The RANGE Framework, by Jon Peck, founder of RANGE Hospitality Advisory. All five templates, to print together.

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RANGE Framework · Step 1 of 5 · Recognize what’s real · Page 1 of 2

Worksheet: Three readings

What is wrong under the story the business tells about itself? Needs the P&L by unit and period, time in several units at the peak, and time with leadership.

Take each reading on its own, before anyone compares them. Rough figures are fine, as long as each one is written down. Filled in by the person above the GMs who holds the five steps, with the owners.

What everyone says is wrong, in their own words. Write it down first, before the readings.

The units, now and last period

The three units furthest from plan, and your best unit to compare them with. Write each figure as now / last period.

RowUnitSales vs planPrime cost %Labor %What moved
Furthest from plan
Second
Third
Best unit

When one line is off

Work down the rows, books first and the restaurant last, and note what each showed before moving on.

RowWhat it showed
The books
The sales mix
The counts
The restaurant

Labor against sales, by daypart

For the unit furthest from plan: where the hours sit against the sales they serve. Mark any daypart where the two move apart.

RowSalesLabor hoursLabor %
Weekday lunch
Weekday dinner
Weekend

Service at the peak

Several units, in the shifts that make the week. Stand where tickets stack up; set the schedule beside what the shift needed.

Unit and shiftWhat you sawScheduled against needed
What leadership knows

Ask each person on their own, before anyone looks at the numbers together.

Picture the busiest unit at 7pm on a Saturday. What would worry you there?

What do you know about the operation that the numbers would never tell you?

When did the problem start, and what else was changing around then?

What has been tried so far, by whom, and what came of it?

Next: the working goes onto page 2, The Diagnosis, the one page that gets signed and handed to Align.

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RANGE Framework · Step 1 of 5 · Recognize what’s real · Page 2 of 2

The Diagnosis

The one page Recognize hands to Align. Write it plainly enough that ownership and operations can read it together and argue with it.

From the worksheet: what everyone says is wrong.

A number nobody can explain, or a worry no number confirms.

One sentence: what is wrong. For example: dinner labor runs over plan because the schedule is written from last month’s sales.

The unit, the shift, the station or the role.

Each period, in dollars or points.

The two or three facts from the readings that hold the cause up.

The explanations checked and set aside, and why each one fell.

Done when: One cause is named in writing, with where it starts and what it costs, and ownership and operations have read it together before any money is spent.

rangeframework.com/tools/diagnosis · page 2 of 2

RANGE Framework · Step 2 of 5 · Align execution to intent · Page 1 of 2

Worksheet: Getting to one plan

Do ownership and operations agree on one problem, and on the result that will count as fixed? Needs The Diagnosis, passed.

Before anything is signed, find where ownership and operations already differ, and which calls have nobody deciding them. Filled in by the person above the GMs who holds the five steps, with the owners.

From The Diagnosis, word for word.

What each side thinks the problem is

Write both down before the meeting. Many groups find two plans already running.

RowOwnershipOperations
The problem
Fixed looks like
By when

Calls that came up last week

Every decision brought to the top that a GM or manager could have made, had they known what you wanted.

The callWho brought itWho should make it

The last thing, in a line.

The route test

For that same thing: who found out first, who last, and when.

RowWhoWhen
Found out first
Found out last

Three managers on done

Pick the most recent thing you asked managers to get done. Ask three of them, one at a time, what finished means, and count how many different answers come back.

ManagerTheir answer
Different answers, of three

The standards that matter most

Three of them, and how each one looks on a quiet Tuesday with nobody senior there.

StandardOn a quiet Tuesday

Which standard keeps being said again and still slips on some shifts? If none, say so.

And how would they describe their job?

Next: the working goes onto page 2, The Agreement, the one page that gets signed and handed to Narrow.

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RANGE Framework · Step 2 of 5 · Align execution to intent · Page 2 of 2

The Agreement

The one page Align hands to Narrow: one problem, what done means, and who decides. Ownership and operations sign the same page.

One sentence, from The Diagnosis.

What done means

The number, the date it is reached by, and the one person it belongs to. For example: dinner labor at 26% of sales by June 30, belonging to the director of operations.

The numberReached byBelongs to

Which report shows the number, on which day each week, and who reads it.

Decision rights

For each recurring call: who decides, who is asked first, who hears after.

The callDecidesAsked firstTold after
A schedule
A comp
A hire
A menu change
A price

Who hears about a problem mid-shift, and who can act on it before close.

For a group with a brand: what it is, and what it refuses to become.

Done when: Three managers, asked what done means for the agreed problem, give the same answer.

rangeframework.com/tools/agreement · page 2 of 2

RANGE Framework · Step 3 of 5 · Narrow focus on core drivers · Page 1 of 2

Worksheet: The whole list

Which fixes move the agreed number first, and what has to wait? Needs The Agreement, passed.

Put everything on the page first. Saying no to most of the list is easier once the whole list is in front of the people who have to say it. Filled in by the person above the GMs who holds the five steps, with the owners.

Where the number stands

Today, the target and the gap. RANGE puts a healthy full-service prime cost at 60 to 65 percent of sales.

RowTodayTargetGap
The agreed number
Prime cost %

Everything under way or proposed

Every project running now, and every fix proposed for the cause. Rank them by their effect on the agreed number.

Initiative or proposed fixActs on the cause?Effect on the numberRankWho carries it

Suppose the group worked only on the top two or three for ninety days. What would setting the rest aside cost, in sales, people or growth?

