Table of Contents Guest Service

Transcription

Table of Contents
Guest Service ----------------------------------------------------------------------------------------------------------Page 1
Production ------------------------------------------------------------------------------------------------------------Page 20
Shift Management -----------------------------------------------------------------------------------------------Page 49
Planned & Daily Maintenance -----------------------------------------------------------------------------Page 80
Food Safety ----------------------------------------------------------------------------------------------------------Page 84
Safety & Security ------------------------------------------------------------------------------------------------Page 108
Inventory & Scheduling --------------------------------------------------------------------------------------Page 118
Training & Certification ---------------------------------------------------------------------------------------Page 122
People -----------------------------------------------------------------------------------------------------------------Page 126
Business Practices ----------------------------------------------------------------------------------------------Page 142
Guest Greeter
In this lesson you will learn how to make a great first impression with guests, as well as the details
needed to execute transactions, To-Go procedures and lastly how to properly keep the Salad Bar
fresh and full!
The Guest Greeter sets the tone for every dining experience through their friendly and sincere
greetings, correct transactions and by having a clean and organized front counter.
At CiCi’s our guests plan on buying either an all you can eat Buffet or place To-Go order. But they
don’t know what else they want and this is why we always suggest Large Cups, Wings, Larger sized
pizzas or additional toppings during a transaction.
Setting a Great First Impression:
●
Have a positive attitude
●
Smile 
●
Make eye contact as you greet them with a sincere “Hi! Welcome to CiCi’s!”
●
Look for ways to go above and beyond
o Offer high chairs and booster seats. If a child is being carried then you should offer
one to the guest.
o Make casual conversation “Are you having a nice day?”
o Ask every guest “Have you dined with us before?”
 If the guest says no, explain the buffet:
“The buffet includes all you can eat Pizza, Pasta, Soup, Salad and Dessert. My name
is ____, please let me know if I can assist you with anything.”
 If the guest says yes, welcome them back to CiCi’s, give your name and offer
your assistance.
o Always give guests their receipt and explain how the survey works
The First Impression of Cleanliness:
●
Doors, entry area floors and windows must be clean.
●
Front counter must be kept clean, organized and clutter free. Only what is needed to
complete a guest transaction should be on counter.
●
Greet guests with a sincere “Hi! Welcome to CiCi’s!” within 5 seconds of entering the
restaurant or as they reach the front counter.
●
Keep plates, cups and trays (where applicable) stocked at all times.
Page 1 of 147
Completing a Transaction:
●
Always verify the cash drawer before ringing up any sales.
●
Roll play transactions with manager:
1. Hi! Welcome to CiCi’s!
2. Would you like a buffet with a large soft drink or tea today?
 Always nod your head “yes” when suggestively selling an item
 Never suggest water
 Always offer a large soft drink or tea and Wings
3. Would you like to add some of our delicious Crisp Baked Wings?
4. Input order into the POS system
5. Collect cash or Credit
6. Give each guest his or her receipt and explain the guest survey
Suggestive Selling:
●
Offer the guests more every time. The guests may not have thought about wings, or a large
drink but since you mentioned it they may say “that sounds good, thanks!”
Other Details
●
Have an understanding of discount and special promotions currently in place.
●
Have an understanding of all pricing; adult, child, children 3 and under, small and large drinks,
child drinks, and To-Go cups.
●
Anyone 11 years of age or older should be charged the adult buffet and drink price.
●
Learn how to tender all coupons and gift cards.
●
The maximum amount of cash that you should have in the register is $400.
●
A Cash Drop is preformed when the register exceeds $400. To execute a cash drop you
should pull the large bills out of the cash register, both the Team Member and Manager must
count and agree on the amount that will be deposited into the safe. Both Team Member and
Manager must sign the cash drawer log. If a drop needs to be made you should discreetly
make the manager aware by saying I need a CD (cash drop).
If a line of 15 or more people forms, or if the line is stopped with ANY number of people, execute
the procedures below:
●
DURING LUNCH: Open second POS to speed guests through the line. Be sure the buffet is
ready to handle the extra volume of a second POS.
●
DURING DINNER: Serve garlic bread or pizza to the line.
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Stocking the Buffet
At the Stock Position you get to make people’s day as they come through the buffet. Treat them with the
utmost courtesy and show your enthusiasm to serve them! Here you will get to show off your personality.
Keep it fun but professional at the same time. If the guests are smiling, YOU are winning! Your goal is to
keep the buffet Full, Stocked and Clean while providing remarkable service! Get ready to have fun at the
stock position!
Basic Stock Knowledge

The Stocker is smack in the middle of all the fun, interacting & servicing
the guests. The Stocker is helping host the pizza party. Here we get to
know our guests by name & learn their favorite pizza.

The buffet is one of the main reasons our guests choose CiCi’s. The
Stocker keeps the buffet from running out of pizzas by communicating
what is needed to the Pizza Cook. The Stocker also stays focused on
having the highest quality product available. If a pizza is not
appealing, remove it from the buffet!

The buffet and surrounding areas must be clean for our guests. This is
why we practice full hands in, full hands out and clean as you go. If
there is time to lean there is time to clean!

The buffet/staging warmers and pasta/soup wells need to be 150° F.
Buffet 100%
With the understanding that the buffet should be 100% stocked with quality product, the Stocker’s
objective is to be aware of the products that are moving quickly from the buffet and communicate to the
Pizza Cook that more of that product is needed.
Buffet Set Up: Always place buffet products according to the current Buffet Setup, shown below.
GUEST FLOW
LONG BUFFET
Cheesy
Bread
LTO
Choice
Choice
A
B
Veg
Option
P
Fc
Deep
Dish
Cheese
Option
Choice
C/D
CINN
APPLE
BAV
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FB
SHORT BUFFET
Cheesy
Bread
Choice
LTO
A/B
P
Deep
Dish
Fc
Cheese
Option
Choice
C/D
CINN
APPLE
BAV
FB
Slotted Buffet
The buffet is labeled to help guests identify where each product will be placed. The slotted buffet
is designed to provide guests with the most commonly requested pizzas at all the times
Demonstrated above are the “Long” and “Short” buffet configurations. You will see that all but 2
to 3 slots are mandatory. The non-fixed slots are known “Choice” pizzas.
Mandatory Items
 Garlic Cheesy Bread
 National Special (LTO)
 Classic Pepperoni Pizza
 Flatbread Pizza (PS or Garlic Veg )
 Vegetarian Option (non-meat/long buffet)



Deep Dish Pizza (Choose from “Choice Pizza”
options listed below)
Cheese Option (Classic Cheese, Mac & Cheese, Spinach
Alfredo, Alfredo)
Desserts (Cinnamon Rolls, Apple/Bavarian,
Fudge Brownies)
The “Choice” slots are where you will be able to select local favorite pizzas to add to the fixed buffet
offerings but only from the approved choice pizza selections.
Choice Pizza






Alfredo
Spinach Alfredo
Pepperoni & Jalapeno
Zesty Ham & Cheddar
Zesty Veggie
Sausage






Buffalo Chicken
Mac & Cheese
Zesty Pepperoni
BBQ Pork
Classic Chicken
Pepperoni & Beef






Ham & Pineapple
Veggie
Beef
Pepperoni & Sausage
Meat Eater
Super Supreme
CHOICE PIZZA SLOTS
1. The buffet slots listed as “Choice A/B & C/D” are where you will have the flexibility to add to the
buffet options
2. For the Long buffet “Choice A & B” are stagnant
3. For the Short buffet “Choice A/B” should be rotated
 Example: “Choice A/B” can alternate the following way (A) as Beef & (B) as
Pepperoni Jalapeno
4. Choice C/D should be rotated.
 Example: C/D can be alternated as (C) Alfredo & (D) as Spinach
5. Once you have selected the “Choice pizzas”, label the slots accordingly with the buffet labels
6. You will need to continue with the selected “choice pizzas” until the next shift to create a
consistent buffet and avoid confusing the guests as to what to expect
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KEEPING THE BUFFET STOCKED
Our goal is to provide a full, hot and fresh buffet at all times. This is the Stocker’s
responsibility. Although, the manager will assist with production calls, the manager
will be focused on driving all aspects of the business and cannot be locked down in
just one area. With the Stockers calling the buffet the manager is free to:
 Interact with guests  Impact profitability
 Drive cleanliness
 And much more
The Stocker must stay focused on the buffet and guest flow at all times to prevent outages. If any of the
buffet offerings run out, it is acceptable to leave the slot empty until the next pizza of the same kind
comes out. However, this should not ever be a common practice.
Calling for products to be placed in the oven is one of the most important parts of keeping the buffet full.
There should be constant communication between the Stocker and the Pizza Cook to ensure that the right
amount of product is available on the buffet at all times.

Peak Volume
o Keep one of each round pizza on the staging warmer
o Pay attention to your fastest moving pizzas. You may need to keep one on the
staging warmer and place another in the oven when the pizza on the buffet is at a
half

Off Peak Volume
o Do not keep pizzas on the staging warmer during this time period unless there is a
need
o When the pizza on the buffet gets below a half, load a pizza of the same kind into
the oven
STOCKING THE BUFFET
 When a fresh pizza exits the oven it should be placed on the buffet immediately
 Take the existing pizza that is on the buffet and move it to the staging warmer
 Once slices of the new pizza have been taken, you should consolidate the slices from the staging
warmer to the pizza on the buffet as long as they are of acceptable quality
 To avoid outages on the buffet, pizzas with 5 slices indicates that a new pizza of its’ kind should be
loaded into the oven
 Pay close attention to the labels on the buffet to ensure proper placement of each product
STOCKER RESPONSIBILITIES
 Keep the buffet full, fresh, fronted, and clean
 Communicate needed products to the cook before they run out
 Interact with guests and provide assistance
o The stocker should not solicit special requests
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CONSOLIDATING PIZZAS

Buffet Pizzas cannot be consolidated with different types of pizzas
o Example: A pepperoni pizza and sausage pizza cannot be consolidated. However, you may
consolidate red sauce pepperoni with another red sauce pepperoni
o You may need to combine slices of various slices of pizzas on a single pan and place onto
the staging warmers, maximizing limited space
o Never stack products on top of each other
o Brownies can be consolidated when 1/2 empty, do not stack
o Cinnamon Rolls can be consolidated, when the pan has 4 cinnamon rolls or less
SHELF LIFE & SIGNS OF POOR QUALITY
Every product on the buffet has a shelf life that must be followed to ensure great quality. Once the
product has met its shelf life you must discard it immediately! There are also signs that could mean a
product has reached its shelf life prior to its specified time limit. If you see these signs, regardless of how
long it has been on the buffet, discard the low quality slices!
When determining the quality of products on the buffet, look at the buffet slice by slice, not pizza by pizza.
Looking at the buffet by the pizza makes you miss the details, the little things that matter to the guests.
Looking at the buffet slice by slice allows you to see the details of the pizza. If only one slice on a pan is
bad, only throw out that slice, not the whole pizza!





Garlic Cheesy Bread, Round Pizzas, Deep Dish, Flatbread: (Shelf Life 30 minutes)
o Look for dried up cheese and sauce, darkening of sauce, curled tips and dried out toppings
Cavatappi Pasta: (Shelf Life 30 minutes)
o Broken up pasta
Cavatappi Chicken Soup: (Shelf Life 5 hours)
o Broken up pasta
Apples/Bavarian Dessert, Cinnamon Rolls: (Shelf Life 1 hour)
o Apple/Bavarian: look for curled tips
o Cinnamon: Look for dried icing and hardened rolls
Fudge Brownies: (Shelf Life 5 hours)
o Look for hardening of product and poor presentation
Things to Remember
●
●
●
●
As a product on the Buffet gets near shelf life, walk it though the dining room and offer to guests.
This will help avoid any unnecessary waste.
Buffet utensils should be changed out a minimum of every 4 hours or as they become dirty.
Deep Dish and Flatbread pizzas should never be placed on the backup warmer.
Pizzas Spatulas and Tongs should be replaced at least every 4 hours.
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Buffet Cleanliness

Before replacing a pizza on the buffet, always wipe underneath the pan.

Clean sneeze guards with a clean towel and window cleaner. Do not spray chemicals over food!

Keep pasta/soup bar free of visible dried food debris. These areas should be cleaned a minimum of
every 5 minutes.

Make sure your towels are clean and kept off of the buffet counter.

Practice Full hands in, Full hands out at all times. Every time you take dishes to the BOH, always
bring up clean items, i.e. plates, trays, cups or utensils.

Keep floors clean. The floors behind and in front of the buffet should be swept throughout the
shift as needed to maintain a clean area.
Salad Bar
●
Salad bar items should be filled to the fill line to maintain temperature and prevent cross
contamination. Anything less than ½ full is considered empty.
●
Rinse Carrots and Radishes in cold water before serving. This helps to keep them crisp.
●
You should fill and flip the salad bar items twice a day as indicated on the OMC checklist.
●
Wipe the salad bar clean every 5 minutes.
Pasta/Soup Bar
●
Cavatappi Pasta should be held in 1/8” of water.
●
Stir Soup, Sauces and Pasta every 5 minutes to prevent drying out and a poor presentation.
●
Back up pasta sauce must reach 165 degrees before serving and then held at 150 degrees.
●
Stir pasta, sauces and soups every 15 minutes.
●
Bain Marie pans tend to get dirty with burned edges, build up dried layers of product. This creates
an unappetizing presentation that can easily be addressed by changing out the current Bain Marie
pan at the bar into a clean new pan. This should be done at least every 2 hours or as needed.
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Personal Pizza Request
With the confidence that the pizzas on the buffet are hot and fresh, PPRs are only to be made for
pizzas that are not offered on the buffet.
o The objective is to entice the guest to dine from the buffet and reduce the number of
PPRs.
o For example, if a guest orders a pepperoni pizza, direct the guest to the slot on the
buffet where it will always be placed. If the slot is empty at the time, let the guest
know that it will be out of the oven very soon and it will be in that spot

Personal Pizza Requests are just that…personal
o The guest will always receive the entire personal pizza; 6 slices
o Flatbread PPRs will be made by using half of a Flatbread crust; 6 slices
o Deep dish PPRs will be made using an entire medium deep dish; 8 slices

If a guest desires an entire 14” pizza
o While holding up the 11” pan, politely inform the guest that a
personal size pizza will be delivered
o If the guest seems uncertain about the size of the pizza, let the guest
know that you will be happy to make additional personal pizzas, if
they crave more

At any point, if a guest seems concerned about the processes ask the
manager for assistance. Also, keep this in mind when delivering the personal
pizza request to the tables
It will take a few weeks for most guests to get comfortable with this transition. You will see
that each week will become easier than the last

PPR Ticket
 Personal Pizza Request Tickets must be filled out every time to avoid mistakes!
 Follow the next steps to properly complete a PPR ticket
o Write Guest Name
o Circle Marker color/number
o Write out the order
o Write Your Initials
o Time taken
Role play as many scenarios as you can so that team members can learn how to properly respond to
questions that might arise and become more comfortable dealing with the transition.
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Scripting example “A”:
Team Member – “Hi, my name is Michael! Let me know if I can help with anything”
Guest – Do you have Pepperoni pizza available?
Team Member – “It is normally found in this slot here. However, it appears it is still cooking in the
oven. It should be out very soon and it will be placed in this spot here.”
Guest – Are you still doing special requests?
Team members – Yes, however, we offer personal pizzas for items that are not offered on our
buffet
Guest – Okay thanks
Scripting example “B”:
Team Member – “Hi, my name is Michael! Let me know if I can help with anything”
Guest – Yes can I have a Pepperoni, Beef and Jalapeno pizza?
Team Member – “Sure, I will be happy to get a personal pizza started for you. (Hold up 11 in pan
to give the guest an idea of the size)”
Guest – Can I get 2 of those?
Team members – You bet! Here’s what we’ll do…We’ll make one personal pizza, then just let me
know when you want us to start the next one and we’ll get on it. That way it is fresh and hot for
you.
Guest – Okay, that sounds good!
When you deliver the PPR to the guest make sure to:
 Use their name and give yours
o If the guest seems unhappy with the size, let the guest know that
you will be happy to have another one made if they desire
 Retrieve PPR Marker
 Always come back with full hands; trash, plates, cups, etc.
 Wash hands before handling food or serving tools
If you have any questions please do not hesitate to ask one of the restaurant
managers.
Page 9 of 147
Handling Guest Complaints Means Taking The H.E.A.T.!
The restaurant industry is highly competitive. Every year companies spend millions of dollars to
attract guests to their restaurant. You may think that we are just in the pizza business but we are
truly in the people business.
CiCi’s opens their doors each and every day for one reason! That is to serve our guest in a clean
restaurant and to provide them with friendly service and ensure they have fresh hot food for a great
value.
Every now and then we may fail in our mission and have a guest complaint but we are lucky if a guest
brings this to our attention. When this happens it is our moment of truth, we must not take this as a
personal attack! The guest is giving you the opportunity to make it right, and if done so correctly
they will return again.
Consider this, for any guest complaint that is brought to your attention there are 10-20 more guests
that will never say anything at all they, but you can rest assure they will tell their family, friends and
co-works, and yes they do it via facebook and other social media sources. The dollars we spent in
marketing to our guests are wasted!
Handle a complaint properly is vital to any business. Turning a negative guest experience in to a
positive one is within our ability!
Let’s truly “WOW” them so they tell everyone how we took care of them! This takes us back to our
roots, where we used the acronym H.E.A.T. this helps managers remember how to handle the gift of
a guest complaint.
The important thing to remember is you will be taking the HEAT until you turn things around!
HEAR- The very thing that every guest wants most is to be heard. Listen without interrupting for as
long as the guest wants to talk. Sometimes the guest just wants to vent. Of course, other times they
have a real problem that needs solving. Make eye contact and nod your head so they see that you
are listening. Try to listen for cues about what’s really bugging them. Is it a problem with their meal
or is it that they are now running late? If the real problem is time – that takes a different twist to
your solution (you gotta solve this thing fast!). Either way, let the guest talk. The very act of being
heard usually calms the guest.
EMPATHIZE – Empathy is the ability to imagine oneself in another person’s situation, and understand
their feelings, desires, ideas and actions. The best way to do this (and teach team members how to
do it) is by “naming the emotion”. By that we need to articulate to the guest what they are feeling
and validate it. “I understand how you feel, I’d be frustrated too.” Or “I completely understand and
if that happened to me, it would make me very upset.” Using reflective statements that repeat the
situation to show you understand. By expressing understanding, and placing yourself in the guest’s
place – you begin the process of diffusing the situation.
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APOLOGIZE – This is a big one, and is easy too. It goes like this: “I’m sorry!” It is that
easy. Unfortunately, many managers take this personally and feel they should not have to
apologizing for something that they didn’t do or had no control over. Get over it!
Nobody said it was your fault; we aren’t blaming you, so apologize. To be more powerful, add a, “I’m
sorry for the inconvenience this has caused you. I’m really very sorry this happened.”
TAKE ACTION – The segue from Apologize to Take Action should be seamless. Your very next
sentence should be what you’re going to do about the guest’s complaint. The guest deserves to
know what is going to happen next and what it is that they can expect. The foundation to most
guest’s complaints is the disconnect from what was expected and what actually happened. This is
your chance to reestablish an expectation and deliver on it. Taking the appropriate action can only
be done if you really hear the problem, fully understand the guest’s feelings and combine it with a
sincere apology.
So let’s review:
HEAR
Listen to the guest
Hear them out and don’t interrupt them
EMPATHIZE
Naming the emotion
Expressing understanding and placing yourself in the guest’s place
Then you can diffuse the situation
APOLOGIZE
Say “I’m Sorry” without hesitation! It’s that easy
It’s not personal
It doesn’t matter who fault it is
Add some empathy
TAKE ACTION What are you going to do about it
This can only be done after hearing the problem
Understanding the guest feelings
Combining it with a sincere apology
Now let the guest know what you’re going to do and what they can expect
This is your chance to reestablish an expectation and deliver on it!
So let’s take the Heat!
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Common Guest Concerns Scenario
NEVER take a request as a personal attack. Keep in mind when a guest has a concern in your
restaurant it’s an opportunity; “a GIFT” that allows you to create another highly satisfied guest.
Reservation: Request
It’s Friday night at 7:00 PM, the dining room is full, you have a To-Go order of 25 large pizzas,
there are 15 guests in line and another guest has a party of 15 and asks to speak to the
manager.
The guest informs the manager he has a reservation; however we do not take reservations.
How do you handle this concern?
Response
• First isolate the situation.
• Let the guest know when you will be able to seat their party.
• Offer them something to pass the time while they wait.
• Garlic Cheesy Bread or Pizza
• Drinks
• Tokens/Quarters for the games
• Communicate with the Service Assistant to allow them to help prepare tables.
• Work the dining room to ensure the guest gets sat as quickly as possible.
• Follow up with the party once they are sat to make sure they are WOWed.
Personal Pizza Request It’s Sunday at 1:00 PM, the restaurant is very steady, a guest walks up and says they have been
waiting for 20 minutes for a Super Supreme and doesn’t want to wait any more. You don’t have
the pizza cooking, how do you respond? Keep in mind the guest is ready to leave.
Response
• Apologize for YOUR mistake and let them know you’ll fix it right away.
• Start the pizza cooking immediately no matter what.
• Refund their buffet.
• Personally take their pizza to them, if necessary box it up.
• Offer buffet passes for their party’s next visit.
• Be sincere and let them know you appreciate them giving you a second chance
to exceed their expectations.
• If you do box it up for the guest, throw in an order of cinnamon rolls.
Page 12 of 147
Wrong To-Go Order
It’s Thursday at 6:00 PM and the phone rings, the guest begins to tell you the pizza they
received was incorrect. They are not going to be able to come back to pick up the correct
order and still need to eat. How do you respond?
Response
• First listen to what made the order incorrect.
• Make notes to what the guest ordered.
• Let them know you’ll get them the correct order.
• Get their address information and Phone number.
• Make the correct order or document it in the Red Book for a later order replacement.
•
If possible, have another manager or franchisee take the correct order to the guest
along with a dessert or buffet passes.
The Guest challenges the manager on a price change:
Susan a regular guest has been coming in for years and getting charged $1.99 for a To-Go salad and
the new price is $2.99. She’s not happy and doesn’t want to start paying a $1.00 more. How
do you respond?
Response
• Susan let me take care of your salad today to offset the price difference of your
next 3 salads. This allows the guest time to get used to the price change and to
know you care about her.
Guests are eating and didn’t pay:
Your guest greeter has informed you that the couple sitting by the beverage station didn’t
pay and are coming to the buffet for the second time. How do you respond?
Response
• Treat the guest as if it is their first time eating at CiCi’s.
• Introduce yourself and learn their names.
• Explain to them how the buffet works with a complete explanation.
• Offer to take their payment to the register for them.
The Guest says the other manager was rude yesterday:
Response
• Listen to the guests concern.
• Don’t make excuses for the manager’s behavior.
• Let them know you will personally train the other manager on the subject.
• Send them buffet passes for their party to come in again.
•
•
Let your Franchisee know so he/she can follow up with the guest and help coach the
other manager on how to handle guest concerns.
Review guest concern scenarios in your weekly managers meeting.
Page 13 of 147
The Guest has a piece of plastic in their salad:
Response
• Apologize and offer to get the guest another salad with fresh lettuce.
• Let the guest know you will immediately discard the lettuce on the salad bar.
• Follow up with the guest with a buffet pass and let them know you appreciate
them bringing the situation to your attention.
• Learn the guest name so you address them by it in the future.
The Guest is drinking a soda in a water glass:
Response
• Introduce yourself and get the guest name to allow you to reference them by name in the
future.
• Always assume that either we made a mistake or the guest didn’t know the CiCi’s
process (don’t jump to the conclusion that the guest is a thief).
• Apologize for OUR mistake and offer to switch out the water glass for a drink glass.
• Explain to the guest where the water is located, and explain how the buffet works.
• Apologize for the confusion; let the guest know that you will be glad to help them with
anything else they may require.
Focus on the 99% of
Guests that are
GREAT
Not
the
1% that are not!
Page 14 of 147
To-Go
The To-Go pizza segment is a very competitive market! In order for us to grow this part of our
business we must execute on all flawlessly!
Have a happy and upbeat tone of voice when you answer the phone sounding friendly and excited to
take care of their order. Smile when you answer the phone, the guests can’t see it but they will be
able to hear it over the phone!
To-Go Knowledge
Pricing: Fill in the blanks below to have complete knowledge of your store’s specific pricing.
●
One Topping Large Round Pizza ____________
Additional Topping cost __________
●
One Topping Medium Round Pizza __________
●
One Topping Large Deep dish Pizza __________
●
One Topping Medium Deep dish Pizza ________
●
Large Meat Eater Pizza ___________
●
Large Super Supreme Pizza_____________
Size and number of slices for To-Go Pizzas:
●
Large Round pizzas are 14” and have 10 slices
●
Medium Round pizzas are 12” and have 10 slices
●
Large Deep Dish pizzas have 12 slices
●
Medium Deep Dish pizzas have 8 slices
●
Flatbread pizzas have 12 slices
Other products:
●
Flatbread pizza - 12 slices (Cost is _______________)
●
Medium Garlic Cheesy Bread - 24 pieces (Cost is __________ )
●
Cinnamon Rolls - 20 rolls (Cost is________ )
●
Round Desserts - 14 slices (Cost is ____________)
●
Fudge Brownies - 24 pieces (Cost is ____________)
●
Wings – 5, 10 or 20 pieces (Cost is __________)
Page 15 of 147
T0-Go Orders
●
The phone should be answered before the 3rd ring!
●
A To-Go guest on the phone should never be put on hold longer than 60 seconds!
●
If a guest asks if you deliver you should respond with:
“Although we don’t deliver, we have the tastiest pizzas in town and at the best price and we
can have your order ready in just ____ minutes”
Phone Script
1.
“It’s a great day at CiCi’s at (location). My name is ____, how may I help you?” Always
smile on the phone. Your guests can feel if you are radiating a contagious smile!
2. Suggestive sell the following items




