Foundation Guide-Shift Manager 15.01.22

Goal of this Guide:
● Meet desired business results using the FG- basics guide

● Ensure Optimum Guest satisfaction in coordination with the guidelines of FG
FG TRAINING ROADMAP
The roadmap below shows the path you should follow to become a successful Shift Manager
Completion Period: 45 days

HOW TO USE THIS GUIDE?
FG TRAINING ROADMAP
Completion period: 45 Days
Before starting this Module, you should:

✔ Team Member Training-
- All station trainings to be completed
- All 5 BK Link stages to be completed
- All station SOCs to be completed and verified by Training Champion
Planner
Module Topics
How to use this ● Contents of the Guide
Guide? ● Training planner
● Methodology to study this Guide
● Performance expectations
Equipment Model ● Cleaning & Sanitization of Equipments

Food Safety & QA ● Food Safety & Its Importance
● Personal Hygiene
● Intro to Covid-19
● SOP’s
Shift Manager ● Burger King’s® History, Culture and values
Orientation ● Role and expectations
● How to lead a team?
● Building your Mindset to get into your role as
a Shift Manager
● Knowing your workplace better
Shift Management ● Induction to Shift Management processes
● Managing finances
● Floor management
● Food criticals
● Restaurant Safety and security
Working with the ● Behavior expectations

Team Members ● BK® Code of Conduct
● Member culture
● Team work basics
Guest Delight ● Guest servicing skills

● Handling Guest complaints
Inventory ● Inventory Management Basics

Management ● Food Cost
● Inventory Troubleshoot
● Ordering
● Accepting Deliveries
Legal compliances ● Legal requirements
● Licenses required to open and run a restaurant
● Handling Food safety inspections
BK Delivery® ● Knowing about how we deliver
● Online presence
How will this Guide help you?

At Burger King® we believe that you as an individual grow together with the organization, and every step you take
here is a step towards your own development.
Systematic training is very essential for our organization because:
● Trained personnel will be able to make better and economical use of materials and equipment’s. Wastage
will be low.
● The rate of accidents and damage to machinery and equipment will be kept to the minimum by the well-
trained employees.
● Training increases the skills of the employees. An increase in the skills usually helps to increase both quantity
and quality of output.
● Methods of work can be standardized and made available to all employees.
● If the employees are given proper training, the responsibility of supervision is lessened.
● Reduce the learning time to reach the acceptable level of performance.
It is very crucial for you to grow because you shoulder equal responsibility for the successful achievement of our QSC
standards. Thus, you must make use of your position and get your hands on all kinds of trainings possible to help you
develop yourself.
My plan
Completion period: 45 DAYS
Module Planned start Actual start Planned Actual CRT
completion completion sign off
BK Café Training
How to use this Guide?
Equipment Model
Quality Assurance
Shift Manager
Orientation
Shift Management
Working with the

Crew
Guest Delight
Legal compliances
Inventory Management
BK Delivery
Foundation Guide Review Structure
You will be regularly evaluated by your CRT as you complete each Module in this guide. Your CRT will give you
regular insights and help you complete the module within time along with ensuring maximum learning
experience.
You shall track your performance regularly and ensure that you stick to the plan you have prepared with the help of
your CRT.
Self-Assess your growth and learning at the end of each Module and figure out your strengths and weaknesses.
EVALUATION CRITERIA
To qualify as a Shift Manager, you will be evaluated in certain ways:
1. You will have to attend 3 classroom sessions and REM will verify your Foundation Guide (read only
and assessment)
2. Your ARL and CRT will both review and sign-off your Foundation Guide
3. You must clear the final certification through BK Link Certification Tools (Opening Shift
Certification, Closing Shift Certification and Shift Control)
4. The On shift evaluation will be completed in restaurant and CRT will sign off you on Shift Running.
5. Evaluation Flow
Primary
Role Evaluation Final Evaluation
RAP & Management Trainee REM/REL Panel (HR, Ops & Training)
Foundation Trainee REM/REL Market Manager
Class room Sessions
In order to support your knowledge and train you better on important topics you will be given 3 classroom sessions by
the Training team during your training tenure. These sessions will be conducted with a vision in mind:-
● Day 20- To help you with the basic understanding of the Foundation Guide; to understand about our
history & our basic’s; HR team gives you glimpse on your Roles & Responsibilities as Shift manager &
take you through with the Code of Conduct you should comply with & later brief you on how to
manage your time effectively.
● Day 30: Training classroom on Impact workshop related to BK Delivery Operations &
Managing Finance guidelines at Restaurant.
● Day 40- This Impact workshop is all about handling various situation related to People and gives you
insight of Restaurant Excellence Visit by Trainer.
● Day 45- This Impact workshop will give a brief about managing well Operations during shift.
Shift Certification Tools
In order to obtain your shift certification, you will have to successfully run the 3 different shifts during which you will
be evaluated by your CRT. You are required to run one of each:
1. Opening shift
2. Mid-day shift and,
3. Closing shift
You will be given complete control over the shifts and your CRT will act as a mere observer, scoring you on various
parameters as mentioned in the BK Link. The parameters will have a rating scale of 1-4 and in order to obtain the
certification you have to score an average of 3.
During this assessment, there should not be any food safety critical in your operation. If any critical point is
discovered, you will not be awarded the certification.
BKpedia
TERMS MEANING
WHOPPER® First introduced in 1957.Our number one selling sandwich with
over 52 million sold in the UK and Ireland each year. A large patty
served with mayonnaise, lettuce, tomato, ketchup, pickle and
onion in a sesame seed bun.
HIYW Have It Your Way-allows Guest to add or remove condiments to

their sandwich to suit their individual taste.
DA Dining Area-the area of the restaurant where Guests sit to eat

their meal.
FC Front Counter-the area of the restaurant where we serve our Guest
Broiler The Heartbeat of a BURGER KING restaurant. This is where we

cook our burgers, WHOPPER® sandwiches to get that great
flame-grilled taste our Guests love.
PHU Product Holding Unit-The holding area for our products after they
have been cooked, before they are assembled and stored on the
heat chute. A flashing red light means the product has expired.
Discard it and record it as waste.
Chute Where we keep the sandwiches hot prior to serving them to

the Guest.
Training An experienced team member who helps when you need to

Champion practise making sandwiches.
REV Restaurant Excellence Visit-A visit performed by your operations

coach from BURGER KING Corporation that looks at all areas of
the restaurant from service to food safety, Food Quality, Image
and profitability.
Ops Manual The Operations Manual is a central communications tool

explaining all BURGER KING operating procedure
Ops Alert Found in the Ops Manual, the Operation Alert is a document
that communicates new or amended policies and procedure.
5 steps From greeting the Guest to saying goodbye- the list of steps to
follow when serving our Guests at the front counter/Drive Thru'.
SOS Speed Of Service (Service time) The length of time it takes a

Guest to get served in our restaurant. The maximum time any
Guest should wait from the order point to receiving their food is 2
minutes 30 seconds.
Atkins The Brand name of the only approved digital thermometer used to
check the temperatures of our products
Cookout A temperature check carried out on our products immediately

after cooking
Discard Time The time a product must be discarded and recorded as waste
Holding Time The length of the time an item can be kept in any one area- it
varies from one product to another. For example the holding
time for sandwiches in the chute is 10 minutes, but the holding
time cooked meats in the PHU will vary according to operations
alerts to ensure maximum quality of the product. Your trainer
will explain the different holding times.
Danger Zone 4ºC to 60ºC- The temperature range at which bacteria multiply
rapidly under ideal conditions.
PTD Prepare, Thaw, Discard- Times and dates used to show when
an item was prepared, is ready to use and must be wasted.
FIFO First In First Out- A system of rotation used to ensure the oldest
items are always used first.
Cut resistant The gloves you must wear when using the tomato slicer, washing
gloves the tomato slicer or washing knives to protect your hands
from cuts.
PPE Personal Protective Equipment- is equipment provided which

must be worn when carrying out certain duties. Your manager will
train you in which PPE must be worn for certain tasks.
Cash Policy Set of rules and procedure to follow when handling cash in
the restaurant.
QSC Daily A management tool which helps managers to prepare, execute and
Planner review their shift.
Booklet
PLS Product Level System
QSC Quality, Service and Cleanliness
Stock Level These indicate how much product to hold at any one time, based
Charts on the level of the business.
PLS Product Level System- tells you how much of each product to cook
for each half hour period
Production An experienced team member or supervisor who is responsible for

Cook using the PLS/ Kitchen Minder to ensure enough product is cooked
to meet Guest demand
RHI Restaurant Health Index
ADS Average Daily Sales
ADT Average Daily Transaction
APC Average Per check

SSSG Same Store Sales Growth
SSTG Same Store Transaction Growth
COGS Cost of goods sold
COL Cost of labour
AUV Average unit value
DMB Digital menu board
KDS Kitchen Display Screen
MBO Manager Business Objective
AOP Annual operating plan
MTO Made to order
PHF Potentially hazardous Food

ATO Aloha take out
NAPS National Apprentice Promotion Scheme
GSI Guest Satisfaction Index
SKU Store Keeping Unit
MFR Mark Food Ready
IGCC Instant Gratification Customer Complaint
ZEST Zealous Energetic Smile Thank
QIP Quality Inspection Program
FRUM Franchise Restaurant User Management
RAM Restaurant Attribute Management

Maintenance Module
Targets for this Module:
● Give understanding on cleaning & sanitization of equipment’s

CHAPTER Time off On- Job- Coach Planned Actual CRT-Sign off
the floor* Training* time* completion completion date
Date
CHAPTER 1- Broiler 30 mins 15 mins

Duke & Neico
CHAPTER 2 Sundae 30 mins 2 shifts 15 mins

Machine
Taylor-C-708 & Carpigiani
CHAPTER 3 Fryer 30 mins 2 shifts 30 mins
● Off-the-floor = scheduled time off-the-floor during a shift to work on FG modules

● On-Job-Training = In restaurant practice to grasp the practical application of the modules
● Coach Time = as and when needed
I, (CRT) have verified that has successfully completed all

lessons and activities in this module.
Date : _ Signature (CRT):
I, (ARL/RSL) have verified that has successfully

completed all lessons and activities in this module.
Date : _ Signature (ARL/RSL):

BROILER
DUKE
MAINTAINENCE
PREVENTIVE BREAKDOWN
BREAKDOWN MAINTAINENCE
Breakdown maintenance is maintenance performed

on equipment that has broken down and is
unusable. It is based on a breakdown maintenance
trigger. It may be either planned or unplanned.
PREVENTIVE MAINTAINENCE
Preventive maintenance is maintenance that is

regularly performed on a piece of equipment to
lessen the likelihood of it failing. It is
performed while the equipment is still working
so that it does not break down unexpectedly.
DAILY CLEANING
REMOVE AND W/R/S

DISCHARGE PAN
DISCHARGE HOOD
DISCHARGE GREASE PANS
MAIN GREASE PANS
DISCARGE END PANEL
DISCHARGE SCRAPER
LOADER AND TRAY
LOADER RAMP
PPE TO BE USED
WEEKLY CLEANING
TO BE DONE ONLY BY SERVICE PERSONNEL FOR

THE FOLLOWING PARTS INCLUSIVE OF PARTS
IN DAILY CLEANING
FLAME ARRESTOR
BROILER FLIPPER DOOR
LOWER TUBE BURNER
CATALYST
MONTHLY CLEANING
In addition to the parts in daily and weekly cleaning

following parts are to be cleaned
FLAME SENSORS (UPPER BURNER)

FLAME SENSOR (LOWER BURNER)
FLAME SENSR TUBE (UPPER BURNER)
REMEMBER
Use only nonabrasive scrub pad to clean the broiler

parts
Never leave chemicals sprayed on the broiler parts
for overnight, this will result in pitting and
Never use chemicals in stronger concentration than
recommended
Use clean water and a soft cloth to wipe residue from
the surfaces
TROUBLESHOOTING
SYMPTOM CAUSE REMEDY
Control display does not No Power Ensure broiler is plugged
light up in
Raw or undercooked Product not loaded Review loading technique
product with no controller properly
message displayed
Product button was Ensure product button is
depressed prior to loading depressed immediately
product after product is loaded into
the broiler
Lower burner not lighting Deinstall- clean- reinstall
properly
Product not getting Conveyor belt is being Ensure there is not
discharged obstructed physical barrier
Ensure discharge scraper
is properly installed
Loader is not able to be Docking plate is not in Ensure docking plate
pushed completely into place and locking tab is
the cooking chamber properly in place
Product is getting stuck Docking plate not in Ensure docking plate
upon loading place and locking tab is
properly in place
Flame arrestor is not Ensure flame arrestor is
properly in place correctly installed
Control display is Contact service agent

reading ::HI::
Control display is Lower burner is not DE install- clean-
reading ::LO:: lighting properly reinstall
Grease pan is installed Install grease pan
Catalyst is not installed Install catalyst

Control display is Contact service agent
reading
::Prob::
Control display is Lower burner not DE install- clean-
reading lighting properly reinstall
::tESTProd::
Infrared burner not Remove upper control
lighting properly compartment panel and
clean upper flame sensor
with a soft cloth (GPM)
Clean flame sensor tube

Control display Broiler not receiving gas Ensure gas valve in line
reading ::gAStoP supply are in ON position
Infrared burner not Remove upper control
lighting properly compartment panel and

Control display is Infrared burner not Remove upper control
reading ::gASbot:: lighting properly compartment panel and

reading ::gAS Sent:: lighting properly compartment panel and

Control display is Lower burner not De install- clean-
reading ::gASSEnb:: lighting properly reinstall
BROILER
MAINTAINENCE
PREVENTIVE BREAKDOWN
Breakdown maintenance is maintenance performed

on equipment that has broken down and is
unusable. It is based on a breakdown maintenance

NIECO
PPE TO BE USED
DAILY CLEANING
ALL PARTS HAVE TO BE WASHED/ RINSED AND

SANITISED
USE DEGREASER SOLUTION AS PER DILUTION

FOR HEAVILY SOILED PARTS
MEAT GUIDES
FEEDER COVER
FEEDER BASE
FEEDER HOUSING
GREASE PAN
HOLDING PAN BRACKET
FEED END GREASE TROUGH
PRODUCT HOLDING AREA
PRODUCT SLIDE
PRODUCT SLIDE
CHAIN SHAFTS
GREASE PAN
GREASE TROUGH
LOWER BURNER
WEEKLY CLEANING
TO BE PERFORMED BY MAINTAINENCE
EXECUTIVE ON WEEKLY BASIS
CATALYST
CATATLYST
REMEMBER
Use only nonabrasive scrub pad to clean the broiler

parts
Never leave chemicals sprayed on the broiler parts
for overnight, this will result in pitting and
Never use chemicals in stronger concentration than
recommended
Use clean water and a soft cloth to wipe residue from
the surfaces
TROUBLESHOOTING
SYMPTOM REMEDY
Load Sensing Control (LSC) stays in “Lo” even Lower the set point by holding in
though the broiler is warmed up. the knob for 5 seconds, then
setting the set point to match the
actual temperature. Refer to the
calibration instructions in this
manual.
Feeder belt not moving Make sure the feeder is assembled
properly. Check for jam. Make
sure the drive pin is engaged.
Feeder jams Make sure the burgers are not
frozen together.
Burgers sticking to slide or stripper blade. Clean the slide and stripper blade
very thoroughly. Check cookout
temperature (undercooking).
SYMPTOM REMEDY
No power to broiler when the switch is check Broiler is plugged in. Ventilation
turned on hood is on. Circuit Breaker on wall panel
is on
Broiler has power, but the burners do Check: Ventilation hood is on. Gas line
not light. is properly plugged in. Manual gas valve
(if equipped) is on. Burners are
installed properly. Burners are clean
and dry.
Flame sensor wire connection. Follow
manual lighting instructions.
Red light blinking on left control box Check the items above for burners not
lighting. Turn power off and on again to
reset ignition. Follow manual lighting
instructions.
Hot surface igniter does not heat. Check for loose wires connecting the hot
surface igniter. Follow manual lighting
instructions.
Power is on, broiler is lit, but the conveyor Check for a jam in the conveyor belt.
belts are not turning Check the stripper blade and the flame
arrestors to make sure they are installed
properly.
SYMPTOM REMEDY
Burgers under or over Main side: adjust conveyor belt speed. Flex side:
cooked. adjust conveyor speed, duty cycle, and burner
settings. Clean burners and orifices
Excessive flaming in Clean or rotate the flame arrestors, Clean the

broiler. catalyst if equipped. Check the hood for proper
operation. Check product for overcooking
reading:: gASbot:: lighting properly compartment panel and

reading:: gAS Sent:: lighting properly compartment panel and

Control display is Lower burner not De install- clean-
reading:: gASSEnb:: lighting properly reinstall
DIAGNOSTIC INDICATOR
LED MODE
ON CONTROL FAULT
2 Flashes Flame No, Call for Heat
3 flashes Ignition Lockout

1. Which manufacturing Broiler do we use?
2. Name all broiler parts name Duke & Neico?

3. What is the use of 7 No. button on broiler?
4. Name all the parts of Duke Broiler which needs to be WRS during cleaning?
5. Write down the steps you will follow in case broiler stops working?
6. Write down the steps of daily cleaning of Broiler & demonstrate in video?
(Ensure to go through the video available on tuneem)
SUNDAE
MACHINE
CARPIGIANI
MAINTAINENCE
PREVENTIVE BREAKDOW
BREAKDOWN
Breakdown maintenance is maintenance performed on equipment that has

broken down and is unusable. It is based on a breakdown maintenance
PREVENTIVE
Preventive maintenance is maintenance that is regularly performed on a
piece of equipment to lessen the likelihood of it failing. It is performed
while the equipment is still working so that it does not break down
Daily cleaning
With clean and sanitized hands (or using disposable, gloves), carry out the following procedures-
Component disassembly and cleaning:
• Remove hopper lid, clean it, sanitize it and rinse it in a container.
• Using a clean and sanitized cloth, clean the hopper external side.
• Fit the drip trays back on
the machine
• Fill a bucket with

cleaning/sanitizing solution.
Dip the supplied brush in
the cleaning/sanitizing
solution and clean the
spigot door dispen.ser and
the area around the spigot
door piston several times
• Spray the
cleaning/sanitizing solution
on the spigot door
dispensing area and on the
spigot door, especially in the
piston area.
•
Using a clean and
sanitized cloth, clean
spigot door area, the area
underneath, machine
front side and any other
"splash" area, making sure
to remove any
humidity, product, or
cleaning/sanitizing
•
Remove the drip tray,
clean, and sanitize it and
refit it on the machine.
Prepare the machine for the night
• For gravity-fed machines, open the lid, position the feeding needle so as to close
the product inlet hole and so the feeding pipe.
• Add mix if necessary. The hopper level indicator LED must be off. The mix level in the
hopper must never reach the pump.
• Make sure that the machine is in PRODUCTION mode (the relevant LED must be ON).
14-Day Cleaning
How to use cleaning/ sanitizing
To prepare the cleaning/sanitizing solution follow the instructions on the label of the
product being used.
Component cleaning/sanitizing
• Remove larger residues by hand or using the supplied brushes.
• Remove finer residues with a jet of water.
• Immerse the parts to be cleaned into the solution.
• Let the solution to work for the time indicated by the sanitizer manufacturer.
• Rinse the parts with care, using plenty of clean drinking
Machine
Drainage
• Place an empty pail
under the dispensing
spigot
• Press the STOP key.
• Pull the dispensing lever
and drain all ice cream
from the cylinder.
• Press the CLEANING
key
• When the product
coming out becomes
liquid, push STOP
button, and leave the
dispensing lever open.
• Remove hopper
cover.
REMOVE THE
HOPPER BEATER
Pump-fed
• Rotate the connection pipe
(207) until aligning its notch
with the pin on the pump,
then pull it from the front
side until disconnecting it
from the pump.
•
Remove pressure pipe (32)
by turning it by 90° and
slidin it out from its seat
inside hopper. Continue
draining the remaining mix
by opening the dispensing
•
handle and slide it forwards.
Remove pump shaft (96) and

seal (243), sliding them out
from machine front side.
 Use the supplied brushes to clean the hopper walls, the level
sensor, the beater shaft and gap and the hopper.
 Using a smaller brush, clean the compression pipe seat at the
hopper bottom. Drain the water from the hopper by working on
the ice cream dispensing handle and repeat this operation several
times until having clean water.
 Repeat the two previous operations using a cleaning/ sanitizing
solution.
 Place an empty pail under spigot door, lower dispensing handle
and let water flow out.
Rinse with hot water
until clean water flows
out.
Press CLEANING and
let the machine run
about 1 seconds.
Press STOP and drain all

water out of machine.
PUMP REMOVAL
Keep the priming pipe in
vertical position, rotate it
until aligning the notch
with the pin on the pump.
Use an O-ring puller to

remove O-ring from the
priming pipe.
Remove spring and the

pump valve.
Loosen the two knobs and
separate the pump cover
from the pump body.

remove the O- ring.
Remove the gears.

Remove the connection
pipe from the compression
pipe.
Remove O-rings
PUMP SHAFT
PUMP BODY
PUMP
ASSEMBLY
DRIVIN
PUMP PUMP
DRIVING PRIMING O-RING
O- RING
PIPE CONNECTION
SPRING PUMP KNOB COMPRESSION
PUMP O-RING O- RING
SPIGOT DOOR
Loosen the two knobs and
remove dispensing spigot
door. .
remove O-ring from the
pin.
Remove pin from its

seat to release handle.
• Remove piston, if necessary,
use the dispensing handle.
• Use an O-ring puller to

remove:
O-rings of the piston.
• The O-ring of the spigot

door (1188).
For "single portion"
versions, use the
suitable
supplied tool to
remove ring nut,
seal, extension, nozzle
unit and O-Ring
BEATER
REMOVA
Remove beater from the
cylinder, having care not
hit the cylinder
WASHING AND SANITISING
COMPONENT
Fill the sink with cleaning/sanitizing solution prepared following the producer instructions.
Use the supplied brushes to strongly brush all components and relevant holes (all holes of pump,
priming pipe, check valves, pump seal and gap etc.)
Dip the parts in the cleaning/sanitizing solution and leave them there for the time specified by the
Rinse the parts with care, using plenty of clean drinking water
Place the components on a clean and sanitized tray to air-dry.
Soak the big brush in the cleaning/sanitizing solution and clean the cylinder.
Dip a brush in the cleaning/sanitizing solution and clean the seat hole of pump, feeding needle, the
compression pipe at the hopper bottom and the hopper walls.
Spray cylinder bottom and hopper walls with the cleaning/sanitizing solution.
Repeat the last three operations a few times.
SPIGOT DOOR
PISTO
PISTO PIN
O-RING O-RING
O-RING
O-RING
HANDLE
O-RING SPIGOT DOOR
PIN
O- KNOB
HANDLE O-RING
O-RING
RING
O- RING NOZZLE
SEA
UNIT
RING-NUT
KNOB
` EXTENSION
PROBLE PROBABLE REMED
Soft lock message appears on More than 24 hours since the last a. The freezer must go through a
TROUBLES OTI
HEAT cycle. HEAT cycle every 24 hours. The
displa freezer must now be
disassembled and brush cleaned
or placed in a heat
O The power switch is in the OFF Switch

position.
The freezer was not in the AUTO The freezer must be in the AUTO
or STANDBY mode when the heat or STANDBY mode. The freezer
cycle was programmed to must now be disassembled and
brush cleaned or placed in a heat
cycle
Mix out or mix low condition. Add mix
Hard lock message appears on Brush clean interval The freezer must be
displa disassembled and brush cleaned
within 24 hours when the counter
indicates
one day
A barrel or hopper thermistor is Call an authorized service
fault technicia
No control panel functions with Machine is unplugged Plug into wall

power switch
Circuit breaker OFF or blown Turn the breaker ON or replace

the fuse.
Machine makes a squealing Starved Remove, clean and reinstall the

pump
No product is being Low on mix. The MIX OUT light is Add mix to the hopper. Return to
on. AUTO
The power switch is in the OFF Place the power switch to ON and
position. select
Machine not in AUTO Select AUTO and allow machine to

cycle off before drawing
Beater motor is out on reset. The Turn the machine off. Press the
BEATER OVERLOAD message reset button. Restart the machine in
displayed AUTO
The pump motor is not running in Push the pump reset button. Check
the AUTO pump motor is operating when the
draw valve is
Freeze-up in mix inlet Call an authorized service
technician.
The mix pump ball crank is Call an authorized service

technician
Feed tube or check ring not Make sure feed tube and rubber
properly check ring are properly
The product is too Draw rate is set too Adjust draw rate of 5 to 7 1/2 oz.
(142 g. to 213 g.) of product by
weight in 10
The product is too Priming Drain the freezing cylinder and
prime the machine
Mix pump incorrectly Follow assembly procedures

carefull
Viscosity control set too Call
Butterfat is in the Disassemble, clean and reinstall

the pump
The mix in the hopper is too Hopper cover is not in Clean and sanitize hopper cover
and place in position.
The agitator is not Clean and sanitize the agitator and

install
The hopper temperature is out of Call

adjustment
The mix in the hopper is too cold. The hopper temperature is out of Call an authorized service
adjustment. technicia
Mix Low and Mix Out probes are Milk stone build-up in the . Clean hoppers
not functioning.
Excessive mix leakage into the long Drive shaft seal improperly Lubricate properly or replace the
drip pan lubricated or seal.
Drive shaft seal is installed Install

out
Inadequate lubrication of the drive Lubricate

shaft
The drive shaft and beater Call an authorized service

assembly work technician
Worn rear shell Call an authorized service

technicia
SUNDAE MACHINE
TAYLOR
MAINTAINENCE
PREVENTIVE BREAKDOW
BREAKDOWN
Breakdown maintenance is maintenance performed on equipment that has broken down

and is unusable. It is based on a breakdown maintenance trigger. It may be either planned
or unplanned.
PREVENTIVE
Preventive maintenance is maintenance that is regularly performed on a piece of
equipment to lessen the likelihood of it failing. It is performed while the equipment is
still working so that it does not break down unexpectedly.
DAILY CLOSING
To be performed once daily, after
The function of the Heat Treatment Cycle is to destroy bacteria by raising the
temperature of the mix in the freezing cylinder and the hopper to a specified temperature
for a specified period of time, and then bringing the temperature back down low enough
to retard spoilage.
1. Perform hand wash
2. Remove the hopper covers
3. Remove agitator
4. WRS these parts with Kay-5 at back sink (use dilution as instructed)
5. Install the agitator back in the hopper
6. Return to the freezer with a small amount of cleaning solution. Dip the door spout brush
into the cleaning solution and brush clean the door spout(s) and bottom of the draw
valve(s)
Note: To assure sanitary conditions are maintained, brush each item for a total of 60
seconds, repeatedly dipping the brush in cleaning solution.
14 DAY MANUAL BRUSH CLEANING
TOOLS
TWO cleaning and sanitizing buckets
Kay-5 sanitizer
Shake Brushes (approved from the vendor)
Dusters
Draining the
With a bucket beneath the door spouts, open the draw valve. Touch the WASH and
PUMP keys Drain the product from the hopper.
When the flow of product stops, touch the wash and pump keys. Cancelling the
wash and pump modes. Close the draw valves.
Remove the locking clip, mix feed tube, Pump clip and the assembled air mix
Pump
RINSING
Pour 8 liters of cool, clean water into the mix hopper.
With the white hopper brush, scrub the mix hopper, mix level sensing probe and the
outside of the agitator drive shaft housing.
Using the double ended brush, brush clean the mix inlet hole
With a bucket beneath the door spout, open the draw valve and touch the WASH key.
Drain all the rinse water from the door spout. Close the draw valve and touch the wash
key, cancelling the wash key.
Repeat the procedure using clean and warm

water, until the water being discharged is
clear.
HOPPER
Prepare an approved 100 PPM cleaning solution (Kay-5 in 9.5 liters of water)
Pour the solution into the hopper and allow it to flow into the freezing cylinder
Using the white hopper brush, clean the mix hopper, mix level sensing probes and the outside
of the agitator drive shaft housing. Using the double ended brush, clean the mix inlet hole
Touch the WASH key. This will cause the cleaning solution in the freezing cylinder
come in contact with all areas of the freezing cylinder.
Place an empty bucket near the draw spout and open the draw valve on the
door and draw off all the solution.
When the hopper is empty touch the wash key as directed.

