Module 26 — Improving Restaurant Performance
What is
in it
for
you
Leading a Restaurant
The RGM is responsible for ensuring that
the restaurant runs efficiently, by driving
results in 4 areas of the business:

Customers.

People.

Sales.

Profit.
Results in these areas are the
key indicators of total restaurant
performance. This balanced
approach will drive long-term
results by helping the RGM:
How We Work
Together

Deliver C.H.A.M.P.S.
Excellence.

Recruit, train, and keep qualified Team Members.

Drive sales growth.

Achieve financial goals.
You cast a leadership shadow of Executional Excellence
and Customer Mania by using the Balanced Scorecard to
improve restaurant performance.
Module Trainer
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Module 26 — Improving Restaurant Performance
Module
Planning
Meeting
Leading a Restaurant
Agenda
Discuss:
– Module purpose.
– Activities.
– Trainee and Module Trainer expectations.
– How communication will occur.
Agree on Training Schedule.
Obtain materials.
Notes
Module purpose:
To identify RGM responsibilities for improving results in all areas of the
restaurant to help reduce costs and increase profits.
Module preparation:
 Review module objectives and activities.
 Have tools and resources for the module available.
 Find answers to questions specific to your restaurant policies and guidelines.
 Identify Standards Reference System pages the trainee needs to read.
 Develop a Training Schedule for this module. (Some activities can be grouped
together.) This module may require a 30-day time frame to schedule all
activities.
During the meeting:
 Review learning objectives listed on the Contents page and discuss all terms.
 Set expectations for trainee’s training.
 Go over each activity. Point out activities that need special scheduling or
support from others. Tell the trainee you will review all answers.
 Explain how to get materials needed to complete activities.
 Tell the trainee to answer every question with a complete answer.
 Provide the module Training Schedule.
 Explain your role during training.
 Tell the trainee to give recognition to others while completing the training.
Conclude the meeting:
 Ask for commitment from the trainee to complete the modules.
 End with a statement of support.
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Module 26 — Improving Restaurant Performance
Leading a Restaurant
Contents
By doing
activity . . .
Learn to . . .
Understand How to
Analyze Balanced
Scorecard
Take Action to
Improve
Performance
Prepare and Present
a Period Business
Plan
Show your
knowledge . . .
Starting
on page . . .
And using . . .
26-1
17
30 min.
26-2
19
1 hr.
26-3
26
2 hr.
26-4
31
2 hr.
Balanced Scorecards for your
restaurant for current and
previous year
 Standards Reference System:
Balanced Scorecard
 Tools used to measure
restaurant performance
26-5
34
2 hr.

26-6
39
8 hr.
26-7
45
2 hr.
26-8
49
1 hr.
26-9
52
4 hr.
26-10
53
3 hr.

Tools and processes used in the
restaurant to improve
performance
 Building a Great Restaurant
Roadmap
 Pacesetter reference material

Period Business Review
Worksheet and/or preparation
tools
 Period Business Review data
By doing
the . . .
Quiz
Skills
Assessment
55
15 min.
58
8 hr.
Total Time
For . . .
33 hr. 45 min. Trainee
12 hr.
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Module Trainer
3
Module 26 — Improving Restaurant Performance
Terms
Leading a Restaurant
Review the module terms and definitions that
follow.
If the term used in your restaurant is different, write
it in the box provided.
Action plan
Plan that addresses the cause of a negative trend or
opportunity. The RGM decides what needs to be done
to correct the opportunity identified. Then the RGM
completes an action-planning card by determining
SMART objectives and action items. The plan is then
implemented and results tracked.
Balanced Scorecard
(BSC)
Report showing targets and results in key areas
(people, customers, sales, profit), for each restaurant,
Area, Market/Region, and for the whole business
bench planning
Process used to identify current staffing levels and to
identify Team Members that are ready to fill open
positions (your “bench”), as well as Team Members
that need to be trained before promotion. Also used to
forecast staffing needs over the next 4
months/periods.
Business Review
A structured review of key restaurant performance
measures during the last period. It allows the RGM
and the Area Coach to review restaurant performance
by highlighting strengths and opportunities (also called
Period Business Review).
Cost of labor (COL)
The cost of all wages paid to the restaurant team,
including management
cost of sales (COS)
The sum of all actual product and paper costs (also
called food and paper costs)
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Module 26 — Improving Restaurant Performance
Leading a Restaurant
pacesetter
Pacesetter restaurants give an example of the best
results that can be achieved by a specific type of
restaurant with a specific sales volume and location.
These restaurants are used as resources for input and
ideas for other restaurants with comparable sales
volume and locations. Pacesetter is not used in all
areas. Check with your Module Trainer to see if it is
used in your Area.
Percentage of 100%’s
(% of 100%’s)
The figure indicating the percentage of
CHAMPSCHECK scores of 100% that the restaurant
earned.
Period Business
Review
A presentation about restaurant performance given by
the RGM to an Area Coach, and sometimes to the
Region Coach (also called Business Review)
Profit and Loss (P&L)
Statement
A financial report that is generated at the end of each
period. It details your restaurant’s sales and expenses.
The statement is used to help identify issues or
opportunities for increasing profits in your restaurant.
Semi-variable costs
Expenses that have an indirect relationship to sales
volume. Examples include cost of maintenance,
cleaning supplies, telephone, etc.
SMART objectives
Model used to establish objectives for an action plan.
SMART objectives are Specific, Measurable,
Actionable, Realistic, and Timely.
Target
Company financial goals or objectives
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Module 26 — Improving Restaurant Performance
Leading a Restaurant
Team Member
Orientation
Takes place before the Team Member actually begins
training in a position at the restaurant. Program
includes learning about brand essence, C.H.A.M.P.S.,
Customer Mania, and the How We Work Together
Principles.
Variance
The difference between actual results and what you
expected or reported. Expressed in quantity and/or
monetary value.
Voice of CHAMPIONS
A survey completed once a year by Team Members to
rate their work environment. It is used as a
developmental tool to help the management team
become more effective and the restaurant a better
place to work. It is based on the How We Work
Together Principles and provides a well-rounded view
of how managers are perceived by others. It can be
used to create a personal development plan
(Individual Development Plan).
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Module 26 — Improving Restaurant Performance
Leading a Restaurant
Balanced Scorecard
Overview
The Balanced Scorecard (BSC) gives us objective
information about results. We use the information to decide
how to develop action plans to improve in the future. The
Balanced Scorecard gives results in the 4 areas that drive
Restaurant Excellence: customers, people, sales, and profit.
Use a balanced approach when you respond to Balanced
Scorecard results. Results in the 4 areas are connected. If
performance in one area is low, it will impact performance in
the other areas. You need positive results in all areas to
achieve success.
Your restaurant will not do well if you focus on one area but
ignore other areas. For example, do not just focus on
CHAMPSCHECKs (Customers) and ignore staffing (People).
Manage all parts of your business consistently. Avoid
focusing too much on just one area.
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Module 26 — Improving Restaurant Performance
Leading a Restaurant
To keep all the parts of your operation running smoothly to
be successful, you need:
8

