Project Charter

Sauce & Spoon Project Proposal: Menu Tablets

DATE: [02/21/2024]

Project Summary

Sauce and Spoon is initiating a pilot project to deploy tabletop menu tablets within the
bar areas of two distinguished restaurant locations, Sauce & Spoon North and Sauce
& Spoon Downtown. This initiative aims to furnish customers with expedited and
effortless ordering capabilities. Recent internal analytics have indicated a significant
uptick in order fulfillment times, evidenced by a 20% increase, which has
subsequently led to a surge in customer dissatisfaction reviews attributing to delays in
service. The successful execution of this project is anticipated to enhance operational
efficiency, diminish instances of order inaccuracies, elevate customer satisfaction
levels, and facilitate the acquisition of critical data to inform best practice strategies.

Project Goals

● Boost product mix through tablet-based menu add-ons and coupons by end of
June.
● Raise daily guest count by 10% by reducing table turn time to 30 minutes by
end of Q2.
● Cut table turn time by 30 minutes to reduce wait times by end of Q2.
● Reduce food waste by 25% with direct kitchen communication via tablets by
end of June.
● Improve customer satisfaction by end of June.
● Lower front-of-house staff burnout and turnover by improving order accuracy by
end of June.
 ● Complete tablet training for serving and kitchen staff one week before Q2
starts.
● Increase average check to $75 by boosting appetizer and beverage sales by
end of Q2.
● Enhance appetizer and drink sales by 15% across both locations by end of
June.
● Increase appetizer and drink sales by 10% at North and 20% at Downtown by
end of June.

Deliverables

● Precise metrics for performance tracking are established.

● Deployment of tablets in the bar sections of Sauce & Spoon North and
Downtown to streamline orders.
● Target a reduction in average table turnover time by 30 minutes to enhance
efficiency.
● Develop and execute a comprehensive training program for staff on the new
system.
● Acquire a tablet solution that optimally supports customer order volumes while
ensuring minimal connectivity issues and compatibility with current internet
speeds.
● Aim to boost the average daily guest count by 10% through improved service
speed.
● Facilitate seamless integration of the new tablet software with existing POS
and host systems to ensure operational harmony.
● Conduct thorough training for all personnel on the utilization of the new tablets,
accompanied by detailed instructional materials for consistent onboarding of
new hires.
● Achieve a 30% reduction in comped meals and a 25% decrease in food waste
through the precise communication capabilities provided by the tablet software,
directly linking guest preferences and special requests to the kitchen.
● Increase sales of appetizers and drinks across both the North and Downtown
locations by 10%, leveraging the tablet system to promote additional menu
items.

Scope and Exclusion

In-Scope:
● Raising check total and order mix
● Installing tablets at the two locations.
● Plan for training staff on tablet use.
● Food waste reduction and comp rate
 ● Increasing the average daily guest count

Out-of-Scope:
● Hiring more waitstaff.
● Company policy change.
● Restaurant layout.
● Creating new menu items.

Benefits & Costs

Benefits:
● Increase revenue
● Increase ticket accuracy and decrease waste.
● Increase customer NPS.
● Decrease employee turnover.
● Increased employee NPS.
Costs:

Appendix:

Key Project Stakeholders

● Peta (Project Manager)
● Carter (Executive Chef)
● Deanna (Director of Operations)
● Gilly (General Manager, North)
● Alex (General Manager, Downtown)
● Seydou (Restaurant Consultant)

● Payroll Reallocation Misalignment: There was uncertainty about shifting

FOH payroll funds to hire additional kitchen staff without compromising the
need for more FOH personnel, given the unknown financial impact of tablet
implementation. It was acknowledged that staff capacity requires ongoing
monitoring.
● Guest Wait Time Goal Misalignment: Peta expressed reservations about
listing decreased guest wait times as a standalone goal separate from reducing
table turn times. Gilly argued that achieving quicker table turns would inherently
lower wait times and boost guest counts, while Deanna advocated for
maintaining separate goals due to potential increased customer volume
affecting wait times.
● Appetizer Sales Goal Misalignment: Disagreement arose between Gilly and
Alex over setting a target for appetizer sales increases, with Alex suggesting a
20% increase for the Downtown location and Gilly skeptical about the impact of
tablets on appetizer sales at the North location. Peta resolved this by proposing
a 15% overall increase, with specific targets for each location.
● Order Return Policy Misalignment: The team debated including a policy
change regarding order returns due to errors within the scope of the tablet
rollout project. It was ultimately decided to exclude this matter from the project
and address it separately.
● Employee Satisfaction Measurement Misalignment: While there was
consensus on the importance of measuring employee satisfaction, there was
disagreement on the timing. The decision was made to assess employee
satisfaction independently of the tablet implementation project.