Post on 08-Dec-2015
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This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 1 of 56
Contents
I. OBJECTIVES ...................................................................................................................................... 3 II. DEFINITION ........................................................................................................................................ 3
A. What is Shift Management? ............................................................................................................................... 3 B. Roles and Responsibilities ................................................................................................................................. 3 C. Key Success Factors .......................................................................................................................................... 4 D. Basic Key Concepts ........................................................................................................................................... 4
1. Managing People ............................................................................................................................................ 4 2. Managing Products ......................................................................................................................................... 5 3. Managing Equipment ...................................................................................................................................... 5 4. Managing Cleanliness ..................................................................................................................................... 5 5. Managing Services and Channels .................................................................................................................. 5
III. PARTS OF THE SHIFT ....................................................................................................................... 6 A. UPON ENTRY (FOR OPENING SHIFT MANAGERS) ...................................................................................... 7
1. Safety and Security Check .............................................................................................................................. 7 2. Perform grooming audit to all opening line-up ................................................................................................ 7 3. Boot at least 1 POS for time-in – Manager must take the lead and refer to the Happy Plus Guidelines ....... 7 4. Review FSC/QMS workbook for safety and security concerns ...................................................................... 7 5. Check on the Service Area: ............................................................................................................................ 7 6. Check on the Production Area: ....................................................................................................................... 7 7. Endorsement Review ...................................................................................................................................... 9 8. Manage Funds and count money ................................................................................................................... 9
a. Vault Procedure ......................................................................................................................................... 9 b. Petty Cash Funds (PCF) .......................................................................................................................... 11 c. Money Change Funds (MCF) .................................................................................................................. 15 d. Counter Cashiering .................................................................................................................................. 15
9. Check email and SPR ................................................................................................................................... 19 B. PRE-SHIFT PLANNING ................................................................................................................................... 20
1. Conduct Quick Round ................................................................................................................................... 20 2. Check e-mail ................................................................................................................................................. 21 3. Game Plan .................................................................................................................................................... 21 4. Perform Taste Test with opening AKL/ Regular Kitchen Personnel (can be done randomly) ...................... 21 5. Cue team for Store Opening ......................................................................................................................... 22 6. Open Customer Entrance Door .................................................................................................................... 22
C. RUNNING THE SHIFT (FOR OPENING AND CLOSING MANAGERS) ......................................................... 23 i. ON-FLOOR ................................................................................................................................................... 23
1. Conduct travel path timely ....................................................................................................................... 23 2. Detect any FSC violation ......................................................................................................................... 25 3. Accomplish FSC workbook and checklists .............................................................................................. 25 4. To manage service, observe the following: ............................................................................................. 25 5. Perform Cash Control and POS related procedures ............................................................................... 26 i. Refunding ........................................................................................................................................... 26 ii. Special Transactions .......................................................................................................................... 28
a) EDIS – Employee DIScount ........................................................................................................... 29 b) SRD – Senior Discount .................................................................................................................. 29 c) Department charge ......................................................................................................................... 29 d) GC – Gift Certificate ....................................................................................................................... 30 e) Chow Card (For Franchise Stores only) ......................................................................................... 31 f) Other Keys ...................................................................................................................................... 31
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 2 of 56
iii. Cashier Break ..................................................................................................................................... 31 iv. Paid Loan ........................................................................................................................................... 32 v. Partial Turn in (PTI) ............................................................................................................................ 33 vi. Cashier Cut-off ................................................................................................................................... 34
a) Sales Shortage ............................................................................................................................... 35 b) Sales Overage ................................................................................................................................ 35 c) Overage Due To Unclaimed Change ............................................................................................. 35
a. Channels and Services ............................................................................................................................ 36 i. Drive Thru ........................................................................................................................................... 36 ii. Delivery .............................................................................................................................................. 36 iii. Chowlebration .................................................................................................................................... 37
b. Official Receipts Issuance ........................................................................................................................ 39 ii. OFF-FLOOR.................................................................................................................................................. 40
6. Inventory Management System ............................................................................................................... 40 7. Manpower Planning ................................................................................................................................. 41 i. Manpower Roles and Positioning Guide (MRPG) .............................................................................. 41
8. Production Control System – Production Plan and Guide ....................................................................... 42 9. Cash Journal - Liquidation and Replenishment Request......................................................................... 43 10. SAP SRM ................................................................................................................................................. 43 i. Standard non-stock ............................................................................................................................ 44 ii. Psuedo/Local Purchases ................................................................................................................... 45 iii. Service Engineering ........................................................................................................................... 45
11. Sales Pick-up and Depositing .................................................................................................................. 46 D. Pre-Closing (For closing Shift Managers) ........................................................................................................ 47 E. Post Shift (For Closing shift managers) ........................................................................................................... 49
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 3 of 56
I. OBJECTIVES To meet desired business results using the shift management processes and
guide To illustrate the basic concepts and tools during on and off floor control To enumerate the activities the Manager on Duty must observe and perform
during the shift To be able to achieve high FSC standards and Total customer satisfaction &
Loyalty
II. DEFINITION
A. What is Shift Management?
B. Roles and Responsibilities
Restaurant Manager (RM)
•Set targets for FSC, sales, profit and people
•Create overall plans on how to achieve targets
•Deploy and ensure understanding of assistance manager of the tartgets and action plans
Assistant Restaurant Manager (ARM)
•Accomplish FSC Checklist
•Product Quality Manager (PQM)
•handles cost control management, FCPC, Inventory Control, Production Guide and GSA targets
•Service Quality Management (SQM)
•Handles cash management, office supplies, store security, front liners
•Sales and Marketing Manager (SMM)
• handles, tie-ups, institutional sales, marketing collaterals, customer relations, package programs
• Human Resource Manager (HRM)
• handles code of conduct, basic labor and employee relations, manpower planning, hiring and selection
Kitchen Lead (KL)
•Implement SOPs at the kitchen
•Accomplish FSC checklists
•Report FSC problems encountered
•Suggest CAPs
•Assist PQM during inventory count
It is the proper coordination of people, product & equipment to achieve shift
objectives Management
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 4 of 56
C. Key Success Factors
KEY SUCCESS FACTORS MEASURES OF SUCCESS
1. Knowledge of Standards/ Competency
2. Effective Floor Control & Management tools
3. Customer Interaction
4. Equipment condition & proper operation
5. Optimum Manpower
6. People Motivation
High FSC & Customer Satisfaction
Sales & Productivity
D. Basic Key Concepts
1. Managing People
1. Managing PeopleScheduling - Ensure that there are enough
crew to meet sales demand
Positioning - Ensure that crew are properly
positioned
Training - Ensure that crew assigned in his
station is trained
Motivation - Recognize good performance of crew & coach non-performing crew
Managing
People
Managing
Products
Managing
Equipment
Managing
Cleanliness
BEING ON FLOOR
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 5 of 56
2. Managing Products
3. Managing Equipment
4. Managing Cleanliness
5. Managing Services and Channels
2. Managing ProductsEnsure availability of
all productsEnsure quality of
products at all timesDiscard and record
lapsed products
Replenish packaging materials on the proper
locations
3. Managing EquipmentEnsure that all equipment are in
good working condition, clean and handled with TLC
Check that all equipment in the production/service area (e.g. fryers, storage, POS terminal)
are working properly
Ensure the air conditioners and facilities at the dining area are
operational.
