What this install fixes
A schedule built to your sales pattern, so labor holds its target without a short station at the Saturday peak.
The fee
From $7,500
Two points of labor on $5M in sales is $100,000 a year.
Discovery is $1,000, separate from the install’s price, and it scopes the install and sets that price. If it concludes an install isn’t the fix, you’ll hear it, and the $1,000 bought the read that saved you the rest.
About 30 to 60 days after discovery, with the timeframe agreed up front.
Next week’s schedule is last week’s with a few names changed, whatever the forecast says.
What this install fixes
A slow Tuesday carries the full line, and the Saturday runs short at the stations that should open as covers climb. In our experience total labor at a full-service restaurant runs 30 to 35 percent of sales, the low end in lower-wage markets like Texas, and a unit running above its market’s band almost always has a scheduling problem.
Your managers keep writing the schedule, now from last year’s sales by day and daypart, the GM’s projection of sales and covers for each meal, and the large parties already on the books.
What it looks like now
- Labor percentage runs low one week and blows through target the next, with no clear cause.
- Overtime from call-ins shows up in the P&L before anyone sees it on the schedule.
- Each unit’s schedule is written differently, by whoever inherited the job.
Tell us what’s breaking.
Bring two weeks of schedules and sales by day.
Book a call with Jon (opens in a new tab)What gets installed
What gets built
- The labor model: forecast sales and covers turned into hours by position and daypart, each position with a labor target and a standard for covers per labor hour.
- The line position chart: a minimum team to open, then each kitchen station added at a set cover count, with every position’s in-time, out-time and clean-up.
- Front-of-house pars by sales band: a minimum number of servers for each level of projected sales, and sections sized to the tables one server can hold.
- Non-service hours budgeted apart: training, meetings and opening cleaning on their own job codes, kept out of kitchen and service labor.
- The staffing matrix by position: shifts to cover, shifts per person and a turnover allowance, giving each role’s par, with headcount against par reported weekly.
- The schedule calendar: the forecast entered early in the week, the schedule approved by the GM and sent to the director of operations, and posted by Friday.
What holds it
- The daily labor read: each day’s actual hours against the schedule and actual sales against the forecast, run by the manager who wrote the schedule.
- The day’s cut order: set before service, so a shift lead or kitchen manager can send people home against the covers seated without waiting for the GM.
- Overtime approved before it is worked: hours checked against the schedule midweek, and every unapproved hour reported to the director of operations on its own line.
- The weekly accordion check: each position’s labor against the same week last year, beside the change in sales, so a position that did not flex shows by name.
What it asks of your team: an hour a week from your GM and director of operations on the standing call, and your managers’ time in the build sessions and on live shifts.
How it runs: discovery on site, then the standing weekly call, with live shifts reviewed by video where possible and any further time on site scoped into the price.
Start to handoff
- Discovery Read labor by position and daypart against covers, and find the swings.
- Build Model hours from your sales history, then set the line position chart, the front-of-house pars and the staffing matrix to it.
- Run Write a mock week on the model with your managers, then put it behind the next live schedule.
- Handoff Hand the model to your managers at the handoff date set in the scope, once every schedule is written on it; the second pay period at target is theirs, with one check-in call from us.
If this is the problem, bring it.
Free, and before any discovery.
Book a call with Jon (opens in a new tab)What this isn’t
It does not include:
- The monthly audit across every unit (that’s the full Operational Excellence & Systems capability)
- The line-check system (that’s the Shift-Execution Install)
- Food-cost controls (that’s the Food-Cost Install)
- A payroll system replacement
- A scheduling-software build
- A second concept’s labor model (a different menu needs its own model and its own scope)
Common questions
What does the Labor & Scheduling Install cost?
What keeps labor from creeping back up after the install ends?
Do we have to switch scheduling software?
Who runs it
RANGE was founded by Jon Peck, who spent twenty years running multi-unit restaurant groups: eight brands built and scaled, twelve openings across six concepts in three years, and more than $100 million of annual P&L owned.