I am delighted with the progress made in Crawley hut. Whilst it’s easy to see new metrics in the hut, and simplified processes – you can only really judge success when you compare financials over a prolonged period. Since the pilot was launched Crawley hut has consistently outperformed both national average and comparable re-imaged huts in our key financial drivers.
Senior Operations Manager
Benefits from the programme:
There is compelling evidence that lean works in the restaurant industry.
Not only is the overall result better, but when performance does drop the team are able to react quickly and independently. The case for roll out could not be clearer
After a significant re-image you expect an increase in customers from curiosity, but sustaining the uplift requires a step change in practices. This hut achieved 15% of guest checks of big sharer promotion – the highest out of trial restaurants through continuously trying creative solutions generated during review process
The fundamental change has been in the management review process. We have moved from remote management of ‘typical financial’ measures to local hut management of creative drivers that the team can influence. This created:
Delivery using train, check, coach cycle
Learning by doing – let the data speak for itself
Adherence to L1 &2
Recognition of success