Project Charter

DATE: 6th January 23

Project Summary

To meet the needs of our customers and our growth targets by piloting a fully
integrated tabletop menu tablet to improve ordering and paying and reduce and
reduce the FOH staff burden. The pilot will be run at the bars at the North and
Downtown stores launching in Q2 and ending at the end of Q2. The tablet will
integrate with our existing POS and HOST software providing data and metrics to
improve our offering and reduce waste. The tablet rollout should improve
profitability and customer satisfaction by providing state of the market digital
service and quicker table turnaround thus bigger sales serving more guests and
eliminating waste.

Project Goals

 Quick food. By reducing the time taken to receive the order by 20% by end
of Q2 with roll out launch commencing Week 1,Q2. It is expected that Table
turn will reduce from 95 minutes to 80 minutes.Goal is to achieve a stretch
target of 30 minute reduction by 30 June. This will improve/support our
4.5/5 rating.
 Serve more guests. By reducing table turn time by end Q2 we will
increase our daily customer count by 10% i.e. between 5-10 pm a table turn
of 4x.
 Source suitable tablets and restaurant packages that integrate the
tablet system with the existing POS and HOST systems prior to the launch
date beginning Q2 or earlier if January and February are quiet so that
pricing, tracking, special requests and check generation occurs seamlessly.
 Provide data and metrics. The tablet should provide menu and price
data and customer and time metrics on commencement of rollout week 1, q2
or earlier as Jan and Feb are slower months.
 Raise average check total by promotions. Increase product mix by
including a promotions function for menu and drink items. Raise the
average check total from $65 to $75 by end Q2 focussing on appetizers and
speciality drinks.
 Reduce staff turnover rate. Prevent the existing “burnout” by providing
a comprehensive training program for the staff to be implemented two
weeks prior to the launch date of the pilot roll out. By the end of Q2 the staff
turnover ratio should reduce to 15% which is the industry average.
 Cut food waste by TBD (but suggested 25%) by 30 June
 Support local businesses by sourcing the tablets from businesses within
a 250m radius .TBD
Deliverables

 Identify suitable tablets and restaurant packages

 Identify POS and HOST requirements and verify integration
 Negotiate purchase of tablets and support contract
 Develop staff training program and training schedule
 Develop a menu item promotion schedule
 Develop a guest satisfaction survey
 Develop a set of metrics dealing with turnaround time, waste, comps, number
of guests, amount of sale, time of booking
 Facilitate individual special requests ordering

Scope and Exclusion

In-Scope:
 Tablet rollout to two bars (north and Downtown store)
 Contracts to purchase and integrate to POS and HOST
 Include adequate drinks and food item promotion functions
 Staff training
 Develop list of suitable benchmarked metrics
 Identify local suppliers (within 250km radius)
 Survey customers post launch to measure customer satisfaction.


Out-of-Scope:  
 Food waste policy, meal replacement
 Kitchen staff satisfaction improvements

Benefits & Costs

Benefits:
 Increase in average check size to $75
 Increase in number of covers by 10%
 Reduction in food waste costs by 25%
 Improved data for decision making
 Maintain/improve 4,5/5 rating
 Improve product offering in drinks and appetizers

Costs:


Training materials and fees 10,000

Hardware and software implementation across 30,000

locations

Maintenance (IT fees through EOY) 5,000 ($1,250 / quarter) - 2

quarters

Updated website and menu design fee 5,000

Other customisation fees 550

Total 48, 050



Appendix:

 Exclude reducing current wait time as a goal. Deanna feels this should be a goal
but I believe that it is a natural consequence of quicker table turnaround from
95 to 80 minutes, a 15% decrease. This means an extra table between 5pm and
10pm. Decision is to aim for further data to support including this as a goal.
 Issue re reallocation of payroll from FOH to Kitchen staff to allow for increased
capacity. Decision is to wait until additional data is available to support a
business case. This is not resolved.
 Food waste policy and the impact on kitchen staff metrics. Excluded from this
project but needs to be discussed elsewhere.Carter and Deanna to work
separately on the policy change and advise if it needs to be included in the
project goals.
 Kitchen staff satisfaction to reduce high turnover. Agreed Carter will provide
metrics to measure improvements to  staff satisfaction.