Three operators, three different problems. Each one starts with what was broken rather than with the software.
Harbor & Vine Group
11 full service restaurants
Stopped closing the books on Sunday
The problem. Four systems held four versions of net sales. Every Sunday went to reconciling them, and the labor number was never trusted enough to act on.
What changed. Close moved from Sunday afternoon to Monday morning, automatically.
9 hrsreturned to each GM per week
1 dayfaster period close
3.1%lower labor cost
The deposit matches the tickets, so there is nothing left to chase. Dana Whitfield, Director of Operations
Copperline Restaurant Group
64 quick service locations
Found 40 seconds nobody knew was there
The problem. Speed of service was one aggregate number, so every conversation about it was an argument. Nobody could say which stage had slowed.
What changed. Splitting the journey into four timestamps located the loss in handoff, not the kitchen.
38sfaster speed of service
4stages now measured separately
11 daysto roll out across 64 sites
It was worth more than the last two menu tests combined. Marcus Bell, VP Operations
Golden Pavilion
Single buffet, 320 covers
Cost per guest, by the hour
The problem. Food cost arrived once a month, long after the decisions that caused it. The line after eight was built on instinct.
What changed. Pan-level consumption against reconciled guest counts made the number current enough to act on.
18%less line waste
$0.62lower cost per guest
Dailyinstead of monthly food cost
That single view paid for the year. Priya Raman, Owner
