Restaurant System Maps

Operate as Designed
Index Click System
name to link
directly to
Map
3 Objectives
4 Reading the System Maps

5 Individual System Maps

6 People Practices

7 Learning and Development

8 Staffing, Scheduling, and Positioning

10 Shift Leadership
11 SPA (Service, Production, and Assembly)
15 Food Safety
17 Health and Safety
19 Planned and Daily Maintenance
20 Inventory Management
 System Maps - Objectives Click Back to
Home Page

To ensure that our restaurant teams have the tools to run great
restaurants, the 9 Restaurant System Maps help improve operational
performance, accurately diagnose opportunities and realize potential. The
maps help optimize restaurant systems to consistently execute as
designed to deliver a great customer experience, promote McDonald’s
Values and People brand standards, business growth, and return on
investment.

The maps can also be used as a stand-alone resource to develop newly

promoted leaders.

To run great restaurants…

We need the right people We need the right systems We need the right support
• People Practices • Shift Leadership • Health & Safety
• Learning & Development • SPA (Service, Production, and • Food Safety
• Staffing, Scheduling & Positioning Assembly) • Planned & Daily Maintenance
• Inventory Management
3
 Reading the System Maps Click Back to
Home Page

1 System name 2 Main process/ 3 Roles and responsibilities 4 Signals

+ main objective categorization Each activity and role Each system has a set
Each of the nine systems Along the top of the map, within the system can be of signals to indicate
has its own core objective you’ll find the main completed by a variety of where the system could
with the ultimate goal of organizing elements for the team members. A primary break down—creating
Running Great Restaurants. system—whether it’s a point person has been opportunities for
process step, system identified but markets may growth and potentially
element, or other adjust to suit their needs. triggering the need to
4 categorization. set up an action plan.
 Restaurant Systems
Individual System Maps
 Restaurant Leader

People Practices
Click Back to
Crew Trainer Home Page

Shift Leader/Department Leader

Objective | People feel supported and empowered to bring their authentic selves to work and deliver an
elevated Customer Experience
Doing all of these things helps position
McDonald's to continue to attract high
performing talent at a time when our
Employee experience restaurants need it most
People Manager executes system and General Manager verifies system is working

Attraction Interviewing Onboarding Training Reward & Restaurant Career path

Determine staffing needs Ensure there is a process in Leverage the crew and Train on tasks/stations recognition communications & structure
place to identify the most management onboarding Implement and transparently Leverage digital Ensure a transparent review
Execute a plan to enhance suitable candidates for each process and ensure that Focus on making the
McDonald’s employer restaurant a safe, respectful communicate about reward engagement platform to system is in place
role experience is engaging (e.g. and recognition programs that share key messages
reputation and attract the right experiential session rather than and inclusive environment Set goals and discuss future
candidates Utilize all local selection tools for everyone by leveraging reinforce expected behaviors
simply reading/watching) Conduct employee surveys opportunities
available market-provided • Reward hospitality (e.g. at least once per year and
Implement an internal Ensure appropriate leaders are Communicate all local training (including anti- Empower employees to solve
recruitment plan (e.g., referrals) trained on selection tools leader incentives for implement an action plan
expectations, local policies, harassment, discrimination & hospitality behaviors) based on the results inaccurate orders independently
Use an external recruitment Consider whether to hire an and procedures (including anti- retaliation and violence)
harassment, discrimination & • Peer-to-peer digital Inform employees of new Position crew in stations that fit
campaign, where appropriate, external candidate or promote Focus on developing a their personalities and skills
to attract customer-centric from within for open positions retaliation and violence) recognition for crew processes/technology being
connection with customers added to the restaurant,
candidates Communicate the importance (e.g. Creating Feel Good Host a crew outing / event Off-board (including exit
Treat all applicants fairly and why, and how it elevates the interviews, administrative tasks
Use a career site and /or model an inclusive of the employee’s role creating Moments) every 6 months customer experience
a safe and positive restaurant etc.) to understand turnover
Applicant Tracking System to environment Managers coach crew on Ensure regular pay raises impact and where action is
share open jobs experience for customers and
Hire for hospitality by other crew customer service behaviors are given needed
evaluating applicants for Implement a restaurant
customer-centricity Complete all required
administration tasks succession plan and ensure pay is
competitive relative to market
Provide necessary resources / standard
gear (e.g. schedule, uniform,
etc.)
Legal Requirements Conduct 90 day follow-up
Signals
for each new hire
• Crew short-tenured
• Crew applications
terminations
Ensure compliance Ensure full compliance with all local laws and employment • Crew hires
• Crew hire to termination ratio
legislation at every stage of the employment cycle
• Crew average time to hire
• Shift Leader Terminations
• Crew application to hire ratio
• Shift Leader short-tenured
• Crew terminations terminations
6
 Guest Experience Leader Team

