Bumpers Drive-In Checklist - Supervisor

• Document No.

• Audit Title

• Client / Site

• Conducted on

  Date

• Prepared by

• Location
  Address

• Personnel

Store Location & Date Info

• Select date

  Date
• Add location
  Address

• Manager on Duty?

Pre-Visit Planning

• Detail progress on last visit and initiatives

  Yes

  No

  N/A

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

  Yes

  No

  N/A

• Review last report and assigned goals, timetable

  Yes

  No

  N/A

• Consider major marketplace trends and events

  Yes

  No

  N/A

• Determine the TYPE of visit

  Yes

  No

  N/A

• Announced

  Unnannounced

• Lunch

  Dinner

• Peak Volume

  Slow Volume

• Weekday

  Weekend

• Open

  Close

• Time Frame of Visit?

  Full Day

  Half Day

  1-3 Hours

• Determine the FOCUS of the visit

  Yes

  No

  N/A

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

  Yes

  No

  N/A

• Morale (turnover, crew engagement, assistant managers)

  Yes

  No

  N/A

• Leadership (Testing, bench strength)

  Yes

  No

  N/A

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

  Yes

  No

  N/A

• Safety & Security

  Yes

  No

  N/A

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

  Yes

  No

  N/A

• Checklists up-to-date

  Yes

  No

  N/A

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

  Yes

  No

  N/A

• Follow up from previous visit/information gathering

  Yes

  No

  N/A

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

  Yes

  No

  N/A

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

  Yes

  No

  N/A

Outside the Unit

Walk it SOLO first from the Guest Perspective (customer touch points)

• Curb Appeal

  Yes

  No

  N/A

• Parking Lot

  Yes

  No

  N/A

• Back Door

  Yes

  No

  N/A

• Cleanliness

  Yes

  No

  N/A

• Landscaping

  Yes

  No

  N/A

• Front Door

  Yes

  No

  N/A

• Signage

  Yes

  No

  N/A

• Building

  Yes

  No

  N/A

• Dumpster

  Yes

  No

  N/A

• Lighting

  Yes

  No

  N/A

• Walkways

  Yes

  No

  N/A

• Stalls

  Yes

  No

  N/A

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

  Yes

  No

  N/A

Now Walk It with the GM from the GM's Perspective (note what they see, don't just point out what you saw)

• Curb Appeal

• Parking Lot

• Back Door

• Cleanliness

• Landscaping

• Front Door

• Signage

• Building

• Dumpster

• Lighting

• Walkways

• Stalls

• 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?

  Excellent

  Good

  Fair

  Poor

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

  Yes

  No

  N/A

• 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?

  Yes

  No

  N/A

Inside the Unit

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

  Yes

  No

  N/A

• Use Bumpers checklists, assess performance

  Yes

  No

  N/A

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

  Yes

  No

  N/A

• 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.

  Yes

  No

  N/A

Observations: 1 = Perfection, 3 = Further observation, 5 = Immediate Action

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

  1

  3

  5

• Possible underlying cause?

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

  1

  3

  5

• Possible underlying causes?

• Observe food handling and hand washing

  1

  3

  5

• Possible underlying causes?

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

  1

  3

  5

• Possible underlying cause?

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

  1

  3

  5

• Possible underlying causes?

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

  1

  3

  5

• Possible underlying cause?

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

  1

  3

  5

• Possible underlying cause?

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

  1

  3

  5

• Possible underlying cause?

• Review manager petty cash and reports. Look for details.

  1

  3

  5

• Possible underlying cause?

• 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.

  1

  3

  5

• Possible underlying cause?

• 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.)

  1

  3

  5

• Possible underlying cause?

• 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?

  1

  3

  5

• Possible underlying cause?

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

  1

  3

  5

• Possible underlying cause?

• 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?

  1

  3

  5

• Possible underlying cause?

• Add media

  Media

WATCH FOR DETAILS!

• Drinking or eating up front?

  Yes

  No

  N/A

• Are employees using printed paper products?

  Yes

  No

  N/A

• Are employees eating? Did they pay?

  Yes

  No

  N/A

• Are items being pre-portioned?

  Yes

  No

  N/A

• How much ice is being put in cups?

  Yes

  No

  N/A

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

  Yes

  No

  N/A

• Are napkins being put in bags and how many?

  Yes

  No

  N/A

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

  Yes

  No

  N/A

• Is there water in the tomatoes or lettuce?

  Yes

  No

  N/A

• Is the working area really clean?

  Yes

  No

  N/A

• Is there too much prep or bread in the store?

  Yes

  No

  N/A

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

  Yes

  No

  N/A

• Is dressing portioned?

  Yes

  No

  N/A

• Is the chicken seasoned properly?

  Yes

  No

  N/A

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

  Yes

  No

  N/A

• Are fries being cooked long enough?

  Yes

  No

  N/A

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

  Yes

  No

  N/A

• Are we filtering two times a day?

  Yes

  No

  N/A

• Is the ice cream machine properly calibrated?

  Yes

  No

  N/A

• Is the meat being seasoned (burgers and phillies)?

  Yes

  No

  N/A

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

  Yes

  No

  N/A

• Is there a lot of waste?

  Yes

  No

  N/A

• Is the waste bucket being used?

  Yes

  No

  N/A

• Did you weigh the waste bucket?

  Yes

  No

  N/A

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

  Yes

  No

  N/A

• Was there any?

  Yes

  No

  N/A

• Is the stock room clean and organized?

  Yes

  No

  N/A

• Do the carhops know how to execute the recovery strategy?

  Yes

  No

  N/A

After the Visit

• Select a quiet area and review your visit before engaging the manager.

• Label and date your visit report.

  Yes

  No

  N/A

• Record as much detail as possible.

  Yes

  No

  N/A

• Sort bullet points and actionable items.

  Yes

  No

  N/A

• Next to each challenge area, note:

• Is the problem new or recurring?

  Yes

  No

  N/A

• Is it a surface problem or deeper rooted?

  Yes

  No

  N/A

• What process or system might have failed?

  Yes

  No

  N/A

• Is it a team or management performance problem?

  Yes

  No

  N/A

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

  Yes

  No

  N/A

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

  Yes

  No

  N/A

One-On-One Manager Discussion - briefly review and recap key points of prior visits

• Your top 3 concerns:

• Your manager's top 3 concerns:

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

  Yes

  No

  N/A

• Balance discussion between unit performance and personal development.

  Yes

  No

  N/A

• 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.

  Yes

  No

  N/A

• Link all suggestions and direction to goals and shift execution.

  Yes

  No

  N/A

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

  Yes

  No

  N/A

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

  Yes

  No

  N/A

Continuous Improvement is Key

• What are three things I can do to improve my visits?

• What are three things I can do to improve my one-on-one conversations with my managers?

• Did I achieve my store visit goals?

  Yes

  No

  N/A

• Knowledge transfer/Energy transfer

• Goal-setting

• Cost control/Budget

• Training/Testing

• Alignment with company objectives, ERM, CRM

• Real improvement (not band-aids)

• Marketing and sales goals focus

• Teach everyone something new?

• Review execution of all promotions

• 4 ways to build sales

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