Jackiana: FAST Assessment

• Conducted on

  Date

• Prepared by

• Location
  Address

• Personnel

• General Restaurant Performance
  -Review Business Recap for key performance metrics (Print from Restaurant PC, Business Management)
  -Review SOS Total Time (Print from Restaurant PC, SOS application)
  -Review VOG Restaurant Report for both "Time of Visit Data" and "Area for Focus"
  -Evaluate routine DM Work Format observations to determine how guest service, cleanliness or other issues may impact efficiency
  -Ensure that no parking cars policy is enforced, and that SOS manipulation is not occurring
  

Equipment--For each headset, mark "good" or specify issues with condition, in-bound or out-bound audio quality.

• Headset 1

  Good

  Has Issues

• Headset 2

  Good

  Has Issues

• Headset 3

  Good

  Has Issues

• Headset 4

  Good

  Has Issues

• Headset 5

  Good

  Has Issues

• Is the following equipment in working condition and programmed correctly? Note any issues found.

• Drive-thru OCS

  Yes

  No

  N/A

• Drive-thru speaker (verify audio quality)

  Yes

  No

  N/A

• Drive-thru mic (verify audio quality)

  Yes

  No

  N/A

• Grill

  Yes

  No

  N/A

• Coke machines

  Yes

  No

  N/A

• Fryers

  Yes

  No

  N/A

• Timers

  Yes

  No

  N/A

• Holding/staging equipment

  Yes

  No

  N/A

• Toasters/microwaves

  Yes

  No

  N/A

• POU refrigerators/freezers

  Yes

  No

  N/A

Staffing

• Is variance in Sales Forecasting for the last 6 weeks +/- 2%?

  Yes

  No

  N/A

• Is the restaurant staffed with appropriate numbers of management and team members?

  Yes

  No

  N/A

• Is management scheduled according to the Management Scheduling Policy?

  Yes

  No

  N/A

• Is color coding used for non-sales generating activities?

  Yes

  No

  N/A

• Are half-hour meal breaks scheduled?

  Yes

  No

  N/A

• Are sales generating hours scheduled equal to the recommended number or +1?

  Yes

  No

  N/A

• Is 15-minute scheduling used?

  Yes

  No

  N/A

Training--Evaluate training needs through observations of performance and review of the Certification Tracker on the tablet.

• List which Team Members require certifications and in which positions?

Build-to Charts--Observe execution of continuous cooking and use of Build-to Charts

• Is manager consistently printing and posting accurate Build-to Charts for the grill and fryer daily?

  Yes

  No

  N/A

• Do employees understand how to read Build-to Charts and are they using them? Ask questions to validate.<br>-What is a build-to? (A: It tells me how many ingredients to have available during peak times)<br>-Why do we use build-to's? (A: We can prepare products quicker if we have the ingredients available)<br>-How many jumbo patties are you supposed to be staging at this time frame? (A: Refer to grill Build-to Chart)<br>-How many chicken patties are your supposed to be staging at this time frame? (A: Refer to fry Build-to Chart)

  Yes

  No

  N/A

• Does communication occur to ensure Build-to Charts are adjusted and maintained throughout peak periods?

  Yes

  No

  N/A

• Does person-in-charge of the shift manage the use of Build-to Charts?

  Yes

  No

  N/A

• Are staging systems used according to procedures?

  Yes

  No

  N/A

• Are Continuous Cooking procedures understood and followed? Ask questions to validate.<br>-What is continuous cooking? (A: Using either turn & place or remove & place for patties)<br>-Why do we use continuous cooking? (A: So we always have patties available during peak times)<br>-If during peak time, what remove & place or turn & place level are you using? (A: I am using a T & P rate of 2 patties)

  Yes

  No

  N/A

Workstation Positioning

• Do management and team members understand workstation positioning? Ask questions to validate.<br>-Why do we use Workstation Positioning? (A: Everyone knows what their primary job is and what tasks to perform and when they don't have any tasks it tells them what they should be doing. It balances the workload among all employees)<br>-What position are you in? What are your primary duties? (A: Example-Position 4, primary to cook fry products)<br>-What are your secondary duties? (A: Back-up and grill assembly)<br>-What do you do if you do not have any primary duties? (A: Do my secondary duties, back-up and grill assembly)<br>-What does it mean to "slide"? (A: To move to a different position to perform secondary duties)<br>

  Yes

  No

  N/A

• Do employees stay in position?

