M a n a g i n g T h e S t a r PATH TO QSC

Transcription

1 M a n a g i n g T h e S t a r PATH TO QSC FEBRUARY 2009

2 The Path To Success Success comes in many forms and from many directions. Often it does not come easily and all the obstacles and distractions thrown in our direction will do their best to stop us from acting on our vision and achieving the success we strive to achieve. The Path to Success is a road well-traveled. As you follow the Path, others will follow the same steps you took, placing their feet in the same exact stop every time they walk the course. Your adventurous vision will create a remarkable Path that will inspire others and will be traveled for years to come.

3 What s New? The purpose of this workshop is to focus on the basic elements of Pathing and a focus on the importance of Operation QSC. The basic components are: Revised Pathing ( Hourly ) Checklist Updated Operation QSC Standards Guide New ROS Board Restaurant Visit Recap In this workshop, we will review the basics on how to use these basic components to ACHIEVE QSC STANDARDS in your restaurant.

4 SAMPLE COPY OF REVISED PATHING ( HOURLY ) CHECKLIST

5 Pathing Check The Pathing Check (also known as the Hourly Check ) has been updated and revised, to match the most effective pathing sequence. The name has been changed to focus on the importance of the PATH and impacting QSC, versus the hourly completion. Pathing allows you to evaluate the restaurant and ensure you are achieving QSC standards. When you Path, you follow the same basic path through your restaurant. This practice ensures a consistent approach to evaluating QSC. The Path begins on the Frontline at the Centerpost Station (merco), where you assess food quality. Next, you assess the Frontline area, and then the Drive-thru. From there, you move to Kitchen Pathing (the Backline area), and assess the Fry Station, Cook Station, Prep (walk-in refrigerator) and Green Burrito Station. Once the kitchen area is assessed, you move to Guest Recovery (Guest Contact Areas), and assess the Beverage Bar and Salsa Bar. You then path the Dining Room area, Restrooms and finally assess the outside areas, including the Drive-thru. Learning The Path

6 Once you learn the basic Path, does that mean you always follow that same Path every time? No, not necessarily to determine the Pathing sequence and where to start (Frontline, Kitchen Pathing or Guest Recovery) the Person-In-Charge takes the following into consideration: Where did I Path last? What did I see on my last Path? What is the volume and/or time of day? The key is to assess all these areas. As you path the restaurant, give direction to immediately correct any areas that do NOT meet standards. If it cannot be corrected right away, then note it in the Follow up area on the checklist. After all, that is the purpose of Pathing to ensure QSC standards are met at all times! As you Path, this is your opportunity to provide feedback to your employees and use your On-The-Job (OJC) Coaching skills. On-The-Job (OJC) Coaching is used when you need to communicate immediate on-the-spot feedback on how an employee's observed behaviors compare to the standards and performance expectations. This one-way coaching and communication method is used during Pathing or any time immediate and direct feedback is needed. OJC coaching can be positive (recognize great performance) or negative (make on-the-spot performance corrections). Here are the OJC steps: ❶ Communicate to the employee what you expect: "What I expect is..." ❷ Communicate to the employee what you observe: "What I observed is..." ❸ Communicate the impact of the employee's performance: "When you do this, it means that..." ❹ Communicate the performance you expect in the future: "In the future, I expect..." By following this path consistently, you are able to assess the entire restaurant operation during your work shift. There will be occasions when restaurant pathing cannot be immediately performed due to Guest service, such as during a peak sales period. To complete the checklist properly, walk through your restaurant and visually check each area listed. Sometimes, you or or Shift Leaders get caught on Centerpost or another position when it is busy, and don t complete (or forget!) to Path. Even during peak hours, you are expected to Path your restaurant, to maintain a high level of QSC. Don t wait until it slows down to Path. Path your restaurant throughout your shift. Believe it or not, you are really ALWAYS PATHING even if you can not leave the Frontline area (ie, working Centerpost during a rush period) and physically walk through the restaurant. Even while working Centerpost, you can still assess many of the items listed on the Pathing Check. You can visually observe what you can from your current position. You can still evaluate Six Dollar Service. You can still listen for proper scripting. You can see if guests are being served quickly (and see the Drive-thru timer). You can monitor the food flow and the quality of the food being prepared and served. So, while there may be times you can t walk through the restaurant, you are still always Pathing and evaluating QSC. THAT NEVER STOPS!

