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/ categorization 3 Roles and responsibilities 4 Signals

+ main objective Along the top of the map, Each activity and role within Each system has a set of
Each of the nine systems has you’ll find the main the system can be completed signals to indicate where
its own core objective with the organizing elements for the by a variety of team members. the system could break
ultimate goal of Running system—whether it’s a process A primary point person has down—creating
Great Restaurants. step, system element, or other been identified but markets opportunities for growth
categorization. may adjust to suit their needs. and potentially triggering
the need to set up an
4 action plan.
 Restaurant Systems
Individual System Maps
 Restaurant Leader
Click Back to
People Practices 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 place Leverage the crew and Train on tasks/stations recognition communications & structure
to identify the most suitable management onboarding process Implement and transparently Leverage digital engagement Ensure a transparent review system is
Execute a plan to enhance candidates for each role and ensure that experience is Focus on making the restaurant
McDonald’s employer reputation a safe, respectful and inclusive communicate about reward and platform to share key in place
engaging (e.g. experiential recognition programs that messages
and attract the right candidates Utilize all local selection tools session rather than simply environment for everyone by Set goals and discuss future
leveraging available market- reinforce expected behaviors
Implement an internal recruitment Ensure appropriate leaders are reading/watching) Conduct employee surveys at opportunities
provided training (including • Reward hospitality (e.g. least once per year and
plan (e.g., referrals) trained on selection tools Communicate all local anti-harassment, discrimination Empower employees to solve
leader incentives for implement an action plan
Use an external recruitment Consider whether to hire an expectations, local policies, and & retaliation and violence) hospitality behaviors) based on the results inaccurate orders independently
campaign, where appropriate, external candidate or promote procedures (including anti-
harassment, discrimination & Focus on developing a • Peer-to-peer digital Inform employees of new Position crew in stations that fit their
to attract customer-centric from within for open positions connection with customers (e.g. personalities and skills
candidates retaliation and violence) recognition for crew processes/technology being
Treat all applicants fairly and Creating Feel Good Moments) added to the restaurant, why,
Communicate the importance of Host a crew outing / event every 6 Off-board (including exit interviews,
Use a career site and /or Applicant model an inclusive environment Managers coach crew on and how it elevates the administrative tasks etc.) to
Tracking System to share open the employee’s role creating a months customer experience
Hire for hospitality by evaluating safe and positive restaurant customer service behaviors understand turnover impact and
jobs Ensure regular pay raises where action is needed
applicants for customer-centricity experience for customers and
other crew are given
Implement a restaurant succession
Complete all required plan and ensure pay is competitive
administration tasks relative to market standard

Provide necessary resources / gear

(e.g. schedule, uniform, etc.)
Conduct 90 day follow-up
Legal Requirements for each new hire
Signals
• Crew short-tenured terminations
• Crew applications
Ensure full compliance with all local laws and employment • Crew hire to termination ratio
Ensure compliance • Crew hires
legislation at every stage of the employment cycle • Shift Leader Terminations
• Crew average time to hire
• Shift Leader short-tenured
• Crew application to hire ratio
terminations
• Crew terminations
6
 Guest Experience Leader Team
Click Back to
Learning and Development Restaurant Leader

