CKRS-BMMS MM 007 Shift Management Manual 01-00

CKRS-BMMS MM 007
SHIFT MANAGEMENT MANUAL

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:
Reason for Revision: Initial
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.
Page 1 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
iii.
iv.
v.
vi.
Cashier Break ..................................................................................................................................... 31

Paid Loan ........................................................................................................................................... 32
Partial Turn in (PTI) ............................................................................................................................ 33
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
Page 2 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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?
Management
It is the proper
coordination of
people, product &
equipment to
achieve shift
objectives
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)
Kitchen Lead (KL)
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
Implement SOPs at the

kitchen
Accomplish FSC checklists
Report FSC problems
encountered
Suggest CAPs
Assist PQM during inventory
count
Page 3 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
C. Key Success Factors
1.
2.
3.
4.
5.
6.
KEY SUCCESS FACTORS

Knowledge of Standards/ Competency
Effective Floor Control & Management tools
Customer Interaction
Equipment condition & proper operation
Optimum Manpower
People Motivation
MEASURES OF SUCCESS
High FSC & Customer Satisfaction
Sales & Productivity
D. Basic Key Concepts
Managing
People
Managing
Products
Managing
Equipment
Managing
Cleanliness
BEING ON FLOOR
1. Managing People
1. Managing People
Scheduling - 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 nonperforming crew
Page 4 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
2. Managing Products
2. Managing Products
Ensure availability of
all products
Ensure quality of
products at all times
Discard and record

lapsed products
Replenish packaging
materials on the proper
locations
3. Managing Equipment
3. Managing Equipment
Ensure 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 Cleanliness
4. Managing Cleanliness
Maintain a clean look and smell (absence of foul
odor)
Keep all materials organized

uncluttered
everything is in place
5. Managing Services and Channels
5. Managing Services and Channels

Maintain a clean look and smell (absence of foul
odor)
Keep all materials organized

uncluttered
everything is in place
Page 5 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
III.
PARTS OF THE SHIFT
Upon Entry
Opening
Pre-shift Planning
Opening
Closing
Running the Shift
Opening
Closing
Pre-closing
Closing
Post Shift
Closing
KEY CONTRIBUTORS
MAN
MACHINE
MATERIALS
MARKETING
MONEY
METHODS
CRITICAL AREAS:
PRODUCTION
SERVICE
LEGENDS:
Specific steps needed in the shift or

Work flow
Important and Critical reminders
Page 6 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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, faade, 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) Managers Office
c) Vault
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
d)
e)
f)
g)
Switch on Breaker - surface must not be warm or heated

Turn on counter and some dining lights from the main panel board
Turn on PC/ BOS
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
Page 7 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
vii.
viii.
ix.
Cold and Dry storages

Cooking equipment check for possible gas leaks
Holding equipment
3) Temperature must be at 28C 32C

What is 6Ms?
i.
ii.
iii.
iv.
v.
vi.
vii.
MACHINE
Defective/new equipment
MAN
People
Change of schedule, absent, CTS schedule
MARKETING
Marketing promotions incentive programs
MATERIAL
New items/raw materials, out of stock, products for suggestive selling
METHOD
Food, Service, Cleanliness and Condition (FSC) and audit lookouts
MONEY
Funds related - shortages/overages, fake money, MCF, PCF
OTHERS
Other things which are important and related to operation
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
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
Page 8 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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
Manager on Duty
Witness
Call a Witness.
Open the lower vault - key & combination are