DISASSEMBLY
STEP 1
Remove the hand screws, freezer door, beater and scraper blades, and drive shaft
with drive shaft seal from the freezing cylinder.
STEP 2- Remove the drive shaft seal from the drive shaft
STEP 3 - From the pump cylinder, remove the retaining pin, mix inlet adaptor, valve
cap, pump gasket, and the piston. Remove the o- ring from the piston and valve cap
Step 4- Remove the freezer door gasket, front bearing, pivot pin, draw handle, and
draw valve. Remove the three o- rings from the draw valve.
Step 5- Remove the pump drive shaft from the drive hub in the rear wall of the mix hopper.
Step 6 Remove the two small o- rings and one large o- rings from the pump drive shaft.
Step 7 Remove the front drip tray and splash shield.
Step 8 Remove all drip pans. Take them to the sink for W/R/S
BRUSH
Step 1 Prepare an approved 100 PPM cleaning solution (examples: 2-1/2 gal. [9.5 liters] of
Kay-5
STEP 2 Thoroughly brush clean all disassembled parts in the cleaning solution,
making sure all lubricant and mix film is removed. Be sure to brush all surfaces and
holes, especially the holes in the pump components and the draw valve hole in the
freezer door. Rinse all parts with clean, warm water. Place the parts on a clean, dry
surface to air dry overnight.
Step 3
Return to the freezer with a small amount of cleaning solution. Using the black brush,
clean the rear shell bearing at the back of the freezing cylinder.
Step 4 Using the black brush, clean the drive hub opening in the rear wall of the mix hopper.
Step 5 Wipe all exterior surfaces of the freezer with a clean, sanitized towel.
`
TROUBLESHOOTIN
PROBLE PROBABLE REMED
Soft lock message appears on More than 24 hours since the last a. The freezer must go through a
TROUBLES OTI
HEAT cycle. HEAT cycle every 24 hours. The
displa freezer must now be
disassembled and brush cleaned
or placed in a heat
O The power switch is in the OFF Switch

position.
The freezer was not in the AUTO The freezer must be in the AUTO
or STANDBY mode when the heat or STANDBY mode. The freezer
cycle was programmed to must now be disassembled and
brush cleaned or placed in a heat
cycle
Hard lock message appears on Brush clean interval The freezer must be
displa disassembled and brush cleaned
within 24 hours when the counter
indicates
one day
A barrel or hopper thermistor is Call an authorized service
fault technicia
No control panel functions with Machine is unplugged Plug into wall

power switch
Circuit breaker OFF or blown Turn the breaker ON or replace

the fuse.
Machine makes a squealing Starved Remove ,clean and reinstall the

pump
No product is being Low on mix. The MIX OUT light is Add mix to the hopper. Return to
on. AUTO
The power switch is in the OFF Place the power switch to ON and
position. select
Machine not in AUTO Select AUTO and allow machine to

cycle off before drawing
Beater motor is out on reset. The Turn the machine off. Press the
BEATER OVERLOAD message reset button. Restart the machine in
displayed AUTO
The pump motor is not running in Push the pump reset button. Check
the AUTO pump motor is operating when the
draw valve is
Freeze-up in mix inlet Call an authorized service
technician.
The mix pump ball crank is Call an authorized service

technician
Feed tube or check ring not Make sure feed tube and rubber
properly check ring are properly
The mix in the hopper is too Hopper cover is not in Clean and sanitize hopper cover
and place in position.
The agitator is not Clean and sanitize the agitator and

install
The hopper temperature is out of Call

adjustment
The mix in the hopper is too cold. The hopper temperature is out of Call an authorized service
adjustment. technicia
Mix Low and Mix Out probes are Milk stone build-up in the . Clean hoppers
not functioning.
Excessive mix leakage into the long Drive shaft seal improperly Lubricate properly or replace the
drip pan lubricated or seal.
Drive shaft seal is installed Install

out
Inadequate lubrication of the drive Lubricate

shaft
The drive shaft and beater Call an authorized service

assembly work technician
Worn rear shell Call an authorized service

technicia
The product is too Draw rate is set too Adjust draw rate of 5 to 7 1/2 oz.
(142 g. to 213 g.) of product by
weight in 10
The product is too Priming Drain the freezing cylinder and
prime the machine
Mix pump incorrectly Follow assembly procedures

carefully
Viscosity control set too Call
Butterfat is in the Disassemble, clean and reinstall

the pump
1. Which manufacturing Sundae machines do we use?
2. What is the ideal cleaning cycle of Sundae machine?
3. What are the pre-requisites of cleaning sundae machine, what all we need to clean sundae machine?
4. What should be sundae to air ratio?
5. Write down the steps of daily cleaning of Sundae machine & demonstrate in video?
FRYER
IMPORTANCE AND NEED OF
MAINTAINENCE
MAINTENANCE ASSURES OPTIMAL WORKING CONDITIONS
AND CONSERVES THE LIFE SPAN OF TH EQUIPMENT. TIME SAVINGS.
A PLANNED PREVENTIVE MAINTENANCE MAY CAUSE SMALL
HINDERANCE FOR PRODUCTION, BUT THAT IS NOTHING COMPARED
TO ACTUAL DOWNTIME CAUSED BY A BREAK DOWN.
MAINTAINENCE
PREVENTIVE AND
BREAKDOWN
Breakdown maintenance is maintenance performed on

equipment that has broken down and is unusable. It is
based on a breakdown maintenance trigger. It may be
either planned or unplanned.

PPE
CHEMICALS
MAGNESOL
FRYER CLEANSER
DAILY CLEANING
1. Put on PPE
2. Make sure filter drain pan and cover are properly in place
3. Turn off the Fryers
4. Skim the shortening of all excess crumbs
5. Open the drain valve and let oil drain oil into the filter pan
6. Open the return/ pump valve
7. Scrub inside VAT-Use the Hi-Temp Pad Holder, pad, and a
small amount of KAY QSR Fryer Cleanser to scrub the walls,
corners and bottom of the inside of the vat. Use the Hi- Temp
Detail Brush to remove debris build up from elements
(electric only), corners of vats and other hard-to-reach areas.
COMPONENTS REQUIRED
ASSEMBLING THE FILTER
Use magnesol filter powder for
filtering of VATS
 Remove fry baskets from frypot and skim any large debris
from the oil, Use extreme caution
 Remove the basket support rack from the fry pot using the
Fryer’s Friend Clean out rod
 Move the red handle to
the open position to
drain the fry pot into the
filter pan.
Drain only one pot at
time
 After all the oil has drained
from the fry pot into the filter
pan turn the yellow handle to
open the oil return valve and
activate the filter pump. Leave
the Red handle in open
position.
 Using Fryer Cleanser and an approved non scratch pad scrub
the interior of vats where carbon buildup is more.
 Use a clean cloth to wipe it of after scrubbing

 After the filtering cycle is
complete, close the drain
valve (push the red handle to
the left until it stops) and
allow the fryer to refill
 After all the oil has
pumped will form,
indicating air in the
will form, indicating air
in the oil return lines.
Allow the oil to bubble
for 10-15 sec to ensure
all oil is evacuated from
the return lines, Turn
the yellow handle
(Pump Valve) to the oil
return valve.
If the oil level is low, add oil to fill line.
DO NOT OVERFILL THE FRYER.
 Replace the basket support
rack, using care not to splash
oil
 Ensure the drain valve is
fully closed. If it is not
closed the fryer will not
operate.
Simplified Fryer Troubleshooting
Is the ON/OFF switch on? ·
Is the drain valve completely closed? A safety switch

on the drain prevents fryer operation with the drain
open.
Is the face of the unit’s power plug flush with the

outlet plate, no prongs showing on the fryer’s
power plug?
Is the circuit breaker set in the on position and fuses,
OK?
Was cool oil added to the unit as it warmed up

from below 2700 F (132 C)? This can cause the unit
to go into Rec Lock. ·
Is the fryer’s computer display blank? Check the

hood cord (small one), ensuring it is pushed fully
into the socket. Also check the ansul/ hood system
Does the display show ignition failure? Turn off the vat, full
or both splits, and open the drain valve slightly then close
it.
On electric fryer
Does the fryer stay in low temp? Check the three-phase
power cord’s plug for that vat and check the breaker for that
plug.
On a split-vat unit, does the computer display say ignition
failure? Turn off both split vats. Turn on the one that
displayed ignition failure first and then turn on the other
vat.
On gas fryer
Make sure gas supply is on. Connection is tight.
BURGER KING® FG -
1. Name the fryer with model number available at your restaurant?
2. Why do we perform filtering/oil polishing?
3. What are the pre-requisites of Fryer Filtering, what all we need to clean fryer?
4. How much time does it take a fryer to get oil filtered?
5. Why we should never mix fresh oil in used oil?
1
BURGER KING® FG -
6. Write down the steps of daily filtering & demonstrate in video?

2
BURGER KING® FG -
Food Safety/Quality Assurance
● To brief you about Food Safety & Quality Assurance.

● Develop your knowledge on Temperature Danger Zone
● A brief about Covid-19
● Personal Hygiene
● Standard operating procedures
3
BURGER KING® FG -
SHIFT MANAGER ORIENTATION TRAINING PLAN
the Training time* completi completion
floor* * on Date date
CHAPTER 1 30 mins 15 mins
Introduction to Food
Safety & its Importance
CHAPTER 2 Personal 30 mins 2 shifts 30 mins
Hygiene
CHAPTER 3 30 mins 30 mins 30 mins
Introduction to Covid-
19
CHAPTER 4 Standard 15 mins
Operating Procedures

I, (CRT) have verified that has

successfully completed all lessons and activities in this module.
I, (ARL/RSL) have verified that has

Chapter-1
Introduction to Food Safety/Quality Assurance
Food Safety
4
BURGER KING® FG -
• Food Safety refers to handling, preparing and storing food in a way to best reduce the risk
individuals becoming sick from foodborne illnesses.
• In other terms Food Safety can be explained in below ways too:-
1. The presentation of food that can be consumed with little to no risk for foodborne illness, either
chronic or acute
2. Taking actions that ensure safer food
3. No harm to consumer of the food
4. Keeping food safe for our guest’s
5. The biological, chemical, or physical status of a food that will permit its consumption without
incurring excessive risk of injury, morbidity, or mortality.
6. Food that cannot cause any type of damage
7. Food that is consistently safe for consumers of all ages, health, anywhere in the world.
Quality Assurance
Quality Assurance (QA) is a set of activities used by food companies to ensure that the process by
which products are developed and produced meets a set of standards and specifications. The goal
of QA is to prevent defects with a focus on the process used to make the product.
Importance of Food Safety
Food safety holds great significance both financially and ethically. If food safety guidelines are
violated by food manufacturers, it can lead to disastrous consequences. The importance of
ensuring food safety is listed below
1. For food manufacturers
Food safety plays an important role in maintaining the reputation of a food manufacturing company.
Failing to implement an effective food safety practice can lead to contaminated food products
entering the market. If defective food products are discovered, it can cause dramatic disruptions in
the operations of the food manufacturing company. The company then had to announce food
recalls.
Food recalls cost can be a huge loss for companies. And the most important thing is that it will
leave a negative impact on your brand among the people which will have a long-term effect. This is
perhaps more costly than the food recalls cost. Thus, any food-producing company should not give
up on food safety. It is an important investment that cannot be missed out on.
2. For Human
The human cost of unsafe food is higher than anything. More than 200 diseases are spread
worldwide through food. It is estimated that over 4,20,000 people die every year due to food
contamination, most of which are children belonging to the age group of 1 to 5 years. Food
contamination can lead to various long-term health problems like neurological disorders, ulcers,
cancer, and more. The impact of foodborne diseases is severe in infants, pregnant women, the
sick, and the elderly. This might lead to serious illness and sometimes death.
3. For government
Food safety is directly related to the socio-economic progress of the country. A lack of food safety
affects public health services, tourism, food exports, livelihoods of food handlers, and more people,
which in turn leads to unstable economic development.
Over all it helps to protect consumer from the risk of food borne illnesses. It also helps to prevent
consumers from risks of health –related conditions such as allergy and even death.
5
BURGER KING® FG -
Things that makes Food Unsafe
Eating of unsafe food leads to food borne illness and food poisoning , which can be caused if
Food is not kept at the correct temperature
Germ, bacteria, virus, parasite in a food is allowed to multiply.
Food can also become unsafe if a chemical (such as a cleaning product) is spilled into food
This is why all food service workers must know the factors leading to spoilage of food.
Temperature Danger Zone
Food safety is important to everyone. Whether you are cooking at home for yourself and family or creating meals
for others in a professional kitchen, all the food you prepare must be safe to eat. It is even more important that
those with a responsibility to ensure food safety, such as Team Members and managers, know the correct
temperatures involved in cooking and storing food. Adhering to the correct temperatures, and staying out of the
temperature danger zone, will help prevent foodborne illness from occurring and ensure that you have good food
safety practices.
The temperature danger zone for food is the term used to describe the temperature range where food is most at
risk of developing harmful bacteria. Food in the danger zone is at risk of causing illness to anyone who handles or
consumes it. Keeping food out of the danger zone will ensure it’s safe to eat by limiting the growth of bacteria.
The Food Standards Agency (FSA) sets the danger zone between 8 °C and 60 °C, and this is the range you want to
keep your food out of. This means that food is safest when it is either frozen, chilled, or heated beyond 60 °C.
However, as best practice, we recommend food is heated beyond 70 °C to further remove bacteria.
6
BURGER KING® FG -
Temperatures below 8 °C significantly slow bacteria growth – the colder it is, the harder for bacteria to multiply. As
best practice, chilled food items should be kept below 4 °C. It is important to note also that freezing food doesn’t
eliminate bacteria. Therefore, any food that is defrosted needs extra steps, such as cooking, to ensure that it’s safe
to eat. Some bacteria can even steadily multiply at temperatures of -5 °C, which is why you should always be careful
when accepting frozen deliveries.
Bacteria is happiest when it is warm, and it will multiply the quickest between 20 °C and 50 °C. The optimum
temperature for bacteria growth is 37 °C – the same temperature as the human body. Fortunately, controlling the
temperature of food is relatively easy to do. However, you need to consider the storage of food items and how they
are prepared before being consumed.
1. Discuss the steps we follow to ensure safe food is being served to each guest
every hour of the day, every day of the year?
2 What makes our guest felt sick after having unsafe food, explain the types
of contaminations with reasons?
7
BURGER KING® FG -
Chapter-2
Personal Hygiene
Personal hygiene is an essential part of food safety compliance adherence. Proper handling practices are required to
ensure a safe working environment. Consequences of bad food hygiene range from foodborne illness proliferation
to preventable compliance violations.
Management has the opportunity to promote personal hygiene tips by serving as a good role model and reiterating
how important it is to adhere to food safety compliance protocol. Continually emphasize how important personal
hygiene is, reassuring employees they will not lose their jobs for reporting an illness or communicable disease.
Provide employees with clear instructions and the necessary sanitary equipment for them to properly sustain their
personal hygiene. Effective supervision and reoccurring training will help employees to follow protocol and business
to continue running safely and smoothly.
The Importance of Personal Hygiene for Food Handlers
Food handlers include anyone who comes in contact with food directly (cooking, serving, or packaging food) or
indirectly (storing, delivering, or transporting food). Additionally, workers who come into contact with preparation
surfaces including cutlery, benches, or kitchen utensils are considered food handlers and must adhere to the same
strict handling practices as workers who directly handle food.
Proper food handling practices should be communicated prior to employment and consistently reaffirmed
throughout employment through periodic training programs. Regardless of what language your employees speak,
they need access to thorough translated food safety practice and procedure training.
Food industry professionals may consider employing signs that visually communicate health and safety practices as
a food hygiene reinforcement method. These signs should be accessible, displayed in applicable areas and
multilingual. Unless food industry employees understand and adhere to safe handling practices, they may
unintentionally violate food safety protocol, putting both your customers and business at risk.
Various ways to maintain Personal Hygiene in Restaurants: -
2. Wash your Hands frequently

3. Don’t work if you have serious illness
4. Neat & Clean Clothing
5. Never touch food bare hand
6. Maintaining Kitchen Hygiene
7. Correct Food Storage (Stacking & Temperature control)
8. Cleaning & Sanitization of small wares in every 4 hours
9. Perform Cook-out on timely interval
Wash your Hands Frequently
8
BURGER KING® FG -
Hand washing is one of the easiest, most effective ways to demonstrate good hygiene. Hands must be
washed and dried before starting work with food, after restroom use, between tasks, everytime you
change gloves and if work is interrupted.
For hand washing to be effective, washing must include the backs of the hands, palms, exposed arms,
between fingers and under fingernails (this includes using Nail brush to clean your nails thoroughly).
Hands should be rubbed vigorously with soap for a minimum of 20 seconds, then rinsed and dried with
a clean paper towel followed by applying Sanitizer.
Don’t work if you have serious illness

Employees with the following symptoms should notify their supervisor immediately:
• Fever
• Sneezing-running nose and coughing (Symptoms of Cold)
• Diarrhea or vomiting
• Sore throat with fever
• Jaundice
Ill employees should not be allowed to prepare or handle food, sanitize equipment or perform other
duties that present potential for possible contamination. This includes handling utensils and linens.
Neat & Clean Clothing

Neat & Clean clothing is also one of the important aspect which helps to maintain personal hygiene at
restaurant level. Neat & Clean clothing not just restricted to your uniform but it includes various other
things i.e.: -
 Clean & well Ironed BK approved T-Shirt
 Clean Black Trouser
 Clean & Polished Black Shoes with Black Socks
 BK logo Name Badge
 Clean Apron
 Finger Nails Trimmed
 Hair net to cover hairs under BK logo Cap
 Sign of cut, burnt & sore wound
Never touch food bare hand
We must always ensure to wear gloves at all the time while handling food, and should never touch with
bare hand. We should also ensure to keep on changing gloves in between work or atleast after 30 mins
at the time of handwash.
Correct Food Storage (Stacking & Temperature control)

 Correct stack height has to be maintained for chiller & freezer stock; should not be more than 6
cases.
 Distance of case to wall should be 2 inch & floor to case should be 6 inch.
 No product should never be kept on floor
 Need to ensure that all product are under correct temperature zone i.e. Chiller products 1°C to 4°C
(±0.5°C) & Freezer products -18°C to -23°C (±0.5°C).
Cleaning & Sanitization of Small wares
In order to avoid the microbial growth in your small wares which tends to get grow on your small wares
while in use, we should ensure cleaning & sanitization of small wares on regular interval i.e. after every
4 hours.
9
BURGER KING® FG -
Perform Cook-out on timely interval

Cook-out check is really important to perform prior serving products to our guests as by this we ensure
that whatever products we are serving to our guest is within its standard temperature & safe to
consume for our guests (Internal or External).
We perform these cook out several times a day by which we ensure that all equipment’s are efficiently
working & our products are continuously safe to consume. Every time we performing cook out, its
mandate to log in BK Link-Zenput.
1
BURGER KING® FG -
1. Write down the steps through which you can maintain Personal Hygiene in restaurants?
1
BURGER KING® FG -
2 What is the role of your own grooming to maintain personal hygiene in restaurant?
3 Write down steps to check the personal grooming of a Team Member, what all
you check & at what time?
1
BURGER KING® FG -
4 What you need to do if in case you observed any open wound/cut & sore?
5 In Zenput, what is the frequency when you should record temperature of

Equipment’s, Fried Patties & Broiler?
Chapter-3
Introduction to Covid-19
• Coronaviruses are a large family of viruses.

• In humans, several Corona viruses are known to cause respiratory infections ranging from
Common Cold to more severe diseases such as Middle East Respiratory Syndrome (MERS) and
Severe Acute Respiratory Syndrome (SARS).
• The most recently discovered Corona virus causes COVID-19.
1
BURGER KING® FG -
How corona virus gets spread
Droplets falls on Surface

or Object.
Droplets from mouth These droplets are too
or nose are releasing heavy to hang in the air.
when a covid-19 They quickly fall on
person coughs floors or surfaces.
Indirectly: when contaminated

surfaces aDrieretcotulych- ewdh. en
contaminated hands touch the mouth,
nose, eyes
Various ways to prevent from spreading COVID-19 at Public & Work place:-
1
BURGER KING® FG -
1. Maintain a safe distance from others (at least 1 metre), even if they don’t appear to be sick.
2. Wear a N-95 mask in public, especially indoors or when physical distancing is not possible.
3. Choose open, well-ventilated spaces over closed ones. Open a window if indoors.
3. Clean your hands often. Use soap and water, or an alcohol-based hand rub.
4. Get vaccinated when it’s your turn. Follow local guidance about vaccination.
5. Cover your nose and mouth with your bent elbow or a tissue when you cough or sneeze.
6. Stay home if you feel unwell.
1
BURGER KING® FG -
1. Write down your role in order to prevent spreading Covid-19 virus publically &
at workplace?
Publically Workplace
1
BURGER KING® FG -
Chapter-4
Standard Operating Procedures
A standard operating procedure (SOP) is a step-by-step instructions guide to help an employee in
performing specific operations smoothly. The main objective of SOP is to ensure uniform and
quality output, while simultaneously reducing miscommunication and ambiguity.
SOPs are detail-oriented documents and provide step-by-step instructions as to how employees
within an organization must go about completing certain tasks and processes.
Importance of having SOP’s for an organization: -
 Time Saving
 Ensure the safety of Employees
 Ensure that compliance standard are set & met expectations
 Improved Communication
 Enhanced Accountability
 Provides consistency
 Maintains Organizational Knowledge
 Provides a guiding hand
 Onboarding and Training
1
BURGER KING® FG -
Let’s understand the various SOP’s we have: -
1. Vehicle offloading
2. Veggies offloading process
3. Buns receiving/thawing process
4. Buns Toasting standard
Vehicle Offloading
1. Objective: To lay down the procedure for receiving of ingredients/food material & packaging material. All
food should be checked for proper conditions when it is received in the store and assure that all foods come
from approved vendor and DC only.
2. Scope: The sop shall be applicable for all ingredients/food material & packaging material at BK stores.
3. Responsibility: Restaurant General Manager.
4. Tools:
QIP Sheet.
Temperature Meter. (Make- Atkins)
5. Procedure: Pre- Requisites
 Receiving Team ensures that health and safety regulations are adhered to during deliveries.
 Delivery times be agreed in advance with suppliers and meet business needs.
 Shift manager ensure for chiller, freezers and dry store are organized, clean and ready to receive the
products.
 Temperatures of walk-in Chiller and walk-in freezer should in compliance, check the temperature
before shifting the product as per below standard, Use the return air spot of chilling unit which is
situated behind the unit.
1) Freezer temperature standard -18 ˚C to -23 ˚C.

2) Chiller temperature standard 1-4˚C.
1
BURGER KING® FG -
 Ensure all products should have situated on pallets 6 inch off the floor and 2 inch away from the wall.
 Use the First in First Out (FIFO) inventory rotation of products in all storage areas to assure that the oldest
products are used first.
 Products with the earliest use-by or expiration dates are stored in front of products with later dates.
 Mixing old food with new food is not acceptable and Keep products in original package until used.
5.1 Procedure: Temperature check
 Products must be delivered into the restaurant walk-in freezer/fridge.

 Take temperatures of products immediately upon receipt
 Reject the product(s) if the temperature is not the required temperature range
 Store dry goods off the floor as soon as possible to minimise possible product or packaging
contamination/damage
 To ensure the quality of products, place the thermometer probe between two cases of each of the
following products:
o Item 1: WHOPPER® patties
o Item 3: French Fries
o Item 4: Lettuce
o Item 5: Shake/Soft Serve mix
6. Procedure: Pre- Requisites(vehicle)

 The supervisor should have the supporting order documentation to cross-reference with the delivery docket
provided.
 The products should be secured on the trucks with the use of security devices (load locks, load straps,
etc.) to prevent product shifting during transportation.
 Dust and dirt, rust, sharp edges, holes and vents should not be available on vehicle, its cleaning
and sanitization should ensure and ready for unload the product.
 Vehicle temperatures and other compliance should be recorded on the QIP Sheet.
 Data logger and strip curtain should available in the Vehicle, ensure trailer curtains are not torn, pinned
back or installed improperly.
 Take temperatures of chiller and freezer of the van. Use the warmest spot, which is usually near the door.
 1)Freezer temperature standard -18 ˚C to -23 ˚C.
 2)Chiller temperature standard 1-4˚C.
 The delivery driver will be responsible for recording the temperatures on the restaurant’s invoice for
the Restaurant Manager and for Distributor documentation.
 The driver is responsible to turn the trailer refrigerated unit off prior to opening the door for delivery and
immediately turn it back on after the delivery is completed. If the trailer is equipped with door sensors, the
driver is not required to turn the refrigerated unit on or off during stops.
 Ensure all products should have situated on pallets 6 inch off the floor and 2 inch away from the wall.
 When receiving a delivery, it suggested to remove the chilled product first then frozen and last dry product.
 Drivers must not throw or drop cases on / from the trailer during the delivery process.
 Drivers must stage all cases in the truck.
 No more than one dolly load of boxes may be staged outside of the truck at any one time.
 Distributors using trailers with lift gates are permitted to stage no more than one pallet outside of the trailer
at any one time.
 CRITICAL: Product on the pallet must be moved into the restaurant and into the appropriate
temperature zone immediately to restaurant.
7. Procedure: Chilled Product
 Evaluate the quality of products by odour, sight, and touch and reject unacceptable products. (ex- rotten,
infested, breakage, leaked, De- shaped, soggy or watery.
1
BURGER KING® FG -
 Take the temperature of minimum three chilled products (Cheese, dairy, Fresh Produce) by keeping probe
between 2 packet and then close the door of chiller compartment (check for cheese slice & Soft serve
milk).
 Then check Eggs with shells can be at a temp of 4° Celsius if it is above then the same to be rejected.
 Now Place foods in the proper storage area (chiller) quickly to avoid potential bacterial growth.
 Reject chilled foods that should be stored below 4° Celsius that are delivered above 4° Celsius and torn,
unsealed, crushed, or have evidence of damage or possible contamination.
 Then Check the “Best Before” date, expiration date (“Exp. Date”), or “Use by” date on each case upon
delivery and reject the product in deviation.
8. Procedure: Frozen Product
 Evaluate the quality of products and case by odour, sight, and touch and reject unacceptable products. (ex-
rotten, infested, breakage, leaked, De- shaped, soggy).
 Now Take the temperature of minimum three Frozen products (Meat, Fries, Baked Goods) by keeping
probe between 2 packet and then close the door of freezer compartment (Check for patty).
 Reject frozen foods that

should be stored
above -18° Celsius that are delivered below -18° Celsius and torn, unsealed, crushed, or have evidence of
damage or possible contamination.
 Inspect for dehydration, thawing and refreezing. White or grey areas indicate dehydration.
 Then Place foods in the proper storage area (freezer) quickly to avoid potential bacterial growth.
2
BURGER KING® FG -
 Excess ice crystals or frost build up indicates thawing and refreezing Check the “Best Before” date,
expiration date (“Exp. Date”), or “Use by” date on each case upon delivery and reject the product in
deviation.
9. Procedure: Vegetables (fresh produce)
 Evaluate the quality of products by odour, sight, and touch and reject unacceptable products. (ex- rotten,
infested, breakage, watery, Brownish, Wilted, non-vacuumed-cut lettuce).
 Take the temperature of product by keeping probe between 2 packet and then close the door of
chiller compartment (Check for lettuce).
 Reject the fresh produce that should be stored below 4° Celsius that are delivered above 4° Celsius and
torn, unsealed, crushed, or have evidence of damage or possible contamination.
 Check the “Best Before” date, expiration date (“Exp. Date”), or “Use by” date on each case upon
10. Procedure: Ambient (onions, sauces etc.)
 Check dry goods for leaks, flaws, or broken packages.

 Dry goods and case should be dry, free of mold and free of insects.
 If the packages are flawed, they should be rejected and put in a designated area for credit.
 Visually inspect cans or packets for leaks, dents, bulges, or other visible signs of damage.
 Notify a manager if a damaged can is found.
 Always separate chemicals from foods and store them separately.
 Proper dry storage temperatures are between 19º Celsius and 28º Celsius.
 Check the “Best Before” date, expiration date (“Exp. Date”), or “Use by” date on each case upon
11. Procedure: Packaging material
2
BURGER KING® FG -
 Reject cases that are torn, unsealed, crushed or have evidence of damage or possible contamination
 Paper Products: Check for discolouration, stains or damage (torn, crushed, wet, etc.)
12. Procedure: Expiration Check
 Check the “Best Before” date, expiration date (“Exp. Date”) or “Use By” date on each case upon delivery
 Reject any outdated cases or cases that cannot be used before the expiration date or “Use By” date
 A general shelf life guideline for products with short shelf life is: one-third (1/3) of a product’s shelf life is used
at the supplier’s facility, one-third (1/3) at the distributor’s facility and the last one-third (1/3) in-restaurant.
13. Procedure: Low sales volume inventory sharing
 When low-volume sales cause products to expire before being used at the restaurant, restaurants in
proximity to one another may want to share products
 Be sure vehicles used for transporting products are clean and able to maintain product temperatures
 Inspect all products upon arrival at the receiving restaurant for proper temperature and appearance.
Any product not meeting standards must be discarded and recorded as waste.
14. Guidelines: GRN/PO
 Verification of quantity & quality of the material at the time of receiving.

 All the copies of Invoices should be acknowledged with Goods Inward/Return Stamp only.
 All details of Stamp should be filled.
 Discrepancies (Short/Excess) should be mentioned on all copies of Invoices.
 GRN to be created by RGM only.
 GRN should be against the corresponding PO.
 Selection of correct vendor as per invoice, if PO is incorrect, needs to be modified.
 Capture correct invoice number while creating GRN (Matching with Physical Invoice).
 Selection of correct SKU code, Description and Unit of measurement (UOM) matching with invoice.
 GRN to be done for actual receipt quantity only.
 GRN to be done within 24 hours from the day of receipt of material.
 Separate GRN for each Invoice.
(ONE INVOICE = ONE GRN)
Any material returned to DC, acknowledgement is required on Goods Return Document.
Negative GRN should only be passed for Material Return and not for any correction.
Collect the Credit Note (CN) from the vendor for material returned within 3 days.
Any Correction in GRN request to be sent by Area Lead to Finance Team.
15. Don’ts
 Don’t acknowledge on invoices without counting /checking the material.

