8 Ways to Get Faster Now Guidebook
Delivering Hot & Fresh food, in Clean & Safe restaurants by Friendly & Fast teams is the foundation ofOperations Excellence and key to the success of the BURGER KING brand. Back in the 1950s, JimMcLamore, one of our founders, coined an expression that is still true today, Our customers have twothings to spend time and money and they would rather spend their money. Todays guests describe theirhectic lifestyles as a key reason why they choose to use the Drive-Thru in a fast food restaurant, sometimes asmuch as twice a day.
This Guidebook outlines 8 ways or basic fundamentals of achieving fast service, especially at the Drive-Thru.Fast service at the drive-thru is essential to guest satisfaction and generates the capacity to grow sales as ourguests confidence grows that they can get in and out quickly. These 8 ways dont just improve speed of service inthe drive-thru, your team can improve speed of service at the front counter as well with this focus on execution ofthese fundamentals.
These 8 Ways to Get Faster Now were compiled from the common strategies and tactics shared by operators thathave achieved and exceeded our current BURGER KING standard of 150 seconds. Operators who consistentlydeliver great speed of service in every daypart, every day have embraced the key systems. These systems areexecuted consistently by the entire management team and all team members. No longer is great speed of servicereliant on a key team member or manager. They truly have a Fast Culture in their organization and anyone inthe restaurant can be fast.
The 8 Ways to Get Faster Now1. Management Fires Up the Team2. Be Organized for Speed3. Staff the Right Number of Team Members at the Right Time4. Staff Team Members in the Right Positions5. Execute Product Level System (PLS) Effectively6. Stock PHUs with Enough Product7. Use Enough DT Headsets8. Execute Speedy Procedures
In addition to this guidebook there are other tools you should review right away that will help you achieve yourspeed of service objectives.
8 Ways Drive-Thru Analyzer, Action Plan, and Problem Solving Process these tools will help youcomplete a thorough, objective evaluation of your operation and effectively identify the actions that willlead to sustainable improvements
Manager Command Station enough materials to set up the Command Station on the side of the heatchute. The Manager Command Station serves as a focal point in running a great shift, communicatingdecisions and tracking improvement. (See Way #2 Organized for Speed for details on the CommandStation.)
Please read each of the following pages explaining the 8 Ways and then discuss with your supervisor the bestapproach in completing the 8 Ways DT Analyzer Tool. Keep in mind how you can take action that will improvespeed of service and sustain those improvements.
This begins with your desire to create a Fast culture in your restaurant(s) then supplying the spark to make ithappen. You cant do this alone, so think about the coaching and reinforcement you will need to provide. To do thisyoull need goals and a plan. Then fire them up!
Set goals by daypart and segment.
Daypart Goals Dayparts are Breakfast, Lunch, Snack, Dinner, and Late Night and not all dayparts are thesame. Each has its own advantage and challenges so your goals for each daypart may need to bedifferent. Lunch is when you tend to have the greatest amount of cars and resources so you can and shouldbe fast. At Breakfast, the orders tend to be small,and quick to prepare - you can be fast here as well.Your goals for Lunch and Breakfast can beconsiderably less than 150 seconds. Snack, Dinner,and Late Night may have goals higher than 150seconds based on the challenges of those daypartsand the reality of where you are today. Considerthe table here as 2 examples of setting Daypartgoals based on the average distribution of cars bydaypart in an average restaurant.
Segment Goals Segments are the portions of the DT line that we measure with the DT Speed of Servicetimer Greeting, Menu, Window 1, Window 2, and Total time. These segments tell us where we need to fine-tune our efforts. Look at your current performance on the segments from your DT Timer report for theprevious month. Restaurants that consistently do better than 150 seconds have a Greet Time average of 3 to5 seconds, a Menu Time average of 30 to 35 seconds, and a Window 2 Time in the 55 to 60 second range. Keepin mind that Window time goals may change based on the change in the volume of cars at differentdayparts. A goal of 60 seconds for a month may be reasonable, but a goal of 25 seconds maybe appropriateat Lunch. Set your segment goals based on where you are and where you want to go. Strive for continuousimprovement over time.
