OCA Assessment - A - SafetyCulture

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Food Safety

All restaurants have an appropriate accredited and insured pest provider that is approved by the market. The team are trained in the maintenance of cleaning standards in order to prevent problems occurring.
In all restaurants, pest (Figure 8) walks are completed to ensure the restaurant is sealed, so that no pests can enter the building. If issues are noted, evidence can be provided to show action is being taken to resolve this ASAP
All pest inspection reports are recorded and actions noted followed up on by RGM and ARL's to prevent brand risk.
The RGM ensures the team are coached or retrained if they fail to handle food safely, in accordance with the standards and this can be evidenced in the restaurant
Minimum requirements as defined by local food safety requirements and global YUM Food Safety Standards are met in all restaurants.
In all restaurants, the team can access procedural manuals for handling food safely (via the electronic standards library), have been trained to handle food safely as part of their induction, and can demonstrate this to brand standards.
In all restaurants, the RGM ensures that the team are trained on the food safety critical items, as outlined in the eCSL. Corrective action is taken if standards are breached and evidence of training completion can be evidenced
All the team have been certified that they have completed the food safety training and the RGM can locate all signatures easily or can access the details via the Learning Zone
The business has no restaurants that have been given a below target rating or improvement plan from local health authority visits such as EHO/Health Inspectors/Scores on Doors (or equivalent).

Health and Safety

All new employees have health and safety training on their first day (within their induction) and further comprehensive training on an on going basis e.g. re certification annually) and records can be located if required.
Teams are re-tested and re-trained using Learning Zone if health and safety issues exist and this can be evidenced in the restaurant
Managers on Duty (MOD) check for potential safety hazards (e.g. broken tiles, loose wires/cords, the fire suppression system) which can be observed on the store level success routines such as a checklist or figure 8 process. This check is documented.
All restaurants deal with potential hazards immediately, in order to prevent accidents occurring, this can be evidenced.
The business ensures the safe working of disabled employees, pregnant women, nursing mothers, and employees under 18 years of age as noted by local regulations and that a risk assessment is in place for all such employees. Appropriate action is taken, which ensures the resolution of any identified risk or hazards as a result of the risk assessment process.
Restaurant equipment is maintained to ensure food safety employee/customer safety

Crisis Management

Above restaurant leaders and RGMs know to close a restaurant if there is an imminent risk that food safety standards will be breached, the safety of customers or staff is in jeopardy, or an event occurs that is likely to damage the brand and the YUM Business Unit is notified immediately
In all restaurants, the RGM can access a crisis management eCSL. The RGM has been trained what do in a crisis, how to handle a media inquiry and understands whom to contact.
Above restaurant leaders, RGMs and the team members are trained using the learning zone to meet the needs of their job
Team members, RGMS and ARLS Leaders can access eCSL's via the Learning Zone
Each restaurant has a separate raw chilled storage area either through a separate raw chiller or upright chiller where space is constrained.
All restaurants are fully staffed for management to the optimal management levels as per the DC Tracker.
All restaurants have sufficient team members and management in line with store sales & transactions.
Every above restaurant leader is fully certified on Leading Multiple Restaurants (LMR).

Restaurant Cleanliness

Shift Manager and Above Restaurant Leaders (ARL) routines check for cleanliness issues through a checklist or Figure 8 process and non compliance is coached and rectified as appropriate and this can be evidenced
There is a cleaning system in place to ensure that daily, weekly and monthly cleaning tasks are completed in line with brand standards and the RGM can produce it when required by local authorities
The team can access procedural manuals (eCSL) for cleaning tasks (including FOH, external areas, BOH), have been trained appropriately and can demonstrate the performance of tasks to brand standard.
GES Cleanliness scores are in line with or below YUM Business Unit average
ROCC 'Cleaning System' scores are in line with or below YUM Business Unit average
All FOH/Customer areas, walls, floors, furniture, rubbish bins, decorations, lights, doors and windows, are always clean and tidy
The customer toilets are clean, well maintained (this includes all fittings, fixtures, fans, lights, rubbish bins etc) and fully stocked (paper towels and hand soap). The hand dryer is in working order (where applicable).
All Back of House areas, including walls, floors, ceilings, equipment shelving, doors are always clean and tidy
All exterior areas of the restaurants (including drive thru areas, car parks, refuse areas, gardens, building exterior) are always tidy, well maintained and free of debris