4. Managing CleanlinessMaintain a clean look and smell (absence of foul
odor)
Keep all materials organized
• uncluttered
• everything is in place
5. Managing Services and ChannelsMaintain a clean look and smell (absence of foul
odor)
Keep all materials organized
• uncluttered
• everything is in place
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 6 of 56
III. PARTS OF THE SHIFT
KEY CONTRIBUTORS
CRITICAL AREAS:
LEGENDS:
Specific steps needed in the shift or Important and Critical reminders
Work flow
Post ShiftClosing
Pre-closingClosing
Running the ShiftOpening Closing
Pre-shift PlanningOpening Closing
Upon EntryOpening
MAN MACHINE MATERIALS METHODS
PRODUCTION SERVICE
MARKETING MONEY
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 7 of 56
A. UPON ENTRY (FOR OPENING SHIFT MANAGERS)
1. Safety and Security Check
1) Report for work at least 15 minutes before time-in 2) Conduct quick inspection of parking, façade, hallways and signage 3) Open the front door with the guard or opening service crew as witness 4) Check condition of the following for physical damage or forcible entry on the way to the office:
a) Front/back door b) Manager’s Office c) Vault
d) Switch on Breaker - surface must not be warm or heated e) Turn on counter and some dining lights from the main panel board f) Turn on PC/ BOS g) Refer to CCTV Guidelines to check possible break out
2. Perform grooming audit to all opening line-up
3. Boot at least 1 POS for time-in – Manager must take the lead and refer to the Happy Plus Guidelines
4. Review FSC/QMS workbook for safety and security concerns
1) Use tickler to take notes 2) Try to settle mentioned issues during game plan
5. Check on the Service Area:
1) Check if store equipment are fully operational, calibrated & in standard setting i. Vendo Machine ii. Insect Light Traps (ILTs) iii. Juice dispenser iv. Halo UCR v. Ice Cream Freezer
2) Temperature must be at 23C 3) Check if panels are properly labeled
6. Check on the Production Area:
1) Switch on Exhaust and Fresh Air 2) Check if store equipment are fully operational, calibrated & in standard setting
vi. Pao Cabinet
KEY CONTROL Only Managers are authorized to handle store keys Entrance/exit floor keys shall be limited to three duplicate copies Entrance door and office door are the only keys allowed to be brought home All other key must be kept locked in the key box in case of lost keys, the entire lock system shall be charged to the manager
concerned
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 8 of 56
vii. Cold and Dry storages viii. Cooking equipment – check for possible gas leaks ix. Holding equipment
3) Temperature must be at 28C – 32C
What is 6Ms?
i. MACHINE
Defective/new equipment
ii. MAN
People
Change of schedule, absent, CTS schedule
iii. MARKETING
Marketing promotions – incentive programs
iv. MATERIAL
New items/raw materials, out of stock, products for suggestive selling
v. METHOD
Food, Service, Cleanliness and Condition (FSC) and audit lookouts
vi. MONEY
Funds related - shortages/overages, fake money, MCF, PCF
vii. OTHERS
Other things which are important and related to operation
SAMPLE A.1 6Ms:
Machine -All functioning well -Pao Cabinet due for preventive maintenance next week Man -All CA & KS present -Jay-R (SS) absent due to illness Marketing -counter standees, translates, glass sticker and banners complete for Supersangkap?
Material -Short delivery of Pork Siomai. -Borrowed 3pks from CK Megamall Money -All funds intact -Run out coins for change fund Others -Regular Customer Ryan Montano will drop by tom. Please accommodate his BO inquiry
To gather information that might be vital to the operations
To achieve smooth flow of shift turnover
To provide key points on what to prepare
for the next shift
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 9 of 56
7. Endorsement Review
1) Read and understand a. 6Ms issues b. Corrective Action Plans (CAPs) c. Manager's Communication Sheet
2) Make corresponding preparation to address concerns
8. Manage Funds and count money
a. Vault Procedure
Vault combination can only be changed whenever there is a change in any of the managers
(including MT’s), and other instances that warrant a change particularly if the security of
the vault contents is at risk.
The Area Manager is responsible for changing the combination. However, the Restaurant Manager
(RM) is responsible for setting up the combination. Recommendation in changing the vault
combination shall also be the responsibility of the RM.
Upon change of vault combination, new vault combination should be submitted to RBU Finance.
1) In a bond paper, indicate the following: - Date
Sign Fund Endorsement logbook Sign Fund Endorsement logbook
Call a Witness.
Open the lower vault - key & combination are required
Witness the opening of vault
Manager on Duty
Compare all items present in the vault vs vault endorsements logbook.
Witness comparison of items present in the vault vs vault endorsement logbook.
Count all cash/funds & compare with fund endorsement logbook
Witness counting of cash/funds as compared with fund endorsement logbook
Witness
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 10 of 56
- Store Name - Store Code - New Vault Combination - Printed Name over Signature of the RM
2) Place it in an envelope. Seal and sign the edge of the flap. 3) On top of the envelope, write:
- Store Name - Store Code - "Vault Combination"
The vault’s door should always be locked securely by the MOD. S/he is responsible for all the
contents inside the vault during her/his shift. Thus, utmost care should be exercised to avoid losses.
Only authorized persons — Managers, bank representative/s authorized to pick –up sales deposits,
& Cashier/s during cut-off shall be allowed inside the office. Thus, office should always be locked.
PARTS OF THE VAULT SAMPLE A.3 TYPES OF VAULT
Type A Type B
Drop Slot – part of the upper vault where the sales pack of the cashier is dropped; this goes down directly to the
upper vault
Upper Vault – contains the sales and may have 2 key holes (Type B); this can only be accessed
upon pick up of bank teller
Lower Vault – contains store funds which the Manager on Duty can access anytime
Drop Slot
Upper Vault
Lower Vault
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 11 of 56
b. Petty Cash Funds (PCF)
Petty Cash Fund (PCF) – A kind of store fund intended to purchase items not covered by standard and direct purchase items.
POLICIES i. SCOPE
a) Petty Cash Fund can only be used in official store expenses that are valid and supported by
original Official Receipts (OR). b) Only the business expenses below can be reimbursed:
1) Public Transportation for errands:
o Jeepney,
o taxi (except airport cabs),
o FX/Van,
o LRT/MRT,
o tricycle
o and pedicab fares do not require receipts.
o bus tickets should be attached to the PCV during reimbursement.
o Fares should be itemized accordingly.
2) Garbage collection 3) Minor repairs and replacements like bulbs, plugs, etc. NOT provided by Service
Engineering. 4) Office supplies 5) Purchase of vegetables (e.g. carrots, etc)
- Local purchasing of veggies is allowed provided that the quality is the same at a lower cost - If regular supplier, request for terms of payment (7 days or 14 days) - It is recommended to have the supplier be accredited to SAP SRM to allow check payment
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 12 of 56
Only Official Receipts (OR) with the establishment’s BIR registration number may be reimbursed.
An Acknowledgement Receipt (AR) is acceptable for establishments that do not provide OR.
Other purchase/s using PCF is allowed granted that it is duly approved by SBU-Finance and the
amount is within store PCF.
In case of lost receipts or invoices, a certified true copy of both shall be secured from the supplier
and noted by the AM.
ii. ROLES AND RESPONSIBILITIES
a) The Restaurant Manager (RM)/Manager-on-Duty (MOD) has the
overall responsibility in handling the PCF. The PCF Custodian shall be the MOD for the day.
b) The RM/Assistant Restaurant Manager (ARM) shall ensure that disbursements from the PCF are properly controlled, monitored and liquidated on time.
c) Any unapproved PCVs, including those noted during Fund Audit, shall be charged to the concerned custodian, with corresponding Authority To Deduct (ATD), after due process.
iii. SAFEKEEPING
a) The PCF shall be kept in a secured area and shall be segregated from other funds being handled by the custodian.
b) The PCF shall be subjected to a surprise audit; therefore, this should be intact and available anytime, either in the form of cash on hand or Petty Cash Voucher (PCV), or both.
c) All petty cash obtained from the PCF shall be documented using a pre-numbered PCV, duly approved by the RM/Manager-on-Duty and LIQUIDATED WITHIN TWENTY-FOUR (24) HOURS.
PCF expenses beyond one (1) month can no longer be reimbursed and replenished.
Only Official Receipts (OR) with the establishment’s BIR registration number may be
reimbursed.
An Acknowledgement Receipt (AR) is acceptable for establishments that do not provide OR.