Satisfied customers to provide the sales.

Skilled and committed Team Members to suggest, make,
and serve great food for the customers.

Sales to drive the profit.

Effective managers to manage all areas of the
restaurant.

Constant communication and coaching to help Team
Members perform to standards so the restaurant
achieves its targets.
8/2004
Developing CHAMPIONS
Module 26 — Improving Restaurant Performance
Leading a Restaurant
Here are some ways to measure results. The measures on
your Balanced Scorecard may be different.
Category
Customers
Measurement Tools




People






Sales


Profit


Developing CHAMPIONS
Why Important
CHAMPSCHECK
–
% of 100%’s
C.H.A.M.P.S. Excellence
Self-Audit
C.H.A.M.P.S. Excellence
Review (CER)
Customer feedback
(1-800 calls)
Customer measures on the
Balanced Scorecard help us:
 Understand how customers see
us.
 Find out what we need to do to:
–
Deliver 100% C.H.A.M.P.S.
–
Deliver Customer Mania.
 Find out what percentage of our
CHAMPSCHECK scores are
100%
Turnover
Retention
Training
Staffing
Safety
Voice of CHAMPIONS
Balanced Scorecard people
measures help you focus on
building and maintaining an
effective team.
Net sales to Plan
Sales vs. last year
Sales results reflect the restaurant’s
success in every area of the
business. Customer and people
results impact sales. But sales
results (along with profit) are critical
to our survival and success.
Restaurant Controllable
Profit (RCP) to Plan
Restaurant Controllable
Profit (RCP) vs. Flow-thru
An important part of financial
success is increasing the
restaurant’s profit. The BSC shows
how the restaurant is performing
against profit targets.
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Module 26 — Improving Restaurant Performance
Leading a Restaurant
Customer Measures
A customer who has a positive experience is likely to come
back. A customer who has a negative experience probably
will go to a competitor next time.
Be objective when you look at customer measures.
Remember that CHAMPSCHECK feedback is our customers
telling us about their experience. Look for solutions.
Delivering 100% C.H.A.M.P.S. helps drive success because
it has the biggest impact on the customer experience. There
are many tools to help improve customer scores. For
example, completing C.H.A.M.P.S Excellence Review (CER)
action plans can help make a difference in your results.
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Module 26 — Improving Restaurant Performance
Leading a Restaurant
People Measures
The customer experience will never be better than the Team
Member experience. Only Team Members who are happy,
involved, and treated well can be Customer Maniacs.
Balanced Scorecard people measures show how well we
are doing at:

Living our How We Work Together Principles.

Creating a work environment in which Team Members
want to stay and want to be Customer Maniacs.
The work environment and the Team Member experience
directly impact the measures that follow.
Team Turnover
The Balanced Scorecard measures:

Actual turnover for the year.

The percentage of turnover improvement over the
prior year.
Both measures are important. For example, a manager who
comes to a restaurant with high turnover shows positive
results by reducing turnover from the prior year percentage
— even if the manager does not reach the turnover target.
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Module 26 — Improving Restaurant Performance
Leading a Restaurant
Team Retention
The BSC measures the percentage of Team Members who
stay more than 90 days. If you can keep Team Members at
least 90 days or more:

They are more likely to know their jobs.