Additional Toppings
Delicious Wings
Desserts
Garlic Cheesy Bread
3. Input the order into the POS System and repeat the order back to the guest
4. Quote a pick up time.
If guest asks if CiCi’s deliver
The proper response when asked if CiCi’s delivers is: “Although we do not deliver we have the
tastiest pizzas in town at the best price and can have it ready in just ____ minutes.”
Example
Guest Greet: It’s a great day at CiCi’s located in Stacey. My name is Billie. How may I
help you?
Guest: I would like 2 large Pepperoni pizzas
Guest Greet: Would you like to add extra cheese to your pizzas today?
Guest: No, I’m good
Guest Greet: How about some delicious Wings?
Guest: That sounds good. How do they come?
Guest Greet: 5, 10 or 20 with your choice of sauce.
Guest: I’ll take 10 hot
Guest Greet: Perfect, So I have 2 large Pepperoni pizzas and 10 hot wings. Is there
anything else for you today?
Guest: That’s it.
Guest Greet: Okay can I have your name?
Guest: Jill
Guest Greet: Jill, Will have you order ready in 15 minutes.
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If the order is to be picked up at a later time you should write R/A and the time on the back of the
ticket. R/A stands for “Ready At”.
●
To-Go times should be kept to 10 minutes whenever possible! This is determined by the
current level of business, production amounts at the Cook Station and number of orders on
the ticket minder.
When a Guest Arrives:
●
If a guest arrives to pick up an order that is not ready you should ring up the order and
complete the transaction. Do not remove the ticket from the Cut station!
●
Always offer Parmesan Cheese and Red Pepper with To-Go orders.
●
Do not open Pizza Boxes to show them the pizza as this lets the hot air escape from the box
and may be cold by the time they get home.
Buffet on the Go:
●
The Buffet on the Go includes: 3 slices of pizza, 2 slices of desserts or Garlic Cheesy Bread and
a 22oz. To-Go drink.
Suggestive Selling:
●
Offer the guests more every time. The guests may not have thought about desserts but since
you mentioned it they say “that sounds good, thanks!” You could offer desserts, additional
pizzas, wings, larger size pizzas, extra toppings or To-Go drinks.
If an Order cannot be found:
If an order cannot be found you should ask the guest if the order could be in a different name, what
was on the order or confirm the phone number dialed. Get the manager to help assist in making the
guest happy.
Lines of 3 or more at the To-Go Terminal
●
Manager or Guest Greeters should respond when a line of 3 or more forms at the To–Go
Terminal by asking guest’s names and ensure orders are completed quickly and
accurately.
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Drive Thru
When a Guest Arrives at the Drive Thru
1. Greet all guests within 5 seconds once they arrive at the drive thru.
2. Always smile, make eye contact, and greet guest with an enthusiastic "Hi! Welcome to CiCi's!" Be friendly and be sincere.
3. If Drive Thru Guest arrives while ringing up a buffet guests, politely excuse yourself and let the Drive thru
guest know you’ll be right with them.
If the Guest Would Like to Place an Order
1. Follow To-Go procedures.
2. Write “DT” on the ticket for Drive Thru.
3. Ring up guest. If guest is paying with a credit card, use the guest’s last when returning card.
4. Stamp “PD” on the guest check and give to the Pizza Cook.
5. Inform guest when the order will be ready.
6. As soon as order is ready repeat order back to guest to confirm accuracy.
7. Offer guest cheese and red pepper.
8. Give guest a To-Go menu with their order, thank guest and ask them to return soon. Place ticket
in file.
If the Guest’s Order is Ready When They Arrive:
2. Repeat order back to guest to confirm accuracy.
3. Offer guest cheese and red pepper.
4. Give guest a carry out menu with their order, thank guest and ask them to return soon. Place
ticket in ticket file.
If the Guest’s Order is Not Ready When They Arrive:
1. DO NOT REMOVE TICKET!
2. Mark order “PAID” with stamp or pen and write “DT” on the ticket.
5. As soon as the order is ready, repeat order back to guest to confirm accuracy.
6. Ask if guest would like cheese and red pepper.
7. Give guest a To-Go menu with their order, thank guest and ask them to return soon. Place ticket
on file.
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If There is More Than 1 Guest in Line at the Drive Thru
If guest at window has more than 2 minutes remaining before their order will be completed:
2. Inquire if guest would like cheese and red pepper.
3. Write make and color of car on guest check.
4. Ask guest to pull into one of the designated To-Go parking spaces.
5. As soon as order is ready inspect items accuracy. Take order to guest and repeat order back.
6. Give guest a To-Go menu with their order, thank guest and ask them to return soon. Place ticket in
ticket file.
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Recipes
Refer to Pizza Recipe Chart and Prep Charts for all recipes except the following:
Page 20 of 147
Miscellaneous Product Guidelines
Apple/Bavarian Dessert
 Apple/Bavarian dessert will be made using half of the Apple topping and half of
the Bavarian topping
1. Stretch and dock a 12 oz. dough ball onto a Medium Screen
2. Transfer docked dough to a Medium Deep Screen and form crust
3. Pour a Heaping 2 oz. Spoodle of Apple topping to half of the dough.
Then, spread the topping to half of the dough using a metal spatula
4. Pour a Heaping 2 oz. Spoodle of Bavarian topping to the second half of the dough.
Spread the topping evenly to the second half of the dough using a metal spatula
5. Measure out 4 oz. of crumb topping using a 4 oz. Spoodle and distribute evenly over
the entire product
6. Place the product Back Flush with the entrance of the oven
Chicken Cavatappi Soup
Pour (1) bag of
Soup concentrate
into a shallow half
pan
Using a Tan Sq.
Portion cup, add 1
Heaping portion of
Pasta
Using the Blue
Portion Cup, add a
Level portion of
Chicken
Add 32 oz. Hot
water
Cover with lid and
place front flush in
the middle or
bottom oven.
Cavatappi Pasta
1. Using the Tan portion cup add pasta into a shallow half pan
a. (1) Heaping cup for Low volume
b. (3) Heaping cups for Peak volume
2. Pour 16 oz. of water into the pan. Cover and place front flush in the middle or bottom oven.
Ole Pizza:
1.
For a Personal Pizza Request use a 7 oz. dough ball. For Medium To-Go Ole,
press a 7 oz. dough ball and stretch dough onto Medium Screen. For a Large
To-Go Ole, stretch a 12 oz. dough ball onto a Large Screen.
2. This pizza will come out of the oven with only sauce and beef. You will need
to remove it from the oven and cut it according to the Cut Chart. Once cut,
place on serving pan for a Personal Pizza Request or in the appropriate size To-Go box, then
return to the cook station for the remaining toppings.
3. Once cut; top with shredded lettuce, cheddar cheese, and ole sauce.
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Mild Sauce for Wings
1.
2.
3.
4.
In a 1/3 pan combine 16 ounces of Buffalo Drizzle Sauce to 4 oz. of Butter Flavor Topping.
Mix thoroughly with a wire whisk.
Label with day, time including am/pm and initial and place in walk-in.
Pour into squeeze bottle containers and place at cut table for immediate use.
Brewed Ice Tea


Unsweetened Tea
1. Place three 1-oz. Iced Tea bags evenly so there is no gap in the middle of brew basket.
2. Push start button to brew 3 gallons of Iced Tea.
Sweetened Tea
1. Take pitcher and add 32 ounces (2 lbs.) of sugar. Measured by weight not volume.
2. Pour 16-oz hot water in pitcher. Stir until completely dissolved.
3. Pour the solution into tea urn with finished Iced Tea. Stir slightly.
4. Drain a gallon of tea from spout and re-pour into tea urn to assure mixing of sugar and
tea.
Steeped Ice Tea
1.
Fill one 4 ½ -gallon bucket with 3 gallons of water at a minimum temperature of 140°. IF
MAKING SWEET TEA ADD 3 POUNDS OF SUGAR AT THIS POINT, STIR FOR 30 SECONDS
UNTIL SUGAR IS DISSOLVED.
2. Add 4 tea bags, cover and let steep for 20-minutes.
3. After 20 minutes remove tea bags, making sure NOT to squeeze them out. Add 1 gallon of
cold water and stir with whisk.
Page 22 of 147
Prepping Products
In this lesson you will learn the steps to prepare all of CiCi’s Dough products,
Mozzarella Cheese, Sauces, Cavatappi Pasta, Pasta Salad, Fudge Brownies and
Fresh Produce. To serve a remarkable product that will keep guests coming back,
the Prepper must follow exact recipes to the standard.
Prep is one of the most intensive positions that take place at CiCi’s. Utilizing the
job aids available will help in learning the process and ensure accuracy.
Basic Prep Knowledge
Product
Time Standard
Round Dough
13 minutes per Batch
Deep Dish
60 minutes per mixed batch
Spinach Alfredo
8 minutes
Sauces (all other)
2 minutes per batch
Fudge Brownie
3 minutes per batch
Cavatappi Pasta
12 minutes
Pasta Salad
8 minutes
Mozzarella
6 minutes per Bus tub
Time
Achieved
Time
Achieved
Time
Achieved
Day 1
Day 2
Day 3
Prep Sheet
 The Prep Sheet is used for 3 reasons:
1. To maximize the use of each item
2. To ensure that we prep enough and not run out of any products. If we don’t prep
enough we drive guests away.
3. Do not over Prep. Over prepping leads to expired product that must be thrown away
and negatively affects profitability.
 Prep Sheet Calculator
o To determine how much prep amount is needed first discard
expired product
o Input the usage per thousand amount in the “Yield Cell” and
the Pars will auto calculate based upon the projected sales
for the day.
o The units of measure are labeled in the comment boxes per
item and are based on what the items are stored in. The Prep
Sheet will take the par and subtract the product that is OnHand, which equals how much to prep.
Page 23 of 147


Prep Sheet Chart
o To determine how much prep amount is needed first discard expired product
o Count the product that you have On Hand and subtract the amount from the Par and
this will equal the Prep needed amount.
The manager will fill out the Prep Sheet every morning.
o Prioritize what is needed first.
o Verify prepped amount accuracy throughout the shift.
o By 8:00 pm verify there is enough round dough to make it through lunch the
following day. If there is not, then round dough must be prepped that night.
Getting Started
 Begin the shift by washing your hands.
 Gather all the tools and equipment you will need to prep the items needed such as scales, 8
Qt. container, bag openers, whisks, etc.
 Calibrate Scales Daily.
o Ounce Scale: Place a Dough Docker on the Ounce Scale. It should weigh 3 oz.
o
o


Pound Scale: Place a bag of brownie mix on the scale. It should weigh 3 lbs.
If the scales are not calibrated, leave the item on the scale and find the knob on
the top of the scale’s frame, under the weighing platform, and turn until it reads 3
oz. on the ounce scale and 3 pounds on the pound scale.
Never pick up scales by the top platform. This will damage the springs inside
causing inaccurate weight readings!
Thermometer must also be calibrated each day. Fill a cup with ice and cold
water. Place thermometer in cup and let stand for at least 15 seconds. Hold
thermometer where it is not touching the side of the cup, the temperature
dial should read 32°. If it does not, with the probe in the water, hold the nut
using a wrench and turn the face dial until it is lined up to 32°.
Deep Dish Knowledge
 All Deep Dish products have a 48 hour shelf life once prepped.
 Deep Dish Dough is used to make Deep Dish Pizzas, Cinnamon Rolls and Garlic Cheesy Bread.
 Steps for mixing Deep Dish Dough
1. Wipe down the mixing bowl and hook with a warm damp sanitized towel
2. Measure out 8 qt. of 95°F water, pour water into mixing bowl and add a bag of
Deep Dish Dough Additive, then whisk for 30 seconds to dissolve the ingredients.
3. Add in 16 oz. of oil, (1) bag of flour, attach hook, then mix for 9 ½ minutes on speed 1.

While dough is mixing, apply Oil and Butter to pans using a spoodle and 3” brush.
Product
Deep Dish
Oiling / Buttering Pans
Oil
Amount
1 Brush full per pan
Garlic Cheesy
Bread
Butter Flavored
Topping
2 oz. for Lg. ½ sheet pan
1 oz. for Medium ¼ sheet
pan
Cinnamon Rolls
Butter Flavored
Topping
3 oz. for ½ shallow pan
Page 24 of 147

Once the Deep Dish Dough is mixed place the entire dough into an oiled gray bus
tub and press it out using your palms to level it off. Then apply (1) brush full of oil
over the top of dough and cover it with plastic wrap, tucking the plastic in
between the tub and the dough. Let the dough proof until it is level with the top of the bus
tub.

Sanitize prep table, then oil it using (2) brushes of oil.

Flip the dough onto the oiled prep table and press it out to a 3’ x 5’ rectangle.
Continue to press the dough out until it is 2” in thickness. This makes it easier
to estimate the weights as you begin to cut/portion out the dough sizes
needed.

Using a rolling pizza cutter, cut the dough into 5” strips from top to bottom. From each
strip cut rectangle pieces of dough weighing as shown below. Out of each batch you
should make a little of all deep dish products.
Product
Deep Dish
Garlic Cheesy Bread
Cinnamon Rolls
Large
Medium
18 oz.
10.5 oz.
30 oz.
15 oz.
18 oz.
Preparing Deep Dish into Pan
 Place dough (10.5 oz. for medium / 18 oz. for large) into the oiled deep dish pans, press out
the dough towards the edges of the pan using your fingertips, flip dough over and press
out again. Then, carefully stack pans crisscrossed and cover with a new can liner for
approximately 15 minutes to allow it to proof. This softens the dough and makes it easy to
press in the pan.

Remove can liner and press the dough out using your fingertips into the
corners and edges of pan. Wrap pans and label with Day, Time including
AM/PM and your Initials.

Let dough proof to ½ way up the pan, then store in the walk-in using FIFO.
o
The warmer the area, the faster the dough will proof.
Garlic Cheesy Bread
 For Garlic Cheesy Bread pour Butter Flavored Topping down the center of the ½ or
¼ size sheet pan using a 2 oz. spoodle. Then spread to the edges and corners of
the pan using 3” brush.
Butter Flavored
Garlic Cheesy
Bread
Topping
pan

Place dough (Medium 15 oz. / Large 30 oz.) onto the buttered sheet pans, press out
towards the edges using fingertips. Stack pans and cover with a new can liner for
approximately 15 minutes to allow it to proof.

Remove can liner and press dough out into corners and edges of pan.
Page 25 of 147

Using a 3 oz. spoodle, pour Garlic Sauce over the center of the dough (1.5 oz. for Medium /
3 oz. for Large). Then Spread evenly with a 3 inch brush.

Distribute Mozzarella Cheese evenly over the dough. (Medium 3 oz. / Large 6 oz.)

Shake Parm/Oregano blend over the dough ensuring even coverage from end to end.

Wrap pans and label with Day, Time including AM/PM and your Initials.

Let dough proof to fill up the pan, then store in the walk-in using FIFO.
Cinnamon Rolls
 Place 3 oz. of Butter Flavored Topping into Cinnamon Roll Pans and brush
the butter covering the bottom of the pan using a 3 inch brush.
 Weigh out 18 oz. of dough and press out on table into 5” x 12” rectangles.
Brush Butter Flavored Topping over the dough liberally. Then apply a
heavy coating of cinnamon sugar evenly over the dough. Keep dough
close together to prevent Cinnamon waste.
 Roll dough with no more than 3 rolls. Stretch the dough to approximately 20” in length.
 Cut the Cinnamon Roll 19 times into 1” pieces (yields 20 pieces). Cut the dough in
half, and then cut the halves in half. Now you have 4 sections, make 4 cuts in each
section and you have your 20 pieces.
 Place in buttered pan with 4 x 5 rows.
 Lightly brush tops of rolls with Butter Flavored Topping, and shake Cinnamon Sugar
over the tops of the rolls generously (cinnamon sugar should be “standing” or have
a dry look).
 Wrap pans with plastic wrap and label with Day, Time including AM/PM and your
Initials.
 Let dough proof to ½ way up the pan then store in the walk-in using FIFO. Stack and store
pans level or rolls will slide and not have a uniform rise or appearance.
Round Dough
 Steps for mixing Round Dough:
1.
Wipe down the bowl and hook with a warm damp sanitized towel
2. Measure out 8 qt. of 80°F water and pour into mixing bowl.
3. Add one Round Dough Additive Packet into the mixing bowl and mix together for
30 seconds using a whisk.
4. Add 14 oz. of oil, then (1) bag of flour, attach hook, set time to 9 ½ minutes on
speed 1, and mix.

While dough is mixing, apply (2) full brushes of oil to the needed amount of sheet pans.

Sanitize prep table with a damp sanitized towel.

Once dough is mixed, pull out of the mixer and place it on the prep table. Cut a strip off
and the cut the strip into the correct weights.
o
o
o
Large 16 oz.
Medium 12 oz.
Personal 7 oz.
Page 26 of 147

Fold dough balls 3 times then seal the bottom of the dough ball by pinching and twisting
the bottom.

Wipe the tops of the dough balls with oil on the sheet pan, flip dough balls over so the
sealed side is on the bottom and then place dough balls on sheet pans.
Large – 11 dough balls
L




Medium – 14 dough balls
Personal – 18 dough balls
M
P
Wrap air tight with plastic wrap and label with Size L, M, or P, Day, Time including AM/PM
and your Initials. Place in walk-in using the FIFO method.
Let dough proof in the walk-in cooler for 7 hours prior to using.
The shelf life of round dough is 48 hours.
Time Standard is 13 minutes per batch.
Sauces
Pizza Sauce
 Pizza sauce is ready to use and should never be mixed with water.
 Pour the contents of 2 bags into a ½ pan. Be sure to scrape all sauce
out of the bag to avoid waste.
 Make up enough ½ pans of pizza sauce to get through the entire shift
and store in the walk-in cooler.
 Label: Product Name, Day, Time including AM/PM and your Initials.
 Shelf life 48 hours. Time standard is 2 minutes per batch.
Red Pasta Sauce
 Add 48 oz. of cold water into a clean and sanitized full size Bain Marie pan.
 Open (1) bag of pasta sauce with a bag opener and scrape sauce into the Bain Marie pan
and whisk for 60 seconds.
 Cover and label with Product, Day, Time including AM/PM and your Initials.
 Place in walk-in using the FIFO method and chill for (1) hour before using.
Page 27 of 147
White Pasta Sauce
 Add 16 oz. (or 8 oz. per bag of White Pasta Sauce) of cold water into a clean and sanitized
½ Bain Marie pan. Open (2) bags of White Pasta Sauce with a bag opener and scrape sauce
into the container and whisk for 60 sec. or until thoroughly mixed.
 Cover container and label with Product, Day, Time including AM/PM and your
Initials.
 Place sauce in walk-in using the FIFO method.
 White Pasta sauce is ready to use once prepped.
 Shelf life is 48 hours once prepped. Time standard is 2 minutes per batch.
Garlic Sauce
 Measure out (2) quarts Butter Flavored Topping in an 8 Qt. container, then add 1
bag of the Garlic Seasoning and mix for 60 seconds.
 Transfer to 1/6 pan and cover and label with Product, Day, Time including AM/PM
and your Initials.
Ole Sauce
 Measure 10 oz. of cold water into a clean and sanitized 1/6 pan. Open 1 bag of Ole sauce
with a bag opener and scrape sauce into the container and whisk for 60 sec.
 Cover and label with Product, Day, Time including AM/PM and your Initials.
Spinach Alfredo
 Open a bag of Spinach and lightly press out moisture and let drain in a colander for 5
minutes.
 Open a bag of Alfredo sauce with a bag opener and scrape sauce into a
clean and sanitized 1/3 pan. Add drained Spinach to the Alfredo sauce.
 Mix Spinach and Alfredo sauce together with a rubber spatula for 60
seconds or until thoroughly mixed. Cover with plastic wrap and label
with Product, Day, Time including AM/PM and your Initials.
 Spinach Alfredo sauce is ready to use once prepped. Place in walk-in
using the FIFO method.
Mac & Cheese Sauce
 In a 1/6 pan add 32 oz. of cold water. Pour one packet of Mac & Cheese Mix into the 1/6 pan.
 Whisk for 60 sec. or until sauce is thoroughly mixed.
 Using a spatula, scrape sides of pan to ensure all leftover powder has been mixed into the
Mac & Cheese sauce.
 Cover with plastic wrap and label with Product, Day, Time including AM/PM and your Initials.
 Place in walk-in using the FIFO method.
 Mac & Cheese sauce is ready to use once prepped.
Page 28 of 147
Fudge Brownies
 Oven must be up to proper temperature before prepping brownies.
 In a large mixing bowl add 1 bag of brownie mix.
 Add 8 oz. of 100°F water and 4 oz. of oil.
 Dry Pans and lightly coat the ½ size sheet pan with oil using a 3” brush.
 Mix together with rubber spatula until fully blended and there are no
visible dry patches.
 Pour brownie batter in an oiled ½ sheet pan.
 Use the rubber spatula to smooth brownies out to edges and corners.
 Immediately cook brownies by placing the pan on the oven conveyer front flush with the
entrance of the oven.
 Once removed from oven, brownies must cool for 2 hours before wrapping.
 Wrap with plastic wrap and label with Day, Time AM/PM and your Initials.
 Shelf Life is 48 hours prepped. Time standard is 3 minutes per batch.
Mozzarella Cheese
.
1.
Cut each block of cheese 1 x 1, forming a plus pattern and
yielding (4) equal size pieces Each case of cheese contains a
2 packages and equates to a total of 4 cheese blocks
2.
Take the cut pieces and only place 6 pieces of cheese in each
bus tub to limit clumping. (Any remaining pieces should be
wrapped, labeled and stored.)
3. Using the 3/16 blade, grate (3) pieces of cheese. Fluff the
cheese by hand for 30 seconds. Then grate the remaining (3)
pieces and fluff again for 30 seconds to reduce clumping.
Fluffing
Reach to the bottom of the bus tub cupping the grated
cheese then use a rolling motion, bringing the cheese from
the bottom to the top
4. Immediately after a tub of cheese has been grated, fluffed
and labeled, it must be stored in the walk-in cooler. Label
with Product, Time AM/PM and your initials.
The shelf life is 48 hours.
Page 29 of 147
Cavatappi Pasta
 Fill pasta cooker with water, turn “on” and bring to a boil, then add 2
oz. of salt using a 2 oz. spoodle.
 Make sure the timer is set to 8 minutes.
 Once the water is boiling add (1) 5 pound bag of Cavatappi Pasta into
pasta basket and press “start” to submerge the basket into the water
and begin the timer.
 Stir pasta as soon as it drops into the water, and then every 2 minutes
thereafter.
 Fill a gray bus tub ½ full of ice and add one 8 qt. container of cold water. As soon as the
pasta has cooked for 8 minutes, remove the basket from the pasta cooker and immediately
immerse it into the ice bath. The ice bath shocks the pasta cold, stopping the cooking
process. Pasta should be cooked “Al Dente” or firm in the center.
 While in the ice bath, stir continuously until pasta reaches 41°F or lower.
 Pull the basket out of the ice bath and let it drain. Pour drained pasta
into a gray bus tub.
 Pour 3 oz. of oil per 5 lbs. of pasta and mix for 30 seconds to evenly
coat pasta and prevent drying.
 Cover with a lid and label with Product, Day, Time AM/PM and your Initials. Place in walk-in
using FIFO.
 Shelf Life: 48 hours prepped. Time standard is 12 minutes per bag.
Pasta Salad

Using a pound scale weigh out 5 pounds of cooked Cavatappi
Pasta in a gray bus tub.

Measure 24 oz. of Signature Italian Dressing and pour over
pasta.

Using an Ounce Scale weigh the following ingredients and
combine with pasta.
o 2.5 oz. of Chopped Banana Peppers
o 5 oz. of Black Olives
o 5 oz. of Green Olives
o 12.5 oz. of Diced Tomatoes (drained)
 Mix ingredients until thoroughly blended using a rubber spatula.
 Cover with lid and label with Product, Day, Time AM/PM and
your Initials.
 The shelf life is 48 hours if using fresh pasta.
 The time standard is 8 minutes
Page 30 of 147
Fresh Produce

Shelf Life Received: Fresh produce has a shelf life of 4-days once received, after being opened
and served it has a shelf life of 48 hours.

Salad Mix: Should be free of insects and excessive moisture, no evidence of browning, wilting
or slime, mix of 1 x 1½” chopped lettuce, 10% Carrots and Red Cabbage.
o Package Salad Mix is ready to serve. If preparing in house the lettuce must be
washed with cold water before cutting.
Rinse Procedures For The Following Items:
Cherry/Grape Tomatoes, Broccoli, Carrots
1. In a colander rinse produce with running cold water for 60 seconds.
2. Drain for 60 seconds, place in salad bar back up refrigeration unit.


Cherry/Grape Tomatoes: Remove stems from tomatoes, inspect for color and firmness, and
discard bad tomatoes. Place in colander and follow rinse procedure bright red and firm to
touch, no green or yellowing and no more than 1 ½” in diameter.

Baby Carrots: Bright Orange with no evidence of slime. Keep Baby Carrots in their original
container. If carrots appear dried out with white film, rinse them under running water for 60
seconds.

Sliced Radishes: Bright white 1/8” slices with no evidence of yellowing of slim. If radishes
appear dried out they should be rinsed under running water for 60 seconds. Discard
brown/soggy slices.

Sliced Mushrooms: Loosely packed, free of moisture, clean white in color, 1/8” slice, and
store in original cardboard box to reduce moisture.

Broccoli: Green in color with no yellowing. Remove and discard yellow and slimy pieces. Sort
and break apart any oversized pieces into 1” - 2” florets.

Rinse and Prep Procedures For The Following Items:
Green Pepper, Red Onions and Cucumbers
2. Drain for 60 seconds, then cut to proper specifications.

Green Peppers: Bright green in color, no excessive moisture if precut. 1/8” strips (Fajita Cut)
2” – 3” in length. Dices are not an option.

Red Onions: Bright purple in color, No excessive moisture. 1/8” strips (Fajita Cut) 2” – 3” in
length. Dices are not an option.

Cucumbers: ¼” slice, dark green outer skin, no blemishes. Pale green center and crisp. No
mushiness or slimy texture. Store sliced cucumber with a drain plate in the serving container.
Must be refrigerated at all times.
Page 31 of 147
Ice Tea
Brewed Iced Tea: Shelf Life: 24 hours
Unsweetened Tea
1. Place (3) Iced Tea bags evenly so there is no gap in the middle of brew basket.
2. Push start button to brew 3 gallons of Iced Tea.
Sweetened Tea
1. Take pitcher and add 2 lbs. of sugar.
2. Pour 16 oz. of hot water into the pitcher. Stir until completely dissolved.
3. Pour the solution into tea urn with finished Iced Tea. Stir for 30 seconds to blend flavor.
4. Drain a gallon of tea from spout and re-pour into tea urn to assure mixing of sugar and tea.
Steeped Iced Tea
1. Fill a 4 ½ -gallon food safe bucket with 3 gallons of water at a minimum temperature of 140°.
2. Add 4 Tea bags, cover and let steep for 20 minutes.
3. After 20 minutes remove Tea bags, making sure NOT to squeeze them out as this will cause the
tea to taste bitter. Add 1 gallon of cold water & stir for 30 second to blend flavor.
4. For immediate use pour tea into tea urn. For later use cover and label with Product, Day, Time
(am/pm) & Initials then store in walk-in.
Sweetened Tea
1. Take pitcher and add 3 lbs. of sugar.
2. Pour 32 oz. of hot water into the pitcher. Stir until completely dissolved.
3. Pour the solution into tea urn with finished Iced Tea. Stir for 30 second to blend flavor.
4. For immediate use pour tea into tea urn. For later use cover and label with Product, Day,
Time (am/pm) & Initials then store in walk-in.
No Prep Zone

The No Prep Zone occurs during the high volume hours of the day, normally 11:30am –
1:00pm and 5:30pm -8:00pm. During these hours Prepping of Round or Deep Dish Dough is
prohibited. This allows the Prepper to be flexible and help keep up with cleanliness and
production standards.

To achieve the No Prep Zone:
o
Adjust Pars to have enough product to get through 2 shifts. For example if you are
prepping in the morning, then the morning prep is designed to be used that
evening and the next day’s lunch.
o
Cross Train the Prepper at Stretch, Cut, Stock, Service Assistant
Cross Train Pizza Cooks, Pizza Cut, etc. on how to prep: Fudge Brownies, Make Sauces, Grate
Cheese and on Fresh Produce Procedures.
Page 32 of 147
Sauce & Cheese
Now that you know how to stretch pizza dough you will learn how to sauce and
cheese them. The sauce ring is the key to learning how to make picture perfect
pizzas! It is designed to leave a perfect ½” crust around pizzas and helps make sure
the proper amount of sauce and cheese are spread evenly around the dough.
Basic Sauce and Cheese Knowledge
This step is crucial because the Cheese is what makes pizzas taste so good and at the
same time it is the most expensive ingredient in the restaurant. This is why we use the
Scale to portion the proper amounts!
SPOODLE
Spoodle Size Placement
2 oz.
Alfredo, Zesty Sauce, Garlic Sauce
3 oz.
Spinach Alfredo, BBQ, Buffalo, Mac & Cheese, & Ole
4 oz.
Pizza Sauce
PORTION AMOUNT
Sauce and Cheddar Cheese Portion Amount
Large
Round or
Deep Dish
Medium
Round or
Deep Dish
Personal
Heaping Spoodle / Heaping Portion cup
Level Spoodle / Level Portion cup
Half Spoodle / Half Portion cup
PORTION AMOUNT
Mozzarella Cheese Portion Amount
Large
Round or
Deep Dish
Medium
Round or
Deep Dish
Personal
5 oz. weighed
4 oz. weighed
2 oz. weighed
Page 33 of 147
Steps

Pour the correct amount of sauce in the center of the pizza dough. Using light pressure use the
bottom of the spoodle to spread the sauce in a spiral motion to ½’’ from the edge for all round
pizzas. Applying too much pressure creates areas where there is little to no sauce. The dough should
have a smooth finish.
Leave a ½” crust when applying sauce to all round pizzas. The
current large Sauce Ring will give you a 1/2” crust on the 14” pizzas
APPLICATION

For buffet pizzas, you should sauce and cheese pizzas in the order listed on the Buffet Management
Chart.

Next use a scale to apply the correct amount of Mozzarella Cheese as stated in the Rules of Pizza.
Traditional pizzas are made with Red Pizza Sauce and are made with Mozzarella Cheese.
Mozzarella Traditional Pizzas
Mozzarella Specialty Pizzas
Large
5 oz.
Large
2.5 oz.
Medium
Personal
4 oz.
2 oz.
Medium
Personal
2 oz.
1 oz.
Mozzarella Cheese Only Pizza
Large
Medium
Personal
7 oz.
6 oz.
3 oz.
Cheddar Cheese is portioned out using the orange portion cup as stated in the Rules of Pizza.
Large
Medium
Personal
Heaping
Level
Half
Orange Portion Cup
Orange Portion Cup
Orange Portion Cup
Extra Cheese
 Mozzarella Cheese add an additional 2 oz.
 Cheddar Cheese add an additional Level Orange Cup
Page 34 of 147
Measure the correct amount
of cheese using the correct
portion cups
Apply cheese from the outside in
leaving a ½” crust. It’s okay if some
cheese falls on the crust
Specialty Pizzas
 Zesty Pepperoni
 Zesty Veggie
 Classic Chicken
 Buffalo Chicken




Sprinkle the remaining evenly
around the rest of the pizza
Mac & Cheese
Alfredo
Spinach Alfredo
Ole
These 2 pizzas require both Mozzarella and Cheddar


Ham and Cheddar
BBQ Pork
Large= Mozzarella: 2.5 oz. / Cheddar: Heaping Orange Cup
Medium= Mozzarella: 2 oz. / Cheddar: Level Orange Cup
Restocking Cheese
 Every time you restock Cheese, “fluff” the Cheese to avoid excessive clumping.
 Store enough ½ pans of Cheese at the make table to get through the entire
shift.
To-Go and Personal Pizza Request
 As you receive Personal Pizza Request or a To-Go order you will need to use the
same Rules of Pizza as you would for a buffet pizza.

When building a pizza, extra Cheese or Sauce does not count as an additional
topping. For example a Large Pepperoni Mushroom with extra Cheese and extra Sauce is considered
a 2 topping pizza not a 4 topping pizza.
Flatbread Pizzas
 Flatbread pizzas have a separate recipe that must be followed. Refer to the Pizza Recipe Chart for
details.
 Only the Pepperoni Sausage and Garlic Veggie Flatbreads are to be served on the buffet.
Deep Dish Pizzas

Unwrap dough, if an air pocket is noticeable, lift the corners of the dough to release the trapped air.

Place the pan back flush in the oven. Once the pan comes out of the oven the Pizza Cutter will return
it the cook station.