 Don’t delegate the GRN rights to Shift Manager.
 No GRN should be passed without the PO.
 Don’t accept the excess Quantity if received not mentioned in Invoice.
 Don’t select the wrong vendor name while passing the GRN.
2
BURGER KING® FG -
 Don’t pass the partial GRN or multiple GRN for the same invoice number.
 Don’t Club multiple invoices in single GRN.
 Don’t record the PO number in GRN in place of invoice number.
Don’t pass any Negative GRN for correction of GRN.
Veggies Offloading
Tomatoes Receiving Procedures
Objective: This document describes Tomatoes receiving procedure and the criteria for rejection of
tomatoes in Burger King Restaurants.
Use By Date:
 Shelf life /Use by dates are stamped / Pasted on all cases by
the manufacturer and they are determined by Our QA
department utilizing the scientific shelf life data.
Tools:
 QIP Sheet.
 Sanitized Calibrated Thermometer
 Tomato Grader
 BK Admin
Guidelines:
 Inspect the truck for cleanliness
 Temperature must be 1ᴼC to 29ᴼC
 Count the cases received to see if it matches the order and invoice.
 Store whole tomatoes in walk-in Chiller
 Tomatoes should be placed as close to chiller door as possible
Temperature of Tomatoes:
2
BURGER KING® FG -
 By using the sanitized and calibrated thermometer check the

temperature of the two different cases of tomatoes. Take the temperature
of tomatoes by Inserting probe in between two packets or In between two
tomatoes. if temperature is above 29ᴼC Reject the shipment.
Record the data in QIP sheet and in case of deviation please raised the incident Report.
Reporting for Quality and Size Deviation
 Any rejection of tomatoes due to size deviation or quality deviation should be

reported within 24 hours from the date of receipt of the Tomatoes.
 The store will open minimum 25% of the Cartons received for purpose of sampling eg: If
the store received anywhere between 1 to 4 cartons of tomatoes, they should open at
least one carton for purpose of sampling.
 The deviation in Size has to be checked by passing the tomatoes through a grader and
recording the findings in the BK Admin.
 Quality deviation is with visual inspection
 Only those deviations for size and quality which are recorded within 24 hours from the
date of receipt will be accepted for Credit purpose.
2
BURGER KING® FG -
 Deviations recorded post that will not be considered.
 The recorded deviation has to be supported by an incident report in the incident report
portal.
 Inform QA. QA department will take up the issue with respective supplier. Post
investigation credit or Replacement will be provided. Physical Qty of the product
is available in restaurant.
Do NOT DISCARD ANY TOMATOES till QA instructs the next course of action
Reporting for Worms in Tomatoes

 The store has to report all incidents in which worm/(s) has been found in the tomatoes
 The timelines for reporting the worm/(s) is till the last day of the shelf life as mentioned
on the carton or cases
 For E.g. Tomatoes has Manufacturing Date of 27.01.21 and Expiry Date of 04.02.21, in
this case any issue with regards to worm/(s) in tomatoes highlighted till 04.02.21 will be
considered.
 Only those deviations for worms that are reported with the timelines specified above will
be considered for Credit.
 Deviations recorded post that will not be considered.
 The recorded deviation has to be supported by an incident report in the incident report
portal.
 Inform QA. QA department will take up the issue with respective supplier.
Post investigation credit or Replacement will be provided
 Once the QA approves the deviation, the credit note should be for the entire lot
Note:- Do NOT DISCARD ANY TOMATOES till QA instructs the next course of
action.
Procedure to Check for Aging and Spoilage

 Check for indications of product ageing /Spoilage. Inspect ripeness, any damage.
Color Acceptability Chart for Tomatoes
Target product
40% of the sample size should be in this stage of ripening on the date of recipe
2
BURGER KING® FG -
Procedure to check the size of the Tomatoes:
 Use only Tomato Grader for determining size
 Rejection Criteria
 If any tomato passes through the smaller circle (53 mm) reject it
 If any tomato does not pass in the Larger circle (71 mm) reject it
Target Product Standard Size 57mm to 71mm

Min 90% tomatoes of the sample size should
Acceptable Criteria comply with Specifications
Whole Onion Receiving Procedures
 Unpeeled onions will be delivered at ambient temperature in sealed cartons.

 Count the cases received to see if it matches the order and invoice.
 Check shelf life given on label.
 Store unpeeled onion in dry and ambient temperature
Checking the quality of unpeeled onions
 Open at least 1-2 cartons
SIZE
 Use Onion grader tool.
 Pass onions though holes.
 If Onions are Passing through small hole (50MM) then reject that onions.
 If Onions are NOT Passing through Large hole (90MM) then reject that onions.
2
BURGER KING® FG -
No
te:
-
Du
rin
g spot check of cases must verify quality of onions as per below chart:-
Onion Acceptability Matrix
Comment Action
Criteria (Per Case)
Up to 4 pcs Defective Acceptable Use for regular
(Quality or Size Issue) operations
Up to 10 pcs Defective Conditionally Accept and use lot.
(Quality or Size Issue) Acceptable Raise Incidence report
on portal. Attach pics
12 or more defective pcs Reject Reject; Inform QA.
(Quality or Size Issue) Send the complaints
reporting protocol. Do
not discard. Stores will
receive credit for
rejected quantity
subject to physical
verification
2
BURGER KING® FG -
 Quality inspection of Onion to be done by sampling and reported (by raising Incident report
form) in case of deviation within 24 Hrs of receipt.
 Stores can raise incidence report in case of any observations during product shelf life along
with pictures. Deviation product MUST be retained at stores for investigation. Call QA for
assistance.
 In case of excessive defects observed during usage (more than 10%), calculate number of
onions with defects and report as incident report form along with pictures.
 Store unusable complaint product with proper identification e.g. batch number, date of
receipt and incidence form number and nature of complaint. Mark Clearly – DO NOT
USE. Discard at end of shelf life.
Buns Receiving & Usage SOP
2
BURGER KING® FG -
Check Buns for the following Characteristics: -

- Crown
• Uniform medium brown colour
• Extensive seed cover that is evenly distributed
- Symmetry
• Buns should be round, Not oval or irregular.
- Resiliency
• Buns crown should bounce back to original state when slight pressure is applied.
- Crumb
• Crumb should be light cream colour
• Close grain and no large air pockets.
- Split
• Specialty buns must have s surface split from end to end and centered on the crown.
2
BURGER KING® FG -
3
BURGER KING® FG -
3
BURGER KING® FG -
3
BURGER KING® FG -
3
BURGER KING® FG -
3
BURGER KING® FG -
3
BURGER KING® FG -
3
BURGER KING® FG -
SHIFT MANAGER ORIENTATION
● Induct you to the company’s journey, core values and vision

● Develop your understanding of what will be expected out of you in your new role as Shift Manager
● Learn and review some important skills and models that will help you as a new Shift Manager
● Gather key performance data and information about your restaurant to help you know
your restaurant better
● Induct you to various Shift IC Tools
3
BURGER KING® FG -
SHIFT MANAGER ORIENTATION

TRAINING PATH
● OVERVIEW…………………………………………………………………………………………………
● OBJECTIVES……………………………………………………………………………………………….
● RESOURCES………………………………………………………………………………………………
CHAPTER 1 Our History, culture and values

● BK history and Journey…………………………………………………………………………………
- BK core values................................................................................................Activity
● The great taste of Burger King………………………………………………………………………….
- ZEST............................................................................................................................ Activity
CHAPTER 2 Shift Manager
● Role of Shift Manager…………………………………………………………………………………….
- Expectations out of Shift Manager.................................................................Activity
CHAPTER 3 Leadership
- How to be a good leader...............................................................................Activity
● Communication………………………………………………………………………………………….
- Delegation................................................................................................................. ACTIVITY
● Feedback………………………………………………………………………………………………….
CHAPTER 4 Understanding my restaurant

● ACTIVITY- Scavenger Hunt……………………………………………………………………………
● ACTIVITY- My restaurant ………………………………………………………………………………
CHAPTER 5 Grooming
● Uniform and dress code ………………………………………………………………………………
● Grooming ……………………………………………………………………………………………….
● Personal Property……………………………………………………………………………………...
CHAPTER 6 Shift IC Tools

● PLS ………………………………………………………………………………………………………
● SOS Tracker …………………………………………………………………………………………….
● Positioning Guide ………………………………………………………………………………………
● Rush Ready Checklist …………………………………………………………………………………
● Half Hourly Sales Report ……………………………………………………………………………...
- Activity ………………………………………………………………………………………….
● Sales Formulae
- Activity ………………………………………………………………………………………….
- Self-assessment ……………………………………………………………………………...
3
BURGER KING® FG -
FG TRAINING ROADMAP

• Complete and sign-off the previous module
• Be a Foundation Trainee
• Have a CRT who will train and support you for understanding this Guide
3
BURGER KING® FG -
FG- OVERVIEW
As a shift manager, one of your roles is to become a brand ambassador of Burger King, promoting our
organization to the Crew and Guests. Understanding our rich history, vision and core values to grasp why
we stand for what we do.
OBJECTIVES
After completing this module, you will be able to:
CHAPTER 1
● Understand Burger King’s history
● Explain vision and values
CHAPTER 2
● Understand your new role as a Shift Manager
● Understand how you will be evaluated during the shift management training
CHAPTER 3
● Use people skills to improve management
● Display your capabilities as a Good Leader
● Learn the importance of communication and feedback
CHAPTER 4
● Know your restaurant better
CHAPTER 5
● Grooming and dress up basics
CHAPTER 6
● Understand different tools necessary for running smooth shift
● Induction to parameters of positioning, SOS tracker etc.
BK Resources
10. BK Link 2.0
11. Ops Manual (BK Link)
12. Tuneem
4
BURGER KING® FG -
SHIFT MANAGER ORIENTATION TRAINING PLAN
CHAPTER 1 Our 30 mins 15 mins
History, culture and
BK values
CHAPTER 2 Role of 30 mins 2 shifts 15 mins
Shift Manager
CHAPTER 3 30 mins 2 shifts 30 mins
Leadership
CHAPTER 4 30 mins 30 mins 30 mins
Understanding my
restaurant
CHAPTER 5 15 mins
Grooming
CHAPTER 6 Shift IC 1 hour 1 shift 30 mins
Tools



4
BURGER KING® FG -
CHAPTER 1: OUR STORY

Back to the beginning…
Who are we?

Burger King is the one of the largest Quick Service
Restaurant chain spread across 13,000 restaurants all
over the world, and visited by over 11 million Guests
daily. And they do so because our restaurants are
known for serving high-quality, great-tasting, and
affordable food.
Our Guarantee:
To ensure Guest satisfaction by consistently
delivering the highest standards of QSR to each
Guest every hour of the day, every day of the
year.
From a basic menu comprising of simple

Burger King was born in March 1954, in Florida
burgers, French fries, sodas and
USA when James McLamore and David Edgerton
milkshakes in 1954, Burger King has
took over the ailing chain Insta-Burger King.
come a long way today. The WHOPPER®
was introduced in 1957 and today it has
earned the tag of Burger King’s signature
burger.
Burger King’s Logo (1955-68)
Over the next half century, the company changed hands

four times, with its third set of owners, a partnership of
TPG Capital, Bain Capital, and Goldman Sachs Capital
Partners, taking it public in 2002. In late 2010, 3G
Capital of Brazil acquired a majority stake in Burger
King in a deal valued at US$3.26 billion. 3G, along
with partner Berkshire Hathaway, eventually merged
the company with Canadian- based donut chain Tim
Hortons.
4
BURGER KING® FG -
Walking down memory lane…
1954
Burger King Corporation is founded by
James McLamore and David Edgerton,
beginning the BK® legacy of flame-
broiled beef and commitment to quality
ingredients and friendly service.
1955
The King makes his debut on the sign of
the first BURGER KING® restaurant in
Miami, Florida, USA.
1957
BURGER KING® introduces its most
famous menu item, the original
WHOPPER® sandwich.
1960
The King is transformed into an animated
cartoon character for BK® television
advertisements, introducing children to
BURGER KING® with the famous slogan,
"BURGER KING®, Where Kids are king"
43
BURGER KING® FG -
1963
A BURGER KING® restaurant opens in Puerto Rico,
making it the first BK® located outside of the United
States.
1967
After eight years of privately operating its brand with
275 restaurant locations, Burger King Corporation
partners with the Pillsbury Company and begins a
rapid expansion across the United States.
1969
The original “Bun Halves” logo introduced.
1974
The HAVE IT YOUR WAY® marketing campaign
revolutionizes the fast food industry by encouraging
Guests to customize the ingredients of all BK®
sandwiches.
4
BURGER KING® FG -
Burger King Corporation expands across Europe

once Grand Metropolitan PLC acquires the Pillsbury
Company. This acquisition converts smaller
European burger chains into BURGER KING®
restaurants.
1994
Revised “Bun Halves” logo introduced.
1997
Grand Metropolitan PLC merges with Guinness &
Co. to form Diageo PLC. Marking the fifth largest
merger in history, Diageo PLC becomes a world
leader in branded food and drinks, moving Burger
King Corporation's ownership from the United States
to Europe.
4
BURGER KING® FG -
1999
The BURGER KING® "Bun Halves" logo is
redesigned and BURGER KING® restaurant
locations are given a fresh new look.
2002
American companies Texas Pacific Group, Bain
Capital Partners, and Goldman Sachs Capital Partners
purchase Burger King Corporation from Diageo PLC,
moving the company's ownership back to the United
States.
2006
Leaving the private sector, Burger King Corporation
becomes a publicly traded company. Traded as BKC
(NYSE)
4
3G Capital, a global multi-million-dollar investment
firm, purchases Burger King Corporation, making it a
privately-held company.
2012
Burger King is re-listed and becomes a
publicly traded company again. Traded as
BKW (NYSE)
2014
Burger King forms a Joint Venture with Everstone
Capital to enter India. The venture plans to invest
$100 million to set up 500 outlets in the country
over 7-10 years as a franchisee of Burger King.
2021-Back to Basics
Burger king removed the blue curve & shining buns
& changed to retro style logo & hence it was named
as “Back to Basics” which was used between 1994-
1999.
4
Feb’2022
Our Company name has been changed from Burger King India
Limited to Restaurant Brand Asia Limited.
Brand Positioning
To everyone who seeks easy, affordable, but great tasting

food BURGER KING® is the QSR Food Authority that invites
you to enjoy the Simple Pleasure of
Life.
All this because we are 100% committed to serving high

quality products that are flame-broiled, freshly prepared and
made for
YOU! And we have been doing so since 1954.
4
Our Values
BOLD: entrepreneurial, making smart, fast decisions around innovative ideas.
ACCOUNTABLE: achieving the targets we’ve set for ourselves and being responsible.
EMPOWERED: being charged to make a difference – as a team and in a sustainable

way.
MERITOCRATIC: a work environment that rewards high performance

and encourages growth.
FUN: working hard, playing hard and celebrating our culture
4
BURGER KING® FG -
1. What do you know about the history of BK India?
2. What are our core values?
1
BURGER KING® FG -
THE GREAT TASTE OF BURGER KING
2
BURGER KING® FG -
3
BURGER KING® FG -
4
BURGER KING® FG -
5
BURGER KING® FG -
ZEST
ZEALOUS
Make Them Feel Like They Are The ONLY One.
Awarding BK Bucks or real time money to crew who are seen following ZEST
ENERGETIC
Create a culture that makes employees go the extra mile naturally.
→ Clarify: Listen to your employees
→ Align: Give people purpose, not rules.
→ Reinforce: Be role models
→ Empowering: To give authority to do something
SMILING
Channel of gold!!
GEM /Managers/ Cashiers are empowered to hand out little gifts like coupons, free cravers,
cone etc.; they all are always taught to be fair.
THANKING
We Celebrate our Guests
Role Models – Everyone
Thank each other and Guests
6
BURGER KING® FG -
1. What do you understand by ZEST?
2. Give an example from your past 2 month’s experience where you were Humble to
a Guest.
7
BURGER KING® FG -
CHAPTER 2
JOB RESPONSIBILITIES OF SHIFT MANAGER
1. Employee Management: One of the main responsibilities of a shift leader in the burger king is
managing employees. The shift supervisor assigns tasks to kitchen and Guest service Team
member and makes sure they are doing them properly and efficiently. Shift leaders must provide
breaks to employees and ensure that the positions are covered as each worker rotates through. If
employees call in sick or fail to report to work, shift leaders must either find replacements or
reorganize the help on hand to make up for the missing labor. Should employees commit errors or
need to be reprimanded, the shift leader must either resolve the situation or alert the store
manager, depending on the situation.
2. Guest Service: The fast food industry is based on speed and quality, so one of the shift leader's
main duties is to ensure Guests are served quickly. The shift Leader must monitor the time Guests
are kept waiting and ensure that a certain time limit is not reached either in the drive-thru or in
the restaurant itself. Shift supervisors must also oversee the production of food and beverage
items to make sure employees are distributing food that is of the appropriate temperature and
quality.
3. Profitable shift management: Shift leader must maintain profitable shift, he/she must ensure that
Cashiers are doing the suggestive selling, up selling & Execution of POP labor optimization,
control the utility wastage (electricity, Gas & water) focus on sales trends so, Product level
system can be adjusted.
4. Cash Management: Shift leaders are in charge of opening and closing register drawers for
employees. They also count the currency in each drawer and create cash accountability reports.
Shift leaders might be required to make bank deposits and must be able to resolve currency
shortage or excess problems. Shift leaders are also responsible for safe or vault keys while on
duty.
5. REV Standards: Each restaurant must maintain a list of cleanliness and operation guidelines set
by APC (REV compliance) or local health inspection agency. Food Safety & BK standards are
8
BURGER KING® FG -
checked by the NSF, BK Brand Standards Team. Failure to meet their requirements might result
in
9
BURGER KING® FG -
fines or other penalties. In extreme cases, the restaurant might have to shut down until it makes
adequate changes to meet regulatory requirements. Shift leaders must observe employees to make
sure they are upholding these standards. They also must routinely check the store to ensure it meets
the agency’s code requirements.
6. Opening and Closing: The Shift manager is responsible for opening and closing the restaurant.
This includes physically locking and unlocking the doors and ensuring that alarm systems are
activated or deactivated. She/he is responsible for overseeing other employees to make sure that
the restaurant is properly stocked and ready to receive Guests at opening time. After the restaurant
closes, s/he oversees employees to make sure the restaurant is properly cleaned and ready for the
next shift.
7. Inventory: shift Leader may be required to take inventory of how many food items and restaurant
supplies are in stock. Post the daily inventory on NBO along with reported waste, troubleshoot
the variance. Also, Prepare the Purchase order. When the order arrives, she/he verifies that the
order was fulfilled correctly.
Making the transition to the management Team
When you are promoted to your new position as a Training Champion, your immediate challenge is to
build yourself as a Leader. You must not build a bossy attitude.
You must walk the talk, which means to show people that you’re doing what you want others to do.
Inspire your team by your behavior. Be prepared for new responsibilities and constructive feedback.
Once hired as a Shift Manager your focus should be on understanding Burger King’s systems in a more
wholesome manner. Make it a point to always respect your mates and making them feel at a place where
they are valued.
10
BURGER KING® FG -
PERFORMANCE EXPECTATIONS
As a Shift Manager, you are charged with owning four keys to our success:
1. Building an Exceptional Team

In order to deliver exceptional results, you’ll need to build a high-performing team.
● Encourage high-performing staff members
● create an environment in which people want to work
● Give clear and actionable feedback that helps people get better and better at what they do
(including meaningful praise and candid discussion of what they could do better).
● Address performance issues immediately and take actions against staff members who aren’t performing at
a high level.
2. Setting Vision and Goals

To deliver exceptional results, we need everyone aligned about what success looks like and how we’ll know it when
we see it. That means that you should:
● Establish, with your staff, clear outcome-based goals capturing what success looks like for your team
and for individual staff members, and ensure that plans are in place for meeting those goals.
● Draw clear lines from the work of your team and individual staff members to the big priorities
● Ensure that goals truly drive the day-to-day work of your team.
3. Managing Execution
In order to ensure that goals are translated into action and lead to results, you’ll need strong day-today management
practices. That means you should:
● Monitor progress on a regular basis, ensuring that corrections are made as needed.
● In assigning tasks, tell the staff members clearly about what you want to achieve.
● Stay engaged over the course of the work: Check in, review and see how work is progressing
● Debrief work once it’s done in order to draw lessons and hold staff members accountable for results.
4. Being an Organizational Leader

As a Shift Manager, you’re part of our leadership team. That means that you should:
● Be an example of our core values throughout your work.

● Raise issues and questions (and bringing solutions when you can).
● Make decisions with openness and fairness, seeking staff input whenever possible.
● Keep staff members informed about the organization and involve staff into decision making process
● Operate from the perspective of what makes sense for Burger King, rather than just for your own team.
11
BURGER KING® FG -
4 Platforms
Hot & Fresh

We are
Clean & Safe
Create a culture that makes employees go the extra mile naturally.
→ Clarify: Listen to your employees
→ Align: Give people purpose, not rules.
→ Reinforce: Be role models
→ Empowering: To give authority to do something
Fast & Friendly

Channel of gold!!
GEM /Managers/ Cashiers are empowered to hand out little gifts like coupons, free cravers,
cone etc.; they all are always taught to be fair.
Cost & Control

We Celebrate our Guests
Role Models – Everyone
Thank each other and Guests
12
BURGER KING® FG -
Tell us how you made a difference on the following parameters; by

stating some examples from your recent experience -
1. Delivering HOT and FRESH food to every Guest
2. Ensuring FAST and FRIENDLY service to Guests
3. Ensuring CLEAN and SAFE environment to our guests
13
BURGER KING® FG -
4. Achieving COST and CONTROL in your previous shift
14
BURGER KING® FG -
CHAPTER 3: Leadership and Communication

How to be a good leader?
Confidence
Adaptability
Trainer
LEADERSHIP
Integrity QUALITIES Role Model
and
Honesty
Motivation Effective Communicator

and
Enthusiasm
1. Confidence
- A belief in your ability to meet most challenges that come your way.
- A strong sense of where you are going as a person
15
BURGER KING® FG -
2. Role Model
- Respect your peers and staff
- Your staff should have the highest regards for you in terms of
~ Knowledge- Basics /Shift running/reports
~ Grooming
~ Diffusing situations
- Praise them where appropriate
- Provide them with helpful feedback
- Build capabilities in your team-Motivate them to do their best.
- Belief in their abilities- trust -Delegation
3. Adaptability
- A willingness to be flexible
- Respond quickly and effectively to changing circumstances
- The ability to put that learning into practice.
- An ability to interact and work harmoniously with others
4. Enthusiasm
- A lively interest in the people, issues and events around you
- A feeling of excitement about the possibilities,
- Making your team enthusiastic about their work
5. Integrity
- A strong sense of "what is right"
- Demonstration of ethical practices that sets the tone for others.
- A commitment to teaching by example
6. Effective Communicator
- Good Listener :A willingness and ability to listen to others
- Understand the thoughts, ideas and concerns of others
- Clearly communicate your own thought.
7. Trainer
- Knowledge on all the basics- food safety, Shift running, Reports etc
- Knowledge of all the processes and procedures
- Ability to impart this knowledge to the Crew/RAP Candidates/Foundation trainees
- Encourage the trainees- Crew/RAP Candidates/Foundation trainees
- Ability to find out the underperforming candidates in training and highlight them to the
REMs/Area leads
16
BURGER KING® FG -
1. What are Crew’s expectations from Shift Manager?
2. Discuss your thoughts from above with your Coach REM and ask
his thoughts. Compare and analyze.
17
BURGER KING® FG -
COMMUNICATION
Satisfactory upward and downward communication is essential because it closes the

gap between a manager and team members by increasing the levels of trust, support,
and the frequency of their interactions.
Most of communication with members is finding a way to relate with them. You may be
the manager, but you still need to make an effort to give them what they need in
conversation. The more you think about their needs, the more they'll work to help you
achieve your goals.
Upward Communication Downward Communication
Transmitting information from the bottom levels of Orders being

an to the given from
top levels, managers
member to members
to manager.
It includes judgments, estimations, propositions, complaints,

These orders
grievance,
can be for
appeals,
Implementation
reports, etc.
of goals
18
BURGER KING® FG -
DELEGATION
Delegation is the assignment of any authority to another person (from a manager to a Team
member) to carry out specific activities. As a Shift IC you cannot do every task in the
restaurant yourself, thus it is very important to understand how to delegate responsibilities
to your subordinates in the most efficient manner.
MANAGING THROUGH OTHERS

A key part on your reaction of the problem is how to decide who will do what task and at
what time. For this, decision making model as discussed earlier will be helpful. But, as a
last step you need to communicate who will perform the task as you prioritized. For this
you must DELEGATE. By delegation you not only ensure efficiency but you also build
trust with the team.
A manager who assigns work to others will do more and be able to handle more situations.
If you are too busy with smaller problems, you will not be able to give major problems
your full attention when they occur.
Work through your team. Match skills with job needs. While you are taking action to solve
the highest-priority problem, they can be working on other problems.
Always follow up with your crew to:

▪ Make sure the problem has been solved.
▪ Find out why it happened.
▪ Gather facts so that you can take future action to prevent the problem from recurring.
19
BURGER KING® FG -
1. State some tasks that have been delegated to you by your RGM.
2. As a Shift Manager what points will you keep in mind before

delegating responsibilities to your Team?
3. What tasks will you keep to yourself rather than delegate?
20
BURGER KING® FG -
4. Give an example of a wrong Delegation. Do you think it is difficult

to delegate, why?
21
BURGER KING® FG -
Feedback
Why is Feedback important?
▪ To improve
▪ To build trust
▪ To work in unison
▪ To increase efficiency
When to give feedback?

When good work, successful projects, and resourceful behavior deserve to be recognized
When the likelihood of improving a person’s skills is high, because the opportunity to use those skills
again is important
When the person is already expecting feedback, either because a feedback CHAPTER was scheduled in
advance or because she knows that you observed the behavior
When a problem cannot be ignored
again is important
again is important
▪ When good work, successful projects, and resourceful behavior deserve to be recognized
▪ When the likelihood of improving a person’s skills is high, because the opportunity to use
those skills again is important
▪ When the person is already expecting feedback, either because a feedback session was
sched•uled in advance or because she knows that you observed the behavior
▪ When a problem cannot be ignored
When not to give feedback?

▪ When you do not have all the information about a given incident
▪ When the only feedback you can offer concerns factors that the recipient cannot easily change
or control
22
BURGER KING® FG -
▪ When the person who needs the feedback appears to be highly emotional or especially
vulnerable immediately after a difﬁcult event
▪ When you do not have the time or the patience to deliver the feedback in a calm and
thorough manner,
▪ When the feedback is based on your personal preference, not a need for more effective behavior
Information
specific, issue- An opinion,
focused and based judgment or
on observations negative statement
about the person’s
behavior
CONSTRUCTIVE NEGATIVE
NO FEEDBACK POSITIVE
No feedback on a
person’s behavior Positive
statements about a
person’s behavior
23
BURGER KING® FG -
1. During the peak hours, you find a member of your team sitting in the
staff room idle playing games on their phone. How do you give them a
feedback, without arousing passive aggression in them?
24
BURGER KING® FG -
CHAPTER 4: UNDERSTANDING YOUR RESTAURANT
1. Your Restaurant is?

- Company Owned
- Franchise Owned
2. How many people work with you in your restaurant?
3. Operation Hours are to

4. How many people open your restaurant?
5. The opening shift is from to

6. The closing shift is from to
7. How many people close the shift in your restaurant?
8. Are there any Foundation Trainees in your restaurant?
9. How many transactions does your restaurant make on an average?

- During Lunch peak time
- During Dinner peak time
10. Seating capacity of your restaurant
11. Safety equipment :

- Number of fire extinguishers
- Where are the other safety gears kept?
- ANSUL System is located at
- GLD System is located at
12. List of crew members who have been working at your restaurant for more than a year
25
BURGER KING® FG -
13. Find out 3 regular Guests of your restaurant and their favorite item from the menu
14. List 5 certified Team Members
15. Name the equipment and their model number
Name Model No.

