Sample result
Role Manual Builder for Restaurants
The owner asked this:«We are 24 people across two locations in Medellín and I am going to name a head chef in each one. I want them to know from day one what they decide alone, what they check with the location manager and what they are measured on. I need the role manual before I name them.»
① Sections 6 and 7 · Role identity, purpose and absence line
Role: Head chef · MC-COC-01 · Reports to: the location manager of their location · Leads: 4 per location: prep cook, hot line cook, cold line and assembly cook, kitchen and dishwashing assistant · Shift: 10:30 to 18:00 Tuesday to Saturday; 10:30 to 15:00 on Sunday; Monday, 5 hours without service (illustrative): 39.5 hours a week.
The purpose, in one sentence: make sure the Bandeja de la casa leaving the pass at 13:20 on a Friday with a full dining room and six deliveries queued carries the same 180 g of protein, the same temperature and the same allergen signature as the one at 12:05, and that the kitchen that served it ordered yesterday at 16:00 exactly what it sold today.
If nobody fills this seat tomorrow, Sazón de Origen stops doing this: nobody weighs the protein at the pass, and every extra 10 g slips away quietly at 401,250 COP a month per location (illustrative); nobody signs the allergen ticket; nobody closes the purchase need at 16:00, and the order is built by habit or by the supplier; nobody decides at 14:30 what gets chilled and what gets thrown out; and food cost becomes a figure that shows up on day 5 of the next month and that everyone explains away.
Of the house's eight non-negotiable standards, five run through this role. The head chef enforces them; none of them is theirs to change.
② Section 11 · Authority matrix, with a cash cap and a reason
| Decides alone | Up to | Why that cap |
|---|---|---|
| Throwing out product off criteria | 150,000 COP at cost per service | That is 9 plates at 16,320 COP of cost; beyond that it is an event the manager has to see |
| Rejecting at the door a product above 4 °C or more than 2 % short on weight | The full value of the delivery | The non-negotiable standard has no price |
| Switching to the short menu in the peak | One service, about 4,115,385 COP of sales per location at stake | More than one service is a staffing problem, the manager's |
| Sending home a food handler with fever, vomiting, diarrhoea or an open wound on the hands | The replacement's shift: 7 hours, about 60,000 COP (illustrative) | Guest health is not negotiable |
Ten lines in all, each with its cap and its reason. Consults, then decides: throwing out between 150,001 and 1,000,000 COP per event, with the location manager by phone, within 15 minutes. Does not decide: prices and menu, supplier, hiring or firing, overtime, comps.
The authority that has to be CREATED: the small emergency purchase. Today, when a bunch of coriander runs out at 12:30, someone goes out with cash from the till with no order and no invoice. Proposal: the head chef decides alone up to 60,000 COP per purchase and 300,000 COP per week, with a voucher and a receipt. Until the owner signs it, that line does not exist.
③ Section 13 · The role in money
Through the head chef's pass go 4,115,385 COP per location on a service day (214,000,000 ÷ 2 locations ÷ 26 days) and 1,284,000,000 COP per location a year. The Volume 1 target that falls to them: 2 points of food cost, 2,140,000 COP a month, 25,680,000 COP a year per location.
| Rank | Lever | Per month per location | Per year per location |
|---|---|---|---|
| 1 | The sale that never happened: one table lost per peak because the starter took longer than 8 minutes (illustrative) | 665,280 COP | 7,983,360 COP |
| 2 | The portion: 10 g of extra protein on every plate | 401,250 COP | 4,815,000 COP |
| 3 | Waste: every point above 3 % | 363,800 COP | 4,365,600 COP |
| 4 | Receiving: 2 % protein shortfall not detected | 327,420 COP | 3,929,040 COP |
Together the four add up to 1,757,750 COP a month per location: 82 % of the 2,140,000 COP the target asks for.
The order is not the one people look at: the extra gram and the binned kilo are seen and scolded; the table that left because the starter took 11 minutes nobody sees, and it is the biggest lever. That is why, in duty 1, the stopwatch comes before the scale.
The full example has 2 more part(s): you see them inside the library, with your account.