Shift Management And Administration Manual Management And... · Pizza by nature is social and casual. We believe that a true pizzeria experience should be easy, inviting, and full

ShiftManagementAndAdministrationManual

SHIFT MANAGEMENT AND ADMINSISTRATION MANUAL OCT 2016 These documents are the property of FAMOSO INC. and may not be reproduced without the proper written authorization.

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TableofContents Introduction Pg.6Chapter1:FamosoBrandStandards Pg.7Welcome! BrandStandards BrandPillars BrandValues OurStory OurLogo ToneOfVoice Kaizen Chapter2:EffectiveManagement Pg.17ManagementPhilosophy ManagementStructure ThingsToAlwaysThinkAbout Atmosphere FamosoWalkthroughChecklist Upselling/SuggestiveSelling HighProfileManagement Hospitality ReadingYourGuest WorkingTheFloor Faces-Tables-Action Identifying1stTimeGuests UnderstandingGuestFlow TheRush TableChecks ManagerObjectiveChecklist BOHAreas&PizzaioloClosing Server&DiningRoomClosing Closing FamosoReservationPolicy Chapter3:Meetings Pg.48WeeklyManagementMeeting WeeklyMeetingTemplate Pre-ShiftMeetings StaffMeetings


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Chapter4:QSAs&Promos Pg.56Complaints ExecutingThe3A’s QSAGuidelines PromoSpending ManagerPromos QSA StoreCoupons HeadOfficePromos&Coupons Groupon In-StorePromotions DoughForKids HeadOffice&StorePromoGuide Chapter5:Marketing&StoreLevelAdvertising Pg.65LocalCommunityMarketing LCM5StepProgram 3StoreSales&MarketingStatus SocialMedia ComicalOverviewOfSocialMedia Chapter6:Training&CoachingEmployees Pg.77TrainingAndCoaching CoachingEmployees ChallengesOfBeingACoach Goals EffectiveLeadership FiveGuidelinesForEffectiveCommunication Delegation HowToGetPeopleTo‘BuyIn’ EffectiveManagement–TheFootballField YourTeam EffectivelyManagingStaff–‘TheFootballField’ ThePerspectiveOfTheFootSoldiers&BenchWarmers BenchWarmers–They’rein,orthey’reout TheFootballFieldSummary Chapter7:Labor Pg.99LaborCostControl LaborControlAdmin WeeklyStaffSchedules EmployeeAvailabilityContract StatHolidays


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FamosoStatHolidayTracker Chapter8:Administration Pg.107Introduction Inventory ImpactingProperUsages InvoiceApprovalChitAndPriceUpdatesDailyRevenueSheet(DRS) DailyLaborSheet MonthlyLaborSheet FoodAndBeverageAnalysis ProfitAndLossStatement(P&L) P&LWorkbookChecklist P&LTroubleshootingGuide CommonP&LErrors OrderGuide RoyaltyReporting Royalty,CouponsAndPromotionsAdministration EmailAdministration ManagerCommunicationLog ForecastingSales Chapter9:KitchenSystems Pg.134PrepChart ParLevels FamosoPrepChart UsingColorShadingToManageYourPrepChart DailyPrepCountSheets WasteSheet TheFoodQualityChecklist Chapter10:FoodSafety&Handling Pg.143Introduction DryStorage:StoringSemi-PerishableFoods RefrigeratedStorage:StoringPerishableFoods SpecificStorage&HandlingRequirementsForPerishablesFoodSupplyAndHandling ExamplesOfTypesOfFood-BourneIllnessesFoodBourneIllnessProcedure FamosoAllergyProcedure HACCP–HazardAnalysisCriticalControlPoint


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Chapter11:RestaurantGuidelinesPg.172PatioLaunch FamosoSpring./SummerPatioSETUPChecklist&SignOffPatioMaintenanceAndOperations PatioClosuresAndWinterizing GuestFeedbackLetters Complaint/FeedbackForm Chapter12:CashManual Pg.181FamosoCashManual GlobalPaymentDeviceScreenShots Chapter13:FamosoUniversityGuide Pg.192LoggingIn AccessingManagerResources AddingAUser AddBulkUsers GrantingAnExam CheckingExamResults–SingleUser CheckingExamResults–Multi-Users DeleteAUser


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Introduction

PASSION TheFamosoconceptbeganwithatriptoItalyandthediscoveryofthefire-roastedpizzas

servedinNaples,thebirthplaceofpizza.ThepassionthatdrivestheFamosobrandis

basedonthesetravelsaswehavemadeitourmissiontomakepizzaEXACTLYasitisin

Naples.Youhavenowmadeacommitmenttoyourself,theFamosofamily,andtoallthe

pizzeriasinItalyandtheworldthatfollowthestrictguidelinesofmakingauthentic

Neapolitanpizza.ItisyourturntoliveandbreathethepassionforauthenticNeapolitan

pizzaandtonevercompromiseonthequalityandauthenticitythatFamosorepresents.

BUSINESSItdoesn’tmatterhowmuchpassionandlovewehaveforourproduct,weareheretorun

anefficientbusiness.Ifyoulosemoney,youwillloseyourpassion.Anybodycanhavea

goodidea,butittakesacommitmenttosolidbusinessprinciplestobringthisideatolife

andkeepitalive.

TOOLSThepurposeofthismanualistoprovideafoundationofsolidinformationandbusiness

practicestohelpeffectivelyrunyourrestaurant.Morespecifically,thismanualwillgive

themanagerthenecessaryinformationtoeffectivelyrunaFamoso.Allofthesystemsand

formsarestraightforwardsimple,buttogethertheyformaveryeffectivemethodof

runningaFamoso.Abusinessbuiltonsoundsystemsandroutineswillrunefficiently.

Subsequentlyamanagerworkinginasystematicallystrongbusinesscanfocustheirtime

andenergyoftheirstaffasopposedtoputtingoutfiresandconstantlybeingtiedtomicro

leveldetails.

“SystemsRunRestaurants,Managersmanagepeople”


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Chapter1FamosoBrandStandards


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Welcome!

Asyouknow,FamosoisknownforourauthenticNeapolitanPizza.But,aswellasourfood,wewantourbrandtobeauthentictoo.WithlocationsacrossCanada,wewantedtocreateconsistencyinhowwecommunicateourbrand,bothtoourguestsandwithinourorganization.ThefollowingbrandstandardswilltakeyouthrougheachaspectoftheFamosobrand,fromourlogoanddesignguidelines,toourbrandpersonalityandtoneofvoice.

Thissectionprovidestheframeworkforallbrandedcommunicationsincludingadvertisements,in-storecollateral,andanyothercommunicationpieces.FollowingtheguidelinesinthissectionwillhelptostrengthenandunifytheFamosobrand.

Wehopeyouwillfindthisuseful,easytofollow,andfun!

Sincerely,

Justin,Jason&ChristianFamosoFounders


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BrandStandards

VISION:Whoweareaspiringtobe.

ThroughoutNorthAmerica,Famosodefineswhat�apizzeriashouldbe.

TARGETMARKET:Whoourguestsareandwhattheywantandexpectfromus.

Famosoappealstoawidedemographic;however,basedonresearch,ourcoreaudiencecanbeidentifiedasfollows:

1. Adults18–49,mostly30–49(skewingfemale)

2. Educated(collegeorpost-graddegrees)�

3. Professional/selfemployed(10%workintrades)

4. Householdincome$60K+

5. Married/common-law�

6. 40%withkids

Forourguests,greatpizza,tasteexperience,andoverallexperiencearethemostimportantfactorswhendecidingwheretoeat.Theyconsidereatingasocialoccasionandwantaplacewheretheycangowiththeirfriendsorfamily.TheyknowtheycancountonFamosotogivethemthedelicious,high-qualityNeapolitanpizzatheycraveinawarm,inviting,fun,andvibrantatmosphere.

GUESTEXPERIENCE:Howwewantourgueststothink,feel,andtalkabouttheirFamosoexperience.

WhenIgotoFamoso,it’salwaysbustlingandfullofenergy.Evenifthereisawait,it’sworthit.WhenI’minthemoodforpizza,there’snothingthatcansatisfymeliketheirNeapolitanpizza,freshfromtheoven.

IusuallygotoFamosowithfamilyandfriends.Whetheraquicklunchwithacoworker,oralongsocialdinner,it’stheperfectplacetocatchupwhileenjoyingthebestpizzaandagreatselectionofwine–allatasurprisinglygoodprice.IknowIcangetexactlywhatI


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want,whenIwantit,andeveryoneisalwayssofriendly.IreallyfeellikeIcanrelaxandenjoymyself.”

“When I go to Famoso, it’s always bustling and full of PERSONALITY:Ourbrandpersonalityguidesthetoneandmannerinourcommunications.

FamosoisDown-to-earth,vibrant,accommodatingandfriendly.

UNIQUECOMPETENCIES:Strengthsthatwillhelpusstandapart.

FamosoconsistentlycreatesaninvitingexperienceatgreatvaluewithoutcompromisingourresolutestandardsofdeliveringTop-QualityauthenticNeapolitanpizza.

POSITIONINGSTATEMENT:Ourbrandpersonalityguidesthetoneandmannerinourcommunications.

FamosoisredefiningthepizzeriabyservingTop-Quality,authenticNeapolitanpizzainawarm,inviting,fun,andvibrantatmosphere,toawiderangeofguests.

CAPSULESUMMARY:Asimpledescriptionofthecorebrandpromise.

SeriousPizza,CasualPizzeria

I usually go to Famoso with family and friends. Whether a quick lunch with a coworker, or a long, social dinner, it’s the perfect


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place to catch up while enjoying the best pizza and a great

BrandPillars

ThefundamentalphilosophicalbeliefsthatsupportourpositioningPIZZA

Authentic,high-qualityNeapolitanpizzaisthecornerstoneofFamoso.Wewillalwaysusekeyingredientsandequipmenttoensureauthenticity.WewillcontinuetouncoverthebestrecipesfromNaplesandalwaysimprovethevarietyandqualityofourmenuitems.Bysourcingrecipeideasthroughourfans,experimentingwithnewandexcitingflavorcombinations,andofferingnon-traditionalandNorthAmericanfavorites,wecreateafoodexperiencewithwideappeal.

ATMOSPHERE

Pizzabynatureissocialandcasual.Webelievethatatruepizzeriaexperienceshouldbeeasy,inviting,andfullofenergy.Afterthepizza,themostimportantingredientisthepeople–wehirethepeoplethatarethebestfitforFamoso–thatmeanswarm,outgoingpersonalitieswhoaredown-to-earthandtrulylovemakingourguestsfeelathome

DESIGN

Ourfireovenistheheartofeachofourlocations.Wecreatespacesthathaveawarmenergy–theyareinviting,intimate,andencourageacasual,socialatmosphere.Ourdesigns� areconsistentwithoutbeingcookiecutterandtheyembracethecharacterofthesurroundingneighborhood.Weuseexposedwoodandbrickpairedwithvibrantcolorsthroughoutallofourlocationsandprefersmallerlocationswithopenroomconcepts.

WINE

Webelieveindemystifyingwine.Thatenjoyinghigh-qualitywine(andfood!)isn’tjustforspecialoccasions.Drinkingwineshould�bea‘no-strings-attached’experienceforanydayoftheweek.


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BrandValuesOurinner-drivingprioritiesandvaluesareabigwayweconnectemotionallywithouremployeesandguests.

LEADERSHIPWITHOUTTITLE

•EverysinglepersonontheFamosoteamactslikealeader–it’sanattitudeandawayofoperating.

•Wefocusonsolutionsandtakeresponsibilityforresults.

KAIZEN(JAPANESEFOR‘CONTINUOUSIMPROVEMENT’)

•Ournaturalinclinationistodoitrightthefirsttimeandimprovethethingsthatcanbebetter.Wearecommittedtothephilosophyofcontinualimprovement.

INTEGRITY

•Ouractionsreflectourvaluesandbecauseofthat,weoperatewithcompletetransparency.

INCLUSIVENESS

•Wehaveagenuineandvestedinterestinthesatisfactionofourguests,co-workers,partners,andsuppliersbecausewebelieveincommunity,sharedownership,andfosteringanenvironmentofacceptance,appreciation,andrespect.

LOVEOFLIFE

•Westrivetocreateexperiencesthatsurprise,delight,andexceedexpectations.

•We’reseriouswithoutbeingstuffyandweunderstandtheimportanceofhavingagoodtime.

HOSPITALITY

•Famosocreatesawarm,invitingexperiencebydeliveringpersonableservice.

•Wetreatguests,co-workers,partners,andsuppliersliketheyarefriendsinour


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home.Welistentothemandfollowupwiththoughtful,gracious,appropriateresponses.

OurStory

Yearsago,onatriptoNaples,wewereintroducedtothetasteoftrueNeapolitanpizzaandtheclassicpizzeria.Itawakenedourpizzataste�budsandwejustknewwehadtosharethiswithourfriendsandfamilybackhome.WantingtointroduceauthenticNeapolitanpizzainawaythateveryonecanenjoyit(astheydoinItaly),wetookthebestofsit-downrestaurantserviceandtheconvenienceofbar-stylecasualtocreate‘Famoso’.WeareTraditionalNeapolitanpizza,non-traditionalservice,unpretentiouswine,andthekindofatmospherethatwillkeepyoucomingback.

We’rehappytoshareourloveofNeapolitanpizzawithyou.

Justin,Jason&ChristianFamosoFounders


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OurLogo

LOGOELEMENTS

TheFamosologoiscompromisedofthreeelements:

1. Thepizzapeel,2. Theworkmark,and3. Thedescriptor

LOGOINTRODUCTION

TheFamosologohasbeencarefullycraftedtoreflectthebrandpositioning.Famoso� isadown-to-earth,vibrant,accommodating,andfriendlyauthenticpizzeria.

ApizzapeelisanauthenticPizzaiolotool.Thishasinspiredthelogo’sshape,anddepictsanimageofMountVesuviusasseenfromNaples,Italy.

LOGOCONSISTENCY

Famoso’svisualidentityhasbeencarefullycrafted,andthroughconsistentusewewillensure� astronger,morerecognizablebrand.


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ToneofVoiceWhattosayandhowtosayit

Determining a tone of voice allows Famoso’s brand personality to come through in all branded communications, including written word, advertising, and radio. Setting a clear tone of voice creates consistency in how we present ourselves both internally and to our guests.

Here are some pointers on what to keep in mind when writing for Famoso.

KEEPITCASUAL

FamosomaybetraditionalinitsapproachtoNeapolitanpizza,butit’sfarfromformalwhenitcomestoengagingwithourguests.Keepitlooseandwriteasifyou’respeakingtoagoodfriend.Avoidusingwordslike“delectable”or“unparalleled”–thosecancomeoffsoundingtooupscaleandpretentious.

BECREATIVE

Therearelotsofwayswecandescribeatasteexperiencebesidessaying,“It’sdelicious!”Trycomparingthetastetoanequallyamazingexperience,like–ridingarollercoaster,fallinginlove,ortravelingtoaforeigncountry.

HAVEANATTITUDE

It’sapizzeria,notadoctor’soffice.Beirreverent,andwheneverpossible–addhumor.Whatdowemeanbyhumor?Wellforstarters,nofartjokesanddefinitelynomomjokes.Trytoaddwitwithoutbeingover-the-topandsilly.

Wetakeourjobsseriously!

Wetakehospitality,amazingfoodandmemorableguestexperiencesseriously!

Wedon’ttakeourselvestooseriously!


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KaizenFamosoembracesthisgreatphilosophyinallaspectsofourbusiness

‘Kai’ means ‘Change’ and ‘Zen’ means ‘Good or Better’ – ‘Change for the better’ or ‘Continuous Improvement’. Kaizen is a Japanese philosophy that focuses on continuous improvement throughout all aspects of life. When applied to the workplace, Kaizen activities continually improve all function of a business, from manufacturing to management and from the CEO to the assembly line workers. By improving standardized activities and processes, Kaizen aims to eliminate waste. Kaizen was the first implemented in several businesses during the country’s recovery after World War II, including Toyota, and has since spread to businesses throughout the world.

KaizenWorksOnTheFollowingPrinciples

• EliminateWaste-wastereductionisaveryeffectivewaytoinfluenceincreasedprofitability.Forexample–reducingyourlaborincreasesyourbottomlineprofit.

• WhenInDoubt,GetToWork-whenthereisaproblemthatneedstobeaddressed,getyourhandsdirtyandgetinvolvedatthegroundleveltosolvetheproblemyourself,orseewhatyourbeststrategy/approachshouldbetosolvetheproblem.

Theprocessofcontinuouslyidentifying,reducingandeliminatingwaste(oftime,productivity,product,etc.…)fromtheworkplaceisthetrueessenceofKaizen.

AchievingKaizen

• Include&EmpowerPeople–Kaizencannotandwillnotsucceedifeveryoneinyourbusinessisnotinvolved.Kaizenneedstobedrivenfromthetopandhastotrickleallthewaydowntothebottomtoincludeandenrolleveryoneinyourbusinesstopracticetheimprovedstandards.

• TakeImmediateAction–Takeimmediateactiononsuggestionsgiventhroughyourimplementationof‘Kaizen’toachievetheabsolutebestresults.

• Standardize–Oncetheprocessthathasbeenrolledoutforeliminatingwasteinyourbusinesshasbeenprovenwithspecificmeasurableresults,theprocessmustbestandardizedinyourbusinesssoitbecomespartoftheculture.


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Chapter2EffectiveManagement


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ManagementPhilosophy

1. We’renotinthepizzabusiness-servingguests;we’reinpeoplebusinessservingpeople!Whatdoesthismeantoyou?

2. Ourreputationasabusinessisourmeasureofsuccess.Whatreputationwouldyouliketohave?

3. Respectisearnednotgiven.

Respectisnotbasedonbeingliked,butindemonstratingyourdedicationtosensible,professionalmanagementprinciples.Thefirststeptowardgainingrespectisbeingableandwillingtodoanythingyouaskanemployeetodo.Clearleadershiprequiresathoughtful,empathetic,consistentapproachtohowyoumanagepeople.

4. Besensitivetohumanneeds.

Humanneedsandfallibilityareimportantinouremployeerelationships.Lookforwaystosay"yes",ratherthanconcentratingonwaystosay"no".Considerage,maturity,experienceandpersonalidiosyncrasieswhenmanagingpeople.Noonecareshowmuchyouknowuntilyoushowthemhowmuchyoucare.

5. Employeerelationsarebuiltonmutualrespect,tactfulconfrontation,accountabilityandconsistency.

Addresstheworstproblemsfirst.Remainobjectiveinyourreviewofemployeeperformance.Iflinesofcommunicationsareclear,choicesareavailable.Weneverfireemployees:theyfirethemselves.Ifanemployeeperformspoorly,orwithanunacceptableattitude,theyhavechosentheconsequencesofthatbehavior:Termination.

6. Confrontationisnecessaryandhealthy.

Confrontwithtact,sensitivityanddiplomacy.Strivetoclarifyanemployee'sunderstandingofthesubject.Bepatient:keepinmind,only7%ofcommunicationistrulyunderstood.Keepitsimple.

7. Beconsistentinyourmanagement.

Ifyoudonotpossessanyotherqualityasamanager,thisisthesinglemostimportantqualitytodevelop.Consistencyisfairnessinmanagement.Iftheyareguessingwhatyou’regoingtodo,orhowyou’regoingtoreact,you’renotbeingaconsistentmanager.

8. Mistakesarenatural:admitthem.

Neverbeafraidtoapologize.Itisagreatpersonalassettobeabletoadmityourmistakestoyour


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employees,yourguestsandyourself.

9. Employeeseithergetbetter,ortheygetworse...Theyneverstaythesame.Managerstoo!!10. Therearenoproblems,onlysolutions.

Onceproblemshavebeenidentifiedandbroughttoyourattention,spendyourtimeonthesolution.Setprioritiesthenevaluatecostvs.benefit.Don'trehashtheproblems,noonecareswhyitcan'tbedone,onlyhowitcanbedone.Seeksolutionsandencourageyourstafftodothesame.

11. Theonlystupidquestionistheoneyoudon'task.

Impressuponyourstafftheimportanceofaskingforclarificationofapolicyorforassistancebeforetherestaurantsuffers.

12. Writeitdown.

Ifyoudon'twriteitdown,itdoesn'texist.Ultimately,managersintheorganizationwillfailiftheycannotmasterthissimplediscipline.

13. Askthetoughquestionfirst. Itsavestime,reducesstressandeliminatesthe"hiddenagenda".Betransparent&honest!

14. Plansarenothing;planningiseverything.Youarerunningamutli-milliondollarbusiness.Setgoals,createdetailedmeasureableactionplansandexecute.Bearesultsdrivenmanager.

Peopledevelopment,profitability,marketing,sales,execution–itdoesn’tmatterwhatyou’replanningfor.Ifyouputpentopaper,prepareadetailedplanandexecute,youwillalwaysachievebetterresults.

ManagementStructureManagementPositions:CorrespondingtrainingpathsmustbecompletedwithHeadOfficeauthorizationbeforeanymanagementpositionisassigned/assumed.GeneralManagerCulinaryManagerAssistantManagerAssistantCulinaryManagerNightLeaderLineLeaderThephilosophybehindhavingtheabovemanagementpositionsisthateachmanagerwillbeveryhands–on.Havinghands-onleadersensuresthefollowingthingsareachieved:

1. Therestauranthasskilledpeopleleadingeachshiftandeachareaoftherestaurant.


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2. Althoughthereareseveralmanagersforasomewhatsmalloperation,thehands-onaspectallowslabourtoremainatacceptablelevels.

3. Managersareabletohave1–2daysoffperweek.4. Moreattentiontodetailonaspectssuchastrainingstaffproperly,havingface-to-face

contactwithourguests,andbeingdiligentonkeepingourpizzaandfoodqualityatitshighest,andtroubleshootingwhenitisnot.

Inadditiontogeneralfoodserviceoperations,thereareseveraldutiesthatneedtobedone.Thefollowingisabreakdownoftheduties:

DUTIES PERFORMEDBY COMMENTS

ADMINISTRATION

Payroll GM Becausepayrollissuchasignificantcost,itisrecommendedthattheGMdoitsotheycanensurethattimesheetsarecompletedproperly,andhonestly.Itisalsoanopportunitytoseeifothermanagersarecuttingstaffappropriately.

Bi-weeklyTipOut

GM,CMorAM WesuggesttheGMdoestheBi-weeklymanager&BOHtipouts.Butitisuptoyourdiscretion

ServerSchedule GMorAM TheGMshouldalwaysdothefinaldraftoftheschedule,asproperstaffinglevelsarecrucialforsmoothandprofitableoperations.TheAMshouldalwayscompletethefirstdraftandsubmitittotheGMforfinalreview.

PizzaioloSchedule

GM,CM TheGMshouldalwaysdothefinaldraftoftheschedule,asproperstaffinglevelsarecrucialforsmoothandprofitableoperations.TheCMshouldalwayscompletethefirstdraftandsubmitittotheGMforfinalreview.

Bill/Invoice GM TheGMneedstohavecontrolofwherethemoneyisgoing.Ifanyinvoicingorbillpayments


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Payments mistakesoccur,thereisonly1person(theGM)thathashandledtheprocessmakingthefollowupmucheasier.

BankDeposits&Withdrawals

GM GMmustbetheonlymanagerincontrolofthemoneytransactionsforthestore.TheGMisresponsibleforbalancingthestorecheckbookandbankaccounts.Having1personhandlethebankdepositsandwithdrawalsisimportanttocontroltherestaurant’scashflow.

P&Lreport GM Duetoheadofficenolaterthan5pmeveryTuesday.MustincludeyourRegionalManager,FamosoInc.Accountingrepresentative,yourprovincialOperationsDirector,Jason,Justin&Christian.DutieswithintheP&LcanbeassignedtotheCMorAM,withtheGMheldaccountableforthecompleteworkbook.TheGMisresponsibleaswellasheldaccountableforensuringtheP&Lissentinontimewithacompletedweeklyanalysiseveryweek&thatallinformationenteredisaccurateanduptodate.

Royaltyreporting

GM Duetoheadofficeandreceivednolaterthanthe10thofeachmonth.WesuggestsendinginyourroyaltiesthroughExpressposttoknowwhenHeadOfficewillreceiveyourRoyaltypackage.Allrequiredinformationmustbesubmittedwhensendingyourroyaltypackage.

CULINARYOPERATIONS

MakingDough GM,CM,AM&ACM

Makingourdoughisofcentralimportancetoourbusiness.Therecipeandmethodsare


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importantknowledgethatMUSTnoteverbesharedwithanyoneoutsidemanagement.TheCM&ACM(whohaveearnedtrust,notjustfillingtheroles)shouldbetheonesmakingdoughdaily,andondaysoff,theGM&AMwillmakedough.ThedoughrecipeandprocessMUSTbefollowedtoFamosostandard.Makinganyadjustmentstothedoughmakingprocedureorrecipeisnotacceptable.

InvoicePriceChanges

GM,CM&AM ThosewhoaredoingtheorderingshouldcompletePriceadjustments.Ifpriceadjustmentsarenotupdated,youwillnotknowaccurateinventoryandfoodcosts.Wesuggestthatpriceadjustmentsbecompletedeveryweektoensurethatyounumbersareasaccurateaspossible.

InventoryCountandInputinP&L

GM&CM InventoryistheresponsibilityoftheCMwiththeGMabletofillinonsickdaysorvacations.CMshouldhaveaneffectiveroutineoninventorydaystoensurethatordersaresubmittedontimeandallcountsareinputted,ordersareplacedandcostsarereconciled.

FoodandBeverageOrders

GM,CM&AM Shortagesarenotacceptable.Alleffortsshouldbemadetopickuporhavedeliveredanyshortageonproductfromotherstores,currentsuppliersandlastlygrocerystores.

EnsurePrepChartisFilledDaily,andParLevelsareMonitoredDaily

GM,CM,AM&ACM

Fillingintheprepchartisadailypizzaioloresponsibilitywiththedaytimemanagerensuringthisisdoneproperly.CM&ACMmustfollowupdailytoensuretheparlevelsaremonitoredtoensureparsareincreased/decreasedwherevernecessary.

AdjustParsonPrepChartMonthly

CMwithinputfromGM,AMandACM

Theinformationnecessaryforadjustingparswillbeontheprepchart.TheCMshouldalsocheckwithGM,AM&ACMtoseeiftheyhave


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anycomments.

AdjustParsonOrderGuideMonthly

CMwithinputfromGM,AM&ACM

TheCMisresponsibleforupdatingalltheparsbutshouldalsogetfeedbackfromtheGM,AM&ACMtoensurethatproductlevelsreflectwhatisneededtosetupthestoreforsuccess.

Hiring/FiringPizzaiolos

GM,CM&AM Anyofthekeymanagersondutyshouldperformafirstinterview,andgreatcandidatesshouldbehiredonthespot.GMhasfinalcallonwhoworksonhis/hercrewalthoughtheCMshouldhavethemostinputforpizzaiolos.Firingcanbedonebyanymanager,butshouldalwaysbediscussedfirstunlesstheemployeedoessomethingthatwarrantsfiringonthespot.

TrainingPizzaiolos

CM,GM,AM,ACM

CMshoulddotheinitialsetupoftraining&initialtrainingofpizzaiolos,however,GM&AMneedtocontinuetrainingthroughouttheirshiftsandknowwheretraineesareat.

RestaurantOperations

DailyCashOuts(DRS)

GM,AM,CM,ACM&NL

Themanagerorleadershouldcompletedailycashoutsattheendofeveryday.AllinformationenteredmustbeaccurateandDRSmustbebalanceddaily.

ShortagePickup GM,CM,AM,ACM&NL

Whenthereisashortageofproductintherestaurant,themanagerresponsiblefororderingthatproductshouldpickuptheshortage.Thisputsaccountabilityonthepersonordering.However,anymanagershouldhelpoutbypickingupnecessaryproductshortagestoavoidbeingoutofstockofanyproductsormenuitems.

Hiring/Firing GM,CM&AM Anymanagerondutyshouldperformafirst


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Server’s interview,andgreatcandidatesshouldbehiredonthespot.GMhasfinalcallonwhoworksonhis/hercrewalthoughtheAMshouldhavethemostinputforservers.Firingcanbedonebyanymanager,butshouldalwaysbediscussedfirstunlesstheemployeedoessomethingthatwarrantsfiringonthespot.

TrainingServers GM,CM,AM&NL

AMshoulddotheinitialtrainingofServers,however,GMandCMneedtocontinuetrainingthroughouttheirshiftsandknowwheretraineesareat.

LiquorOrder GM,CM&AM ShouldbecompletedbytheCMoninventoryandorderdays,butmaybedelegatedtotheAMtocontrolbarinventoryandcosts.TheGMisresponsibleforensuringtheliquororderisplacedeverydayandthestorecarriessufficientstockinglevelsforsales.

Labor&ProductivitySpreadsheet

GM,CM,AM,ACM&NL

Mustbecompletedeveryshiftbythemanagerorleaderonduty.Allinformationbeingenteredmustbeenteredaccurately.

OpenStore,OpeningChecklist

GM,CM,AM,ACM&NL

Mustbecompletedeverydaybytheopeningmanager.

ClosingStore,CompleteClosingChecklist

GM,CM,AM,ACM&NL

Mustbecompletedeverynightbytheclosingmanager.


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ThingsToAlwaysThinkAbout…theguestisthinkingthesamething!

o Musicgenreandvolume–doesitfittheatmosphere?Usually,asaroomfillsupwithpeopleandenergy,themusicshouldincreaseinvolumeandenergy.Whentheroomemptiesout,themusicshouldcomedowninvolumeandenergy.(Presetmarkings)

o TV–what’son?Weusuallyshowsportsorsporthighlights.Nopokerorboxingshowsallowed.Iftherearenosportingevents,youmayalsoputontheFoodNetwork.

o Temperature–istheroomtoohot,toocold?Makethenecessaryadjustments.Beaware

ofyourguests.Keepinmind,whenitisbusywearemovingaroundalotsoacoolroommaybecomfortableforus.Lookforguestswearingtheircoats.Istheroomtoocold?Lookforguestssweatingorlookinguncomfortable.Istheroomtowarm?Temperatureplaysalargeroleinouratmosphere.

o Lighting–Istheroomtoobrightordark?Usuallyaroomistoobright.Lightshavetobedimmedgraduallyasthelightoutsidegraduallygetsdarker.Atduskyourlightsshouldbedimmedonce.Atnight,theyshouldbedimmedagain.

o ProductQuality–Howdoesthefoodlook?IsitbeingmadetoFamosoStandard?Howisthepizzadough?Over/Understretched,ingredientscoopsbeingused?Itisthemanager/leaderonshift’sresponsibilitytoensurethatallfood&beveragesarebeingmade100%tospec(bestversionofeveryitem).

o QualityChecks–areserversdoingregulartablechecks?Aremanagersdoingregulartablechecks?Itisimportantthatmanagersensuretheguestsarenotjustcontent,butveryhappywiththeirfood,beverages,serviceandoverallexperience.

o Workethic–iseverybodydoingtheirpart?Ifit’sslow,dopeoplehavethingstodo?Itis

themanager’sjobtomotivateandgetpeoplegoing.Managersmustsetthepaceforeveryshift.Keepingyourstaffmotivatedandbusyeveryshift,impactsandinfluencesaculturewhereyouremployeesknowthatfromthemomenttheystarttheirshift,theyareworking.

o Cleanliness–Istherestaurantclean&organized?Arethebathroomscleanandinpristineconditionevenduringyourpeakperiods?Doawalkthroughoftherestaurantseveraltimesthroughoutyourshiftsanddelegatecleaningtasksthatneedtobedone.Itis


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importanttokeepboththestandardsforcleanlinesshigh.Remember,thereisadifferencebetweencleaningandwiping.Managersshouldbecheckingdutiesregularlyandprovidingfeedbackwherevernecessarytoensurethatcleanlinessstandardsarebeingfollowed.

Atmosphere AtmosphereistheoneproductthatALLguestsbuy.Acomfortableandinvitingenvironmentisakeypartoftheofferingthatweprovidetoourguests.Greatatmosphereaffectshowguestsfeelwhentheydineatyourrestaurant.Thisinturnthiswillincreaseyouraverageguestchequesbyencouraginggueststostaylongerandwilldrivereturnbusinessandfuturesales.Thereare3keyareasthatmanagersmustalwaysbeontopofwhenexecutingHighProfileManagementtoensurethatatmosphereisalwaysgreat

o Lightinglevelso MusicSelection&Volumeo Temperature

LightingLevelsThereshouldbe3lightinglevelssetineachlocation.Theselevelsshouldbeclearlymarkedonthelightingcontrols,sothereisnoconfusion

• DaytimeLightingo Before5pmslightlydimmed(you’renottryingtodimtheroom,lightsshouldbroughtdown

enoughtoreducethe“harshness”createdbyartificiallighting).• EveningLighting

o 5-8pmDIMMED–(Createa“Dinneratmosphere”.Roomshouldbewarmandinviting.)• LateNightLighting

o After8pmFURTHERDIMMED–(latenightatmosphereshouldbeslightlydimmerthenyoureveningatmosphere.Thisismoreofalatenightatmosphereconducivetolatenightwinedinnerslookingtorelaxandenjoyaglassofwineoracocktail.)

MusicSelection&VolumeMusicshouldprovidebackgroundlifeandenergy.Itshouldmutethesoundsofthekitchen,theotherguestsandthegeneraloperationsoftherestaurant.

• PCMusicmustbeusedforyourmusicplaylists.• Musicshouldcreateenergyinyourroom.• Volumeshouldbeat“VoiceLevel”.Thismeansthatguestsshouldbeabletoeasilyheartheir

companionsspeakingbutshouldnotbeabletoheartheguestsatthenexttable.Asaguideline,thelyricsshouldnotbeobvious,however,youshouldbeabletohearthewordsifyouconcentrateonthesong.

Temperature


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Temperaturemustbecomfortable.Toohot,toocoldorairblowingdirectlyonguestswillmakethemuncomfortable.

• Aconstant20°C,isgenerallycomfortable.• Watchguestbodylanguageasindicatorsoftemperatureproblems.• Staffandmanagersaremovingaroundandwilloftenfeelitswarmwheninfactitisagood

temperatureforyourguest.Eg:Aguestputtingofajacketorsweatercouldbeasignthatthetemperatureneedstobeturnedup.

FamosoStandard/WalkThruChecklist

MustbeCompleted100%atstoreopen,shiftchangeandthroughouttheentireday.EnsuresFamosostandardsaremetandyourrestaurantislookinggreatatalltimes.

1. Cleanentranceandparkinglot.

i. Guest’sperceptionoftherestaurantbeginsbeforetheyevenstepfootinyourstore.Beawareofallareassurroundingyourstore

2. Allfurnitureiscleanandinorder.Tablescleanandbussed,seatswipeddowni. Tablesarewaxedandwellmaintainedii. Booth&chairseatsarenottornandarewellmaintainediii. Tableandchairbasesarecleanedandwellmaintained

3. Displaycountercleanandfreeofclutter4. Cleansilverware,condimentsstationstocked,polishedglassware5. Washroomsareclean,stockedwithtoiletries6. Greetingbyeveryonethatcrossesthepathofapatron7. Servershouldgreetguestsimmediatelywhentheyenterandnolongerthan10seconds

ofcomingtothecounter.Iftheserverisbusy,theyshouldacknowledgetheguestbysayingsomethinglike“I’llberightwithyou”withasmile.