Broiler
Fryer
Toaster
Shake /Sundae Machine
Griller
Egg Cooker
PHU
26
BURGER KING® FG -
RESTAURANT HEALTH CARD
Measure Actual data Search the relevant source

YTD Sale
Current month Sales ADS
Current month SSSG
Weekly peak: (day/ day part)
Lean day
Previous month Number of incident reports
Previous month COGS %
Previous month COL %
Crew Attrition %
How many training champions in store
Number of WHOPPER®s sold in previous
month
Previous month LTO AUV
Previous round REV score
Previous quarter finance audit score
Ask your CRT to explain these measures.
27
BURGER KING® FG -
CHAPTER 5: GROOMING
Uniform & Dress Code

Upon joining, you will be provided with 2 sets of uniform which consists of
Shirt/ Trouser/ Cap.
For Team members only - a refundable deposit of Rs.1500/- will be deducted from your
salary in 3 equal installments. This amount will be refunded/ re-credited in your 6th,
7th and 8th month with the organisation.
You must change into your uniform as soon as you report in to work. You must not be
seen at the front desk or in the kitchen in your casual clothes at any time.
During breaks if you are required to step out of the restaurant for any approved reasons,
then you must make sure to change out of uniform and into your casual clothes.
Similarly, when leaving the restaurant at the end of your shift, you must not be wearing
any item of the uniform kit.
Name Tags
A name tag will be issued to you, which will display your first name. This name tag
should be worn on the upper left hand corner of your T-shirt. It must be visible to the
Guest and must not be drooping or put on shabbily. Remember to carry and wear your
name tag with you every day.
Grooming
All members will undergo a detailed induction upon joining, highlighting Burger
King’s acceptable standards of grooming pertaining to appearance, uniform and
personal conduct. You are to bear the norms in mind and abide by them at all times
when you are working in the restaurant.
Failure to follow the pre-set guidelines and norms will count as indiscipline and will be
handled appropriately.
Elements of Grooming
● Clean Hands and Fingers
● Clean Teeth
28
BURGER KING® FG -
● Clean and tidy Uniform

● Clean Apron
● Clean Shoes
● Hair neatly tied and covered
● Facial Hair neatly covered ( Male Staff)
● All staff on the POS
Manager-Male Manager-Female
29
BURGER KING® FG -
GEM-Male GEM-Female
MALE – BEARD
Facial hair
gelled and held
in a net
30
BURGER KING® FG -
Personal Property
Wherever possible a locker will be allotted to every individual working in the restaurant.
This is to store your personal belongings such as clothes, mobile phone or wallet while you
are working on the shift. You will be required to lock the locker while on duty and empty it
before you leave.
As a policy we encourage you not to carry expensive items such as electronics,

mobiles, music players, jewelry, excessive cash etc. The management of Burger King
will not be liable for any loss of property on its premises.
No smoking
All our restaurants and offices are ‘No Smoking’ premises.
In case you do need to smoke you must go out of the restaurant premises. Make sure
you are not wearing any element of the Burger King uniform when you leave the
premises in order to smoke.
When you return ensure that you have washed and cleaned your hands with soap and water.
Use a mouthwash to get rid of the smell of smoke from your mouth.
No Alcohol
You will not use or be in possession or under influence of alcohol or illegal drugs or any
other controlled/ prohibited substance/ material in the work place on the job or during
working hours.
In case you need to use/ possess any such substance under medical prescription, then
you shall immediately inform your Manager and HR representative.
31
BURGER KING® FG -
CHAPTER 6: SHIFT IC TOOLS

Product Level System
Method for Anticipating Business and Managing Production based on Past
Consumer Trends
• Helps a Manager communicate directions to Crew
• Allows a manager to prepare enough product for peak periods
• Allows a Manager to use past sales trends
• Helps Manager’s overall shift control (6 P’S)
The main purpose of PLS

• Designed to maintain efficient and profitable operations throughout the day
• For the update of stock level and production schedule
• Controlling of high waste
• Improvement of Speed of Service
• Ensure product quality
WHAT ARE THE POTENTIAL CONSEQUENCES OF NOT USING

PRODUCT LEVEL SYSTEM?
1. Slow Speed of Service
2. Poor quality of the product
3. High wastage
Components of PLS
❑ PRODUCTION CHART
✔ Batch Cooking- An amount of product equal to the holding capacity of the
equipment.
✔ Production Coordinator- replaces the broiler position and responsible for cooking all
products and maintains proper product amount in PHU
✔ Production Schedule- schedule representing daily cooked product needs broken
down into half hour cooking cycle
32
BURGER KING® FG -
FRIED PRODUCTION CHART
BROILER PRODUCTION CHART
33
BURGER KING® FG -
❑ HEAT CHUTE CHART

✔ Helps to maintain Burger on the heat chute which helps in faster SOS.
❑ Thaw CHART
✔ Helps in removing thawing ingredients for next day use in morning (kheema ,
Tandoori )
34
BURGER KING® FG -
 CONDIMENT CHART
✔ This help in knowing the amount of prep required for set of time
✔ This help in availability of condiment at right time in right quantity.
✔ Help reduce wastage of Condiment
35
BURGER KING® FG -
SOS TRACKER
36
BURGER KING® FG -
POSITIONING GUIDE
37
BURGER KING® FG -
Rush Ready Checklist
38
BURGER KING® FG -
HALF HOURLY SALES SHEET
39
BURGER KING® FG -
1. What is meant by rush hour? How do you prepare yourself for rush period?
2. What is PLS? What are possible consequences of not using PLS?
3. What data is recorded in the SOS tracker?
40
BURGER KING® FG -
4. What is Half Hourly Sales Report?
5. Why should you follow the positioning guide?
41
BURGER KING® FG -
Sales Formulae
S Parameter Definition Formula
No
1 YTD Year Till Date Sale from 1st April to yesterday sale of the
year
2 MTD Month Till Sale from 1st of the month to yesterday sale
Date
3 ADS Average Daily Tolat sale / Total no of days
Sale
4 APC Average Per Total Sale / Total Transaction
Check
5 ADT Average Daily Total Transaction / Total No of days
Transaction
6 AUV Average Unit Total No of unit sold / Total no of day
Value
7 SSSG Same Store (This year sale - Last year sale) / Last year
Sales Growth sale * 100
8 SSTG Same Store (This year Transaction - Last year
Transaction Transaction) / Last year Transaction * 100
Growth
9 Combo Conversion Contribution % Total no of combo sold / Total no of burgers
Combo sold * 100
10 COGS % Cost of goods (Beverage Cost + Condiments Cost + Food
sold % Cost + Packaging Cost + Non Receipe Cost +
Recorded Wastage Cost + Missing Wastage
Cost + Distribution Cost) / Net Sale * 100
10 COL % (Crew) Cost of Labour (Total no of hours worked in a month * Per
% hour CTC) / Net Sale
11 Crew Attrition % Average Team Member Left / Average Team
* 100
11 Attrition Average Team Member Left / Average Team
* 100
42
BURGER KING® FG -
12 Base Level 2 Half Hourly Highest sale of the day / Six
13 Level Calculation for Projected half hourly sale * 2 / Base Level

next half hour ( If sale
trend is in positive)
14 Level Calculation for Actual half hourly sale for previous hour *2 /
next half hour ( If sale Base Level
trend is in negative from
past 90 Minutes)
15 Difference Trend (Actual half hourly sale - Projected half
hourly sale) / Projected half hourly sale * 100
16 SMG Calculation 5 - (3+2+1) / Total Feedback
17 GSI Calculation OSAT+ Google Reviews+ Delivery Ratings
43
BURGER KING® FG -
1. What is meant by AUV? How do you calculate it?
2. What is COGS% and how is it calculated?
3. How to do Level calculation for next half hour in both positive

and negative sales trend?
44
BURGER KING® FG -
SELF- ASSESSMENT
1. What is our Vision?
2. What is BK Guarantee?
3. BK CORE VALUES
4. Describe the 3H of BK.
5. Where was our first restaurant in India?
45
BURGER KING® FG -
6. Our signature products
7. Your Key Job responsibilities as a Shift Manager
8. What are the basic leadership qualities that you must possess to be a successful Shift Manager?
9. Define Performance assessment criteria for you to become a shift manager.
10. What is the importance of PLS?
46
BURGER KING® FG -
11. \What are the components of PLS?
12. What is the Condiment chart about?
13. How do you calculate SSSG?
14. What is the formula to calculate attrition?
47
BURGER KING® FG -
48
BURGER KING® FG -
SHIFT MANAGEMENT

● Utilize the shift management process to meet desired business results in your restaurant
● Understand Profitability and cash management
● Inform you about safety and security guidelines
● Learn about calibration process for various equipment
49
BURGER KING® FG -
SHIFT MANAGEMENT TRAINING PLAN
CHAPTER 1 Introduction to Shift Management

● Shift Management Process
● Pre-shift Processes
● Implementation of the Plan
- ACTIVITY
CHAPTER 2 Profitability and Cost Control

● Profitability
- ACTIVITY
● Waste Control and Yield
- ACTIVITY
● Labour
- ACTIVITY
CHAPTER 3 Ensuring Food Safety

● Food safety
● Zero tolerance standards
- ACTIVITY
CHAPTER 4 Crisis/Compliance
● Safety in the Restaurant
● Security in the Restaurant
● HACCP
- ACTIVITY
CHAPTER 5 Inventory Counting and Feeding

• Inventory
- ACTIVITY
• Creation of purchase order
- ACTIVITY
• Material Returned
- ACTIVITY
• Transfer in and out procedure
- ACTIVITY
• Wastage and spoilage
- ACTIVITY
CHAPTER 6 Equipment Calibration

● Cook-out Procedure
● Polar meter
50
BURGER KING® FG -
● Calibration Process
● Atkins® Calibration process
● Perishable stock receiving process
- ACTIVITY
- Foundation: Closing shift management
- Foundation: Opening shift management
- Self-Assessment
51
BURGER KING® FG -
FG TRAINING ROADMAP
The roadmap below shows the path you should follow to become a successful Shift
Manager

• Practice Shift Running (Open and Close) under your CRT
• Prep your final Shift Certification
52
BURGER KING® FG -
FG- OVERVIEW
The Shift Manager’s role is very important in the restaurant. You will be responsible for the business
results of each shift, overseeing product, equipment, and people; and delivering fast, accurate, and friendly
service.
This module focuses on the core skills needed for excellent Shift Management.
OBJECTIVES
After completing this module you will be able to:
CHAPTER 1
● Understand about the shift management process
● Understand about various tasks to be performed pre, during and post the shift
● Know How to be mentally prepared before every shift
CHAPTER 2
● Understand the elements to increase restaurant profitability
● Cost and waste Controlling
CHAPTER 3
● Ensure food safety
● Understand the Zero tolerance standards
CHAPTER 4
● Understand about security procedures and policies in the restaurant
● Get an introduction to HACCP
CHAPTER 5
• Understand Inventory counting and feeding processes
• Reduce wastage and spoilage
CHAPTER 6
● Know equipment basics
● Learn about equipment and their calibration processes
BK Resources
✔ BK Link
✔ Ops Manual
✔ Food safety Guide
✔ Shift Certification tools
53
BURGER KING® FG -
SHIFT MANAGEMENT TRAINING PLAN
CHAPTER Time off On- Job- Coach Planned Actual CRT-Inputs

the floor Training time completion completion
Date date
CHAPTER 1 2 hours 1 shift 30 mins

Introduction to Shift
Management
CHAPTER 2 2 hours 1 shift 30 mins

Profitability and Cost
Control
CHAPTER 3 Ensuring 1 hour 5 shifts 30 mins

Food Safety
CHAPTER 4 Crisis/ 2 hours 5 shifts 30 mins

Compliance
CHAPTER 5 Inventory 2 hours 10 shifts 30 mins

feeding and counting
CHAPTER 6 2 hours 4 shifts 30 mins

Equipment calibration

I, (CRT) have verified that has successfully

completed all lessons and activities in this module.
Date : Signature (CRT):

Date : Signature (ARL/RSL):
54
BURGER KING® FG -
CHAPTER 1: Introduction to Shift Management

As a Shift Coordinator you will be supported with the tools and training needed to succeed
in our dynamic organization. Shift managers direct the team members through their daily
routines and interact with Guests to make sure that they have a satisfactory experience.
The Shift Coordinator is responsible for restaurant operations during assigned shifts, when
the upper management is not present.
Responsibilities:
✔ Provide guidance and training to crew members during shift
✔ Direct efficient and accurate preparation of products
✔ Ensure Guest satisfaction
✔ Ensure Guests have it their way
As the shift manager, you are responsible for the business results of your shift. In addition to
managing people, equipment, and product for fast, accurate, and friendly service, you now
will manage for profitability.
You will use this guide to assess your performance as you learn and practice managing the
shift. This same guide will be used to verify your performance as a shift manager.
As you train to manage the entire shift, you will apply people skills you learned to
coordinate people and restaurant operations in all areas.
55
BURGER KING® FG -
SHIFT MANAGEMENT PROCESS

The process of shift management includes three basic steps of which help in execution for
desired result-
1. Pre- Shift Plan: The first step starts 24 hours before your shift starts, so that you get
ample of time to plan and communicate to your team about the plan.
2. Implementation of the plan: The second step is to implement the plan on shift.
On shift you also need to assess if you have a plan which is working out or not.
3. Post- Shift Analysis & follow up: Third step is very crucial in terms of assessing
yourself and your team on the overall performance of the shift. Remember-
“Good result may not always mean that the plan worked”.
SHIFT MANAGE R
CERTIFIED MANAGER WITH 10 BADGES IN BK LINK & SERSAVE CE
24 HOURS PRIOR TO THE

SHIFT
Review Review sales Create & Check stock

schedule for projections/ review PLS availability for
the next day/ GC Patterns for next day the sales
complete projected
PPG
56
BURGER KING® FG -
PRE SHIFT
PLAN
In case of closing MOD, discuss with morning MOD to

Observe exterior cleanliness Check mails Complete AM/ PM Identify shift priorities
checklist genuinely
Day before shift

- Prepare crew positioning
- Split order taking and cashier
- Position for the entire shift
• Communicate with previous shift manager about problems/issues.
• Complete pre-shift travel path and Pre-Shift Checklist
• Address people, equipment, product issues from pre-shift travel path and checklist
- People: Adjust positioning based on sales trends and crew availability
- People: Review shift training plan
- Equipment: Troubleshoot as needed
- Product: Stock for 24/2
• Set and communicate shift targets
57
BURGER KING® FG -
TRAVEL PATHS
Travel path help you stay proactive & empower you to make positive things happen in your
shift. You will discover problems before your Guests do. Many things that go wrong on a
shift can be prevented by performing travel path throughout the day.
As you do a travel path, ask yourself:
- What items need immediate attention?
- What items can I delegate to my team?
- What items do I need to escalate to my RGM?
Travel path give you opportunity to:

⮚ Interact with team member & guest.
⮚ Monitor operations to ensure a superior guest experience
⮚ Provide training, feedback, and praise to your team member
⮚ Follow up on assigned task/ duties.
⮚ Ensure food safety & follow proper procedures.
58
BURGER KING® FG -
Prioritizing Your Travel Paths

These tips will help you become a Travel Path expert:
● Start with a thorough Travel Path at the beginning of your shift and build from there.
● Always be in Travel Path mode – You don’t have to wait until that hour mark to do
a full Travel Path. Be on a continuous Travel Path throughout your shift.
● Relay on visual cues. For example, a few trays on the bin housing in the dining
room are an indication that Guests may have just finished eating – check out the
dining room.
● Break your Travel Path into manageable “chunks.” If you have 3 minutes, use them
to quickly check out one area. (Guest perception areas are a top priority.)
● Prioritize – not everything on the Travel Path has to be checked every time.
However, some things need to be checked continuously. It’s important to know the
difference
DEEP DIVE TRAVEL PATHS

● Deals with overall view of Outlet.
● Better to carry a to-do book and note all points.
● Prioritize and plan the task
59
BURGER KING® FG -
60
BURGER KING® FG -
61
BURGER KING® FG -
62
BURGER KING® FG -
63
BURGER KING® FG -
1. What are the tools required for Pre-shift?
2. When should Pre-shift processes be completed?
3. What is meant by prioritizing Table Touch?
64
BURGER KING® FG -
DURING SHIFT
POST- SHIFT HANDOVER/ CHANGEOVER
65
BURGER KING® FG -
SHIFT MANAGEMENT PROCESS
66
BURGER KING® FG -
DECISION MAKING MODEL

During your pre-shift travel path you use the decision making process to prioritize issues
1. OBSERVE- Observe during your travel paths to identify problems

2. PRIORITISE- You will have to prioritize if more than one problem exists
a. Food Safety
b. Health safety
c. Operational Hurdles
d. Restaurant appearance
3. DECIDE- Who and how will the problem will be taken care
4. COMMUNICATE- Tell others the action you want to take
67
BURGER KING® FG -
KEY POINTS INDICATING A WELL RUN SHIFT

● Manager visible on floor and actively managing by observing operational hurdles
● AM/ PM checklist used and done genuinely
● Crew are positioned according to PPG and stay in place
● Team is aware of shift targets and Guest feedback levels
● Performing team members rewarded
● No food safety violations observed/ shift is in compliance with Global REV standards
● Guest recovery process is used whenever necessary and guest interaction is visible
● Travel path is taken every hour, and action is taken on any feedback/ findings
● Table touches happening and actions are taken on the feedbacks received.
68
BURGER KING® FG -
1. What is the procedure to handover a shift?
2. What indicates a well-run shift?
3. How should you make decisions?
69
BURGER KING® FG -
MANAGING THE SHIFT/ IMPLEMENTATION OF PLAN
“If you don’t know where you’re going, every road will get you nowhere.”
The coordination between people, product & equipment and supplies is to be ensured for
smooth, consistent & profitable operations.
70
BURGER KING® FG -
STEPS TO FOLLOW TO RUN A SMOOTH SHIFT

MONITOR PROGRESS TOWARDS THE TARGET
● Conduct a travel path every 30 minutes and make decisions as appropriate
● Manage by observation
● Maintain positioning as planned
ACES IN PLACE
STAYS IN PLACE
MANAGE THROUGH
OTHERS
● Give clear direction and follow up
● Provide specific and constructive feedbacks
● Observed SOP’s give feedback wherever necessary
● Work through team leaders & buddy
trainers ENSURE SERVICE QUALITY AND
SPEED
● Model hospitality behaviors
● Observe and correct service procedures
● Flex- in & Flex Out efficiently
ENSURE GUEST SATISFACTION
● Respond to Guest feedback in a positive way
● Seek Guest feedback as appropriate
● Use last whenever and wherever necessary
ENSURE FOOD SAFETY
● Complete AM/ PM checklist in BK link genuinely
● Run shift as per Global REV standards throughout
● Monitor proper food handling and preparation procedures
ENSURE FOOD QUALITY

● Maintain PLS levels
● Stick to holding times for all products
● Observe and correct procedures
ENSURE CLEANLINESS
● All areas of the restaurant are clean, sanitized and clutter free.
● Outside Car Park is clean and free of debris.
71
BURGER KING® FG -
MAINTAIN SAFE AND SECURE
ENVIRONMENT
72
BURGER KING® FG -
● Follow opening procedures.

● Follow closing procedures.
● Follow restaurant safety and security procedures.
● Follow cash security procedures.
BUILDING EMPLOYEE ENGAGEMENT

● Encourage teamwork.
● Maintain a fun environment.
● Communicate progress towards targets and goals.
● Monitor execution of training plan
73
BURGER KING® FG -
1 Write down the Shift Manager Tools mentioned over the KING Board.
2 Write down the Cook-out Products, which are mentioned in the BK Link Log.
74
BURGER KING® FG -
CHAPTER 2: Profitability and Cost Control

PROFITABLE SHIFT MANAGEMENT
One of the most important aspects of shift management is making your shift profitable. You
need to ensure that cost and controls are always on your mind while working. Following is
the activity that you need to go through the same in your restaurants.
1 Login to TUNEEM and fetch the process note regarding inventory troubleshooting,
- Finance process note,
- New guidelines for GRN,
- BK ordering system,
- Store Purchase Order (other than raw material),
- New GRN guideline for FCDP
75
BURGER KING® FG -
In addition to this you need to sit with the CRT for understanding the same. You need to
have practical knowledge to execute this independently.
76
BURGER KING® FG -
FOOD WASTE
Food waste can be defined as any food which is not acceptable to serve to the guest. This
includes any product like buns, patties, condiments even packaging articles. Whether the
product is ready to serve or is still raw, if the quality or safety is compromised then the same
product can be recorded for waste.
There could be various reasons for wastage in your restaurants, some of them are
mentioned below-
● Broken/ malfunctioning equipment

Any equipment which serve you to store/ prepare the product at a certain temperature like
patties & veggies, may lead to wastage of the product. This type of waste is called raw
waste.
● Overstocking, causing product to expire before it can be used.

Most of the products are prepped before they go on boards for final assembly. In this case if
sale projections are incorrect and are too high, this will lead to products exceeding their
food safety time limitations causing wastage
● Overproduction of products in PHU

Not maintaining products as per PLS in PHU or creating wrong PLS with incorrect sales
projections will also cause products to be discarded before it is used. It is extremely
important to take correct sales projections and product mix while creating PLS and ensuring
that the team in kitchen adheres to it.
Team training
Team training plays an important role in wastage control. It is important to ensure that the
team is trained on procedures of restaurant like execution PLS, correct recipes and builds.
77
BURGER KING® FG -
YIELD
Yield is the number of servings recommended from a given amount of product that gives
Guests a high value. Each product has a recommended yield target. If a product falls outside
the yield target range, the balance between Guest satisfaction and profitability is not
optimized. If the yield for a product is too low, product is being wasted. Some causes of low
yields are:
● Frozen fries that are not handled carefully.
● An overfilled bag of fries.
● Improper ice levels in cups.
If the yield for a product is too high, the Guest is not receiving a full serving or a quality
product. Examples of how high yields can occur include:
• Partially filled bags of fries.
• Too little ketchup on hamburgers.
• Drinks not filled to the top.
If the yield is not controlled, it can lead to Guest dissatisfaction and adversely affect
profitability. Yields are affected by:
→ Handling of raw product. Make sure cases are properly handled during deliveries and
when stocking up.
→ Cases that are dropped or crushed can ruin product, which then has to be thrown
away. Avoid product waste by scraping and emptying all products that come in
containers.
→ Equipment setup and calibration. Follow up on equipment setup while opening shifts,
and complete the assigned daily and weekly calibrations. Failure to do so could result
in product waste. For example, if calibrations on the drink tower are not done, cups
will either overflow or not be completely filled.
→ Improper procedures. Improper handling of product, cooking, and preparation can
reduce yield quantities or reduce product quality.
LABOUR
Balancing between profitability and Guest satisfaction is important for our business.
One cannot just thoughtlessly add manpower for impressive service and you cannot cut
down manpower and scapegoat impressive service to achieve low labor cost.
During your shift it is very important and is your responsibility to man your shift with
correct number of people for the volume projected for the day. If you plan less people on
your shift you will compromise service which in turn will lead to guest dissatisfaction and
78
BURGER KING® FG -
concerns. On the other hand, if you plan more people than required you end up losing
efficiency of your team and increase cost for the same.
You must also keep in mind that your manpower control decisions will make great impact
on your team performance. If you are constantly short staffed your team might feel over
worked. This will make your restaurant mess desirable place to visit for the guest and
employees. Employee commitment, moral, job satisfaction and retention can be adversely
affected by this and will ultimately impact sale adversely.
MAKING ADJUSTMENTS TO YOUR LABOR

As you manage the shift, you should monitor what is your actual vs projected sales are.
Do you see in the restaurant what was projected? Is your manpower in lieu with the sales,
or there is a shift in sales trends which has caused the manpower to go less or more?
If you find yourself running a shift which is understaffed, you may need to call an extra
team member or need to ask a crew to stay back. As you adjust, keep the following in your
mind:
● Extending shifts may require extra break
● Do not tell crew; ask crew to stay back
● Always document any changes made to schedules. (your matrix device should
capture the same)
● Ensure all decisions made are in line with regulatory compliances
79
BURGER KING® FG -
1 What do you do if your shift is just over but there’s a sudden rush in the restaurant and the
next shift members are still not assembled at the stations?
80
BURGER KING® FG -
CHAPTER 3: Food Safety
1 What is a food safety critical for Burger King? Any situation that could present a
risk to food safety?
2 Why is it important to control them? Guest and employee safety ?
3 How can we control them in restaurants?
● Always wash and sanitize your hands after visiting the toilet, after eating,
smoking, before starting your shift or any time that food handling has
been interrupted.
● Report any illness to your manager, especially those involving vomiting, diarrhea,
septic skin lesions e.g. Boils or discharge from the eye, ear, nose or other part of
the body. Report these before you start work.
● Cover any cuts with a blue waterproof plaster and, if on a hand or wrist, also
a blue glove.
● Never lift fried products out of the shortening before the buzzer sounds.
● Never store chemicals above or next to food items.
● Never eat, drink, or smoke in food areas – it is illegal.
● If any food appears to be improperly cooked, inform your manager at once and
discard it, and any other products cooked at the same time, immediately. Do
not cook any more food until your manager has told you it is all right to do so.
81
BURGER KING® FG -
FOOD SAFETY
Refer updated REV Guidelines.
1. Apply your knowledge and take notes! Tour the restaurant with your Trainer
touching on key food safety critical points in each of the following areas:
• Location, storage and use of the shake machine brushes
• Sanitizer
• Pest prevention tactics for flies, roaches and rodents
• Look for any unapproved products
• Review the most recent health department inspection and action plan
• Chemical labeling
• Restroom caddy & yellow towel
• ServSafe® certifications for all Managers
2. What do you look for to ensure that purchases are made from approved stores?
3. What is Food Safety Systems are in place and implemented appropriately?
82
BURGER KING® FG -
4. Where do you check for rodents and cockroaches?
5. What personal hygiene practices should you take care of to ensure food safety?
6. What will happen if there is no sanitiser in the restaurant?
7. How do you check for the correct cook-out procedure?
83
BURGER KING® FG -
8. What is the correct procedure of using tongs? Why must you follow it?
9. How do you implement Holding practices correctly?
10.How do you protect your equipment from contamination?
11. Why must you maintain a Pest Control report file?
12. What are the temperature requirements for handwashing sinks in kitchen area?
8
BURGER KING® FG -
13.How should you maintain small wares and PHU pans?
14.What are the Zero tolerance standards?
8
BURGER KING® FG -
CHAPTER 4: CRISIS/ COMPLIANCE

SAFETY
Topic Key Point Precautions/ Instructions

Cutting Tools For Opening In order to prevent loose razorblades from getting into
Master Cases/ food products, the following are requirements when
Containers using cutting tools:
1. Only a safety knife with the self-retracting

blades can be used. Bare blades may not
be used anywhere in the restaurant.
2. Razor blades must not be used in food

preparation areas (near exposed foods)
3. No segmented (breakway) razor blade can be

used in a cutting tool
4. Use cut-resistant gloves on both hands
For opening Only the pouch made (preferred), stainless steel

Individual scissors (blunt tip recommended) or sandwich cutting
Food Packages knife (cleansed and sanitised after use) can be used
(cheese, turkey
bacon,
produce, etc.)
Guest Handling 1. Get the Manager
Accidents 2. If injury is serious, call ambulance/fire rescue
squad
3. Comfort the victim. DO NOT move the victim.
4. If there are witnesses, get their names and
addresses.
5. Gather Evidence. If the Guest bit into a foreign
object, save the item for your report.
6. As soon as possible after the accident, follow
the reporting procedures used in your restaurant
86
BURGER KING® FG -
Reporting Do NOT admit or deny responsibility for the accident
Do NOT give any information to people other than

Burger King Corporation Officials or to your
insurance carrier. This ensures that information is
given only to the right people
Electric Shocks If you feel a tingling sensation when you touch any
piece of equipment or metal surface:
● Unplug the equipment immediately
● Notify the Manager
● Do NOT use the equipment until it is repaired
Fans Check fans in the dining room periodically to ensure

that ceiling mounts and blades are secure
Fans are not approved for use in the kitchen area
Faulty plugs or Do NOT use faulty plugs or outlets (for example,

outlets exposed wiring, cracked or loose plates)
Ground Fault Protect all outlets in potentially wet areas on a circuit

Protection that is protected by a ground fault interrupter
Mopping Do NOT mop over electrical cords
Unplug Unplug equipment before cleaning it

Equipment
Wet or Greasy Do NOT plug in or unplug equipment if your hands
Hands are wet or greasy
Fire Emergency 1. Call the fire department
Plan Assign one Team Member per shift to call the fire
department
2. Evacuate Guests
When instructed by the Manager, Team Members or
another Manager should notify Guests in the dining
room, indoor play area and bathrooms to leave the
restaurant immediately through the closest, safe exit,
if possible
3. Evacuate Team Members
87
BURGER KING® FG -
● Leave the restaurant immediately through the

nearest exit door unless you have been assigned
on a specific duty
● A designated Team Member should be sure
everyone assembles at one prearranged
location outside the restaurant
● The Manager on duty should be sure everyone
is accounted for and provide assistance as
needed
4. If safe to do so, shut down gas and electrical power

→ two trained Team Members per shift should be
responsible for shutting off the main gas valve
outside the restaurant, using a wrench
positioned near the rear door
→ if your restaurant is supplied by propane tanks
and no main gas shutoff valve is available,
shutoff the valve on all tanks by turning the top
handle as far as it will go, clockwise
→ where natural or city gas is used, a valve will be
located adjacent to the gas meter. Turn the gas
valve perpendicular to the gas line ( 90 ºs from
its open position).
→ Circuit breakers should he clearly marked to
indicate the equipment or units they control.
(Main Cutoff is usually located at the back of
the building)
→ Shut down all electrical power at the central
panel, except lights
→ When finished, Team Members should notify
the Managers that electrical power and gas have
been shut down
5. Fight fires, if possible. In case of a ...

→ Broiler or fryer exhaust hood fire ... activate
automatic hood fire suspension
→ Grease fire ... use a Class K Media Fire
Extinguisher (BC Dry Powder)
88
BURGER KING® FG -
→ Electrical Fire... use ABC portable fire

extinguishers
→ Wood or paper fire ... use ABC portable
extinguishers
→ Combustibles such as paper, bun racks, etc.....If
possible, remove the combustibles from the area
to prevent the spread of the fire. If it gets too
hot or smoking, evacuate the restaurant.
6. Clean up restaurant
→ take photographs of all damage before
restaurant cleanup
→ If a fire occurred, an Origin and Cause
Investigator may be needed
→ Have team members clean up the restaurant, if
it is safe and appropriate to do so. If needed,
have cleanup contractor do the work
→ Report the extent of the damage to your
franchisee
→ Have equipment repaired
→ Dispose of contaminated food
→ RECHARGE the fire extinguisher systems; do
not Reopen restaurant under Fire extinguisher
system is recharged and operational
Fire Fixed Fire Recharge Fixed Fire Suppression system after every
Extinguishers Suppression use
system
Service every 6 months
Recharging ▪ RECHARGE portable fire extinguishers after

every use
▪ Check pressure gauges monthly
▪ Be sure extinguishers are always charged
▪ Service portable extinguishers annually
89
BURGER KING® FG -
Types The following 4.5 kg portable extinguishers are

required:
- Class K media extinguishers for grease
fires
- ABC (all-purpose) extinguishers for
wood, paper and electrical fires
Using 1. Pull the locking pin from the trigger of the

Extinguisher
2. Aim the nozzle at the base of the fire
3. Squeeze the trigger in several shot bursts, for
about 5 seconds
4. Squeeze for 1 long burst
5. Stay low so that heat and smoke do not
affect you when using the extinguisher
Lifting 1. Spread feet apart

- before lifting objects, spread your feet apart at
least 20 to 30 cm
- Keep Your feet close to the base of the object to
reduce distance and strain on your back
2. Keep your back straight and bend your knees
3. Lift the object

- grasp the object and use your leg muscles to lift, not
your back muscles
- continue holding the object close to your body
while keeping your back straight
4. Turn your feet in the direction of the area you want

to place the object
Slips and falls Clean and dry ▪ Cleanup or remove space immediately
floors that are
All slips and wet ▪ Always use the “caution” (“wet floor”) sign
falls, with or
without injury,
should be
reported,
recorded and
90
BURGER KING® FG -
investigated.
Carrying Be sure items being carried or pushed do not obstruct
your view
Deck-Brush Deck-brush flowers with approved floor cleaner

Floors solution at the required frequency, or whenever
needed to avoid grease buildup
Do NOT run Walk, do NOT Run
Keep aisles Clean up or remove tripping hazards

clean
Dining room Use absorbent-type mat at restaurant entrances and at

mats self-serve drinks stations
Damp- ▪ Sweep during peak meal periods

mopping
▪ Damp-mop later during slower periods
Remove snow If you are in a cold weather climate, shovel snow,

and ice scrape ice and use ice-melting chemicals or sand on
icy walkways, as necessary
Walk-in Walk-in freezers/fridges must have nonskid, slip-

Freezer/ Fridge resistant mats in the walking area
Mats
Wear proper Wear only shoes with slip resistant soles and heels
shoes
Hazard Requirements ▪ Information must be provided before first

Communicatio for using exposure or use.
n Training Cleaning
Chemicals and ▪ Must be stored outside of Manager’s office and
Sanitisers. accessible to team members at all times.
▪ Training log must be filled out and updated with

verification of training for current team
members each year
91
BURGER KING® FG -
▪ Must have Safety Data Sheet (SDS)for each

chemical in restaurant
92
BURGER KING® FG -
SECURITY
Topic Key Point Precautions/ Instructions

Dealing with Law Contact Information Keep Police Department Contact
Enforcement Information up-to-date
Threatening Situations Contact the police whenever the safety of
your guests or staff is threatened
Cooperation Cooperate with police during their

investigation
Verify the Caller’s Verify all telephone calls from callers

Identity who identify themselves as law
enforcement officers
There have been reported incidents

perpetrated by a person posing as a police
officer who telephones BURGER
KING® restaurants and convinces the
Manager to strip search an employee to
uncover stolen goods. Remember, all
calls should be verified. Police never
conducts search in this manner.
Employees should not conduct searches
of other employees as a result of a phone
call. Follow your restaurant owner’s
policy if you receive a prank call.
Operational Opening and End of Review procedures in Restaurant Routine

Security Day and in your Security Manual
Managers
Robberies Practice security tips, techniques and
practices:
▪ In your travel paths, check:
- Cash and safes
- Access Points
- Surveillance and Monitoring
- Entry and Exit
▪ Asses your security vulnerability
93
BURGER KING® FG -
▪ Review Prevention, Cooperation

and Recovery practices
▪ Incorporate physical measures
when needed
Physical Security Alarms If your restaurant has a security alarm

Measures system:
▪ Arrange for a monthly test with the
vendor’s central station
▪ Be sure the presence of the alarm
is well advertised with vendor’s
company placard/decal
Close Circuit TV If your restaurant has CCTV system:

(CCTV) ▪ Review random daily activity.
▪ Be sure the system is actively
recording.
▪ Be sure the presence of the CCTV
system is well advertised with
vendor’s company placard/decal
Keys ▪ Keys should be issued to

management only.
▪ Keep a record of managers who are

issued keys.
▪ If the key is lost or not returned, we

keep the restaurant immediately.
Landscaping Design and maintain landscaping so that

no one can hide behind it, and so that
visibility to windows and entrance doors
is not obscured.
Lighting ▪ Keep Car Park well lit to deter

criminals
▪ Leave out to flood light/soffits
94
BURGER KING® FG -
liked it on all four corners of the

building when restaurant is closed.
▪ Use timers and schedule
appropriately to provide lighting
for opening an end of the day.
Doors/ Drive-Thru ▪ Keep back door locked at all times.

