ckrs-bmms mm 007 shift management manual 01-00 (1)

This material is for JFC use only. Any unauthorized use or reproduction is prohibited.

SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007

Effective Date: August 2015

Issue-Revision No. 01-00

Control Location: All Stores

Prepared by/Date: AO Palomar/ December 2014

Reviewed by/Date: CS Maglalang/ Aug 2015

Approved by/Date: CS Maglalang/ Aug 2015

Reason for Revision: Initial

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Contents

I. OBJECTIVES ...................................................................................................................................... 3 II. DEFINITION ........................................................................................................................................ 3

A. What is Shift Management? ............................................................................................................................... 3 B. Roles and Responsibilities ................................................................................................................................. 3 C. Key Success Factors .......................................................................................................................................... 4 D. Basic Key Concepts ........................................................................................................................................... 4

1. Managing People ............................................................................................................................................ 4 2. Managing Products ......................................................................................................................................... 5 3. Managing Equipment ...................................................................................................................................... 5 4. Managing Cleanliness ..................................................................................................................................... 5 5. Managing Services and Channels .................................................................................................................. 5

III. PARTS OF THE SHIFT ....................................................................................................................... 6 A. UPON ENTRY (FOR OPENING SHIFT MANAGERS) ...................................................................................... 7

1. Safety and Security Check .............................................................................................................................. 7 2. Perform grooming audit to all opening line-up ................................................................................................ 7 3. Boot at least 1 POS for time-in – Manager must take the lead and refer to the Happy Plus Guidelines ....... 7 4. Review FSC/QMS workbook for safety and security concerns ...................................................................... 7 5. Check on the Service Area: ............................................................................................................................ 7 6. Check on the Production Area: ....................................................................................................................... 7 7. Endorsement Review ...................................................................................................................................... 9 8. Manage Funds and count money ................................................................................................................... 9

a. Vault Procedure ......................................................................................................................................... 9 b. Petty Cash Funds (PCF) .......................................................................................................................... 11 c. Money Change Funds (MCF) .................................................................................................................. 15 d. Counter Cashiering .................................................................................................................................. 15

9. Check email and SPR ................................................................................................................................... 19 B. PRE-SHIFT PLANNING ................................................................................................................................... 20

1. Conduct Quick Round ................................................................................................................................... 20 2. Check e-mail ................................................................................................................................................. 21 3. Game Plan .................................................................................................................................................... 21 4. Perform Taste Test with opening AKL/ Regular Kitchen Personnel (can be done randomly) ...................... 21 5. Cue team for Store Opening ......................................................................................................................... 22 6. Open Customer Entrance Door .................................................................................................................... 22

C. RUNNING THE SHIFT (FOR OPENING AND CLOSING MANAGERS) ......................................................... 23 i. ON-FLOOR ................................................................................................................................................... 23

1. Conduct travel path timely ....................................................................................................................... 23 2. Detect any FSC violation ......................................................................................................................... 25 3. Accomplish FSC workbook and checklists .............................................................................................. 25 4. To manage service, observe the following: ............................................................................................. 25 5. Perform Cash Control and POS related procedures ............................................................................... 26 i. Refunding ........................................................................................................................................... 26 ii. Special Transactions .......................................................................................................................... 28

a) EDIS – Employee DIScount ........................................................................................................... 29 b) SRD – Senior Discount .................................................................................................................. 29 c) Department charge ......................................................................................................................... 29 d) GC – Gift Certificate ....................................................................................................................... 30 e) Chow Card (For Franchise Stores only) ......................................................................................... 31 f) Other Keys ...................................................................................................................................... 31










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iii. Cashier Break ..................................................................................................................................... 31 iv. Paid Loan ........................................................................................................................................... 32 v. Partial Turn in (PTI) ............................................................................................................................ 33 vi. Cashier Cut-off ................................................................................................................................... 34

a) Sales Shortage ............................................................................................................................... 35 b) Sales Overage ................................................................................................................................ 35 c) Overage Due To Unclaimed Change ............................................................................................. 35

a. Channels and Services ............................................................................................................................ 36 i. Drive Thru ........................................................................................................................................... 36 ii. Delivery .............................................................................................................................................. 36 iii. Chowlebration .................................................................................................................................... 37

b. Official Receipts Issuance ........................................................................................................................ 39 ii. OFF-FLOOR.................................................................................................................................................. 40

6. Inventory Management System ............................................................................................................... 40 7. Manpower Planning ................................................................................................................................. 41 i. Manpower Roles and Positioning Guide (MRPG) .............................................................................. 41

8. Production Control System – Production Plan and Guide ....................................................................... 42 9. Cash Journal - Liquidation and Replenishment Request......................................................................... 43 10. SAP SRM ................................................................................................................................................. 43 i. Standard non-stock ............................................................................................................................ 44 ii. Psuedo/Local Purchases ................................................................................................................... 45 iii. Service Engineering ........................................................................................................................... 45

11. Sales Pick-up and Depositing .................................................................................................................. 46 D. Pre-Closing (For closing Shift Managers) ........................................................................................................ 47 E. Post Shift (For Closing shift managers) ........................................................................................................... 49










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I. OBJECTIVES To meet desired business results using the shift management processes and

guide To illustrate the basic concepts and tools during on and off floor control To enumerate the activities the Manager on Duty must observe and perform

during the shift To be able to achieve high FSC standards and Total customer satisfaction &

Loyalty

II. DEFINITION

A. What is Shift Management?

B. Roles and Responsibilities

Restaurant Manager (RM)

•Set targets for FSC, sales, profit and people

•Create overall plans on how to achieve targets

•Deploy and ensure understanding of assistance manager of the tartgets and action plans

Assistant Restaurant Manager (ARM)

•Accomplish FSC Checklist

•Product Quality Manager (PQM)

•handles cost control management, FCPC, Inventory Control, Production Guide and GSA targets

•Service Quality Management (SQM)

•Handles cash management, office supplies, store security, front liners

•Sales and Marketing Manager (SMM)

• handles, tie-ups, institutional sales, marketing collaterals, customer relations, package programs

• Human Resource Manager (HRM)

• handles code of conduct, basic labor and employee relations, manpower planning, hiring and selection

Kitchen Lead (KL)

•Implement SOPs at the kitchen

•Accomplish FSC checklists

•Report FSC problems encountered

•Suggest CAPs

•Assist PQM during inventory count

It is the proper coordination of people, product & equipment to achieve shift

objectives Management










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C. Key Success Factors

KEY SUCCESS FACTORS MEASURES OF SUCCESS

1. Knowledge of Standards/ Competency

2. Effective Floor Control & Management tools

3. Customer Interaction

4. Equipment condition & proper operation

5. Optimum Manpower

6. People Motivation

High FSC & Customer Satisfaction

Sales & Productivity

D. Basic Key Concepts

1. Managing People

1. Managing PeopleScheduling - Ensure that there are enough

crew to meet sales demand

Positioning - Ensure that crew are properly

positioned

Training - Ensure that crew assigned in his

station is trained

Motivation - Recognize good performance of crew & coach non-performing crew

Managing

People

Managing

Products

Managing

Equipment

Managing

Cleanliness

BEING ON FLOOR










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2. Managing Products

3. Managing Equipment

4. Managing Cleanliness

5. Managing Services and Channels

2. Managing ProductsEnsure availability of

all productsEnsure quality of

products at all timesDiscard and record

lapsed products

Replenish packaging materials on the proper

locations

3. Managing EquipmentEnsure that all equipment are in

good working condition, clean and handled with TLC

Check that all equipment in the production/service area (e.g. fryers, storage, POS terminal)

are working properly

Ensure the air conditioners and facilities at the dining area are

operational.