For Deep Dish Pizzas you will need to use the same portion amount stated on the Rules of Pizza for
both Round and Deep Dish pizzas.

Apply the proper portion amount of sauce and cheese over the dough and spread out to the edges
and corners of the dough.

The Pizza Cook will then finish topping the pizza.
Page 35 of 147
Pizza Recipe Chart
 The Pizza Recipe Chart lists the size spoodle needed in each sauce and the color cup
associated with each topping and cheddar cheese.

Each morning and throughout the day you should verify that the correct cup is being
used.
Abbreviations
 The Abbreviation Chart will inform you of all the abbreviations needed to be able to read, write, and
understand Personal Pizzas Request Tickets.

Any pizza, dessert, topping, or sauce that have 2 or more letters as the abbreviation must be circled.
For example: If you saw a ticket that reads Pc BO, it mean a Personal pizza with Beef and Onion but
if it reads Pc BO it means that is a pizza with Black Olives.

It is very important to know each abbreviation as will make it easier to communicate amongst Team
Members and Managers. It will also help make the cook be more efficient and accurate.
Page 36 of 147
Topping & Cooking
Once you have mastered how to Stretch and Sauce/Cheese pizzas. You have seen the
beginning stages of pizza making and now you will get to finish pizzas with toppings!
The first thing you must know is that there are designated portions for all pizzas to
help deliver a consistent product every time. It is also important to understand that
people eat with their eyes first. Sloppy looking pizzas are not as appealing as a pizza
that is made with pride and picture perfect!
In the Cook Position you will learn how to properly top pizzas, know which pizzas should be made
for the buffet, and how they should be cooked in the oven.
Basic Cook Knowledge

The shelf life of pizzas on the rack is 30 minutes. This helps eliminate the danger of
foodborne illness outbreaks and to maintain the highest quality of products.

Be careful to not make too many or too little pizzas.
o Over production increases waste, food cost and labor costs!
o
Under production increases the chance of the buffet crashing and decreases guest
satisfaction.

Before placing canned/bagged foods in the make table, strain for 1 minute using a strainer.
Store in a plastic or stainless steel container, cover, label with Product, Day, Time including
AM/PM and your Initials. Store in refrigeration.

The optimal time & temperature setting is 475°F and 4 minutes and 45 seconds. This may vary
depending on the type of oven.

Personal Pizza Requests are our way of catering to our guests. If their favorite pizza is not on
the buffet, then we’ll make it for them. The goal internally is to have
Personal Pizza Request delivered within 10 minutes.

To-Go pizzas should be ready for the guests within 10 minutes, except during
times of high volume.

Place Black Olive on the crust of all Large To-Go pizzas so the Pizza Cutter
knows that it is not for the buffet. The Black Olive should be facing the Pizza Cutter for easy
identification.
Page 37 of 147
Topping Knowledge
 When applying toppings to pizzas always begin at the edge of the sauce on the
pizzas and work the toppings towards the center. Do not begin in the center
of the pizza!
Rules of Pizza
14” Pizzas or
Large Deep Dish
12” Pizzas or
Medium Deep Dish
9” Pizzas
Sauce
Heaping Spoodle
Level Spoodle
Half Spoodle
Mozzarella
T 5 oz./ S 2.5
T 4 oz./ S 2 oz.
T 2 oz./ S 1 oz.
Cheddar
Heaping cup
Level cup
Half cup
1-2 Toppings
Heaping cup
Level cup
Half cup
3+ Toppings
Level cup
Half cup
Half cup
* T= Traditional Pizzas


S= Specialty Pizzas
The Classic Cheese Pizza receives the following amounts:
o Personal = 3 oz.
o Medium = 6 oz.
o Large = 7 oz.
Extra Cheese (or extra sauce) is charged for as an additional topping but when building a
pizza these items are not counted as a topping.
o
Large Pepperoni Mushroom pizza with extra cheese and extra sauce should still be
considered a 2 topping pizza.
Portioning
Portion Cup Colors and their Ingredients
There are 8 different colored portion cups that ae used to correctly portion ingredients.

Tan
Beef / Sausage / Mushroom / Pasta
Red
Chicken / Ham / Black Olive / Tomato
Black
Red Onion / Green Pepper
Orange
Jalapeño / Cheddar Cheese
Burgundy
Pineapple
Yellow
Bacon
White
Banana Pepper
Brown
Lettuce
Before each shift inspect that the correct portion cup is in place. Throughout the shift make
sure that the proper portion cup and amount is being used. Using the wrong portions will
lead to higher cost of goods and inconsistent quality.
Page 38 of 147
Application

There are only 3 portion sizes that you will use depending
on the size of the pizza and number of toppings
requested on the pizza.

Begin by determining the size of the pizza and then the number of toppings needed.
o Pizzas with only 1-2 topping receive:
 Heaping= Large
Level= Medium
Half = Personal
o

Pizzas with 3 or more topping will receive a reduced amount:
 Level = Large
Half = Medium
Half = Personal
The portion cups should never be use to scoop product into it as this compacts the
ingredients into the cup, causing over portioning.

Shake the portion cup as it is being filled to the specified level. This allows the ingredients to
settle into the cup and get the proper portion amount.
o For heaping, fill the cup to a level portion and add one more
handful of product on top of the cup without shaking it. The
topping remaining in the cup makes up the heaping portion.
o Always place flat meats on pizzas first, such as pepperoni, ham and anchovies.
o Remember to distribute the toppings beginning at the edge of the ½ inch crust.
Then distribute the remaining toppings evenly around the rest of the pizza.
Counted Toppings
Pepperoni & Anchovy are counted toppings and are to be placed in a specific method.
 A pizza with anchovy receive 1 anchovy per slice of pizza
o A Large and Medium pizzas receives 10 pieces
o A Personal pizzas receives 6 pieces
 When placing pepperoni on a pizza follow the guidelines illustrated in the
Pepperoni Placement Chart.
o Begin by placing a ring of Pepperoni on the outer edge of the pizza.
Page 39 of 147
Pizza Recipe Chart
Follow the instructions below for product accuracy and consistency while utilizing the Pizza Recipe
Chart. Begin by reviewing the Rules of pizza section
Rules of Pizza
This section
explains portion
amounts for all
size pizzas &
number of
topping.
The ingredients for
Traditional and
Specialty Pizzas
are found in this
section.
Flatbread Pizzas
have individual
recipes listed here.
Super Supreme Pizza
In this section you
will find the
spoodle sizes for
each sauce and
colored Portion
Cups associated
with each topping.
Due to the number of toppings on a super supreme the
portion amount of each topping is half of a portion cup
Cheese Only Pizzas
Classic Cheese Pizzas receive the amounts stated on the Rules of
Pizzas plus an additional ounce amount. For example, a Large
Classic Cheese Pizza gets 5 oz. of cheese plus an additional 2 oz.
of cheese. Large Classic Cheese Pizza = 7 0z. of cheese
Miscellaneous Product Guidelines
Garlic Cheesy Bread
 Unwrap and place the pan Front Flushed on the oven conveyer
 Do not leave out of refrigeration longer than 45 minutes
Deep Dish Pizza
1st Pass: Unwrap, if air bubbles are present, gently lift a corner to release the air bubbles, and
place back flush with the entrance of the oven
2nd Pass: Add Sauce, Cheese, Toppings and even distribution of Parm-Oregano shake blend. Then
place front flush with the entrance of the oven
Page 40 of 147
Apple/Bavarian Dessert
 Apple/Bavarian dessert will be made using half of the Apple topping and half of
the Bavarian topping
1. Stretch and dock a 12” dough ball into a Medium Screen
2. Transfer docked dough to a Medium Deep Screen and form crust
3. Pour a Heaping 2 oz. Spoodle of Apple topping to half of the dough.
Then, spread the topping to half of the dough using a metal spatula
4. Pour a Heaping 2 oz. Spoodle of Bavarian topping to the second half of the dough.
Spread the topping evenly to the second half of the dough using a metal spatula
5. Measure out 4 oz. of crumb topping using a 4 oz. Spoodle and distribute evenly over
the entire product
6. Place the product Back Flush with the entrance of the oven
Pour (1) bag of
Soup concentrate
into a shallow half
pan
Using a Tan Sq.
Portion cup, add 1
Heaping portion of
Pasta
Using the Blue
Portion Cup, add a
Level portion of
Chicken
Add 32 oz. Hot
water
Cover with lid and
place front flush in
the middle or
bottom oven.
Cavatappi Pasta
1. Using the Tan portion cup add pasta into a shallow half pan
a. (1) Heaping cup for Low volume
b. (3) Heaping cups for Peak volume
2. Pour 16 oz. of water into the pan. Cover and place front flush in the middle or bottom oven.
Flatbread Pizzas
 Flatbread pizzas are made with Pizza Sauce or Garlic Sauce. Ensure to spread sauce to the
edge of the flatbread crust
 Refer to the Pizza Recipe Chart for proper portion amount
*All products must be placed 1” apart from the sides of the oven and from
other products, except Cinnamon Rolls which are 2” apart.
Page 41 of 147
Managing Variety & Choice
During the shift, you will need to use the Buffet Management System to manage the production
levels during low and peak volume. This tool should be filled out by the manager on a regular basis.
Done correctly, the Pizza Cook will know what pizzas to make and how much to produce to keep the
buffet full, and avoid over production. The shelf life for pizzas on the wall is 30 minutes so it is
important to focus on using the oldest product first (FIFO). Below you will see an example of how
to fill out the provided tool.
Example
Practice
Fixed Rotation
Fixed Rotation
Buffet Management System
Peak Volume
Sausage
Low Volume
Sausage
Sausage
Alfredo
Alfredo
Pepperoni
Alfredo
Flatbread
Pepperoni
Cheese
Pepperoni
Pep Jalapeno
Peak Volume
Low Volume
Pepperoni
Pepperoni
Flatbread
Sausage
Spinach
Flatbread
Pepperoni
Flatbread
Cheese
Beef
Flatbread
Cheese
Beef
Spinach
Buffalo
Mandatory Items that must be offered on the buffet.
 Garlic Cheesy Bread
 National Special (LTO)
 Pepperoni Pizza
 Flatbread Pizza (Pepperoni & Sausage or Garlic Veggie)
 Vegetarian (Non-Meat) Option (Long Buffet Only)
 Deep Dish Pizza (Choose from “Choice Pizza” options listed below)
 Cheese Option (Classic Cheese, Alfredo, Spinach Alfredo, Mac & Cheese)
 Desserts (Cinnamon Rolls, Apple/Bavarian, Fudge Brownies)
Page 42 of 147
Communication to Keep the Buffet Full
Our goal is to provide a full, hot and fresh buffet at all times. The stocker and manager will call for
items that are needed on the buffet. You should communicate back the call by repeating the order.
For example if they call for a Pepperoni and Deep Dish you should respond with “Pepperoni and
Deep Dish heard” or “Deep Dish is working. Do you need another? ”.
Communicating for products to be placed in the oven is one of the most important
parts of keeping the buffet full. There should be constant communication between
the stocker and the cook to ensure that the right amount of product is available on
the buffet at all times.

Peak Volume
o During peak volume calls will be made based on the amounts on the backup
warmers
o Keep one of each round pizza on the staging warmer
o Pay attention to your fastest moving pizzas. You may need to keep one on
the backup warmer and place another in the oven when the pizza on the
buffet is at a half


Off Peak Volume
o Do not keep pizzas on the backup warmer during this time period unless
there is a need
o When the pizza on the buffet gets below a half, load a pizza of the same kind
into the oven
The “Choice” slots are where you will be able to select local favorite pizzas to add to the
fixed buffet offerings but only from the approved Choice pizza selections
 Choice Pizza
 Alfredo
 Spinach Alfredo
 Pepperoni & Jalapeno
 Zesty Ham & Cheddar
 Zesty Veggie
 Sausage












Buffalo Chicken
Mac & Cheese
Zesty Pepperoni
BBQ Pork
Classic Chicken
Pepperoni & Beef
Ham & Pineapple
Veggie
Beef
Pepperoni & Sausage
Meat Eater
Super Supreme
LONG BUFFET
Cheesy
Bread
LTO
Choice
Choice
A
B
Veg
Option
P
Tc
Deep
Dish
Cheese
Option
Choice
CINN
APPLE
BAV
C/D
SHORT BUFFET
Cheesy
Bread
LTO
Choice
A/B
P
Fc
Deep
Dish
Cheese
Option
Choice
C/D
CINN
APPLE
BAV
FB
Page 43 of 147
FB
Cutting Pizzas
In this lesson you will learn the art of cutting pizzas and handling all finished products.
You will impact every single product that CiCi’s serves and learn the importance of
maintaining a clean and organized display kitchen. Product will come out of the
conveyor oven, so you will need to have speed and at the same time focus on
delivering great quality. Utilize the job aids provided as a resource and as always, if
you have any questions do not hesitate to ask to prevent mistakes!
Set up the cut table with the following items:
• Cutters
o Green Cutter is used for Garlic Cheesy Bread
o Blue Cutter is used for Apple/Bavarian Dessert
o Red Cutter is used for Red Sauce Pizzas
o White Cutter is used for White Sauce Pizzas
o White Pie Cutter is used for Brownies












●
●
2 Giant cutting pans; (1) for Pizzas and (1) for Desserts.
Garlic Sauce in a 1/9 pan filled 1” from the top. Shelf Life: 4 hrs. out of refrigeration.
2” Blue Bristle Brushes
Clean dry towel.
Shakers filled with Cinnamon Sugar, Parmesan Shake, and Powdered Sugar.
Squeeze bottles filled with White Icing, Buffalo Drizzle Sauce, Mild Buffalo sauce,
BBQ & Garlic Sauce.
All products must pass completely through the oven before you can remove it.
Never pull products out of the oven early! Doing so will cause the product to not cook all the way
and will damage the quality.
Large To-Go pizzas will be identified with a Black Olive on the crust. When cutting make sure to
remove the black olive before placing the pizza in the To-Go box.
To keep up with the flow of pizzas exiting the oven, always pull the one closest to the end of the
conveyor first.
When cutting pizzas, give the cutter a slight turn at the end of each cut to
break slices apart.
Organize To-Go and Personal Pizza Request tickets on the ticket minder using
the FIFO method, left to right. The first order that will exit the oven should be
placed first, on the left side of the minder; the second order should be placed on the right and so
on. This will keep you organized as multiple orders are being fulfilled.
Always wipe your hands on a clean, dry towel before handling To-Go boxes to keep the boxes clean
and free of greasy finger prints.
Towels should be in a sanitation bucket or in your hand, never left on the cut table.
When cutting round pizzas always aim for the center of the pizza to get even slices.
Page 44 of 147
Cutting Pizzas
Round Pizzas: (shelf life on the buffet is 30 min.)

When cutting round pizzas, slide a giant pan under the fully cooked pizza to remove it from the
conveyer. Do not touch pizzas with your bare hands as this is unsanitary!
Large Round Buffet Pizzas
Large Round To-Go Pizzas
Medium Round To-Go Pizzas
Personal Round Pizzas

5 Cuts
3 Cuts
When cutting, apply heavy pressure on the cutter to get all the way though the product. Once you
get to the end of the product, give the cutter a slight turn at the edge of the pizza t0 separate
slices.
Ole Pizza: (Should not be served on the buffet)

This pizza will come out of the oven with only sauce and beef. You will need to remove it from the
oven and cut it according to the Cut Chart. Once cut, place on serving pan for a Personal Pizza
Request or in the appropriate size To-Go box, then return to the cook station for the remaining
toppings.
Flatbread: (shelf life on the buffet is 30 min.)

Remove it from the oven and cut it: Whole 3 x 2 / Personal 1 x 2 on a giant pan.

Slide the pizza onto a clean serving board.

For a Flatbread Personal Pizza Request, the guest always gets a half of a Flatbread.
Deep Dish: (shelf life on the buffet is 30 min.)

Deep dish pizzas go through the oven twice. The 1st pass is to par bake the crust with nothing else
on it. The 2nd pass is to crisp the dough and cook the sauce, cheese and toppings.

After the first pass, remove from oven and return the product to the cook station to be topped.

After the second pass, remove from the oven and separate it from the sides of the pan using a
pizza spatula. Then guide the product onto a giant pan for cutting.

Cut: Medium Deep Dish pizzas 3 x 1 / Large Deep Dish 5 x 1.

Serve on a large pizza pan with a screen.

For Deep Dish Personal Pizza Requests, the guest receives a whole Medium or half of a large
served on an 11” pan.
Handling Personal Pizza Requests

All Round, Deep Dish and Flatbread PPR’s will be served on a 9” round pan with no screen.
Handling To-Go Orders
 The Pizza Cutter is responsible for the accuracy and final presentation of a To-Go pizza.
 Remember to always verify that the correct pizza is going out with the correct order.
 Always place the To-Go ticket on the very top box of an order.
Page 45 of 147
Miscellaneous Products
Cavatappi Pasta: (shelf life on the buffet is 30 min.)

When pasta comes out of the oven carefully grab the pan with the appropriate utensil. Leave the
lid intact and tilt the pan to drain all water from pan. Then pour the pasta into a clean perforated
serving pan located in the Pasta Station.

Pasta may be consolidated on buffet if it is within the 30 minute shelf life and is not breaking apart.

Pasta should be kept on the buffet with 1/8” of water to keep them moist and at the proper
temperature.

The pasta should be stirred every 5 minutes

The pasta serving container on the buffet must be changed out when interior appears dirty or at
least every 4 hours.
Chicken Cavatappi Soup: (shelf life on the buffet is 5 hours)

Carefully remove pan from the oven using the appropriate utensil, pour into a clean Bain Marie and
place on the buffet.

Do not combine fresh soup with soup that has been on the buffet longer than 4 hours or if pasta is
breaking apart.
Garlic Cheesy Bread: (shelf life on the buffet is 30 min.)

Carefully remove from oven and guide the GCB from the pan and onto a large serving board.

Cut 5x7 for Large

Cut 2x7 for Medium (To-Go size)
Page 46 of 147
Fudge Brownies: (shelf life on the buffet is 5 hours)
 Unwrap pan and using the white pie cutter, scrape the sides of pan to separate the brownie from
pan. Then flip brownie pan onto a serving board to remove the brownie form the pan.

Cut brownie 7x5 using the White plastic pie cutter.

Using the Powdered Sugar Shaker, shake powdered sugar over entire brownie, edge to edge with
the brownie barely visible. Always cut the brownies, before adding powdered sugar.

Place on the buffet per the current Buffet Setup.
To-Go
 While Brownie is on the board cut a full brownie in half. Place half of the brownie into the 12” size
To-Go box. Cut 3 x 5 and shake a medium dusting of powdered sugar over the brownies.
Apple/Bavarian Dessert: (shelf life on the buffet is 1 hour)

There is only a medium size Apple/Bavarian dessert offered. Once it has fully exited the oven,
remove from oven and place it on the cut table. Lift the edge of the product using the blue cutter
and slide the giant pan under the product.

Cut 7 times using the blue cutter and slide the cut product onto a clean dessert serving pan.

Apply 10 rows (in one direction) of White Icing over the dessert. Icing should run over the crust of the
product.
Place on buffet per the current Buffet Setup.

To Go
 Once cut slide into a Medium box and apply 10 rows of White Icing in one direction.
Cinnamon Rolls: (shelf life on the buffet is 1 hour)
 Remove the screen that is on top of the cinnamon roll pan and then grab the
pan with a clean dry towel and quickly flip it upside down on a giant pizza pan
used for desserts.

Sprinkle a standing amount of cinnamon sugar over the top of the cinnamon
rolls while on the giant pan. There should be a dry layer of cinnamon sugar on top of the rolls.

Slide cinnamon rolls onto a clean dessert pan and ice the top of cinnamon rolls with 20 rows of
icing, making sure to go to the edge with each line.

Place on the buffet per the current Buffet Setup, with clean tongs.
To-Go
 Apply Cinnamon Sugar while on the pan, then slide the rolls into the Goodie Box front to back. Ice
the top of the Cinnamon Rolls with 20 rows of icing, making sure to go to the edge with each row.
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Buffalo Chicken Pizza
● Buffalo Chicken pizzas, regardless of the size, receive 4 rings of Buffalo Drizzle Sauce.
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People & Pizza
CiCi’s is all about People & Pizza! We must be great at who we are, a pizza
buffet restaurant. That means the buffet is the most important part of how
we manage the business. The other thing we have to understand is that pizza
is a very competitive product, it can be bought just about anywhere and at
any time. To separate ourselves from the competition, our service, quality
and professionalism, must be better.
As you manage each shift you must stay balanced on both People AND Pizza! You must concentrate on
providing great Service, Quality Pizza and a Clean Restaurant. DO NOT allow yourself to get stuck in one
area or in one position for longer than 60 seconds. Otherwise a lot can go wrong in other areas that will
ruin the guest experience.
As you inspect the 10 Impact Areas of the restaurant, you are looking for ways to improve those areas.
Use a method called cross utilization to help you be more effective. Cross Utilization is defined as
temporarily moving a Team Member from their primary position to another, to keep up with demands. For
example, move the Dishwasher to help stretch dough or move the Buffet Stocker to Service Assistant to
keep the dining room sparkling clean. Through the rest of your training you will be asked to manage the
restaurant following the People & Pizza Impact Areas. With each shift you will take on more and more
responsibility of the restaurant’s standard operating procedures. Have fun as it is a pizza party and you are
the host!
If there are more than 2 outages on the buffet you should stay at the buffet until there is enough product
coming through the oven to get the buffet back to 100% full, hot, fresh and clean. If the buffet is at risk of
crashing, immediately move as many Team Members as you can to production positions to get caught
back up as quickly as possible then thank them and move them back to their primary position.
Time flies when you are busy. The goal is for the Manager to inspect all areas of the restaurant every 15
minutes. Remember you can delegate. When the buffet is 100% go inspect the 10 Impact Areas. This allows
you to make sure that every area of the restaurant is in tip top shape! As you travel the People & Pizza
Impact Areas, stay balanced. Travel all areas of the restaurant. Don’t neglect one area over the other, they
are all important to creating a great dining experience!
Buffet Management
 The salad bar and pasta/soup bar must be set up and ready by 11:00am


Begin cooking pizzas and desserts immediately as your first guest enters the restaurant.
o
The buffet must be 100% full by 11:30 am.
o
Refer to Off-Peak Buffet Setup for off peak exceptions.
Opening the Buffet
o
Begin the cooking process in this order.
1.
Pasta and Soup, then Garlic Cheesy Bread.
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2.
Deep-dish in for the 1st pass and Flatbread as they will both be placed Back Flush in the oven.
3.
Put appropriate number of pizzas in the oven.
4.
Place desserts in the oven. These are the last items, as the guests will eat pizza, pasta & salads
before eating desserts. This will help with shelf life concerns.
o
If you begin your buffet with ½ and ½ pizzas, move to whole pizzas as volume increases.
Continue to follow the Buffet Management Chart for proper slotting. As volume dictates, i.e. in
the mid-day you may move to the off-peak set up and use 1/2 and 1/2 pizzas. Return to whole
pizzas and the peak buffet set up as volume increases and before the peak dinner rush.

Closing the Buffet
o
The Salad and Pasta Bar should not be closed down until the posted closing time.
o
If a guest arrives after the pizza buffet has been closed down, they should be offered a personal buffet
where we will make any pizza(s) they would like.
Managing from Sides of the Buffet

As the Manager you should travel the 10 impact areas of the restaurant and resolve issues while constantly
maintaining high awareness of the buffet. The buffet can be managed from either side of the counter, the
guest side or the Team Member side. So don’t hesitate to lead from the front of the buffet.

The advantages to managing from either side of the buffet is that on the guest side, you get to see the
buffet from the guest’s perspective and impact what the guest sees quickly. On the Team Member side it is
easier to adjust production needs. The key is to have the ability to manage the buffet from both sides. So
that you are impacting the entire restaurant.
People & Pizza Impact Areas
People
1.
FRONT AREA: Guest Perspective, Windows & Doors, Floors & Mats, Front Counter, Guest Greeter Procedures
2.
DINING ROOM: Table Visits, Clean Tables (2&2), Chairs, High Chairs, Booths, Floors, SA Procedures
3.
RESTROOMS: Clean, Stocked, Fresh Smell, In Working Order
4.
BEVERAGE AREA: Clean, Dry & Organized, Stocked,
5.
GAMEROOM: Clean, Safe, In Working Order
Pizza
1.
BUFFET: Full, Hot & Fresh, Clean, PPRs, Clean Towels, Names
2.
COOK AREA: Portion Cups, Amounts, Stocked, Clean & Sanitized, Oven
3.
CUT AREA: Clean & Organized, Proper Cuts, Stocked & Reset, Clean Towels
4.
PREP AREA: Proper Procedures, Clean & Organized, Walk-in
5.
DISH AREA: Organized, Proper Setup, Proper use of Sinks, Floors
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People: Front Area





Guest Perspective
Windows & Doors
Floors & Mats
Front Counter
Guest Greet Procedures
Guest Perspective (Parking lot, Sidewalk & Entryway)
The fact is that guests are evaluating their dining experience before
they even walk into the restaurant! Their CiCi’s experience begins as
soon as they step out of their vehicle. We have to manage this by
stepping out of the four walls at least 3 times per day, to address any
trash in the parking lot, sidewalks and entryway. Once in the morning,
after lunch and before dinner. The Service Assistant will assist in
verifying cleanliness by checking every 15 minutes.
Another benefit is that it will clear the Manager’s field of vision. After looking at the same four walls for
hours everything begins to blend together. This makes it difficult to see issues with clarity but rest assured,
guests will see them with fresh eyes. When you go out and come back in, look at the restaurant as if you
were a guest. You will then see the restaurant from the guest’s perspective.
At CiCi’s we give our guest the red carpet treatment! We do this by focusing on the first impressions! This
includes clean windows, doors and floors. We also make a memorable first impression by following Guest
Greeter scripts and procedures and by keeping the counters clean and organized.
Windows & Doors
Sparkling clean windows and doors help form a positive impression of the restaurant’s cleanliness. Make
sure there are no hand prints or smudges that make the restaurant look dirty. This will need to be
managed all day long. Assign and or delegate this task to the Guest Greeter or Service Assistant.
Floors & Mats
The floors should be swept throughout the shift and deck brushed at close. Dining room floors should be
assigned and or delegated to the Service Assistant or any available Team Member. Kitchen floors should
be assigned and or delegated to any of the following Team Members, Cut, Stock, Cook or Prep.
Counters Clean
As you inspect the buffet and front counter pay attention to the cleanliness and organization. The front
counters are one of the first things that the guests will see. It is important that the counter is clean,
organized and free of clutter. The only thing that should be on the counter is what is needed to complete a
transaction.
Guest Greeter Procedures
The 5 steps a Guest Greeter’s must do with each transaction are:
1) “Hi! Welcome to CiCi’s!” (make eye contact and smile)
2) “Have you dined with us before?” explain if they have not
3) Suggestive Sell (nod yes as you are suggesting items)
4) Complete the transaction accurately
5) My name is _____, thank you for dining with us today!
As a leader you will need to train and follow up to ensure these 5 steps are executed perfectly with each
and every guest!
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People: Dining Room





Table Visits
Clean Tables (2&2)
Chairs, High Chairs &
Boosters
Floors
SA Procedures
The dining room is where families and friends sit together to enjoy
their pizza. They expect a clean dining room, no “ifs”, “ands” or
“buts!” A clean dining room is just as important as having pizzas on
the buffet. This is why it is so important for the Manager to not get
stuck in one position, making him/her unaware of what is happening
in other areas. The Manager must travel through the dining room to
ensure everything is in great condition!
While in the dining room the Manager must conduct table visits. This
is where the Manager regularly visits tables, informing guests of their
name, inquiring about their dining experience, asking “how is everything today” or “is everything tasting
great”? This gives the Manager the opportunity to fix issues if necessary and WOW them?
Clean Tables (2&2)
Remember that every time you say or hear “goodbye, thank you!” to a guest that is leaving, it means there
is a dirty table that must get cleaned! You should never have more than 2 dirty tables at one time and for
no longer than 2 minutes. Make sure the Service Assistant is not only staying on top of cleaning tables but
is also pre-busing. Your guests should not have to deal with a cluttered table, so make sure that dishes are
being removed from the tables to give the guests plenty of elbow room to enjoy their pizza. While in the
dining room verify the Service Assistant procedures are being executed.
Chairs, High Chair & Boosters
One thing that will make families not come back are dirty high chairs and booster seats. Verify that high
chairs and booster seats are being cleaned after each use. Execute the systems (OMC, Weekly Cleaning) in
place to help you stay on top of this important detail. When tables are cleaned make sure that the Service
Assistant is not dusting crumbs onto the chairs, floor, etc.
Floors
Delegate spot sweeps to several Team Members so that the dining floors and mats stay clean! At close, it
is critical that floors are swept, scrubbed and mopped. If you give in to procrastination, cleanliness will
suffer.
Service Assistant Procedures
Follow up on the Service Assistant to ensure all procedures are being executed. The SA position is vital to
keeping a clean dining room and providing positive unforgettable service. At times the Service Assistant
may also be responsible for washing dishes, make sure that they understand that the dining room is the
priority.
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People: Restrooms




