Ops Visit 2023

• Site conducted

  Select

• Conducted on

  Date

• MASTERY: Our value of Mastery reflects our commitment to product quality, product knowledge, service and store cleanliness. We strive for excellence in these areas to deliver exceptional experience to our customers. This involves maintaining high product standards, providing personalized service, ensuring a clean store environment and equipping our staff with extensive product knowledge so they can be credible sources in your customer’s coffee journey

  

• Instruction: Conduct a GUEST Service Audit in iAuditor with the Store Manager or assigned Service Lead (as needed for development). Recommended to have SM (or Service Lead) lead Audit, using iPad to answer questions and discuss

• GUEST Service Audit Score

• Summarize flagged items from GUEST Service Audit and discuss follow up actions with SM/Service Lead

• Review Customer Service reporting with Store Manager Mystery Shops Results and CX Tickets

• Mystery Shop: Manager can navigate to and open IntelliShop Dashboard

  Yes

  No

• Last audit overall above company average?

  Yes

  No

• If number is below company average actionable items/follow up required

• In the last 30 days, were there a number of notable CX tickets that required action from SM

  No

  Yes

• If yes, follow up notes here

• INCLUSION: Our value of inclusion extends to staffing, training, onboarding and succession planning. Incorporating inclusion in these areas promote equal opportunities, fosters belonging and allows for multiple perspectives to be heard. By embracing inclusion in these areas, we can create a culture that values diversity and empowers individuals.

  

Staffing

• Staffing mix is appropriate for volume (# of keyholders to cover all day parts)

  Yes

  No

• # of Certified Baristas vs Baristas is 100%

  Yes

  No

• If no, define action plan to have all baristas certified

• Any Team Members over 90 days

  No

  Yes

• If yes, define action to get Team Member certified and define timeline

• Recruiting collateral is available and posted

  Yes

  No

• Interview Guides are being utilized for all candidate interviews

  Yes

  No

• Interview Guides for candidates that are hired are retained within the new hire's employee file

  Yes

  No

• Interview guides for candidates not extended a job offer are sent to recruiting for storage

  Yes

  No

• Is Manager familiar with when and how to iniate reference checks for employment or promotion?

  Yes

  No

• Check applicant bin. Is it checked and managed regulary (weekly)

  Yes

  No

Training Attainment

• Was the latest Seasonal Training Attainment between 90-100% at Launch?

  Yes

  No

• If No, what is the action plan to achieve training attainment for future

• Current initiatives training attainment % (Any training in the last 30 days outside of Seasonal/Core Training. ie- cash handling, Bunn Brewers, Eversys, Regional/local requirements)

Succession Planning

• Store Manager has succession planning tool updated

  Yes

  No

• Employees regularly engaging in development conversations with their managers to discuss their profressional growth and identify areas for skill enhancement

  Yes

  No

• Are there Training Plans/schedules for new hires

  Yes

  No

• Are there working PDP's and qualifiers located in the coffeebar (including Store Manager)

  Yes

  No

• If any Questions in the Succession Planning section were answered No, outline action plan and next steps to be taken before next audit.

WorkJam/Communication

• Workjam is activated and being utilized by on duty staff members

  Yes

  No

• Staff members' have familiarity with most recent home office communication

  Yes

  No

• Is Open Door Policy posted in a prominent location and contains most up to date contact information

  Yes

  No

• If any Questions in the Communication section were answered No, outline action plan and next steps to be taken before next audit.