Learning and Development

Click Back to
Restaurant Leader Mid Manager Home Page

Department Leader/Guest
Crew Trainer
Objective | To have engaged, high-performing and empowered employees delivering outstanding QSC Experience Leader
and creating exceptional customer experiences

Crew & guest experience leader development

Crew Trainer development
Conduct Schedule training Conduct training Continuing Guest Experience
Onboard Crew Trainer to the role and provide
orientation Ensure training is scheduled Conduct Restaurant and development ongoing support and coaching Leader development
Hire and orient new and ongoing for all employees Station Training and complete Conduct ongoing crew Conduct Restaurant and Station
required station verifications Crew Trainer Development Program in place
employees Conduct training analysis verifications for training on the training and complete required
Completes cross-training and stations throughout the Certify knowledge and demonstration of station verifications
Employees know Develop training schedule restaurant Crew Trainer on 3 Step Training Method
performance coaching of employees on an Conduct coaching on ongoing basis
expectations and Schedule training ongoing basis Suitable candidates for Crew Conduct ongoing Crew Trainer verifications
how they will be Trainer position identified for training on the stations Completes relevant Guest
Assign and introduce Crew Ensures training resources Experience Leader training
recognized and remain up to date and through ongoing observation
Trainer to new employee Confirm certification of potential Crew
rewarded available Attend Creating Feel Good
Suitable candidates for Guest Trainer in appropriate area of the restaurant
Experience Leader identified Moments workshop
All shoulder-to-shoulder Identify potential employees for promotion
training conducted following through ongoing observation Provide coaching and any required
into Shift Leader position
local social distancing reverifications on an ongoing basis
MANAGER DEVELOPMENT guidelines when required

Shift Leader Department Leader Restaurant Leader Ongoing responsibilities

Candidate completes eLearning, Candidate completes eLearning and Candidate completes eLearning Ensure talent plan is in place
shoulder-to-shoulder shift training and Developing the Leader in Me and Leading Great Restaurants Signals
Leadership Transitions and Advanced leadership course leadership courses Stay engaged in the development of
Leadership courses their people throughout the planning,
• Crew Development Plan in place
Follow up and coach Department Provides ongoing support and coaching, observation, and regularly
Observes and provides daily/weekly Managers on assigned department shoulder-to-shoulder coaching progress updates • Crew Training/Crew Trainer Hours are Properly Scheduled
shoulder-to-shoulder coaching and responsibilities progress with a focus and training • Appropriate number of certified Shift Leaders
training. on diagnosing to fix root cause, Ensure training is completed for all
enhancing the Customer Experience employees according to schedule. Use • Talent plan for restaurant leadership positions in place and
Completes Shift leader verifications on a and growing the business the Training Needs Analysis, to look for development time scheduled
ongoing basis opportunities for continuous
• Appropriate number of certified crew and crew trainers
Provides ongoing support and improvement
shoulder-to shoulder coaching and • Ongoing training scheduled and completed
training • Records or completed training matches scheduled training
• Training Needs Analysis in place
7
 Restaurant Leader

Staffing, Scheduling, and Positioning

Click Back to
Mid Manager Home Page

Shift Leader/Department Leader

Objective | To have the right people, in the right place, at the right time to run great
restaurants and deliver a great customer experience

Click to next
page of SSP Map
Staffing Scheduling Positioning
Monthly – Identify gaps and take action Weekly Weekly

Ensure staffing Recruit, hire and Ensure crew Ensure employees Build Managers’ Build crew schedule Using market approved React to business
and training onboard number of availability, station are trained according schedule positioning guides, conditions during shift
needs analysis is employees according abilities, and other to training needs assign crew per and reposition as The right
updated monthly to staffing needs information is analysis availability, positioning needed people
analysis accurate and meets needs, and crew
business needs competence for each
Crew Scheduling day and shift
See next page

Managers scheduling and fixed labor hours

Ensure there are Plan and schedule Assign specific activities Assign: Approve Monthly schedule: Review last week’s projections Project next week
enough certified weekly tasks to people, guest service, Manager’s to capture unmet demand: GCs and sales
leaders to cover shift and kitchen leaders • Management shifts to schedules Post approved according to market
needs and Review and update certified leaders only to monthly Manager’s • Projection effectiveness guidelines and local
management tasks fixed labor hours ensure appropriate floor schedule at least 14 drivers
based on restaurant guide coverage for projections days prior to the • Guest Counts (GCs) and
conditions and managers-crew beginning of the sales trends
ratio month (or as required
by local law and • Promotions and events
• Remainder of manager regulations)
hours to be assigned • Other projection tools
variable shifts
• Feedback from management
team (about projections)