Clean
Stocked
Fresh Smell
In Working Order
As the buffet is being monitored by the team, the Manager should inspect
the restrooms. The Manager does not have to be the only one responsible
for this. In fact, inspecting restrooms should be the entire team’s
responsibility. Assign it to the SA position but make it a focus to all. If the
restrooms are out of site and out of mind, all the good we do is wasted!
Inspect what you expect!
Clean
It is a fact that guests judge a restaurant’s cleanliness based on the cleanliness of the restrooms. At times,
all that it takes is one guest to make a mess in there. This is why it is important that you stay focused on
the People & Pizza Impact Areas every 15 minutes. Make sure there is no debris on the floor and that the
toilets and urinals are flushed. Check the trash container and make sure it is not full. Wipe the sink,
counter and mirrors with a paper towel. Lastly, enforce great closes and great mid-day cleaning. Ensure
perfect execution of the Weekly Cleaning! If the Manager is loose with the standards the team will not
follow through.
Stocked
Keeping the restrooms stocked should never be an issue if the OMC is executed effectively. Assign the
following tasks to the Service Assistant/Dishwasher: stock toilet paper, paper towels, and hand soap. The
Manager is responsible for following up and ensuring that both restrooms are fully stocked and clean at all
times.
Fresh Smell
When guests walk into the restrooms, what do they smell? Make sure the restrooms smell clean and fresh,
use Lemon Cleaner and air fresheners.
In Working Order
If anything in the restrooms is not working properly do something about it right away! Call, email or text
your Franchisee and FBC (Franchise Business Consultant) so they can begin the process of having it
repaired. If it is a quick fix, then fix as soon as you can.
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People: Beverage Area


The beverage area will be used by every guest. Whether filling their
cups or getting Parmesan Cheese and Red Pepper shakers for their
pizza, this area receives a lot of attention! This is why it is important
to impact it every 15 minutes. Because of the high traffic in this area
the Manager will need the help of the entire team to keep the
beverage area neat and tidy.
Clean, Dry & Organized
Stocked
Clean, Dry & Organized
Every time you or any Team Member walks past the beverage area, it should be wiped down, organize it
and restock it!
Stocked
 Straws
 Parmesan Cheese and Red Pepper shakers
 Condiments: Sugar, Sweeteners, Salt, Pepper packets and Lemon packets
 Fill the ice bin during the mid-afternoon and at close of the shift. Inspect ice levels throughout the
shift.
 Silverware. As a practice, keep forks in the top (3) slots in the holder and soup spoons and knives in
the bottom middle slot.
There is no excuse for running out of anything in the beverage area! The better organized you are, the
easier it will be to identify items that are running low or are out of place.
People: Game Room



Clean
Safe
In Working Order
The game room is where Moms and Dads let the kids go to have fun.
The game room can be a great source of income but in order to
attract kids to it, the game room must be clean, safe and working
order.
Clean
As you are traveling the People side of the impact areas inspect on the cleanliness of the game room.
Make sure all of the games, walls and floors are cleaned. Remove plates, cups or trash!
Safe
It is up to the restaurant leaders to keep kids safe. Do this by ensuring that there no electrical hazards like
uncovered wall plugs or exposed wiring. Understand that your presence alone can prevent bad things
from happening, such as vandalism and shenanigans.
In Working Order
A game that does not work is losing money and sending a negative impression to the guests! Make sure
you know where to find the vendors contact information and call to have a game fixed or changed out.
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Pizza: Buffet





Full, Hot, Fresh
Clean
PPR’s
Clean Towel
Names
The buffet is the
of our business! You must do whatever it takes to keep
the buffet Full, Hot, Fresh and Clean! Keeping the buffet perfect is the
Stocker and Pizza Cook’s responsibility. The Manager will absolutely share this
responsibility but with training and coaching, Team Members should assume a
lot of this responsibility. This allows the Manager to impact all 10 Impact
Areas.
There is also the service aspect which includes interacting with guest and
executing Personal Pizza Requests accurately. As the Manager, you will need
to stay focused on all these areas at the same time. In the beginning this will seem difficult but as you get
more experience, your range of awareness will increase.
Full, Hot, Fresh
It is understandable that from time to time the buffet may have an empty slot or two. However, empty
slots must be kept to a minimum!
Any time a pizza gets to 5 slices, it indicates that a pizza of the same kind should be loaded into the oven.
If there is ever more that 3 empty slots the Manager should not leave the buffet until it is back to 100%.
The Manager must train Team Members to always be aware of cars parking and of guests walking up to
the building to know how much product needs to be loaded into the oven. A good rule of thumb is that (1)
guest equals roughly 1/2 a pizza consumed. This will help them judge how much product to call for. As the
Manager, you must always keep your head up to make effective oven calls or to cross utilize Team
Members to the right place at the right time.
Not only does the buffet need to be full but it also needs to be fresh. If you have multiple pizzas backed up
for longer than 5 minutes, it will negatively impact the freshness and quality of the pizzas. If pizzas are past
30 minutes on the buffet, or no longer visually appealing, remove them! Do not let the guests impression
of the buffet be “old and cold!”
Clean
Before placing a new pizza on the buffet, wipe the warmers using a clean sanitized towel. Wipe the
warmer and quickly insert the new product! The Buffet Stocker should also wipe down the buffet counter,
beginning from the Salad Bar to the Desserts! Always pay close attention to spatulas, tongs, Pasta Bar
pans and ladles. Change out pans and utensils as needed or at least every 4 hours. Empty bus tubs
throughout the shift. Don’t wait until they are overflowing with pans before emptying. Teach the team to
use Full hands in, Full hands out!
Personal Pizza Request
Follow up on proper execution: Ensure that tickets are written correctly and that they are not taking
longer than 10 minutes to get out to tables. Also, that when PPR’s are delivered, names are being used and
that the PPR numbers and stands are being retrieved.
Clean Towels
The Buffet Stocker should always have a clean towel handy with no stains or dirty appearance. Towels
should NEVER be left on the counter! Always place them back into the bucket or if dirty into the soiled
linen hamper.
Names
Names are extremely important to building relationships with your guests. This is a simple thing to do, just
let the guest know who you are, and find out who they are! Ensure that your Buffet Stockers are using this
powerful method as they interact with every guest that comes down the buffet!
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Pizza: Cook





Portion Cups
Amounts
Stocked
Clean &
Organized
Oven
The Cook Area is the engine that drives a full, hot, fresh buffet. Here the
Manager impacts food safety, production levels, quality, proper procedures
and cleanliness. If the amounts of production are too low the buffet could run
out of pizzas, resulting in upset guests and loss of business.
If product levels are too high, it results in wasted product and labor, lower
profitability and diminished quality. For these reasons you must be very aware
of the Cook area. You will need to travel to all Impact Areas but this area
should be top of mind at all times.
Portion Cups
Portion cups must be used correctly throughout the shift. They ensure that you are offering a consistent
product day after day. Utilizing portion cups help in controlling food cost and maximizing profits. Do not
make them an option to use, they are a must! Follow up to make sure Cooks are using the right colored
cups for each topping. Make sure that they are being used as cups not scoops! This must be a two handed
method to ensure proper portioning.
Amounts
It is important that you follow the dough ball and are aware of the amount of dough that is warming,
stretched, sauced/cheesed and topped. Do you have the right amounts at the right times? Is it too much or
too little? Remember pizzas can only be held on a rack for 30 minutes.
Utilize the Buffet Management Chart to ensure the correct pizza types are being made.
Stocked
Use the in between waves of business to restock the cook area and get ready for the next wave. Prepare
when you have the time. Don’t repair in the moment of crisis! The items at the cook area should be
stocked in the correct container and dated. Don’t just leave the items in their bag. For example, Flatbread
crust should be stored in a gray bus tub with a lid or equivalent.
Clean and Sanitary
The cook area is on display for all to see and it is also where we prepare all the products we make so
obviously it must always be clean and sanitary! To you the kitchen was only messy for 30 minutes; to the
guest, it was dirty the entire time they were there.
Use your time wisely and attack cleanliness by cross utilizing your Team Members and assigning tasks. Find
the issue and then with the available Team Member, fix it. Some common issues that occur are: sanitation
bucket and towels need changing, floors need to be swept, and hands need to be washed more often.
At close all items at the make table need to be filled and flipped into a clean container. Screens need to be
washed and ran through the oven to dry. The pizza racks must be removed and cleaned nightly.
Oven
It is the Manager’s responsibility to inspect products on the buffet for quality. Look for over and under
cooked products as the crust should be golden brown in color. If this is not what you are seeing, it can be
evidence of improper oven placement.
The exterior of the oven needs to be cleaned every night! It should not have any brown spots. The Weekly
Cleaning Chart tells you when to clean the interior and exterior of the oven hood. During the shift there
should be no items on top of the oven. To your guests it appears as cluttered and dirty. Take pride in your
kitchen’s cleanliness and keep it clean all day, every day!
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Pizza: Cut




Clean &
Organized
Proper Cuts
Stocked & Reset
Clean Towel
The Cut Area… As you travel the Pizza Impact Areas look for praising and
coaching opportunities. Remember that if you walk past any issues without
addressing it, you are passively and silently approving it.
Clean & Organized
Just like the other areas on the Pizza Impact Area, the Cut Area is on display for
every guest to see! The guest’s perception is reality. The Pizza Cutter should
always clean as they go and practice full hands in/full hands out to keep this
area clutter free. The Pizza Cutter needs to keep the cut table clean of any debris and the floor swept.
Proper Procedures
Make sure the Pizza Cutter is adhering to the standards at all times. They should be executing the proper
cuts, finishes, handling of PPRs and To-Go orders. If the Pizza Cutter is not cutting pizzas they should be
cleaning, restocking, or assisting the Buffet Stocker.
Stocked & Reset
The Pizza Cutter should use the gaps of times in between waves of business to restock the Cut Area and
get ready for the next wave. Fold boxes, refill shakers and squeeze bottles, wash cutters, spatulas, cut
pans and serving boards.
Clean Towels
White towels convey a clean environment so make sure to replace dirty towels as needed throughout the
shift or at every 2 hours. Towels should be in the sanitizing bucket or in your hands, never just lying on the
table.
Pizza: Prep




Proper
Procedures
Clean
Organized
Walk-in
The Prep Area is where our delicious products are created. In this area the
Manager impacts quality, cleanliness, food safety and labor costs. You can
impact quality in the Prep Area before the products reach the buffet, so be
diligent in traveling to this area and impact this position.
Proper Procedures
Our recipes are simple but they must be followed to ensure a great tasting
product. As you travel through the Prep Area you should always stop to
inspect the product being made. You can quiz the Prepper, spot check
weights, check for proper rotation in the walk-in and verify that the correct amounts are being made. It is
also important to praise and coach while you are in this area. If health standards are being met and
procedures are being followed, praise the good behavior. If they are not then coach to the standard!
Clean & Organized
This area can get away from us because it is not front and center. Remember you should never stay in just
one area. You have got to stay aware of the entire restaurant. Make it a point to inspect your Prep Area for
health standards, cleanliness and organization. Everything should have a place so make sure that we stay
well organized throughout the shift. After the shift make sure that the area gets cleaned! This should
include the Pasta cooker, Prep table, Mixer, Walk-in, storage containers, floors, etc.
Walk-in
The walk-in is an area that absolutely must be monitored throughout the shift for several reasons. The
Manager must know if the walk-in is cooling properly. There should be a high level of awareness of FIFO,
shelf lives, proper labeling and how much of each product you have on hand. When it’s busy it is easy for
the walk- in to become unorganized so your leadership will be needed to make sure it stays clean.
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Pizza: Dish




Organized
Proper Setup
Proper use of
Sinks
Floors
This Dish Area is a key function at CiCi’s, without it you risk running out of
dishes for your guests. Dirty dishes can put the business at risk. Make sure
you don’t neglect this area!
Organized
Everything in the dish area has a place; your job is to make sure that
everything is in that place. This goes for dirty and clean dishes! Coach your
team to stay organized to create an efficient process in this area.
Have a designated drop off location for each item, such as plates, pans, cups, bowls, etc. This keeps the
Dishwasher moving efficiently. It also helps with washing what is needed on an ongoing basis first and the
items that are needed for later use are washed last.
After items have been washed, have them placed in a specific location as well. You don’t want to have a
cluttered drying rack. Having the drying rack also helps other Team Members know where to locate the
items as they need to restock them.
Proper Setup and Procedures
You will need to drive proper cleaning and sanitizing of all small wares, dishes and cups. Make sure that
the 3-compartment dish sinks are setup properly and that they are being utilized as designed. Ensure that
the dish machine has plenty of chemicals and that it is in working order and that the team is utilizing it
correctly with fully loaded racks!
Dry Floors
Wet floors are an accident waiting to happen for Team Members and guests! As Team Members come
from the BOH into the dining room they will track water that now becomes a hazard for the guests as well.
Make it a priority to keep floors dry throughout the shift. If the floors are wet quickly squeegee the water
into the drains. Mop and dry the floors if necessary.
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Shift Management
Now that you are familiar with People & Pizza’s 10 Impact Areas, it’s time to put it all together! There will
be times that you will easily be able to impact all 10 Areas and other times it will be a challenge to impact
them every 15 minutes. The fact is that you can only impact what you can see, so you will need to keep
moving to ensure that the entire restaurant is ready for business.
As a CiCi’s Manager you are THE driving force that makes the restaurant successful. The Manager
undertakes the responsibility of running standard operating procedures and leading the team to achieve
excellence. This is why CiCi’s requires that a Certified Manager is always in the restaurant during hours of
operations.
SOP - Standards Operating Procedures
As you have found, there are a lot of moving elements involved in running a successful restaurant. To
assist you in keeping up with all the details, CiCi’s has developed Success Systems. Here are a few
examples: Red Book: The OMC/ Weekly Cleaning/ Game Plan and Team Member on-boarding and training.
Red Book
The Red Book is designed to be a communication log were Manager’s leave shift notations. It is also a one
stop shop for some of our success systems, which include the following: OMC checklist (Open, Mid, Close
Checklist), Weekly Cleaning, Temperature Logs, Weekly Food Cost Tracking and Monthly Cleaning
checklist.
Below is an example of the Temperature Log. These temperatures must be physically checked and the
actual temperature must be logged twice a day. The sooner you can identify a temperature issue the
better, as this will help prevent throwing out food and ensure you don’t serve food that has been in the
temperature danger zone longer than the allotted time.
Temperature Checks
Area
AM Temp.
Time
PM Temp
Time
Calibrate Thermometer- Ice Point (32° F)
Walk-In
(33° F to 40° F)
Make Table
(33° F to 40° F)
Salad Bar Cooler
(33° F to 40° F)
Salad Bar Reach in
(33° F to 40° F)
To-Go Warmer
(170° F)
Buffett/ Staging Warmer
(150° F)
Pasta Warmers
(150° F to 160° F)
Pasta Sauce
(150° F to 160° F)
White Pasta Sauce
(150° F to 160° F)
Soup
(150° F to 160° F)
Dough Press
(150° F)
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Monthly Cleaning Chart
The Monthly Cleaning is designed for tasks that need to be completed once per month and can take a
lengthy amount of time to complete. These are not typically completed in 10 minutes to an hour. For
example, oven cleaning takes planning. When will it happen, who will get it done, are they scheduled for
additional time to get it done?
Game Plan
Team Members don’t arrive to work with a plan of what needs to be done and how. This must come
directly from their leader. You will need to plan your shift and what tasks need to be accomplished in
order to prepare for success and maintain the restaurants readiness for business. The Game Plan form will
be your best friend to accomplish more than just running the buffet. Once it’s filled out, keep it on you and
refer back to it when you have a few minutes where you can delegate cleaning tasks.
Buffet Management Chart
This chart should be filled out by the Manager on a regular basis. Done correctly, the cooks will know what
pizzas to make and how much to produce to keep the buffet full and avoid over production. The shelf life
for pizzas on the wall is 30 minutes so it is important to focus on using the oldest product first (FIFO).
Below you will see an example of how to fill out the provided tool.
Peak Volume
Sausage
Sausage
Alfredo
Alfredo
Pepperoni
Pepperoni
Pepperoni
Pepperoni
Flatbread
Flatbread
Flatbread
Cheese
Beef
Spinach
Buffalo
Low Volume
Sausage
Alfredo
Pepperoni
Flatbread
Cheese
Pepp / Jalap
Sausage
Spinach
Pepperoni
Flatbread
Cheese
Beef
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Being an Effective Leader
Professionalism
Professionalism is a word used to describe your personal conduct at work. At CiCi’s we strive to have the
highest possible professionalism because we understand that this will take you and the brand to the next
level!
o Be On Time & Prepared: You cannot hold anyone accountable if you don’t lead by example.
o Attitude: Choose to have a great attitude! It is contagious!
o Language: There is no room for bad language in the work place.
o Uniform: Pressed and Clean! Logoed with shirt tucked in. Black belt, Black socks, Black
non-skid shoes.
o Grooming: Shaved, well groomed.
o Jewelry: Wedding Band and Watch only. *Studded earrings are acceptable.
o Team Member: Hold them to the same standard. Remember that they are representing
you, your restaurant and the brand.
Shift Meeting
Shift meetings are designed to get everyone on the same page. In order for you to create a remarkable
dining experience, everyone will need to work as a team and execute the plan that their leader has
designed. This is where you come in! You are the one that has to have the vision of what you want and
expect from every shift!
You have to lead and inspire them to perform at a great level. Without your direction each team member
will be forced to lead themselves which could put you, the restaurant and the guest experience in
jeopardy!
 Conduct shift meetings twice a day; once before the lunch shift, within ½ an hour of opening, and
then before 6:00pm for the dinner shift.
 Gather all your team members together.
 Within 60 seconds execute the shift meeting.
 Wrap up the shift meeting with the CiCi’s cheer or recognize a specific person!
Communicate
Educate
Motivate
•With high energy Communicate: Expected business flow, Focus of the day,
Assign goals, Communicate Events: large groups/orders/school nights...
•Procedures, New product, Media, Promotions, Did you know topics, Product
demos, Food Safety...
•Praise and Recognize Team Members, Share WOW! stories, Be positive,
Enthusiastic, Fun and Upbeat, CiCi's cheer, Have competitions and games...
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Praising and Coaching
The Emotional Bank Account
Praising & Coaching is a lot like having a bank account. You can make deposits or withdrawals. The emotional
bank account works the same way only you are not dealing with money, you are dealing with Team Member’s
emotions.
Every time you Praise or Recognize a Team Member for a great performance you are adding to their emotional
bank account and every time you Coach a Team Member, you are deducting from their emotional bank
account. To keep your Team Members motivated, educated and engaged you must have a balance built up in
their emotional bank before making withdrawals!
Praising
Praising is the skill of recognizing and rewarding hard work, a great performance or an achievement. Praising
can increase Team Member morale, retention and lead to highly satisfied dining experiences. In other words,
happy and properly trained Team Members create happy guests. Leaders that lack in recognizing their team
and only lash out when there are issues will create an environment of frustration and discontent.
 Team Members =  Guests = $ales Growth
 Team Members =  Guests = No Sales Growth or Sales Loss
To praise effectively and make emotional bank deposits follow these simple steps:

Be Timely!
o Immediately is never too soon when it comes to praising! The longer you wait between great
performance and providing praise, the less impact the praise will have. Praising in public is also great!
This gives that Team Member a spot light moment.

Be Specific
o Don’t be generic and just say “good job”. Instead tell the Team Member what or why the action was
good. This tells the Team Member that you are paying attention their performance and encourages
them to continue that behavior.

Be Sincere
o Don’t praise for the sake of it as this comes across as not genuine or fake. Here is an example: “James,
you did an awesome job at handling the Personal Pizza Request! You used their name and gave yours
and PPR ticket was filled out perfectly! Thank you… Keep it up!”
Sometimes you may be tempted to throw in a little coaching while praising a Team Member. Such as, “Nice
job with the guest interaction Sarah, but next time you should smile more”. All that Team Member heard was
what she needs to do next time. Praise and recognize now and save the coaching points for later.
Coaching
The purpose of coaching a Team Member to the standard is to develop their true potential and to correct
improper behaviors before they become habits that could eventually negatively impact the business.
Much like praising, coaching is something that a Manager must do every shift. As the Manager you must be
aware of what is happening around you. When coaching is done the right way it is perceived as helpful and
supportive. However, coaching given the wrong way can make a Team Member feel unappreciated and
defeated which can lead to low morale, turnover and poor dining experiences.
Here are a few steps to follow to effectively coach a Team Member.
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
Be Timely!
o Coaching should occur on the spot if possible. The worst thing a Manager can do is not
coach a Team Member when there is a variance to a CiCi’s standard. This tell the Team
Member that it’s okay to bend the rules. The Manager, knowingly or not is silently
approving that behavior by not saying anything.

Be Specific
o Provide specific details as to what and why the action/task was not done to CiCi’s
standard. “You got to do a better job” is not specific enough. It’s important to drill down
into the issue. Such as “Can you please make sure that when you are saucing pizzas that
there is no more than ½” crust? Thanks.” This helps the Team Member clearly understand
the expectations and makes them aware that the standards will be enforced. Remember
to tell them what you expect and show them how to get it done. Then allow them to do
the task and make sure to review their performance in positive manner.

Be Private
o When coaching an individual it should be done 1 on 1 as it is not for everyone to hear. Pull
the Team Member to the side if necessary. Remember that you are in a display kitchen
many of times so calling out a performance issue in public can be embarrassing to the
Team Member and get the wrong results.
Coaching opportunities will always exist and at times they will be easy to find and give feedback on. The
true art is in staying balanced with the emotional bank account and hunting for good performances to
praise.
Weekly Cleaning Sheet (In Red Book)
The Weekly cleaning system is designed to identify the items that must be cleaned on a weekly basis.
These items are broken down into daily tasks that you will need to assign to Team Members. Once you
assign it you will need to take it a step further and help Team Members find the right time to complete
their cleaning task. Follow up to ensure the task was completed at an acceptable level. Once the task is
completed make sure to cross it off of the Weekly cleaning list located in the Red Book and praise the
Team Members for their part in keeping the restaurant clean.
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Handling Guest Complaints Means Taking The H.E.A.T.!
The restaurant industry is highly competitive. Every year companies spend millions of dollars to attract
guests to their restaurant. You may think that we are just in the pizza business but we are truly in the
people business.
CiCi’s opens their doors each and every day for one reason! That is to serve our guest in a clean restaurant
and to provide them with friendly service and ensure they have fresh, hot food for a great value.
Every now and then we may fail in our mission and have a guest complaint but we are lucky if a guest
brings this to our attention. When this happens it is our moment of truth, we must not take this as a
personal attack! The guest is giving you the opportunity to make it right and if done so correctly, they will
return again.
Consider this, for any guest complaint that is brought to your attention there are 10-20 more guests that
will never say anything at all, but you can guarantee they will tell their family, friends and co-workers and
yes, they will get on social media sources as well. The dollars we spent in marketing to our guests are
wasted!
Correctly handling a complaint is vital to any business. Turning a negative guest experience into a positive
one is within your ability! You just have to take the H.E.A.T.
HEAR- The thing that every guest wants most is to be heard. Listen without interrupting for as long as the
guest wants to talk. Sometimes the guest just wants to vent. Of course, other times they have a real
problem that needs solving. Make eye contact and nod your head so they see that you are listening. Try to
listen for clues about what’s really bugging them. Is it a problem with their meal or is it that they are now
running late? If the real problem is time – that takes a different twist to your solution (you got to solve this
thing fast!). Either way, let the guest talk. The very act of being heard usually calms the guest.
EMPATHIZE – Empathy is the ability to imagine yourself in their situation and understand their feelings
and frustration. The best way is to let the guest know you understand and Empathize with them as to
“naming the emotion”, Such as “I understand how you feel, I’d be frustrated too.” Or “I completely
understand and if that happened to me, it would make me very upset.” By expressing understanding and
placing yourself in the guest’s place – you begin the process of diffusing the situation.
APOLOGIZE – This is a big one and is easy too. It goes like this: “I apologize!” It is that
easy. Unfortunately, many Managers take this personally and feel they should not have to apologize for
something that they didn’t do or had no control over. Get over it! Nobody said it was your fault, so
apologize. To be more powerful, add a, “I apologize for the inconvenience this has caused you. I’m really
very sorry that we let you down.”
TAKE ACTION – After apologizing you will need to Take Action! Your very next sentence should be what
you’re going to do about the guest’s complaint. The guest deserves to know what is going to happen
next. The foundation to most guest’s complaints is the disconnect from what was expected and what
actually happened. This is your chance to re-establish an expectation and deliver on it. Taking the
appropriate action can only be done if you really hear the problem, fully understand the guest’s feelings
and combine it with a sincere apology.
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So let’s review:
HEAR
Listen to the guest
Hear them out and don’t interrupt them
EMPATHIZE
Naming the emotion
Expressing understanding and placing yourself in the guest’s place
Then you can diffuse the situation
APOLOGIZE
Say “I’m Sorry” without hesitation! It’s that easy
It’s not personal
It doesn’t matter whose fault it is
Add some empathy
TAKE ACTION What are you going to do about it?
This can only be done after hearing the problem
Understanding the guest feelings
Combining it with a sincere apology
Now let the guest know what you’re going to do and what they can expect
This is your chance to re-establish an expectation and deliver on it!
So let’s take the Heat!
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Personal Safety
As CiCi’s the safety of our Team Members is extremely important. Injuries and Property damage can be
very expensive and for this reason Team Members and management are not permitted to engage in
horseplay, wrestling, practical jokes or other potentially dangerous activities.
Each restaurant must have a First Aid kit and Fire Extinguishers as well as an emergency checklist posted
by the phones. This includes a list of emergency numbers and equipment repair technician’s contact.
Wet floors are dangerous to guests and Team Members. Always clean spills and wet floors a quickly as
possible.
1. Place wet floor sign out immediately
2. Squeegee into drain and/or Mop right away
3. Dry with paper towels
Restaurant Security
 When arriving to work you should drive around the perimeter of the restaurant looking for safety
and security issues.
o If you encounter a break-in or vandalism, do not enter the building. Call the authorities and
Franchisee.
 Once you have determined that the perimeter is secure, enter the building. The manager should
check the interior for intruders.
o Once secured allow Team Members to enter.
 After entering the building you should lock the doors behind you and only allow scheduled Team
Members in the building.
 After closing hours Do Not let anyone into the restaurant.
 Trash should not be taken after dark.
 Train Team Members to look out the window before exiting.
 Limit the use of the back door as much as possible. Encourage vendors to make their deliveries
through the front doors.
 When making deposits, change up driving paths to and from the bank.
 Do not disclose sales with guests or Team Members.
 Train the Guest Greeter to inform the Manager of all $100 bills.
 Cash drops should be performed regularly. Train the Guest Greeter to inform the Manager if a Cash
Drop is needed but it must be done discreetly and called a “CD” and not cash drop.
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Food Safety
Being a foodservice Manager comes with many responsibilities, but one
responsibility we cannot forget about is Food Safety. Food Safety is vital because
we often serve food to guests that may be considered high risk population. High
risk population means people that can easily become ill with a foodborne illness
because of a weakened immune system. A weak immune system occurs in young
children because the immune system has not fully developed. Other groups that are
considered high risk are the elderly and transplant recipients because their immune
system has weakened with age or because of a health condition.
A foodborne illness is a disease that is transmitted to people by food. A foodborne outbreak is when 2 or
more people get the same illness after eating the same food. A foodborne outbreak can be devastating to
a business, so as a Manager, you must do your part in keeping food safe!
How Food Becomes Unsafe
Cross Contamination
Cross Contamination is an indirect bacterial contamination (infection) of food, caused by contact with
a non-food source such as unwashed hands, unclean clothes, preparation, cooking or cutting surfaces
and utensils.
Time & Temperature
Time & temperature abuse occurs when food is not stored or held at required temperatures, not
cooked or reheated properly at high enough temperatures to kill microorganisms, or foods not cooled
properly and any time food is allowed to remain at a temperature that is favorable to the growth of
microorganisms. The temperature danger zone is 41 to 135 °F.
Personal Hygiene
Personal hygiene can affect food safety. For example a person goes to the restroom and doesn't wash
their hands afterwards. They get a small amount of bacteria on their hands (they probably don't notice
it) that is then transferred to the food that someone eats. When the bacteria enters the human body,
it causes disease. Many cases of foodborne illnesses are traced back to unwashed hands.
Chemical & Physical contamination
Physical Food Contamination is when something falls into your food when being prepared or served.
For example machinery could fall into your food like a screw from the sneeze guard. Stones, bones,
finger nails, jewelry, hair and fruit/olive pits are all classified as physical contamination. Chemicals,
including pesticides, bleach and other cleaning materials can also contaminate food if not used
carefully.
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Cross Contamination
Cross Contamination is controllable but you and your team will need to be
aware of how it can be prevented in the restaurants. In this lesson we’ll
focus on how to prevent cross contamination as you travel the People and
Pizza Impact Areas.
People Impact Areas
Front Counter


Before working on the salad bar the Guest Greeter must wash hands after handling money.
Handle cups, plates and silverware without touching food contact areas.
Dining Room



Clean tables, high chairs and booths after each use!
Empty all condiment shakers and wash weekly!
Only clean, sanitized towels should be used to clean tables!
Restrooms


Remove apron before going to the restrooms.
Wash hands properly before exiting the restrooms and use paper towel to open the restroom door after
washing.
Beverage area



No evidence of mold on ice chute.
Wash and sanitize tea urns and spouts nightly.
Soak soda diffusers, caps and tea spouts in hot water nightly.
Pizza Path
* Always store food products 6” inches from the floor.
* Never eat or Drink in the food preparation and service areas.
Buffet




