Sample result
Operational Checklist Builder for Restaurants
The owner asked this:"I have two locations in Medellín and 24 people. My managers end up stuck on the grill at the lunch peak, and at the end of the day nobody knows what was decided. I need the site manager's daily sheet for one day of operation."
① The four phases of the manager's day
Daily site manager checklist · CHK-DIR-01 · the sheet printed every morning is FOR-DIR-13. It applies to the manager of each of the two Medellín locations, Tuesday to Sunday, during the 09:45 to 17:15 working day. It does not measure temperatures, grams or banknotes: it checks the people who measure them, reads the numbers against the target and closes the day with three decisions.
| Phase | Hour | What you do | What does NOT belong here |
|---|---|---|---|
| Before service | 09:45 to 11:15; hands counted at 11:15 | Read the closing handover before 10:00, yesterday's and today's checklists; run the 11:00 meeting | Taking temperatures or counting the till float |
| During the peak | 12:00 to 14:30 (Sunday, until 15:00) | Watch from the door and the pass: lost tables, 86s, platform wait, complaints, comps | The grill, the pass, the till and the phone |
| After the peak | 14:30 to 15:00 | Partial sales, covers, check, cancellations and voids, while memory is fresh | Waiting for close to write it down |
| Close of your day | 16:30 to 17:15 | Three decisions and tomorrow's script; hand the house to the afternoon lead | The night: the closing lead signs it |
The manager works 42 of the 86 hours the location is open. The 21:45 close is not theirs: it is read the next morning, which is why the sheet closes at 17:15 and not at night. Whoever operates stops directing: every hour on the grill is four decisions nobody made.
② The cross-check and the boundary
The manager does not repeat the measurement. They read the checklists other people sign and check that every NO carries an action. Someone else's NO without an action closed within 24 hours is a missed shift duty, not an observation.
| Checklist | Who signs | When it arrives | What the manager looks at |
|---|---|---|---|
| CHK-COC-02 · kitchen opening | Prep cook from 06:45; the head chef verifies at 10:30 | 10:45 | ▲ on NO with action; real signing time |
| CHK-COC-01 · daily kitchen | Head chef and afternoon lead | Yesterday's, at 10:45 | Food safety NO with the dish held |
| CHK-SAL-01 · daily service | Floor manager; the close, the closing lead | Yesterday's, read before 10:00 | NO with action; lost tables logged |
| CHK-CAJ-01 · daily till | Morning and afternoon cashiers | Yesterday's, at 10:00 | Difference of each till count in % and double signature |
| FOR-COC-12 · allergen dockets | Head chef at the pass | Yesterday's, before 11:00 | Rows against the system report |
The boundary. Temperatures, protein portion weight (180 g ± 10 g) and banknote counting are signed at the station, by the head chef and the cashier. Whoever measures signs: if the manager measures again, the kitchen stops measuring and waits for them. And a signature without facts reassures more than an empty box; the manager's job is to ask for the action, not the signature.
③ The day's numbers and what they are worth
A figure without a comparison does not go in. Every number is read against the same day last week, 7 days back, and the deviation is written in COP and in %.
| Indicator | Read against | Target | What a deviation means |
|---|---|---|---|
| Average check | 48,000 COP and 7 days back | 48,000 COP or more | Below it: nobody is suggesting |
| Sold-out dishes (86) with the hour | 7 days back | None before 14:00 | Production was planned on habit, not on sales |
| Turned-away or lost tables | 7 days back | 1 or fewer per peak | 48,000 COP of sales and 31,680 of contribution each |
| Voided dockets and comps | The caps in Volume 4 | Voids up to 0.5 % and comps up to 1 % of sales; 0 without a code | The theft the till count does not see |
What is worth watching instead of operating. The five levers add up to 5,819,320 COP a month, 45.3 % of the 12,840,000 COP target. The first two cannot be seen from the grill: the suggested drink on the floor, 2,162,160 COP a month (illustrative), and one lost table per peak and location, 1,330,560 COP a month. The two managers cost 8,988,000 COP a month, 4.2 % of sales: the sheet has to move more than that. This month, attention goes to the door and to order-taking at the peak.
The full example has 2 more part(s): you see them inside the library, with your account.