7 Operation QSC Standards Guide ALONG WITH PATHING, USE THE OPERATION QSC STANDARDS GUIDE AS A REFERENCE TO EVALUATE THE KEY QSC STANDARDS AND TO COACH & TRAIN EMPLOYEES! The Operation QSC Standards Guide has been updated to reflect recently changed standards and procedures. The guide focuses on the 12 key aspects of Operation QSC. They are: #1 Who s In Charge #2 Scripting #3 Teamwork and Hustle #4 Order Accuracy #5 Drive-Thru Operation #6 Product Quality #7 Fried Product Quality #8 Drive Quality #9 Employee Appearance #10 Pathing #11 Recognize Good Performance #12 Sales

8 The ROS Positioning Guidelines lists the positions in the order the positions should be assigned. This is done to balance the Food Flow with Guest Service. This guideline should be used and adjusted for your restaurant s floor plan and sales volume / menu mix. The Goal / Focus section is used to communicate daily goals to the crew. It also allows everyone to know how the restaurant is performing to the Sales Goal. NEW ROS BOARD The Message To The Crew space may be used for daily messages or reminders to the crew. An example might be a reminder to suggestive sell a new product, contest information, a new procedure, or an inspirational message to motivate the team! Cleaning duties should be assigned, based on the needs of the restaurant. There may be normal cleaning duties which must be completed each day or week for your restaurant. Those should be listed and assigned to the appropriate employee. Also, based on Pathing Checks completed throughout the day, additional cleaning duties should be listed and completed as needed. The positions are listed IN ORDER for each daypart, based on the number of persons working during that daypart. The Person-In- Charge writes the POSITION, NAME, SHIFT HOURS of the person assigned to each position and circles the breaks required. As duties are completed, they should be checked-off so that the PIC of the next shift knows the task was done. WHY IS THE ROS BOARD IMPORTANT? Positions should be assigned based on the employee s skill level assigned to those positions the employee has been trained and certified to work. The ROS Board is the Control Center for your restaurant. It is where you organize your operation, set your plan for the day, and communicate your expectations to the crew. The board is key to ensuring Six Dollar Service and Operation QSC Excellence. The Break Guidelines are based on the CKE Company guidelines. It is important to indicate the breaks required for each employee, so that the Person-In-Charge makes sure all breaks are taken during the shift. Each day, Management fills in the Goal section for each daypart. At the end of each daypart, the Actual section is filled in, remaining until the next day-part is completed. By tracking these important goals, it allows the crew to know how they are performing against the goal and management s expectations. HOW TO SET UP & USE THE ROS BOARD: The purpose of the ROS Board is to allow restaurant management (the GM and all the Shift Leaders) to plan and organize the crew on a daily basis. Planning and organizing the crew is critical to the successful operation of the restaurant, so that each guest receives Six Dollar Service and Hot, Quality Food Products, in a clean restaurant environment. It is recommended that the Person-In-Charge of the Opening Shift complete the ROS Board each morning for the entire day. This allows management to know if there are enough employees scheduled for the day based on the anticipated sales volume and the allowable labor matrix / goal. Then, at each Shift Changeover, when a new Person-In-Charge comes on duty to assume responsibility of the restaurant, each PIC (coming on duty and clocking out) REVIEW THE ROS BOARD TOGETHER & DISCUSS IT. The board is used throughout the day to clearly communicate your GAME PLAN to your crew. You use the board to Talk In each employee as they come on duty, to review their duties for the shift AND their role on the Team. By effectively communicating and engaging the entire crew in the operation of your restaurant, you can achieve better results and success. The board is not something else to do each day. It is a key component for successful restaurant operations at Carl s Jr.

