2010 MBNQA Winner: K & N Management – Small Business Category

1. 2010 MBNQA Winner:K & N Management – Small Business Category Presented by: Moore, Yager, Todd, Peavy

2. Categories • Leadership • Strategic Planning • Guest Focus • Measurement, Analysis, and Knowledge Management • Workforce Focus • Process Management • Results Moore, Yager, Todd, Peavy

3. Leadership Moore, Yager, Todd, Peavy

4. Leadership • Leadership • Core values set by senior leaders with input from team members • Deployed to suppliers and guests in a variety of ways (e.g. business cards, posters around restaurant) • Adopted best practices from other award winning businesses • Performance is continuously evaluated • Best performers awarded • Leaders measure “more process results than [their] competitors” to improve business • Governance and Societal Responsibilities • Managers and directors evaluated and coached annually • Legal and ethical violations reported anonymously • Internal health inspections prepare for external ones • One member of the management team from each restaurant attends yearly food management training class • Promote recycling and multi-use products • Partnered with the Austin chapter of Habitat For Humanity Moore, Yager, Todd, Peavy

5. Strategic Planning • Strategy Development • Process • Key Strategic Steps & Factors (8 Step process using Strategic Planning Process (SPP) • 2. Strategic Objectives • Key Objectives & Addressing Challenges and Advantages (One objective per challenge & 3 and 1 year planning horizon) • Strategy Deployment • Action Plan • Short & Long Term (Markets through plans for growth and expansion) • Modifying and Adjusting (Monthly review process / requires approval) • Human Resource & Performance Measures (established to ensure the people capability is in place when needed) • 2. Performance Projection (1 to 3 years as well as competitor projections ) Moore, Yager, Todd, Peavy

6. Strategic Planning Moore, Yager, Todd, Peavy

7. Guest Focus • Guest Engagement  and product offerings •            Align offerings with Key Guest requirements and developing products in house and ensure quality. •            Clearly define the Guest support mechanisms and requirements •            Use all opportunities in the guest lifecycle to build a relationship with the guest • Voice of the Guest •             Continual improvement and modernization of survey and listening methods. • Get feedback from the guest throughout their lifecycle and from competitor’s customers. •             Use survey and feedback data to determine guest expectations, marketing, and future segments. Moore, Yager, Todd, Peavy

8. Guest Focus Moore, Yager, Todd, Peavy

9. Measurement, Analysis, and Knowledge Management • Measurement Analysis and Improvement of Organizational Performance • Performance Improvement • Systematic approach to selecting organization specific data • Compare data with similar businesses • Keep system of measurement updated • Performance Analysis and Review • Review performance periodically to continually improve process • Performance Improvement • Apply data from analysis and review to improve performance • Management of Information Knowledge and Information Technology • Data Information and Knowledge Management • IT department manages accuracy, integrity, and timeliness of IT systems • Data Availability and Accessibility • Implemented strong file storage system • Managing Organizational Data • Formal management system in IT department to provide organization for control of IT • Managing IT Resources and Technology • Ensuring Hardware and Software Reliability • Research, test and order IT equipment to proper specifications • Emergency Readiness • Multiple IT personnel so that there is always backup • Keeping Information Mechanisms Current • Update IT equipment and training as necessary Moore, Yager, Todd, Peavy

10. Workforce Focus • Workforce Engagement • Enrichment including Key Factors, Culture, Performance Management (1st day and 30 day surveys, environment exceeds guests expectations, focus on guest delight and performance excellence award (PEA)) • Workforce & Leader Development including Learning and Progression (Ethics, Core Values, Breadth and Depth Learning Opportunities) • Assessment of Engagement including Measuring and Results (Tracking and Reviewing measures) • Workforce Environment • Capability and Capacity including Needs, Managing , and Prepping (Cross-Trained employees, diverse ideas, daily shift meetings) • Workforce Climate including Health, Safety, Security, and Support (Member benefits plan, fire and security monitoring systems including cameras, panic buttons) Moore, Yager, Todd, Peavy

11. Workforce Focus Moore, Yager, Todd, Peavy

12. Process Management • Work Systems • Devoted resources to developing, measuring, analyzing, and learning how to execute their processes to a high level of performance • Made systems and processes that are easy to replicate and measure • Enable workers to deliver a quality product • Enable managers to efficiently run operations • Work Process Design • Deployed through new team member training and shift meeting communication for existing member • Evaluated through inspections, audits, guest feedback, etc. Moore, Yager, Todd, Peavy

13. Process management Moore, Yager, Todd, Peavy

14. Results • Inspections including operations, health department, & cleaning surpassed standards • Food Quality Increased • Line Times Exceed Goals • Accuracy and Efficiency Outpaced competitor • Unit Sales & Gross Profits were above the national chain and best competitors • Turnover Rates were below industry standards • Added over 100 jobs in 2009 in the Austin, TX market while others were forced to decline Moore, Yager, Todd, Peavy

15. REsults Moore, Yager, Todd, Peavy

16. Reference • http://patapsco.nist.gov/Award_Recipients/PDF_Files/2010_K&N_Management_Award_Application_Summary.pdf • All figures, charts, and quotes referenced from summary Moore, Yager, Todd, Peavy