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World Class Operations Introduction forKFC Mongolia
Farhad Kiani
FARHAD KIANI
Title: Head of Restaurant Excellence, KFCYears of service: 27 years (since 1985)
JOHN ZHANG
Title: Senior Manager, EngineeringYears of service: 15 years (since 1997)
AJAY KUMAR
Title: Restaurant Excellence Manager, KFCYears of service: 4 years (since 2008)
CAROL LOO
Title: Restaurant Excellence Services ManagerYears of service: 27 years (since 1985)
ANTHONY LEONG
Title: Restaurant Excellence ConsultantYears of service: 30 years (and since April 2012)
SANILAH ALI
Title: Executive SecretaryYears of service: 15 years (since 1997)
+1 Vacant Position
Who am I?
My role is to increase the shareholders value for
both YUM and our Partners
My Job is…
• To drive WCO agenda
• To ensure perfect Execution every transaction, every shift
• To help our partners to be successful and profitable
• To build people and organizational capability for our partners
• To drive our culture deep
• To Protect our Brand
What is my Role?
How do we engage with our partners?
Main Focus in2012
Can Operations Drive Loyalty?
Food + Experience + Value = Decision To Return
• Service • Ambiance
• Quality • Variety
31% 56% 13%
• Price • Value Perception
Reinforce Operating Standards & core tools and processes
Standards • Clear, defined, Current, accessible
• Executable Every Transactions, Every Shift
Clear and Complete Training Paths
Taking People With You
Align Compliance Measurement systems and accountabilities
eCER (Electronic Champs Excellence Review) • A full compliance check done by Specialist
FSA (Food Safety Audit)• Is completed as part of eCER also referred to as FSC Food Safety Consultation)
CHAMPSCHECK• Mystery shopper program conducted twice a month by an authorized 3rd party vendor
Drive Performance Measurement and elevated Obsession measures
Obsession Measures
• Markets with 2-3 well defined Obsession measures, derived
from Performance Measures
Performance Measure• Balance Scorecards and Operational measures in place
in all markets and displayed and up to date in every store.(BSC is based on Customer, People, sales and Profit)
• BIT (brand Image Tracker)
• CSS (Champs Satisfaction Survey)
• PDS study (Problem Detection Study)
• Fusion• KDS• HPK 1 & 2
• Ops Capability Assessment• eCER to full potential
• FSC reporting mechanism• Electronic Hostess System• Tablet ordering • Kiosk ordering• QPM/ePCS
• Customer Relation Management- Delivery
• Tablet ordering• Driver GPS
Bold Goal
Urgent Actions
AFBU
WCO
COMPASS
Key Enablers
Deliver Brand StandardsAs #1 brand Building
Initiative
• Define Standards• Train to deliver standards• Audit performance againstStandards
• +/- Consequences
• 3rd Party eCER• CHAMPSCHECK• Food Safety • BSC + Action Plan• Performance Appraisals
Cultivate OperationalExcellenceMindset
• Have the right organization to support you
• Operations enabled by all - x-functionally
• Ops CapabilityAssessment
• Market Action Plan• Structured Store visit program
• RE/Ops Structure• # Training Days bydesignation
• Engineering Mindset
• Attract better talents• Replace mediocre talent • Urgent Investmenton Training
• Task everyone to train
• RGM #1• GM Training• DC certified Mgt• Ops College• Learning Zone• Employer Branding• Career development• Selection Tools• Engage & Energize
training program• Success profile
Consistency==Reliability=Brand Loyalty
• Measure Operations& Brand Metrics
• Correlate Operationsand Brand Metrics
• 100% Champs Witha Yes Mindset
• % @ 100• % above 90• CSS/BIT• Branded Serviceas part of Sogoodcampaign.
• Engaging
• Must permeates fromtop to bottom
• Must be uplifting ,Connecting and belonging
• must be Mission andPurpose driven
• Above store recognition• Store level recognition• WFP• CM Squad board• Champs Challenge• Champions Club• AC Quarterly award
Create a ‘Cult Like’ Recognition
Culture
Talent Recruitment & Development aSignature Process
CHAMPS
The Cornerstone ToRunning Great Restaurants
Decision to Return
Food Value
Experience
AmbienceServiceDecision
to
Return
+ + + =
Significant research led to an understanding that Operations owned 87% of a
consumers “Decision to Return”
87%
31% 56% 13%+ +
Historical Perspective of CHAMPS
• Developed by operators at YRI in the mid-90’s:
31% Food
56% Experience
13% Value
100% Decision to Return
For each point lost in experience, we need to gain 4 points in valueor 2 points in food to break even!