Other purchase/s using PCF is allowed granted that it is duly approved by SBU-Finance and the
amount is within store PCF.
In case of lost receipts or invoices, a certified true copy of both shall be secured from the
supplier and noted by the AM.
ALL ATDs should be transmitted to JWS 3 days before the nearest payroll cut-off
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 13 of 56
SAMPLE A.4 Petty Cash Voucher
PCV should serve as an attachment upon submission to JWS
iv. SAP – CASH JOURNAL MODULE
1. The Assistant Restaurant Manager (ARM) shall be responsible in requesting for PCF replenishment.
2. The Restaurant Manager/Manager-in-Charge shall be responsible in approving PCF replenishment.
3. A grant file will automatically be sent to the store back end server once PCF replenishment is approved.
4. Table below shows the standard approval matrix per SBU for SAP-Cash Journal
Store Code and Name
Name and Signature of the requesting Crew/Staff
Name and Signature of the MOD
(php)Amount received by the requester
Reason why petty cash is used
Breakdown of purchases based from
Invoice
Amount of Invoice
Fill up prior purchase of
item/s
Accomplish upon
return of the Staff
Same Staff as above should sign
Name and Signature of the
MOD
Name and Signature of the
Crew/Staff
Name and Signature of the Receiving Crew
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 14 of 56
SAMPLE A.5 Statement of Fund Accountability
Should be
clearly signed
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 15 of 56
c. Money Change Funds (MCF)
• The fund custodians are the Managers only. • Mingling of fund is not allowed. • Sourcing of coins and bills should only be done with its depository bank.
• Sourcing of additional coins elsewhere can only be done as last resort. Strict measures should be observed such as: Observe buddy system Must not be in uniform Manager on duty must be notified When at the bank, make sure to approach the counter before doing the transaction; never
transact with anyone who approaches you posing as a bank representative
d. Counter Cashiering
i. Endorsement of Cash Pouch for Add Loan Procedure
Should be given prior to cashiering. Shall be complete and documented in a logbook upon endorsement to cashier. Shall be punched in the POS terminal for proper documentation. Shall be used for changing purposes only during counter cashiering.
Get cash pouch w/ ADD LOAN from the lower vault
Manager on Duty
Receive cash pouch & count ADD LOAN from MOD
Cashier
Issue cash pouch to cashier
Sign ADD LOAN endorsement logbook Sign ADD LOAN endorsement logbook
Perform cashier sign-on in the POS
Enter ADD LOAN amount
Swipe card in the POS
Witness the amount entered by the MOD
Keep MOD’s copy of Add Loan receipt signed by the cashier
Keep MOD’s copy of Add Loan receipt signed by the cashier
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 16 of 56
ii. Prepare Daily Cash Position Report
Official record of all cash received and deposited by the store Serve as store copy.
SAMPLE A.6 Daily Cash Position Report
DAILY CASH POSITION REPORT
Store: CK Pioneer
Date: May 1, 2014
Day: Saturday
Sales
GRAND TOTAL
Packs
Cash & Checks: Start of Day Number of Packs Counted
- Cash & Checks Deposited Remarks:
Cash & Checks Received:
+ Sales
+ BO Deposit & Others
= Cash & Checks: End of Day
- Number of Packs in the Vault
← Difference MOD:
Checked by (Closing MOD): Date checked:
Entered by Vault Opening
RUNNING CASH POSITION SUMMARY
Cashier Signature MOD SignatureSales per
Reading
Items
BO Dep.
& Others
Cash & Checks
Sales Pack # Cashier's Name POS/CRM #Cash & Checks
Cashier's
Over(Short)
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 17 of 56
iii. POS: Start-up
1. Parts of the POS
2. Sign-on Procedure
1) Turn on all printers - kitchen, beverage and desserts 2) MOD to open the POS Terminal – input Manager Code and Password
3) MOD to click on Open Reg
3rd
Incorrect Password will automatically shut down the terminal
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 18 of 56
4) Cashier to tap on CASHIER SIGN ON button using cashier’s own code and 5) Swipe card for password.
iv. POS: Add loan 1. Click on ADD LOAN, then Input the amount.
2. Cashier must sign on two copies of the ADD LOAN receipt.
Sharing of swipe card is strictly not allowed.
Each cashier shall have an individual password.
All sales shall be punched upon order of the customer.
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 19 of 56
9. Check email and SPR
1) Look out on high priority email messages
Memos from RS, Marketing and Training
Refer to DCS guidelines in handling records and files for safekeeping 2) Check on Sales Performance Report (SPR)
SAMPLE A.2 SALES PERFORMANCE REPORT (SPR)
TABLE A.1 SPR
Code Definition Formula Code Definition Formula
1 AC Average Check NS/TC 19 MCRB Man Cost Running Balance
PMCRB + CMC
2 ADS Average Daily Sales NSRB/ # of days 20 MHRS Man Hours Compute MHRS from DTR
3 ADTC Average Daily Transaction Count
TCRB/# of days 21 MHRS RB
Man Hours Running Balance
PMHRS RB + CMHRS
4 DIS Dine In Sales From Consolidated Report 22 NS Net Sales GS/1.12 + VAT Exempt Sales
5 DIS % Dine In Sales Percentage DIS/NS x 100 23 NSRB Net Sales Running Balance
PNSRB + CNS
6 DISRB Dine In Sales Running Balance
PDISRB + CDIS 24 SG Sales Growth CNSRB - LYRB/LYRB x 1000
7 DV Daily Variance NS - TS 25 SPC Sales per Customer NS/ Quantity of drinks
8 DVRB Daily Variance Running Balance
PDVRB + CDV 26 SPI Sales per Item NS/TIS
9 GS Gross Sales Food Sales from consolidated report
27 SPMH Sales Per Man Hours NS/MHRS
10 HC Head Count From Consolidated Report 28 TC Transaction Count From Consolidated Report
11 HCRB Head Count Running Balance
PHCRB + CHC 29 TCMH Transaction Count Per Man Hours
TC/MHRS
12 IPC Item Per Customer TIS/Quantity of drinks 30 TCRB Transaction Count Running Balance
PTCRB + CTC
13 IPTC Item per Transaction Count
TIS/TC 31 TIS Total Items Sold Total Qty product sold from PAR
14 LY ADS
Last Year Average Daily Sales
From Consolidated Report 32 TOR Turnover Rate HC/SC
15 LYNS Last Year Net Sales From Consolidated Report 33 TOS Take Out Sales From Consolidated Report
16 LYRB Last Year Running Balance
From Consolidated Report 34 TOS % Take Out Sales Percentage
TOS/NS x 100
17 MC Man Cost MHRS x Hourly rate x 1.5(benefits)
35 TOSRB Take Out Sales Running Balance
PTOSRB +CTOS
18 MC % Man Cost Percentage MC/NS x 100 36 TS or FS
Target Sales or Forecast Sales
From store Managers Budget Template
DATE DAY GS
VAT -
Exempt
Sales NS NSRB ADS
1 SUN 98,658.00 2,959.74
2 MON 96,450.00 2,893.50 89,009.57 180,056.81 90,028.41
3 TUE 89,800.00 1,796.00 81,974.57 262,031.38 87,343.79
4 WED 90,363.00 1,807.26 82,488.51 344,519.89 86,129.97
TS / FS DV DVRB LYADS LYNS LYRB SG %
100,000.00 83,252.36 83,252.36 83,252.36
95,000.00 (5,990.43) (14,943.19) 84,328.81 85,405.26 168,657.62 6.76
85,000.00 (3,025.43) (17,968.62) 86,223.34 90,012.39 258,670.01 1.30
85,000.00 (2,511.49) (20,480.11) 85,622.29 83,819.16 342,489.17 0.59
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 20 of 56
B. PRE-SHIFT PLANNING
This allows the manager to get as much as information available to set expectations for the shift. Pre-shift planning applies to Opening Manager, Mid-shift Manager and Closing Manager
1. Conduct Quick Round
1) Inspect on the 4Ms in the Production Area
2) Inspect on the 4Ms in the Service Area
MANPOWER
•Check availability of headcount
•Check Grooming of the Crew members
•Ensure correct positioning per station
MACHINE
•Check calibration of the equipment – Cooking, holding and Cold Storage
•Validate operating temperature with actual reading
•Review Equipment Checklist – use FSC workbook
METHOD
•Check Gold Standard attributes – Taste Test
•Observe standard cooking time & temperature and batch size
•Review Product Quality Checklist – use FSC workbook
•Observe Production Control Guidelines
MATERIALS
•Check completeness and availability of raw materials and packaging materials
•Check endorsement logbook if there are borrowed stocks
•Review DIC & closing inventory from previous night