Create the Plan
Start with the Lunch daypart first the majority of your cars go through your drive-thru at lunch. Byimproving the lunch daypart first, you improve the total days average faster. Based on the table above, thetotal days average will change 1 second after a 6 second change at Late Night, but after only a 3 secondchange at lunchtime. You may also find that improving your pace at lunch, improves your pace all day.
Start with the Window segment first while looking at Menu and Greet Time are important segments toreview, improving window time directly relates to improvements in Total Time. Difficulties with WindowTime may indicate problems with production or staffing and positioning. Caution, only focusing on WindowTime may lead your team toward some unwanted behaviors around keeping cars waiting at the speaker ormake it difficult to compare results at different volume levels. At lower volumes of cars, the guest drivesstraight to the window and can result in a potentially long Window Time and short Total Time. Yet duringhigh volume periods like Lunch, the Window time is a true measure of the capacity or your Drive-Thru.
Coaching & Reinforcement Fire up the Team!
Review your progress against your goals throughout the day Use the flashing daily average from the DTTimer display to give your team immediate feedback against your goals. Give them the reinforcement andredirection as needed on the spot to improve your performance.
Have Fun Use the Daily SOS Tracking form posted at the Command Station to fire up your team and reachnew records of speed. Consider appropriate rewards when records are beaten. Highlight in Green anydaypart averages that meet or exceed you stated daypart goals. Green youre Mean -- Celebrate!
Daypart Goals example
Total Breakfast Lunch Snack Dinner Late Day Night
150 sec 120 140 160 170 175
150 sec 135 135 165 165 165
% of 21% 29% 19% 17% 15%cars
Way 1 Management Fires Up the Team
Speed of service is linked to the condition and layout of the tools and equipment team members use to do theirjobs. Every step saved begins to shave seconds off you speed of service. If your team members spend timesearching for tools and supplies this can lead to unnecessary delays. Focus on the following areas to beOrganized for Speed:
Drive-thru Window Area Manager Command Station Kitchen Be Rush Ready
Drive-thru Window Area This small area is pumping out over half your sales and any obstacle is amplifiedmany times over. Often 2 or 3 people must work in this area at the same time and coordinate the different rolesthey play such as Ordertaker, Cashier, or Expeditor.
For the Ordertaker Ensure they can easily reach all the supplies necessary for making drinks as they areordered. Also check that during their duties they do not block the cash handling or order finishingprocesses. Team Members can pick up seconds if they can see the cars approach the menu board with aworking monitor or mirror.
For the Cashier The cash drawer should be located in a convenient location that minimizes reaching andsteps especially when multiple persons are working in that area. Also watch out for excess clutter andunneeded items in their area.
For the Expeditor The expediting shelf should be on a direct line with the window and large enough tofinish 2 to 3 orders. Make sure the shelf is divided to match the right bags up with the right drinks.Condiments should be within easy reach with ketchup, napkins, and straws being the easiest to reach.
Manager Command Station In this package, you received what you need toset up this valuable system. The Command Station locates key managementforms and guides in the area where most managers make key decisions aboutthe flow of their shift. Each tool is located on the side of the Heat Chute in thesupplied holders attached with Velcro for easy access. These tools include:
Half Hour Sales Projections from PLS (Product Level System) DT Speed of Service Tracking form (Removed from the Daily Planner
Spiral Book for improved awareness and follow up Fire Up the Team) Staffing & Positioning Guide (Master copies included in your package to
make copies for your specific layout.) More information on how to usethis in Ways 3 & 4.
Daily Cleaning Assignments (Reformatted to fold and fit into the holder.)See the instructions on setting up the Command Station provided in yourmaterials.
Here at the Command Station you can review information for the keydecisions you need to make during your shift regarding calling levels,positioning team members, assigning cleaning duties, and monitoring speed of service all without leaving theaction of your shift. This area also becomes a focal point for discussions with your team.