Signals

• Projection Effectiveness
• Speed of Service
• Customer Satisfaction Survey
• Order Accuracy

8
 Restaurant Leader

Staffing, Scheduling, and Positioning

Click Back to
Mid Manager Home Page

Shift Leader/Department Leader

Objective | To have the right people, in the right place, at the right time to run great
restaurants and deliver a great customer experience

Scheduling Crew Scheduling

Weekly Review results to understand opportunities

Settings Forecast Project Schedule to Projection Floor Hours Actual vs. Click to previous
page of SSP Map
correct in Review the system generated Review last week’s projections Determine variable labor needs by Transfer management schedule
Scheduled
scheduling forecast to capture unmet demand: hour using market’s approved Discuss the schedule and
systems positioning guide Ensure all Floor hours are covered
its execution at weekly
Look three months ahead and • Projection effectiveness based on crew to Manager ratio
leaders meeting
Restaurant review and approve staffing Review VLH Guide and highlight
• Guest Counts (GCs) and sales Review and approve crew schedule
conditions settings needs analysis potential shift shortages Review results on a
trends to ensure all activities are planned
are correct in monthly basis and share
Review available data for • Promotions and events Schedule fixed hours according to and scheduled: training, planned
scheduling system at Managers Meeting
opportunities in operational • Other projection tools guide, including Guest Experience maintenance, fixed hours tasks,
execution of standards Leader and secondary duties
• Feedback from management
Ensure number of employees team (about projections) Build schedule using workforce Post approved crew schedules at
required by staffing needs Project next week GCs and management system least 5 days prior; Manager’s
analysis are on track ( 90 day sales according to market schedules at least two weeks prior
forecast) Ensure employment laws and end of the month, (or as required
guidelines and local drivers McDonald’s policies are followed by local laws and regulations)

Projection
Effectiveness
# hours where (Actual
GC minus Projected GC)
is within +/- 10

# hours with data

9
 Shift Leader

Shift Leadership
Click Back to
Home Page

Objective | Deliver outstanding QSC by coordinating People, Equipment and Product to grow sales
profitably, and achieving total customer satisfaction one shift at a time.

Certified Shift Leader

Working day Pre-shift During shift Post-shift

before shift Assess restaurant Diagnose the business conditions and customer flow of all Reflect on how well the restaurant
Read all communications operations prior to taking channels by observing and knowing when you need to make delivered on the shift leadership outcomes
from restaurant team over the shift adjustments Diagnose actual results compared to projected shift targets:
Review: Read all communications from Position crew according to positioning guide Role model hospitality interaction with
• Guest Counts and sales
restaurant team customers
• Schedule for next shift and Actively reposition crew and managers as
ensure enough staff is • Customer experience and speed of service
Observe the appearance of the business conditions and customer flow Conduct regular travel paths to prioritize,
scheduled restaurant change delegate, and follow-up with: Heath & Safety, • Labor effectiveness
• Promotions, initiatives QSC, Customer Convenience, Appearance • Raw and completed waste
Communicate with the outgoing shift Prioritize and eliminate any service,
Complete: leader about opportunities, trends, production, and quality barriers Coordinate breaks according to plan, ensuring • Tasks completion
problems or barriers to take action crew is engaged
• Positioning plan including Complete daily/monthly Food Safety Transition with the next incoming shift leader and
any training needs checklist(s) Ensure customers and crew Health and Safety communicate opportunities, trends, problems, or barriers
Pre-shift planning practices: cash procedures and physical plant
Ensure food safety and quality food. Reflect and plan for your next shift:
Complete, review, and Follow up on any food safety related customer Follow the customer recovery process when
prioritize shift plan complaints necessary and handle complaints promptly and • Customer experience
politely • People, Equipment, and Product
Conduct a pre-shift checklist and a Anticipate and react to Danger Zones
travel path Talk frequently with customers and ask about Openly and visibly recognize and reward crew for meeting
Coach, empower, and assist crew when their experience shift targets and performance excellence
Create and prioritize a to do list necessary
Acknowledge and thank each crew member at Thank remaining shift crew for their contribution to the shift
Check if any unavailable items & Identify potential opportunities and weak the end of their shift for contributions made
validate with product outage areas

