Course 2 Weekly Procedures

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1 Bachelors Program Senior Studies Store Management Course Delivering our Customers a perfect pizza Delivering it fast and safely Being knowledgeable about our products Keeping a clean, friendly image EVERYTIME EVERYTIME ALL THE TIME ALL THE TIME

2 Course Your management team is a very important part of the leadership process and is vital to your overall success as a valuable Garlic Jim s franchise partner. There are a variety of responsibilities that must be shared and communicated on a daily basis to ensure that your store functions in a systematic and consistent manner. In this training manual you will learn the key components to making the most of your management team. You will also learn the importance of writing a comprehensive employee schedule and how to get the most from your team members. We will also cover what important management tools and practices need to be completed on a weekly basis in order to maximize profit and minimize loss in controllable costs such as food and labor. There is an important lesson to learn from this training manual. The absorption of the material contained in this manual cannot stop with you! You must teach every management team member to follow your lead. Remember a chain is only as strong as its weakest link. If you fail to work with just one management team member it will cost you daily when the duties are done incorrectly! Learned Skills The Art of Perfect Schedule Writing Hourly Sales Sheet Adjustable Daily Prep Checklist Manager Action Plan Manager Action Plan Follow-up Daily Inventory Count Closing Checklist Void Verification Form Deposit Log Placing Proper Food Orders Franchise End of Week Form Door Hanging Log Business Visit Log Bachelors Program - Store Management Course - Copyright 15 GJ Franchise Systems Inc

3 Course The Art of Schedule Writing There is a right way and a wrong way to write your employee schedule each week. The wrong way usually involves writing it the day after it was promised to be posted. If that is the case, you have time management issues. The most important factor in team member buy-in is timely delivery on the promises you have made to your crew. Here are the seven steps to writing the perfect schedule: 1. Gather requested days off information. Fill in opening and closing shifts 3. Establish par levels for employees needed 4. Calculate the hours & dollars scheduled 5. Fill out Labor Projection Worksheet 6. Re-check to make sure your percentage goal is met 7. Rewrite schedule and post it Listed with the description of these steps below is a snapshot of each page of the schedule during the writing process: Step 1: Gather requested days off information Each store needs to have a calendar or sign-off sheet that allows employees to request days off for family events, school activities or vacations. It is best to post your store days off guidelines near this calendar or sign-off sheet. For instance, no one can request a Friday or Saturday off as those are always heavily needed staff days. Another guideline is to have your days off requested at least ten days in advance to provide adequate time for the schedule to reflect those days, if so granted by the manager. Enacting this philosophy will help create team member loyalty and it will place the discipline and responsibility on them to learn your expectations. Your crew members often times work only 15- hours per week and their life doesn t revolve around your pizza store. Try to let them enjoy their young adult years and not risk having them call in at the last minute to cancel their shift. You will end up with tremendous employee turnover if you don t create structure. Step : Fill in opening and closing shifts Next, you will need to fill in the opening and closing shifts for each management team member as well as your opening and closing drivers. If you are a lunch store 7 days a week this consists of a total of 8 shifts. Here is the breakdown: 7 opening management team shifts* 7 closing management team shifts* 7 opening driver shifts 7 closing driver shifts 3 Bachelors Program - Store Management Course - Copyright 15 GJ Franchise Systems Inc

4 Course If you are primarily a dinner store your total number of shifts is based on the assumption that your opening and closing manager and driver only require one shift. *Understand that to be more effective your manager and assistant manager should take their days off as early in the week as possible. This will allow them to be present for the busiest days of the week where the most customer interaction happens and typically more problem-solving issues arise. Step 3: Establish par levels for employees needed This is the most important part of your schedule. A great schedule writer is able to do two things: 1.) Know how many people are needed to adequately serve the customer s needs and.) Not scheduling too many people just to over-compensate for slow insiders or the inability to cross-train drivers. The only resource you need to complete this portion of your schedule is your Hourly Sales Sheet, which you have been trained to fill out at the start of each day (for the previous day) and should be kept up to date at all times. The Hourly Sales Sheet is described in detail in this training manual. Below you will see a view of the most important line for establishing your par levels, taken directly from a sample Hourly Sales Orders Sheet, with the assumption that between 6pm and 7pm is the highest volume of sales per hour: Hour Mon Tue Wed Thu Fri Sat Sun CAR /DEL Inside/ CAR /DEL Inside/ CAR /DEL Inside/ CAR /DEL Inside/ CAR /DEL Inside/ CAR /DEL Inside/ CAR /DEL Inside/ You can assume that if your service level during the 6pm-7pm hour was outstanding, you have successfully scheduled enough insiders and/or drivers. Now look at whether you will be trending up or down for the following week. There is really no perfect indicator to allow you to predict your business volumes, which is why the Hourly Sales Order Sheet is so important to keep up to date and handy for quick reference. 4 Bachelors Program - Store Management Course - Copyright 15 GJ Franchise Systems Inc

