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Let the crew member and customer work it out. Immediately reprimand the crew member in front of the customer for arguing and direct them to take a break. Respond to the customers situation. Call a crew meeting that afternoon to explain how best to handle customer complaints in hopes that the crew member gets the message.
Ask the customer to leave. You must: Prioritise these problems. Describe what now action you would take to solve the problem you have identified as Number 1. Describe what future action you would take to prevent the number 1 problem from happening again. Set 1: A crew person shows up for the shift wearing a dirty uniform. A customer mentions that there are several dirty tables in the lobby.
The grill area is out of meat. Customers are waiting on their food 4 at the front counter, 2 parked cars at the Drive-Thru. The Big Macs being assembled have over caramelised buns.
Set 3: A customer at the Drive-Thru window is claiming he was shorted on his order. The car park is covered with litter. A crew person at the front counter is being rude to customers.
The Drive-Thru sound system has broken down. The walk-in refrigerator is not functioning properly. Discuss your findings with your coach or business manager. Danger zone Front counter Actions taken:. Talk with the next Shift Manager about any issues or problems that you were unable to resolve and that may affect their shift or other shifts.
Use the managers diary if appropriate. Also use post-shift analysis as a way to evaluate how well you did on the job by asking yourself the following questions: What did I do well? How can I be sure to do it again? What would I do differently next time? What did I learn? What problems can I prevent from happening again? What can I do to make sure others will see me as their best boss? What can I do to better motivate employees?
The post-shift analysis is extremely important, and it doesnt need to take much time. You can ask yourself these questions on your way home. When outstanding managers were asked how they got so good at their jobs, most of them said the same thing:I made mistakes. Lots of them. But I never made the same mistake twice. Shift Management Understanding Profitability Sustainable profitability at McDonalds is the outcome of increasing sales and controlling costs.
Building sales As a shift manager you build sales through committed employees delivering QSC to our customers everyday. Controlling costs As a shift manager you are responsible for managing food cost and crew labour on your shift. However, controlling costs at the expense of employee commitment and customer satisfaction will make it difficult to keep customers coming back. To learn more about controlling costs without sacrificing employee commitment and customer satisfaction review the pages that follow.
Food cost Food cost is usually the biggest expense for the restaurant. You can make a significant impact on food cost by focusing on restaurant controls. The following restaurant controls are costs that you are responsible for controlling on your shift: Raw food waste Full food waste Employee meals Condiments Yields Waste is defined as raw or finished products that must be thrown away rather than served to customers.
It is a cost of doing business the McDonalds way. Keep in mind, some waste is expected and acceptable. Think about it: It is more profitable in the long run to throw away an unacceptable product than to serve it to your customers. A dissatisfied customer may not return to your restaurant, which causes a loss of sales. Do not lower QSC standards in an effort to reduce waste. You can control waste by following procedures. For example, using the proper product build-to levels will enable you to consistently deliver outstanding QSC and optimise food costs.
Raw Food Waste Raw food waste is any cooked or uncooked product that is not packaged and ready to serve to the customer. Some examples of raw food waste include buns, meat patties, and cheese slices. Raw food waste can be caused by: Equipment that is either broken or set up improperly. Freezers and chillers with improper temperature settings reduce shelf life and cause spoilage. Overstocking, causing product to expire before it can be used.
Most items stored at room temperature in the grill area have a short secondary shelf life. To minimise waste, avoid putting out too much product, especially during lowvolume time periods. Overproduction of products held in UHC. Cabinet level charts must be posted on holding cabinets for so that the production team knows the build-to levels.
The build-to levels, however, must allow for the proper supply of product to be held, without exceeding holding times. Crew not following procedures. The grill team is responsible for maintaining correct bin levels, but they can only be effective if the information they have is accurate and easy to access.
It is your responsibility to follow up directly, or through the area leader, to make sure crew are following correct procedures. Poor teamwork within the areas and across areas. For example, the front counter person receives a grill order for 2 cheeseburgers with no mustard and extra onions.
Two different people make the order. As a result of poor communication, 2 cheeseburgers go to waste. Shift Management Full Food Waste Full food waste includes products that have exceeded the holding times in the transfer bin, fry station, pie merchandiser, or salad display.
Completed food waste can be controlled through correct management of production control. There are some principles that you can apply to help you balance supply with demand and keep completed food waste levels down. Learn customer flow patterns. Over time, as you work the same shift, you will develop a sense of the customer flow and what kind of products these customers order. This information can help you anticipate demand.
Sometimes, however, there may be special events planned during your shift. This information needs to be communicated to the production caller so calls can be adjusted. Help your management team accomplish completed waste objectives. Record completed waste on the waste sheet as expired product is put into the waste bin.
