Toast, Inc. is a cloud-based restaurant management software company based in Boston, Massachusetts. The company provides an all-in-one point of sale (POS) system built on the Android operating system. Recently after an acquisition, Toast Inc. entered Payroll management system space for restaurants.
In the absence of structed documented process, Operations team of Toast Inc. faced the following challenges:
Knowledge Silos: Key operational knowledge was held by a few employees, resulting in issues during employee absences or turnover. If fact, Duutha was approached to document processes from the employees who were leaving the unit or who were going on a long leave.
Implicit Knowledge: While the operations unit was functioning well under able leadership and employees, much of the knowledge resided in the heads of experienced employees. Transition of work became difficult when the employees moved on to take newer roles.
Scalability: As Toast Inc was growing rapidly, having documented processes was essential for efficiently onboarding new employees and expanding their operations.
Compliance Risks: Toast Inc. went public recently and compliance is crucial. The lack of documented processes posed a risk in meeting regulatory requirements. Operations team members were asked to demonstrate the entire process by the audit teams.
Solution: Process Documentation
Duutha was approached with a project that focused on formalizing existing processes. The project involved the following key steps:
Process Inventory: The first step was to catalog and identify all existing processes that involve the operations team.
Documentation Standards: A consistent format and template were established for documenting the processes in the operations team. This ensured clarity and consistency across all documentation.
Process Owners: Employees with expertise in each process were designated as process owners responsible for documenting their respective processes.
Document Creation Process
Team Interviews: Duutha started interviewing the process owners. They were asked to demonstrate the entire process over Zoom & MS Teams calls. The interviews covered step-by-step instructions, key responsibilities, and timelines.
Documentation: Process documentation experts from Team Duutha, documented each process following the documentation standards and templates.
Quality Check: The documentation was first internally by Team Duutha for language and brand consistency. Once the peer reviews were done, it was sent to all SMEs to be reviewed for accuracy and completeness.
Centralized Repository: All documentation was moved to confluence and organized based on each process. The content was structured for easy access. Operations space on confluence now serves a one-stop resource for process information.
Results
The implementation of this documentation initiative yielded several notable outcomes:
Knowledge Preservation: Critical operational knowledge was safeguarded in documented form, reducing the risks associated with employee turnover and knowledge loss.
Consistency and Quality: With standardized processes, the Operations team of Toast Inc. achieved a higher level of consistency and quality in their services, resulting in fewer errors and improved client satisfaction.
Efficiency and Scalability: The operations team is now better equipped to scale its operations and quickly onboard new employees.
Time Savings: Employees reported that having documentation at their fingertips saved time, as they no longer needed to rely solely on memory or consult with colleagues for procedure details.
Audit-Readiness: The availability of well-documented processes ensured that the operations team was always audit-ready, meeting regulatory requirements with ease.
The Power of Documenting the Process
The success story of the operations team of Toast Inc. demonstrates the immense value of documenting existing processes. By formalizing operational procedures and creating a centralized knowledge repository, the company achieved improved consistency, quality, efficiency, and scalability.
The project served as a valuable investment in both current operations and future growth, reinforcing the idea that documentation is the powerful tool for success, even when processes are already in place.
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