Ryan has vast experience in the industry and helps thousands of restaurant operators on a daily basis run better restaurants. He’s a great interview. Check it out below.
It’s time to return to basics and focus on what works for long-term sustainable sales growth, which is better operations. Nobody wants to hear better operations because they are either delusional about the current state of their operations, or they don’t want to put in the hard work and discipline of focusing on running better operations.
Nothing that you will do, no new system (delivery or take out), no new technology like a better POS or better website, is going to do more for your business than having delicious food, in clean well-managed restaurants, with great customer service. NOTHING!!!! If you didn’t want to be an operator and focus on being excellent, then this isn’t the business for you.
I was the dining room floor manager of a busy restaurant in 2001 we added $80,000 a week to revenue over a ten month period. That is right 80K a week, not a month, and we didn’t spend an extra dollar in marketing nor did we add any new sales channel. You know how we did it:
- Moved the servers from 5 tables to 4 table stations- which all the servers hated at first.
- We started using checklists to ensure that we were ready in the FOH for each shift, this included pre-shift meetings with the team.
- We actively managed the dining room each shift focusing on service and turning tables.
You see we had latent demand that before we focused on operations we weren’t getting because our service was slow and quite frankly not that good. When we made the sections smaller, brought in more servers, invested in training those servers on the menu, customer service, upselling, etc. They had more time to do a better job servicing guests. When we focused each shift on making sure that the restaurant and the team were ready, it was easier to wow guests. I’m not telling you anything that you don’t already know; better operations, focusing on the little things, and providing an excellent experience is your best marketing initiative and the quickest way to grow sales.
Here is some information that provides more evidence to the better operations theory:
- A 1-star increase on Yelp leads to 5 to 9% revenue increase. Entrepreneur.com
- One negative review on Yelp can cost you, 30 customers. Entrepreneur.com
- An A grade in your window, for those restaurants that have to contend with health inspection letter grades, can lead to a 5.7% bump in sales. (Based on California Sales Tax Data for LA County)
- Only 16% of Yelp reviews are fraudulent so don’t assume that every bad review you have is just a competitor out to get you – respond quickly and appropriately. Entrepreneur.com
- According to a recent study by AlixPartners, a global business consulting firm, “28 percent of diners surveyed say they would never eat at a chain affected by a food-safety outbreak, regardless of the geographic location of the outbreak.” Tennessean
- Olive Garden same-store sales are up 6.8%. This is what their CEO had to say:
“We’re just running better restaurants today,” Lee said during the company’s earnings call Tuesday. “I don’t think we should discount the importance of ensuring we’re properly staffed, our teams are properly motivated, simplifying the operation, reducing the size of the menu, processes and procedures. NRN
“One of the things we’re focused on now is trying to keep things simple,” Lee said. “Simple is hard. Doing simple things every day is really hard. That’s what’s given us the biggest lift at Olive Garden. We’re not relying on promotional activity to drive business.” NRN
Look at your experience in restaurants. The restaurants that serve delicious food with great service that are clean and well managed on average are much busier than their competitors who fall down in any of those areas.
There are so many outside factors affecting your restaurants every day, from minimum wages, weather, street construction, commodity prices, competition, shifting dining trends, government regulations, cook shortages, and social media to name few. It can feel overwhelming. How do you manage all of those outside factors and run your restaurant? The answer is to control what you can control and react as best you can to outside forces.
If you know that you aren’t doing all that you could be doing in your business to run better operations, make a plan and start focusing 100% on your most critical issues and check them off the list one at a time.
The quickest and most effective way to run better operations is also one of the easiest systems to implement: checklists with follow-up. Checklists focus your managers on those most important items each shift that have to be done to operate at your best. They are self-documenting and easy to use. By executing checklists every day in the same order, they build a routine and drive consistency shift to shift. Checklists work, we asked 107 restaurant managers and owners recently if they thought that managing by checklist would help them run safer and better operating restaurants, and 107 of them said yes.
Most restaurants today have checklists in place, but they are conducted on paper, paper checklists make it impossible to hold your team accountable. We recently conducted a survey and 94% of restaurant owners, and managers believed that their teams weren’t completing their checklists accurately. 94% of paper checklists are being pencil whipped and therefore the restaurant isn’t getting any of the benefits of safer and better operations because people aren’t conducting the checklist.
