Kitchen Standards in Chain Restaurants: What Does Öztiryakiler’ Model Say?

When a restaurant chain expands from five branches to 50, the kitchen's problem is not just purchasing more equipment.

The real challenge is to replicate the system that works in the first branch at new locations.

Öztiryakiler’s current efforts for chain restaurants focus precisely on this area. The company states that it manages equipment selection, kitchen planning, production, installation, and after-sales services within a single structure, and that it conducts production and stock planning according to the opening schedules of chain clients. Gastronomy Turkey's content dated September 1, 2026, also discusses this model particularly in relation to the need for standardization among multi-branch restaurants and coffee brands.

Since this content is essentially a company-focused announcement, results such as "operational efficiency" or "standard quality" should be evaluated as statements regarding the company's solution approach rather than independent performance measurements.

As the chain grows, the equipment list is not enough

When opening a single restaurant, the kitchen can largely be designed according to the square footage, menu, and team of that location.

In chain operations, the equation changes.

New branches may have different square footage. Electrical and gas infrastructure may vary. The hood capacity, storage area, or delivery point may differ. Nevertheless, it is expected that the product received by the customer comes out with the same recipe, cooking time, and service standard as much as possible.

Therefore, the right question in a chain kitchen is not just "which oven shall we buy?"

It is also:

Can this equipment produce the same output across all branches?

Is it easy for the staff to learn?

Can it be set up quickly in the new branch?

Is its capacity sufficient during peak hours?

How quickly can it be intervened when service is needed?

Are spare parts available?

These questions also need to be answered.

In the model explained by Öztiryakiler, brand-specific project teams, R&D support, and production-stock management according to the branch opening plan are associated with these needs.

Kitchen standardization is actually the physical infrastructure of the recipe

A chain's brand standard is often discussed through menu, decoration, and service language. However, a significant part of product standardization occurs in the physical structure of the kitchen.

The reason why the same burger may come out differently at two branches may not solely be the chef's skill.

The grill temperature may vary.

The cooling capacity may be insufficient.

The layout of the preparation counter may cause unnecessary movement for the staff.

The fryer capacity may be low for peak hours.

If the dishwashing turnaround is slow, the service equipment may not be able to return on time.

Therefore, kitchen design cannot be evaluated separately from operational procedures.

According to Gastronomy Turkey, Öztiryakiler evaluates elements such as work organization, equipment layout, and ease of use during service by also receiving support from chefs in projects. The concrete performance outputs of this approach have not been independently disclosed; however, considering user and operational flow in kitchen planning is a logical design criterion in terms of chain operations.

Timing is as critical as equipment in opening a new branch

The cost of a delay in opening for chain brands is not just the construction expense.

Rent may have started.

Staff may have been hired.

A marketing campaign may have been planned.

The franchise investor may have tied up their capital.

Therefore, the timely production, delivery, installation, and commissioning of the equipment is one of the critical parts of the opening schedule.

Öztiryakiler states that it conducts production and stock planning according to the branch opening program in its chain projects. Operational points in Istanbul, Ankara, Antalya, Izmir, and Bodrum are also utilized to provide field support during discovery and implementation processes. The company's corporate page states that it has a wide dealer and after-sales service structure across Turkey.

The more general lesson that can be drawn here for chain businesses is this:

When selecting an equipment supplier, one should not only look at the purchase price but also at the capacity to comply with the opening schedule.

After-sales service, the unseen cost item of the chain

Equipment failure in a professional kitchen is not an ordinary technical issue.

A fryer, oven, or dishwasher that breaks down during peak service can directly cause a loss of capacity.

Some items may be temporarily removed from the menu.

Preparation time may extend.

Staff may have to switch to an alternative workflow.

Therefore, when calculating the total cost of the equipment, maintenance and repair costs should also be added to the purchase price.