8. Suggestivesellingofanythingthatmaycomplimenttheguest’smeali. Appetizersshouldbeofferedtoeveryguestespeciallylargegroupsii. Drinkfeaturesiii. ‘Saveroomfordessert’

9. Up-selling–areserversofferingextradrinksand/ordessertsattables10. Uniformsarecleanandpressed.Staffarewellgroomedwithgreatpersonalhygiene

i. Stafftakeprideinpersonalpresentationii. Properfootwearisbeingworniii. Apronsareclean

11. Staffattitude:positive,highenergy,smile12. Managerpresentation–wellgroomed,personalhygiene

i. Manager’stakeprideintheirappearance(wellgroomed&professional)

ii. Manager’sworkingadmindays,takeprideintheirappearanceiii. ManagersinfulluniformasperFamosouniformstandards

13. Managerperformingtablechecks&activeinHighprofilemanagementtheirentireshifti. Managersactivelymeetingguestsandacknowledgesregulars

14. Manageractivelycoaching,promotingteamwork,settingpaceandpositiveattitude


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i. Managershavingpostshiftoneononeswithstaffii. Managersactivelypartakingintheshift&settingthepaceforstaffiii. Managersdisplayonshiftcoaching&development

15. Managerhandlingguestcomplaintsi. QSAsarebeingusedtocompanystandardsii. QSAsarebeingusedeffectivelytoimpactguestexperiences

16. Manageracknowledgingallguestsasiftheywereourmostloyali. Promosareusedtobuildbusiness&ack.regulars

HighProfileManagement

AsFamosomanagement,itisyourjobtoensureallyourguestsenjoytheirexperienceinyourpizzeria.Guestsfeelgreatafterbeingrecognized,chattedwithandacknowledgedbythemanageronshift.Ifyouarenotdevelopingrelationshipswithgueststhatfrequentyourlocation,thenthereisagoodchancetheywillgotocompetitorswhowillworkhardtomakethemfeelwantedandtakencareof.Increasingguestloyaltyisoneofthemostimportant4wallsmarketingstrategiesyoucanimplementtobuildsalesandimproveyourprofitability.Regularguestsareverydesirablebecausetheyalreadyknowboththeproductaswellarefamiliarwiththebrand.Theyliketherestaurantsomuch,theykeepcomingbackandusuallytendtospendmoremoneythanotherguests.Neverunderestimatethepowerofwordofmouth.Sinceyourregularsarefrequentyourlocation,theyaremorelikelytotelltheirfriends,familyandconnectionsaboutyourlocation,resultinginbeingoneofyourbestresourcesformarketing.

Asamanager,yourgoalthroughHighProfileManagementistostrengthenyourguests’emotionalbondstoyourrestaurant.Thiscanbedoneveryeasily.Itcanbeassimpleasrememberingaguest’snameandgreetingthempersonallyeachtimetheycomein.Orthankingsomeoneyourecognizeforcomingback.Oryoumaywanttouseamanagerpromoandtakecareofanextraitemforthemtoshowappreciationforthemcomingback.Thiswillstrengthentheguest’semotionalbondtoyourrestaurantandencouragethemtospreadthewordaboutyourgreatandengagingservice.Neverunderestimatethevalueamanager’sinteractionhasonaguestexperience.

Muchofthesuccessofyourrestaurantwillbebasedonreturnandregularguests

§ ASuccessfulandgrowingbusinesshas70%regular/returncustomersand30%newcustomers.(Businesseswithsalesincreases)

§ Businessesthatmaintaintheircurrentsaleshave80%regular/returncustomersand20%newcustomers.

§ Storesthatseeadeclineissalestrendshavemorethan90%regular/returncustomersandlessthan10%newcustomers.

Inordertomaintainsales,youstillneedtoworktoconsistentlynotonlytodrivenewgueststhroughyourdoor,buttomaintainaconsistentflowofregulargueststoyourbusiness.

Keepingalevelheadatthebusiestoftimesandalwaysseeingthingsfromtheguest’sperspectiveisessentialwhenrunningtherestaurant.Yourinteractionandyourappearancebothinandoutsideoftherestauranthavetobeconsideredatalltimes.Remember,youareonstage.Begenuineinyourinteractionswithallguests.


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Evenoutsideoftherestaurantyouarestillrepresentingyourstore.Youareengravedintheguestperspectivealongsidethestoreyouworkin.Carrypromomaterialsandbusinesscardswithyouatalltimes.MakeanefforttoencourageanyoneyouspeakwithtocometryAuthenticNeapolitanPizzaanddon’tbeafraidtobragabitaboutyourstore.Famososuitsalargescaleofdemographicsanddinningneeds.MakeacommitmenttoyourselfandyourstoretoensureeveryoneknowswhatFamosoisallabout.Hospitality

WhatisHospitality?

Hospitalityistherelationshipbetweentheguestandthestaff&management.Thisincludesthegenuineinteractionswithguests,entertainmentofguestsandgeneralcareoftheiroverallexperience.

Everyrestauranthassystems,standardsandexpectations,forfood,drinks,marketing,cleanliness,training,etc...Oursystems,ifproperlyfollowedandexecuted,willsupporttheefficiencyofyouroveralloperationsandexecution.Whileallthesesystems,standardsandtrainingtoolsareabsolutelyimportant,theydon’tdevelopordriveHospitalityinourrestaurants.WithoutthefeelinggeneratedthroughHospitality,someofourguestsleavewithaflatfeelingabouttheirexperience.Ourobjectiveistobegin‘Wowing’asmanyguestsaspossible,throughspecificHospitalitytrainingtoolsandapproaches.ThiswillsupportnotonlyyourlocationbutalsoourcompanybypositivelyimpactingallourguestexperiencesthroughGenuineCareandHospitality.

WhatisthedifferencebetweenService&Hospitality?

§ Serviceiso AboutmeetingExpectations!o AboutwhatyouDO!o Aserversabilitytoefficientlyexecutetheservicestepsexpected.o Amanager’sresponsibilitytoensurethatguestsexperiencesareflawlesslyexecuted.

§ Hospitalityiso AboutexceedingExpectations!o AbouthowyouAre!o Aserverandmanager’sabilitytofosterarelationshipwitheachguestthroughgenuine

interactionsandcare.Whetherdirectlybygettingtoknowthem,orindirectlybyshowingappreciationandvaluefortheguestbeingintheirrestaurantinauniquewaycateredtothatspecificinteraction.

WhatisWorldRenownedHospitalityatFamoso?

Hospitalityshowsupinmanydifferentways.BelowaresomeexamplesofKeyWorldRenownedHospitalityCharacteristics.

§ BePresento Staffandmanagersareinthemomentwitheveryguesttheyinteractwith.

§ BeRelaxedo Guestsneverfeelrushedorliketheyareaninconvenience.Staffandmanagersarealways

calm,coolandcollectedshowingnosignsofstressinfrontofanyguest.§ BeSurprising


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o Encourageyourstaff(FOH&BOH)tolookforopportunitiestoexceedguestexpectations.Dosomethingmemorableforyourguests.

§ BePersonalo Addressguestsbytheirnameeverytimeanopportunitypresentsitselftodoso.Itmakes

themfeelimportantandvalued.§ BePerceptive

o Alwaysbeanticipatingyourguest’sneeds.Guestsneedsaremetbeforetheyevenrealizedtheyneededsomething(refills,theirbill,desserts)

Ø AskyourstafftoseekoutwaystoWOWyourguestsatEVERYopportunity!ReadingYourGuest

Readingatableshouldhappenwithinsecondsofthemanagerapproachingthetable.Howtheychoosetointeractornotinteractwithyousetsthetableforyourlevelofinteractionwiththeguests.Yourinteractionsshouldbesituationalbasedontheguestdynamic&moodateachtable.Anindividualizedapproachtoyourguestsiscrucialtodrivewell-judgedandpersonalservice.§ Iftheguestsarechatting,laughingandappeartobeenjoyingeachother’scompany,be

casualinyourapproachandengagethegrouponanentertainmentlevel.Theseguestsaretheeasiesttobuildarelationshipwith.

§ Iftheguestsarealittlestandoffishormoody,ensurethatyourapproachismoreexperiencespecific.Ensuretheyfeeltakencareofandgoaboveandbeyondtoensurethateverythingfortheseguestsisonpoint.

§ Iftheguestsaskmenu,productorbrandquestions,takethisopportunitytobuildarelationshipwiththetablearoundwhatweofferhereatFamoso.Getthemexcitedonyourfavouritemenuitems&aboutourproductsorourbrandgrowth.

§ Iftheguestscomeinforanearlylunchordinnerandaredressedup,theymightbecomingfromorgoingtoanotherevent.

o Iftheyaregoingtoalaterevent,itisgreatpracticetofindouthowmuchtimetheyhavetoensurethatallitemsorderedaredeliveredtothempromptly.

§ Iftheguestsarewearingsuitsordressedupatlunch,theymightbeonalunchbreakorhavingalunchmeeting.Ensurepromptservice.

Ø Iftheyareonalunchbreak,itisgreatpracticetofindouthowmuchtimetheyhavetoensuretheyarenotrushingthroughtheirmeals(allitemsorderedaredeliveredtothempromptly)

Ø Iftheyarehavingalunchmeetingthattheyfeelcomfortablebeinginthebuildingaslongastheyneedtoandthatthereisminimalinterruptionswhileprovidingtheseguestswitheverythingtheyneedduringtheirexperience.

§ Ifthereisaguestthatismoreoutgoingandengagingthantheothers,ensurethatyouinteractwiththem,BUTdon’tforgetthereareotherguestsatthetable.


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WorkingTheFloor

Workingthefloorasamanagermeansthatyouareresponsibleforeverythingthatisgoingoninyourrestaurant.ItisyourresponsibilitytoensurethateveryguestisreceivinganunparalleledexperiencefilledwithWorldRenownedHospitality,perfectfood&anamazingandaddictiveatmosphere.Itisalsoyourresponsibilityasthekeypointofcontactforhandlingallguestcomplaintstoensurethateveryguestleavestherestauranthappy.Rememberthatourguestsarealwaysour#1priority.Asamanager,youwanteveryguestinthebuildingonyourshifttofeelliketheyareguestsdininginyourhome,notasthoughtheyarejustanother‘customer’inthebuilding.Chatwiththem,gettoknowyourguests,buildyourownpersonalregularsandspendasmuchtimeaspossibleonthefloorsothatyourguestsandyourstaffseewhatisimportanttoyou.InordertorunagreatshiftworkingthefloorasaHighProfilemanager,youmustfirstvisualizetheoutcomeyouwantandworktosetyourselfandyourshiftupforsuccess.PlanyourpreshiftswithbothFOH&BOHteams.Createthebestpossiblefloorplanwithperformancestrengthsspreadoutthroughthediningroom.Setgoalstoensureyouaredrivingandmotivatingyourteamaroundcertainresultsyouwishtoaccomplisheveryshift.Ifyouareinacarandnooneisdriving,what’sgoingtohappen?You’regoingtoCRASH!Thesameappliestoyourrestaurant.Themanagerresponsibletorunningtheshiftisresponsibletoworkingthefloor.Consistentlythroughouteachshift,themanagershouldbetakingaregularpaththroughallthekeyareasoftherestaurant–bothFOH&BOH.Iseveryguestbeingtakencareof?Iseveryguestbeinggreetedpromptlyandleavinghappy?Arefoodsafetyproceduresbeingusedinthekitchenandbehindthebar?Thebestwaytofindoutisthroughoneoftheirtravelpathsthroughtherestaurant.Workingtheflooristoalsoincludedrivingperformancethroughencouragingteamwork.Recognizingandshowingappreciationforthehardworkofyourstaffwillinfluenceevenmoresuccess.Neverwalkpastamistake,whetherpoorfoodquality,poorserviceexecution,poordrinktimesorfoodtimes,ensureyouaddressissuesandopportunitiesasyouseethem.


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Faces–Tables-ActionFaces–Tables-Action–Whydoit?

Guestretentioniscriticallyimportantforanybusinesstosustainsales,buildsales&impactprofitability.Wemustconsiderthereisanopportunityinourrestaurantstobuildsalesthroughincreasedrepeatbusinessbyexecutingservicebasicsthatareexpectedbyourguestsduringeveryvisit....thingsthatourguestfindunforgiveable.Faces-Tables-Actionisatoolistosupportthemaximumretentionofourgueststhroughtheon-goingdevelopmentofourpeopletolookforopportunitieswherewearenotmeetingtheseexpectationsbyreadingourguestsandimmediatelyactingeverytime.Asacompanywerecognizetherearealwaysopportunitiestodevelopandtrainstaff,managersandnightleaderswhattolookforandhowtoreactwhenworkingonthefloor.ThissimplifiesourapproachbecauseourbestmeasureofsuccessisEveryGuestLooksSatisfiedduringtheirentireexperience.StarttoFinish! Beingawareandfeelingaccountabletoeveryguestexperienceiskeyinthesuccessofyourbusiness.FTAsupportsyourrestaurant'son-goingdevelopmentandtrainingbyidentifyingopportunitiestobegreatbyalwaysreadingyourguestsandtakingaction.

Faces–Tables-Action-Whatisit?"Faces-Tables-Action"isasimpleteachingsystemforworkingonthefloor.ItteachesourstaffandmanagerstothinkonaGMlevelwhenworkingthefloor,andithelpseliminatethethingsthatourguestshateusfor.HighProfileManagementistheultimateendgoalforallofourmanagers...masteringFaces&Tablesisacrucialfirststepdownthepath.AlmostallofourguestcomplaintswouldbeavoidedifFaces-Tables-Actionwasexecutedproperlybyourmanagers.Examplesofrecentguestcomplaints

§ Coldpizza§ Restaurantwasfreezing§ Nore-fillsoffered§ Noqualitychecks§ Pizzasweren'thot§ Noqualitycheck§ Noonetookpayment

Ø SATISFACTIONGOESSTALEFAST***� Justbecauseaguestwassatisfied5minutesagodoesnotmeantheystillare!


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FTA-Howtodoit?ReadGuests[BodyLanguage]+[PhysicalNeeds]+[TakeImmediateAction]Faces;Readingthebodylanguageofourguests&ACTINGIMMEDITALY

• Smilingvs.Frowning• Leaninginvs.Leaningaway• Plateclosevs.Pushedaway• Engagingeachother/Laughingorlookingaroundtheroom• Reactionstolight,sound,temperature,andfirstbitesoffood• Guestlookingwhere/howtoorder=newguest� ***Facesexiststanding,sitting,

walking,andatthefrontdoor***

Tables;Readingthephysicalneedsofourguests&ACTINGIMMEDIATLEY• Greeting/Spiel:Knowingatablehasbeengreetedbecauseofplatesatthetable• FoodDelivery:Mealsarecorrect-guestsareeating-guestsreachingformenus• Qualitycheckshappening• Drinkre-fillshappening• TableMaintenance:Dirtyplates,condiments,etc...• Billing:Areguestslookingtopaytheirbill?Areguestsgettinguptopay?• Dirtytablesbussedandcleanedquickly

Ø ThemostimportantpartofFaces-Tables-ActionistoACT100%ofthetimewhen

yourguestshaveaneedAction;WhenanobservationismadeALWAYSactimmediatelytoensureyourguestsaresatisfied

Toooftenwenoticethingsandassume/expectthatsomeoneelsewilldoitorisontopofit.Orwemakeamentalnotetodealwithitatalatertime.Itiscrucialthatwetakeactiontokeepourguestsfeelingsatisfied.Thisdoesnotmeanthatyouhavetodoeverything,butyoudohavetobe100%confidentyourguest’sneedisbeingaddressed.

Faces-Tables-Action-WhatisitNOT?

§ ItisNOTatabletouch� ItisNOThandlingaguestcomplaint� ItisNOTgettingtoknowguestsnames

§ ItisNOTguestconnection� ItisNOTspendingpromodollars


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Identifying1stTimeGuests

OurGoalistoCreateRavingFansthrougheveryguestinteractionandtouchpointthroughHospitality&HighProfileManagement.Thisismucheasiersaidthandone,sothisinitiativeisasupportinitiativetohelpmanagersnotonly‘touchtables’butto‘targettables’withthehelpoftheirservers.

Ø TheKeytosalessuccessistocreateastrongfocusoncaringaboutEveryGuestExperience

thatpermeatesalllevelsofyourbusiness,fromthemanagementteamdowntothefrontline.WhyisitimportanttoIdentify1stTimeGuestsforourService&Hospitality?

§ HelpsbuildLoyalty§ Guestsleavingyourrestaurantthatday,willgotellpeople(potentiallymorefuture1sttimeguests)

abouttheirexperience§ Hugebenefitstohavingthemanagergotothetable.Guestswanttoknow‘People’andthe

managersarethe‘People’toknowattherestaurant.§ Willhelpfurtherdevelopmanager’s‘musclehelpingthemfurtherdeveloptheirskillsapproaching

tables/guests.§ Createswordofmouth

o Nothingwilldriveguestsintoyourrestaurantliketherecommendationsoffriends,family,colleagues,etc...Oneofthebestwaystoattractnewguestsisbyensuringthateveryonethatleavesyourrestaurantishappy.

o Themanagerhastheopportunitytocatchthe‘Why’s’.Theyaretherightpersonansweringanyguestquestionsandinquiries.

i. ‘Why’isyourservicestylethiswayii. ‘Why’ismypizzaburnt–specklingiii. ‘Why’ismypizzasoggyiv. ‘Why’doIhavetogetuptoorder

Ø Thesecretingredienttoamemorableexperienceissurprise!Anactofkindnessleavesa

biggerimpactwhenitisunexpected!The‘Identifying1stTimeGuests’Objectives

§ 1sttimeguestsneedtobeacknowledgedsotheybecomeregularstoyourlocation.Starteachshiftwithagoal,themorepeopleyougettoknowthemore1stTimeguestsyouwillpersonallymeetandtheywillvisitourrestaurantmorefrequentlygrowingourbusiness.


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§ 1sttimeguestsneedtobeacknowledgedsotheybecomeregularstoourlocation.Everymanagershouldstarteachshiftwithagoal,topersonallymeetandimpacttheexperienceofevery1stTimeGuestinyourrestaurant.

§ Themanagerrunningtheshiftmustensurethateveryserverisnotifyingthemofevery1stTimeGuestintherestaurant.Traintheserverstointroduceyoupersonallytotheirguests.

§ Everymanagermustspeakwithevery1stTimeGuestthatisintheirbuildingeveryshifttheywork.§ Everymanagershouldspendaportionoftheirdailymanagerpromospendingon1stTimeGuests

inthebuildingexceedingtheirdiningexperienceexpectationsmakingthemfeelappreciatedforbeing� there.

UnderstandingGuestFlow

Guestshavehighexpectationsfromthemomenttheywalkintoyourrestaurant.Theyexpectgreatfood,promptservicebutveryimportantlytheyexpectthattheirtimeinyourrestaurantbespentefficiently.Itistheresponsibilityofthekeymanagersinyourlocationtoensuretheyareobligedtomaketheseatingofallwalkinguestsandallreservationsassmoothandfairaspossible.Properseatingshowsbothcareandcourtesyforallguestsandinfluencesagreatfirstimpression.

MakeEveryGuestFeelWelcome

Thehost(ess)ormanagerworkingtheHost/esspositionisresponsibleforgreetingeveryguestmakingthemfeelwelcomefromthemomenttheywalkintotherestaurant.Theyarealsoresponsibleforwalkingordirectinggueststotheirtablestobeseated.Ifthereisawaitforatable,theyareresponsibleforprovidinganaccuratewaittime.

CommunicationIsImportant

Serversandmanagersmustconsistentlycommunicate,asthehostisthemaindirectorofguestflowandthewaittimerequireinputfromfloorserversandmanagersworkingthefloor.

SpeedAndEfficiency

Driveservice,drink&foodtimesastheyallinfluencetheturnoverinyourrestaurantwhenitisbusy.Delaysinfoodbilltimeswilldelayguestlistwaittimescausingmoreupsetguestswaitingtobeseated.

TurnTables

Turningtablesoverquicklyassoonasatableleaveseliminateslongwaitsatthedoor,increasesrevenuewhileshowinggueststhatseatingthemisapriority.


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TheRush Dependingontheday/timeoftheweek,therushesvaryinlengthandfrequency.Asarestaurantmanager,youareresponsibleforoverseeingallpositions.Youarethemosteffectiveonthediningroomfloor,doingtablechecks,promotingthebusiness,chattingwithguestsandmotivatingstaff.Zeroofficeworkshouldbedoneduringtherush.Handsonworkonly!Dependingonthestrengthofyourstaff,youneedtoassesswhereyoucanbethemosteffectiveatanyspecifictime(**remember,successfulshiftsstartwithawellplannedschedule!)Ifthediningroomishectic,andkitchenisincontrol,youshouldfocusontheservers–ifthekitchenisbusy,andserversaremanagingtheroom,youshouldfocusonthekitchen.Showhustle.Havingagoodunderstandingofeverypositionintherestaurantisimportantsothatyoucanjumpwhereyouareneeded.Impactthepaceofthestaffbysettingit.Youneedtobetheexample.Itcansometimesfeellikeyouareneededeverywhereatoncewhenrunningyourshift.Thatmaybebecauseyouactuallyare.Makesurethereisacomfortablebalancebetweenbeingchallengedandnotstretchingyourselftoothin.

• Delegateo Whileyoumayfeelthatyouneedtosolveeveryissuepersonally,youneedto

recognizewhattaskscanbecompletedwithoutyousothatyoumaypersonallytakecareprioritytaskswithinanappropriatetimeline.

• Facetimeo Youarethefaceofthebusinessonyourshift.Youneedtogreetandinteractwithas

manyguestsaspossibleoneveryshift.Nomatterwhathelpisneeded,rememberthatyourguestsarealwaysyour#1priorityandyoumustmaketimetomeetthem.

Restaurantmanagerssometimeshavetowearmanyhatsduringanygivenshift.Torunasuccessfulshiftandmaximizethepotentialofeveryrush,youmustplanahead,communicateexpectationstostaffthrougheffectivepreshiftsandpersonallymeetandgreetyourguestsanddoitallinanupbeatandenergeticmanner.Servers

Ofeveryonethatourguestsencountertheywillspendthemosttimewiththeirserver.Thejoboftheserveristotourtheirguestthroughtheirexperience.Todothistheymustbesetupforsuccess,withenoughstaffonshiftandstarttimesthatallowthemtoprovidegreatservicebynotgettingtoomanytables.


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o Tablequalitychecksarebeingdoneandguestsaresatisfiedo Refillsofferedontime,neveranemptyglass.o Tablesarecleanandroomisorganized.Prioritizationisessential!o Waterjugsarefull.o Condimentstationiscleanandorganized.o Patioisnotignored(dishes,tablesandcondimenttable)o Observethemusic(frozensongs,loudorsoftsongs,andappropriatesongsfortimeof

day…)o Bathroomchecksarebeingdoneevery½houro TablesideUp-sellingiskey–offeringadditionalbeverageso Billsarepresentedquicklyo DeviationserviceispracticedALWAYS.o Managerisabletotoucheachtable

Pizzaiolos/Kitchen

Whentheorderingslowsdown,therestaurantisnowfullofseatedguestswaitingtobefed.Thepressureisonthekitchen.Famoso’sgoalistogetfoodouttoguestsinunder10minutes,15minutesmaxatlunch,20minutesmaxatdinner.Ifthesetimesseemunachievableforthepizzaiolos,themanagerneedstogetmorehelpfromtheprephallormayneedtohelponline.Ifjoiningtheline,doughpositionispreferredasthisiswherespeedisnormallyneeded,butuseyourdiscretion,whateverpositionisoverloadedwillneedyourhelp.o Billtimesareacceptableforlevelofbusiness(building,maintaining,loosingbusiness)o Foodqualityis100%...ifyouweretheguest,wouldyouaccepttheproductsgoingout?o Lineiscontinuallybeingstocked,cleaned/swepto Laborcontrol-Areweoverstaffedforthelevelofbusiness?Willtherebeasecondrush

(Wed.-Sat.night)orcanweletsomeonegoat9pm–10pm.


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TableChecks

Whenguestscomethroughyourdoors,theyexpectqualityineveryaspectoftherestaurant.Guestsarelookingforvalueinthethingstheysee,taste,touchandaswellwithallthestafftheyinteractwith,soprovidingthemwithexceptionalqualitywillensuretheyleavehappy.Withthatbeingsaiditisthemanager’sresponsibilitytoensurethatalltheaboveguesttouchpointsareexecutedtoahighstandardbydoingtablechecks.

Whenthekitchencatchesuptoanacceptablepace,therestaurantisnowfullofguestseatingandhopefullyenjoyingtheirauthenticpizzaexperience.Managersareexpectedtotoucheverytabletoengageandassesstheirexperience.Itisalsothemanager’sjobtoensureserversareexecutingservicestandards.

SpeakingwithGuests

§ Beoptimisticandspeakwithasmile(don’tapproachthetablelikeyouhaveto,approachitlikeyouwantto)

§ Neverinterruptorspeakoverguests’conversationsifyoucanhelpit§ Knowthemenusothatyoucanspeakintelligentlyaboutitaswellasourproducts§ Listenwithrespectandcaretowhattheguesthastosay§ Behonestandstraightforwardwithguestsatalltimes,especiallyifthereisaproblem.§ Neverwriteoffanyguest’sfeedbackasbeingtoosmallofanissuetoaddressand/or

bringtoamanager’sattention§ Alwaysthanktheguestwhentheygiveyougreatfeedback.Showyourappreciationfor

theiracknowledgement

Qualitychecksareouropportunitytoensurethateverysingleguestisinfacthappywiththeirexperienceandareexcitedtocomeback.Wehave3differenttypesofqualitychecks:

1) Askingtheguestdirectlyhowtheyareenjoyingtheirfood&beverages2) Takingnoticetoseeiftheyareenjoyingtheirfood&beverages3) Andfinallyourlastcheckisaftertheyhavecompletedtheirdining

experienceatthefrontdoorweask,“howtheirfoodandservicewastodayortonight?”

Wemustalwaysbedetailedinourqualitychecksbecauseitdemonstratesourconfidenceinsearchingforfeedback.Afterall,themoredetailedthequalitycheck,thebiggercommitmentwehavetoourguests!Qualitycheckswithpurposeandbepreparedtotakeonrespondingtotheguest’sfeedbackwithconfidence.Nowandagainthereareboundto


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beproblems.Aguestmaybedissatisfiedwiththeirmealormayfindthequalitytobebelowtheirstandards.Sometimesguestswillfindtheneedtoventangerorannoyancebeforetheproblemcanberesolved.Retainingupsetguestscanbeachallenge.Whenyouputintheeffortandrespecttorecoverdistressedguests,youwillbeabletoturntheirexperiencearoundexcitingthemtoreturntoyourrestaurantinthefuture.

ManagerObjectiveChecklist(Opening,ShiftChange&Closing)Purpose

Restaurantchecklistsareoneofthemostimportanttoolswhenitcomestorunningsuccessfulshifts.Becausetherearesomanydetailsinvolvedinrunningthedailybusiness,completingachecklistisoneofthemosthelpfulandconvenienttoolsthatyourmanagerswillhavetorunsuccessfulshifts.Whetheryouareanewormaturewell-establishedlocation,managerchecklistsareanessentialpartofthebusinesstoensureyouoperatesmoothandeffectiveshifts.Managerchecklistsaregreatorganizationaltoolsandbeingorganizedisoneofthemostimportanttraitsforrunningaprofitablebusiness.Therearesomanybig&smalldetailsthatimpactsettingupyourbusinessupforsuccessandcreatingthebestatmosphereandenvironmentforyourguests.

ManagerChecklists

§ Allmanagerchecklistsmustbecurrent.Everythingonthechecklistsshouldbeapplicable.

§ Allmanagerchecklistsmustbecompleted100%everyshift/day§ Themostuptodateversionofthefoodqualitychecklistmustbeused

FilledOutBy Themanager(s)runningtheshiftFillingOutForm

Onadailybasistheopeningmanagerdoesavisualandphysicalcheckonthestateoftherestaurantwhilecheckingoffeverypointtheyhavephysicallyreviewed.Ifalltheareasonthechecklistarecompletedproperlythentheclosingteamhasdonetheirjob.Thissamecheckisexecutedatshiftchangeandthenoncemorewhenclosingtherestaurant.Everymanager&leaderisresponsibleforturningovertherestauranttothenextshiftinacleanandorganizedstate.Dutiesshouldnevergoincomplete.Alwaysrecordandcommunicateanymisseddutiessothatactionplanscanbeputinplacetoensuretheyarenotmissedagain.Remember,thereisadifferencebetweencleaningandwiping.Itisimperativethatamanageralwaysensuresthatalldutiesarecompletedandarereflectedinthebestversionofthetask.

ChecklistGuidelines


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§ Useof&100%completionofallmanagerchecklistsaremandatory.Thechecklistswillbreedconsistencyinbothoperationsandrestaurantculture,whichimpacttheefficiencyofyourstore’sexecution.

§ Itisimportanttoedityourtemplatetobestsuityourrestaurantneeds.Allitemsonyourmanagerchecklistsmustbeapplicable

Daily Manager Checklist M T W T F S S

Day Manager Open

***Evaluate Last Night's Close Throughout Entire Morning*** Oven Turned On

Phone messages checked Communication Book read Reservations book checked

Cooler & Freezer Temps Checked & Recorded Dough Counts Recorded

Dough Assessed, Pulled if Needed Dough Usages Calculated & Recorded, Pars Set Pizzaiolo & Server Positions & Focuses Assigned

Dough Made Dough Mixer Cleaned

Food Quality Checklist Completed 9:00

Cash Completed 10:00

Server floor plan set-up Prep Lists Evaluated

"Actual # Dough Made" Counted & Recorded 10:30

Dough Needed for Lunch Pulled Walk though completed

Server opening checklist completed


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Oven Temp Checked (within 15 degrees of ideal) 10:45

Preshift Meeting Turn on music (including patio) Day shift labor entered on POS

Mid-Shift Server Daily, Weekly, Monthly Checklist completed

Pizzaiolo Daily, Weekly, Monthly Checklists completed Prep Chart filled out

Day Walkthrough Completed (incl. walk-in cooler) Dough assessed- pulled for night shift

Communication Book filled out Communicate with Night Manager

Changeover Tills with Night Manager Record Day shift labor/productivity

Day Bill Times Recorded Till Changeover - Day Manager/Night Manager

Print 2 sets of Debit/Credit Reports Ensure all day Promos are closed out

Login Night Server Transfer all Open Bills to Night Server

Change POS to Night (including handhelds) Change out Day till for Night Till

Print Day Cash out Day Manager Sign Off

Night Manager Changeover

Communicate with Day Manager Read Communication Log

Give Night Server Till and set up floor plan Check Reservations Book

Ensure Lighting & Music levels are appropriate Ensure all day duties are completed (FOH/BOH)

Assess doughs to ensure 'Primetimes' are available


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Print 'Wait Sheets' Night shift labor entered on POS

Close Turn off open sign

Close out all Promo Bills (QSA, Staff Meals etc.) Adjust and record Labor & Productivity

Print 'End of Day' POS Night Bill Times Recorded

DRS Entered End of Day' done on Eigen (After Night Till Balances) Night Server Clocked out (After Night Till Balances)

Cash Put into Manager Cupboard/Office Balance Movie Tickets (Mon-Thurs)

Complete Dough Counts Walk-through - BOH Walk-through - FOH

Turn off 'Sign Lights' and patio lights Turn off TV, music, amp and patio volume Check all doors to ensure they're locked

Turn off all lights Set alarm

Lock front door Night Manager Sign Off


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BOHAreas&PizzaioloClosingCleaningResponsibilities

Pizzaandsaladlinearebeingshutdownaccordingtochecklists.

§ Alllinecoolersareclean&organized§ Sealsarecleanedeverynight§ Cuttingboardsareclean§ Floorsarecleaned(underneaththecoolers)§ Pizzaovenexterior&ovendeckisclean§ Wallsareclean(nostuckonfoodordirt)

CoolersandFreezers§ Foodisstoredandrotatedproperly.§ Doorsandsealsareclean§ Floorsareclean(underneathandaroundthefreezers)§ Shelvingisclean(nostuckonfoodordirt)§ Ensurethetemperatureistoproperfoodsafetemperatures§ Interiorwallsareclean(nostuckonfoodordirt)§ Noburntoutlightsinthewalkincooler(nostuckonfoodordirtonthelights)§ Ceilingisclean(nostuckonfoodordirt)

DishArea§ Alldishesarebroughttodisharea,andcleandishesareputbackoutfrontintheir

designatedspots§ BOHdishwasheriscleanandingoodrepair(norustorwaterstainsontoporsides)§ Sinksarecleanedthoroughlyattheendofeachnight§ Wallsareclean(nostuckonfoodordirt)§ Noburntoutlightsinthedisharea

Prephalliscleanedandorganized§ Stainlesssteeliswipeddown&cleaned§ Allsinksareclean§ Backprephallflooristhoroughlyswept(undercoolers,undershelves§ Ceilingisclean&ingoodrepair§ Allkitchenmaterialsareclean,ingoodrepairandstoredintheirdesignatedspot(manuals,

robocoupe,scales,slicer,cheesepunch,etc.)§ Countertopsareclean§ Garbagecansareclean(nostuckongrime)§ Doughmixerisclean(behind&underneath)§ Flourbiniscleanandstoreproperly(notonthefloor)§ Nolightsareburntoutintheprephall(changedattheendoftheshiftwhenneeded)§ Wallsareclean(nostuckonfoodordirt)


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Allkitchenragsareplacedinthecorrectbin/bagforlaundrypickupAllgarbageandboxesarebroughttodumpsters

§ Boxesmustbebrokendownandplacedinthepaperrecyclebin§ Nogarbageshouldbeleftoutsidethegarbagebins

Server&DiningRoomClosing&CleaningResponsibilitiesClosingchecklistisbeingcompleted100%tostandard

§ Allareasinthediningroomarecleaned§ Blindsarecleanandrolleddown§ Ceilingisclean(nostuckonfood,dirtordustaroundthevents)§ Diningroomfloorsareclean§ Frontdoorisclean(nodirtorfingerprints)Handlesarecleanedaswell§ Picturesarecleanandstraightened§ Winebottlesaredusted§ Waitingareaisclean§ Highchairsandboosterseatsareclean§ Boothseats,chairsandtablesareclean(nogumunderthetables)§ POSequipmentiscleanedeverynight§ Sidestationiscleaned,organizedandstocked§ Salt&peppershakersarecleanandingoodrepair§ Parmesan&Chilishakersarecleanandingoodrepair

o Alldirtydishesindiningroomareclearedandbroughttothedisharea.§ Platedripareaiscleanedandorganized

o Tableswipedcleanandstraight.§ Tabletopsareclean

o Tablebasesareclean§ Allglasswarere-stocked

o Sufficientstock§ Allproductsre-stocked§ Allbarpreppeditemsarefresh(anythatarenot,shouldbetossedattheendofthenight)§ Barcoolersarestockedandcleaned§ Menusarestockedandingreatcondition§ Bathroomsarecleanandstocked

o Counters&sinksarecleano Bathroomisstockedo Noburntoutlights(changedatnightifneeded)o Odorfreeo Toiletsarecleano Garbagecansarecleanandemptiedo Floorsareclean(nowatermarksunderthehanddryer)o Handdryersarecleano Changetablesareclean(men’sroom&ladiesroom)o Wallsareclean


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o Soapdispensersarecleanedandstocked

Closing

Itisimportanttoclosetherestaurantdownproperlyasitsetsuptheopeningforthenextcrew.Therestaurant’sefficientoperationisdependentonitspreparedness.Itistheclosingmanager’sresponsibilityanddutytomakesurealliscompletetosetthenextshiftupforsuccess.Shouldstaffnotfinishthechecklist(s),theclosingmanagermusttakeontheresponsibilityandcompleteallthework.Theclosingmanagercannotleaveuntilalldutiesandresponsibilitiesonthechecklistarecompletedtostandard.

§ ‘Opensign’shutoffatpostedclosingtime-nevershutdownorrefuseaguestbeforethe

postedclosingtime.Althoughtemptingonslowernights,itisveryimportanttoshowgueststhatyourestablishmentisreliablewithintheirhoursofoperation.

§ LockdoorsoncethelastguesthasleftthebuildingandNEVERbefore

CompletetheManagerCash-outandClosingduties§ Followtheendofdaycashoutsteps§ Followclosingrestaurantsteps§ CompleteclosingmanagerFOH&BOHwalkthrough


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FamosoReservationsPolicy

AtFamosolargegroupsareagreatwaytohaveapositiveimpactonguests’specialsocialeventswhilemaximizingyouruseofseats.

Eachrestaurantisresponsibleforestablishingtheirownreservationspolicy.‘NoReservations’isnotareservationspolicy!Oncethepolicyisestablished,itistobeonpaperandpostedinanareaforallstafftosee.AllpolicieswillbereviewedbyyourRegionalManagerandpostedon-lineforgueststosee.

MinimumRequirementsForAllReservationPolicies

• Offerlimitedbookingsforgroupsof6orlarger• Designateoneareainyourrestaurantforbookings:ifyourFamosohasacommunaltable,

itisrecommendedtousethattable.o Note:YourdesignatedtableisnottohaveANYblackoutperiods.