• MASTERY: Our value of Mastery reflects our commitment to product quality, product knowledge, service and store cleanliness. We strive for excellence in these areas to deliver exceptional experience to our customers. This involves maintaining high product standards, providing personalized service, ensuring a clean store environment and equipping our staff with extensive product knowledge so they can be credible sources in your customer’s coffee journey

  

Tasting Culture

• Instruction: SM or designated member of staff set up and lead you and working employees through comparative tasting of their choosing

• Staff led comparative tasting during visit

  Yes

  No

• The More You Know tasting program is active in the coffeebar

  Yes

  No

• Staff Members can speak on where to find current TMYK

  Yes

  No

• Managers encouraging TMYK participation, following up on results

  Yes

  No

Product Standards

• Drip Coffee temperature is within acceptable range (175185* F)

  Yes

  No

• Drip Coffee tastes to standard

  Yes

  No

• Prepared cold brew tastes to standard

  Yes

  No

• Observe a double shot being pulled on the La Marzocco it follows visually correct cues of honey like, reddish brown flow into less viscous caramel flow. Extraction time in 2530 seconds and yeilds approx. 2 oz

  Yes

  No

Feaured Product

• Engage with an employee about one of the beverages featured on the menu panel. Can they accurately describe the beverage in an appealing way

  Yes

  No

• Engage with an employee about the feaured whole bean coffee. Can they accurately describe the coffee (growing region, roast, flavor profile)

  Yes

  No

• Is the Featured Coffee properly displayed

  Yes

  No

• Correct 1lb bag

  Yes

  No

• Top row of bean tower or as otherwise noted in the current seasonal display guide

  Yes

  No

• Sticker adhered correctly (within guidelines)

  Yes

  No

  N/A

• Sticker dated with Roast date in fine tipped sharpie, neat/legible handwriting

  Yes

  No

  N/A

• All product is FIFO

  Yes

  No

• ACCOUNTABILITY: Embracing accountability supports teams in fostering operational efficiency, upholding fairness and ensuring compliance with safety protocols and personal responsibility. It encourages a culture where individuals take ownership of their responsibilities with a sense of dedication.

  

Redbook

• Instruction: Look at Redbook(s)that cover the last 30 days. Answer below questions based on finding

• The Redbook is available and being fully used and is an active part of every shift

  Yes

  No

• The Daily Pages are filled out completely

  Yes

  No

• Required rest and meal breaks are scheduled by writing the planned time in the break section of daily schedule section

  Yes

  No

• Sales and goal tracking is up to date, being used daily

  Yes

  No

• Weekly Cleaning Tasks are being assigned and signed off as completed

  Yes

  No

• The temperature control log is filled out with no missing entries

  Yes

  No

• Monthly Cleanliness Audit is complete

  Yes

  No

• Previous Monthly Cleanliness Audit has had action items address (look at previous months redbook)

  Yes

  No

• Facilities log is in use and has corresponding activity in OfficeTrax

  Yes

  No

• Visitors log is in use. Nonretail employees that do not possess a key or alarm code must fill out visitor log (including home office employees and outside vendors)

  Yes

  No

• IT Case Log is in use and updated with corresponding ticket #'s from calling the IT Help Desk

  Yes

  No

Cash Handling

• Instruction: Review the Cash Log Binder for the last 30 days of and answer questions below based on findings

• Daily Cash Log is present, used daily and has no missing information

  Yes

  No

• Verify that safe counts are completed

  Yes

  No

• Check cash over/shorts by day

  Yes

  No

• Verify cash variances over $5 are highlighted

  Yes

  No

• Monthly Bank Deposit Log is present, has all bank deposits logged and has no missing information

  Yes

  No

• Bank Deposit Envelope present and contains all deposit receipts

  Yes

  No

• Instruction: Physically inspect safe to ensure contents meet SOP standards

• Only permitted items are present in the safe

  Yes

  No

• Coffeebar funds equal $1000

  Yes

  No

• There are no more than 3 of deposits indicating that bank desposits are taken according to schedule

  Yes

  No

• Coffeebar is going to the bank on Mon/Wed/Friday or following Retail Deposit Frequency schedule

  Yes

  No

• Monthly Cash Over/Short Tracker is present and used daily

  Yes

  No

• Spot check to verify that the information on the tracker matches the Daily Cash Log- are there any descrepancies

  No

  Yes

• Are there any trends of cash shortages that are $5 or more

  No

  Yes

• All Logs/trackers are completed in ink with no correction tape/liquid used

  Yes

  No

• Cash pulls are being completed and documented as appropriate

  Yes

  No

• 2 Random Till Audits have been completed each week and are accurately logged on the Till Audit Log

  Yes

  No

• For all cash handling violations above, the appropriate corrective action (per corrective action counseling matrix) has been issued and is documented in the employee file

  Yes

  No

• If no, what corrective actions are missing and what action items need to be taken before next audit.