Review actual Guest Counts and sales Monitor OE-PE, R2P and Delivery restaurant Signals • KVS Time per Entrée/Sandwich
for adjustments times and review progress towards targets • In-Restaurant Receipt to Present
Set up for success signals
Ensure sufficient Initiations points are Provide ongoing feedback to crew and Time
managers relative to shift targets • Customer Feedback - QSC
prepared for volume • Curbside Receipt to Present (if
• Pre-Shift/Post-Shift hours available)
Adjust the positioning plan and assign Openly and visibly recognize and reward crew
secondary duties for performance excellence • Guest Experience Leader hours • DT Order End to Present End Time
Decision making signals • Pull Forward effectiveness
Set and communicate realistic targets
10 • Kitchen Initiation Points open • Delivery Restaurant time
 Crew

Service/Production/Assembly (SPA)
Click Back to
Home Page

Objective | Engaged, empowered employees delivering outstanding Customer Experience, exceeding customer
expectations, and delivering outstanding quality and service by operating as designed

Click to next
page of SPA Map
Service - Ordering Production Assembly Service - Fulfillment
Beginning of customer journey Food made to order for customer Order prepared for presentation End of customer journey

Customer arrives Food prepared Order assembled Order presented

+ order placed Signals
The order is displayed on KVS in Order Assembly team builds Food items are presented
order utilizing pick • In –Restaurant Receipt to Present Time (R2P)
In a traditional ordering process, crew will: relevant production area for crew (Front Counter, Drive
to prepare (Made For You, Fries, ticket, ensures orders are Thru, Curbside, Table) and • DT Order End to Present End Time (OE-PE)
• Immediately greet the customer, Beverage & Dessert, etc.) accurate and looks for out of customer is bid
identify digital customers by name • In-Restaurant and DT order taking effectiveness
sequence opportunities farewell.
MFY food arrives in OAT for • Drive Thru Payment and Present effectiveness
• Take order assembly and beverages arrive at For Delivery; when demand Identify digital customers • Kitchen Initiation Point effectiveness
• Process payment the BLZ reaches 10 orders per hour, by name
a separate and additional • In-Restaurant and Drive Thru Assembly
In ungated ordering, much of this process delivery station is needed to All bags are handed off to effectiveness – pick and go is achieved
is unassisted and led by customer reduce congestion at the OAT. the Delivery courier at the • Delivery, Table Service and Curbside fulfillment
The Delivery Station is used for same time for accuracy. effectiveness
Ensure crew do not gate Delivery orders
all Delivery orders when present
in the restaurant to ensure • Inaccuracy measurement
Customer journey consistency. Use the Delivery
The path a customer follows Ops Solutions matrix to scale.

Customer
touchpoints Pre-Visit Arrive Enter Restaurant Wait & Order Wait & Collect Eat Extend, Leave Post-Visit
Customer experiences Staff/Guest Experience Help with ordering Food always served fresh Food presented in
Dispose, Restaurant Reflecting
that the crew may Leader welcome appetizing manner Close-out Goodbye / thank Staff made me
influence Engaging/small talk Order fully complete
Safe/fun for kids you! want to come
Staff tidy including condiments Customer remains
Staff friendly & helpful back
comfortable
Friendly, personalized Restrooms clean
interaction Food tastes as expected

Served within service Food not smashed/squished

standards
Tables/floors clean
Couriers are treated as
customers; they
represent our business.
11
 Service Crew

Service/Production/Assembly (SPA)
Production Click Back to
Ordering
Home Page
Service
Assembly
Fulfillment
Objective | Engaged, empowered employees delivering outstanding Customer Experience, exceeding customer
expectations, and delivering outstanding quality and service by operating as designed

Click to next
Enter Order Pay page of SPA Map
Begin journey; greet Engage customer in placing order Assist in customer check-out

Ungated/ Kiosk

Unassisted Enter restaurant Review menu + place order Payment selected + processed Proceed to fulfillment point Click to previous
Customer greeted by Guest Selects present point (table service gets CASH—receipt printed; payment taken at Table or FC page of SPA Map
Ordering Experience Leader locator, to-go, counter service) FC or other cash redirect positions;
Mostly CREDIT—payment given; receipt printed
unsupported Delivery
by crew
Open Third-party app Review menu + start order Payment processed Customer waits for order
Find McDonald’s + select location Select + customize items Selects “Place Order” when ready; enters Delivered by courier
Mobile delivery + payment info; checks out using app
order
and pay
(Curbside,
Mobile TS, or Open app, start order, enter Check-in order Payment processed Customer waits for order
Skip the Line) Curbside, table or pick-up
Select location + daypart; pull into curbside, on check-in
go straight to a table or a pick-up point— On to production
customer greeted if entering restaurant

