The document provides information on World Class Operations for KFC Mongolia. It introduces several KFC Mongolia employees and their roles in restaurant excellence. It then discusses KFC's training system for developing champions, which includes brand-specific training modules for team members, shift leaders, restaurant managers, and area managers. The training is 90% in-restaurant and focuses on both technical and leadership skills.

1. World Class Operations
Introduction for
KFC Mongolia
Farhad Kiani

3. FARHAD KIANI
Title: Head of Restaurant Excellence, KFC
Years of service: 27 years (since 1985)
JOHN ZHANG
Title: Senior Manager, Engineering
Years of service: 15 years (since 1997)
AJAY KUMAR
+ Title: Restaurant Excellence Manager, KFC
1 Vacant Position Years of service: 4 years (since 2008)
ANTHONY LEONG
Title: Restaurant Excellence Consultant
Years of service: 30 years (and since April 2012)
CAROL LOO
Title: Restaurant Excellence Services Manager
Years of service: 27 years (since 1985)
SANILAH ALI
Title: Executive Secretary
Years of service: 15 years (since 1997)

4. Who am I?
What is my Role?
My role is to increase the shareholders value for
both YUM and our Partners
My Job is…
• To drive WCO agenda
• To ensure perfect Execution every transaction, every shift
• To help our partners to be successful and profitable
• To build people and organizational capability for our partners
• To drive our culture deep
• To Protect our Brand

5. How do we engage
with our partners?

6. Main Focus in
2012

7. Can Operations Drive Loyalty?
31% 56% 13%
Food + Experience + Value = Decision To Return
• Quality • Service • Price
• Variety • Ambiance • Value Perception

10. Reinforce Operating Standards & core tools and
processes
Standards
• Clear, defined, Current, accessible
• Executable Every Transactions, Every Shift

11. Clear and Complete Training Paths
Taking People With You

12. Align Compliance Measurement systems and
accountabilities
eCER (Electronic Champs Excellence Review)
• A full compliance check done by Specialist
FSA (Food Safety Audit)
• Is completed as part of eCER also referred to as FSC
Food Safety Consultation)
CHAMPSCHECK
• Mystery shopper program conducted twice a month by an
authorized 3rd party vendor

13. Drive Performance Measurement and elevated
Obsession measures
Performance Measure
• Balance Scorecards and Operational measures in place
in all markets and displayed and up to date in every store.
(BSC is based on Customer, People, sales and Profit)
• BIT (brand Image Tracker)
• CSS (Champs Satisfaction Survey)
• PDS study (Problem Detection Study)
Obsession Measures
• Markets with 2-3 well defined Obsession measures, derived
from Performance Measures

15. • Fusion
• KDS • Customer Relation
• HPK 1 & 2 Management- Delivery
• Tablet ordering
• Driver GPS
• Ops Capability Assessment
• eCER to full potential • Electronic Hostess System
• FSC reporting mechanism • Tablet ordering
• Kiosk ordering
• QPM/ePCS

16. AFBU
WCO
COMPASS
Deliver Brand Standards Talent Recruitment Create a ‘Cult Cultivate Operational Consistency=
Bold Goal As #1 brand Building & Development a Like’ Recognition Excellence =Reliability=
Initiative Signature Process Culture Mindset Brand Loyalty
• Define Standards • Attract better talents • Must permeates from • Have the right • Measure Operations
• Train to deliver standards • Replace mediocre talent top to bottom organization to & Brand Metrics
• Audit performance against • Urgent Investment • Must be uplifting , support you • Correlate Operations
Urgent Actions Standards on Training Connecting and belonging • Operations enabled and Brand Metrics
• +/- Consequences • Task everyone to train • must be Mission and by all - x-functionally • 100% Champs With
Purpose driven a Yes Mindset
• 3rd Party eCER • RGM #1 • Above store recognition • Ops Capability • % @ 100
• CHAMPSCHECK • GM Training • Store level recognition Assessment • % above 90
• Food Safety • DC certified Mgt • WFP • Market Action Plan • CSS/BIT
• BSC + Action Plan • Ops College • CM Squad board • Structured Store • Branded Service
• Performance Appraisals • Learning Zone • Champs Challenge visit program as part of Sogood
Key Enablers • Employer Branding • Champions Club • RE/Ops Structure campaign.
• Career development • AC Quarterly award • # Training Days by • Engaging
• Selection Tools designation
• Engage & Energize • Engineering Mindset
training program
• Success profile

