Page 117 - Everything I Know About Business I Learned

Standards

randomly executed to objectively determine a store’s operational
levels; sometimes these are conducted by an outside firm, estab-
lishing an even deeper understanding of how stores are per-
forming as well as offering a more objective view in many cases.
And the operator base, as well as the chain of vendors, is all
mindful of how “we got here” and the importance of vigilance
and continuous monitoring to ensure the high standards are met.

In Summary
Perhaps it is McDonald’s passion for excellence and its quest to
never be satisfied that put the company at the top of the indus-
try. Without having high standards—and measurement—
McDonald’s never would have struck upon its formula for fries
and burgers. It never would have achieved consistency from
store to store. And it never would have achieved its level of QSC.
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Along with the standards grew a culture to be the best—whether
it was in operations or slashing energy costs—so long as the end
result did not detract from the customer experience. Organiza-
tions that push for continued excellence in all likelihood will
improve profit margins while also boosting their reputations
where it counts—among loyal customers, the best talent, and
dedicated vendors.

Key Learnings
✔ Never accept any standard but the very best. “Good enough”
won’t cut it in today’s competitive world. Continually
challenge the team to improve the product. Keep your
expectations high.
✔ Focus on, and develop your organization’s strengths—don’t
allow your competitors to dominate your focus.