Recruitment and Selection

All new starters have had a Structured Interview Guide and Job Preview as part of the recruitment process. This has been recorded on the employee's file.
The business ensures its Employee Value Proposition is part of its hiring process.
RGM's can articulate the importance of diversity.
Every new team member has had a clearly defined induction with the RGM.
The team are trained (using the Learning Zone) to perform their role to brand standards.
All team members, with more than 6 months service, are fully trained on at least 2 stations. (cross trained)
All team members, with more than 6 months service, are fully trained on at least 2 stations. (cross trained)
The business has champions or subject matter experts’ defined and trained within the business on new layers/technologies. The experts have the training/tools and are able to roll out and improve capability across the business
The business can demonstrate that the defined training steps are completed before an individual starts in role. (Training and sign off processes completed)
A formal process is used to ensure management promotion/hiring is consistent, and of a high standard.
The team understand Yum culture and it is evident within restaurants.
A system is in place, which has defined tools and process to drive engagement and culture.
There are development-planning tools in use (e.g. IDP, appraisal, etc.).
Personal development meetings are held for internal candidates who want to progress their career this can be evidenced via their personal development plan (PDP).
An active goal-setting and appraisal process is in place for restaurant management teams. This can be evidenced.
The outcome takes into account results and behaviours in equal measure. Outcomes are linked to individual pay reviews in order to ensure fairness and parity.
Leading with Heart is evident during restaurant visits. RGMs and ARLS can comfortably discuss their indicators and learnings.

Restaurant Success Routines

In all restaurants, the RGM can access eCSL's for running a shift & restaurant and have been trained to run a shift & restaurant to brand standards
In all restaurants, the Shift Leader can access eCSL's for running a shift and have been trained to run a shift to brand standards.
Food Safety (including cleanliness) and Health and Safety (Customers and Team Members) is a priority on every shift
The RGM reviews the execution of the shift by checking the food safety management book, the cleaning book and the store diary, as part of their routine.
The RGM completes the weekly core process check (9 core process check) as part of the weekly routine and reviews with the restaurant management team. Week on week improvement can be demonstrated.
The shift leader completes the prescribed number of 'figure of 8' walks as per YUM Business Unit Standards to ensure that team members are executing brand standards and that customers are receiving a world class customer experience.
During restaurant visits, above restaurant leaders will review the 'figure of 8' walk with the shift leader. This ensures that outstanding execution is recognised or, if required, they are supported to understand any operational issues and coached to improve standards.
Teams understand what a 'figure of 8' walk is and that it should be performed regularly throughout the day.
In all restaurants, before every shift, the RGM or manager on duty conducts a pre-shift meeting which includes setting restaurant targets, deployment and includes secondary tasks such as cleaning.
Above restaurant leaders check that the pre-shift meeting has been completed.
RGMS are given access to daily, weekly and monthly reports (e.g. Sales, COS, COL, Semis, GES, ROCC, EES) Training to enable them to understand restaurant performance and create actions plans
ARL's follow an agreed routine to ensure that each restaurant is visited as per its needs and evidence of this is available in restaurants
During restaurant visits, above restaurant leaders review the execution of the shift by checking the food safety management book, the cleaning book and the store diary, as part of their routine and this can be evidenced. Leaving feedback and or recognition where appropriate.

Above Restaurant Success

Above restaurant leaders visit restaurants during peak sales times, including evenings and weekends
Above restaurant leaders leave documented feedback (using SMART actions) on restaurant visits and follow-up on that feedback during subsequent visits.
During restaurant visits, above restaurant leaders recognise above average performance from their RGMs and the team. When required, employees are coached to improve their restaurant's performance. Evidence of this can be seen in store (e.g. recognition cards, coaching logs, emails)
Above restaurant leaders perform customer visit checks and speed visits in their own restaurants and in those of their competitors, in order to make comparisons and build know-how.
Food Safety (including cleanliness) and Health and Safety (Customers and Team Members) is prioritised on every restaurant visit
ROCC/FSCC, GES and Balanced Scorecard Action Plans are completed, followed up and action is taken to resolve issues with Food Safety and Health and Safety prioritised
Above restaurant leaders can identify under performing restaurants and can use the performance of healthy restaurants as a guide.
All businesses have a positive trend for GES which is at least 2% better than prior year or is above the local market benchmark.
The minimum responses (30 per month) for GES is achieved in at least 90% of restaurants and Integrity for the GES program is at <5% for all restaurants in the franchise organisation