required
Witness the opening of vault
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
Sign Fund Endorsement logbook
Sign Fund Endorsement logbook
Vault combination can only be changed whenever there is a change in any of the managers
(including MTs), 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
Page 9 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
- 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 vaults 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
Upper
Vault
Lower
Vault
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
Page 10 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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
Page 11 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
Only
Official
Receipts
(OR)
with
thethe
establishments
BIR
registration
number
may
bebe
reimbursed.
Only
Official
Receipts
(OR)
with
establishments
BIR
registration
number
may
Anreimbursed.
Acknowledgement Receipt (AR) is acceptable for establishments that do not provide OR.
Other
purchase/s using PCF
is allowed
that for
it isestablishments
duly approved by
and
the
An Acknowledgement
Receipt
(AR) isgranted
acceptable
thatSBU-Finance
do not provide
OR.
amount
is
within
store
PCF.
Other purchase/s using PCF is allowed granted that it is duly approved by SBU-Finance and the
In amount
case of is
lost
receipts
invoices, a certified true copy of both shall be secured from the supplier
within
storeorPCF.
and
Innoted
case by
of the
lostAM.
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.
ALL ATDs should be transmitted to JWS 3 days before the nearest payroll cut-off
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.
Page 12 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
SAMPLE A.4 Petty Cash Voucher
Fill up prior
purchase of
item/s
Store Code and Name

Name and Signature of the requesting Crew/Staff
Name and Signature of the MOD
Name and Signature of the Receiving Crew
(php)Amount received by the requester
Reason why petty cash is used
Amount of Invoice
Breakdown of purchases based from
Invoice
Name and
Name and
Signature of the
Signature of the
MOD
Crew/Staff
Accomplish upon
return of the Staff
Same Staff as above
should sign
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
Page 13 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
SAMPLE A.5 Statement of Fund Accountability
Should
be
clearly
signed
Page 14 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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

Manager on Duty
Cashier
Get cash pouch w/ ADD LOAN from the

lower vault
Issue cash pouch to cashier
Receive cash pouch & count ADD LOAN

from MOD
Sign ADD LOAN endorsement logbook
Sign ADD LOAN endorsement logbook
Perform cashier sign-on in the POS
Swipe card in the POS
Enter ADD LOAN amount
Witness the amount entered by the MOD
Keep MODs copy of Add Loan receipt signed

by the cashier
Keep MODs copy of Add Loan receipt signed

by the cashier
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.
Page 15 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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:
Date:
Day:
CK Pioneer
May 1, 2014
Saturday
Sales Pack # Cashier's Name
POS/CRM #
Cash & Checks

Sales per Cashier's
Cashier Signature MOD Signature
BO Dep.
Sales
Reading Over(Short)
& Others
GRAND TOTAL
Packs
Items
Cash & Checks: Start of Day
- Cash & Checks Deposited
Cash & Checks Received:
+ Sales
+ BO Deposit & Others
= Cash & Checks: End of Day
RUNNING CASH POSITION SUMMARY

Cash & Checks Entered by
Vault Opening
Number of Packs Counted
Remarks:
- Number of Packs in the Vault

Difference
Checked by (Closing MOD):
MOD:
Date checked:
Page 16 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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
rd
3 Incorrect
Password will
automatically
shut down the
terminal
3)
MOD to click on Open Reg
Page 17 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
4) Cashier to tap on CASHIER SIGN ON button using cashiers 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.
Page 18 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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)
DATE
DAY
GS
VAT Exempt
Sales
NS
NSRB
ADS
SUN
98,658.00
MON
96,450.00
2,959.74
89,009.57
180,056.81
90,028.41
TUE
89,800.00
1,796.00
81,974.57
262,031.38
87,343.79
WED
90,363.00
1,807.26
82,488.51
344,519.89
86,129.97
TS / FS
DV
DVRB
LYADS
LYNS
LYRB
SG %
2,893.50
83,252.36
83,252.36
83,252.36
(5,990.43)
(14,943.19)
84,328.81
85,405.26
168,657.62
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)
85,622.29
83,819.16
342,489.17
0.59
100,000.00
95,000.00
(20,480.11)
6.76
TABLE A.1 SPR

Code
Definition
Formula
AC
Average Check
NS/TC
19
MCRB
ADS
NSRB/ # of days
20
ADTC
Average Daily Sales

Average Daily
Transaction Count
TCRB/# of days
21
MHRS
MHRS
RB
Definition
Man Cost Running
Balance
Man Hours
Man Hours Running
Balance
DIS
Dine In Sales
From Consolidated Report
22
NS
Net Sales
GS/1.12 + VAT Exempt