5 Course Now take the information from the Hourly Sales Order Sheet and put it on your schedule where it pertains to par levels: Projected Sales $1 $14 $145 $16 $3 $8 $19 $13,55 Lunch In/Out 1/1 1/1 1/1 1/1 1/1 1/1 1/1 Dinner In/Out 4/5 4/6 4/5 5/8 7/1 7/1 6/9 Mon Tues Wed Thurs Fri Sat Sun Now fill in the gaps and make sure not to schedule more than the allotted amount of personnel each day and you will have fulfilled your par levels to satisfy your customer needs. Step 4: Calculate the hours & dollars scheduled You will need to identify how many hours each employee is scheduled to work for the entire week as well as how much they will be paid for working those hours. To accomplish this, first identify the hours worked for each shift. This can be difficult at times because it is difficult to predict when you are going to send certain positions home. This usually ends up becoming your biggest labor issue as occasionally some managers let team members work longer than they need to each night. The best reference to help you with when the typical shift ends is as follows: Rush Shift = 7:3PM Late Rush = 9:PM Close Shift = 11:3PM (Managers may be longer) Now that you have added up each employee s hours in the far right hand column, you need to figure out the average pay for each insider. For this example we pay an average of $8.5 for each insider and $7.93 for each driver. With this information we can now add up the total amount of insider and driver hours and dollars we will spend if we adhere to the current schedule. Remember: Garlic Jim s philosophy is to start sending team members home in increments as soon as the phone volumes die down or quit ringing. You will get a good feel of when your customers will stop calling. Some locations are in bedroom communities where the phones stop ringing at 8:pm, while other locations will keep getting orders until 11:pm. 5 Bachelors Program - Store Management Course - Copyright 15 GJ Franchise Systems Inc

6 Course Step 5: Fill out the Labor Projection The Labor Projection worksheet is a vital tool for determining how much you will spend on your labor and how much you need to spend in order to service your customers. Depending on your sales volume, a good labor range is between 16-% depending on your hours of operations. Anything below that amount will not adequately service the customer or create the WOW. If your labor is above 1% then you probably have too many people scheduled and need to condense your scheduling or work on cross-training to do more with less! Please keep in mind that if you are open 1 hours a day and your sales are at $95 it is going to be tough to hit the projected labor goal of 1% based on being open for business for so many hours. The Labor Projection worksheet can be completed by breaking down each category of expense, whether it is insider hours or driver dollars. Step 6: Re-check to make sure your percentage goal is met Now that you are finished writing all your shifts in and you have met your inside/outside staff par levels, it is time to determine if your Labor Projection worksheet has arrived at your targeted percentage for labor. Remember this goal should be between 15-%. If you have achieved your target labor percentage, move to Step 7. If you have not, identify the places where your schedule is heavy and trim the fat off until you reach your desired range. Remember, it is best to cut inside staff whenever possible and cross-train your drivers to be twice as effective for you and your team. Step 7: Rewrite and post your schedule This final step to schedule writing is to rewrite and post your schedule. You want your employees to be able to read their upcoming shifts so make sure your final schedule is clean. Make your employees aware that hard work creates more hours and that if they need any extra hours on their schedule that they can always door hang or work on bulk mailers for you. Use your employees for their strengths and you will see great return. It is extremely important that you start your employees on the right foot and you will benefit from your investment in them. 6 Bachelors Program - Store Management Course - Copyright 15 GJ Franchise Systems Inc

