Basically, the backlines of stores are being completely re-arranged and the processes for labor deployment plus customer drink crafting are being re-engineered to:
- Increase efficiency/speed of service
- Maximize lower labor levels
- Save the company money/resources
- Follow the “Shared Planet” platform (environmentally friendly)
- Prevent workplace injuries
I can only speak from my experience working in my local store, so I realize that some of the individual practices being implemented may already be in place on an informal level at other stores across the country; however this is the first time that they are all being collectively, standardized and employed in all stores across a market.
SMs under the guidance of their DMs and RD are executing the transformations, plus they all are required to purchase and read the book "Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor, and Lead" by John Shook to know theories of:
- Continuous Improvement
- Everything in Place/A Place for Everything organization
- Repeatable Routines
SSC is closely watching the results of this “experiment” and Cliff Burrows will be visiting these stores in late March/early April to observe/report. If successful, these stores will become the model that is implemented for all U.S. stores.