Workwithgueststomaximizeyourseating’seachshift–idealbookingtimesareroughly5:00,7:00and9:00.

• Calltoconfirmallreservationsondayofbooking.Groupsizesoftenchangeonshortnotice–havingthisinformationaheadoftimewilloftenchangeyourpreparationsforthegroup(i.e.,theamountofspaceyousetasidefortheparty).

• Call/Emailfollowupthenextday.AcalloremailtoaguesttoinquireabouttheirexperienceisagreattouchandawaytothanktheguestforchoosingtobookwithFamoso.

• Managersaretobesolelyresponsiblefortakingreservations.• Inyourreservationbook,beclearincommunicatinganyarrangementsthathavebeen

madewithagroup(i.e.,communicateifagroupneedstobegonebyacertaintime(toaccommodateanexistingreservationatalatertime);freedessertofferedforaspecialoccasion–birthday,retirement;notabletoaccommodatewholegroupatsametable,etc.).

• Lategroups:tableswillbeheldfor15minutespasttherequestedtime.Atthatpoint,themanagercallstheguest–ifnoanswer,thetableisgivenaway;thisshouldbeexplainedtoallguestsupontakingthereservation.

• LargeGroups/PrivateFunctions:Famosodoesnotcloseitsrestaurantsforprivatefunctions.Itisacceptabletobooklargerfunctionsduringnon-peakrevenueperiods–thegroupsarenotpermittedtooccupymorethan65%ofyourrestaurant’sseats.

Etiquette

Intherestaurantindustry,therearetwotypesofpeoplewhotakereservations–theAgentandtheGatekeeper.Gatekeepersputupaguard,emphasizehowdifficultitistoaccommodatelargergroupsandactasthoughthey’redoingguestsafavorbybookingthemintotheirrestaurant.Agentsworkfortheirguests!Asanagent,youalwaysdoyour


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besttoaccommodateaguest’srequestandofferexcellentsolutionswhenchallengesariseinaccommodatingtheirrequests(e.g.,recommendadifferentday/timeoroffertosplitlargergroupstoaccommodatetheirsize).It’snosurprisethatatFamoso,wewantourteamtobeAgentsnotGatekeepers!

HereIsAnExampleOfAnAgentAndGatekeeperDealingWithAReservationRequest

• Gatekeepero “No,we’refullybookedFridaynight.Becausewe’resuchabusyrestaurant,next

timeIrecommendcallingfurtherinadvance.”• Agent

o “Unfortunatelywe’refullthisFridayat7:00.Wedohaveanopeningat5:00ifyourgroupisabletomakeitinearly.Ifyou’reflexibleondays,Saturdayiscurrentlywideopen–we’dlovetohavein.”

Ø Noticetheagentdidn’tusetheword‘NO’!


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Chapter3Meetings


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WeeklyManagementMeeting Purpose

Aweeklymanagementmeetingisextremelyimportanttotheoperationoftherestaurant,asitisthemostvaluabletimeforyourstoreinthewholeweek.Itisatimeyoumustdedicatetodiscussissuessurroundinghowyourrestaurantcanincreasesalesandprofit.Anorganizedmeeting,throughtheuseofanagendacoversalltheweek’sshifts,whichenableyoutoassessbudgetachievementthroughtheanalysisofsalesaswellasfood,beverageandlabourcostcontrols.Weeklyteammeetingsarevitaltoshareinformation,makedecisionsandalignyourteamtoimpactcertaininitiatives.

Theweeklymeetingisacommunicationdeviceusedtodiscussstrategiesoractionplans,targetsorgoals,promotions,specialevents,andsoon.

Pickaweeklytimeforthemeetingandalength(1houror2hours)sothatyourteamknowsandisexpectedtoattendeveryweek.Thegoalofanymeetingistogetthemostoutofthemeetingintheleastamountoftime.Bybeingproductive,informativeandmotivatingtheteamaroundactionplansyouwillimpactthebusinessconsistentlyaroundstrategiesyoudiscusstoimpactweeklyopportunities.Poorlymanagedmeetingswastetimeandcanhaveanegativeeffectonthestore’smoraleandteamwork,butfollowingsomesimpleprocedures,beingwellorganized,beingconsistentandbeingassertivecanhelpyoumanageproductivemeetings.

TheFamosoWeeklymeetingtemplateisatoolthatallowsyourlocationtopointoutthepositiveandnegativehappeningsinamanageabletimeframe.Keepthefocusofyourmeetingspositiveasmuchasyoucantodriveyourinitiatives.

Establishweeklygoals–Definehowtotacklenewinitiativesand/orimprovementtoaprocess‘Justdoits’–Determineinitiativesthatneedtogetdoneandsetacleartimeline

Itisimportanttocommittoweeklymeetings;otherwise,managerscanlosesightoftheirobjectivesandstopcommunicatingproperly.Itisimportantthatallmanagers&leadersareonthesamepageandworkingtowardsthesamegoalseveryweek.Ifamanagerisnotabletoattend,allinitiativesandgoalsdiscussedinthemeetingmustbesharedwiththemtoputeveryoneinyourstoreonthesamepage.

WeeklyMeetingTemplateIsFilledOutby

§ Managementteam§ Everymanagerisgivenasectiontocompleteontheagenda.


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FillingOutForm

MeetingAgendaForm–Itisimportanttohavethemanagermeetingagendaformsinthemanagerbindersothatduringtheweek,managerscanwritedowntopicsastheycomeupduringashiftsothingsdon’tgetforgotten.Alotcanhappeninaday,andimportantissuesmaybeforgottenifyoudon’twritethemdownonthespot.

Thedesignoftheformallowseverymanagementteamtobreakdownthemeeting’stopicstoeachmanager’sresponsibilities.Thiscanthenbeusedtohavethempresentinformationandideasinrelationtotheirportfolioofresponsibilities.

MeetingGuidelines

§ Managementteamsmustformallymeetonceaweek.§ Meetingsshouldtake1-2hours.§ Sometopicswillrequirelongerdiscussionsthanothers.Don’tspend20minuteson

eachtopic.Ifsometopicsneedmoreindepthplanningthanthemeetingallows,theGMandmanagerwhoisresponsibleforthetopicshouldarrangetimetomeetoutsidetheweeklymeetingtodiscussandplan.

§ GMshouldactasthemeetingfacilitator


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WeeklyManagementMeetingTemplate

Date:___________________Period:___________Week:____________

Attendees: _____________________________________________________________

Gross Sales Net Sales Profit $ Profit %

Last Week's Forecast $

Last Week's Actual $

$

Last Year $

$

Topics Success/Opportunities Action Plan (w/deadlines) Culinary Manager & ACM: Be sure to recap any outstanding issues/objectives from previous week

Product Costs

Food Costs

Last Week: _______ %

Problem areas (produce, meat, etc.)

Ordering, rotation, pars, QSA/Waste

Portioning (use of scoops/weights)

Bar Costs

Last Week: _______ %

Security issues, accurate pours

Total Product Cost: __________%

Pizzaiolo Staff

Development - knowledge/skills

Pre-Shifts & Coaching

Staff Attitude

Hiring Needs (use staffing analysis)

One-on-Ones/Reviews

Bill Times (relates to development)

Food Quality

Oven Temperature

Optimal Top Temp:_________

Optimal Bottom Temp:_________

Dough Quality

Water Levels:__________

Proofing Time


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1st Stage - On table:______

2nd Stage - Balling to cooler:______

AM & Mid-Day Dough pulls

General Pizza/Dough Quality

Prep/Plating Issues

BOH Cleanliness

* Daily/Weekly/Monthly Checklists

Coil Cleaning

Assistant Manager: Be sure to recap any outstanding issues/objectives from previous week Service execution

16 steps, hospitality

Staff Attitude

Service Staff

Development - knowledge/skills

Pre-Shifts & Coaching

One-on-Ones/Reviews

Hiring Needs (use staffing analysis)

Bar Sales:___________%

Discuss Liquor, Wine & Beer

FOH Cleanliness

Daily/Weekly/Monthly Checklists

Neighborhood Marketing

Discuss target areas/businesses

Upcoming VIPs, Bus. Card Draws

General Manager: Be sure to recap any outstanding issues/objectives from previous week Labor & Productivity Labor Productivity

Pizzaiolo

$ %

$/hr

Server

$ %

$/hr

Total

$ %

$/hr

Shift coverage, start times, cutting,

break management, staff efficiency

High Profile Management

Atmosphere (Lights/Music/Washrooms)

Routines/Manager Checklist

Store Promo

Spending & Guest Impact

QSA (relates to FOH&BOH development)

Events, bookings, weather

Operating Costs

Breakage, maintenance/repair costs

Miscellaneous Topics


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Staff Shift Focus(s) for the week FOH

BOH

Pre-ShiftMeetings

Aquick(2-3min)pre-shiftmeetingwithbothpizzaiolosandserversisaveryusefulwaytostartyourshiftoffwith.Settingthetonefortheshift,outliningagameplanfortheshift,withlinepositionsinthekitchenandserversectionsonthefloorwillensureasmoothstarttoyourshift.Thisisagreattimetoremindstaffofafewfocuspointsfortheshift,anynew/continuousfeaturesandanyextrasidedutiesthatshouldbemadeagoalforthatshift.Yourstaffwillappreciateknowingwhattoexpectontheshift.Thesteadyandbusypaceoftherestaurantmeansthatyourarelyhavetheopportunitytocommunicateimportantinitiatives,opportunities,promotions,goals,etc.withyouremployees.Yourdailypreshiftsallowyoutheopportunitytolayyourexpectationsfortheshiftandalignweeklyfocusesthatyoulaidoutinyourweeklymanagementteammeetings.

MotivateYourStaff

Preshiftsarenotmeanttobenegative.Evenisyouhaveavalidreasonfordiscipliningyourstaff,yourshiftwillbefarbetterifyougetthemexcitedandmotivatedtohaveapositive,productiveandenergeticshift.Itisimportantthatallmanagershavepreshiftseverysingleshiftandusethemasatooltopumpupallthestafftoinfluenceagreatshift.Doyourbesttokeepthepreshiftpositiveandfuntokeepthemengagedwhileyouareinformingthemoftheplanfortheshift.Managersmustbeawareofallowingthesemeetingstobecomesomething,whichisdreadedratherthananormalpartofdailylifeinarestaurant.

InformYourStaff

Youshoulduseyourpreshiftstocommunicateimportantinformation.§ Changesincompanypoliciesorprocedures§ DiscussopportunitiesofPolicies&Proceduresthatarenotbeingfollowed§ Promotionswhichneedtobecommunicatedtotheguests§ Immediateinformationregardingthecurrentshift(Staffinglevels,expectedbusiness

volume/salesfortheshift,etc.)Value

Preshiftscaneasilyturnintoatotalwasteoftimeifyoudon’tensuretheyhavevalue.Providingvitalinformationthestaffneedtoconducttheshiftandthatyouneedtocommunicatetoimpactyourlocationsoperationsisimportant.Keepyourstaffthinking


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duringthepreshiftbyaskingquestionsandallowingthemtolearnfromeachother.Checkinthroughouttheshifttoensureeveryoneispayingattention.Preshiftsareatoolthatisusedproperly,willgreatlyimprovemorale,qualityexecutionandstaffknowledge.Theywillinturninfluencebetterguestexperiences,acleanerandmoreefficientrestaurant,decreasewasteandincreasedprofit.

StaffMeetings

Meetingsareanessentialpartofthelifeofeverybusinessandyourabilitytoruneffectivestaffmeetingswithyourmanagersisacriticalpartofyourrestaurant’ssuccess.Runninganeffectivestaffmeetingleadstopositiveresults,increasedproductivityandprofit.Effectivemeetingsthatproduceresults,beginwithpropermeetingplanning.

BeginWithAPurpose

Whenplanningyourstaffmeeting,don’toverlooktheprimarypurposeforgettingyourstafftogether;toinspirethegrouptoachievemission-basedresultsfasterwhilemaximizingthepotentialofinitiativesyoudiscuss.Wheneveryonesitsdownyousay,‘Weareholdingthisstaffmeetingtodaytodiscussandaccomplishthefollowingobjectives&goals.’Theopeningfivetotenminutesinanymeetingisthemostimportantcomponenttoconductingthemosteffectivemeetings.Itsetsthefoundation,establishestheparametersandtellseveryoneinattendancewhytheyarethere,forhowlongandwhatthemanagementteamistryingtoaccomplishwiththismeeting.

Training

Akeyobjectiveofeffectivestaffmeetingsistraining.Aproperlyconductedstaffmeetingisaforumforcontinuousimprovement.Alwayslookforwaystoimpactandimprovetheperformanceofyourteambydiscussingcurrentoperationalandexecutionopportunities.

OpenTheBooks

Alwaysprovideyourstaffagoodfundamentalunderstandingofhowthebusinessisdoing.Don’tjustprovidebasicstatementslike‘Businessisgreat’or‘Profitisgood’or‘Salesaredown’.Gointodetail;informingandincludingyourstaffonhowyourlocationisperformingisagreatwaytoenrollandengagetheminreallyhelpingimpactalltheimportantinitiativesyouarediscussinginthemeetingastheywillsupporttheperformanceofthestore.

EffectiveStaffMeetingBestPractices

Settingasidetimetoprepareforyourstaffmeetingsistherecommendedapproachforensuringthemostproductiveoutcomes.ThefollowingmeetingBestPracticeChecklistwillensureyourmanagementteamissetuptorunaneffectiveandsuccessfulstaffmeeting:


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n OrganizeMeetingLogisticso Establishthepurposeofyourmeetingo Establishyouragendapoints

§ Toensureyoucoveronlywhatneedstobecoveredandyousticktorelevantactivities,youneedtocreateandagenda.Theagendaiswhatyouwillrefertoinordertokeepthemeetingonpaceandstayingontrack.

o Facilitatewhowillbepresentingwhat(delegateareasofthemeetingforcertainmanagerstopresent)

n UseYourTimeWiselyo Whatareyourpriorities–whatmustabsolutelybediscussed?o Results–whatdoyouneedtoaccomplishatthemeeting?o Sequence–inwhatorderwillyoudiscussthetopics?o Timing–howmuchtimedoyouneedtospendoneachtopic?

n DistributeTheStaffMeetingAgendaToYourManagementTeamo Itisimportantthatyourmanagersarefamiliarandconfidentwiththepointson

theagendatoensureafluentmeetingn GiveAdequateNoticeToAllThoseAskedToAttend

o Attendance:Establishwhogetsnotifiedifastaffmemberisunabletoattendn Promptness

o Start&endontimen Establish&ReviewGroundRules

o Itisimportanttoletyourstaffknowthatameetingisnotgroundsfor‘venting’.Ifanyonehasanimportantpointorissuetheywouldliketodiscuss,thatamanagerwillbeavailabletochatwiththemoneononefollowingthemeeting(orcanscheduleatimetositdown)

o Thatifthegroupgetscaughtonatangent,thatthefacilitatorofthemeeting,willrespectfullystoptheconversationandgetbackontracktoensureyougetthroughthecurrentmeetingagendainanappropriateamountoftime.

o Thatcertainquestions,ifnotappropriatetodiscussasagroup,willnotbeansweredandwillbefolloweduponeononefollowingthemeetingtoensuretheindividualsconcernsareaddressed/discussed.

o Nodog&ponyshows.Staffmeetingsarenotatimeforshowandtell,goofingaroundorsocializing.

n AssignAdministrativeRoleso 1Managershouldtakeattendanceo 1Managershouldtakemeetingnoteso Timekeeper(ensuresomeoneiskeepingtime,&facilitatingmanagingtimeon

eachagendapoint)n SummarizeAllNewInitiatives&DecisionsMadeToEnsureThatAllStaffAreClearIn

TheirUnderstandingo Toreduceconfusionandmisunderstandings,summarizeanddocumentagreed

actionsthatwerediscussedandestablishedinthemeetingminutes.n DebriefAllItemsDiscussedInTheMeeting&Goals/ExpectationsSetn DistributeMeetingMinutes/NotesPromptly


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o Theyserveasareminderforyourstafftoreferenceandreview

Chapter4QSAs&Promos


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Complaints

REMEMBER:complaintsdonothavetobeverbal;mostpeopledonotsaywhattheymean.Ifsomeone’sfacialexpressiontellsyoutheyareunhappy,gotothatguestandengagethemtomakesuretheyareenjoyingeverything.Asatisfiedguestwilltell2friends,adissatisfiedguestwilltellaminimumof10friends..***Alwaysinformmanagementofadissatisfiedguest!***AmanagerwillmakecontactwithALLdissatisfiedguests!

ReactToAndResoleProblemsImmediately:

Whenaserverletsyouknowthereisaguestcomplaintorotherpressingissues,dropwhatyouaredoingandgiveittheattentionitdeserves.Workingtoresolveguestcomplaintsquickly,willestablishyourlevelofcareandpassionforguestexperiences.Themorekeenyouaretotakecareofyourguestcomplaints,themoreitestablishesyourexpectationtoyourstaffonyourstandardforensuringthatitisimportantthateveryguestleaveshappyandthatyoucare.Ifyouhesitateanddonotresolvethecomplaintquickly,youarenotplacingemphasisforyourstaffthatyourguestsareyour#1priorityinyourbusiness.Bymaintainahighenergyandenthusiasticapproachtoreactingtoguestcomplaints,youwillsetthestandardforyourstafftofollowsuit.

HandlingGuestComplaints–ExecutingThe3A’s

Acknowledge–Givetheguestyourundividedattentionandacknowledgehis/herfrustration

Apologize–ApologizefortheinconvenienceAct–Acttoresolvetheproblem

QSA

QSAstandsfor“QualityServiceAssurance”.§ Whenyou“QSA”something,itmeansthatyouaregivingaguestafreeproductbecausewe

havemadeamistakeineitherqualityorservice.Ifaguestcomplains,Famoso’scompanypolicyistomakethemhappynomatterwhat.Respondtoaguestcomplaintbyofferingtoreplacetheproducttheyarecomplainingabout,oriftheircomplaintisnotfoodrelated,thenoffertheguestdessert,anotherdrink,coffee,agiftcertificateorinextremecircumstances,takecareoftheentirebillifneeded.


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§ Theseitemsgetrunginontheposundera“QSA”tab,andawrittenexplanationmustbeprovidedonthereceiptformanagement.TheQSAreceiptsmustbekeptforyourstore’spersonalrecords.**REMEMBER:AuthenticNeapolitanpizzaissodifferentthatsomepeoplecomplainevenifthepizzaisperfect.Themanagermustreadeveryguestsituationcarefully.Ifthepizzaisfine,youmustexplaintotheguestwhatthecharacteristicsofauthenticNeapolitanpizzaare,andbackitupbyexplainingthatwetrainedwithanorganizationfromNaples,Italy.However,youshouldstilloffertoreplacetheirpizzaorcookitwelldone.Evenwhenaguestsays‘I’mfine’or‘it’sok,don’tworry’alwaystryyourbesttoenticethemintoaQSAproductonyou.

QSAGuidelines

WhatDoesQSAStandFor?

Itstandsfor"QualityServiceAssurance"AQSAisadiscountthatisusedtocoverserviceandqualityissuesAFTERanitemhasleftthekitchen.Anyitemthatisdiscarded,remadeordeemedunacceptablebeforeitleavesthekitchenisWASTE,notaQSA.

ANY&EVERYTIMEthereisaproblematatableaManagerorNightleaderMUSTgospeaktothetable.Itdoesn'tmatterhowsmalltheproblemis!AQSAcanbetooffer

§ Adiscount§ Buyappetizers§ Buydesserts§ Buydrinks§ Buyameal§ Ortobuyanentirebill**OftenitwillbeappropriatetoofferaGCinsteadoforincombinationwithaQSA.Whenatalkingtoguestthathasexperiencedproblemswehaveonegoal;toensurethat"EveryGuestLeavesHappy".Itisthejobofthemanagertogaugeeachsituationandspendaslittle,orasmuchmoneyasneededtobesurethatatthistable"EveryGuestLeavesHappy".

Ø AutomaticQSA'sThesearesituationswhereourBrandStandardistoautomaticallyperformaQSAforour

guests.• Foreignobjectinfoodordrink-minimumpayfortheguestsmealandoffera$10GC• Guesthastoleavebeforetheyhavebeenabletoeattheirfood/drink,orhastotaketheir

foodtogowhentheywantedtoeatintherestaurant.Payforentirebillandoffer$25GC.§ Guestisunhappywithfood/drinkquality(hasmealremade)-minimumpayfortheguests

meal


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§ Guestisunhappywithfood/drinkquality(doesn'thavemealremade)-minimumpayfortheguestsmealandoffera$10GC

§ GuestPreference-itemismadecorrectlybuttheguestdoesn'tcareforit-minimumpayfortheguestsmeal

Ø LongBilltimes§ Losingbusiness0-5-Managertalkstotable-QSAifappropriate

(QSAdessert,QSAappetizerQSAdrinks,QSAgiftcertificates,50%managerdiscountorequivalentinmenuitemsboughtonbill)

§ Losingbusiness6-10-50%QSAdiscountallfooditems§ Losingbusiness10+-AutomaticQSAentirebill

Ø LongTakeoutbills§ 1-5minlate:Managertalkstoguest–QSAdessert,QSAdrinks,QSAgiftcertificates§ 5-10minlate:Managertalkstoguest-QSAdessert,QSAdrinks,QSAgiftcertificates§ 10-15minlate:Managertalkstoguest-50%QSAdiscountallfooditemsORequivalentof

50%discountinGC’s§ 15+late:Managertalkstoguest–AutomaticQSAentirebillorequivalentof100%discount

inGC's**Inthe10-15minand15min+sections,GC’sshouldonlybeusediftheguesthasalreadypaidandcannotwaitforarefund***

Note**Ifaguesthasalreadypaidfortheirbill,itisokaytoofferGC’sequivalenttotheamountoftheQSA.However,wheneverpossibleweshouldQSA.Rememberitiseasytoreopenabillandrefundmoney.Note**withlargetablesthathavesubstantialbillssometimesitmaybesufficienttoofferalargediscountof50%plusGC'sasopposedtoQSA'ingtheentirebill.


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PromoSpending

Mostofyourpromosareacontrollablebudget.WhichmeanstheGMs,cancontrolthespendingthemanagersdowithineachlocation.Manageyourbudgetslikeyoudoyourcheckbooks.Makesureyouknowwhereandwhomthemoneyisbeingspenton.Promosshouldbeusedasameasuretoacknowledgeguestsandbuildsales.Lookatthemoneyspentinyourstoreandthinkabouthowmanyguestswereimpactedbythispromospending.Doyourmanagersrememberanyofthegueststheyspentpromodollarson?Moreimportantly,wasthatexperiencetheyhadmemorable?

AgoodmarketingandguestrelationtoolistoofferaguestsomethingFREE.HOWEVER,asabusinesswecannotdothistoooften,orincorrectly.Forexample,aguesttypicallycomestoFamosoforamealandabeverage.Someguestsenjoyanadditionalbeverage,coffee,ordessertINADDITIONtotheirinitialmealandbeverage.Itisimportanttopromotheadditionalthingssuchas“canIbuyyouguysacappuccinooragelatooratiramisuoranotherbeer,glassofwine”.Thatway,theyhavealreadyspenttheirinitialamountofmoneyatFamoso.Iftheyacceptthegesture,itisasmallpricetopayforguestloyalty.Iftheydon’taccept,theystillfeelveryappreciativeoftheoffer.NEVERbuysomeonetheirinitialmealasaPROMO’INGtactic.OnlyifaQSAsituationarises.Promolimitswillbeestablished.Promoisonlytobeusedforguestrelations,notpersonaluse.

ManagerPromos

Ourmanagerpromosaredesignedfor2reasons:§ ManagerMeals§ Designedtorewardourguestsforrepeatbusinessandtobuildrepeatbusiness.Ifamanager

wasinspiredtotakecareofanitemforatableofregulars,thisisthebudgettheywoulduse.Wheremustworkhardtoleavealastingimpressiontobuildravingfansforourbusiness,lieswithinouractions.Spendingalittlebitisaninvestmentthatwillnotonlybuildloyalty,butitwillalsobuildsales.

§ Buyanappetizerforatableofregulars…justcause.The3mozzaballsyoujustboughtthemfor$10.50mightbethereasontheywillalwaysordermozzaballsonfuturevisits.

§ Buyatiramisuforatablethathasneverbeentothelocationbefore…justcause.Thismaybetheplacetheywillcelebratefuturespecialoccasionsbecausethistiramisuistheirfavorite.

Theskyisthelimitwhenitcomestotakingcareofourguests.


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Encourageanddevelopyourmanagerstotakecareofaroundofdrinks,anappetizeroradessertforatable.Makeyourguests’experiencememorableandmakethemfeelappreciatedandcarednotjustthroughconversation,whichisimportant,butaswellbyexceedingtheirexpectationswhenanopportunitytodosoarises.Weneedtoencourageourmanagementteamstosometimesputintoactiontheappreciationwefeelforthegueststhatfrequentourlocations.Thispromobudgetisdesignedtorewardourguestsforrepeatbusinessandtobuildmorerepeatbusiness.Ifamanagerwasinspiredtotakecareofanitemforatableofregularguests,thisisthebudgettheywoulduse.

1. MakesurethatasaGMyousetaweeklybudgetforeachmanagerandlistenfortherelationshipsbuiltwiththegueststhroughtheprocess.

QSA(QualityServiceAssurancePromo)

QSAscanbeavaluablelearningtool.Whentheyarise,theyaretheresultofoneoracombinationofexecutionopportunities.Ifyoudonotfollowuponthem,theseopportunitieswillcontinuetohappen,andnotonlywilltheyaffectyourguestexperiencebuttheyaffectyourbottomline.EverydollarspentonQSAisadollarthatyoudidn'ttakefromaguestthatyoucouldhaveearned.Althoughasmanagers,wearenottheonesdirectlycausingthesebeverage,foodandserviceissues,thelesswetrytoimpactperformancearoundthem,wecontinuetoinfluencethemoccurringinourbusiness.

StoreCoupons

Weworkveryhardtoexecuteourweeklymarketinginitiativestohaveguestswalkthroughourdoors.ThinkoftheGCthatyougavesomeone;itisaninvitationforthemtocomeintotherestaurant.Ifyouinviteaguestovertoyourhome,youmakesuretheyenjoytheirtimethere.Weneedtodothesame.WhileitisalmostimpossibletoknowwhoiscominginwithaGCwedoknowwhentheypay.ThemanagersmustspeaktoeverytablewhoredeemsastorespecificGC.Weneedtoensuretheguestfeelscaredfor,appreciatedforcomingandmostimportantlytheyenjoyedtheirexperience.Thisisalsoagreatopportunityforthemanagertoinvitetheguestbackin.WeneedtoensurethateveryguestthatusesoneoftheseGCscomesback.Thesearenotmeantforshort-termsales,theyaremeanttobuildlong-termbusiness.Sobasedonourstats,15%-20%ofGCshandedoutcomebackandifyoucanmakesurethat50%ofthoseguestscomebackagain,youarebuildingyourbusiness.YouinvestthemoneyintheGCs;thetimetoexecutetheinitiativeallittakesisthatlittleextratoshowthemweappreciatetheycamein.

HeadOfficePromos&Coupons

Asaheadofficeteam,weareactivelyworkingonbuildingrelationshipsthroughthesponsorshipofeventsorpersonallyinvitingguestsintotherestaurantsbyhandingoutGCs.AllheadofficeGCsandpromotionsdocontainaspecificChargebackforyoustore.Pleaserefertotheabove‘Headoffice&StorePromoGuidelines’wheninquiringaboutspecificchargebacksforyourbudgets.

Groupon


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Grouponisapromotionweusetodrivenewandloyalgueststhroughourdoorsbyofferinganexceptionalvalueincentiveforthebrand.

In-StorePromotionsDailySpecials

WeofferadifferentDailySpecialselectionEverydayoftheweektoattractourgueststoordermenuitemstheywouldnothaveotherwiseorderedbyshowcasingcertainfoodanddrinkitemsatanexceptionalvalue.Offeringgreatvaluethroughourspecialsisawaytoreachoutfurtherintothecommunitytoboostweeklyvisitsfrompeoplewholiveinthearea.Specialsarealsoagreatwayforallourstorestoincreasetheiraverageguestchecksbymaximizingsalespotential.

Pizza&AMovie

Available7daysaweek• AddaMovietickettoanypizzafor$9anyday.

LunchDeal

Available7daysaweek,until5pm• Guestsmayorderalunchspecialforavaluepricedatlunch.Thelunchspecialis

limitedtocertainmenuitems,butoffersapricepointthatisenticingtomanylunchdiners.

KidsGelato

• Kids12&underreceiveafreescoopofgelatowithanykids’mealpurchaseNotethatifKidsshareafullsizedpizzaorshareapizzawiththeirparents,itisbestpracticetohonoraFreeKidsGelatoforthem.

FamosoFeast

Famosooffersgroup-diningpackagesforlargergroups.Thepackagesallowgueststoselectanumberofappetizersandpizzas(quantitiesvaryaccordingtogroupsize)forasetprice.Becauseofthelargenumberofdiningoptionsavailable(packagesrangefrom7-9guestsupto17-20guests).AdvantagesoftheFamosoFeastgroup-diningmenu:offerscostcontrol,greatvalueforourguests,easeofordering–guestscanfillintheFamosoFeastcardandbringittocounterforordering.ThisisanalsoaveryusefultoolforLocalCommunityMarketingandChristmaspartybookings.


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BirthdayOffering

Birthdayscomeandgo,butwhatremainsarethememoriesfromthem.Offeringourguestsacomplimentarydessertoftheirchoiceontheirspecialdaywillnotonlymakethemfeelspecial,butitshowstheguest(s)appreciationforjoiningusontheirbirthday.Everytimeaguestmentionsitistheirbirthday,theserverandmanagershouldoffertheguestacomplimentarydessertoftheirchoice.

Offertheguest• (Non-ovendessertsarepreferredtogetthedessertoutfast)-Ascoopofgelato,Feature

PannaCotta,Tiramisu,Affogato• (Ovendessertsiftheguestwouldprefer)–Dolce&Banana,NutellaPizzetta

Dough For Kids Purpose

AtFamoso,wearepassionateaboutgivingeveryguestanexceptionalexperienceandforsomeofourguests;it’sprovidingthemaqualityfamilyfriendlyexperience.Givingallkids12&underanuncookedpizzettaisthebestwaytokeepthemoccupiedandengagedatthetable.Uncookeddoughisguaranteedtokeepkidsbusystretchingtheirown‘practice’doughrightatthetable.Bothparentsandchildrenwillbesurprisedwiththis,asitisinteractive,funanddifferent.Thisinitiativeisnotonlyeasytoexecutebythestaff,butifimplementedcorrectlyandconsistently,yourlocationwillendupsellingmoretotheparentsastheplacetogoforanightoutbecausetheyrealizethevalueinkeepingthekidsbusyatthetable.Itisgreatnotonlyfortheparentsbutallotherguestsaswellasitisagreatwaytokeepkidsoccupieduntiltheirfoodarrives.

Responsibility

Thefloorserverservingthetableshouldasktheparent(s)oradult(s)ofanykids12&under,atthetableiftheywouldlikethemtobringoversomedoughforkidsthepracticestretchingatthetableduringtheirsectionintroduction.

Preparation Theservershouldthenorderthe#ofdoughsneededforthekidsatthetable.

Thepizzaiolowouldthencutonepizzettainhalf;lightlyflourthedoughandplaceonaroundsideplateforeachdoughorderedforthetable.Theserverwouldrunthedough(s)outtothetableandplaceonedoughinfrontofeachchildatthetable.


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HeadOfficeandStorePromoGuidelines

There are many types of discounts in the POS system. Items labelled with the “H.O” prefix are items that can be charged back to Head office at a rate of 35%. Chargebacks can be sent in with your royalty payments, but must be accompanied by receipts. Items labelled with the “Store” prefix, and miscellaneous items with no prefix CANNOT be charged back. These are items to be used for in store promotions, QSAs, Manager Meals, Staff Meals, and WOW Promos. WOW Promos – this is a discount to be used to “WOW’ guests. Taking care of guests is smart way to build loyalty. Always look for opportunities to WOW guests with a complimentary dessert, a round of Limoncello, or a complimentary appetizer.


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Chapter5Marketing&StoreLevel

Advertising


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LocalCommunityMarketing(LCM)

Someofyourbestpotentialregularguestsaretheneighboringbusiness,offices,doctorofficesetc.Especiallyatlunchwhenbreaktimesareusuallylimitedto30mins-1hr,thepeoplewhoworkandlivedirectlyaroundyoucanturnouttobeyou’remostloyal.Itisgoodpracticetowalkaroundtoneighboringbusinessesandintroduceyourselftothemwhileofferingthemsomeincentivetovisityouregularly.Invitingthehairsalonstafffromacrossthestreetinforafewpizzasandsaladsonyou,offeringthebankstaffdowntheroadfreecoffeedrinksontheirlunchbreakonceamonthareexamplesofwaysintroduceandimpress.Doingwhateverittakestogettheminyourrestaurantandthenimpressingthemwithyourservice,food,speedandatmospherewillnodoubthelpbuildasolidgroupofregularvisitorsbutalsowillturnthoseguestsintoyourownpromotionteamwhoconstantlytellotherpeopleabouttheirFamosoexperience.

WhatIsThePurposeOfLocalCommunityMarketing?

§ BuildingpersonalrelationshipswithpotentialguestsandpeopleinyourareawillALWAYShavemoreofanimpactonyourbusinessthananadinthepaper,abillboardoradvertising.Itisanopportunitytocreateabond&helppeopleputafacetothebusiness.

§ Localcommunitymarketingisoneofthemostvaluabletoolsinexecutingasalesplanforyourrestaurant.LCMisoneofthemostcosteffectiveandproventoolstoachievelong-termbusinessrelationshipswithguestsandthecommunity.Thisshouldresultinnewguestsvisitingforthefirsttimeaswellasfosteringastrongerrelationshipwithgueststhathavefrequentedyourlocationbefore.

§ LCMisanon-goingprocessintendedtobuildsalesforallourrestaurants.Whetheranewstorelookingtobuildtheawarenessofthebrandintheirarea,atargetstorewithreducedyearoveryearsales,oramaturestorewithgreatsalesgrowth,itisintendedtoinfluenceandingrainyourlocationandthebrandinyourcommunityandtheguest’sminds.

§ Unlikethetemporarysalesspikesthatadvertising&couponingcandrive,LCMhelpscreatealoyalguestbasethatdriveslongtermandongoingsalesgrowth.

§ TopLevelMarketing–Taskvs.Toolphilosophy:o Atoolbecomesataskunlessyourealizeit’spotential.Weshouldalwaysbefocused

on‘toplevelmarketing’.Placevalueonthequalityoftimeyouareinvestingineachmarketinginitiativetomaximizeit’spotential.Knowwhomyouaretargetingwitheachinitiative&setspecificgoals.


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WhatDoesLCMDo?

§ Enhancestherestaurant’simagewithinthecommunity§ Increasesguestloyaltytoyourbusiness§ Buildsbrandawareness§ Growsstoretraffic,sales&awarenesstoyourspecificlocation§ Developsinvolvementandrecognitionwithinthelocalcommunity§ Buildloyaltyinyourneighborhood&yourareathroughthecommunityandother

businesses.§ Ifabusinesswithin5minutesofyourrestaurant,doesnotknowyouexist,youhavean

opportunitytobuildmoreloyaltytoyourbusiness§ Ifyoudonotknowatleast1personfromeachbusinessinyourarea,youhavean

opportunitytobuildmoreloyaltytoyourbusiness.Makekeycontactsinyourneighborhood.Startbuildinglong-lastingrelationshipstoencourageloyal&repeatguests.

ExecutingYourLCMPlan

§ Itiscrucialtorememberthatfirstimpressionsaredifficulttochange.Thewaypotentialguestsperceiveyouwillgreatlyinfluencehowtheyperceiveyourrestaurant.ThegoalofLCMisnottohandoutGCs,itistobuildandfosterarelationshiptoyourcommunity,tothebusinessesinyourarea&todriveasmuchtraffictoyourlocationaspossible.