Window(s)
▪ At end of day, lock doors, drive-
thru window(s)
▪ Keep roof hatch locked
Management Change When a Manager separates from the

business or is transferred :
▪ Update alarm company emergency
notification card
▪ Change alarm code.
▪ Update local law-enforcement
emergency notification file.
▪ Change combination of Safe
and change restaurant locks.
▪ Obtain restaurant keys. Change
signature cards at bank, if
applicable.
Money Practice cash procedure is as outlined

under your cash control policies.
Safes ▪ Review guidelines in Cash

Control Topic.
▪ Keep door’s locked and secured.
Security guards Use guidelines in your company Security

or Loss Prevention Manual.
Security Vulnerability Everyone should be engaged in the

Management security programme.
95
BURGER KING® FG -
▪ Assess risks to mitigate losses.

▪ Establish security controls.
▪ Evaluate security measures.
Resources Contact your company Security Manager
and Supervisor.
Special situations
Special situations are those that fall outside the normal day-to-day operations. These call for
your immediate attention. Special situations generally fall into 4 categories:
● Personnel
Examples include crew injuries, accusations of harassment or discrimination, drug or
alcohol use, and theft.
● External agencies
These include EHO’s, the media, and anyone outside Burger King who wants access
to information about your restaurant.
● Guests
There are a number of Guest situations that can be unrelated to your delivery of QSC,
such as loiterers or drug addicts who can potentially affect the personal safety of
others.
● Physical plant
Major equipment failures or damage to the building, such as major leaks, that can
affect your ability to conduct a normal shift.
When incidents occur:

✔ Gather the facts.
✔ Resolve the immediate issue or problem.
✔ Report the incident to the proper people (e.g., your restaurant manager).
The sooner you report the incident, the more you will prevent the problem from escalating
and potentially causing an expensive outcome.
96
BURGER KING® FG -
HACCP
Introduction
Burger King Corporation follows the principles of Hazard analysis critical control point or
HACCP management systems for assuring the safe production of all menu items. This
system evaluates and monitors the flow of food through the raw materials supplier,
processor, distributor and restaurant to identify foods and practises that are most likely to
cause illness, establish procedures to reduce these risks and monitor these procedures to
assure preventive measures are being followed.
The foundation of the BKC HACCP program is the execution of strict operations and
sanitation policies and procedures to ensure the safety of all menu items. By following all
Burger King Corporation Operations guidelines for receiving food, food storage, food
preparation, cooking, food holding, food assembly, cleaning, sanitation and personal
hygiene, the safety and quality of menu items are guaranteed.
The BKC HACCP program review is based on the following BURGER KING menu items:
● BK Veggie/ Crispy Veg
● Chicken Chilli Cheese melt
● Chicken Tandoori Grill
● Chicken WHOPPER® Sandwich/ BK Grill Chicken
● Crispy Chicken
● French Fries
● Mutton WHOPPER® Sandwich
● Paneer King Melt
● Shakes
● Soft serve/ Sundaes
● Veg Chilli Cheese Melt
● Veg Strips
● Veg WHOPPER® Sandwich
Menu flowcharts
Standard flowcharts for each category of the BURGER KING® menu illustrate operational
steps.
97
BURGER KING® FG -
Product HACCP Summary for Critical Operational Steps

Control Points
A standard HACCP Summary for ● Receiving

identifcation of Critical Points is ● Storage – freezer, refrigerator,
provided with the following information Walk-in Fridge, dry area
based on the 7 principles of HACCP: ● Preparation
1.Conduct a hazard analysis
● Thawing
2.Identify the critical control points
● Cooking/ Reheating
(CPPs)
● Holding/ Discard
3.Establish critical limits
● Assembling and Wrapping
4.Establish monitoring procedures
● Holding(finished product)/ Discard
5.Establish corrective action
● Serving
6.Establish verification procedures
7.Establish record keeping and
documentation systems
98
BURGER KING® FG -
BK Veggie/ Crispy Veg
99
BURGER KING® FG -
Chicken WHOPPER®/ BK Grill Chicken
10
BURGER KING® FG -
ILLNESS AND EXCLUSION

Person-to-person contact is a leading cause of foodborne illness. Ill team members can
easily transfer germs to the food they are preparing or can transfer germs to other team
members.
It is the responsibility of the employer to inform all managers and team members of their
requirement to report, in accordance with law, to the shift-responsible individual,
information about their health and activities as they relate to diseases that are transmittable
through food. When Team Members are ill, do NOT let them continue to handle and
prepare food. Exclude ill team members by sending them home.Team members and
managers must understand and comply with the illness and exclusion policy and must be
able to answer health department questions on the policy.
If a disease outbreak is traced to an ill Member, the local health department has the
authority to check the Team Member’s medical and work records and even take samples in
an effort to pinpoint the exact cause and to alleviate risk to public health. The local health
department, in some cases, may be able to close the entire restaurant until every Team
Member receives a medical release.
10
BURGER KING® FG -
Illness and Exclusion Policy

● Team members and managers with communicable diseases or medical conditions
that pose a risk to team members/managers, their restaurant environment or public
health are not permitted to work.
● Team Members and Managers with gastrointestinal illness (e.g. diarrhoea, jaundice,
sore throat with fever or vomiting) must not be allowed to work until symptoms
subside or the employees are cleared by their physician. Team Members/ Managers
must agree to report these conditions to the Restaurant Manager as a condition of
employment.
● Team Members or Managers with cuts, boils or open sores are not permitted direct
hand contact with food or food contact surfaces. Team members/managers must
completely covered wounds with a solid blue, leakproof plaster. If wounds, sores,
etc., are on the Team Member’/ Manager’s hands or arms, a disposable glove must
be worn over the plaster and standard glove management practices must be used.
● Team Members or Managers with diagnosed illness due to hepatitis A, norovirus,

salmonella typhi (or any type of salmonella), shigella or shiga toxin producing or
enterohemorrhagic E. coli, must not be allowed to work until cleared by their
physician and/or the health department. Team Members/Managers with symptoms
of, Diagnosis of or exposure to these diseases must report these conditions to the
restaurant manager. Additionally, report all food allergy incidents to your BK
representative.
10
BURGER KING® FG -
10
BURGER KING® FG -
1 In what cases should you immediately inform the police authorities?
2 What safety protocol should be followed if a Manager resigns from the restaurant?
3 What steps would you take in case of an electrical Fire break out in the restaurant?
4 What should be done if a member receives a cut on his hands?
10
BURGER KING® FG -
10
BURGER KING® FG -
CHAPTER 5: Inventory Counting and Feeding

Inventory count and Feeding in NBO system is daily activity, has to be performed daily.
The Inventory count refers to the physical verification of the stocks available at store.
Inventory worksheet to be used for taking product inventory which should have Date, Name
of Employee counting inventory and Name of Shift Manager on Duty. This sheet need to be
signed by both the employee who counted inventory and shift Manager.
Inventory count and feeding happens in 3 ways:
✔ Daily- Done on daily basis.

✔ Weekly- Done mostly only Monday of the week by RGM or ARM
✔ Month- Done on every Month end only by RGM
Purpose of Inventory count:
✔ Tracking Inventory- To know how much stock left and where it is stocked.
✔ Controlling costs- To work out which products are more sellable and less sellable.
Accordingly, products which have less Theo are not overstocked to block money and
inventory.
✔ Improve ordering process- To know which items to be ordered in deliveries and
meet guest’s demand.
To ensure accuracy while counting:
✔ Walk-in chiller/freezer and dry storage areas are organized, neat & tidy.
✔ Stocks are organized to ensure FIFO (First-In, First-out).
✔ Products are stacked as per standards.
✔ Products or case of products are labelled and visible.
✔ Dry storage racks are labelled with items name, to be stocked on respective racks.
10
BURGER KING® FG -
Process for feeding Inventory in NBO:
✔ Actual Physical Inventory need to record in Worksheet and in NBO system.

Troubleshoot to be done for any discrepancy.
✔ For inventory feed- Select ‘New’ and continue.
✔ For correcting inventory- Select ‘Existing’, select date and then continue.
10
BURGER KING® FG -
1. Review below reports from NBO:
a) 4.03 (Spoilage and Loss)
b) 4.02 (Inventory Recap)

c) 3.04 (Purchase Detail)
d) 2.04 (Inventory with waste summary)
2. Theo-Actual= Variance (Missing waste). Missing waste can be Positive or

Negative. Store should not have missing waste more than the tolerance limit.
Review
2.04 report to learn on checking Missing waste.
3. If Product has missing waste (Positive or Negative), how Manager

should troubleshoot and correct if required?
4. Actual consumption=
Beginning Inventory + Purchasing – Transfers- Recorded waste- End Inventory
Review 2.04 report.
10
BURGER KING® FG -
10
BURGER KING® FG -
Creation of Purchase Order and Recording Goods Receipt Note in NBO
1. Process Flow – Indent / Purchase Order (PO)
Sr. Process Steps Responsibility Due Date

No.
1 PO to be issued to vendors based on the RGM/Shift Daily/As
material requirement at Stores. Manager & when
(Issuance of PO is mandatory for all the required
material inwards/purchase at store)
2 Vendor will send acknowledgment of Supply chain Daily/As
supply by email to store (Dispatch details) Team & when
before supply of material. required
3 Based on the PO vendor will send the RGM/Shift Daily/As
material to store with at least 2 copies of Manager & when
invoices. required
Also, verify PO reference number on
invoice.
1) In case of auto allocation from SCM

team for any product, before product arrive
at store the quantity aligned for supplies
need to have PO.
2) Manual challan/Manual invoice,
material needs to be rejected.
11
BURGER KING® FG -
NBO:
NBO Vendor List:
Sr. Product
No. Vendor Name Supplied
1 Coldex Logistics Pvt. Ltd. FCDP
2 Jubilant Consumer Pvt. Ltd. Veggies
3 Mrs. Bectors Food specialities Ltd. Noida Buns
4 S.K Trading Co. PepsiCo
5 San Beverages PepsiCo
6 Varun Beverages PepsiCo
2. Process Flow – Delivery Inward
Sr.
No. Process Steps Responsibility
On receipt of Goods against PO at Store, Verify the
followings:
a) Match Physical Quantity with invoice & PO and

offload the quantity mentioned in invoice.
B) Damage/Expiry product should not be accepted and
appropriate remark should be mentioned on all the
copies of invoices.
c) Accept material only if products has below mention
shelf life: Shift
1
- Chemicals: Balance shelf life should be 3 months or Manager/RGM
more.
-All other item: Balance shelf life should be 15 days or
more.
d) Any material received which is not as per
required standard temperature, need to be rejected.
e) Excess material received which is not mentioned
in invoice, should not be accepted.
f) Short delivery of material to be mentioned on all
the copies.
11
BURGER KING® FG -
Acknowledge all copies of the invoices with ''Goods

Shift
2 Inward Stamp'' (All the details of stamp is mandatory to
Manager/RGM
be mentioned as acknowledgement)
Retain one copy for recording GRN & rest all copies to Shift
3
be handed over to Vendor/delivery person. Manager/RGM
11
BURGER KING® FG -
3. Process Flow- Goods Receipt Note (GRN) in NBO
a. Non- Integration Module:
Process Steps:
1) GRN need to be passed in NBO based on the material received.
Ensure the following process while recording the GRN:
a) GRN should be against the corresponding PO. For any excess quantity received
which is mentioned in invoice but not ordered as per PO/not mentioned in PO, PO
need to be modified and then GRN should be passed.
b) Ensure GRN is recorded against the correct vendor as per invoice, if PO is correct,
it should be modified.
c) Ensure correct invoice number is captured in the GRN (Matching with Physical
invoice)
d) Ensure correct SKU code, description and unit of measurement (UOM) matching
with invoice. Any discrepancy, connect with Supply Chain Management (SCM)
and Finance Team.
e) GRN is done for actual received quantity only. (GRN for the material not
received/rejected should not be recorded).
f) Match the GRN value with the invoice value. In case of any difference in price
and tax rates, immediately report to SCM team and Finance Team.
g) GRN should be done on the same day of receipt that is within 24hrs of receipt.
2) Finalised the GRN before the EOD else it will be automatically finalised in NBO and
then no further changes in GRN will be allowed.
11
BURGER KING® FG -
NBO:
b. Integration Module (Process Steps):
Purchase Order (PO):
1. Once you create a PO in NBO for Coldex Vendor, make sure to click on the
‘send order Now’ button to send the PO electronically to Coldex Team.
2. Once PO accepted by Coldex team, store will receive an email acknowledgement as-
Example- This is to acknowledge that Purchase Order (‘2005’) has been
successfully accepted by Coldex SAP System.
3. Store will receive an email acknowledgement once Coldex team generates an

invoice against your PO as-
Example-This is to acknowledge that the invoice has been successfully generated by
Coldex SAP system against PO No. ‘2005’.
Goods Receipt Note (GRN):
1. Once Store receives a physical delivery and Physical invoice, Manager need to
enter the invoice number on the URL in browser and click on the ‘’Fetch &
Update’’ button.
The URL named as (‘’Coldex _invoice_import’’).
Invoice Import
CWH1AR7001921565Enter Invoice Number here
Fetch & Update
Click here to fetch the particular invoice to NBO.

Your invoice is fetched and it will be available in NBO in 5 minutes
11
BURGER KING® FG -
2. Store Manager need to check in NBO after Five Minutes under invoices.
⮚ Pending invoice Section, where invoice number will be displayed.
3. Store Manager need to select and Look up the invoice and Click on Accept &
Exit button.
4. Once it is accepted, Store Manager need to go back to invoices and open the
particular invoice to change the Quantities if required and click on ‘’Finalize’’
button.
11
BURGER KING® FG -
Do’s & Don’t for Coldex invoice fetching process:

Do's Don't
Type the correct invoice id in the Do not use the link if the browser is
field in capital letters already opened.
There is no space after end of invoice Do not click multiple times on ‘Fetch and
id update’ button.
Always open the new browser
window OR refresh the webpage Do not type invoice ID in small letters
before typing invoice id in the field
Click only once on ‘Fetch and update’
button.
11
BURGER KING® FG -
1. When Store should create PO from the day of receiving delivery?
2. When Store should GRN from the day of receipt material?
3. How to troubleshoot if we don’t receive acknowledgement mail after sending

PO through NBO (Integration process)?
4. How to troubleshoot if invoice does not get fetched in Invoice Import URL and
shows invoice number invalid?
11
BURGER KING® FG -
5. After fetching invoice in URL, within how much time it reflects in NBO?
6. What all documents need to upload in Finance dashboard and when invoice reflects
in dashboard to upload documents?
7. Make practice for PO creation, GRN finalization and documents offload on

Finance Dashboard.
11
BURGER KING® FG -
8. What are the factors to consider before placing orders (Buns, veggies, FCDP etc.)
11
BURGER KING® FG -
Material Returned / Negative GRN / Correction in NBO
Physical Return of Material
1. ‘’Goods Return Document’’ is booklet which contains 3 copies where all details of
material return need to be captured by store.
While physical return of material to vendor, acknowledgement on the ‘’Good Return

Document’’ (Physical book) is mandatory.
2. Acknowledge all copies of the ‘’Goods Return Document’’ with ‘’Goods

Inward/Return stamp’’ with returning time and date (Also Signature, Name, Mobile
number of both receiver & store person is mandatory to be mentioned as
acknowledgement).
3. One copy to be given to driver, one copy for store record and one copy to be shared
with Finance along with Negative GRN passed in NBO.
Negative GRN
1. Negative GRN should only be passed for Material returned on Goods Return
Document and not for any correction.
2. Store to create PO for item returned before processing GRN.
3. ‘’Goods Return Document’’ serial Number should be entered as invoice Number
while recording Negative GRN. Negative GRN will be invalid if ‘’Goods Return
Document’’ is not acknowledged by recipient.
4. Print Negative GRN and attach with Goods Return document.
5. Scan PO, Goods return document and Negative GRN and upload in BK-Admin
Finance Dashboard.
Corrections in the GRN

Due care should be taken while recording the GRN in NBO. However, if any error has
happened while recording the GRN, take approval of Area Lead for correction of GRN
within 2 days with appropriate justification and document attached to e-mail.
Area Lead will send request to Finance Team for correction of the same along with
appropriate justification and document attached to e-mail.
GRN Modification Request Template
12
BURGER KING® FG -
Sr. Store Store Area Store Month Invoice Invoice Vendor Amount Correction Reason for Date of Solved
Name Code Lead RGM Number Date Name Rs. Requested Correction Request Date
12
BURGER KING® FG -
1. In which Scenario, store returns material on Goods Return Document?
2. What all details to fill on Goods inward/Return Stamp?
3. When Store to get credit note from vendor?
4. What are the documents need to attach on e-mail for GRN Correction?
5. Review 2.04 report and analyse if any wrong GRN done for any material.
6. How and what to troubleshoot for any product variance showing in 2.04 report?
Transfer-In & Out Procedure
● All Transfer out must be created in NBO system before physical inventory moved
out from store.
12
BURGER KING® FG -
Goods Non-returnable challan and NBO Stock Transfer Note (STN) are mandatory
and need to be carried out with transfer of goods for getting acknowledgement on it.
● All the Transfer-In request should be accepted or rejected on same day of

actual transfer of goods.
● Receiving Store need to acknowledge and sign on NBO system generated

Stock Transfer Note/NRGP for accepting goods.
● Acknowledged copy of STN need to be filed and maintained at store for

period (Current Month + Previous Month).
Process steps for Transfer-In & Out and Accept or Reject Transfers in NBO:
12
BURGER KING® FG -
Case Study:
Store A requires 1 case Crispy Chicken Patty from Store B as Store A doesn’t have
sufficient stock to run operations. To get the stock from Store B, store has to follow below
steps:
⮚ Store A will send Transfer request in NBO to Store B by selecting Store name
from the store List.
Under Transfer, store will select Transfer-in (because store is getting stock in from
other store) and then select store name from List.
⮚ Select Product ‘Crispy Chicken Patty-1 case’ and then save.
⮚ After Saving, it will reflect at Store B under ‘Pending-Other Sites’. Store B either can
Accept or Reject it. After Cross verifying the quantity and product, Store B to accept
it and prepare NRGP accordingly.
⮚ Store B to take acknowledgement/signature of receiver on NRGP copy/ system

generated stock Transfer Note and handover to one copy to Employee came
from store A to collect Stock.
⮚ Both Store to maintain NRGP (Non-Returnable Gate Pass) copy for record.
12
BURGER KING® FG -
1. Do Practice for Transfer-In and prepare NRGP.
2. According to above case Study, what if Store A’s internet/NBO is not working.
How Store can proceed Transfer Request in NBO.
3. Does store need to follow Stock Transfer Note Process in case of exchange
product like Buns etc.
4. If Stock Transfer-in/out request not accepted on same day of request, where it will
get impacted?
12
BURGER KING® FG -
Inter-State Stock Transfer
Any Stock transfer should be done only within State. If any store has to do stock transfer
which in Inter-state (between two states) have to first inform Finance Team for generating
Tax Invoice as GST (Goods Service Tax) is applicable on Inter-State supply of Products.
Please note that any Inter-state stock transfers between stores need to have Tax invoice
under GST regime.
12
BURGER KING® FG -
Wastage & Spoilage
Waste are unwanted or unusable materials which can be raw or finished product that must
be thrown away rather than served to guests.
Keep in mind, some waste is expected and acceptable. Think about it: It is more profitable in
the long run to throw away an unacceptable product than to serve it to your guests. A
dissatisfied guest may not return to your restaurant, which causes a loss of sales & may tarnish
the brand image. Do not lower quality standards in an effort to reduce cost.
There could be various reasons for wastage in your restaurants, some of them are
mentioned below-
● Broken/ malfunctioning equipment

Any equipment which serve you to store/ prepare the product at a certain temperature like
patties & veggies, may lead to wastage of the product. This type of waste is called raw
waste.
● Overstocking, causing product to expire before it can be used.

Most of the products are prepped before they go on boards for final assembly. In this case if
sale projections are incorrect and are too high, this will lead to products exceeding their
food safety time limitations causing wastage
● Overproduction of products in PHU

Not maintaining products as per PLS in PHU or creating wrong PLS with incorrect sales
projections will also cause products to be discarded before it is used. It is extremely
important to take correct sales projections and product mix while creating PLS and
ensuring that the team in kitchen adheres to it.
Process Steps:
● Any kind of wastage of any food product should be recorded on waste worksheet
and in NBO system.
● Wastage are to be entered into two categories:
⮚ Raw- Any Material which is wasted before wrapped in packaging is

called Raw waste. Example- Patty, Soft serve Mix, Buns, Lettuce, Tomato
etc.
⮚ Complete Product- Any Material which is wasted after packing and ready to
be sold is complete waste. Example- Burger, Fried cravers etc.
12
BURGER KING® FG -
● Waste to be tracked manually after every shift handover.
● Waste to be enter on same day of Operation after every shift in system.
● Wastage should match the physical count on ‘’Waste Worksheet’’ and system
entry in NBO, and discrepancy will be considering manipulation of inventory.
● Any Major wastage of any product should be done in front of CCTV

camera. Example- 1 packet of patty or buns.
Process of Entering waste in NBO system:
⮚ Referring Waste worksheet, enter product name (Raw or complete product).

⮚ Correct case size (case, Packet, Grams, Kg etc.).
⮚ Enter the product Quantity.
⮚ Correct reason of waste.
⮚ Click on save to record.
How to Measure wastage of below Products:
⮚ French Fries - Take Large Fries carton and measure the quantity wasted.
⮚ Tomatoes - Standard weight of Tomato slice is 13-14gm.
⮚ Veggies - According to Pan Size.
⮚ Mayonnaise - According to Pan size.
12
BURGER KING® FG -
1. Review below reports from NBO:
a) 4.03 (Spoilage and Loss)
b) 4.02 (Inventory Recap)

c) 3.04 (Purchase Detail)
_
d) 2.04 (Inventory with waste summary)
e) 2.05 (Food Cost)
12
BURGER KING® FG -
CHAPTER 6: EQUIPMENT CALIBRATION

Cook-Out Procedure
Chicken WHOPPER®, Chicken Tandoori, Mutton WHOPPER® and BK Grill
Chicken Cook-out Frequency
→ Every restaurant must perform and Chicken WHOPPER®, Chicken Tandoori,

Mutton WHOPPER® and BK Grill Chicken patty Cook-outs at least 3 times per day,
or 4 times per day for 12 – hour restaurants
- 40 minutes after turning on the broiler (prior to opening)
- Every 3 hours (e.g. 11:00, 14:00, 17:00, 20:00, 23:00 etc.)
→ In addition, every restaurant must perform a cook-out prior to the busiest projected
sales period of each day
Chicken Patty Cook-out Procedure
15. Turn on Broiler, wait (initial Cook-out only):

- Duke Flexible batch broiler –approximately 30 minutes
- All other Broiler – 40 minutes
DUKE FLEXIBLE NIECO® MPB94 NIECO® MPB94

BATCH BROILER BROILER BROILER
Main Chamber Flex Chamber
2. Start with a washed, 2. Start with a washed, 2. Start with a washed,
rinsed, sanitised, air- rinsed, sanitised, air-dried rinsed, sanitised, air-dried
dried thermometer thermometer probe and 1 thermometer probe and 1
probe and 1 PHU pan. PHU pan. Place PHU pan PHU pan. Place PHU pan
Place PHU pan in in discharge area of in discharge area of
discharge area of broiler. broiler.
broiler.
- When performing 3. Place 1 Chicken
3. Place 1 Chicken full load capacity WHOPPER® or BK Grill
WHOPPER® or 1 BK cook-out, use 2 Chicken patty onto the
Grill Chicken patty onto outside lane of the flex
PHU pans
the loader chamber cooking chain
→ place patty on the
13
BURGER KING® FG -
left side of the 3. Place 1 Chicken - Note: If Flex

back lane (closest WHOPPER® or BK Grill Chamber is not
to the cooking Chicken patty onto the being used to cook
outside lane of the main
chamber) on the Chicken
chamber cooking chain
gas - Note: During peak WHOPPER®
→ powered/ period, a full load patties today, no
electrical broiler capacity cook-out Chicken
must only be WHOPPER® patty
4. Allow patty to drop cook-out is
performed on the
directly into PHU pan as required.
it releases from the Chicken
broiler chain WHOPPER®
4. Allow patty to drop
patty. To perform a directly into PHU pan as
full load capacity it releases from the broiler
cook-out: chain.
- Feed enough
Chicken
WHOPPER®
patties on both
loaders to fill
chamber with
Chicken
WHOPPER®
patties. Take cook-
out temperature of
Chicken
WHOPPER® patty
chosen from the
middle of the load.
4. Allow patty to drop

directly into PHU pan as
it releases from broiler
chain
5. Take patty temperature

- Insert tip of the thermometer probe, 45 º angle, into centre of the patty
13
BURGER KING® FG -
6. Time
- Begin timing when the display reads at least 75 º C
- The temperature must be maintained for a minimum of 15 seconds
7. Record all cool-out temperatures, using the Cook-out Log
If the Chicken WHOPPER® or BK If the Chicken WHOPPER® or BK

Grill Chicken patty temperature is Grill Chicken patty temperature is
minimum 75 º C: below 75 º C:
• All current product running • Record the highest temperature
on the broiler at the time of the reached during the 15 seconds
check may be used • Discard all products that was on
• Place patties (in pan) in the the broiler chain or loader tray at the
PHU time of the check and record as
• Record the highest waste
temperature reached during • Recalibrate chain speed or adjust
the 15 seconds cook time
• Perform recheck
- Start again. Wash, rinse,
sanitise and air dry
thermometer probe, tongs and
PHU pans before proceeding
with recheck. If necessary, use
a disposable paper towel to dry
needed utensils.
- If during pear period cool-out:
- Discard all product cooked
at same time
- Wash, rinse and sanitise
any parts that came into contact
with product
- Perform check on Chicken
WHOPPER® patty batch
- Perform cook-out on all
other products
- 1 BK Grill Chicken
Patty
13
BURGER KING® FG -
- 1 Mutton WHOPPER®
patty
- Record the final corrected
temperature in the lower half of
the box
- Retain in restaurant each completed Cook-out Log for a minimum of 3 years
13
BURGER KING® FG -
PATTY PLACEMENT
NIECO MPB94 BROILER
DUKE FLEXIBLE BATCH BROILER
13
BURGER KING® FG -
ATKINS® CALIBRATION PROCESS

Checking Thermometer Calibration
Probe Thermometer
1. Pack a coffee cup to the rim Thermoter is calibrated

with ice if temperature reading is
2. Fill with cold tap water 0ºC ± 5 ºC
3. Insert thermometer probe
Refer to manufacturer’s
directly into the ice water calibration procedures if
4. Allow the temperature to digital thermometer
stabilise requires adjustment.
5. Record the lowest observed
reading during that period Calibration must be
checked once a day
Surface Thermometer
1. Pack a coffee cup to the rim Thermoter is calibrated

with ice if temperature reading is
2. Fill with cold tap water to 1.3 0ºC ± 5 ºC
cm below rim
Pour off excess water so
3. Firmly pack ice to form that water level is even
a compressed ice surface with the ice
4. Place the bottom of the surface Calibration must be

probe onto top of the ice. Do checked once a day
NOT immerse the bell of the
Moving the probe back
probe
and forth on the surface
5. Allow the temperature to of the ice will speed the
stabilise thermometer response
6. Record the lowest observed
reading during that period Refer to manufacturer’s
calibration procedures if
digital thermometer
requires adjustment
13
BURGER KING® FG -
Sanitising thermometer(s)
METHOD 1 METHOD 2
There are 2 1.
ways to 1. ash the probe in multi-purpose
sanitise a ipe clean the thermometer cleaner solution
thermometer probe with an alcohol
probe 2.
swab inse in lukewarm water
2. 3.
et Air Dry
anitise in sanitiser solution for
1 minute
4.
llow to air dry
13
BURGER KING® FG -
POLAR METER
Intent of using Polar-O-Meter

✔ To find out whether the oil in the VAT is
usable or needs to be discarded
Frequency of Checking- Twice in day in the morning during AM /PM checks and as and
when necessary
Setup- Caliberation
• Clean sensor before the calibration/adjustment.
• Heat water in a container (e.g. a cup) to approx.