Customer Experience

To meet the service value 'Make sure every guest leaves happy' there is a system in place (PLEASE & Thank You) in each restaurant to log customer complaints and team members/managers are empowered to win back each customer. The system is being used in every restaurant.
Compliments (via customer contact logs or GES) are shared with teams and individuals who have been recognised for great customer service.
There is a service program in place where team members are trained and are meeting the service value 'Be yourself, treat every guest like a friend'
In all restaurants, each member of the FOH service team is certified for FOH service to ensure they are trained to deliver the KFC service values and evidence can be produced

Win on Taste

In all restaurants, the team can access procedural manuals (eCSL) for cooking and preparing products, and have been trained to cook and prepare products to brand standards.
In all restaurants, each member of the BOH team is certified to cook to brand standards, and evidence can be produced
In all restaurants, each member of the MOH team is certified to prepare products to brand standards, and evidence can be produced
In all restaurants, the team follow the required filtering process, conduct visibility testing and skim fryers, in order to maximise the life of the oil and to ensure the customers receive brand standard product.
All products are tagged and timed with the correct hold time using a Business Unit approved system
Product control sheets (ePCS/QPM reports) are available for ARLS and RGMS to review and coach to ensure gold standard product and availability.
MPC/ePCS/QPM is used to determine cook quantities and adjusted with the sales forecast.
Restaurant teams & ARL's can explain how the product control system works and explain the reports available
Above Restaurant Leaders can coach restaurant teams (Cooks and Shift Leaders) on Perfect Product and Product quality issues.
All products are prepared in line with the forecast and dated/timed with expiry/quality hold times in accordance with brand standards (e.g. defrost amounts, cleaned OR).
All restaurants are delivering brand standard fries by following the prescribed process and completing the fries online training as part of MOH training.
In all restaurants, the team take temperatures, inspect stock and store stock, in accordance with brand delivery standards.
All restaurants use a forecast to ensure correct stock is ordered and to eliminate the need for product transfers, so that all products are available to customers.
Team members are empowered to replace poor product where needed

Forecasting Sales & Deployment

In all restaurants, there is an online forecasting system in place which is used by the management team to input and review the daily/weekly/period sales forecast.
The online forecasting tool gives RGMs daily, weekly and period sales forecasts, which managers can use to order stock and deploy labour (using a deployment matrix).
As part of the above restaurant leaders' daily and restaurant visits routine, they will review sales forecasts with RGMs and, if required, coach on how to improve their forecasts.
All RGM's have been trained on how to schedule labour and can discuss the principles of labour scheduling
Labour schedules in restaurant can be evidenced to demonstrate the basic principles of labour scheduling
On a daily basis, the RGM or manager on duty creates and displays a labour deployment plan, which is based on forecasted sales/transactions, team members' availability for work, and their abilities.
All deployment plans set out the roles of the team, including secondary tasks, such as cleaning.
The deployment plan is amended in line with any re-forecasting throughout the day and all RGMS & Shift Leaders know how to re-forecast based on sales changes.
Above Restaurant Leaders review the deployment of the team and coach the RGM on improving their performance if required
All restaurants have at least three working drive thru head sets to ensure speed of service and that team members can communicate as required

Managing Customer Systems

The RGM or manager on duty prepares for peak capacity. For example, each till has an appropriate float, and all areas have sufficient packaging, condiments and sides are stocked to meet forecasted sales to ensure that teams do not need to replenish during peak
Based on forecasted sales/transactions, the RGM or Shift Leader deploys the team to ensure the correct ratio of till operators and packers required to deliver brand standards
Above Restaurant Leaders review the deployment of the team and coaches the RGM on improving their performance if required
The RGM or Manager on Duty completed checks on the kiosk as part of their prep for peak walk,including ensure all kiosk have a full till roll each morning.
All customer facing drive thru equipment is in good working order to ensure a good customer experience (including order point microphones and speakers as well as order confirmation board (OCB) screens.
Shift Leaders and teams demonstrate a speed mindset that can be observed across the business, in all asset types. (Coaching or recognition is observed based on achieving or missing brand standards)
Above restaurant leaders and RGMs know how to interpret the data produced by the software tool and the drive-thru timer, and can use the data to improve their restaurant's drive-thru speed.
RGMs/Shift Leaders set speed targets daily, analyse results, action plan and follow up
Above restaurant leaders and RGMs know how to interpret data for any other channel where reporting is available and can use the data to improve the customer experience