  Yes

  No

  N/A

• Is Double-bubble used appropriately?

  Yes

  No

  N/A

• Is there a visible sense of urgency to produce guest's orders?

  Yes

  No

  N/A

• Rate observed productivity level of each person during peak period. (Mark if Manager or Team Member AND a number 1 through 5 to rate the productivity level of the person, 1=low and 5=high)

• DT Register:

  Select Manager Team Member 1 2 3 4 5

  • Manager
  • Team Member
  • 1
  • 2
  • 3
  • 4
  • 5

• Counter Register:

  Select Manager Team Member 1 2 3 4 5

  • Manager
  • Team Member
  • 1
  • 2
  • 3
  • 4
  • 5

• DT Back-up:

  Select Manager Team Member 1 2 3 4 5

  • Manager
  • Team Member
  • 1
  • 2
  • 3
  • 4
  • 5

• Counter Back-up:

  Select Manager Team Member 1 2 3 4 5

  • Manager
  • Team Member
  • 1
  • 2
  • 3
  • 4
  • 5

• Counter Register:

  Select Manager Team Member 1 2 3 4 5

  • Manager
  • Team Member
  • 1
  • 2
  • 3
  • 4
  • 5

• Grill:

  Select Manager Team Member 1 2 3 4 5

  • Manager
  • Team Member
  • 1
  • 2
  • 3
  • 4
  • 5

• Fryer:

  Select Manager Team Member 1 2 3 4 5

  • Manager
  • Team Member
  • 1
  • 2
  • 3
  • 4
  • 5

• Grill Assembly:

  Select Manager Team Member 1 2 3 4 5

  • Manager
  • Team Member
  • 1
  • 2
  • 3
  • 4
  • 5

• Taco Assembly:

  Select Manager Team Member 1 2 3 4 5

  • Manager
  • Team Member
  • 1
  • 2
  • 3
  • 4
  • 5

• Sales Building:

  Select Manager Team Member 1 2 3 4 5

  • Manager
  • Team Member
  • 1
  • 2
  • 3
  • 4
  • 5

Pre-Rush Ready

• Are Workstation Daily Planners used and understood? Ask questions to validate.<br>-What information is listed on the planner? (A: Stocking and cleaning tasks and some prep tasks)<br>-How do you used the planner to do your job more effectively? (A: Use to see what needs to be stocked at my station prior to rush)<br>-Why is it important to stock your station before the rush? (A: I will have all the ingredients I need to get through the rush and will not have to leave my station. If I have to leave my station it will cause me to get behind on my job.)<br>

  Yes

  No

  N/A

• Are employees consistently ready for each rush?

  Yes

  No

  N/A

• Does the person-in-charge of the shift effectively manage pre-rush, rush and post-rush activities?

  Yes

  No

  N/A

• Are prep, maintenance and admin activities avoided during peak periods?

  Yes

  No

  N/A

Floor Communication

• Does the person-in-charge of the shift create a sense of urgency and motivate/influence the team?

  Yes

  No

  N/A

• Are floor communication processes (TIP-TAP-TOP) used?

  Yes

  No

  N/A

• Do employees understand use of headsets to help expedite orders? Ask questions to validate.<br>-Do you know which positions should wear headsets at all times? (A: 1, 4, PIC and employee in Double-bubble)<br>-Why should you wear headsets at all times? (A: Helps to expedite orders, allows multiple employees to assist guests)<br>-Why is the headset better than relying on the grill speaker? (A: Can hear order immediately even if in the back)

  Yes

  No

  N/A

• Does the person-in-charge of the shift analyze bottlenecks and coach to correct issues?

  Yes

  No

  N/A

Analyze Bottlenecks--Use the Blocker Log to analyze bottlenecks.

• Describe observed issues such as staffing, ingredients, specific workstations, equipment capacity or packaging.