Department Leader/Guest
Mid Manager Home Page

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

Crew & guest experience leader development

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

Shift Leader Department Leader Restaurant Leader Ongoing responsibilities

Candidate completes eLearning, shoulder- Candidate completes eLearning and Candidate completes eLearning and Ensure talent plan is in place
to-shoulder shift training and Leadership Developing the Leader in Me leadership Leading Great Restaurants Signals
Transitions and Advanced Leadership course leadership courses Stay engaged in the development of their
courses people throughout the planning, coaching,
• Crew Development Plan in place
Follow up and coach Department Provides ongoing support and observation, and regularly progress updates
Observes and provides daily/weekly Managers on assigned department shoulder-to-shoulder coaching and • Crew Training/Crew Trainer Hours are Properly Scheduled
shoulder-to-shoulder coaching and training. responsibilities progress with a focus on training Ensure training is completed for all
employees according to schedule. Use the • Appropriate number of certified Shift Leaders
diagnosing to fix root cause, enhancing the
Completes Shift leader verifications on a Customer Experience and growing the Training Needs Analysis, to look for • Talent plan for restaurant leadership positions in place and
ongoing basis business opportunities for continuous improvement development time scheduled
• Appropriate number of certified crew and crew trainers
Provides ongoing support and shoulder-to
shoulder coaching and training • Ongoing training scheduled and completed
• Records or completed training matches scheduled training
• Training Needs Analysis in place
7
 Restaurant Leader
Click Back to
Staffing, Scheduling, and Positioning 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 and Recruit, hire and onboard Ensure crew Ensure employees are Build Managers’ Build crew schedule Using market approved React to business
training needs number of employees availability, station trained according to schedule positioning guides, assign conditions during shift
analysis is updated according to staffing abilities, and other training needs analysis crew per availability, and reposition as needed The right
monthly needs analysis information is accurate positioning needs, and crew people
and meets business competence for each day
needs and shift
Crew Scheduling
See next page

Managers scheduling and fixed labor hours

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

• Feedback from management

team (about projections)

Signals

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

8
 Restaurant Leader
Click Back to
Staffing, Scheduling, and Positioning 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 to Determine variable labor needs by hour Transfer management schedule
Scheduled
scheduling forecast capture unmet demand: using market’s approved positioning Discuss the schedule and its
systems guide Ensure all Floor hours are covered
• Projection effectiveness execution at weekly leaders
Look three months ahead and based on crew to Manager ratio
meeting
Restaurant conditions review and approve staffing • Guest Counts (GCs) and sales Review VLH Guide and highlight
needs analysis potential shift shortages Review and approve crew schedule to
settings are correct in trends Review results on a monthly
ensure all activities are planned and
scheduling system basis and share at Managers
Review available data for • Promotions and events Schedule fixed hours according to scheduled: training, planned
Meeting
opportunities in operational • Other projection tools guide, including Guest Experience maintenance, fixed hours tasks, and
execution of standards Leader secondary duties
• Feedback from management
Ensure number of employees team (about projections) Build schedule using workforce Post approved crew schedules at least
required by staffing needs Project next week GCs and sales management system 5 days prior; Manager’s schedules at
analysis are on track ( 90 day according to market guidelines least two weeks prior end of the
forecast) Ensure employment laws and month, (or as required by local laws
and local drivers
McDonald’s policies are followed and regulations)

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

# hours with data

9
 Shift Leader
Click Back to
Shift Leadership 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 operations Diagnose the business conditions and customer flow of all channels by Reflect on how well the restaurant delivered on
Read all communications from prior to taking over the shift observing and knowing when you need to make adjustments the shift leadership outcomes
restaurant team
Read all communications from restaurant Diagnose actual results compared to projected shift targets:
Review: team Position crew according to positioning guide Coordinate breaks according to plan, ensuring crew
• Guest Counts and sales
is engaged
• Schedule for next shift and Observe the appearance of the restaurant Actively reposition crew and managers as
• Customer experience and speed of service
ensure enough staff is business conditions and customer flow change Ensure customers and crew Health and Safety
scheduled Communicate with the outgoing shift • Labor effectiveness
practices: cash procedures and physical plant
leader about opportunities, trends, problems Prioritize and eliminate any service, production,
• Promotions, initiatives or barriers to take action and quality barriers Follow the customer recovery process when • Raw and completed waste