Develop an action plan for reducing waste level and follow up frequently to assess progress. For example, you might assign Full Waste duty to a crew person, who then is responsible for monitoring and recording waste. Or you might coordinate area leaders to make sure that completed food waste is being monitored within areas.
Yield Yield is the number of servings recommended from a given amount of product that gives customers a high value and McDonalds a fair profit. Each product has a recommended yield target. If a product falls outside the yield target range, the balance between customer satisfaction and profitability is not optimised.
If the yield for a product is too low, product is being wasted. Some causes of low yields are: Frozen fries that are not handled carefully.
An overfilled bag of fries. Improper ice levels in cups. If the yield for a product is too high, the customer is not receiving a full serving or a quality product. Examples of how high yields can occur include: Partially filled bags of fries. Too little ketchup on hamburgers. Drinks not filled to the top. If the yield is not controlled, it can lead to customer dissatisfaction and lower profits. Yields are affected by:. Handling of raw product.
Make sure cases are properly handled during deliveries and when stocking up. Cases that are dropped or crushed can ruin product, which then has to be thrown away. Avoid product waste by scraping and emptying all products that come in containers. Equipment setup and calibration. Follow up on equipment setup while opening shifts, and complete the assigned daily and weekly calibrations. Failure to do so could result in product waste. For example, if calibrations on the drink tower are not done, cups will either overflow or not be completely filled.
Improper procedures. Improper handling of product, cooking, and preparation can reduce yield quantities or reduce product quality. Shift Management Theft Minimise the occurrences of the following to reduce your chances of theft: The back door is propped open or the keys are in the lock. Employees ask for your keys. Certain people are frequently loitering in the dining area when a particular individual is working. Ill take the rubbish out! I had a crew person on my shift who was always volunteering to take the rubbish out.
It was the middle of winter and freezing outside. I was pleased that this person did not mind going out in freezing weather, and I assumed that he was demonstrating initiative. I learned, but unfortunately not soon enough, why this person was so eager to take the rubbish out. He was hiding product underneath the trash bags. He was stashing the boxes in the corral and then picking them up when he left work.
I lost about worth of product before I realised what was happening. Moral of the story: Expect the unexpected. Follow recommended security procedures to reduce the risk of theft and pilferage. Order Proposal Another very important part of helping to control foodcost in the restaurant is to ensure we have the correct stock levels. Too little stock and the restaurant may run out of stock. This will mean extra costs and extra time getting stock in from a nearby restaurant and if product is unavailable this will lead to dissatisfied customers.
Too much stock and restaurant could have stock going out date. This will cost money, as this stock will have to be wasted. Therefore is it vital that stock is ordered correctly to ensure customer satisfaction and prevent unnecessary expense.
The ordering system we use in McDonalds is called Order Proposal. This system is used to order all food and packaging items for restaurants via the Weblog system.
Weblog is an Internet based system that managers can use to check and amend the Order Proposals and also order stationery and operating supplies. Each store has a dedicated planner who manages the Order Proposal system from the McDonalds regional office in Salford.
Some of the planners are former business managers and Assistant Managers, so have a good working knowledge of McDonalds restaurants. The planners use a statistical programme called Manugistics to forecast what restaurants will need to order. This is based on historic POS data from the past two years. The data is downloaded from the restaurants every night on an on-going basis to keep the information up-to-date.
The planners will analyse this data carefully and look at any exceptional sales figures and take these into account when proposing the order. They will also take into account special factors such as promotions and seasonality. The Marketing department will inform the planning team of future promotions. If the promotion has been run before the system can apply a special factor to the future forecast, if not the Marketing departments sale projections are used to help with the forecast.
The planners will also apply other factors that affect sales, some of this information is supplied by the store and some is gathered from other sources, for example: School Holidays gathered from Local Education Authority LEA Teacher Training Days - gathered from Local Education Authority LEA Local Elections gathered from local councils Local special events store to inform planner Change in opening hours store to inform planner What other special events affect sales in your restaurant?
The order proposal is then calculated for all of the raw items and sent to individual restaurants. Inventory Control The order proposal takes into account the previous stock count for each item when calculating the order. This means that if the stock count is inaccurate, then either too little or too much stock may be ordered. It is vital that all Inventory Counts are accurate.
Daily, Weekly and Monthly counts should all be done carefully as they will have an impact on the order proposal. To ensure accuracy when counting, make sure the Main Freezer, Chiller and Stockroom are neat and tidy. When deliveries are put away, make sure stock is rotated to ensure First In First Out.
