, if this is not practical, factory specifications and dimensions for this equipment must be provided to fabricators. Where two separate vendors are providing pieces that must fit together, there needs to be clear direction as to “who is building to whom”. In other words, once you confirm the dimensions of what you are building and the dimensions of the available space, you need to make a crucial decision. Am I going to build to you? Or, are you going to build to me? Once this sequence of work is determined, you will be able to proceed smoothly.

Keep in mind that it is easier to trim wood (and even stone) than stainless steel. Where determining all the various dimensions to form a tight fit is impractical, pick a trade that will be able to build “long” and adjust in the field. If this is not possible, and the only option is to field measure once the pieces are set, then the operator needs to schedule accordingly so that messy/loud/dangerous fabrication adjustments can be made before staff and supplies move in.

The reality is that holding off on stocking and training for a few days to allow your restaurant to be completed will result in a better product, higher quality work and fewer maintenance headaches in the future.

So, back to the earlier question: What do I do?  In restaurants, as in relationships, the answer is always communicate, communicate, communicate!  The sooner these overlapping activities are coordinated and the sequence of work is clearly communicated, the better. The result will be a smooth transition from construction to opening.

Building Your Dream Team

Developing a restaurant in today’s economic climate demands a broad base of expertise.  Within your organization you may have partners with various talents – chef, front of house manager, accounting and finance person. In addition to these skills you will need expertise in site selection/real estate, lease or purchase negotiations, planning and design, construction, marketing/advertising and all areas of operations that are not covered by your internal organization.

If you think it is easy to build this team, you are in for an expensive lesson. It’s not rocket science, but you will need to think through the skills you have and the skills you need. You will also need to determine how you plan to allocate your finite time and skills toward this venture. You may be passionate about design, but can you execute this project alone or do you need to bring on additional professional help. Is your current chef capable of developing the menus and food concept for this venture or do you need fresh insight? Is your partner, who dabbles in real estate, the right person to be searching sites or negotiating a lease?

Take an honest look at your internal team, assess their skill level and then determine the skills you need to add for this project that are missing or require more qualified people to handle a venture of this size and scope.

When assembling your design team, list all the disciplines that will be required:

Legal

Financial

Real Estate

Design/ Architecture

Mechanical, Plumbing and Electrical engineers (MEP)

Structural engineer

Interior designer

Food Service Designer/equipment specialist

Graphic designer

Acoustical designer

Lighting designer

Sound system

Security system

POS system

Other specialty consultants

It may be a larger list than you anticipated and you may not need them all. But regardless of which ones you actually need, you should follow the same process when evaluating and selecting them.

Here are a few guidelines:

1. Establish a clear scope of work, timetable and budget for each discipline.  This is your responsibility although you may need or want help to refine this. It may also evolve once you assemble your team and review it with them.

2. Develop you concept and Design Program. You don’t want to waste time or money with your design team while you flesh out your concept, operating style and design requirements.  They can assist with refining it, but you, as the owner, operator and creator of the concept, must draft the initial working document.  The design team will use this as their road map.

3. Seek recommendations from restaurateurs you trust and who have been down this road.  Referrals are usually a good starting point.

4. Check credentials and talk with their past clients.  Be sure your personalities and approach to the project are compatible.

5. Be involved in the selection of ALL team members. Many architects have a team of consultants that they usually work with. This may be a good starting point, but, as the owner and the one paying the bills, you have a responsibility to meet these people, interview them and feel comfortable with them on your team.  If you are not, don’t let the architect foist them on you.  This is usually true for MEP engineers, food service consultants and specialty consultants.

6. Get formal proposals from all parties that detail their scope of work, fees, expenses and any additional services.

7. Restaurant designs evolve. You want your team to understand that you will keep refining the schematic design until you are comfortable with it. Do not let them limit you to a certain number of revisions or schemes.  However, once you approve a schematic design, they will move on to more details (design development) and changes at this point may trigger added expense.

8. Establish a point of contact and authority to make decisions within your organization. This is the person who will sign off on the various phases of the design. This should be the only person communicating with the General Contractor and authorized to make decisions. Make it clear to your staff that while they may visit the site (supervised) they cannot give any direction to the GC or their sub-contractors.

9. Establish a point of contact on the design team. Usually the architect or someone from their office. All communication must be coordinated with these people.