Built on the“Recipe For Success” Model
Recipe For Success
Captures all elementsunder control of RGM
Cleanliness
Hospitality
Accuracy
Maintenance
Product
Speed of Service
CHAMPS is a process – not an event
CHAMPS Improvement System
1
4
2
3
A four point
process
designed to
help improve
CHAMPS
performance
for our
customers.
CHAMPS Improvement System
CHAMPSCHECK
(customer)
Operational feedback from
ourcustomers’ perspective.
Operations still owns 87% of a consumers
Decision to Return…
Food + Experience + Value
The
experiential
reality that we
deliver
overshadows
anything that
Marketing
can deliver.
CHAMPS Improvement System
CHAMPS
Excellence
Review
(standards)
Operational feedback in the
form of standards review.
3rd Party CER defines operational reality for
senior leaders to depths that they are often not
able to experience themselves.
Do you…
Know your
Business?
Insist on
Reality?
Follow Thru?
Reward the
Doer?
ALL the way
down to each
store level?
CHAMPS Improvement System
Customer
Feedback
(complaint line)
Immediate access for
customers to relay and
resolve problems.
Customers
who have
their
complaints
resolved are
the most
loyal.
CHAMPS Improvement System
Self-
Review
LASTCER Self-Scoring
CHAMPS Check-Up
Restaurant tools that
can be used
in the stores to regularly check
their performance against
consumer touch points and
operational standards.
Great tools
help
restaurant
teams define
reality every
Transaction,
Every shift.
CHAMPS Improvement System
CHAMPSCHECK
(customer)
CHAMPS
Excellence
Review
(standards)
Customer
Feedback
(complaint line)
Using all 4
processes
provides the
best
opportunity
for CHAMPS
Improvement
in our
Restaurants.Self-
Review
LASTCER Self-Scoring
CHAMPS Check-Up
CHAMPSCHECK
• YRI created CHAMPSCHECK
– A restaurant level feedback mechanism for consumer perceptionsof restaurant experiences.
– Feedback must be timely and actionable.
– To ensure that standards meet our customers’ expectations
CHAMPSCHECK
• YRI created CHAMPSCHECK
– A restaurant level feedback mechanism for consumer perceptionsof restaurant experiences.
– Feedback must be timely and actionable.
– To ensure that standards meet our customers’ expectations
CHAMPSCHECK
• Mystery Customer evaluates their individual restaurant experience against CHAMPS– Anonymous average customer, not a trained professional
shopper.
• Questions based on customer perception.
• Scoring is bucketed “all-or-nothing”– Must receive a “Yes” on all questions within a category to
receive the points for that category.
• Frequency is twice per month
CHAMPSCHECK Analysis
• Evaluate and use local CHAMPSCHECK data for example…– Which CHAMPS attribute has the most opportunity for improvement?
– Which areas are missing specific questions the most?
• Use all elements of the CHAMPS Improvement System
• Enforce use of CHAMPSCHECK-Up– Pre-rush CHAMPSCHECK
• Consider doing Competitive CHAMPSCHECKs as a means to gain deeper insight into your competitive landscape.
CHAMPSCHECK Program – Key Features
Consistent execution across all markets – ‘lead’ vendors
Enhanced reporting at all levels – balanced, specific, actionable
Results owned and actioned by Operations Team
YRI CER
How the process works.
CER Purpose
• High Level Reality– Provide a systematic view of reality of our restaurant operations for
operators for all levels
• Low Level Reality– Coach and recognize restaurant operators towards consistently
improved performance
– Inspire the choice to be excellent every day
“Execution is a systematic way of exposing reality and acting on it.”Larry Bossidy
Combining Forces
• Consistently improved performance can only be achieved with operator involvement
• Restaurant behavior must change and be made to stick– Leader led within an organization
– Reinforce the mind shift from compliance to a daily commitment to excellence
“Failure to follow through is a widespread and major cause of poor execution.”Larry Bossidy
“Execution is a systematic way of exposing reality and acting on it.”