The key to getting the benefits of your checklists is to use a system like OpsAnalitica that can hold your managers accountable and make pencil whipping a thing of the past. By simply moving your checklists to a tablet we can track start and end times, duration, and make the data available on any device from anywhere. You will always know if your team is doing what they are supposed to be doing.
Better operations can increase your sales anywhere from 5 to 9%. Checklists can play a major part in running better operations on a shift basis. It is consistent daily execution that will yield the highest returns and generate those positive reviews and word of mouth recommendations that will grow sales organically and in a sustainable manner.
Operations data are the data points that are generated every meal period in a restaurant that directly affect sales and profitability. Let’s break it down:
- Marketing activities remind your customers that you still exist.
- People come in to eat at your restaurant.
- You serve them food (operations)
- They pay and leave either happy or sad, eager to share their experience with their friends or trash you on Yelp.
Remember we are restaurant operators and operations are our business. Operations data points are the measurement of our operations. Until this time in the restaurant industry it has been next to impossible to capture, organize, and analyze operations data for even a single restaurant location never mind a national chain.
There are two main reasons for this, the first is that we aren’t a completely automated business. We are predominantly a human business where people, not automated machines are the means of production. Number two the technology didn’t exist or it was too expensive to capture the data.
With the invention of tablets and smart phones we now have powerful handheld devices that can be used to capture operations data. A smartphone used every day to consistently capture operations data can feed a data analysis initiative that can drive down waste and increase profitability.
In the spirit of ops data and running better operations we are giving away our ebook, SMART Inspections, Drive Big Data. Click here to get it delivered to your inbox.
I will leave you with this thought. As technology becomes more prevalent in the industry, the companies that can identify, test, and implement new solutions more quickly will have a distinct competitive advantage in the marketplace.
How could paper checklists be bad? Paper checklists are bad because people pencil whip them or lie on them. We recently conducted a survey of over 100 restaurant owners and managers. 94% of respondents believed that their teams weren’t completing their checklists accurately.
Which raises the question; why would a sane person have their team complete checklists that they know are being lied on?
A sane person wouldn’t, because they know that it is a waste of time and money. It costs money to develop checklists. It costs money to print checklists. It costs money to complete checklists. It costs money to file and store checklists and when it is time to get rid of them it costs money to shred and recycle checklists.
Yet as an industry we do spend money to have people complete checklists on paper even though we know they are being pencil whipped. Why do we do that?
The limitations of paper checklists aside, the fact that we still have people pencil whipping checklists in our businesses is because even a 30% accurate checklist is better than no checklist.
Let’s stick with the thought that even a partially completed checklist is better than no checklist. A person who completes a line check 30% accurately is still checking 30% more items than a person who skips their line check. They have a better chance of catching an error in preparation or finding an unsafe item and correcting it before it get’s someone sick.
Imagine a world where restaurants employees completed all of their checklists accurately and when they didn’t you were at least able to catch that they didn’t and coach them about the importance of doing them correctly. How much better would your restaurant run?
If every shift your team checked everything that was important enough to make it on a checklist. They checked every temp, tasted items, checked sanitation and portion controls. The restaurant when opened was clean and ready for guests.
Do you think that running better operations would translate into more sales, safer restaurants, happier guests, and most importantly more profits?
Of course running better ops would accomplish all of that. If running better operations couldn’t do that then we wouldn’t spend a penny on training or any operational initiative, we would only spend money on marketing because the only way to get sales would be to con people to come to your restaurant one time.
By the way, this is what the restaurant managers and owners told us on our survey. 100% of them agreed that checklists could help them run better and safer operations. That is right 100%.
Because checklists when completed diligently and followed-up on work.
The problem with paper checklists is that you can’t tell when they were started, when they ended, who did them, and if they were pencil whipped. Basically paper cannot help you hold people accountable. Also, this is for multi-unit owners who cannot be in every location every day, you can’t magically see paper hanging on a wall in a restaurant from your office.
What our industry needs is a checklist solution that is as easy to complete as paper checklists but allows us to hold our managers accountable and get visibility into our daily operations.
This solution would need to do the following things to be effective:
- Needs to hold managers accountable by tracking time, location, response cadence, and actual geo location.
- Needs to be able to identify unsafe operating conditions and communicate that to management.
- Needs to as easy as paper to use, with minimal training time.
- Needs to be as flexible as paper being able to capture different types of information, not just True and False questions.