10. Maintain a paper/email trail for all correspondence and decisions.

11. Stay engaged. You or your representative must be involved in all design decisions that affect the budget, aesthetics and operations.

Enjoy the process. Understand that, unlike your daily restaurant operations, decisions take time. I’ve had operators screaming about waiting a few days or a week for information on hoods, equipment, factory information or answers from consultants. The design process takes time. While you may be an important client, you are one of several, all clamoring for answers and results.

Take the time and put in the effort to get it right.  You will appreciate the time spent when you are open and operating in a well-designed, functioning restaurant.

Later, Dude

“By Others” /”By Owner”/”Verify” - phrases that drive contractors nuts!

“I’ll check”.  “I’ll get back to you”.  “I’m not sure.”  “Haven’t decided yet.” These responses from owners/operators to the design team, create chaos. And you, the owner/operator, will pay handsomely for your procrastination.  

General Contractors and their sub-contractors build based on the information provided on the construction documents – the drawings and specifications prepared by your design team. If information is missing, they have a few options. They can ask for the missing info (issue an RFI – Request for Information), assume (always a bad idea) or leave it out (another bad idea).  Most construction schedules are tight. Drawings are rushed and deadlines or opening dates are looming.

Be proactive and save everyone time and money.  The most common unknowns involve equipment provide by the owner or his vendors – water filtration/conditioning, chemical dispensers, fat removal systems, ice machines, dish machines, soda systems, coffee equipment, specialty equipment – pasta machines, exotic table top equipment, etc.  Get this information from your suppliers and give it to your design team. They are eager to get this information to you as it gives them the inside track to providing this equipment and being awarded the service contract.  

You should not rely on generic specifications.  Most of these vendor-supplied items are available in a variety of sizes, options and accessories.  Knowing the correct specifications for the equipment they will provide is essential for your design team to fit them into or on millwork or custom fabricated counters. Utility configurations – water, drains, electrical requirements – must be communicated to your design team to size and locate these items and call out correct receptacles.

On the other side, don’t allow your design team to put these disclaimers on their drawings. Make it clear that your design team needs to ask for this information and not release their drawings until they get the needed answers.

Once you are under construction, you may still have time to provide this information to the General Contractor and his sub-contractors, but you may be hit with Change Orders for additional work or revisions to existing work.  It is worth delaying the issuing of drawings for construction until these open items are addressed and clarified.

Stop Drawing!

To a hammer, everything is a nail. To Architects and designers, every new assignment is an opportunity to draw; to create an exciting plan and space.

But please, don’t be so quick to draw. Before you put pencil to paper, there needs to be a well-defined goal, objective, concept, - you need to determine all the parts and pieces that will be your restaurant. This is referred to as The Design Program.

Sure, you have your concept – gastropub, neighborhood breakfast/lunch café, American diner, Dinner house, Chef driven restaurant. Whatever your idea is, the details of your concept must be clearly documented. We are not talking about the Business Plan you use to raise funds or the marketing bullet points that differentiate your concept from others. We are focusing on the specifics of your operation beyond your “concept” and desired “market”.

You either start with a space/location/building and determine the concept that works in this spot or you search for a location that fits your concept.

• Required/desired spaces – consider every space that you will need and how big it needs to be. Checklists are good for this exercise and there areresources on the web that offer them. From the entry, vestibule/air lock, coat room, restrooms, host area, waiting area, number of stools at the bar, size and need for event or private dining room space, , bar seating and dining seating, server stations, all the various kitchen stations, equipment needs, storage spaces, office, mechanical room, lockers, etc., you will be surprised at how many of these spaces are forgotten and how much space they require.

• What and how am I cooking – menu items are not that important. How you will be receiving, storing, prepping, cooking styles and techniques, specialty cooking appliances, plating and serving is.

With this Design Program, you can then determine how large a space you need and how you want these pieces to fit. This document is fluid. As you delve into the details of your concept and operating style, you will undoubtedly come up with new ideas and ways of doing things. Your concept and procedures will evolve. Keep updating this document and review it frequently with your team as your design progresses.

Few architects/designers will drill down to this level of detail before they start to “sketch”. Once they start drawing, it will harder to start squeezing in necessary spaces. It is up to you and your team to create this document and to insist that your design team use it as a guide to develop your space.