Premier Management Introduction

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Premier Management Introduction

  1. 1. INTRODUCTION to 12/23/2009 1
  2. 2. In Our 12th Year Jeffrey P. Uter, CEO and Program Leader Has guided strategic planning, real estate development and project management on over 2000 projects, and programs valued over $3 billion in a 30-year career. Proven expertise in program planning, administration and management controls d t t l demonstrated as Vice President of BSW I t t t d Vi P id t f International, Director of R t ti l Di t f Restaurant Pl t Planning and i d Design at Taco Bell and Senior Project Manager at Walt Disney Imagineering on themed-entertainment and hospitality programs, and with notable clients such as Wal-Mart, Home Depot, Marriott, Mars Retail, Inc., Darden Restaurants, Dunkin Brands and Longhorn Steakhouse. Jeff holds his BS in Civil Engineering from Loyola Marymount University, and his Master’s degree in Business Administration from University of La Verne. James E Wilson COO and Construction Leader E. Wilson, Has over 30 years senior level experience guiding the design & construction process with highly developed skills honed on complex, large-scale projects and multi-unit rollouts throughout North America. As a principal in regional construction firms, has managed diverse building programs for corporate clients such as NuMed Hospitals, Sizzler International and 24Hour Fitness, and contracted private commercial, retail & hospitality, as well as public institutional projects. Served as North American Director - Engineering & Construction for Sanyo USA, developing domestic and offshore markets for industrial technology and building p p g gy g products. J James is a licensed B - General contractor and also holds C10 (Div 6 – Millwork) and C20 (Div 15 – HVAC) specialty licenses and concurrently serves as President of affiliate Wilco Building Group. Mark Godward, Operations Engineering Leader (East Coast) Currently Principal for Foodservice Productivity Group, Mark’s 26 year career began with Ford Motor Company, then moved up through increasingly responsible positions at Tompkins Associates General Tire and Rubber Associates, Company, and Taco Bell. Mark left Taco Bell to found Strategic Restaurant Engineering (SRE), providing operations engineering consulting to the restaurant industry. Mark has pioneered the application of industrial engineering techniques in the foodservice industry and has written a chapter for the new edition of the Maynard Industrial Engineering Handbook on this subject. The Maynard Handbook is the primary source used by all industrial engineers for descriptions and information on the application of standard techniques and principles. Mark has been widely published and is often requested as a guest speaker at industry events. He has received r i d several awards in luding the 2006 Consultant of the Year from Foodservice Equipment & Supply as well r l rd including th C n ult nt f th Y r fr m F d r i E uipm nt Suppl ll as the Taco Bell President's Award. 2
  3. 3. In Our 12th Year Rick Shoffstall – Operations Engineering Leader (West Coast) With over 20 years experience, Rick was most recently a Principal and Vice President of Client Projects at Strategic Restaurant Engineering (SRE). Rick has spent the past 15 years using his detailed and systematic problem-solving approach to provide significant impact to a large variety of foodservice clients Rick has repeatedly demonstrated clients. his ability to combine his project management skills with his engineering expertise to deliver quantifiable results in the areas of labor management, process engineering, and facilities design. Rick’s ability to determine the root cause of an issue, to leverage the current strengths of a concept, and to prioritize the most significant improvement opportunities allows him to consistently deliver immediate and lasting results. Rick holds a B.S.-IE degree from Cal Poly San Luis Obispo, where he graduated first in his class from the Industrial and Manufacturing Engineering program. OTHER TEAM MEMBERS AND PARTNERS  LENDER NETWORK  PROJECT MANAGERS  FINANCIAL ANAYLYSTS  ARCHITECTURE  EQUIPMENT  MILLWORK  CONSTRUCTION 3
  4. 4. What We Do PROGRAM OVERVIEW LABOR FACILITY FINANCING ROLL-OUT MANAGEMENT STANDARDS Business Project Operations Program Engineering Consulting Management Management Quantitative A l i Q tit ti Analysis Process Re-Engineering P R E i i Business Pl Preparation B i Plan P ti Owner’s Representation O ’ R t ti Labor Standards Time & Motion Studies SBA Loan Packaging Technical Site Assessment Labor Deployment and Capacity Planning Commercial Lending Design-Build Contract Work Content CM at-risk/Contracting k/ Concept Design Equipment Leasing On-Line Labor Software FF&E Procurement Work Station Design Detailed Cost Analysis with GMAX commitment Prototype Standards Cost and Schedule Control Systems 12/23/2009 4