50 °C. Place closed reference oil bottle in the water bath for approx. 10 min
(maximum water level to lower edge of sealing cap). Then briefly shake the
closed reference oil bottle, for better heat distribution in the bottle.
• Switch the instrument on, press and hold
down [Hold] during the display test for approx. 2 secs.
• When the PIN is deactivated, Alarm lights up in
the display.
• When the PIN is activated: Enter PIN.
• Go through the configuration mode with

[Hold], until CAL and yes or no light up in the display.
• Switch on the calibration/adjustment

function with up or down Arrow.
• Confirm with [Hold]. OIL and CAL light up
in the display.
• Immerse sensor in reference oil. Adhere to the
immersion depth! When alarm indicator is activated: the display lights up
yellow.
• Start calibration/adjustment process with

[Hold]. For faster recording of readings: move sensor in oil. The display lights up
red.
13
BURGER KING® FG -
Measured TPM value and temperature are displayed. With a stable reading: Control
keys are enabled, display lights up green.
• Compare the value shown in the display with
the target value indicated on the label of the reference oil bottle.
- If there is a deviation of > 1%, adjustment
should be carried out.(With up or down arrow set the TPM value to the value
that is indicated on the label of the reference oil bottle)
- If there is a deviation of </= 1%, no adjustment
is required.
● Save with [Hold] and carry out further settings
in the configuration mode. Use power to quit the configuration mode.
Do’s Dont’s
✔ 🗶 P
aintain a minimum distance of 1 lastic components may not come
Cm from metallic Parts into contact with the cooking oil.
🗶
✔
T
he Vats should reach the optimum o not Touch the hot probe . Danger of
frying temperatures before reading is burning .
taken 🗶
✔ eading is always supposed to be

lean the probe with sink Detergent taken before dropping any patty/ fries
solution before taking the first in vat
reading and after the last reading of . reading can’t be taken while
🗶
the day , Dry & sanitise the sensor cooking product.
before taking reading.
✔ 🗶 on’t take reading if there are any

ipe the tip of the meter with the probe air bubbles activity in oil.
wipes between two Vats
✔ ever take reading without sanitizing

lways Go from Veg to Non-veg Vat the tip as it might give to same
reading as before.
Next Reading
13
BURGER KING® FG -
→ Switch Off the meter once .

→ Wipe with an alcohol wipe ( however if the tip is
too hot, place sensor & rod in the running cold water) and dry it with a M fold
tissue
.
→ Switch on the Meter
→ Ready to take the next reading
→ Always Follow the sequence of veg to non veg .
SANITISATION
Once Reading is over -:
1. Switch Off the polar meter
2. Dip the rod & the sensor with muti sink solution , till max mark
3. Place it in running water to rinse out detergent
4. Dry the rod & sensor with an M fold tissue .
5. Sanitize the rod with a fresh alcohol Swab
6. Place it in the box and Keep it in safe place.
NOTE-
•The Cut off for the TPM reading is 23. At 23 and above, oil is non usable and has to be
discarded
•The store can be fined by the food authorities if found using oil above the 23 TPM
13
BURGER KING® FG -
1. What should be done if the Chicken WHOPPER® or BK Grill Chicken

patty temperature is minimum 75 º C?
2. How do you calibrate a probe thermometer?
3. How do you sanitise a thermometer?
4. What are the Dont’s of using a Polar Meter?
14
BURGER KING® FG -
5. Why should “Truck Carrying Chilled or frozen goods must have working
temperature data logger every time”?
6. What should be done if the vegetables are above 10º C?
14
BURGER KING® FG -
PERISHABLE STOCK RECEIVING PROCESS
PROTOCOL TO HANDLE FRESH CUT /WHOLE VEGETABLES.
A) Processor must hand over vegetables at 1 to 4 deg C.

Vegetable temperature should be checked in front of Coldex / logistics partner
representative (driver can also be representative) and recorded in accompanying document.
Sheet must be signed by representatives of both processor and logistics partner.
This will serve as proof that vegetables have been handed over at desired temperature.
B) Logistics partner must hold vegetables at 1 to 4 deg C till vegetables are in

their custody.
Truck Carrying Chilled or frozen goods must have working temperature data logger every
time.
This will serve as proof that a vegetable has been transported at desired temperature.
Transhipment should be avoided as far as possible. In case of unavoidable circumstances,

vegetable should not get warmer; remember truck cannot cool vegetables thereafter.
Vegetable carrying vehicle must have working temperature data logger all time.
C) Delivery to Stores
Standard Vegetable receiving temperature (Shredded and Whole)
o Lettuce / Onion / Salad Mix / Cabbage Carrot Mix – 1 to 4º C

o Whole Tomato - 1 to 29º C
At time of delivery to store; vegetable temperature must be recorded by restaurant

representative in presence of logistics partner (driver can also be representative) and
recorded in accompanying document.
This will serve as proof that vegetables has been handed over at desired temperature.
Chiller and freezer at store must have working temperature data logger all time.
Conditional Acceptance by Stores

For every deg C rise in vegetable temperature, reduce shelf life by one day.
In case of conditional acceptance, intimate RGM, REM and Supply Chain.
14
BURGER KING® FG -
In case vegetables are above 10º C; contact QA and intimate RGM, REM, Area Lead,
Supply Chain.
For complaint investigation following documents will be accessed
1. Vegetable handover sheet mentioning veggie temperature and signed by

processor and Coldex / logistics partner.
2. Vegetable handover sheet mentioning veggie temperature and signed by Coldex
and stores.
3. Temperature data logger of vehicle
4. Temperature data logger of store chiller.
Remember loading / unloading should be quick; open door for longer time will also increase
veggie temperature in subsequent stores.
14
BURGER KING® FG -
QIP (Quality Inspection Process)
Buns Delivery Receiving

Quality inspection sheet
Time Time Vehicle Driver
Date in out No Name Vehicle conditions
Clean
/ Sealed
Dirty /Open
Produc Crate
Produc Fresh t Temp Conditio Inner Seal
/froze (Froze n Condition Bun Quality
t n n Dirt Goo
Only) Clean y Sealed open Torn d Damaged Other
4" Bun
5" Bun
CD
Bun
14
BURGER KING® FG -
QIP (Quality Inspection Process)
FCDP Delivery Receiving

QIP Y/N Bun Crate Crates Qty Return Qty Reason
item (Cases)
names
Red line in Crate received Q- Quality
truck (Y/N) in delivery related
D- Damage
E- Excess
Curtains in Empty crates
truck (Y/N) given
Cleanliness
in truck
(Y/N)
Container
lights (Y/N)
Deli staff
uniform
(Y/N)
Deli staff
personal
hygiene (Y/N)
Temperature Check Random Sampling

Zone Product Batch Temperature Remarks
Name Number
Frozen
Frozen
Frozen
Chiller
Chiller
Chiller
14
BURGER KING® FG -
1. Perform actual receiving in night with a certified Shift Manager and post the
actual data in above mentioned FCDP checklist.
2. Perform actual receiving in night with a certified Shift Manager and post the
actual data in above mentioned Buns Crate checklist
14
BURGER KING® FG -
PRE SHIFT
9 AM
Reach the restaurant with buddy manager & circle around the restaurant& check for
● Exterior Cleaning ☐
● Force entry in the restaurant (if evident call the RGM and inform, refrain
from entering inside the restaurant) ☐
9:05 AM
Enter the restaurant and execute attendance for every TM & update command station ☐
9:10 AM
● Fire up equipment ☐
● Safe Tally ☐
9:20 AM
● Execute deep dive travel path & note observation ☐
● Prioritize and decide which task needs immediate attention and which task to delegate
☐
10:00 AM
● Perform AM checks, complete Logs in BK Link ☐
● Perform shortening test (Use polar meter) ☐
● Hand sink set up and stocked properly ☐
● Ensure all Team Members wash hands before starting setup ☐
● POS/Manager workstation start-up ☐
● Review any notes from last night’s shift ☐
● Check Team Member appearance/image□ ☐
● Turn on and set up all equipment, including shake/soft service machine(s) ☐
● Ensure 3-compartment sink is properly set up ☐
● Sanitizer solution buckets are properly set up at each station in the Restaurant ☐
● Set up small wares (tongs, spatulas, ready pans) where needed ☐
14
BURGER KING® FG -
● Stock supplies – markers, sandwich wraps ☐

● Stock specialty freezer☐
● Post Condiment Stock Guide and Thaw Chart, as needed, at prep area ☐
● Completed opening administrative work ☐
11:00 AM
Ensure all pre-opening tasks mentioned above are complete; the items below must be
completed before you open your restaurant:
● Turn on music ☐
● Turn on signage☐
● Fire Up the Team – Greet each Team Member, check for smiles☐
● Team Briefings- Communicate today’s shift goals/focus
areas, Positioning☐
● Turn on lights (indoor and outdoor, if necessary)☐
● Turn on Drive-Thru menu board and speaker (if applicable) ☐
● Unlock doors and Drive-Thru window (if applicable) ☐
● Counter safety and security checklist ☐
MANAGING THE SHIFT/ EXECUTION OF PLAN

11:00 AM to 5 pm
● Shallow dive travel path (every half hour) ☐
● Coordinate breaks ☐
● Update progress towards targets (every half hour) ☐
● Table touches (Hourly) ☐
● Ensure service times are met (ongoing) ☐
● Ensure readiness for rush hour ☐
● Ensure food safety checks are done ☐
● Ensure any operational hurdles are taken care off ☐
● Ensure guest satisfaction ☐
● Keep checks on food quality ☐
5 PM to 6PM
● Track results v/s targets ☐
14
BURGER KING® FG -
● Reward & recognize ☐

● Handing over the shift to next MOD (including finance like POS changeover,
and safe handover) ☐
● Discuss any issue with next MOD which may hamper the next shift. ☐
● Plan for next shift ☐
14
BURGER KING® FG -
All tasks now mentioned below have to be performed daily after training on first day for one
continuous week.
PRE SHIFT
5:00 PM
Reach the restaurant with buddy manager & circle around the restaurant& check for
● Exterior Cleaning ☐
● Counter safety and security checklist ☐
5:05 PM
● Enter the restaurant and execute attendance for every TM & update command
station (IF ANY) ☐
● Start handover for any Admin tasks, safe handover & POS checkouts ☐
5:30 PM
● Perform a deep dive travel path ☐
● Observed and make notes for all action to be taken ☐
● Priorities & decide which task needs your immediate attention and which tasks can
be delegated ☐
6:00 PM
● Fire Up the Team – Greet each Team Member, check for smiles ☐
● Team Briefings- Communicate today’s shift goals/focus areas, Positioning ☐
● Turn on lights (indoor and outdoor) ☐
● Turn on Drive-Thru menu board and speaker (if applicable) ☐
15
BURGER KING® FG -
6:10 PM
● Perform PM checks on BK Link ☐
● Perform shortening test (use polar meter) ☐
● Hand sink set up and stocked properly ☐
● Ensure all Team Members wash hands before starting setup ☐
● POS/Manager workstation changeover ☐
● Check Team Member appearance/image ☐
● Ensure 3-compartment sink is properly set up ☐
● Sanitizer solution buckets are properly set up at each station in the Restaurant ☐
● Check availability of small wares (tongs, spatulas, ready pans) where needed ☐
● Stock supplies – markers, sandwich wraps ☐
● Stock specialty freezer ☐
● Check Condiment Stock Guide and Thaw Chart, as needed, at prep area ☐
DURING SHIFT
7:00 PM to 11:00 PM
● Shallow dive travel path (every half hour) ☐
● Coordinate breaks ☐
● Update progress towards targets (every half hour) ☐
● Table touches (Hourly) ☐
● Ensure service times are met (ongoing) ☐
● Ensure readiness for rush hour ☐
● Ensure food safety checks are done ☐
● Ensure any operational hurdles are taken care off ☐
● Ensure guest satisfaction ☐
● Keep checks on food quality ☐
11:00 PM
Start pre closing procedures. Remember that all the pre closing procedures are done always
keeping in mind the guest experience; food safety and quality are not compromised.
15
BURGER KING® FG -
● Maintain a sense of urgency ☐

● Maintain Guest focus ☐
● Maintain food safety and sanitation standards ☐
● Adhere to all holding and prep procedures ☐
● Perform Pre-Closing (dining room) security procedures before locking the
dining room. The Manager is responsible for making sure security procedures
are followed, do not delegate this task ☐
● Review all Closing security procedures with your Trainer ☐
● Ensure Pre-close tasks are completed to standard ☐
● Assign closing tasks to Team Members and begin if appropriate ☐
● Cash reconciliation for the entire day ☐
● Counting inventory and conducting recounts as necessary ☐
● Entering inventory into POS ☐
● Closing paperwork ☐
● Thank Team Members for their work ☐
● Perform all closing security checks ☐
● Monitor food handing, including identifying items that need to be wasted
and recorded, and items that will be used first the next day ☐
● Monitor Team Member closing activities ☐
● Review closing checklist and follow up on Team Member closing duties to
ensure they are completed to standard ☐
15
BURGER KING® FG -
Self-Assessment
1. What preparations should be made 24 hours to the shift?
2. How do you ensure Quality service and speed?
3. What are the different types of Food waste? How to control food wastage?
4. What are the factors that affect the Yield of your restaurant?
15
BURGER KING® FG -
5. What are the Food Safety Top 12?
6. What Security provisions must be made in the restaurant to prevent theft and robberies?
7. Your Team Member recently mopped the floor and just went in to fetch the “WET FLOOR”
Caution sign. In the meanwhile a Guest slips in the dining area while walking. How do you
tackle the situation?
15
BURGER KING® FG -
8. What should be done to prevent slips and falls as mentioned in the previous question?
9. What do you do if the Local Health Agency decides to visit your restaurant?
15
BURGER KING® FG -
WORKING WITH THE CREW

● Develop your teamwork and employee relation skills
● Establish a respectful workplace for all employees
● Develop workplace training and coaching skills
● Learn about BK policies for crew and managers protection
15
BURGER KING® FG -
WORKING WITH CREW
TRAINING PATH
● OVERVIEW…………………………………………………………………………..
● OBJECTIVES…………………………………………………………………………
● RESOURCES…………………………………………………………………………
CHAPTER 1 Code of Conduct
● Our Member Culture

● The Code
● Behavior in workplace
● Racial and Religious Vilification
- ACTIVITY
- SELF ASSESSMENT
15
BURGER KING® FG -
FG TRAINING ROADMAP
Manager

• Have complete and concrete knowledge of Shift Management processes
15
BURGER KING® FG -
FG- OVERVIEW
The focus of this module is to make you understand the right way to interact with and treat your co-
workers. As a Shift Manager you have an added responsibility to ensure that each member is respected and
they are not facing any kind of discrimination in their processes.
You must understand the Complaint Redressal Mechanism and sensitize with the victim of any
harassments, supporting them to ensure justice for them.
OBJECTIVES
CHAPTER 1
● Know about Burger King’s® Code of Conduct
● Know Burger King’s® Member Culture
● Understand the behaviour that is expected out of you
BK Resources
✔ BK Code of Conduct
✔ POSH guidelines
✔ In-House HR Posters
15
BURGER KING® FG -
✔
WORKING WITH CREW TRAINING PLAN

Date date
CHAPTER 1 Code 1 hour 15 mins
of Conduct

● On-Job-Training = In restaurant practice to grasp the practical application of the
modules


Date : _ Signature
(ARL/RSL):
16
BURGER KING® FG -
CHAPTER1: CODE OF CONDUCT
Code of Conduct Applicability
This Code of Conduct will be known as Burger King India Code of Conduct. (Hereinafter to
be referred to as “the Code / this Code”). This Code is applicable to all Members. In most
instances, only the main points or a summary of the Company policies appear in this Code.
For a complete copy of any Company policy, you should contact your HR Representative.
Introduction
We strive to create a place that is everybody’s favorite quick service restaurant; a place
where Members love coming to work each day; a place that is committed, without
exception, to inclusion, respect, accountability and Doing What’s Right.
We work hard and celebrate our successes. Each one of us must, in our own way, build
solid, lasting and trusting relationships with our guests and our co-members. We can’t help
but succeed if we make sure that everyone with whom we interact appreciates our great
brand and culture, and what the BURGER KING® brand stands for.
Doing What’s Right means that everything we do to drive growth and profitability must be
done with the highest standards of ethics, honesty and integrity. While we strive to achieve
the objectives of our business strategy, we must comply with this Code and all laws that
apply to the Company’s business affairs. Being world-class and increasing our restaurant
profitability and operational excellence cannot, and will not, be done at the expense of
compromising our commitment to doing the right thing.
We are passionate about the BURGER KING® brand and our guests. To ensure that our
guests are happy with our products and services, we should never vary from the high quality
and standards that we have set for ourselves. We are all committed, very simply, to Doing
What’s Right.
Our Member Culture:
16
BURGER KING® FG -
Our culture is built on the pillars of: Humility, Passion and Openness. This culture manifests
itself with our values of:
● Bold
● Empowered
● Meritocratic
● Accountable
● Fun
A place where people love coming to work every day; where people are engaged in their
work and excited about providing safe and clean restaurants and offering our guests great
value for their money; where every member of our team is accountable and responsible for
his or her actions and is respectful of others. That’s our goal. How do we get there? By
embracing and living our culture each and every day.
Other Things You Should Know about this Code
As a condition of your employment with the Company, you are responsible for reviewing,
knowing and complying with all Company policies, including the standards in this Code.
For a complete copy of any Company policy, you should contact your HR Representative.
While this Code and our policies cover most situations that you may confront, there will no
doubt be circumstances that need to be addressed individually. In these instances, please
contact your HR Representative for guidance. You should also be aware that anyone who
violates this Code may be subject to disciplinary action, including the possibility of
dismissal from the Company.
It is our responsibility to comply with this Code. Let’s ensure our performance meets the
high standards we’ve set for ourselves.
Make the Right Choice and Speak Up!
Your Reporting Obligations
Each of us is responsible for ensuring that our Company conducts its business with honesty,
integrity and the highest ethical standards. This means that if you suspect or know of a
violation of this Code, Company policy or the law, you must report the suspected or actual
16
BURGER KING® FG -
violation. You can report the situation by contacting your line Manager or HR
Representative.
Your report will be shared only with those who have a need to know or as otherwise
necessary to complete an investigation or respond to the inquiry. You will not be subject to
any type of retaliation for reporting in good faith any violation of this Code, the Company’s
policies or the law. All reports and inquiries will be taken seriously and acted upon
promptly and appropriately.
16
BURGER KING® FG -
Company Investigations
We May Need Your Help
You must cooperate with any internal investigation or inquiry undertaken by the Company.
The Company will conduct these investigations in a fair manner by authorized investigators.
The Code of Conduct Committee shall consist two or more of the below mentioned:-
i) Chief People Officer
ii) Finance Controller
iii) VP / VP Operations (Head Regional Operations) of the Respective Regions
iv) Company Secretary & Head Legal
Any senior member as deemed fit by the CEO
A Safe and Secure Environment
The safety of you and our guests will always be our first priority – it’s that simple. Being
accountable means that our restaurants are always clean and safe. Our Members and our
guests are entitled to nothing less. We must prevent accidents by following established
safety policies and procedures, complying with the Company’s safety programs and strictly
adhering to occupational safety and health regulations, including work restrictions that
apply to minors. Each of us play a critical role in maintaining the quality and safety of the
conditions in each Company facility. If you have any questions about or know of any
safety, health or environmental problems or violations, contact the Legal Team/ your
manager.
Under no circumstances will the Company tolerate any acts of violence or other
inappropriate or aggressive physical or verbal behavior. This includes, but is not limited to,
threatening or harassing remarks or comments, physical assaults or damage to another’s
property. The use, sale, possession, distribution, manufacture or transfer of illegal drugs on
Company property or on Company time is strictly prohibited. Weapons are not allowed on
Company property unless carried by authorized law enforcement or other authorized
security personnel who have been given written permission by the Company’s security
department. For information about limited exceptions to this rule in some jurisdictions,
you should contact the Legal department.
THE CODE:
16
BURGER KING® FG -
Equal opportunities employer:
The Company shall provide equal opportunities to all its Members and all qualified
applicants for employment without regard to their race, caste, religion, colour, ancestry,
marital status, gender, sexual orientation, age, nationality, ethnic origin or disability.
Human resource policies shall promote diversity and equality in the workplace, as well as
compliance with all local labour laws, while encouraging the adoption of international best
practices.
Members of the Company shall be treated with dignity and get an environment which is free
of all forms of harassment, whether physical, verbal or psychological. Member policies and
practices shall be administered in a manner consistent with applicable laws and other
provisions of this Code, respect for the right to privacy and the right to be heard, and that in
all matters equal opportunity is provided to those eligible and decisions are based on merit.
Harassment Free Workplace:
The Company stands committed to maintaining a work environment free from all forms
of harassment and discrimination for all Members consistent with its commitment to
conduct its business in accordance with principles of equality, equal opportunity, and
human rights.
A key manifestation of a pleasant and conducive work environment is respect for the
individual, irrespective of the race, caste, religion, colour, ancestry, marital status, gender,
sexual orientation, nationality, ethnic origin or disability of the Member concerned. In order
to sustain this strongly through creation of a better understanding, behaviour that go against
mutual respect have been articulated.
The Company aims to:

● Promote appropriate standards of conduct at all times
● Encourage the reporting of behavior which breaches the Guidelines on Prevention
of Sexual Harassment
● Provide an effective procedure for complaints based on the principles of
natural justice
● Treat all complaints in a sensitive, fair, timely and confidential manner
16
BURGER KING® FG -
● Guarantee protection from any victimization or reprisals

● Implement training and awareness - outlining strategies to ensure that all
Members and associates know their rights and responsibilities.
You will never indulge in any act which is inconsistent with the principles of equality, equal
opportunity and human rights.
You will read, understand and abide by the Prevention of Sexual Harassment at Workplace
Policy included as Annexure A.
Behaviour in the Workplace
Given that we are in the hospitality and restaurant industry, any laxity in the discharge of
duties and/or misbehavior that directly or indirectly impacts our guests will not be
permitted. The following acts and omissions on the part of Members shall constitute
misconduct.
● Needless to mention that the list of misconduct is illustrative and not exhaustive
● Going on an illegal strike or abetting, inciting, instigating or acting in
furtherance thereof
● Willful insubordination or disobedience, whether or not in combination
with another, of any lawful and reasonable order of the superior
● Habitual absence without leave or overstaying the sanctioned leave
without sufficient grounds or proper satisfactory explanation
● Late attendance on duty
● Willfully absenting / missing from work without information
● Willful slowing down in performance of work or abetment or instigation thereof
● Habitual neglect of work, or gross or habitual negligence
● Answering cell phones in service areas in front of the guest
Abuse – Substance or Alcohol:
You will not use or be in possession or under influence of alcohol or illegal drugs or any
other controlled / prohibited substance / material in the work place on the job or during
working hours.
16
BURGER KING® FG -
In case you need to use / possess any such substance under medical prescription, then you
shall immediately inform your Manager and HR representative.
Abuse of Position/ Designation or Bullying:
Bullying is unreasonable behaviour derived from the misuse of power. It is unacceptable

conduct and all reported incidents will be investigated.
You will not abuse your position in the Company to gain any illegal advantage or for
committing any offence.
This may include:

● Verbal abuse, shouting
● Excluding or isolating behaviour
● Deliberately withholding information vital for effective work performance
● Giving Members impossible assignments
● Physical abuse
It is the responsibility of all the Members to ensure that premises and facilities are free from
harassment, every Member has a responsibility to meet this requirement.
Racial and Religious Vilification:
Racial and religious vilification is conduct that incites hatred against, serious contempt for,
or revulsion or severe ridicule against a person or group on the grounds of racial
identification or religious belief or activity. Racial and religious vilification is a form of
harassment and discrimination and is unacceptable conduct in the Company.
Conflict of Interest
Conflicts of interest situations arise when Member’s personal, social, financial or

political activity conflicts with Member’s objectivity at work or conflicts directly
or indirectly with the interests of the Company.
16
BURGER KING® FG -
When any conflict of interest circumstances arise, or when there is doubt regarding possible
conflict of interest, you shall disclose the same in writing with details to your immediate
Manager and / or your HR representative. You shall act in the best interest of the Company
at all times.
You shall not directly or indirectly: .

1) Use your position or influence to secure an improper benefit for yourselves or others.
2) Use Company information, assets or resources for your personal gain or the
improper benefit of others.
3) Take advantage of inside information or your position with the Company.
i. Engage in any activity that conflicts with the Company’s business, such as
working as a consultant or in any capacity for another quick-service restaurant
company.
ii. Accept any simultaneous employment with suppliers, guests, competitors or
engage in any activity that enhances or supports a competitor’s position as this
is a direct conflict of interest. Additionally, you shall disclose to immediate
Manager and your HR representative of any conflict of interest that you may
have with the business of the Company.
iii. Accept position as a Board Member in any other company without
obtaining prior written approval from the Chief Executive Officer.
iv. Invest in a manner that may adversely affect your decision to make objective
decisions on behalf of the Company. You shall immediately declare to your
Manager and HR representative about any “substantial interest” you may have
or already have in any competitors, supplier or guest (substantial interest may be
commonly understood as anything more than 1% of the stocks of a public
company). However, if you have a discretionary authority in dealing with that
company, any investment would be considered a conflict of interest.
v. Exploit, for personal gain, any opportunities that are discovered through the
use of the Company’s property, information or position, unless the opportunity
is disclosed fully in writing to the Board of Directors and the Board declines to
pursue such opportunities for the Company.
Further, you shall promptly disclose to your Manager and HR representative any
professional interaction with close relatives who could be prospective member/members,
business associates, vendors, competitors where a situation of conflict of interest can arise.
(Close Relative means spouse, partner, fiancé/ fiancée, parent, step-parent, child, step-child,
sibling, step-sibling, nephew, niece, aunt, uncle, grandparent, grandchild and in-law).
16
BURGER KING® FG -
Care should also be taken by the Functional Heads and HR Managers to ensure that close
relatives are not involved in a direct reporting relationship.
Co-Member relationships - If you are or become involved in relationship with a Co-

Member then you shall discuss this issue with your immediate Manager and HR
representative. Such issue shall be handled sensitively but it will be necessary to make
changes to your working environment or reporting structure, including transferring one or
both Member to avoid any conflict. Care should be taken proactively by the concerned
Members that their behaviour towards each other does not cause discomfort to members
around.
Other situations: It would not be practical to list down all the possible situations where a
potential conflict of interest may arise. Therefore, members should seek guidance if they
have any doubts as regards any particular situation. Guidance can be sought from the
immediate Manager, HR Representative or any member of the specified Committees.
Receiving and Giving Gifts and Entertainment:
‘Gifts and entertainment’ means anything of value, e.g. discounts, loans, favorable terms
on any product or service, services, prizes, transportation, use of another company’s
vehicles, use of vacation facilities, home improvements, tickets, and gift certificates.’
We believe that business relationships founded on trust and mutual interest are vital to our
success. We believe in conducting ourselves honestly, responsibly and fairly in our
interactions with everyone including our guests, contractors and suppliers.
a. Members should not accept any offers, payment, promise to pay any money, gift or
anything of value from associate, guest, vendor, other Members etc. that is perceived
as intended, directly or indirectly, to influence any business decision or any
commitment of fraud. The Company shall cooperate with the governmental
authorities in efforts to eliminate all forms of bribery, fraud and corruption.
b.Inexpensive gifts, infrequent business meals, gifts that are customarily given and /or
of a commemorative nature etc. do not violate this Code provided they are not
excessive or create an appearance of impropriety.
c. Gifts given by Members to business associates or received from them should be
appropriate to the circumstances and should never create an impression of
impropriety.
16
BURGER KING® FG -
d.We would encourage Members to build long-term relationships with suppliers,

vendors etc. so as to derive business benefit in the long-term. Members should
ensure that gifts or entertainment in this regard are appropriate to the circumstances.
Some examples of appropriate gifts:

• Meals: modest occasional meals with someone with whom we do business
• Entertainment: occasional attendance at ordinary sports, theatre and other
cultural events
• Gifts: gifts of nominal value, such as pens, calendars, or small promotional items.
17
BURGER KING® FG -
1 What is the significance of BK Code of Conduct?
2 How can you help in maintaining a respectful workplace?
3 Why is it important for you to know the Code of Conduct?
4 How can you maintain a safe and secure workplace?
17
BURGER KING® FG -
5 What is the procedure to handle Co-Member Relationships?
17
BURGER KING® FG -
Declaration
I have read and understood BK India Code of Conduct (Code). I hereby agree to abide by all
the terms & conditions as mentioned in the Code. As a member of BK India, I am
responsible for knowing and adhering to the principles & standards of the Code
NAME
DESIGNATION
SIGNATURE
17
BURGER KING® FG -
1 Why is teamwork important?
2 Your team member is rebellious and doesn’t cooperate with you or any member.
How do you convert his thinking from individual to team working type?
3 How do you conduct team bonding in the store? Give examples.
17
BURGER KING® FG -
Self-Assessment
1. What is the name of Burger King’s® Policy against Harassment?
2. How do you file a complaint for a Member who has been harassed by a Guest?
3. Who do you approach to gather the Code of Conduct Policy documents?
4. What are Burger King’s® Member Values?
5. What are the rules for gifting a co-member?
17
BURGER KING® FG -
GUEST SERVICE
STANDARDS

● Implement Guest service standards
● Implement restaurant policy regarding Guest complaints
● Develop Guest service and communication skills
17
BURGER KING® FG -
GUEST SERVIVCE STANDARDS
TRAINING PATH
● OVERVIEW
● OBJECTIVES
● RESOURCES
CHAPTER 1 Guest service
● Why Guest service matters?

● Skills needed for Guest service
- ACTIVITY
CHAPTER 2 BK Guest Experience
● Guest experience basics

● Key standards
● Table touch
- ACTIVITY
CHAPTER 3 Complaint redressal
● Types of Guests
● Limiting complaints
- ACTIVITY
● Resolving complaints
● Escalation Matrix
- ACTIVITY
● BK Helpdesk Tools
● Incident Portal
- ACTIVITY
● Guest Complaint Closure Process
- ACTIVITY
● IT and maintenance helpdesk
- ACTIVITY
● Finance Dashboard
- ACTIVITY
- Self-Assessment
17
BURGER KING® FG -
FG TRAINING ROADMAP
Manager

• Review all crew policies and BK Code of Conduct
17
BURGER KING® FG -
FG- OVERVIEW
This module deals with the most valuable Guest servicing skills that will help you out in your shift
management. These skills are a lifelong learning that will help you out always.
OBJECTIVES
CHAPTER 1
● Understand the importance of Guest service
● Learn the basic skills for servicing
CHAPTER 2
● Understand Guest expectations
● Learn Burger King’s® Guest service standards
CHAPTER 3
● Learn the process followed to resolve Guest complaints
● Know about how to react and approach various Guests and their complaints
BK Resources
✔ Helpdesk tools
17
BURGER KING® FG -

Date date
CHAPTER 1 Guest 30 mins 1 shift 15 mins
Service
CHAPTER BK 30 mins 1 shifts 15 mins

Guest Experience
CHAPTER 3 1 hour 1 shifts 15 mins
Complaint Redressal

modules


Date : _ Signature
(ARL/RSL):
18
BURGER KING® FG -
CHAPTER 1: GUEST SERVICE

Guest service is the process of ensuring Guest satisfaction with a product or service.
The ABC’s of Guest service

→ Attitude
→ Business Knowledge
→ Guest Oriented
The 123’s of Guest service

→ Deal with 1 Guest at a time
→ Guest service is a 2 way exchange
→ Solve or identify the issue in 3 minutes or less
Do you know – Why Guest leave??