They often are more committed to their work.

You can spend less time recruiting and training and more
time developing your team to reach goals.
Orientation and Core Training
The goal is to have all Team Members certified within
14 days of hire.
Staffing
Staffing measures show how close the restaurant is to ideal
staffing levels. Ideal staffing levels are calculated using the
existing local staffing formula. “% Staffing” is calculated by
dividing the actual number of Team Members for the period
by the ideal number of Team Members for the period.
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Module 26 — Improving Restaurant Performance
Leading a Restaurant
Safety
Safety measures reflect employee and customer claims,
including workers’ compensation and liability injury claims.
Voice of CHAMPIONS
Team Members rate their work enivronment once a year
when they complete the Voice of CHAMPIONS Survey. It is
based on the How We Work Together Principles. Results
are used to help make the restaurant a better place to work.
Sales Measures
The restaurant team impacts sales by driving 100%
C.H.A.M.P.S. with a YES! Attitude. This gives customers a
great experience that will make them want to come back
soon and often.
The Balanced Scorecard measures:

Net sales compared to Plan. “Plan” is targeted sales.

Sales compared to last year’s sales performance. This
shows percentage of growth.
Sales data is taken directly from the P&L Statement.
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Module 26 — Improving Restaurant Performance
Leading a Restaurant
Profit Measures
To help increase profits, the RGM must continue to:

Increase sales.

Reduce expenses.
The RGM uses daily and weekly reports in the day-to-day
operation of the restaurant. The reports help the RGM
operate the restaurant cost-effectively.
The Balanced Scorecard gives a period snapshot of key
restaurant performance indicators. It measures:

Restaurant Controllable Profit (RCP) to Plan.

Restaurant Controllable Profit (RCP) vs. Flow-thru.
The Profit and Loss (P&L) Statement gives the RGM a
complete look at the restaurant’s financial situation for the
previous period. It shows the combined results of all the
actions taken in the restaurant over all the shifts during the
time frame reported. The RGM also uses the P&L Statement
to identify year-to-date trends.
The Pacesetter tool may be used in some restaurants as a
measure when flow-thru data is not available. Each
restaurant’s RCP percentage is compared to the Pacesetter
score for the Brand/Division.
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Module 26 — Improving Restaurant Performance
Leading a Restaurant
How Targets Are Set
You are accountable for meeting Balanced Scorecard
targets. BSC results:

Impact your bonus.

Are reflected on your performance appraisal.
Balanced Scorecard targets are based in part on last year’s
performance. The goal is to:

Beat year ago results, and

Meet or exceed Plan.
For example, sales targets for the current year are based in
part on sales results for the same time period the previous
year. However, “Beat Year Ago” (BYA) is more than just
posting a higher number than the previous year. Targets are
set based on a percentage increase established by the
company.
Beat Year Ago is used to establish both Balanced Scorecard
and Plan targets. Other factors, such as company goals and
priorities, also impact performance targets. RGMs focus on
improving results to meet Balanced Scorecard targets and
Plan.
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Module 26 — Improving Restaurant Performance
Leading a Restaurant
Analyze Balanced Scorecard Results
Use the E.A.R.S. process — Explore, Analyze, Respond,
Make it Stick — to analyze Balanced Scorecard results and
identify opportunities.
Explore

Compare results to the target.

Explore:
– Successes you can celebrate with the team.
– Performance gaps.
– Your restaurant’s greatest opportunities.

Gather facts. For example:
– P&L reports.
– CHAMPSCHECKs.
Analyze
Identify opportunities. Move from the big picture to a more
detailed picture.

Decide if each opportunity is an isolated incident or a
pattern.
– Focus on patterns.