7 Course 7 Bachelors Program - Store Management Course - Copyright 15 GJ Franchise Systems Inc The Hourly Sales Sheet The Hourly Sales sheet is a multifunctional tool. It is designed to help you track your business by the hour and by the order type as well as compare it to your trends. This will help you determine how your business flows from day to day and week to week. Think of this tool as a combination of two of your most used POS reports: The Operations Report and The Sales Recap. The top half of your Hourly Sales Sheet can be filled out using your POS operations report. By filling in the corresponding numbers of total orders during each hour you are open, you will get a sense of how many orders are serviced by inside/outside staff. To get your staffing totals, look at your operations report and find the two separate columns that are labeled Inside Hours and Delivery Hours. Below you will see an example of how each column should be filled out based on the information in your POS system. Garlic Jim s Hourly Sales Sheet Store# Week Ending / / Hour Mon Tue Wed Thu Fri Sat Sun PUP / Del Inside PUP / Del Inside PUP / Del Inside PUP / Del Inside PUP / Del Inside PUP / Del Inside PUP / Del Inside

8 Course Now that you have learned how to fill out the top half of the Hourly Sales Sheet, it s time to learn the functionality of the bottom of the sheet. The bottom half of this form is designed to keep your management team aware of your store trends in the areas of: net sales, net sales vs. last week, food percentage, labor percentage and on-time percentage. Below is an example of how to fill out each field correctly. Net Sales WTD NS WTD NS +/- Core Food $ & % Labor $ & % WTD Labor On Time % $,9.9 $1,56. 5 $3, $9.89 +$ $ $ $ $ $ % 1. % $1,3.74 $1, $3, $4, $1,87.83 $ $ $8, $13,11.74 $14, $75.9 -$ $ $1,411.5 $ $8.56 $ $ $ $ $ $ $ $ $ $ $16.6 $ $ $ % 1.% 81.91% 96.46% 9.% Adjustable Daily Prep Checklist The Adjustable Daily Prep Checklist is a vital tool and should be used as instructed for its designated purpose. Please see Food Prep, Sophomore Studies Course 1. Remember from that module that the ideal time frame to prep using your Daily Prep Checklist is between your lunch and dinner rush business typically this happens between 1:pm and 3:pm. Dinner stores will need to begin prep at least two hours prior to open at 4:pm. It is important to note that prep should be avoided in the morning as your marketing and the servicing of your lunch business supersedes your prep. Please note that when preparing daily prep you should prep enough food to handle the evening rush and including the next day s lunch business. However, you should never assume yesterday s manager thoroughly completed the assigned prep tasks. When you come into the store always make sure the prep is completed before you do any type of business marketing. 8 Bachelors Program - Store Management Course - Copyright 15 GJ Franchise Systems Inc

9 Course Manager Action Plan The Manager Action Plan must be done weekly. It is designed to be a goal setting and communication tool for your management team. Set goals and assign tasks for each team member and follow up to ensure that assignments are being completed. If used properly and consistently this tool will ensure that your store will run more efficiently and that every team member is working toward a common goal. This way your results will be maximized! Here is an example of how to fill out the Manager Action Plan. 9 Bachelors Program - Store Management Course - Copyright 15 GJ Franchise Systems Inc

10 Course Manager Action Plan Follow-up Now you must complete the most important step in the Manager Action Plan process. Go back to Sunday and fill in the results for the week. Look over the projections you made for sales, labor, food and on-time. How close did you come to capturing those goals? The example below shows that we exceeded our sales goals and came close to most of our other goals. As you can see from the marketing results accomplished section, our efforts to market the business by sampling, door hanging and business visiting paid off. Remember: Success is only measurable by the results of the action you take! 1 Bachelors Program - Store Management Course - Copyright 15 GJ Franchise Systems Inc

11 Course Daily Inventory Count If you review the Opening & Closing Procedures training manual, you will be reminded that an exact daily inventory must be counted each day to ensure proper usage of food items in the store. Also, it is important to have all inventory counted prior to close (typically start counting around 1:pm, remember, it is important to stick with the time each night.) Count inventory starting from the back of house, moving to the walk-in cooler, then dry goods in production area. Leave the make line inventory for last as it might still be needed in production. The best way to be accurate on inventory counts is to count the same way each night. An accurate count will ensure that overuse can be tracked and food costs will reflect accurate amounts used. Once you have the counts entered into the computer review the variance amounts per item. Do not settle the end of day process without recounting any large variance amounts as this will result in an inaccurate food percentage amount and end up costing you time and money. 11 Bachelors Program - Store Management Course - Copyright 15 GJ Franchise Systems Inc

12 Course Closing Checklist The Closing Checklist helps facilitate a clean and functional store for the opening manager on a daily basis. Every Garlic Jim s store should be thoroughly cleaned, organized and ready for business before the closing staff leaves for the night. Following this checklist will help minimize missed steps in the closing procedures and help create good habits for a well-run store. 1 Bachelors Program - Store Management Course - Copyright 15 GJ Franchise Systems Inc