Replace utensils twice a shift or as needed.
Only use clean, sanitized towels.
Wear clean uniforms and aprons.
Food items that leave the buffet cannot be placed back on the buffet.
Cook Area






Never leave opened canned food in the can. Must be stored in a plastic or stainless steel container.
A swollen can is a sign of biological contamination.
Fill and flip food at the make table twice a day.
Replace utensils twice a shift or at a minimum of every 4 hours.
Clean and sanitize dough press nightly.
Use separate utensils for each product.
Cut Area


Replace utensils and cutting pans twice a shift or as needed.
Fill and flip all condiment shakers and squeeze bottles.
Prep Area


Sanitize prep surfaces and equipment before beginning prep.
Follow hand washing procedures.
Dish Area


Keep dish machine at proper chemical levels and proper temperature.
Keep chemicals away from smallwares and food shelves.
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Time and Temperature
Any time food is allowed to remain at a temperature that is favorable to the growth of microorganisms, it
is considered to be in the temperature danger zone. The temperature danger zone is 41-135° Fahrenheit.
Remember that temperatures must be checked at Opening, Mid and Close.
Refrigeration
Ideal temperature for refrigeration is 33-39° F
Walk-in Cooler/Make table/Salad bar/Salad bar reach in cooler
Dough warming procedures and amount
Time Warming: The maximum amount of time the dough should be out of
refrigeration is 45 minutes
Temperature should not exceed 65 degrees
Stretched/Topped Pizzas
Time: Stretched dough should be cooked within 30 minutes after being stretched
Temperature: Stretched dough should not exceed 65° F
Buffet
Time: Most pizzas have a shelf life of 30 minutes on the buffet.
Shelf life on the buffet:




Round Pizzas, GCB, Flatbread, Deep Dish, Pasta
Cinnamon Rolls, Apple/Bavarian
Fudge Brownies
=30 minutes
=1 hour
=1 shift/5 hours
=1 shift/5 hours
Shelf Stable: Apple, Bavarian Cream, Crumbs Topping, Icing, Buffalo Drizzle, BBQ Sauce, Oil
Non-Shelf Stable: Garlic Sauce, Butter Flavored Topping, Mild Wing Sauce
Temperature: The temperature of the Warmers should be set at 150° F. The product’s temperature
cannot fall below 135°F.
Cavatappi Pasta
Time: The shelf life of pasta is 30 minutes on the buffet.
Temperature: Pasta should be held at 150-160° F
Reheating
When reheating sauces make sure that the temperature reaches 165° F within 2 hours.
Time: Soup has a shelf life of 1 shift (5 hours) on the buffet
Temperature: Soup should be held at 150-160°F
Cooling
All foods items must be held at the proper temperature 33-40 ° F to avoid from harmful bacteria
from growing to unsafe levels.
When cooling down pasta sauce that has been on the buffet, you should place the Bain Marie into
an ice bath to rapidly bring the temperature below 65°F as quickly as possible.
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Personal Hygiene
There are many situations where a food handler can contaminate food. Too often people do things that
spread pathogens without even knowing. As a Manager it is up to you to educate Team Members on the
importance of food safety. Team Members need to know the actions that can contaminate food and you,
as a Manager, have to lead the way!
How a Team Member can contaminate food



When they have a foodborne illness.
When they have wounds that contain a pathogen.
When they touch anything that may contaminate their hands and do
not wash them.
For example
 Eating in the operations areas
 Coughing or Sneezing into hands
 Scratching scalp
 Running fingers through hair
 Rubbing an ear
 Touching a pimple or infected wound
 Wearing a dirty uniform
 Spitting in the operations areas
 Smoking
1. Wet hands
2. Apply Soap
3. Scrub hands and arms
for 20 seconds
4. Rinse hands and arms
5. Dry hands and arms
o The whole process
should take about 30
seconds.
o Water temperature
should be at least
100° F
Top Methods to Keep Food Safe
1.
Adhere to hand washing procedures when changing tasks or at least once every hour.
2. Clean and sanitize work surfaces, equipment and utensils at a minimum of every 4 hours.
3. Mandate and encourage personal cleanliness.
4. Enforce clean uniforms, hair restraints and jewelry policies.
5. No eating, drinking, chewing gum, or tobacco in food serving or preparations areas.
6. Have a first aid kit that includes bandages, finger cots and single use gloves.
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The Bottom Line
You can’t do it all yourself, regardless of how awesome you are. You need a great team to help you
achieve success. So hire slow and fire fast! Hire attitude and train for skill. As you travel down the People &
Pizza Impact Areas you have a lot to do. You have to build guest loyalty, make sure everything is clean,
follow up on your Team Members, create a fun atmosphere and make sure the Buffet is Full, Hot, and
Fresh all day. In order to get all this done you’ll need to use the Success Systems to help you prepare for a
remarkable shift. Use your Team Members to not only execute a position, but to help you run a profit
making restaurant. Have a blast leading your people, stay stubborn with the standards and don’t forget
why we open the doors every day…to make our guest say WOW!
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Managing the Buffet
Buffet Consolidation
Buffet consolidation is a tool designed to help maintain a full, quality buffet. Buffet consolidation should be
used when pizza volume dictates so that a quality pizza of one slice does not have to be kept on the buffet
when a full fresh hot pizza is available. Consolidation makes it essential that you manage the buffet sliceby-slice, not pizza-by-pizza. Only the same kind of pizza may be consolidated. Always use the freshest first
idea that the freshest pizza out of the oven goes on the buffet and it will be back filled from the lower
warmers
During high sales volume, consolidation allows for a fuller buffet with greater variety, reducing special
requests and reducing holes in the buffet.
During lower sales volume, consolidation eliminates exposure to a buffet of only one or two slices.
During all sales volumes, consolidation increases quality, improves the guest perception of the fullness of
the buffet, reduces waste and moves the freshest pizzas to the buffet versus the staging warmer.
Garlic Bread
• Garlic Bread may be consolidated, do not stack
Desserts
• Round desserts with round desserts
• Brownies can be consolidated when you get to a 1/2 pan, follow brownie consolidation procedures
• Cinnamon rolls can be consolidated, when the pan has 4 cinnamon rolls or less, do not stack
Buffet Quality
Maintaining good quality on the buffet is a matter of insuring that proper procedures are followed, time
standards maintained and good decision-making regarding the timing and amounts of products cooked.
The use of large pizzas as the standard size buffet pizza will help maintain that constant quality. These are
some of the important decisions that you as a CiCi’s Manager need to weigh carefully.
To begin managing quality on your buffet you should again use the concept of following the pizza as it
enters the display kitchen from stretch to the buffet. Instead of strictly monitoring amounts, you as the
manager are monitoring all production standards and procedures.
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•
Stretch Procedures - At stretch you will insure the dough is set out for the proper time before
pressing, the dough press, stretch, and docking procedures are correct.
•
Sauce/Cheese Procedures - At sauce and cheese you will insure that the sauce and cheese are being
measured correctly and also being applied to the pizzas correctly, making sure that there is a 1/2 inch crust
once sauce and cheese are placed on the dough.
•
Cook Procedures - Topping amounts, scales, and spread are maintained at cook along with oven
placement standards.
•
cuts
Cut Procedures - Number of cuts, pizzas cut all the way through, amounts of seasoning, sizes of
•
FIFO – With FIFO, it is important to make sure that all products are being rotated in all areas of the
restaurant. Make sure that oldest product is used first all the time.
•
Quality of Products on the Buffet – Make sure that all procedures are being followed, shelf life of all
product once it is removed from the oven, consolidation is being performed properly and the buffet is
being maintained at all times with rapid replacement, fronting, buffet is being cleaned.
•
Pasta/Pasta Bar – Following shelf life, stirring of pasta, changing out of containers, water levels in
pasta bar.
•
Salad Bar Products/Dressings – Making sure that all products are full, salad bar is clean, and
products are being rotated properly.
Visual Warning Signs of Out Dated Products
Round Pizzas – Cheese loses its smooth shiny sheen or glaze.
Deep Dish – Pizza sauce loses moisture and appears as a dark paste rather than a bright red sauce. Dried
out cheese or toppings and hardening of the crust are more advanced signs of outdated deep-dish pizzas.
Cinnamon Rolls, Garlic Bread – Loss of elasticity (sogginess) or excessive hardening of the dough. Use
tongs to estimate for loss of elasticity and hardness.
Pasta – Drying noodles, appearance of darkened color on portion of the noodles, or excessive mushiness
and breaking apart.
Pasta Sauce – Evident burning of sauces to side of pan. (Browning or Blackening).
Spinach Alfredo – Bright green color of spinach will fade brown.
Apple/Bavarian – Tips curl, dryness is apparent.
Proper Temperature of Products
All Buffet warmers and staging warmers should be set at 150° this will maintain the required temperature
of products on the buffet at 135°.
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Driving A Great Buffet
One Minute On, One Minute Off is used as the basic guide to executing People and Pizza. One Minute On,
One Minute Off means that as you are executing the shift you are there for one minute coaching, praising
and directing your team, interacting with guests, and Controlling the quality and fullness of the buffet. You
then leave and impact a different part if the restaurant for one minute, you then return to for one minute.
This is also called 1 On, 1 Off.
The main focus of a manager should be PEOPLE and PIZZA. Take care of all the people in your restaurant,
Guests and Team Members. Impact Points should be executed, as the buffet is 100%.
The objectives of effective Buffet and To-Go Management are to:
1. Coordinate carry out times (To-Go times communicated and kept) with buffet so both run smoothly
2. Keep the buffet Fresh, Hot, and Full at all times
3. Keep a variety of products (Buffet Management Chart) on the buffet at all times
4. Keep the buffet area clean at all times
5. Enthusiastically interact with the guests at all times
6. Monitor To-Go at all times
Running the Buffet
1. The buffet should be full ALL YEAR ROUND - Every Day!
2. The buffet should not close any sooner than 30 minutes prior to the posted closing time.
3.
FRESH, FRESH, FRESH!!! The ONLY WAY to build sales is by keeping fresh, hot products on the
buffet at ALL TIMES!!! Enforce the 30- minute rule, rotate (FIFO), and watch the number of staged pizzas.
4.
Staged pizzas should be on the staging warmer for no more than 5-minutes. You may lose a guest
for good if your buffet is not as fresh as it is during your busiest times. The 25-minute rule is the shelf life of
food product on the buffet. The shelf life, for all cooked products, begins when the product leaves the
oven.
5.
To avoid waste as buffet product nears its shelf life you should, suggestively sell product nearing
the end of its shelf life, walk pizza around the dining room and offer it to guests.
6.
Use the One Minute on, One Minute Off. Remember, it's "One and One."
7.
The 30-minute rule is the shelf life of dough once stretched. Don’t overstretch! All dough once
stretched has a 30-minute shelf life.
8.
Clean your buffet warmers and sneeze guards one warmer at a time when no one is at the buffet.
Place products on staging warmers while cleaning - never place products on top of the warmer.
9. Make staffing changes necessary to assure completion of the midafternoon checklist.
The last guest should receive the same CiCi's Experience which includes, the highest quality product, as the
first guest did.
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Closing the Buffet
1. Always keep fresh, hot products on the buffet. Remember, the last guest is as important as the first
guest, and is entitled to the same high quality and selection.
2. The buffet should never be closed sooner than 30 minutes prior to the posted closing time.
3. Keep your second buffet up as long as your first buffet is up.
4. Keep your buffet up after buffet hours if your restaurant has enough guests to keep product hot &
fresh.
5. It is more efficient to keep a buffet up than to make individual pizzas and the guests get a variety of
fresh hot products.
Fifteen minutes after the last buffet guest has paid, ask each buffet guest if they would take the next five
minutes to serve themselves anything else from the buffet. Let them know that you will be happy to make
them anything they want once the buffet is broken down.
Hours of Operation
To provide consistent expectations for our guests, all CiCi’s restaurants must adhere to the hours of
operation and buffet hours in this policy. The Vice President of Brand Excellence must approve any
variation to these hours in writing. A certified manager must be on duty during hours of operation.
Restaurant Hours of Operation
Days
Open Time
Closing Time
Saturday - Thursday
11:00 am
10:00 pm
Friday
11:00 am
11:00 pm
Restaurant Hours of Operation must be posted on the front doors or windows in full view of the guests. It
should be clean, in good repair and legible.
Buffet Hours of Operation
The buffet should not close any sooner than 30 minutes prior to the close of the restaurant. The salad bar
should not close until the close of the restaurant.
Days of Closing
The only days that a CiCi’s Pizza Restaurant may close are Thanksgiving Day and Christmas Day. We
suggest closing at 5:00 pm on Christmas Eve.
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Keys To Successfully Stocking Your Buffet
1. Rapidly replace pizzas as they are used up on the buffet.
2. Front pizzas quickly and consistently.
3. Keep Buffets Clean at all times.
4. Communication with Guest.
Opening the Buffet
The salad bar, pasta bar and garlic bread should be ready for service at 11:00am. All the pizza buffet
warmers must be turned on and ready for pizza and dessert by 10:45am.
Begin cooking pizzas and desserts immediately as your first guest enters the restaurant. (By 11:15am, the
minimum standard amount of pizzas to open with is 8 full pizzas plus a deep dish and desserts. By no later
than
11:30am, 12 pizzas must be on the buffet. These pizzas may be built as ½ and ½ pizzas, then split into two
halves and served separately on the buffet.)
Order in Oven
Begin the cooking process in this order. It simply follows the flow of the guest at the buffet.
First – Place pasta and garlic bread in the oven.
Second – Put deep-dish in for the 1st pass.
Third – Put appropriate number of pizzas in the oven, four pizzas for ½ and ½’s, and eight for whole pizzas.
Fourth – Place desserts in the oven. These are the last items, as the guests will eat pizza, pasta, and salads
before eating deserts. This will help with shelf life concerns.
If you begin your buffet with ½ and ½ pizzas, move to whole pizzas as volume increases. Continue to
follow the rotation chart for variety. As volume dictates, i.e. in the mid-day you may move to the off-peak
set up and use the 1/2 and 1/2 pizza rotation chart. Return to whole pizzas and the peak buffet set up as
volume increases and before the peak dinner rush.
Off Peak Buffet
To provide our guests with consistently great quality on our buffet, restaurants may, during off peak hours
operate with 9 pizza slots verses 12. During off-peak that will allow 4 ½ and ½ pizzas plus a deep-dish or 8
whole pizzas plus deep-dish. Garlic bread, Pasta and Desserts must remain on the buffet. 10 Pizzas on the
buffet is greater quality than 9 pizzas on the buffet and 1 on the staging warmer!
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Peak hours are defined as:
11:30am to 1:30pm
5:00 pm to 8:00pm
The standard for peak hours is to run 12 pizzas plus Garlic bread, Pasta and Desserts.
During the off-peak buffet there should be absolutely no pizzas on the staging warmers. Place pizzas
directly on the buffet.
Production
Making sure that your restaurant is set up and ready for guest flow is important. The production of all
products from prep to the buffet will insure that you are maintaining a full, fresh buffet with the proper
variety for your guests.
•
Proper Prep Amounts – At prep you assess that recipes are being followed, water temperatures are
correct, weights are correct and, labeling of product is being done properly. Make sure you adhering to
the Prep Chart, and there is enough prepped product for expected business flow.
•
Dough Warming Procedures and Amount – Make sure that dough is being pulled from the walk-in
to coincide with the expected business flow. Dough must sit out 10 - 45 minutes prior to stretching.
•
Amount of Stretched Pizzas – Make sure the dough that is stretched does not exceed its shelf life.
Make sure that dough stretched coincides with expected business flow. If To-Go dough has not been
pulled for the 10-minutes make sure that proper stretch procedures are being followed.
•
Amount of Sauced/Cheesed Pizzas – Make sure that racks being sauced and cheesed are for
expected business flow.
•
Amount of Topped Pizzas – Have your cook only top pizzas for expected flow of business. Make
sure that the Rotation Chart is being used to maintain the variety on your buffet. Do not top pizzas and
store them in your walk-in this will negatively impact the quality of the product.
•
Buffet Management Chart Followed - Make sure you are filling out and adhering to your production
chart every shift. This will save not only money on the utility bill, but it will improve the quality of products
being used for the buffet, and lower waste.
Maintaining the Full Buffet
Making the right calls at the correct time is a skill learned by experience while running the buffet at a
variety of volumes. However, there are several guidelines that can help you make better decisions and
keep your buffet fresh, hot, and full at all times.
•
Parking Lot Awareness – Stay aware of the guest flow in the parking lot and entering the front
door. See the guests from the parking lot into the restaurant. Pay special attention to any large parties or
To-Go orders.
•
Proper Amount of Product in the Oven – Manage your oven flow using the line production. Do not
overfill your oven.
•
Proper Amount of Product on Buffet – Oven management and managing the amount of pizzas on
your staging warmers will help you to maintain your buffet.
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•
Staging Warmer Managed Properly – Avoid having too many pizzas on your staging warmers, use
consolidation when necessary to maintain a quality buffet. Pizzas should never remain on the staging
warmers for more than 5-minutes.
•
Salad Bar Items – Keep your salad bar full and clean, make sure your salad backups are stocked to
avoid running back and forth to the walk-in.
• Pasta/Pasta Bar – Use your business flow to maintain your pasta, slower business will call for less pasta.
It is very easy to remember this if you simply follow the dough ball as it enters the display kitchen from
stretch to the buffet. Simply consider the amounts at this point along the pizza’s path from stretch to cook
to oven to staging to buffet. Then ask yourself what is the expected flow of business for the next 30minutes.
Ratios
When guests enter the restaurant, use these guidelines for the amount of products needed in the oven.
Round Pizzas – Approximately 1 medium for every 2 guests.
Deep Dish – Approximately 1 medium for 5 guests, 1 large for 8 guests. Garlic Bread – Approximately 1
medium for 12 guests, 1 large for 25 guests Desserts – Approximately 1 medium for 5 guests.
You Must Also Consider the Following Factors:
1. The number of guests in the dining room or standing in line.
2. The time of day (peak or non-peak hours).
3. The day of the week (early week vs. weekend).
4. Special events occurring in the area (festivals, sporting events, conventions, etc.).
5. Expected large parties.
6. Expected amounts of carry out business.
Variety
Once a buffet is full of picture perfect pizzas the guest’s next expectation is for a great variety of pizzas.
Variety is compromised whenever the buffet is not full. To insure variety on the buffet, manage adherence
to the standard buffet rotation chart as stated in the Guests First Road Map. Mediums are the buffet
standard.
•
Buffet Management Chart used properly - Proper rotation of pizzas being placed in the oven is
accomplished by utilizing the Buffet Management Chart. Pepperoni must always be available on the buffet
at all times. Make sure that you are communicating your managers special and it is being followed.
•
Deep Dish available and rotated – Deep dish must always be on the buffet, in the fifth pizza slot.
Adhere to the rotation chart when making the deep dish pizza, so it is continuously rotated.
•
FIFO - As pizzas are placed on the staging warmer, make sure they are being placed on the buffet
freshest first. Deep dish pizzas should never be placed on the staging warmer.
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•
Proper Consolidation Procedures - By adhering to consolidation procedures you are increasing
variety and you limit the time products stay on the staging warmer.
•
Pepperoni Pizza Always Available - Pepperoni is America's favorite pizza, so we must keep it on the
buffet all day, every day.
Oven Management
Proper management of ovens is vital to maintaining the highest quality product on the buffet.
•
Managers and stockers should make calls for pizzas and other buffet items. Only managers have
the ownership to maintain both the quality and fullness standards of our buffet.
• Proper oven placement determines proper cooking of any product and therefore is very important.
•
All carry out pizza should be placed, but not limited to, the bottom oven to maintain organization
and make it easier for a busy cutter to distinguish between buffet and To-Go pizzas. A black olive should be
placed on the crust of all To-Go pizzas to help distinguish from buffet pizzas.
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Cleanliness
General Information
The level of cleanliness maintained in the restaurant shows the level at which all standards are being
executed. Refer to the Operational Evaluation in the Forms section of the manual
for all cleanliness standards. This guide will tell about the basic daily care for your
restaurant equipment. It is not meant to replace owner’s manuals or recommended
maintenance procedures, but to use as an outline guide in conjunction with those
resources. Be sure to save all your original equipment documentation so you can
give model number information to service personnel. If you experience equipment
failure, and you cannot get a timely service response, call your DM or JMC.
Awnings
Stores Open Longer than Three Months
1. Deep cleaning with sealer applied (purchased through awning Supply Company).
2. General cleaning using Simple Green (purchased at any Wal-Mart or K-Mart) every 6-weeks.
Stores Open Three Months or Less
1. General cleaning using Simple Green every 6-weeks.
2. Deep cleaning with sealer applied at the end of each quarter.
Supplies Needed
1. Ladder or scaffold system.
2. Soft non-abrasive pad.
3. Standard construction drywall sponge.
4. Soft non-lint producing cotton cloth.
5. Swivel head pole holder and a lightweight rigid extendable pole.
6. 2-5 gallon industrial plastic buckets.
Water Source
1. Water source must not exceed 40psi.
2. Hose bib at the site if climate allows.
3. Portable equipment may be used. Controls must be set to ensure that the temperature never goes
above 70°.
4. No power washers are to be used.
Cleaning Preparation
1. Awning lighting is turned on for initial inspection and identification of cleaning and repair tasks. (Turn
off all electrical during cleaning process.)
2. Ensure no vehicles will be affected by water of chemical run off.
Deep Cleaning Procedures
1. Prepare deep cleaning solution per the manufacturer’s recommendations for heavily soiled cleaning
applications.
2. Thoroughly rinse entire awning with clean water.
3. Apply the solution to an area approximately 10 linear feet using a saturated non-abrasive cleaning pad,
sponge, cloth or mop. Do not wring out. Work the solution from bottom to top and keep the total
area wet by lightly scrubbing for 5-10 minutes. Do not allow the surface to become dry, if necessary;
reduce the size of the area to be cleaned. Allow the solution to stand on the awning for only five
minutes.
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4. Rinse thoroughly before the cleaner has dried by thoroughly rubbing the surface with the cleaning pad
while spraying with a stream of running water.
5. Inspect the cleaned area for remaining dirt or discoloration. Repeat process if necessary.
6. Repeat steps 1-4 on adjacent areas until entire awning has been cleaned.
7. Prepare sealer/protectant solution at full strength per manufacturer’s recommendation.
8. Apply sealer/protectant, generously, with a hand pump sprayer and then polish on in a gentle circular
motion with a soft, non-lint producing cotton cloth to totally dry awning surfaces. Allow to dry on the
fabric for a clean and shiny appearance.
9. Clean all areas that may be effected by spraying or runoff, i.e. Windows, sidewalks, etc. Remove all
protective coverings from landscaping, etc. Remove all trash associated with awning cleaning process.
Surface Cleaning Procedures
1. Prepare general cleaning solution per the manufacturer’s recommendations for soiled cleaning
applications.
2. Thoroughly rinse entire awning with clean water.
3. Apply the solution to an area approximately 10 linear feet using a saturated non-abrasive cleaning pad,
sponge, cloth or mop. Do not wring out. Work the solution from bottom to top and keep the total
area wet by lightly scrubbing for 5-10 minutes. Do not allow the surface to become dry, if necessary;
reduce the size of the area to be cleaned. Allow the solution to stand on the awning for only 10-15
minutes.
4. Rinse thoroughly before the cleaner has dried by thoroughly rubbing the surface with the cleaning pad
while spraying with a stream of running water.
5. Inspect the cleaned area for remaining dirt discoloration. Repeat process if necessary.
6. Repeat steps 1-4 on adjacent areas until entire awning has been cleaned.
7. Prepare sealer and protectant solution at full strength per manufacturer’s recommendations.
8. Apply sealer and protectant, generously with a hand pump sprayer and then polish on in a gentle
circular motion with a soft, non –lint producing cotton cloth to totally dry awning surfaces. Allow to
dry on the fabric for a clean and shiny appearance.
9. Clean all areas that may be effected by spraying or runoff, i.e. Windows, sidewalks, etc. Remove all
protective coverings from landscaping, etc. Remove all trash associated with awning cleaning process.
Cleaning
Cleaning and Sanitizing are two different concepts. The definition of Clean is “Free of Visible Soil” and
cleaning involves a two-step process:
1. Washing a surface or object with a detergent solution while applying pressure agitation.
2. Rinsing the surface or the object with hot, clean water.
Sanitizing
Sanitizing is the reduction of harmful bacteria to a safe level on a surface or object. This is done by
immersing an object in chemically treated water (75 – 120 degrees Fahrenheit) or wiping the surface with a
sanitized cloth treated with a chemical sanitizer.
1. Items must be cleaned (washed and rinsed) before being sanitized.
2. Proper Parts per Million (PPM) refers to the appropriate and safe level of chemical dilution, which will
reduce harmful bacteria. 50 – 100 PPM for sanitizing buckets.
3. A 4-gallon bucket of water gets one capful of bleach.
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Biological Hazard
Biological hazards consist of microorganisms and their waste products, which can cause illness when
transmitted to people through food. They are derived from poor food handling and/or sanitation practices,
which may result in the growth of bacteria that can cause food-borne illness. The two most common
causes of food borne illness are:
Cross-contamination of food
Food remaining in the danger zone too long
Contamination and Cross Contamination
1.
Contamination is the presence of harmful substances in food, which can cause injury, illness or disease
to a person who eats or tastes it.
 Cross contamination is the transfer of harmful bacteria from one food to another by a non-food
medium (hands, utensils, surfaces, etc.), or directly from a raw food to a cooked food. To help avoid
cross-contamination (which leads to food-borne illnesses).
a. Keep dishwater at proper temperatures and chemical strength.
b. Ensure proper hand washing procedures. Moisten hands with water as hot as you can stand, lather
hands with soap and rub together for at least 20 seconds, rinse thoroughly with water as hot as you
can stand and dry your hands with air dryer or disposable paper towels.
BUSSING
1. ALWAYS BUS TABLES WITHIN 2 MINUTES AFTER THE GUEST LEAVES.
2. NEVER ALLOW MORE THAN 2 DIRTY TABLES AT ONE TIME
3. IT SHOULD TAKE APPROXIMATELY ONE MINUTE TO BUS A TABLE.
Equipment Needed
1.
2.
3.
4.
Black bus tub
Spray bottle of Power Foam
Damp towel
Empty pitcher/container for silverware
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Bussing Procedure
1.
After placing the bus tub on a chair, pour all drinks in the pitcher/container and stack the cups in the
bus tub.
Place dirty utensils in the pitcher.
2. Clear the table stacking and organizing dishes, cups, trays, and trash in separate areas of the bus tub.
Wipe debris off of plates with a napkin.
3. Carefully spray the table with power foam. Wipe all debris into bus tub (not on floor) with the damp
towel (including underneath condiments - move the condiments).
4. Use a clean napkin to clean the condiments. (It is permissible to spray a light amount of power
foam on the napkin, not directly on the condiments if necessary.)
5. If the table is against the wall:
·
Place the condiments against the wall with the red pepper on the left and the
Parmesan cheese on the right.
·
Place the black pepper directly in front of the red pepper.
·
Place the salt directly in front of the Parmesan cheese.
·
The napkin holders should be between the Red Pepper/ Parmesan
Cheese shakers.
6. If the table is not against the wall the same alignment mentioned above should be followed in the
center of the table with the napkin holders facing the buffet.
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Receiving & Checking
A standard is the criterion against which all things are measured. There is only one standard of quality
for our product, service, and cleanliness. The level of execution to meet the standard may vary, as we
strive toward 100% adherence, but the standard never wavers.
Receiving
Only use vendors and products approved by CiCi’s Enterprises, LP
Prepare
1. The night before the delivery, clean and organize shelves.
2. Separate oldest product for proper rotation.
3. Scrub all racks, walls, shelving and storage while minimum product is on hand
Verify
1. Verify that all products received match the product invoices regarding price, specs and
completeness.
2. CORRECT any variances on invoices before signing them.
3. Follow up on all products not delivered with vendor. If delivery is from JMC you must address
variances within 24 hours of delivery
Check In
Dry Goods
1. Look for damage to the container. Any dents or tears on the outside are a good indication that
the product has been damaged on the inside.
2. A swollen can or bottle can be a sign of biological contamination should not be used.
3. Dented cans develop microscopic cracks allowing bacteria to enter and grow.
4. Look for evidence of leakage from the container. If any liquid soaked through the package,
check for rusty cans and water spots on non-perishables.
5. Any damaged goods should be labeled, “DO NOT USE” and set away from other products for
credit.
Perishables
When receiving perishable items look for the following:
 Meats – In an undamaged container with no mold or bad smell.
 Pizza Cheese – No less than 2 weeks and no more than 6 weeks old from date of manufacture,
container undamaged, good color and smell. No moisture or mold.
 Cheddar Cheese – No less than 30 days and no more than 6 months from date of manufacture.
 Spinach – Fully frozen when delivered.
 Flour – No damage, tears or leakage.
 Wings- Shelf life is 10 days once received. Open the case of Wings and place individual bags on
a flat sheet pan. Label and date each bag, then store in Walk-in cooler.
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RECEIVING AND CHECKING IN