● 1% die
● 3% move away to other location
● 5% develop other relationships
● 9% leave for competitive reasons
● 14% are dissatisfied with the product
● 68% leave because of rude or discourteous service
Why Does Guest Service Matters?

1. Guests are the reason for our existence
2. Rising Guest expectations
3. Sets the organization apart from competition
4. Increases Guest satisfaction and loyalty
5. Improves employee engagement
18
BURGER KING® FG -
Displaying Guest service Attitude

● Projecting confidence
● Thinking positive
● Using positive language
● Being enthusiastic
● Conveying speed or urgency
● Taking ownership or accountability
● Being courteous
Skills for Guest Service

● Know about your brand, products and services
● Learn the technical part of the job
● Communicate well
● Be consistent
● Be organized
● Know your place in the team and be the team player
18
BURGER KING® FG -
1 What are ABC’s of Guest service?
2 Why do majority of Guests leave?
3 How many Guests should you deal with at a time?
18
BURGER KING® FG -
CHAPTER 2: BK GUEST EXPERIENCE

What do Guests Expect?
Guests expect great food served quickly and accurately. But they want more. If we
really want to make sure they come back, we need to provide even more. We need to
make an emotional connection with them that makes them want to come back.
What Guests want?
1. ATTENTIVENESS! Pay attention to us, both when we arrive and while you
take our order.
2. EFFICIENCY - Know what you are doing – do your homework!
3. If there is a problem, FIX IT FAST AND EASY! Without a hassle.
4. APPRECIATION - Show me you’re glad I’m here and want me to come back.
Show me you appreciate my business.
GUEST EXPERIENCE BASICS
Ensure Guest satisfaction by consistently delivering the highest standards of the

Friendly & Fast platform, every hour of the day, every day of the year.
Establish Guest loyalty by delivering accurate orders quickly, served by the

friendliest, most courteous people in the restaurant industry.
Excellent Guest Experience is the standard that each BURGER KING® restaurant
must achieve.
18
BURGER KING® FG -
4 PLATFORMS
A big part of delivering and maintaining the success equation in the restaurant are the 4
platforms. They form our guest expectations-
● Hot & Fresh- The guest expects a hot and fresh product from you
● Clean and Safe- A clean restaurant, with neat and clean employee & a
safe environment to enjoy
● Fast & Friendly- Fast, accurate and friendly service
● Cost & Controls- better controls over the costs
18
BURGER KING® FG -
Key Standards
● Promptly welcome Guests

● Reinforce their choice
● Invite them to return
● Fix problems fast without a hassle
● Always demonstrate a sense of urgency

● Show attentiveness to each order’s progress
● Apologise and communicate for any delay. Explain that everything is being done
to get the order completed quickly.
Our Service Guarantee is

● To Achieve 100% order accuracy on all orders,
● Staff our restaurants with Guest Service personnel who are clean and neat
in appearance, well-trained, enthusiastic and courteous.
● Deliver Hot & Fresh food in Clean & Safe restaurants
5 STEPS:
18
BURGER KING® FG -
18
BURGER KING® FG -
TABLE TOUCH
Why is it important to talk to our Guests and get feedback on their experience?
Table touches are a part of your travel path. It’s important to get good information from our
Guests so we can improve. We need to get out there and talk to our Guests to find those
Guests who don’t tell us about a problem for everyone who does! Watch for those
nonverbal! Make sure each Guest says or thinks: “I’ll be back”!
What Makes a Good Question? That’s a good question!
The techniques below will help you gather feedback from your Guests to make sure we are
delivering the service and quality they want.
1. Try to keep them open-ended: An open-ended question cannot be answered with
a yes or a no. You will get much more information with open ended questions.
a. This: How are your Fries today?
b. Not This: Is your food alright this afternoon?
2. Be specific: When you ask about a specific product or aspect of service, you
will usually get a much more specific answer.
a. This: How’s your WHOPPER® ® Sandwich?
b. Not This: How was everything?
3. Wait until Guests are not eating or in conversation: We don’t want to be annoying
or rude!
4. Don’t Interrogate the Guest: Ask just 1 or 2 questions and always thank the Guest
for taking a few minutes to give us feedback.
18
BURGER KING® FG -
1 What should approach be towards any problem conveyed by the guest?
2 How to present yourself as FRIENDLY in front of the Guests?
3 How do you gather feedback without annoying the Guests?
18
BURGER KING® FG -
CHAPTER 3: GUEST COMPLAINTS

Types of Angry/Complaining Guest
● Meek Guest
- These guests tend to avoid confrontation and won’t make his
complaints known at the time.
- These guests, once they leave will never come back.
- Actively solicit comments and complaints and act appropriately to
resolve complaints.
● Aggressive Guest
- They are completely opposite of meek Guest, readily complaints,
often loudly and at length.
- Does not respond well to excuses or reasons why the product or
service was unsatisfactory.
- Listen respectfully and actively, agree that a problem exists and
indicate what will be done to resolve it and when.
● The rip off Guest

- The goal is not to get the complaint satisfied but rather to win by
getting something the guest is not entitled to receive.
- Keeping your own feelings in check.
- Remain unfailingly objective. Use accurate quantified data to back
up your responses. Be sure the adjustment is in keeping with what the
organisations would allow.
19
BURGER KING® FG -
HOW TO RESTRICT COMPLAINTS?

C- Care
A-
Appreciate R-
Respect
E- Everyone
HOW TO RESOLVE COMPLAINTS?

1. LISTEN
- Provide guest with the opportunity to complain
- Listen carefully without interrupting
- Give Guest your full and undivided attention.
2. APOLOGISE
- Apologizes sincerely
- Show empathy to the guest
- Admit the problem and never argue or disagree
3. SATISFY
- Provide the guest right solution
- Resolve the complaint or issue as quickly as possible
- Ask the key question “What Else?”
4. THANKS
- Thanks sincerely to the guest.
- Appreciate guest for bringing the complaint to your attention
- Invite guest back
19
BURGER KING® FG -
TYPES OF COMPLAINTS
HOW TO RESOLVE MINOR COMPLAINTS?

● Be attentive to the Guests concern and address the Guest politely.
● Replace the food immediately especially when Guest complaints of cold food, Bad
food quality.
● Depending upon the situation you can give complementary food only on APPROVAL
OF THE MANAGER ON DUTY
19
BURGER KING® FG -
How will you handle the following situations?
1. Guest request to stop music
2. Guest request to increase music volume
3. Guest requesting for a change without any transaction
HOW TO RESOLVE MAJOR COMPLAINTS?

● Attentively listen to the Guest
● Do not admit liability to the Guest if you are apologizing. Say “We regret the
inconvenience caused to you”
19
BURGER KING® FG -
● Try to take the food in question from the table of the Guest, on the pretext of
carrying out examination of the food in question in the kitchen.
● This way you can avoid the Guest from taking photographs and creating evidence.
● Please note that such situation should be handled delicately and should not
create suspicion or offend the Guest.
● Never give anything to the Guest in writing
● If the Guest insists, inform the Guest that they can write to Guestcare@burgerking.in and
from there someone will reach out to the Guest
Kind of Complaint-Food Poisoning
Implications Precautions and remedial measures

Serious Legal Implication Take adequate measures to ensure that food
including criminal served is fresh and not contaminated.
consequences Guest can go
to media – Harm the brand Keep sufficient records of the measures taken in
image this regard.
• Provide food allergy warning in the packages of

food.
• Make sure that adequate medical attention has

been given to the Guest such as providing first
aid/ medical service to the Guest, taking the
Guest to the nearest hospital so as to ensure that
there shall not be any negligence on the part of
BK for not providing immediate medical
attention.
Kind of complaint- Particulate matter in food
Implications Precautions and remedial measures

Guest can take Take adequate measures to ensure that food served is
photographs, videos, free from any particulate matter.
upload on Facebook
which can harm the Check the glasses in which beverages are served before
brand image which dispensing the beverage.
may have legal
consequences Pacify the guest and make up for the inconvenience
Make an incident report and report to the QA team with
19
BURGER KING® FG -
ade
quat
e
info
rma
tion
and
phot
ogra
ph
If
you
see
Gue
st
19
BURGER KING® FG -
clicking photos etc, immediately call your area leads, REMs
Kind of Complaints
Nature of Legal Precautions and remedial measures

Complaints Implications
Complaints No legal Get all the advertisement reviewed by
arising out of consequences ii. Marketing and thereafter
advertisement. unless the iii. Legal team before
advertisement publishing it.
is misleading.
Physical injury Serious legal ● Make sure that adequate medical
to the Guest in consequence attention has been given to the Guest
the restaurant including
such as providing first aid medical
criminal liability
service, taking the Guest to the
nearest hospital so as to ensure that
there shall not be any negligence on
the part of BK for not providing
immediate medical attention.
● Some staff can be trained in the
immediate medical care procedures.
GUEST COMPLAINT- Cold Burger
Talk line Action in front of the Action to be taken in

Guest the kitchen
“My apologies , Discard the burger in Check the temperature of
Sir/Ma’am, we will front of the guest, so he is the patty in the PHU.
replace your Burger assured that same burger Confirm with the staff –
right away” is not heated and given no double tapping of the
again, get a fresh burger PHU burgers are not held
as soon as possible. for too long in the chute
19
BURGER KING® FG -
GUEST COMPLAINT- Flat Drinks

Guest the kitchen
My apologies, If drink was held for a Check the aerated drinks
Sir/Ma’am, we will longer time due to which machine. If the CO2 is the
replace your drink it was flat, ask guest to problem replace the drink
taste a replaced fountain with bolt or shake.
right away
drink again, if satisfied If drink was held for a
then let the guest longer time due to which
continue, if not satisfied it was flat, ask guest to
replace. taste a replaced fountain
drink again, if satisfied
then let the guest
continue, if not satisfied
replace
19
BURGER KING® FG -
GUEST COMPLAINT- Soggy Fries
Talk line Action in front of theAction to be taken in

Guestthe kitchen
“My apologies, Discard the fries In front Check if holding time is
Sir/Ma’am will replace of the guest, so that he is getting extended
your Fries right away.” assured that same fries
are not heated and given, Check the Fry Vat
get a fresh fries as soon as Temperature. Also check
possible. whether the fries are
temperature abused
during storage
GUEST COMPLAINT- Wrong order served

Guest the kitchen
“My apologies, Match the verbal Order NIL
Sir/Ma’am, May I given by the Guest with
know what was the the bill which the Guest
order placed by you” has. If discrepancy found
rectify the order and say
After replacing the Even if the Guest does

order not have the bill and the
“Sorry for verbal order mentioned
inconvenience, please by the Guest does not
enjoy your meal.” match the order on the
tray, replace the order
19
BURGER KING® FG -
Guest asks to show Halal Certificate?
Store needs to follow below steps:

1. Store to have Valid Halal Certificate available in the store. Store should NOT display the same
anywhere in the restaurant though.
2. Only Shift Manager to attend the guest and show the certificate if requested (Do not allow the
guest to take image of the certificate, politely deny to take image if requested). – This process to
be followed only for Stores in West, South and East.
3. For stores in North Region, Shift Manager to communicate the following standard response to the
guest – “We believe in ensuring the quality, safety and well-being of our guests. Our chicken
products are sourced from Government approved Suppliers, who follow highly scientific
and mechanized process to ensure quality and hygiene.”
4. If the guest is still not satisfied with the response, store team to request the guest to write to
guestcare@burgerking.in Email ID.
Guest asks fr any query on Bird Flu.

1. Shift Manager to communicate the following standard response to the guest - “Our egg and meat
products are safely cooked at a temperature of 75⁰C. All our suppliers i.e., poultry farms
and processing units have implemented biosecurity and hygiene measures to ensure
quality.”
2. If the guest is still not satisfied with the response, store team to request the guest to write to
guestcare@burgerking.in Email ID.
FOOD POISONING COMPLAIN PROTOCOL
Store receives a complaint from Guest Related to Food Poisoning?

1. Store to raise Incident Report once complaint is received.
2. Manager to connect with guest to understand the issue and identify the products ordered by the
guest, use the following response while speaking to the guest – “We apologise for the
inconvenience caused. We at Burger King, follow high standards of sanitisation and food
safety. Rest assured that our Quality Assurance team will do a thorough examination of
this matter to understand the cause.”
3. Manager to keep following things in mind while handling food poisoning complaint:
a. Acknowledge the compliant from the guest and Apologise for the inconvenience caused
but do not arrive at conclusion and admit or commit to the cause.
b. We should follow the process laid down by QA team. (Sample Collection and Testing).
c. Direct the complaints to the guest care team who in turn will check with quality and legal
for response.
4. ARL/REM to follow the mentioned process and record the findings:
(a) Verify the cook-out and check AM/PM Logs for past 10 days;
(b) Check Product Integrity – Expiry, Physical Condition, Any Infestation;
(c) Verify RO system is working;
(d) Check CCTV footage for product traceability;
19
BURGER KING® FG -
(e) Conduct Internal REV immediately to identify gaps;

(f) Keep Samples of products ordered by Guest separately from the same batch;
(g) Check for Food Related Complaints for the same store in last 15 days.
5. Inform QA Team and authorities for such incidents, keep samples (Packed & Open) for each
ingredient used in the product. QA will send them to external lab for analysis.
ARL to share final closure on the issue.
ESCALATION MATRIX FOR COMPLAINTS
1. Manger on Duty – 1st Level Escalation

2. RGM- 2ND Level Escalation
3. Area Lead- 3rd Level Escalation
4. Market Manager – 4th Level Escalation
5. For all major complaints involving Food poisoning, particulate matter in food,
keep the
i. Head Brand Standards
ii. QA Head and
iii. Legal Head, in the loop.
How will you handle the following situations?
1 Guest came to the counter and started shouting as his order was not received from
past 10 minutes. Guest continuously demanding to make a complaint and looking
for manager.
20
BURGER KING® FG -
2 Very furious guest came to you shouting that he has ordered for a Veg burger but
served with a chicken burger , he is a pure vegetarian and his emotions has been hurt
.
3 Crew standing at the counter continuously staring at a female guest which make
her uncomfortable and she want to complain for the same.
4 What do you do if you get a food poisoning complain?
20
BURGER KING® FG -
20
BURGER KING® FG -
BK Helpdesk Tools
1. Incident Portal
2. IT and maintenance helpdesk
Incident portal
How to Login?
- Login to http://223.31.161.54/incidents/ website on the browser
- Use your BK dashboard user name and password to login
Three type of Incidences- to be reported

● Product Issue
o Issue related to food product (Finished/ raw) and the related details;
o Includes concerns raised by Guests or those observed by the store team
o E.g.: Foreign particle, products received at abused temperatures, incorrect
quality of products received; Bun related issues, quality issues for Sauces
Etc.
● Packaging Issue
o Issues related to packaging material like loss of colour, wrong artwork,
size issues with wrappers etc.
● Visit by an official
o Details of visits by Food or other department officials
20
BURGER KING® FG -
1. Login to TUNEEM and take notes

about: How do you report an
Incident?
2. Go to incident portal and login using store user credentials, write down all the
steps involved in the process.
3. Write down the types of incidents raised by your store in past 2 months.
IT and maintenance helpdesk
How to Login?
- Login to http://bkadmin.in/bkhelptest/ on the browser
20
BURGER KING® FG -
- Use your BK dashboard user name and password to login
Type of complaints
1. IT
2. R&M Equipments
3. R&M Services
4. R&M Civil Interiors
20
BURGER KING® FG -
1.
1. Go to the It complaints portal and login using store user credentials, write down
all the steps involved in creating a ticket.
2. Write down the details of few tickets raised by your store in past 2 months. Or
tickets you might wish to raise.
20
BURGER KING® FG -
Self-Assessment
1. Why is Quality Guest Service important??
2. How to restrain complaints?
3. Who do you approach for a Food Poisoning complaint?
4. What is BLAST?
5. What is Incident portal? How do you put a complaint on the Incident portal?
20
BURGER KING® FG -
6. How do you solve the problem of soggy fries?
20
BURGER KING® FG -
INVENTORY MANAGEMENT

● Basics of Inventory
● How to order
● How to troubleshoot Inventory
20
BURGER KING® FG -
Contents
 Training Plan
 Overview
o ACTIVITY
o ACTIVITY
 Food cost management
o ACTIVITY
o ACTIVITY
 My restaurant Inventory reports
o ACTIVITY
 Getting to the root cause
o ACTIVITY
 Ordering
o ACTIVITY
 Accepting Deliveries
o ACTIVITY
 Inventory Management Practices
 Crew Scheduling
o ACTIVITY
 Calculating critical Strength
o ACTIVITY
 Scheduling
21
BURGER KING® FG -
Training plan
Food Cost
Inventory Troubleshoot
Ordering
Accepting Deliveries


OVERVIEW
INTRODUCTION TO INVENTORY MANAGEMENT
Inventory management is the mechanism for achieving the both gold standard quality
and effective food cost controls in the restaurant.
Managing food cost and inventory in every area

Improving and maintaining an excellent inventory control is not a onetime initiative: it
requires an organizational mindset that demands food cost improvement by everyone
in the restaurant, from the RGM to the newest team member
21
BURGER KING® FG -
Everyone in the restaurant team must be able to describe how routines and
procedures affect food cost, and should also be able to explain how the actions they
take impact the inventories.
Resources
 REV 2020 Guidebook
21
BURGER KING® FG -
HOW
DOEST THE INVENTORY MANAGEMENT IMPACT THE
FOLLOWING
Kitchen
Counter
Food safety
Training
Profitability and Sales
QSC & Customer Satisfaction
21
BURGER KING® FG -
MY RESTAURANT CURRENT INVENTORY STRUCTURE

OBJECTIVES
1 What are your restaurant’s current objectives for the inventory
management structure?
2 What better can you do to achieve these targets if any?
21
BURGER KING® FG -
FOOD COST MANAGEMENT

Overview
Food cost is our biggest P&L item- as an inventory manager you have a great amount
of influence over the profitability of your restaurant.
FOOD COST COMPONENTS

When we measure our restaurant’s food cost, we compare two figures
Food base / Theo cost & actual food cost.
Food base/ Theo cost is the percentage of sales that would be spent on food of all
products were prepare to gold standard quality. It is what the inventory system
calculates your food cost should be; assuming every product sold has the exact amount
of ingredients as per recipe.
(In simple words, Theo cost is the recipe cost)
Actual food cost is the amount the restaurant has actually spent.
The difference between food base and actual food cost is known as variance/ missing
waste.
VARIANCE/ MISSING WASTE= FOOD BASE (THEO COST) – ACTUAL FOOD COST
21
BURGER KING® FG -
FOOD COST IS MADE OF 4 COMPONENTS
21
BURGER KING® FG -
What is food cost?

Also called COGS, Cost of goods sold, it is the total amount of raw material used for the
sale.
% of Food Cost = Total food cost ÷ Net sales
Sections of Food Cost

 Theo food cost-: The total raw product cost of all menu items sold through the POS
registers.
 Reported waste -: The total amount of spoiled or discarded raw product recorded
in system.
 Non recipe -: The total cost of over-the counter items, such as creamers and
ketchup, as well as miscellaneous items such as shortening.
 Missing waste -: The variance is the difference between calculated and actual usage.
 Team member meals -: The total food cost of team member meals as tracked
through the POS registers.
The Factors Effecting on Food Cost

Price change of Menu Board
Price change of Raw products
Product mix change
21
BURGER KING® FG -
Cause of Increase in Cost

For the causes of increase in Reported waste.
 Equipment out of order, not clean, not proper using
 Procedure new team members, no training
 Stock level too much stock to use, over holding time, incorrect chart
(Thawing, PLS)
 Incorrect recording: No recording after waste
 Product handling
 Review ordering build-to.
 Staffing in kitchen: not enough number of team members in kitchen
For causes of increase in Team Member Meals.

 No recording after they have.
 Theft
 We should to control their meals as their working time, proper procedures
 No check by manager
For Causes of increase in Missing Variance.

 Incorrect inventory
 Recorded incorrect Team member meal
 Recorded incorrect Waste or transfer items between restaurants
 Yield: A yield is the number of completed menu item per a certain amount of raw
food.
 Theft
 Incorrect GRN
21
BURGER KING® FG -
Yield Management
Yield when we talk in terms of food, it states the actual (Usable) quantity which has been
taken out from a raw product. Like from 1 Kgs of whole Onion how much quantity of onion
you would be able to get will describe its yield.
21
BURGER KING® FG -
Factors effecting Yield
High Marginal Cost
Marginal cost represents the increment in cost incurred for a good or service when
producing it for final stage. It is calculated by taking the total change in the cost of
22
BURGER KING® FG -
producing more goods and dividing that by the change in the number of goods
produced. In simple terms the margin of cost from purchase of products to its
selling is known as Marginal Cost.
Marginal cost of production is an important concept in managerial accounting
(P&L), as it can help an organization optimize their production through economies
of scale.
HOW WE CALCULATE MARGINAL COST OF PRODUCT:-
LIST OF HIGH MARGINAL PRODUCTS:-
22
BURGER KING® FG -
Strategies for Controlling Food Costs
1. Verify Inventory
2. Check recording: transfer, waste, etc
3. Even if it seems look like a good report – check the details
4. Incorrect inventory will affect next month as well as this month
5. Make sure you are not (invoiced) billed for product not received and that all credits
are reflected on your next bill.
6. Use the same people on production control on a day-to-day basis and find ways to
reward performance for reducing completed waste while still providing sufficient product
of outstanding quality.
7. Form teams in the restaurant to monitor and maximize yield.
8. Review and take action on variance results.
9. Communicate three identified food cost opportunities to team members and obtain
their assistance in minimizing these costs.
10. Recognize, reward, and communicate success to management and team members
during your shift.
11. Observe all Team Member procedures. Coach, if necessary.
12. Observe portion size, addressing yield item problems as appropriate.
13. Remove any barriers that prevent Team Members from delivering fast, accurate,
and friendly service, such as equipment positioning or staffing
22
BURGER KING® FG -
14. Ensure proper on-the floor training of your Team Members.

15. Keep your storage areas locked and do not give out the keys.
16. Do not allow Team Members in the back room or stock area when off duty.
17. Have Team Members use scrape-and save techniques.
18. Ensure proper storage and handling of raw product. Remember, FIFO. Train your
Team Members to read use-thru dates and rotate product properly.
19. Take out of inventory only the amount of product that will be used within
secondary shelf life times.
20. Avoid overstocking the prep table, fry station, refrigerators, and freezers.
21. Reseal bun pillow packs at close and during lower volume periods.
22. Check waste containers periodically to ensure discards are in proper location.
23. Count waste accurately at least once per shift.
24. Check use-thru dates of incoming products to ensure proper remaining shelf life.
25. Always designate a fry person. Assign a dedicated individual as volume dictates.
26. Ensure proper fry procedures, including basket, bagging, draining, and oil levels.
27. Prevent dropping of French fries cases.
28. Filter daily. Follow proper procedures.
29. Check taste and appearance of cooked product to determine when to discard oil.
This decision should only be made by a manager.
30. Keep all keys in possession of the shift manager.
31. Keep all storage areas, freezer, and back door locked and have a manager present
when they are opened.
32. Position a manager in service area to minimize over-the counter theft.
33. Spot-check orders to ensure they are being rung up accurately.
34. Ring up all Team Member and manager meals.
35. Reconcile promo (coupon) against cash register amount during drawer counts.
36. Complete assigned preventive maintenance tasks.
37. Prior to your shift, ensure an adequate supply of cleaned equipment.
38. Make sure release sheets are in good condition and are cleaned regularly.
40. Use towels, not napkins for cleaning.
42. Keep napkins behind the counter and provide one napkin per sandwich/fried item.
43. Count the number of napkins being given out.
44. Don’t overstock lids and cups at the Drive-thru.
45. Inspect all cup and lid holders for proper functioning.
47. Train your Team Members to use proper size bags.
48. Place “build to” ordering guides right on storage shelves to eliminate over ordering.
22
BURGER KING® FG -
49. Encourage employees to use the same cup throughout the shift for drinks. Store them
in a separate designated Team meal area.
50. Have Team members bring a re-usable plastic cup rather than using paper cups
for employee drinks.
51. Dedicate waste containers to tracking of all paper waste for one week.
52. Analyze where paper product waste is coming from and take action.
22
BURGER KING® FG -
Why?
Food and paper costs represent a major portion of controllable expenses in our restaurant.
As a result, having proper control of food and paper from the time inventory is ordered to
the point it is either consumed, used or properly discarded is extremely important in
achieving desired gross profit.
A comprehensive Inventory Management System is the first step toward having restaurant-
level control to assist Managers in optimizing profitability.
• Quality – Ensures products are at their highest quality before preparation and used
before exceeding their shelf life
• Time – Reduces the amount of time needed to completed an order
• Accuracy – Consistent and adequate levels of product no matter who does the order
• Cash flow – Helps to move money from your shelves into your pocket
• Food and paper costs – More accurate inventory levels will help reduce the amount
of waste, theft and damaged goods, which in turn, will help reduce costs
Effective ways for Inventory Control

1. Have a Team Member rotate stock to ensure FIFO
2. Establish process for ensuring credits back from distribution centres
3. Only a Manager should check in and sign off on deliveries to be sure the exact number
of items ordered is received at the restaurant
4. Flatten empty boxes prior to disposal in the Dumpster to ensure that product is not
being removed in empty cases.
5. Utilize inventory count sheets and update them regularly.
6. Have the end of day Manager complete a nightly inventory, enter the over or
short amount on the Daily Inventory and explain any variance.
7. Have opening Manager verify some of the inventory counts in the morning to
ensure accuracy.
8. Utilize Inventory Management System provided in Daily Planner each month.
9. Ensure that District Managers spot check inventory counts when visiting a restaurant,
especially at month-end or 1st day of every month.
10. Hold Managers accountable for shortages over a baseline on a daily basis (Tracking).
22
BURGER KING® FG -
11. Prevent giveaways by making regular front counter and drive-thru checks
12. To protect food products from theft:
• Keep walk-in freezers and coolers locked
• Only allow Managers to open walk-ins
• Give keys only to Managers to control access at all times.
22
BURGER KING® FG -
Inventory Troubleshooting
In order to troubleshoot food cost it is important to know the following:

• Where do the numbers come from and what can affect them?
• What is the basic food cost calculation?
• What is the difference between Actual and Theoretical Food Cost?
• What causes variances between Actual and Theoretical Food Cost?
• What reports should I use to get the information necessary to troubleshoot food cost?
Where do the numbers come from and what can affect them?
• Beginning and ending inventory – these are the physical counts performed by
the manager
• Differences in counting methodology
• What time is inventory counted? One day it’s counted in the morning and
the following Week it’s counted at night?
• How are containers counted? Does everyone use the same information? For
example: the stainless steel container that the products are stored in. How much do
you deduct when you weigh the container filled with product?
• What items are counted and what are considered used? For example – do you
count the oil in the fryer?
• Are the items actually being weighed or are they estimated?
• How are partial containers counted? .1, .2, .3 or are they weighed
• Purchases – come from Invoices, Paid in/out, and Inventory transfers
• Mistakes entering invoices - Do the units match the prices? Were all items entered?
• Missing invoices or transfers
• Prices – Invoices
• Mistakes entering invoices – Do the units match the prices?
22
BURGER KING® FG -
What is the basic food cost calculation?

• Actual Food Cost = (Beginning inventory+ Purchasing-Wastage+/- Transfer
in/Out- Ending Inventory)
• Theoretical Food Cost = Sales mix compared to the recipes in NBO
Note: These values can be in units and Rupee value.
What is the difference between Actual and Theoretical Food Cost?

• Actual food cost is what was used by the restaurant
• Theoretical food cost is what should have been used based on what was sold by
the store
What causes variances between Actual and Theoretical Food Cost?

• Inventory counting issues/differences
• Mistakes on invoices
• Over/under portioning
• Waste
• Theft
What reports should I use to get the information necessary to troubleshoot Food Cost?
• Top 20 Report- This report quickly identifies the top 20 items that are overused
and the top 10 under used items start by looking at these.
• Food Cost Inventory Summary for the same time frame. This will give you all of the
necessary information to troubleshoot the variance. Using the actual food cost
calculation verify the information is correct.
• Are the beginning and ending inventory columns correct? You cannot fix the
beginning inventory number but you can fix the ending inventory if it is
incorrect. Look up the existing inventory, make the correction and re-post the
inventory.
• Is the purchases column correct? If not, find the invoice that is incorrect or
missing and correct it.
• Look up the item on the Purchasing History screen. Were there any purchases for
the week? Do they look correct? You can see the invoice numbers if you need to
correct an invoice.
• Are there any negative actual usage numbers? If so, look at the beginning inventory,
purchases and ending inventory. You may see that the ending inventory is larger
22
BURGER KING® FG -
than
22
BURGER KING® FG -
the beginning inventory and there are no purchases. If so, it usually means that an
invoice is missing. Or, it could mean that the ending inventory value is incorrect.
• Any changes you have made to the purchases or ending inventory will be reflected
if you rerun your reports.
If you still can’t find the problem, recount the inventory of the product to verify what is in
stock. Continue to re-run the Top 20 Item Usage Report and the Food Cost Inventory
Summary to research variances until you are satisfied that the reported variances are
accurate.
How to troubleshoot theoretical cost?