- Needs to be better than paper allow you to utilize mobile technology to take pictures and leave additional comments.
- Most importantly you need to be able to get at the data you are collecting and start using it to make better operations decisions.
A solution that could replace paper checklists and hold people accountable at the store level up through the corporate level of a system could drive better, safer, and more profitable restaurants.
A restaurant company that could deploy a solution like this and start holding their unit managers more accountable and harness this new feed of operations data could optimize their operations and beat their competition by running more efficiently and making better decisions.
Think about the data that corporate restaurant management has access to today. They have register, inventory/ordering, and customer service data and they use that data to make the best decisions that they can. If you used a checklist solution to capture pertinent operations data at the store level, which would drive better operations. You could also use the date with your other data feeds such as sales, inventory, and customer service to create a complete picture of how your restaurants were operating. Remember that operations affect sales, inventory, food costs, and customer service, its not he other away around.
It would be a major competitive advantage for any restaurant system that took advantage of operations data. Look at how companies like Walmart, FedEx, Nordstrom, and Google use data to streamline operations and generate increased profits. Restaurant chains could do the same thing if they had the data, which they have, but just need to get it into an accessible, usable format.
How do you do this in your chain? You should implement the OpsAnalitica Inspector platform in your system for daily operations checklists and corporate inspections. The OpsAnalitica Inspector will hold your managers and teams more accountable at the restaurant level and our custom reporting and data warehouse will provide you with the data that you need to optimize your business.
The future of the restaurant industry is possible today for those chains that are bold enough to take the first step forward. If you are interested in learning more please click here and set up a call with our team.
Do you remember the Ford Pinto Case from the 70’s? Ford Pintos had a flaw in their design, and if they were hit in a rear-end collision at a speed greater than 20 mph the fuel tank could rupture, and there could be a fire. Unfortunately, several people were killed in accidents because of this issue.
The reason this case is still talked about today is because Ford management knew about the problem and decided based on cost estimates that it was more expensive to fix the cars than to pay the families of people who were killed in accidents.
What does the Ford Pinto case have to do with running a restaurant today?
We recently conducted a survey of restaurant managers and owners. Here are some of the results:
- 100% of respondents agreed that using checklists would help them run more profitable and safer restaurants.
- 88% of respondents used paper checklists in their operations today.
- 94% of respondents believed that their teams were not completing checklists accurately.
I know that none of us want to be a Ford executive from the 70’s in our restaurants. How could you sleep at night knowing that you aren’t doing enough to keep people safe?
If you conduct checklists on paper, and you are like the 94% of respondents who believe your checklists aren’t getting done accurately you have two choices:
1. You should stop doing checklists altogether; why would you waste the money you are spending on labor having people do checklists inaccurately that you don’t use? FYI: we think this is a bad idea.
2. Or, you should start doing checklists correctly and holding your team accountable using the OpsAnalitica Inspector. Our clients see:
- A 1/2 to 1% decrease in food cost when they conduct daily line checks with follow-up.
- Area managers spending more time coaching restaurant mgrs and less time doing busy work.
- Safer restaurants across the board and have the documentation to prove it.
- Increased manager and employee engagement as restaurants start operating safer and more profitably.
You will never get the benefits of doing checklists: better, safer, and more profitable operations; if they aren’t being completed accurately. The problem with paper checklists is that you can’t hold people accountable.
With OpsAnalitica, we drive accountability by:
- Time/date stamping and geocoding each response.
- Calculating how long it took to be completed.
- Showing answer cadence.
- Tracking who completed the inspection and their answers.
- When checklists were started and submitted.
It is only through accountability and follow-up that you can truly get the ROI on your checklists.
I invite you to download our FREE ebook: Restaurant Profits: It’s about Nickels, Dimes, and Quarters by clicking here.
In this eBook we discuss how using checklists can help you improve restaurant profitability. Get you copy emailed to your inbox here.
The Denver-based chain was served with another subpoena on Jan. 28 by the U.S. Attorney’s Office for the Central District of California requiring Chipotle to produce documents and information about the company’s practices at all restaurants system wide. click here to read full article
I don’t think you have to be a legal genius to see what the government is trying to do here. My guess is that they are going to try and show that Chipotle wasn’t operating safely and that it was a system wide problem.