§ Itiscrucialtoestablishaconnectionwhenmeetingpeople.Ifthepeoplelikeyou,theywillbemoreopenandreceptivetothebrandandyourinvitationtotherestaurant.Don’tjustdothemechanicalGCdropandleave.

CommunityPartnerships§ Examineyourtargetdemographicandpartnerwithorganizationsandinitiativesthat

interactwithpotentialguestsinyourarea.Knowwhomyouaretargetingwithineachinitiativeandworkonmaximizingthepotentialimpactofeachinitiative.

§ Areyoutryingtoattractfamilies?Sponsoralocalsportsevent,orworkwithschoolsinyourarea.

§ Wantbusinessprofessionalstovisityourrestaurant?Workoninitiativesthatenticebusinessprofessionalstostopbyatlunchorafterwork.Istherearealtorwithmultiplelistingaroundyourneighborhood?Whobetterthansomeonethatisfamiliarwiththeareaandtiestothecommunity?

§ Partneringwithawellsupportedandlocalareanon-profitorganizationcancreateinvaluablemediacoveragemoreimportantlycommunitygoodwill.

Asuccessfulmarketingplanshouldbeplanned,scheduled&implementedsoitdoesn’tburdentherestaurant’soperations.LCMisalong-termsolutionandshouldbetreatedassuch.Insomecasesyouwillseeinstantresults,andinothersyouwillnot,butthesustainedsalesyougeneratewillmakeitallworthwhile.KeepinmindthatnoteveryguestthatwalksintoyourFamosocomesback.20-30%ofyourguestsneedtobenewinorderforyoutobuildyourbusiness.ThisiswhyLCMissoimportant,todrivetrafficthroughyourfrontdoor.AsolidLCMplanthatisalignedwithastrong4wallsexecutionplanwillnotonlyensurethatguestshaveagreatexperience,butthatyoubuildyourcustomerbase.


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§ ASuccessfulandgrowingbusinesshas70%regular/returncustomersand30%newcustomers.(Businesseswithsalesincreases)

§ Businessesthatmaintaintheircurrentsaleshave80%regular/returncustomersand20%newcustomers.

§ Storesthatseeadeclineissalestrendshavemorethan90%regular/returncustomersandlessthan10%newcustomers.

Inordertomaintainsales,youstillneedtoworktoconsistentlybuildyourcustomerbaseoryouwillseeadeclineissales.LCM5StepProgram

Collect

AllinformationforyourLCMvisitsbeforeyouheadout.§ Identify2layer’saroundyourstore’s

ScheduleTime

Foryourvisits(shouldsetaside2-4+hourseveryweektocompleteLCM)§ About2hoursaweekdedicatedto:

• Contact&bookBusinesscardlunchdrawguests• Contact&book1VIPdinner• PlanoutLCMweeklyvisits(enteralltheinformationintothe

toolboxaheadoftime).

ExecuteProgram1-2+hoursaweektodoLCMweeklyvisitsinyourcommunity

TrackTheResultsEnteralltheweekly-redeemedGCsintoyourLCMtracker

• FollowupwithInvitees:AlwaysfollowupwiththepreviousweeksBusinesscarddrawwinnerandtheVIPdinnerinviteestoclosetheLCMloop.Ensuretheyhadagreatexperienceandleavealastingimpression.


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3StoreSales&MarketingStatus#1:NewStoreStatusStoresopenedlessthan1fullyear/lessthan4fullquarters-Storesexecutingaboveaweeklyaverageof$40000insales,willberequiredtomeetthebelowMinimumCompanyMarketingrequirements:

v Minimumof10LCMvisitseverysingleweekv 1VIPdinnerbookedeverysingleweekv 1Businesscarddrawbookedeverysingleweek

-WillberequiredtocompleteaLocalcommunity-marketingplan:Ø Requiredtocomplete&sendaquarterlymarketingplanfortheirlocationthatMUSTbe

approvedbyarepresentativeoftheFamosoInc.marketingdepartmentandtheirRegionalmanager(4marketingplansperyear)

-Storesexecutingbelowaweeklyaverageof$40000insales,willberequiredtomeetthebelowMinimumCompanyMarketingrequirements:


-WillberequiredtocompleteaLocalcommunity-marketingplan:v Requiredtocomplete&sendaquarterlymarketingplanfortheirlocationthat

MUSTbeapprovedbyarepresentativeoftheFamosoInc.marketingdepartmentandtheirRegionalmanager(4marketingplansperyear)

Essentiallybecausethestoresarenew,theyareworkingtobuildtheirbusinessaggressivelythroughLCMtheirentirefirstfiscalyear.#2:MatureStoreStatusAMaturestorewillbedefinedasonethatismaintainingasalesgrowthoverpreviousyear’ssalesof+3%.

v +3.0%increaseoverlastyear–Buildingbusinessv 2.0-2.99%increaseoverlastyear–Maintainingbusiness


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v Below2.0%overlastyear-LosingbusinessStoresopened1fullyear/4fullquartersandmaintainedsalesgrowthfromQ3-Q4inBuildingBusinesscategory-Willberequiredtomeet4wallsmarketingrequirements

v 1VIPdinnerbookedeverysingleweekv 1businesscarddrawbookedeverysingleweek

-WillberequiredtocompleteaLocalcommunity-marketingplan:• Requiredtocomplete&sendaquarterlymarketingplanfortheirlocationthat


#3:DeficientSalesStoreStatusAMaturestorewillbedefinedasonethatismaintainingasalesgrowthoverpreviousyear’ssalesof+3%.

v +3.0%increaseoverlastyear–Buildingbusinessv 2.0-2.99%increaseoverlastyear–Maintainingbusinessv Below2.0%overlastyear-Losingbusinessv Storesopenedfor1fullyear/4fullquartersandexperiencedsalestrendsin

themaintainingbusinessorlosingbusinesscategoriesfromQ3-Q4v Storesopenedfor5fullquartersandinthemaintainingbusinessorlosing

businesscategoriesfromLYsales(Q1LY-Q5Currentyear)-WillberequiredtomeetMinimumCompanyMarketingrequirements:


-WillberequiredtocompleteaLocalcommunity-marketingplan:v Requiredtocomplete&sendaquarterlymarketingplanfortheirlocationthat


Ifthestoreisexecutingsalestrendsbelow+2%yearoveryearforafullquarter,theymustmeettheabovecompanymarketingminimumstobuildtheirbusiness.Ifyoufallintoacategory,youtaketheresponsibilitiesthatcomewiththatstatus.


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SocialMediaOverview

Socialmediareferstothemeansofinteractionsamongpeopleinwhichtheycreate,share,andexchangeinformationandideasinvirtualcommunitiesandnetworks.ThesecommunitiesincludebutarenotlimitedtoFacebook,Twitter,Instagram,Pinterest,Tumblr,Foursquare,Urbanspoon,TripAdvisor,YouTube,blogwebsites,etc.Famosousessocialmediaasacommunicationchannelwithourguests.WithamediumlikeFacebook,individualstoresareencouragedtocommunicateinformationandhappeningsabouttheirspecificlocationtotheirfans(withinFamosoguidelines).Someimportantaspectstorememberaboutsocialmedia:

• Itisuser-generatedcontent(i.e.ourguests)• Itreliesonimmediacy(i.e.usersexpectquickorimmediateresponses)• Userswantrelevantinformation–otherwise,you’velostthem• Authenticitymatters-userscanquicklyseethroughfakeness

Don’ttakesocialmedialightly.Socialmediahasbecomeapartofeveryone’slifeanditissomethingthatinfluencestheirdailylife.Socialmediahasplayedabigrolewithhowpeopleinteractanditissomethingthatisnotslowingdownsoon.Ourgoalistobestexecuteameaningfulandengagingapproachthatwillgenerateresultsforyourstoreandthebrand.Updatingyouronlinestatustwicetodaythenoncenextweekisnotagoodpractice.Makeacommitmenttositdownforanallottedperiodeachandeverydaytoengageyourfansandsharegreatcontent.Thiswillinfluenceandfosterastrongerloyaltytothebrandaswellasyourlocationimpactingyourbusinessessuccess.

FamosodoesnotdirectlyrespondtocriticismontheInternetorsocialmediabutwedorequestgueststoemailuswithdetailsoftheirnegativeexperiencesowecanrectifythesituation.AnegativecommentonFacebookorTwittershouldalwaysbeaddressedwitharequesttosendthedetailsoftheexperiencetoinfo@famoso.ca.NegativecommentsonsiteslikeUrbanspoonandYelpshouldnotbeaddresseddirectlyonthesitesbutgathertheinformationtoaddressanyoperationalissues(suchasservice,hospitality,food,etc.)

**Note**besuretoshareyourpositivefeedbackwithyourstaffaswell!


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Facebook§ Ensureeveryonefromthestore(andyourfriends)likesalltheFamosoFacebook(FB)

pages§ Appointasocialmediarepresentativefromyourstore(whoisfamiliarwithsocialmedia

andpreferablyonthemanagementteam)§ OnceyourFBpageiscreated,asktherepresentativeto"like"itandprovidehis/heremail

addresstologintoFBsohe/shecanbeaddedonasanadmin§ ReviewourmainFBpage(https://www.facebook.com/FamosoPizza?ref=hl)toseethe

kindoflanguage,toneofvoice,andtypesofupdateswedo.Allofthenetwork-widepromosareupdatedthroughheadofficebutyoushoulduseyourpagetoengageandcommunicatewithyourfansandyourcommunity(ex.Postpicsoftheprogressofconstruction,postpicsandinfoofyourLCMevents,postsomethingrelevanttoyourcommunityorarea,updatefansonyourrenovationorstoreclosure).Youcanalsoputuphiringmessagesetc.butmakesureyougetlotsofpeopletolikethepagesothey'llseeyourupdates

§ ThemainFacebookpageismanagedbyheadofficeonly§ Remembernottopostanythingyouwouldn'tsayface-to-facetoaguest§ Yourstore’ssocialmediarepresentativemustpostatleast2picturesperweek,relevant

toyourstore/community(examplebelow)


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Twitter

§ Thereisonly1corporateTwitterpagethatgetsupdatedbyheadofficeonly§ IfyourrepresentativeisaregularTweeterandcomfortablewithTwitter,he/shecanuse

his/herownTwitteraccountand"mention"@famosopizzeriainyourtweetsandifisinterestingandrelevanttoourfollowers,we'llre-tweetyousoourfollowerscanseewhatyou'repostingtoo(ex.RyanatCommercialDr.(@meatysauce)madeamoustachepizzaforMovemberandtheytweetedapictureofitwith@famosopizzeriaincludedandIre-tweeteditsinceitwasacoolideaandaneventrelevanttobothallFamosolocationsandourfollowers).

§ Eventhoughyou'dbetweetingfromyourownaccount,youstillhavetorememberthatyourepresentFamosoandpeopleassociateyoutoFamososoitisstillcrucialtoremember:"Don'ttweetorpostanythingyouwouldn'tsayface-to-facetoaguest."

Instagram§ OurobjectiveistoincreaseourFamosoInstagramfanbasecontinuouslywiththehelpand

supportoftheRPs,managers,staff&HeadOffice.§ Weencouragetheuseofyourlocalstore’shashtag.Thiswillkeeptrackofhowmany

peopleareengagingatandaboutyourspecificlocation.§ Yourhashtagwouldbe#famosofollowedbyyourstorename§ Staffparticipationisextremelyimportant.Remindthemeverydaytopostphotosontheir


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ownpersonalInstagramaccounts,andtalktotheirguests&friendsabouttheFamosoaccount.

§ Photosmustfeatureourbranding.Thiscanintheformofourlogo,uniforms,menus,signs,pizzas(orotherfood/drinks),orcolors

§ Photosshouldbehighquality.Theycannotbeblurryortoodark/light§ Photosshouldnotbetoobusy/cluttered.Makesureitiseasytoseeandfocusonwhat’s

important.§ Asacompany,wewanttosee30picturespostedbyguestspermonthusinganyofour

hashtags.Eachstoredoesnothaveanindividualtarget,butwedoencourageyoutoworkonboostingtheawarenessofyourlocation’shashtagtoincreasethepopularityofyourstorethroughsocialmedia.

Urbanspoon,TripAdvisor&Yelp

§ TreatthesesiteslikeLocalCommunityMarketingforyourbusinessintheon-lineenvironment-it'simportanttobeup-to–speedastohowguestsviewyourfood,serviceand,overallexperience.

§ At1weekpriortoopening,plscreateanaccountforyourstoreonthese3sites–youcanuseanyofourexistingstore'spagesasaguideforwhattonamethelocation.

§ Youcanalsoclaimyourstoreonallthesesitesastheowneroftherestaurantbyclickingon"Isthisyourrestaurant"andfollowingtheinstructions.Onceyou'veclaimedtheprofile,youcanmakeinstantupdatestoyourprofilepagewithouthavingtogoto"EditRestaurant"everytime.

§ Atalltimes,youshouldbecheckingtoensureyourprofileinformationiscorrectasthesewebsitesareupdatedbyuser-generateddataandarenotalwayscorrect.It'saseasyasclicking"EditRestaurant"onanyofthesesitesandmakingsuggestionsforchange–itevenincludesasectionfor"Comments".


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1.) Monitoryour"Likes"andreviews-it'simportanttostayontopofthese(i.e.knowwhatpercentageyou'reat)andensureanyfriendsorfamilywhohavevisitedyourrestaurantandenjoyedthemselves,writeareviewand"like"yourprofile.

2.) Donotrespondtoguests’comments(specificallynegative)ontheseforumsbutcollecttheinformationandaddressthemonanoperationallevel.([email protected])

3.) Donotaskgueststogoonthesesitesandvote–thatcanbeseenastackyandmaycompromiseyourguest'sexperience.

4.) Donotpostfakereviews–Urbanspoon,TripAdvisor,andYelpmonitorthisandmakeadjustmentstothe"Like"percentageofrestaurantsaccusedofdoingthis.

EmployeesareallowedtovoteONLYONCEfortheirONEFamosorestaurantofchoice(i.e.doNOTvotefor20Famosolocations)1.) Asaruleofthumb,whenpeoplecheckrestaurantsonUrbanspoonforexample,any

ratingof80%andhigherisregardedasgood,85%andoverisgreat.Aratingofbelow80%cancreatedanegativeperceptionofyourrestaurant.

ComicalOverviewOfSocialMedia


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Chapter6Training&Coaching

Employees

TrainingAndCoaching

Thesuccessofyourrestaurantisheavilydictatedbyhowwellyourmanagementandstaffexecutetheirpositions.Trainingandcoachingmustbeanon-goingfocusofeachmanagerstartingfromday1throughtoinfinity!Keepinmindthatallmanagementandstaffeithergetbetterorworseattheirjobs,nobodystaysthesame.Ongoingtrainingandcoachingensuresthateveryoneinvolvedgetsbetterandallowsyoutocutloosethosewhoget


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worse.Training

Initialtrainingistimeconsumingandcostly.Thisiswhyitisessentialtobestructuredproperlytofollowthetrainingguidessothatyourtimeandmoneyisnotputtowaste.

Eachpositionhasapositionspecifictrainingguideinwhichmustbecompletedduringthetrainingperiod.Trainingguidesandtestsaretobekeptintheindividual’sfilefolderin-housesoeffectiveandefficienttrainingcanbeaccomplished.Keepingtheseinhouseandonhandallowsmultiplemanagerstoassistinthetrainingprocessbypickingupwheretheotherhasleftoffandensurespointsaren’tmissedandthateveryoneisonthesamepage.Italsoallowseveryonetoholdthemselvesaccountabletowhathasbeentaught;thetrainerandthetraineeshouldhavenoexcusesastowhyacertainpointisn’tcoveredorfullyunderstood.

Management

GM/AM/CM-requiredcompletingthemanager-trainingguidewithclearunderstandingofeachpoint.Beforebeingscheduledasmanageronduty,themanualandtheorytestsmustbecompletedandsenttoFamosoheadofficeforreview.AverbaltestoverthephoneorinpersonwillfollowandwrittenconfirmationwillbesentbytheFamosoheadofficetoindicatetheindividualisreadytotakeonamanagementposition.

Pizzaiolo

Requiredtocompletethepizzaiolotrainingpathandtests.Trainingpathsandtestsaretobekeptinstafffolderforeasyreferenceandfuturetrainings.

Server

Requiredtocompletetheservertrainingpathandtests.Trainingpathsandtestsaretobekeptinstafffolderforeasyreferenceandfuturetrainings.

Bartender

Requiredtocompletethebartendertrainingpathandtests.Trainingpathsandtestsaretobekeptinstafffolderforeasyreferenceandfuturetrainings.Bartenders,mustcompletetheServertrainingbeforetheycanstartBartendertraining.

Coaching

Continuouslycoachingmanagementandstaffinallareasoftherestaurantoperationisessentialtoaccomplishservicewithpersonality,impeccableimageandamazingfoodandbeverage.Settingasideaslittleasahalfhourpershifttoformallyteach/coachastaffmemberwillworkwondersforyouasamanagementteam.Informally,settingthetonefromstarttofinishofeachshiftwillruboffonyourstaff.Actuallydoing/showingwhatneedstotakeplace,thequalityofworkexpectedandinwhatkindoftimeperiodgivesthestaffagoaltoshootforandensurestheyknowwhatyouexpectfromthem.


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HereAreSomeExamplesOfCoachingForEachPositionServer

1. Indicatetoaserverorseveralserverthatyouwillbefocusingonthewinelistforthisspecificshift.Throughouttheshift,askthemperiodicallyquestionsthataguestwould/hasasked;whatareyourhousewines?DoyouhaveanyItalianwines,whichones?Whatareyourdriest/mostfruitforward/fullest/lightestwines?Whatisthiswineclub?

2. Reallifesituationsarethebestlearningtoolsanditallowsyoutoaddressthesituation

rightthereonthespotandallowsyoutoshowthemhowacertainsituationshouldbehandled.Duringslowertimesitallowsyoushowthemthepaceatwhichdutiesshouldbecompletedwithqualityalwaysbeingmaintainedandguestsneverforgotten.Atshiftend,re-capwiththemonthepointsyounoticedandhowtheycanworktoachievethesepointsmovingforward.

Pizzaiolo

3. Duringthenon-peaktimes,askquestionsabouttoppings,procedureson-lineandsituationsthatyouhaveseenoccurinthepast.Encouragecrosstrainingonpositionswithsupervisiontoensurefoodqualityandspecsarefollowed.Duringpeaktimes,pickashiftortwoaweeksoyoucanstandon-lineandcoachtheteamwhereapplicable.Encouragecommunication,teamworkandquality!Tryyourbesttosimplycoach,don’tjumpinontheactionunlessabsolutelynecessary.

4. Assumethepositionofthepizzaioloandphysicallyshowthemthejobathandwhile

continuouslytalkingaboutwhatandwhyyouaredoing.Stresscommunicationandproceduresandthatthiswilltranslateintoqualityproducts.Havethemtakethepositionandgivecontinuousconstructivecriticismwhiletheyareworking.Atshiftend,re-capwiththemonthepointsyounoticedandhowtheycanworktoachievethesepointsmovingforward.

CoachingEmployeesMaximizeEffectivenessDuringRevenueGoal

• Thepurposeofthisseminaristoexplorethepowerofthe“coach”andtoexplaintheirimpactonourbusiness.


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• Therestaurantbusinessisallaboutpeople;itisourtruepointofdifference,orcompetitiveadvantage.

• Duringrevenue100%ofthemanager’sattentionmustbeonthe“game”—lookingaftertheguestsandlookingaftertheteamwhoislookingaftertheguests.HighProfileManagement

• ManagersmustbefocusedonAccomplishmentasopposedtoActivityinordertogetthemostoutoftheirefforts(Achievingresults).

• ThefirstlevelofLeadershipisthebaseskillsneededtorunagreatshift,maximizecreweffectiveness,andlookafterourguests.

Definition

• Thefollowingarethree“noncoach”managertypes:1)TheOfficeManager,2)TheWandererand3)TheHardestWorkingPersoninShowBusiness.

§ TheOfficeManagerWhatdotheydo?

• Theyspendthemajorityoftheirtimeintheofficeorworkingonadministrativework.• Theyplacetheresponsibilityofaskingforhelporassistanceontheteam.• Theyclaimtoempowertheirpeoplebylettingthemmaketheirowndecisionsbutthe

realityistheyabandontheirteam.• Theydonotleadbyexample.

ImpactonTeamMembers

• Theyhavenodirection.• Goalsaredilutedduetonocentralleadership.• Theyaredemoralizedandlackconfidence. • Someteammembersassumetoomuchauthorityanditisusuallynotbytheright

peopleorfortherightreasons.• Decisionsareavoided.• Theybecomeapatheticanddonotcareaboutthebusiness.• Theyhavenorespectformanagement.

ImpactonGuests

• Serviceisinconsistent.• Foodisinconsistent.• Minimaltonomanagementinteractionwithguests.

ImpactonBottomLine

• ÝTurnover&ßPromotionsfromwithinÞÝHiringCost,ÝTrainingCosts• ßProductivityÞÝLaborCosts• Salesß• GuestCountsß• AverageCheckß


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§ TheWandererWhatdotheydo?

• Theymovearoundtheroomalotbecausetheyknowtheyshouldbeonthefloor.• Theydon’tactuallyknowwhattodowhileonthefloor.• SomeActivitybutverylittleAccomplishment.• Theydon’tmakeanydecisions.

ImpactonTeamMembers

• Theyareoverworked.• Theyhavenodirection.• Goalsaredilutedduetonocentralleadership.• Theyaredemoralizedandlackconfidence.

ImpactonGuests• Serviceisinconsistent.• Foodisinconsistent.• No/littlemanagerialinteractionwithguests.

ImpactonBottomLine

• ÝTurnover&ßPromotionsfromwithinÞÝHiringCost,ÝTrainingCosts• ßProductivityÞÝLaborCosts• Salesß• GuestCountsß• AverageCheckß

§ TheHardestWorkingManagerinShowBusinessWhatdotheydo?

• Theyarealwaysatwork,longhours,fewdaysoff.• Theyaretheultimate“everywhereperson”.• Theyarethebestfoodrunner,server,bartenderandhostinthebuilding.• Theyleadbyexamplebutnotbyteaching.• Theydonotdelegate.• Theyareperfectionists.• Theyarereactivenotproactive.• Theyneverhaveenoughtime.• Theydoeverythingaskedofthembecausetheycannotsayno

ImpactonTeamMembers

• Theyarehappyandcalm(watchingthemanagerdoallthework)ortheyareunhappy/stressedbecausetheirco-workershaveletthemdown.

• Theycannotreachmanager’sexpectations.• Theyareintolerantofcoachingbecausetheytypicallydon’tgetany.• Expectationsareunclearandinconsistentduetolackofleadership.• Theydonotlearnanything.


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ImpactonGuests

• Norapportbuildingwithguests.• Interactionwithguestsisverylimited.• Guestperceptionofoperationischaotic.

ImpactontheManage

• Burnout.• Managerisunhappy.

ImpactontheBottomLine

• StatusQuo:Thebusinessdoesnotbuild,nothinggetseasierorbetter.TheCoachWhatdotheydo?

• Theyareonthefloor.• Theyareconstantlylistening,talking,andwatching.• Theycoachasithappens,theydonotwait.• Theyareproactive.• Theyhavefocus.• Theyaregreatcommunicators.• Theyclearlysetgoalsandexplainexpectations.• Theyunderstandandlistentotheirteammembers.• Theydelegateeffectively.• Theyhavehighstandards.• Theyaregoal-orientated,focusedonAccomplishmentandnotjustActivity.• Theyhavegreatawareness: • Theyareeffectiveproblemsolvers,solvingproblemssotheydonothappenagain.• Theygiveimmediatefeedbackonperformance,positiveandnegative.• Theyremaincoolandcalmunderpressure.• Theyknowwhenandwheretopitchinandhelphands-on.However,theyaremuch

morelikelytodirectandteachfirst,helpingeveryonealittleasneeded,ratherthanburyingthemselvesinasingletaskorneverhelping.

ChallengesofBeingaCoach

• Themyththatbeingthecoachisn’tthehighestlevelofactivityforamanager.• Lackofunderstandingofaccountability.• Fearofdelegationresultinginhoardingoftasks.


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(Delegation=carefuldecisionsastoWho?andwhat?andthentraining,thentimelyanddetailedfollowup.)

Strategiesv Thingstoworkonrightawaytoimproveeffectivenessduringrevenue.

• Coachmanagersandnightleadsoncoaching-ongoing• ManagementChecklists&Systems• Effective• Usedreligiously• Pre-shiftMeetings• Communicategoalsforsalesandservicebehavior• Testproductknowledge• Performuniformchecks• Addressanynewissues• Motivatecrew• DelegateManagementDutieseveryshift• Analyzeschedulesandsectionsizes.• COACHCONSTANTLY!!!!!

GoalsWhatIsAGoal?Quitesimplyitisa“DESIREDOUTCOME”

Therearedifferenttypesofgoalsvaryingontheirscope.Forexampleyourgoalcouldbe“togetinshape”.Thatisextremelyvague,whatdoesitreallymean.InfactitismoreofaMISSIONorundertaking,ratherthanagoal.


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HowDoYouMeasureThisGoalAndWhenWillItBeCompleted?

Gettinginshapecanhavedozensofdetails.Thisvaguegoal,ormission,canhavemanysub-goalssuchaseatingbetterorexercisingregularly.Butthesegoalsarestillvague.Eatingbettercanbebrokendownevenfurthertoeliminatingpotatochipsoreatingspinach.Exercisingregularlycanbebrokendownintogoingjoggingorliftingweights.Thiscanstillbefocusedfurtheruntiltherearenomoredetailstobeadded.

Ourfocusistohaveeffectivegoalsthatdonotleaveanyquestionsunanswered.Thesequestionsare:whatarewedoing,whyarewedoingthat,whoisgoingtodowhat,wherearewedoingthat,howarewegoingtodothat,andwhenarewegoingtodothat?Wewanttobeasspecificaspossiblebecauseitleavesnoquestionsunansweredanditprovidesaplacetostart.Agoalmusthavethefollowingconditions:

1. Itmustbeveryspecific–leavesnoquestionsunanswered2. Itmustbemeasurableinitsresults–Whereareyoucurrentlyatand

wherewillyoubewhenyourgoalisachieved?3. Itmusthaveacleardeadline(time-sensitive)

Aneffectivegoalfocusesprimarilyontheresults,thentheactivity.Itidentifieswhereyouwanttobe,anddetermineswhereyouarenow.Itgivesinformationonhowtogetthere,andittellsyouwhenyouhavearrived.ItfusesyoureffortandenergyandgivesmeaningandpurposetoyourMISSION.Anditcanfinallytranslateitselfintodailyactivitiessothatyouareproactiveandincharge.GoalsgivestructureanddirectiontoyourMISSION.

Goal–Iamgoinggetinshapebytolosing25poundsinthenext90days.

NowthatyourgoalisidentifiedyouneedaSpecificActionPlan-Who,What,Where,When,How?ActionPlan-Thiscouldinclude:

• Makingsurethatyourgymbagispackedeverynightbeforebed,• Beingatthegymat7:00amrainorshine,• 3daysaweekonTuesdays,WednesdaysandThursdays,running3milesonthetreadmill• Doing50Situpsand50pushupsperday• TrackingyourdailycaloricintakeinyourIPhonetoensuretoensurethatyournevertake

inmorethan1500Caloriesperday.• Dailyweighinstomonitoryourprogress

EffectiveLeadershipTheDifferenceBetweenManagersAndLeaders

Itisveryimportanttomakethisdistinction.Managementisabottomlinefocus:HowcanIbestaccomplishcertainthings?Managersareinthetrenchesfocusedonresults.Managersarereactive.Whenaproblemarisestheyhandleit.


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Leadership,alternatively,dealswiththetopline:WhatarethethingsIwanttoaccomplish?WhatisimportantandwhatshouldIfocusonnext?Wemustallbecomegreatleadersotherwisewemaysquanderourresources.Greatleadersset&accomplishtheirgoalsandteachothershowtodothesame.Theymanagetogettheirpeersorteamto“buyin”towhattheywanttoaccomplish.Leadersareproactive,criticalthinkers.–Theyanticipateforeseeableproblemsandlayoutaplantopreventtheseproblems,beforetheyhappen.Theyworkwithandthroughtheirteammatestogetresults.§ AmanageradministratesandaLeaderenvisions§ AmanagermaintainsandaLeaderdevelops§ Amanagermeasuresprojectionsandaleaderprojectsmeasures§ Amanagerensuresthatthingsaredonerightandaleaderensurestherightthingsare

beingdone.§ Amanagerensuresthatrulesarebeingfollowedandaleaderempowersandinspires

peopletodotherightthing.Managementistheefficiencyinclimbingtheladderofsuccess.Leadershipdetermineswhethertheladderisleaningagainsttherightwall.

WhatIsGoalSetting?

Goalsareresolutionstoachieveadesiredresult.Whethershortorlongterm,theyprovideaclearunderstandingofwhatyou,yourmanagerand/oryourbusinessaretryingtoaccomplish.Settingshort-termgoalsas‘stopsalongtheway’tolargegoalscanbreakdownprocesseswithoutlosingsightofyourbigpicturegoals.Havinggoalsgiveseverydaytasksmoremeaningandclarifiesthereasoningbehindyourdecisions.Itisimportantforyoutosetgoalsforyourself,yourstaff,specificareasinyourbusinessandyourbusinessasawhole.Considersharingyourgoalswithyourmanagementteamandyourstafftodrivethesuccesstoitsmaximumpotential.Thiswillinfluenceagreaterteameffort,ifpresentedproperly;yourteammateswillfeelasenseofresponsibilitytoachievegreaterresults.Goalsettingisnotaonetimeeventwhenformulatingabusiness,developmentormarketingplan,butshouldbeanon-goingprocess.Thingschangeandinorderforyourlocationtokeepupwiththetime,thesavvyGMandmanagementteammusttakeadvantageofeverysituation.Whenyourbusinessisflourishing,goalshelpyoumaintainorincreaseyourbusinesstoitspotential,andcanactasasafeguardduringslowerperiodsofbusiness.Ourcriteriafordeterminingaworthwhilegoalmustencompassthreepoints.Itmustbeacceptabletotheguest,thestaff,andtheshareholders.


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WhyDoWeSetGoals?

Thereasonwesetgoalsistogiveourlivesfocusandtomoveusinthedirectionwewouldliketogo.Goalsgiveuspassionandpurpose.Theygiveplayersareasonforplaying.Theyaretargetstobeaimedfor,adesiredoutcome,andtherewardsassociatedwithachievement.Withoutgoals,playerswillloseinterest,attentionswillscatter,andthegamewilldiedown.Goalshelpmanagerstocoordinateactivitiesandmotivateotherplayerstoplaywell.Askyourselfthisquestion,“Whatwouldyoudoifyouknewyoucouldnotfail?Ifyouwereabsolutelycertainofsuccess,whatactivitieswouldyoupursue,whatactionswouldyoutake?”Wakingupinthemorningandfocusingonyourgoalsgivespurposeandreasonstoact.Peopletakeprideintheirachievements.ThemostimportantfactorhereisACTION.GETMOVING!

DoYouHaveAnEngagedTeam?

Managersandemployeeswhoclearlyunderstandtheirindividualgoalsandhowtheyrelatetothestore’slargergoalsnaturallybecomemoreengagedwiththeirwork.Successfulbusinessesrealizetheirachievementsarelinkedtotheirabilitytomanage,trackandcommunicatetheirgoals.Withoutclearresponsibilityandaccountability,executionprogramswillnotbeeffective.Oneofthegreatestchallengesfacedbyemployersistheimpactingthepersonaldevelopmentofemployeesinordertoensureeffectiveuseoftalent.Keepingyouremployeesengagedandmotivatedisthekeytoasuccessful&highlyproductiveworkforce.

‘AGoalwithoutaPlanissimplyawish’Goals&ObjectivesChecklist

Whenyouaresettinggoalsandplanningyourobjectives,belowaresomequestionstohelpyoudetermineyourprocess:

§ HowdeterminedamItomakeanimpactinthisarea?§ Willingandworthittomakeafinancialinvestment?§ Possiblymightcostmyself,mymanagersormyemployeesmoretime,sowill

itbeworthit?§ Whatistheconsequenceofmenotimpactingthisarea?§ Ifitdoessucceed,howcanIachievethegreatestlevelofsuccess?§ Whatkindofimmediateimpactwillthismaketomysales?Myprofit?My

labor?Myproductivity?Employeemorale?§ Whatkindoflong-termimpactwiththismaketomybusiness?WillIbeable

tosustainit?§ AmIgoingtoneedtobefullyhands-on?OrwillIneedtodelegateany

portion(smallorlarge)ofthetaskstoothers?§ Ismygoaltoimproveservice?Impactingguestsatisfactionand/orretention?


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§ Ismygoaltoimproveprofit?Impactingprofitbyacertain%ordollaramount?

§ Ismygoaltoimprovetheoverallgrowthofmybusiness?§ Acquiringnewemployees,newmanagement,improvingselection?§ Whatisarealistictimelinetoachieveyourgoal?§ Whoisgoingtoberesponsibleforfollowingup?§ Whoisresponsibleforputtingeveryelementofyouractionplanintoaction?§ Whatisyourbudget(ifrequired)?§ Whathappenswhenthingsneedtochange?

HowDoYouAchieveYourGoal–“TheActionPlan”

Whenyouknowyourgoal,whatyouwant,whyyouwantit,andwhowillhelpyou,youneedACTION.Buttoguideyouractionsyouneedastep-by-stepplan–ablueprint.AnACTIONPLANincludesthefollowing:

1. SMR–SpecificMeasurableResultsi. Agreatbusinesspracticeistoalwaysbetryingtoimprove&grow

yourbusinesstobecomemoreprofitable.ii. Settinggoalsprovidesyouwiththeclearestwaytomeasurethe

successofyourstoreandyourinitiatives.iii. Gettingasdetailedas‘increasingin$$$overthenext#ofmonths.iv. Berealisticinyourgoals.Don’tcreateasituationwhereyoumight

bedefeatedbyyourowngoals.v. Don’tmakeyourgoalsridiculouslyeasytoachieve,butbehonest

withyourselfandsetreachablemilestonesthatwillmakeatangibleimpactinyourbusiness.

2. IncludeYourTeamInGoalSettingInitiativesi. Settingcleargoalswithyourteamallowseveryonetheunderstandingof

whatyouareworkingtowardsandwhatisyourpotentialoutcome.ii. Whenstartingtobuildanactionplantoachieveyourgoal,throwevery

possibleactionstepyouhaveintoa‘maybe’columnandweekthroughittofindwhatmakessenseandwillgiveyouthegreatestresults.

3. KnowledgeIsPoweri. Onceyourgoalshavebeendefined,youcandevelopadeeper

understandingofhowtoachieveresultswithincertainopportunitiesinyourbusiness.

4. DELEGATE&AssignDutiesWhereverRequiredi. Includemanagersand/orstaffinyourstrategiestoaccomplishyour

goals.Themorepeopleinvolvedandalignedtoachieve5. PutYourPlanIntoACTION6. ObserveAndEvaluateTheResultsOfYourAction(YourOwnChecklist).

i. Didyoumeetyourgoal?Ifnot,adjustyourangle(DONOTGIVEUP!)Gobacktostep2andbrainstormmoresolutions(i.e.communicatebetter,delegatebetter,trainbetter,etc.)


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Quitesimply,SETyourgoalthenputyourgoalintoACTION.Bepersistentuntilthegoaliscompleted.Theonlyfailureisinaction.BeingaLeaderistheabilitytoanalyzeandcorrectyourpathifneeded.Adjustyouactionplantomakeitmorerealistic,addnewactionpointsasyoustarttoseesuccess.Amenddeadlinesifneeded.Remembertheobjectiveistoimprove,notgetdiscouragebecauseyoudidn’timproveenough.

