Operational initiative
Operational Standardisation in a Catering and Events Business
Korewa's Kitchen & Events
- Role
- Founder & Managing Director
- Period
- 2019 – 2023, with continued application in Texas
- Status
- Implemented
The business problem
As my catering, bakery and event work grew, informal, owner-led practice became unreliable. Production, portioning, staffing, purchasing and service quality varied from one event to the next.
Objective
I set out to create repeatable operating practice that protected product quality, customer experience and financial performance as volume increased.
Discovery and analysis
- Reviewed recurring production and service issues across completed events.
- Assessed customer requirements and where they were being lost in handover.
- Evaluated ingredient use, yield and portion control.
- Reviewed event staffing, preparation timelines and handoff points.
- Assessed supplier and inventory decisions against actual demand.
Implemented changes
- Standardised production methods and portion specifications.
- Introduced FIFO and stock controls for perishable inventory.
- Built event-planning checklists covering preparation, transport and service.
- Applied a 5–10% production buffer for events to absorb demand variation.
- Reinforced weighing and tare procedures at the production stage.
- Clarified team responsibilities so handoffs had a named owner.
Outcome
My business delivered consistently across a wide range of events, from small private functions to large weddings, with a team of more than 15 working to documented standards.
Business value
I removed avoidable operational variation and made service delivery repeatable as the business grew beyond what I could personally supervise.
I learned that operational controls have to be simple enough for staff to apply during high-pressure service, or they will be abandoned.
Working through a similar problem?
Tell me what is not working and I will tell you how I would approach the analysis.