Assisted Mobile
order
Ordering and pay
Heavily (DT or FC) Open app, start order, enter Check-in order using code Payment processed Proceed to fulfillment point
supported Select location + daypart, then pull up to DT Drive Thru—customer asked to verify order on on check-in Follow Drive Thru or FC process
by crew or enter restaurant—customer greeted COD; total relayed/directions given to pull ahead For pay at restaurant option, follow Drive
FC—dining options given (for here or to go, TS) Thru or FC process

Front counter
Enter restaurant Review menu + place order Payment processed Proceed to fulfillment point
Customer greeted Dining options given (for here or to go, table Payment method selected; payment Table or pick-up
service chosen) taken; receipt given

Drive thru

Pull up to Drive Thru Review menu + place order Payment processed Proceed to fulfillment point
Customer greeted Customer asked to verify order on COD Customer pulls to correct window Collect window , fast forward or pull
Total relayed / directions given to pull ahead Payment method selected + taken and stalls
12 receipt given
 Service Crew

Service/Production/Assembly (SPA)
Production Click Back to
Ordering
Home Page
Service
Assembly
Fulfillment
Objective | Engaged, empowered employees delivering outstanding Customer Experience, exceeding customer
expectations, and delivering outstanding quality and service by operating as designed

Click to next
Made for you Fries Beverages + Dessert page of SPA Map
Burgers/sandwiches + breakfast prep French fry prep Beverages + dessert (McCafé when applicable)

Initiate Food Assemble Food Prepare Food Make french fries Prepare beverages + desserts Click to previous
Responds immediately to order on KVS Pull box/wrap from initiator Receives UHC levels Watch DT monitor and FC to determine Reacts immediately to BDVS page of SPA Map
from Assembler number of baskets to drop in vat
Add condiments to product Initiates product production
Determine quantity of Load fries as close to frozen as possible
Toast or steam buns Get grilled/fried/baked product grilled/ fried/baked Assumes all beverage and dessert
from UHC to add to buns products to cook Drop fries in the vat production roles
Pull box/wrap
Box/wrap product Prepare the Cook fries Responsible for finished product quality
Prepare product/add condiments
Slide product to OAT grilled/fried/ baked Salt fries Places finished product on BLZ to enable
Product pulled by Assembler products pick and go by the runner
UHC Bag/box full
Bump order off KVS Place gold standard Bumps order off BDVS when order
The assembler should complete grilled/fried/baked is complete
The initiator prepares no more than 2 the assembly of a sandwich, wrap products in UHC
sandwiches, wraps or salads at a time or salad in 14 seconds or less
and stays with the product until the order
is pulled by the assembler

Oat Fries BLZ

On to order
Product prep
assembly
Stocks restaurant for 24/2

Prep products Review prep charts Prepare food based on prep charts Stocks the restaurant for 24/2
Temper applicable products

Signals
• KVS Times
• More than two orders on initiation KVS screens

13
 Service Crew

Service/Production/Assembly (SPA)
Production Click Back to
Ordering
Home Page
Service
Assembly
Fulfillment
Objective | Engaged, empowered employees delivering outstanding Customer Experience, exceeding customer
expectations, and delivering outstanding quality and service by operating as designed

Assembly Service

From Assemble order Deliver order Click to previous

production Order should be bumped before leaving OAT, runner should use pick page of SPA Map
ticket to assemble and never return to OAT. If Delivery Station is present
(restaurants +10 gcs per hour) all sandwiches per order are expedited
Front counter
away from the OAT. Delivery Fries and Drinks are added only at the
May hand off Presents to Farewell
Delivery Station.
to Presenter customer
A With expeditor B Without expeditor

Expeditor Runner / DT runner Drive Thru

Positioned at OAT Starts at OAT May hand off Presents to Farewell
to Presenter customer
Gets info from Expeditor Monitor Selects bag or tray
Sorts product at OAT Assembles per McDonald’s
assembly sequence Delivery
Places on tray for eat-in or on bags
for to-go Places condiments on May hand off Presents to Farewell
tray / in bag to Presenter courier
Places condiments on tray / in bag
Bumps order from monitor
Bumps order from monitor and Table Service
prints pick ticket Refers to pick ticket for
May hand off Uses pick ticket to Presents to Checks back Farewell
remaining items
Places pick ticket with food so to Presenter locate and present customer in with
runner can read Picks up Fries, Beverage to customer customer
& Dessert
Runner / DT runner Curbside
Refers to pick ticket for remaining May hand off Uses pick ticket to Presents to Farewell
items to Presenter locate and present customer
to customer
Determines what size bag is needed
Picks up Fries, Beverage & Dessert
Signals
• Expo Times

14
 Restaurant Leader

Food Safety
Click Back to
Crew Home Page

Objective | To always serve safe food to our Customers

Click to next
Core minimums page of Food
Safety Map
Crew executes tasks, Shift Manager monitors tasks, General Manager verifies system is working