Complete: necessary and handle complaints promptly and • Tasks completion

Pre-shift planning Complete daily/monthly Food Safety checklist(s) politely
• Positioning plan including any Transition with the next incoming shift leader and communicate
Complete, review, and prioritize Ensure food safety and quality food. Talk frequently with customers and ask about their
training needs opportunities, trends, problems, or barriers
Follow up on any food safety related customer experience
shift plan complaints Reflect and plan for your next shift:
Conduct a pre-shift checklist and a travel Acknowledge and thank each crew member at the
Anticipate and react to Danger Zones end of their shift for contributions made • Customer experience
path
Coach, empower, and assist crew when necessary • People, Equipment, and Product
Create and prioritize a to do list
Identify potential opportunities and weak areas Openly and visibly recognize and reward crew for meeting shift
Check if any unavailable items & validate targets and performance excellence
with product outage Monitor OE-PE, R2P and Delivery restaurant
times and review progress towards targets Thank remaining shift crew for their contribution to the shift
Review actual Guest Counts and sales for
adjustments Provide ongoing feedback to crew and managers
relative to shift targets Signals • KVS Time per Entrée/Sandwich
Ensure sufficient Initiations points are
prepared for volume Openly and visibly recognize and reward crew for • In-Restaurant Receipt to Present
performance excellence Set up for success signals
Time
Adjust the positioning plan and assign • Customer Feedback - QSC
secondary duties Role model hospitality interaction with customers • Curbside Receipt to Present (if
• Pre-Shift/Post-Shift hours available)
Set and communicate realistic targets Conduct regular travel paths to prioritize, delegate,
• Guest Experience Leader hours • DT Order End to Present End Time
and follow-up with: Heath & Safety, QSC,
Customer Convenience, Appearance Decision making signals • Pull Forward effectiveness
10 • Kitchen Initiation Points open • Delivery Restaurant time
 Crew
Click Back to
Service/Production/Assembly (SPA) 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 order Food items are presented
utilizing pick ticket, ensures • In –Restaurant Receipt to Present Time (R2P)
In a traditional ordering process, crew will: relevant production area for crew to (Front Counter, Drive Thru,
prepare (Made For You, Fries, orders are accurate and looks for Curbside, Table) and • DT Order End to Present End Time (OE-PE)
• Immediately greet the customer, identify Beverage & Dessert, etc.) out of sequence opportunities customer is bid • In-Restaurant and DT order taking effectiveness
digital customers by name farewell.
MFY food arrives in OAT for For Delivery; when demand • Drive Thru Payment and Present effectiveness
• Take order reaches 10 orders per hour, a
assembly and beverages arrive at the Identify digital customers by • Kitchen Initiation Point effectiveness
• Process payment BLZ separate and additional delivery name
station is needed to reduce • In-Restaurant and Drive Thru Assembly
In ungated ordering, much of this process is congestion at the OAT. The All bags are handed off to effectiveness – pick and go is achieved
unassisted and led by customer Delivery Station is used for all the Delivery courier at the • Delivery, Table Service and Curbside fulfillment
Delivery orders when present in same time for accuracy. effectiveness
Ensure crew do not gate Delivery orders
the restaurant to ensure
consistency. Use the Delivery Ops • Inaccuracy measurement
Customer journey Solutions matrix to scale.
The path a customer follows

Customer
touchpoints Pre-Visit Arrive Enter Restaurant Wait & Order Wait & Collect Eat Extend, Dispose,
Leave Post-Visit
Customer experiences Staff/Guest Experience Help with ordering Food always served fresh Food presented in appetizing
Close-out Restaurant Reflecting
that the crew may Leader welcome manner Safe/fun for kids Goodbye / thank you! Staff made me want
influence Engaging/small talk Order fully complete
to come back
Staff tidy including condiments Customer remains comfortable Restrooms clean
Staff friendly & helpful
Friendly, personalized Food tastes as expected
interaction
Food not smashed/squished
Served within service
standards Tables/floors clean

Couriers are treated as

customers; they represent
our business.
11
 Service Crew
Production Click Back to
Service/Production/Assembly (SPA) Ordering