17. CHAMPS
The Cornerstone To
Running Great Restaurants

18. Decision to Return
Significant research led to an understanding that Operations owned 87% of a
consumers “Decision to Return”
Decision
Food + Service + Ambience + Value = to
Return
Experience
31% + 56% + 13%
87%

19. Historical Perspective of CHAMPS
• Developed by operators at YRI in the mid-90’s:
Built on the Captures all elements
“Recipe For Success” Model under control of RGM
Recipe For Success Cleanliness
31% Food Hospitality
56% Experience Accuracy
13% Value Maintenance
100% Decision to Return Product
Speed of Service
For each point lost in experience,
we need to gain 4 points in value
or 2 points in food to break even!
CHAMPS is a process – not an event

20. CHAMPS Improvement System
1 2
A four point
process
designed to
help improve
CHAMPS
performance
for our
customers.
4 3

21. CHAMPS Improvement System
CHAMPSCHECK
(customer)
The
experiential Operational feedback from
reality that we our
deliver customers’ perspective.
overshadows
anything that Operations still owns 87% of a consumers
Marketing Decision to Return…
can deliver. Food + Experience + Value

22. CHAMPS Improvement System
CHAMPS
Do you… Excellence
Know your Review
Business? (standards)
Insist on Operational feedback in the
Reality? form of standards review.
Follow Thru? 3rd Party CER defines operational reality for
senior leaders to depths that they are often not
Reward the able to experience themselves.
Doer?
ALL the way
down to each
store level?

23. CHAMPS Improvement System
Customers
who have
their Immediate access for
customers to relay and
complaints
resolve problems.
resolved are
the most
loyal.
Customer
Feedback
(complaint line)

24. CHAMPS Improvement System
Great tools
help Restaurant tools that
can be used
restaurant
in the stores to regularly check
teams define their performance against
reality every consumer touch points and
Transaction, operational standards.
Every shift. Self-
Review
LAST
CER Self-Scoring
CHAMPS Check-Up

25. CHAMPS Improvement System
CHAMPSCHECK CHAMPS
(customer) Excellence
Review
Using all 4
(standards)
processes
provides the
best
opportunity
for CHAMPS
Improvement
in our Self-
Restaurants. Review
LAST Customer
CER Self-Scoring Feedback
CHAMPS Check-Up (complaint line)

26. CHAMPSCHECK
• YRI created CHAMPSCHECK
– A restaurant level feedback mechanism for consumer perceptions
of restaurant experiences.
– Feedback must be timely and actionable.
– To ensure that standards meet our customers’ expectations

27. CHAMPSCHECK
• YRI created CHAMPSCHECK
– A restaurant level feedback mechanism for consumer perceptions
of restaurant experiences.
– Feedback must be timely and actionable.
– To ensure that standards meet our customers’ expectations

28. CHAMPSCHECK
• Mystery Customer evaluates their individual restaurant
experience against CHAMPS
– Anonymous average customer, not a trained professional
shopper.
• Questions based on customer perception.
• Scoring is bucketed “all-or-nothing”
– Must receive a “Yes” on all questions within a category to
receive the points for that category.
• Frequency is twice per month

29. CHAMPSCHECK Analysis
• Evaluate and use local CHAMPSCHECK data for example…
– Which CHAMPS attribute has the most opportunity for improvement?
– Which areas are missing specific questions the most?
• Use all elements of the CHAMPS Improvement System
• Enforce use of CHAMPSCHECK-Up
– Pre-rush CHAMPSCHECK
• Consider doing Competitive CHAMPSCHECKs as a means to
gain deeper insight into your competitive landscape.

30. CHAMPSCHECK Program – Key Features
Consistent execution across all markets – ‘lead’ vendors
Enhanced reporting at all levels – balanced, specific, actionable
Results owned and actioned by Operations Team

31. YRI CER
How the process works.

32. CER Purpose
• High Level Reality
– Provide a systematic view of reality of our restaurant operations for
operators for all levels
• Low Level Reality
– Coach and recognize restaurant operators towards consistently
improved performance
– Inspire the choice to be excellent every day
“Execution is a systematic way of exposing reality and acting on it.”
Larry Bossidy