By subpoenaing documentation across all restaurants it is pretty easy to build a case where the numbers look bigger than the percentage. When you have 1,755 restaurants, NRN Top 100 Unit Count June 2015. If each of those locations missed 1 temp log a week that is 91,260 missed temp logs in a year.
Do you even know if your restaurants are doing their daily checklists? If you don’t have an automated system how could you?
How many temp logs does your chain miss in a week? Even if you did them all you are bound to have lost a few from soda spills and misfiling.
What is even worse is if you get a bunch of those documents back from the restaurants and they are incomplete, or appear to be pencil whipped. That would be direct proof that you aren’t doing your due diligence as a company. If the government can prove that management knew that the restaurants weren’t all operating safely and wasn’t doing anything about it, there is your Ford Pinto case.
Anyone that follows OpsAnalitica knows that we have been harping on this stuff forever and a day because it matters.
Here is the crazy thing, if Chipotle was an OpsAnalitica client and they conducted all of their checklists and inspections on our platform, they could pull a report and send it off.
Restaurant safety goes beyond training, culture, daily checklists. A large part of it is documentation and record keeping. You can say you are safe all day long but can you prove it.
There is a reason that one of the 7 HACCP principles is record keeping and documentation.
We are committed to helping you run safer restaurants. From our white papers, to our platform, to our new managed service license. We will help you run the safest restaurants you can and do it in the most efficient way possible.
Click here to download our free guide, 7 Tips to Faster Better Line Checks.
A lot of our prospective clients ask us if we can force comments, create alerts or tasks when there are safety violations on their checklists. We don’t offer these features, not for technical reasons, but for liability and management reasons. I’m going to use this blog to explain our thinking on this subject.
Alerts and tasks sound great on paper, the reality is that they open you up for additional unnecessary liability and work. It has a lot to do with how and when restaurants conduct checklists and the nature of our business. Let’s start from the beginning.
An alert is a way of drawing attention to an issue, but it doesn’t require that you take any action. Because it doesn’t require you to take action, it is often ignored. Also, and this is a theme throughout this topic, there is a limitation in computer logic that may create false alerts.
Let’s discuss false alerts quickly by using the example of 50-degree mayonnaise on your line. If this mayonnaise had been in a cooler all night, and you took it’s temperature, and it was 50 degrees this is a critical violation and probably a sign that your cooler is broken and everything that goes along with a broken cooler.
There is also another example where 50-degree mayonnaise is not a critical violation. Some mayonnaise is shelf stable and can sit at room temperature indefinitely until opened. At that point, it needs to be refrigerated, and you have 4 hours to get that mayonnaise down to a safe temperature. If you were out of mayo and opened a new container and stocked up your line, then this would not be a critical violation until that Mayo had been in the danger zone for 4 hours or more.
How would a computer know this? It can’t know that the Mayo was safe or not safe it can only look at the temperature and create an alert based on whether or not that temperature is in or out of range. But in this case, the alert is a false alert, it is busy work that requires a person to look at something that isn’t an issue. This is one question out of possibly 50 to 150 questions. We have several clients with 150+ item line checks. How many real vs. false alerts could be generated on a 100 question line check per shift?
Think of yourself in this situation, how many false alerts would you look at before you stopped looking? Look at your cell phone and your app badges, those little numbers that tell you that there is something in the app that requires your attention. How often to you see those and think, I need to do something about this?
In our opinion alerts are useless because: they don’t drive accountability at the user level. Also, the lack of context that the systems have and the dynamic conditions that exist in a professional kitchen make it hard to reduce false alerts.
Forcing Comments when a temperature is out of range, or a safety violation is discovered is another thing that feels like a good idea but when it is done has some potentially negative consequences. Forcing a comment is extra work for the person conducting the checklist. It is extra work that is only incurred on questions when there is something wrong.
When I type in a 42-degree temperature, I have to do this extra work but when I type in a 39-degree temperature I don’t. Have you ever heard of the Hawthorne Effect; it posits that people act differently when they know they are being observed. Have you heard of the Lazy Ass effect; where people are lazy and if they don’t understand the importance of what they are doing might be tempted to alter answers to not have to do as much work, such as lower temps by a degree or two to not have to enter a comment. Have you heard of the I Don’t Want to Get in Trouble Effect; where a person doesn’t want to be the person who answered the question that was obviously wrong so much so that the app forced me to explain what was happening?