Assembly
Service
Home Page

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 page

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

Kiosk
Ungated/
Unassisted Enter restaurant Review menu + place order Payment selected + processed Proceed to fulfillment point Click to previous
Customer greeted by Guest Experience Selects present point (table service gets locator, CASH—receipt printed; payment taken at FC or Table or FC page of SPA Map
Ordering Leader to-go, counter service) other cash redirect positions; CREDIT—
Mostly 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 delivery Delivered by courier
Mobile + payment info; checks out using app
order
and pay
(Curbside,
Mobile TS, or Open app, start order, enter Check-in order Payment processed on Customer waits for order
Skip the Line) Select location + daypart; pull into curbside, go Curbside, table or pick-up
check-in
straight to a table or a pick-up point—customer On to production
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 or Drive Thru—customer asked to verify order on on check-in Follow Drive Thru or FC process
by crew 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 taken; Table or pick-up
service chosen) 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 stalls
Total relayed / directions given to pull ahead Payment method selected + taken and receipt
12 given
 Service Crew
Production Click Back to
Service/Production/Assembly (SPA) Ordering

Assembly
Service
Home Page

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 page

of SPA Map
Made for you Fries Beverages + Dessert
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 from Watch DT monitor and FC to determine Reacts immediately to BDVS page of SPA Map
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 from grilled/ fried/baked Assumes all beverage and dessert
UHC to add to buns products to cook Drop fries in the vat production roles
Pull box/wrap
Box/wrap product Prepare the grilled/fried/ Cook fries Responsible for finished product quality
Prepare product/add condiments
Slide product to OAT baked products Salt fries Places finished product on BLZ to enable
Product pulled by Assembler pick and go by the runner
UHC Place gold standard Bag/box full
Bump order off KVS grilled/fried/baked Bumps order off BDVS when order
The assembler should complete the products in UHC is complete
The initiator prepares no more than 2 assembly of a sandwich, wrap or
sandwiches, wraps or salads at a time and salad in 14 seconds or less
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
Production Click Back to
Service/Production/Assembly (SPA) Ordering

Assembly
Service
Home Page

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 ticket to page of SPA Map
assemble and never return to OAT. If Delivery Station is present (restaurants
+10 gcs per hour) all sandwiches per order are expedited away from the OAT.
Front counter
Delivery Fries and Drinks are added only at the Delivery Station.
May hand off Presents to Farewell
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
Places condiments on May hand off Presents to Farewell
to-go
tray / in bag to Presenter courier
Places condiments on tray / in bag
Bumps order from monitor
Bumps order from monitor and prints Table Service
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 runner to Presenter locate and present to customer in with customer
can read Picks up Fries, Beverage customer
& Dessert
Runner / DT runner Curbside
Refers to pick ticket for remaining items May hand off Uses pick ticket to Presents to Farewell
to Presenter locate and present to customer
Determines what size bag is needed customer
Picks up Fries, Beverage & Dessert
Signals
• Expo Times

14
 Restaurant Leader
Click Back to
Food Safety Crew Home Page

Objective | To always serve safe food to our Customers

Click to next page

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

Building and Potable water supply Ensure that pest Good health and Clean and sanitize Achieve and ensure
equipment in good available management program is personal hygiene building interior, temperature minimums
repair Especially 0.2 micron filters in place and working Especially handwashing and equipment and restaurant and time controls
Broken tiles etc. effectively good health 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 below procedures for all products Cook to 74°C/165°F or above above 60°C/140°F (UHC and
sources -18°C/0°F hot holding units) within
Adhere to local allergen management BEEF OR PORK holding time
Frozen products (beef, pork, REFRIGERATED STORAGE protocols Cooked to 69°C/155°F or above
chicken and fish) at -18°C/0°F or Product temperature below
colder; Refrigerated products at or 4.4°C/40°F FISH Signals
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 shelf SHELL EGG PRODUCTS
Cooked to 69°C/155°F and until • Sick employees and poor personal hygiene
lives adhered to
the yolk is gelled and not runny • Incomplete Daily Food Safety checklists
STORAGE
Store according to standard (off BREAKFAST MEAT • Incomplete pyrometer kit/Pyrometer not working
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
Click Back to
Food Safety 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 functioning All refrigeration units and refrigerated products Breakfast sausage checked for internal Beef or Pork checked for internal temperature of Safety Map
correctly are at the proper temperature temperature of 69°C/155°F 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 the Chicken checked for internal temperature of
station proper temperature 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 worker Cleanliness and Sanitation procedures followed All leaders are trained and certified on food Pest prevention process in place and no sign
guidelines (including non-food spill procedures) safety (advanced or according to local of pest infestation
guidelines if more stringent)
Employees are following personal hygiene Approved cleaning supplies in place and used Waste Management process in place
practices correctly All employees trained and verified on food
safety and sanitation Approved water filters are in place, labeled and
Proper handwashing procedures are followed Food, packaging and equipment from approved changed on time
suppliers Verify all violations corrected from health
Cross contamination prevention procedures inspection and food safety report Planned maintenance and cleaning completed on all
followed Food Handling procedures correct food equipment and building
60 days of daily food safety checklists
Proper use of blue gloves (for raw products) and Food Safety Standards met completed correctly (on paper or digital) Health department requirements and food safety
white disposable gloves as required verification met
Food Storage correct Last 2 monthly food safety verifications
complete “Any additional systems” such as shake/sundae
Ice handling procedures in place inspections, grill certifications, etc.
Equipment and building standards met