MANPOWER
•Check availability of headcount
•Check Grooming of the Crew members
•Ensure correct positioning per station
MACHINE
•Check if POS, printers and Happy Plus Card terminals are working properly and in good condition
METHOD
•Check Gold Standard attributes – Taste Test
•Observe standard cooking time & temperature and batch size
•Product Quality Checklist – use FSC workbook
•Observe Production Control Guidelines
MATERIALS
•Ensure complete and standard marketing materials
•Ensure complete funds (MCF/PCF) and forms such as Fund accountability and cash count are always up to date and signed
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 21 of 56
3) For stores with Drive Thru (DT) Channel, the following critical points amust be ensured: 1) Check POS, SDS, Order Confimation Screen, if properly functioning 2) Sanitize DT Dispatch, Drinks and Bagging Tables 3) Check clarity and loudness of Speakerbox and Headsets – fully charge the batteries 4) Prepare back-up of juices and replenish utensils, condiments and packaging at Assembly Table
– check supply 5) Check if signages are in good condition
4) For Stores with Delivery Channel, the following critical points must be ensured:
1) Check completeness of tools and utensils – condiments, packaging, thermal bags, number clip 2) Check functionality and condition of equipment – POS, Printer, Thermal paper 3) Update Product Availability 4) Synchronize time of the POs, One Number Delivery System (ONDS) and Rider’s watches 5) Prepare Cashier ADD LOAN
5) Rest Room Check
1) Inspect the Rest Room Area 2) Ensure that the Restroom Checklist is prepared and up-to-date 3) Acknowledge good performance of the restroom crew / utility man.
2. Check e-mail
3. Game Plan
This contains specific objectives and activities which the store intends to achieve by the end of the operating hours. It can be viewed as mini goals that in the end, contribute to monthly targets in FSC, Sales and Profits
1) Summarize and finalize Game Plan based from Pre-Shift findings (use tickler) such as:
1. recent updates from Memos & endorsements from previous shift 2. and quick rounds in the production and service area
2) Communicate the Game Plan through shift huddle following a recommended outline: 1. Start with a prayer, quote, or Bible verse. 2. Hear from your team and empathize with them – ex. One word exercise, yesterday’s
experience, expectations for the day, sharing of good news 3. Motivate your people – PRAISE! 4. Discuss previous performance and pressing concerns. 5. Orient them on updates or changes in operations 6. Discuss on Targets using 6M format
4. Perform Taste Test with opening AKL/ Regular Kitchen Personnel (can be done randomly)
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 22 of 56
SAMPLE A.3 6M for Shift Huddle
For Mid to Closing Shift Managers – conduct shift huddle per station
5. Cue team for Store Opening
6. Open Customer Entrance Door
• in good running condition
• POS offline
• All systems go!Machine (Equipment)
• properly positioned, enough line-up
• Aces in their places!
• Stockman to monitor availability of thawed chicken from 6 to 2pmMan (People)
• MOD to monitor hourly sales and track performance vs target
• Do suggestive selling of halo-halo - 20 halo per cashier during peakMarketing
• enough stocks, all available, no bloody chicken, zero wastages
• Gold Standard!Materials (Product)
• achieve 90sec TAT in 90% of transactions hourly
• Crew to check/clean CR every 15 minutesMethod (FSC)
• Achieve Php100,000 by 2:30 PM
Money (Profit/Sales)
• ready for operations, zero deviation on cleanliness of CR,
• ALL set!O - Others on C & C, directions
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 23 of 56
C. RUNNING THE SHIFT (FOR OPENING AND CLOSING MANAGERS)
i. ON-FLOOR
Stay on Floor - Be aware and alert when in Service area such as Dining and Counter and Production Area
Observe and take action (keen eye for detail)
Ensure People, Product and Equipment are all working towards attaining objectives
1. Conduct travel path timely Travel Path is a predetermined route of checking the store. It is a systematic way of checking on the 4Ms
MAN = Knowledge, Skill, Attitude of crew and managers MACHINE = functionality, condition and state of the equipment, facilities and tools METHOD = process and method implemented in the store MATERIALS = consumable materials e.g. food items, packaging materials
*Refer to the Travel Path Checklist in QMS/FSC Workbook
Make the
first 30 seconds
count!
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 24 of 56
1
Entrance
2
Freezer Chiller
3
4
5
6
1. Store exterior: back areas car parking garbage bin, utility Drive-Thru (exterior)
2. Dining Area 3. Comfort Rooms 4. Front Counter, DT interior 5. Production and assembly area 6. Storages 7. Crew Grooming & Hygiene
TRAVEL PATH
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 25 of 56
2. Detect any FSC violation
3. Accomplish FSC workbook and checklists
4. To manage service, observe the following:
Set the Pace
By ―hustling‖ yourself, you will influence others to pick up speed.
As you move along the counter area, encourage your counter crew to smile.
Once in a while, step out of the counter area and stand in front of the counter to check how your counter crew are smiling and how fast they are serving the customers.
Keep the Lines Moving
Observe how fast the customer lines are building up and moving.
If lines start to build up, open additional counter.
Assign LSP to keep lines moving.
If the cause of the slow lines is delayed production, coordinate with the Production Quality Manager to speed up production.
Keep an Eye on Pending Orders and Have These Filled Up At Once
Occasionally, check with the production area what their pending orders are and keep the customers informed of the status. If needed, bring the orders yourself.
Do area segmentation so that when the order is ready they don’t waste time looking for the customer.
Ensure the Cleanliness of the Customer Areas
Make sure that the lobby, floor and restrooms are cleaned regularly. Do spot mopping as needed.
Check the sidewalk, parking lots, and make sure these are clean at all times.
Be alert also for any foul odors you may detect and take action on these.
Look Out for Opportunities to Give Extra Service
As you go around the Counter and Dining areas, look for ways to give your customers extra service and instruct your crew to do the same.
This may be as simple as helping them carry their trays of food, looking for seats, offering a high chair for children or even bringing condiments even without their asking.
Talk to customers and find out how their experience was.
Do table hopping.
Be on the Alert for Possible Complaints
Keep your eyes and ears open for signs of possible complaints.
This can be a customer impatiently tapping on a table while waiting for a pending order, or customers not happy with the food they are eating.
You might actually overhear customers talking about how poor a product is or how they were not properly treated. If you spot any signs of trouble, step in and act on it immediately before it gets any worse.
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 26 of 56
Keep Periodic Track of Sales and Keep Your Team Informed
You must periodically check if your store is meeting its sales targets for specific day parts.
If there is a significant increase in your sales trend, the PQM must be alerted so adjustments can be done in production.
If you are below target, your SMM must be informed so that you can discuss ways of increasing sales during the remainder of the day.
Make sure that Systemwide Marketing Promotions and LSMs are Implemented Properly
Ensure that your counter crew know how to properly implement any current marketing activities.
If a promotion involves novelty items your stocks should be enough.
Ensure the Security and Safety of Customers
During peak hours, remind your dining crew to ensure the security of your customers’ belongings.
Be on the lookout for suspicious-looking characters.