33. Combining Forces
• Consistently improved performance can only be achieved
with operator involvement
• Restaurant behavior must change and be made to stick
– Leader led within an organization
– Reinforce the mind shift from compliance to a daily commitment to
excellence
“Execution is a systematic way of exposing reality and acting on it.”
“Failure to follow through is a widespread and major cause of poor execution.”
Larry Bossidy

34. How the CER Process Works
Company
The success partners in the CER process
are as shown. The relationship between
all of these partners is a key factor in the
ARL CER process and how it creates value for CER
the organization and our guests. Specialist
Restaurants

35. How the CER Process Works
On the left side is the traditional
relationship between an organization
Company
and their leadership for results. This is
critical the to success of the
organization. The leadership is
responsible to coach their teams to
deliver these results. It is their follow-up
and continued reinforcement that
makes behavioral changes “stick”.
ARL
Restaurants

36. How the CER Process Works
On the right side is the non-traditional
relationship between and
organization and a CER Specialist to Company
report the purest reality that they can
about field operations. This is a
critical element that allows Senior
Leaders to “live” in their businesses.
It is also the CER
Specialists responsibility to discover
the cause of opportunities and then CER
to coach restaurant teams based on Specialist
their vast experience, using
recognition
and influencing skills. Without this
characteristic, the CER becomes a test
as opposed to a teaching.
Restaurants

37. How the CER Process Works
Keeping in mind that the Leadership and CER Specialist have a similar coaching responsibility
to the restaurant teams, this teamwork relationship is valuable towards the goal of
consistently running great restaurants. Interestingly, both the ARL and the CER Specialists
are tasked with consistently running great restaurants.
Teamwork
ARL CER
Specialist
Restaurants

38. How the CER Process Works
Each partner must have a commitment to all It is equally essential for the CER process
relational elements illustrated here to create to portray the purest reality to the
and foster an environment of success and Company organization. It is the only way to provide
progressive excellence. It is imperative that effective coaching to the restaurant
the leadership consistently deliver results teams, and create the unquestioned value
and appropriately coach their to the
teams to ensure organization.
success.
Teamwork
ARL CER
Specialist
Restaurants

39. Success Strategy
(Eyes on operational reality at all levels)
• Store level reality is the Action Plan
– Operations improve when Action Plan is implemented
• Data confirms this
• Completed & Maintained
– Focus on Action Plan = most impactful metric
• More impactful than score (outcome) because it focuses on behavior
(process).
• Operators at all levels can make better decisions based on a
reality assessment
– Store specific, trended or system-wide issues

41. Developing Champions
Yum’s Restaurant Management and
Area coache’s Training Program

42. DEVELOPING CHAMPIONS
OVERVIEW

43. Training System Overview
Brand
Specific Developing Champions Training
Training
Leading
Team Leading a Leading a
Multiple
Member Shift Restaurant Restaurants
• Complete cross- •11 Modules in total •19 Modules •14 Modules
training & •1 HS Modules •2 HS Modules • 4 weeks full time
certification for • 12-14 weeks full time • 90% in-restaurant
• 4-6 weeks Full time
all hourly Team
• 90% in-restaurant • 90% in-restaurant • 2 classroom modules
Member positions
• 2 classroom modules • 3 classroom modules -Introducing Your Role
• STAR 2000 -Module Trainer TTT -Coaching for Success
-Orientation
-Get Ready to Lead -Lead the Team
-Lead the Business (Area Manager)
(Duty Manager)
(Assistant Manager)
(Restaurant General
Manager)

44. What is Developing Champions?
Curriculum linked to Team Member Training, CSL, and CER
Technical and leadership skills required for Restaurant Excellence
Brand Transparent
90% In-restaurant delivery
Learner Lead
A series of modules each supported by a trainers guide
Organized into key processes
Leading a Shift
Leading a Restaurant
Leading Multi Restaurants
Leading a Market (under development)

45. Leading A Shift
Module Hours
Classes Orientation 4
Get Ready To Lead 8
Modules 1 Customer Mania 9
2 Cleanliness & Food Safety 12
3 Safety & Security 10
4 Emergency Situations 10.5
5 Basic Human Resource Management 8
6 Product Quality 9
7 Daily Inventory 16
8 Shift Labour 11.5
9 Cash Control 13.5
10 Open, Shift Change, Close 18
11 Putting It All Together 14
Total 143.5
Concept Modules KFC/TB Drive Thru
PH Home Service 1
Dine-In
Buffet