ToolsForAccomplishingYourGoals

Therearemanytoolsthatcanhelpyouwithyourgoals.Thetwomostimportantare:

1. Communication2. Delegation

CommunicationMasteryofcommunicationcreatesgreatparents,teachers,andleadersandisessentialinachievingresults.Mastercommunicatorsarethosewhoknowwhattheywantandwhotakeeffectiveactions,varyingtheirbehavioruntiltheyachievetheiroutcomes.Theproblemisthatyoutellsomeonetodosomething,andtheydon’t,yourresponseusuallyis“WellItoldhimtodothat!”THEMEASUREOFYOURCOMMUNICATIONISTHERESPONSEYOUELICIT.Ifyouaskortrytopersuadesomeonetodosomethingandtheydoanother,thefaultwasinyourcommunication–youdidn’tfindawaytogetyourmessagethrough.Takeresponsibilityandtryadifferentapproach.Bepersistentandflexible.Rememberthatpeoplelearndifferently.Peoplerequiredifferentlevelsofcoachingandunderstandingtotrulyknowhowtoexecuteasimpletask.Beingagreatcommunicatorisgreatlyreflectedinhowpatientyouare.It’slikeplayingtelephone,onceyoucommunicateatask,standbackandwatchhowtheindividualtranslateswhatyousaid.Insomecasesyoumayneedtofollowup.Insomecasesyoumightneedtore-communicatetoincreasetheirunderstanding.Insomecasesyoumightneedtofullychangeyourapproach.Bepatientwithinyourownleadershiptobethemosteffectivecommunicator.Agreatcommunicatorisnotsomeonethatiswillingtosaywhatneedstobesaid,itisanindividualwhocanachieveresultsbyhavingeffectiveconversations.

FiveGuidelinesForEffectiveCommunication

1. CreateClarity/CreateTheMessage

i. Thefirststepisthemostcrucialbecauseyouareoutliningwhatyouwanttogetoutofyourconversation(thegoalofthisconversationis…)

ii. Establishwhatthepointofeveryconversationis.Thismakessurethatbothsidesremainontherighttrack.Itisverysimilarto


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writingahypothesisforthestartofaschoolpaper.WhatisthepointofthispaperandwhatIhopetospeakaboutandgetacross,etc.

2. SpeakClearlyAndConciselyi. Makesureyouarepreparedforyourconversationsothatyouareabletoconfidentlyspeakabouteachpointyouwishyousharedproperly.

3. Translationi. Therecipientofyourconversationwilltranslateyour‘message’intotermstheyunderstand.

ii. Always,havetherecipientoftheconversationanswerto‘whatdidyougetoutofthisconversation?’.Sometimeswethinkwewereveryclearinourgoal,andwereabletoensuretherecipientunderstandsfullywhatwearetalkingabout.Itwillsurpriseyouhowoftentherecipientisnotonthesamepageasyouattheendoftheconversation.Sohavingthemrespondtowhattheygotoutoftheconversation,allowsyoubothtoensurethereisclarityaroundunderstandingoracommitmentthatwasmadeintheconversation.

iii. Ifthemessagewasnotunderstood,youcatchitbeforetheyleaveallowingthe‘whatdidyouget…’actasyoulastlineofdefense

4. HaveEyeContactAndBodyLanguagei. Goodeyecontactandbodylanguagematterinmostconversationsastheysubconsciouslysendsignalstotherecipientabouthowengagedyouareintheconversation.ESPECIALLYwhenyouarelisteningtothemspeak!

ii. Alwaysexudeanauraofpositiveenergy,notonlythroughyourwordsandtone,butalsothroughyourgestures.

5. ActiveListeningi. Keeptheconversationgoingbylisteningcarefullytowhattherecipientissayingandrespondingwithgoodfollowupquestionsorcomments.

ii. Peopleappreciatebeingheard.Ifyoumakethemfeelvaluedinwhattheyaresaying,theywillvaluewhatyouhavetosayandwhatyouaskofthem.

Delegation

Tobeaneffectiveleaderandmanageryouareexpectedtobeaproficientinmanyareas.Themosteffectiveleadersarethosewhohavestrongteams.Theleadermaynotbeamasterofanytalentsotherthaneffectivelymanaginghismanagers.Ifthereissomethingtoknow,orsomethingtodo,theleaderhastheteamtodoiteventhoughtheleaderisnotamasteroftheseareas.Infactthemostefficientleadersarethosewhospecializebutnottoo


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much.Theyknowabitabouteverythingandiftheyneedmoreknowledge,theyknowwheretofindit.Thisleadsustodelegation.Effectivelydelegatingtoothersisperhapsthesinglemostpowerfulhighleverageactivitythereis.Itenablesaleadertobroadenhisfocus,tosee“outsidethebox”,toseeeveryaspectofthebusiness.Determinehowmuchyourtimeisworthanddecideifyoucandelegatetaskstofreeyourselfup.Thiswillgetyoutoyourgoalsfaster.Makesureyourtasksareatyourlevel,ifnot,delegate!Youshouldn’tnecessarilybedoingmenialtaskswhenyoucantrainsomeonetodothisforyou.

HowToDelegate–ItisallaboutCommunication!1. Definewhatistobedone2. Becertainthatthepersonfullyunderstandswhatneedstobedone3. Explainwhyitistobedonewhileyouaretellingthemwhatistobedone–thiswill

motivatethemfurther4. Teachthemhowitistobedonewithoutstepbystep5. Besurethepersonunderstandsthestepbystepprocess6. Setadeadlineforcompletionorcheckuponprogress7. Besurethatyoubothhaveagreedtothedeadline

ThereAre2TypesOfDelegation

TaskDelegationTaskdelegationisasstated.Itisassigningaspecifictaskwithdetailedinstructionsanddeadlines.Thisrequiresfollowupandtrainingtoensurethetaskiscompletedefficientlyandtoahighstandard.

AuthorityDelegation

Authoritydelegationrequiresacriticalthinkerwithknowledgeandexperiencerelatedtothetaskathand.Authoritydelegationiswhenyouhavetrainedsomeonetothepointthatyouhaveconfidencethattheycancompletethetaskwithlittletonoguidanceandfollow-up.Thepersonthatyouhavedelegatedtohastheknowledgeandresourcestoworkindependently.

Youshouldalwaysstrivetotrainanddeveloppeopletowhereyoudelegatewithauthority.Butitisveryimportanttounderstandthedifferencesothatyoucanhaveconfidencethattaskswillbecarriedoutandcompletedtoyourliking.

HowToGetPeopleTo‘BuyIn’

Youneedrapportwithyourstaff.Rapportishowyoutaptheresourceofotherpeople.Thepre-requisiteforattemptingtogetsomeoneto“buyin”isthatyou,yourself,“buyin”andcandisplaythenecessaryconfidenceandgeneratetheexcitementneededtoattractfavorableattentiontoyourMISSIONorgoals.Togetthemonyoursideyoumust:


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BeConfident§ DisplaythatyouferventlybelieveinyourMISSIONandgoalsandwillaccomplishthem

nomatterwhat.BeExcitedAndMotivated

§ DisplaytoyourstaffthatACTIONisbeingtaken–theywillwanttobepartoftheexcitement.

MaintainHighStandards

§ Everyonewantstobepartofsomethingthatisgreat.§ Theywillfollowaleaderandanorganizationwithimpeccablestandards.

WeAreSellingExcellence

§ Emphasizethattheindividualispartofsomethinglargerthanhimself,largerthanhisshift;thatheispartofateamthatispartofasuccessfulrestaurantthatispartofasuccessfulcorporationandultimatelypartofanideal–EXCELLENCE.Selltheideaofexcellenceandthentheywillbesoldonourorganization.

AlwaysBeHonestAndSincereSoPeopleTrustAndRespectYou.CommonGoals

§ Convinceyourstaffthatweareallonthesameteambecauseweallhavethesamegoals.Wemayhavedifferentreasonsforourgoalsbuttheyallultimatelyleadtosuccessforeveryone.

InspireOwnership

§ Includestaffindevelopinggoals,goalchallengesandactionplans.Askthemwhatweneedtodoandhowtodoit–thiswilllikelymotivatethemtodoit.

Mostimportantly,includestaffintheREWARDS!!

§ Rewardyourstaffbuyshowingappreciation.Givestaffprideandrecognitionwithapatonthebackandathank-youforajobwelldone.Recognitionisthemostpowerfulreward.Otherrewardsareparties,bettershifts,moremoney,freefoodordrinks,t-shirts,etc.Havemorecompetitions,moreoutings,andmoreideasforustohavefunwhileweaccomplishourmission.

EffectiveManagement–TheFootballFieldYourTeam’sGamePlan

ObjectiveistomoveyourteamtowardtowardstheRed“HospitalityEndzone”througheffectiveTEAMManagement!


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YourTeam!Consistsof3typesofstaff

ü HospitalityAllStars!o Yourkeypeoplethatwilldoanythingyouneedwhenyouask.True

FamosoAmbassadors.They’releadingthechargeintotheEndzoneü FootSoldiers

o Thisisthemajorityofyourstaff.Theyarethepeoplethatputina


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goodeffort.Theyaresincereandcareaboutyourrestaurant.Buttheyaren’tdrivingyourbusinesslikeyourAllStars.

ü BenchWarmerso Otherwiseknownaspotentialcuts.Weallhavethem.Theseareyour

underachieversthatreallyshouldn’tbeonyourteam.Why?Becausethey’reholdingyoubackanddamagingyourbusiness.

EffectivelyManagingStaff–‘TheFootballField’

Managing50+staffeffectivelycanbedifficult.Thereareonlysomanyhoursintheday.Tobeeffectivewithyourtimeyouneedtobeabletosometimesmanageryourstaffwithabroadapproach.

InvestingyourtimeintoyourAllStarsandyourBenchWarmersisaneffectivewaytosetyourstandards,boundariesandexpectationswithouthavingtohaveconstant

Hospitality All Stars

Benchwarmers Foot Soldiers


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conversationswithallofyourstaff.

Hospitality All Stars

Benchwarmers


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AllStars

Thesearepeoplethatareoftentakenforgranted.It’simportanttoalwaysmakesuretoalwaystakecareofthepeoplewhotakecareofyou.Theirperformanceshouldreflectontheirschedule,andinthewaythatyouinteractwiththemeachshift.o InvestalotoftimeintoyourAllStars–thispositivereinforcementwon’tgounnoticed

byyourotherstaff.o Focusonpublicrecognition.“HighFives”behindthebar.o MakeabigdealofHospitalityaccomplishments.Theseshouldbepublic,positiveand

powerful.o Schedulethemthebestshifts.o Ensurethattheygettimeoffwhenneeded–beforeyour“FootSoldiers”.o Embracetheirideasandfeedbackabouttherestaurant.

ü Do-investalotoftimeintooneonones,developmentandpositiverewardwithyourAllStars.

ü Don’t-unfairlygroupthesepeopleinwiththeproblemsthatoccurwithotherstaff.

I.E.Ifyou’rehavingissueswithstaffbeinglateonaregularbusiness.Makesurethatyournotreprimandingtheentireteamfortheissuesofafewstaff.

FootSoldiersThesearethemajorityofthestaff.Theyareessentialtoyourbusinessoperations.Theyaresolidandcommittedstaff,butoftennotascommittedasyouwouldlike.It’simportanttorecognizeandrewardstheiraccomplishments,butit’salsoimportanttomakesurethatyou’renotoverpraisingmediocrity.

ü Theseareimportantmembersofyourteam,butyoucaneffectivelymanagethembyinvestingthemajorityofyourcoachingtimeintoyour“AllStars”and“BenchWarmers”

§ Do–HoldthesepeopletothesamestandardsandexpectationofyourAllStars.

§ Don’t–“HighFive”averageperformance.It’snotuncommontoseemanagersovervalidatingaverageemployeesbecausewelikethem.Eventhoughtheirperformanceismediocre.ü Ensurethattheygettimeoffwhenneeded–beforeyour“Bench

Warmers”ü Embracetheirideasandfeedbackabouttherestaurant

BenchWarmers

Thesearetheminorityofthestaff.Theyarealsoarethestaffmembersthathavethemostnegativeimpactonyoursales,otherstaffmembersandcompanyculture.Thesestaffmembersneedtomoveoneof2directions,intotheFootSoldiersteam,oroutthedoor.

§ Do–Constantlyoutlineyourexpectationsandcoachthesestafftowardsimprovement.

§ Do–Ensuretheirpoorperformancereflectsnegativelyontheirschedule.§ Don’t–Everrewardpoorperformance.§ Don’t–Acceptpoorperformance.Iftheydon'trespondtooneononesand


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coachingtheyneedtobe“Cut”fromourteam.ThePerspectiveOfTheFootSoldiers&BenchWarmersImproveTheirPerformanceByALetterGrade WhatdoyourFootSoldierssee?

§ AllStarso Theyseegreatschedules,constantpositivecommunicationand“High

Fives”behindthebar.§ BenchWarmers

o Theyseepoorschedules,andtoughconversationsinthecornerbooth.

HighFives=GoodToughConvosintheCornerBooth=Bad

TheywillnaturallymoveupthefieldtowardstheAllStars–“ImprovingaLetterGrade”


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BenchWarmers–They’rein,orthey’reout

If your managing your Bench Warmers - they only have 2 options

Option 1 Improve a letter Grade and become a Foot

Soldier

Option 2 Get cut from the team.


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TheFootballFieldSummary

TheFootballFieldisateachingtool.It’saneffectiveanalogytothatpresentsvisibleelementstoaninvisiblesubject.Coaching.Itisverycommontoseemanagersinvesttimewithineffectivecoaching.Itthemidstofabusyrushwe’llseemanagershangingoutwiththe‘lazy’staffwhiletheAllStarsarecarryingtheloadintherestaurant.It’simportanttounderstandthemessagethatactionslikethesesendtothestaff.It’snothardtointerpret.Intheireyestogetyourapprovalyoushouldslackoffandthemanagerwillhangoutandjokearoundwithyou.Getsyouthinking...WeoftenavoiddealingwiththeminorityBenchWarmers.Theycausethebiggestproblemsandshouldbeatthetopofyourprioritylistforcoachinginoneonones.Ifyoudealwiththemheadontheywillimprove,oryoueventuallygetfrustratedwiththeirlackofcareandcutthemlose.TheFootballFieldtalksaboutmanagingAllStarsandBenchWarmers.Thisdoesn’tnotmeanthatwestopcoachingandhavingoneononeswithourFootSoldiers.Weabsolutelystilldo.Thephilosophyofthiscoachingtoolisthatifyougoafteryourtopandbottompeoplewithfiercepassionanddiligencethatthemajoritywillmodifytheirbehaviourinawaythatbenefitsthem.Theywillmoveawayfromthe“BadCornerBooth”andtowards“GoodHighFives”.


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Chapter7Labor


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LaborCostControl

Inconjunctionswithfoodandbeveragecostcontrol,laborcostisonthetopofmanagement'slist.Seriousandconstantattentionmustbepaidtolaborcostthrough:1. Properplanningandschedulingoflabortobusinesstrends(refertomaster

schedules).2. Checkingpastsaleshistoryandutilizingavailableinformationwhenstaffingfor

publicholidays.3. Avoidoverlappingofdayandnightstaff.4. Balancingstrongandweakstaffoneveryshift.5. Eliminatingovertime.6. Signingoutstaffwhenbusinesspeaksoff.

Oneofthebiggestopportunitiesthatwillinfluencesuccesswithinyourlaborexecutionisbetterunderstandingofthebudgetasawholeandhowitrelatestoyouroverallprofitability.Sobelowisabreakdowntogiveaclearpictureofhoweffectivelaborandschedulingcanhelporhurtyourbottomline:"Saythattablespends$100,thatmoneyisnowminebecauseI’mtheowner.Nowlet'strackhowImakeprofitoffthat$100andwheretherestofthemoneygoes.”

Startwith$100§ Spend$26(26%productcostaswrittenonourP&L)topurchaseproducttosell.Basilleaves,cans

ofLimonata,everythingproductrelated.NowIhave$74remaining.§ Spend$30onstaff(30%budgetbecauseIneedtopaypizzaiolostoprepthebasilandserversto

servetheLimonataandamanagertomakesuretheydoitproperly)NowIhave$44§ Spend$22oncleaningsupplies,buildingmaintenance,toiletpaper,dishwasherdetergent,

royalties,etc.…(22%onOperatingExpensesallrelatedtothebusinessthatIhavetospend.)NowIhave$22§ Spend$8onstaffmeals,managerpromos,QSAsandinstorecoupons(8%in-storecouponand

promobudget)NowIhave$14left.§ Spend$1onmovieticketsandstorespecificmarketinginitiatives(1%marketing)NowIhave$13left

Whereyoucannotcutcornersandspendlessisproductsoyouhavetospendthat$26nomatterwhat.Youhavetopayroyalties,andbuytoiletpaper,soapanddetergent,soyouhavetospendthe$22onOperatingexpensesnomatterwhat.Whereyouneedtomakesureyoudon'twasteanymoneyandmanagethebudgetasacheckbookisinschedulingandrunningdailylabor.Ifyouarenotcareful,yourmoneywillbewasted.Everydollarextraspentonlabor,comesoutofyourowner’spocket.Soifthatdollarisgoingtobespenttobuildsales,greatyou’llhavemoremoneytospendtomakeupforthespending.Ifpeoplearestandingaroundandnotdoinganything,yourmoneyisliterallywastingaway.Youwouldn'tjust


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gogivingeachofyourstaff$5fornoreason,sowhyareyou?"EnsureThatEverythingYouEnterIntoTheP&LLaborSpreadsheetIs100%Accurate

Whetherit'syourcountsintoyourP&L,makesuretheinformationyouareenteringis100%correct.Double-checkyourwork.Manyoftheinconsistenciesinthenumbersareduetohumanerrorenteringthenumbersintotheworkbooks.

StaffPerformance

Staffperformanceanddevelopmentplaysrightintoyourlabor.Thestrongeryourstaffthebettertheirproductivitywhichinfluencesreducedpeopleneedsandmosttimeshighersales.Makinglaborisnotexecutedjustthrough'cuttingordownsizingyourpeopleinventory'itcanbeexecutedbydevelopingpeopletobebetter.

Foranynewstores,managerscanbeverynervouscuttingorrunningwith1lesspersononthefloor.Sothenwhatistheplantodevelopthepeopleyouhave?Howareyougoingtomakethembettersoyoucanrunwith1lessperson?Doyouhavetherightpeopleinhousetomakethishappen?

MakingAdjustments

Don'tbecaughtbehindandplayingcatchup.Lookatyoursalesandlaboreverysingledayforeveryshift.Knowwhatyouaredoingwell(superimportant)andmasterthem,andknowwhatyouropportunitiesare.Don'tjustwaittotheendoftheweekandsaywe'lldobetternextweek.IfyouarewayoffyourtargetbyThursday,whatistherestoftheweekgoingtolooklike?Aremanagersrevisingtheirschedules?DotheAMsandCMstrulyowntheirschedulesandlaborexecution?

Managersneedtoensuretheyrealizethatlaborplaysrightintotheirsalesplans.Youareplanningtoexecuteyoursalesvolumewithyourschedules.Hittinglaboronashiftcanbeexecuting1of2ways,manageyourschedule(cuttings,starttimes,breaks,etc.)orbuildingsales.Don'talwayslooktocuthours.Don'ttakeforgrantedthatyoucanbuildsalesaswellthatwilldirectlyinfluencebetterlaborexecution.Afterall,laborisdividedrightintoyoursales.Sothehigherthesales,thebetterthelaborexecution.

Theopportunityisinmakingadjustmentswhenyoursalesarelower.Nowthereis1thingtoconsiderinthis.Whenyouaretraining,sometimesmakingadjustmentsjustisnotenough.Youneedtoensureyounotonlyinvestyourtimemakingsuretheemployeeistrainedproperly,butthattheyhaveenoughtimeintheirrolestobeeffectiveandexecuteattheexpectedstandards.Ifyourlaborgoalis30%,theneverysingledollaryouspendtotrainmustbetracked,thiswayyoudon'twriteoffthehighlaborjusttotraining.Youneedtoensureyouknowexactlyhowmuchmoneyyouare'investing'inthetrainingofthenewstaffmember.Notthateverysinglepizzaioloandservertrainingisgoingtobethesame(peoplelearnatdifferentpaces),thatyoucanvarianceoutyourlaborspendingtoknow


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howmuchyouarebeloworaboveyourregularexpectedlaborexecution.Hiring&Selection

Hiringisanextremelyimportantfunctionofthemanager.Byhiringtherightpeopleinitially,througheffectiveinterviewtechniquesandfollowingupwithreferencechecks,youactuallybecomemorecosteffectiveespeciallywhenyouconsiderincreasedproductivityandreducedemployeeturnover.

Properstafftrainingalsoincreasesproductivityandefficiency,whichleadstoreduced

costs.Constanton-the-floormanagementisthefundamentalrequirementofthemanageronduty.Floormanagementmaintainsahighproductivitylevelby:

§ Monitoringbusinesspeaksandvalleys§ Providingleadershipthroughsettingthepaceforthestaff§ Providingleadershipthroughthepresencesofanauthorityfigure§ Implementingandimprovingmethodsoftaskperformance§ Beingpresenttoansweranyquestionsorhelpsolveproblems§ Beingavailabletoofferassistanceanddemonstrateteamwork.


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LaborControl(Admin)OperationalAnalysis

Ourlaborcostsarecalculatedin-storeonadailybasis.Ourpayrollisbi-weekly,andthelaborcostsappearonouroperationstatementsatperiodend.Thelabordollarsandpercentagesarecomparedtoouroperatingbudgettoindicateourvariancesperstaffingarea.Productivityismeasuredbycomparingdollarsspentinaparticulargrouptothesalesthatthesamegroupgenerates(i.e.Staffhoursaremultipliedbytheirwagesandaredividedbytotalsales).

Alongwiththeseobjectiveconsiderations,itisalsousefultomakerathersubjectivejudgmentsconcerningstaffingrequirementsdependingontheproductivityandabilitiesofdifferentstaffmembers.

SystemImplementation Thefollowingareimportanttoolsforcontrollinglaborcosts:

§ DailyLaborSheets

§ WeeklySchedules

§ MasterSchedules

§ MonthlyLaborSpreadSheet


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WeeklyStaffSchedules

Schedulesarethebasisforeffectivelaborcontrolmanagement.Goodscheduleswilleffectivelyservicetherestaurantandguest'sneeds;achievebudgetaswellasprovidingagoodworkenvironmentforouremployees.Alwaysensureyouareawareofprovinciallaborlawswhenbuildingaschedule.

Purpose

Itistoplanproperstaffingrequirementsfortheweek’sbusinessoneveryshift.Thisisthecommunicationlink,whichinformsstaffoftheirworkingdays,hours,andpositions.Italsoallowsemployeestoorganizetheirtimeonandoffthejob.

Responsibility

ThedepartmentmanagerisresponsibletoensurethattheweeklystaffschedulearemadeuptotwoweeksinadvanceandauthorizedbytheG.M.beforebeingpostedonthestaffbulletinboard.Theschedulemustbepostedatmin.onWednesdayforthefollowingMonday.

Preparation

1. Establishstaffingrequirementsbydepartmentandpositionforeachshift.2. Scheduleemployeesbypositionanddepartmentwithconsiderationtothe

following;§ Notworkingpeoplemorethanfivedaysinarow§ Notschedulingpeopleonnightsandagainthefollowingmorning§ Schedulingemployeesdaysofftogether§ Distributingweekendsofffairlyamongallemployees§ Ensuringagoodbalancebetweenstrongandweakemployees§ Notschedulingtoomanytraineesononeshift

Schedulingforimpeccableservice

ToproperlyensureeachguestreceivesconsistentamazingserviceatanyFamosolocation,everyonehastobeonthesamepageinregardstoservicescheduling.Theruleofthumbforschedulingserversisthatoneskilledservercanhandleupto6-7tables,anaverageserverupto5-6tablesandnew/lessskilledserver3-4tables.

HelpfulHints

§ Developamasterschedule,whichindicatesemployee’savailability§ Putalotofthoughtandtimeintoschedules.Afairscheduleisthefirststeptowardshealthy

staffmorale.§ Prioritizeschedulestartingwithbusiestdayworkingthroughtoslowestday§ Neverunderstafftosavelabor.Growthinsalesisthesolutiontolaborcostissuesbutisnot


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tangibleunlessserviceisnotcompromised.EmployeeAvailabilityContract

Whenemployeesarehired,weaskthemtogiveustheirworkavailability(days,time,anyrestrictions).Bothpartiesagreethistowhentheyarehired,andifitchangesneedstobeapprovedbythemanagementteamandthestaffmember.

Purpose Toinformthemanagerofanychangestoanemployees’availabilityResponsibility

Ifanemployeeneedstochangetheiravailability,theyneedtofilloutanotherformsothatthemanagerisnolongerreferencingfromtheiroriginalhireavailability.Oncetheformisfilledinproperlyandsigned,bothpartieshaveagreedtotheavailabilityandthereshouldbenoconfusioninupcomingschedules.

Preparation

1. Makesureemployee’snameandthedateareonthesheet.2. Fillinallboxeswithspecifictimesandnot“days”or“night”3. Makesureanypertinentinformationisincludedthatwouldbespecifictoaday,for

example: “Johnnycanonlywork8:00-3:00onFridaysbecauseheworksatBurgerKingat 3:30”soheshouldspecifythathecan’tstaylaterbecauseofthisreason.


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Chapter8Administration


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IntroductionThefollowingmanualdocumentsthebookkeeping,accountingsystemsandgeneral

proceduresusedinthedailyoperationsofaFAMOSOstore.Itmustbeusedbythe

bookkeeperand/ormanageratthestorelevelasabasisforproceduresrequiredto

completeHeadOfficereports.Themanualindicatesthestoreresponsibilitiesfor

requiredprocedures,when,where,howandwhytheseproceduresareused.

Themanualmakesreferencetostoreforms,whichhavebeenstandardizedforall

FAMOSOLocations.Theseformsshouldbeusedinallcircumstanceswithout

exceptionamongstores.AllsectionscontributetoproduceaweeklyProfitandLoss

Statement.Theproperuseoftheseprocedureswillhelpcontributetomaximizing

efficiencybetweenthestoresandtheaccountantsatheadoffice.

TheP&Lworkbookisanextremelyeffectivetoolforyoutoproperlyknowwhere

youarespendingyourhardearnedrevenuedollars.Thisrolling4weekperiod

workbookpin-pointsyourweeklysales,foodcost,beveragecost,laborcost,

operatingexpenses,R&Mexpensesandinstoreadvertising/promotionexpenses

withgrossprofitbeingcalculatedattheendoftheworkbook.Thisworkbookisto

besenttoFamosoHeadOfficeonaweeklybasisbyTuesdayat5pm.


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Inventory

Theobjectiveintakingacompleteinventoryonaweeklybasisismerelytocontrolourbusinessasefficientaspossible.Ifthisprocedureisneglectedwelosecontrolofover30%ofouroperatingcosts.Theinventorythatistakenattheendofeachweekisusedtoproduceouroperatingstatementssoitisobviousthatspecialcarebetakentothatweek'scount.

Performingaphysicalinventorycounteveryweekisessentialtoknowexactlyhowmuchusageofacertainproductyouwentthroughonanygivenweek.Salestrendswilldevelopovertime,andtheusageamountofanypurchasedproductswillalsodevelopatrendovertime.

OpenInventory+Purchases–ClosingInventory=Usage

§ Inventorycountsshouldbecompletedonaweeklybasisonthesameday/timeeveryweekbeforeanyproductisusedonthatday(eitherafterclosinginthePMorbeforethefirstpizzaiolointheAM)

§ Itisrecommendedthatyoulimittheindividualsperformingtheinventorycountsto

onepersonforconsistentcounting

§ Whencountinginventory,besuretocountitemsinthesamecountsizeaslabeledonthecountsheet

CountingInventory

1. PrintoffmostrecentlyupdatedinventorycountsheetfromP&Lworkbook2. PerformInventorycountsfromstarttofinishoncorrespondingweek3. InputcountsontoP&Lworkbookundercorrespondingweekcountheading

ImpactingProperUsages

Itisimportanttotroubleshootanyoveragesandoutagesbasedonthevariancecountstoimpacttheproperusageofyourproducts.Yourinventorymustbemanagedasyourownpersonalequity.Thecoolerisyourbankaccount.Youwouldn’ttake$100outofthebank


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andputitintoyourpocketthathasabigholeinitandskipdownabusystreet.Losinginventoryislosingmoney.Soitisimportantasamanagertoensureyouworktoidentifywhyyournumbersareinaccurate.Belowarequestionsthatwillassistyoutonotonlyidentifywhyyournumbersareoverorunderbuttoalsoidentifyopportunitieswhereyouneedtoimpacttogainconsistentresults.

GeneralVarianceImpactTroubleshooting

AreAllTheSpecsUpdatedInThe

§ Prepmanuals§ Platingguide§ Beverage/Dessertguide§ FamosoUniversity(storematerialsandtests)

P&LTroubleshooting§ HavethepricesbeenupdatedontheProductCosttabintheP&L?§ HaveyouenteredallyourInvoicesinthecurrentweek’sInvoiceJournal?§ HaveproducttransfertootherlocationsbeeninvoicedandloggedinyourInvoiceJournal?§ HaveproducttransferfromotherlocationsbeenpaidoutthroughyourInvoiceJournal?§ Didyoureceiveanyfreeproduct?

o FreeproductmustbeaccountedforasapurchaseandloggedintoyourInvoiceJournal

o Thisproductmustbeaccountedforasitwilleventuallybeusedandsoldo Allgoodssoldinabusinessmustbepurchasedasanapprovedproduct,evenif

thereisa$0.00costaccountedforit.§ WeeklyInventoryCounts

o Hasalltheproductbeenaccountedfor?o Hasalltheproductbeenenteredcorrectlyonthecounttab(unit/casesize)o Hasalltheproductbeencountedproperly(1/9insert,bucket,bottle,etc.…)?

§ Werecreditrequestssenttosuppliersforallproductshorts§ WerecreditsenteredintotheInvoiceJournal

ServerTroubleshooting

§ Arethecorrect‘Pizza’and‘Pizzetta’Modifiersbeingused?§ Arethebarproductsbeingportionedandmadecorrectly?§ Areallthestaffbeingtrainedonusingthewastesheets?(FOHandBOH)§ Areserversringinginproductproperly?

ManagementImpact

§ Havewereceivedeverythingyouorderedfromyoursuppliers?o Ifnot,youmustcommunicatethiswithyourRM&Food/LWBRepo Ifyouwerechargedandshorted,makecertainyougetacreditorreplacement

productimmediately(writetheshortonyourInvoice)


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§ Areallstaffmealsbeingrungineveryshift?§ Aremanagersreviewingthehighwastedayswiththeothermanager’sdailyand/orin

weeklyteammeetings?§ IsallstaffbeingtrainedproperlyonfollowingFood&Beveragespecs100%everytime§ Isthereanexcessiveamountofoutofstorepick-ups?

o Oftenyouwillpaymorewhenpickingupproductsthatyourunoutofwhichwilldriveupyourfoodcost.

PizzaioloPrepTeamTroubleshooting

§ Arepizzaiolosfollowingpreprecipes100%tospecforeveryitem§ Isprepwastebeingloggedout?§ Isthewastesheetbeingreviewedwiththeteamdailyinpostshifts?§ Aremanagersreviewingthehighwastedayswiththeprepteam?

Istheproductbeingproperlyrotatedinthewalkincooleraswellasthelinecooler(s)?§ Aretheparsbeingfollowed?§ Aretheparssetaccurateforthecurrentvolumeofsalestominimizewaste?

PizzaioloLineTeamTroubleshooting

§ Arethelinepizzaiolosexecutingproperportioncontrol(weighs,correctportions)§ Istheproductbeingrotatedproperlyonlineandinthecoolers?§ Arewastesheetsbeingreviewedasapostshift?§ Aremanagersreviewingandimpactinghighwasteitems?§ Iseveryitemleavingthekitchenwithabill?§ ArepoorlyexecutedpizzasbeingQSAorwastedproperly?

InvoiceApprovalChitAndPriceUpdatesInvoiceApprovalChits

Invoiceapprovalchitsgivetherestaurantamethodofrecordingandcalculatingitspurchasedgoods.Thechitisfilledinandstapledtotheupperlefthandcornerofthe


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invoice.Thiscanbedoneonadailybasisorallatonceattheendoftheweek.

1. Oncegoodshavebeenreceivedtheinvoiceiskeptinasafeplaceofprocessing(werecommend2pencilcases;food&beveragepurchasesandoperatingexpenses)

2. Invoiceapprovalchitsshouldbeattachedtotheinvoiceandcorrectlyfilledout3. TheinformationfromeachinvoicechitisthentransposedtotheInvoice

Journalforthecorrespondingdate.4. Anycreditsshouldbeappliedtothecorrespondingdatesinwhichtheproduct

wasreceived.PriceUpdates

PriceupdatestotheproductcostpageontheP&Lworkbookareessentialtoreviewandchangeaccordinglyweekly.Thisensuresaccuratefoodcosting.

§ Reviewingallpurchaseinvoices,update/changethecost/casepriceontheproductcost

pageoftheP&Lworkbook.Becarefultoobservewhatthecasesizeisontheproductcosttab,asthecost/casepriceshouldcorrelate.

DailyRevenueSheet(DRS)

TheDRSisusedtorecorddailysaleinflowsanddailyreconciliationitems.Whenalldataisentered,theinflowsshouldbalancewiththereconciliationitems.TheDRSiscompletedonadailybasisalongwiththecashout.

Sales(cashinflows)

o Food(TotalProduct–Bar–GC)o Beer


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o Liquoro Wineo ReserveWineo GiftCertificates(bought)o GST(Tenderednotip–Nettotalnotax)o PST

ReconciliationItems

§ ManagerPromo§ Coupons§ QSA§ StaffDiscounts§ StaffMeals§ GCPayment§ Debit§ Visa§ MasterCard§ Amex§ Cash

DailyLaborSheetPurpose

Itistoplanproperstaffingrequirementsfortheday'sbusiness.Itisacommunicationlink,whichinformsstaffandmanagementofemployees'sign-inandsign-outtimesandtotalworkinghours.Italsoactsasapointofreferenceforthebookkeeperto determineemployeepayroll.

Responsibility TheopeningmanagerondutyisresponsibletoensurethattheDailyLaborSheetis completed.Thisincludes:


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a. Employee’snamesintheappropriatejobclass b. Starttimes c. SigninstaffontoPOS d. Sign-outtimes e. Calculationoftotalhoursworked

ThedaymanagerisresponsibletocompletetheDailyLaborSheetforthedaystaff,andthenightmanagerisresponsibletofillinthesheetwithhis/hernightstaffbyensuringthefollowingisdone:

a. Signoutallemployees b. InputsignouttimesintoPOS c. Calculatethetotallabordollarsspentforeachemployee d. CalculatethetotaldollarsspentforeachjobclassPreparation

§ EverydayrequiresaDailyLaborSheetthatisdatedproperly§ RefertotheWeeklyLaborSchedulestoobtainemployeejobclassandstartingtimes

fortheparticularday;placenamesinappropriatejobclasses,andtimeofday.§ WhenpreparingDailyLaborSheetitisimportanttodeterminewhetheror not

youhavesufficientstafftohandletheday'sbusiness,orwhetheryouneedtomakeacutbecauseyouanticipateavolumedrop.

§ Itisimportantthatallareasarecompleted,toensurethatallemployeesarepaidcorrectlyforallhoursworked.

§ Itisalsoimportantthatthesearestoredforeasyaccessincaseofanemployeediscrepancy,(legallythesearetheonlyrecordswehaveandmustberetained).

MonthlyLaborSpreadsheetPurpose

Toenablemanagementtomonitorlabordollarsandpercentagesforeachareaoftherestaurantonadaily,weekly,andmonthlybasis.Itisapointofreferenceformanagementtocompareactualresultsagainstbudgetexpectations.Thelaborspreadsheetisusedasameasuringtooltocomparemanagementperformanceonadaily,weekly,andmonthlybasis,aswellasperiodtoperiod.

Responsibility

Theclosingmanagerisresponsibleforcompletingtheday'sresultsandcalculatingsalesby


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area,labordollarsbyarea,andlaborpercentagesbyarea.Itisimportantthatallareasofthesheetarecompletedsothatinformationcanbecomparedtodetermineproblemareasfromdaytoday,weektoweek,ormonthtomonth.Makesurethatthereisaprintedcopytodiscussandevaluateattheweeklymanagersmeeting.

Preparation

Inordertocompletethemonthlylaborspreadsheet,certaininformationisrequired.ThesearetheSalesBreakdownandtheLaborBreakdown.