Customers should be kept away from wet floors by warning signs.
5. Perform Cash Control and POS related procedures
i. Refunding
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 27 of 56
The policy of ―refund all‖ is strictly implemented. For Cancelled Orders/Transactions
• Refunding of transactions should be done ―WITHIN THE HOUR‖ • Only the MOD can refund a cancelled transaction • Should be signed by both cashier & MOD within 1 hour • Cancelled transaction which happened few minutes before the hour, will be given
15mins allowance to perform the refund with the corresponding explanation. • Reprinting of cancelled tape is not allowed • Wrong tape and Cancelled tape (or receipt) should be attached together and
complete (for submission to JWS Sales) together with other special transactions • Reason for cancellation should be indicated in the receipt • For the "Reason" indicated in the refund, "RF" is not acceptable. Indicate only the ff:
1. DP – double punching 2. WP – wrong punching 3. CO – change order 4. WOT – wrong order taken 5. AP – accidental punching 6. LOC – lack of cash 7. PE – programming error 8. CXLD – cancelled order 9. WR – wrong refunding 10. NS – no stock
If wrong punching and refund amount exceeded 1.5% of net sales (Net sales per DSR after discounts and refunds, with tax), Incident Report (IR) must be made.
Note: If due to call center errors (if applicable), no point deduction.
Refunding of Chowlebration should be reviewed/ signed by another manager aside from the MOD who refunded the transaction.
Refund tapes and other special transaction receipts such as SRD, EDIS, tie-ups, Ads & Promo, Misc & other charge receipts, should always be complete.
Missing transaction receipts shall be investigated and appropriately charged to the person/s responsible.
Special transaction receipts must be valid, completely filled-out and signed by the persons responsible.
Receipts must be checked by the RM for submitting to accounting.
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 28 of 56
SAMPLE A.8 Refund Receipts
ii. Special Transactions
Cashier CashierMOD MOD
Always Indicate Reason
d
e b
aA
c
f
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 29 of 56
a) EDIS – Employee DIScount
1. No ID, No Discount policy. 2. Valid to the following in all company-owned stores.
Head Office employees Commissary employees Company-owned employees and immediate family member of the employee
3. 20% discount on all food products, at a maximum worth of Php500 4. At most, 5 transactions per day 5. Must be approved first by the manager. 6. Employee must sign on the receipt. 7. Franchise employees can avail of the discount where they are assigned and in other
franchise stores provided the same corporate name. 8. GCs are applicable for payment and are good as cash.
b) SRD – Senior Discount
1. No ID, No discount policy (any Identification card with birth date) 2. Valid for dine-in, take-out and delivery and VAT-exempted 3. The 20% discount shall be for the ―exclusive use and enjoyment‖ and shall mean ―for
the senior citizen’s personal consumption‖ only 4. No ride-on policy. 5. The 20% discount may be applied to value and promotional meals 6. Not valid for bulk, functions and novelty items. 7. Customer must sign on the store copy receipt.
c) Department charge
1. Products ordered at all co-owned stores by the departments on a charge basis. 2. Documented using PWAF and punched in under Dept Charge 3. Approved by the Dept. Head. 4. Receiving employee must sign the original POS receipt & PWAF.
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 30 of 56
SAMPLE A.9 Product Withdrawal Authorization Form (PWAF)
d) GC – Gift Certificate
1. Denomination: Php50.00 and Php100.00 only 2. Terms and Conditions:
Can be used for all types of transactions Not convertible to cash
3. Check the following: Two authorized signatories (multi-colored) Issuance date If with perforation Serial number
<Store that will serve the product pullout>
<Ordering SBU>
<Must be 10 Digits>
Sample Reasons for Transactions
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 31 of 56
e) Chow Card (For Franchise Stores only)
1. Charge privilege given to employees of some franchise stores. 2. Part of Salary deduction 3. Ride-on is allowed provided up to the credit limit only of P1,000.00/ month for Rank & file
and P2,000.00/ month for the Management Team. 4. Must be approved first by the manager before punching. 5. Availing employee must sign on the receipt.
f) Other Keys 1. Person With Disability (PWD) 2. Promo Percent Discount 3. Open Price 4. Rep 5. Happy Plus 6. Promo Tie-ups
iii. Cashier Break
1. All cash/sales must be placed inside the cash pouch. 2. Endorsement of cash pouch should be documented in a logbook signed by both MOD &
cashier. 3. Cash pouch should be kept inside the 2nd vault. 4. Cash pouch lock and key should be provided by the cashier. Likewise, the key must be
safely kept with him/her.
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 32 of 56
5. Relieving Cashier a. Should sign on in the POS using her own name & password. b. Should have her own ADD LOAN
iv. Paid Loan
1. ADD Loan should be returned after peak to the MOD as PAID LOAN 2. Breakdown should be written in the PAID LOAN receipt as documentation 3. Duplicate receipt is generated for both cashier and MOD signature
SAMPLE A.10 Paid Loan Receipt
MOD’s
SignatureMOD’s
Signature
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 33 of 56
v. Partial Turn in (PTI)
1. Partial Turn in – should be done every time the drawer reached its limit (Php15,000) set on the system. It will generate two (2) receipts, one (1) copy for the cashier and the other for the manager.
2. Must be endorsed to the MOD after peak & shall be punched in as PTI. 3. Should be documented using Sales Breakdown Form (SBF), packed and dropped in the
vault.
SAMPLE A.11 Sales Pack and Sales Breakdown Form
Serial
Numbers
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 34 of 56
vi. Cashier Cut-off
1. Perform Cashier Break procedure 2. Cashier to count sales; MOD to view sales from VQF 3. Cashier to accomplish Sales Breakdown Form (SBF) 4. MOD to recount sales 5. MOD to pack & seal the sales 6. MOD to drop sales & witnessed by cashier 7. MOD to generate cashier cut-off reading 8. MOD & cashier to sign DCPR
SAMPLE A.11 Cashier Cut-off Report
OPEN CASHIER:
RECEIPT (s):
OPEN AMOUNT:
CLOSE AMOUNT:
TOTAL SALES . . . . . . . . . . . . . . . 152 11,500.00
TOTAL REFUNDS . . . . . . . . . . . . 1 200.00
------- -------------
FOOD SALES . . . . . . . . . . . . . . . . 150 10,300.00
MISCELLANEOUS SALES . . . . . 1 1,000.00
DELIVERY CHARGE . . . . . . . . . . 0.00
NOVELTY SALES . . . . . . . . . . . . 0.00
------- -------------
GROSS SALES . . . . . . . . . . . . . . 151 11,300.00
TOTAL DISCOUNT . . . . . . . . . . . . 1 100.00
------- -------------
NET SALES PER POS . . . . . . . . . 151 11,200.00
12% VAT . . . . . . . . . . . . . . . . . . . . 1,200.00
NET SALES FOR FS . . . . . . . . . . 10,000.00
IOU . . . . . . . . . . . . . . . . . . . . . . . . 0.00
CHARGE SALES . . . . . . . . . . . . . . 0.00
NET SALES RECEIPT . . . . . . . . . . 10,000.00
JANE 03/23/2008 16:00
010000001-010000300
0.00
11,200.00
STORE #0111
REGISTER 01
Mar 23, 2008 (SUN)
JANE W. CRUZ
POS01 SN: 00 - A00000
BIR PERMIT NO: 1000-000-10000-001
CASHIER CUT OFF REPORT
XYZ BRANCH
CHOWKING FOODS CORP.