Identify root cause.
– Do not reach a conclusion until you have asked “Why”
5 times to get to the root cause.
Think about how BSC measures are connected. An issue in
one area can lead to issues in other areas.
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Developing CHAMPIONS
Module 26 — Improving Restaurant Performance
Activity
Leading a Restaurant
Understand Balanced Scorecard
Targets
26-1
Review the most recent Balanced Scorecard report
available in your restaurant and the Balanced
Scorecard for the same time period in the previous
year.
Answer the questions.
1.
2.
Developing CHAMPIONS
What factors contributed to current Balanced Scorecard
targets for this restaurant?
How do Balanced Scorecard results impact performance
evaluation and compensation?
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Module 26 — Improving Restaurant Performance
3.
18
Leading a Restaurant
How do Balanced Scorecard results impact the RGM’s
bonus?
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Developing CHAMPIONS
Module 26 — Improving Restaurant Performance
Activity
26-2
Leading a Restaurant
Analyze Balanced Scorecard
Results
Review Brand/Division reference materials
about:
 Balanced Scorecard
Page(s) _________________________
Read the case study.
Then review the Balanced Scorecard report that
follows.
Use the E.A.R.S. process to analyze results.
Answer the questions.
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Module 26 — Improving Restaurant Performance
Case Study
Leading a Restaurant
Kurt is the RGM of a restaurant that has been open 1 year.
Although sales levels are acceptable, there are several day
parts that are very slow and not profitable. Kurt had hoped
that a new promotion would bring in more customers.
Kurt had discovered through research of the surrounding
area that a large senior citizen population lived within 3
miles of the restaurant. Since the promotion offered “early
bird” specials, Kurt decided to try to attract the senior
citizens to the restaurant during non-peak hours. He
contacted local senior citizen organizations and offered
tours of the restaurant.
Several organizations responded and scheduled tours. The
day of the first tour arrived. A half-hour before the tour was
scheduled to begin, a manager conducted a
CHAMPSCHECK and discovered several problems in
meeting the standards for Cleanliness and Speed with
Service. Every effort was made to correct the problems
quickly. Unfortunately, the tour group arrived before all
problems were corrected.
Kurt thanked the visitors at the conclusion of the tour.
During the following weeks, very few senior citizens came
in for early bird specials. Kurt decided the promotion was
not a good idea. He was not sorry when the company
discontinued it.
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Developing CHAMPIONS
Module 26 — Improving Restaurant Performance
Leading a Restaurant
Sample Balanced Scorecard*
Restaurant Level Scorecard
Period 1 2004
BALANCED SCORECARD
Period 1 2002
WEIGHT MEASURE
30%
5%
25%
40%
20%
15%
5%
15%
15%
15%
10%
5%
100%
CUSTOMER
CHAMPSCHECK
SPEED OF SERVICE
FRONT COUNTER OTD % < 90 / 150 SEC.
DRIVE THRU WT % < 60 SEC.
DELIVERY % < 30 MIN.
CHAMPS EXCELLENCE REVIEW (CER)
1-800 COMPLAINTS/1,000 TRANSACTIONS
BMU DEFIND CUSTOMER
PEOPLE
TURNOVER
ANNUALIZED TEAM TURNOVER
% IMPROVEMENT OVER PRIOR YEAR
ROLLING 13 PERIOD
# TEAM MEMBERS LOST
% TEAM RETENTION > 90 DAYS
% NEW TEAM TRAINED IN 14 DAYS
TEAM MEMBER STAFFING VS. IDEAL
SAFETY - EMPLOYEE CUSTOMER CLAIMS
BMU DEFIND PEOPLE
SALES
NET SALES VS PLAN
NET SALES VS LAST YEAR
BMU DEFIND SALES
PROFIT
RCP VS FLOW-THRU
RCP VS PLAN
RCP VS LAST YEAR
BMU DEFIND PROFIT
OVERALL SCORE
85%
CURRENT PERIOD
MEASURE RATING
1.17
84.0%
2
QTR TO DATE
MEASURE RATING
1.33
85.0%
3
YEAR TO DATE
MEASURE RATING
1.33
88.0%
3
85%
71.0%
76.0%
89.0%
3.5
75.0%
89.0%
3.4
TARGET
1
2.0
4.63
1
4.63
130%
15%
0.0%
15.0%
5
3
98.0%
16.0%
5
3
69%
93%
0
87.0%
100.0%
4
5
8
87.0%
100.0%
4
5
$0
$0
98%
103.0%
94.2%
98%
98%
101.2%
111.0%
105.1%
4.63
90.0%
16.0%
135.0%
10
86.0%
100.0%
$0
4.00
4
3.67
3
5
3.35
106.0%
94.2%
103.4%
116.0%
105.1%
1
5
3
4
5
$0
4.00
4
101.0%
94.2%
4.33
4
5
100.1%
112.0%
105.1%
3.50
3.00
3
3.67
3
5
3.25
COMMENTS:
5
4
3
2
1
RATING
SIGNIFICANTLY ABOVE
TARGET
ABOVE TARGET
ON TARGET
BELOW TARGET
SIGNIFICANTLY BELOW
TARGET
* Not all Balanced Scorecards are the same. This is a sample to use to complete the activity.
Developing CHAMPIONS
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Module 26 — Improving Restaurant Performance
1.
2.
What successes would you celebrate with the team?
What performance gaps did you find on the Balanced
Scorecard?


3.
CHAMPSCHECK measures 84%. Target: 85%.
Speed with Service down to 71%. Target: 85%.
What are the restaurant’s greatest opportunities?

22
Leading a Restaurant
Speed with Service
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Module 26 — Improving Restaurant Performance
4.
What other information would you gather to analyze the
gaps and opportunities, decide if opportunities were isolated
incidents, and identify root causes?