Kitchen Looking all over for the spare tongs or marking pen in the middle of lunch can throw off the rest of therush period and you may never recover. Make sure you have enough pans, tongs, grates, pens, utensils, andother tools. Any equipment running at less than peak efficiency such as your broiler, toasters, or fryers can slowdown speed of service. Proper labeling of microwaves, product holding units (PHU), and fryer computersincreases the chances that you are organized for speed.
Be Rush Ready Train your teams to make sure all workstations are Rush Ready with all tools, supplies,materials prior to the rush period. Coach them to leave their station Rush Ready when they go home. Make achecklist part of everyones daily routine.
See the 8 Ways Drive-thru Analyzer for more details on being Organized for Speed.
Way 2 Be Organized for Speed
Ways 3 and 4 are both about proper deployment of labor but are each important in their own way that they meritseparate emphasis. Without focusing on each one individually, you risk thinking that enough labor alone will getyou fast or positioning an inadequate amount of labor will work as well.
Way 3 is having the Right Number of People at the Right Time and Way 4is the Right People in the Right Position. Bet youve heard that before.
Effective Scheduling is the best way to ensure you have the right peopleat the right time. An effective schedule is one based on projected sales --even as far down as to the half hour level. Using sales projections,match up the right number of people with the use of a Staffing Guide(sometimes referred to as a Manning Guide). We have included Staffing& Positioning Guides in your materials. These guides are based on timestudies and product mix models generated by our new Labor SchedulingSystem (LSS). The LSS model calculates the number of people neededbased on the actual work required to generate specific sales levels. ThisLSS model is just beginning to debut into the BURGER KING System.More information will be available soon. In the meantime the LSS modelgives us a guide to start with.
Select the Staffing & Positioning Guide that best represents you restaurant configuration and make enough copiesto use for each shift Breakfast, Lunch, and Dinner. The versions included in your materials is:
1 DT Window 2 DT Window Non DT 1 DT Window Breakfast 2 DT Window Breakfast Non DT Breakfast
Additional configurations will be on the BK OPS Connect website as theybecome available.
The lower half of the guide lists the sales ranges and number of teammembers needed based on an average product mix with average menuprices run through the LSS model. Use these ranges for scheduling theright number of team members per half hour sales projections. Other menuprice models will be posted on the BK OPS Connect website.
When making team member schedules keep these key points in mind: Dont try to make up labor during peak periods If you dont have enough team members to meet the number needed
for the peak sales period, hire more team members with thatavailability.
Lower team turnover leads to better cross training and flexibility.
Way 3 Staff the Right Number of Team Members at the Right Time
The Staffing & Positioning Guide also helps you make good positioning decisions. Each position is numbered inthe order that each primary position should be filled. In addition to the primary position, a persons secondaryposition and/or duties are also listed. Pay close attention to the secondary positions since at lower sales volumes,some team members will need to fill more than one position.
Here are some things to remember when positioning your team using the guide:
Fill out the guide the day before your shift using your posted schedule. This way you can plan ahead andspot any potential staffing problems ahead of time and correct them.
Put Aces in their Place during peak periods. You want to be running at top capacity during peaks.Conduct your training during off peaks when team members can concentrate on improving their skills.
Fill the positions in numerical order. If you have 9 team members, then positions 1 through 9 should befilled. If you cannot fill the positions in order, you have a skill gap that can be filled with training or hiring.Dont fill in names in 2 places. Focus on primary and secondary duties and use arrows if necessary.Otherwise, you will not be able to identify the skill gaps in your shift.
Ensure proper balance between the front and kitchen. However with Phase I kitchen and batch cooking, youcan place the next team member or odd numbered position into a service position.
2nd DT Windows If you have a second drive-thru (cash window) keepingthis window open has been proven to improve speed of service at least 11seconds. If you have it, open it. Here are some guidelines for using thesecond window:
Open 2nd window during all peak periods. Some restaurants keeptheir window open even longerin the afternoon or at breakfast.
On the Staffing & Positioning Guide the 2nd window position isnumbered 7. So anytime you have at least 7 people on the shift, the2nd window should be open. To open the window even earlier, andget the savings in speed, have the manager substitute into position #5 DT Expeditor, and move a team member to open the window. If youcant open the window with that number of people you have a skillgap, and need to once again, hire or train.