Company
ARL CER Specialist
How the CER Process Works
The success partners in the CER process are as shown. The relationship between all of these partners is a key factor in the CER process and how it creates value for the organization and our guests.
Restaurants
Company
ARL
On the left side is the traditional relationship between an organization and their leadership for results. This is critical the to success of the organization. The leadership is responsible to coach their teams to deliver these results. It is their follow-up and continued reinforcement that makes behavioral changes “stick”.
How the CER Process Works
Restaurants
On the right side is the non-traditional relationship between and organization and a CER Specialist to report the purest reality that they can about field operations. This is a critical element that allows Senior Leaders to “live” in their businesses. It is also the CER Specialists responsibility to discover the cause of opportunities and then to coach restaurant teams based on their vast experience, using recognition and influencing skills. Without this characteristic, the CER becomes a test as opposed to a teaching.
Company
CER Specialist
How the CER Process Works
Restaurants
ARL CER Specialist
Teamwork
Keeping in mind that the Leadership and CER Specialist have a similar coaching responsibility to the restaurant teams, this teamwork relationship is valuable towards the goal of consistently running great restaurants. Interestingly, both the ARL and the CER Specialists are tasked with consistently running great restaurants.
How the CER Process Works
Restaurants
Company
ARL CER Specialist
Teamwork
Each partner must have a commitment to all relational elements illustrated here to create and foster an environment of success and progressive excellence. It is imperative that the leadership consistently deliver resultsand appropriately coach theirteams to ensure success.
It is equally essential for the CER process to portray the purest reality to the
organization. It is the only way to provide effective coaching to the restaurant
teams, and create the unquestioned value to the
organization.
How the CER Process Works
Restaurants
Success Strategy(Eyes on operational reality at all levels)
• Store level reality is the Action Plan– Operations improve when Action Plan is implemented
• Data confirms this
• Completed & Maintained
– Focus on Action Plan = most impactful metric• More impactful than score (outcome) because it focuses on behavior
(process).
• Operators at all levels can make better decisions based on a reality assessment– Store specific, trended or system-wide issues
Developing Champions
Yum’s Restaurant Management and Area coache’s Training Program
DEVELOPING CHAMPIONS OVERVIEW
Leading a
Shift
•11 Modules in total
•1 HS Modules
• 4-6 weeks Full time
• 90% in-restaurant
• 2 classroom modules
-Orientation
-Get Ready to Lead
(Duty Manager)
•19 Modules
•2 HS Modules
• 12-14 weeks full time
• 90% in-restaurant
• 3 classroom modules
-Module Trainer TTT
-Lead the Team
-Lead the Business
(Assistant Manager)
(Restaurant General Manager)
•14 Modules
• 4 weeks full time
• 90% in-restaurant
• 2 classroom modules
-Introducing Your Role
-Coaching for Success
(Area Manager)
• Complete cross-training & certification for all hourly Team Member positions
• STAR 2000
Leading a
Restaurant
Leading
Multiple
Restaurants
Team
Member
Brand
Specific
Training
Developing Champions Training
Training System Overview
What is Developing Champions?
