UMD Dining Management Workshop

1. UMD Dining Management Workshop

2. Workshop Agenda January 21 8:30 -10:45AM • Introductions • Housekeeping • Kickoff Discussion 11-Noon • RPM 1-2:30 PM • TOP 20 Key Item Management • Concept Management 2:45-4:30 PM • Concept Workshop Session and discussion January 22 8:30-12 (breaks included) • Pattern of Management 1-1:15PM • Checklists Session 2-4:30PM (break included) • Promises • Promises Workshop Session

3. Introductions and Housekeeping • Gene Kellogg and ECS • Managers and Attendees • Housekeeping (Joe Pesce)

4. Kickoff Discussion • What is our job as managers and chefs? Let’s identify the 5 things we all agree are most important? • Let’s change roles now. What are our favorite restaurants? For Breakfast? Lunch? Dinner? • When we are diners what do we look for in order to have a good dining experience? Five things we have in common. • What are the 5 things our customers want? Are they different?

5. Kickoff Discussion • Are we as good as the restaurants we and our customers like? • Can we be? • Should we be? • How do we do it?

6. RPM The Retail Management Power Tool • Right Concepts? Concept Performance • Menu Changes ? Menu Performance • Hitting Targets? Food Cost • What’s Working? Product Movement • Average Transactions? Pricing • Where’s the Gold? Sales/Contribution • Good Food? Quality indicators

7. RPM Retail Program Management • Our units are comprised of multiple concepts (mini restaurants). These make up our program. • They take up space, labor, our time and energy. • Our job is to manage each of these concepts in a way that maximizes sales and controls costs. • Some concepts perform better than others. • In fact some of them are GREAT, and some of them are NOT SO GREAT at all.

8. Concept Performance • Food Cost • Sales & Contribution • Productivity • Average Price • Customer Satisfaction

9. Concept Success Product (Core Menu) Price (Price Points) Positioning (Creating Demand)

10. Core Menuattributes of product success • Golden Goose (good sales with exceptional contribution, almost always with exceptional food cost.) • Workhorse (strong consistent unit movement and contribution, at or below budgeted food cost ) • Niche Items (average to good individual food cost and price point weak or inconsistent unit movement and sales) • Dogs (poor food cost and low unit movement and sales) March 7, 2005 slide 10

11. Price Pointsattributes of pricing success Three or four price points are generally suggested • Bargain Price(Tacos, Pizza Slices, etc.) • Value Price(Meets most of your customers’ budgets and sustains your average check) • Value Plus Price(Offers an exceptional experience as a premium for size, taste, excitement, uniqueness, or other upscale attribute) • Combo Price (Above Value Price and below Value Plus Price) March 7, 2005 slide 11

12. Creating Demandattributes of positioning success (name, graphics, packaging) (menu and product display) (Consistent value offerings and messages) (visible with convenient,hassle-free easy access) (minimal waiting time from arrival to order, and from order to delivery) (use cloning techniques of similar successful products or product features) • Identification • Merchandising • Promotion • Location • Quick Service • Recognizable March 7, 2005 slide 12

13. Concept Performance • Food Cost • Sales & Contribution • Productivity • Average Price

14. RPM Retail Product Management • Each Concept is made up of a number of menu items • And these also take up space, labor, our time and energy. • Some concepts perform better than others. In fact some of them are GREAT, and some of them are NOT SO GREAT at all. • Our job is to manage key menu items in a way that maximizes sales and controls costs.

15. Product Performance • Gold Items (good sales with exceptional contribution) • Green Items (strong consistent unit movement and contribution) • Yellow Items (good individual food cost and price point weak or inconsistent unit movement and sales) • Red Items (poor food cost and low unit movement and sales)

16. A DINER RPM DEMO • DinerRPMDEMO.xls

17. RPM Discussion • What are our best Concepts? Why? • Marginal or Niche Concepts? • Do we have Concepts that are hard to figure? Why? • How important is accurate food cost? How do we insure accurate food cost? • What are our Golden Gooses? • What are our Workhorses? • Do we have question marks? • How about Dogs?

