cep presentation k
TRANSCRIPT
Name: Kirk Moss
Position: Trainee ARGM
Restaurant: Derby Meteor Centre
We will be the UK’s best brand for hospitality and famous throughout YRI for World Class Operations & Innovation
My Brand You: WorkKirk™
Something interesting About me: I'm a Dad to a 3 year old girl. I’ve been amateur boxing for almost a year.
My CEP Restaurant
Asset Type: Drive Thru Band: 8Average Weekly Sales: £21,000Team: 1RGM, 3TLs 20TMs 11PT & 9FT
Kirk Moss
Highly reliable and big goals for the future. Make dreams reality.
Driving the right changes. Break bad habits. Drive correct behaviours.
Our brand ‘Yum’ stands for teamwork and that is exactly what I stand for.
I make it a great place to work. If you keep you’re team happy they will keep your customers happy.
Big goals. Big results.
S• Full
Management Team
• New team easily coached
• Regular fo8’s completed
• Cleaning systems• Recognition
through GES• Friendly Staff
• High number of GES responses
• Management listens to team for ideas
• Team commitment/passion
W• Recruitment • Short shifts • Training/Cross-
training• EPCS/
Availability• OCL’s
• OSAT score below target
• Customer complaints (accuracy)
• DT SOS
• Recognition• Engagement • High Gap
• Low morale • Not willing to
change
O • Training files • Team
development
• Training • 1-2-1 feedback
• Drive engagement
• Deployment
• Communicate results
• Uniform standards
• Pacesetter • Manager meetings
T • Scheduling• DTPLH • Planning
• Follow up• OCL’s • Customer
competition • Inexperienced
management team
Famous For People Signature Systems Memorable Service Extreme Loyalty Breakthrough Mindset
My 90 day planWhat is your one big goal?
Enhancing the customer experience What actions will you take to
drive your one big goal? Who will
support you in delivering your
action
What result will I impact ?
What Yum Leadership Behaviours will I
develop?
What pillar of the Ops Strategy will
my tactic impact?
Drive thru timerFrom 204-170
Managers driving
engagement of team
Increased speed of service.
Customer retention.
Action driverHWWT
Step change thinkerPeople grower
Know how builder
Extreme loyalty
Memorable service
Signature systems
Breakthrough mind-set
Availability88%-96%
Managers to ensure team
knows what is expected of them and
followed up
Reduced wait on
products. Increased speed of service.
Action driverHWWT
Step change thinkerPeople grower
Know how builder
Extreme loyalty
Memorable service
Signature systems
Breakthrough mind-set
OSAT 44%-60%
Managers to complete
OCL’s and to work on
customers area of
opportunity
Enhanced customer
experience. Customer retention.
Action driverKnow how builder
People growerHWWT
Step change thinker
Extreme loyalty
Memorable service
Signature systems
Breakthrough mind-set
ACTIONS RESULTSComplete all training files for the team All training files completed for every
member of staff in at least 1 station done with the two weeks I ran the store.
Shift runners to complete a minimum if two OCL’S each shift.
All OCL’s being completed 100% with great feedback. Recognition culture live in store and better quality of work.
OSAT to be increased by working on areas of opportunity that customers raise.
OSAT increased from 44%-60% (two weeks I was running the store)
Availability tracker in place to reduce the time customers have to wait for food. Cooks to complete it themselves.
Availability increased from 88%-95%Cooks more accountable and now compete with each other to deliver the best availability and waste.
Create a great place to work for all the team by recognising, coaching and incentivising. Get all managers on board by scheduling managers meetings and 1-2-1’s. additional cook meeting after MIAB.
1-2-1’s with all managers following 9 core review done by me. Managers to drive CEP actions and give out recognition for great results
Famous for People
SignatureSystems
Memorable Experience
ExtremeLoyalty
BreakthroughMindset
My CEP Breakthrough Results
Incentives I madeDrive thru
Pre shift I would buy a bucket full of sweets for the team. With every car hit under 130 the team would earn a sweet and would be shared between them.
GES
Any team member with there name mentioned on a GES report will earn a scratch card
Availability
Any shift with availability of 96% or above and waste under £20 will earn a scratch card
KirkDT OSAT PA
KirkDT OSAT PA
JoshOSAT
ChelseaDT
JudyPA
Break down into three sections each SR becomes a specialist of one section. Following 9 core review, managers meetings are set up 1-2-1 by me. During this we collaborate ideas to improve results in regards to my CEP. The SR’s are newly signed off and it was great for their development.
LAST 3 PERIODS TRENDYTD PBSC (start of your CEP)
2.35People
4
Customer
2.5
Sales
2
Profit1
YTD PBSC (midway through your CEP)
2.35People
4
Customer
2.5
Sales
2
Profit1
YTD PBSC(end of your CEP)
2.55People
4
Customer
3
Sales
2
Profit1.25
Growing the Future of My Business
GOAL REALITY OPTIONS WAY FORWARD
• OSAT increase
• Availability increase
• DT SOS decrease
• OSAT 60%
• Availability 89%-95%
• DT 160
• Continue to work on areas of opportunity
• Continue to push availability standard
• Focus on DT to bring to company standard
• Use SMG website and work on the areas customers address
• Create incentives for cooks to hit targets to keep them engaged
• Continue to OCL team and build knowledge and continued use of DTPLH reports to work on areas of opportunity
How I demonstrated them throughout my CEPIntentionali
ty to Lead
• Leading by example• Showing the team what great looks like• Working hard to get the results
Build Know How
• Talking to senior managers about their best practices and exchanging ideas to succeed.
• I had to run the store for two and a half weeks and had to look at all aspects of 9 core and scorecard and it was great to build my knowledge doing this.
People Grower
• Completing all the team training files• conducting staff meetings • attending two assessment centres • Getting all the managers on board with completion of OCL’s.
Step Change Thinker
• Breaking the habits of the staff • looking at the rota for areas of opportunity. • Keeping the moral high no matter how hard it gets • making the team feel appreciated
Action Driver
• Setting clear targets for the team• Creating a recognition culture• Getting all the team motivated
My YLCs
MY STRENGTHS & OPPORTUNITIES (BEHAVIOURS)
My self development needs
1-Continue to challenge upwards2-Put myself into situations I'm not comfortable with to develop further
How my team sees
me
1-Hardworking, motivated and honest2-A great coach, driving recognition in store and making the team feel appreciated.
My aspiration
in KFC
1- To enrol in the De Montfort university course. To be a RGM within one year.2- Never stop developing. Go as far as possible.