2010 MBNQA W

INNER:

K & N

MANAGEMENT

–

SMALL B

USINESS

CATEGORY

PRESENTE

D BY:

MOORE, YAGER, T

ODD, PEAV

Y

CATEGORIES

1. Leadership

2. Strategic Planning

3. Guest Focus

4. Measurement, Analysis, and Knowledge Management

5. Workforce Focus

6. Process Management

7. Results

ETM 627 Fall 2014 MOORE, YAGER, TODD, PEAVY Slide

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LEADERSHIP

ETM 627 Fall 2014 MOORE, YAGER, TODD, PEAVY Slide

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LEADERSHIP

Leadership Core values set by senior leaders with input from team members Deployed to suppliers and guests in a variety of ways (e.g. business cards, posters

around restaurant) Adopted best practices from other award winning businesses Performance is continuously evaluated Best performers awarded Leaders measure “more process results than [their] competitors” to improve business

Governance and Societal Responsibilities Managers and directors evaluated and coached annually Legal and ethical violations reported anonymously Internal health inspections prepare for external ones One member of the management team from each restaurant attends yearly food

management training class Promote recycling and multi-use products Partnered with the Austin chapter of Habitat For Humanity

ETM 627 Fall 2014 MOORE, YAGER, TODD, PEAVY Slide

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STRATEGIC PLANNINGStrategy Development

1. Process

• Key Strategic Steps & Factors (8 Step process using Strategic Planning Process (SPP)

2. Strategic Objectives

• Key Objectives & Addressing Challenges and Advantages (One objective per challenge & 3 and 1 year planning horizon)

Strategy Deployment

1. Action Plan

• Short & Long Term (Markets through plans for growth and expansion)

• Modifying and Adjusting (Monthly review process / requires approval)

• Human Resource & Performance Measures (established to ensure the people capability is in place when needed)

2. Performance Projection (1 to 3 years as well as competitor projections )

ETM 627 Fall 2014 MOORE, YAGER, TODD, PEAVY Slide

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STRATEGIC PLANNING

ETM 627 Fall 2014 MOORE, YAGER, TODD, PEAVY Slide

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GUEST FOCUSGuest Engagement  and product offerings

           Align offerings with Key Guest requirements and developing products in house and ensure quality.

 

           Clearly define the Guest support mechanisms and requirements

 

           Use all opportunities in the guest lifecycle to build a relationship with the guest

 

Voice of the Guest

            Continual improvement and modernization of survey and listening methods.

 

Get feedback from the guest throughout their lifecycle and from competitor’s customers.

 

            Use survey and feedback data to determine guest expectations, marketing, and future segments.

ETM 627 Fall 2014 MOORE, YAGER, TODD, PEAVY Slide

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GUEST FOCUS

ETM 627 Fall 2014 MOORE, YAGER, TODD, PEAVY Slide

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MEASUREMENT, ANALYSIS, AND KNOWLEDGE MANAGEMENT

ETM 627 Fall 2014 MOORE, YAGER, TODD, PEAVY Slide

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WORKFORCE FOCUS1. Workforce Engagement• Enrichment including Key Factors, Culture, Performance Management

(1st day and 30 day surveys, environment exceeds guests expectations, focus on guest delight and performance excellence award (PEA))

• Workforce & Leader Development including Learning and Progression (Ethics, Core Values, Breadth and Depth Learning Opportunities)

• Assessment of Engagement including Measuring and Results (Tracking and Reviewing measures)

2. Workforce Environment• Capability and Capacity including Needs, Managing , and Prepping

(Cross-Trained employees, diverse ideas, daily shift meetings)• Workforce Climate including Health, Safety, Security, and Support

(Member benefits plan, fire and security monitoring systems including cameras, panic buttons)

ETM 627 Fall 2014 MOORE, YAGER, TODD, PEAVY Slide

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WORKFORCE FOCUS

ETM 627 Fall 2014 MOORE, YAGER, TODD, PEAVY Slide

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PROCESS MANAGEMENT

Work Systems Devoted resources to developing, measuring, analyzing, and

learning how to execute their processes to a high level of performance

Made systems and processes that are easy to replicate and measure

Enable workers to deliver a quality product Enable managers to efficiently run operations

Work Process Design Deployed through new team member training and shift meeting

communication for existing member Evaluated through inspections, audits, guest feedback, etc.

ETM 627 Fall 2014 MOORE, YAGER, TODD, PEAVY Slide

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PROCESS MANAGEMENT

ETM 627 Fall 2014 MOORE, YAGER, TODD, PEAVY Slide

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RESULTS

• Inspections including operations, health department, & cleaning surpassed standards

• Food Quality Increased

• Line Times Exceed Goals

• Accuracy and Efficiency Outpaced competitor

• Unit Sales & Gross Profits were above the national chain and best competitors

• Turnover Rates were below industry standards

• Added over 100 jobs in 2009 in the Austin, TX market while others were forced to decline

ETM 627 Fall 2014 MOORE, YAGER, TODD, PEAVY Slide

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RESULTS

ETM 627 Fall 2014 MOORE, YAGER, TODD, PEAVY Slide

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REFERENCE

http://patapsco.nist.gov/Award_Recipients/PDF_Files/2010_K&N_Management_Award_Application_Summary.pdf

All figures, charts, and quotes referenced from summary

ETM 627 Fall 2014 MOORE, YAGER, TODD, PEAVY Slide

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