Shelf Life Received: Fresh produce has a shelf life of 4-days once received, after being opened
Salad Mix: Should be free of insects and excessive moisture, no evidence of browning, wilting
Package Salad Mix is ready to serve. If preparing in house the lettuce must be washed with
cold water before cutting.
Cherry/Grape Tomatoes: inspect for color and firmness, and bright red and firm to touch, no
green or yellowing and no more than 1 ½” in diameter.
Baby Carrots: Bright Orange with no evidence of slime.
Sliced Radishes: Bright white with no evidence of yellowing or slime.
Sliced Mushrooms: Loosely packed, free of moisture, clean white in color, 1/8” slice.
Broccoli: 1” – 2” florets, firm, not slimy, green in color with no yellowing.
Green Peppers: Bright green in color, no excessive moisture if precut. 1/8” strips (Fajita Cut) 2”
– 3” in length. Dices are not an option.
Red Onions: Bright purple in color, No excessive moisture. 1/8” strips (Fajita Cut) 2” – 3” in
Cucumbers: ¼” slice, dark green outer skin, no blemishes. Pale green center and crisp. No
Dating and Labeling Products
1. Label all un–prepped product with month and day using a permanent marker, when received.
2. Stock product with the printed label facing forward, and month/day visible.
3. Use “First In First Out”, (FIFO) method for product rotation.
Can/ Bag Foods
1. Before placing canned or bagged foods in make table, strain for 1 minute using a colander (not
the can) over bus tub or prep sink until no moisture is dripping from bottom of colander.
2. Store in 1/3 or 1/6 pan and cover with lid or plastic wrap.
3. Label, refrigerate, and rotate FIFO.
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Critical Control Points
At CiCi’s there are points in the flow of food where hazards can be prevented, eliminated or reduced to
safe levels. These are Critical Control Points (CCP’s). For some processes or items there may be more than
one CCP. Below you will find a list of CCP’s for the items and processes at CiCi’s Pizza.
Cheese
Preparation Steps:
▪ Delivered and stored in refrigeration until needed.
Critical Control Points:
▪ Receiving
Monitoring Procedures:
▪ Approved Vendor (JMC)
▪ Check for spoilage (no less than 2 weeks, no older than 6 months)
▪ Check for cut, open, or punctured boxes/bags
▪ Proper rotation (FIFO) and labeling
Corrective Actions:
▪ Label DO NOT USE and return to supplier (JMC
Preparation Steps:
▪ Removed from walk-in and shredded/processed prior to pizza assembly
▪ Prepared cheeses are stored in reach-in or walk-in refrigeration
▪ Prep
▪ Team Members adhere to hand washing charts when handling ready-to-eat foods
▪ Proper sanitation of equipment and utensils
▪ Sanitizing buckets in use
▪ Proper recipes followed
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Corrective Actions:
▪ Enforce standard operating procedures and recipes
▪ Retrain team members/managers proper procedures
▪ Retrain personal hygiene practices
Preparation Steps:
▪ Assemble ingredients on pizzas and cook in ovens
▪ Cook
Corrective Actions:
Dough
Preparation Steps:
▪
Flour, yeast, salt, sugar, oil, dough mix additive are stored in the proper storage areas (dry storage
and walk-in) until needed.
▪ Receiving
▪ Check for cut, open, wet or punctured boxes/bags
Corrective Actions:
▪ Label DO NOT USE and return to supplier (JMC)
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Preparation Steps:
▪ Removed from dry storage and walk-in and prepared prior to pizza assembly
▪ Prepared dough is stored in walk-in refrigeration for a minimum of 7 hours, no longer than 48 hours
▪ Prep
Corrective Actions:
Preparation Steps:
▪
Removed from walk-in to cook area, adhere to dough warming procedures (dough must warm for
at least 10 minutes, no longer than 45 minutes, temperature must be below 65° F
▪ Cook
Corrective Actions:
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Meats
Preparation Steps:
▪ Delivered and stored in refrigeration until needed.
▪ Receiving
▪ Check for spoilage
Corrective Actions:
Preparation Steps:
▪ Removed from walk-in prior to pizza assembly
▪ Opened bags are stored in reach-in or walk-in refrigeration
▪ Prep
Corrective Actions:
Preparation Steps:
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▪ Cook
Corrective Actions:
Cavatappi Pasta
Preparation Steps:
▪ Delivered and stored in dry storage until needed.
▪ Receiving
Corrective Actions:
Preparation Steps:
▪ Cavatappi Pasta is cooked in pasta cooker
▪ Prepared Cavatappi Pasta is stored in reach-in or walk-in refrigeration
▪ Prep
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Corrective Actions:
Preparation Steps:
▪ Pasta Noodles are re-heated in batches and as pizza toppings
▪ Cook
Corrective Actions:
Produce
Preparation Steps:
▪ Delivered and stored in walk-in refrigerator until needed.
▪ Receiving
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▪ Approved Vendor in compliance with local, state, and federal law
▪ Check for spoilage, mold, infestation, cuts, mushiness, discoloration, or unpleasant odors
Corrective Actions:
▪ Do not accept if signs of spoilage or tampering are evident
▪ Prep
Corrective Actions:
▪ Cook
Corrective Actions:
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Sauces
Preparation Steps:
▪ Delivered and stored in walk-in and/or dry storage until needed.
▪ Receiving
▪ Check for spoilage
▪ Check for cut, open, wet or punctured boxes/bags
Corrective Actions:
Preparation Steps:
▪ Removed from walk-in prior to pizza assembly
▪ Opened bags are stored in reach in or walk in refrigeration
▪ Prepared sauces are stored in reach in or walk in refrigeration
▪ Prep
Corrective Actions:
Preparation Steps:
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▪ Cook
Corrective Actions:
Buffet Products
Preparation Steps:
▪ Products are prepared and/or cooked in the oven and placed on the buffet
▪ Buffet
▪ 25 minute rule adhered to
▪ Proper sanitation of buffet and utensils
▪ Manager executing from the Guests First Intersection to monitor buffet quality and guests
▪ Buffet and Staging Warmers at 150° F
▪ Pizzas maintain an internal temperature of 135° F or higher
▪ Pasta sauces maintain an internal temperature of 150° - 160° F
▪ Salad bar is maintained at 33° - 40° F
Corrective Actions:
▪ Remove product that does not meet the temperature requirements
▪ Remove products that are touched or handled by guests or team members
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Deep Dish Dough
Deep Dish Knowledge
 All Deep Dish products have a 48 hour shelf life once prepped.
 Deep Dish Dough is used to make Deep Dish Pizzas, Cinnamon Rolls and Garlic Cheesy Bread.
 Steps for mixing Deep Dish Dough
1. Wipe down the mixing bowl and hook with a warm damp sanitized towel
2. Measure out 8 qt. of 95°F water, pour water into mixing bowl and add a bag of Deep Dish
Dough Additive, then whisk for 30 seconds to dissolve the ingredients.
3. Add in 16 oz. of oil, (1) bag of flour, attach hook, then mix for 9 ½ minutes on speed 1.

While dough is mixing, apply Oil and Butter to pans using a spoodle and 3” brush.
Product
Deep Dish
Oiling / Buttering Pans
Oil
Amount
1 Brush full per pan
Garlic Cheesy
Bread
Butter Flavored
Topping
pan
Cinnamon Rolls
Butter Flavored
Topping
3 oz. for ½ shallow pan

Once the Deep Dish Dough is mixed place the entire dough into an oiled gray bus
tub and press it out using your palms to level it off. Then apply (1) brush full of oil
over the top of dough and cover it with plastic wrap, tucking the plastic in
between the tub and the dough. Let the dough proof until it is level with the top of the bus tub.

Sanitize prep table, then oil it using (2) brushes of oil.

Flip the dough onto the oiled prep table and press it out to a 3’ x 5’ rectangle.
Continue to press the dough out until it is 2” in thickness. This makes it easier
to estimate the weights as you begin to cut/portion out the dough sizes
needed.

Using a rolling pizza cutter, cut the dough into 5” strips from top to bottom. From each strip cut
rectangle pieces of dough weighing as shown below. Out of each batch you should make a little of
all deep dish products.
Product
Deep Dish
Garlic Cheesy Bread
Cinnamon Rolls
Large
Medium
18 oz.
10.5 oz.
30 oz.
15 oz.
18 oz.
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Preparing Deep Dish into Pan
 Place dough (10.5 oz. for medium / 18 oz. for large) into the oiled deep dish pans, press out the
dough towards the edges of the pan using your fingertips, flip dough over and press out again.
Then, carefully stack pans crisscrossed and cover with a new can liner for approximately 15 minutes
to allow it to proof. This softens the dough and makes it easy to press in the pan.

Remove can liner and press the dough out using your fingertips into the
corners and edges of pan. Wrap pans and label with Day, Time including
AM/PM and your Initials.

Let dough proof to ½ way up the pan, then store in the walk-in using FIFO.
o
The warmer the area, the faster the dough will proof.
Garlic Cheesy Bread
 For Garlic Cheesy Bread pour Butter Flavored Topping down the center of the ½ or
¼ size sheet pan using a 2 oz. spoodle. Then spread to the edges and corners of
the pan using 3” brush.
Butter Flavored
Garlic Cheesy
Bread
Topping
pan

Place dough (Medium 15 oz. / Large 30 oz.) onto the buttered sheet pans, press out
towards the edges using fingertips. Stack pans and cover with a new can liner for approximately 15
minutes to allow it to proof.

Remove can liner and press dough out into corners and edges of pan.

Using a 3 oz. spoodle, pour Garlic Sauce over the center of the dough (1.5 oz. for Medium / 3 oz. for
Large). Then Spread evenly with a 3 inch brush.

Distribute Mozzarella Cheese evenly over the dough. (Medium 3 oz. / Large 6 oz.)

Shake Parm/Oregano blend over the dough ensuring even coverage from end to end.

Wrap pans and label with Day, Time including AM/PM and your Initials.

Let dough proof to fill up the pan, then store in the walk-in using FIFO.
Cinnamon Rolls
 Place 3 oz. of Butter Flavored Topping into Cinnamon Roll Pans and brush
the butter covering the bottom of the pan using a 3 inch brush.
 Weigh out 18 oz. of dough and press out on table into 5” x 12” rectangles.
Brush Butter Flavored Topping over the dough liberally. Then apply a
heavy coating of cinnamon sugar evenly over the dough. Keep dough
close together to prevent Cinnamon waste.
 Roll dough with no more than 3 rolls. Stretch the dough to approximately 20” in length.
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
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

Cut the Cinnamon Roll 19 times into 1” pieces (yields 20 pieces). Cut the dough in
half, and then cut the halves in half. Now you have 4 sections, make 4 cuts in each
section and you have your 20 pieces.
Place in buttered pan with 4 x 5 rows.
Lightly brush tops of rolls with Butter Flavored Topping, and shake Cinnamon Sugar
over the tops of the rolls generously (cinnamon sugar should be “standing” or have
a dry look).
Wrap pans with plastic wrap and label with Day, Time including AM/PM and your
Initials.
Let dough proof to ½ way up the pan then store in the walk-in using FIFO. Stack and store pans
level or rolls will slide and not have a uniform rise or appearance.
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Round Dough
Round Dough
 Steps for mixing Round Dough:
1.
Wipe down the bowl and hook with a warm damp sanitized
towel
2. Measure out 8 qt. of 80°F water and pour into mixing bowl.
3. Add one Round Dough Additive Packet into the mixing bowl and mix together
using a whisk.
4. Add 14 oz. of oil, then (1) bag of flour, attach hook, set time to 9 ½ minutes on
speed 1, and mix.

While dough is mixing, apply (2) full brushes of oil to the needed amount of sheet pans.

Sanitize prep table with a damp sanitized towel.

Once dough is mixed, pull out of the mixer and place it on the prep table. Cut a strip off
and the cut the strip into the correct weights.
o
o
o


Large 16 oz.
Medium 12 oz.
Personal 7 oz.
Fold dough balls 3 times then seal the bottom of the dough ball by pinching and twisting
the bottom.
Wipe the tops of the dough balls with oil on the sheet pan, flip dough balls over so the
sealed side is on the bottom and then place dough balls on sheet pans.
Large – 11 dough balls
L




Medium – 14 dough balls
M
Personal – 18 dough balls
P
Wrap air tight with plastic wrap and label with Size L, M, or P, Day, Time including AM/PM
and your Initials. Place in walk-in using the FIFO method.
Let dough proof in the walk-in cooler for 7 hours prior to using.
The shelf life of round dough is 48 hours.
Time Standard is 13 minutes per batch
Page 98 of 147
Salad Bar
The Following items are mandatory on the Salad Bar:
Salad Mix - (mix 3 parts of 1” x 1 ½” chopped lettuce, 10% carrots and red cabbage)
Pasta Salad
Grape/Cherry Tomatoes
The Following Items are optional on the Salad Bar. Each restaurant must display a minimum of 11:
Sliced Red Onions
Sliced Green Peppers
Carrots (Baby)
Sliced Cucumbers
Black Olives
Green Olives
Broccoli Florets
Sliced Pickles (dill)
Sliced Mushrooms
Pineapples
Sliced Jalapenos Peppers
Banana Peppers
Garbanzo Beans
Sliced Beets
Bacon Bits
Sunflower Seeds
Croutons
The Following Dressings are mandatory on the Salad Bar
Ranch Dressing
Lite Italian
Bleu Cheese
The Following Dressing are interchangeable. You must have a total of 5 options on your salad bar.
1000 Island
French
Entrée Italian
Lite Ranch
*No Sprouts, Tree Nuts, Peanuts, eggs, Shellfish or Fish are Permissible for use on the Salad Bar.
Boxed Foods
Croutons and Bacon Bits and Sunflower Seeds
Store in original plastic lined box in a clean dry location. Plastic liner must be sealed after each use. Or
in an airtight plastic/rubber container.
 Bacon Bits are placed in a shaker when available on the Salad Bar
 Sunflower Seeds and Croutons are placed in a stainless steel pan when available on the Salad
Bar
Crackers are an optional item:
Store in clean, dry area in original box. Packets should be sealed and unbroken.
Canned or Bagged Foods
Black Olives, Pineapple, Jalapenos, etc;
Before storing drain in colander for 60 seconds until no moisture is dripping from the colander.
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Salad Bar
Fresh Produce
 Shelf Life Received: Fresh produce has a shelf life of 4-days once received, after being opened
 Salad Mix: Should be free of insects and excessive moisture, no evidence of browning, wilting
o Package Salad Mix is ready to serve. If preparing in house the lettuce must be
washed with cold water before cutting.
 Rinse Procedures For The Following Items:
Cherry/Grape Tomatoes, Broccoli, Carrots
2. Drain for 60 seconds, place in salad bar back up refrigeration unit.
 Cherry/Grape Tomatoes: Remove stems from tomatoes, inspect for color and firmness, and
discard bad tomatoes. Place in colander and follow rinse procedure bright red and firm to
touch, no green or yellowing and no more than 1 ½” in diameter.
 Baby Carrots: Bright Orange with no evidence of slime. Keep Baby Carrots in their original
container. If carrots appear dried out with white film, rinse them under running water for 60
seconds.
 Sliced Radishes: Bright white 1/8” slices with no evidence of yellowing or slime. If radishes
appear dried out they should be rinsed under running water for 60 seconds. Discard
brown/soggy slices.
 Sliced Mushrooms: Loosely packed, free of moisture, clean white in color, 1/8” slice, and store
in original cardboard box to reduce moisture.
 Broccoli Florets: Green in color with no yellowing. Remove and discard yellow and slimy pieces.
Sort and break apart any oversized pieces into 1” - 2” florets.
 Rinse and Prep Procedures For The Following Items:
Green Pepper, Red Onions and Cucumbers
2. Drain for 60 seconds, then cut to proper specifications.
 Green Peppers: Bright green in color, no excessive moisture if precut. 1/8” strips (Fajita Cut) 2”
– 3” in length. Dices are not an option.
 Red Onions: Bright purple in color, No excessive moisture. 1/8” strips (Fajita Cut) 2” – 3” in
 Cucumbers: ¼” slice, dark green outer skin, no blemishes. Pale green center and crisp. No
Page 100 of 147
Opening/Closing Salad Bar
Opening the Salad Bar
1. Prepare appropriate number of salad topping back-ups in the same contain that is on the salad
bar.
2. When placing the product from the night before back on the buffet, add the topping from the
pan being replaced to the backup pan and then flip it. If you need to add the grate do so before
flipping the product. Ensure all pans and salad items are slightly mounded and have a label and
date on them.
3. Set salad bar temperature to yield 33° - 40° for all toppings and salad. Verify temperature using
the refrigeration thermometer installed in the salad bar or a hanging refrigeration
thermometer.
4. Test salad bar items temperature using a calibrated thermometer.
5. Fill all pans and salad items so they are slightly mounded.
Maintaining Salad Bar
1. Salad should be slighted mounded during buffet hours. When salad is level with the rim of the
pan it is considered empty. The depth of the full pan to use (2” or 4”) will depend on projected
volume.
2. Re-stock all toppings on the salad bar when half empty
3. Salad Dressings should be replaced in the prep area.
 Keep backup salad dressing bottles in the salad cooler
 Salad Dressing bottles removed from the salad bar should be poured into a clean bottle
and refilled. Use a small rubber spatula to scrape remaining dressing from the bottle.
 Refill dressing bottles in the prep area.
 Dressings should be filled by placing the bottle tip down and removing the removable
bottom. This process will insure FIFO requirements are met.
 DO NOT OVERFill DRESSINGS!
4. Periodically clean salad dressing bottles by wiping down with a clean damp towel and remove
the bottle top with the tip and wash to maintain a clean fresh appearance.
5. Periodically sift croutons on the salad bar by placing a pizza disk over the top of the crouton
container and shaking it upside down until crumbs are gone.
6. Clean sneeze guard periodically using glass cleaner and a clean towel. Spray glass cleaner onto
clean dry towel, rather than onto sneeze guard to avoid contamination the salad items.
7. The salad bar and buffet should be continuously monitored for cleanliness, and should be
wiped down at least every 5-minutes.
Closing Salad Bar
1. At close, disguard any product that has exceed the holding time.
2. Flip leftover product into a clean pan ensuring drain plates are removed and washed. Remove
any spoiled or contaminated product after flipping. Cover with plastic wrap or container
appropriate lids, label and date product.
3. Pour all dressing into clean bottles and use a small rubber spatula to scrape the remaining
dressing out of the used bottle.
4. Clean all components of the salad bar.
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Pasta Station Setup
Pasta Well Daily Setup
1. Fill pasta wells with 2” of water and turn on to labeled setting.
2. Place a solid 6” deep stainless steel ½ pan into warmer.
3. Place a perforated 4” deep stainless steel ½ pan into the solid pan.
4. Pour water through the perforated pan until 1/8” of water rises through the bottom of the
perforated pan.
5. Place a thermometer through the perforated pan, temperature should be 150° - 160°.
6. Pour cooked pasta into perforated pan.
Pasta Sauce Cooking Procedure for Pasta Bar
Red and White Pasta Sauce
1. Pour approximately 2” of water into the bottom of each well.
2. Then place a Bain Marie into both of the preheated wells and cover with a lid.
3. Warmer should be pre-heated to 150° Turn on 1 hour prior to heating sauce
4. Quick heating procedures – fill 4” stainless half pan no more than ½ full with sauce. Cover and
run Front Flush through oven 1 full pass. Remove from oven and check temperature if it has
reached at least 150° then transfer to serving container.
5. Fill Bain Marie no more than ¾ full with pasta sauce and stir sauce approximately every 5
minutes to ensure proper heating of sauce.
6. If re-heating sauce, it must be run through the oven to reach the temperature of 165°
Note:
Sauces may be consolidated by pouring old sauces on top of new, if within shelf life. It is
important not to scrape the old sauce container.
SHELF LIFE END OF DAY WHEN HEATED
DO NOT RE-HEAT SAUCE IN PASTA WELLS.
Pasta Cooking Procedure for Pasta Bar
1. Fill ½ stainless non-stick pan with appropriate amount of pasta for expected flow of business.
Never more than ¾ full.
2. Pour 16 oz. of water into pan with pasta. Cover with stainless ½ pan lid and place in bottom or
middle oven using the Front Flush method.
3. Once the pasta completes one full pass drain excess water from the pan into a Bain Marie that
is stored at the Cut Station. Never use a hand sink to drain the water!
4. Then immediately place pasta into perforated pan that is stored in the serving warmer. It may
be consolidated with a small amount of existing pasta, if it has not begun to dry out or break
apart (less than 30-minutes old).
5. The Pasta pan should never exceed more than ¾ full and stir every 5 minutes.
Pasta Bar Pasta has a 30 minute hold time
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Pasta Station Setup
Pasta Bar To-Go
Give the Guest a 7” To-Go container and lid so they can fill with hot pasta and sauce of their choice.
Initial Temperature Set Up Procedure
1. Fill the bottom of the wells with 2” of water.
2. Place solid inserts into the wells, including wells where you will be using perforated pans to
serve pasta.
3. Fill each solid container ½ way with water
4. Place the thermometer into the water. Turn on the wells. The water in between pans needs to
maintain 150°. Once that occurs, mark your dial setting with a permanent marker.
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Oven Setup
Setting the Oven
Lincoln Ovens
Refer to the Oven Finger Configuration Chart in the Forms Section for the Finger Placement.
In an empty, heated oven, set time and temperature:
Time in 4:45 minutes
Entrance temperature 475 °
Exit temperature 475°
Middleby Ovens
In an empty, heated oven, set time and temperature
Oven Temperature is 470°
BOFI Ovens
In an empty, heated oven, set time and temperature
Oven Temperature is 480°
Oven Calibration
1. Check the fluctuations and adjust accordingly.
2. After time and temperature are constant and correct for 10 minutes with no adjustments,
the oven is ready to cook product.
3. Monitor pizzas to ensure they are golden brown on the crust, and the bottom and that there is
no burnt cheese or burnt toppings on pizza.
4. There is an allowable variance of +/- 20 degrees to allow adjustments for cooking to the proper
color and consistency. If the oven has to be adjusted beyond 20 degrees, check the finger set
up and oven cleanliness. If that checks out OK, we would recommend a service call to check
calibration.
Pizza Color
Pizzas should be a golden brown on the crust, and the bottom. Cheese should meet “white cheese in,
white cheese out” standard, no burnt or scorched cheese.
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Storage
Health, Safety Rules
1. The temperature danger zone is 41° to 135° Fahrenheit. This is the U.S. Public Health Standard
as of January 1, 2000. The ideal temperature is 38°.
2. Store all food products a minimum of 6” off the floor.
3. Store all food products above or on separate shelves from cleaning products or chemicals.
4. Store all refrigerated perishables in walk-in immediately after check-in.
5. Store all meats in the coldest part of the walk -in immediately after check-in.
6. Store all chicken products on the lowest shelf in the walk-in cooler. This reduces the chance of
cross contamination.
7. Store all dressings in the walk-in.
8. Store carrots in a container with ice water once opened, this will preserve product color and
crispness.
9. Place heaviest products lower or as near to waist level as possible.
10. Always use a black belt when working with items weighing over 20 pounds.
11. When lifting, avoid back injury by using your legs to squat down and pick up a product rather
than bending over and using your back.
12. Do not store canned products in the original can after it has already been opened. Store the
product in either a sealed plastic container or stainless steel container covered with plastic to
prevent biological contamination. Label and date with date opened.
13. Only gray bustubs may be used for food storage. Black bustubs are for waste and bussing
tables only.
NSF Time Exception
The FDA has approved the use of time instead of temperature as a public health control for storing
potentially hazardous food products. In accordance with the Food Code Publication issued by the US
Public Health Service 1997 Edition, Section 3-501, 19:
1. After food products are removed from refrigeration, label the products with the current time.
Use masking tape and a permanent marker and place the label so it can easily be seen.
2. Discard the food products after 4 hours and replace with new products, repeating the labeling
procedure.
BE SURE TO GET WRITTEN APPROVAL FROM YOUR LOCAL HEALTH AUTHORITIES BEFORE
IMPLEMENTING THIS PROCEDURE. FAILURE TO OBTAIN WRITTEN APPROVAL FROM THE
LOCAL HEALTH AUTHORITY CAN RESULT IN FINES. LOSS OF PRODUCT, OR RESTAURANT CLOSURE BY
THE LOCAL HEALTH AUTHORITY.
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Prep Sheet
The Prep Sheet
The Prep Sheet should be laminated and placed on the walk-in door. This is your tool to determine the
prep for the day. It is filled out every day by the manager. The Prep Sheet is used for three reasons:
1. Maximize the use of each product.
2. If you don’t prep enough, you drive the guests (and sales) away.
3. If you prep too much, you throw product (and profits) away.
How to Use the Prep Sheet
To determine the amount of each product to be prepped, take the number on the Prep Sheet for each
item and subtract all products you have on hand that are still within their shelf life. The amount left is
the amount to be prepped. Place this number in the “amount today” column.
Determining when to Prep
Identify when each product should be prepped by considering:
1. Hold & chill proof times, shelf life, per recipe.
2. Sales volume of restaurant.
Adjusting Your Prep Sheet
The amounts found on your Prep Sheet are pars based on your restaurant’s usage. From time to time
they must be updated according to the needs of your business. Write the last date you updated your
Prep Sheet in the upper right hand corner of the chart. Some instances where you should modify your
par numbers are:
1. Sales change.
2. Large groups or orders.
3. Weather and seasonal conditions.
To adjust, first review the amount of product prepped daily. Compare projected sales to current sales,
and add or subtract the percentage change to your daily prep needs.
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Food Safety
Health Inspections
During the inspection
1. Senior manager on duty should accompany the health inspector.
2. Always be courteous and responsive to the inspector.
3. Sign and date report and notify FBC or Strategic-Partner.
4. If a fine is levied, a failing score given or a restaurant closing, immediately notify FBC and
Strategic-Partner.
5. Correct any items needing immediate correction.
6. Write an action plan to improve these areas and submit to your FBC and Strategic-Partner.
7. Schedule an individual or group meeting with the team and discuss the contents of the report
and the areas scored high and low.
8. Within the next three (3) days, schedule retraining and development of team to correct and
improve upon areas where scores were low.
9. Within seven (7) days of receipt of Health Inspection, follow up with your FBC on the results of
the action plan.
10. Document any direct violations of standards.
Upon completion of corrective actions
1. Submit the completed action plan to the Health Department.
2. Place a copy in the Health Inspection file.
3. On a weekly basis, review the Health Department Inspection Report to insure that all items on
the report are in compliance.
Post all health inspection scores in the appropriate location determined by the Health Department.
The expectation is a score of 90% or better or a letter grade of A.
Page 107 of 147
CRISIS
Crisis
A Crisis as it relates to CiCi's restaurants can be defined as: any situation that has the potential to
significantly harm or injure a guest or a team member, to interfere with restaurant operations, or
could have a negative impact on our image and our ability to do business.
If any unusual situation occurs, notify your Strategic-Partner and Brand FBC immediately.
The situation may grow into a crisis situation. The most important factors in a crisis of any kind are:
1. How quickly you identify the crisis
2. How quickly you respond.
When a company does not have the tools in place to monitor for a crisis or reputation attack, the
response can be delayed giving the media and consumers time to take control of the crisis and the
message around it.
When a crisis strikes, it is to be brought to the attention of the Strategic-Partner and your FBC who
will immediately decide the seriousness of the concern, assess the situation and threat. The Crisis
Team will decide whether or not the PR team is brought in at this time and what steps are to be
taken. This step needs to happen quickly so that a controlled statement can be generated which
shows consumers and guests that CiCi's takes these types of concerns very seriously.
In a crisis, dial the Media/Crisis Hotline at (817)329-3257.
Do not comment on any issue until you have spoken with the Crisis Team. If you or any other
member of the team is asked any questions, get their information and tell them someone from the
Support Office will call them back right away.
• All the facts need to be gathered and provided to the Crisis Team:
• Names of those involved
• The time of day
• Write down exactly what happened
• Team member reports
• What was seen?
• How was the situation left?
• Were law enforcement or emergency personnel involved?
• How many people were in the restaurant?
• Media: get the name, paper or TV station, contact information, and the situation they are asking
about.
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• If there is any injury or emergency that involves law enforcement or other city departments, any
response needs to be cleared through legal and law enforcement before a statement is made.
Names of injured or decease people are never to be released. Never disclose any dollar amounts in a
situation where there is monetary loss.
• Please let the media know that you are not a spokesperson for the brand and that they can call
CiCi's corporate marketing for a statement and that you do not have any further information at this
time.
• Never let camera crews or photographers into your restaurant or on site without prior approval.