XYZ BRANCH
CUBAO, QUEZON CITY 0111
TIN 000-000-000-001VAT
TOTAL DEPOSITS . . . . . . . . . . . . . 0.00
TOTAL DEP APPLIED . . . . . . . . . . 0.00
TOTAL DEP REFUNDS . . . . . . . . . 0.00
TOTAL PTI . . . . . . . . . . . . . . . . . . . 5,000.00
ADD LOAN . . . . . . . . . . . . . . . . . . . 7,000.00
PAID LOAN . . . . . . . . . . . . . . . . . . 7,000.00
ACTUAL CASH DEPOSITED. . . 11,201.00
-CASHIER TOTAL . . . . . . . . . . . . . 11,200.00
=Over/Short (+/-) 1.00
Transactions:
DINE-IN 100 7,142.86
TAKE-OUT 50 1,964.29
Tenders:
CASH 151 11,200.00
Discounts:
SENIOR DISC 1 100.00
Item Voids: 100 500.00
2nd Order 30 300.00
Customer Count: 220
Cashier: _________________________________
JANE W. CRUZ
Read By: _________________________________
MODESTO F. HIPOLITO
*********************************************************
3/23/2008 16:00:00
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 35 of 56
a) Sales Shortage
1. Shortages must be paid immediately upon sales clearing by the cashier thru cash or Authority to Deduct (ATD) form
2. For shortage of Php500 & above, prepare an Incident Report
SAMPLE A.12 Authority to Deduct (ATD) Form
b) Sales Overage
1. All overages should be packed & deposited together with day’s sales. 2. For overages of:
Amount (php)
Action
0.01 – 10.00 tolerable amount
10.01 – 99.99
cashier to explain
100.00 & above
cashier to prepare Incident Report & the MOD will immediately conduct investigation
c) Overage Due To Unclaimed Change
1. Should be punched using ―unclaimed change‖ button in OPEN PRICE, packed & deposited together with the cashier’s sales.
2. If the customer claimed the change on the succeeding days, check the validity & get the amount from the PCF.
3. The PCF should be supported by unclaimed change receipt.
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 36 of 56
P SCENARIOS THAT NEED INCIDENT REPORT (IR)
Cashier shortage worth 500 & above Cashier overage worth 100 above Lost special transactions or refund receipts Single receipt refund worth 1000 and above Refund exceeding 1.5% of net sales
a. Channels and Services
i. Drive Thru
Chowking (CK) Drive-thru aims to capture the ―mobile‖ market segment by providing an easy way for CK consumers to grab their favorite CK product immediately without leaving their cars.
Please refer to CKRS-CSS SM 040 DRIVE THRU.
ii. Delivery
Chowking Delivery envisions to be the top-of-mind Chinese QSR delivery business. Its mission is to deliver accurate and complete products within 30 minutes or less while providing friendly service to our customers.
Coverage of Transaction: Minimum Amount: Php200 Maximum Amount: Php2,999 Note: Amount exceeding the maximum amount for Delivery will be considered a big order.
Please refer to CKRS-CSS-DS Delivery Service Guidelines
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 37 of 56
iii. Chowlebration
POLICIES
a) SCOPE
a minimum of Php3000 worth of order booked ahead of time by the customer for big events
School/Company Christmas Parties Conventions, Seminars, or Summits Elections
Require a contract and a down payment o Which may be shared between or among 2 or more stores o Which may be prepared and served in-store or off-site:
In-Store Bulk – cooking, assembly, or any of these are done in the store Off-site – cooking, assembly, serving or any of these are done at a site
separate from the store. Note: Off-site Bulk is done when the store cannot accommodate the equipment
Mode of payment: Cash & Checks (for down payment) & cash only (for final payment) Must be settled at least 5 banking days before the actual event For additional orders, use order booking form & attach in BO contract as proof
For the complete details of the Chowlebration Transactions, kindly refer to the Bulk Order Service Systems Manual which includes the following:
o Introduction o Product Classifications o Booking Procedure o Site Inspection (Off-site bulk) o Planning o Ingress o Set-up o Food production Guidelines o Distribution Guide o Egress
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 38 of 56
SAMPLE A.13 Functions and Bulk Order Booking Form
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 39 of 56
b. Official Receipts Issuance SAMPLE A.14 Official Receipt (OR)
In accordance to R.A. 9337 (New EVAT LAW), the following information must be indicated when issuing the VAT official receipt:
a. OR No., sellers name, address and TIN followed by the word VAT
b. Date of transaction c. Description of goods or properties or nature of
service d. Quantity / Unit cost e. Selling price or the total amount
Regardless of the amount, ask for a TIN# of the purchaser (addressed to company only & not to individuals) is required to be indicated.
Issuance of manual CSI/OR is o Limited to MOD only. o Issued in numerical sequence and completely filled-out. o Must be properly monitored (through a logbook/record).
Unused/skipped CSI/OR should be marked cancelled. Store must maintain a minimum level of 10 unused OR booklets per BIR ruling. Manual OR’s/CSI that are not supported by POS tapes are to be charged to the responsible
person/s after due process. For OR cancellation, original OR should be the one present for cancellation OR preparation should be a "mirror copy"of the POS receipt Issuance of booklet should be monitored thru logbook (issued and returned used OR)
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 40 of 56
ii. OFF-FLOOR
Off-floor tasks are usually done inside the manager’s office where KRAs and reports are mostly done
Each Management tool or system can be done during the shift in order of necessity and KRA of the Manager on Duty
6. Inventory Management System
The Inventory Management System aims (a) to standardize the process of inventory reporting in stores, (b) to maintain accuracy in inventory levels and (c) to help the store in monitoring and analyzing Food Costs & Paper Costs (FCPC). All Commissary and Direct Delivery items ordered through SWS must be properly and correctly encoded in the back office system to comply with the requirements of Logistics and Purchasing in alignment with SAP systems implementation.
This covers the following major procedures:
1. Ordering and Receiving Process of Standard Stock and Direct Delivery items 2. ePO Processing
a. ePO download i. Via FTP ii. Via email iii. Via SWS
b. ePO upload in Back Office System 3. Receiving in Inventory Management Module
a. Encoding based on ePO b. Manual encoding – if there is no ePO c. Printing of Receiving Report – for Direct Deliveries only
4. Inventory transfer a. Transfer in b. Transfer out
5. Wastage Recording 6. Physical count
a. Ending inventory Please refer to CKRS – BMMS MM 006 Inventory Management System Manual for the step-by-step procedure.
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 41 of 56
7. Manpower Planning
Manning Guide is a store productivity tool which aims to assist store managers in RATIONALIZING the:
The Manning Guide template automates the store’s process of scheduling its manpower lineup and analyzing the different metrics needed for management reporting.
Its features include:
1. Weekly Scheduler – starts on a Monday and must be the same with Timekeeping (TKS) Scheduler in the Back Office System (BOS)
2. Gantt Chart – point of analysis wherein required manhours and actual manhours can be compared ata certain time
3. Manager’s Reports – can be generated to review the results of the week’s schedule based on the strategies done for the weekly schedule.
Please refer to RS-RMS MM 001 Manpower Planning - Manning Guide for the complete details.
i. Manpower Roles and Positioning Guide (MRPG)
Manpower Roles & Positioning Guide aims to effectively position the crew (dining, counter and kitchen) in the store and increase their productivity with clearly defined roles and responsibilities. Studying the distribution of transaction arrival per store, it can be noted that stores have three modes:
It is important to consider these modes because each of these requires different focus on activities for Quality and Efficient Food Production to be achieved. From the standard
1) right number of people – TCMH will depend on the number of man hours per staff assigned
2) at the right time – what time a staff is needed at the assigned station
3) in the right position – assign properly trained and competent staff
4) at an optimal cost – balance on manning mix to reduce OPEX
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 42 of 56
manpower requirement given by the Manning Guide and considering the store mode, Manpower Roles & Positioning Guide will then designate tasks and organize them in the most efficient and effective way.
Please refer to CKRS-BMMS MM 001 MANPOWER ROLES AND POSITIONING GUIDE for the complete details.