4. Managing CleanlinessMaintain a clean look and smell (absence of foul

odor)

Keep all materials organized

• uncluttered

• everything is in place

5. Managing Services and ChannelsMaintain a clean look and smell (absence of foul

odor)

Keep all materials organized

• uncluttered

• everything is in place










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III. PARTS OF THE SHIFT

KEY CONTRIBUTORS

CRITICAL AREAS:

LEGENDS:

Specific steps needed in the shift or Important and Critical reminders

Work flow

Post ShiftClosing

Pre-closingClosing

Running the ShiftOpening Closing

Pre-shift PlanningOpening Closing

Upon EntryOpening

MAN MACHINE MATERIALS METHODS

PRODUCTION SERVICE

MARKETING MONEY










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A. UPON ENTRY (FOR OPENING SHIFT MANAGERS)

1. Safety and Security Check

1) Report for work at least 15 minutes before time-in 2) Conduct quick inspection of parking, façade, hallways and signage 3) Open the front door with the guard or opening service crew as witness 4) Check condition of the following for physical damage or forcible entry on the way to the office:

a) Front/back door b) Manager’s Office c) Vault

d) Switch on Breaker - surface must not be warm or heated e) Turn on counter and some dining lights from the main panel board f) Turn on PC/ BOS g) Refer to CCTV Guidelines to check possible break out

2. Perform grooming audit to all opening line-up

3. Boot at least 1 POS for time-in – Manager must take the lead and refer to the Happy Plus Guidelines

4. Review FSC/QMS workbook for safety and security concerns

1) Use tickler to take notes 2) Try to settle mentioned issues during game plan

5. Check on the Service Area:

1) Check if store equipment are fully operational, calibrated & in standard setting i. Vendo Machine ii. Insect Light Traps (ILTs) iii. Juice dispenser iv. Halo UCR v. Ice Cream Freezer

2) Temperature must be at 23C 3) Check if panels are properly labeled

6. Check on the Production Area:

1) Switch on Exhaust and Fresh Air 2) Check if store equipment are fully operational, calibrated & in standard setting

vi. Pao Cabinet

KEY CONTROL Only Managers are authorized to handle store keys Entrance/exit floor keys shall be limited to three duplicate copies Entrance door and office door are the only keys allowed to be brought home All other key must be kept locked in the key box in case of lost keys, the entire lock system shall be charged to the manager

concerned










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vii. Cold and Dry storages viii. Cooking equipment – check for possible gas leaks ix. Holding equipment

3) Temperature must be at 28C – 32C

What is 6Ms?

i. MACHINE

Defective/new equipment

ii. MAN

People

Change of schedule, absent, CTS schedule

iii. MARKETING

Marketing promotions – incentive programs

iv. MATERIAL

New items/raw materials, out of stock, products for suggestive selling

v. METHOD

Food, Service, Cleanliness and Condition (FSC) and audit lookouts

vi. MONEY

Funds related - shortages/overages, fake money, MCF, PCF

vii. OTHERS

Other things which are important and related to operation

SAMPLE A.1 6Ms:

Machine -All functioning well -Pao Cabinet due for preventive maintenance next week Man -All CA & KS present -Jay-R (SS) absent due to illness Marketing -counter standees, translates, glass sticker and banners complete for Supersangkap?

Material -Short delivery of Pork Siomai. -Borrowed 3pks from CK Megamall Money -All funds intact -Run out coins for change fund Others -Regular Customer Ryan Montano will drop by tom. Please accommodate his BO inquiry

To gather information that might be vital to the operations

To achieve smooth flow of shift turnover

To provide key points on what to prepare

for the next shift










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7. Endorsement Review

1) Read and understand a. 6Ms issues b. Corrective Action Plans (CAPs) c. Manager's Communication Sheet

2) Make corresponding preparation to address concerns

8. Manage Funds and count money

a. Vault Procedure

Vault combination can only be changed whenever there is a change in any of the managers

(including MT’s), and other instances that warrant a change particularly if the security of

the vault contents is at risk.

The Area Manager is responsible for changing the combination. However, the Restaurant Manager

(RM) is responsible for setting up the combination. Recommendation in changing the vault

combination shall also be the responsibility of the RM.

Upon change of vault combination, new vault combination should be submitted to RBU Finance.

1) In a bond paper, indicate the following: - Date

Sign Fund Endorsement logbook Sign Fund Endorsement logbook

Call a Witness.

Open the lower vault - key & combination are required

Witness the opening of vault

Manager on Duty

Compare all items present in the vault vs vault endorsements logbook.

Witness comparison of items present in the vault vs vault endorsement logbook.

Count all cash/funds & compare with fund endorsement logbook

Witness counting of cash/funds as compared with fund endorsement logbook

Witness










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- Store Name - Store Code - New Vault Combination - Printed Name over Signature of the RM

2) Place it in an envelope. Seal and sign the edge of the flap. 3) On top of the envelope, write:

- Store Name - Store Code - "Vault Combination"

The vault’s door should always be locked securely by the MOD. S/he is responsible for all the

contents inside the vault during her/his shift. Thus, utmost care should be exercised to avoid losses.

Only authorized persons — Managers, bank representative/s authorized to pick –up sales deposits,

& Cashier/s during cut-off shall be allowed inside the office. Thus, office should always be locked.

PARTS OF THE VAULT SAMPLE A.3 TYPES OF VAULT

Type A Type B

Drop Slot – part of the upper vault where the sales pack of the cashier is dropped; this goes down directly to the

upper vault

Upper Vault – contains the sales and may have 2 key holes (Type B); this can only be accessed

upon pick up of bank teller

Lower Vault – contains store funds which the Manager on Duty can access anytime

Drop Slot

Upper Vault

Lower Vault










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b. Petty Cash Funds (PCF)

Petty Cash Fund (PCF) – A kind of store fund intended to purchase items not covered by standard and direct purchase items.

POLICIES i. SCOPE

a) Petty Cash Fund can only be used in official store expenses that are valid and supported by

original Official Receipts (OR). b) Only the business expenses below can be reimbursed:

1) Public Transportation for errands:

o Jeepney,

o taxi (except airport cabs),

o FX/Van,

o LRT/MRT,

o tricycle

o and pedicab fares do not require receipts.

o bus tickets should be attached to the PCV during reimbursement.

o Fares should be itemized accordingly.

2) Garbage collection 3) Minor repairs and replacements like bulbs, plugs, etc. NOT provided by Service

Engineering. 4) Office supplies 5) Purchase of vegetables (e.g. carrots, etc)

- Local purchasing of veggies is allowed provided that the quality is the same at a lower cost - If regular supplier, request for terms of payment (7 days or 14 days) - It is recommended to have the supplier be accredited to SAP SRM to allow check payment










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Only Official Receipts (OR) with the establishment’s BIR registration number may be reimbursed.

An Acknowledgement Receipt (AR) is acceptable for establishments that do not provide OR.

Other purchase/s using PCF is allowed granted that it is duly approved by SBU-Finance and the

amount is within store PCF.

In case of lost receipts or invoices, a certified true copy of both shall be secured from the supplier

and noted by the AM.

ii. ROLES AND RESPONSIBILITIES

a) The Restaurant Manager (RM)/Manager-on-Duty (MOD) has the

overall responsibility in handling the PCF. The PCF Custodian shall be the MOD for the day.

b) The RM/Assistant Restaurant Manager (ARM) shall ensure that disbursements from the PCF are properly controlled, monitored and liquidated on time.

c) Any unapproved PCVs, including those noted during Fund Audit, shall be charged to the concerned custodian, with corresponding Authority To Deduct (ATD), after due process.

iii. SAFEKEEPING

a) The PCF shall be kept in a secured area and shall be segregated from other funds being handled by the custodian.

b) The PCF shall be subjected to a surprise audit; therefore, this should be intact and available anytime, either in the form of cash on hand or Petty Cash Voucher (PCV), or both.

c) All petty cash obtained from the PCF shall be documented using a pre-numbered PCV, duly approved by the RM/Manager-on-Duty and LIQUIDATED WITHIN TWENTY-FOUR (24) HOURS.

