Day 167 - 02 Oct 95 - Page 24


     
     1        A.  The Supervisors have to monitor all the costs within
     2        their restaurants and their areas of responsibility and
     3        there are all the other issues, personnel issues, as well
     4         -- sales building.  Their role is wide.  Labour is one
     5        area.
     6
     7   Q.   But as well as monitoring they set targets?
     8        A.  They would work with the Manager to decide what was the
     9        right amount of people on a shift on a weekly basis based
    10        on projected sales.  As I say, that is expressed as a
    11        percentage figure.
    12
    13   Q.   That would be called a target to aim for?
    14        A.  Well ......
    15
    16   Q.   It would be a target to aim for?
    17        A.  It would be a target to aim for, because that would
    18        have the right number of people on it to handle the
    19        business that had been projected.  If business then
    20        increased, then they would have to get more people in.
    21
    22   Q.   Yes, but if it is a percentage then that would not
    23        necessarily change the ------
    24        A.  We do not start with percentages.  We start with the
    25        number of people we need for the business.  The percentages
    26        are only a figure expressed as a percentage.  It is the
    27        number of people that we deal with and need and then their
    28        costs are expressed as a percentage.
    29
    30   MR. MORRIS:  If you turn to page 596 in that bundle -- in fact,
    31        it is 595.
    32
    33   MR. JUSTICE BELL:  Tab 15, I think.
    34
    35   MR. MORRIS:  Yes, sorry, tab 15.  This is the part of the
    36        Management Development Programme, yes, First Assistant
    37        development?
    38        A.  That is right.
    39
    40   Q.   You have to say "yes" because a nod does not come out on
    41        the tape-recording.  Then this is profit unit activity 3.
    42        If we go over the page to page 596 under "labour cost
    43        analysis", it says:  "The first is to determine whether you
    44        have a labour problem (high labour costs).  In food costs
    45        you compare the targeted profit and loss food cost
    46        percentage to the actual.  In labour you do the same
    47        thing".  Then there are various percentage figures here,
    48        whether they have been achieved or not.
    49
    50        Then at the bottom of that page, it says:  "By tracking 
    51        actual labour on a daily and weekly basis and by tracking 
    52        cumulative labour daily, you get a better managed labour by 
    53        being proactive rather than reactive", that is, "you can
    54        make necessary adjustments before the end of the week or
    55        month without sacrificing customers' satisfaction by trying
    56        to cut a lot of hours on the last day".
    57
    58        When you are training Supervisors, yes, to monitor what is
    59        happening in stores, is this one of the management
    60        practices which they would be looking into, how to achieve

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