All of these effects are real and happen. Look at how many people pencil whip their paper checklists today because they know, no one can catch them. Our concern is that by forcing comments, we are reinforcing a negative and incentivizing people to take the easy way out and not to give us accurate data. Data accuracy is of paramount importance to completing checklists, especially when they have to do with safety.
In our platform, we allow people to enter whatever temperature they recorded with a thermometer without any prompting for a comment or the creation of an alert. When they submit their checklist, the score of the checklist may be altered based on optional scoring rules but that is for each client to decide. We encourage our client’s to train their teams to enter comments explaining why a temperature was out of range, but it is not mandated. Training to enter a comment is a small but important difference between mandating and managing to this standard.
It is a lot like the reverse psychology I have to use to on my 3-year-old. If I want her to stop doing whatever she is doing that is going to cause me to spend thousands of dollars at the urgent care. I can tell her to stop, she won’t listen to me and will continue doing it or modify her behavior just enough to have me move on. This in my mind is like the mandating the comment because I’m forcing it to happen and it is a negative interaction, one that she would like to avoid.
If I go to her and say “hey, we aren’t going to watch Princess Sophia if you keep jumping on the bed.” She will stop jumping immediately because she made the decision herself and because she wanted something and she sees it as a positive interaction. That is what we want from the person completing the checklist. We want them to identify unsafe conditions an let us know what actions they took to fix those issues voluntarily and with praise from management.
There is also value to the organization in seeing which of your manager’s are following through on these types of issues. It provides insight into your managers work performance and provides opportunities for training and coaching.
If you are going to use tasks to measure your compliance and to prove that you are addressing all safety issues, then you can’t do it halfway. It’s an all or nothing proposition. It becomes a standard at which you have to manage to, 100% or nothing. Here is a scenario that could happen when using tasks.
Most line checks and temp logs are conducted right before service starts for a shift. We often see line checks being completed up to 10 minutes after a restaurant is open for business. It is a common occurrence that a restaurant could get slammed right as it opens and that the manager who just conducted the line check might not have time to complete and close all tasks before they are called away to run their shift.
You now have a situation where you identified a potential food safety issue, notified a manager, but did not address it before the food was served to customers. In reality, that manager may not have time to get back to their computer or tablet and close those tasks until the restaurant has slowed down several hours later. You know, and I know that the restaurant may have fixed that issue before service or that the food wasn’t in the danger zone or any other reason that a restaurant professional would know.
How would that look to the media or a lawyer who is trying to sue you for getting their client sick? I think that it would be used against you. Tasks work great for knowledge workers who are at their desks and computers for their entire shift and can quickly get tasks resolved and close them. Restaurant managers are in constant motion during their shift and are wrong if they are in the office during service; their job is to be managing out in the restaurant. Tasks for restaurant managers that are time sensitive could pose issues for a company from a liability perspective.
Another weakness of tasks in the restaurant industry has to do with a number of questions and locations. Let’s say you want tasks to go to your district/area managers when restaurants have a critical temp issue. If I’m an area manager with 50 locations, our area managers back at Quiznos had 50 or more locations. You conduct 4 to 5 temp logs a day; you get one temp task per temp log, and you could be looking at 250 tasks a day that needs to be addressed and closed. It isn’t uncommon to have a 1 item that is in the danger zone on a 20 or 30 question temp log or line check.
Once again you have to close these tasks if you are managing by tasks. There is no halfway; you can’t not close tasks if that is how you are tracking compliance. Managing the resolution and closing of all these tasks becomes untenable for larger organizations.
At OpsAnalitica, we replace alerting, forced comments, and tasks with summary reports. Summary reports allow our inspectors to conduct inspections quickly and then in the background we group like issues together and email them to area managers on a schedule. These reports allow the area managers to look at the issues and the comments and use their judgment on how they are following up with their restaurants without overwhelming them with communication.
Ultimately the goal of using an automated checklist app is to collect great operations data and to run safer restaurants. You don’t want to do anything that is going to take away from those goals or puts you or your organization into a situation where you were trying to do the right thing, but you increased your liability.
There are two things that I know to be absolutely true:
- If you use the OpsAnalitica Inspector to automate your checklists – YOUR RESTAURANTS WILL BE SAFER!
- Restaurant managers don’t have time to take on additional projects no matter how important they are.
That is why we have created our Managed Service License, the first in the industry.
When the restaurant tech industry is going in the direction of do-it-yourself – we are going in the direction of restaurants by providing you with more personal service.