PCF expenses beyond one (1) month can no longer be reimbursed and replenished.

Only Official Receipts (OR) with the establishment’s BIR registration number may be

reimbursed.

An Acknowledgement Receipt (AR) is acceptable for establishments that do not provide OR.

Other purchase/s using PCF is allowed granted that it is duly approved by SBU-Finance and the

amount is within store PCF.

In case of lost receipts or invoices, a certified true copy of both shall be secured from the

supplier and noted by the AM.

ALL ATDs should be transmitted to JWS 3 days before the nearest payroll cut-off










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SAMPLE A.4 Petty Cash Voucher

PCV should serve as an attachment upon submission to JWS

iv. SAP – CASH JOURNAL MODULE

1. The Assistant Restaurant Manager (ARM) shall be responsible in requesting for PCF replenishment.

2. The Restaurant Manager/Manager-in-Charge shall be responsible in approving PCF replenishment.

3. A grant file will automatically be sent to the store back end server once PCF replenishment is approved.

4. Table below shows the standard approval matrix per SBU for SAP-Cash Journal

Store Code and Name

Name and Signature of the requesting Crew/Staff

Name and Signature of the MOD

(php)Amount received by the requester

Reason why petty cash is used

Breakdown of purchases based from

Invoice

Amount of Invoice

Fill up prior purchase of

item/s

Accomplish upon

return of the Staff

Same Staff as above should sign

Name and Signature of the

MOD

Name and Signature of the

Crew/Staff

Name and Signature of the Receiving Crew










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SAMPLE A.5 Statement of Fund Accountability

Should be

clearly signed










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c. Money Change Funds (MCF)

• The fund custodians are the Managers only. • Mingling of fund is not allowed. • Sourcing of coins and bills should only be done with its depository bank.

• Sourcing of additional coins elsewhere can only be done as last resort. Strict measures should be observed such as: Observe buddy system Must not be in uniform Manager on duty must be notified When at the bank, make sure to approach the counter before doing the transaction; never

transact with anyone who approaches you posing as a bank representative

d. Counter Cashiering

i. Endorsement of Cash Pouch for Add Loan Procedure

Should be given prior to cashiering. Shall be complete and documented in a logbook upon endorsement to cashier. Shall be punched in the POS terminal for proper documentation. Shall be used for changing purposes only during counter cashiering.

Get cash pouch w/ ADD LOAN from the lower vault

Manager on Duty

Receive cash pouch & count ADD LOAN from MOD

Cashier

Issue cash pouch to cashier

Sign ADD LOAN endorsement logbook Sign ADD LOAN endorsement logbook

Perform cashier sign-on in the POS

Enter ADD LOAN amount

Swipe card in the POS

Witness the amount entered by the MOD

Keep MOD’s copy of Add Loan receipt signed by the cashier

Keep MOD’s copy of Add Loan receipt signed by the cashier










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ii. Prepare Daily Cash Position Report

Official record of all cash received and deposited by the store Serve as store copy.

SAMPLE A.6 Daily Cash Position Report

DAILY CASH POSITION REPORT

Store: CK Pioneer

Date: May 1, 2014

Day: Saturday

Sales

GRAND TOTAL

Packs

Cash & Checks: Start of Day Number of Packs Counted

- Cash & Checks Deposited Remarks:

Cash & Checks Received:

+ Sales

+ BO Deposit & Others

= Cash & Checks: End of Day

- Number of Packs in the Vault

← Difference MOD:

Checked by (Closing MOD): Date checked:

Entered by Vault Opening

RUNNING CASH POSITION SUMMARY

Cashier Signature MOD SignatureSales per

Reading

Items

BO Dep.

& Others

Cash & Checks

Sales Pack # Cashier's Name POS/CRM #Cash & Checks

Cashier's

Over(Short)










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iii. POS: Start-up

1. Parts of the POS

2. Sign-on Procedure

1) Turn on all printers - kitchen, beverage and desserts 2) MOD to open the POS Terminal – input Manager Code and Password

3) MOD to click on Open Reg

3rd

Incorrect Password will automatically shut down the terminal










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4) Cashier to tap on CASHIER SIGN ON button using cashier’s own code and 5) Swipe card for password.

iv. POS: Add loan 1. Click on ADD LOAN, then Input the amount.

2. Cashier must sign on two copies of the ADD LOAN receipt.

Sharing of swipe card is strictly not allowed.

Each cashier shall have an individual password.

All sales shall be punched upon order of the customer.










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9. Check email and SPR

1) Look out on high priority email messages

Memos from RS, Marketing and Training

Refer to DCS guidelines in handling records and files for safekeeping 2) Check on Sales Performance Report (SPR)

SAMPLE A.2 SALES PERFORMANCE REPORT (SPR)

TABLE A.1 SPR

Code Definition Formula Code Definition Formula

1 AC Average Check NS/TC 19 MCRB Man Cost Running Balance

PMCRB + CMC

2 ADS Average Daily Sales NSRB/ # of days 20 MHRS Man Hours Compute MHRS from DTR

3 ADTC Average Daily Transaction Count

TCRB/# of days 21 MHRS RB

Man Hours Running Balance

PMHRS RB + CMHRS

4 DIS Dine In Sales From Consolidated Report 22 NS Net Sales GS/1.12 + VAT Exempt Sales

5 DIS % Dine In Sales Percentage DIS/NS x 100 23 NSRB Net Sales Running Balance

PNSRB + CNS

6 DISRB Dine In Sales Running Balance

PDISRB + CDIS 24 SG Sales Growth CNSRB - LYRB/LYRB x 1000

7 DV Daily Variance NS - TS 25 SPC Sales per Customer NS/ Quantity of drinks

8 DVRB Daily Variance Running Balance

PDVRB + CDV 26 SPI Sales per Item NS/TIS

9 GS Gross Sales Food Sales from consolidated report

27 SPMH Sales Per Man Hours NS/MHRS

10 HC Head Count From Consolidated Report 28 TC Transaction Count From Consolidated Report

11 HCRB Head Count Running Balance

PHCRB + CHC 29 TCMH Transaction Count Per Man Hours

TC/MHRS

12 IPC Item Per Customer TIS/Quantity of drinks 30 TCRB Transaction Count Running Balance

PTCRB + CTC

13 IPTC Item per Transaction Count

TIS/TC 31 TIS Total Items Sold Total Qty product sold from PAR

14 LY ADS

Last Year Average Daily Sales

From Consolidated Report 32 TOR Turnover Rate HC/SC

15 LYNS Last Year Net Sales From Consolidated Report 33 TOS Take Out Sales From Consolidated Report

16 LYRB Last Year Running Balance

From Consolidated Report 34 TOS % Take Out Sales Percentage

TOS/NS x 100

17 MC Man Cost MHRS x Hourly rate x 1.5(benefits)

35 TOSRB Take Out Sales Running Balance

PTOSRB +CTOS

18 MC % Man Cost Percentage MC/NS x 100 36 TS or FS

Target Sales or Forecast Sales

From store Managers Budget Template

DATE DAY GS

VAT -

Exempt

Sales NS NSRB ADS

1 SUN 98,658.00 2,959.74

2 MON 96,450.00 2,893.50 89,009.57 180,056.81 90,028.41

3 TUE 89,800.00 1,796.00 81,974.57 262,031.38 87,343.79

4 WED 90,363.00 1,807.26 82,488.51 344,519.89 86,129.97

TS / FS DV DVRB LYADS LYNS LYRB SG %

100,000.00 83,252.36 83,252.36 83,252.36

95,000.00 (5,990.43) (14,943.19) 84,328.81 85,405.26 168,657.62 6.76

85,000.00 (3,025.43) (17,968.62) 86,223.34 90,012.39 258,670.01 1.30

85,000.00 (2,511.49) (20,480.11) 85,622.29 83,819.16 342,489.17 0.59










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B. PRE-SHIFT PLANNING

This allows the manager to get as much as information available to set expectations for the shift. Pre-shift planning applies to Opening Manager, Mid-shift Manager and Closing Manager