5.
Leading a Restaurant
CHAMPSCHECKs
CER action plans
SWS tracking tools and results
Deployment plans
How do you think the performance gaps shown in the
sample Balanced Scorecard contributed to the failed
promotion in the restaurant?
Senior citizens had a negative experience. Parts of the
restaurant did not meet cleanliness standards.
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Module 26 — Improving Restaurant Performance
6.
Leading a Restaurant
How do results in the People section of a Balanced
Scorecard impact sales and profit?
Team Members who stay longer are more proficient in
their jobs and often are more committed to their work.
That improves C.H.A.M.P.S. and Customer Mania.
Greater retention means RGM spends less time recruiting,
selecting, and training, and more time ensuring
operational excellence.
7.
What do you notice about the weights for each category on
the sample Balanced Scorecard in this activity? What do you
think is the reason for the weights?
Weightings on the sample: Customer 30%, People 40%,
and Sales and Profit 15% each. The weightings for
Customer and People are higher than for Sales and Profit
because results in the Customer and People sections
directly impact sales and profit results. You cannot have
good results in Sales and Profit unless you first have good
results in Customers and People.
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Module 26 — Improving Restaurant Performance
8.
Leading a Restaurant
Compare the most recent Balanced Scorecard for your
restaurant to the sample in this activity. What are the
differences, if any, in category weights between the sample
and the restaurant Balanced Scorecard?
Ask your Module Trainer to explain the reason for any
differences in weights between the sample and your
restaurant Balanced Scorecard.
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Module 26 — Improving Restaurant Performance
Leading a Restaurant
Activity
26-3
Analyze Your Balanced Scorecard
Review each measure on the most recent BSC
report available in your restaurant.
Gather information to analyze results.
For opportunities, identify patterns and isolated
incidents and describe the potential impact on
other areas.
Complete the chart. Answer the questions.
Your
Restaurant’s
Measures
Target
Results
If Successful,
Potential Positive
Impact on Other
Areas
If Opportunity,
Pattern or Isolated
Incident?
Potential Negative
Impact on Other
Areas
Customers
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Module 26 — Improving Restaurant Performance
Your
Restaurant’s
Measures
Target
Results
Leading a Restaurant
If Successful,
Potential Positive
Impact on Other
Areas
If Opportunity,
Pattern or Isolated
Incident?
Potential Negative
Impact on Other
Areas
People
Sales
Profit
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Module 26 — Improving Restaurant Performance
28
Leading a Restaurant
1.
What are the successes you can celebrate with the team?
2.
What performance gaps did you find?
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Developing CHAMPIONS
Module 26 — Improving Restaurant Performance
3.
4.
5.
What information did you gather to find out if issues were
isolated incidents or indicated a pattern?
Which performance gaps are your greatest opportunities?
Why?
Why is it important to compare daily and weekly reports to
the Balanced Scorecard when you are looking for
opportunities to improve restaurant profits?


Developing CHAMPIONS
Leading a Restaurant
The BSC is only published once each period. So you
cannot rely on it to identify timely problems. If an
opportunity or performance gap develops during the
first week of a period, it will be another 4 weeks before
the BSC shows the results. You need to use daily and
weekly reports to respond quickly to issues.
Use other reports to verify the accuracy of the BSC
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Module 26 — Improving Restaurant Performance
6.
Leading a Restaurant
Why is analyzing the Balanced Scorecard important to
improving your restaurant?
The Balanced Scorecard measures results in areas that
drive Restaurant Excellence and success. It helps to
identify patterns and major opportunities that you need to
address to improve results.
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Module 26 — Improving Restaurant Performance
Leading a Restaurant
Activity
26-4
Find Root Causes
Complete the chart based on information gathered
in Activity 26-3.

List the 2 or 3 top opportunities for maximizing
restaurant performance in each area.

Identify root cause.
– Consider several possible causes and
review supporting data.
– Ask “Why” 5 times before coming to a
conclusion.

Opportunity Area
Explain any related problem areas.
Root Cause
Customers
People
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Module 26 — Improving Restaurant Performance
Opportunity Area
Leading a Restaurant
Root Cause
Sales
Profit
Related Problem Areas or Contributing Factors
Opportunity Area
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Related Problem Areas or Contributing Factors
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Developing CHAMPIONS
Module 26 — Improving Restaurant Performance
Leading a Restaurant
Take Action to
Improve Performance
Make the team a part of building a successful business.

Communicate your restaurant’s Balanced Scorecard
targets to the team.

Explain why Balanced Scorecard measures are
important.

Communicate Balanced Scorecard results to the team.

Recognize and celebrate successes.

Develop action plans, with input from the team, to
address the root causes of opportunities.
Use restaurant systems and tools to improve Balanced
Scorecard results. Be sure systems and tools are:

In place.

Being used correctly.
The Building a Great Restaurant Roadmap provides a
structured approach for putting processes in place that drive
long-term results. It helps you:

Explore and Analyze restaurant operations.

Respond to root causes of challenges in your restaurant.

Make your actions Stick.
The Roadmap links tasks to BSC measures to drive
performance.
Developing CHAMPIONS
8/2004
33
Module 26 — Improving Restaurant Performance
Activity
26-5
Leading a Restaurant
Identify Tools, Processes, and
Behaviors to Improve Performance
Complete the chart.

Identify whether each listed tool, process, or
behavior is used in your restaurant. Add any
others used in your restaurant.

