Sample result
Multi-Location Dashboard Builder for Restaurants
The owner asked this:«I have three locations and three managers reporting however they like. Downtown “does well”, North “so-so” and nobody knows about the new one. I want them on one screen.»
① Block A · The common dictionary and its verdict
| Indicator | SINGLE formula | Source | Frequency | Owner | Target |
|---|---|---|---|---|---|
| Sales per cover | weekly sales / covers served | POS | weekly | location manager | ≥ the mean of the 3 |
| Operating margin | (sales − prime cost) / sales | POS + payroll | weekly | location manager | ≥ 27% |
| Food cost | cost of ingredients consumed / sales | inventory + purchasing | weekly | location manager | the one declared by the house |
| Team turnover | 12-month exits / average headcount | payroll | monthly | owner | falling, 2 quarters running |
Today's verdict: the three locations calculate margin differently —North leaves kitchen payroll out of prime cost— so the current table compares nothing. SUPUESTO: no «industry» food cost ceiling is hard-coded; the one declared by Sazón de Origen is used and, if the real figure changes, the ranking is recalculated and said out loud in the meeting.
② Block B · The standings table and the gap in money
| Location | Sales/cover | Margin | Service | Light |
|---|---|---|---|---|
| Downtown | 118,000 | 31% | 4.6 | Green |
| North | 96,000 | 24% | 4.4 | Yellow |
| New (3 months) | 74,000 | 18% | 4.7 | On ramp: against ITS plan, not against Downtown |
The honest reading: Downtown's corner explains much of its sales per cover —that is market, not merit—. The 7 margin points over North are management: Downtown produces in batches and North does not, and North also carries a sales mix leaning on high-commission delivery. The gap in money: if North closed half that distance, it is 2.3 million more per month.
The full example has 1 more part(s): you see them inside the library, with your account.