18. Preference Performance ObjectivesKey Result Indicators (KRI’s) • Food Cost • Product Movement and Sales • Productivity • Customer Satisfaction • Concept Average Price (driven by price and movement) • Average Check (driven by sum of individual purchase items) • Contribution

19. RPM Rules of Thumb • If there is more labor needed to support it, then the food cost should be low and the and product movement should be high. • Every Concept should have at least one Golden Goose and One workhorse. If not, something should be done! (unless it is a Niche Concept- examples) If • If a Concept has a higher food cost than the account target, then it is NOT performing well regardless of product movement. Something should be done! • If a Concept is popular, but missing performance objectives, then something should be done.

21. NetVuPoint TOP 20 • 80-20 Rule Discussion • NetVuPoint Product Movement and Sales Report • Defining TOP 20 If a menu item is a Top 20 item, then it will usually be a Golden Goose or a Workhorse. There are exceptions! What would make for an exception? Examples of possible exceptions. • Your TOP 20 • Managing your TOP 20

22. TOP 20 Management • Protect and Serve As managers and chefs we should make sure that they are available, always high quality, cost controlled, merchandised, marketed, and served efficiently. • How do we do that?

23. How To Protect and Serve • Food Cost Control • Productivity • Availability • Quality • Merchandising • Marketing • Service • SOPs If It’s TOP 20 Then It Is Very Important and Deserves Priority Management Attention!

24. Protect and Serve Key Item Benchmarking • Quality Benchmarking is done by spot checking storage, production, assembly, merchandising, delivery, and taste • Cost Benchmarking can be done during the quality process by checking recipes and portions • Cost Benchmarking is also done by random IOR and product movement reconciliation. • Examples, let’s discuss Quesadilla Pizza Bacon Cheeseburger …check its looks, weight and taste

25. What Are SOPs • The Standard Operating Procedure (SOP) is a valuable tool and worth the preparation time. SOPs go beyond the basic "cookbook" procedural description of materials and methods and also provide details about the appropriate precautions. • In general, SOPs force us to think through a procedure step by step and to standardize the products and methods. The exercise of writing the SOP is valuable and the SOP itself is a useful training tool and a reminder to staff of the correct procedures. • SOPs might include a recipe, or might take the place of a recipe. • Examples

26. Grill Order Expedite SOP Order Expediter Owns the StationOwns the Customer: Responsible for taking Order, Bun set-up, and Delivery to CustomerAsk for order Here or to go?Order to Grill CookButtered Bun in ToasterBun and Plate Set-Up (keep them in order )Sauce Bun Check the order, deliver to customerOrder only once…when waiting call “holding on”…when managing call “all day”

27. Diner Grill To Order Sandbag: Max Temp and Count Slow BusyGrilled Chicken 1488 20Hamburgers 140 820Fried Chicken Done 6 12Veggie Patties Done 5 10 cook sandbags in batches of 8 and 16 One Turn OnlyNEVER OVERCOOKTo finish: Hamburgers on grill 30 seconds, turn 40 seconds DONECheeseburgers 30 seconds, turn melt cheese DONEGrilled Chicken 30 seconds turn 40 seconds DONEwith cheese 30 seconds, turn melt cheese DONEwith bacon/cheese on any sandwichbacon and meat on grill, 30 seconds, turn melt cheese, bacon DONE

28. Review and Workshop • Top 20 Preference and Performance • Menu Preference and Performance • Golden Goose • Workhorse • Concept Average Price • Food Cost Objectives • SOPs

29. Team Workshop • Choose 3 TOP 20 Items • Identify/articulate the product in terms of quality and cost • Create a quality protection benchmark • Create a cost protection benchmark • Show how each department can help protect • Managers, supervisors, chefs • Line employees • Cashiers • Dishroom emplyees • Write 1 SOP for one of your TOP 20s

30. Pattern Of Management • As managers and chefs we perform literally hundreds of tasks daily, weekly, monthly. We spend our time and energy on everything from ordering food to hiring staff to getting equipment fixed to answering phone and emails to analyzing data to covering shifts to cleaning up spills. • Let’s talk about the things we do daily, weekly, and monthly. • Let’s take 45 minutes and make a list for yourself now. Set it up in three columns of things we do daily, weekly. Monthly.

31. Importance and Effectiveness • Look at the list, we could have written things down for hours. • What is important? • What are we effective at? • We need to eliminate randomness with important tasks. • We also need to be effective when we perform them • How do we go about using our time and energy doing important things effectively?