46. Leading A Restaurant Modules
(In the absence of the Manager)
Module
Class Module Trainer TTT
Modules 12 Recognition
13 Training One-on-One
14 Restaurant Audits
15 Forecasting
16 Managing Food & Paper Costs
17 Managing Labour
18 Managing Semi-Variables
19 Managing Facilities & Equipment
20 Basic Restaurant Finances
21 Retention
22 Recruiting Team Members
23 Selecting Team Members
Concept Modules PH Home Service 2

47. Leading A Restaurant Modules
(Continuously)
Module
Classes Lead The Team
Run Great Restaurants Roadmap (Planned for
Q4/2002)
Modules 24 Managing Restaurant Training
25 Communicating With The Team
26 Maximising Restaurant Performance
27 Creating a Safe and Positive Environment
28 Counseling Your Team
29 Developing Your Team
30 Marketing
Concept Modules PH Home Service 3

48. Leading Multi Restaurants
Module
Class Coaching For Success
Preparing
Modules 1 Introducing Your Role
2 Getting Organised for
3 Planning For Success Success
4 Managing Information
5 Keeping Your Team Building
6 Rewarding & Recognising Your Team Great
7 Staffing Your Team Teams
8 Developing Your Team
RGR
9 Driving Restaurant Excellence
10 Controlling Costs Acting Like Owner
11 Building Sales
12 Making Plan
13 Transition To Your Area Leading a Team
14 Demonstrating Habits & Getting
Results

49. Key People
TRGM / RGM Area Manager
Module Learner
Trainer
Field Trainers Op’s Director Op’s Manager

50. Who is Who?
Module Trainer Field Trainer
• Shift Supervisor / Shift Manager • Training Coordinator
• Assistant Restaurant Manager
• Senior Training Coordinator
• Restaurant General Manager
• Concept Training Manager
• Training Restaurant General Manager
• Area Manager • Country Training Manager

51. Responsibilities
 Learner
 Module Trainer
 TRGM / RGM
 Area Manager
 Operations Manager / Director
 Field Trainer

52. Learner Responsibilities
• READ the module
• PLAN to complete each activity
• DO the work
• DEMONSTRATE knowledge and skill
• Complete all Training activities
• Applies knowledge and skills during
• Skills Assessments and Development Record

53. Field Trainer Responsibilities
• Conducts classroom training
• Certifies Module Trainers
• Monitors learner’s progress and Module Trainer
performance
• Ensures training is executed to standards

54. Module Trainer Responsibilities
• Complete all activities in Module Trainer Guide
• Arrange for materials and resources for learner
• Schedules module activities
• Coaches and supports learner throughout training
• Recognizes and rewards training success
• Prepares learner for Skills Assessment

55. TRGM/RGM Responsibilities
• Plans and schedules training
• Selects Module Trainers
• Support learner throughout training
• Coaches and supports Module Trainer
• Recognizes and rewards training success
• Conducts and sign off on Skills Assessments
• Prepares learner for Development Record

56. Area Manager Responsibilities
• Monitors learner progress and Module Trainer performance
• Makes sure training is executed to standards
• Coaches and supports TRGMs / RGMs
• Recognizes and rewards training success
• Signs off on Development Record for Certification in LAS and
LAR in the Manager’s absence .

57. Ops Manager/Director Responsibilities
• Monitors learner progress and Module Trainer performance
• Makes sure training is executed to standards
• Coaches and supports Area Manager
• Recognizes and rewards training success
• Signs off on Development Record for certification in LAR
Continuously and Leading Multi-Restaurants

58. Steps to completing each part of DC
Trainer Steps
PREPARE Manager and learner meet to overview modules and agree
timeframe
Manager appoints a “Module Trainer” for each module
SHOW & TELL Learner completes activities with assistance of CHAMPS
GUIDED PRACTICE Standards Library (CSL) and with instruction as
necessary by the Module Trainer
Learner practices skills with assistance of Module Trainer
CERTIFY Manager assesses learner on knowledge & skills at the
end of each module (Module Certification*)
Manager’s supervisor assesses learner on knowledge &
skills at the end of the program (Program Certification**)
*Module Certification: Learner is certified to perform the tasks covered in a
particular module (e.g. “Recruiting Team Members”)
**Program Certification: Learner is certified to perform all tasks in a program (e.g.
Lead a Shift, Lead a Restaurant, Lead Multiple Restaurants)