Identify actions needed to get tools, processes,
and behaviors in place and used properly.
Is tool,
process,
behavior in
place?
Tool/Process/Behavior for
Improving Performance
Yes
No
Is tool,
process,
behavior
used
properly?
Yes
No
If Not, Actions Needed
Customers
Customer Mania Mindset
Training
   
Floor management (Manager
Walks/figure 8 walk-thrus)
   
C.H.A.M.P.S. Excellence
Self-Audit
   
C.H.A.M.P.S. Excellence Review
(CER)
   
C.H.A.M.P.S. Excellence Review
action plan
   
Ready for Revenue Checklist
   
CHAMPSCHECK
   
Speed with Service tools,
processes, and behaviors
   
34
8/2004
Developing CHAMPIONS
Module 26 — Improving Restaurant Performance
Is tool,
process,
behavior in
place?
Tool/Process/Behavior for
Improving Performance
Yes
No
Leading a Restaurant
Is tool,
process,
behavior
used
properly?
Yes
No
If Not, Actions Needed
Customers (continued)
Cleaning Captain program
   
Customer hotline
   
   
   
   
People
C.H.A.M.P.S. Recognition
   
How We Work Together
Principles
   
C.H.A.M.P.S.
   
Customer Mania
   
Voice of CHAMPIONS
   
Hiring CHAMPIONS Inventory
(HCI)
   
Team Member Readiness
Inventory (TMRI)
   
Structured Interview Guides
(SIGs)
   
Realistic Job Preview (RJP)
   
Developing CHAMPIONS
8/2004
35
Module 26 — Improving Restaurant Performance
Is tool,
process,
behavior in
place?
Tool/Process/Behavior for
Improving Performance
Yes
No
Leading a Restaurant
Is tool,
process,
behavior
used
properly?
Yes
No
If Not, Actions Needed
People (continued)
Team Member Orientation
   
Team Member training
   
High Impact Coaching
   
Developing CHAMPIONS
Management Training
   
Performance Management
Process and forms
   
C.H.A.M.P.S. Communication
Board
   
Team meetings
   
Bench Planning process
   
Management meetings
   
Customer Mania Mindset
Training
   
   
   
36
8/2004
Developing CHAMPIONS
Module 26 — Improving Restaurant Performance
Is tool,
process,
behavior in
place?
Tool/Process/Behavior for
Improving Performance
Yes
No
Leading a Restaurant
Is tool,
process,
behavior
used
properly?
Yes
No
If Not, Actions Needed
Sales
“4 Walls” marketing:
 Systems, tools for
Operational Excellence
 Merchandising
 Sales performance and goal
tracking
 Suggestive selling training
and contests
 Local marketing plans
Trade area awareness:
 Competition
 Growth awareness
Customer Mania Sales Building
Mindset module
















   




   
   
   
   
Developing CHAMPIONS
8/2004
37
Module 26 — Improving Restaurant Performance
Is tool,
process,
behavior in
place?
Tool/Process/Behavior for
Improving Performance
Yes
No
Leading a Restaurant
Is tool,
process,
behavior
used
properly?
Yes
No
If Not, Actions Needed
Profit
Process and discipline around
line item cost management
   
Flow-thru target training and
understanding
   
Volume Brand/Division
comparisons (Pacesetter)
   
Outlier management process
   
Institutionalized Period Business
Reviews
   
Cash control processes/tools
   
Food control processes/tools
   
Semi-Variable Cost Control
   
Period Business Review
   
Customer Mania Mindset
Training
   
   
   
Review Activities 26-3, 26-4, and 26-5.
38
8/2004
Developing CHAMPIONS
Module 26 — Improving Restaurant Performance
Activity
26-6
Leading a Restaurant
Create an Action Plan to Improve
Results
Part 1
Meet with the team to get their ideas on how to
address the opportunities you identified.
Create an action plan for each category of the
BSC.
Review the Building a Great Restaurant Roadmap
to identify actions.
Use Team Member suggestions when possible.
Include actions to improve results and actions to
celebrate and recognize successes.
Customers Action Plan
Date______
Time Frame:
What You Will Do:
Measure:
By
Action:
Developing CHAMPIONS
Assigned
To:
8/2004
Time
Needed:
Complete
By:
Initial
when
Done
39
Module 26 — Improving Restaurant Performance
Leading a Restaurant
People Action Plan
Date______
Time Frame:
What You Will Do:
Measure:
By
Assigned
To:
Action:
Time
Needed:
Initial
when
Done
Complete
By:
Sales Action Plan
Date______
Time Frame:
What You Will Do:
Measure:
By
Action:
40
Assigned
To:
8/2004
Time
Needed:
Complete
By:
Initial
when
Done
Developing CHAMPIONS
Module 26 — Improving Restaurant Performance
Leading a Restaurant
Profit Action Plan
Date______
Time Frame:
What You Will Do:
Measure:
By
Action:
Developing CHAMPIONS
Assigned
To:
8/2004
Time
Needed:
Complete
By:
Initial
when
Done
41
Module 26 — Improving Restaurant Performance
Leading a Restaurant
Part 2
Meet with the RGM. Review your action plans.
Compare the Balanced Scorecard you used to the
Balanced Scorecard from the previous period.
Discuss the actions taken by the RGM to improve
results as well as the results achieved, from the
previous period to the current one.
Complete the chart.
Category/Measure
Period 1
BSC
Results
Period 2
BSC
Results
Actions Taken by RGM
Results of Actions
Customers
People
42
8/2004
Developing CHAMPIONS
Module 26 — Improving Restaurant Performance
Category/Measure
Period 1
BSC
Results
Leading a Restaurant
Period 2
BSC
Results
Actions Taken by RGM
Results of Actions
Sales
Profit
Developing CHAMPIONS
8/2004
43
Module 26 — Improving Restaurant Performance
Leading a Restaurant
Discuss the following:
Topic
Notes
Changes you would make to your action
plans based on what you learned from
the RGM
Challenges that you faced as you
analyzed the Balanced Scorecard and
created action plans
What you need more practice and
feedback on
44
8/2004
Developing CHAMPIONS
Module 26 — Improving Restaurant Performance
Activity
26-7
Leading a Restaurant
Compare with Pacesetter
(Optional Activity)
Meet with or call the RGM of a pacesetter
restaurant in your area. Discuss the answers to
the following charts and questions.
Complete charts and answer questions.
Results from Most
Recent Balanced
Scorecard (YTD)
Your Restaurant
Target
Actual
Pacesetter Restaurant
Target
Actual
Variance Between
Your Restaurant
and Pacesetter (YTD)
%
$
Customers
People
Sales
Profit
Total
YTD = year to date
Developing CHAMPIONS
8/2004
45
Module 26 — Improving Restaurant Performance
Leading a Restaurant
Higher than Pacesetter
Items in Your Restaurant
1.
%
Lower than Pacesetter
$
%
$
How is the pacesetter target defined?
It is the average of the top half of a group of comparable
restaurants (on PSA/transaction numbers), omitting the
top restaurant in the average.
2.
How is information about pacesetter restaurants shared with
all restaurants?