Sales
DIS %
Dine In Sales Percentage
DIS/NS x 100
23
NSRB
Net Sales Running

Balance
PNSRB + CNS
DISRB
PDISRB + CDIS
24
SG
Sales Growth
DV
NS - TS
25
SPC
Sales per Customer
CNSRB - LYRB/LYRB x
1000
NS/ Quantity of drinks
DVRB
PDVRB + CDV
26
SPI
Sales per Item
NS/TIS
GS
Gross Sales
27
SPMH
Sales Per Man Hours
NS/MHRS
10
HC
HCRB
Head Count
Head Count Running
Balance
12
IPC
Transaction Count
Transaction Count Per
Man Hours
Transaction Count
Running Balance
11
13
IPTC
Dine In Sales Running

Balance
Daily Variance
Daily Variance Running
Balance
Item Per Customer

Item per Transaction
Count
Last Year Average Daily
Sales
Last Year Net Sales
Last Year Running
Balance
Food Sales from

consolidated report
Code
PMCRB + CMC
Compute MHRS from DTR
PMHRS RB + CMHRS
28
TC
PHCRB + CHC
29
TCMH
TIS/Quantity of drinks
30
TCRB
TIS/TC
31
TIS
Total Items Sold
Total Qty product sold from

PAR
32
TOR
Turnover Rate
HC/SC
33
TOS
34
TOS %
Take Out Sales

Take Out Sales
Percentage
Take Out Sales Running
Balance
Target Sales or Forecast
Sales
15
LY
ADS
LYNS
16
LYRB
17
MC
Man Cost
MHRS x Hourly rate x

1.5(benefits)
35
TOSRB
18
MC %
Man Cost Percentage
MC/NS x 100
36
TS or
FS
14
Formula
TC/MHRS
PTCRB + CTC
TOS/NS x 100
PTOSRB +CTOS
From store Managers
Budget Template
Page 19 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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

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
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
METHOD
Check if POS, printers and

Happy Plus Card
terminals are working
properly and in good
condition
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
Page 20 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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 Riders 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, yesterdays
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)
Page 21 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
SAMPLE A.3 6M for Shift Huddle
Machine (Equipment)
in good running condition

POS offline
All systems go!
Man (People)
properly positioned, enough line-up

Aces in their places!
Stockman to monitor availability of thawed chicken from 6 to 2pm
Marketing
Materials (Product)
Method (FSC)
MOD to monitor hourly sales and track performance vs target

Do suggestive selling of halo-halo - 20 halo per cashier during peak
enough stocks, all available, no bloody chicken, zero wastages

Gold Standard!
achieve 90sec TAT in 90% of transactions hourly

Crew to check/clean CR every 15 minutes
Achieve Php100,000 by 2:30 PM
Money (Profit/Sales)
O - Others on C & C,
directions
ready for operations, zero deviation on cleanliness of CR,

ALL set!
For Mid to Closing Shift Managers conduct shift huddle per station
5. Cue team for Store Opening
6. Open Customer Entrance Door
Page 22 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
C. RUNNING THE SHIFT (FOR OPENING AND CLOSING MANAGERS)
Make the
first 30 seconds
count!
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

Page 23 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
TRAVEL PATH
Freezer
Chiller
3
6
Entrance
1.
2.
3.
4.
5.
6.
7.
Store exterior:
back areas
car parking
garbage bin, utility
Drive-Thru (exterior)
Dining Area
Comfort Rooms
Front Counter, DT interior
Production and assembly area
Storages
Crew Grooming & Hygiene
Page 24 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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 dont 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.
Page 25 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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
Page 26 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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.
2.
3.
4.
5.
6.
7.
8.
9.
10.
DP double punching
WP wrong punching
CO change order
WOT wrong order taken
AP accidental punching
LOC lack of cash
PE programming error
CXLD cancelled order
WR wrong refunding
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.
Page 27 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
SAMPLE A.8 Refund Receipts
Always
Indicate
Reason
MOD
ii.
MOD
Cashier
Special Transactions
a
A
b
Cashier
d
c
Page 28 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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 citizens 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.
2.
3.
4.
Products ordered at all co-owned stores by the departments on a charge basis.