• Is there sales mix for each day in the time period?
• If not reimport the sales for the missing day.
• Are there any items in the POS added category? Check recipe card report in NBO
If so contact your system administrator to have a recipe added for the new items. If sales
mix does not reveal any discrepancies, go to the Recipes screen & then click on Where
Used and make sure that the raw material is in the recipes you expect in the correct
quantities.
Contact your system administrator if you find missing ingredient.
23
BURGER KING® FG -
RESTAURANT CONTROLS
Point out in the space given below, what could be done to have better controls against
each line.
Variance/ Yields
Variance is the difference between
the number of raw items the
restaurant should have used over a
certain period, and the number of
raw items actually used during that
same period
Employee Meals
Effectively managing and tracking
employee meals means balancing
profit objectives with people
objectives. The employee meal policy
must be followed consistently by the
crew and managers.
Non Recipe
Includes those items which are not a

part of recipe but is used in making
of any product. Eg. oil
Unexplained Difference
An unexplained difference is an
23
BURGER KING® FG -
administrative error, such as an

invoice not being posted or posted
incorrectly. This eventually leads to
increase in missing waste which is
never recorded
Waste
Product that must be thrown away

before it is cooked or assembled is
called RAW WASTE & product that
is assembled or ready for sale which
must be thrown away is called
complete waste. Both of these
wastages are recorded before
wasting therefore called as reported
wastage
LIST DOWN 8 DIFFERENT FACTORS WHICH WILL HELP YOU CONTROL

WASTAGE BOTH MISSING AND REPORTED IN YOUR RESTAURANT
23
BURGER KING® FG -
MY RESTAURANT CONTROLS
Reported Waste
TARGET ACTUAL
What was the main cause of raw waste on shift? How is this currently being managed?
Missing Waste
TARGET ACTUAL
1 What is the main cause of missing wastage on your shift? How is this currently
being managed?
2 What patterns or trends have you noticed?
3 What are the TOP 5 missing wastes on the report?
4 What actions are currently in place to address these issues?
Employee Meals
Is the employee meal policy being followed for all crew and managers? What measures
are in place to ensure all meals are entered?
23
BURGER KING® FG -
23
BURGER KING® FG -
MY RESTAURANT INVENTORY REPORTS
1.07 (sales Mix): Reports provide details of the sales mix/Product mix for particular
day/week/Period.
1.10 (Sales summary): Reports provide details of Net sales and Tickets count for particular
day/week/Period.
1.17 (Employee meal report): Reports provide details of Total Employee meal booked
in POS for particular day/week/Period.
1.18 (Combo Sales Mix): Reports provide details of total combo sold and burger sold
for particular day/week/period.
2.03 (Inventory without waste summary): Reports provide details of Actual
consumption, Theo consumption and variance of Products but does not include wastage of
Product.
2.04 (Inventory with waste summary): Reports provide details of Actual
consumption, Theo consumption and variance of Products.
2.05 (Food cost): Reports provide Food cost details (Actual, Theo, variance) category
wise like (Beverage, Condiments, Paper & packaging, Non-recipe).
3.04 (Purchase detail): Reports provide details of all purchased items category wise with
the invoice no. mentioned.
4.02 (Inventory Recap): Reports provide details of inventory entered in NBO for
Particular day. Store can match inventory from this report after feeding in NBO.
4.03 (Spoilage and Loss): Reports provide details of wastage entered for
particular day/week/period.
5.06 (Recipe card): Reports provide details of recipe card for each items.
23
BURGER KING® FG -
MANAGING FOOD COST ON SHIFT

Managing food cost is the responsibility of everyone on the shift. By following up on
the team and managers regularly and monitoring procedures, we can ensure food cost
is within target while maintaining QSC.
OBSERVE YOUR RESTAURANT

1 What food cost opportunity did you see in the kitchen?
2 What food cost opportunity did you see in the front counter/ drive thru/ delivery?
3 What actions did the manager take to proactively manage food cost?
4 What actions will you take to control food cost in your restaurant?
23
BURGER KING® FG -
GETTING TO THE ROOT CAUSE

Analyzing food cost can be sometimes daunting, as there may be many problems that
need to be solved. But focusing on the biggest opportunity and dealing with one at a
time will result in more being achieved.
Sometimes, when it comes to food cost problems, we are quick to jump to conclusions.
This means we often only fix what we can seem rather than fixing the actual issue.
Root Cause analysis seeks to identify the origin of problem
It uses a specific set of steps to find the basic cause of problem so that you can identify
1. What happened
2. Why it happened
Once this is identified, actions can be put in place to reduce the likelihood of the
problem occurring again.
Root Cause analysis assumes that systems and events are interrelated. An action in one
area triggers and action in another and another and so on. By tracking these action,
you can discover where the problem lies.
23
BURGER KING® FG -
STEPS INVIOLVED IN ROOT CAUSE ANALYSIS

STEP 1 Determine what happened- Try looking at a food item at each stage, as
it moves from the delivery truck to the front counter.
Asking investigative questions about people, equipment and product allows you
to pinpoint routines and processes that need to be improved
STEP 2 Determine why it happened- Using the “5 ways” is a simple
problem solving method that helps get to the root cause of a problem
quickly.
The 5 why strategy involves looking at any problem and asking “why?” and “what
caused this problem”
Very often the answer to the first “why?” will prompt another “why?” and the answer
to the seond “why” will prompt another, and so on, hence the name “5
WHY STRATEGY”
You know you have reached the root cause when the following three criteria are met:
1. You can fully explain why the situation exists
2. There is something that can be done about the situation
3. There is a stable, long term solution to the situation that appears feasible.
TOP 3 OPPORTUNITIES
Based on the information you have gathered, what are your top there are of
opportunity in the food cost
23
BURGER KING® FG -
ROOT CAUSE ANALYSIS- KEY QUESTIONS

Question 100% Remarks
followed
Is the SKU arriving on the
delivery truck?
Do the cases have correct amount
of product?
Is the stock being transferred to/
from other store and not
recorded?
Are the recipes correct in NBO?
Is the food from the waste been
and waste sheet is being properly
recorded?
Is the food being handed out to
the guest without being entered
into the register?
Is the kitchen team following
proper procedures for this SKU?
Are portions being consumed by
employee is always entered in the
register?
Is the team handling raw/ cooked
product with care?
Are inventory counts correct?
Is the equipment functioning
properly?
Product specific notes and comments
23
BURGER KING® FG -
TOP 3 OPPORTUNITIES- ROOT CAUSE

Based on your investigations, what do you think are the root causes of your
top 3 opportunities of food cost?
TOP 3 OPPORTUNITIES- ACTION PLAN

Develop an action plan to improve each opportunity area.
Include how you will communicate to the management and crew in you plan.
24
BURGER KING® FG -
TOP 3 OPPORTUNITIES- EXECUTE & EVALUATE THE

PLAN
Execute your action plan for at least one month
Record your results for each opportunity below
STEP 1 RESULTS
STEP 2 RESULTS
STEP 3 RESULTS
What difficulties did you encounter while executing your action plan? How did you
manage these difficulties?
24
BURGER KING® FG -
What changes did you need to make to the plan?
How did you provide feedback to the team about action plan progress?
How did you support others to achieve the action plan?
RECORD YOUR CRT’s COMMENTS AND FEEDBACK
ORDERING
Ordering food, paper, and operating supplies accurately is essential to maintaining a

smooth running, profitable restaurant.
A build-to refer to the level of raw product you estimate you will need for a specific
period of time to adequately stock your restaurant without under- or over-ordering.
It is important not to over order because.
1. Over-ordering creates waste and inventory problems.
2. Over-ordering can result in products being discarded because they exceed their
maximum shelf life. It can also cause crowding in your storage areas, making it
difficult for team members to locate product.
3. In addition, over-ordering ties up excessive cash inventory.
24
BURGER KING® FG -
4. Transfers to correct over ordering costs the restaurant time, labor, and
paper work.
5. You can also disappointing your guests.
Under-ordering causes excessive transfers.

1. It can also cause of transfers to correct
under or over ordering costs the restaurant time, labor, and paper work.
2. It’s the same in under-ordering that run
the risk of running out of menu items
3. And disappointing your guests.
24
BURGER KING® FG -
Built – To Ordering
1. You arrive at the quantity to order using projected sales, the order cycle, and
reserve inventory.
2. You must know your inventory levels, based on an accurate count, and the
order and delivery dates for your restaurant.
3. It also is important for you to know how long that order should last.
4. You should maintain
a. A reasonable reserve inventory,
b.Cushion
c. To cover any sales
d.Product-mix fluctuations.
Process
Step 1 – Per Lac Consumption
1) Know your Last month’s net sales.
2) Know Your Last month Specific product theoretical Consumption In ordering SKU
(eg- Cases, Bags, PKT).
3) Divide Theo Quantity with total net sales in lac.
4) You will get a Quantity of the product required for a lack of
sales. Step 2 – Ordering Cycle
1) Know your day of week when you have to order and when will you receive the
same order.
2) Know your day of week when you have to order again and when will you
receive the second order.
Step 3 – Project Sales
1) Project your sale as per trend and other fact
2) Make Changes in per lac for a product if required (eg- if a bogo offer is
introduced this week, increase the per lac of product to double).
3) Consider any bulk order if
schedule. Step 4- Plot order cycle
Week Monday Tuesday Wednesday Thursday Friday Saturday Sunday
Week 1 Order 1 Delivery Order 2 Delivery Order 3
1 2
Sales Receiving Sales Receiving
projections of stock Projection of stock
24
BURGER KING® FG -
for to last till for to last till

Monday – Friday (Thursday- Sunday
Friday) Monday)
Week 2 Delivery 3
Receiving
of stock to
last till
Tuesday
Example
Week Monday Tuesday Wednesday Thursday Friday Saturday Sunday
Week 1 Order 1 Delivery Order 2 Delivery Order 3
1 2
1 lac 1.5 lac 0.7 lac 1 lac 1.2 lac 2 lac 2.5 lac
Week 2 Delivery 3
1 lac
For Order 1
 Projected sales = 1(Mon)+1.5(Tue) +0.7(wed)+1(thru) +1.2(fri) +1(cusion) =6.4
lac
 Built To Quantity (required QTY) = per lack for individual product * 6.4
Lac (eg per lac for fries is 10 case , built to Qty = 10*5.4 = 64 case) .
 Remove Stock on Hand Quantity from Built to order (eg SOH of fries 20
cases on Monday opening, then Quantity to order is 64-20= 44 cases).
 Final Qty to order is known (i.e 44 cases) .
For Order 2
 Projected sales = 1(thr)+1.2(fri)+2(sat)+2.5(Sun)+1(mon)+1(cusion) =8.7 lac
 Built To Quantity (required QTY ) = per lack for individual product * 8.7 Lac
(eg per lac for Whopper Buns is 10 crate , built to Qty = 10*8.7 = 87 crate) .
 Remove Stock on Hand Quantity from Built to order (eg SOH of buns is 45
crates on Thursday opening, then Quantity to order is 87-45= 42 crates).
 I.e final Qty to order is known (i.e 42 crates) .
This to remember if you are ordering short shelf life product. (eg buns & produce )
1) Current SOH should be consumed before its expiry date.
2) Incase SOH in hand is going to get expired, please don’t consider that SOH.
24
BURGER KING® FG -
3) Limited buffer to be considered for low Consuming product.
24
BURGER KING® FG -
How to Order Threw System
After you know What to order and how much to order, lets order it to vendor threw
NBO System. Login NBO with Manger ID and then.
24
BURGER KING® FG -
24
BURGER KING® FG -
24
BURGER KING® FG -
25
BURGER KING® FG -
25
BURGER KING® FG -
25
BURGER KING® FG -
25
BURGER KING® FG -
LEGAL COMPLIANCES

● Describe various legal requirements of each restaurant
● The licenses required for operating a restaurant
● Handling external Food safety audits
25
BURGER KING® FG -
LEGAL COMPLIANCES
TRAINING PATH
✔ OVERVIEW………………………………………………………………………………………
✔ OBJECTIVES……………………………………………………………………………………
✔ RESOURCES……………………………………………………………………………………
CHAPTER 1 Types Of licenses
● Trade license
● FSSAI license
● Eating house registration
● Registration of Establishment
● Fire NOC
● Music license
● Water test report
- ACTIVITY …………………………………………………………………………..
CHAPTER 2 External Audits
● Handing over samples

- ACTIVITY ……………………………………………………………………………….
- SELF ASSESSMENT …………………………………………………………………
25
BURGER KING® FG -
FG TRAINING ROADMAP
Manager

• Understand guest service standards
25
BURGER KING® FG -
FG- OVERVIEW
As a shift manager, one of your roles is to ensure at all times that the Legal requirements are fulfilled for
your restaurant, you cannot afford any glitch for in case of any audits.
It is also your duty to regularly renew licenses and conduct tests as per the local guidelines and BK policies.
If any guidelines overlap or clash, always follow the stricter rules.
You must handle External Auditors well, and provide them with due samples for their audits according to
Government Guidelines after confirming their identity.
OBJECTIVES
CHAPTER 1
● Know about the various licenses required for operating your restaurant
● Know when and how to renew the required licenses
CHAPTER 2
● Understand the way to deal with external auditors
● Know Government policies for the Food safety Auditors
BK Resources
1. Tuneem
2. License File
25
BURGER KING® FG -
LEGAL COMPLIANCES TRAINING PLAN

the floor Training time completi completion
on Date date
CHAPTER 1 Types 30 mins 15 mins
of licenses
CHAPTER 2 30 mins 15 mins

Handling External
Audits



25
BURGER KING® FG -
CHAPTER 1: TYPES OF LICENSES

LICENSE IMPORTANCE VALIDITY ISSUING
AUTHORITY
HEALTH TRADE Trade License is a Valid for 1 year It is issued by the
LICENSE license or permission licensing
issued by municipal department of the
corporation granting municipal
permission to carry on corporation.
a particular business
at a particular address.
FSSAI LICENSE License or registration FSSAI license FSSAI
with FSSAI is can be issued
necessary for for a period of 1
everyone who is doing to 5 years.
a food business.
EATING HOUSE Eating House License It is valid for the This license is
REGISTRATION is mandatory to obtain period as provided by
from the State Police decided by the Licensing Police
Headquarters and the registering Commissioner of
Police Commissioner authority, that city.
of that city. subject to
validity of
health trade
license and
conditions in
each specific
case such as
Fire NOC,
Name Change,
CVR, etc.
CERTIFICATE As a business owner One year from Shop and
OF of a shop or the date of issue Establishment Act
REGISTRATION establishment, you are is governed by
OF compulsorily required labour department
ESTABLISHMEN to get the same of the state.
T registered under the
Shops and
Establishment Act.
25
BURGER KING® FG -
FIRE NOC (NO Restaurants and cafes Always valid The Fire
OBJECTION with 49 seat covers Department NOC
CERTIFICATE) and above in the city is issued by the
needed a no-objection respective states'
certificate (NOC). fire service
authority
MUSIC LICENSE To play music at your PPL provides Music license is
restaurant, you need to Annual issued by
obtain a restaurant Background Phonographic
music license. License (If one Performance
plays our sound Limited (PPL).
recording on a
daily basis) and,
Event License
(for a particular
event for a
specified day).
WATER TEST To test if water quality The water test FICCI research
REPORT matches ISO 10500 report is and analysis centre
standard (This validated for a (FRACLAB) and
standard prescribes period of 6 other testing labs
the requirements and months can issue the
the methods of report that may be
sampling and test for demanded by
drinking water) inspection officers
at any time
26
BURGER KING® FG -
PROPRIETARY FOODS
Proprietary food means an article of food that has not been standardized under Food Safety
& Standards (Food Products Standards and Food Additives) Regulations 2011, but does not
include any novel foods, foods for special dietary uses, foods for special medical purposes,
functional foods, nutaceuticals and health supplements.
A food business operator (FBO) who has license can manufacture these products and sell
them by complying with the set standards for a specific food item.
For example, Soft serve liquid
Food safety Display Board (FSDB)
As compliance, restaurants have to display the Food Safety Boards at the FOH area. Follow
the instructions given below for FSDB:
Guidelines
1. The colour for restaurant FSDB is purple. (Although street food is also
having purple colour board but the requirements are different)
2. Size of display board is A3 for licensed restaurants like us.
3. A minimum of one FSDB is to be displayed. More than one can be displayed in
case the outlet is big in size and FSDB displayed is not visible to all the consumers
and food handlers from one specific place.
4. Material of FSDB: Content of FSDB must not get blurred or damaged over time.
5. The FBOs should add their FSSAI/License No. on top and Company Name and
Feedback Details on lower right hand side for feedback mechanism.
26
BURGER KING® FG -
26
BURGER KING® FG -
1. Which License is necessary to obtain for playing songs in the

premises? How to apply for it?
2. What are Proprietary Foods?
3. If you have a seating area of 30 covers which license is not mandatory

to obtain?
CHAPTER 2: FOOD SAFETY AUDITS
Handing over a sample to Food Inspector
26
BURGER KING® FG -
The Food Safety Officer while taking sample of food for analysis has his own set of
guidelines issues by the government.
You must:
1. Go through the guidelines he is instructed to follow, or as specified by

the government
2. Ensure that the inspector shall call one or more witnesses at the time of lifting of
the samples
3. The food inspector must obtain the signatures from the witnesses in all the
forms and documents prepared
4. Inspector must present to you the notice in Form V A then and there
5. Food Safety Officer who takes a sample of an article of food for analysis shall pay,
the cost of such sample calculated at the rate at which the article is sold to the
public.
6. Ensure that the samples will be packed and sealed as per the guidelines
7. Ensure that no additives are added to the samples and they are sealed in front of
you; if the inspector adds some preservatives check his guidelines to see that only
the recommended ones are used
26
BURGER KING® FG -
1 What Notice should you make sure to take from the Food Inspector?
2 What do you do if you notice that the Inspector has added something into
the sample, saying that it is a preservative?
26
BURGER KING® FG -
Self-Assessment
1. What is an Eating House?
2. Why is Water Test report necessary?
3. Who do you approach for a certificate of Registration of Establishment?
4. What is PPL? Why should you approach PPL?
5. Where should you display FSDB in the restaurant?
26
BURGER KING® FG -
6. What is the criterion for obtaining a Fire NOC?
7. Why is an FSSAI license required?
8. How do you renew a Trade License?
9. What should you do if a person claiming to be a Food Inspector comes and asks
you to serve him food to Eat?
26
BURGER KING® FG -
BK DELIVERY

● Describe management process relating to BKdelivery
● Solve problems with BKDelivery
● Know about our Delivery Partners
● Understand importance of having an Online presence
26
BURGER KING® FG -
BK DELIVERY
TRAINING PATH
● OVERVIEW………………………………………………………………………………………
● OBJECTIVES……………………………………………………………………………………
● RESOURCES……………………………………………………………………………………
CHAPTER 1 Delivery Basics

● Delivery partners
● Rider partners
● IT Partner
● RHI
● Packaging Guidelines
● Cancellations
- ACTIVITY …………………………………………………………………..
CHAPTER 2 Active Restaurant

● Why is it necessary to be active?
● How to check?
● What if offline?
- ACTIVITY …………………………………………………………………………
● Projects
- SELF ASSESSMENT …………………………………………………………………
26
BURGER KING® FG -
FG TRAINING ROADMAP
Manager

• Practice Shift Running
27
BURGER KING® FG -
FG- OVERVIEW
As a shift manager, it is crucial for you to understand how Delivery processes operate and the importance
of maintaining an active delivery service so as to increase sales. It's very important for restaurants to
have an online presence. The food delivery market is changing at an accelerated pace. And as a Shift
Manager, being online is the way to go when it comes down to expanding your current Guest base &
boosting your stream of revenue.
OBJECTIVES
CHAPTER 1
● Know about the partners that help us manage Delivery and give us an extra market reach
● Know about the order cycle and packaging guidelines
● Understand Restaurant Health Index
CHAPTER 2
● Understand the importance of being active on delivery portals
BK Resources
✔ Tuneem (BK Delivery Process)
27
BURGER KING® FG -
BKDELIVERY TRAINING PLAN

Date date
CHAPTER 1 30 mins 1 shift 15 mins

Delivery Basics
CHAPTER 2 Active 30 mins 1 shift 15 mins

Restaurant

modules

Date : _ Signature(CRT):

Date : _ Signature
(ARL/RSL):
27
BURGER KING® FG -
CHAPTER 1: DELIVERY BASICS
27
BURGER KING® FG -
Process Manual
Burger King Delivery System
Index
1 Preface
2 Introduction to Burger King Delivery
3 Burger King Delivery System
4 Burger King Delivery Setup
5 Essentials of Delivery Board
6 Burger King Delivery Workflow
7 Internal Rider Management
8 Food Aggregators
9 Restaurant Health Index
10 Escalation Matrix
27
BURGER KING® FG -
Preface
Purpose of this guide to make trainee understood on the overall Delivery

Operations at Burger King Restaurants.
Using this Manual for learning will help you to understand the insight of
Delivery operations through Internal Rider Management & Food Aggregators.
27
BURGER KING® FG -
Introduction to Burger King Delivery
This Manual include all the processes related to delivery operations in our
restaurants.
In current era, most of our beloved Guests wants to enjoy their favorite Whopper
in whopping style at their doorsteps conveniently. Here comes our role to
provide same quality of food products, with same service standards at Guest’s
Doorstep.
Our role is not just to provide the food products for what guest has paid for,
also we need to ensure that a QUALITY been added to what we are service to
guest’s so that we should become first choice for guest whenever they think of
having Sandwiches, burgers & whopper.
BK Delivery System is hub center where we receive the guest order

whenever they place the orders.
Our delivery system includes below channels via which we delivers guests
order: -
1. Food Aggregators (Swiggy/Zomato)
2. Rider Partner (DOT/Shadow fax)
3. BK Delivery App.
4. Internal BK Riders
27
BURGER KING® FG -
1. Food Aggregators
All Food aggregators helps us to serve our food products to our guests at
their doorstep, All food aggregators charge certain amount of commission
on every order as mentioned below:-
2. Rider Partners (DOT riders/Shadow fax)
Another Rider partners also helps us to serve our delicious products at their
door steps. All three rider partners services use to be taken in Burger King
Restaurants.
3. Burger King App
In the era of Digitalization Burger King also offers our guests to place order via
Burger King App, this app can be used for placing Online orders at
doorsteps, In-store (Dine-In & Take away). The purpose of this app is to
provide contact less ordering.
27
BURGER KING® FG -
4. Internal Riders
Internal Riders are those who are on Burger King Payroll & comes in role
when guest order via Burger King App or when Zomato riders becomes
unavailable & we run on Hybrid Mode.
Burger King Delivery Setup
Setup As In Image
• Desktop ( To user LimeTray, Uber, Rider
dashboards, Live status check )
• Keyboard & Mouse (To accept orders on desktop)
• Landline or Mobile phone available (To

connect with
aggregators, guests, riders)
• Speaker for notification of new order
• Delivery RHI (Swiggy and Zomato), Sales Tracker,

Escalation Metric with store code and user
credentials
• Dedicated Delivery KDS and Printer at assembly

Points
27
BURGER KING® FG -
Delivery Setup includes system for Lime Tray Merge, POS for punching the
order & Cashier till for taking cash transactions in case of COD.
As an IT (Information Technology) Partner, “Limetray” helps us to merge the
guest order in our system for transactions purposes.
Essentials of Delivery Board
This board consists of Vital information about Delivery Station setup for any
particular restaurant which includes below: -
a. Key Pointers
b. Restaurant Health Index
c. IGCC sheet
d. Delivery Trade Area
e. Station Observation checklist of Delivery station
f. FAQ’s- Burger King Delivery
Burger King Delivery Work Flow

In simple term this is how our Delivery system works & during the entire
process we at Burger King ensure to serve Good Quality product with all
hygienic practices in place.
Types of Order we receive
COD Stands for Cash on Delivery, it simply means that guest will place
order but the payment will be collected at the time of Food delivery at their
door steps. Internal Riders must ensure to carry the sufficient change in order
at the time of accepting payment from guest.
Paid order are the once which are prepaid at the time of placing the order
only.
27
BURGER KING® FG -
Restaurant Health Index-Criteria
Thresholds
Guest
Experience Bronze Silver Gold (New) Platinum (New)
Metrics
Min. total
20,000/- 20,000/- 20,000/-
sales
Order
Acceptance
>= 85.0% >=95.0%
rate % <= 3 All
mins outlets
Out of that do Outlets that
stock rate not meet do not <= 0.50% <= 0.30%
% min. total meet guest
Restaurant sales experience
driven threshol metrics for
<= 0.50% <= 0.30%
cancellatio d Gold
n%
Avg Guest
rating on >= 4.00 >= 4.30
Swiggy App
Restaurant Health Index report shows the health of overall Delivery

Operations in your outlet for a particular month in above mentioned
criteria.
28
BURGER KING® FG -
Escalation Matrix
While our Food Aggregators works shoulder to shoulder with us in order to
deliver the tastiest product at Guest Doorstep in every weather. Though
sometimes few issues arise also & to cope up with Restaurant Team supposed
to escalate the issue with Aggregators support desk.
Below is aggregator wise Escalation Matrix: -
● Swiggy
Contact
Escalation Details Contact E Id. Tasks
S POC-1 (Help line partnersupport@swiggy.i n
WI Desk) 080-67466777 1) To hold /unhold delivery
GG POC-2 (Executive 2) To hold /unhold swiggy

Y Swiggy) - pruthvi.raj@swiggy.in POP items
POC-3 3) Rider issues
● Zomato
Contact
Escalation Details Contact E Id. Tasks
0124-
ZO POC-1 (Help line 4127788/011-
Desk) 49894800 o2sam-support@zomato.com 1)Rider related issues
MA nithin.sudhakaran@zomato.co
POC-2 (Executive 2) To hold /unhold
TO Zomato) Naman m delivery
POC-3 (Sr.
Executive) Sadhvi sadhvi.arora@zomato.com
28
BURGER KING® FG -
1. What is Limetray?
2. What are the packaging Guidelines for drinks?
3. Match the following.
Type of Order Tender Selection

Website – COD Zomato CC
Website- Paid Delivery Cash
BK App – COD Swiggy CC
BK App – Paid BK Delivery CC
Delivery Cash
Zomato – Paid BK Delivery CC
Swiggy
28
BURGER KING® FG -
CHAPTER 2: ACTIVE RESTAURANT

Why is it necessary for the Restaurant to be active?
• To avoid sales loss
• To ensure guest satisfaction
How to check?
• First open the Aggregator’s app and select your current location via GPS.
• Search for Burger King
• If doing on aggregator’s website select city and search for your restaurant.
What if offline?
• If you find that the restaurant is inactive on any of the above mentioned
platforms raise this on the partner support helpline.
• Partner support helpline contacts are given in Escalation Matrix.
KEEP CHECKING YOUR RESTAURANT STATUS EVERY TWO HOURS
KEEP YOUR RESTAURANT ID ALWAYS READY WHILE CALLING PARTNER

SUPPORT
28
BURGER KING® FG -
1. Why should the restaurant be active online?
2. What do you do to ensure an online presence on delivery portals?
28
BURGER KING® FG -
Self-Assessment
1. Who are BK Delivery partners?
2. Who are BK ride partners?
3. How to make cancellations?
4. Explain the order cycle.
28
BURGER KING® FG -
5. Why should you follow packaging guidelines?
6. What if you’re not active online on delivery apps?
28
BURGER KING® FG -
28
BURGER KING® FG -
28
BURGER KING® FG -
28
BURGER KING® FG -
FINAL ACKNOWLEDGEMENT
I, (CRT) have verified that has successfully

completed all lessons, activities and Assessments in this module.
Date: _ Signature (CRT):
I, (REM) have verified that has successfully

completed all lessons, activities and Assessments in this module.
Date: _ Signature (REM):
I, (Market Lead) have verified that has

successfully completed all lessons, activities and Assessments in this module.
Date: _ Signature (Market Lead):
S.N Parameter Description

O
1 Knowledge about Food Safety Standards and basics of Burger
King (Crew level)
2 Knowledge about Equipment
3 Knowledge about Shift Management
4 Knowledge about Profitability and SOS
Overall
Status
Comments
29

Foundation Guide-Shift Manager 15.01.22

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Foundation Guide-Shift Manager 15.01.22

Uploaded by

Copyright:

Available Formats

Goal of this Guide:

● Meet desired business results using the FG- basics guide

Completion Period: 45 days

Completion period: 45 Days

Before starting this Module, you should:

Equipment Model ● Cleaning & Sanitization of Equipments

Working with the ● Behavior expectations

Guest Delight ● Guest servicing skills

Inventory ● Inventory Management Basics

How will this Guide help you?

Systematic training is very essential for our organization because:

Working with the

To qualify as a Shift Manager, you will be evaluated in certain ways:

Shift Certification Tools

HIYW Have It Your Way-allows Guest to add or remove condiments to

DA Dining Area-the area of the restaurant where Guests sit to eat

FC Front Counter-the area of the restaurant where we serve our Guest

Broiler The Heartbeat of a BURGER KING restaurant. This is where we

Chute Where we keep the sandwiches hot prior to serving them to

Training An experienced team member who helps when you need to

REV Restaurant Excellence Visit-A visit performed by your operations

Ops Manual The Operations Manual is a central communications tool

SOS Speed Of Service (Service time) The length of time it takes a

Cookout A temperature check carried out on our products immediately

PPE Personal Protective Equipment- is equipment provided which

QSC Quality, Service and Cleanliness

Production An experienced team member or supervisor who is responsible for

RHI Restaurant Health Index

ADS Average Daily Sales

ADT Average Daily Transaction

APC Average Per check

SSTG Same Store Transaction Growth

COGS Cost of goods sold

COL Cost of labour

AUV Average unit value

DMB Digital menu board

KDS Kitchen Display Screen

MBO Manager Business Objective

AOP Annual operating plan

MTO Made to order

PHF Potentially hazardous Food

NAPS National Apprentice Promotion Scheme

GSI Guest Satisfaction Index

SKU Store Keeping Unit

MFR Mark Food Ready

IGCC Instant Gratification Customer Complaint

ZEST Zealous Energetic Smile Thank

QIP Quality Inspection Program

FRUM Franchise Restaurant User Management

RAM Restaurant Attribute Management

Targets for this Module:

● Give understanding on cleaning & sanitization of equipment’s

CHAPTER 1- Broiler 30 mins 15 mins

CHAPTER 2 Sundae 30 mins 2 shifts 15 mins

CHAPTER 3 Fryer 30 mins 2 shifts 30 mins

● Off-the-floor = scheduled time off-the-floor during a shift to work on FG modules

I, (CRT) have verified that has successfully completed all

Date : _ Signature (CRT):

I, (ARL/RSL) have verified that has successfully

Date : _ Signature (ARL/RSL):

Breakdown maintenance is maintenance performed

Preventive maintenance is maintenance that is

REMOVE AND W/R/S