8. Production Control System – Production Plan and Guide
Production Control System (PCS) is a system based on the Plan-Do-Check-Act (PDCA) Cycle that guides the store’s day-to-day operations by ensuring that products achieve gold standard consistency, food lapses are minimized and Food Serving Time (FST) is within target. PCS follows the Just-in-time Production principle: Producing the right products at the right time and at the right amount. This means producing only what is required, at the time it is required. Benefits. The benefits of Production Control System include the following: (1) Increased service level (FST target achievement and available products at all times); (2) Reduced cost of lapses since overproduction is minimized. Main Responsibility. The Product Quality Manager (PQM) is overall in-charge of making certain that the Production Control System is in place and working for the store (that is, gold standard consistency is achieved and lapses are minimized). Stages of PCS. PCS has 4 stages similar with the PDCA Cycle (See below diagram). Stages 1 to 4 can be carried out in a daily, weekly and monthly basis depending on the need. All four stages are of equal importance.
Please refer to CKRS-BMMS MM 008 PRODUCTION CONTROL SYSTEM for the complete details.
Stage 1: Production Planning
•Responsible: PQM
•Production Planning (generation of Production Guide)
•Production requirements in-place
Stage 2: Production Plan Execution
•Responsible: PQM / All Production Staff
•Production guide execution
•Application of production modes
Stage 3: Quality Check
•Responsible: PQM / RM / MOD
•Quality checking (peak and non-peak)
Stage 4: Production Plan Revision
•Responsible: PQM / RM
•Production guide revision
•Capacity analysis and improvement
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 43 of 56
9. Cash Journal - Liquidation and Replenishment Request
Cash Journal is a SAP module wherein cash funds are being recorded and tracked. It follows the major cycle of Liquidation, Replenishment and Cash Pullout.
This aims (1) to eliminate manual computation of fund balances and (2) to automate request and approval. Policies on Petty Cash Funds apply. Requester must be the ARM and approver will depend on the amount requested.
Please refer to CKRS-BMMS MM 00N CASH JOURNAL MODULE for the complete details.
10. SAP SRM
Supplier Relationship Management (SRM) is a module/system in SAP where goods and services, not covered by Commissary or Distribution Center (Pinnacle), are managed. The use of SRM aims:
to integrate and standardize processes to the whole JFC
to facilitate payments to vendors
to standardize processes across the brands Shopping Carts (SHC) are used to contain items/service for purchase and Goods Receipt (GR) serves as proof that items are received in SAP SRM.
Liquidation
ReplenishmentCash Pullout
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 44 of 56
MAJOR PROCESSES AFFECTED:
i. Standard non-stock
Standard non-stock items refer to standard items that have no maintaining inventory at the Commissary and are supplied by an accredited supplier Examples: Kitchen Equipment, Computers, Services like Pest Control, etc
ORDERING in SAP RECEIVING in SAP
1) Log-in SAP SRM 1) Receive items from Supplier
2) Open Non-stock Catalog 2) Check DR versus actual items received
3) Search for Item/Service 3) Log-in SAP SRM
4) Select the item 4) Create Goods Receipt
5) Encode Quantity 5) Print Goods Receipt
6) Identify Account Assignment 6) Submit Goods Receipt to Supplier
7) Submit Shopping Cart for Approval
ORDERING
APPROVING
RECEIVING
PAYMENT
APPROVER
STORE
STORE
SUPPLIER
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 45 of 56
ii. Psuedo/Local Purchases Direct Local Purchases refer to items purchased from unaccredited local suppliers. Examples: Agricultural/farm products - eggs, vegetables, Rice, LPG, Ice, Rentals, Installation, repairs and replacement of spare parts
ORDERING in SAP RECEIVING in SAP
1) Log-in SAP SRM, upon receipt of invoice 1) Log-in SAP SRM, upon approval of SHC
2) Open Pseudo Catalog 2) Create Goods Receipt
3) Search for item/service of corresponding supplier 3) Stamp the template to the Invoice
4) Select the item 4) Indicate GR # on the invoice
5) Encode Quantity 5) Print the Invoice Transmittal Template
6) Encode Price 6) Submit Invoices to JWS with attached Invoice Transmittal Template
7) Indicate Correct Tax Code
8) Add on Internal Note
9) Submit Shopping Cart for Approval 10) (for SHC amount>php20,000)
iii. Service Engineering
Requests to Service Engineering covers the following:
a. Minor repairs of store structure facilities b. Corrective repair of store equipment c. Preventive Maintenance of store structure and store equipment not covered by big
three (HKR, Technoloux, MPC and Watercare, Neorama and Maximum Solutions) d. Request for Walk-in Chiller e. Request for spare parts
Requesting and ORDERING in SAP RECEIVING in SAP
1) Call Service Engineering 1) Log-in SAP SRM, upon approval of SHC
2) Report Defective Unit/Equipment 2) Create Goods Receipt ()
3) Obtain consent of AM for the quotation 3) Print the GR
4) Submit Goods Receipt to Supplier
Please refer to CKRS-BMMS MM 003 SAP SRM Module Manual and CKRS-BMMS-QGC 007 SAP Quick Guide
Card for the complete details.
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 46 of 56
11. Sales Pick-up and Depositing
All sales packs must be deposited intact on the nearest banking day.
Shift sales cleared before the scheduled bank pick-up should also be deposited using separate deposit slip.
MOD must ensure that all sales recorded in the DCPR are deposited on time.
Bank pick-up teller shall be required to present an ID every time he picks up deposits or the bank may provide a one-time pick-up authorization letter, where all the authorized pick-up tellers are listed.
MOD must ensure that all sales packs are complete and seals are not tampered with when these are retrieved from the vault.
MOD must not leave the bank teller until the latter confirms that the total number of sales packs endorsed is complete.
Banks should strictly follow the agreement set by both parties.
For late deposits: o If 1 day late, create store explanation and inform JWS – Sales via email or call o If 2 days late or more - Incident Report
BANK AGREEMENT:
Provision of a separate duffle bag for Chowking stores only. Use of armored car service. Daily pick-up (time varies for security purpose). Bank validated deposit slips shall be provided to the store on the next deposit pick-up
schedule. Bank shall be responsible upon receipt of the sales packs and signing of deposit slips,
subject to actual counting of the cash deposits.
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 47 of 56
D. Pre-Closing (For closing Shift Managers)
1) At least 30 minutes prior closure of business hours, perform pre-closing activities accordingly.
2) In the service area: o Ensure all products are still being offered and available - cook per order if necessary o Ensure proper communication between counter and customer o Prepare for Sales Clearing - Cut-off
a. Cashier Cut-off - At the end of the cashier’s duty, this button int he POS is pressed to generate her sales reading. This reading contains the total sales she collected used for auditing. The system will ask the actual amount for deposit. Actual amount refers to the CA Cash Sales for the whole shift.
b. Refer to page 34 o Option to do partial cleaning is possible:
Discreetly arrange/stack chairs and tables away from the customers
3) In the production area: o Start performing Daily Inventory Count (DIC) by: (Refer to CKRS-BMMS MM 006 Inventory
Management System Manual)
Counting loose items Recording of wastages/lapses and scrap sales – follow disposal guidelines for each
type of item
i. Wastages - lapsed materials due to:
a. Sub Standard b. Over Production c. Spoilage d. Beyond consume Until (CU) Date e. Beyond holding time f. Spillage g. With Sanitation Defect (SD) h. Taste Test
ii. Scrap Sales - cover sale of items such as used oil, cartons, and other scrap items as
identified by operations. a. It must be punched in the POS on the same day of transaction and shall be
deposited together with the sales. b. Price shall be properly negotiated by the Restaurant Manager. c. Monthly review of the scrap report shall be done by the Restaurant Manager. d. Scrap items are properly monitored by the Regular Kitchen Personnel. e. Scrap sales transactions are documented using SITRF/ GATE PASS. f. Scrap items brought out from store are counterchecked by the MOD or
Guard. g. SITRF booklets are used in numerical sequence and kept securely.