13 Course Void Verification Form The Void Verification form is designed to record every voided or bad order. It holds the manager-in-charge of the store accountable for any voided or bad orders that might have occurred during the business day. It is helpful for determining if additional training is needed and also gives the general manager or franchisee the ability to see why an order was voided or cancelled. The ultimate goal is to use this form as little as possible. Mistakes will happen, however if they are caught prior to reaching the customer, a void can be prevented. Internalize your mistakes so the customer perception is that Garlic Jim s gets it right every time! 13 Bachelors Program - Store Management Course - Copyright 15 GJ Franchise Systems Inc

14 Course Deposit Log The deposit log is designed to hold employees accountable for their cash handling and deposit activities. Each night the person responsible for making the deposit must record the deposit bag number used, the amount to be deposited and then sign that they have accurately counted all funds and the amount is correct. If someone other than the individual that counted the money is assigned to take the deposit to the bank, then they must record that they have done so. If a bank deposit discrepancy occurs, refer to the deposit log to determine who is responsible and take corrective action. A sample copy is filled out to show you the proper way. This is also a way to make sure your management team is going to the bank every day. If the deposits aren t making it to the bank, then you know who to take corrective action with based on the deposit log. Garlic Jim s Deposit Log Store # 11 Month _November_ Year 7 Sales Date Bag # Deposit Amount $ Deposit Counted By - Print Name Sign Your Initials Date Deposit Taken to Bank Taken to Bank By - Print Name $ James Johnson JJ 11//7 James Johnson JJ 135 $ James Johnson JJ 11/3/7 James Johnson JJ $1.9 Sally Smith SS 11/4/7 Sally Smith SS $133.9 Sally Smith SS 11/5/7 Sally Smith SS $34.78 Sally Smith SS 11/6/7 Sally Smith SS $ James Johnson JJ 11/7/7 James Johnson JJ 7 14 $ James Johnson JJ 11/8/7 James Johnson JJ $ Erica Hopkins EH 11/9/7 Erica Hopkins EH 9 14 $183.9 James Johnson JJ 11/1/7 James Johnson JJ $ Sally Smith SS 11/11/7 Sally Smith SS Initials 14 Bachelors Program - Store Management Course - Copyright 15 GJ Franchise Systems Inc

15 Course Placing Proper Food Orders Making a food order is a process of estimating your product needs from the time of your order until the delivery time of your next order less your current on-hand inventory. It is a good idea to keep a copy of your order on a clipboard in your store office for reference if there are problems when the order is delivered. This training class module will also highlight the many other tools to accomplish proper food ordering techniques. Make sure to use the techniques taught to you in the Food Ordering training manual found in the senior studies of this training manual. Door Hanging Log The Door Hanging Log is a great tool to monitor how much door hanging is being done on a weekly basis. The goal, as stated previously in your marketing materials is to hang a minimum of 15 door hangers per week. This form will help log both your hours used as well as your output quantity. Make sure that you are giving your crew members directions as to what areas to hit and also make sure they have a supervisor checking to make sure it is getting done correctly. For more information please refer to the marketing section of your Unit Operations and Policies manual. 15 Bachelors Program - Store Management Course - Copyright 15 GJ Franchise Systems Inc

16 Course Business Visit Log The Business Visit Log is similar to the door hanging log as it is used to monitor how much business visiting is being done on a weekly basis. The goal, as stated previously in your marketing materials, is to visit at least 5 businesses per week. This form will help log both your hours used as well as how many businesses you were in contact with in your area. Business visits are best performed by management personnel so they can answer any questions that may come up during the visit. For more information please refer to the marketing section of your Unit Operations and Policies manual. 16 Bachelors Program - Store Management Course - Copyright 15 GJ Franchise Systems Inc

17 Course Food Ordering Test Name Date 1. What are the seven effective steps to writing the perfect schedule?. List two ways the hourly sales sheet can help you operate your business. 3. What is the most important step in completing the Manager Action Plan? 4. What do you need to do on a daily basis to ensure an accurate food count? 5. Why is it important to fill out the deposit log on a nightly basis? 6. When is a good time to fill out the Hourly Sales Sheet? 7. True or False? Filling out the deposit log on a nightly basis will help minimize the risk of theft. 8. How can the hourly sales sheet assist in writing a schedule? 17 Bachelors Program - Store Management Course - Copyright 15 GJ Franchise Systems Inc