1. Conduct Quick Round

1) Inspect on the 4Ms in the Production Area

2) Inspect on the 4Ms in the Service Area

MANPOWER

•Check availability of headcount

•Check Grooming of the Crew members

•Ensure correct positioning per station

MACHINE

•Check calibration of the equipment – Cooking, holding and Cold Storage

•Validate operating temperature with actual reading

•Review Equipment Checklist – use FSC workbook

METHOD

•Check Gold Standard attributes – Taste Test

•Observe standard cooking time & temperature and batch size

•Review Product Quality Checklist – use FSC workbook

•Observe Production Control Guidelines

MATERIALS

•Check completeness and availability of raw materials and packaging materials

•Check endorsement logbook if there are borrowed stocks

•Review DIC & closing inventory from previous night

MANPOWER

•Check availability of headcount

•Check Grooming of the Crew members

•Ensure correct positioning per station

MACHINE

•Check if POS, printers and Happy Plus Card terminals are working properly and in good condition

METHOD

•Check Gold Standard attributes – Taste Test

•Observe standard cooking time & temperature and batch size

•Product Quality Checklist – use FSC workbook

•Observe Production Control Guidelines

MATERIALS

•Ensure complete and standard marketing materials

•Ensure complete funds (MCF/PCF) and forms such as Fund accountability and cash count are always up to date and signed










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3) For stores with Drive Thru (DT) Channel, the following critical points amust be ensured: 1) Check POS, SDS, Order Confimation Screen, if properly functioning 2) Sanitize DT Dispatch, Drinks and Bagging Tables 3) Check clarity and loudness of Speakerbox and Headsets – fully charge the batteries 4) Prepare back-up of juices and replenish utensils, condiments and packaging at Assembly Table

– check supply 5) Check if signages are in good condition

4) For Stores with Delivery Channel, the following critical points must be ensured:

1) Check completeness of tools and utensils – condiments, packaging, thermal bags, number clip 2) Check functionality and condition of equipment – POS, Printer, Thermal paper 3) Update Product Availability 4) Synchronize time of the POs, One Number Delivery System (ONDS) and Rider’s watches 5) Prepare Cashier ADD LOAN

5) Rest Room Check

1) Inspect the Rest Room Area 2) Ensure that the Restroom Checklist is prepared and up-to-date 3) Acknowledge good performance of the restroom crew / utility man.

2. Check e-mail

3. Game Plan

This contains specific objectives and activities which the store intends to achieve by the end of the operating hours. It can be viewed as mini goals that in the end, contribute to monthly targets in FSC, Sales and Profits

1) Summarize and finalize Game Plan based from Pre-Shift findings (use tickler) such as:

1. recent updates from Memos & endorsements from previous shift 2. and quick rounds in the production and service area

2) Communicate the Game Plan through shift huddle following a recommended outline: 1. Start with a prayer, quote, or Bible verse. 2. Hear from your team and empathize with them – ex. One word exercise, yesterday’s

experience, expectations for the day, sharing of good news 3. Motivate your people – PRAISE! 4. Discuss previous performance and pressing concerns. 5. Orient them on updates or changes in operations 6. Discuss on Targets using 6M format

4. Perform Taste Test with opening AKL/ Regular Kitchen Personnel (can be done randomly)










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SAMPLE A.3 6M for Shift Huddle

For Mid to Closing Shift Managers – conduct shift huddle per station

5. Cue team for Store Opening

6. Open Customer Entrance Door

• in good running condition

• POS offline

• All systems go!Machine (Equipment)

• properly positioned, enough line-up

• Aces in their places!

• Stockman to monitor availability of thawed chicken from 6 to 2pmMan (People)

• MOD to monitor hourly sales and track performance vs target

• Do suggestive selling of halo-halo - 20 halo per cashier during peakMarketing

• enough stocks, all available, no bloody chicken, zero wastages

• Gold Standard!Materials (Product)

• achieve 90sec TAT in 90% of transactions hourly

• Crew to check/clean CR every 15 minutesMethod (FSC)

• Achieve Php100,000 by 2:30 PM

Money (Profit/Sales)

• ready for operations, zero deviation on cleanliness of CR,

• ALL set!O - Others on C & C, directions










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C. RUNNING THE SHIFT (FOR OPENING AND CLOSING MANAGERS)

i. ON-FLOOR

Stay on Floor - Be aware and alert when in Service area such as Dining and Counter and Production Area

Observe and take action (keen eye for detail)

Ensure People, Product and Equipment are all working towards attaining objectives

1. Conduct travel path timely Travel Path is a predetermined route of checking the store. It is a systematic way of checking on the 4Ms

MAN = Knowledge, Skill, Attitude of crew and managers MACHINE = functionality, condition and state of the equipment, facilities and tools METHOD = process and method implemented in the store MATERIALS = consumable materials e.g. food items, packaging materials

*Refer to the Travel Path Checklist in QMS/FSC Workbook

Make the

first 30 seconds

count!










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1

Entrance

2

Freezer Chiller

3

4

5

6

1. Store exterior: back areas car parking garbage bin, utility Drive-Thru (exterior)

2. Dining Area 3. Comfort Rooms 4. Front Counter, DT interior 5. Production and assembly area 6. Storages 7. Crew Grooming & Hygiene

TRAVEL PATH










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2. Detect any FSC violation

3. Accomplish FSC workbook and checklists

4. To manage service, observe the following:

Set the Pace

By ―hustling‖ yourself, you will influence others to pick up speed.

As you move along the counter area, encourage your counter crew to smile.

Once in a while, step out of the counter area and stand in front of the counter to check how your counter crew are smiling and how fast they are serving the customers.

Keep the Lines Moving

Observe how fast the customer lines are building up and moving.

If lines start to build up, open additional counter.

Assign LSP to keep lines moving.

If the cause of the slow lines is delayed production, coordinate with the Production Quality Manager to speed up production.

Keep an Eye on Pending Orders and Have These Filled Up At Once

Occasionally, check with the production area what their pending orders are and keep the customers informed of the status. If needed, bring the orders yourself.

Do area segmentation so that when the order is ready they don’t waste time looking for the customer.

Ensure the Cleanliness of the Customer Areas

Make sure that the lobby, floor and restrooms are cleaned regularly. Do spot mopping as needed.

Check the sidewalk, parking lots, and make sure these are clean at all times.

Be alert also for any foul odors you may detect and take action on these.

Look Out for Opportunities to Give Extra Service

As you go around the Counter and Dining areas, look for ways to give your customers extra service and instruct your crew to do the same.

This may be as simple as helping them carry their trays of food, looking for seats, offering a high chair for children or even bringing condiments even without their asking.

Talk to customers and find out how their experience was.

Do table hopping.

Be on the Alert for Possible Complaints

Keep your eyes and ears open for signs of possible complaints.

This can be a customer impatiently tapping on a table while waiting for a pending order, or customers not happy with the food they are eating.

You might actually overhear customers talking about how poor a product is or how they were not properly treated. If you spot any signs of trouble, step in and act on it immediately before it gets any worse.










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Keep Periodic Track of Sales and Keep Your Team Informed

You must periodically check if your store is meeting its sales targets for specific day parts.

If there is a significant increase in your sales trend, the PQM must be alerted so adjustments can be done in production.

If you are below target, your SMM must be informed so that you can discuss ways of increasing sales during the remainder of the day.