Managing Delivery Aggregators

Can the team explain the importance of staying online and not rejecting orders?
Is the manager on duty able to clearly articulate the customer feedback and themes they receive through home delivery and also show the actions in place to address the opportunities?
Do the above store leaders talk about home delivery with their teams every day when discussing restaurant figures and KPIs?
Can the above store leaders clearly demonstrate an understanding of the home delivery reports and where to find them?
ARL's and RGMS can explain what goals they have and how they are going to achieve them for Sales, COS, COL, Semi Variables
The team understand the sales and profit targets set for them and know how they can be achieved.
During restaurant visits, above restaurant leaders discuss sales and profit targets and recognise great performance or coach where targets are not met.
RGM's and the team are trained on up-selling and smart-selling/suggestive selling.
ARLs and RGMs recognise and reward the achievement of sales and profit targets.

Commercial Mindset

Above restaurant leaders discuss competitors and analyse business KPI's during balanced scorecard reviews.
Above restaurant leaders market and promote their restaurants locally, using local contacts to their advantage.
RGMs can discuss their competitors' speed of service and latest promotional activity.

Talent Management

There is a process (which can be evidenced) to gather leavers' feedback (e.g. exit interviews).
Performance Improvement Plans (PIP) are being used to manage the bottom ten per cent performers /outliers identified through the PPR Process using RGM appraisals reviews and BSC results.
There is a Balanced Scorecard (BSC) in place for the RGM and 75% of restaurants are On Target or better on the BSC.
RGM stability (<12 months in the same restaurant) is measured and is at or above the market benchmark (70%)
The outcome of RGM and above restaurant leaders appraisals takes into account both results and behaviours. Outcomes are linked to individual pay reviews in order to ensure fairness and parity.

Culture

All above restaurant leaders have their own personal recognition award. This can be evidenced.
There is evidence of recognition given within the last month.
The team are able to explain the process and talk about improvements that have been made based on the survey feedback.
All restaurants have planned team activities for all employees at the restaurants.
There is evidence that social/ team building events have occurred in the last six months.

Communication

In all restaurants, key communications are clearly visible, contains all relevant information and is up-to-date including ROCC, GES and BSC reports.
There is a regular team meeting with the whole team, where RGMs completes the meeting on the box (MOTB) cascade, recognises great performance and shares business/restaurant news.
The team are able to discuss the content of the last team meeting and any key restaurant actions around ROCC/FSCC, GES and the BSC.

Maintaining IT Systems

It is easy to gain access to store level Wi-Fi (Guest ).
In all restaurants, RGMs can log all repair and maintenance work without delay so as not to impact customer satisfaction or team member/business safety.
The business is able to replace faulty equipment quickly and at the end of usable life so as not to impact customer satisfaction or risk to the team/business.

OCA Assessment - A

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Food Safety

Health and Safety

Crisis Management

Restaurant Cleanliness

Recruitment and Selection

Restaurant Success Routines

Above Restaurant Success

Customer Experience

Win on Taste

Forecasting Sales & Deployment

Managing Customer Systems

Managing Delivery Aggregators

Commercial Mindset

Talent Management

Culture

Communication

Maintaining IT Systems

Related checklists

OCA Assessment - A

Free OCA Assessment - A Checklist

Go digital today!

Convert your paper checklists into digital forms

Food Safety

Health and Safety

Crisis Management

Restaurant Cleanliness

Recruitment and Selection

Restaurant Success Routines

Above Restaurant Success

Customer Experience

Win on Taste

Forecasting Sales & Deployment

Managing Customer Systems

Managing Delivery Aggregators

Commercial Mindset

Talent Management

Culture

Communication

Maintaining IT Systems

Related checklists