Case Studies

Please choose a case study to view below:

McDonald’s

Casper’s Company is the largest McDonald's franchise owners in America. Their growth has been so rapid that it was becoming hard to keep up with the change. Since 1999 TeamBuilders WorldWide has partnered with Caspers including its executive leadership team and McDonald’s regional managers creating strategic action plans for its aggressive initiatives.

Profile

As the largest franchise owners of McDonalds restaurants, Casper’s Companies growth has been unprecedented in the McDonalds world. As a result TeamBuilders WorldWide partnered with them to create high performance leadership that would enable high performance team members.

Initiative

An aggressive Initiative was being rolled out with a philosophy to return to the basics. However, these basics must be executed extremely well in order to provide fast service with the new “Made for You” production system (making sandwiches to order versus the large bins in the old days). The past two meetings with TeamBuilders WorldWide and Casper’s Company have included, not only team development sessions, but also strategic action planning sessions as well. The action-based learning did a wonderful job at creating the insights and awareness, but it was the time spent back in the meeting rooms that really helped to provide the tangibility needed to turn the insights into actions.

The initiatives:

Reducing turnover
Enhancing morale
Providing stability
Generating higher levels of performance with less effort
Stop/start/continues for last year's actions
How do we get the regions to help one another?
How do we get all departments interfacing and supporting the Initiative?
How do we maintain a passion for what we do?

When all these principles are in place and monitored closely, they can deliver high levels of Quality, Service, and Cleanliness.

Objectives

Evaluation of previous year’s Initiatives.
Take on a “do different to do more” attitude. Improving profitability “Beyond the Box”.
Build on a sense of community and cohesive membership among managers.
Surface and build on issues of collaboration and cohesiveness.
Create awareness, understanding and drive at the applications for Top Gun Roll Out.
Start to create an empowering culture that moves away from the traditional “top-down” management.
Strategize actions to minimize turnover, identify and address opportunities to enhance support for Top Gun Initiatives from all departments.
Have fun, lots of it!

Results

Restrainers that would impede complete success for the initiative were identified, prioritized and assigned to manager task force to brainstorm and provide the what, where, how, when and who(m) for addressing these challenges and create the foundation for a strategic plan. We used a very simple Stop-Start-Continue model to create the actions needed for complete success. After participating in a day of ground level problem solving activities with applicable transfers back to this initiative, six hours later Casper’s had created the foundational elements for what is now the active culture of their business.