Öztiryakiler states in its corporate information that it has a widespread after-sales service network in Turkey; the company also provides 24/7 fault reporting, maintenance, and reporting services. The current corporate page mentions that the production scale has reached over 130,000 square meters of closed area, with more than 1,400 employees and a product portfolio of approximately 5,000 varieties. These scale figures are company statements.

The KPI that should be monitored from the perspective of chain operations should be more concrete than the number of service networks:

Time to first intervention for a fault.

Solution rate on the first visit.

Waiting time for spare parts.

Planned maintenance cost.

Annual downtime of the equipment.

Because a wide service network only creates operational advantages when these indicators are good.

Which chains does Öztiryakiler work with?

The company's current corporate content states that it acts as a solution provider in projects for restaurant chains such as Burger King, Tavuk Dünyası, BigChefs, and Günaydın; and coffee brands such as Espressolab and Costa Coffee. Gastronomy Turkey's current news also reports a broader project list including KFC, Popeyes, Happy Moon’s, Nobu, Zuma, and various local and foreign brands.

These brand lists are based on company and company-sourced publication information. Detailed independent project data regarding how many branches each brand has, which equipment group was serviced, or for which period is limited in open sources.

Therefore, it is more accurate to read the list as a reference statement regarding the company's project experience rather than as customer satisfaction or performance proof.

The Hoshizaki partnership is a separate scale indicator on the production side

Öztiryakiler's international structure includes a significant partnership with Japanese professional kitchen equipment manufacturer Hoshizaki.

According to Hoshizaki's official records, the company invested in Öztiryakiler in 2019, initially acquiring a 28.6% stake. With subsequent share purchases, Öztiryakiler became part of Hoshizaki's consolidated subsidiaries. Hoshizaki had stated that this investment was part of its strategy to develop commercial kitchen equipment activities in Europe, the Middle East, and Africa.

This partnership does not solely validate the performance of chain restaurant projects. However, it indicates that the company's production and international distribution capacity should be evaluated within a broader industrial structure.

What data should chain businesses request from suppliers?

As kitchen investments grow, making purchasing decisions based solely on catalogs is risky.

It may be beneficial for multi-branch brands to request as much of the following information from suppliers as possible:

Actual hourly production capacity of the equipment.

Energy consumption.

Maintenance period.

Availability of critical spare parts.

Warranty coverage.

Fault intervention time.

Staff training needs.

Installation time for the new branch.

Total cost of ownership.

Rate of use of the same equipment across different branches.

This data makes it easier to understand whether standardization is truly economical.

Equipment that is purchased cheaply but frequently breaks down or needs to be re-adapted at every new location of the chain can increase investment costs in the long run.

Standardization should not mean making every branch the same

Another risk in chain kitchens is excessive standardization.

Not every location has the same physical conditions.

A shopping mall branch is not the same as a street restaurant.

A drive-thru kitchen is not the same as a food court operation.

A branch with high delivery volume may have a different production flow than a restaurant that primarily serves dine-in customers.

Therefore, the right model may be to adapt standard modules to different locations rather than copying all kitchens exactly.

The cooking line, cooling capacity, or preparation area can be tied to certain standards while capacity and layout can be scalable according to location.

Stafflink’s view

In our opinion, the most critical concept in kitchen investment for chain restaurants is not the equipment, but repeatability.

If a brand establishes a kitchen that works very well in its first branch but is known only to a few experienced employees, requires special intervention, or constantly causes technical issues, it will multiply these problems as it grows.

The right kitchen standard can enable new employees to learn faster, branches to produce more similar products, and the business to manage maintenance costs more transparently.

The project that Öztiryakiler claims to offer, which aims to consolidate production, installation, and after-sales services into a single structure, seeks to address this need. However, for chain businesses, the success criterion is not the supplier's brand list.

How many days does it take for the new branch to go live, how many hours does the equipment stay operational, is the product standard maintained, and what is the total cost of ownership?

The real performance of professional kitchen investment emerges in the answers to these questions.