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BK (SG): Quality first, Speed second

Quality and speed are never trade-offs

Last updated: 14 Jan 2021

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Speed comes from familiarity, not from rushing. A concert pianist plays perfectly and quickly from skill and training, not from a frantic rush during peak hours!

When Management Skill is Missing

Rushing happens. If your manager is hired as a concert pianist, and this concert pianist is not trained as a trainer, your manager will certainly be rushing your student pianists instead of training them properly. Expert blind spot is an impediment to proper pedagogical process.

Training First

Given that Speed of Service comes from skill and familiarity, proper training should be the first order of the day.

When a decently educated and competent new hire finds it hard to learn your restaurant processes within the first few days, you have issues with your training and/or operations process designs.

Re-Assess Training Regularly

Training regression can occur via time decay, but also often occurs from bad peer pressure.

Separate out negative peer pressure

Most of your staff will be team players and team oriented. A few, especially those going through difficult health issues or social backgrounds, will behave badly both in terms of team communication and operational procedure compliance.

Just a few stubborn and loud and badly behaving anti-team individuals can cause mayhem. Re-train such staff, or isolate them if they cannot learn team skills.

Keep training quality, then speed will come

Don’t focus on speed first. Just keep training quality of service.

Humans get bored once they have mastered their tasks at work. So what do they do next? They seek higher challenge by doing those tasks more quickly.

Never reprimand for lack of speed

Only for lack of quality.

What happens when you reprimand staff for lack of speed? They do the only option available to them: take shortcuts, compromise quality, achieve your required Speed of Service.

That is exactly what happens at Waterway Point, Punggol, Singapore.

Manage actively, or risk anarchy

I’m a decently educated and competent new hire (software engineer by trade). I’m athletic and quick of mind. And what correct operational procedures I have, learned from what training material Burger King (SG) provides, have been completely overruled by a few badly behaving long-time staff.

Take out governance, remove policing infrastructure, and what do you have left? The loudest and most stubborn will dictate the rules. The brightest and most contributive will often not want to regress to forceful re-application of correct rules.

Jon writes technology tutorials, fantasy (a dream), linguistics (phonology, etymologies, Chinese), gaming (in-depth playthrough-based game reviews).