With a Managed Service License, we’ll take care of everything related to the set-up, daily administration, and report building for your organization.
The only technical thing you will need to know how to do is tell us what you want. It is that simple.
You and your organization will be able to focus on conducting inspections, checklists and reviewing reports.
There is no other easier way to run safer restaurants and get better visibility into daily operations than the OpsAnalitica Inspector Managed Service.
The craziest thing is that our managed service license is only $10 a month more than our Inspector + license. That is nothing. We are going to be the cheapest employee you have that doesn’t go on vacation or require any benefits.
Click here to watch a video message from Tommy Yionoulis, one of the founders of OpsAnalitica, to learn about our new managed service offering.
NO MORE EXCUSES, YOU CANNOT AFFORD TO WAIT ANOTHER DAY WHEN IT COMES TO ENSURING RESTAURANT SAFETY.
If you have any questions give me a call or send me an email any time. Or if you are interested in seeing an OpsAnalitica demo, click here to schedule.
Restaurant checklists are like condoms; nobody wants to use them, but they work.
I recently read the Checklist Manifesto by Atul Gawande, and he articulated perfectly everything that we have been preaching here at OpsAnalitica and so much more. Please enjoy some paraphrased quotes from the Checklist Manifesto.
1. Here, then, is our situation at the start of the twenty-first century: We have accumulated stupendous know-how. We have put it in the hands of some of the most highly trained, highly skilled, and hardworking people in our society. And, with it, they have indeed accomplished extraordinary things. Nonetheless, that know-how is often unmanageable. Avoidable failures are common and persistent, not to mention demoralizing and frustrating, across many fields—from medicine to finance, business to government. And the reason is increasingly evident: the volume and complexity of what we know has exceeded our individual ability to deliver its benefits correctly, safely, or reliably. Knowledge has both saved us and burdened us.
2. In a complex environment, experts are up against two main difficulties. The first is the fallibility of human memory and attention, especially when it comes to mundane, routine matters that are easily over-looked under the strain of more pressing events.
3. Faulty memory and distraction are a particular danger in what engineers call all-or-none processes: whether running to the store to buy ingredients for a cake, preparing an airplane for takeoff, or evaluating a sick person in the hospital, if you miss just one key thing, you might as well not have made the effort at all.
4. Good checklists, on the other hand are precise. They are efficient, to the point, and easy to use even in the most difficult situations. They do not try to spell out everything–a checklist cannot fly a plane. Instead, they provide reminders of only the most critical and important steps–the ones that even the highly skilled professional using them could miss. Good checklists are, above all, practical.
5. One essential characteristic of modern life is that we all depend on systems—on assemblages of people or technologies or both—and among our most profound difficulties is making them work.
6. But now the problem we face is ineptitude, or maybe it’s “eptitude”—making sure we apply the knowledge we have consistently and correctly.
7. Checklists seem to provide protection against such failures. They remind us of the minimum necessary steps and make them explicit. They not only offer the possibility of verification but also instill a kind of discipline of higher performance.
8. They supply a set of checks to ensure the stupid but critical stuff is not overlooked, and they supply another set of checks to ensure people talk and coordinate and accept responsibility while nonetheless being left the power to manage the nuances and unpredictabilities the best they know how.
9. Failures of ignorance we can forgive. If the knowledge of the best thing to do in a given situation does not exist, we are happy to have people simply make their best effort. But if the knowledge exists and is not applied correctly, it is difficult not to be infuriated.
A lot of these quotes were written in the context of medical practice as Atul Gawande is a surgeon in Boston. As you read them, it is so easy to apply them to restaurant management.
Quote #1 could be applied to how much more complicated it is to manage a restaurant today than it was 50 years ago. Restaurant managers today have so many more systems and people to manage than they did even ten years ago. I managed at a high volume restaurant, and we ran 20 to 30 front of the house staff per shift on our busy nights, and that restaurant was doing $120K a week plus. There is complexity from the sheer volume that some restaurants can generate.
Quote #2 sounds like what happens to a restaurant manager who is trying to get ready to open a restaurant and then has a major equipment or system failure to solve. They have to focus on getting a solution implemented before they open their doors and they could get so focused on solving the issue they miss other vital activities needed for running a safe restaurant. A manager flight plan is crucial for these moments.