TheSalesbreakdowncanbeobtainedfromyourP.O.S.systemwherethefollowinginformationcanberetrieved:1. Netdaysales2. Netnightsales3. Nettotalsales

TheLaborcostcanbeobtainedfromyourP.O.S.systemwhereyouwillfindthefollowing:1. Daylaborcost2. Nightlaborcost3. Totallaborcost

Inordertocalculatelaborpercentagesforeacharea,youmustdividethetotallabordollarsforeachareabythetotalsalesforeacharea.

FoodAndBeverageAnalysisPurpose

TheFoodandBeverageAnalysissheetisaworksheetthatallowsustocalculateourdollarusageagainstoursalesfigures.Beginninginventorypluspurchaseslessendinginventoryequalscost.Overallfoodcostisbrokendowninto12specificcostcategories.

Accurateinventoryandloggingofpurchasesarenecessaryforaccurateandconsistentcosting.

FillingOutForm


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Theformiscompletedandevaluatedweekly,followinginputtinginventory,invoicesandDRS.

• Openinventory-Dollaramountsofallinventoriesonhandatbeginningoftheweek.

(Lastweek’sclosingInventory)• Purchases-Dollaramountofallpurchasesmadeduringweek,takenfrominvoice

logbook.• Closinginventory-Dollaramountsofallinventoriesonhandatendofweek:thiswill

bethebeginninginventoryforthefollowingweek.• UsageiscalculatedbyaddingOpeninginventoryplusPurchasessubtractingEnding

inventory.• Percentage-FoodCostpercentageiscalculatedbytakingAreausagedividedbyTotal

FoodSalesforthatweek.Takingthespecificareausageanddividingitbynon-alcoholicsalescalculatebeverageCostPercentage.Thecost%foreachcategorywilldevelopatrendforeveryspecificFamosolocation.Itisessentialtoevaluateandtroubleshootwhyacategorycost%haschangedfromweektoweek.YourproductisyourMONEY;youneedtoknowwhereitisgoing!

ProfitAndLossStatement(P&L)EvaluateallsectionsoftheP&LstatementfromtoptobottomTotalSales(FoodAndBeverage)

Cross-referencethiswithyourPOStoensurepropersalesfigureshavebeenenteredonDRSforall4weeks.

TotalFoodAndBeverageCosts(EachIndividualCategory)


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FoodandBeveragecostsareinlinewithgoals.UsetheFoodandBeverageAnalysispagetoevaluateandtroubleshooteachspecificcostcategory.

TotalProductCost

Combinationoffoodandbeveragecost:UseFoodandBeverageAnalysispagetoevaluateandtroubleshooteachspecificcostcategory.

LaborCostThelaborspreadsheetwillallowyoutoevaluateyourlabordollarsonadaily,weeklyandmonthlybasisforthedayshift,nightshiftandcompleteday.Evaluatethistooldailytoensureyourlaborgoalsaremet.

OperatingExpenses(eachindividualcategory)

Evaluateeachoperatingexpensecategorytoensuretheyareinlinewithwhatyouexpectedforeachcategory.

R&MExpenses(eachindividualcategory)

EvaluateeachR&Mexpensecategorytoensuretheyareinlinewithwhatyouexpectedforeachcategory.

GrossProfit:Sales–Expenses=Profit

Thegrossprofitshowswhatyourrestaurantisprofitingafterallrestaurantexpensesareaccountedfor.

P&LWorkbookChecklistTheP&Lworkbookisanextremelyeffectivetoolforyoutoproperlyknowwhereyouarespendingyourhardearnedrevenuedollars.Thisrolling4weekperiodworkbookpin-pointsyourweeklysales,foodcost,beveragecost,laborcost,operatingexpenses,R&Mexpensesandinstoreadvertising/promotionexpenseswithgrossprofitbeingcalculatedattheendoftheworkbook.ThisworkbookistobesenttoFamosoHeadOfficeonaweeklybasisbyWednesdayat11am.Inventory


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Tobecompletedonsamedayeachweekbeforeanyproductisusedforthatday(EitherafterclosinginPMorbeforefirstpizzaioloinAM).Itisrecommendedthatyoulimittheindividualsperformingtheinventorycountstoonepersonforconsistentcounting.

- PrintmostrecentlyupdatedinventorycountsheetfromP&Lworkbook- PerformCounts- InputcountsontoP&Lworksheetundercorrespondingweekcountheading

InvoiceApprovalandPriceupdates- Gatherallpurchaseinvoicesforcorrespondingweek- CategorizeinvoicesintoFoodandBeverageandOperatingExpenses- Updateproductcost/casepricingon‘ProductCost’sheetofP&Lforcorrespondingweek- Breakdownallproduct/expensesintoproperexpensecategorybreakdown- Attachandlabeleachinvoice/receiptwitha‘InvoiceApprovalChit’forbookkeeping

purposes- Inputallpurchasebreakdownsoncorrespondingweek‘InvoiceJournal’onP&Lworksheet- Remembertowatchfor/followuponanyrequestedcredits!

DailyRevenueSheet(DRS)- Afterdailycashout,enterDailyrevenuesheetontoP&Lworksheet- Usethistimetoperformyourlastcheckuptoensureallrevenueinflowsandreconciliation

itemsarewhatyouexpected!

FoodandBeverageAnalysisOpenInv.+Purchases–ClosingInventory=Usage

- Evaluateeachindividualcategoryoffood/beveragecost%keepinginmindthefoodcostgoalforyourlocation

- Troubleshootanycost%thatdifferentiatesfrompreviousweeks• Missingcounts,countsenteredinwrongunitsize,countsenteredinwrongsections• MissingInvoicesand/orcredits,invoicesinputtedinwrongcategories

LaborSpreadsheet- Entersalesfiguresandlaborcostsonadailybasis

ProfitandLossStatement(P&L)

- EvaluateallsectionsoftheP&Lstatementfromtoptobottom:• Totalsales(FoodandBeverage)• TotalFoodandBeverageCosts(eachindividualcategory),TotalProductCost• LaborCost• OperatingExpenses(eachindividualcategory)• R&MExpenses(eachindividualcategory)• GrossProfit


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P&LTroubleshootingGuide

ThistroubleshootingguidewillhelpyoudetermineifthereareerrorsinthedatathatyouhaveenteredintoyourP&L.Onlyonceyouhaveconfirmedthatthedatayouarelookingatiscorrectcanyouattempttofixanyissuesinyourkitchen.

PercentageCost=StartInventory+Invoices–EndInventory

Sales


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CausesOfHighCost(InOrderOfLikelihood)1.) EndInventorytoolow

ü Check‘InventoryCost’pagetofindanyproductsthatarelowerthanusual.i. Doublecheck‘Count’page,makesure‘Count’and‘CountType’arecorrect.

ii. Doublecheck‘ProductCost’page,makesure‘Cost/Case’and‘Dominator’arecorrect.

2.) Invoicestoohighü Check‘InvoiceJournal’.

i. Makesureallinvoicesarecodedintocorrectcategories.ii. Makesure‘Proof’is$0forallinvoicesiii. Anycreditsforproductsnotdeliveredthatweekshouldbeentered,even

ifphysicalcopyofinvoiceisnotonhand.3.) StartingInventorytoohigh

ü Thisshouldnotbethecaseifyouareconfirmingyourendinginventoryeachweek.

ü Check‘InventoryCost’pagetofindanyproductsthatarehigherthanusual,forlastweek.

i. Doublecheck‘Count’page,makesure‘Count’and‘CountType’arecorrect.


ü IffirstweekofP&Ldouble-checkthatthestartingcategorytotals,on‘F+BAnalysis’pagewerecopiedovercorrectlyfrompreviousP&L.

4.) Salestoolowü Salesdonotaffectyourpercentagecost,onlyifthereisanerrorin‘DRS’page.

CausesIfCostsAreStillHigh(InOrderOfLikelihood)

§ Thepriceofanitemincreasedwithyoursupplier.

§ Overportioningofproductsa. Pizzaiolosarenotusingscopesorscalestoportioningredients.b. Pizzaiolosareusingincorrectscoopsorweighmeasuresforitems.

§ Shrinkagetoohigha. Prepstaffisnotgettingoptimalyieldfromproducts.

§ Wastageistoohigh

a. Pizzaiolosaremakingtoomanymistakesinmakingdishesandtoomuchisgettingthrownout.

b. Aninsertofsomethinggotdroppedandthrewoutduringtheweek.§ Spoilageistoohigh

a. Productisgoingbadduringtheweek,andisbeingthrownout.§ Pilferageistoohigh

a. Someoneisstealingproduct.


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Ifeverythingstillseemsfineandcostforacategoryishigh,itcanbebecauseofachangeinyoursalesmix.Sellingmorehighcostitemsthennormalwillcauseanyincreaseinyourpercentagecost.

PercentageCost=StartInventory+Invoices–EndInventorySales

zCausesOfLowCost(InOrderOfLikelihood)

1.) EndInventorytoohighü Check‘InventoryCost’pagetofindanyproductsthatarehigherthanusual.



2.) Invoicestoolowü Check‘InvoiceJournal’.

i. Makesureallinvoicesarecodedintocorrectcategories.ii. Makesure‘Proof’is$0forallinvoices

ü Checkformissinginvoices.3.) StartingInventorytoolow

ü Thisshouldnotbethecaseifyouareconfirmingyourendinginventoryeachweek.

ü Check‘InventoryCost’pagetofindanyproductsthatarelowerthanusual,forlastweek.



ü IffirstweekofP&Ldouble-checkthatthestartingcategorytotals,on‘F+BAnalysis’pagewerecopiedovercorrectlyfrompreviousP&L.

4.) Salestoohighü Salesdonotaffectyourpercentagecost,onlyifthereisanerrorin‘DRS’page.

CausesIfCostAreStillLow(InOrderOfLikelihood)

§ Thepriceofanitemdecreasedwithyoursupplier§ Underportioningofproducts

o Pizzaiolosarenotusingscopesorscalestoportioningredients.o Pizzaiolosareusingincorrectscoopsorweighmeasuresforitems.

§ Wastageislowo Pizzaiolosaremakingnotmistakesinmakingdishesandlittleisgettingthrown

out.


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§ Spoilageislowerthannormalo Productisnotgoingbadduringtheweek,andnothingbeingthrownout.

Ifeverythingstillseemsfineandcostforacategoryislow,itcanbebecauseofachangeinyoursalesmix.Sellingmorelowcostitemsthennormalwillcauseanydecreaseinyourpercentagecost.


122

CommonP&LErrors

a) DonotcopyanyfullpagefromoneP&Ltoanother.OnlycopytheDATAover.Whenyoucopyafullpagethereisagoodchancethatyouwillmessuptheformulas.ThemostcommonplaceIseethisispeoplecopyingoveraCountSheetfromoneP&Ltoanother.DONOTDOTHIS.

b) Donotdeleterows3to10onyourCountSheet.Thiswilldeletethesectionmarkers,

andwillresultineverycellonyouInventoryCostpagesaying“#REF”.IfyouwanttodeleteanitemonyourCountSheetthatisinoneofthoserows,justwriteoverthatitem.

c) DonotdeletearowonyourProductCostpage.Whenyoudothisitcreatesareference

error(#REF)onyourInventoryCostPage,andthenanytotalsthatincludethatcellwillalsobe#REF.IfyouwanttodeletesomethingfromtheProductCostPage,blankoutthecells,thensortthatsection(besuretoselectthewholesectionwhensortingColumnsAtoL).

d) DonotwriteincolumnC(CountSize)ontheCountSheet.Thisisformulacell,ifthereis

notaformulaonthatrowjustcopyandpasteitfromarowabove.

e) Ifthereisa#N/AintheCountSizecolumnoftheCountSheet,thismeansthatyouritemiseithernotontheProductCostPageoritisspeltdifferently.

f) Onyourcountsheet,eachitemcanonlybeineachsectiononce;thesecondinstanceof

theitemwillnotbecounted.Forexampleifyoucount1insertofFamosodressing,then0.9JugofFamosoDressingbothinyourSaladCooler,theJugwillnotbeaddedintoyourinventorytotals.

g) Thereshouldbenogapsbetweenyoursectionmarkers.Ifsection3endsat345,section

4startsat346.AlsoyoucanonlyhaveSEVENsections,andtheydonothavetomatchtheheadingsonyourcountsheet.

h) ALWAYScreateyournewP&LfromthenewestP&L.CreateyourP6P&LfromyourP5,

andyourP7fromyourP6.

i) WhensomeonefromH.O.makeeditstoyourP&L,please,please,pleaseusethenewP&L.Itisveryfrustratingtohavetore-dofixesonyourP&L’smultipletimes.

j) Ifyouhaveaquestion,orthinksomethingisnotrightcalloremail.


123

OrderGuide

PurposeJustasyouwoulddeterminetheamountofprepneededfortheday,itisagoodideatousethesamepracticesforordering.Itisalwaysagoodideatokeepyourinventoriesdowntoaminimumtoensureproperrotationandyourexpenseslow.Also,orderingenoughsothatyoualwayshavetheproduct.Itisafinelinetowalkwithoutrunningoutofproduct.Theformulaismuchthesameasitwouldbeforprepping

Startinginventory–endinginventory=usage

Calculatingtheusageforthatweekwillobviouslyshowyouwhatwasusedandthereforegivingyouareferencenumbertouseforadjusting

Code

Tobeusedforcertainsupplierswhomrequireanorderingcodewhenorderingaproduct.CountSize

Thiscolumnshowshowtheproductisdeliveredandtheamount.Par

Showstheamountofproductneededtohaveinhouse.Iftheactualcountislessthantheparnumber,theitemwillneedtobeordered.

§ Calculatedbytakingusagehighlightedinred(topfromfourweeks).Andaddingthe%adjust.

§ Canadjustthe%thatisaddedtothehighusage.10%isthedefault%,bitifthereisalargergrowthforaproduct,youcanincreasetoahigher%.Ortoalower%iftheusageisdecreasingorisalowlevelitem.

§ Youshouldalwaysconsideroddlyhighusagesduetoevents,holidays,promotionsorspecialoccasions.

§ Beawareofpasthistoricaltrendsforupcomingmonths.§ Cansetamanualadjust,thiswillbethelowestyoueverwanttohaveonhandfora

particularproduct.o I.E.Ifyoualwayswantnolessthan8bottlesofKokaneeinyourdisplaycooleryou

wouldsetthathere.

Alwaysmakesurethatwhenyoufillinthefinalcolumnsforweek4,toprintoffanewcopy.Supplier

Suppliersshouldhavetheirownsheet


124

RoyaltyReporting

RoyaltyreportsandpaymentsareduetoFamosoHeadOfficebythe10thdayofeverycalendarmonth.Royaltiesarebrokendownintoroyaltyfund(6%)andadvertisingfund(2%)andarepaidatthesametimeusingtheinhousePOSreportandtheFamosoroyaltyreportingform.

Preparation

Attheendofeachcalendarmonth,printoffasalesreportfromthePOSsystemforthemonthended.Alsoprintoffaroyaltyreportformfromtheformsdiscandthedebit/creditterminalsummariesforthemonth.

FillingOutForm

§ UsingthePOSreport,fillinthedetailedsalescategorieslistingbar,beverage,food,openfood,other,pizza,specialandmisc.sales.Thesumofallthesewillbeyouyourgrosssales.ThisamountshouldequaltheamountofgrosssalesfromthePOSreport.

§ UsingthePOSreport,fillinthedetaileddebitcategorieslistingQSA,$25offreservewine,coupons,freemarg.coupons,managerdiscount,staffdiscount,staffmealsandmisc.discount.

§ UsingthePOSreport,fillintheGSTcollected.§ Totalyourdetaileddebitcategoriesandsubtractthisamountfromthegrosssalesto

giveyoutheamountyouwillpayroyaltieson.§ Multiplythisamountby6%forroyaltiesandthesameamountby2%foradfund.§ Combinethesetwoamountsandmultiplyby5%forGST.§ AddthecombinedamountsandGSTtogethertogiveyouthetotalowed


125

Royalty,CouponsAndPromotionsAdministration

RoyaltyPackages§ RoyaltiesareduedeliveredtoHOnolaterthenthe10thofthemonth.Ifthereisany

reasonthatyourroyaltieswillbereceivedlate,pleasecontactHOtodiscussbeforethe10th.LateroyaltypackageswillnotbetoleratedandFamosoInc.willissueadefaulttothefranchiseagreementiftheyarelateorincomplete.

§ Allmaterialsmustbeincludedintheroyaltypackagemonthly;royaltyreport,POSsalesreport,relevantdiscount/promo/coupons/Grouponthatareeligibletobechargedback.

Promo

Allmanagerandstorecoupons/discounts:Managerdiscount,staffdiscount,staffmeals,managerpromotabs,QSAtabsandvoidedbills§ Serverand/ormanagersaretoprintandwriteabriefexplanationonthedetailsofthe

discount/promo'd/voidedbillsandkeepthisinthedailycashouts.§ Eachmonththeseshouldbefilledseparatelyinfileslabeleddiscounts,promo,voids

alongsidesalesreports,andkeptinstorageasperCRAguidelines.AllHeadOfficeCoupons:HOCoupons,HOGiftCertificates,andGroupons

§ Serverand/ormanagersaretostapleacopyofthePOSbilltothephysicalcouponorgiftcertificates.

§ TheseshouldbekeptinthedailycashoutandthenfilledinseparatefolderscalledHOcoupons;HOgiftcertificateandGrouponatmanagercashouttime.

§ Allofthesearetobesubmittedmonthlywiththeroyaltypackage.Forelectroniccoupons/grouponsthePOSbillwithtrackingnumbermanuallywrittenonissufficient.Youcansubmittheseinindividual,properlylabeledenvelopesorfiles.

§ HOwillnotreimbursethosewhoarenotcompliantorfailtoexecute.AllHODiscounts:HOstaff100%,CorporateChefpromo

§ Serverand/ormanagersaretoprint2copiesofthePOSbillandhavetheHOstaffmembersignbothcopies.OnecopyistogiventotheHOstaffmember.The2ndcopyistobekeptinthedailycashout.

§ TheseshouldbekeptinthedailycashoutandthenfilledinaseparatefoldercalledHOdiscountsatmanagercashouttime.

§ Allofthesearetobesubmittedmonthlywiththeroyaltypackage.Youcansubmittheseinindividual,properlylabeledenvelopesorfiles.

§ HOwillnotreimbursethosewhoarenotcompliantorfailtoexecute.Promo/DiscountGuidelines

§ Updatedandattached§ Staffdiscounts:AnyandallFamosostaffareentitledtoa25%discountofffooditemson

theirbill.Managementreservestherighttogoover/above25%astheyseefit.


126

PromoHeadOfficeStaffInstructions

• Anydiscounted/promo'dbillsaretobesignedwithbriefwrittenexplanationofexpensewithonecopyleftatthestoreandonecopysubmittedwithperiodicexpenseclaimsinaenvelopelabeleddiscount/promobills.Ifyoudonothaveanexpenseclaimtosendin,pleasesendyourpromo/discountedbillsregardless.

MealExpenses

• FamosoInc.willcovermealsatFamoso'sunderthesamepolicyasthestorelevelstaffmeal,exceptthemealistobepromo'sasHOstaff100%promoandthestoreexpensesbacktoHOwithsignedPOSbillaccordingly.

**Note**Productitemstestedatstorereviewsandscheduledrevenuevisits(3hrs)areatthecostoftheRPasperourfranchiseagreement;section7.1,7.3,7.6.

HOStaffDiscounts

• HOstaffmembersoffshiftareentitledtoreceivea25%staffdiscountatminimum.Ifthemanagerchoosestodiscountover/abovethenthatisgreatandappreciated.


127

EmailAdministrationOverview

Emailcommunicationsisstandardpracticeinourbusiness.Sincemostofushaveneverbeenformallytaughtaboutemailing,wehavedecidedtoputthistogethertohelpourcompanystayalignedwhenitcomestoemailing.

E-mailSet-up,Requirements&Expectations

NewRestaurant

CompletingyourFamosoonschedulewillrequireeffectiveandefficientcommunicationandtoassistwiththis,wehavecreatedaFamosoe-mailaddressforyourrestaurant.Wewillstartcorrespondingwithyouthroughthise-mailshortly,sopleasegetitsetupandstartusingit.Herearethedetails.

ExampleE-mail:[email protected]:mozzaballsSet-UpInstructions

YoucanaccessyourFamosoe-maileitherthroughawebbrowserorbysettingupyoure-mailaccountonamailclientsuchasOutlookorAppleMailonyourcomputer.EachFamosoisrequiredtosetuptheiremailaccountonthestorelaptopusinganemailclient.

UsingTheWebmail

YoucanlogintoyourFamosoe-mailthroughawebbrowserbygoingtomail.famoso.caandclickingthelinkinthemiddleofthepagedtitled"WebmailLogin"onceyouclickthislinkyouwillbedirectedtoapagewithausernameandpasswordfield.Yourusernameisyoure-mailaddressandyourpasswordisthesameasabove.

UsingAMailClient

Thisset-upisslightlymorecomplicated,butmanypeopleprefertousetheire-mailthisway.Theinformationrequiredtoset-upyoure-mailaccountisthesameregardlessoftheclient,buteachclientisalittlebitdifferentinhowyousetthee-mailup.Hereistheinformationyouwillrequiretosetupyouraccountwithamailclient

IncomingMailServerInformation

§ E-mailType:POP3§ IncomingMailServer:mail.famoso.ca§ IncomingMailServerUsername:<youre-mailabove>§ Password:<yourpasswordabove>

OutgoingSMTPServerInformation

§ OutgoingMailServer:smtp.famoso.ca§ Selectthecheckboxthatsays"Myoutgoingserverrequiresauthentication"or

somethingsimilar§ Uncheckanycheckboxthatsaysuse"SSL"foroutgoingmailserver


128

§ OutgoingServerUsername:famomail§ OutgoingServerPassword:vesuvio9§ Therewillbeanoptiontoselectwhichporttouseforoutgoingmail.Youwillwantto

useport25orport587(ifonedoesn'twork,usetheotherone).

Whenyouhavethisaccountsetup,sendateste-mailtoconfirmitisworking.Emailexpectations

Emailcommunicationsisstandardpracticeinourbusiness.Theexpectationforeachstoreistohavemanager’scheckandrespondtoemailsdailyand/orwithinreasonableamountsoftime.Toaccomplishthis,asmartphoneishighlyrecommended.

Emailshouldbeusedtooutline,recapandfollowuponconversations.Emailisnotagreatdiscussiontool.Ifyouwanttodiscusssomething,pickupthephone!

Groupemailguidelines

§ UsethestoreemailaddressforallcommunicationswithFamosoHO,otherlocations,suppliersandguests.

§ Donotdeleteanymessages(otherthenjunkemail)inordertoensureallmanagershavehadthechancetoreadtheemails.

§ Ensureyoursmartphonedoesnotdeletemessagesoncereadorremovethemfromthemainemailsever.

EmailterminologyAddressBarSendingAMessage

§ TO:anyaddressyouputinthe‘TO’areasuggestsyouaresendingamessagetosomeonewiththeintentionsofreceivingareplyoracknowledgmentfromthatindividual.

§ CC:anyaddressyouputinthe‘CC’areasuggestsyouaresendingamessagetosomeonewiththeintentionsofkeepingthemintheloop.Areplyisnotexpectedandthereceivercanchoosetoreplyornot.

§ BCC:anyaddressyouputinthe‘BCC”areasuggestsyouaresendingamessagetosomeonewiththeintentionsofkeepingthemintheloopwithoutanyoneelseseeingwhothemessagewassentto.Areplyisnotexpectedandthereceivercanchoosetoreplyornot.

ReplyingToAMessage

§ Reply:thiswillsendyourreplytotheaddressthatsentyouanemail.§ ReplyAll:thiswillsendyourreplytoALLaddressesthatwereincludedintheoriginal

email;TOandCCaddresswillreceiveyourreply.


129

ManagerCommunicationLogPurpose

Thecommunicationlogislocatedinthemanager’sbinder.ItisthemosteffectivewaytoCommunicatebetweenmanagers.Youareabletounderstandwhathashappenedonyourdaysofforsinceyourlastshift.Itisimportantthatitisfilledoutdiligentlyeveryshift.Thecommunicationlogisusedtohelpwithscheduling,kitchenparlevels,staffproblems,orderingandmanyotheraspectsoftherestaurant.TheCommunicationLogshouldbeoneofthefirstthingsanincomingmanagerreads,asitmaycontainimportantinformationregardingtheirshiftathand.Signthepagesafterreadingsoothermanagersknowyouhavereadthebook.

FilledOutBy

ManagementteamFillingOutTheForm

§ Eachsectionofthelogshouldbecompleteddaily.§ Managersshouldreadandsignoffeachoneachdailylogtorepresentthattheyhave

readandunderstandthecontentofthelog.§ Thelogshouldbefilledinsothatitiseasilyread/understoodandkeptingood

conditionforhistoricalinformationandreference.


130

Date:_____________ Day:_____________ Weather:________________ Events:___________

Manager: O________________ Sales: Day $_________________ Labor % / Productivity $

C_________________ Night $_______________ Day: ________% / $________

Total $_______________ Night: ________% / $________

Guest Flow- (Seats fill all at once/spread out, fast/slow turnover) Total: ________% / $________

Day:

Night:

Wait: Night Shift- On _________Off___________ Average Wait__________

Wait: Day Shift- On _________Off___________ Average Wait__________

Last Night's Close:

R&M Concerns:

Food Quality & Shortages/Usage Issues:

Shift Focus - FOH:

BOH:

Day Shift Notes- (staffing levels/performance, food execution, service execution, reminders & notes)

Night Shift Notes- (staffing levels/performance, food execution, service execution, reminders & notes)

Manager Sign Off _______________ __________________ _______________ _________________


131

ForecastingSales

WhatIsSalesForecastingSimplyputsalesforecastingistheprocessofestimatingwhatyoursalesaregoingtobeinthefuture.Salesforecastsarenotsalesgoalsorsalestargets.Asalestargetorgoalissetasawayofdefiningandencouragingsaleseffort.Salestargetsareoftensetsomewayhigherthanestimatedsalesto‘stretch’theeffortsoftheteam.§ Theuseofhistoricdatatodeterminethedirectionoffuturetrends§ Apredictionoffuturesalesbasedonprevioussalespatterns"§ Theprojectionofachievablesalesrevenue,basedonhistoricalsalesdataandmarket

trends§ Apredictionoffuturesales,basedonpastperformance-takingintoaccountthe

economicclimateandcurrentsalestrends

WhyShouldYouForecastYourSalesSalesforecastingisanintegralpartofbusinessmanagement.Withoutasolidideaofwhatyourfuturesalesaregoingtobe,youcan’tmanageyourinventoryoryourcashfloworplanforgrowth.Thepurposeofsalesforecastingistoprovideinformationthatyoucanusetomakeintelligentbusinessdecisions.

AreasSalesForecastingImpactsYourBusiness

§ HRo Hiringo Trainingo Scheduling

§ IncreasedProfitability–Labor$savings§ ImprovedCashFlow

o Orderingo Properinventorypurchasesandlevels

HowDoYouForecastYourSales§ UsingtheForecastingformula§ Evaluatingyourlocation’ssalesanalysisusingyourP&L

o Monitoringyearoveryeartrends§ Whatwereyoursalesfromthesametimeperiodlastyear?§ Areyouryearoveryearsalescurrentlygrowing,decliningorflatlining§ Newlocationsthatdonothaveyearoveryeardatashouldcontactother

locationswithsimilarsalesdemographicstogathermoredatao Monitoringlast3weeksofsalestrends

§ Forecastingaroundspecialevents,certainseasons,holidays&promotions.Yoursaleswillbeaffectedbyswingsintheeconomyatvarioustimesoftheyearandinandaroundholidays.Theseseasonalfactorsoccurinregularpatternsyouwanttoidentifyseasonalvariationsoyoucanactaccordingly.

§ SalesInitiativeso Theresultsofeffortstakentoincreasesales.


132

SalesForecastingFormula

SALES FORECASTING FORMULA (A)

Evaluation of YOUR Sales from the same

time period last

year

+ (B)

Evaluation of Sales from the last 3-4

weeks at your location from

P&L

+ (C)

Evaluation of year

over year sales trends

at your location (+/- )%

+ (D)

Consideration of

'seasonality' and 'Sales initiatives'

=

$$$$$ YOUR SALES

FORECASTS

$$$$$

Common Errors With Sales Forecasting § Wishful thinking

o Managers have a habit of always forecasting to the "best case scenario"

§ Inaccurate data o i.e. this year's Groupon dates

were off by a wee § Trusting your "gut"

o Sales forecasting is statistical analysis - What are your numbers telling you?

§ Unrealistic/Inaccurate Assumptions

o How do you forecast around events like Groupon?


133

Chapter9KitchenSystems


134

PrepChart

AtthecenterofeveryactivityinthekitchenisourPrepChart.Itdetermineshowmuchfoodpreparationneedstobedone,howmanypizzasyouwillcookeachday,howmanyplatesyouwillwasheachday,etc.ItisextremelyimportantnotonlytobefamiliarwithyourPrepChart,buttoalsouseitasabasisforallkitchenplanningandsystems.

ThePrepChartCanBeBrokenDownIntoGreatDetailInOrderTo

§ Determinepreparationlevels.§ Determineorderinglevels.§ Reconciledaily/weeklyinventoryvariance.

Purpose

Itisdeterminetherequiredamountofpreparationforallmenuitemstoensureproperstocklevelsforasuccessfulserviceoneachdayofbusiness.

FilledOutBy

Allpizzaiolos&managerswhodoprepmustfillouttheprepcharteachdayFillingoutForm

Eachpreppositionhasanassignedprepsheetdependingonwhatthepersonsstarttimeis.Oncethepersonarrivesitistheirresponsibilitytolocatetheircountsheetandproceedtodoaphysicalcountofalltheitemsontheircountsheet.

Fortrainingpurposes,themanagermayusetheMasterprepcountsheet.Thisisacarboncopyoftheprepchartandcanbefilledinpriortotheprepcookarrival.Themanagercanthencrossreferencehis/hercountsheettothatoftheprepcook’s.

1. Theprepperdoesaphysicalcountofalltheprepitems,checkingquality,quantity,and

storagehandlingofallitems.Ifforanyreasonproductsmustbediscarded,itshouldberecordedproperlyonthewastagesheetfortheday.Anotationshouldbemadehighlightingproblemstoimpelcorrectiveaction:§ Storageproblems,overprepping,§ Poorproductrotation,inaccurateparlevels§ Foodpreparationerrors

2. Oncethecountsarerecorded,theprepperwillgototheprepchartandrecordthecount

numbersintheappropriatedaycolumn.


135

3. Whenthefirstcolumnsarecomplete,the"PrepToday"triangleisdeterminedby PAR-INV.=NEEDSParLevels

Todeterminetheproperparlevels,youwillneedtoreviewthepreviousmonth’sprepchart.Thiswillshowthefluctuationofusageforeachitemforthatmonthandiftheitemisbeingconstantlyre-preppedorthrownoutduetotoomuchsittingforalongperiodoftime.

AdjustingThePars

Adjustingtheparsconsistsoftakingthehighestusageofthe4specificdaysi.e.all4Wednesdaysofthepreviousmonthandadding10%forgrowthroom.Makesureyoulookfortrendsofwastageorre-preppingwithinthatday.

SpecialOccasions/Holiday’s

Anydayinwhichyouexpecthighersalesthennormalitisimportanttoadjustyourprepaccordingly.ForexampleanytimethatFridayisaholiday,usuallyThursdaywillbejustasbusyorbusierthanyournormalFriday.YoushouldthenperformFridayparsonThursdaytocompensatefortheexpectedbusiness.

Whenadjustingyourparsonanewprepchart,beawareofanyspecialoccasionsorholidaysinwhichyouadjustedtheparsjustforthatday.Ifyouarenotawareofthis,yournewparsforthatdaywillbeinaccuratemovingforward.

Theprepsheetsshouldbecollectedattheendofeachweektobereviewedatthemanagementmeetingafterwhichcanbediscarded


136

FamosoPrepChartEachBoxIsDividedInto4Triangles

n ItemswithzeroPreponHandhavethattrianglecoloured

inyellown ItemwithzeroPrepTodayhavethattrianglecolouredin

greenn ItemswithRePreprequireimmediatecorrection&

GM/CMactionplantoaddressshiftissues,parlevelsn Yesterday’sPreponHand+Yesterday’sPrepToday+

Yesterday’sRePrep-Currentday’sPreponhand=Yesterday’sTotalusage

PrepOnHand§ Thisistheamountofeachitemthatisleftoverfromthepreviousday’sprep

production.Thisistheopeningcount.§ Thisnumberisenteredinthelefttriangle.Ifthisnumberiszero,colorthetriangle

Yellow(thiswouldbepriorityproduction).§ Thisistheamountofproductthatiscarriedoverfromthedayordaysbefore.

AnalyzingthePreponHandnumbershelpsdeterminewhethertoomuchortoolittleofaparticularitemisbeingprepped.

PrepToday

§ Thisistheamountofeachitemtobeproducedeachday.Itiscalculatedbysubtractingthe“PrepOnHand”fromthe“Par”.Forexample:iftheparlevelis15andthereare5onhand,10shouldbeprepped.Ifthisnumberiszero,colorthetrianglegreen.

RePrep

§ ThisiswheretorecordanyproductionofanyitemsAFTERthefirstprepproductioniscompleted.Thiswouldincludeitemsthatrequireasecondprepthatday,oritemsthatweren’tneededduringthefirstprepbutnowareduetoheavyusageduringtheday.

§ Thisisusuallyunexpectedprep.RePrepsignalsproblemswithsetparamounts.§ RePreprequiresimmediatecorrection&CMactionplantoaddressshiftissues.§ TheRePreptrianglecanalsobeusedtorecordNightPrep

PREP TODAY

PREP ON HAND

TOTAL USAGE

RE PREP


137

TotalUsage

ThisiscalculatedforthepreviousdayAFTERthePreponHandforthecurrentdayiscounted.Yesterday’sPreponHand+Yesterday’sPrepToday+Yesterday’sRePrep–CurrentDay’sPreponHand=Yesterday’sTotalUsage.

**NOTE**Usageforeachitemshouldbecarefullycalculatedandfilledoutbytheprepstaffastheyarefillingouttheirprepcharteachday.PrepChartsAreNowDoneByPeriodAsOpposedToByCalendarMonth

YoucannowrunPrepchartsthatcoincidewithyourfiscalperiods.Thereare28columnsconsistingof4/7-dayweeks.

WhenSettingUpYourNewPrepChartEachPeriodYouWillNeedTo

1. FilloutyourPeriodtitle2. FilloutthedaterangeofyourPeriod3. FillintheCalendardatesaboveeach'DayoftheWeek'

§ Fillinyourparlevels(Parlevelsmustalwaysbewritteninpencilsothattheycanbeeasilychangetoreacttoissuesandchangesinbusinessflow)

SpecialEventsWriteinanyspecialeventsthatfallinsidetheperiodontheappropriateday.Beingawareofspecialeventsallowsyoutoadjustyouparsaccordinglywhenbusinessflowfallsoutsidethenorm.

C/O–CarryOverColumn

TheCarryOvercolumnisasimplewaytorecordthecurrentshelflifeofeachproductwhen

startinganewprepchart.Simplecalculatetheshelflifeofeachproductattheendofthelast

prepchartandrecordthisamountintheC/Ocolumn.Eg:iftomatosaucesis2daysoldwhenstartingthenewprepchartentera‘2’intheC/Ocolumn.


138

UsingColorShadingToManageYourPrepChart

GreenTriangles

Whenanitemdoesnotneedtobemadeprepstaffwillentera'0'inthePrepTodaytriangle.Itwillbethenshadedgreen.Eachgreentrianglerepresents1dayintheproductsshelflife.

Bylookingforblocksofgreenshadingyoucaneasilyidentifyitemsthatarenearingorhavepassedshelflife.

I.e.:Thediagramabovewouldrepresentanitemthatit4daysold.

IfanitemisidentifiedtohavepassedshelflifetheCMorGMshoulddrawablacksharpieboxaroundshadedsection.WhenitemsareexceedingshelfliketheyneedtobethrownoutandtheParlevelshouldbeevaluatedtoseeifitshouldbelowered.