  5. 5. Why We Typically Get Involved y yp y • Paying Too Much • Not hitting returns • Facility not communicating brand identity y g y • Not meeting growth objectives • Organizational Constraints 12/23/2009 5
  6. 6. Our Results •Change in product or process that yields positive results •Capital Investment Savings: l 5%-25% % % •Increased Labor Productivity: 1-3% of sales •Increased throughput capacity: 10-25% •IRR Improvement: 1-3 pts •Speed of Service and Quality Improvement •Time to Market through Streamlined Process Time • Elimination or Change of Non-Value Assets/Steps 12/23/2009 6
  7. 7. Sample Of Clients Restaurants Retail • Togo’s Eateries • ARCO AM/PM • Pizza Hut • Levi Strauss Signature • Melting Pot g • M&M’s World • Focus Brands • 24 Hour Fitness • Red Lobster • Santa Monica Eye Group • Olive Garden • Earth Bar • Pick Up Stix • Popeye’s Chicken Start-Ups • Planet Hollywood • Laundry Centers of America • Burger King • Uno Mas • Carl’s Jr. • Foreman’s Steakhouse 12/23/2009 7
  8. 8. Pick Up Stix 12/23/2009 8
  9. 9. Levi Strauss Signature 12/23/2009 9
  10. 10. Melting Pot 12/23/2009 10
  11. 11. Togo’s Sandwiches g 12/23/2009 11
  12. 12. M&M’s World NY 12/23/2009 12
  13. 13. 12/23/2009 13
  14. 14. 12/23/2009 14
  15. 15. 12/23/2009 15
  16. 16. Core Principles 12/23/2009 16
  17. 17. Re-Engineering Re Engineering Philosophy  The Productivity Paradox ◦ Do MORE with LESS ◦ Improve service AND p reduce cost - Simultaneously  Aspects of productivity ◦ Labor Performance ◦ Equipment Productivity ◦ Technology Process ◦ Menu/ingredients / g Improvements ◦ Capital  Productivity eliminates tradeoffs Eliminate -- Simplify -- Automate
  18. 18. Principles Of Concept Lifecycle mature aging growth VOLUME ($ or UNITS) embryonic concept Product Definition Product Refinement Product Re-design TIME 12/23/2009 18
  19. 19. Influences On Restaurants Storage Parking Financing Lighting Consumer D C Demands d Operation Processes $ Signage Concept POS Maintenance Corporate Policies C t P li i Risk Ri k Decor Land Size Advertising Competition Equipment Kitchen Security Smallwares Building Systems Food Safety Seats Jurisdictional Requirements Trash Developer/Landlord Competition for share of space and $ is fierce !!! 12/23/2009 19
  20. 20. Our Approach 12/23/2009 20
  21. 21. OVERVIEW PROGRAM RE-ENGINEERING Prototype Market Planning Standards Criteria Timely Information Site Tracking Pro-Forma Models On-Line Access PROJECTS Technical Construction Site Selection Permit Permit Site Financing & FF&E C of O & LOI Docs Ready Assessment Install
  22. 22. PROGRAM APPROACH Assess Baseline Re engineer Re-engineer Implement • Initial assessment • Develop baseline • Process • New Prototype • Understand your • Program Charter improvements Standards Package concept • Time & motion • Change the day to • Update labor system • Analyze strengths & studies day way you do with process challenges • Process maps business improvements • List of opportunities • Labor standards • Assists in… • Re-Baseline Pro- • Results in strategic • Reducing costs Forma Model • Preliminary labor master plan for guidelines • Simplifying • Project Procurement operations and methods Strategy • Pro-Forma Model Facilities • Increasing profit • Allows control of improvement i t • Facility Design costs in current system Alternatives • Base for • Graphics improvement Alternatives
  23. 23. FINANCING PROCESS Provide Pre-Lim Complete Loan Package to Information Sign Engagement Lenders Loan Approval FE Eligible Application Agreement And Funding Package Set Up Demo Site, if Install Exterior Site Approval Obtain Sign Suppliers and necessary Signs FR Survey Contractors PMA PMA PMA Site Information Sign GMP Technical Site GMP to FE CONSTRUCTION Turnover and Site Selection/LOI Report to PMA Contract Obtain Permits Permits Ready Construction C of O Assessment PMA DOCUMENTS Final Punch RE/FE RE FE PMA City PMA PMA PMA PMA FE Sign ATP for TSA Order Long Lead FF&E Delivered Final Test & FE Negotiate Lease Equipment and Order all FF&E FF&E Install to Site Adjust RE/FE Materials PMA PMA PMA PMA PMA TEAM LEGEND Includes all capital investment for complete store build- Franchisee out and delivery. Shared 50/50 savings Real Estate Broker Single Point Accountability for FF&E Purchasing. Franchisor Single Point Accountability for Franchisor Coordination Premier Management Alliance, LLC, or Affiliates Allows Franchisee to focus on Operations Limits Franchisors Liability
  24. 24. Why Us? • We offer “Guaranteed Maximum Price” Contract that meets your investment target. • We “Guarantee” Compliance to Standards. • Single Point Accountability • Integrity and Experience of our Team Members g y p • Disciplines of Management and Engineering • We are Relentless • Exposure to over 100 concepts 12/23/2009

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