Case study 1: New Ideas at Work "It's obvious that our food costs are higher than they should be," explained Salmi. "Our new Point of Sale system tells me that we sold 425 portions of beef steak last month. However, we purchased more than 600 portions and I just did a physical count of the steaks in inventory, and there were only 25 units available. I don't know the number of steaks in inventory at the beginning of the month but whatever that number is just represents additional steaks which are unaccounted for." Salmi is a general manager of the Herbal Restaurant, and she is talking to its owner, Syaza. Syaza had inherited some money and had always wanted to own a restaurant . However, she had other business interests and had hired a manager who had been with her in another business for the last four years to manage her new restaurant venture. Salmi was hired about three months ago after that general manager quit, and Salmi was quickly learning about the restaurant's operation including several 'loopholes' in its control system. "I'll be you're correct, Salmi," said Syaza, "it's getting more difficult to pay the bills with cash from operations, and my accountant tells me that the restaurant's profitability is decreasing each month." Source from: The Restaurant: From Concept to Operation Questions: a) Identify the ideal storing and issuing systems which should be in place at the Herbal Restaurant (5 Marks) b) Describe what Salmi should do, to involve existing staff members in the design of the control system. (10 Marks) c) Based on your answer in (b), elaborate ways in implementing your suggestion. (10 Marks)

Case study 1: New Ideas at Work "It's obvious that our food costs are higher than they should be," explained Salmi. "Our new Point of Sale system tells me that we sold 425 portions of beef steak last month. However, we purchased more than 600 portions, and I just did a physical count of the steaks in inventory, and there were only 25 units available. I don't know the number of steaks in inventory at the beginning of the month but whatever that number is just represents additional steaks which are unaccounted for." Salmi is a general manager of the Herbal Restaurant, and she is talking to its owner, Syaza. Syaza had inherited some money and had always wanted to own a restaurant. However, she had other business interests and had hired a manager who had been with her in another business for the last four years to manage her new restaurant venture. Salmi was hired about three months ago after that general manager quit, and Salmi was quickly learning about the restaurant's operation including several 'loopholes' in its control system. "I'll bet you're correct, Salmi," said Syaza, "it's getting more difficult to pay the bills with cash from operations, and my accountant tells me that the restaurant's profitability is decreasing each month." Source from: The Restaurant: From Concept to Operation Questions: a) Identify the ideal storing and issuing systems which should be in place at the Herbal Restaurant. (5 Marks) b) Describe what Salmi should do, to involve existing staff members in the design of the control system. (10 Marks) c) Based on your answer in (b), elaborate ways in implementing your suggestion. Marks) (10