Sample result
Management System Builder for Restaurants
The owner asked this:«I wrote down my week hour by hour, the last four of them. Tell me how much of that was managing and what leaves my hands first.»
① Your week, told as it is
Based on the four weeks the owner wrote down and pasted into the conversation, averaged into one typical week across both locations.
| Activity | Hours | Class | Decision |
|---|---|---|---|
| Lunch pass, Tuesday to Friday | 12 | Operate | Leaves in fortnight 2, with a written standard |
| Till and daily close for both locations | 9 | Operate | Leaves now: first on the map |
| Purchasing and suppliers | 7 | Operate | Stays 3 more months: it touches food cost |
| Shift juggling and cover | 6 | Firefight | Disappears once a shift lead exists |
| Payroll, invoices and banking | 6 | Operate | Goes to administration, with a signing cap |
| Delivery and platform complaints | 5 | Firefight | Leaves with the written recovery procedure |
| Interviews and replacing a server | 4 | Firefight | Stays: hiring belongs to the owner |
| Instagram and WhatsApp bookings | 4 | Operate | Leaves now |
| Meeting with the cook at location 2 | 3 | Manage | Stays, and gets protected |
| Food cost and price review | 2 | Manage | Stays, and moves to weekly |
| Watching what the competition does | 1 | Manage | Stays |
Out of 59 hours, 6 were management. 38 were operating and 15 were firefighting. The owner is not under-busy: he is under-managing, which is not the same thing and does not get fixed by working more.
The order things leave in, which is not the obvious one: the till, social media and bookings go first — the ones that depend on the owner and move no contribution margin. They look small and they are 13 hours a week coming back at no cost. The lunch pass weighs more on margin, and for exactly that reason it waits until its standard is written.
② The five-indicator board, and who fills it in
| Indicator | Threshold | Data source | Who fills it in | When |
|---|---|---|---|---|
| Food cost | From 34% towards 32% | Per-dish costing + the month's purchasing | Chef with the administrator | Month close |
| Labor cost | 28%, not rising while food cost falls | Payroll | Administrator | Month close |
| Prime cost | 62% today; it is the system's ceiling | The sum of the two above | Administrator | Month close |
| Average ticket | 48,000 COP, broken out by location and channel | POS close | Administrator | Monday |
| Covers by window | Tue–Fri lunch 12:00–14:30 and Sunday midday | POS close | Administrator | Monday |
Five and not eight: the board nobody looks at is expensive decoration.
This is worth spelling out: not one of these five figures is read by this assistant. It does not connect to your POS, it does not see your operation and it does not know whether the administrator loaded the data on Monday. What it hands over is the template —threshold, source, owner and day—; who fills it in and who looks at it is a person in the house. A written management system does not manage. Whoever keeps it going manages.
SUPUESTO: the 32% per-dish food cost ceiling is the house costing rule (MASTERESTAURANT® Methodology), not a sector average; payroll and rent stay out of the dish and are watched above, in prime cost. Sazón de Origen currently runs at 34%: those 2 points are 4,280,000 COP a month on 214,000,000 COP in sales. If your kitchen works against a different ceiling, the first row's threshold changes and nothing else on the board does.
The full example has 1 more part(s): you see them inside the library, with your account.