Keep all like items in the same area, it is more difficult to count three boxes of cups if they are stored in three different locations and much more likely that they will all end up being opened at the same time. Enough dry stock to last 24 hours and enough frozen and chilled stock for a two-hour period. This will ensure your crew are not having to go to the stockroom to continually replenish dry stock and it will ensure that all frozen and chilled stock meet McDonalds quality standards.
Shift Management Weblog Weblog is an Internet based communication tool used by the restaurants to review and amend the order proposal.
During this section you will need to work alongside another member of the management team who is competent using weblog. You will help to place an order when you in next on an order day. You will then have to enter your user name and password to confirm. If you enter No, this screen will appear every time a manager logs in until a Yes is entered.
You will need to use Internet Explorer to enter Weblog. To log onto Weblog, enter the Intranet and click on Weblog on the top banner. This will take you to the Restaurant Supply Planning Department page and from here you need to click on the Start Weblog icon. This will take you to the Weblog login page. Remember Your log-in and password are both case sensitive. You will have 10 attempts to log-in , otherwise you will be locked out for 45 minutes. The planners can send a message to your store.
From the Home Page, you can navigate to all other areas waitin Weblog from the left hand tool bar. In the same way as the internet you just click on the underlined word to take you to where you want to go. This could have an effect on your order, so make sure you acknowledge this every time you order.
Placing an Order You will need to complete this section on an order day. Sit down with the manager when they complete the order and work through with the whole order process together. The Order Proposal can be viewed on an order day between 2pm and 7pm.
During this time the Order Proposal can be viewed and amended if required. Clicking on Order will let you know the status of all current orders. On this page you will find a list of all current orders Completed orders from the last 3 months can be found in the Archive. It is better to review you order as near to 2pm as possible so you have plenty of time to make any changes. If you go into Weblog at 6. Shift Management When you open up an order you will see some items are highlighted Items highlighted YELLOW: You should check the count on these items there may be a count error on the inventory.
Items highlighted PURPLE: You will start using your safety stock more than 1 day before this delivery is scheduled to arrive and may run out of stock. Check the order, if you need to make any changes enter the number of cases you require.
Click on Save to confirm the changes. What does the usage Information mean? Number of cases used in the last 7 days: Average number of cases used per day: When hovering the tool tip over the Order Proposal, you will see some valuable usage information e.
Regular Buns. But previously proposed amounts are accounted for within them. Open Deliveries: 0 trays being delivered. Shift Management How do I check the order proposal? If an item has not been delivered to your restaurant in the last six weeks stationery 12 weeks and the system sees no need for it, it will automatically drop out of your order assortment.
You can still add an item by clicking on Add Item. This includes Ops, Supplies and Stationery. Click on Add Item You can now search for the item that you need to add to your order. Once you have saved a vendor the cost will be displayed, this total will change after every time you have re-saved the vendor. The binoculars search for items already within the order proposal or the delivery note.
Type in the MRI no. This will give you search results on the right hand column Clicking on the CAMERA icon will display a photograph of the item to allow you to ensure that you have ordered the correct product. Only items that are within the vendor groups on this delivery will be shown when searching or adding items. You can type a single character which will return all products starting with this character. If you are looking for an item that is contained within the Order Proposal enter a description on the MRI of the item you are searching for.
Continue pressing the search button to highlight ALL of the items contained within the search. Once you have viewed the Order Proposal and made any additions or amendments, you can save the order proposal for that vendor by pressing the Save button. You will be able to go back and amend orders further after clicking Save, as long as you have not yet committed the order.
If you click Reset, the screen will shown all of the amendments and additions you have made and give you the option to either keep the changes or confirm that you wish to reset to the original Order Proposal How do I confirm an Order? Once you have clicked Confirm, a message will appear reminding you that it is your responsibility to check the order before you confirm. Once you click Confirm, on this page will not be able to change the order.
Once the order is confirmed your planner will not be able to change the order, so you would have to contact Keystone Customer Services to make any changes. Shift Management Deliveries You will need to complete this section on a delivery day.
Sit down with the manager when they enter the delivery note on the ISP and work through the process together. You need to cover the following topics with your manager: Entering a delivery note How to log out correctly update inventory cards with delivery details Click on Deliveries to open up a list of all current deliveries Loggin Off Weblog The Weblog deliveries page will let you know the status of your deliveries.
On this page you will find a list of all current deliveries. Click on the arrow next to the delivery you wish to check. If the delivery is correct, click on "Start delivery note download" without saving the vedors. If there are any items missing from the delivery, manually amend the quantity and save the changes. You will only need to amend any manual changes on the paper invoice made by the DC.
Or items highlighted as missing or rejected when the delivery is checked. Click on Delivery note download to start download process.