Make sure that Systemwide Marketing Promotions and LSMs are Implemented Properly

Ensure that your counter crew know how to properly implement any current marketing activities.

If a promotion involves novelty items your stocks should be enough.

Ensure the Security and Safety of Customers

During peak hours, remind your dining crew to ensure the security of your customers’ belongings.

Be on the lookout for suspicious-looking characters.

Customers should be kept away from wet floors by warning signs.

5. Perform Cash Control and POS related procedures

i. Refunding










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The policy of ―refund all‖ is strictly implemented. For Cancelled Orders/Transactions

• Refunding of transactions should be done ―WITHIN THE HOUR‖ • Only the MOD can refund a cancelled transaction • Should be signed by both cashier & MOD within 1 hour • Cancelled transaction which happened few minutes before the hour, will be given

15mins allowance to perform the refund with the corresponding explanation. • Reprinting of cancelled tape is not allowed • Wrong tape and Cancelled tape (or receipt) should be attached together and

complete (for submission to JWS Sales) together with other special transactions • Reason for cancellation should be indicated in the receipt • For the "Reason" indicated in the refund, "RF" is not acceptable. Indicate only the ff:

1. DP – double punching 2. WP – wrong punching 3. CO – change order 4. WOT – wrong order taken 5. AP – accidental punching 6. LOC – lack of cash 7. PE – programming error 8. CXLD – cancelled order 9. WR – wrong refunding 10. NS – no stock

If wrong punching and refund amount exceeded 1.5% of net sales (Net sales per DSR after discounts and refunds, with tax), Incident Report (IR) must be made.

Note: If due to call center errors (if applicable), no point deduction.

Refunding of Chowlebration should be reviewed/ signed by another manager aside from the MOD who refunded the transaction.

Refund tapes and other special transaction receipts such as SRD, EDIS, tie-ups, Ads & Promo, Misc & other charge receipts, should always be complete.

Missing transaction receipts shall be investigated and appropriately charged to the person/s responsible.

Special transaction receipts must be valid, completely filled-out and signed by the persons responsible.

Receipts must be checked by the RM for submitting to accounting.










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SAMPLE A.8 Refund Receipts

ii. Special Transactions

Cashier CashierMOD MOD

Always Indicate Reason

d

e b

aA

c

f










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a) EDIS – Employee DIScount

1. No ID, No Discount policy. 2. Valid to the following in all company-owned stores.

Head Office employees Commissary employees Company-owned employees and immediate family member of the employee

3. 20% discount on all food products, at a maximum worth of Php500 4. At most, 5 transactions per day 5. Must be approved first by the manager. 6. Employee must sign on the receipt. 7. Franchise employees can avail of the discount where they are assigned and in other

franchise stores provided the same corporate name. 8. GCs are applicable for payment and are good as cash.

b) SRD – Senior Discount

1. No ID, No discount policy (any Identification card with birth date) 2. Valid for dine-in, take-out and delivery and VAT-exempted 3. The 20% discount shall be for the ―exclusive use and enjoyment‖ and shall mean ―for

the senior citizen’s personal consumption‖ only 4. No ride-on policy. 5. The 20% discount may be applied to value and promotional meals 6. Not valid for bulk, functions and novelty items. 7. Customer must sign on the store copy receipt.

c) Department charge

1. Products ordered at all co-owned stores by the departments on a charge basis. 2. Documented using PWAF and punched in under Dept Charge 3. Approved by the Dept. Head. 4. Receiving employee must sign the original POS receipt & PWAF.










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SAMPLE A.9 Product Withdrawal Authorization Form (PWAF)

d) GC – Gift Certificate

1. Denomination: Php50.00 and Php100.00 only 2. Terms and Conditions:

Can be used for all types of transactions Not convertible to cash

3. Check the following: Two authorized signatories (multi-colored) Issuance date If with perforation Serial number

<Store that will serve the product pullout>

<Ordering SBU>

<Must be 10 Digits>

Sample Reasons for Transactions










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e) Chow Card (For Franchise Stores only)

1. Charge privilege given to employees of some franchise stores. 2. Part of Salary deduction 3. Ride-on is allowed provided up to the credit limit only of P1,000.00/ month for Rank & file

and P2,000.00/ month for the Management Team. 4. Must be approved first by the manager before punching. 5. Availing employee must sign on the receipt.

f) Other Keys 1. Person With Disability (PWD) 2. Promo Percent Discount 3. Open Price 4. Rep 5. Happy Plus 6. Promo Tie-ups

iii. Cashier Break

1. All cash/sales must be placed inside the cash pouch. 2. Endorsement of cash pouch should be documented in a logbook signed by both MOD &

cashier. 3. Cash pouch should be kept inside the 2nd vault. 4. Cash pouch lock and key should be provided by the cashier. Likewise, the key must be

safely kept with him/her.










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5. Relieving Cashier a. Should sign on in the POS using her own name & password. b. Should have her own ADD LOAN

iv. Paid Loan

1. ADD Loan should be returned after peak to the MOD as PAID LOAN 2. Breakdown should be written in the PAID LOAN receipt as documentation 3. Duplicate receipt is generated for both cashier and MOD signature

SAMPLE A.10 Paid Loan Receipt

MOD’s

SignatureMOD’s

Signature










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v. Partial Turn in (PTI)

1. Partial Turn in – should be done every time the drawer reached its limit (Php15,000) set on the system. It will generate two (2) receipts, one (1) copy for the cashier and the other for the manager.

2. Must be endorsed to the MOD after peak & shall be punched in as PTI. 3. Should be documented using Sales Breakdown Form (SBF), packed and dropped in the

vault.

SAMPLE A.11 Sales Pack and Sales Breakdown Form

Serial

Numbers










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vi. Cashier Cut-off

1. Perform Cashier Break procedure 2. Cashier to count sales; MOD to view sales from VQF 3. Cashier to accomplish Sales Breakdown Form (SBF) 4. MOD to recount sales 5. MOD to pack & seal the sales 6. MOD to drop sales & witnessed by cashier 7. MOD to generate cashier cut-off reading 8. MOD & cashier to sign DCPR

SAMPLE A.11 Cashier Cut-off Report

OPEN CASHIER:

RECEIPT (s):

OPEN AMOUNT:

CLOSE AMOUNT:

TOTAL SALES . . . . . . . . . . . . . . . 152 11,500.00

TOTAL REFUNDS . . . . . . . . . . . . 1 200.00

------- -------------

FOOD SALES . . . . . . . . . . . . . . . . 150 10,300.00

MISCELLANEOUS SALES . . . . . 1 1,000.00

DELIVERY CHARGE . . . . . . . . . . 0.00

NOVELTY SALES . . . . . . . . . . . . 0.00

------- -------------

GROSS SALES . . . . . . . . . . . . . . 151 11,300.00

TOTAL DISCOUNT . . . . . . . . . . . . 1 100.00

------- -------------

NET SALES PER POS . . . . . . . . . 151 11,200.00

12% VAT . . . . . . . . . . . . . . . . . . . . 1,200.00

NET SALES FOR FS . . . . . . . . . . 10,000.00

IOU . . . . . . . . . . . . . . . . . . . . . . . . 0.00

CHARGE SALES . . . . . . . . . . . . . . 0.00

NET SALES RECEIPT . . . . . . . . . . 10,000.00

JANE 03/23/2008 16:00

010000001-010000300

0.00

11,200.00

STORE #0111

REGISTER 01

Mar 23, 2008 (SUN)

JANE W. CRUZ

POS01 SN: 00 - A00000

BIR PERMIT NO: 1000-000-10000-001

CASHIER CUT OFF REPORT

XYZ BRANCH

CHOWKING FOODS CORP.

