Chapter 7 — Quiz

Twenty-four self-check questions. Answer from memory first; the key is collapsed at the bottom.

Multiple choice

1. A Type I hood is required over equipment that produces: - (a) heat and condensate - (b) grease-laden vapors - (c) steam only - (d) any equipment drawing more than 15 amps

2. Make-up air is: - (a) the air a hood removes from the kitchen - (b) outdoor air mechanically supplied to replace what the exhaust removes - (c) recirculated dining-room air used to cool the line - (d) the air a walk-in's condensing unit rejects

3. Bellwether's dining room is 890 sq ft with 56 seats. Square feet per dining seat is: - (a) 12.4 - (b) 15.9 - (c) 25.0 - (d) 41.2

4. 95 covers on 68 seats is a turn rate of approximately: - (a) 1.15 - (b) 1.40 - (c) 1.62 - (d) 1.81

5. The kitchen should be sized to: - (a) the average night's covers - (b) the annual cover count divided by services - (c) the busiest hour of the busiest night - (d) the seat count times the check average

6. Using the 37% peak-hour planning rule, a 135-cover night implies peak-hour entrées of about: - (a) 35 - (b) 42 - (c) 50 - (d) 68

7. Bellwether's binding production constraint is: - (a) square footage of back of house - (b) the sauté station - (c) the hearth, and the pass behind it - (d) the walk-in cooler

8. A construction contingency should not be spent on: - (a) a concealed condition found under the slab - (b) work the fire marshal requires that was not on the drawings - (c) a scope item that is now fully identified, drawn, and priced - (d) water damage discovered inside a demising wall

9. Bellwether's solid-fuel package — hood, duct, roof work, fan, make-up air, controls, fire protection, and grease interceptor — totals: - (a) \$26,000 - (b) \$49,000 - (c) \$53,500 - (d) \$75,000

10. The amount that had to be found through value engineering inside the \$310,000 line was: - (a) \$26,000 - (b) \$49,000 - (c) \$53,500 - (d) \$75,000

11. Which of these did not get cut in Bellwether's value engineering? - (a) the specified reclaimed-plank dining floor - (b) the restroom finish package - (c) the acoustic treatment - (d) the decorative lighting package

12. The patio was removed from the value-engineering list because: - (a) the landlord would not permit it - (b) it carries \$64,800 — 46.5% of the revenue bridge and 4.2% of forecast revenue - (c) sidewalk seating is exempt from occupant load - (d) the furniture had already been ordered

13. Occupant load is: - (a) the same as the seat count - (b) the number of staff permitted in the kitchen - (c) a code-derived figure from floor area and use, usually larger than the seat count - (d) set by the landlord in the lease

14. The item most dangerous to buy used is: - (a) stainless work tables - (b) shelving and racks - (c) refrigeration - (d) dining furniture

15. A common working-aisle width behind a hot line, by trade convention, is: - (a) 24 inches - (b) 30 inches - (c) 36–48 inches - (d) 60 inches

16. Moving a service well four feet, at a one-time cost of \$2,400, saved roughly \$3,813 a year. The payback period is closest to: - (a) 3 months - (b) 7–8 months - (c) 2 years - (d) 5 years

Short answer

17. Write the arithmetic that converts a layout change into annual labor dollars, using paces, feet per pace, feet per second, services per year, and a loaded hourly rate.

18. A restaurant's FOH is 1,900 sq ft with 76 seats, and its dining area alone is 1,020 sq ft with 60 of those seats. Compute both square-feet-per-seat figures and say which one a designer works to.

19. Explain in two sentences why a hood is "not a line item but a change to the building," using Bellwether's three trades.

20. State the seven-step order of cutting from §7.6, in sequence.

21. Bellwether's revised contract sum is \$259,500 with a \$9,000 contingency. Express the contingency as a percentage of the contract sum, state the rule-of-thumb range, and compute the dollar shortfall at the bottom of that range.

22. Why does the equipment lease in Bellwether's capital stack constrain the "buy used and save" instinct?

23. Explain why seating density is a pricing decision rather than a furniture decision, using Chapter 2's check build.

24. The construction line is \$310,000 both before and after this chapter, and the cost per rentable square foot is \$110.71 both times. What changed, and where would a reader verify it?