Curriculum linked to Team Member Training, CSL, and CER
Technical and leadership skills required for Restaurant Excellence
Brand Transparent
90% In-restaurant delivery
Learner Lead
A series of modules each supported by a trainers guide
Organized into key processes
Leading a Shift
Leading a Restaurant
Leading Multi Restaurants
Leading a Market (under development)
Module HoursClasses Orientation 4
Get Ready To Lead 8
Modules 1 Customer Mania 92 Cleanliness & Food Safety 123 Safety & Security 104 Emergency Situations 10.55 Basic Human Resource Management 86 Product Quality 97 Daily Inventory 168 Shift Labour 11.59 Cash Control 13.510 Open, Shift Change, Close 1811 Putting It All Together 14
Total 143.5Concept Modules KFC/TB
PH
Drive Thru
Home Service 1Dine-InBuffet
Leading A Shift
Leading A Restaurant Modules(In the absence of the Manager)
ModuleClass Module Trainer TTT
Modules 12 Recognition13 Training One-on-One14 Restaurant Audits15 Forecasting16 Managing Food & Paper Costs17 Managing Labour18 Managing Semi-Variables19 Managing Facilities & Equipment20 Basic Restaurant Finances21 Retention22 Recruiting Team Members23 Selecting Team Members
Concept Modules PH Home Service 2
Leading A Restaurant Modules(Continuously)
ModuleClasses Lead The Team
Run Great Restaurants Roadmap (Planned forQ4/2002)
Modules 24 Managing Restaurant Training25 Communicating With The Team26 Maximising Restaurant Performance27 Creating a Safe and Positive Environment28 Counseling Your Team29 Developing Your Team30 Marketing
Concept Modules PH Home Service 3
Module
Class Coaching For Success Modules 1 Introducing Your Role 2 Getting Organised 3 Planning For Success 4 Managing Information
5 Keeping Your Team 6 Rewarding & Recognising Your Team 7 Staffing Your Team 8 Developing Your Team
9 Driving Restaurant Excellence
10 Controlling Costs 11 Building Sales 12 Making Plan
13 Transition To Your Area 14 Demonstrating Habits & Getting
Results
Leading Multi Restaurants
Preparing for
Success
BuildingGreatTeams
RGR
Acting Like Owner
Leading a Team
Module
TrainerLearner
TRGM / RGM Area Manager
Op’s ManagerOp’s DirectorField Trainers
Key People
Module Trainer
• Shift Supervisor / Shift Manager
• Assistant Restaurant Manager
• Restaurant General Manager
• Training Restaurant General Manager
• Area Manager
Field Trainer
• Training Coordinator
• Senior Training Coordinator
• Concept Training Manager
• Country Training Manager
Who is Who?
Learner
Module Trainer
TRGM / RGM
Area Manager
Operations Manager / Director
Field Trainer
Responsibilities
Learner Responsibilities
• Complete all Training activities
• Applies knowledge and skills during
• Skills Assessments and Development Record
• READ the module
• PLAN to complete each activity
• DO the work
• DEMONSTRATE knowledge and skill
Field Trainer Responsibilities
• Conducts classroom training
• Certifies Module Trainers
• Monitors learner’s progress and Module Trainer
performance
• Ensures training is executed to standards
• Complete all activities in Module Trainer Guide
• Arrange for materials and resources for learner
• Schedules module activities
• Coaches and supports learner throughout training
• Recognizes and rewards training success
• Prepares learner for Skills Assessment
Module Trainer Responsibilities
• Plans and schedules training
• Selects Module Trainers
• Support learner throughout training
• Coaches and supports Module Trainer
• Recognizes and rewards training success
• Conducts and sign off on Skills Assessments
• Prepares learner for Development Record
TRGM/RGM Responsibilities
• Monitors learner progress and Module Trainer performance
• Makes sure training is executed to standards
• Coaches and supports TRGMs / RGMs
• Recognizes and rewards training success
• Signs off on Development Record for Certification in LAS and
LAR in the Manager’s absence .
Area Manager Responsibilities
• Monitors learner progress and Module Trainer performance
• Makes sure training is executed to standards
• Coaches and supports Area Manager
• Recognizes and rewards training success
• Signs off on Development Record for certification in LAR
Continuously and Leading Multi-Restaurants
Ops Manager/Director Responsibilities
Trainer Steps
PREPARE Manager and learner meet to overview modules and agreetimeframe
Manager appoints a “Module Trainer” for each module
SHOW & TELL
GUIDED PRACTICE
Learner completes activities with assistance of CHAMPSStandards Library (CSL) and with instruction asnecessary by the Module Trainer
Learner practices skills with assistance of Module Trainer
CERTIFY Manager assesses learner on knowledge & skills at theend of each module (Module Certification*)
Manager’s supervisor assesses learner on knowledge &skills at the end of the program (Program Certification**)
*Module Certification: Learner is certified to perform the tasks covered in aparticular module (e.g. “Recruiting Team Members”)
**Program Certification: Learner is certified to perform all tasks in a program (e.g.Lead a Shift, Lead a Restaurant, Lead Multiple Restaurants)
Steps to completing each part of DC
Module Workbooks for Learners
Module Trainer’s Guides
Skill Assessments
Development Record
Module Planner
Module Readiness Checklists
CSL & CER
Program Tools
Development Record
CertificationTools
EXPERT
Certification Tools
• Learners must be certified BEFORE assuming their new position
• There are 3 Certification Tools used in Developing Champions:
– Proficiency Assurance System (PAS)
– Skills Assessments
– Development Record
• Certification Tools measure learner skills and knowledge - not restaurant performance
– Restaurant performance is driven by some factors outside the learners control, e.g.
