Bumpers Drive-in Checklist - Supervisor

Detail progress on last visit and initiatives

Assess 12-month financial - what are the objectives of the visit?

Review last report and assigned goals, timetable

Consider major marketplace trends and events

Determine the TYPE of visit

Time Frame of Visit?

Determine the FOCUS of the visit

Financial (sales, profits, labor, food, marketing, R&M)

Morale (turnover, crew engagement, assistant managers)

Leadership (Testing, bench strength)

Systems/Processes (purchasing, receiving, inventory, scheduling, paperwork, throughout, P&L, etc)

Safety & Security

Marketing (POP, menus, signage, suggestive selling, LSM)

Checklists up-to-date

Guest-centric (service, shopper scores, flow, complaints, power of the parking lot, WOWs, etc)

Follow up from previous visit/information gathering

Training/Recognition (observe, attend or facilitate a crew meeting, orientation, in-store training, pre-shift meeting, certification, etc)

Major Operation Turnaround (requires multiple days to analyze root causes)

Curb Appeal

Parking Lot

Back Door

Cleanliness

Landscaping

Front Door

Signage

Building

Dumpster

Lighting

Walkways

Stalls

Use company checklists of what to look for paying special attention to systems, standards, people, potential danger and repair/maintenance/equipment issues

How well do your managers walkabout-and-work the store (including kitchen, stalls, parking lot)? What do they see? What do they miss? How well do they interact with team members and customers?

What approach do they use to impact Key Result Areas? Note what's there and what's not there.

Try to get a sense of what they understand and if there are limits to their ability to connect process to performance. If problems are evident, do they treat only symptoms?

Spread energy, don't take it away. Greet the entire team. Be a Bumpers Ambassador.

Use Bumpers checklists, assess performance

Stay focused on the performance you came to address. If you see another major area that needs attention, note it and address it later.

Walk the store alone first, see what's being done, what's being overlooked and make notes. Now spend time with the manager, note their observations and interactions.

Evaluate parking lot, menu boards, lights, canopy, signage, banners, lighting, walk-ins, storage areas, equipment, doors and windows

Observe line checks, quality, food safety, sanitizer, temp log, check for cross contamination

Observe food handling and hand washing

Observe pre-shift meeting. Is there effective and motivational coaching going on? Is it fun?

Observe carhops for service, selling, recipe knowledge, efficiency and WOW. Time cars, watch, listen and time.

Observe behaviors and efficiency of speaker operator - upbeat, suggestive selling, knowledgable and clearly understood?

Are fundamentals being properly executed in the kitchen? Car on called, portioning recipes?

Make a note of progress/regress since last visit. Did they resolve last visit's challenges?

Review manager petty cash and reports. Look for details.

Schedule - where can we cut without hurting sales? Compare the schedule to the time sheets - do they match? Add up the dollars on the time sheets and compare them to the reported figures.

Inventory - Compare inventory to the 46 Report to determine what is missing. What is the reason? Wastage? Theft? Is there too much inventory on hand? Why? (Cap of $3500 for food and $1000 for paper.)

Daily Reports - Are there paid outs? For what? Why? Are they needed? Are deposits being made on time? Are the reports properly filled out? Are they properly coded?

Ledger Sheet - Is it up to date? Is every category posted? Check bills and paid outs. How do they compare to the P&Ls?

Sales - What can be done to increase sales? Are food quality and service in line before promotions? How can greater sales be achieved at this store? What are local competitors doing?

Drinking or eating up front?

Are employees using printed paper products?

Are employees eating? Did they pay?

Are items being pre-portioned?

How much ice is being put in cups?

How much strawberry, chocolate, candies, etc is being used in shakes, sundaes, etc?

Are napkins being put in bags and how many?

Is the ketchup on carhop trays instead of in bags, how much is given and is it on request?

Is there water in the tomatoes or lettuce?

Is the working area really clean?

Is there too much prep or bread in the store?

Are there spoiled tomatoes and/or lettuce in a box?

Is dressing portioned?

Is the chicken seasoned properly?

Ae the chicken tenders and bits cut correctly and weighing correctly?

Are fries being cooked long enough?

Is the grease being shaken off of fries, tots, etc?

Are we filtering two times a day?

Is the ice cream machine properly calibrated?

Is the meat being seasoned (burgers and phillies)?

Is the grease being drained off of the meat before placing it on the bun?

Is there a lot of waste?

Is the waste bucket being used?

Did you weigh the waste bucket?

Did you check the garbage can for prep and other food wastage?

Was there any?

Is the stock room clean and organized?

Do the carhops know how to execute the recovery strategy?

Label and date your visit report.

Record as much detail as possible.

Sort bullet points and actionable items.

Is the problem new or recurring?

Is it a surface problem or deeper rooted?

What process or system might have failed?

Is it a team or management performance problem?

If it's a manager challenge, is it a result of skill, ignorance or attitude?

Make a difference list. What would be different if you were manager?

Share and discuss your impressions with your manager. This should be a dialogue, not a monologue. Bring energy, don't take it away.

Balance discussion between unit performance and personal development.

Praise progress. Then identify problem areas and their possible root causes together. Don't just "show and tell." Ask questions that uncover mutual understanding and drive development.

Link all suggestions and direction to goals and shift execution.

Agree on an action plan and next steps with a timetable and leave on a written record. Detail action plan below.

What change did I impact today? What progress did I make?

Did I achieve my store visit goals?