XYZ BRANCH

CUBAO, QUEZON CITY 0111

TIN 000-000-000-001VAT

TOTAL DEPOSITS . . . . . . . . . . . . . 0.00

TOTAL DEP APPLIED . . . . . . . . . . 0.00

TOTAL DEP REFUNDS . . . . . . . . . 0.00

TOTAL PTI . . . . . . . . . . . . . . . . . . . 5,000.00

ADD LOAN . . . . . . . . . . . . . . . . . . . 7,000.00

PAID LOAN . . . . . . . . . . . . . . . . . . 7,000.00

ACTUAL CASH DEPOSITED. . . 11,201.00

-CASHIER TOTAL . . . . . . . . . . . . . 11,200.00

=Over/Short (+/-) 1.00

Transactions:

DINE-IN 100 7,142.86

TAKE-OUT 50 1,964.29

Tenders:

CASH 151 11,200.00

Discounts:

SENIOR DISC 1 100.00

Item Voids: 100 500.00

2nd Order 30 300.00

Customer Count: 220

Cashier: _________________________________

JANE W. CRUZ

Read By: _________________________________

MODESTO F. HIPOLITO

*********************************************************

3/23/2008 16:00:00










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a) Sales Shortage

1. Shortages must be paid immediately upon sales clearing by the cashier thru cash or Authority to Deduct (ATD) form

2. For shortage of Php500 & above, prepare an Incident Report

SAMPLE A.12 Authority to Deduct (ATD) Form

b) Sales Overage

1. All overages should be packed & deposited together with day’s sales. 2. For overages of:

Amount (php)

Action

0.01 – 10.00 tolerable amount

10.01 – 99.99

cashier to explain

100.00 & above

cashier to prepare Incident Report & the MOD will immediately conduct investigation

c) Overage Due To Unclaimed Change

1. Should be punched using ―unclaimed change‖ button in OPEN PRICE, packed & deposited together with the cashier’s sales.

2. If the customer claimed the change on the succeeding days, check the validity & get the amount from the PCF.

3. The PCF should be supported by unclaimed change receipt.










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P SCENARIOS THAT NEED INCIDENT REPORT (IR)

Cashier shortage worth 500 & above Cashier overage worth 100 above Lost special transactions or refund receipts Single receipt refund worth 1000 and above Refund exceeding 1.5% of net sales

a. Channels and Services

i. Drive Thru

Chowking (CK) Drive-thru aims to capture the ―mobile‖ market segment by providing an easy way for CK consumers to grab their favorite CK product immediately without leaving their cars.

Please refer to CKRS-CSS SM 040 DRIVE THRU.

ii. Delivery

Chowking Delivery envisions to be the top-of-mind Chinese QSR delivery business. Its mission is to deliver accurate and complete products within 30 minutes or less while providing friendly service to our customers.

Coverage of Transaction: Minimum Amount: Php200 Maximum Amount: Php2,999 Note: Amount exceeding the maximum amount for Delivery will be considered a big order.

Please refer to CKRS-CSS-DS Delivery Service Guidelines










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iii. Chowlebration

POLICIES

a) SCOPE

a minimum of Php3000 worth of order booked ahead of time by the customer for big events

School/Company Christmas Parties Conventions, Seminars, or Summits Elections

Require a contract and a down payment o Which may be shared between or among 2 or more stores o Which may be prepared and served in-store or off-site:

In-Store Bulk – cooking, assembly, or any of these are done in the store Off-site – cooking, assembly, serving or any of these are done at a site

separate from the store. Note: Off-site Bulk is done when the store cannot accommodate the equipment

Mode of payment: Cash & Checks (for down payment) & cash only (for final payment) Must be settled at least 5 banking days before the actual event For additional orders, use order booking form & attach in BO contract as proof

For the complete details of the Chowlebration Transactions, kindly refer to the Bulk Order Service Systems Manual which includes the following:

o Introduction o Product Classifications o Booking Procedure o Site Inspection (Off-site bulk) o Planning o Ingress o Set-up o Food production Guidelines o Distribution Guide o Egress










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SAMPLE A.13 Functions and Bulk Order Booking Form










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b. Official Receipts Issuance SAMPLE A.14 Official Receipt (OR)

In accordance to R.A. 9337 (New EVAT LAW), the following information must be indicated when issuing the VAT official receipt:

a. OR No., sellers name, address and TIN followed by the word VAT

b. Date of transaction c. Description of goods or properties or nature of

service d. Quantity / Unit cost e. Selling price or the total amount

Regardless of the amount, ask for a TIN# of the purchaser (addressed to company only & not to individuals) is required to be indicated.

Issuance of manual CSI/OR is o Limited to MOD only. o Issued in numerical sequence and completely filled-out. o Must be properly monitored (through a logbook/record).

Unused/skipped CSI/OR should be marked cancelled. Store must maintain a minimum level of 10 unused OR booklets per BIR ruling. Manual OR’s/CSI that are not supported by POS tapes are to be charged to the responsible

person/s after due process. For OR cancellation, original OR should be the one present for cancellation OR preparation should be a "mirror copy"of the POS receipt Issuance of booklet should be monitored thru logbook (issued and returned used OR)










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ii. OFF-FLOOR

Off-floor tasks are usually done inside the manager’s office where KRAs and reports are mostly done

Each Management tool or system can be done during the shift in order of necessity and KRA of the Manager on Duty

6. Inventory Management System

The Inventory Management System aims (a) to standardize the process of inventory reporting in stores, (b) to maintain accuracy in inventory levels and (c) to help the store in monitoring and analyzing Food Costs & Paper Costs (FCPC). All Commissary and Direct Delivery items ordered through SWS must be properly and correctly encoded in the back office system to comply with the requirements of Logistics and Purchasing in alignment with SAP systems implementation.

This covers the following major procedures:

1. Ordering and Receiving Process of Standard Stock and Direct Delivery items 2. ePO Processing

a. ePO download i. Via FTP ii. Via email iii. Via SWS

b. ePO upload in Back Office System 3. Receiving in Inventory Management Module

a. Encoding based on ePO b. Manual encoding – if there is no ePO c. Printing of Receiving Report – for Direct Deliveries only

4. Inventory transfer a. Transfer in b. Transfer out

5. Wastage Recording 6. Physical count

a. Ending inventory Please refer to CKRS – BMMS MM 006 Inventory Management System Manual for the step-by-step procedure.










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7. Manpower Planning

Manning Guide is a store productivity tool which aims to assist store managers in RATIONALIZING the:

The Manning Guide template automates the store’s process of scheduling its manpower lineup and analyzing the different metrics needed for management reporting.

Its features include:

1. Weekly Scheduler – starts on a Monday and must be the same with Timekeeping (TKS) Scheduler in the Back Office System (BOS)

2. Gantt Chart – point of analysis wherein required manhours and actual manhours can be compared ata certain time

3. Manager’s Reports – can be generated to review the results of the week’s schedule based on the strategies done for the weekly schedule.

Please refer to RS-RMS MM 001 Manpower Planning - Manning Guide for the complete details.

i. Manpower Roles and Positioning Guide (MRPG)

Manpower Roles & Positioning Guide aims to effectively position the crew (dining, counter and kitchen) in the store and increase their productivity with clearly defined roles and responsibilities. Studying the distribution of transaction arrival per store, it can be noted that stores have three modes:

It is important to consider these modes because each of these requires different focus on activities for Quality and Efficient Food Production to be achieved. From the standard

1) right number of people – TCMH will depend on the number of man hours per staff assigned

2) at the right time – what time a staff is needed at the assigned station

3) in the right position – assign properly trained and competent staff

4) at an optimal cost – balance on manning mix to reduce OPEX










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manpower requirement given by the Manning Guide and considering the store mode, Manpower Roles & Positioning Guide will then designate tasks and organize them in the most efficient and effective way.

Please refer to CKRS-BMMS MM 001 MANPOWER ROLES AND POSITIONING GUIDE for the complete details.