YellowTriangles

Itemsshadedinyellowrepresentwalkinginto'0'productforacertainiteminthemorning.

Theyellowshadingismeanttobeaflagtoidentifypotentialissueswithparlevelsthataretoolow.

1.IfyouseeyellowshadingonanitemtheCM/GMshouldevaluatetoensurethatitemswenot'86'd'toourgueststhepreviousevening.Anyshortagesshouldhavebeennotatedinthemanagementcommunicationbook.

Runningoutofitemscanalsoresultinnightstaffhavingtomakeunneededlatenightprepinordertoserveguests.


139

2.Ifyouseeitemsthatregularlyhave'0'(YellowTriangle)PreponHandTrianglesthereisagoodchancethatyourparlevelsaretoolow.Lowparlevelscanresultinincreasedpreplaborbyhavingtoprepitemsmoreoftenthatneeded.

Daily Prep Count Sheets

Toinstillasenseofresponsibilityinourstaffwewantthemtotakeactionandbeaccountablefortheirday.Thedailycountsheethasalltheinformationthatadaytimepizzaioloneedstocompletetheirdayandleavetherestaurantwithallcleaningdutiesdone.

PurposeToensurepropercountsforprepitemsthatneedtobepreppedthatday.Italsohasthedailyresponsibilitiesapplicabletothatstationsothatthemanagersdonotneedtochaseandremembereverydutythatneedstobecompletedeveryshift.Thissheetalsopromotesasenseofownershipforthatpersonandtheirstation.

Responsibility

Theindividualprepperisresponsibleforeachoftheirstationsanddailyroutines.Withthatbeingsaidthereisflexibilitytotheroutines,ifitisabusydayandonepizzaioloisdone,theycanhelpgeteveryoneoutontime.Ifitisaslowdayandthatpersonisdone,theycanbecutandyousaveonlabor.

Preparation

Atthebeginningofeachweek,usuallySunday,themanagermustprintoffcurrentcountsheetspertinenttothatmonthofprep.Thecurrentweek’sdateisthenfilledoutandanyextradutiesforthatweekshouldbeassigned.


140

WasteSheetPurpose

Torecordallfooditems,thatforanyreason,havenotmadeittothecustomerbecauseofunacceptablequality.Usedeffectivelyawastagesheetensureson-goingtrainingtoreduceandeliminateallwastage.Awastagesheetisagreatmanagementtoolfordeterminingproblemareasaroundthekitchen.

I.E.Over-prepping,poorstorage,orwrongcookingprocedures.

Bypinpointingproblemareas,youcancorrectoreliminatewastagethroughfollow-uptrainingandconstantcommunication.

Filledoutby Manager,Pizzaiolo&ServerFillingoutForm

Allcolumnsmustbefilledout.Attheendoftheweek,inputthewastageitemsandamountsonthewastage-costingsheettoseetheeffectuponthefoodcost.

ThewastagesheetshouldbefiledawaywiththeDailyPrepSheet,andthenbroughttotheweeklymanagementmeetingtoaddtothediscussiononthefoodcost.


141

TheFoodQualityChecklist Purpose

Toensureallitemsareinthedesignatedareasabove&underneaththelineandeachitemcarriestheFamosostandardofquality.

FilledOutBy

Manageronduty

FillingOutFormEveryitemonthelineshouldalsobestockedtoasufficientleveltoensureproperflowofservice.Fourmethodsofqualitycheckingare

§ Weighingtheportionedproduct§ Thisistomaintainconsistencyintheamountofproductbeingportionedforany

givenmenuitem.§ Keepinmind,thisshouldbearandomcheckandnotforeachandeveryportioned

item(thatwouldtaketoolong!!)§ Tastingtheproduct

§ Someofthepreppeditemswillnotnecessarilylookbadbutwilltastesourorbitter.

§ Smellingtheproduct§ Don’tbeafraidtoremovethesaranandbringtheproductrighttoyournose.

Someitemsmaybeclosertospoilingthanyouthink.§ Visualcheck

§ Mostobviousspoilageisvisualwhetheritisamoldonadairyproductorbubblesfromfermentation.

LineChecksshouldbedoneat10:30beforethedaybegins.OncethelinecheckerhasdeterminedwhichitemsaremissingornotuptoFamosostandards,itisimportanttofollowupbyre-preppingorcommunicatingtomanagementthatthereareitemsoutofstock.

Thelinechecklistshouldbecompletedandfiledforreviewatthenextmanagermeeting.


142

Chapter10FoodSafety&Handling


143

IntroductionFoodstorageplaystwoimportantrolesintheoperationofaFamoso.Firstthe

qualityofthestoragesystemwilldirectlyaffectthequalityoftheproductusedin

preparationofmenuitems.Furthermore,goodstoragemanagementintheformof

effectivecontrolsonshrinkage,spoilage,andpilferagewillaidinkeepingfoodcosts

down.Thefollowingareasillustratewherethecostofstoragewastecanoriginate.

Shrinkage

Occurswithmeatandproduce.§ Meat

o Assoonasitisprocessed,meatbeginstoshrinkthroughdryingwithdriploss.Thus,storagetimehastobekepttoaminimum.

§ Produceo Visibleintheformofwilting:thereforeitrequiresproperstorageandrotation.

Spoilage

Theexplanationaboveillustratestheshelflifeforallfoodgroups.§ Thisformsthebasisforproperstockrotationandcontrol.Another

aspectofspoilageistheamountofhandlingthefoodreceives.Unnecessaryhandlingwillincreasecontamination.

Pilferage

ThiswillbecontrolledbyManagementpoliciesandbylimitingaccesstostorageareas.

§ Fromthisbriefintroduction,itisnownecessarytodiscussthespecifickindsofstoragefacilitiesrequiredforthevariouscommoditiesusedinourbusiness.


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145

DryStorage:StoringSemi-PerishableFoods

Foodssuchasflour,sugarandpastashouldbestoredinareasthataredesignedandusedsolelyforthatpurpose.

StorageConditions§ Bedry,coolandwell-ventilated

-50to72degrees;highertemperatureswillcausecakingofsomefoods,encouragegrowthofbacteriaandeffectqualityofcannedgoods.

-Humidityshouldbe50to60%,ifitexceeds70%canswillrust, dehydrateproductcake,andbacteriaandmoldwillgrow

§ Bewellmaintainedandlighted.§ Befreefromrodentandinsectinfestations.§ Befreefromoverheadwaterandsewagepipesbecauseofpossibleleakage.

GeneralRecommendations

§ Storefrequentlyuseditemswheretheycanbereachedeasily.§ Stockfoodsofthesamekindtogether§ Usethefirstin,firstoutmethod.Alwaysmovetheolderstocktothefrontoftheshelves

andputnewstockintheback.Itisallagoodideatostampthedateonproductsastheycomein.

§ Cross-stacksuchitemsaspotatoesandflourinalternatingpatternsonskidsorracks.§ Storefoodawayfromthewallandoffthefloor:allowaircirculationaroundtheproduct.§ Stackfoodashighaseaseofhandlingpermits.§ Storeheavieritemsclosetothefloorandputthelightestitemshigher.§ Usemetalshelvingthatisadjustable:dimensionsshouldreflectthespecificspace

requirementoftheitemstobestoredonorunderthem.§ Provideseparatestorageroomsforitemsthatgiveofffumes,suchassoapsandchemicals.§ Donothangwearingapparelinthestoreroom.

CannedAndOtherHermeticallySealedFoods(Airtight)

§ Hermeticallysealedfoodsmustalwaysbeobtainedfromanapprovedcommercialcannery.§ Cannedfoodsshouldbestoredatroomtemperatures,buthighertemperaturesmustbe

avoided.§ Stocksmustberotated.§ Anydamaged,blown,orswollencansshouldbediscarded.§ Canswithoutlabelsmustnotbeused.§ Sincesomeproductsincansorglasscontainersrequirerefrigerationcareshouldbetaken

toreadtheinstructionsonthelabels.


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RefrigeratedStorage:StoringPerishableFoodsStorageConditions

§ Alwaysstoreperishablefoodsfirst.§ Thermometersshouldbeplacednearthedoorsoftherefrigeratorwheretheycanbeeasily

seenandrecordthehighesttemperature.Perishablefoodsshouldbestoresat4degreesCelsiusorlower.

§ Monitortrafficintothewalk-inaswarmairenteringthefridgecarriesmoremoisturethancoldair.Thisextramoistureintheairwillpromotespoilage.Humidityshouldbe85%.

§ Ensurethatemployeescollectalltheyneedatonetimefromthewalk-in.§ Takeadvantageofsmallstoragerefrigeratorsinprepareas.§ Theuseofanykindofliningonthefridgeshelvesshouldbediscouragedforitdecreasesair

circulationanddetersregularcleaningprocedures.§ Foodshouldneverbestoredonfridgefloor.§ Ifpossible,separaterefrigeratorsshouldbeusedfordairyproductsandeggs:rawmeat

andpoultry(uncooked):freshfruitandvegetables:andcookedfoods.§ Preparedfoodsmustbestoredaboverawfoodstoavoidcross-contamination.Anexample

ofanincorrectprocedurewouldberawmeatabovecookedchickenbecausebloodorotherliquidscontainingmillionsofbacteriacoulddripontothecookedchickenandcontaminateit.


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SpecificStorage&HandlingRequirementsForPerishablesStorageFreshMeats,PoultryAndSeafood

Theshelflifeofthisgroupofperishablesisdirectlyrelatedtotheamountofprocessingtheyreceiveandthesanitationpracticesofthesupplierandtherestaurant.Theshelflifetimesshowninexhibit#1areveryimportantasaguidelineinassessingtheeffectivenessofthestoragesystemandthereliabilityofthesupplier.

StoringFreshFruitsandVegetables ThegoalinhandlingproduceistoserveasFRESHaspossible.GeneralGuidelines

ü Ensureconstantsurveillancetopromoterapidturnoverofthestock.ü Takeconstantcaretoprotecttheproductinstoragefrombruisingandrough

handling.ü Avoidharmfultemperatures.ü Limitdryingorexcessivemoisture.ü Packaging

o Produceneedsmoisturetoslowdownthelossofwaterinthebreathingprocesswhichotherwiseresultsinwiltinghowever,humiditycannotbetoohighasitwillspeedupdecay.Optimumis85-80%,thus,avoidcrateswithlargeopenings,bushelbasketsandsmallopenbaskets.Transfercontentsofanyofthesecontainerstoplasticbags.

§ Refrigerationo 2categoriesofproducethatshouldnotberefrigerated:

§ Producethatisdamagedatanystageofripenessbyrefrigeration.(4C.)Theseare;Bananas,

Avocados,Sweetpotatoes,Cucumbers,Eggplant,Tomatoes,Pumpkins,Squash.Thesearepurchasedhardripeandmustbeallowedtimetoripenbeforeserving.Storeincoolestanddarkestareaofstoreroomforripening.

§ Producethatcanberefrigeratedbutrequiresroomtemperaturetoripen.Thesearepeaches,pears,nectarinesandpineapples.

StoringEggsAndDairyProducts

Dairyproductshavetobesegregated,astheyarehighlysusceptibletoodorabsorption.Ifitispossible,dairyproductsshouldbestoredawayfromproduce.Exhibit#2illustratesfoodsthatgiveoffandabsorbodious.Thiswillbeusedasaguideinsettingupstorageareas.

OrganizationOfFoodGroupsInRefrigeratedStorage Meatincoldestarea(usuallybackofwalk-in) Producestoredinfront DairyProductsarestoredasfarawayfromproduceaspossible


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CheeseandFatsareplacedincoveredcontainers GreenonionandScallionsandsimilaritemsshouldbebaggedSanitationOfStoreroomAreas

§ Washrefrigeratorsdaily;rinsewithsanitizingsolution.Thispreventscontaminationofnewfoods.Instructemployeestowipeupspillsimmediately.

§ Placethawingmeatsonracksabovepanssothattheywon'tdripontotheflooroffoodbelow.

§ RemovespilledfoodIMMEDIATELY.§ Sweepstoreroomfloorsdaily.

o Mopthefloorwithdisinfectantsafterstoringfoods.o Washwalls,storageshelvesandstoreroomequipmentonaregularbasis(bi-weekly

andweekly). Acompetentrefrigerationmechanicshouldperiodicallycheckcompressors,condensersandmotorsofbothrefrigeratorsandfreezers.RotationofProducts

Asboxesaredelivered,theyhavetheirdeliverydateontheorderitemstickerfromthesupplier.EnsurethatyouproperlyrotateyourproductsfollowingtheFirstInFirstOutprocedureforallitems(perishableandnon-perishable)

Whenstoring,newboxesareplacedbehindolderunusedproducttoensurethatolderproductwillbeusedfirst.

ManagementshouldinspectstorageareasDAILYtodeterminethestateoffreshnessofitemsstored.Thisincludesgivingattentiontoproductdatesandlengthofstoragetime.

FrozenFoodStorage-Temperature:-18CTo0C

§ 0COnlyusedtoholdfrozenfoodo Ifusedtofreezefood,thenfreezingtakesplaceslowly,thereforethereisexcessive

cellulardestructioniffood.§ Storefrozenfoodimmediatelyafterdeliveryasfluctuationsintemperaturecausessharp

icecrystalstogrowanddamageproducts.§ Allowfreeaircirculationaroundproduct.§ Iffoodhastobefrozentheproperprocedureistousefreezerwrap,ifavailable,(orplastic

bagsorfoilwrap)thenpressoutasmuchairaspossible,closetightly,labelanddate.o Placeinthefreezerdirectlyonashelfo DONOTPLACEONTOPOFFROZENFOOD.

o Thefreezertemperatureshouldbemonitoredonacontinuingbasisandifthefreezershouldbreakdownthetemperatureofthefoodshouldbetaken;ifitishigherthan7Candthawed,itshouldbeservedassoonaspossibleandnotrefrozen.


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FoodSupplyandHandlingMilkAndMilkProducts

o Shouldbepasteurizedo Milkfordrinkingshallbeinsingleservicecontainersorinsuitabledispensing

equipment.o Boththeseitemsmustberefrigeratedat4Corlower.o Cheeseshallbekeptwrappedorcoveredandkeptant4Corlower.o Gelatoandfrozendessertsshallbeheldat-12Corlowero Un-servedgelatoorfrozendessertsmustbediscarded.o Refrozengelatoordessertsmustbediscarded.o Creamandmilksubstitutesaresubjecttothesamerequirementsasdairyproducts.

MeatAndMeatProducts

§ Allfreshmeatandmeatproductsmustberefrigeratedat4Corlower.§ Frozenmeatandfrozenmeatproductsshallbeheldfrozenat-18orlower.§ Defrostfrozenmeatandmeatproductsinarefrigeratorat4Corlower.§ Vacuumpackagedmeatsandmeatproductsmustneverberefrozen.§ Cookedmeatsawaitinguseshallbe:§ Heldhotat60Corhigher§ Rapidlycooledandheldat4Corlowerfornomorethan72hours.§ Quickfrozen

o Cannedmeatsshouldbestoredattemperatureslessthan21C.o Vacuumpackagedmeatsshallberefrigeratedat4Corlowerandheldnolongerthan18

days.o Frozenvacuumpackagedmeatsshouldbeprocessedwithin4weeksofreceipt.o Ifavacuumpackagebecomesbroken(withfreshorfrozenproduce)itmustbeused

within24hours.FishandFishProducts

§ Freshfishshouldbeheldat0Corlower§ Smokedfishshallbeheldat4Corlower.§ Frozenfishshallbeheldsolidat-26C§ Defrostingfrozenfishmustbeunderrefrigerationat4C.§ Cannedfishorfishproductsshouldbekeptattemperaturesnotabove21C.§ Unusedcontentsofcannedfishmustberefrigeratedat4Candusedwithin24hours.§ Cookedfishawaitinguseshallbe:

o Heldat60Corhighero Cooledandheldat4Corlowerfornomorethan72hours.o Quick-frozeno ShellFishandOtherMarineEdibleFoods

§ Cannedproductsmustbestoresat21Corlower.§ Cansopenedandnotused,mustberefrigeratedandusedwithin24hours.


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PoultryAndPoultryProductso Freshorsmokedpoultryshallbeheldunderrefrigerationat4Corlowerforatimenot

exceeding72hours.o Frozenpoultryshallbeheldfrozenat-18Corlower.o Frozenpoultrymaybedefrostedinanyofthefollowingsways:o Underrefrigerationo Inplasticbagsincoldrunningwatero Undercoldrunningwaterinacontainernotusedforotherpurposes.

§ Cookedpoultryawaitinguseshallbe:§ Heldat60Corhigher§ Cooledat4Corlowerfornomorethan72hours§ Quickfrozenandheldsoliduntilrequired.§ Rawpoultryproductsmustnotcomeintocontactwithcookedpoultryproductsbecauseof

contaminationofsalmonellabacteria.§ Poultryshouldbecookeduntiltheinternaltemperaturehasreached82Casrecordedbyan

insert-typethermometerplaceddeeplyunderthedrumstick.§ Allstuffingordressingshallbecookedseparatelyfromthepoultry.

EggsAndEggsProducts

o Eggsmustcomefromanapprovedsource.o Eggsmustbestoredat4Corlowerandfrozeneggsat-18Corlower.o Defrostedwhitesofeggsshallbeusedwithin5day,yolksandmixtureswithin3days.o Frozeneggsmustbekeptintheiroriginalcontainers.o Driedeggsandtheirproductsshallbestoredattemperaturesof21Corlower.o Driedeggproductsmustnotbetransferredfromtheiroriginalcontainersandmustbe

usedwithin7daysofopening.o Reconstituteddriedeggproductsmustbeusedimmediatelyandonlyforbaking.o Crackedeggsshallnotbepurchased.

FruitAndVegetables-FreshAndProcessed

§ Theuseofover-ripeproduceshouldbeavoided.§ Allfreshfruitandvegetablesshallbestoredattemperaturesbetween4Cand10Ctoretain

maximumquality.§ Allfreshfruitandvegetablesmustbewashedandsprayrinsedthoroughlybeforeuse.§ Freshfruitandvegetablesmustnotbestoredinplasticbagsunlesstheyareventilated.§ Itissuggestedthatlong-termstorageforpotatoesbeat4Corlowerandtheywillnotbe

exposedtosunlight.§ Handlingandstorageareasforfruitandvegetableswillbekeptseparatefromotherfood

handlingareas.§ Storageareasmustbeemptiedandcleanedatleastonceaweekwithproperattentionto

insectcontrol.§ Frozenfruits,vegetables,juices,andproductsshallbeheldat-18Corloweruntilused.


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§ Defrostingfrozenfruitsandvegetablesandtheirproductsshouldbeunderrefrigerationat4C.

§ Defrostedproductsshouldbeusedwithin48hours.§ Cannedfruit,vegetables,andjuicesshouldbekeptattemperaturesof21Corlower.§ Onceasealisbrokenonacan,itmustberefrigeratedat4Corlowerandusedwithin72

hours.§ Cookedfruitandvegetables,ifnotusedatonce,shouldbe:§ Refrigeratedat4Corlowerforupto48hour§ Quickfrozenandheldat-18Corloweruntilneeded.

FatsAndOils

o Fatsandoilsshallbeheldinoriginalcontainerorinsuitableapprovedbulkstorageattemperaturesrecommended.

o Fatsforfryingshallbekeptcleanandfreefromfoodparticlesandshouldberefrigeratedat4Corlower.

o Sincechemicaldeteriorationoffatsandoilscancreateafirehazardandalsobecomerancid,usedfatsandoilsshouldbediscardedfrequently,basedontestsandconsultationwiththemanufacturers.

o Renderedfatspreparedonthepremisesshallbechilledrapidlyandheldunderrefrigerationat4Corlower.

o Rancidfatshouldbediscarded.o Non-edibleoilsusedforheating,lubrication,etc.shallbestoresinclearlymarked

containersindesignatedareasawayfromfoodpreparationareas.BakeryProducts

§ Allbakeryproductsshallbepreparedwiththefoodserviceoperationpurchasedfromanapprovedsource.

§ Custards,creamfilledoredibleoilsimulatedfilledbakeryproductsarepotentiallyhazardousfoodsand:

§ Shallbemadewithaminimumofmanualcontact§ Shallbemadeoncleansurfacesorwithutensilsthataresanitized§ Allfillingsandpuddingsshallberefrigeratedat4Corlower,inshallowpans,immediately

aftercookingorpreparationandhelduntilcombinedintopastriesbeingserved.§ Allcompletedcustardsorcreamfilledbakingproductsandthosewithedibleoilsimulated

fillersshall,unlessservedimmediatelyfollowingfilling,berefrigeratedat4Corlower.Suchproductsmustnotbestoredandlongerthan48hours.


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FoodMixturesPreparedAtAFoodserviceOperation§ Mixturesmaybecombinationsofpreparedfoods,withdressings,mayonnaise,mildbased

sauces,orotherapprovedstuffs.§ Componentsofmixturesshouldbekeptseparateandmixingdoneascloseaspossibleto

theplannedtimeofuse.§ Allutensilsusedinthepreparation,handling,orstorageofmixturesoffoodsmustbe

sanitizedbeforeeachuseandmaintainedinacleancondition.§ Mixturescontainingpoultry,eggs,meat,fish,orotherpotentiallyhazardousfoodsshallbe

heldat4Corlowerfornomorethan36hours.§ Hotmixturescontainingpotentiallyhazardouscomponentsshallbecookedat60Cor

higherandbeheldatthistemperatureuntilserved.§ Leftoverportionsshallbechilledrapidlyinonehourorlesstoaninternaltemperatureof

4Corlowerandusedwithin24hours§ Freshlymademixturesmaybequickfrozenandheldfrozenuntilrequired.


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ExamplesOfTypesOfFood-BorneIllnessesSalmonella

§ ComesfromRawpoultry,porkandfecesofinfectedhumans§ Incubationperiodis6-72hours,usually18-36hours§ Symptomsarefever,abdominalpain,diarrhea,nausea,vomitinganddehydration§ Implicatedfoodsarepoultry,meat,milk,egg,shellfish,puddingsandgravies§ Factorsthatcontributetoanoutbreakare:inadequaterefrigeration, holdingfoodsat

roomtemperature,inadequatecookingandreheating,preparingfoodsseveralhoursbeforeserving,crosscontamination,inadequatecleaningofequipment,infectedworkertouchingcookedfoods, obtainingfoodsfromcontaminatedsources.

Staphylococcal

§ ComesfromNoses,skinandlesionsofinfectedhumansandIntoxicationanimals§ Incubationperiodis1-8hours§ Symptomsareseverenausea,vomiting,cramps,usuallydiarrhea§ Implicatedfoodsareoneshighinprotein,custards,creamfilledbakedgoods,ham,poultry,

meatproducts,potatoandothersalads.§ Factorsthatcontributetoanoutbreakare:inadequaterefrigeration,workerstouching

cookedfoods,preparingfoodsseveralhoursbeforeserving,workingwithinfectionsuchascuts,acne,abrasionscontainingpus,holdingfoodsatwarmtemperatures.

Botulism

1. Comesfromsporesfoundinsoilandfish 2. Incubationperiodis2-3days3. Symptomsarevisualdifficulty,drymouth,sorethroat,difficultswallowing,speaking,

breathing,vomiting,abdominalpain,headache,andprogressiverespiratoryparalysis,sometimesfatal

4. Implicatedfoodsareimproperlyprocessedfoods,usuallylowacidfoods,fish,mushrooms,corn,beets,spinach,smokedmeats,peasandbeans

5. Factorsthatcontributetoanoutbreakare:Inadequateheatprocessingofcannedandvacuumpackagedgoods,inadequatecookingofcannedfoods.

HepatitisA

§ Comesfromfeces,urine,bloodofinfectedhumans§ Incubationperiodis10-50days§ Symptomsarefever,malaise,nausea,abdominalpain,jaundice§ Implicatedfoodsareshellfish,rawoysters,clams,milk,slicedmeats,andwater§ Factorsthatcontributetoanoutbreakare:Infectedworkerstouchingfood,poor

personalhygiene,inadequatecooking,harvestingofshellfishfromcontaminatedwaters,inadequatesewagedisposal


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FoodBourneIllnessProcedure

o FoodBourneIllnesses(FBI)arerare,butshouldbetreatedveryseriously.IfyouhappentogetaFBIcomplaint,pleasefollowthesestepsbelow:

o 3A’sofcustomercomplaints.Acknowledgethesituation,Apologizefortheirsickness,

Actbyhavingthemfillouttheformandconductinganinternalinvestigation.TellthecustomerthattheformwillbefaxedtoHealthServicesandtheywillconductaninvestigation.

o Conductinternalinvestigationofproductinquestion:Firsttryallproductsinquestion

on-line,theninthewalk-incooler.Assessitsstateandactaccordingly(UsetheFoodQualityChecklist)

o Investigateinhousetools;checkprepchartforlasttimepreppedandassesstheusages.

Checkorderguideforlasttimeordered.

o Fillin‘ManageronDuty’portionofFBIformandfaxfullformtoHealthServicesandtoHeadOffice.

o FollowupwithHealthBoardontheirinvestigation.

WhenanFBIisreported,HealthServicesdotheirowninvestigationintothefoodquestionedandsymptomsthatarereported.Iftheyfindthattheydocoincide,thentheycomeinstoretodoaninvestigationoffoodhandling.Ensurethatyourfoodhandlingproceduresarebeingfollowedandthatyourcoolingunitsareattemperature.

Tobebothproactiveandcautious,itiscriticalthatthemanagerondutycompletestheFoodQualityChecklisteverysingledaytoensurethatourfood

qualityistobothsafetyandservicestandards.


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FamosoAllergyProcedurePurpose

Toensurethatanyguestwithanallergyconcernistakencareof,andthereisnoriskofanallergicreaction.

Materials§ Allergyguidepostedinserverbinder,oratthebarandpostedinthebackofhouse.§ SauceandDressingingredientlistinserverbinder,oratthebarandpostedinthebackofhouse.

§ Twoclearlymarkedallergypeels,toonlybeusedforallergyorders.Thesepeelsshouldbewashedandsanitizedrightafteruse.

Procedure1. Guestexpressesanyallergyorstrictdietaryconcerns.2. Severtoaddtheallergymodifier,underKitchen/BarModifiers,tothebill.3. Servertoletmanagerknowabouttheallergyconcern.4. Pizzaiolostopromptmanagertogiveokonstartingbill.5. Managertotalktotheguesttodetermine:specificsoftheguest’sallergyandwhich

itemsareaffectedbytheallergy.Themanagerthenexplainsthatfoodwilltakelongerasitwillbemadeinaseparatesanitizedareatoavoidcross-contamination.

6. Managertocheckallingredientsofitemsthatareaffectedbytheallergyforpossibleingredientsthatwillcauseanallergicreaction.

7. Managercanthengivethegoaheadtothepizzaiolostomakethebill.8. Pizzaiolotowashandsanitizerhis/herworkareaandputonafreshpairofgloves.9. Pizzaiolostomaketheitemsintheback,withallproductsfromthewalk-incooleror

drystorage.Andallitemshavetoputonanallergypeel.Don’tforgettomakeallergyflatbreadforanysaladsorappy’s.

10. Onceitemsaremade,ifanythinghastogointotheoven,thestonehastobecleanedbeforedoingso.

11. Allergyitemsshouldbethefirstitemsintotheoven,andthefirstouttoavoidcrosscontamination.

12. Onceitemsareintheoven,metalpeelandpizzacutterneedtobewashedandsanitizedbeforeitemsarereadytobepulledout.

13. Ifanyfreshtoppingsorgarnishareneededproducthastocomefromthewalk-incooler.

14. Onceallergyitemsarerantotablethemanagershouldbeinformedagain,sothathe/shecandoaqualitycheckforthattable.

Allallergiesaretobehandledbyaboveprocedure,unlessguestgivesexpresspermissiontomaketheitemsonline.Managersdonothavetheauthoritytojudgehowseriousaguest’sallergyis.


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HACCP PROGRAM

Hazard Analysis Critical Control Point


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TABLE OF CONTENTS: HAACP INTRODUCTION DEFINITIONS POTENTIALLY HAZARDOUS FOODS (PHF’S) TOP TEN FOOD HANDLING PROCEDURES FOOD SAFETY PLAN – THE SEVEN STEPS OF HACCP DANGER ZONES CHECKLIST FOR MONITORING HACCP CRITICAL CONTROL POINTS FLOW CHART COOKING TIMES AND TEMPERATURE COOLER TEMPERATURE CHECK FORM HACCP FLOW CHART INTRODUCTION: HACCP This booklet had been created to help ensure that safe food handling practices are maintained in all Famoso Neapolitan Pizzeria's. It has been developed following government and food industry safety standards and uses the HACCP model. HACCP stands for Hazard Analysis Critical Control Point. This program was originally developed by NASA to make sure that all food on space flights was safe. It is not a complicated system but a simple means of identifying potentially dangerous areas in our food handling systems – hence the “critical control point”. This manual is not intended to replace proper food safe training but to enhance our food safe practices. By implementing and following these basic guidelines on a day-to-day basis we can all participate in ensuring our guests and staff safety. All locations are also required to have detailed cleaning and maintenance schedules for each piece of equipment. These schedules are location specific but must be approved by the Regional Manager..


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DEFINITIONS: HAACP

Cooling The lowering of hot food temperatures to a safe zone in a specified period of time. (See charts for details)

Critical Control Point/Steps Are the points or steps in food preparation where hazards can be controlled. A loss of control of one of these steps could cause a serious health risk.

Danger Zone Temperatures between 4 & 60 C and 40 & 140 F where pathogens grow in potentially hazardous foods.

Danger Zone – Super The super danger zone is between 20 & 49 C and 70 & 120 F and is the zone in which pathogens grow very rapidly.

Finger Cots Small plastic rubber tubes that provide waterproof covers for fingers with open wounds or sores.

Hot Hold The holding of foods at 60 C or 140 F or hotter

Ice Bath An ice bath is used to cool cooked or heated products to a safe temperature prior to be stored. Fill the sink with water and ice and insert the container. Ice water/bath should surround the product/container and the product should be submerged as far as possible.

Internal Temperatures A temperature taken with a thermometer in the centre of food. The temperature should always be taken at the thickest or deepest part of the food.

Pathogen A bacteria or virus, that if eaten, may cause illness. PHF(s) Potentially Hazardous Food(s). PHF’s are food that allow the survival or growth of pathogens or foods that may have been contaminated by pathogens.

Sanitize The application of heat or chemicals on a clean food contact surface to help destroy pathogens.


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POTENTIALLY HAZARDOUS FOODS (PHF’S) PHF’s are typically considered perishable foods. These are foods that will spoil if out at room temperature. They can be foods that support the growth of pathogens or food that may be contaminated by them. Food is considered to a PHF if it: n Originates from an animal or contains animal products. Meat, milk, shellfish, poultry are all considered PHF’s. n Originates from a plant (vegetables, beans, fruit) that has been heat treated or cooked.

n Is a raw sprout such as beans, alfalfa or radish.

n Is a cooked starch such as rice or pasta.

n Is a soy product such as soymilk or tofu.

Examples

PHF’s

Non PHF’s

Chicken, beef, pork and meats Pastries filled with meat or cheese Cooked rice or pasta Fried onions Opened food cans Tofu Coffee creamers Fresh Garlic in oil Fresh or cooked eggs Gravy Dry soup with water added

Beef Jerky Bread Uncooked rice or pasta Raw onions Unopened cans stored properly Uncooked beans Cooking oil Fresh garlic Powdered eggs Flour Dry soup mix


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TOP TEN FOOD HANDLING HAZARDOUS PRACTICES The top ten food handling practices are those practices known to cause almost all food poisoning outbreaks in food service establishments. The top five were the cause of 80% of all outbreaks. #1 Improper Cooling caused 30% #2 Advance Preparation caused 17% #3 Infected Person caused 13% #4 Improper Reheating for Hot Held Products caused 11% #5 Improper Hot Holding caused 9% #6 Contaminated Raw Food or Ingredient caused 5% #7 Unsafe Source or Food provider caused 4% #8 Use of Leftovers caused 3% #9 Cross-contamination caused 3% #10 Inadequate Cooking caused 2% #1 Improper Cooling It is a common misconception that if food is heated and cooked that pathogens have been killed. This is not true. Many pathogens form heat resistant spores that survive cooking and high temperatures. When the product is cooled and passes through the danger zone these pathogens begin to multiply again. To Prevent Improper Cooling Problems: Heated or cooked product must be cooled to 20C/70 F (room temperature) within 2 hours (use an ice bath and stir frequently) and then to 4C/40 F within the next 2 hours (in the cooler, continuing to stir frequently) for a total of 4 hours. Product cooling in the cooler, must have complete air circulation around it. You must then cover the product, product above 4C/40 F MUST NOT be covered. n Large volumes of sauces and soups are to be placed in smaller shallow containers to cool. n All soups and sauces are to be cooled using an ice bath. n Stir products frequently that are cooling n Use containers such as steel that help heat transfer where possible. n Cooked meats such as chicken breasts are to be placed in shallow pans in a single layer with a loose

covering in the walk in cooler to be cooled. n Larger cuts of cooked meats should be cut down in size where applicable prior to cooling. n Be sure that products cooling have ample air flow on all sides.


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TOP TEN FOOD HANDLING HAZARDOUS PRACTICES CONT #2 Advanced Preparation Many times foods that are prepared too far in advance are allowed to spend too much time in the danger zone. These products are usually left at room temperature too long, not heated, reheated or cooled properly or brought in an out of the danger zone too many times. Advanced preparation problems are common in buffet or catering services. To Prevent Advanced Preparation Problems: Prepare products as close to serving times as possible. Cover all products after cooling to prevent outside contamination. Leftover may only be reheated once. Date all prepared products stored in coolers. GENERALLY, PHF’s should be thrown out within 3 days if not used. #3 Infected Person Most people carry some form of pathogens on their bodies without knowing it. These can be carried in the gut, nose, mouth or even on hands and certainly in wounds. Often the person has no outward signs of illness. However, people with symptoms such as diarrhoea, fever, and hand infections are more likely to spread pathogens and should not be allowed to work in food areas. Remember some pathogens such as Salmonella and E.coli are very serious and are often passed on through workers. To Prevent Infected Person problems: All food handlers are to wash their hands frequently and properly. Hands are to be washed after handling raw meats, eating, using a toilette, blowing your nose or smoking. Food handlers with infected cuts on arms or hands must not handle food or utensils unless properly covered with a bandage and waterproof covering. When using rubber gloves or finger cots hands must still be washed frequently. Gloves and finger cots must be changed frequently and always after handling raw meats. Where possible avoid direct hand contact with food especially prepared food. #4 Improper Reheating for Hot Held Products Many previously prepared products such as soups, sauces and rice require proper heating prior to being held in a hot well or steam table for service. These products must be heated rapidly though the danger zone to a temperature of 74˚C/165˚F and be held at that temperature for at least 15 seconds prior to being held.


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TOP TEN FOOD HANDLING HAZARDOUS PRACTICES CONT To Prevent Improper Reheating for Hot Held Product Problems: Use a direct heat source such as a stovetop, oven, steamer or microwave to heat all products. Do not use steam tables or hot wells for heating. These cannot bring items to a safe temperature fast enough. Rotate and stir product frequently while heating. This is very important when using microwaves, which do not heat products evenly. Keep thermometers close and check all temperatures. Remember that a product that looks or smells hot is not necessarily hot. #5 Improper Hot Holding Hot holding units and steam tables are meant to keep food over 60 C/140/ F or hotter. These are temperatures where pathogens will not grow. To Prevent Hot Holding Problems: Check the holding unit frequently to ensure correct temperatures. Make sure water levels are appropriate. Do not heat products in these units Put only product that has already been heated to over 74 C/165 F into the holding unit. Do not turn off elements and allow food to cool in these units. #6 Contaminated Raw Food or Ingredient Many raw foods contain pathogens and are a high risk when served raw. Although raw oysters, sushi/sashimi and rare hamburgers may be popular, they are considered to be a risk and remember you cannot necessarily see, taste or smell a pathogen. To Prevent Contaminated Raw Food or Ingredient Problems: Buy all foods from our recognized products suppliers and distributors. Avoid serving high-risk products to high-risk guests such as seniors and children. Cook all hamburgers to safe temperatures (well done). #7 Unsafe Source All of our food is purchased through reputable and approved sources and suppliers. Foods from unapproved suppliers and sources may be cheaper but can contain high levels of pathogens. These operations often buy and sell product that has been obtained illegally through closed fisheries, poached game and fish and or rustled cattle. They often do not have equipment and facilities to properly process, store or transport products safely.