Documented using PWAF and punched in under Dept Charge
Approved by the Dept. Head.
Receiving employee must sign the original POS receipt & PWAF.
Page 29 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
SAMPLE A.9 Product Withdrawal Authorization Form (PWAF)
<Store that will serve the product pullout>
<Ordering SBU>
<Must be 10 Digits>
Sample Reasons for

Transactions
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
Page 30 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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)
iii.
Other Keys
1. Person With Disability (PWD)
2. Promo Percent Discount
3. Open Price
4. Rep
5. Happy Plus
6. Promo Tie-ups
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.
Page 31 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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
MODs
Signature
MODs
Signature
Page 32 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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
Page 33 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
vi.
Cashier Cut-off
1.
2.
3.
4.
5.
6.
7.
8.
Perform Cashier Break procedure

Cashier to count sales; MOD to view sales from VQF
Cashier to accomplish Sales Breakdown Form (SBF)
MOD to recount sales
MOD to pack & seal the sales
MOD to drop sales & witnessed by cashier
MOD to generate cashier cut-off reading
MOD & cashier to sign DCPR
SAMPLE A.11 Cashier Cut-off Report
CHOWKING FOODS CORP.

XYZ BRANCH
CUBAO, QUEZON CI TY 0111
TI N 000-000-000-001VAT
POS 01 S N: 00 - A00000
BI R PERMI T NO: 1000-000-10000-001
CASHIER CUT OFF REPORT

XYZ BRANCH
STORE #0111
REGISTER
01
Ma r 23, 2008 (SUN)
JANE W. CRUZ
FOOD S ALES . . . . . . . . . . . . . . . .
MI S CELLANEOUS S ALES . . . . .
DELI VERY CHARGE . . . . . . . . . .
NOVELTY S ALES . . . . . . . . . . . .
GROS S S ALES . . . . . . . . . . . . . .
TOTAL DI S COUNT . . . . . . . . . . . .
NET S ALES PER POS . . . . . . . . .
12% VAT . . . . . . . . . . . . . . . . . . . .
NET S ALES FOR FS . . . . . . . . . .
152
1
------150
1
------151
1
------151
0.00
0.00
0.00
5,000.00
7,000.00
7,000.00
ACTUAL CASH DEPOSI TED. . .

-CASHI ER TOTAL . . . . . . . . . . . . .
11,201.00
11,200.00
=Over/Short (+/-)
OPEN CAS HI ER:

JANE 03/23/2008
16:00
RECEI PT (s):
010000001-010000300
OPEN AMOUNT:
0.00
CLOS E AMOUNT: 11,200.00
TOTAL S ALES . . . . . . . . . . . . . . .
TOTAL REFUNDS . . . . . . . . . . . .
TOTAL DEPOSI TS . . . . . . . . . . . . .
TOTAL DEP APPLI ED . . . . . . . . . .
TOTAL DEP REFUNDS . . . . . . . . .
TOTAL PTI . . . . . . . . . . . . . . . . . . .
ADD LOAN . . . . . . . . . . . . . . . . . . .
PAI D LOAN . . . . . . . . . . . . . . . . . .
11,500.00
200.00
------------10,300.00
1,000.00
0.00
0.00
------------11,300.00
100.00
------------11,200.00
1,200.00
10,000.00
I OU . . . . . . . . . . . . . . . . . . . . . . . .
CHARGE S ALES . . . . . . . . . . . . . .
0.00
0.00
NET S ALES RECEI PT . . . . . . . . . .
10,000.00
1.00
Transactions:
DI NE-I N
TAKE-OUT
100
50
7,142.86
1,964.29
Tenders:
CASH
151
11,200.00
Discounts:
SENI OR DI SC
I tem Voids:
2nd Order
Customer Count:
100.00
100
500.00
30
300.00
220
Cashier:
_________________________________
JANE W . CRUZ
Read By:
_________________________________
MODESTO F. HI POLI TO
*********************************************************
3/23/2008
16:00:00
Page 34 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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 days sales.
2. For overages of:
Amount
(php)
0.01 10.00
10.01
99.99
100.00
&
above
Action
tolerable amount
cashier to explain
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 cashiers 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.
Page 35 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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
Page 36 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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
o
o
o
o
o
o
o
o
o
Introduction
Product Classifications
Booking Procedure
Site Inspection (Off-site bulk)
Planning
Ingress
Set-up
Food production Guidelines
Distribution Guide
Egress
Page 37 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
SAMPLE A.13 Functions and Bulk Order Booking Form
Page 38 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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 ORs/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)
Page 39 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
ii.
OFF-FLOOR
Off-floor tasks are usually done inside the managers 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.
Page 40 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
7. Manpower Planning
Manning Guide is a store productivity tool which aims to assist store managers in RATIONALIZING
the:
1) right number of
people TCMH will
depend on the number
of man hours per staff
assigned
The Manning Guide template automates the