Time Keeping

• Spot check 4 different employees (include the SM and ASM). All manual edits in Kronos have corresponding entries on the time edit log and compare to Kronos audit trail

  Yes

  No

• Are managers working their shifts as scheduled, review their scheduled hours against actual time punches

  Yes

  No

• All entries on the time edit log are signed off by the manager and employee

  Yes

  No

• Meal and Rest Break exceptions are being recorded on the Time Edit Log

  Yes

  No

• Check Kronos, are required breaks documented on time sheet

  Yes

  No

• Check the most recent payroll period period, did all employees approve timecards prior to payroll close

  Yes

  No

• Every Employee File has Reliability Record located within. It is being filled out and used accordingly

  Yes

  No

• Reliability Record entries are recorded, dated and signed by both Manager and employee

  Yes

  No

Scheduling

• 3 weeks of schedules are posted in the coffeebar

  Yes

  No

• Instructions: Review the posted schedules

• Is the right mix of leadership levels scheduled

  Yes

  No

• Is the Store Manager scheduled for a minimum of 5 days and 40 hours per week

  Yes

  No

• Time off requests are properly submitted through Kronos time clock and documented in the time off request log

  Yes

  No

• All employees have an up to date availability on file

  Yes

  No

• Employee availability is up to date in Kronos

  Yes

  No

Record Retention

• Only current employees (ASM and below) have employee files on hand

  Yes

  No

• Transferred employees have file sent to new home coffeebar

  Yes

  No

• Terminated employees files have been sent to HR as outlined in the Employee Document Retention and Descruction policy

  Yes

  No

• 3 years of Time Edit Logs are on file

  Yes

  No

Product Management

• Thaw Planner being used daily, is completely filled out and onhand levels reflect the recommendations

  Yes

  No

• Warm Breakfast items being thawed have been properly dated with Day Dot label

  Yes

  No

• MultiDay ABG items are stored properly and labled clearly

  Yes

  No

• The Last sold report is being viewed weekly to adjust Warm Food and ABG pars/orders

  Yes

  No

• Coffee planning report is being used to set pars and ordering for drip coffee brewing, cold brew and espresso usage

  Yes

  No

• There is enough product on hand to serve all featured products during all day parts (oat milk, matcha, key ingredients that are specific to the current marketing focus)

  Yes

  No

• Coffeebar leadership knows how to communicate product quality/food safety issues via the incident report and email report to rfs

  Yes

  No

Inventory and eRS system management

• Check Misc Order inventory habits and supplies (i.e. chemicals, office supplies, dairy, coffee)

• Can coffeebar leadership describe where the Out of Stock List is located and how to utilize the information within to help with ordering

  Yes

  No

• Are there enough on hand items to make it to the next delivery, pars set for all categories

  Yes

  No

• Is there an excess of any items that indicates over ordering

  No

  Yes

• Use eRS to check the compliance with the following items

• Invoice receivings are completed daily and all receivings are posted before the last day of the calendar month.

  Yes

  No

• SWT orders are received and posted in eRS day of delivery, by 1pm to ensure credits are received for missing or damaged items.

  Yes

  No

• All orders placed on time and not missed, avoiding requests to RFS and SWT for a late or missing order addition.