Answer key — try all twenty-four first **1.** (b) — Grease-laden vapors: ranges, fryers, charbroilers, griddles, and solid-fuel appliances. A Type II handles heat and condensate only. **2.** (b) — Outdoor air supplied to replace exhausted air, usually the large majority of the exhaust volume, tempered in cold climates. **3.** (b) — 890 ÷ 56 = **15.9**, which is upscale-casual density and the right band for a \$46 check. (c) is FOH per interior seat; (d) is total building per seat. **4.** (b) — 95 ÷ 68 = **1.397 ≈ 1.40**. **5.** (c) — The constraint is instantaneous. A kitchen sized to the nightly average fails in the hour that matters. **6.** (c) — 135 × 0.37 = 49.95 ≈ **50**. **7.** (c) — At 50 peak-hour entrées with 50% routing, the hearth runs 25 against a sustained ceiling of 28 (89%), and the pass runs about 42 tickets against roughly 45. **8.** (c) — A contingency covers costs certain to occur that cannot yet be identified. Known, drawn, priced scope is funded from scope. (a), (b), and (d) are exactly what it is for. **9.** (d) — \$52,000 mechanical + \$6,500 fire protection + \$16,500 plumbing = **\$75,000**. **10.** (c) — \$75,000 − \$26,000 of allowances = \$49,000, plus \$4,500 of additional soft cost for re-drawing and re-permitting = **\$53,500**. **11.** (c) — The acoustic treatment stayed even though the hung ceiling above it went. A hard room costs check average and repeat visits forever — an operating cost traded for a one-time saving. **12.** (b) — Cutting roughly \$8,000, about 2.6% of the construction line, to endanger 4.2% of revenue loses money in year one and every year after. **13.** (c) — A building official's calculation from floor area and code-assigned factors by use. It drives egress and plumbing fixture counts, and it varies by jurisdiction. **14.** (c) — A compressor failure is a walk-in full of product at 3:00 a.m., a temperature violation, and a service you cannot run. Note also that used equipment often cannot be leased. **15.** (c) — 36–48 inches; Bellwether uses 42. Trade convention, not a code minimum — your equipment depths and door swings decide it. **16.** (b) — \$3,813 ÷ 12 = \$318 a month; \$2,400 ÷ \$318 ≈ **7.5 months**. **17.** $\text{annual hours} = (\text{trips per service} \times \text{paces saved} \times 2.5) \div 3 \div 3{,}600 \times \text{services per year}$; then × loaded hourly rate. Payback in months = one-time cost ÷ (annual dollars ÷ 12). **18.** FOH per seat: 1,900 ÷ 76 = **25.0**. Dining area per seat: 1,020 ÷ 60 = **17.0**. The designer works to the second — 17.0 is upscale-casual density — because FOH includes the bar, restrooms, entry, stations, and circulation, none of which anybody sits in. **19.** The solid-fuel scope landed in three separate trade lines — mechanical (\$52,000), fire protection (\$6,500), and plumbing (\$16,500) — and one of them, fire protection, carried no allowance at all. It also changed the roof structure, the permit valuation, and the drawings, which is why it dragged \$4,500 of soft cost with it. **20.** Never compliance · never capacity · never anything that converts capital into a permanent operating cost · cut what the guest cannot perceive · cut what the guest perceives but does not price · defer what can genuinely be bought later out of operations, with a date and a number · only then reduce scope the guest experiences — and at that point ask whether the project is the right size. **21.** \$9,000 ÷ \$259,500 = **3.5%**. The rule of thumb is 10–15% of hard cost. At 10% the contingency would be \$25,950, so the shortfall at the bottom of the range is **\$16,950** — and at 15% (\$38,925) it is \$29,925. Note the percentage rose from 3.4% only because the contract sum shrank; that is arithmetic, not improvement. **22.** Lessors generally finance new, titled, serial-numbered assets with a resale market. Bellwether carries a \$60,000 equipment lease in its capital stack; money borrowed against equipment does not exist if the equipment is a private-party purchase off a closed restaurant. **23.** Chapter 2 built the \$46 check from an occasion mix in which 30% of covers are special-occasion guests at \$57. A 12-square-foot-per-seat room, where a two-top hears the next table's whole conversation, does not sell a \$57 check. Four dollars of average check across 36,140 covers is **\$144,560** a year — more than the added seats could have earned even if the kitchen could have produced them. **24.** The **scope** changed. Three trade lines absorbed a \$49,000 increase, six lines absorbed \$53,500 of reductions, and \$4,500 shifted from hard cost to soft cost. Verify it by adding the ten re-cut hard lines to \$259,500 and the three soft lines to \$41,500, then \$259,500 + \$41,500 + \$9,000 = \$310,000 — Figure 7.8, read against Chapter 6's Figure 6.5.