Recommended
More Related Content
Viewers also liked
Viewers also liked (11)
Similar to Mc donalds nascar_ppt_07
Similar to Mc donalds nascar_ppt_07 (20)
Recently uploaded
Recently uploaded (20)
Mc donalds nascar_ppt_07
- 1. People/Service Product Place Promotion Price Profit Service OptimizationService Optimization What do NASCAR drivers have in common with ourWhat do NASCAR drivers have in common with our customers?customers? Answer:Answer: They want to come in and Get out ASAP. ( 100%)They want to come in and Get out ASAP. ( 100%) What do Pit Crews and McDonald’s Crews have in common?What do Pit Crews and McDonald’s Crews have in common? Answer:Answer: We want to get them out ASAP.We want to get them out ASAP. We can learn from NASCAR!!!We can learn from NASCAR!!!
- 2. People/Service Product Place Promotion Price Profit Pit Crew efficiencyPit Crew efficiency • Comprised of 8 crew. They change 4 tires, deliverComprised of 8 crew. They change 4 tires, deliver 22 gallons of gas, peel away a window sticker, clean22 gallons of gas, peel away a window sticker, clean the front grill, and make chassis adjustments in 13-the front grill, and make chassis adjustments in 13- 17”.17”. 1.1. Front tire changerFront tire changer ….. Presenter….. Presenter 2.2. Front tire carrierFront tire carrier …..….. RunnerRunner 3.3. Rear tire changerRear tire changer …..….. CashierCashier 4.4. Rear tire carrierRear tire carrier…..….. Order TakerOrder Taker 5.5. Jack manJack man …..….. Grill PersonGrill Person 6.6. 2 Gas men2 Gas men …..….. Initiator/AssemblerInitiator/Assembler 7.7. SpotterSpotter …..….. Observation ManagerObservation Manager
- 3. People/Service Product Place Promotion Price Profit Pit Crew efficiencyPit Crew efficiency 1.1. TrainingTraining == includes subtletiesincludes subtleties 2.2. PracticePractice == crew in same positionscrew in same positions 3.3. ExperienceExperience == no new crewno new crew 4.4. PreparedPrepared == ready for immediate needsready for immediate needs 5.5. A desire to excelA desire to excel == a winning attitudea winning attitude 6.6. Set GoalsSet Goals == work together on targetswork together on targets 7.7. Celebrate successCelebrate success == building a teambuilding a team .. Service Optimization workshops will provide all theService Optimization workshops will provide all the information to set up our stores to deliver the fastestinformation to set up our stores to deliver the fastest service possibleservice possible
- 4. People/Service Product Place Promotion Price Profit Pit Crew = McDonald’sPit Crew = McDonald’s • Very similar with assignedVery similar with assigned responsibilitiesresponsibilities • Sense of urgency and team workSense of urgency and team work • Individual responsibilitiesIndividual responsibilities • Trained/StaffedTrained/Staffed
- 5. People/Service Product Place Promotion Price Profit Showcase O/OShowcase O/O Jeff GamblesJeff Gambles Susan ChrismanSusan Chrisman Darren SellsDarren Sells Tim ThomasTim Thomas
- 6. People/Service Product Place Promotion Price Profit Service FocusService Focus TargetsTargets PeoplePeople Pre-Shift ChecklistPre-Shift Checklist
- 7. People/Service Product Place Promotion Price Profit Staffing, Scheduling & Training Equipment Placement, Layout & Labeling (Save Steps, Bends & Reaches: Make it Easy) Production Management/KVS Shift Preparation Shift Management Targets / Motivation Capital Investments $ $ $ People/TrainingPeople/Training Staffing Training
- 8. People/Service Product Place Promotion Price Profit ReturnReturn • Costs $580 to replace each employeeCosts $580 to replace each employee • Decrease crew labor by $5,032 annuallyDecrease crew labor by $5,032 annually • Service times 42 seconds lowerService times 42 seconds lower • Adding 10 cars during peak adds $16,000 inAdding 10 cars during peak adds $16,000 in annual sales growthannual sales growth $ $ $
- 9. People/Service Product Place Promotion Price Profit Car CountCar Count ClubClub • 30% participation30% participation • Achieving 80 + carsAchieving 80 + cars • LY 70% entered Car ClubLY 70% entered Car Club
- 10. People/Service Product Place Promotion Price Profit KVS “GO LOW”KVS “GO LOW” Poker TournamentPoker Tournament Fri 35 Sat 50 Sun 45 Mon 35 Wed 40 205
- 11. People/Service Product Place Promotion Price Profit IncentiveIncentive •KVS “GO LOW”KVS “GO LOW” PokerPoker TournamentTournament • Weekly top 25 % - drawing • Winners distributed equally through co-ops • Top prize $800 in each co-op • Corporation Contribution • $70 per restaurant
Editor's Notes