  Yes

  No

• If No, how many late/missing orders were there in the last 30 days

Team Health, Wellness and Sanitation

• Is the sick policy being followed? No visibly sick employees are working

  Yes

  No

• Employee beverages are not present outside of designated space

  Yes

  No

• All employees are washing hands every 30 min

  Yes

  No

• Sanitizer concentrations correct and time is set for every hour to replace

  Yes

  No

Food Safety

• Manager's Servsafe is up to date

  Yes

  No

• All employees have valid Food Handlers Cards

  Yes

  No

• All chemicals have a SDS

  Yes

  No

• Ecolab reports are available and action has been taken on noted items

  Yes

  No

Safety and Security

• All Coffeebar keys are tracked and accounted for in the Key Log

  Yes

  No

• The facilities Key is located in the safe or the lockbox as appropriate

  Yes

  No

• Alarm code and call list is current with only active employees

  Yes

  No

• Verifone Pin Pads have been inspected and show no signs of tampering. If there are signs, the Manager reported it to the IT Help Desk. (Includes magnetic strip reader, EMV reader and numeric key pad)

  Yes

  No

• Store Safe is fully functional and secured properly to the bolted to the floor

  Yes

  No

• If No, immediately open OfficeTrax work order with facilities

MOA & Digital Orders

• Expeditor deploys digital order sickers to correct station for production

  Yes

  No

• Digital orders are staged and placed in the pickup fixture when complete

  Yes

  No

• The pickup fixture is ideally located in the store to reduce steps for the employees while remaining accessible for customers

  Yes

  No

Deployment

• Primary register is planted to help customers

  Yes

  No

• Expeditor is effective in role, they are working with a sense of urgency and able to multitask (brewing coffee, warming food and expediting the line when applicable)

  Yes

  No

• The Service Lead/Cash Controler are not in planted positions (primary register, primary barista, etc)

  Yes

  No

• CURIOSITY: Our value of Curiosity directly impacts our ability to drive business results and effectively manage the P&L statement. By fostering a curious culture, we can drive growth through innovative strategies and optimize costs by continuously improving our processes and identifying efficiencies. Curiosity enables a deeper understanding of customer needs, leading to increased customer retention and sales growth. Embracing curiosity and a growth mindset drives tangible outcomes that contribute to business results.

  

Business Review

• Business Results

  Yes

  No

  N/A

• CURIOSITY: Our value of Curiosity directly impacts our ability to drive business results and effectively manage the P&L statement. By fostering a curious culture, we can drive growth through innovative strategies and optimize costs by continuously improving our processes and identifying efficiencies. Curiosity enables a deeper understanding of customer needs, leading to increased customer retention and sales growth. Embracing curiosity and a growth mindset drives tangible outcomes that contribute to business results

• Instructions: Spend 30 minutes review Business Results with the SM/ASM. They should be leading the conversation and reporting results to you to document. Instruct them to pull up PowerBi, most recent P&L and Scorecard

• Is the coffeebar on track to hit their sales vs monthly budget

  Yes

  No

• If No, what is the action plan to achieve budget

• Is the coffeebar on track to meet their Traffic Comp for the month

  Yes

  No

• If No, what is the action plan to meet their Traffic Comp goal

• Is the coffeebar on track to meet their Average Ticket for the month

  Yes

  No

• If No, what is the action plan to meet their average ticket goal

• Is the coffeebar on track to meet their labor goals for the month

  Yes

  No

• If no, what is the action plan to meet their labor goals

Waste Management

• Can Manager speak to COGs results on P&L. Are they within target

  Yes

  No

• If no, action plan to be within target moving forward

• Is Coffee Waste within target

  Yes

  No

• If no, what is action plan to achieve coffee waste target

• Is ABG Waste within target

  Yes

  No

• If no, what is action plan to achieve ABG waste target

• Is WB Waste within target

  Yes

  No

• If no, what is action plan to achieve WB waste target

• Call out priority action items to be completed before next Operations Visit (~30 days):

• Manager Commitments:

• Manager Signature:

  Sign

• DL Commitments:

• DL Signature:

  Sign