9 Restaurant Visit Recap The Restaurant Visit Recap is used by RVPs/RDOs, District Managers and Multi-Unit Supervisors (DM/MUS) to provide feedback and coaching based on their observations while Pathing during their Restaurant Visit. When the DM/MUS arrives at the restaurant, they will begin Pathing. This will take approximately minutes. Their objective is to assess and impact the execution of QSC Standards. On this path, the DM/MUS will communicate directly with the crew and restaurant management. On their next Path(s), the DM/MUS will focus more on the execution of systems and procedures that support the execution of QSC Standards. They will be using more two-way communication with the crew and management, asking more questions and/or providing coaching to impact employee behaviors. Throughout the Path, the DM/MUS is also assessing how the systems and procedures are support QSC, and the results, such as cost controls, sales and profits. The DM/MUS may also observe (walk with) the Person-In-Charge as they complete their Pathing Checklist. This is an opportunity for the DM/MUS to assess the PIC s pathing skills and provide coaching and feedback (corrective and/or praise) as needed. The next step for the DM/MUS is to complete the Restaurant Visit Recap.

10 Restaurant Visit Recap -- Front ❶ On the front side of the form, the 12 key aspects of Operation QSC are listed. In this section, they will note any areas that DID OR DID NOT MEET STANDARDS. ❷ In the Restaurant Situation Analysis section, they will write key observations compared to the standards by determining: What s Right? What s Not? What is or is not happening? How does the situation affect Guests, crew and management team? ❸ After selecting the area that is most impacting the execution of the standards, (positively and/or negatively, they determine: Why? Determine cause(s) Ask Who, What, When, Where, How much, Why, Why, Why... Is it a training problem? Is it a motivation problem? What are the barriers? ❹ In the Objective section: What Needs to Happen? What result is needed? What will it look like? Objectives must be SMART Specific Measurable Attainable Relate back to the situation analysis Time based

11 Restaurant Visit Recap -- Back After the DM/MUS completes the front of the Recap, he/she will sit down and review the completed front-side of the Recap along with the Operations QSC Standards Guide to DISCUSS TOGETHER the Restaurant Visit observations and to complete the back-side of the Recap. This is the time for open, honest communication! ❺ DISCUSS STRATEGIES: During the discussion, relax, be honest, be realistic and willing to take risks. Identify many different ways to achieve the objective (brainstorm, be creative) Involve your team, ask for ideas Evaluate each strategy Look for an approach that will deal with many aspects of the situation Select the BEST strategy ❻ DETERMINE ACTION STEPS: Identify the activities necessary to implement the strategy Decide who does What, When, Where, and How Build in checkpoints into the plan, to make sure the plan meets the time frame in the objective. (The objective time may need adjusting) Identify team members who are best suited to reach the objective Distribute tasks among others (whenever possible) ❼ IMPLEMENTATION: Communicate with everyone involved in the plan be specific Provide coaching throughout the plan, praise progress, corrective feedback as needed Set up time frames for follow up Talk about the plan often! Make it happen! ❽ TRACKING: Agree on what will be measured and how it will be measured Be prepared for unexpected barriers During Tracking, if the objective is not being met, or progress made, be willing to go back and make adjustments to the plan!

12 Restaurant Visit Recap Once the Recap is completed, it is left in the restaurant with the General Manager, and a commitment is made by the DM/MUS to review the Recap on their next visit and monitor the plan. In order to achieve the desired results, it is critical that the plan be put into action immediately. As the General Manager, it is up to you to drive the plan. if you do not make the plan a priority, then the results will not be achieved. If you choose to support and follow through on the plan, the result will be higher levels of QSC in the restaurant, resulting in a better experience for the Guest, increased Guest satisfaction and leads to higher sales and profit! Why We Learn New Things! If You Always Do, What You ve Always Done, Then You Always Get, What You ve Always Got! To Chart A New Path, To Reach A New Destination, You Have To Learn A New Way, And Change Your Expectation!

