Weekly Profit & Communication Meeting

Store *

Optional E-mail (system will already send to Sup & GM) 🛈

Extended Monthly Version * 🛈

Yes

No

Begin each profit meeting by reviewing the previous profit Meeting's action items that are standard and urgent.

GREENS FEES

CSO and P&L beat last year

PROFIT
Daily Store Report

Bonus Opportunity #1 SALES

Sales % Increase Goal *

Current Comp. Sales (+/-%) *

MTD Comp Guest Count *

Bonus Opportunity #2 LABOR

Labor % Goal *

Actual Labor % *

Labor =/-

0.00%

Does the current week Schedules have correct sales information and allocated/used hours on each day? *

Yes

No

Is labor being met MTD? * 🛈

YES

NO

:

Show me the 3 Reasons Labor isn't met

Total OT Hours for the month *

:

Supervisor Should Review Next Weeks Schedule Prior to Posting. Verify Labor % for week

There are a number of things to check if labor is not being met. This should be a focus of your meeting if labor is currently not in line:

Questions and what to check:

- Is the budget sheet available and being filled out daily? If so are sales being met? If no adjust budget sheet

- Look at the 3 reasons labor isn't being met

- Review Labor Pre and Post Review Documents. GM should understand how this works.

- Using Post Review, how accurate are the projections? Strong Hourly PROJECTIONS are critical to a great schedule. What % are the schedules accurate? Does the GM understand how this works and where the numbers come from?

- If schedules are being done correctly use ETP w/ scheduled to see why the difference. Look at "minutes lost"

- The purpose of the weekly profit meeting is to figure out the problem before the month ends or it's too late. Dig Deep into this item. If labor isn't being met, this is the #1 issue with PAC.

When it comes to labor, there are only 3 reasons that it was not met for the day, week, or month:

Schedule was not scheduled within budgeted Hours: If the scheduled hours exceeded the amount of hours on the budget sheet, then labor would be exceeded. Used/Allowed hours should be written on the schedule every day

Sales did not meet expectations: If sales did not meet the budgeted sales, it can cause labor to increase. If you have noticed a sales trend, then the budget sheet should be redone for the month. Regardless, throughout the day sales trends should be monitored and adjusted as needed. Very rarely do we miss sales by more than 5%. If monitored, this should have less than 1% impact on labor for the day

Crew or managers work more hours than scheduled. This could happen by a person being added to the schedule after it was complete or someone being allowed to stay beyond their shift. There are many times if you are understaffed, have a no show, or get very busy that this could be necessary. There are other times when it's not needed but allowed to occur due to poor controls.

Bonus Opportunity #3 FOB (Food Costs)

FOB Projection *

Actual FOB *

FOB vs projection:

0.00%

Daily Stats are completed, reviewed with actions taken. Spot Check *

Always

Sometimes

Rarely

Never

Paper

this item will appear if extended version is selected

Paper Budget

Paper % Actual

Additional Profit Audit Items

Op. Supplies Actual $ *

Amount Left:

0.00

Does the restaurant have any security issues (safe counts, cash and/or cashless refunds, over rings, etc) * 🛈

YES

NO

If you have answered YES please explain reason and/or issues:

Food SAFETY Daily checklist accurately completed 🛈

Working Pyrometer is present in the restaurant, including back up pyrometer *

YES

NO

Please explain any Food Safety Issues

Supervisor has collected all Invoices from the Restaurant to provide to the Office or Kevin. *

Yes

No

No Invoices

Review last Friday night's video footage of pre-close and closing. Provide a short recap of the video

Resources

Profit Protector Report was used during this meeting

QSRSoft was used during this meeting

Pre/Post Labor Report was reviewed

OPERATIONS

We are fundamentally focused! Ensuring that we are using the daily tools to help improve our shift management will be critical to the success of your restaurants

Are the Fundamentally Focused elements being executed effectively?

Targets Communicated and Results Posted

Pre-Shift Checklist has noticeably been completed

(including signage, lighting, landscaping)

DSPT Accurately filled out

Travel Paths Complete

Monthly FF Sheet is current and accurate

Is the restuarnat currently eligible for FF Green's Fees MTD? *

Yes

No

TTLs

MTD D/T TTLs *

Meeting the target to make bonus? *

YES

NO

How many working Headsets are currently in the restaurant? *

How many Headsets are currently in for repairs or swap via the swap program? *

1. Pre Shift Checklist *

Complete

Not Complete

2. DSPT *

Complete

Not Complete

3. Targets/Results Posted & Communicated Daily/Monthly *

Complete

Not Complete

4. Pre Lunch Rush Checklist *

In Use/on hand

Not being used

Get Ready for your SOR! All products in Primary/Secondary date? List any exceptions

Music Playing Inside/Outside (The Light station only) *

Yes

No

How many local/800 complaints have you had MTD? If so list the reasons stated? *

Walk the exterior. How does signage, landscaping, and lighting look? Send Stuart any photos of landscaping that looks great or needs attention. Escalate all items as needed.

Looking Good

Some Issues

Serious Issues

PEOPLE

What day was your crew schedule posted? Was it reviewed by both the People DM and GM *

1. Are all employees in correct uniforms? *

Name Tags	Hat/Ribbon/Visors?
Tattoos covered?	Costa Pins?

6. Staffing Levels-Current/Need *

7. # of Managers in the Training Program?

Name Any employees that were quit or recommended for termination this past week. Please include full name and reason. *

Is the Retention Program active as outlined?

30-day Follow-up Orientation (monthly)

8. Did your Business Results Day take place this week? *

Yes

No

If yes, what day?

If no, why not? What action is being taken to ensure next week's BRD will occur?

Was your supervisor present at this BRD? If no, what date is he scheduled to attend next? *

What as the date of your last managers meeting? * +

How Many SOC's Complete for the month?

Have you completed 2 SOC's PER PERSON for the month? *

Yes

No

Check LMS Progress either on LMS or using LMS Learner Report *

Progress Made

Progress Not Made

Mgrs scheduled for LMS

Notate who has not made progress.

9. Are the following Hiring elements in place? *

If a box is not checked, what action is required?

10. Is Crew Room clean, organized and all minimums in place? *

Yes

No

GENERAL CLEANLINESS/FACILITIES

1. Lot and Building *

Acceptable

Not

2. Lobby *

Acceptable

Not

3. Walk-In Cooler, Freezer and Dry Storage areas clean and organized? *

Yes

No

3. Grills, Fryers & Hood Vents *

Acceptable

Not

Are Your Drink Station Nozzles Clean *

Yes

No

9. Are the following Landscaping Items in need of attention?

List in detail any landscaping issues.

*Managers- Bring to P&L meeting: DSR, Crew/Mgr schedules, Labor Budget tool(filled out), Ops Supplies, QCR & Inventory Variance report.*

MEETING RECAP

What was the best thing from today's visit? *

Are there any special events, holidays, and such that will impact store sales, food order, scheduling, etc?

(Example: Football games, festivals or events)

Action Items for follow up (mark these items in your planner and nozbe if needed) :

Classify as URGENT (daily follow up required) or STANDARD (completed for next meeting) *

Additional Action items/Comments or Maint Items needing attention

Was this meeting performed face to face with the GM? * 🛈

YES

NO NO

Follow up/Next Meeting Date * +

*

Rate this meeting

12345

Crew Incentive *

The time, place/location, and ip address of this form submission are logged.

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