32. Management Effectiveness Waste occurs whenever our time, resources ,or energies are expended that do not result in value for the customer or the organization.

33. ECS Value Planning EFFECTIVENESS Value Optimized 10 I M P O R T A N C E 1 10 Wasted Outcome 1 Effective Change Strategy Wasted Effort Low Importance/High Effectiveness High Importance/High Effectiveness Customer Satisfaction Greater Revenues Effective Cost Control Staff Productivity An opportunity to leverage best demonstrated practices Waste Low Importance/Low Effectiveness High Importance/Low Effectiveness “Low Hanging Fruit” opportunity for immediate savings of time, energy and resources Improved skills or systems are generally recommended

34. Ordering (IOR) Production Meetings TOP 20 Checks Cash Control Sanitation Checks Concept Meetings Sales Product Movement Analysis HACCP Staff scheduling and productivity Weekly Reviews with boss Menu Planning Opening and Closing (checklists) Prime Time Coverage Marketing Pattern of Management Tool to Identify and Clarify all Major Repetitious Job Responsibilities and Eliminate Randomness and wasted Time and Effort and much more, but always defined and deliberate

35. Example Assistant Evening Manager POM.doc

37. Pattern of Management

38. POM Discussion • Why do we need to use POMs • Why don’t we? • How important are checklists? • Do we use them? Why not? • How do POMs tie into RPMs, TOP 20, Concepts Performance • How POMs make us better at what we do?

39. Checklists Why use checklists? How does everyone feel about checklists? • The devil is in the details? • Puts important KSFs into a routine (eliminates randomness) • Preventive maintenance approach • Gives everyone a common view and common priorities for the operation. • We are reminded that we have our standards and that customers have their standards (expectations.) • Other reasons?

40. Two sample checklists • Operational Checklist MGT Site Checklist-UMD Diner.doc • Concept Checklist ..\Managers Checklists\QuesadillaGrillManagers Checklist.ppt

41. Promises • What’s the difference between a promise and a commitment? • What’s the difference between a commitment and a standard? • What would we need to do to make a standard something that we never fail on? An Inviolate Standard

42. Inviolate Standards • Gene defines an inviolate standard as a promise made to our customers, our staff, our organization and to the entire community. A promise we will keep “NO MATTER WHAT!” • How’s that for a BIG ORDER? • Let’s list some promises “inviolate standards” that we would make if we could really pull them off. • Let’s identify the things that would prevent us from “pulling them off.”

43. Your Leadership Team’s Promises • Food Quality will not be compromised - Hot food hot, cold food cold and appearance and taste at or above standard - Always • When students bring issues to our attention, we will interact in a positive manner and when there is doubt, missing information or a technical problem, we will error in favor of the student. • Units will identify Peak Period times when all managers on duty will be engaged in operations and be on the floor. • Our current protocol for HACCP safety in the kitchen must be followed and monitored.

44. More From Leadership • Our sanitation and cleaning programs/schedule must be adhered to. • Units must hold shift meetings each day - whether for 5 minutes or for 30 minutes, essential shift information must be shared with employees. All team members will treat each other with respect.  This commitment will show in our words and actions every day. • Service quality will not be compromised - units will open 15 minutes before and close 15 minutes after the posted hours of operation.   • Menu items will available at least 30 minutes after posted closing time.  Staff will be in proper uniform and will exhibit a positive guest attitude.

45. One at a time discussion 1. The Food • Food Quality will not be compromised - Hot food hot, cold food cold and appearance and taste at or above standard - Always

46. 2. The Customer • When students bring issues to our attention, we will interact in a positive manner and when there is doubt, missing information or a technical problem, we will error in favor of the student.

47. 3. Prime Time • Units will identify Peak Period times when all managers on duty will be engaged in operations and be on the floor.

48. 4. Food Safety • Our current protocol for HACCP safety in the kitchen must be followed and monitored.

49. 5. Cleanliness • Our sanitation and cleaning programs/schedule must be adhered to.

50. 6. Internal Communications • Units must hold shift meetings each day - whether for 5 minutes or for 30 minutes, essential shift information must be shared with employees. All team members will treat each other with respect.  This commitment will show in our words and actions every day.