• Team Member selection and training, RGM leadership, communication, performance management
– Experienced shift runners can overcome obstacles but new shift runners lack the experience, “maturity” or judgement to compensate for these factors
– The Skills Assessments and the Development Record takes these factors into account
Skills Assessment
There is a “Skills Assessment” at the end of each DC Module
• 3-4 tasks for the learner to demonstrate and 3-4 discussion questions which allow the evaluator to test knowledge
• Each skills assessment “stands-alone, i.e: passing the assessment certifies the learner to perform the group of tasks covered in the module e.g.:
– LAR Module 13: Train One-on-One
– LAR Module 23: Select Team members
• A skills assessment should ideally be conducted by someone other than the Module Trainer
• Recommended assessors are:
– LAS: RGM
– LAR: Area Manager / Operations Manager or Director
– LMR: Operations Manager and Op’s Director
• The Development Record (DR) is used to certify a learner in a program
– Certified to lead a shift (CHAMPS/Shift Leader or Assistant)
– Certified to lead a restaurant (RGM)
– Certified to lead a market (Area Coach)
• Completion of the DR is the responsibility of the Area Coach, although parts may be delegated to others (e.g. TRGM)
• Pass Mark is 100%, although allowance is made for some failures:
– If the learner doesn’t perform a particular task, the evaluator can give the learner a “second chance” by asking the learner to demonstrate the task or by asking additional questions to verify the learners knowledge
– The learner can then pass the DR if they perform these tasks correctly
– The above DOES NOT apply to tasks related to safety, Security, or Food Safety. If the learner fails any of these items, the evaluator:
– Completes the DR, but the learner is automatically failed
– Schedules a follow-up assessment
Development Record
Target Position Prerequisite Training Content Certification Tools
Team Member N/A CHAMPS & BrandSpecific Training
Knowledge Quiz
Performance Evaluation
Shift Manager Team Member training LAS Modules 1-11 PAS
Skills Assessments
Development Record
Assistant Manager LAS 1-11 LAR Modules 12-23 PAS
Skills Assessments
Development Record
RGM LAR 12-23 LAR Modules 24-30 PAS
Skills Assessments
Development Record
TRGM LAR 24-30 N/A Restaurant Certification
Field Trainer LAR 24-30 LMR Modules 1-8 Skills Assessments
Area Coach LAR 24-30 LMR Modules 1-14 Skills Assessments
Evaluation
Certification Standards - Learners
Certification Standards – Trainers
Target Position Prerequisite Training Content Certification Tools
Team Member Trainer Team Member Training LAS Module 13 Skills Assessment
LAS Module Trainer LAS 1-11 Module Trainer TTT Class Skills Assessments
LAR Module Trainer LAR 12-30 Module Trainer TTT Class Skills Assessments
LMR for Field TrainersModule Trainer
LMR 1-8 Module Trainer TTT Class Skills Assessments
LMR Module Trainer LMR 1-14 Module Trainer TTT Class Skills Assessment
DC Certified Trainer Complete Classes as a learner Teachback Co-facilitate classes
DC Training Manager DC Certified Trainer Facilitation Skills Teachback
Fast Track To Restaurant Excellence
Developing Champions
Time
Development
EXPERT
Gold
EXPERT
Shift
Sup.
LMR
LAR
LAS
Assessment
Center
DC Career Path
Duty or Shift Manager
Assistant Manager & RGM
Area Manager
Which Holding Equipment for Fusion / KDS?
