Kaco Operating Manual

Supervisor training session

Supervisor Training Meeting

A practical meeting guide for explaining the Position Manual, job descriptions, branch checklists, and phone ethics to AM and PM Supervisors.

How to run the meeting

Meeting goal

The goal is to make every supervisor understand what they own, what they must check every day, how they report, and how Kaco expects them to handle customers and phone orders.

01

Ownership

Supervisors understand that the role is ownership, not only tasks.

02

Execution

Supervisors know how to use opening, cleaning, closing, food safety, marketing, and customer service checklists.

03

Communication

Supervisors know what to report, when to escalate, and how to document complaints and incidents.

04

Customer standard

Supervisors know how phone ethics, upselling, customer source logging, and Tekram Ya Asli protect the brand.

Chrome voice trainer

Voice explanation mode

Use the buttons to let Chrome read the trainer script aloud during preparation or inside the meeting.

Interactive AI trainer

Ask questions during training

Use this trainer for real supervisor questions during the meeting. Staff can ask about opening, closing, cleaning, phone orders, complaints, escalation, checklist discipline, or the difference between the JD and Position Manual.

AI trainer ready. Start the local server, then ask a supervisor question.

Before the meeting

Preparation checklist

Prepare the meeting like an operating session, not a lecture. Every supervisor should leave with actions they can use on the next shift.

Documents

  • Open AM Supervisor page, PM Supervisor page, JD Library, Branch Checklists, and Phone Ethics.
  • Print or export the supervisor role pages and daily checklists if paper copies are needed.
  • Prepare one real example from opening, one from cleaning, one from closing, and one from phone orders.

Room setup

  • Use Chrome on a laptop or screen so the Arabic and English switch can be shown live.
  • Test the voice buttons before the meeting and choose a clear volume.
  • Keep WhatsApp or the reporting system ready for showing how complaints and customer sources are recorded.

Supervisor preparation

  • Ask each supervisor to bring one repeated problem from their shift.
  • Ask each supervisor to explain one checklist section in their own words.
  • Assign one person to take action notes and owner names during the session.

Outcome

  • End with three commitments for AM shift and three commitments for PM shift.
  • Set the first follow-up audit date with the Operator.
  • Confirm that every supervisor knows where the pages, JD, checklists, and phone ethics are located.

75 minute structure

Meeting agenda

This agenda is short enough for a real team meeting and detailed enough to train behavior, not only explain documents.

TimeTopicWhat to explain
0-5 minMeeting frameThis system is how Kaco becomes easier to run, easier to audit, and less dependent on one person.
5-15 minPosition ManualExplain purpose, mission, responsibilities, decision rights, escalation, KPIs, authority limits, and success definition.
15-25 minJob DescriptionShow how the JD defines the employment role while the Position Manual defines daily leadership ownership.
25-40 minBranch ChecklistsWalk through opening, cleaning, closing, food safety, marketing, customer service, complaint logging, upselling, and daily control.
40-55 minPhone EthicsTrain greeting, hold etiquette, order confirmation, source logging, upselling, delivery time honesty, and Tekram Ya Asli.
55-70 minRoleplayPractice one opening problem, one complaint call, and one closing cleaning failure.
70-75 minCommitmentsAssign follow-up actions, owner names, deadlines, and the first audit date.

Trainer talk track

Voice trainer script

Press Play training voice to hear this script. You can also use it as your own speaker notes during the meeting.

Opening message

Today is not only a document review. Today we are agreeing how supervisors will control the branch every day. Kaco needs clear ownership, clear checklists, clean communication, and consistent customer handling. If we follow this system, the branch becomes easier to run and problems become visible before they become expensive.

Position Manual explanation

The Position Manual explains the role as ownership. It tells each supervisor why the role exists, what the mission is, what responsibilities belong to the role, what can be decided alone, what must be escalated, what KPIs matter, and what success looks like. This manual is the leadership standard.

Job description explanation

The job description is the employment document. It explains position summary, reporting line, daily duties, weekly duties, skills, authority limits, and performance expectations. The JD tells the employee what the job is. The Position Manual tells the supervisor how to lead the job.

Checklist explanation

The checklist is not paperwork. It is the control system for the branch. Opening, cleaning, closing, food safety, marketing, customer service, complaint logging, upselling, and daily control must be checked every shift. If a checklist item fails, the supervisor corrects it, records it, and escalates when needed.

Phone ethics explanation

The phone is part of the customer experience. The employee must smile before speaking, greet clearly, listen fully, use hold properly, confirm the order, confirm the address, mention the total and delivery time, log new customer source, offer useful upsells, and close warmly with Tekram Ya Asli when appropriate.

Accountability close

After today, every supervisor is expected to use the manual, JD, checklist, and phone ethics as daily tools. If something is unclear, ask. If something fails, document it. If the same problem repeats, escalate it with facts. The goal is not blame. The goal is control, consistency, and a better Kaco experience.

Printable handout

Supervisor practice handout and answer key

Use these cases during the meeting. First let supervisors answer, then compare their response with the answer key. The goal is to train thinking, correction, escalation, and proof.

01

Opening readiness problem

Case: The branch is not ready, two staff are late, some labels are missing, and the opening time is close.

Expected answer: The AM Supervisor first protects food safety and opening readiness, then controls staffing and reporting.