13 The MODEL-COACH COACH-REQUIRE Process Standards Results

14 Model Coach Require The leadership style you use impacts the overall performance of your restaurant team. It begins with the STANDARD the actions, behaviors, practices or standards you want to see happen. You then use Model Coach Require to achieve the RESULTS! Effective Leaders use Model Coach Require MODEL MODEL means to ROLE MODEL and lead by EXAMPLE. Model: The Leader demonstrates the expected behaviors and standards to their employees. Leaders set the example that others can follow. Being a great role model is a key to being a great Coach. This is where you show your Crew what the expected behaviors look like. No matter what you say or what you do, your actions send messages to your Crew. Effective modeling sends the right message. As Example: As the Leader, you do not model all the expected behaviors for Six Dollar Service on a consistent basis. Without proper modeling, your Crew will see Six Dollar Service as not important. The desired outcome (Six Dollar Service) most likely will not be achieved. Another Example: As the Leader you must model all the expected behaviors for Six Dollar Service. By consistently demonstrating these behaviors, your Crew will see that it must be important. People do what they see their Leader do. The desired outcome (Six Dollar Service) will most likely be achieved with the Leader "modeling the way". Model = Do as I Do COACH Coach: The Leader observes and provides feedback to help develop an individual's knowledge, skills, and abilities Coaching is on the job, and intended to improve a person's performance. Coaching can be very specific, relatively short in time, performed anytime, and is based on your relationship with the other person. Successful coaching requires the Leader to have a sincere desire for the individual to succeed and grow. To coach, you must be knowledgeable on the task yourself, have a true connection with the person with a high level of trust.

15 What Does C.O.A.C.H. Stand For? Following the C.O.A.C.H. process ensures successful coaching... C = Connect Express your commitment to their personal growth and development. It is important to make a connection with the person before you begin to coach them on any changes in their behavior. A Leader does not need to be a friend in order to coach - just demonstrate care in connecting with your employee. Speak with kindness and show that you have the employee's interest at heart. -- "Let me give you some feedback on what I observed you doing..." -- "What could you do better next time?" -- "How did you feel that (task, job, etc.) went for you?" O = Observe Observe and pay attention to standards and procedures while Pathing. Coaching must be based on what YOU observe, real facts, or results. Don't coach by using second hand information (what you "heard" from others). This information may not be true or accurate and will hurt your credibility as an effective coach. A = Assess Compare your observations to the standards and expectations for the task. Effective coaches assess against established company standards. If employee performance does not meet standards, the Leader needs to coach the employee s behavior. When employee performance meets standards the Leader needs to praise the employee s behavior. C = Clarify Explain the gap in their performance between what was expected and what you observed them doing. Ask open-ended, probing questions to find out what is happening. Identify appropriate and inappropriate behaviors. Provide specific examples to help explain the performance gap. -- "I observed how you..." -- "I heard you say..." -- "The standard is different from what I observed..." H = How Explain, teach, or show how to close the gap between their performance (what you observed) and the standard (what is expected). You should work with the employee to discuss how to close the performance gap and acknowledge their coaching experience. Closing the performance gap may require the Leader to explain the Why s behind the standards, ask open ended, probing questions to identify the root cause of why there is a gap. -- "Tell me about..." -- "Describe to me..." -- "Explain to me..." C.O.A.C.H. = Feedback to Improve On-The-Job Performance THE BOTTOM LINE USE ALL THE AVAILABLE TOOLS TO ACHIEVE QSC STANDARDS & USE MODEL COACH REQUIRE TO GET THE DESIRED RESULTS