16
 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

Click to next page

of Safety &
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 for Following proper procedures for the safety
governing employees and customers safety concerns equipment including proper use, installation, and employees and customers and security of the restaurant employees 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., face Floors and play areas are in a safe and Restaurant management ensures host
and safety policies, guidelines, and committee team is established and shield, apron, gloves, oven mitts, visibility clean condition country’s health and safety laws and
procedures following their country’s maintained as required by local vests) is accessible, clean, in good condition, McDonalds safety standards are followed
requirements and are empowered to regulations and meets regularly to and being stored properly and used correctly Parking and Drive-thru crosswalks are
implement and enforce safety reinforce safety awareness clearly marked, kept clear of obstructions All claims are reported following country
guidelines, including reporting and All fire extinguishing equipment is visible, and in good condition requirements within required time period
correcting safety issues or hazards accessible, operational and in good condition and injuries are followed up on
Frequency: Daily routine All emergency exits are unobstructed,
Managers act as a role model and CO2 (Carbon Dioxide) tank, beverage, visible, accessible, operational, and in Every claim is managed and an
motivate crews to ensure health and Unsafe conditions are reported cylinder systems, detectors and warning good condition accident/incident investigation completed
safety standards are in place and immediately to General or Shift signage are secured/installed correctly and in following country requirements
followed Manager good condition/operational.
Injuries are treated immediately by trained
Hazardous conditions are fixed Frequency: Monthly routine first aid personnel
immediately during pre-shift travel
path Frequency: Semi-annual A workplace safety inspection is
completed monthly and appropriate Frequency: On-going
An automatic, fixed fire suppression corrective actions taken
system(s) installed over all fryers and grills, is Comply with local safety regulations
Signals
in good condition and inspected and serviced regarding emergency response, signage,
• Incident data by a qualified service company at least every and equipment
• Inspection reporting six months
Chemicals are properly labeled and stored,
• SOC s completion per crew following country requirements F/K Class fire extinguisher is present and and safety data sheets are available to
operational employees
• Equipment fires
• Safety Violations.
• Safety-related complaints
• Rising claim costs or increasing injury frequency
• Ops PACE safety score
17
 Restaurant Leader
Click Back to
Health and Safety 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 governing Communications and reporting for Proper use and maintenance of security equipment Maintaining a safe and secure environment for Following proper procedures for the safety
employees and customers security concerns is important 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 activity, Ensure security equipment is checked and Immediately correct any security Change restaurant locks, safe combinations, and POS
security policies, guidelines, and loitering, or vandalism to the maintained regularly to ensure the equipment violations or unsafe related conditions access codes when a maintenance or a member of
procedures following country authorities and immediately report is operating as required e.g., CCTV system, (e.g., damaged equipment, vandalism, management is terminated, reassigned, or transferred
requirements and are empowered to this information to your GM. safe, and hold-up alarms unsafe walkways, windows, doors, etc.) according to security guidelines
enforce security guidelines, along Call local law enforcement for emergency situations e.g.,
with reporting and correcting All cash management variances over Security equipment access codes are up to date Rear / side / play place doors should be
guidelines must be reported and provide maximum security locked, alarmed, functioning properly robbery, burglary, assaults, shooting, bomb threat etc.
security issues
immediately to the restaurant leader and equipped with an working and Report all crime issues and incidents to your supervisor or