59. Program Tools
Module Workbooks for Learners
Module Trainer’s Guides
Development Record
Skill Assessments Certification
Tools
Development Record
Module Planner
Module Readiness Checklists
CSL & CER
EXPERT

60. Certification Tools
• Learners must be certified BEFORE assuming their new position
• There are 3 Certification Tools used in Developing Champions:
– Proficiency Assurance System (PAS)
– Skills Assessments
– Development Record
• Certification Tools measure learner skills and knowledge - not restaurant
performance
– Restaurant performance is driven by some factors outside the learners
control, e.g.
• Team Member selection and training, RGM leadership,
communication, performance management
– Experienced shift runners can overcome obstacles but new shift runners
lack the experience, “maturity” or judgement to compensate for these
factors
– The Skills Assessments and the Development Record takes these factors
into account

61. Skills Assessment
There is a “Skills Assessment” at the end of each DC Module
• 3-4 tasks for the learner to demonstrate and 3-4 discussion questions
which allow the evaluator to test knowledge
• Each skills assessment “stands-alone, i.e: passing the assessment certifies
the learner to perform the group of tasks covered in the module e.g.:
– LAR Module 13: Train One-on-One
– LAR Module 23: Select Team members
• A skills assessment should ideally be conducted by someone other than
the Module Trainer
• Recommended assessors are:
– LAS: RGM
– LAR: Area Manager / Operations Manager or Director
– LMR: Operations Manager and Op’s Director

62. Development Record
• The Development Record (DR) is used to certify a learner in a program
– Certified to lead a shift (CHAMPS/Shift Leader or Assistant)
– Certified to lead a restaurant (RGM)
– Certified to lead a market (Area Coach)
• Completion of the DR is the responsibility of the Area Coach, although
parts may be delegated to others (e.g. TRGM)
• Pass Mark is 100%, although allowance is made for some failures:
– If the learner doesn’t perform a particular task, the evaluator can give
the learner a “second chance” by asking the learner to demonstrate
the task or by asking additional questions to verify the learners
knowledge
– The learner can then pass the DR if they perform these tasks correctly
– The above DOES NOT apply to tasks related to safety, Security, or Food
Safety. If the learner fails any of these items, the evaluator:
– Completes the DR, but the learner is automatically failed
– Schedules a follow-up assessment

63. Certification Standards - Learners
Target Position Prerequisite Training Content Certification Tools
Team Member N/A CHAMPS & Brand Knowledge Quiz
Specific Training
Performance Evaluation
Shift Manager Team Member training LAS Modules 1-11 PAS
Skills Assessments
Development Record
Assistant Manager LAS 1-11 LAR Modules 12-23 PAS
Skills Assessments
Development Record
RGM LAR 12-23 LAR Modules 24-30 PAS
Skills Assessments
Development Record
TRGM LAR 24-30 N/A Restaurant Certification
Field Trainer LAR 24-30 LMR Modules 1-8 Skills Assessments
Area Coach LAR 24-30 LMR Modules 1-14 Skills Assessments
Evaluation

64. Certification Standards – Trainers
Target Position Prerequisite Training Content Certification Tools
Team Member Trainer Team Member Training LAS Module 13 Skills Assessment
LAS Module Trainer LAS 1-11 Module Trainer TTT Class Skills Assessments
LAR Module Trainer LAR 12-30 Module Trainer TTT Class Skills Assessments
LMR for Field Trainers LMR 1-8 Module Trainer TTT Class Skills Assessments
Module Trainer
LMR Module Trainer LMR 1-14 Module Trainer TTT Class Skills Assessment
DC Certified Trainer Complete Classes as a learner Teachback Co-facilitate classes
DC Training Manager DC Certified Trainer Facilitation Skills Teachback

65. DC Career Path
LMR
Development
Developing Champions LAR
LAS
Area Manager
Assessment
Center
Assistant Manager & RGM
Shift
Sup.
Duty or Shift Manager
Gold
EXPERT
EXPERT
Time
Fast Track To Restaurant Excellence