8. Production Control System – Production Plan and Guide

Production Control System (PCS) is a system based on the Plan-Do-Check-Act (PDCA) Cycle that guides the store’s day-to-day operations by ensuring that products achieve gold standard consistency, food lapses are minimized and Food Serving Time (FST) is within target. PCS follows the Just-in-time Production principle: Producing the right products at the right time and at the right amount. This means producing only what is required, at the time it is required. Benefits. The benefits of Production Control System include the following: (1) Increased service level (FST target achievement and available products at all times); (2) Reduced cost of lapses since overproduction is minimized. Main Responsibility. The Product Quality Manager (PQM) is overall in-charge of making certain that the Production Control System is in place and working for the store (that is, gold standard consistency is achieved and lapses are minimized). Stages of PCS. PCS has 4 stages similar with the PDCA Cycle (See below diagram). Stages 1 to 4 can be carried out in a daily, weekly and monthly basis depending on the need. All four stages are of equal importance.

Please refer to CKRS-BMMS MM 008 PRODUCTION CONTROL SYSTEM for the complete details.

Stage 1: Production Planning

•Responsible: PQM

•Production Planning (generation of Production Guide)

•Production requirements in-place

Stage 2: Production Plan Execution

•Responsible: PQM / All Production Staff

•Production guide execution

•Application of production modes

Stage 3: Quality Check

•Responsible: PQM / RM / MOD

•Quality checking (peak and non-peak)

Stage 4: Production Plan Revision

•Responsible: PQM / RM

•Production guide revision

•Capacity analysis and improvement










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9. Cash Journal - Liquidation and Replenishment Request

Cash Journal is a SAP module wherein cash funds are being recorded and tracked. It follows the major cycle of Liquidation, Replenishment and Cash Pullout.

This aims (1) to eliminate manual computation of fund balances and (2) to automate request and approval. Policies on Petty Cash Funds apply. Requester must be the ARM and approver will depend on the amount requested.

Please refer to CKRS-BMMS MM 00N CASH JOURNAL MODULE for the complete details.

10. SAP SRM

Supplier Relationship Management (SRM) is a module/system in SAP where goods and services, not covered by Commissary or Distribution Center (Pinnacle), are managed. The use of SRM aims:

to integrate and standardize processes to the whole JFC

to facilitate payments to vendors

to standardize processes across the brands Shopping Carts (SHC) are used to contain items/service for purchase and Goods Receipt (GR) serves as proof that items are received in SAP SRM.

Liquidation

ReplenishmentCash Pullout










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MAJOR PROCESSES AFFECTED:

i. Standard non-stock

Standard non-stock items refer to standard items that have no maintaining inventory at the Commissary and are supplied by an accredited supplier Examples: Kitchen Equipment, Computers, Services like Pest Control, etc

ORDERING in SAP RECEIVING in SAP

1) Log-in SAP SRM 1) Receive items from Supplier

2) Open Non-stock Catalog 2) Check DR versus actual items received

3) Search for Item/Service 3) Log-in SAP SRM

4) Select the item 4) Create Goods Receipt

5) Encode Quantity 5) Print Goods Receipt

6) Identify Account Assignment 6) Submit Goods Receipt to Supplier

7) Submit Shopping Cart for Approval

ORDERING

APPROVING

RECEIVING

PAYMENT

APPROVER

STORE

STORE

SUPPLIER










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ii. Psuedo/Local Purchases Direct Local Purchases refer to items purchased from unaccredited local suppliers. Examples: Agricultural/farm products - eggs, vegetables, Rice, LPG, Ice, Rentals, Installation, repairs and replacement of spare parts

ORDERING in SAP RECEIVING in SAP

1) Log-in SAP SRM, upon receipt of invoice 1) Log-in SAP SRM, upon approval of SHC

2) Open Pseudo Catalog 2) Create Goods Receipt

3) Search for item/service of corresponding supplier 3) Stamp the template to the Invoice

4) Select the item 4) Indicate GR # on the invoice

5) Encode Quantity 5) Print the Invoice Transmittal Template

6) Encode Price 6) Submit Invoices to JWS with attached Invoice Transmittal Template

7) Indicate Correct Tax Code

8) Add on Internal Note

9) Submit Shopping Cart for Approval 10) (for SHC amount>php20,000)

iii. Service Engineering

Requests to Service Engineering covers the following:

a. Minor repairs of store structure facilities b. Corrective repair of store equipment c. Preventive Maintenance of store structure and store equipment not covered by big

three (HKR, Technoloux, MPC and Watercare, Neorama and Maximum Solutions) d. Request for Walk-in Chiller e. Request for spare parts

Requesting and ORDERING in SAP RECEIVING in SAP

1) Call Service Engineering 1) Log-in SAP SRM, upon approval of SHC

2) Report Defective Unit/Equipment 2) Create Goods Receipt ()

3) Obtain consent of AM for the quotation 3) Print the GR

4) Submit Goods Receipt to Supplier

Please refer to CKRS-BMMS MM 003 SAP SRM Module Manual and CKRS-BMMS-QGC 007 SAP Quick Guide

Card for the complete details.










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11. Sales Pick-up and Depositing

All sales packs must be deposited intact on the nearest banking day.

Shift sales cleared before the scheduled bank pick-up should also be deposited using separate deposit slip.

MOD must ensure that all sales recorded in the DCPR are deposited on time.

Bank pick-up teller shall be required to present an ID every time he picks up deposits or the bank may provide a one-time pick-up authorization letter, where all the authorized pick-up tellers are listed.

MOD must ensure that all sales packs are complete and seals are not tampered with when these are retrieved from the vault.

MOD must not leave the bank teller until the latter confirms that the total number of sales packs endorsed is complete.

Banks should strictly follow the agreement set by both parties.

For late deposits: o If 1 day late, create store explanation and inform JWS – Sales via email or call o If 2 days late or more - Incident Report

BANK AGREEMENT:

Provision of a separate duffle bag for Chowking stores only. Use of armored car service. Daily pick-up (time varies for security purpose). Bank validated deposit slips shall be provided to the store on the next deposit pick-up

schedule. Bank shall be responsible upon receipt of the sales packs and signing of deposit slips,

subject to actual counting of the cash deposits.










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D. Pre-Closing (For closing Shift Managers)

1) At least 30 minutes prior closure of business hours, perform pre-closing activities accordingly.

2) In the service area: o Ensure all products are still being offered and available - cook per order if necessary o Ensure proper communication between counter and customer o Prepare for Sales Clearing - Cut-off

a. Cashier Cut-off - At the end of the cashier’s duty, this button int he POS is pressed to generate her sales reading. This reading contains the total sales she collected used for auditing. The system will ask the actual amount for deposit. Actual amount refers to the CA Cash Sales for the whole shift.

b. Refer to page 34 o Option to do partial cleaning is possible:

Discreetly arrange/stack chairs and tables away from the customers

3) In the production area: o Start performing Daily Inventory Count (DIC) by: (Refer to CKRS-BMMS MM 006 Inventory

Management System Manual)

Counting loose items Recording of wastages/lapses and scrap sales – follow disposal guidelines for each

type of item

i. Wastages - lapsed materials due to:

a. Sub Standard b. Over Production c. Spoilage d. Beyond consume Until (CU) Date e. Beyond holding time f. Spillage g. With Sanitation Defect (SD) h. Taste Test

ii. Scrap Sales - cover sale of items such as used oil, cartons, and other scrap items as

identified by operations. a. It must be punched in the POS on the same day of transaction and shall be

deposited together with the sales. b. Price shall be properly negotiated by the Restaurant Manager. c. Monthly review of the scrap report shall be done by the Restaurant Manager. d. Scrap items are properly monitored by the Regular Kitchen Personnel. e. Scrap sales transactions are documented using SITRF/ GATE PASS. f. Scrap items brought out from store are counterchecked by the MOD or

Guard. g. SITRF booklets are used in numerical sequence and kept securely.

