Model Build Scotland North

Has the Store Utilised the RGAT to establish what their average productive hours per week are by roster group?

Has the Store downloaded a copy of the Model build tool and set up appropriately.

Has the store inputted the average weekly productive hours by roster group?

Can the store articulate what their store basis of prep incorporates for GM, Foods, operations and hospitality.

Can the store articulate the productive hours allocated to key blueprinted areas- I.e CCTV, FHSO.

Can the store articulate how many food zones and heroes it has.

Has the store completed the till transaction spreadsheet for a minimum of one base week (WC 10th January).

Has the store completed the food fill planner with 4 weeks’ worth of information to understand on average how many food fill hours are required by day.

Has the store completed the DEF planner for a minimum of 1 week.

Has the store built a model for every roster group utilising the tools above.

Does the store believe all roster groups models are reflective of the requirements their customers and operation?

Has the store reviewed the bottom line (total for the hour incorporating all days) for each– is it smooth, does it feel right?

Has the store reviewed the allocation of resource to each operational hour within the store to ensure it is proportionate to the activity, in line with the SOP, and allocated appropriately by day-of-week and time-of-day. Do key areas such as filling and tilling peak and trough in line with volumes, or are they flat-lined throughout the day or week.

Has the store reviewed the total hours per day- does this feel right? Have they sensed check this against the weekly by day box in the completed till transaction planner. Is there a similar trend between the hours allocated by day in the model to the % of transactions in that day?

Has the store completed the labour planning principles document? Can they articulate the reasons behind the decisions made?

Can the store talk through each roster group’s family tree and the reasons behind the decisions?

Can the store talk through any challenges they envisage re-aligning resource to the model?

Can the store talk through how they will utilise the labour planning principles and family tree in future recruitment/review of FTW contracts.