Building and Potable water Ensure that pest Good health and Clean and sanitize Achieve and ensure
equipment in good supply available management program personal hygiene building interior, temperature minimums
repair Especially 0.2 micron filters is in place and working Especially handwashing equipment and and time controls
Broken tiles etc. effectively and good health restaurant surfaces
Including keeping restaurant and
any area clear of infestation

Product flow

Receive food Store food Prepare food Cook raw food Hold food
Ensure all food, paper and FROZEN Adhere to secondary shelf life CHICKEN Cooked foods held at or
chemicals are from approved Product temperature at or procedures for all products Cook to 74°C/165°F or above above 60°C/140°F (UHC
sources below -18°C/0°F and hot holding units)
Adhere to local allergen BEEF OR PORK within holding time
Frozen products (beef, pork, REFRIGERATED STORAGE management protocols Cooked to 69°C/155°F or above
chicken and fish) at -18°C/0°F or Product temperature below
FISH Signals
colder; Refrigerated products at 4.4°C/40°F
or below 4.4°C/40°F Cooked to 71°C/160°F or above
SHELF-LIVES • Lack of prompts for hourly hand washing
All primary and secondary SHELL EGG PRODUCTS
• Sick employees and poor personal hygiene
shelf lives adhered to Cooked to 69°C/155°F and until
the yolk is gelled and not runny • Incomplete Daily Food Safety checklists
STORAGE • Incomplete pyrometer kit/Pyrometer not working
Store according to standard BREAKFAST MEAT
(off the floor, away from walls, Cooked to 69°C/155°F or above • Product out of code
covered, etc.) • Unclean utensils, equipment and building
• Health inspection violations, Food Safety
customer complaints, Food Safety or Ops PACE
Verifications
• Pest infestation, signs of broken equipment,
building or inaccurate thermometers
15 • Water filters not used properly
 Restaurant Leader

Food Safety
Click Back to
Shift Manager Home Page

Objective | To always serve safe food to our Customers

Food safety

Daily Checklist
Set up Start up Breakfast check Regular menu check Click to previous
page of Food
Pyrometer calibrated and equipment All refrigeration units and refrigerated Breakfast sausage checked for internal Beef or Pork checked for internal Safety Map
functioning correctly products are at the proper temperature temperature of 69°C/155°F temperature of 69°C/155°F
Proper disposable gloves are stocked at each All freezer units and frozen product at the Shell eggs cooked to 69°C/155°F and until Chicken checked for internal temperature of
station proper temperature the yolk is gelled and not runny 74°C/165°F or above
Correct sanitizer concentration being used Open products covered or wrapped Fish cooked to 71°C/160°F or above
Required supplies at all hand sinks Holding times and shelf-lives are marked
and followed
All employees appear healthy
(Delivery meets all food safety standards)
All chemicals, food, packaging and equipment
from approved suppliers

Monthly Checklist
Health and hygiene Procedures and standards Documentation and training Support systems
All employees are healthy and adhere to ill Cleanliness and Sanitation procedures All leaders are trained and certified on food Pest prevention process in place and no sign
worker guidelines followed (including non-food spill safety (advanced or according to local of pest infestation
procedures) guidelines if more stringent)
Employees are following personal hygiene Waste Management process in place
practices Approved cleaning supplies in place and All employees trained and verified on food
used correctly safety and sanitation Approved water filters are in place, labeled and
Proper handwashing procedures are followed changed on time
Food, packaging and equipment from Verify all violations corrected from health
Cross contamination prevention procedures approved suppliers inspection and food safety report Planned maintenance and cleaning completed
followed on all food equipment and building
Food Handling procedures correct 60 days of daily food safety checklists
Proper use of blue gloves (for raw products) completed correctly (on paper or digital) Health department requirements and food
and white disposable gloves as required Food Safety Standards met safety verification met
Last 2 monthly food safety verifications
Food Storage correct complete “Any additional systems” such as shake/sundae
inspections, grill certifications, etc.
Ice handling procedures in place
Equipment and building standards met
16
 Restaurant Leader

Health and Safety Assistant Manager/Department Leader

Click Back to
Home Page

Objective | A safe and secure environment that enhances your customer and
employee experience while adding value to the business

Click to next
Safety page of Safety &
Security Map
Restaurant conditions

People Communications Equipment Physical Safety Process

Responsibilities, training, and policies Communications and reporting for Application and maintenance of safety-related Maintaining a safe and secure environment Following proper procedures for the safety
governing employees and customers safety concerns equipment including proper use, installation, for employees and customers and security of the restaurant employees and
and storage customers