- T: These NASCAR pit Crews work hard to satisfy their customer, the driver. Very similar to our crew delivering to our guests. Read Slide… You heard them say in the video they have a focus on “Saving Steps and Saving Seconds” Which is very similar to our Optimization process. Let’s look at some more similarities…
- T: Pit crew efficiency, focused on saving seconds and saving steps. The pit crew is comprised of 8 people – they change four ties, deliver 22 gallons of gasoline, peel away a window sticker, clean the front grill, and make chassis adjustments in 13-17seconds. (Click) As we talk about the pit crew I would like for you to start thinking how they relate to McDonald’s crew. Similar tasks with our positions . . . All based on speed, accuracy and efficiency. Each person having a critical role in delivering to the guests.
- What makes these teams so efficient
- T: As we look at similarities with the Pit crew and your McDonald’s crew, Think of your teams as your pit crew and your manager as the lead in the pit crew that is coaching and training. The pit crew works together as a team and are always looking at their results and how they can improve – by saving steps and saving seconds. This review process is very similar to our Optimization process. While they are focused on optimizing they have a relentless focus on team work, targets, and training. They all have individual responsibilities. Each person has to contribute with a sense of urgency for the team to be successful. With the pit crew, it is a team effort – it is critical to be staffed with everyone well trained and in position to make the pit stop work.
- T: We have several operators that have their success stories, similar to the video. Let me share some of their results and how they achieved them. Jeff Gambles says “Service is our #1 priority!” (click) His KVS times for the past three months average 44 seconds! Daily TTLs YTD are 100 seconds! Crew turnover is down to 140%. Mystery Shop scores YTD 92.9%! How does he do it - - - “Our successes are the results of us developing new managers”, “We have made great strides in hiring and scheduling…If you do not have the staff, you cannot take care of the business!” “utilized the kvs contest, followed with some in house contests, to maintain our momentum” Susan Chrisman says “I cannot emphasize enough that too many targets splinter a store's focus and ability to deliver results.” TTLs for all day have dropped 31 seconds – Currently averaging 96 seconds all day for all restaurants! Mystery Shop scores YTD 92.8%! Daily focus thru R2D2 with a focus on all day parts being below 90 seconds. If restaurants are not achieving 90 seconds consistently , “we consider it a trend and establish a plan for improvement.” Focus on managers on floor during peak periods with a a plan to win a 90 or above on the Mystery Shop. Darren Sells says posting “results in the stores to keep a competitive contest going” keep his team motivated Mystery Shop YTD 93.06% with an 8% improvement in fast Relentless focus on training. Have all crew working on E-Learning and have all managers re-verify on all stations on E-Learning. We have found that all managers even salaried need to keep up to pace on E-Learning. This not only helps them keep procedures at the top of mind but also builds moral with the crew as they watch it together. Tim Thomas says service is 100% focused with an attitude and approach to delivering great service. All Day TTLs have dropped 50 seconds to 85 for all restaurants. KVS times are at 27 seconds. Mystery Shop average YTD 96.3%! How we did it: Each store has a Full Time Training Coordinator. Duties include: Hiring, orientating and scheduling new crew. Training new crew properly using existing training program to be Fast and Friendly. Training and developing shift managers to follow SIO principles Monitors progress and reports to Store Manager and Supervisor Builds a Service Team! We try not to mix personnel during peak periods. Besides the great results the program has helped to lower turnover. We also have a Mystery shop Bonus for the Shift Managers
- T: These Operators have some commonalities: The restaurants have a focus on training. The Operator support and follow up. Also, Offer incentives for great service results. When it comes to results the Operators all set goals and have a determination to deliver great service consistently. They also focus on SIO principles such as (click) Targets, People, and Pre-shift Checklist. Similar to the pit crew we should Talk about speed by setting targets. Ensure we have well trained crew in the correct positions. Ensure we are ready by doing a checklist.
