S/T - PLANNING AND EXECUTION OF MONTHLY TARGET SALES / A: - CASCADING THROUGH MONTHLY
GENERAL MEETING THE SALES TARGET AND EXPECTATION FOR EVERY TEAM MEMBER, REMINDING
EACH AND EVERY ONE OF THEIR DUTIES. / R - IT IS CLEAR TO EVERYONE WHAT ARE THE EXPECTATION
AND DUTIES THEY ARE ASSIGNED.
S/T: INFORMATION MANAGEMENT / A- ALL NECESSARY DOCUMENTS NEEDED FOR DISPOSAL IS
PROPERLY DISPOSED OF BY CUTTING THEM INTO SMALL UNREADABLE PIECES. ALL NEEDED
DOCUMENTS LIKE DSRP ARE UPLOADED EVERY END OF SHIFT AND HAVE A BACKUP COPY ON THE
DESKTOP. LASTLY, ALL VARIANCES LIKE PAYMAYA AND GCASH ARE BEING HANDLED UPON RECEIVING
THE EMAIL. / R- ZERO TO A FEW BACKLOGS ON VARIANCES AND DSRP.
S/T: QUALITY MANAGEMENT / A- CASCADE AFTER OUR QUALITY AUDIT ALL THE RED FLAGS ON THE
STORE AND THE CORRECTIVE ACTIONS AND PLANS NEEDED TO BE DONE ASAP. TOOLS THAT CAN BE
USED BY EVERY MANAGEMENT TEAM TO EASE WORKLOADS SUCH AS TRAVEL PATH., SHIFT
MANAGEMENT WORKBOOKS ETC. / R: WE ARE BEING REFRESHED DAILY BY WHAT ARE THE STANDARD
OPERATING PROCEDURES THE COMPANY IS IMPLEMENTING.
S/T- CUSTOMER SERVICE DELIVERY / A- WE ARE CONTINUOUSLY COORDINATING WITH GUESTS
ESPECIALLY WHEN TIMES THAT LATE DELIVERY MAY OCCUR DUE TO BAD WEATHER, OR NO RIDER
AVAILABLE. UPON RECEIVING BULK ORDERS, WE ARE IN CHARGE TO CONTACT THE GUEST AND REPEAT
THE ORDER TO THEM SO THAT CONFLICT WILL BE AVOIDED. / R- MORE ORDERS FROM DELIVERY
SEGMENTS AND BULK ORDERS ARE BEING PROCESSED IN OUR STORE.
S/T- RISK AND CRISIS MANAGEMENT / A- RISK AND CRISIS MANAGEMENT IS CONSIDERED ONE OF THE
IMPORTANT THINGS IN OUR FIELD, THE COMPANY PROVIDES A SEMINAR WHEREIN THERE ARE
ASSIGNED FIRST AID PERSONNEL IN THE STORE WHO ARE IN CHARGE WHEN THE UNEXPECTED TIMES
HAPPEN. / R- ASSIGNED ONE FIRST AID PERSONNEL FROM THE TEAM WHO CAN HELP IN TIMES OF
CRISIS OR EMERGENCY / ZERO TO NONE ACCIDENT AS OF NOW.
S/T- FOOD PRODUCTION MANAGEMENT / A: ASSIGNED SOMEONE TO OVERSEE STOCKS WHETHER RAW
OR DRY GOODS. THIS IS TO EASE THE WORKLOAD OF THE MANAGER ASSIGNED TO DELIVERY. CHECKING
OF TEMPERATURE EVERY SHIFT TO ENSURE THERE ARE NO ITEMS OUTSIDE THE TEMPERATURE
CONTROL POINT. ALSO, WE DOUBLE-CHECK ALL RUNNING-OUT ITEMS SO WE CAN ADJUST THE
DELIVERIES FOR THE NEXT BATCH. / R- THIS HAS RESULTED IN A BETTER FORECAST OF RAW AND DRY
MATERIALS NEEDED IN THE OPERATIONS. ALSO, BY THE USE OF TRAVEL PATHS EXPIRED ITEMS ARE
EASILY SEEN.
S/T- INVENTORY CONTROL / A- GOOD FORECAST SAVES A LOT OF TIME. BY ASSIGNING ONE OF THE
REGULAR, ALL RAW MATS NEEDED IN OPERATIONS ARE COMPLETE UNLESS THERE IS SCARCITY IN
WHICH CAN LEAD TO THE UNAVAILABILITY OF ITEMS. OPPOSITE TO THIS IS OVER ORDERING WHICH
CAN LEAD TO EXPIRATION OF ITEMS AND OVERSTOCKING. IMPORTANT KEY ROLE IS GOOD FORECAST/
R- NO UNAVAILABLE ITEM MOST OF THE TIME.
S/T- SALES ACUMEN / STREAMERS, FLYERS, TEXT BLAST / A- WHEN THERE IS AN UPCOMING PROMO /
EXISTING PROMOS NEEDED TO BE ENDORSED. ONE OF THE MOST EFFECTIVE ADVERTISEMENTS IS
THROUGH THE WORD OF MOUTH OF OTHER PEOPLE, ALSO, WE ARE INSTALLING STREAMERS IN
RESIDENTIAL AREAS, AREAS THAT ARE ON THE MAIN ROADS. IN ADDITION TO THAT, WE ARE ALSO
GIVING OUT FLYERS TO CUSTOMERS THROUGH DELIVERY, AGGREGATORS, AND TAKE-OUT
TRANSACTION. / R- WE ARE TARGETING THE GIVEN MONTHLY SALES TARGET.