Frequency: On-going Frequency: On-going Frequency: Daily routine Frequency: Daily routine Frequency: Daily routine
All employees are trained on health A competent health and safety All personal protective equipment (e.g., Floors and play areas are in a safe and Restaurant management ensures host
and safety policies, guidelines, and committee team is established face shield, apron, gloves, oven mitts, clean condition country’s health and safety laws and
procedures following their and maintained as required by visibility vests) is accessible, clean, in good McDonalds safety standards are
country’s requirements and are local regulations and meets condition, and being stored properly and Parking and Drive-thru crosswalks are followed
empowered to implement and regularly to reinforce safety used correctly clearly marked, kept clear of
enforce safety awareness obstructions and in good condition All claims are reported following
guidelines, including reporting All fire extinguishing equipment is visible, country requirements within required
accessible, operational and in good All emergency exits are unobstructed, time period and injuries are followed up
and correcting safety issues or visible, accessible, operational, and in
hazards Frequency: Daily routine condition on
good condition
Managers act as a role model and Unsafe conditions are reported CO2 (Carbon Dioxide) tank, beverage, Every claim is managed and an
motivate crews to ensure health immediately to General or Shift cylinder systems, detectors and warning accident/incident investigation
and safety standards are in place Manager signage are secured/installed correctly completed following country
and in good condition/operational. Frequency: Monthly routine requirements
and followed Hazardous conditions are fixed
immediately during pre-shift A workplace safety inspection is Injuries are treated immediately by
travel path completed monthly and appropriate trained first aid personnel
Frequency: Semi-annual corrective actions taken
Signals
An automatic, fixed fire suppression Frequency: On-going
• Incident data system(s) installed over all fryers and grills,
• Inspection reporting is in good condition and inspected and Comply with local safety regulations
serviced by a qualified service company at regarding emergency response,
• SOC s completion per crew following country requirements least every six months signage, and equipment
• Equipment fires
F/K Class fire extinguisher is present and Chemicals are properly labeled and
• Safety Violations. operational stored, and safety data sheets are
• Safety-related complaints available to employees

• Rising claim costs or increasing injury frequency

• Ops PACE safety score
17
 Restaurant Leader

Health and Safety

Click Back to
Assistant Manager/Department Leader Home Page

Objective | A safe and secure environment that enhances your customer and
employee experience while adding value to the business

Security Click to previous

Restaurant conditions page of Safety &
Security Map

People Communications Equipment Physical Safety Process

Responsibilities, training, and policies Communications and reporting for Proper use and maintenance of security Maintaining a safe and secure environment Following proper procedures for the safety
governing employees and customers security concerns equipment is important for employees and customers and security of the restaurant and people

Frequency: On-going Frequency: On-going Frequency: On-going Frequency: Daily routine Frequency: On-going
All employees are trained on Report suspicious / criminal Ensure security equipment is checked and Immediately correct any security Change restaurant locks, safe combinations, and POS
security policies, guidelines, and activity, loitering, or vandalism to maintained regularly to ensure the violations or unsafe related access codes when a maintenance or a member of
procedures following country the authorities and immediately equipment is operating as required e.g., conditions (e.g., damaged management is terminated, reassigned, or
requirements and are report this information to your GM. CCTV system, safe, and hold-up alarms equipment, vandalism, unsafe transferred according to security guidelines
empowered to enforce security walkways, windows, doors, etc.) Call local law enforcement for emergency situations
guidelines, along with reporting All cash management variances Security equipment access codes are up
over guidelines must be reported to date and provide maximum security Rear / side / play place doors should e.g., robbery, burglary, assaults, shooting, bomb
and correcting security issues threat etc.
immediately to the restaurant be locked, alarmed, functioning
Managers act as a role model leader and supervisor e.g., cash Equipment is approved and meets global properly and equipped with an Report all crime issues and incidents to your
and motivate crews to ensure shortages, promo variance, high and national standards working and unobstructed external supervisor or O/O, and field security leader e.g.,
security standards are in place T-Reds and B-Reds. Security signage is posted on lobby doors view device armed robbery, assaults, shooting, scams, bomb
and followed and drive-thru windows as appropriate i.e. threats or other serious incidents
Eliminate blind spots for hiding and
CCTV, Burglar Alarm, Armored Vehicle, obstructed views in and out of the Maintain, develop, and strengthen your relationship
Access to inner safe, etc. restaurant with local law enforcement

