TE_CA_06-20 _OS_Appendix_M_-_Action_Plan_Template.xlsx
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- W9124J_16_R_KWAJALEIN
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APPENDIX M
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Guidance-Instructions TIR
| Guidance and Instructions for Trends Improvement (TIR) Review & Analysis Improvement Plan | |
| Program | Trends Improvement Report (TIR) - Facilities having variances of 3 or more of the 5 key measures (Net Revenue-COGS-Labor-OOE- NIBD) will be placed on a quarterly TIR for review. The TIR will be a leading indicator report for operations that are on a downward trend from their budgets and indicating the operation may soon meet the criteria for inclusion in the BRP. This is a region report used to identify operations that may need increased focus and regional staff assistance. |
| Requirement | DFMWR will review the 5 key measures (Net Revenue-COGS-Labor-OOE- NIBD) quarterly for each of their category "C" Business Operation’s facilities. Operations having variances of 3 or more of the 5 key measures will be added to the TIR for Region review. Garrison DFMWR will develop and submit a Review and Analysis (R&A) Improvement Plan addressing those measures. The R&A Improvement Plan spreadsheet is located on the MWR Business Plan Development Website http://www.businessplan.armymwr.com/. The Garrison DFMWR will utilize these spreadsheets and upload in their supporting documents on the website with their business plans for Region review and action. Garrison DFMWR will submit quarterly updates to their Region until facility improves and is removed from the TIR or is placed on BRP list. |
| Key Measure Out of Variance | The cell has a drop down menu with each of the 5 key measures and a blank on the list. Click on the appropriate measure. |
| Reason for Variance | Brief statement(s) to identify the key reason for for variance |
| Action to Resolve Variance | Actions to resolve variance. Use more than one line if multiple actions are required |
| Responsible for Action or Coordination | List individual who own this action and is responsible complete action and coordinate with other divisions or organizations |
| Coordination with Other Organizations | List other divisions or organizations that actions will be coordinated with or require separate actions |
| Suspense Date | DD/MM/YY |
| Comments | Provide comments or updates to track and clarify actions |
| Status | The cell has a drop down menu with each of the 4 available status and a blank on the list. Click on the appropriate measure. |
| G | On track for completion by suspense date |
| Completed | Action completed |
| A | Action is not on track for completion. Action can be handled at staff level. |
| R | Action has not been completed by suspense date. Issues that can not be resolved at staff level and will need senoir level involvement |
Guidance-Instructions
| Definitions and Instructions for Business Action Plan | |
| Goal | It is measurable and has an expiration date |
| Objective | Concrete action with measurable results. Complete action is a path to meeting the goal |
| Progress Frequency Review | When will you review to account (or not) for progress made? ( i.e. weekly, monthly, quarterly) |
| Measurement Tool | How are you going to review progress? (i.e. SMIRF, COGNOS, visit, phone call) |
| Overall Status | How close are you to meeting the objective? |
| Task | A singular element. |
| Time for Completion | How long will it take to complete the task? (i.e. 1 week, 30 days, 90 days) |
| Owner by Name | Individual who own this action and is responsible for completing the action. Name the person. |
| Suspense Date | DD/MM/YY. Use the Action Plan Date to calculate the suspense date. |
| Explanation of Intent/Task | Tell what you intent to accomplish with this task. (i.e. create a professional environment to conduct catering business) |
| Status | How close are you to meeting the task? Is it complete, or in progress, or not done? |
| Explanation of Status | Why you selected the status, what is ongoing, when you'll move forward or already completed the task . |
| SAV Validation of Status | Write date, findings, comments/recommendations. |
| Status Color Code: | Select color code as appropriate. |
| G | On track for completion by suspense date |
| Completed | Action completed |
| A | Action is not on track for completion. Action can be handled at staff level. |
| R | Action has not been completed by suspense date. Issues that can not be resolved at staff level and will need senoir level involvement |
AP Template
| Business Action Plan | ||||
| Action Plan Owner: | ||||
| Action Plan Date: | ||||
| GOAL: | Decrease overall Food Cost to 30% by 31 Jan 14 | |||
| Objectives & Metric | Progress Frequency Review | Measurement Tool (How) | Status |
| Calculate Accurate Food Cost for each outlet |
| Portion Control for Buffet menu items |
| Developing "Function Sheet" (Ordering Guide for Main Kitchen) |
| Task # | Task | Time for Completion | Owner by Name | Suspense Date | Explanation of Intent/Task | Status | Explanation of Status | SAV Validation | SAV Commnets |
| 1 | Improve "Productivity" up to $ 45.00 per one labor hour. | ||||||||
| Forecasting number of covers and scheduling employees accordingly. | 7 working days | Lucy Lau | 10/31/13 | Productivity hours will drive schedule | Green | on-going practice | |||
| Follow "Standard Staffing Guidance" based on the forecasted customer counts. | |||||||||
| Review "Production Schedule" for Koko's Kitchen -- AM Pantry | |||||||||
| Review "Production Schedule" for Omelet Station Cook in Koko's Buffet | |||||||||
| Define what needs to be changed if one of Pantry cook handle Omelet station instead of scheduling one cook for only omelet station. | |||||||||
| 2 | Develop new theme for the Restaurant as a "Brunch" concept. | ||||||||
| Develop "Brunch menu" for Breakfast and Lunch | |||||||||
| Submit the menus to GM for approval | |||||||||
| Changing Breakfast and Lunch Operation Hours: 6:30AM - 13:00PM (no break between 10:30 to 11:30AM) | |||||||||
| Conduct menu training for BOH & FOH | |||||||||
| Introduce New Menu, new operation hours, and concept. | |||||||||
| 3 | Improve consistency of food quality | ||||||||
| Develop Recipe Books for Kitchen staff | |||||||||
| Conduct training for BOH quarterly | |||||||||
| 4 | Improve consistency of service quality | ||||||||
| Develop "Standard Service Procedure" for wait staff, hostess, and cashier. | |||||||||
| Conduct "Customer Service Training" quarterly | |||||||||
| Conduct "Wine Training" quarterly to improve product knowledge. | |||||||||
| Develop "Uniform Standard" for supervisors | |||||||||
| Develop "Regular Cleaning Plan" for the restaurant and implement. | |||||||||
| Conduct "Monthly Staff Meeting" to increase ownership | |||||||||
| Re-organize service station for servers and re-evaluate Side Work Checklist. | |||||||||
| 5 | Increase revenue by increasing customer counts | ||||||||
| Develop a seasonal menu for client basis | |||||||||
| Dora will provide the list of customers Greg and Levana could contact for small group functions. | |||||||||
| Send e-mail to promote the restaurant for the group function through E-blast quarterly. | |||||||||
| Conduct 5 cold calls a week. |
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