[Effective November 2001] Observe Left – overs and items for back-up










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i. Left over is defined as finished products and intermediate products already

assembled, still within the standard holding time (otherwise, record the left-over as lapse) but were left unsold at store closing. By end of day, left-overs are not encouraged to exist or should only be at the minimum. (Refer to the Production Control System for the proper guidelines in preparing for closing)

a. For Leftovers (LO) due to gross negligence (such as over forecasting, over

cooking, etc.) with material equivalent amount, the concerned employee shall be asked by the Restaurant Manager to prepare a Personal Improvement Plan (PIP) and to be charged only after due process.

b. Option to sell to employee is possible provided that: The leftovers are in good condition – ex. Not lapsed Employees volunteer to purchase. Payment must only be in ―cash‖ at selling price less EDIS. Hence, Authority

to Deduct (ATD) does not apply. Leftover sales should be treated as regular sales therefore, must be

punched immediately in the POS within the day.

For franchise owned stores, the same policies shall apply. Leftover sales are subject to royalty.

ii. Items for back-up or cooked intermediate products (IP) not completely consumed

must be kept for the following day’s use. These items are specific to the following only:

a. Yellow Rice b. Buko Pandan c. Sago

Ensure arrangement of storage is done for the next day

o Option to do partial cleaning is possible – ex. filter oil

4) For stores with Drive Thru Channel, ensure the following:

1) Turn off all equipment 2) Place unused utensils, condiments and packaging in sealed containers 3) Clean POS, Dispatch and Assembly Tables

5) For stores with Delivery Channel, ensure the following:

1) Clean and organize the delivery station. 2) Turnoff all equipment 3) Check and clean delivery motorbike 4) Delivery tools must be surrendered

Helmet Motorbike key Sling bag Bill folder Thermal Bag-placed on top of the shelf










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E. Post Shift (For Closing shift managers)

• To get a total picture of the problem • To get a measure of how we did • To have more room for improvement • To have a sense of fulfillment and accomplishment • To avoid ―going through the motions.‖ • To minimize potential threats in the future • To be more competitive

1. Generate POS reports

1) Hourly Reading - Generates consolidated sales report per hour & transaction count earned by all

terminals 2) Day Part Reading - Generates consolidated sales report by day-part/ category & transaction count

earned by all terminals 3) Consolidated Report - complies & generate reading of all terminals. This is done any time of the day

or even at any terminals. It also prompts the terminal that has not yet performed the Close Reg procedure.

4) Product Accounting Report (PAR) - Generates report of all products breakdown sold for the day in all terminals.

5) Close Register Report- this button is used to end the business day for the register. This completes all the transactions in a particular POS.

Review Revise Retry










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2. Perform timekeeping transactions (approval of excess hours, OTA, OB, manual adjustments ) and Labor End of Day

1 2

3 4

5










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3. Labor End of Day

Labor End of Day (LEOD) must be accomplished first prior End of Day (Sales). Successful LEOD will transmit all Timekeeping data such as the EA file to the Main Office. LEOD is usually the day before the current business transaction date. Cutoff schedule and timekeeping policies must be observed for the payroll processing, at all times:

– prior 10am cuitoff

Example 1: Stores with Normal business hours

Example 2: Stores with 24 hours business operations

i. Roles and Resposibilities

RM must validate and authorize excess hours, OT and EDA of employees

MOD can perform Labor End of Day – Opening and Mid Shift

ii. Process 1) On the main menu, Click Store Operations

2) Click Labor End Of Day

3) Check Labor date and Click OK










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4) Make sure before to click Yes, ALL approvals in timekeeping transaction IS DONE (ex. OT, Transpo allowance, excess hours, EDA, etc.)

5) A message prompt on Labor End of Day Exceptions will appear. This will contain those employees without/missed Time-in or Time-out.

6) A message prompt on Labor End of Day Exceptions will appear. This will

contain those employees without/missed Time-in or Time-out.

7) Click Adjustment for manual log in/out

8) Check date, put time IN or time OUT

9) Identify appropriate reason










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4. Perform End of Day

5. Print Daily Sales Report (DSR)

3 Different Parts: 1. Cashier’s Sales Data 2. Documents Transmitted 3. Terminal Reading

1

2 3










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DSR Guidelines

A. Submission Company Owned Stores Head Office – Accounting Department Deadline: Once a month (every 1st week) Franchise Accountant’s copy Sales Certificate – Head Office Deadline: Second day of the month (Morning before 12 noon)

B. Attachments

Cashier Cut-off Receipt Consolidated Reading Receipts of Special Transaction (EDIS, SRC, GC, Rep, Dept Charge) Refund Receipts Incident Report (if any)

6. Complete DCPR – Daily Cash Position Report

DCPR - Official record of all cash received and deposited by the store.

DCPR Guidelines: A. Attachments Received copy of deposit slip during sales pick up Authorization letter from bank pick up teller Validated Deposit Slip B. Serves as the Store Copy

7. Check completeness of documents – SRDis, EDis, GCs and other receipts/forms 8. Encode all data relevant to the completion of Store’s Sales Performance Report or SPR (both soft and

hard copies).

SPR - Shows the record of sales data – running balances, average sales, head count – basis in identifying store sales performance

- Report containing sales input and computation accomplished every closing shift. 9. Send message to the Area Manager covering all pertinent data about sales, mancost, etc. 10. Send all Sales data to Head Office via FTP (File Transfer Protocol). 11. Perform Vault Endorsement Procedure (refer to page 11)










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12. Prepare the Deposit Slip

Only 1 set (4 copies) shall be prepared for the day’s sales.

BO check deposits & check replenishment for the store’s petty cash fund shall have their own set of deposit slip.

Must be free from erasures or alterations.

Account name & account number must be stamped on the deposit slip

13. Conduct Post Evaluation Ask yourself the following questions:

1. Did I achieve my FSC objectives?

2. If no, What prevented me from achieving my objectives?

Not enough thawed chicken

3. If yes, what contributed to my success?

Frymen strictly followed the production guide

4. What actions should I take to prevent these from happening again?

Coordinate with Closing Managers/Stockman to follow thawing

guidelines

1. MAN = Knowledge, Skill, Attitude of crew and

managers 2. MACHINE = functionality, condition and state of the

equipment, facilities and tools 3. METHOD = process and method implemented in the

store 4. MATERIALS = consumable materials e.g. food items,

packaging materials 5. Marketing = promos

What problems did you act on? What problems can be acted on by the next shift?

FSC

Production

Service

Sales/profit/People 14. Record operational status, concerns and endorsements in the Manager’s Communication – QMS/FSC

Workbook. 15. Check overall cleanliness and condition of the store.

16. Turn-off electrical switches except those connecting power to all storage equipment.

What to Endorse? Use 6M










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17. REMEMBER to TURN-OFF or UNPLUG the following:

Lights (Dining, Counter & Kitchen Area) Station Printers POS/ Printers Office Monitor/CPU Juice & Ice Tea Dispenser Microphone/ Amplifier Money Detector Thermo Pot Vendo Machine Fryer Steamer Brew Coffee Dispenser Pao Cabinet Main Control Panel Ice Cream Freezer Cheepuck (Freezers and Chillers) UPS (Uninterrupted Power Supply) Insect light Traps (ILTs)

18. Perform post-shift huddle and discuss game plan results. 19. Lock the main entrance door with witness. 20. Perform one more round of inspection outside of the store for security reasons. 21. Leave the Store.

ckrs-bmms mm 007 shift management manual 01-00 (1)

Documents

security check

opening shift managers

reviewed bydate

approved bydate

cs maglalang

stores prepared bydate

security concerns

opening lineup