Quote #3 refers to all or none processes. Most critical safety violations are all or none processes. Meaning it is great that you have sanitizer buckets in all of your stations, but if you didn’t use test strips to ensure that the concentration is correct, then you might as well have not even bothered.
Quote #4 is tough for the restaurant industry because we need to have detailed checklists, in the case of a line check, you need to taste every item and report that it is good or temp every pan. Because we use our checklists for CYA documentation purposes, ours will probably be a little longer. That is not to say that a manager flight plan or pre-shift meeting checklist cannot be more high level.
Quote #5 speaks directly to all of the technology flowing into restaurants. Gone are the days of the cash register, ticket pad, and wheel. A modern restaurant may have any or all of the following systems: POS, Inventory, Checklist, Take-out and Delivery System, Social Media, Website, Scheduling, Pagers, and potentially Table Tablets. You have to manage all of those systems while serving food to people and everything that it takes to do that.
Quote #6 our restaurant managers today are so much better trained and more equipped to run restaurants than their predecessors. This increase in skill is because of the excellent training that chains provide to their managers, the amount of certificate and degree programs, and the support and training that is available throughout the industry to help teach restaurant managers. Once again it’s not the breadth of knowledge that is important so much as that it is applied consistently and correctly. It doesn’t matter that you know that the dishwasher rinse water needs to be 180F if you don’t check that it is at 180.
Quote #7 have you ever stood in the kitchen and been like “have I done that already?” I have horrible short term memory. I used to run the omelet bar at a country club Sunday buffet in college. If you ordered an omelet from me I would ask you 4 to 5 times what you ordered. The fact is that running a restaurant is very systematized and you conduct the same tasks every day. If you open 3 or 4 days in a row you will be hard pressed to remember if you checked the bathrooms today already or was that yesterday. The days can run together. Following a checklist every day and checking off each task as it is completed provides written verification of what you have done and reminds you what tasks are most important.
Quote #8 speaks to using checklists to remind us to check the critical stuff but you can also have checks in there to remind your managers to stop and check-in with other members of the team. Ex: Get with the kitchen manager and confirm 86’d items.
Quote #9 sounds like what Chipotle is going through right now or how the public will treat your restaurant and you brand when you screw up on something that you should have known better. Look at Chipotle today or Jack in the Box from the 90’s, customers expect us not to get them sick or harm them. They don’t easily forgive those kinds of mess ups. It is a testament to Chipotle’s brand equity that they are weathering this issue so well.
Quote #9 also, in my opinion, speaks to the need to utilize a digital checklist app, like OpsAnalitica, to conduct and record all of your checklists. When using our app to conduct your checklists, you get accountability management and effortless documentation built in. As restaurant managers, it is imperative that you can see what is happening your restaurants. With today’s technology customers expect that corporate management knows exactly what is happening in every location every day. We in the industry know that that level of visibility is not common in corporate and even less so in franchise systems.
Customers don’t distinguish from franchisee run or corporate restaurants. They make their purchasing decision by the brand and the brand promise that they see in marketing. If one of your locations screws up and gets someone sick, your entire chain will pay the price in reduced sales and lost brand equity. Having visibility into daily operations and systems in place to follow-up on issues are imperative.
In conclusion: the answers to better, safer and more profitable restaurants are checklists. Checklists when created thoughtfully, used consistently, and are followed-up on, provide the structure to guide our managers through the important tasks of their day. Checklists drive consistency and ensure that the little details don’t fall through the cracks.
I would like to give you our list of standard checklists that restaurant managers should be using:
- Refrigeration Temp Log – Opening and Closing of Restaurant
- Manager Flight Plan – These are the key tasks that a manager needs to get done each shift at the opening of the restaurant and before service periods.
- This checklist is massively important because a lot of these items are prone to be missed when fires erupt and managers lose focus.
- SMART Pre-Shift: This is our proprietary checklist for preshifts, it includes sections on:
- Sanitation: sanitizer buckets, dishwashers, cross contamination
- Management Responsibilities: key manager flight plan activities that need to be completed before guests enter the building
- Accountability: FIFO, Portion Control, Line Check
- Readiness: Entry, Server Stations, Bathrooms, Dining Room
- Temperatures: this is a hold and cold hold temperature log
- If you would like to watch our pre-recorded webinar about our SMART Pre-Shift Checklists, click here.