Use the ABC’S when dealing with a crisis of any kind:
Access the situation
• Determine what it is and how to handle it
Brief the Crisis Team
• Call the Crisis Team and alert them to the crisis
Collect the Facts
• Gather all the information you can about the crisis
Send media questions to the Crisis Team
• Send any inquires to the Crisis Team so they can respond accordingly

Emergency Checklist
BOMB THREATS
1. Call 911
2. Calmly evacuate the premises and secure the building
3. DO NOT touch or remove device if spotted
4. Call Strategic-Partner and FBC
5. Enter the building only police have indicated it is safe to do so
CHOKING
1. Assist the person
2 See if there is a trained medical person in the restaurant
3. Use 5 back blows
4. Obtain name, address, and phone #of
-Victims
-Witnesses
5. Record date and time
6. Contact your Strategic-Partner and FBC
7. Complete incident report form
Page 109 of 147
FIRES
1 .Call the fire department (911)
2. Remain calm
3. Quickly exit all guests and team members through nearest door
4. Double check to make sure everyone is safe
PRODUCT CONTAMINATION
1. Obtain guests: name, address, phone #
2. Record time and date of incident
4. Complete an incident report form
DURING A ROBBERY
1. DO NOT RESIST IN ANY WAY
2. Only speak when addressed
3. Give the Robber whatever is requested
4. Get robbers out as quickly as possible
5. Record mental picture of Robber
6. Try to determine type of escape vehicle
7. DO NOT BE A HERO!!
BURGLARY
1. NEVER enter the restaurant if a burglary is suspected
2. Call the police (911)
3. After police clear the restaurant, determine what was taken
DEATH OR LIFE- THREATENING INJURY
1. Remain calm – Call 911
2. See if trained medical person is in the restaurant
3. Calm others and get names, addresses, phone #’s and statements from witnesses
4. Call your Strategic-Partner and FBC
5. Gather Information:
-who, what, when, where, why and how
6. Get names of injured/deceased, list injuries, and care given
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POWER OUTAGES Daytime Outages
1 .Do not serve any food
2. Keep walk-in door closed
3. Put all excess funds in the safe, lock safe
4. Determine duration of outage
5. If extended period of time call franchisee
When Power is Restored:
1. Temp all product Products in danger zone should be discarded
2. Create new product
Night Time Outages:
1. If you have emergency lights, do above steps
2. If Not: Use flashlight to evacuate guests. Then follow above steps.
3. Lock Doors! Do Not reopen until power is restored
SEVERE WEATHER
Tornadoes
When a tornado is approaching IMMEDIATE ACTION is necessary
Seek Shelter away from Windows. (Kitchen area or restrooms)
Supplies Tornadoes, Floods & Hurricanes
• Flashlights
• Spare batteries
• Masking tape
• Battery radio
AFTER A ROBBERY
1. Lock the door
2. Call the Police (911)
3. In regards to amount stolen reply: “An undetermined amount”
4. DO NOT TOUCH ANYTHING
5. Call your Strategic-Partner and FBC
6. Ask witnesses to remain until police arrive
7. Determine amount of cash stolen
8. Write down account of what happened
Page 111 of 147
PERSON
STRATEGIC-PARTNER
FBC
PHONE NUMBER
CELL PHONE
DIRECTOR OF OPERATIONS
MGR
MGR
JMC REPRESENTITVE
FRANCHISEE HOTLINE
877-675-4948
POLICE DEPARTMENT
FIRE DEPARTMENT
AMBULANCE
NON-EMERGENCY CLINIC
CITY
ITEM
GENERAL REPAIR
SERVICE
APPROVED VENDOR
CONTACT PERSON
PHONE NUMBER
EMAIL
24 HOUR GLASS
24 HOUR ICE
AWNING
SERVICES
BUFFET
WARMERS
CARPET
CLEANER
CO2
COKE
DISH MACHINE
DOUGH
MIXER
DOUGH
PRESS
ELECTRICIAN
HELIUM
ICE
MACHINE
MAKE
TABLE
OVENS
PASTA
COOKER
PLUMBER
PRODUCE
SALAD BAR
SECURITY
SMALLWARES
TV
Emergency Evacuations
WALK-IN
WINDOW
CLEANER
Page 112 of 147
In case of a fire, earthquake, gas leak, or any other emergency, it may be necessary to clear the store
of all personnel and guests.
1. Remain calm. Keep all team members and guests calm and orderly.
2. Quickly exit all team members and guests through the nearest exit door.
3. Check to see that everyone has left the restaurant before you leave.
4. The rear exit door to the store MUST NOT be barred or otherwise mechanically locked any time
the store is occupied. It must be able to open by tripping the panic hardware.
5. Double check to make sure everyone is safe and not injured.
6. Call police or fire department.
Equipment Failure (Major)
In the event of an equipment failure that would force your restaurant to close, use the following
procedures:
1. Contact your Strategic-Partner.
2. Contact your FBC.
3. Contact JMC.
4. Contact approved Service Company and ask them for emergency service as soon as possible.
5. If there is a dangerous situation involved, do whatever is needed to insure the safety of all
guests and team members.
6. Do everything within your power to stay open as long as it is safe.
Fires
Fire procedures are necessary to protect our guests and team members and to keep property
damage to a minimum. If a fire breaks out in your restaurant, call 911/fire department and give the
following information:
1. The nature of emergency.
2. Your name.
3. The complete street address (be prepared to spell the street name)
4. The closest street intersection.
5. A call back number (a telephone number where you can be reached). Do not stay at the phone
to wait for a call back if you are in danger.
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Handling Small Fires
For a fire that is small in nature:
1.
Remove everyone from the immediate danger area. (The immediate vicinity of the fire, not
an evacuation of the premises)
2. If the fire is small and confined to one object (such as a trash can), locate the fire extinguisher
appropriate for suppressing that type of fire and use it.
3.
Never attempt to suppress a fire unless: You know how to operate the fire
extinguisher. You have the appropriate type of fire extinguisher.
The fire is small.
You have access to an exit if you fail to put the fire out.
4. If the fire is large or out of control, evacuate the premises. Read Emergency Evacuations section
above.
After a Fire
After the fire is out, take all measures to protect restaurant property from any further damage due
to water, weather or looting. Notify your Franchisee and Brand Excellence Manager. Complete an
incident report.
Power Outages
Do the following to ensure the safety of the guests and the security of your restaurant, if you lose
power, then contact your Franchisee and Brand Excellence Manager.
Daytime Power Outages
1. Do not serve any food. With the power off, food will be in the danger zone very quickly.
2. Keep the walk-in and all other refrigerated doors closed.
3. Put all excess funds in the safe, lock safe.
4. Turn off ovens to avoid power surge when power is restored.
When the power is restored
1. Enter any manual transactions into the register.
2. Temp all products - product in the danger zone should be discarded.
3. Create new product as fast as possible.
4. Call local CiCi's restaurants and JMC for help with product.
Night Time Power Outages
1. If you have emergency lights, follow the above instructions.
2. If emergency lights are not on, use flash lights to evacuate all guests, then follow the above
instructions.
3. Keep doors locked. DO NOT open restaurant until power is restored.
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Injuries and Life Threatening Incidents
When notified of any unusual situation, (whether crisis or emergency), your first steps should be:
1. Administer first aid or emergency procedures required to save lives or prevent injuries.
2. Call emergency personnel: POLICE, FIRE, PARAMEDICS (911)
3. Contact your Franchisee and Brand Excellence Manager and provide a full report on the
situation.
BE SURE TO POST YOUR EMERGENCY CHECKLISTS BY THE PHONE
Bomb Threats
Sometimes our restaurants may receive a call informing us that we either have a bomb in the
restaurant or that a bomb will explode. Although these situations may be a hoax, we must take each
incident seriously.
1. Remain calm - call 911, calmly have everyone leave the building, secure the building, and wait
outside for further instructions.
2. Do not touch or remove the device if spotted!
3. Notify the Franchisee and the Brand Excellence Manager.
4. Stand by for additional information from emergency personnel.
5. Enter the building only after police have indicated it is safe to proceed.
Choking
In response to a child or adult choking:
1. Assist the person.
2. Ask if there is a trained medical person in the restaurant (i.e., a doctor, paramedic, nurse).
3. Use "the five and five". Five back blows to attempt to remove object, if the five back blows are
unsuccessful in removing the airway obstruction, then use five “abdominal thrusts” to remove the
obstruction.
4. Obtain name, address, phone number and email address of victim and witnesses; record the
time, date and a description.
5. Contact your Franchisee and Brand Excellence Manager.
6. Complete an incident report.
Damage to Restaurant
If you are involved in an incident that involves major physical damage to a restaurant, this includes
fire, vandalism, windstorm, water, etc. which results in the store being closed to the public.
1. Perform emergency evacuation procedures listed in this chapter.
2. If safe, post a team member outside the restaurant to explain to guests that the restaurant is
closed.
3. If it is not safe, try to post a notice on the door stating that we are closed, when we will re-open,
and apologize for the inconvenience.
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Death or Life Threatening Incidents
If you are involved in a situation that includes death or a life-threatening injury to a guest or team
member:
1. Remain calm - call 911 and calm others.
2. Do whatever you can to limit the extent of injuries. Ask if a doctor, nurse, police officer,
paramedic or person trained in first aid is present.
3. Once the situation is stabilized, get names, phone numbers and statements from witnesses and
team members.
4. Contact your franchisee and Brand Excellence Manager.
5. Gather information: Have everyone involved try to answer basically six questions: WHO, WHAT,
WHEN, WHERE, WHY & HOW.
6. Get the names of any injured or deceased.
7. Describe the extent of injuries and the care administered to the injured.
8. List hospital(s) to which injured have been taken.
9. Have we helped team members, families, or guests in the restaurant?
10. Do we have contact numbers? Do they have contact numbers?
11. Your Strategic-Partner, FBC or the CiCi’s Crisis Team will help with information or questions that
may arise
Product Contamination
Food is considered contaminated when it contains hazardous substances. These substances may be
Biological, Chemical, or Physical. The most common food contaminates are Biological. These are
from the micro world, bacteria, parasites, viruses, and fungi.
Biological contaminates include:
1. Bacteria
2. Viruses
3. Parasites
4. Fungi
5. Biological Toxins
To protect against Biological Contamination you have to prevent cross contamination and food
spoilage. Utilize the tools available to you. The OMC Checklist, Prep Chart, Production Chart, Proper
rotation of products (FIFO), Hand Washing Chart
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Chemical Contaminates include:
1. Chemicals found in the restaurant (cleaning supplies)
2. Pesticides
3. Sanitizers
4. Equipment Lubricants
5. Toxic Metals
To protect against Chemical Contamination you have to store all chemicals in their proper container
and only store them at the chemical rack away from food or equipment used for food prep. Follow
the specified directions when using chemicals. Use caution when using chemicals during operating
hours to prevent cross contamination.
Physical Contaminates include:
1. Metal shavings from can opener
2. Staples
3. Band-Aids
4. Fingernails
5. Hair
To protect against Physical Contamination adhere to the uniform policy for all team members and
managers. Follow proper prep procedures, and visually inspect products. Change can opener blade
at the first sign of dullness.
Consequences of product contamination are injury, food poisoning, loss of guests and negative
publicity in your market place.
Steps to be taken in a case of contamination are:
1. Fill out an Incident Report Form 100% with the guest or team members.
2. Contact your Strategic-Partner and FBC.
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Cash, Food & Labor Systems
Cash Handling
Setting up Registers
1. Fill out a Cash Drawer Log Sheet for each register used on a shift.
2. Before the shift, count out 2 separate banks of no more than $200.00 per drawer in cash and
coins.
3. Before ringing up sales the person using the register must verify the bank.
4. Both the Manager and Guest Greeter must initial line # 1 on the Cash Drawer Log Sheet after the
cash count is verified by the Guest Greeter.
Procedures Prior to the Shift
1. When all counting is completed, run an X tape of the register that the Guest Greeter will be using.
2. Staple the X tape to the back of the Cash Drawer Log Sheet and insure that the Guest Greeter
assigned to that register places his/her bank in the drawer.
3. Fill out the rest of the information down on the Cash Drawer Log Sheet and stop. Include the
following:
Manager Name (Printed) Guest Greeter Name (Printed) Date
Time from X Tape in "Time In" column
$ Reading from X tape in "Beginning Reg. X Reading" column
4. Cash Drawer Log Sheet should be placed underneath the register out of sight of the guest.
Procedures During the Shift
1. Checks may never be cashed for ANY employee (team members, managers, etc.) Any violation
of this policy can result in immediate termination.
2. Checks may not be written by guests for amounts over the purchase price in order to receive
cash back.
Any violation of this policy can result in immediate termination.
3. Guest Greeters must notify Manager when transaction includes $50 and $100 bills.
4. When the register has more than $400.00:
The Guest Greeter calls a manager over to the register. When the manager arrives, the Guest Greeter
counts out an amount to drop, which will bring the register to less than $200.00 and writes the
amount of the drop in one of the "drop" columns on the Cash Drawer Log Sheet.
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5. The Manager then counts the drop and immediately places the money in the safe. Both Manager
and Guest Greeter initial the appropriate column beside the amount dropped on the Cash Drawer
Log.
6. If more cash/coin is needed it must be "bought" from safe to keep balance in the register.
Closing Out Register Personnel
1. The Manager takes a second X reading.
2. The Guest Greeter takes all their monies out of the drawer.
3. The Manager (or another Guest Greeter) runs the second register as the Guest Greeter counts
the money from the drawer that has just been removed from the register.
4. The Guest Greeter makes 2 separate calculator tapes:
A total for all checks in the drawer.
A total for all cash and coin in the drawer
5. The Manager then counts the money that has just been removed from the register and
compares it to the calculator tapes prepared by the Guest Greeter.
6. The Manager completes the remainder of the Cash Drawer Log Sheet and staples both X tapes
and calculator tapes to the back of the Cash Drawer Log Sheet.
7. Both the Manager and the Guest Greeter sign the completed Cash Drawer Log Sheet.
8. The Manager places all Cash Drawer Log Sheets on file.
Shortages
1. Contact FBC or Strategic-Partner the next morning with an explanation of what was done to find
the shortage and correct the problem.
2. A + / - of $2.00 or more could result in a verbal or written warning.
3. A + / - of $10.00 or more could result in suspension or termination.
Over Ring Procedures
1. Guest Greeter calls Manager over immediately when over ring occurs.
2. At the end of the day, staple the over rings to the back of the over ring form with the
corresponding circled journal tape number.
3. Staple the register receipt tape to the back of an over ring form.
4. The manager and guest greeter circle the over ring on the journal tape and initial.
5. Compare each receipt number from the receipt stapled to the back of the over ring form with
the next consecutive journal tape number. Notify FBC or Strategic-Partner if the next consecutive
journal tape number does not reflect the original over ring receipt minus the items stated on the
over ring form.
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Formulas
Common Labor Calculations
Net Sales
Gross Sales x Tax rate = Net Sales OR Gross Sales – Tax Dollars = Net Sales
Examples:
$18,500
Gross Sales / Tax Rate
/ 1.0875
=
=
Net Sales
$17,011.49
OR
Gross Sales - Tax Dollars
$18,500
- $1,488.51
=
=
Net Sales
$17,011.49
Timecards
Timecards show hours in military time (0-23) and break them into 100 parts (20:50 is 10:30 P.M.)
Subtract time in from time out to get a total.
Example:
19:87
Time Out - Time In = Hours Worked
- 12:39
= 7:48 (approx. 7 hrs. and 30 min)
Actual Labor Dollars
Take the total hours x regular rate of pay + Overtime hours x overtime rate (for each team member).
Add all employee Actual Labor Dollar amounts for Total Actual Labor Dollars.
Average Wage
Total labor dollars divided by total actual labor hours = average hourly rate (done weekly)
Example:
$4725/545 = $8.67 Ave. Wage
Labor Percentage
Total daily labor dollars (including FICA) divided by total daily net sales
Example:
$488.93 / $2,642.86 = 18.5% Labor
Productivity (Sales Per Labor Hour)
Net Sales divided by Total Labor Hours
Example:
$2642.86 / 60.0 = $44.08
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Common Food Cost Calculations
Projecting Sales
Take same week sales last year. If your sales trend indicates a 10% increase in sales over the same
period last year, add 10% to last year's sales for the same week to arrive at this week's projections.
Adjust for any special events (holidays, weather, local events, etc.) and sales trend over the last 4
weeks.
Delivery Cycle
The number of days in your delivery cycle is found by determining the difference between the day
you count your inventory and the day your order is delivered + 7.5 days.
Example:
Count inventory on Sunday night
JMC order delivered on Thursday (Difference = 4 days)
4 days + 7.5 days (7 days from last delivery + .5 buffer for unforeseen circumstances) =
11.5 days in delivery cycle.
Pars for Ordering
Item Usage + Buffer (typically .5 days) = Par
Always take into account special events and adjust your par accordingly.
Ordering
Estimated weekly Usage divided by 7 = Average Daily Usage
Average Daily Usage X Number of Days in the Delivery Cycle = Product Needed
Product needed - Ending Inventory = Order
Food Cost
Usage of each item x Current Unit Price for that item = Item Usage Dollar Amount
Total of Item Usage x Dollar Amount for all items = Total Usage Dollar Amt. Total Usage Dollar
Amount divided by Net Sales = Food Cost %
Example:
Total Usage $ Amount = $4,355.59
Weekly Net Sales =
$15,764.82
Food Cost = $4355.59 / $15,764.82 = 27.63% Food Cost
Usage Formula
Beginning Inventory + Purchases - Ending Inventory = Usage
Usage per $1000 (UPT)
Sales/ (Usage/1000) = UPT
Example:
$18,500/ (6.5 cases of Ham/1000) = .35 cases per $1000 in sales
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CiCi’s Terminologies
At CiCi’s we are a little different. We say things and use words that other people and other companies
don’t understand. These words have powerful meaning to us at CiCi’s Pizza. Below are some of the
words you will hear as you embark on your career at The World Famous CiCi’s Pizza!
Word/Phrase
CiCi’s Definition
Back Flush
Refers to the placement of product in the oven. The back of the product should be flush with the
oven entry. See oven placement chart
Bank Run
The act of taking Brownies or Cinnamon Rolls to local schools or businesses as you deliver the
morning deposit.
Blitzing
The act of passing out flyers to neighborhoods and businesses in a quick manner. i.e. We blitzed
1000 homes.
Bull’s-eye
Seeing and interacting with VIP’s (coaches, business leaders, etc.) inside and outside of the four
walls to gain pizza deals to grow sales.
FIFO
First In First Out, describes the proper rotation of product in our restaurants, oldest product goes
to the front, the newest product moves to the back. Also described as using Full hands In, Full
Hands Out when bringing items from one area to another
Front Flush
Refers to the placement of product in the oven. The front of the product should be flush with the
oven entry. Also see Oven Placement Chart.
Guests
The patrons of CiCi’s. We do not use the “C” word at CiCi’s; everyone that enters our restaurant
should be treated like a guest in our home
LSM
Local Store Marketing is how you generate additional sales for your restaurant, with the use of
marketing tools, dough raisers or any other idea that will drive sales. See also Print Center on
Connect.
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Word/Phrase
Meat Eater
CiCi’s Definition
Is an all Meat pizza consisting of Pepperoni, Ham, Beef and Sausage.
M.I.T
MIT is short for Manager In Training. This is an individual that has decided to begin a career with
CiCi’s Pizza in a management position.
OMC
OMC is the Opening, Mid-afternoon, Closing Checklist. This is the tool that helps a manager set
up the restaurant up for success. This should be executed prior to each shift.
FBC
Franchise Business Consultant is the individual that helps create action plans to increase Sales
and Operational Performance. They are representatives of the Support Office and work hand in
hand with Strategic-Partner to grow their business.
Online Learning
Center
(Tortal)
This is CiCi’s Online Training center for Team Members, Managers and MITs. The platform that
CiCi’s uses is called Tortal.
Service
Assistant
Most restaurant companies have bussers or busboys, not at CiCi’s, we have Service Assistants.
These individuals not only play a vital role in keeping our restaurants sparkling clean, they also
deliver a never before experienced level of service as they have the ability to interact with every
guests in our stores.
Personal
Pizza
Request
We want our guests to have whatever their pizza desires are, so we offer PPRs. We will make
whatever type of pizza a guests requests!
SPLH
Sales Per Labor Hour is the measurement of Productivity. Take your Net Sales divided by Labor
Hours used=Productivity.
Super Supreme
This is our 8 topping pizza, that other people call a supreme. It contains pepperoni, ham, beef,
sausage, green peppers, onion, mushrooms and black olives.
WOW!
If you deliver a never before experienced level of service you will hear your guests say “WOW!”
WOWing guests is about doing little things that are unexpected! Doing this creates loyal
guests.
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Certification
Certification
Strategic-Partners
ALL Strategic-Partners or their designated Operators must complete the following for certification:
1. Be approved through the corporate franchise screening process.
2. Pass the manager training program described below.
3. Pass the franchisee post training prescribed by CiCi’s University.
Managers
1. Train all managers using the online MIT Training Schedule
2. ALL manager candidates (franchise or corporate) must pass the corporate certification program
before working in a management capacity.
3. A certified manager must be on duty during hours of operation.
4. If a manager candidate cannot pass the corporate certification program the first time, they may
reapply
5. If a manager candidate does not pass the corporate certification program on the second or later
attempts, they may reapply 6 months from the date of the latest termination.
6. Certification of a manager ends when that manager no longer is employed for their franchisee.
Recertification of a manager is the sole discretion of CiCi's University.
CiCi's University will base the decision on recertification on performance factors including but not limited
to:
1. Interview with former Strategic-Partner. The interview will investigate the performance of the manager
during employment including but not limited to questions about the managers attendance, integrity, any
substance abuse issues and any issues of Professional misconduct.
2. Interview with former FBC to assess leadership strengths and weaknesses.
3. Previous store performance including; sale performance, Operational Performance, and Store Visit
Reports.
4. Amount of time since the date of employment.
Any manager whose last date of employment is greater than 120 days will need to complete the entire
certification process.
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GM Training Degree
1.
Every restaurant must have a GM Training Degree Certified General Manager.
2. GM Training Degree attendees must be certified as a CiCi’s Manager.
Team Members
1. All team members must be certified in one position by the end of their 7th shift minimum.
2. Training and certification begins on the first day of work.
3. Team Member certification should be kept in store.
4. Online Learning Center should be used for certification sign offs.
5. Certification is a continuous process executed on a daily basis for all team members regardless of their
tenure or skill.
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People Practices
Performance Review
Conduct formal reviews every quarter for hourly team members and a minimum of once a year for
managers.
Use the following as measurements for QSC:
1. Restaurant Readiness Evaluation
2. Mystery Shopper Reports
3. Guest Intercepts (IWR’s)
4. Guest Comments to the Strategic-Partner, FBC, and Support Office
5. FBC Visit Reports
Separation Paperwork, Labor Laws, Loss Prevention
Voluntary Separation
1. Obtain all company property from team member/Manager.
2. Fill out the date of the termination on the Weekly Payroll Time Sheet.
3. Corporate restaurants are to send the team member termination form to the Support Office.
Involuntary Separation
1. If there is a violation of policy, document on the Progressive Discipline Form and send to HR
Manager.
2. Complete the Progressive Discipline Form and send to the HR Manager immediately upon team
member's termination.
3. Obtain all company property from team member.
4. A team member may be terminated immediately based on severity of the policy violation.
Labor Law Posters
Each restaurant must have these items posted in a conspicuous location for all team members in
English and Spanish:
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Federal
1. USERRA
2. EEOC
3. Employee Polygraph Protection Act
4. OSHA Act (Job Safety) of 1970
5. Fair Labor Standards Act
6. Family and Medical Leave Act of 1993
State
Each state has different poster requirements. Please contact your local labor board for specific
needs. Some examples are:
1. Leaves of Absence
2. Workers Compensation
3. Child Labor Laws
4. Sexual Harassment
5. Unemployment Insurance
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Policies & Procedures
APPEARANCE GUIDELINES
These policies are guidelines for the entire CiCi’s Family and can be your starting point for human resource
concerns in your restaurant. However, you may need to develop other policies for your franchise based on
local and state regulations, or situations specific to you and your restaurant. Read the following policies
carefully and consult with your attorney regarding specific needs you may have. If you need clarification
regarding CiCi’s standards, please contact your FBC or CiCi’s University.
Management Responsibilities
1. Educate team members to standards of grooming/appearance (refer to Team Member Handbook).
2. Hold team members accountable for maintaining these standards.
Grooming
1. Properly wash hands when first reporting to work, after visiting restroom, and when changing position
or task. Fingers nails must be kept trimmed and clean. Nail polish must not be chipped. Nail charms and
acrylic nails are not permitted.
2. Team members must wear a CiCi’s approved hat to prevent food contamination.
3. Team members must keep their hair restrained neatly. Anyone who has hair exceeding collar length
must have it pulled back into a pony tail.
4. Males must be clean shaven with the exception of a mustache and/or goatee which must be kept
neatly trimmed; beards are not acceptable.
5. Make-up should be kept to a minimum and reflect a professional appearance. Team members should
promote a clean, fresh look.
6. The ONLY jewelry permitted is one ring per hand which should be easy to clean around with no stones
that could come loose. Watches, necklaces and bracelets are not permitted. Team members may wear up
to (2) stud earrings per ear.
7. No visible tattoos permitted, a team member must cover tattoos with either a bandage or long sleeve
black or white shirt worn under their uniform shirt.
Team Member Uniform
1. Clean CiCi’s approved hat with brim forward, pressed CiCi's shirt tucked into their pants or skirt.
2. Black skirt or pants; clean, pressed, and worn at the waist with a black belt. Skirts must be no more
than 4" above the knee.
4. Shoes must be closed toe, black top and non-skid.
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Manager Uniform
1. Approved CiCi’s logo shirt. Clean and pressed.
2. Black skirt or pants; clean, pressed, and worn at the waist with a black belt. Skirts must be no more
than 4" above the knee.
3. Shoes must be closed toe, black top and non-skid.
ATTENDANCE AND TARDINESS GUIDELINES
1. Communicate attendance/tardiness guidelines to team members (refer to Team Member Handbook).
2. Maintain accurate attendance records.
3. Identify team members with attendance/tardiness concerns.
4. Take prompt corrective action to resolve the problem, it may be necessary to document on a
progressive discipline form.
Attendance Guidelines
1. Arrangements must be made with Manager at least two hours prior to team members' scheduled shift
if team member will not be there.
2. Verbally warn team member if they fail to notify manager two hours prior to scheduled shift.
Document on Progressive Discipline Form.
3. Additional unexcused absences within a six- month period will lead to further disciplinary action, which
may include termination. Document all action on a Progressive Discipline Form.
4. Not showing up for a shift is voluntary termination and documented as such.
Tardiness Guidelines
1. Verbally warn team member if late, document in writing on Progressive Discipline Form.
2. Additional tardiness will lead to further disciplinary action, which may include termination.
CONDUCT POLICY
1. Educate team members to the standards of conduct. Conduct that is dishonest, insubordinate, immoral,
or illegal will not be tolerated (refer to the Team Member Handbook).
2. Report any violation or potentially troublesome conduct to BEM or Franchisee.
3. Respond equitably to each team member.
4. Document all violations on the Progressive Discipline Form.
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The following violations may lead to immediate termination of employment:
1. Fraud, dishonesty, falsification of records: I.E.: falsifying timecards.
2. Selling, distributing, purchasing, possessing, being under the influence or consuming alcohol or illegal
drugs on company premises.
3. Carrying a dangerous weapon on company premises.
4. Leaving work without permission while on an assigned shift.
5. Theft of team members, company or guest’s property.
Based on management discretion, the following violations may lead to a one-time warning or immediate
termination:
1. Blatant poor work performance.
2. Insubordination: I.E. refusal to comply with reasonable work-related requests or instructions from a
supervisor.
3. Disruptive behavior (conduct preventing others from doing their jobs).
4. Disorderly conduct on premises; I.E. fighting, offensive language.
5. Ethnic/racial/religious slurs: I.E. comments, which are offensive to co-workers, supervisors, guests, and
vendors.
6. Sexual harassment including any action in which a team member intentionally annoys, threatens or
makes any unwelcome verbal or physical sexual advances.
8. Rudeness to a guest. Or telling a guest “No”.
9. Conflict of interest: I.E. conduct that could compromise ability to supervise or impact job performance
(entering into/maintaining personal relationship with another team member or manager.)
10. Improper cash handling.
CONFIDENTIAL INFORMATION POLICY
To protect an individual’s reasonable expectations of confidentiality regarding the use and dissemination
of employment and confidential information. To protect the company from disclosure of trade secrets or
other confidential or proprietary information.
Management Responsibilities:
Individual privacy
1. Protect confidentiality of applicants, current and former team members.
2. Limit information provided about team members or former team members to:
• The fact that team member is or was employed by Company.
• The dates of employment.
• Title or position.
• Job responsibilities.
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3. Provide all team members with Confidential Contact Information. The confidential contact person can
be reached by calling the Company Offices main number and asking for the Human Resources Department.
This is an avenue that team members can use to discuss any confidential areas of concern. Company
privacy




