Daily Managing Process

• Conducted on

  Date

• Prepared by

• Location
  Address

Arrival

• Immediately complete a food safety walk via iAuditor

• Greet all team members/managers

Cash Control

• Verify safe count in iAuditor

• Compare yesterday's deposit report (smart safe) with what was entered into Sicom (page 2 of the ICR)

• The deposit report from the smart safe should be stapled to page 2 of the ICR each night at closing. This process will close the gap between what we see in Sicom versus what we see on the cash over/short report.

• Review the cash sheet from the previous day and address any shortages

COGS

• Review the daily food variance from the previous day

• Correct or explain in an email to the DM and variances that are out of line

• Are scales in use?

  Yes

  No

  N/A

• Are the top 5 opportunity items posted on the King Board and updated each Tuesday?

  Yes

  No

  N/A

• Is there a brief action plan posted for each of the top 5 items?

  Yes

  No

  N/A

• Review employee meals, manager meals, over rings, deletes and guest recovery discounts for the previous day.

• Verify that guest recovery is being used appropriately. This can significantly help your COGS target.

Labor

• Review labor for the previous day via the "Hourly Report" in SEMS (View by daypart in 30 minute increments)

• Did you use more or less hours than scheduled?

  More

  Less

• How many hours of overtime did you use yesterday?

• Was yesterday's forecast accurate?

  Yes

  No

  N/A

• Was yesterday's labor at or below target?

  Yes

  No

  N/A

• Review sales for the last 2 weeks (same day of week) and compare to today's forecast

• Do you need to adjust today's schedule?

  Yes

  No

SOS

• Review yesterday's performance via the "hourly report" in SEMS (by daypart in 30 minute increments). This report presents a great snapshot of SOS by daypart along with labor % and hours used versus scheduled side by side.

• Address under performing managers/team members

• Address any staffing gaps that are discovered

• Verify that the restaurant is rush ready and anticipating the rush ahead of time

NPS

• Review yesterday's comments

• Has the problem identification sheet been updated today?

  Yes

  No

  N/A

• Address detractors with managers/team members

• Who is responsible for table touches and bounce back cards today?

• What is your current month to date NPS score?

• Do you have to be on the NPS call today?

  Yes

  No

  N/A

Staffing

• Review your current staffing gap

• How many team members do you need to hire?

• Review Workpop

• Do you need assistance with staffing? (a "spark", Workpop cards, hiring flyers, marquee presence, open interviews, etc.)

  Yes

  No

  N/A

• Do you have uniforms, hats, visors and name tags available for new hires?

  Yes

  No

  N/A

BK Link

• What is your current completion percentage?

• What is your current scorecard completion percentage?

• Are all available upcoming/current LTO modules 100% complete?

  Yes

  No

  N/A

• Are all managers 100% complete in Foundations?

  Yes

  No

  N/A

Sales

• What is your current month to date upsell percentage?

• Is upsell above the 50% target?

  Yes

  No

  N/A

• Are all cashiers using a script?

  Yes

  No

  N/A

• Recognize performers and coach under performers

• SOS/NPS will ultimately drive sales (top line)
  Labor/COGS/Cash Control will ultimately drive profits (bottom line)