stores process of scheduling its manpower
lineup and analyzing the different metrics
needed for management reporting.
2) at the right time

what time a staff is
needed at the
assigned station
Its features include:
3) in the right position

assign properly
trained and competent
staff
2. Gantt Chart point of analysis wherein

required manhours and actual manhours can
be compared ata certain time
4) at an optimal cost
balance on manning
mix to reduce OPEX
1. Weekly Scheduler starts on a Monday

and must be the same with Timekeeping (TKS)
Scheduler in the Back Office System (BOS)
3. Managers Reports can be generated to

review the results of the weeks 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
Page 41 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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 stores 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.
Stage 1: Production Planning
Responsible: PQM
Production Planning (generation
of Production Guide)
Production requirements in-place
Stage 4: Production Plan

Revision
Responsible: PQM / RM
Production guide revision
Capacity analysis and
improvement
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 nonpeak)
Please refer to CKRS-BMMS MM 008 PRODUCTION CONTROL SYSTEM for the complete details.
Page 42 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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.
Liquidation
Cash Pullout
Replenishment
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.
Page 43 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
MAJOR PROCESSES AFFECTED:
PAYMENT
RECEIVING
SUPPLIER
STORE
APPROVING
APPROVER
ORDERING
STORE
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
1)
2)
3)
4)
5)
6)
7)
ORDERING in SAP
Log-in SAP SRM
Open Non-stock Catalog
Search for Item/Service
Select the item
Encode Quantity
Identify Account Assignment
Submit Shopping Cart for Approval
1)
2)
3)
4)
5)
6)
RECEIVING in SAP
Receive items from Supplier
Check DR versus actual items received
Log-in SAP SRM
Create Goods Receipt
Print Goods Receipt
Submit Goods Receipt to Supplier
Page 44 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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
1)
2)
3)
4)
5)
6)
ORDERING in SAP
Log-in SAP SRM, upon receipt of invoice
Open Pseudo Catalog
Search for item/service of corresponding supplier
Select the item
Encode Quantity
Encode Price
7)
8)
9)
10)
Indicate Correct Tax Code

Add on Internal Note
Submit Shopping Cart for Approval
(for SHC amount>php20,000)
iii.
1)
2)
3)
4)
5)
6)
RECEIVING in SAP
Log-in SAP SRM, upon approval of SHC
Create Goods Receipt
Stamp the template to the Invoice
Indicate GR # on the invoice
Print the Invoice Transmittal Template
Submit Invoices to JWS with attached
Invoice Transmittal Template
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