To maintain the confidentiality of company products, processes, team members and guests
information.
Ensure that all team members, as a condition of hire, signs a non-disclosure agreement.
Only disclose trade secrets such as sales, recipes, and other confidential information to team
members only if their jobs, assignments or duties require knowledge of sensitive information.
Periodically remind workers of their confidentiality obligations during their employment and
departing workers at time of separation.
CONTRACTS POLICY
All team members and managers are expected to recognize that they have no authority to sign or enter
into any contract with any vendor.
DRUG/ALCOHOL POLICY
To maintain a restaurant environment free from the harmful effects of illegal drugs and/or alcohol. To
prohibit working under the influence of illegal drugs or alcohol; selling, distributing, purchasing, possessing
or consuming of alcoholic beverages or illegal drugs on the premises. All team members and managers will
be subject to severe discipline, up to and including termination for drug/alcohol related offenses.
1. Contact your FBC for direction in handling a problem you suspect may be related to the use of alcohol
and/or drugs.
2. Make team members aware of policies on the use, sale, distribution, purchase or possession of alcohol
or drugs on company premises.
3. The Company may exercise the right to drug test any team member who is involved in accident or
injury on work premises.
EMPLOYMENT AT WILL POLICY (if applicable)
All workers who are not under an employment contract are considered to be employed “at will”. This
means that the employment of these workers may be terminated at any time at the discretion of either the
employer or the worker. No one, other than the president of the company may enter into an employment
contract (written or oral) with any worker.
1. Refrain from making any statement or providing any assurance of continued employment to
prospective and newly hired workers.
2. Follow the company's progressive discipline process when dealing with performance, misconduct or
problems.
3. Judge whether immediate dismissal is an appropriate penalty under the circumstances when
confronted with cases of gross misconduct.
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EQUAL OPPORTUNITY POLICY
To provide equal employment opportunity to qualified individuals regardless of race, color, sex, national
origin, religion, age, disability, veteran status, sexual preference or marital status.
1. Make employment decisions on the basis of an individual's attitude and ability to do the job.
2. Treat team members equitably and in a non-discriminatory manner.
3. Administer all policies equitably and without discrimination.
4. Ensure restaurant is free from racial, ethnic, sexist, handicap, sexual preference, religious or age
slurs/jokes. If these behaviors occur, the manager must take prompt, corrective action.
PERFORMANCE REVIEWS
Periodic reviews should be conducted for hourly team members and managers.
It is recommend to conduct formal reviews a minimum of 4 times per year for hourly team members
(quarterly) and a minimum of once a year for managers. Here are suggested measurements for QSC:
1. InMoment Scores
2. Guest WOW’s/Concerns
3. Guest Experience Reports
4. Execution of the CiCi’s Systems
The Performance Review Process is designed to:
1. Assist Managers and Team Members in setting goals, objectives, priorities, and performance standards
for the next quarter.
2. Review actual performance against those goals.
3. Potentially link compensation to individual performance.
1. Ensure team members and managers have clear understanding of objectives and the criteria used to
evaluate job performance.
2. Document information or incidents through the year that are helpful in making appraisals.
3. Give informal feedback throughout year.
4. Manager evaluations once per quarter based on quarterly goal results.
5.
Identify development opportunities to improve performance in job or help prepare team member
for different responsibilities.
6. Retain documentation in team members’ personnel file for three years.
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PROBATIONARY PERIOD POLICY
New or re-hired team members and managers with Company must complete a probationary period
established during the first three months of employment. At any time during the probationary period, a
decision can be made about continued employment with the company.
1. Throughout probationary period, discuss performance and progress.
2. If deemed necessary, you may extend the probationary period past the first three (3) months.
3. This must be communicated to the team member or manager in writing.
4.
Ensure the team member or manager that successful completion of the probationary period should
not be construed as a promise of continuing employment.
PROGRESSIVE DISCIPLINE
To provide a guide that will support team members in improving their performance, attendance and
standards compliance when one or more falls below acceptable standard.
1.
To use the progressive discipline guide with team members, whose performance or attendance
falls below the accepted standards.
2. To document each step of the process.
3.
To have team members sign the documentation indicating they understand the consequences of
not meeting the expected standard.
4.
To use this process as a means to improve performance, not as a punishment, and to express its
importance.
Disciplinary Guidelines
1. Verbal Warning
Management discusses the area of concern with the team member, seeks solutions, and documents date
and nature of discussion.
2. Written Warning
Management discusses the area of concern with the team member.
The standard is reset and a time frame for meeting the standard is established. The discussion is
documented.
Team member and manager sign the documentation and it is placed in team member's personnel file.
3. Termination
Not meeting the terms of the written warning may lead to termination of employment.
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SAFETY & SECURITY
To provide a safe working environment for all team members and establish procedures for reporting and
reviewing on the job injuries and accidents and for responding to emergency situations.
Security Procedures
1. Execute CiCi's Pre-Opening and Closing Security Checklists on a daily basis (In Forms and Charts chapter
of the Operations manual.
2. Review the Crisis Management section of the manual.
3. Provide Emergency Checklist by the phone.
Safety Procedures
1. Maintain an OSHA log if employing more than 10 team members.
2. Adhere to all federal and state laws i.e. you must be 18 years of age to operate the dough mixer.
3. Provide a safe workplace including regular, documented safety inspections and meetings.
4. Hold a safety meeting for all team members in the first month of each quarter.
5. Provide reasonably safe tools and equipment suitable for performing assigned tasks safely.
6. Provide team members with sufficient warning regarding work-related dangers.
7. Ensure there are enough team members available to perform tasks in order to guarantee the safety of
all engaged in the task.
8. Develop, communicate and enforce all reasonable safety rules. Do not adopt rules that cannot or will
not be fully enforced.
9. Give direction thoughtfully and carefully to not carelessly direct a team member to perform in an
unsafe manner or attempt to perform a task for which he/she has not been trained.
10. Provide team members with the proper training required to perform their jobs safely.
11. Post safety rules about premises where hazards exist that are clearly visible in language familiar to the
majority of the workplace.
12. Become familiar with all accident forms.
13. Review MSDS manual with team members.
14. Ensure that all reasonable protection is provided for team members to eliminate the risk of harm and
injury. (i.e., if requested, escort team member to car at the end of shift).
15. If a guest or team member injury occurs, or an unusual situation involving a guest or team member
occurs, fill out an Incident Report Form. Notify your FBC or Strategic-Partner.
REMEMBER: Document, Document, Document
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Morning Restaurant Arrival – Entering/Exiting
1. The manager drives the perimeter of the restaurant checking security and cleanliness. Special focus
should be on all windows, doors and dumpster areas.
2. If at all possible it is preferable for the manager to arrive along with another team member.
3. Once you have determined that the perimeter is secured, enter the restaurant and check the interior
of the store for intrusions/security. When the manager determines that the store is secure other team
members may be let in.
4. Other arriving team members should be trained to review the parking area for any potential risks as
well as to look for appropriate activity within the restaurant. If there are potential concerns they should be
taught to leave and call the store to clear up a concern or in the case of a clear problem to immediately call
for help from a pre-determined location.
Note: WHEN UNLOCKING DOOR PRIOR TO OPEN OR AFTER CLOSE THE MANAGER MUST ALWAYS BE
PRESENT.
Opening Front Doors Prior to and After Closing Times
1. Look out the windows carefully to insure no potential dangers are present prior to opening the doors
for team members or vendors. Never open the doors for unknown or unexpected persons.
2. Example: An unscheduled employee arriving at 11:30 pm should not be allowed to come into the
restaurant to wait for the team member. If a parent, friend or spouse is picking up a team member it is
safer for them to stay in their car and assist by surveying the perimeter of the store for potential risks prior
to the team member exiting the restaurant. All after hour pick-ups should be handled this way.
Teach them to wave to their ride prior to exiting, when the driver sees that it is safe they should flash their
lights and the manager can open the door and watch the team member until safely in their car.
3. When letting team members out after hours who are driving themselves survey the parking area
carefully to insure no potential risks are present and watch them get into their car and drive away safely.
4. When the managers unlock and open doors they must stay there for as long as the door is opened or
unlocked.
5. For vendors, follow the above door opening procedure and lock doors behind them. If they need to
make multiple trips continue to unlock the door as they enter or exit, lock it again immediately behind
them.
Back Door Opening Procedures
1. Limit the use of the back door as much as possible. Encourage vendors to deliver through the front
door whenever possible. If possible remove trash through the front doors. Never open the back door
without a manager present for the entire time that it is open or unlocked.
2. For vendors ask them to come to the front door for verification prior to opening the back door for
them.
3. Look carefully through your peephole on the back door prior to opening the door. Do not open the
door if any potential risks are present.
4. The manager must remain at the back door the entire time that the door is open or unlocked. If the
vendor needs to make multiple trips then unlock the door each time they enter and exit and lock it each
time immediately behind them.
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End of Day Exiting and Night Bank Drop Security Procedures
1. Managers should always parks as close to the exit door as possible.
2. Look through the windows and inspect the perimeter of your store prior to exiting. Do not open the
door if there are any potential risks.
3. Once the perimeter has been determined to be safe, let a team member out to their car locking the
door behind them.
4 Once the team member is safely into their car they should drive to a point in the parking lot allowing
them to verify the safety of your exit and signal you to leave. They should direct their light to your car and
exit door. When the team member signals you to leave, unlock the door, exit, relock the door and quickly
proceed to your car and drive away.
5. It is advisable to vary the drive path to and from the bank.
6. When you arrive at the bank drive the perimeter to inspect for any potential risks. Once you have
determined that it is safe, make the drop quickly and proceed home. Even if you are not making a night
deposit follow the same exiting procedure and simply proceed home at the end of the day.
Morning Bank Drop Security Procedures
1. When making a day time bank run instruct any remaining team members in the store not to open the
store for anyone.
2. Prior to exiting, look through the windows and inspect the perimeter of your store for any potential
risks.
3. Once you determine that it is safe to exit, unlock the door, exit, lock the door behind you and quickly
proceed to your car. If there are team members working when you are leaving ask one of them to stand by
the phones and observe your exit. If there are any problems they should immediately call for help.
4. It is advisable to vary the drive path to and from the bank. When you arrive at the bank, drive the
perimeter to inspect for any potential risks. Once you have determined that it is safe to make the drop
quickly, and return to the store. Again follow the store entry procedure.
Restaurant Perimeter Security Barriers
All locations have walls, columns, structures or other barriers close to exit doors behind which dangers may
hide. Establish a plan to minimize the potential for danger to be undetected in those areas. Involve your
local police and landlord to increase surveillance, lighting or even their removal to insure the safety and
security of your people. Post the plan close to the phone preferable on the opposite side of the emergency
checklist.
SOCIAL MEDIA GUIDELINES
CiCi’s Pizza supports our team members’ use of social media and content sharing sites such as Facebook,
Twitter, YouTube, blogs, etc., for personal and professional use. As such, we mandate that you exercise
good judgment as your actions and comments will reflect upon the CiCi’s Pizza brand.
As a representative of the brand:
•
You are legally responsible for content you post to the internet, including blog posts, blog
comments, video, photos or otherwise. You can be held personally liable for defaming the Company or
other employees, revealing trade secrets or proprietary information, and copyright infringement.
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•
Items published on the internet may have an indefinite life span and are available around the globe,
so you should be mindful of the content you post, even if you do not believe it will be viewed publicly.
•
The use of cameras, video and audio recording devices, or digital devices, such as cell phones, MP3
players, or PDAs, that have recording capability can cause violations of privacy and breach of
confidentiality. For that reason, CiCi’s Pizza does not allow employees to obtain in store footage of any kind
as it poses a liability to the brand.
CiCi Enterprises reserves the right to remove any posts deemed necessary and will do so to uphold the
brand standards. If you have questions about the Social Media Guidelines or you would like to report
inappropriate or questionable activity, please contact the CiCi’s Marketing Department at 972-745-4200.
The Social Media team will handle all communication on social media sites, including but not limited to:
• Guest inquiries
• Guest comments
• Guest concerns
On Official CiCi’s Pizza Brand Social Media Channels
•
You are encouraged to “Like” CiCi’s Pizza on the official Brand Facebook Page
(facebook.com/cicispizza), “follow” CiCi’s Pizza’s feed on Twitter (twitter.com/cicispizza) and “Subscribe”
to CiCi’s Pizza You Tube channel (youtube.com/cicispizza).
•
You are not permitted to post original content to the Brand Facebook page (e.g., wall posts,
photos, videos) or leave comments in response to a post.
• You are not permitted to retweet (RT) tweets sent by @CiCi’s Pizza, send @reply or direct message
(DM) in response to a tweet or from a @ CiCi’s Pizza follower.
•
On CiCi’s Pizza’s official YouTube Channel, you are not permitted to leave or reply to comments.
On Personal Social Media Channels and General Participation in Social Media
• Identify yourself and your business affiliation from your very first engagement. Ways to do this
include:
O Provide a link to your bio
O A statement in a post or comment, “I own the CiCi’s Pizza franchise…”
• If you identify yourself as a franchisee of CiCi’s Pizza, whether by explicit statement or by implication,
you must clearly state that any views expressed in your posts or uploads are yours alone and do not reflect
the views of CiCi’s Pizza.
• You do not need to disclose your affiliation with CiCi’s Pizza in posts that do not mention CiCi’s Pizza
related topics.
• You may not update corporate profiles or articles about CiCi’s Pizza that exist on websites such as
Wikipedia. If you believe CiCi’s Pizza is misrepresented, or a profile or article requires an update or
correction, contact the CiCi’s Marketing Department.
You may not use CiCi’s Pizza trademarks, logos, images, copy, upload or copyrighted materials nor may you
make false or misleading statements about CiCi’s Pizza’s Culture, Philosophy, products, services, opinions,
or affiliations with other companies. You may not disclose any confidential information, including
Page 137 of 147
unannounced financial information, strategic business plans, menu and service offerings, guests,
franchisees, or team member’s personal information.
Your Team Members
• Your team members’ use of Social Media can also impact CiCi’s Pizza business and reputation. To help
protect the CiCi’s Pizza Brand, we encourage you to adopt a Social Media Policy for your team members
and to enforce compliance with that policy. At your request, we will provide to you a copy of the Social
Media Policy we utilize for Company team members as an example.
TERMINATION POLICY
1. To accept a team member's voluntary resignation without requiring the team member to provide
advanced notice.
2. To give team members who resign voluntarily the opportunity to discuss their reasons for termination.
3. To complete a Progressive Discipline Form for team members who are terminated involuntarily.
4. To collect company property (manuals, keys, etc.) not purchased by the team member.
5. To send termination forms to corporate office or franchisee and send originals in the Weekly Packet.
WORK SCHEDULE POLICY
To establish work schedules to effectively meet production, quality, service, and cleanliness standards.
1. Determine work schedules offered and maintain records of schedules.
2. Make any work schedule a condition of employment when hiring.
3. Ensure adequate staffing is provided to Exceed the Guests’ Expectations.
4. Make team members aware of schedule and any schedule changes.
5. Post schedules by Friday morning of each week for the upcoming week.
6. Verify hours worked by team members.
7. Staff to grow sales.
8. Match team member's skills with assigned position.
FRATERNIZATION POLICY
To maintain an appropriate and fair division of responsibilities between management and those individuals
they manage. To uphold real and perceived fairness in the relations of management personnel and all
personnel they manage. It is unacceptable for team members and managers of Company involved in
management/team member relationships to carry on personal/intimate or dating relationships.
Page 138 of 147
CORPORATE HARRASSMENT POLICY
Anti-Harassment, Discrimination and Retaliation Policy
The Company is committed to a work environment in which all individuals are treated with respect and
dignity. Each individual has the right to work in a professional atmosphere that promotes equal
employment opportunities and prohibits unlawful discriminatory practices, including harassment.
Equal Employment Opportunity
It is the policy of the Company to ensure equal employment opportunity without discrimination or
harassment on the basis of race, color, religion, sex, sexual orientation, age, disability, marital status,
citizenship, genetic information or any other characteristic protected by law. Such discrimination or
harassment is strictly prohibited.
Conduct prohibited by these policies is unacceptable in the workplace and in any work-related setting
outside the workplace, such as during business trips, business meetings and business-related social events.
Retaliation Is Also Prohibited
Our Company encourages reporting of all perceived incidents of discrimination or harassment. It is our
policy to promptly and thoroughly investigate these reports. Retaliation is strictly prohibited against any
individual who reports discrimination or harassment, or participates in a Company investigation of these
reports.
Definitions of Harassment
Sexual harassment constitutes discrimination and is illegal under federal, state and local laws. For the
purposes of this policy, sexual harassment is defined as unwelcome sexual advances, requests for sexual
favors and other verbal or physical conduct of a sexual nature when, for example:



Submission to the conduct is made either explicitly or implicitly a term or condition
of an individual's employment;
Submission to or rejection of the conduct is used as the basis for employment
decisions;
Such conduct has the purpose or effect of unreasonably interfering with an
individual's work performance or creating an intimidating, hostile or offensive
working environment.
Sexual harassment may include a range of subtle and not so subtle behaviors and may involve individuals of
the same or different gender. Depending on the circumstances, these behaviors may include, but are not
limited to:








Unwanted sexual advances or requests for sexual favors;
Sexual jokes and innuendo;
Verbal abuse of a sexual nature;
Commentary about an individual's body;
Leering, whistling or touching;
Insulting or obscene comments or gestures;
Display in the workplace of sexually suggestive objects or pictures;
Other physical, verbal or visual conduct of a sexual nature
Harassment on the basis of any other protected characteristic also is strictly prohibited. Under this policy,
harassment is verbal, written or physical conduct that denigrates or shows hostility or aversion toward an
Page 139 of 147
individual because of his/her race, color, religion, sex, sexual orientation, national origin, age, disability,
marital status, citizenship, genetic information or any other characteristic protected by law.
Harassing conduct includes, but is not limited to epithets, slurs or negative stereotyping; threatening,
intimidating or hostile acts; denigrating jokes; and written or graphic material that denigrates or shows
hostility or aversion toward an individual or group.
Workplace bullying is also a form of harassment and will not, in any instance, be tolerated. The Company
considers the following types of behaviors examples of bullying:




Verbal Bullying: slandering, ridiculing, or maligning a person or his/her family, persistent name calling
which is hurtful, insulting or humiliating, using a person as the source of jokes, abusive or offensive
remarks
Physical Bullying: pushing, shoving, kicking, poking, tripping, assault, threat of assault or damage to a
person’s work area or property
Gesture Bullying: non-verbal threatening gestures, glances which can convey a threatening message
Exclusion: socially or physically excluding or disregarding a person in work-related activities
In addition, the following examples may constitute or contribute to evidence of bullying:




Obscene gestures
Personal insults and the use of offensive nicknames
Public reprimands
Deliberately interfering with mail and/or other communications
Reporting an Incident of Harassment, Discrimination or Retaliation
Our Company encourages reporting of all perceived incidents of discrimination, harassment or retaliation,
regardless of the offender's identity or position. Individuals who believe that they have been subjected to
this conduct should discuss their concerns with their immediate Supervisor, Human Resources, the CFO or
the CEO. See the complaint procedure described below.
In addition, individuals who believe they are being subjected to this conduct should promptly advise the
offender that his or her behavior is unwelcome and request that it be discontinued. Often this action alone
will resolve the problem. As an alternative, our Company recognizes that an individual may prefer to pursue
the matter through complaint procedures.
Complaint Procedure
Individuals, who believe they have suffered harassment, discrimination or retaliation prohibited by this
policy, or believe they have witnessed this conduct, should discuss their concerns with their immediate
Supervisor, Human Resources, the CFO or the CEO.
Our Company encourages the prompt reporting of complaints or concerns so that rapid and constructive
action can be taken before relationships become irreparably strained. Early reporting and intervention
have proven to be the most effective method of resolving actual or perceived incidents of harassment,
discrimination or retaliation.
Any reported allegations of harassment, discrimination or retaliation will be investigated promptly. The
investigation may include individual interviews with the parties involved and, where necessary, with
individuals who may have observed the alleged conduct or may have other relevant knowledge.
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Confidentiality will be maintained throughout the investigatory process to the extent possible for all
parties to protect unnecessary disclosure.
Once the investigation is complete and a determination regarding the allegation(s) is made, the outcome
will be communicated to both the employee(s) who complained and to the person(s) accused of the
misconduct.
Misconduct constituting harassment, discrimination or retaliation will be dealt with appropriately.
Remedial action may include, but is not limited to: training, referral to counseling, or disciplinary action.
Disciplinary action may include, but is not limited to, a warning, reprimand, withholding of a promotion or
pay increase, reassignment, temporary suspension without pay or termination. Discipline will be
administered as the Company believes appropriate under the circumstances.
Our Company takes harassment, discrimination and retaliation of any kind very seriously and are
committed to a zero-tolerance policy. False or malicious allegations, knowingly made, detract from this
commitment. False or malicious accusations will be treated as a serious violation of Company policy, and
will be subject to disciplinary action.
Conclusion
The Company has developed this policy to ensure that all employees can work in an environment free from
unlawful harassment, discrimination and retaliation. The Company will make every reasonable effort to
ensure that anyone involved with a complaint or investigation regarding harassment, discrimination or
retaliation is aware of Company policies, and that any complaint in violation of the policies will be
investigated and resolved appropriately.
Any employee who has any questions or concerns regarding these policies should talk with Human
Resources, the CFO or the CEO.
Page 141 of 147
Administration
Restaurant Readiness Evaluation
Compliance with CiCi’s operational standards is necessary to preserve the high level of quality,
service and cleanliness that our guests have come to expect from CiCi’s. We publish our standards in
the Brand Excellence Manual and in other written communications to you. Brand Excellence
Managers also offer you continued guidance in the area of standards compliance.
The Restaurant Readiness Evaluation is designed to monitor your compliance with our quality,
service, and cleanliness standards and with those related administrative and facility standards that
contribute to operational quality. We evaluate your compliance in these 5 areas based on your
adherence to a number of individual standards within each area. All individual standards are scored
on a single point basis as either a “yes” or a “no” meaning that you either meet or fail to meet the
standard. Each of the 5 evaluation areas contributes to your overall score.
A 90% will continue to be the threshold for growth.
An overall score of 80% or below is considered failing. If you fail, a re-evaluation will occur within the
next 30 days.
If you fail a Restaurant Readiness Evaluation you will be sent formal notice of default based on a
failure to comply with system standards. Following the evaluation, your Brand Excellence Manager
will review the results of the evaluation with you and will assist in developing an action plan to
correct any deficiencies noted during the evaluation. Additional evaluations may be implemented to
monitor compliance with these corrective measures. Questions relating to Operational Evaluations
should be addressed to your Brand Excellence Manager.
Manual Updates and Vending
Kitchen Charts, Restaurant Listings, Current Files
Managers must check the following for cleanliness, completeness and updates every week:
1. All posted kitchen charts in the restaurant.
2. The restaurant list of addresses and telephone numbers.
3. The restaurant's file setup.
4. The restaurant’s WOW! Book.
Manual Updates
1. CiCi's Standard Operating Procedure Manual must be on site at all times or easily accessible
online during business hours and is the sole property of CiCi Enterprises, LP.
2. Each update to the SOP Manual must be placed in the manual (and posted in the kitchen area if
applicable) immediately upon receipt and reviewed with the entire management team and team
members within two days of receiving updates.
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3. Make copies of any new or revised charts or recipes and post in the appropriate location in the
restaurant, immediately discarding any old posted charts or recipes.
4. Replace each page in manual that has changed, immediately shred and discard the old pages.
Vendors/Purveyors
1. Obtain a list of approved vendors/purveyors from JMC before you order.
2. Exclusively utilize approved vendors/purveyors unless you receive prior approval from JMC.
Video Games and their Collection Procedure
1. Continually monitor games for good working condition.
2. Contact vendor immediately as problems arise.
3. When vendor arrives, monitor the coin collection to prevent fraud.
4. After verifying coin count, sign ticket and place in weekly packet.
5. If it is the policy of the vending company to leave our portion of the coins collected at the unit,
then: Make a separate deposit with the video money; Enclose the deposit slip from above and the
video receipt ticket in the week ending package.
Sales Analysis, Guest Checks, Account Receivable, Repair Procedures
Mid-Afternoon Sales Analysis
1. Run an X tape on each register.
2. Count all loose coins, bills, and checks
3. Amount of cash on hand minus beginning bank should equal sales from X-readings minus overrings and paid outs. Utilize Cash Drawer Log sheet for verification and documentation.
4. Set up register banks for night shift.
Closing
1. Run a Z tape on each register. Then pull the journal tapes, roll up and tape together, label with
date, store number and managers initials. Place in weekly packet.
2. Count all loose coins, bills, and checks.
3. Accurately complete the Daily Sales Analysis Sheet for that day (using the calculator with printer
enabled) and attach over-rings, Z tapes, and tax-exempt guest checks.
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4. Fill out the Paid Out portion of the Daily Sales Analysis Sheet by posting and totaling all daily paid
outs.
5. Prepare bank deposit and change order.
6. Lock all restaurant monies in the restaurant safe before leaving, except quarters in the change
machine and loose coins in the register.
7. Complete the Weekly Sales Analysis and communicate numbers to your BEM or Franchisee.
• If a discrepancy occurs, recheck figures. If there is still a discrepancy:
• Contact the manager that was on duty that day.
• Contact the General Manager, BEM and/or Franchisee.
• Document your findings.
Accounts Receivable for each sale on account, complete Invoice A/R Log and WSA. Invoice must
include:
• Invoice Number
• Store Number and Date
• Amount, including breakdown of individual items and subtotal before tax
• Person’s name, address, phone number and email address
• Organization Name (Form already has payment term and mailing address)
8.
All payments must be made within 30-days and mailed to Corporate Office or Franchisee’s
designated address.
9. Corporate writes off old A/R to the stores Cash Over/Short account and pursues collection at 90
days.
Guest Check Log Procedure
1. Start with the first guest check number that matches the first number on guest check log.
2. Sign your name and date appropriate column on guest check log.
3.
In the "start number" column, fill in the first guest check ticket number available in the guest
check ticket book.
4. Initial each guest check when using that ticket for an order.
At the close of business
1. Bundle all guest check tickets in numerical order.
2. Place a sheet of paper on top of the bundle listing the first and last guest check ticket used and
the numbers of the individual guest check tickets that were missing.
3. Place the completed bundle in the Weekly Packet.
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4. Continue to follow the order of the guest check log for each guest check ticket book used.
5. Write the last used guest check ticket number from the guest check pad in the "ending number"
column of the guest check log.
6. Count the guest check tickets on hand and match those used in the guest check log.
7. Insure that all guest check tickets assigned to a staff member are accounted for.
8. Verify that each guest check ticket has a register receipt stapled to it and that the register
receipt matches the items ordered on the front of the ticket.
9. Write the receipt number and an explanation on the corresponding guest check if the register
receipt is lost or the guest requests the register receipt.
10. Notify your FBC or Franchisee immediately if fraud is suspected.
Repair Procedures
1. Never pay without approval of FBC or Strategic-Partner!!
2. Inform FBC or Strategic-Partner of the item in need of repair.
3. Over $400 complete Repair Authorization Form and submit to FBC or Strategic-Partner for
approval.
4. Alert FBC or Strategic-Partner to get revised Repair Authorization if additional repairs not
originally authorized appear.
5. After repairs have been made attach repair company invoice to Repair Authorization Form. Send
to Support Office or Strategic-Partner for payment
6. All Payments for repairs are to be made through the support office or Strategic-Partners only –
no I.O.U.’s
Loss Prevention Procedures
1. Always contact the Support Office for approval before discussing anything with or granting
interviews to any media organization (TV, radio, newspaper, etc.) or their representatives.
2. Never allow any media organization or media representative to take A PHOTOGRAPH or motion
picture or video tape of any part of the restaurant without express written permission.
3. Use discretion when allowing guests to take photographs, motion pictures or video tape inside
the restaurant.
4. Monitor restaurant for possible hazards:
5. Change air-conditioning filters every two weeks.
6. Respond immediately to water leaks, ice on sidewalks, poor lighting, locked fire exit doors,
exposed electrical wires etc.
7. Always use WET FLOOR CAUTION sign when any area of the restaurant is being mopped.
Page 145 of 147
8. Confirm that all team members have been trained in the safety aspects of their jobs, equipment
they use and have signed an acknowledgment receipt of the Team Member Injury Benefit Plan.
9. Minimize opportunities for biological, chemical and physical hazards.
10. Be proactive and assume that you are being watched at all times to prevent robbery.
11. Execute the pre-opening and pre-closing security checklists daily.
12. Ensure that any forms dealing with revenues are out of view from guests and vendors.
13. Count moneys discreetly.
14. Have video moneys counted in off peak hours and observe count.
15. Check for video games pulled away from the wall (possible theft).
16. Monitor all utilities usage.
17. Keep only one oven on between 2:00 and 4:30 p.m. and after 9:30 p.m. (Ovens can be turned off
earlier if business allows.)
Redbook and File Set Up
The Redbook is a one stop shop for communication in a CiCi’s Restaurant. The Redbook is designed
as the ultimate tool. This book should be utilized to the fullest extent possible so you and your
managers are always aware of everything that is going on in your unit.
Items you should utilize in the WOW! Book:
• Small wares Inventory Form
• Vendor Phone List
• Monthly and Weekly Leadership Articles
• Monthly Calendar with Bank Runs and Key Dates
• WOW!’S for the day
• R&M Communication
• People Communication
• Daily Reminders
• Future Planning with Holidays
Use the Redbook to leave your nightly communications so all managers, Strategic-Partners and FBC’s
are all in the communication loop!
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FILE SETUP
The file setup is a list of items that should be filed and kept on hand. The time to maintain these
items will vary by state.
CORPORATE PACKET
PAST APPLICATIONS
PENDING APPLICATIONS
BLANK APPLICATIONS
OVERRING SLIPS
CASH DRAWER LOGS
HEALTH DEPARTMENT REPORTS
PAYROLL CHECKS
GUEST LOYALTY REPORTS
PAST OPERATIONAL EVALUATIONS
BLANK OPERATIONAL EVALUATIONS
BLANK SCHEDULES
PAST SCHEDULES
WARRANTY MANUALS
JMC INVOICES
PAST WEEKLY PACKETS
DAILY SALES ANALYSIS
WEEKLY SALES ANALYSIS
GUEST CHECK LOG
OMC/R&M CHECKBOOK
PRODUCE PAR SHEET
JMC PAR SHEET
COKE PAR SHEET
DAILY GAME PLAN FORMS
INCIDENT REPORT FORMS
FIRST AID/NON INJURY LOG
R&M APPROVAL
PROGRESSIVE DISCIPLINE FORM
Page 147 of 147

Table of Contents Guest Service

Transcription

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