Managers act as a role model and and supervisor e.g., cash shortages, Equipment is approved and meets global and unobstructed external view device O/O, and field security leader e.g., armed robbery,
motivate crews to ensure security promo variance, high T-Reds and B- national standards assaults, shooting, scams, bomb threats or other serious
standards are in place and followed Reds. Eliminate blind spots for hiding and incidents
Security signage is posted on lobby doors and obstructed views in and out of the
drive-thru windows as appropriate i.e. CCTV, restaurant Maintain, develop, and strengthen your relationship with
Burglar Alarm, Armored Vehicle, Access to local law enforcement
inner safe, etc. Drive-thru windows have self-latching
locks which are in good operating Frequency: Daily routine
condition
Check security equipment and take appropriate steps in
fixing non-working equipment e.g., CCTV system, burglar
intrusion system, safe, hold-up alarms etc.
Ensure backdoor and trash disposal policies are followed
Signals
Ensure cash control policies are followed according to
• Training completed & documented • High promo, overrings, refunds, meals, policy (e.g., skims, promos, and cash variances etc.)
• T-Reds / B-Reds
SOC’s completion per crew Ensure staggered method of opening and closing
(following country requirements) • Law Enforcement Partnership / Engagement
Bank deposits are handled according to policy
• Crew and leader accountability • Back door policies
• Security equipment standards in place • Incident reporting ensured
• BSV security score
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 Restaurant Leader
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Planned & Daily Maintenance 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 maintenance Ensure completion of planned Provide resources Perform maintenance Ensure completion of
Ensure current and complete PM tasks maintenance tasks Ensure availability of proper tools tasks maintenance tasks
reference materials and tools are Perform maintenance tasks per Verify and sign off completed PM tasks and supplies to perform daily Complete daily checklists for: Verify completion of all checklists
available and in use PM Calendar, required: maintenance tasks 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 to Fire extinguishers Trained maintenance person • Monthly
perform PM tasks • Monthly assigned daily
Other emergency equipment per local code: • Quarterly
Schedule PM tasks that require a • Quarterly Provide a separate checklist to
qualified technician • Fire alarms follow up on completion of daily • Semi Annual
• Semi Annual maintenance tasks
• Emergency lighting • Annual
• Annual
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 to Ensure completion of tasks and • % of Planned and Scheduled Maintenance
Calendar Completed
physical plant failures physical plant failures call for service that equipment is working
• CO Detectors Certification
• Fire Suppression Systems Certification
• Annual Grill Certification

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 Shift Leader
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Inventory Management 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 organized Follow local process for: properly
complete and accurate (key factor A Restaurant Order Proposal B Standard order process based on guidelines (i.e. FIFO and delivery support (like invisible
(ROP)* EXAMPLE: Operational supplies (location, safety, security,
for order quality) FEFO) or unassisted) and validation of and rotation)
EXAMPLE: Proteins delivery (completeness and
Inventory counting frequencies Review build-to to determine products to be Confirm delivery schedule (i.e.
Review calculated/proposed orders for: ordered condition)
and list of counted items are Distributor/Supplier)
consistently reviewed for alerts (e.g. missing/wrong inventory Optimize time for delivery hand-
Check goods in transit Train and schedule employees to
relevance counts), short shelf-life products, local over
events/promotions reflected Check to determine product needs: sales receive deliveries
projections, upcoming promotions and partner Ensure delivery is entered in
Ensure regular communication with ROP restaurant back-office solution
events, short shelf life
planner (local events/ promos, 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

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