46
C.H.A.M.P.S. Communication Board
E-mails
Meetings
Voice mails
8/2004
Developing CHAMPIONS
Module 26 — Improving Restaurant Performance
3.
4.
5.
How does the RGM communicate with a pacesetter
restaurant to find out its results and share ideas?
Which costs were lower in the pacesetter restaurant?
If you did not do as well as the pacesetter in meeting your
targets, what should you be doing to reduce costs and
improve profits?





6.
Developing CHAMPIONS
Leading a Restaurant
Analyze gaps
Create action plans
Communicate with your team
Set directions
Coach and follow up
How does the pacesetter RGM identify opportunities?
8/2004
47
Module 26 — Improving Restaurant Performance
Leading a Restaurant
Prepare and Present a
Period Business Plan
Know the performance of your restaurant by tracking daily
and weekly results in your restaurant. Compare the
information you gather on a daily, weekly, and
monthly/period basis with Balanced Scorecard results and
the P&L Statement for accuracy. Use this information to
prepare a summary of the business results for the period in
your restaurant.
A business plan review may be a formal presentation with
your peers during an Area meeting (also called Business
Review Meeting) or a one-on-one discussion with your Area
Coach.
Your Area Coach will expect to hear about:

Your restaurant’s performance.

Your plans to address any issues.
You can also use this review meeting to share best practices
with other RGMs.
48
8/2004
Developing CHAMPIONS
Module 26 — Improving Restaurant Performance
Activity
26-8
Leading a Restaurant
Prepare for a
Period Business Review
Schedule to attend a Period Business Review
meeting.
Meet with the RGM before attending the Period
Business Review meeting.

Review the Period Business Review Worksheet
that follows or the tools used in your area.

Use current restaurant results.
Use the chart to take notes during the discussion.
Period _____________
Period Results
Discussion Points
Customers
 CHAMPSCHECK: _____
–
% of 100%’s: _____
 C.H.A.M.P.S. Excellence Review
(CER): _____
 C.H.A.M.P.S. Excellence SelfAudit: _____
 Customer feedback: _____
People
 Turnover: _____
 Retention: _____
 Training: _____
 Staffing: _____
 Safety: _____
 Voice of CHAMPIONS: _____
Developing CHAMPIONS
8/2004
49
Module 26 — Improving Restaurant Performance
Period Results
Leading a Restaurant
Discussion Points
Sales
 Net sales to Plan: _____
 Sales vs. last year: _____
Profit
 Restaurant Controllable Profit
(RCP) to Plan: _____
 Restaurant Controllable Profit
(RCP) vs. Flow-thru: _____
Get answers to the following questions.
1.
50
How often does an RGM present during the Period Business
Review?
8/2004
Developing CHAMPIONS
Module 26 — Improving Restaurant Performance
2.
What result areas and reports does the RGM prepare for the
review?