1) Call Service Engineering
2) Report Defective Unit/Equipment
3) Obtain consent of AM for the quotation
1)
2)
3)
4)
RECEIVING in SAP
Log-in SAP SRM, upon approval of SHC
Create Goods Receipt ()
Print the GR
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.
Page 45 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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.
Page 46 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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 cashiers 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.
b.
c.
d.
e.
f.
g.
h.
Sub Standard
Over Production
Spoilage
Beyond consume Until (CU) Date
Beyond holding time
Spillage
With Sanitation Defect (SD)
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
Page 47 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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 days 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
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
Page 48 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
E. Post Shift (For Closing shift managers)
Review
Revise
Retry
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.
Page 49 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
2. Perform timekeeping transactions (approval of excess hours, OTA, OB, manual adjustments ) and
Labor End of Day
Page 50 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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
Page 51 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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
Page 52 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
4. Perform End of Day
5. Print Daily Sales Report (DSR)
3 Different Parts:
1. Cashiers Sales Data
2. Documents Transmitted
3. Terminal Reading
Page 53 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
DSR Guidelines
A. Submission
Company Owned Stores
Head Office Accounting Department
Deadline: Once a month (every 1st week)
Franchise Accountants 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 Stores 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)
Page 54 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
12. Prepare the Deposit Slip

Only 1 set (4 copies) shall be prepared for the days sales.
BO check deposits & check replenishment for the stores 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
What to
Endorse?
Use 6M
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 Managers 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.
Page 55 of 56
CKRS-BMMS MM 007

Control Location:
All Stores
Prepared by/Date:
Reviewed by/Date:
Approved by/Date:
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.
19.
20.
21.
Perform post-shift huddle and discuss game plan results.

Lock the main entrance door with witness.
Perform one more round of inspection outside of the store for security reasons.
Leave the Store.
Page 56 of 56

CKRS-BMMS MM 007 Shift Management Manual 01-00

Caricato da

Informazioni sul documento

Descrizione originale:

Titolo originale

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

CKRS-BMMS MM 007 Shift Management Manual 01-00

Caricato da

Copyright:

Formati disponibili

CKRS-BMMS MM 007

SHIFT MANAGEMENT MANUAL

Reason for Revision: Initial

III. PARTS OF THE SHIFT ....................................................................................................................... 6

SHIFT MANAGEMENT MANUAL

Reason for Revision: Initial

Cashier Break ..................................................................................................................................... 31

SHIFT MANAGEMENT MANUAL

Reason for Revision: Initial

B. Roles and Responsibilities

Restaurant Manager (RM)

Assistant Restaurant Manager (ARM)

Kitchen Lead (KL)

Accomplish FSC Checklist

Implement SOPs at the

SHIFT MANAGEMENT MANUAL

Reason for Revision: Initial

C. Key Success Factors

KEY SUCCESS FACTORS

D. Basic Key Concepts

Training - Ensure that

SHIFT MANAGEMENT MANUAL

Reason for Revision: Initial

Discard and record

Check that all equipment in the

Ensure the air conditioners and

Keep all materials organized

5. Managing Services and Channels

5. Managing Services and Channels

Keep all materials organized

SHIFT MANAGEMENT MANUAL

Reason for Revision: Initial

PARTS OF THE SHIFT

Running the Shift

Specific steps needed in the shift or

Important and Critical reminders

SHIFT MANAGEMENT MANUAL

Reason for Revision: Initial

A. UPON ENTRY (FOR OPENING SHIFT MANAGERS)

Switch on Breaker - surface must not be warm or heated

2. Perform grooming audit to all opening line-up

5. Check on the Service Area:

SHIFT MANAGEMENT MANUAL

Reason for Revision: Initial

Cold and Dry storages

3) Temperature must be at 28C 32C

SAMPLE A.1 6Ms:

SHIFT MANAGEMENT MANUAL

Reason for Revision: Initial

Manage Funds and count money

Open the lower vault - key & combination are

Witness the opening of vault

Compare all items present in the vault vs vault

Witness comparison of items present in the

Count all cash/funds & compare with fund

Witness counting of cash/funds as compared

Sign Fund Endorsement logbook

Sign Fund Endorsement logbook

SHIFT MANAGEMENT MANUAL

Reason for Revision: Initial

SHIFT MANAGEMENT MANUAL

Reason for Revision: Initial