What makes narrowing hard here: a promise, a person, a project already paid for.

Next: the working goes onto page 2, The Short List, the one page that gets signed and handed to Generate.

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RANGE Framework · Step 3 of 5 · Narrow focus on core drivers · Page 2 of 2

The Short List

The one page Narrow hands to Generate: two or three fixes, never more, each tied to a number read every week.

From The Agreement: the number, and the date it is due.

The fixes, in order

Each one acts on the cause, at a pace managers still running shifts can carry.

RowThe fixHow it acts on the causeWeekly numberOwnerStarts
1
2
3

Parked

Everything that got a no for now, why it waits, and the date it comes back.

ItemWhy it waitsComes back on

What the group will turn down this quarter, written so a manager can point to it.

The ninety-day check

Could the group set everything else aside for ninety days?

Done when: There are two or three fixes, never more, each tied to a number read weekly, and the group could set everything else aside for ninety days.

rangeframework.com/tools/short-list · page 2 of 2

RANGE Framework · Step 4 of 5 · Generate momentum through process improvement · Page 1 of 2

Worksheet: Building it with the managers

What system produces the result every shift, with nobody checking? Needs The Short List, passed.

One set of sheets for each fix on The Short List. Build the system with the manager who will own it, and try it on a slow shift and a peak shift before calling it done. Filled in by the person above the GMs who holds the five steps, with the owners.

From The Short List. One set of sheets for each fix: choose which fix above.

What kind of system

Tick the one this fix will become.

With nobody watching, what keeps this part of the shift to standard now? Who meets on it each week, on which day, and what each person leaves with.

Think of the most recent change that did not last. What let it go?

Live-shift trial

Run it on live shifts with the manager who will own it. Note what slipped and what changed.

ShiftRun byHeld?What slippedChange made
A slow shift
A peak shift

Next: the working goes onto page 2, The Shift System, the one page that gets signed and handed to Elevate.

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RANGE Framework · Step 4 of 5 · Generate momentum through process improvement · Page 2 of 2

The Shift System

The one page Generate hands on, one for each fix: the routine, the manager who owns it, and what a bad week sets off.

Its name, and the fix it builds into the week.

What happens, step by step, on which shift or day, and who does each step. For example: Monday at two, the GM sets the week’s hours from the forecast; each shift lead checks them at lineup.

The manager who owns it, not the person who built it, and who covers when they are off.

Which number, where it is read each week, on which day and by whom.

What a bad week sets off

Decided now, before the first bad week.

RowSets offOwnerReport back by
One bad week
Two in a row

The checklist, scorecard or prep list that holds it, and where it lives.

The third-month check

Three months from the start, someone confirms it still runs with nobody checking.

Check dateConfirmed byStill running?
Done when: This system is still running in its third month, and nobody senior is checking on it.

rangeframework.com/tools/shift-system · page 2 of 2

RANGE Framework · Step 5 of 5 · Elevate team capability · Page 1 of 2

Worksheet: What still runs through one person

Who runs it once the people who built it step back? Needs The Shift System, passed.

Find what would stop if a few people left, before an opening or a resignation finds it for you. Filled in by the person above the GMs who holds the five steps, with the owners.

Calls that still come to the top

Re-test The Agreement’s decision rights: what people still bring to the owner or the operations lead that a GM should settle.

The callBrought byShould sit with

If the owner or the operations lead stepped away for two weeks, what would slip first?

What lives in one person

Schedule logic, vendor calls, how a Friday gets prepped: what only one person knows how to do.

WhatWho holds itWho could cover

What a new manager goes through before running shifts alone. If there is no path, say so.

The hire, the training, a mentor or luck. The answer says what the bench runs on.

Next: the working goes onto page 2, The Bench Map, the one page that gets signed and handed back to the business, and the next unit to Recognize.

rangeframework.com/tools/bench-map · page 1 of 2

RANGE Framework · Step 5 of 5 · Elevate team capability · Page 2 of 2

The Bench Map

The one page Elevate hands back to the business: who runs each system now, who is next, and who is ready for the next opening.

Systems and who runs them

Every Shift System sheet, the manager running it now, and who runs it next.

The systemRuns it nowNext

The next person for each role

What they are missing, and when they could be ready.

The roleNext personWhat is missingReady by

Readiness, before any promotion

Four checks for each person: reads the unit’s food and labor numbers; builds a schedule from forecast sales; has made a hiring decision someone senior tested; has held a hard conversation with a manager present.

PersonNumbersScheduleHireConversation

The next opening

Who would open it, who takes over the unit they leave, and where an outside hire fills a gap.

OpeningWho opens itWho holds their unitOutside hire

The bench count

Ready people for each GM role open or planned, against the bar RANGE publishes.

RowReady nowGap
Ready GMs per GM role (RANGE: two)
Ready assistant GMs per GM role (RANGE: one)

The strongest-GM test

If your best GM resigned today: what stops working in the first thirty days, and who covers each item.

What stops workingWho covers it
Done when: The group can say what would stop if the best GM resigned, with a name against each item.

rangeframework.com/tools/bench-map · page 2 of 2

Thirty minutes, wherever you start.

Have last period’s P&L open, and your own account of what is wrong. The first call with Jon Peck, RANGE’s founder, begins with both, the way Recognize does.

Book a call with Jon (opens in a new tab)Who is Jon Peck?

Book a call opens RANGE Hospitality Advisory’s booking page in a new tab.

Opens on rangehospitalityadvisory.com

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