To Prevent Unsafe Sources Problems Buy all food from approved sources.


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TOP TEN FOOD HANDLING HAZARDOUS PRACTICES CONT #8 Use of Leftovers Leftovers that are intended to be served hot are at risk as PHF’s. Often they are not cooled or reheated properly and hence stay in the danger zone too long or pass through it too many times. These foods are also often contaminated from other products such as raw meat while being stored in the cooler.

To Prevent Use of Leftover Problems Leftovers may only be reheated once Throw out all leftovers that have already been heated once. Following proper cooling and reheating procedures for all leftovers Cool leftovers in loosely covered containers and then seal properly once cooled. #9 Cross Contamination Certain high risk products such as raw meats can be expected to contain pathogens. Use extreme caution when handling them. Cross contamination happens when something is accidentally introduced or placed in a product where it is not normally found. A typically example is when pathogens from raw foods are found on prepared food. To Prevent Cross Contamination Problems: Use separate cloths, cutting boards, sinks and utensils for prepared and raw products. If same sinks, containers, cutting boards and utensils are used for both they must be washed with detergent and sanitized with bleach between uses. Use separate storage areas for raw and prepared products. Store dry goods above wet goods. After handling raw food wash hands properly. Keep all wiping cloths in a container of sanitizer solution. Use clean utensils not hands where possible to handle cooked products. #10 Inadequate Cooking Proper cooking is one of simplest and best ways of ensuring we do not have any food –poisoning outbreaks. Proper cooking kills all pathogens (except spores) or at least reduces their number to a point where they can not make people sick. Inadequate cooking is often by accident by trying to cook frozen or slightly frozen products in the same time period as thawed products. To Prevent Inadequate Cooking Problems Check internal temperatures of cooked products. Do not rely on time alone to determine if a product is cooked. For large products or volumes of products check the temperature in several areas.

FOOD SAFETY PLAN – THE SEVEN STEPS OF HACCP Creating and ensuring that all of our locations implement and maintain high food safe standards is of critical importance to all of us. To help create this plan HACCP contains seven simple steps that should be followed. Step 1: Find and identify potential food safe hazards and assess their severity of risk. Think about our menu and the items we sell. Where are menu items purchased? How are they shipped, stored, prepared, cooled, cooked, reheated and served. Step 2: Identify where and when we have to control the hazards for each menu item.


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Here we need to identify specific areas in preparation where hazards can best be controlled. This is where pathogens can be killed by cooking or controlled to prevent or slow their growth. Step 3: Setting critical limits or procedures to control hazards. Once food safety hazards are identified and we determine where to control them we can set limits to control the hazard at each step or critical control point. This means setting and following minimum cooking temperatures/times and the maximum to cool foods and heat foods.

Step 4: Check the critical limits Having critical points and limits in place is only effective if we monitor and check them frequently. Food handlers must be trained to constantly follow procedures and check results.

Step 5: Set up procedures to handle control problems Problems happen when critical limits are not met or a process or step does meet the limits set. These procedures or “corrective actions” must be understood by all. An example of a corrective action maybe that when products being received are being checked that unacceptable products are not accepted. If a problem is found it must be corrected immediately. Step 6: Keep accurate records and review them regularly. Records must be kept. Temperature control forms, line checks etc must be filled in regularly and frequently reviewed. The trends that good record keeping can identify are critical in ensuring corrective action can be taken.

Step 7: Check you food safety plan regularly To maintain a solid food safety plan we must check it regularly and make sure it is complete, accurate, up to date and most importantly followed. As suppliers, products, recipes and procedures change these changes must be incorporated into the food safe plan.


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DANGER ZONES

Cooling times and temperatures

Degrees Celsius Degrees Fahrenheit

100 Water Boils 212 Danger Zone 60 140

Foods must be cooled in under 2 hours in this range 20 70

Foods must be cooled in under 2 hours in this range 4 Safe Cool Storage 40 0 Water Freezes 32 -18 Store frozen 0 products


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DANGER ZONES CONTINUED

Cooking/Heating times and temperatures

Degrees Celsius Degrees Fahrenheit

100 Water Boils 212 74 Products must be heated 165 Wild game and stuffed products

this temp prior to holding must be heated to this temp for at least 15 seconds 74/165 is the internal temp for cooked product 68 Internal temperature for 155 ground meat, fish & eggs not being served immediately 66 150 63 145 60 Minimum Hot Hold Temp 140 Danger Zone


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CHECK LIST FOR MONITORING HACCP

Equipment Checks ü Calibrate Bio-thermometers daily ü Check dishwasher temperatures throughout the day ü Check dishwasher chemicals throughout the day ü Check glass washer temperatures throughout the day ü Check glass washer chemicals throughout the day ü Check hot well/steam table temperatures ü Check all refrigeration/freezer temperatures throughout the day ü Calibrate and check all cooking equipment weekly in A.M. such as broiler, flattop, ovens

and fryer. ü Record all temperature checks on appropriate forms and keep all records for at least 90

days

Checks for Food Temperature/Procedures ü Follow all proper preparation and cooking methods ü Temperature check all products being cooled prior to storing ü Temperature check all products being heated prior to holding ü Temperature check all hot held products every two hours ü Temperature check sample cooked products such a hamburger and salmon frequently


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CRITICAL CONTROL POINT FLOW CHART

Sourcing Products Order all products from approved suppliers

Storing Products Rotate all products Date all products Store fresh and prepared products separately from raw products Keep all products covered Check cooler & freezer temps daily

Receiving Products Check all products Rotate and Date all stored products Reject open or damaged containers

Preparing Products Cook all sauces and soups for recommended time periods and to correct temps. Check internal temperatures of cooked products especially meats. Wash hands regularly

Thawing Products Thaw products in cooler or under cold running water Never thaw at room temperature Product should be submerged in running water and areas kept under 4 C/40F

Cooling Prepared Products Use ice water baths Use shallow containers Check temperatures prior to storing Cover and date all products

Heating & Reheating Products

Rapidly heat all products through the danger zone Stir products while heating Do not use hot/steam tables to heat products

Cooking Products Check internal temperatures

Serving Foods Use utensils instead of hands whenever possible when handling prepared foods


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COOKING TIMES & TEMPERATURES

Product Method Internal Temperatures

Poultry Pre Roasted Chickens Raw Chicken for Julienne Pre cooked Julienne Raw Chicken Breasts

Microwave/Bake 350 F Oven for 8 –10 min Grill/Sauté Grill/Sauté – guest direct

74C/165F for 15 Seconds Must be fully cooked 74C/165F for 15 Seconds 74C/165F for 15 Seconds

Seafood

Whole Fresh Mussels Salmon Fillet Cod/Halibut Filet

Sauté (discard open muscles) Bake Deep Fry

Surface Temp 74C/165F Shell colour changed 74C/165F for 15 Seconds 74C/165F for 15 Seconds

Meats

Whole Muscle Steaks Ground Beef Pork Chop & Rack of Lamb & Pre cooked Pork Ribs & Raw Pork Rib

Grill Grill/Flat-top Sear/Bake Sear/Bake Grill 325F oven for 3.5 hours

Surface Temp 63C/145F & external colour change Internal Temp 74C/165F for 15 Seconds All must be an Internal Temp 63C/145F & held for 15 seconds Must be fully cooked

Soups & Sauces

All

Heat/reheat all soups and sauces on stove top Do not use steam table to heat

Heat to an Internal Temp 74C/165F for 15 Seconds Hold at a minimum of 60C/140F

Stuffed Foods

Baked Potato

Microwave/bake

Heat to an Internal Temp 74C/165F for 15 Seconds

Hot Sandwiches

Cooked beef/chicken

Flat-top


Pastas & Stir Fries

All

Sauté/flat-top


Microwave Cooking Reminder Stir product midway through cooking and cover with a loose or slit covering. Note: Internal temperatures are minimum food safe temperatures not guest preference. Please ensure all recipe cooking times are followed.

Step Food Safety Hazards Critical Limits Monitoring the Critical Steps Corrective Actions

Purchasing

Contamination & or Growth of Pathogens

Store PHF’s below 4C/40F

Purchase food from approved vendors, licensed and federally inspected

Reject food from non approved vendors

Receiving

Contamination & or Growth of Pathogens


Check temperatures of products delivered Visually inspect all products

Reject load if above 4C/40F Reject broken or open cases

Refrigeration & Cold Holding

Grown of Pathogens


Check internal refrigeration temperatures every 4 hours Date & rotate all product Use ready to eat products in 7 days

Lower temperature Discard ready to eat food if over 7 days

Preparation

Contamination

Use clean utensils Sanitize prep areas cutting boards

Ensure all utensil, cooking pots, mixing bowls etc are clean prior to use

Wash/re-wash any unclean equipment prior to use

Cooking

Survival of Pathogens

Heat to a minimum of 74C/165F & hold for at least 15 seconds

Check temperature prior to hot hold Use clean sanitized thermometer

Continue to heat to 74C/165F & hold for at least 15 seconds * Exceptions

Hot Holding

Growth of Pathogens

Hot hold at a minimum of 60C/140F

Check temperatures in hot hold every 2 hours Use clean sanitized thermometer

If less than 60C/140F reheat PHF’s to 74C/165F & hold for at least 15 seconds Discard if over 2 hours

Cooling

Growth of Pathogens

From 60C/140F to 20C/70F in 2 hours then to 4C/40F in 4 hours

Check temperatures while cooling & prior to storage of all PHF’s Use clean sanitized thermometer

Discard product if time or temperature standards not met

Reheating

Survival of Pathogens

Heat to a minimum of 74C/165F & hold for at least 15 seconds

Check temperatures in hot hold every 2 hours Use clean sanitized thermometer

Discard product if time or temperature standards not met

HACCP FLOW CHART FOR PHF’S

* Some exceptions to these temperatures are in effect. Please see cooking times and temperature chart


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Chapter11RestaurantGuidelines


173

PatioLaunch

EverylocationwillreceiveaPatioLaunchpromptfromtheirRegionalManageratleast6weeksbeforethepatiolaunchdatetoensurethatstoresareplanningandpreparingtoopenforasuccessfulpatioseason.

OpenDateRegionalmanagerswillspecifytheRegionalPatioLaunchdates.Thefirstpatioopeningdateisdependentontheweather,buttoensurethatwemaximizethepotentialofyourpatioseason’ssales,wesetanopeningdatetoensureyourlocationisreadytogonolaterthanthisdate.RMswillsendthePatioSETUPInstructions,ChecklistAndSignOff(onnextpage).RMSwillarrangetoformallyreceiveandsignoffpatioopensareneeded.Thechecklistismeanttoensurethateverylocationissetupandreadyfortheirpatiolaunch.

PatioOpeningProcess

§ RMswillsendthePatioLaunchInformation&Checklist§ EveryGMisrequiredtocompletetheirPatioSetUpChecklistoncetheirpatiosarereadyto

go§ GMswillthennotifytheirRegionalManager§ RMswillfollowuponthealreadycompletedPatioChecklisttoensurethatyourpatiois

100%setupforsuccess

AlthoughyourRegionalManagerwillbesendingyourlocationsthePatioLaunchinformation,openingyourpatioisyourprocessandresponsibility.Ensurethatasamanagementteam,youdelegatetasksandworktogethertoensurethatyourpatioopenisasorganizedandseamlessaspossible.


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FamosoSpring/SummerPatioSETUPInstructions,Checklist&Signoff

Location:___________________

ThisismeantasaguidewhensettingupyourpatiofortheSpring&Summer.ThefollowingitemsapplytoALLstores:

TablesAndChairs

§ IfinStorage,bringbacktothestore§ �Checktoensurethatallchairsareallingreatcondition(norips,notears,nostains,not

broken)§ Checktoensurethatalltablesareingreatcondition(legsareingreatcondition,table

basesareingreatcondition,tabletopsareinperfectcondition)§ Wipedownandsetupasperyourlocationsfloorplan

HeatLamps

§ IfinStorage,bringbacktothestore§ Checktoensuretheyareingoodworkingorder§ Wipedownandplaceonpatio§ Startupgaslines(ifapplicable)§ Fillpropanetanks(ifapplicable)§ Un-winterizeheatlampsandun-cover�

TurnOnPatioPower(IfApplicable)

§ Turnonoutletbreakers§ Checktoensurealllightsareingreatcondition(nobrokenlightsorbulbs)§ Changeallburntoutlightbulbs

SoundSystem

§ Turnonsourceequipmentpower§ Un-coverspeakers(makesuretheyaredry!!!)§ Checktoensureallspeakersareingreatcondition(clean,allwork)Makesuretoactually

listentoeachspeakertoensuresoundiscomingoutofeachone.§ Checktoensurealllightsareingreatcondition(nobrokenlightsorbulbs)§ Changeallburntoutlightbulbs


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PatioCleanliness&SetUp

§ PatioFloorsareclean(recommendpressurewashingthefloors)§ Glasswindows/glasspartitionsareclean§ ContactyourPestcontrolreptoensuretheyadjustforpatioseason(settingtrapsfor

patiobugsandrodents)§ Allpatioopening,changeoverandclosingchecklistsareuptodate,printedand

laminated§ Menuholdersareinpristinecondition(numbersareonthemenuholders,clean)§ Changeallburntoutlightbulbs

PatioPars

§ Glasswareparsareincreasedtoadjustformoreseating(ifneeded)§ Plate-wareandcutleryparsareincreasedtoadjustformoreseating(ifneeded)§ Foodandbeverageparsareupdatedbasedonpatioopenprojections(ifneeded)§ Drygoodsparsincreased(napkins,Togoboxes,etc…)§ Ensureyouhaveenoughpencilstosupportthepatio

CompletedDate:___________________

GeneralManager:___________________

RegionalManager:___________________


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PatioMaintenanceAndOperations

Patiodiningisaboutthetotalpatioexperience.Agreatpatioexperienceisn’tsimplythebestfood,butaboutpatiosthatprovidetheappropriateatmosphereforrelaxingwithfriendsinthesun(orshade).Itdoesn’tmeanthatfoodisn’timportant,asitisalwaysapriority,butitisn’ttheonlyToppriorityforourguests.

Ifyouwantapatiothatguestsdeemasoneoftheirfavoritespotstohangoutinthesummer,createapatiothatwillmakeguestswanttobringbacktheirfriendstoenjoythefood,serviceandaddictiveatmosphere.

DecorAddingplantsorevensmallshrubsortreesisagreatwaytospiceupyourpatioandmakesurethateveryonefeelscomfortableandrelaxedinawelldecorateenvironment.

PatioHeaters

§ Makesurethatyourpatioheatersarealwaysworking§ Ensurethateverymanagerknowshowtolightthepatioheaters§ Ensurethateveryserverknowshowtolightthepatioheaters§ Ensurethatwhenthepatioheatersareturnedoff,thegaslineisalsoclosed§ Ensureifapatioheaterbreaksdown,thatyouapplyimmediateurgencytogetitrepaired.Ifyourpatioiscoldandthereisnoheat,thiswilldeterguestsfromwantingtositonyourpatio

PatioUmbrellas§ Ensurethatyouhaveenoughumbrellasandumbrellastandswhenpreparingyourpatio

plans§ Ensurethatallserversandmanagersknowtheproperumbrellaplacementonyourpatios.

Thisistoensurethatyoucanprovideshadethroughoutthepatioinsteadof1or2shadeclustersonyourpatio

§ Ensurethatyourumbrellasareclosedwhenitiswindy.Thiswillensurethatyourumbrellasdonotbreakorflyawayinthewind.

§ Ensurethatyouumbrellasarenotopenednearpatioheatersortheywillcatchonfire.§ Ensurethatyourumbrellabasesandumbrellasarecleanedandwellmaintainedthroughout

theentirepatioseason.PatioCleanliness

§ Ensurethatyourpatioiscleanedandwellmaintainedallthetime.§ Ensurethatpatiocleanlinesschecklistsarerolledoutforthestafftobeginfollowingfrom

thePatioLaunchdatethroughtothePatioClosuredate


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PatioOperations§ ItistheFamosocompanystandardtoopenthepatiowhenthetemperatureoutsideis15

degreesandnicer.§ Thepatiomustbesetupeverysingledaythroughtheentirepatioseason

PatioClosuresAndWinterizing

Itisimportanttotakeadvantageofeverynicepatiodaythroughtothecoldseason.Peoplerememberwhohadtheirpatiosopenanditwillboostyoursalesthroughtonextpatioseasonifyoutakeadvantageofeverypossiblepatioday.Itsetstheprecedenceforapatiodrivenbrandfornextyear.

ClosureDateRegionalmanagerswillspecifytheRegionalPatioClosuredates.Thelastpatioclosuredateisdependentontheweather,buttoensurethatwemaximizethepotentialofyourpatioseason’ssales,wesetaclosuredatetoensurethatalllocationsareopenuptoacertaindaytokeepourmarket’sconsistent.Youmaykeepyourpatioopenpastthespecifieddatebutmaynotclose/winterizeyourpatiobeforethisdate.

PatioClosingProcess

§ Makesurethatyourlocationhasastorageplanforallyourpatiofurnitureandequipment § Makesurethatyoucleaneverythingbeforeitistakentostorage § Makesurethatyouarrangeagoodcleaningofyourpatioonceeverythinghasbeenremoved.

o Recommendhaveyourpatiopressurewashed.Guestswillstillseeyourpatios,asmostpatiosarerightbytheentranceand/orparkinglot.

§ Makesureyourmonitoryourpars.Althoughusageswilldecreaseinsomelocations,thismightnotapplytoyourlocation.Somelocationshaveexperiencedanincreaseinsales.

Ensurethatyouaresetupforsuccessthroughtotheendofyourpatioseasonleadinguptothepatioshutdown.Itisveryimportantthattheshutdownprocessisasseamless,organizedandcleanaspossiblesothatwedonotaffectourguestexperiences.


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GuestFeedbackLetters

Guestfeedbackisavaluabletool.Wemustusethistool,asitisaspecificmeasureofoperationsopportunitiesthatguestsmayhaveexperiencedinyourlocationthatyoucannowtakeanddirectlyinfluencepositivelyforallguestsmovingforward.WhenyourlocationreceivesguestfeedbacktheGMshouldreviewtheguestbulletinwitheveryserver,pizzaioloandmanagertoensurethatallexecutionopportunitiesareaddressedandgoalsaresettoavoidthesameopportunitiesfromreoccurringinyourbusiness.Thebestwaytoavoidnegativeguestfeedbackistoensurethatitallguestexperienceopportunitiesarehandledbythekeymanagerworkingthatshifttoensurethateveryguestleaveshappyandtakencareof.Nomatterhowmanytimesaserverapologizesandhowwelltheytakecareofaguest,themanagermustmakesuretheyleaveanappreciativeimpressiononthetable.Asamanagementteam,workwithpizzaiolosandserverstoemphasizetheimportanceofwell-roundedguestexperiencesthroughguestexperienceawareness.Developingtheserverstoensuretheyareabletoidentifywhenaguestisfrustratedsotheguestdoesnothavetogetupfromthetabletoseekoutanyoneoranythingduringtheirvisit.Sometimesaregularguestmighthaveverycasuallymentionedthereisapossibledelaywiththeirfoodordrinksandthatit’snobigdeal.Thinkwhenyougoout,asamanagerinthisindustryyouareprobablymuchmorepatientandunderstandingandhaveanicertonewiththestaffandmanagerswhenmakingacomplaint.Weneedtomakesurethatwearelisteningforeventheslightestopportunitytonotjusttakecareoftheguest,buttoexceedtheirexpectations.Thiswillensureweworkdiligentlyinstore,toavoidnegativeguestfeedbackletters.Whenyoudoreceiveguestfeedback,gettheinformationdowntoyourstaffandmanagement.Don’tjumponthedefense.Usethefeedbacktoimproveyouroffense.Remember,itisalwaysbettertobebusythanberight.

GuestBulletin

Yourlocation’sRegionalManagerwillsendyourGMandyourstoreaGuestBulletinwiththerecentGuestfeedbackonitforyoutopostinyourstaffareaandreviewwithyourmanagementteamandstaff.

§ Posttheguestbulletininyourstaffpostingsarea§ ReviewtheGuestBulletininpreshiftstoimpactfutureguestvisits

GuestFeedbackForm Yourlocation’sRegionalManagerwillsendyouaFeedbackFormupdatedwiththerecentGuestfeedbackopportunities.


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§ TheGMofyourlocationmustcompletethefeedbackformandsenditbackbytherequesteddateontheGuestfeedbackemailthatissenttoyourstore.

Thereare3potentialareasthatcouldhavebrokedownthatwouldhavecausedtheguesttohavetogohomeandsubmittheirfeedbackthroughinfo@famoso.caIntheActionPlanAndCommitmentssectionoftheGuestFeedbackForm,pleaseidentifywhatcausedthebreakdown,whichcausedtheguesttocomplain,andwhatyourcommittedactionplanistoensurethesameopportunitiesdonothappenagain.

§ WasItACareIssueo Didthebreakdownoccurbecauseastaffmemberdidnotactontheguest’s

complaint?ü I.E.aserverdidn’tapplyurgencytotheguestsfeedbackanddidnot

letamanagerknowo Didthebreakdownoccurbecauseastaffmember’spoorattitudeaffected

theirperformance,whichnegativelyaffectedtheguestexperience?ü I.E.apizzaioloworkingonlinewasslowingeveryonedownbecause

theyweremessingaroundandcausedadelayinthekitchen.ü I.E.aserverwentonasmokebreakwhiletheywereresponsiblefor

thistableanddidn’tletamanageroranotherstaffmemberknowtostepintoensuretheguestsweretakencareof.

§ WasItATrainingIssueo Didthebreakdownoccurbecauseofabreakdownintraining?

ü I.E.anewtoppingspizzaiolosdidn’tseeamodificationwhichcausedaremakedelayedtheguestsfoodbilltime

ü I.E.Bartenderneedsmoretrainingonspecsorspeedü I.E.Floorserverdidn’tgiveapropertableintroductiontothetable

soguestsweren’tawareoffeatures.§ WasItASystemBreakdown

o Didthebreakdownoccurbecauseofasystemthatwasn’tfollowed?§ I.E.Guestwasupsetbecausetheyhadtogetuptopayaftertheir

experiencebecausetheserverwasavailableand/ordidn’tbringtheterminaltothetable.

§ I.E.Veteranserveruseanipadandmadeanerror.§ I.E.Issuewithtakeouttime.Storewasn’tusingorimplementingthe

takeouttracker.


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Complaint/FeedbackFormFeedbackdate: DateofVisit: Storelocation: OperationsManager: StoreGM: IssuesAtHandFromEmail:PossibleReasonsForTheseIssues:ACTIONPLANANDCOMMITMENTS:*CAREISSUE:*TRAININGISSUE:*SYSTEMBREAKDOWN:


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Generalfeedback/discussionpoints:

Chapter12CashManual


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FamosoCashManualOpen/ShiftChange/CloseCash-OutDetailedProceduresOpen(EstimatedTime30Mins)

§ Getallmaterialsfromsafe(Day&NightCash,PettyCash,Tips,Overages,depositbagandslips.)

§ CalculateDepositfromEndofDayCash-out.§ TakeoutbothCashOutsheets(Day&NightServers’),addthe2depositstogether,andverify

thatthetotalisequaltotheamountyouenteredintothe“POSCalc/declared(cash)”§ IfthedepositsdoNOTadduptothesameamountbuttheDRSbalancesat$0.00thenatleast

1oftheservers’depositsisincorrect.Makesuretoverifytheservers’deposits(POSCalc/Declaredonthe–Debit/CreditTotal)

§ Doublecheckthattheservershaveactuallyputasidethedollaramounttheyclaimedtohavedeposited

**Note**Ifthedayornightdepositisshortorover,pleaseadjust.RemembertoalwaysfollowProvincialLaborStandards.

§ Consolidatethedepositsintoonebutdonotsealinthedepositbagyetasyoumaywanttoexchangesomeofthebillsfromthetillsfordifferentdenominations

§ EntersalesdataintotheDRSsheetoftheP&L.(Makesuretouseendofdayssaleswhichshouldhavebeenprintedbynightmanager.)

o “HeadOfficePromo”and“StorePromo”arefoundinthe“Coupons”sectionofthePOS’sEndofDayReport

o Petty Cash is any payout receipts thatwere in the till, and are beingmoved toreceiptfolderforentryintotheInvoiceJournal.

o “Tender”canbefoundby:§ ManuallyaddupthetotalsforMasterCard,AMEX,Visa,fromtheCreditDebitHandheldsEnd

ofDayreports§ ForGiftCardsaddupthetotalsfromthehandheldcredit/debitmachines,andthenaddthe

GiftCardSalestotalfromthePOSEndofDayCash-out.


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o “POSCalc/declared (cash)” is theamountof cash thatwas receivedand is tobedeposited.Toformulatocalculatethecashdepositis:

o “POS Cal/Declared” on the POS’s End of Day (about 2/3 of the way down thereport)minusthetotalDebitsandCredits

o MakesurethatthebalanceatthebottomoftheDRSis$0.00• ConfirmDayandnightCash-outbyensuringdeposit is correct and till is

balancedto$400.• Starting with the day till, go over all promos. Make sure that all of the

receipts for coupons and promos add up to the amount recorded on thePOS summary and that they have all been recorded properly on theserver’scashoutsheet.

§ Counttheentiretill.Theeasiestandsurestwaytodothisistomakesurethatthedollaramountthatyoucountisthesameaswhattheservercountedforeverydenomination(don’tforgetrollsandpayoutreceipts)

§ Takeoutanyandalloverages/replenishanyshortages.§ Setupthetillsothatithasasufficientamountof$ineverydenomination.

o Fora$400tillagoodwayofsettingitupis:ü 3x$20=$100ü 8x$10=$80ü 20x$5=$100ü 1ofeachroll=$92ü Therestof$incoin

**Note**Ifyoudonothaveenoughofanybilltoproperlysetupthetills,buysomefromthedepositorPettyCash

§ Putallcouponsthathavebeenredeemedtotheside(storespecific,Groupon,andHOcoupons).

§ TakeanypayoutreceiptsandenterintoDRSinPettyCashrow.§ Re-countdeposit,confirmthatcashbalances.§ Recountyourdeposit(ifyouhavechangeditatall)andmakesurethatitisstillthecorrect

amount§ Recordyourdepositinthedepositbookwiththefollowingprocedure:

o Putthecash-outday’sdateontheright-handside&yourinitialnexttoito Writedownthedenominationsthatyouaredepositingontheright-handsidebelow

thedate


184

o Writethetotalamountofmoneybeingdepositedinthetwoplacesthatsay“CashSubtotal”aswellasattheverybottomwhereitsays“DepositTotal”

o PuttheDepositslipinthecorrectsectionofthedepositbag.o Putallcashinthedepositbago Makesureallfacesarealignedandlargerbillsareinthebacko Rollthebaguptoremoveexcessairo Recordthedateanddeposittotalontheremovableslipatthetopofthebago Removeslipandsealallsectionsofthebago Foldslipinhalfandstapletothematchingpageofthedepositbooksothatthebag

numberisvisible• Combineallreceipts(notphysicalcoupons)andbundle.• Trackcoupons

ü TrackstorespecificGiftCertificateinyourstorespecificLCMtrackerworkbook

ü PlacereceiptbundleinRubbermaidcontainer.ü PlaceHeadOfficecouponsintoheadofficepencilcase.ü Placestorecouponsintostorecouponpencilcase.

• Countbothtillstoconfirm$400.ü Sellanyreceiptstopettycashandfilloutbalancesheet.

• Placeanyoveragesinovershortandfilloutbalancesheet.• Recountpettycashandfilloutbalancesheet.• GiveDaytilltotheopeningserver• Recordopeningmovieticketbalance.


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ShiftChange(Estimatedtime30mins)

§ Discountallbills(DayManager).§ Makenightfloorplan.(NightManager)§ Combinetillsintotill#1(DayServer).§ Gettipsready(sellcointotills)(DayServer).§ GivenightfloattoNightTillservertocount(NightManager).§ Confirmnighttillis$400(NightServer).§ SignoutalltillsfromDayServer,besidestill#1.(DayManager).§ Print2copiesGlobalReportsonallterminals(DayManager).

a) Pressthefarrightbottombutton.(Rightabovethe3keys).b) PressEmployeeReportsc) PressTotalsReport

§ GlobalPaymentDevices§ Pound(#)§ Adminname1enter§ Adminpassword–12345677f–enter§ 0–reportsmenu;1–servermenu§ 2–summaryforall§ 1-print§ PlaceonecopyoftheDayGlobalReportsintotheNighttill.(DayManager)§ ClockinNightServeronTill#2(NightServer)§ Letallserversknowthattheyhavechangedovertonighttill.(NightManager).§ OnTill#1transferallopentablestotheNightServer(DayManager).§ OnTill#1printcash-outforDayServer(DayManager).§ OnTill#1clockoutDayServer(DayManager).§ DoblindcountofDaytill(DayManager).§ CompleteDaycash-out(DayServer).§ Filloutallcouponsandmakesuretotalmatches.§ Addbothdebitterminaltotals,andsubtractPOScalcdeclaredtogetdaydeposit.Count

depositandbreakitdownoncashsheet.§ Counttilltoensureitbalancedto$400.***Iftilldoesn’tbalancerecounttotaltilland

ensurecorrectmathisdone.Ifstillnotbalancedcheckandensuretipsareaccurate.Serverscouldhavepossiblytakenouttomuchmoney.

§ Douptips(DayServer).§ Adjustallemployeessignin/outtimes(DayManager).§ RecordDayBillTimesonManagerClipboard(DayManager).§ RecordDayServerandPizzaiololaborandproductivityonManager§ AdddaylaborandproductivitytolaborsheetsintheP&L.


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ToPrintDayLaborandProductivitygoundermanagerscreen,sales,AndDAY:Printsales.Thereare2mealtimes,#1isopenuntil4pmand#2is4pmtoclose.Saleswillbeforthesemealtimes.Makesureyouconfirmlaborandhoursbeforeprintingthisreport.

§ CountandrecordbilltimesintoDRS.§ Clipboard(DayManager).

a) OpenBackOffice§ HitManagerbutton,thenBackOffice

a) PressReportviewerb) OpenEmployeesFolderc) RunDailyLaborComparison

§ ReconcileMovieticketssoldonManagerClipboard(DayManager).§ Collectcash-outfromserverandputinsafe(DayManager).§ WriteallshiftnotesintoManagerCommunicationBook(DayManager)

Close(Estimatedtime30mins)§ Discountallbills(NightManager).§ Combinetillsintotill#1(NightServer).§ Gettipsready(sellcointotills)(NightServer).§ SignoutalltillsfromNightServer,besidestill#1.(NightManager).§ Print1copyGlobalReportsonallterminals(NightManager).

a) Pressthefarrightbottombutton.(Rightabovethe3keys).b) PressEmployeeReportsc) PressTotalsReport

§ GlobalPaymentDeviceso Pound(#)o Adminname1entero Adminpassword–12345677f–entero 0–reportsmenu;1–servermenuo 2–summaryforallo 1-printo Settlement:Press'6'o Password-12345677Fo Closebatchanddepositfundso OnTill#1printcash-outforNightServer(NightManager).o OnTill#1clockoutNightServer(NightManager).o DoblindcountofNighttill(NightManager).o CompleteNightcash-out(NightServer).o Douptips(NightServer).o Adjustallemployeessignin/outtimes(NightManager).

a) Everyoneexceptthemanagershouldbeclockedout.§ RecordNightBillTimesonManagerClipboard(NightManager).


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§ RecordNightServerandPizzaiololaborandproductivityonManagerClipboard(NightManager).ToViewLabor:

a) OpenBackOffice

i. HitManagerbutton,thenBackOfficeb) PressReportviewerc) OpenEmployeesFolderd) RunDailyLaborComparisone) Subtractdaynumbersfromtotalstogetnightnumbers.

ToPrintNightLaborandProductivitygoundermanagerscreen,sales,AndDAY:Printsales.Thereare2mealtimes,#1isopenuntil4pmand#2is4pmtoclose.Saleswillbeforthesemealtimes.Makesureyouconfirmlaborandhoursbeforeprintingthisreport.

§ ReconcileMovieticketssoldonManagerClipboard(NightManager).§ Collectcash-outfromserverandputinsafe(NightManager).§ RecordalldataintoP&L(NightManager).§ WriteallshiftnotesintoManagerCommunicationBook(DayManager).§ PrintSettlementReportsfromGlobalTerminals§ PressSettlement§ EnterPassword(12345)

a) ConfirmamountbypressingOK§ PrintEndofDaySummary

a) Signinasmanagerb) HitManagerButtonc) SalesFunctionsd) Day:PrintSales(Reportwillprint)e) Day:FinishSales(ClosesDay)

ü Onemoretimeconfirmeveryoneisclockedout,lastchance!§ ClockoutManager§ PlaceEndofDaySummary,2SettlementReports,LogBook,andManagerClipboardonto

table.

TroubleshootingCashout’sChangeover

Ifthefloatdoesnotbalanceto$400afterdeposithasbeentaken,ensurecalculationsaredonecorrectandrecountservertips.Iftillisshorttakemoneyfromtipstosettlethefloat.Iftillisover(morethan$400)andthedepositiscorrect,putextramoneyinover/shortbag.

Daily Cash-out Sheet


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Name: Jon Smith

Date/Shift: January 1st, 2014

Manager Blind Count (Cash + Receipts) 989.76 ß manager blind count

Promo H.O. Receipts: 65.00 ß head office receipts

Groupon: 40.00 ß make sure to redeem

Manager: 180 ß all manager discounts

Coupon: 25ß all store specific coupons

Staff Disc. 5.87ß 25% discount

Staff Meal: 187ß $2 staff meal

QSA 56ß service, food, drink.

Total Promo:

Debit/Credit

Terminal 1 Total: 1235 ß total including tip

Terminal 2 Total: 1354 ß total including tip

Terminal 3 Total:

Terminal 4 Total:

Debit/Credit Total: 2,589 ß both totals added up.

Total Sales: 3,178.76 ß POS calc declared (POS Calc/Declared)


189

Deposit: 589.75 ßdebit credit total – pos calc declared.

(Total Sales - Debit/Credit Total)

x 100

x 50

x 20

x 10

x 5

x 2

x 1

coin


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GlobalPaymentDeviceScreenShots


191


192

Chapter13FamosoUniversityGuide


193

LoggingIn

a. Goto:http://famoso.protraining.com/b. SigninthroughtheManager&RestaurantPartnerlogin


194

AccessingManagerResources

§ FromtheHomescreen,click“ManagerResources”

§ Navigatetofindthedocumentyouarelookingfor.


195

AddingAUser

a. GotoManageUser

b. ClickAddUsers

c. Completeallrequiredfields

d. Checkthe“SendWelcomeEmail”boxtosenduserlogininformation.e. PressAdd


196

AddBulkUsers

a. GotoManageUser

b. ClickAddBulkUsers

c. Completeallrequiredfields

d. Checkthe“SendWelcomeEmail”boxtosenduserlogininformation.

e. PressAddUsers


197

GrantingAnExam

a. ClickDistributeCoursesfromHomescreen.

b. Select“MyUsersAlreadyhaveanAccounts”,thenpressNext

c. Checktheemployeesthatyouwanttograntanexamto.ThenpressNext.

d. SelectExamstoGrant,andpressNext

e. ConfirmthecorrectexamsandusershavebeenselectedandpressFinish.


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CheckingExamResults–SingleUser

o GotoManageUser

o ClickonUserwhoseexamresultsyouwanttocheck

o ExamResultsareatthebottom.

o Clickonthedatetoseedetailedresultsforeachexam.


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CheckingExamResults–Multi-Users

a. Clickon“ViewReports”,fromtheHomescreen

b. Clickon“UserProgress”

c. SelectSearch“Exam/ProgramCompleted”d. SelectDateRange

e. ClickonView/EditExam/Program,toselectspecificexam.

f. ClickRunReportorExporttoExcel(ifyouwanttosavetheresults)


200

DeleteAUser

o GotoManageUser

o ClickonUsertodelete

o ClickEdit

o ClickDelete

Documents

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