EquipmentHCW UHS ½-Size HC
Products - No mixed products - Mixed products - No mixed products
- No grilled products - All types of products - All types of products
Obstruction Flip door Doorless Flip door
Water Supply Supply (8L/hr) & drainage No Water pan; no drainage
Configuration 1 1 unit of HCW5 2 units of UHS 2 units of half-size HC
Capacity (pans) 5 pans 8 pans (160%) 10 pans (200%)
Footprint (mm) 1524 x 750 (613x2) x 840 (90%) (617x2) x 790 (85%)
Power Rating 4.16 kW 3.1 kW x 2 (149%) 2 kW x 2 (96%)
Pricing S$3,793 US$2,100 x 2 (138%) S$2,010 x 2 (106%)
Configuration 2 1 unit of HCW8 3 units of UHS 3 units of half-size HC
Capacity 8 pans 12 pans (150%) 15 pans (188%)
Footprint (mm) 2460 x 750 (613x3) x 840 (84%) (617x3) x 790 (79%)
Power Rating 8.8 kW 3.1 kW x 3 (106%) 2 kW x 3 (68%)
Pricing S$5,568 US$2,100 x 3 (141%) S$2,010 x 3 (108%)
Balanced Scorecard
Balanced Scorecard Objectives
• Review the Balanced Scorecard tool, process, and measures
• Examine the benefits of using a Balanced Scorecard
• Assess a Balanced Scorecard and determine how you would coach to improve performance
• Understand the competencies that enable you to be successful in the execution of the Balanced Scorecard Process
Our Formula for Success
People Capability First…
Satisfied Customers and Profitability Follow
• PEOPLE (30%)– Ensure that we retain Customer Maniacs– Measures – Annualized Team Member Turnover, Retention. Training
( Some equity markets are now only measuring TM Turnover. The objective is to bring TM Turnover <100% )
• CUSTOMER (30%)– Ensure that we put a Yum on customer faces– Measures – %100’s CHAMPS Checks, Speed with Service
• SALES (20%) & PROFIT (20%)– Ensure that we have focus on BYA Sales and Profits results by achieving plan and managing the profitability of
our restaurants– Measures:
• Net Sales vs. Plan• RCP vs. Plan• Flow-Thru
Note: Weights can change based on specific needs of the individual Brands
The Balanced Scorecard
PEOPLE
Turnover
Retention
Training
Staffing
Safety
SALES
Net Sales Vs. Plan
Net vs. Last Year
Concept Net Sales
CUSTOMER
CHAMPSCHECK
Speed with Service
CHAMPS Excellence Review
Customer Calls
PROFITS
RCP Vs. Plan
Flow Thru
RCP vs. Last Year
No
n W
eig
hte
d
We
igh
ted
Example of RGM Targets
Measure SBT BT OT AT SAT
Customer 30%
CHAMPSCHECK 20% < 86 86 90 92 94
Avg. In-store Time 10% > 23 23 20 18 16
People 30%
Team Turnover 20% > 125 125 110 90 50
% Turnover
Improvement Over
Prior Year
--- --- 15 30 40
Team Retention 5% < 65 65 75 85 90
% Team Trained in
14 days5% < 68 68 77 86 95
Sales 20%
Sales VS Plan 20% < 96 96 100 103 109
Profit 20%
RCP VS Flow-thru 10% < 99 99 100 103 107
RCP vs Plan 10% < 94 94 100 103 109
RATING
5 Significantly
Above Target
4 Above Target
3 On Target
2 Below Target
1 Significantly
Below Target
Example of AC/OM/OD Targets
Measure SBT BT O T AT SAT
Customer 30%
% of Restaurants Achieved
CHAMPSCheck 15% < 33 33 50 66 83
Aggregate CHAMPSCheck 5% < 86 86 90 92 94
% of Restaurants Achieved
Avg In-Store Time10% < 33 33 50 66 83
People 30%
% of Restaurants Achieved
Team Turnover10% < 33 33 50 66 83
Management Stability 15% < 37 37 47 57 67
% of Restaurants Achieved %
Team Trained in 14 days5% < 33 33 50 66 83
Sales 20%
% of Restaurants Achieved
Sales Plan15% < 33 33 50 66 83
Aggregate Sales vs Plan 5% < 96 96 100 103 109
Profit 20%
% of Restaurants Achieved
RCP vs Flow10% < 33 33 50 66 83
Aggregate RCP/RP vs Plan 10% < 94 94 100 103 109
Restaurant Balanced Scorecard Summary
Customer