- S: The pit crew and the show cased operators all have something in common – they start with the foundation of people and build upon it to improve. You see here the Pyramid graph from Service Optimization. With the priority foundations being listed on the bottom as you begin working your way up through Optimization. While improving the restaurant’s efficiencies and investments will help with performance, there are other key elements that need to be in place which are the foundation of our business and the foundation for Optimization. They are people, specifically staffing and Training. (click) First, adequate staffing, This should begin with Management – evaluate not only do we have enough but do we have the right people that will lead us to accomplish our goals. Also, we have to focus on the systems that support staffing, namely scheduling, hiring and retention practices. A focus on staffing will lead us to an increase in business and enable us to reach our goal of 80 cars during the peak. Having enough crew is not all it takes to deliver a great customer experience. Our crew need to be trained. Training our crew ensures excellent execution on the floor. It improves the quality and consistency of the service experience. Training also improves retention of our assests – our crew and managers. Together, staffing and training of our crew and managers will ensure we run shifts that will deliver all key customer satisfaction drivers that our guests tell us they want to receive each time they visit the restaurant.
- S: Let’s look at the return of focusing on these two areas – staffing and training. (click) First where is your money going? Every time you lose a crew person it costs $580 to replace that employee. We showed how well trained crew people will lower your turnover and ultimately lead to a more satisfied crew. Studies have shown that restaurants in the top 20% of executing the people practices spend $5,032 less in crew labor due to gains in productivity. This is how training can give you a quick return. Now think of the rewards you will benefit with a well trained crew – increased capacity, serving more guests, more repeat business, more profits Now you have a well trained crew, let’s schedule and staff appropriately for each shift. Having the right amount of crew enables us to serve the guests more quickly which gives us the potential to build our capacity to serve more guests. The restaurants in the top 20% of the people promise study also have drive thru service times 42 seconds faster than the national average. This show how satisfied and well trained crew can deliver faster service. Well trained crew will deliver consistently faster service which will enable us to grow car counts. Capturing 10 more cars during the peak will increases sales by an additional $16,000 per year. The easiest way to monitor this is by setting car count targets each shift and striving to add more cars to get to the next level.
- S: Speaking of getting to the next level… over 30% of our restaurants have entered the car count club this summer. Which means over 30% of our restaurants have achieved status of serving 80 cars or more. Last year we had over 70% of our restaurants in a car club...so let’s get your restaurants geared up to participate and get entered into the car club. The Car Club is just one way we offer recognition for results. Tim, to continue with recognition, I know you have an exciting Incentive planned for the Fall why don’t you share that with us…
- The Incentive is called the KVS ‘GO LOW” Poker Tournament… I believe you will find it fun, easy and exciting!! I want you to imagine that each week in our restaurants that we are being dealt a deck of cards. It is how we deal with each card or day part that determines how successful our week will be. The KVS “GO LOW” poker tournament is set up to get teams to focus on the KVS and Car Counts on each day part. The contest picks 2 day parts each week for a focus – say Fri & Sat our two busiest days of the week. (click) Then the contest picks five more day parts to focus – weekdays and weekends including breakfast, lunch or dinner. At the end of the week you create a Winning Hand by how low your KVS times were on each daypart. The winning hand is comprised of Your Hole cards Fri and Sat (click) Then 3 of the lowest KVS times of the five other day parts that were part of the contest (click) To determine your KVS “GO LOW” score you simply add up the 5 KVS times (click) In this case 205 seconds. You can see this is very simple, fun and exciting! Look forward to your teams to driving lower KVS times and you will begin to serve more guests. For some added excitement we will also be incorporating bonuses for car counts.
- T: I hope you are excited about the KVS “GO LOW” poker tournament Let’s talk about some of the details (Click) (Emphasis on the chances of winning) Each week 25% of the top performers will be entered into a drawing for prizes. There will be a final round in each co-op where restaurants will compete for the jackpot and fabulous prizes. Your Operator leads will be discussing this at your upcoming co-op meetings. Please go back to your restaurants with an attitude for service … focused on training and staffing Thank you in advance for your continued commitment to delivering Great Service Right NOW!!