Drive-thru windows have self- Frequency: Daily routine

latching locks which are in good
operating condition Check security equipment and take appropriate
steps in fixing non-working equipment e.g., CCTV
system, burglar intrusion system, safe, hold-up
Signals alarms etc.
• Training completed & documented • High promo, overrings, refunds, meals, Ensure backdoor and trash disposal policies are
T-Reds / B-Reds followed
• SOC’s completion per crew
(following country requirements) • Law Enforcement Partnership / Engagement Ensure cash control policies are followed according
to policy (e.g., skims, promos, and cash variances etc.)
• Crew and leader accountability • Back door policies
Ensure staggered method of opening and closing
• Security equipment standards in place • Incident reporting ensured
Bank deposits are handled according to policy
• BSV security score
18
 Restaurant Leader

Planned & Daily Maintenance

Click Back to
Crew Home Page

Assistant Manager/Department Leader

Objective | Ongoing care and maintenance of equipment improving quality, service, and cleanliness, that minimizes
downtime, reduces operating costs, ensures food/employee safety, and extends the life of equipment

Planned/scheduled maintenance Daily/ongoing maintenance

Provide resources Perform Ensure completion of planned Provide resources Perform Ensure completion of
Ensure current and complete PM maintenance tasks maintenance tasks Ensure availability of proper tools maintenance tasks maintenance tasks
reference materials and tools Perform maintenance tasks Verify and sign off completed PM tasks and supplies to perform daily Complete daily checklists for: Verify completion of all
are available and in use per PM Calendar, required: maintenance tasks checklists and tasks
Bi-annual certifications • Weekly
Train employees to perform PM • Weekly Train and schedule employees to
tasks Fire suppression systems perform daily maintenance tasks • Bi-weekly
• Bi-weekly
Assign and schedule employees Fire extinguishers Trained maintenance person • Monthly
to perform PM tasks • Monthly assigned daily
Other emergency equipment per local • Quarterly
Schedule PM tasks that require a • Quarterly code: Provide a separate checklist to
qualified technician follow up on completion of daily • Semi Annual
• Semi Annual • Fire alarms maintenance tasks • Annual
• Annual • Emergency lighting
Annual certifications
Grills
CO detectors
Beverage Tower Recovery Program
CO tank, beverage, and/or cylinder
systems are in good condition
Signals
Equipment failure
• % of Peak Hours Down Key
Production/Assembly Equipment

Diagnose equipment and Address equipment and Plan of action in place Ensure completion of tasks • % of Planned and Scheduled
Maintenance Calendar Completed
physical plant failures physical plant failures to call for service and that equipment is working
• CO Detectors Certification
• Fire Suppression Systems Certification
• Annual Grill Certification

19
 Shift Leader

Inventory Management
Click Back to
Crew Home Page

Assistant Manager/Department Leader

Objective | To have goods available in the right amounts at the right time based on customer demand,
ensuring outstanding Customer Experiences and a profitable business

Inventory Order Receive

Daily/weekly/monthly Based on delivery schedule or level of inventory Based on delivery schedule

Count inventory Determine order process for specific product(s) and place order Prepare for delivery Receive products Store products
Ensure inventory count is Ensure storage area is Follow local process for: properly
complete and accurate (key A Restaurant Order Proposal B Standard order process organized based on guidelines delivery support (like invisible
(ROP)* EXAMPLE: Operational supplies (location, safety,
factor for order quality) (i.e. FIFO and FEFO) or unassisted) and validation security, and rotation)
EXAMPLE: Proteins of delivery (completeness and
Inventory counting frequencies Review build-to to determine products to Confirm delivery schedule (i.e.
Review calculated/proposed orders for: be ordered condition)
and list of counted items are Distributor/Supplier)
consistently reviewed for alerts (e.g. missing/wrong inventory Optimize time for delivery
Check goods in transit Train and schedule employees
relevance counts), short shelf-life products, local hand-over
events/promotions reflected Check to determine product needs: sales to receive deliveries
projections, upcoming promotions and Ensure delivery is entered in
Ensure regular communication with restaurant back-office
partner events, short shelf life
ROP planner (local events/ promos, solution
questions or follow-ups) Order product from distribution center
Confirm order (follow local process if
manual confirmation required vs. auto-
commit/hands free process) C No restaurant order
* IF AVAILABLE EXAMPLE: Promo products
Products are pushed

Analyze
Continuously
Signals

• High inventory count differences (actual vs. calculated)

Analysis following inventory Analyze inventory reports Develop plan to correct Communicate inventory Execute plan
(e.g. Stat, Food vs. Base) discrepancies discrepancy result and plan to • Raw Product stock-outs
employees
• Unscheduled deliveries
• Restaurant transfers
• Regular late adds on orders
• Base vs. Actual Food cost differences
• Raw Waste % higher than guidelines
20