  • Check critical safety: gas smell, water leak, electrical issue, fridge/freezer temperatures, expired products, and missing labels.
  • Correct labels immediately before using any product. Reject or hold any product with unclear date, smell, color, or texture.
  • Reassign available staff to critical stations: cashier/POS, line, prep, cleaning, and delivery readiness.
  • Record late staff, missing labels, corrective action, and opening delay risk in the readiness message.
  • Escalate to the Operator if opening will be delayed, staff shortage affects service, or food safety cannot be corrected before opening.

Proof required: Opening checklist, temperature record, label correction note, attendance note, and readiness message.

02

Phone order roleplay

Case: A new customer calls, asks for a recommendation, gives a new address, and wants delivery.

Expected answer: The supervisor trains the call taker to protect tone, accuracy, selling, and customer data.

  • Open with a clear greeting: Kaco Doner, Turkish shawarma, employee name, and offer to help.
  • Recommend based on daily briefing, hero items, availability, and customer need.
  • Offer relevant upsells: combo upgrade, drink, fries, dessert, sauce, or active campaign.
  • Confirm full order, quantities, special notes, sauces, total price, delivery time, address, landmark, and phone number.
  • Ask how the new customer heard about Kaco and record the source: WhatsApp, Instagram, TikTok, referral, walk-in, delivery app, or campaign.

Proof required: Complete order record, customer source, phone number saved, and any complaint/preference note.

03

Cleaning failure at closing

Case: PM shift finds greasy surfaces, full trash, dirty floor corners, and an incomplete closing report.

Expected answer: The PM Supervisor does not sign off until cleaning is corrected and documented.

  • Stop sign-off and assign immediate correction by station: surfaces, trash, floors, drains, customer area, and equipment exterior.
  • Recheck food-contact areas with sanitizer and verify no open product is exposed during cleaning.
  • Take before/after proof if the failure is serious or repeated.
  • Complete the closing report with cleaning status, responsible staff, issues found, and corrections done.
  • Escalate to the Operator if cleaning failure is repeated, staff refuse correction, safety is affected, or closing will be delayed.

Proof required: Closing checklist, cleaning photos if needed, waste record, and end-of-day report.

04

Delivery complaint

Case: A customer says the order arrived late and one item is missing.

Expected answer: The supervisor handles recovery calmly, records the complaint, and stays inside authority limits.

  • Apologize clearly without arguing or blaming staff, driver, or customer.
  • Confirm order number, customer name, phone number, missing item, delivery time, and branch.
  • Check POS/order record and confirm whether the item was prepared, packed, dispatched, or missed.
  • Offer recovery within authority: send missing item, approved refund/credit within limit, or replacement if justified.
  • Record the complaint in the system with cause, action taken, responsible area, and follow-up result.

Escalate when: Refund is above limit, customer threatens public complaint, repeated issue, legal/safety issue, or customer is still unsatisfied after recovery.

05

Decision rights test

Case: Ask the supervisor to classify each decision: decide alone, consult Operator, or escalate to Owner.

Send employee on breakDecide alone
Throw away expired productDecide alone and record waste
Replace supplierConsult Operator
Major refund above limitEscalate through Operator
Change recipe or menu itemOwner approval
Equipment purchase above limitOwner approval

Expected answer: Supervisors control the shift, not company policy. They decide immediate service and safety issues, consult for workflow/supplier/staffing issues, and escalate owner-level financial, legal, salary, recipe, and brand decisions.

06

Commitment round

Case: Each supervisor must leave the meeting with real commitments, not general promises.

Expected answer format:

  • One behavior I will start: daily readiness message before opening or complete end-of-day report before leaving.
  • One checklist I will enforce: food safety labels, closing cleaning review, phone source logging, or complaint recording.
  • One repeated issue I will report with proof: late staff, missing labels, cleaning failure, stock shortage, or delivery complaint trend.
  • One follow-up date with the Operator to review whether the commitment was applied.

Proof required: Written commitment, owner name, deadline, and first audit date.

07

Food safety judgment

Case: A product has no clear label, the smell is doubtful, but the branch is busy and the line wants to use it.

Expected answer: The supervisor rejects uncertainty. Busy service never overrides food safety.

  • Hold the product immediately and prevent use.
  • Check date, label, smell, color, texture, storage condition, and source.
  • Discard and record waste if safety or date cannot be proven.
  • Use backup stock or mark item unavailable if needed.
  • Escalate if shortage affects service or if the issue came from central kitchen/supplier.
08

Upselling without pressure

Case: A customer orders one sandwich only. The cashier does not offer any add-on.

Expected answer: The supervisor coaches useful selling, not pushy selling.

  • Offer one relevant combo upgrade, drink, fries, dessert, or sauce.
  • Use simple wording: Would you like to make it a combo with fries and drink?
  • Respect the customer if they decline.
  • Track whether staff are applying upselling during the shift.
  • Use daily briefing to focus on hero items and active offers.

After the meeting

Follow-up plan

The meeting succeeds only if the next shift changes. Use this follow-up plan with the Operator.

Next shift

Supervisor uses the checklist live and sends one proof message with issues, corrections, and unresolved items.

After 3 days

Operator reviews checklist discipline, phone order behavior, complaint logging, and cleaning proof.

After 7 days

Hold a short follow-up meeting: what improved, what repeated, who needs training, and what must be escalated.