[Effective November 2001] Observe Left – overs and items for back-up
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 48 of 56
i. Left over is defined as finished products and intermediate products already
assembled, still within the standard holding time (otherwise, record the left-over as lapse) but were left unsold at store closing. By end of day, left-overs are not encouraged to exist or should only be at the minimum. (Refer to the Production Control System for the proper guidelines in preparing for closing)
a. For Leftovers (LO) due to gross negligence (such as over forecasting, over
cooking, etc.) with material equivalent amount, the concerned employee shall be asked by the Restaurant Manager to prepare a Personal Improvement Plan (PIP) and to be charged only after due process.
b. Option to sell to employee is possible provided that: The leftovers are in good condition – ex. Not lapsed Employees volunteer to purchase. Payment must only be in ―cash‖ at selling price less EDIS. Hence, Authority
to Deduct (ATD) does not apply. Leftover sales should be treated as regular sales therefore, must be
punched immediately in the POS within the day.
For franchise owned stores, the same policies shall apply. Leftover sales are subject to royalty.
ii. Items for back-up or cooked intermediate products (IP) not completely consumed
must be kept for the following day’s use. These items are specific to the following only:
a. Yellow Rice b. Buko Pandan c. Sago
Ensure arrangement of storage is done for the next day
o Option to do partial cleaning is possible – ex. filter oil
4) For stores with Drive Thru Channel, ensure the following:
1) Turn off all equipment 2) Place unused utensils, condiments and packaging in sealed containers 3) Clean POS, Dispatch and Assembly Tables
5) For stores with Delivery Channel, ensure the following:
1) Clean and organize the delivery station. 2) Turnoff all equipment 3) Check and clean delivery motorbike 4) Delivery tools must be surrendered
Helmet Motorbike key Sling bag Bill folder Thermal Bag-placed on top of the shelf
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 49 of 56
E. Post Shift (For Closing shift managers)
• To get a total picture of the problem • To get a measure of how we did • To have more room for improvement • To have a sense of fulfillment and accomplishment • To avoid ―going through the motions.‖ • To minimize potential threats in the future • To be more competitive
1. Generate POS reports
1) Hourly Reading - Generates consolidated sales report per hour & transaction count earned by all
terminals 2) Day Part Reading - Generates consolidated sales report by day-part/ category & transaction count
earned by all terminals 3) Consolidated Report - complies & generate reading of all terminals. This is done any time of the day
or even at any terminals. It also prompts the terminal that has not yet performed the Close Reg procedure.
4) Product Accounting Report (PAR) - Generates report of all products breakdown sold for the day in all terminals.
5) Close Register Report- this button is used to end the business day for the register. This completes all the transactions in a particular POS.
Review Revise Retry
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 50 of 56
2. Perform timekeeping transactions (approval of excess hours, OTA, OB, manual adjustments ) and Labor End of Day
1 2
3 4
5
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 51 of 56
3. Labor End of Day
Labor End of Day (LEOD) must be accomplished first prior End of Day (Sales). Successful LEOD will transmit all Timekeeping data such as the EA file to the Main Office. LEOD is usually the day before the current business transaction date. Cutoff schedule and timekeeping policies must be observed for the payroll processing, at all times:
– prior 10am cuitoff
Example 1: Stores with Normal business hours
Example 2: Stores with 24 hours business operations
i. Roles and Resposibilities
RM must validate and authorize excess hours, OT and EDA of employees
MOD can perform Labor End of Day – Opening and Mid Shift
ii. Process 1) On the main menu, Click Store Operations
2) Click Labor End Of Day
3) Check Labor date and Click OK
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 52 of 56
4) Make sure before to click Yes, ALL approvals in timekeeping transaction IS DONE (ex. OT, Transpo allowance, excess hours, EDA, etc.)
5) A message prompt on Labor End of Day Exceptions will appear. This will contain those employees without/missed Time-in or Time-out.
6) A message prompt on Labor End of Day Exceptions will appear. This will
contain those employees without/missed Time-in or Time-out.
7) Click Adjustment for manual log in/out
8) Check date, put time IN or time OUT
9) Identify appropriate reason
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 53 of 56
4. Perform End of Day
5. Print Daily Sales Report (DSR)
3 Different Parts: 1. Cashier’s Sales Data 2. Documents Transmitted 3. Terminal Reading
1
2 3
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 54 of 56
DSR Guidelines
A. Submission Company Owned Stores Head Office – Accounting Department Deadline: Once a month (every 1st week) Franchise Accountant’s copy Sales Certificate – Head Office Deadline: Second day of the month (Morning before 12 noon)
B. Attachments
Cashier Cut-off Receipt Consolidated Reading Receipts of Special Transaction (EDIS, SRC, GC, Rep, Dept Charge) Refund Receipts Incident Report (if any)
6. Complete DCPR – Daily Cash Position Report
DCPR - Official record of all cash received and deposited by the store.
DCPR Guidelines: A. Attachments Received copy of deposit slip during sales pick up Authorization letter from bank pick up teller Validated Deposit Slip B. Serves as the Store Copy
7. Check completeness of documents – SRDis, EDis, GCs and other receipts/forms 8. Encode all data relevant to the completion of Store’s Sales Performance Report or SPR (both soft and
hard copies).
SPR - Shows the record of sales data – running balances, average sales, head count – basis in identifying store sales performance
- Report containing sales input and computation accomplished every closing shift. 9. Send message to the Area Manager covering all pertinent data about sales, mancost, etc. 10. Send all Sales data to Head Office via FTP (File Transfer Protocol). 11. Perform Vault Endorsement Procedure (refer to page 11)
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 55 of 56
12. Prepare the Deposit Slip
Only 1 set (4 copies) shall be prepared for the day’s sales.
BO check deposits & check replenishment for the store’s petty cash fund shall have their own set of deposit slip.
Must be free from erasures or alterations.
Account name & account number must be stamped on the deposit slip
13. Conduct Post Evaluation Ask yourself the following questions:
1. Did I achieve my FSC objectives?
2. If no, What prevented me from achieving my objectives?
Not enough thawed chicken
3. If yes, what contributed to my success?
Frymen strictly followed the production guide
4. What actions should I take to prevent these from happening again?
Coordinate with Closing Managers/Stockman to follow thawing
guidelines
1. MAN = Knowledge, Skill, Attitude of crew and
managers 2. MACHINE = functionality, condition and state of the
equipment, facilities and tools 3. METHOD = process and method implemented in the
store 4. MATERIALS = consumable materials e.g. food items,
packaging materials 5. Marketing = promos
What problems did you act on? What problems can be acted on by the next shift?
FSC
Production
Service
Sales/profit/People 14. Record operational status, concerns and endorsements in the Manager’s Communication – QMS/FSC
Workbook. 15. Check overall cleanliness and condition of the store.
16. Turn-off electrical switches except those connecting power to all storage equipment.
What to Endorse? Use 6M
This material is for JFC use only. Any unauthorized use or reproduction is prohibited.
SHIFT MANAGEMENT MANUAL CKRS-BMMS MM 007
Effective Date: August 2015
Issue-Revision No. 01-00
Control Location: All Stores
Prepared by/Date: AO Palomar/ December 2014
Reviewed by/Date: CS Maglalang/ Aug 2015
Approved by/Date: CS Maglalang/ Aug 2015
Reason for Revision: Initial
Page 56 of 56
17. REMEMBER to TURN-OFF or UNPLUG the following:
Lights (Dining, Counter & Kitchen Area) Station Printers POS/ Printers Office Monitor/CPU Juice & Ice Tea Dispenser Microphone/ Amplifier Money Detector Thermo Pot Vendo Machine Fryer Steamer Brew Coffee Dispenser Pao Cabinet Main Control Panel Ice Cream Freezer Cheepuck (Freezers and Chillers) UPS (Uninterrupted Power Supply) Insect light Traps (ILTs)
18. Perform post-shift huddle and discuss game plan results. 19. Lock the main entrance door with witness. 20. Perform one more round of inspection outside of the store for security reasons. 21. Leave the Store.