Turnover
Cost of Labor (COL)
Complaints
Cost of Sales (COS)
CHAMPSCHECK scores
% of 100%’s
Speed with Service
Summary reports for each period/quarter of sales

P&L Statement







3.
What other topics might be discussed at the review?





Developing CHAMPIONS
Leading a Restaurant
Restaurant bench plan
Manager development activities/progress
Opportunity areas for Area/Market/business
Customer Mania stories
Recognition
8/2004
51
Module 26 — Improving Restaurant Performance
Leading a Restaurant
Activity
26-9
Observe a Period Business Review
Observe your RGM at the next Period Business
Review session.
Note your observations and any questions you
have.
Pay attention to what information the RGM
collects and how it is presented.
Complete the chart below during the observation.
Topic
Observations and Questions
The process of conducting a
Period Business Review
How the RGM presented the
period business results
How the RGM used the
opportunity to present
accomplishments and future
goals
The level of detail on each
restaurant’s performance the
Area Coach expected
Discuss your observations.
52
8/2004
Developing CHAMPIONS
Module 26 — Improving Restaurant Performance
Leading a Restaurant
Activity
26-10
Role-play a Period Business Review
Gather the Business Review data your Module
Trainer has collected from a previous period.
Complete a Period Business Review Worksheet.
Identify actions to take to improve performance.
Plan to conduct a Business Review for the RGM.
Role-play the Period Business Review
presentation for the RGM.
Use the form that follows or the tool used in your
Area.
Period Results
Discussion Points
Customers
 CHAMPSCHECK: _____
–
% of 100%’s: _____
 C.H.A.M.P.S. Excellence Review
(CER): _____
 C.H.A.M.P.S. Excellence SelfAudit: _____
 Customer feedback: _____
People
 Turnover: _____
 Retention: _____
 Training: _____
 Staffing: _____
 Safety: _____
 Voice of CHAMPIONS: _____
Developing CHAMPIONS
8/2004
53
Module 26 — Improving Restaurant Performance
Period Results
Leading a Restaurant
Discussion Points
Sales
 Net sales to Plan: _____
 Sales vs. last year: _____
Profit
 Restaurant Controllable Profit
(RCP) to Plan: _____
 Restaurant Controllable Profit
(RCP) vs. Flow-thru: _____
Discuss the following:
Topic
Notes
What went well and any challenges you
faced in role-playing the Period
Business Review
Feedback on your areas of opportunity
After this meeting, complete the Knowledge Quiz.
54
8/2004
Developing CHAMPIONS
Module 26 — Improving Restaurant Performance
Leading a Restaurant
Knowledge Quiz
Answer the following questions:
Quiz
1. Balanced Scorecard People measures include:
a. Percentage of Team Members who stay more than
30 days
b. The percentage of turnover improvement over
the prior year
c. Area Coach safety audit scores
d. Number of Team Members certified within 30 days
2. How are Balanced Scorecard targets set?
a. RGM and Area Coach set targets during
performance appraisal process
b. RGM and management team set targets at the end
of the year
c. Targets are based in part on Market and company
goals and priorities
d. No consideration is given to last year’s results
3. Why is it important to take a balanced approach when
you respond to Balanced Scorecard results?
a. You are accountable for results in all areas
b. Low performance in one area will impact
performance in other areas
c. To focus the team on all areas of C.H.A.M.P.S.
d. All categories are weighted equally
Developing CHAMPIONS
8/2004
55
Module 26 — Improving Restaurant Performance
Leading a Restaurant
Quiz Continued
4. What is a Period Business Review?
a. A structured review of key restaurant
performance measures from the previous period,
between the RGM and Area Coach
b. A look at the company’s yearly sales goals
c. A meeting in which the RGM’s personal areas of
opportunity are reviewed
d. A report showing the best results that can be
achieved by a specific type of restaurant with a
specific sales volume
56
8/2004
Developing CHAMPIONS
Module 26 — Improving Restaurant Performance
Leading a Restaurant
Next Steps
Meet with your Module Trainer
Review your test answers.
At this point, meet with
the person who will
complete the Skills
Assessment with the
trainee. Review the
trainee’s progress and
mastery level.
Complete all unfinished activities and review the answers.
Your Module Trainer will let you know what the next steps
are to complete the Skills Assessment for certification.
Things I need to work on or practice before module certification:
Recognition
Use a C.H.A.M.P.S. Recognition Card to recognize
someone who helped you as you were completing this
module. Say what the person did well. Say why you
appreciate it.


Developing CHAMPIONS
8/2004
57
Module 26 — Improving Restaurant Performance
Leading a Restaurant
Skills Assessment
Application of Knowledge



58
Analyze the next Balanced
Scorecard for your
restaurant.
–
Identify successes to
celebrate.
–
Identify performance
gaps and opportunities.
–
Determine if issues are
patterns or isolated
incidents.
–
Determine how
opportunities in one
category could impact
results in other
categories.
–
Identify root cause of
each opportunity.
–
Do not use a Balanced
Scorecard you have
used in a previous
activity.
Prepare action plan(s) to
address the top priority
opportunity in each
Balanced Scorecard
category.
–
Present the plan(s) to
the Area Coach.
Prepare to conduct a
Period Business Review.
–
Role-play the
presentation.
Did
Well
More
Practice






8/2004
What I Did that Was
Effective
How Could I Be More
Effective
Developing CHAMPIONS
Module 26 — Improving Restaurant Performance
Leading a Restaurant
!
Congratulations
Leading a
Restaurant
Module 26
Improving
Restaurant
Performance
You have
successfully completed . . .
Trainee
Date
Restaurant General Manager
Date
Developing CHAMPIONS
8/2004
59