67. Which Holding Equipment for Fusion / KDS?
HCW UHS ½-Size HC
Equipment
Products - No mixed products - Mixed products - No mixed products
- No grilled products - All types of products - All types of products
Obstruction Flip door Doorless Flip door
Water Supply Supply (8L/hr) & drainage No Water pan; no drainage
Configuration 1 1 unit of HCW5 2 units of UHS 2 units of half-size HC
Capacity (pans) 5 pans 8 pans (160%) 10 pans (200%)
Footprint (mm) 1524 x 750 (613x2) x 840 (90%) (617x2) x 790 (85%)
Power Rating 4.16 kW 3.1 kW x 2 (149%) 2 kW x 2 (96%)
Pricing S$3,793 US$2,100 x 2 (138%) S$2,010 x 2 (106%)
Configuration 2 1 unit of HCW8 3 units of UHS 3 units of half-size HC
Capacity 8 pans 12 pans (150%) 15 pans (188%)
Footprint (mm) 2460 x 750 (613x3) x 840 (84%) (617x3) x 790 (79%)
Power Rating 8.8 kW 3.1 kW x 3 (106%) 2 kW x 3 (68%)
Pricing S$5,568 US$2,100 x 3 (141%) S$2,010 x 3 (108%)

68. Balanced Scorecard

69. Balanced Scorecard Objectives
• Review the Balanced Scorecard tool, process,
and measures
• Examine the benefits of using a Balanced
Scorecard
• Assess a Balanced Scorecard and determine
how you would coach to improve
performance
• Understand the competencies that enable you
to be successful in the execution of the
Balanced Scorecard Process

70. Our Formula for Success
People Capability First…
Satisfied Customers and Profitability Follow
• PEOPLE (30%)
– Ensure that we retain Customer Maniacs
– Measures – Annualized Team Member Turnover, Retention. Training
( Some equity markets are now only measuring TM Turnover. The objective is to bring TM Turnover <100% )
• CUSTOMER (30%)
– Ensure that we put a Yum on customer faces
– Measures – %100’s CHAMPS Checks, Speed with Service
• SALES (20%) & PROFIT (20%)
– Ensure that we have focus on BYA Sales and Profits results by achieving plan and managing the profitability of
our restaurants
– Measures:
• Net Sales vs. Plan
• RCP vs. Plan
• Flow-Thru
Note: Weights can change based on specific needs of the individual Brands

71. The Balanced Scorecard
CUSTOMER PEOPLE SALES PROFITS
CHAMPSCHECK Turnover Net Sales Vs. RCP Vs. Plan
Plan
Weighted
Speed with Retention Flow Thru
Service
Training
RCP vs. Last Year
Net vs. Last Year
Staffing
Non Weighted
CHAMPS Excellence Concept Net Sales
Review Safety
Customer Calls

72. Example of RGM Targets
Measure SBT BT OT AT SAT
Customer 30%
CHAMPSCHECK 20% < 86 86 90 92 94
Avg. In-store Time 10% > 23 23 20 18 16 RATING
People 30% 5 Significantly
Team Turnover 20% > 125 125 110 90 50 Above Target
% Turnover
4 Above Target
Improvement Over --- --- 15 30 40
Prior Year 3 On Target
Team Retention 5% < 65 65 75 85 90
% Team Trained in 2 Below Target
5% < 68 68 77 86 95
14 days
1 Significantly
Sales 20%
Below Target
Sales VSPlan 20% < 96 96 100 103 109
Profit 20%
RCP VSFlow-thru 10% < 99 99 100 103 107
RCP vs Plan 10% < 94 94 100 103 109

73. Example of AC/OM/OD Targets
Measure SBT BT OT AT SAT
Customer 30%
% of Restaurants Achieved
15% < 33 33 50 66 83
CHAMPSCheck
Aggregate CHAMPSCheck 5% < 86 86 90 92 94
% of Restaurants Achieved
10% < 33 33 50 66 83
Avg In-Store Time
People 30%
% of Restaurants Achieved
10% < 33 33 50 66 83
Team Turnover
Management Stability 15% < 37 37 47 57 67
% of Restaurants Achieved %
5% < 33 33 50 66 83
Team Trained in 14 days
Sales 20%
% of Restaurants Achieved
15% < 33 33 50 66 83
Sales Plan
Aggregate Sales vs Plan 5% < 96 96 100 103 109
Profit 20%
% of Restaurants Achieved
10% < 33 33 50 66 83
RCP vs Flow
Aggregate RCP/RP vs Plan 10% < 94 94 100 103 109