S/T - PRODUCTION PLANNING AND CONTROL. / A- EVERY MONDAY OF THE WEEK, WE ARE REQUIRED
TO AT LEAST PRODUCE A COPY OF THE PRODUCTION GUIDE IN ORDER TO CONTROL PRODUCTION AND
SPOILAGE OF MATERIALS. / R- THE TEAM KNOWS WHAT THE ITEMS THEY NEEDED TO BACK UP AND THE
QUANTITY. ALSO, IT HELPS LESSEN WASTAGE.
S/T - FINANCIAL ACUMEN ( COL & COS) / A- STRATEGISE ON COL AND COS AND WHAT ARE THE
EFFECTIVE WAYS TO LESSEN THE COST. MAXIMIZING THE TEAM MEMBERS IN THE OPERATIONS, AND
CLEANING OF EQUIPMENT CAN HELP TO REDUCE IN LABOR OF MAINTENANCE. / R-
S/T - STRATEGIC THINKING / A- IN TIMES WHEN WE HAVE THE SAME DATE OF PROMO TO OTHER
COMPETITORS, WE HAVE COME UP WITH SOCIAL MEDIA POSTING, TEXT BLASTS AND EVEN GIVING
FLYER TO PASSERS-BY SO THAT THEY ARE AWARE OF WHAT PROMO AND EVEN ON WHAT DAY IT IS
GOING TO BE LAUNCHES. / R- IT IS CONSIDERED A ONE STEP AHEAD OF OTHER COMPETITORS. ALSO, IT
IS A STRATEGIC WAY OF HOW CAN WE PROMOTE AND FIND THE CAPABILITY OF OUR PRODUCT.
S/T - TEAM MOTIVATION / A- MONTHLY GENERAL MEETING AND GIVING AWARDS TO SELECTED BEST
EMPLOYEES. / R- TEAM MEMBERS ARE EAGER TO WORK AND NO ABSENCE IS BEING RECORDED.
S/T - COMMUNICATION / A- IN CASES WHEREIN COMPLAINTS ARE BEING THROWN AT THE STORE, YOU
HAVE TO KNOW WHAT IS THE CAUSE. YOU HAVE TO HEAR BOTH SIDES OF THE STORY, AND
COMPREHEND AND ANALYZE WHAT REALLY HAPPENS. COMMUNICATE AND THINK OF A WAY YOU CAN
WIN BOTH PARTIES / R: FEW TO NONE COMPLAINTS ON SHIFT
S/T - FLEXIBILITY AND ADAPTABILITY / A- ADAPTING TO CHANGES IN MANAGEMENT AND BEING
FLEXIBLE TO THE GIVEN SCHEDULE. / R- NO CONFLICT IN SCHEDULE, EASE ON DUTY.
S/T - MANAGING CHANGE / A- CHANGE IS CONSTANT, YOU HAVE TO ADAPT TO IT. AN EXAMPLE IS
CHANGES IN MANAGEMENT. WE CANNOT PICK WHO WILL BE YOUR NEXT IMMEDIATE SUPERVISOR, SO
YOU JUST HAVE TO STICK WITH IT AND GO WITH THE FLOW. / R- ADAPTING EVERYTHING TO CHANGES.
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S/T - DEVELOP TALENTS AND LEADERS. / A: ESTABLISHING NEW LEADERS TO STEP UP AND CONTINUE
THEIR GREAT WORK. ENCOURAGE TEAM MEMBERS WHO ARE NEW SO THAT THEY CAN ALSO GET
BETTER AT WHAT THEY ARE DOING. CONSTANT COACHING AND LITTLE CHIT-CHAT WILL DO. / R- TEAM
MEMBERS ARE BEING ENCOURAGED TO WORK HARDER BECAUSE THEY SEE YOU WORK TOO. BRINGING
NEW LEADERS TO THE TEAM IS SOMEHOW EXCITING
S/T- PROBLEM-SOLVING AND DECISION MAKING / A- THERE ARE TWO EXAMPLES IN THIS ONE, FIRST IS
IF YOU CAN SOLVE THE PROBLEM BY YOURSELF AND YOU DECIDE THE NEXT STEP IS AWESOME FOR
EXAMPLE THERE IS AN 86 ITEM ON THE MENU, THE FIRST THING YOU HAVE IN YOUR MIND IS TO
BORROW FROM THE NEAREST STORE. AND VOILA IT IS SOLVED. THE SECOND ONE IS THE ONE THAT YOU
CAN'T SOLVE ALONE AND NEED THE ASSISTANCE OF YOUR IMMEDIATE SUPERVISOR. / R- YOU'LL
LEARN HOW TO INDEPENDENTLY SOLVE THE PROBLEM, HOW TO BE A CRITICAL THINKER IN TIMES OF
THIS.