When the Successfully Finished message appears it is safe to exit the screen. Once completed, click ALL. Then log off WebLog. Click on All and the delivery status will show Prepared. Click on the yellow arrow to start the download process again.
If it fails again you will need to contact iTSC. What happens if I am unable to find an Item I am searching for? Typing in BAG results in the following search: If you cannot find the item it may not be available to order on the vendors within that Order Proposal. This shows the vendor that the item is within so you know when you can order it by checking the store order schedule. What information is displayed if you hover the pointer over the Order Proposal? Labour Balancing profitability with customer satisfaction also involves balancing service and labour.
You cannot blindly add labour hours to achieve impressive service, and you cannot sacrifice impressive service to achieve low labour. During your shift, you are responsible for maintaining the right number of people for the volume. If you try to manage the shift without enough people, you will affect service times and your customers will have a poor experience. You have the responsibility to maintain and build sales through outstanding QSC. You must also remember that labour control decisions affect employee performance as well as employee image.
If you are constantly short-staffed, crew may feel overworked and customers may see your restaurant as a less than desirable place to eat or work. Employee commitment, which includes morale, job satisfaction, and retention, can be affected which will ultimately affect sales. On the other hand, having the right people to provide impressive QSC will build the crews commitment to the job and positively affect service, customer satisfaction, and re-visit intent.
Making adjustments to Labour During your pre-shift planning, you must determine if adjustments need to be made to the positioning plan you created at the end of your previous shift. Some reasons for adjustments may include: Weather changes, special events that were not known at the time the plan was made e.
As you manage the shift, you should monitor what the actual sales are and how they compare to the projections used to make the crew schedule. Is your labour in line with what is actually happening in your restaurant, or has there been a shift in sales volumes that is causing you to be overstaffed or understaffed? If adjustments are needed, make them using the information you have. If you need more people, call in extra crew or ask crew to stay on.
As you adjust to the schedule, keep the following in mind: Extending some shifts may require giving an extra break. Do not tell crew to stay later. Instead ask them if they can stay later. Always document any shift changes on the master schedule.
Ensure all actions are within the working time directive. If you need to adjust hours because volume is lower than anticipated, ask people to volunteer to go home early, ask people to volunteer to come in later, or ask people to volunteer to not come in at all. It is Tuesday morning at am.
You are the shift manager. The crew schedule is posted to the left. You have positioned your crew see the diagram below based on the recommended guidelines for your restaurants operating system and sales projections posted to the left and your knowledge of the crews skill level.
It has been raining all morning. According to the weather report, another 10 hours of rain is expected. Crew schedule Noah:. Everything is stocked at the front counter and ready for the lunch rush. Haley is cleaning the lobby and mopping the floors. Carlos is stocking the prep table, and Donnell is preparing salads. Matthew asks you if he can leave early since it is slow today.
He just bought a new car and is nervous about driving it in the rain. Based on this information, would you make any changes in the schedule? If yes, show your changes on the shift positioning tool and explain why you chose to make these changes.
Shift Management Maintaining a Safe and Secure Restaurant Special situations Special situations are those that fall outside the normal day-to-day operations.
These call for your immediate attention. Special situations generally fall into 4 categories: Personnel Examples include crew injuries, accusations of harassment or discrimination, drug or alcohol use, and theft. External agencies These include EHOs, the media, and anyone outside the McDonalds System who wants access to information about your restaurant.
Customers There are a number of customer situations that can be unrelated to your delivery of QSC, such as loiterers or drug addicts who can potentially affect the personal safety of others. Physical plant Major equipment failures or damage to the building, such as major leaks, that can affect your ability to conduct a normal shift.
When incidents occur: Gather the facts. Resolve the immediate issue or problem. Report the incident to the proper people e. The sooner you report the incident, the more you will prevent the problem from escalating and potentially causing an expensive outcome.
Shift Activiites Now that you have reviewed the Shift Management System map we would like you to consider some of the key activities you might complete during a shift. These activities may be completed either before, during or after your shift. Please review the following list of activities and indicate when each activity should happen. Hint: Some activities may apply to more than one part of your shift. Shift Activity:. Shift Management Knowledge Assessment 1.
When is the best time to complete a Pre-shift checklist? The night before your shift b. What should a Shift Manager do when completing a pre-shift or during the shift travel path? Observe for quality, service and cleanliness opportunities b. Prioritise and take action on opportunities c.
Interact with customers and crew and be a role model for an exceptional service experience d. All of the above 3. What is an example of a speed target? Drive-thru TTL d. Where should you position a second manager when there are 8 or more crew on the floor? Drive-Thru b.
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