74. Restaurant Balanced Scorecard
Summary
Customer
People
Sales
Profit

75. Restaurant Balanced Scorecard
Weighted Items
Weighted Items
Weighted Items
Weighted Items
Weighted Items

76. Restaurant Balanced Scorecard
Non-Weighted Items
Non-Weighted
Items
Non-Weighted
Items
Non-Weighted
Items
Non-Weighted
Items

77. Restaurant Balanced Scorecard
Reporting Time Frames
Reporting
Time Frames

78. Restaurant Balanced Scorecard
Rating Scale
BSC Rating Scale
SAT = 5
(Sig. Above Target)
AT = 4
(Above Target)
OT = 3
(On Target)
BT = 2
(Below Target)
SBT = 1
(Sig. Below Target)

79. Restaurant Balanced Scorecard
Calculating Score
Calculating Score
1. Weight/Total
Weight x Rating for
each line
2. Add weighted
items to get overall
score

80. Calculating
Customer Rating
Calculating Score WEIGHT MEASURE RATING
1. Weight/Total 30% CUSTOMER 4.33
Weight x Rating for 15% CHAMPSCHECK 5
each line
SPEED of SERVICE
2. Add weighted
5% DT Order % < 45 sec. 5
items to get overall
score 10% DT Window % < 60 sec. 3
TOTAL
MEASURE WEIGHT
WEIGHT
RATING TOTAL
CHAMPSCHECK 15% ÷ 30% X 5
0.5 X 5 2.5
DT Order % < 45 sec. 5% ÷ 30% x 5
.166 x 5 0.833
10% ÷ 30% x 3
DT Window % < 60 sec.
.333 x 3 1
TOTAL 4.33

81. Restaurant Balanced Scorecard
Calculating Score
Calculating Score
1. Weight/Total
Weight x Rating for
each line
2. Add weighted
items to get overall
score

82. Calculating
Balanced Scorecard Rating
Calculating Score WEIGHT MEASURE RATING
OVERALL SCORE
1. Total Weight x
Rating for Category 30% CUSTOMER 4.33
30% PEOPLE 3.67
2. Add weighted
items to get overall 20% SALES 4.00
score
20% PROFIT 2.50
TOTAL
MEASURE
WEIGHT
RATING TOTAL
CUSTOMER 30% X 4.33 1.299
SAT PEOPLE 30% X 3.67 1.101
SALES 20% X 4.00 0.8
PROFIT 20% X 2.50 0.5
TOTAL 3.70

83. Balanced Scorecard Benefits
• Drives our Yum Dynasty Formula for Success
• Provides a balanced approach to long term success
– Customer measures ensure we listen and respond to the needs of our customers
– People measures ensure we create a great place to work for our teams
– Sales and profit measures help to ensure that we meet financial commitments to
shareholders
• Aligns RGMs, Area Coaches, and Region Coaches against same performance goals to help
drive results
• Measures and provides opportunity for recognition and rewards with timely and accurate
Balanced Scorecard, P&L, and Bonus reports
– BSC measures drive merit increases, bonus, and long-term incentives
Why the Balanced Scorecard is so Important….
%100's Turnover Sales vs. RCP vs. Flow-Thru
BSC CHAMPS % Plan % Plan % %
Top 10% 4.50 59 68 110 122 105
Bottom 10% 1.74 42 181 95 88 86
KFC 2005 Results

84. How Operators Use It
• Coaching tool for operators to celebrate successes and
coach against performance gaps
– Analyze results and identify areas of opportunities
• Develop action plans using the E.A.R.S. model
– Explore: What is the gap?
– Analyze: Why is there a gap?
– Respond: What actions are needed?
– Make it Stick: How to make it a habit?
• Communicate results with entire team
– The more Team Members know and understand,
the more they care

85. Coaching Using the Balanced Scorecard
Coach & Set
Priorities
Coach & Set
Priorities
Recognize
Recognize
Recognize

86. Coaching Worksheet
Coaching Worksheet
Explore: Observe/Ask/Listen
Observations Made Questions to Ask (Feelings & Facts) Listen to Responses
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Analyze: Facts? Isolated? or Pattern? Root Cause
What are the Facts? (Why? Why? Why? Why? Why?) What is the Root Cause?
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Respond: Teach or Provide Feedback/Support/Commitment Stick: Follow-up/Recognition
Monitor and Communicate Results
Action By Whom By When Celebrate Small and Big Successes
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