People
Profit
Sales
Restaurant Balanced ScorecardWeighted Items
Weighted Items
Weighted Items
Weighted Items
Weighted Items
Restaurant Balanced Scorecard Non-Weighted Items
Non-Weighted Items
Non-Weighted Items
Non-Weighted Items
Non-Weighted Items
Restaurant Balanced ScorecardReporting Time Frames
Reporting Time Frames
Restaurant Balanced ScorecardRating Scale
BSC Rating Scale
SAT = 5 (Sig. Above Target)
AT = 4(Above Target)
OT = 3(On Target)
BT = 2(Below Target)
SBT = 1(Sig. Below Target)
Restaurant Balanced Scorecard Calculating Score
Calculating Score
1. Weight/Total Weight x Rating for each line
2. Add weighted items to get overall score
CalculatingCustomer Rating
WEIGHT MEASURE RATING
30% CUSTOMER 4.33
15% CHAMPSCHECK 5
SPEED of SERVICE
5% DT Order % < 45 sec. 5
10% DT Window % < 60 sec. 3
Calculating Score
1. Weight/Total Weight x Rating for each line
2. Add weighted items to get overall score
MEASURE WEIGHTTOTAL
WEIGHTRATING TOTAL
CHAMPSCHECK 15% ÷ 30% X 5
0.5 X 5 2.5
DT Order % < 45 sec. 5% ÷ 30% x 5
.166 x 5 0.833
DT Window % < 60 sec.10% ÷ 30% x 3
.333 x 3 1
TOTAL 4.33
Restaurant Balanced Scorecard Calculating Score
Calculating Score
1. Weight/Total Weight x Rating for each line
2. Add weighted items to get overall score
Calculating Balanced Scorecard Rating
WEIGHT MEASURE RATING
OVERALL SCORE
30% CUSTOMER 4.33
30% PEOPLE 3.67
20% SALES 4.00
20% PROFIT 2.50
Calculating Score
1. Total Weight x Rating for Category
2. Add weighted items to get overall score
MEASURETOTAL
WEIGHTRATING TOTAL
CUSTOMER 30% X 4.33 1.299
PEOPLE 30% X 3.67 1.101
SALES 20% X 4.00 0.8
PROFIT 20% X 2.50 0.5
TOTAL 3.70
SAT
Balanced Scorecard Benefits
• Drives our Yum Dynasty Formula for Success
• Provides a balanced approach to long term success
– Customer measures ensure we listen and respond to the needs of our customers
– People measures ensure we create a great place to work for our teams
– Sales and profit measures help to ensure that we meet financial commitments to shareholders
• Aligns RGMs, Area Coaches, and Region Coaches against same performance goals to help drive results
• Measures and provides opportunity for recognition and rewards with timely and accurate Balanced Scorecard, P&L, and Bonus reports
– BSC measures drive merit increases, bonus, and long-term incentives
Why the Balanced Scorecard is so Important….
KFC 2005 Results
BSC
%100's
CHAMPS
Turnover
%
Sales vs.
Plan %
RCP vs.
Plan %
Flow-Thru
%
Top 10% 4.50 59 68 110 122 105
Bottom 10% 1.74 42 181 95 88 86
How Operators Use It
• Coaching tool for operators to celebrate successes and coach against performance gaps
– Analyze results and identify areas of opportunities
• Develop action plans using the E.A.R.S. model
– Explore: What is the gap?
– Analyze: Why is there a gap?
– Respond: What actions are needed?
– Make it Stick: How to make it a habit?
• Communicate results with entire team
– The more Team Members know and understand, the more they care
Coaching Using the Balanced Scorecard
Recognize
Recognize
Coach & Set Priorities
Coach & Set Priorities
Recognize
Coaching Worksheet
Coaching Worksheet
Explore: Observe/Ask/Listen
Observations Made Questions to Ask (Feelings & Facts) Listen to Responses
Analyze: Facts? Isolated? or Pattern? Root Cause
What are the Facts? (Why? Why? Why? Why? Why?) What is the Root Cause?
Respond: Teach or Provide Feedback/Support/Commitment Stick: Follow-up/Recognition
Action By Whom By When Monitor and Communicate Results Celebrate Small and Big Successes