- Hold and Cold Temperature Logs: this is the temp log that you do after you start service, ensuring that all refrigeration and hot hold items are holding temp
- Line Check: temperatures, portion scoops, taste items, labels
- Pre-shift Meeting: Stations, Tip of the Day, Specials, 86 items
- Bathroom cleanliness: please, please, please don’t have a piece of paper on the wall in your bathroom.
- Staff Appearance Checklist: check uniforms and appearance of staff, this is a great time to find out if everyone on the team is feeling healthy.
Here are some non-standard, not every day, checklists and inspections you should be conducting:
- Fire extinguishers and fire suppression system
- Annual location review: look at the state of your location, traffic flow, demographics, if in a mall or shopping center the health of the overall location.
- Outside of building including parking lot
- Full location inspection
- Ceiling tiles and decor: ripped booths and stained ceiling tiles are like smells after a while you don’t notice them anymore.
- Equipment maintenance checklists: make or utilize checklists for common equipment maintenance.
Click here if you would like us to email a pdf of our list of checklists right to your inbox. If you would like help writing your checklists, OpsAnalitica offers consulting services just reach out to us on our support page.
If you would like to get a copy of the Checklist Manifesto, it will change how you look at and manage your restaurants. Here is a link to purchase the book through Amazon.com.
As always if you think I’m missing something or I’m way off then please leave a comment and let me know. I’m happy to update these blogs with better information at any time.
Pre-shift line checks are a requirement for running a successful restaurant. Line checks provide management the ability to inspect their restaurant before the meal period to:
- Ensure that they are stocked properly, Pars
- The right food is on the line, FIFO
- That everything is safe to serve, Temperature Control
- The correct serving ladles and spoons are being used, Portion Control
- That all food is fresh and tastes correct, Food Comp Reduction
- Basic food safety and cleanliness practices are being met, Sanitation
If you are not conducting line checks every meal period, from my experience, you don’t even know what you don’t know about what is going on in your kitchen. My guess is that if you started doing line checks you would be very surprised at what you find.
Here are some tips to make your line checks faster and more effective:
- Thorough is Better: Look at every item that you are going to be serving that shift. Don’t assume that because it was checked on the last shift that it is still good to serve.
- Make a line check kit: It doesn’t have to be fancy but you should grab a full pan and load it up with the things you are going to need to conduct your line check and then bring the kit with you to each station in the restaurant. A good kit should contain:
- Sanitizer bucket with 1 wet towel for cleaning off thermometer probes
- 1 dry towel
- Sanitizer test strips
- Dishwasher test strips if different
- 1 bucket with clean spoons for tasting (figure out how many spoons you will need to taste every item and bring that many)
- 1 bucket for dirty spoons
- Fryer oil test kit if you use one
- Post-its and a pen – for leaving notes for crew
- Write SMART Questions: For any food item you should:
- Temp the item
- Taste the item when appropriate
- Ensure it is labeled correctly with expiration date
- Check that it is in the correct container size
- Has the correct portion control in place (spoodle, ladle, measuring cup, check weight of random item, etc..)
- Use Multiple Thermometers: The average probe thermometer takes 1 to 5 seconds to register a temp. If you are going to be temping your entire line you are adding unnecessary time to your line check if you only use 1 thermometer. Use at least two or four at a time. By the time you place the 4th thermometer the 1st one has probably registered the temp. This will speed up your line checks
- Check for critical violations: You should take this opportunity to be looking for other critical violations in your restaurant:
- Sanitizer buckets: proper concentration, towels, temperature
- Dishwasher: water temperature, sanitizer concentrations, etc..
- Improper food storage: look in dry storage and refrigerator units for proper shelves, cool down procedures, covers, and labels
- Temperatures: record temps for all cold and hot hold units
- Correct any critical violations immediately: As you are walking around conducting your line check if you stumble upon a critical violation you need to fix it immediately. Fixing might consist of you stopping what you are doing and fixing it yourself or delegating it to a member of the crew. You need to flag that item and re-check that it was fixed before service starts.
- Implement quality management processes & job aides: OpsAnalitica drives line check compliance by providing a customized end user exerience that provides team members all the data they need in order identify and remediate issues in real-time before they affect customers. Above store leaders are able to effectively manage and coach employees to maximize performance. Our clients see a 1/2 to 1% decrease in food costs due to reduced comps and better inventory management. Our clients are reporting increased temperature compliance and safety.
Here is an additional guide that you might find useful: