Project Charter:

Menu Tablets Roll-Out at Sauce & Spoon

DATE: 13 Dec 2022

Project Summary
Sauce & Spoon, a small local scratch-to-table restaurant chain, plans to implement a fully
integrated tablet system that comes with a digital menu and POS for individual tables in 2
of its locations in the North and Downtown. The pilot will roll out in the bar area for testing
to drive a faster and more seamless ordering experience for their guests, including quick,
easy ordering options, speed up service, and turn tables more quickly.

Project Goals
The following are some immediate goals to support Sauce & Spoon’s overall annual
growth and expansion goals with the menu tablet project roll-out: -

1. Cut food waste by 25% by the end of Q2 with menu customisation and allow guest
requests to be transmitted to the kitchen directly to reduce human errors.
2. Reduce average table turn time by about 30 minutes by the end of Q2 by speeding
up services and ordering to payment processes
3. Increase average daily guest counts by 10% by the end of Q2 by serving more
guests in lesser time
4. Raise the overall check by 15% by end of Q2 by increasing product mix in
appetiser
5. Increase employee satisfaction rate by xx% (TBD) by the end of Q2 to retain
employee employment rate

Deliverables
  Check host software for tracking table usage and wait-for lists, and POS software
manages prices, make orders, tracks ordersand generates the checks after a meal
 Check that software is compatible with existing system and allow seamless
configuration and integration.
 Check that the software support menu edits requests to send directly to the kitchen
to reduce human error that help reduce food waste
 Check on tablet packages that include menu add-ons and coupons to promote
specific items
 Provide valuable data and clear data points to track metrics
 Create a program plan for staff training on the new system to support staff buy-in
 Create a plan to monitor the payroll and bandwidth of the BOH to ensure the
kitchen has the appropriate resources
 Track metrics on how the tablets impact table turn time and changes in revenue
 Work with Carter to create a plan to measure employee satisfaction metrics

Scope and Exclusion

In-Scope:
 Menu tablets installation on all tables at bar area for North & Downtown
locations
 Incorporate software with host & POS system
 Menu add-ons and coupons
 Food waste reduction
 Training plan on new system
 Plan to measure employee satisfaction metrics
 Metrics on table turn time, revenue
 Plan to monitor payroll and bandwidth

Out-of-Scope:
 Adjusting/ changing food waste policy

Benefits & Costs

Benefits:
 Improve operation management, overall dining experience, customer satisfaction
and retention by streamlining timely and quality service
 Reduce operation costs: staffing, order size and amount by reducing food waste,
improving employee satisfaction and retention by reducing manual work and
potential of burnout
 Potentially increase revenue growth, increase profit margin and location expansion
by addressing issues of quality and implementing more efficient procedures

Costs:
 Training materials and fees
 Hardware and Software Implementation across locations
 Maintenance (IT fees through EOY)
 Updated website and menu design fee
 Other customization fees

Budget:
  $51,000

Project Team:
Project Manager: Peta

Client
Director of Operations: Deanna Coleman,

General Manager, North: Gilly

General Manager, Downtown: Alex

Restaurant Consultant: Seydou

Account services teams: TBD

Appendix:
1. Metrics to measure success of average check increment by per dollar
Stakeholder involved: Peta, Deanna
 Product mix including upselling appetizers and specialty beverage which different
locations may differ, some locations are already selling more appetizers than
others.

Stakeholder involved: Peta, Gilly, Alex

 Both locations has different customer personas and ordering behaviour, e.g.
o Customers at the North mainly comes for hour hours, and they tend to just
order appetisers and drinks.
o Customers at the Downtown are mainly dinner guests who do not order
appetisers consistently.
 Gilly is unsure the tablets have a measurable impact on the appetizer sales
 Alex propose a 20% increase but is unsure if it is reasonable

Outcome: [Resolved]
Proposed a 15% average increase overall - North location targeted for a 10%
increase and the Downtown location targeted for a 20% increase
—---------------------------------—--------------------------------------------
2. Relocating FOH payroll to support BOH, i.e. hiring more kitchen staff to
meet increase demand
Stakeholder involved: Peta, Gilly, Alex
 Do not have a guarantee on tablet performance with any data to reflect profitability
and profit stability until the roll-out
 Alex hope to reallocate some of the payroll to hire more kitchen staff but Gilly does
not want to give up FOH payroll in case they need to hire more hosts or
bartenders.

Outcome: [Unresolved]
Proposed to track relevant data such as how the tablets impact table turn time and
 changes in revenue and measure them through April to the end of June for further
evaluation.
—---------------------------------—--------------------------------------------
3. Should decreasing guest wait time and table turn time be two separate
goals?
Stakeholder involved: Peta, Deanna
 Peta believes decreasing table turn time will decrease guest wait time naturally.
 Deanna requested from Peta to articulate how decreased table turn time relates to
a decrease in guest wait time.
Stakeholder involved: Peta,Gilly, Alex
 Peta clarifies how guest wait time can be a redundant metrics with the table turn
time goal - If tables turn more quickly, wait times will decrease naturally.
 Gilly feels both the wait time will subject on how busy the restaurant is but is okay
to remove guest wait time from the list

Outcome: [Unresolved]
Pending Peta to convince Deanna on the removal
—---------------------------------—--------------------------------------------
4. Making food waste reduction as policy change be part of the tablet rollout
Stakeholder involved: Peta, Deanna, Carter, Gilly, Alex
 Carter wants to include food waste reduction as under policy change on error order
returns - Alex agrees with it, however Gilly has concerns it may affect guests’
experience

Outcome: [Resolved]
Proposed that the policy change should be adjusted as a separate discussion
between Carter and Deanna instead of tying up with the tablet rollout.